Financial report |
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CEO comment |
2 |
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Business strategy |
5 |
|||||
Letter from the Chair of the Board |
12 |
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Board of Director’s report |
14 |
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Report of independent registered public accounting firm |
34 |
|||||
Report of independent registered public accounting firm |
35 |
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Consolidated financial statements with notes |
38 |
|||||
Management’s report on internal control over financial reporting |
93 |
|||||
Risk factors |
94 |
|||||
Alternative performance measures |
110 |
|||||
The Ericsson share |
115 |
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Corporate Governance report |
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Regulation and compliance |
2 |
|||||
Governance structure |
4 |
|||||
General Meetings of shareholders |
5 |
|||||
Nomination Committee |
6 |
|||||
Board of Directors |
6 |
|||||
Committees of the Board of Directors |
9 |
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Remuneration to Board members |
11 |
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Members of the Board of Directors |
12 |
|||||
Management |
16 |
|||||
Members of the Executive Team |
20 |
|||||
Auditor |
26 |
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Internal control over financial reporting |
26 |
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Remuneration report |
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Statement from the Chair of the Remuneration Committee |
1 |
|||||
Introduction |
2 |
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Remuneration 2022 at a glance |
3 |
|||||
Total remuneration to the President and CEO and Executive Vice Presidents |
5 |
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Variable remuneration |
6 |
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Comparative information on changes in remuneration and the Company’s performance |
13 |
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● |
The Financial report, including Board of Director’s report and the financial statements and notes |
● |
The Corporate Governance report |
● |
The Remuneration report |
Contents |
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Financial report 2022 |
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This is Ericsson |
1 |
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CEO comment |
2 |
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Business strategy – Creating long-term value |
5 |
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Letter from the Chair of the Board |
12 |
|||||||
Board of Director’s report |
14 |
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Board Assurance |
33 |
|||||||
Report of independent registered public accounting firm |
34 |
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Report of independent registered public accounting firm |
35 |
|||||||
Consolidated financial statements |
38 |
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Notes to the consolidated financial statements |
45 |
|||||||
Management’s report on internal control over financial reporting |
93 |
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Risk factors |
94 |
|||||||
Alternative performance measures |
110 |
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The Ericsson share |
115 |
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Shareholder information |
119 |
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Financial terminology |
120 |
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Glossary |
121 |
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1 Financial Report 2022 | This is Ericsson | Ericsson Annual Report on Form 20-F 2022 | |||
2 Financial Report 2022 | CEO comment | Ericsson Annual Report on Form 20-F 2022 | |||
3 Financial Report 2022 | CEO comment | Ericsson Annual Report on Form 20-F 2022 | |||
1) |
Excluding restructuring charges. |
4 Financial Report 2022 | CEO comment | Ericsson Annual Report on Form 20-F 2022 | |||
5 Financial Report 2022 | Business strategy | Ericsson Annual Report on Form 20-F 2022 | |||
1) |
Excluding restructuring charges and previously announced charges of SEK -5.5 billion in 2022. |
6 Financial Report 2022 | Business strategy | Ericsson Annual Report on Form 20-F 2022 | |||
7 Financial Report 2022 | Business strategy | Ericsson Annual Report on Form 20-F 2022 | |||
Leading network performance, relentless efficiency and revenue growth in an open world |
Leadership in mobile networks |
Focused expansion into enterprise | |||||
• Invest in technology leadership for cost, performance and sustainability across RAN, telecom core and OSS/BSS • End-to-end |
Wireless networks • Pre-packaged solutions• Leading reliability, security, and operations |
Communication platform • Accelerate the world’s ability to connect • Global network platform | ||||
Be first in critical innovations, and capture strategic business opportunities |
Technology leadership |
Cost efficiency |
Data-driven operations |
Global skill & scale |
8 Financial Report 2022 | Business strategy | Ericsson Annual Report on Form 20-F 2022 | |||
9 Financial Report 2022 | Business strategy | Ericsson Annual Report on Form 20-F 2022 | |||
10 Financial Report 2022 | Business strategy | Ericsson Annual Report on Form 20-F 2022 | |||
Networks |
Offering |
Business model |
||||||
Networks offers multi-technology capable Radio Access Network (RAN) solutions for all network spectrum bands, including integrated high-performing hardware and software. The offering also includes a cloud-native RAN portfolio, a transport portfolio, passive and active antenna solutions and a complete service portfolio covering network deployment and support. |
Networks business is primarily based on a model, where Ericsson develops, sells, licenses and delivers hardware, software and services. Networks business also includes recurring revenue streams such as customer support and software revenues. |
|||||||
Cloud Software and Services |
Offering |
Business model |
||||||
Cloud Software and Services provides solutions for core networks, business and operational support systems, network design and optimization, and network managed services. The focus is to enable communications service providers to succeed in their transition to cloud-native, intelligent and automated networks and operations. |
Cloud Software and Services develops, sells, and delivers solutions, based on software or services, or both. The software solutions typically include services with contracts for deployment projects as well as recurring revenues from software, support and lifecycle management. The network managed services contracts are typically multi-year outsourcing agreements. |
|||||||
Enterprise |
Offering |
Business model |
||||||
The segment comprises of three business areas offering solutions primarily to enterprises: Global Communications Platform (Vonage) including cloud-based Unified Communications as a Service (UCaaS), Contact Center as a Service (CCaaS) and Communications Platform as a Service (CPaaS); Enterprise Wireless Solutions including private wireless networks and wireless WAN (Cradlepoint) pre-packaged solutions; Technologies and New Businesses including mobile financial services, security solutions and advertising services. |
Global Communications Platform offerings are predominately sold via a monthly recurring consumption-based revenue model. The Cradlepoint offerings in Enterprise Wireless Solutions are sold through a term-based subscription contract, typically a three-year contract with subsequent yearly renewal periods. These subscriptions have up-front payments at the beginning of the contract and each renewal period. Other contracts in the segment are typically aaS (as a Service) or license based with recurring revenue from software licenses, services, subscriptions and support. |
|||||||
Other |
Offering |
Business model |
||||||
Segment Other comprises of Redbee Media, which prepares and distributes live and on-demand video services for broadcasters, sports leagues and communications service providers. The Segment also includes other non-allocated business. |
Outsourced broadcast service contracts are generally multi-year agreements whilst other media contracts are typically aaS (as a Service) or license based with recurring revenue from services, subscriptions and support. |
11 Financial Report 2022 | Business strategy | Ericsson Annual Report on Form 20-F 2022 | |||
Mobile Networks go-to-market |
Enterprise go-to-market |
IPR licensing revenues | ||||||
Our market is divided into five geographical market areas. The market areas are responsible for selling and delivering products and solutions that are developed in Networks and Cloud Software and Services, and focus on communications service provider customers. Close cooperation with our customers is key. In line with the strategy, the market areas have responsibility to ensure that we stay close to our customers while maintaining central guidelines and governance structures. |
To reach the enterprise market with businesses of all sizes, Ericsson has a multi-channel approach, which builds on the enterprise channel from Cradlepoint. It is a global program with access to tens of thousands of reseller partners in Enterprise Wireless Solutions. In order to provide communication APIs and create the Global Network Platform, the go-to-market go-to-market |
Ericsson’s patents are licensed globally on FRAND terms to the users of our technology. The key cellular market segments for our patents are smartphones, IoT devices, consumer electronics and automotive. Beyond cellular, other licensed technologies include media technologies and other connectivity standards. Ericsson licenses its patents bilaterally as well as by participating in patent pools covering certain market segments. | ||||||
12 Financial Report 2022 | Letter from the Chair of the Board | Ericsson Annual Report on Form 20-F 2022 | |||
13 Financial Report 2022 | Letter from the Chair of the Board | Ericsson Annual Report on Form 20-F 2022 | |||
14 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
Contents | ||
14 |
Business in 2022 | |
15 |
Financial highlights | |
18 |
Business results – Segments | |
20 |
Business results – Market areas | |
21 |
Corporate governance | |
22 |
Material contracts | |
22 |
Risk management | |
22 |
Sourcing and supply | |
22 |
Sustainability and Corporate Responsibility | |
23 |
Security and Privacy | |
23 |
Ericsson interactions with US authorities and other governmental authorities | |
23 |
Legal proceedings | |
24 |
Parent Company | |
24 |
Share information | |
24 |
Proposed disposition of earnings | |
25 |
Proposal of new guidelines for Remuneration to Group Management | |
28 |
Guidelines for Remuneration to Group Management | |
33 |
Board assurance |
– | Reported sales increased by 17% to SEK 271.5 (232.3) billion. Group organic sales grew by 3%, with an increase in Networks organic sales of 4% and in Enterprise of 16%. Gross income increased to SEK 113.3 (100.7) billion with increases in segments Networks, Cloud Software and Services, and Enterprise. |
– | EBIT decreased to SEK 27.0 (31.8) billion with an EBIT margin of 10.0% (13.7%). EBIT margin excluding restructuring charges was 10.1% (13.9%). Excluding Vonage and previously announced charges of SEK -5.5 billion during the year, EBIT margin was 12.9%, reaching the 2022 target of 12–14%. |
– | Net income was SEK 19.1 (23.0) billion. Net income as a percentage of net sales was 7%. Earnings per share (EPS) diluted was SEK 5.62 (6.81). |
– | EBITA amounted to SEK 29.1 (33.3) billion with an EBITA margin of 10.7% (14.3%). EBITA was negatively impacted by previously announced charges in 2022 of SEK -5.5 billion, partly compensated by increased IPR licensing revenues. |
– | Operating cash flow was SEK 30.9 (39.1) billion. Free cash flow before M&A amounted to SEK 22.2 (32.1) billion. Cash and cash equivalents were SEK 38.3 (54.0) billion. Net cash was SEK 23.3 (65.8) billion on December 31, 2022. |
– | The Board of Directors proposes a dividend for 2022 of SEK 2.70 (2.50) (USD 0.25) per share to the AGM. |
1) |
On March 2, 2023, the Company reached a resolution with the DOJ (the DOJ Plea Agreement) and agreed to pay a fine of approximately SEK 2.2 billion. |
15 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
1) |
On March 2, 2023, the Company reached a resolution with the DOJ (the DOJ Plea Agreement) and agreed to pay a fine of approximately SEK 2.2 billion. |
16 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
17 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
Most recent three-year average seasonality | ||||||||||||||||
First quarter |
Second quarter |
Third quarter |
Fourth quarter |
|||||||||||||
Share of annual Group sales | 21% | 24% | 25% | 31% | ||||||||||||
Sequential change, sales within Networks | -23% | 12% | 4% | 22% | ||||||||||||
Sequential change, sales within Cloud Software and Services | -35% | 12% | 2% | 35% |
Capital expenditures 2020–2022 | ||||||||||||
SEK billion | 2022 | 2021 | 2020 | |||||||||
Capital expenditures | 4.5 | 3.7 | 4.5 | |||||||||
Of which in Sweden |
1.7 |
1.5 |
1.9 |
|||||||||
Share of annual sales | 1.6% | 1.6% | 1.9% |
18 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
19 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
1) |
On March 2, 2023, the Company reached a resolution with the DOJ (the DOJ Plea Agreement) and agreed to pay a fine of approximately SEK 2.2 billion. |
20 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
21 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
– | introduction of an enhanced approach to risk management and establishment of a Group Business Risk Committee (BRC) comprising executives and co-chaired by the Chief Financial Officer and the Chief Legal Officer; |
– | enhancing disclosures on our corporate governance practices; |
– | formally introducing compliance and integrity performance indicators into executive remuneration; |
– | formally expanding the remit of the Audit and Compliance Committee to ensure enhanced oversight of the compliance program, high-risk investigations, and risk management; |
– | increasing the number of Audit and Compliance Committee meetings and enhancing the Audit and Compliance Committee’s |
oversight of ongoing implementation of the Company’s compliance and internal controls program; |
– | substantially increasing the resources in the Compliance office and Corporate & Government Investigations team, and continuing to invest in transactional controls and analytics; and |
– | making enhancements to risk assessments, including expanded risk assessments to address country specific compliance risks, and continuing to tighten our vetting and oversight of third parties with whom we work, to choose parties who will meet our ethics and compliance expectations. |
22 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
23 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
24 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
– | Current and non-current liabilities to subsidiaries increased by SEK 13.7 billion to SEK 94.4 billion. |
– | Current and non-current receivables from subsidiaries decreased by SEK 0.9 billion to SEK 24.2 billion. |
– | Shareholder contributions to subsidiaries of SEK 55.8 billion. |
– | Impairment of investments in subsidiaries and associates of SEK 2.2 billion. |
– | Cash and cash equivalents decreased by SEK 13.4 billion to SEK 23.7 billion. |
– | Gross cash decreased by SEK 39.1 billion to SEK 41.4 billion. |
Amount to be paid to the shareholders | SEK 9,002,209,685 | |
Amount to be retained by the Parent Company | SEK 28,750,998,521 | |
Total non-restricted equity of the Parent Company |
SEK 37,753,208,206 |
25 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
– | adapt the guidelines to ensure the Company’s business strategies and ways of working can be supported through the lifecycle of the guidelines; |
– | clarify the mandate for the Board of Directors and Remuneration Committee to define meaningful short-term variable compensation (“ STV |
– | enable for the Board of Directors to potentially include STV in the remuneration package of the President and CEO. Any inclusion of STV for the future or current President and CEO will take into account the aggregated target opportunity of long-term variable compensation programs and STV; and |
– | broaden the pension guidelines for Swedish members of the group management by removal of specific wordings related to the Swedish collective pension plan ITP1, to accommodate for potential future changes in collective pension plans and to allow for supplementary pension contributions or supplementary cash pension allowance, in excess of any caps of pension contributions allowed under collective pension plans. |
– | attract and retain highly competent, performing, and motivated people that have the ability, experience, and skill to deliver on the Ericsson strategy; |
– | encourage behavior consistent with Ericsson’s culture and core values; |
– | ensure fairness in reward by delivering total remuneration that is appropriate but not excessive, and clearly explained; |
– | have a total compensation mix of fixed pay, variable pay and benefits that is competitive where Ericsson competes for talent; and |
– | encourage variable remuneration which aligns employees with clear and relevant targets, reinforces their performance and enables flexible remuneration costs for Ericsson. |
26 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
Element and purpose | Description | |
Fixed salary Fixed compensation paid at set times. Purpose: – attract and retain the executive talent required to implement Ericsson’s strategy – deliver part of the annual compensation in a predictable format |
Salaries shall be set taking into account: – Ericsson’s overall business performance – business performance of the Unit that the individual leads – year-on-year – external economic environment – size and complexity of the position – external market data – pay and conditions for other employees based in locations considered to be relevant to the role. When setting fixed salaries, the impact on total remuneration, including pensions and associated costs, shall be taken into consideration. | |
Short-term variable compensation (STV) STV is a variable compensation plan that shall be measured against targets derived from the business plan and paid over a single year. Purpose: – align members of Group Management with clear and relevant targets to Ericsson’s strategy and sustainable long-term interests, – provide individuals an earning opportunity for performance at flexible cost to the Company. |
The STV shall be paid in cash every year after the Committee and, as applicable, the Board have reviewed and approved performance against targets which are normally determined at the start of each year for each member of Group Management. Target pay-out opportunity for any financial year may be up to 150% of annual fixed salary of the individual. This shall normally be determined in line with the external market practices of the country of employment. Maximum pay-out shall be up to two times the target pay-out opportunity (i.e., no more than 300% of annual fixed salary). Any existing long-term variable pay-opportunity should be taken into account when determining target opportunity for STV (and vice versa).The STV shall be based on measures linked to the annual business plan and to Ericsson’s long-term strategy and sustainability. Measures will include financial targets at Group, Business Area and/or Market Area level (for relevant members of Group Management). Other potential measures may include strategic targets, operational targets, employee engagement targets, customer satisfaction targets, sustainability and corporate responsibility targets or other lead indicator targets. At the end of the performance period for each STV cycle, the Board and the Committee shall assess performance versus the measures and determine the formula-based outcome using the financial information made public by the Company for the financial targets when applicable. The Board and the Committee reserve the right to: – revise any or all of the STV targets at any time, – adjust the STV targets retroactively under extraordinary circumstances, – reduce or cancel STV if Ericsson faces severe economic difficulties, for instance in circumstances as serious as no dividend being paid, – adjust STV in the event that the results of the STV targets are not a true reflection of business performance, – reduce or cancel STV for individuals either whose performance evaluation or whose documented performance feedback is below an acceptable level or who are on performance counselling. The Board and the Committee shall have the right in their discretion to: – deny, in whole or in part, the entitlement of an individual to the STV payout in case an individual has acted in breach of Ericsson’s Code of Business Ethics, – claim repayment in whole or in part the STV paid in case an individual has acted in breach of Ericsson’s Code of Business Ethics, – reclaim STV paid to an individual on incorrect grounds such as restatement of financial results due to incorrect financial reporting, non-compliance with a financial reporting requirement etc. | |
Pension Contributions paid towards retirement fund. Purpose: – attract and retain the executive talent required to implement Ericsson’s strategy, – facilitate planning for retirement by way of providing competitive retirement arrangements in line with local market practices. |
The operation of the pension plan shall follow competitive practice in the individual’s home country and may contain various supplementary plans in addition to any national system for social security. Pension plans should be defined contribution plans unless the individual concerned is subject to defined benefit pension plan under mandatory collective bargaining agreement provisions or mandatory local regulations. For Group Management members in Sweden: – pension benefits shall be granted based on a defined contribution plan except where law or collective bargaining agreement require a defined benefit pension. The pensionable salary shall include fixed salary and, where required by law or collective bargaining agreement, any variable salary. – a supplementary pension contribution can be paid amounting to a maximum of 35% of the fixed annual salary that exceeds any cap in collective pension plans, unless a higher percentage is obliged by law or collective bargaining agreement. – the supplementary pension contribution can, as an alternative to a pension contribution, be exchanged for a cash payment provided that it is done in a way that is cost-neutral for the Company. Members of Group Management employed outside of Sweden may participate in the local market competitive pension arrangements that apply in their home countries in line with what is offered to other employees in the same country. In some special circumstances where individuals cannot participate in the local pension plans of their home countries of employment: – cash equivalent to pension may be provided as a taxable benefit, or – contributions may be made to an international pension fund on behalf of the individual on a costneutral basis In all cases the annual pension contributions shall be capped at 70% of annual fixed salary. | |
Other benefits Additional tangible or intangible compensation paid annually which do not fall under fixed salary, short-term and long-term variable compensation, or pension. Purpose: – attract and retain the executive talent required to implement Ericsson’s strategy, – deliver part of the annual compensation in a predictable format. |
Benefits offered shall consider the competitive practices in the individual’s country of employment and should be in line with what is offered to other senior employees in the same country and may evolve year on year. Benefits may for example include Company phones, Company cars, wellbeing assistance, medical and other insurance benefits, tax support, travel, Company gifts and any international relocation and/or commuting benefits if the individual is required to relocate and/or commute internationally to execute the requirements of the role. Benefit opportunities shall be set in line with competitive market practices and shall reflect what is offered to other senior employees in the individual’s country of employment. The levels of benefits provided may vary year on year depending on the cost of the provision of benefits to the Company. Other benefits shall be capped at 10% of annual fixed salary for members of Group Management located in Sweden. Additional benefits and allowances for members of Group Management who are commuters into Sweden or who are on long-term assignment (“ LTA |
27 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
– | the role being taken on, |
– | the skills, experience and caliber of the candidate, |
– | the level and type of remuneration opportunity received at a previous employer, |
– | the geography in which the candidate is being recruited from and whether any relocation allowance is required, |
– | the circumstances of the candidate, |
– | the current external market and salary practice, |
– | internal relativities. |
– | upon change of the President and CEO, |
– | upon material changes in the Company structure, organization, ownership, and business (for example takeover, acquisition, merger, demerger etc.) which may require adjustments in STV and LTV or other elements to ensure continuity of Group Management, and |
– | in any other circumstances, provided that the deviation is required to serve the long-term interests and sustainability of the Company or to assure its financial viability. |
28 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
– | attract and retain highly competent, performing and motivated people that have the ability, experience and skill to deliver on the Ericsson strategy, |
– | encourage behavior consistent with Ericsson’s culture and core values, |
– | ensure fairness in reward by delivering total remuneration that is appropriate but not excessive, and clearly explained, |
– | have a total compensation mix of fixed pay, variable pay and benefits that is competitive where Ericsson competes for talent, and |
– | encourage variable remuneration which aligns employees with clear and relevant targets, reinforces their performance and enables flexible remuneration costs. |
1) |
Information for 2022 can be found in the Remuneration report and in note G2, “Information regarding members of the Board of Directors and Group management” and note G3, “Share-based compensation” in the Financial report. |
29 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
Element and purpose | Operation | Opportunity | Performance measures | |||
Fixed salary Fixed compensation paid at set times. Purpose: – attract and retain the executive talent required to implement Ericsson’s strategy, – deliver part of the annual compensation in a predictable format. |
Salaries shall normally be reviewed annually in January. Salaries shall be set taking into account: – Ericsson’s overall business performance, – business performance of the Unit that the individual leads, – year-on-year – external economic environment, – size and complexity of the position, – external market data, – pay and conditions for other employees based in locations considered to be relevant to the role. When setting fixed salaries, the impact on total remuneration, including pensions and associated costs, shall be taken into consideration. |
There is no maximum salary level; however, salary increases (as a % of existing salary) for most Group Management members would normally be in line with the external market practices, employees in relevant locations and performance of the individual. There are circumstances where higher salary increases could be awarded. For example, where: – a new Group Management member has been appointed at a below-market salary, in which case larger increases may be awarded in following years, subject to strong individual performance, – the Group Management member has been promoted or has had an increase in responsibilities, – an individual’s salary has fallen significantly behind market practice. |
This element of the package does not require achievement of any specific performance targets. However, individual performance and capability shall be taken into account along with business performance when determining fixed salary levels and any salary increases. | |||
Short-term variable compensation (STV) STV is a variable compensation plan that shall be measured and paid over a single year. Purpose: – align members of Group Management with clear and relevant targets to Ericsson’s strategy and sustainable long-term interests,– provide individuals an earning opportunity for performance at flexible cost to the Company. |
The STV shall be paid in cash every year after the Committee and, as applicable, the Board have reviewed and approved performance against targets which are normally determined at the start of each year for each member of Group Management. The Board and the Committee reserve the right to: – revise any or all of the STV targets at any time, – adjust the STV targets retroactively under extraordinary circumstances, – reduce or cancel STV if Ericsson faces severe economic difficulties, for instance in circumstances as serious as no dividend being paid, – adjust STV in the event that the results of the STV targets are not a true reflection of business performance, – reduce or cancel STV for individuals either whose performance evaluation or whose documented performance feedback is below an acceptable level or who are on performance counselling. Malus and clawback The Board and the Committee shall have the right in their discretion to: – deny, in whole or in part, the entitlement of an individual to the STV payout in case an individual has acted in breach of Ericsson’s Code of Business Ethics. – claim repayment in whole or in part the STV paid in case an individual has acted in breach of Ericsson’s Code of Business Ethics. – reclaim STV paid to an individual on incorrect grounds such as restatement of financial results due to incorrect financial reporting, non-compliance with a financial reporting requirement etc. |
Target pay-out opportunity for any financial year may be up to 150% of annual fixed salary of the individual. This shall normally be determined in line with the external market practices of the country of employment.Maximum pay-out shall be up to two times the target pay-out opportunity (i.e. 300% of annual fixed salary).1) 2) |
The STV shall be based on measures linked to the annual business plan which in itself is linked to Ericsson’s long-term strategy and sustainability. Measures shall include financial targets at Group, Business Area or Market Area level (for relevant members of Group Management). Other potential measures may include strategic targets, operational targets, employee engagement targets, customer satisfaction targets, sustainability and corporate responsibility targets or other lead indicator targets. A maximum of four STV targets shall be assigned to an individual in total for a financial year. Financial targets shall comprise at least 75% of the target bonus opportunity with a minimum of 40% being defined at Group level. The minimum weighting for an STV target shall be 20%. Performance of all STV targets shall be tested over a one-year performance period (financial year).The STV measures and targets shall be determined by the Committee for the members of Group Management other than the President and CEO. The Board has the mandate to define STV measures and targets for the President and CEO, should STV be introduced for the President and CEO. |
30 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
Element and purpose | Operation | Opportunity | Performance measures | |||
Pension Contributions paid towards retirement fund. Purpose: – attract and retain the executive talent required to implement Ericsson’s strategy, – facilitate planning for retirement by way of providing competitive retirement arrangements in line with local market practices. |
The operation of the pension plan shall follow competitive practice in the individual’s home country and may contain various supplementary plans in addition to any national system for social security. Pension plans should be defined contribution plans unless the individual concerned is subject to defined benefit pension plan under mandatory collective agreement provisions or mandatory local regulations. In some special circumstances where individuals cannot participate in the local pension plans of their home countries of employment: – cash equivalent to pension may be provided as a taxable benefit, or – contributions may be made to an international pension fund on behalf of the individual on a cost-neutral basis. |
Since 2011, members of Group Management in Sweden participate in the defined contribution plan (ITP1) which applies for the wider workforce in Sweden. The pension contribution for ITP1 is capped at 30% of pensionable salary which includes fixed salary and STV paid in cash. According to the local collective bargaining agreement in Sweden, the members of Group Management are also entitled to an additional pension contribution for part-time retirement for which the cap is determined during the union negotiations for all the local employees. Members of Group Management employed outside of Sweden may participate in the local market competitive pension arrangements that apply in their home countries in line with what is offered to other employees in the same country. In all cases the annual pension contributions shall be capped at 70% of annual fixed salary. 3) |
None | |||
Other benefits Additional tangible or intangible compensation paid annually which do not fall under fixed salary, short-term and long-term variable compensation or pension. Purpose: – attract and retain the executive talent required to implement Ericsson’s strategy, – deliver part of the annual compensation in a predictable format. |
Benefits offered shall take into account the competitive practices in the individual’s country of employment and should be in line with what is offered to other senior employees in the same country and may evolve year on year. Benefits may for example include company phones, company cars, medical and other insurance benefits, tax support, travel, Company gifts and any international relocation and/or commuting benefits if the individual is required to relocate and/or commute internationally to execute the requirements of the role. |
Benefit opportunities shall be set in line with competitive market practices and shall reflect what is offered to other senior employees in the individual’s country of employment. The levels of benefits provided may vary year on year depending on the cost of the provision of benefits to the Company. Other benefits shall be capped at 10% of annual fixed salary for members of Group Management located in Sweden. Additional benefits and allowances for members of Group Management who are commuters into Sweden or who are on long-term assignment (“LTA”) in countries other than their home countries of employment, shall be determined in line with the Company’s international mobility policy which may include (but is not limited to) commuting or relocation costs; cost of living adjustment, housing, home travel or education allowance; tax and social security equalization assistance. |
None |
1) |
For most of the current members of Group Management, the current STV target opportunity is below 50% of the annual fixed salary. |
2) |
At present the President and CEO does not participate in STV. The Board has the mandate to decide to include the President and CEO in STV in the future. In doing so the Board shall: |
– | determine the STV opportunity for the President and CEO within the ranges mentioned above and in line with the external market practices of the country of employment, keeping the STV opportunity of the other members of Group Management under consideration, |
– | reduce the LTV opportunity in relation to the STV opportunity, keeping the total target cash compensation consisting of fixed salary, STV and LTV unchanged. |
Should the Board decide to introduce STV for the President and CEO, the details will be disclosed in the Remuneration Report for the relevant year. |
3) |
Since most of the current members of Group Management are currently under ITP1 coverage, their pension contributions are currently capped at 30% of pensionable salary and the additional pension contribution for part-time retirement mandated by the local collective bargaining agreement in Sweden. |
Alignment of short-term variable compensation with the Company’s strategy and criteria for payment These Guidelines for Remuneration to Group Management have been developed to support alignment of Ericsson’s business strategy and long-term interests of members of Group Management with that of shareholders, in particular: – The targets for the STV shall be set each year either by the Board or the Committee as appropriate for the members of the Group |
Management. In determining the targets, the Board and the Committee shall take into account Ericsson’s focused business strategy, which is built on technology leadership, product-led solutions and global scale, along with internal annual and long-term business plans. Therefore, all members of Group Management shall have one or more Group financial targets derived from the long-term financial targets which amount to at least 40% of the target STV opportunity. At least 75% of the target STV opportunity shall |
be linked to financial measures. The Board and the Committee, as applicable, may also choose to include other operational, strategic, employee engagement, customer satisfaction or sustainability and corporate responsibility or other lead indicator measures to support the delivery of the business plan. For certain roles such targets may be supplemented by targets for the relevant Business Area, Market Area or Group Function. |
31 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
– | Maximum pay-out shall be achievable for truly outstanding performance and exceptional value creation. |
– | At the end of the performance period for each STV cycle, the Board and the Committee shall assess performance versus the measures and determine the formula-based outcome using the financial information made public by the Company for the financial targets. The Board has the discretion to adjust targets and the subsequent outcome in the event that they cease to be relevant or stretching or to enhance shareholder value. Adjustments shall normally only occur in the event of a major change (e.g. an acquisition or divestment) and shall be on the basis that the new target shall be no more or less difficult to achieve. |
– | The role being taken on. |
– | The level and type of remuneration opportunity received at a previous employer. |
– | The geography in which the candidate is being recruited from and whether any relocation allowance is required. |
– | The skills, experience and caliber of the candidate. |
– | The circumstances of the candidate. |
– | The current external market and salary practice. |
– | Internal relativities. |
– | upon change of the President and CEO in accordance with recruitment policy for new members of Group Management, |
– | upon material changes in the Company structure, organization, ownership and business (for example takeover, acquisition, merger, demerger etc.) which may require adjustments in STV and LTV or other elements to ensure continuity of Group Management, and |
– | in any other circumstances, provided that the deviation is required to serve the long-term interests and sustainability of the Company or to assure its financial viability. |
32 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
– | Jan Carlson, Chairman (re-election as director, new election as Chairman) |
– | Jon Fredrik Baksaas (re-election) |
– | Carolina Dybeck Happe (re-election) |
– | Börje Ekholm (re-election) |
– | Eric A. Elzvik (re-election) |
– | Kristin S. Rinne (re-election) |
– | Helena Stjernholm (re-election) |
– | Jacob Wallenberg (re-election) |
– | Jonas Synnergren (new election) |
– | Christy Wyatt (new election) |
33 Financial Report 2022 | Board of Director’s report | Ericsson Annual Report on Form 20-F 2022 | |||
34 Financial Report 2022 | Report of independent registered public accounting firm | Ericsson Annual Report on Form 20-F 2022 | |||
35 Financial Report 2022 | Report of independent registered public accounting firm | Ericsson Annual Report on Form 20-F 2022 | |||
– | We tested the effectiveness of the Company’s controls over revenue recognition with particular focus on the controls related to the identification of performance obligations within revenue contracts and determination of the timing of recognition for each revenue obligation including the reviews performed by the Company’s central board for material and complex deals. |
– | We tested a sample of significant contracts to assess management’s judgments and |
36 Financial Report 2022 | Report of independent registered public accounting firm | Ericsson Annual Report on Form 20-F 2022 | |||
– | We tested a sample of revenue transactions recorded during the year by tracing them to supporting evidence of delivery and acceptance and assessed the judgments and estimates for revenue recorded in the period by comparing it to contractual terms such as, delivery terms, transaction prices including variable considerations, discounts and incentive agreements. |
– | We tested a sample of ongoing negotiations with existing customers and analyzed reversals of revenue subsequent to year end for indicators of unrecorded discounts and concessions during the period. |
– | We tested the effectiveness of the Company’s controls over goodwill impairment evaluation and determination of the recoverable amount with particular focus on the controls |
over management’s preparation and review of assumptions for future sales growth, operating income, working capital, capital expenditure requirements and method for determining the discount rate used. |
– | We evaluated management’s ability to accurately forecast future sales growth and operating income by comparing actual results to management’s historical forecasts, the Company’s historical results, external analyst reports, industry research, peer companies and internal communications to management and the Board of Directors. |
– | With the assistance of our fair value specialists, we evaluated the discount rates, including testing the underlying source information and the mathematical accuracy of the calculations, and developing a range of independent estimates and comparing those to the discount rates selected by management. |
– | We tested the effectiveness of the Company’s controls over the purchase price allocation and identification and valuation of the intangible assets, with particular focus on the controls over management’s preparation and review of assumptions for the calculation of fair value, future cash flows and the selection of the discount rate. |
– | We tested the purchase price allocation in order to assess the completeness in the identification of acquired intangible assets. |
– | We evaluated management’s ability to accurately forecast future sales growth and operating income by comparing actual results to historical forecasts, historical results, external analyst reports and internal communications to management and the Board of Directors. |
– | With the assistance of our fair value specialists, we evaluated the discount rates, including testing the underlying source information and the mathematical accuracy of the calculations, and developing a range of independent estimates and comparing those to the discount rates selected by management. |
37 Financial Report 2022 | Report of independent registered public accounting firm | Ericsson Annual Report on Form 20-F 2022 | |||
– | We tested the effectiveness of the Company’s controls over management’s assessment and review of the assumptions related to the recorded provision and the related disclosures. |
– | We tested the provision in order to assess the adequacy of the related disclosures made around the uncertainties of the provision. |
– | We evaluated whether the disclosures made in the financial statements appropriately reflect the facts and key sources of estimation uncertainty. |
– | We evaluated the assessment of the provisions, associated probabilities, and potential outcomes in accordance with IAS 37 including events subsequent to year-end |
– | We evaluated management’s position related to the recorded provision by inspecting |
correspondence and independently validating these assumptions with internal and external legal counsel as it relates to the prior alleged breaches. |
– | We evaluated the allegations reporting provided to the Company’s Corporate & Government Investigations team and that these reports have been considered when evaluating the completeness of the provision and the related disclosures. |
– | We obtained an understanding around the procedures performed by the Company’s Anti-Bribery and Corruption team. |
38 Consolidated financial statements with notes | Ericsson Annual Report on Form 20-F 2022 | |||
Consolidated financial statements | ||||
39 |
Consolidated income statement | |||
39 |
Consolidated statement of comprehensive | |||
income (loss) | ||||
40 |
Consolidated balance sheet | |||
41 |
Consolidated statement of cash flows | |||
42 |
Consolidated statement of changes in equity |
Notes to the consolidated financial statements | ||||
45 |
A |
Basis of presentation | ||
45 |
A1 | Significant accounting policies | ||
52 |
A2 | Critical accounting estimates and judgments | ||
55 |
B |
Business and operations | ||
55 |
B1 | Segment information | ||
58 |
B2 | Net sales | ||
58 |
B3 | Expenses by nature | ||
58 |
B4 | Other operating income and expenses |
58 |
B5 | Inventories | ||
59 |
B6 | Customer contract related balances | ||
59 |
B7 | Other current receivables | ||
59 |
B8 | Trade payables | ||
59 |
B9 | Other current liabilities | ||
60 |
C |
Long-term assets | ||
60 |
C1 | Intangible assets | ||
62 |
C2 | Property, plant and equipment | ||
63 |
C3 | Leases | ||
64 |
D |
Obligations | ||
64 |
D1 | Provisions | ||
66 |
D2 | Contingent liabilities | ||
66 |
D3 | Assets pledged as collateral | ||
66 |
D4 | Contractual obligations | ||
67 |
E |
Group structure | ||
67 |
E1 | Equity | ||
68 |
E2 | Business combinations | ||
69 |
E3 | Associated companies |
70 |
F |
Financial instruments | ||
70 |
F1 | Financial risk management | ||
75 |
F2 | Financial income and expenses | ||
75 |
F3 | Financial assets, non-current | ||
76 |
F4 | Interest-bearing liabilities | ||
77 |
G |
Employee related | ||
77 |
G1 | Post-employment benefits | ||
81 |
G2 | Information regarding members of the Board of Directors and Group management | ||
83 |
G3 | Share-based compensation | ||
88 |
G4 | Employee information | ||
89 |
H |
Other | ||
89 |
H1 | Taxes | ||
90 |
H2 | Earnings per share | ||
90 |
H3 | Statement of cash flows | ||
91 |
H4 | Related party transactions | ||
91 |
H5 | Fees to auditors | ||
92 |
H6 | Events after the reporting period |
Ericsson Annual Report on Form 20-F 2022 | Consolidated financial statements | 3 9 |
January–December, SEK million | Notes | 2022 | 2021 | 2020 | ||||||||||||||||||||||||||||
Net sales |
B1, B2 |
|||||||||||||||||||||||||||||||
Cost of sales |
( |
( |
( |
|||||||||||||||||||||||||||||
Gross income |
||||||||||||||||||||||||||||||||
Research and development expenses |
( |
( |
( |
|||||||||||||||||||||||||||||
Selling and administrative expenses |
( |
( |
( |
|||||||||||||||||||||||||||||
Impairment losses on trade receivables |
F1 |
( |
( |
|||||||||||||||||||||||||||||
Operating expenses |
( |
( |
( |
|||||||||||||||||||||||||||||
Other operating income |
B4 |
|||||||||||||||||||||||||||||||
Other operating expenses |
B4 |
( |
( |
( |
||||||||||||||||||||||||||||
Share in earnings of joint ventures and associated companies |
B1, E3 |
( |
( |
|||||||||||||||||||||||||||||
Earnings before financial items and income tax (EBIT) |
B1 |
|||||||||||||||||||||||||||||||
Financial income and expenses, net |
F2 |
( |
( |
( |
||||||||||||||||||||||||||||
Income after financial items |
||||||||||||||||||||||||||||||||
Income tax |
H1 |
( |
( |
( |
||||||||||||||||||||||||||||
Net income |
||||||||||||||||||||||||||||||||
Net income attributable to: |
||||||||||||||||||||||||||||||||
Owners of the Parent Company |
||||||||||||||||||||||||||||||||
Non-controlling interests |
||||||||||||||||||||||||||||||||
Other information |
||||||||||||||||||||||||||||||||
Average number of shares, basic (million) |
H2 |
|||||||||||||||||||||||||||||||
Earnings per share attributable to owners of the Parent Company, basic (SEK) |
H2 |
|||||||||||||||||||||||||||||||
Earnings per share attributable to owners of the Parent Company, diluted (SEK) |
H2 |
|||||||||||||||||||||||||||||||
Consolidated statement of comprehensive income (loss) |
| |||||||||||||||||||||||||||||||
January–December, SEK million | 2022 | 2021 | 2020 | |||||||||||||||||||||||||||||
Net income |
||||||||||||||||||||||||||||||||
Other comprehensive income (loss) |
||||||||||||||||||||||||||||||||
Items that will not be reclassified to profit or loss |
||||||||||||||||||||||||||||||||
Remeasurements of defined benefit pension plans including asset ceiling |
( |
|||||||||||||||||||||||||||||||
Revaluation of borrowings due to change in credit risk |
||||||||||||||||||||||||||||||||
Cash flow hedge reserve |
||||||||||||||||||||||||||||||||
Gains/losses arising during the period |
— | — | ||||||||||||||||||||||||||||||
Transfer to goodwill |
( |
— | — | |||||||||||||||||||||||||||||
Tax on items that will not be reclassified to profit or loss |
( |
( |
||||||||||||||||||||||||||||||
Items that have been or may be reclassified to profit or loss |
||||||||||||||||||||||||||||||||
Cash flow hedge reserve |
||||||||||||||||||||||||||||||||
Gains/losses arising during the period |
( |
( |
||||||||||||||||||||||||||||||
Reclassification adjustments on gains/losses included in profit or loss |
( |
|||||||||||||||||||||||||||||||
Translation reserves |
||||||||||||||||||||||||||||||||
Changes in translation reserves |
( |
|||||||||||||||||||||||||||||||
Reclassification to profit and loss |
( |
|||||||||||||||||||||||||||||||
Share of other comprehensive income of JV and associated companies |
( |
|||||||||||||||||||||||||||||||
Tax on items that have been or may be reclassified to profit or loss |
( |
|||||||||||||||||||||||||||||||
Other comprehensive income (loss), net of tax |
( |
|||||||||||||||||||||||||||||||
Total comprehensive income |
||||||||||||||||||||||||||||||||
Total comprehensive income attributable to: |
||||||||||||||||||||||||||||||||
Owners of the Parent Company |
||||||||||||||||||||||||||||||||
Non-controlling interests |
Ericsson Annual Report on Form 20-F 2022 | Consolidated financial statements | 40 |
SEK million | Notes | Dec 31 2022 |
Dec 31 2021 |
|||||||||||||||||||||
Assets |
||||||||||||||||||||||||
Non-current assets |
||||||||||||||||||||||||
Intangible assets |
C1 |
|||||||||||||||||||||||
Capitalized development expenses |
||||||||||||||||||||||||
Goodwill |
||||||||||||||||||||||||
Customer relationships, IPRs and other intangible assets |
||||||||||||||||||||||||
Property, plant and equipment |
C2 |
|||||||||||||||||||||||
Right-of-use |
C3 |
|||||||||||||||||||||||
Financial assets |
||||||||||||||||||||||||
Equity in joint ventures and associated companies |
E3 |
|||||||||||||||||||||||
Other investments in shares and participations |
F3 |
|||||||||||||||||||||||
Customer finance, non-current |
B6, F1 |
|||||||||||||||||||||||
Interest-bearing securities, non-current |
F1, F3 |
|||||||||||||||||||||||
Other financial assets, non-current |
F3 |
|||||||||||||||||||||||
Deferred tax assets |
H1 |
|||||||||||||||||||||||
Current assets |
||||||||||||||||||||||||
Inventories |
B5 |
|||||||||||||||||||||||
Contract assets |
B6, F1 |
|||||||||||||||||||||||
Trade receivables |
B6, F1 |
|||||||||||||||||||||||
Customer finance, current |
B6, F1 |
|||||||||||||||||||||||
Current tax assets |
||||||||||||||||||||||||
Other current receivables |
B7 |
|||||||||||||||||||||||
Interest-bearing securities, current |
F1 |
|||||||||||||||||||||||
Cash and cash equivalents |
H3 |
|||||||||||||||||||||||
Total assets |
||||||||||||||||||||||||
Equity and liabilities |
||||||||||||||||||||||||
Equity |
||||||||||||||||||||||||
Capital stock |
E1 |
|||||||||||||||||||||||
Additional paid in capital |
E1 |
|||||||||||||||||||||||
Other reserves |
E1 |
|||||||||||||||||||||||
Retained earnings |
E1 |
|||||||||||||||||||||||
Equity attributable to owners of the Parent Company |
E1 |
|||||||||||||||||||||||
Non-controlling interests |
E1 |
( |
( |
|||||||||||||||||||||
Non-current liabilities |
||||||||||||||||||||||||
Post-employment benefits |
G1 |
|||||||||||||||||||||||
Provisions, non-current |
D1 |
|||||||||||||||||||||||
Deferred tax liabilities |
H1 |
|||||||||||||||||||||||
Borrowings, non-current |
F4 |
|||||||||||||||||||||||
Lease liabilities, non-current |
C3 |
|||||||||||||||||||||||
Other non-current liabilities |
||||||||||||||||||||||||
Current liabilities |
||||||||||||||||||||||||
Provisions, current |
D1 |
|||||||||||||||||||||||
Borrowings, current |
F4 |
|||||||||||||||||||||||
Lease liabilities, current |
C3 |
|||||||||||||||||||||||
Contract liabilities |
B6 |
|||||||||||||||||||||||
Trade payables |
B8 |
|||||||||||||||||||||||
Current tax liabilities |
||||||||||||||||||||||||
Other current liabilities |
B9 |
|||||||||||||||||||||||
Total equity and liabilities |
||||||||||||||||||||||||
Ericsson Annual Report on Form 20-F 2022 | Consolidated financial statements | 41 |
January–December, SEK million | Notes | 2022 | 2021 | 2020 | ||||||||||||||||||||||||||||||||
Operating activities |
||||||||||||||||||||||||||||||||||||
Net income |
||||||||||||||||||||||||||||||||||||
Adjustments to reconcile net income to cash |
H3 |
|||||||||||||||||||||||||||||||||||
Changes in operating net assets |
||||||||||||||||||||||||||||||||||||
Inventories |
( |
( |
||||||||||||||||||||||||||||||||||
Customer finance, current and non-current |
( |
|||||||||||||||||||||||||||||||||||
Trade receivables and contract assets |
( |
|||||||||||||||||||||||||||||||||||
Trade payables |
( |
|||||||||||||||||||||||||||||||||||
Provisions and post-employment benefits |
( |
( |
||||||||||||||||||||||||||||||||||
Contract liabilities |
( |
|||||||||||||||||||||||||||||||||||
Other operating assets and liabilities, net |
( |
( |
||||||||||||||||||||||||||||||||||
( |
||||||||||||||||||||||||||||||||||||
Interest received |
||||||||||||||||||||||||||||||||||||
Interest paid |
( |
( |
( |
|||||||||||||||||||||||||||||||||
Taxes paid |
( |
( |
( |
|||||||||||||||||||||||||||||||||
Cash flow from operating activities |
||||||||||||||||||||||||||||||||||||
Investing activities |
||||||||||||||||||||||||||||||||||||
Investments in property, plant and equipment |
C2 |
( |
( |
( |
||||||||||||||||||||||||||||||||
Sales of property, plant and equipment |
||||||||||||||||||||||||||||||||||||
Acquisitions of subsidiaries and other operations |
H3, E2 |
( |
( |
( |
||||||||||||||||||||||||||||||||
Divestments of subsidiaries and other operations |
H3, E2 |
|||||||||||||||||||||||||||||||||||
Product development |
C1 |
( |
( |
( |
||||||||||||||||||||||||||||||||
Purchase of interest-bearing securities |
( |
( |
( |
|||||||||||||||||||||||||||||||||
Sale of interest-bearing securities |
||||||||||||||||||||||||||||||||||||
Other investing activities |
( |
( |
||||||||||||||||||||||||||||||||||
Cash flow from investing activities |
( |
( |
( |
|||||||||||||||||||||||||||||||||
Financing activities |
||||||||||||||||||||||||||||||||||||
Proceeds from issuance of borrowings |
F4 |
|||||||||||||||||||||||||||||||||||
Repayment of borrowings |
F4 |
( |
( |
( |
||||||||||||||||||||||||||||||||
Sale of own shares |
— | |||||||||||||||||||||||||||||||||||
Dividends paid |
( |
( |
( |
|||||||||||||||||||||||||||||||||
Repayment of lease liabilities |
F4 |
( |
( |
( |
||||||||||||||||||||||||||||||||
Other financing activities |
( |
|||||||||||||||||||||||||||||||||||
Cash flow from financing activities |
( |
( |
( |
|||||||||||||||||||||||||||||||||
Effect of exchange rate changes on cash |
( |
|||||||||||||||||||||||||||||||||||
Net change in cash and cash equivalents |
( |
( |
||||||||||||||||||||||||||||||||||
Cash and cash equivalents, beginning of period |
||||||||||||||||||||||||||||||||||||
Cash and cash equivalents, end of period |
H3 |
|||||||||||||||||||||||||||||||||||
Ericsson Annual Report on Form 20-F 2022 | Consolidated financial statements | 42 |
SEK million | Capital stock | Additional paid in capital |
Other reserves |
Retained earnings |
Stockholders’ equity |
Non-controlling interests |
Total equity | |||||||||||||||||||||
January 1, 2022 |
( |
) |
||||||||||||||||||||||||||
Net income |
— |
— |
— |
|||||||||||||||||||||||||
Other comprehensive income (loss) |
||||||||||||||||||||||||||||
Items that will not be reclassified to profit or loss |
||||||||||||||||||||||||||||
Remeasurements of defined benefit pension plans including asset ceiling | — | — | — | |||||||||||||||||||||||||
Revaluation of borrowings due to change in credit risk |
— | — | — | — | ||||||||||||||||||||||||
Cash flow hedge reserve |
||||||||||||||||||||||||||||
Gains/losses arising during the period |
— | — | — | — | ||||||||||||||||||||||||
Transfer to goodwill |
— | — | ( |
) | — | ( |
) | — | ( |
) | ||||||||||||||||||
Tax on items that will not be reclassified to profit or loss |
— | — | ( |
) | ( |
) | ( |
) | ( |
) | ( |
) | ||||||||||||||||
Items that have been or may be reclassified to profit or loss |
||||||||||||||||||||||||||||
Cash flow hedge reserve |
||||||||||||||||||||||||||||
Gains/losses arising during the period |
— | — | ( |
) | — | ( |
) | — | ( |
) | ||||||||||||||||||
Reclassification to profit and loss |
— | — | — | — | ||||||||||||||||||||||||
Translation reserves 1) |
||||||||||||||||||||||||||||
Changes in translation reserves |
— | — | — | ( |
) | |||||||||||||||||||||||
Reclassification to profit and loss |
— | — | ( |
) | — | ( |
) | — | ( |
) | ||||||||||||||||||
Share of other comprehensive income of JV and associated companies | — | — | — | — | ||||||||||||||||||||||||
Tax on items that have been or may be reclassified to profit or loss | — | — | — | — | ||||||||||||||||||||||||
Other comprehensive income (loss), net of tax |
— |
— |
( |
) |
||||||||||||||||||||||||
Total comprehensive income |
— |
— |
||||||||||||||||||||||||||
Transfer to retained earnings |
— |
— |
( |
) |
— |
— |
— |
|||||||||||||||||||||
Transactions with owners |
||||||||||||||||||||||||||||
Long-term variable compensation plans |
— | — | — | — | ||||||||||||||||||||||||
Dividends paid 2) |
— | — | — | ( |
) | ( |
) | ( |
) | ( |
) | |||||||||||||||||
Transactions with non-controlling interest |
— | — | — | — | ||||||||||||||||||||||||
December 31, 2022 |
( |
) |
1) |
Changes in translation reserves include changes regarding revaluation of goodwill in local currency of SEK |
2) |
Dividends paid per share amounted to SEK |
Ericsson Annual Report on Form 20-F 2022 | Consolidated financial statements | 43 |
SEK million | Capital stock | Additional paid in capital |
Other reserves |
Retained earnings |
Stockholders’ equity |
Non-controlling interests |
Total equity | |||||||||||||||||||||
January 1, 2021 |
( |
) |
( |
) |
||||||||||||||||||||||||
Net income |
— | — | — | |||||||||||||||||||||||||
Other comprehensive income (loss) |
||||||||||||||||||||||||||||
Items that will not be reclassified to profit or loss |
||||||||||||||||||||||||||||
Remeasurements of defined benefit pension plans including asset ceiling | — | — | — | |||||||||||||||||||||||||
Revaluation of borrowings due to change in credit risk |
— | — | — | — | ||||||||||||||||||||||||
Tax on items that will not be reclassified to profit or loss |
— | — | ( |
) | ( |
) | ( |
) | ( |
) | ( |
) | ||||||||||||||||
Items that have been or may be reclassified to profit or loss |
||||||||||||||||||||||||||||
Cash flow hedge reserve |
||||||||||||||||||||||||||||
Gains/losses arising during the period |
— | — | ( |
) | — | ( |
) | — | ( |
) | ||||||||||||||||||
Reclassification to profit and loss |
— | — | ( |
) | — | ( |
) | — | ( |
) | ||||||||||||||||||
Translation reserves |
||||||||||||||||||||||||||||
Changes in translation reserves |
— | — | — | ( |
) | |||||||||||||||||||||||
Reclassification to profit and loss |
— | — | — | — | ||||||||||||||||||||||||
Share of other comprehensive income of JV and associated companies | — | — | — | — | ||||||||||||||||||||||||
Tax on items that have been or may be reclassified to profit or loss | — | — | — | — | ||||||||||||||||||||||||
Other comprehensive income (loss), net of tax |
— |
— |
( |
) |
||||||||||||||||||||||||
Total comprehensive income |
— |
— |
||||||||||||||||||||||||||
Transactions with owners |
||||||||||||||||||||||||||||
Sale of own shares |
— | — | — | — | ||||||||||||||||||||||||
Long-term variable compensation plans |
— | — | — | — | ||||||||||||||||||||||||
Dividends paid |
— | — | — | ( |
) | ( |
) | ( |
) | ( |
) | |||||||||||||||||
Transactions with non-controlling interest |
— | — | — | ( |
) | ( |
) | ( |
) | ( |
) | |||||||||||||||||
December 31, 2021 |
( |
) |
Ericsson Annual Report on Form 20-F 2022 | Consolidated financial statements | 4 4 |
SEK million | Capital stock | Additional paid in capital |
Other reserves |
Retained earnings |
Stockholders’ equity |
Non-controlling interests |
Total equity | |||||||||||||||||||||
January 1, 2020 |
( |
|||||||||||||||||||||||||||
Net income |
— |
— |
— |
|||||||||||||||||||||||||
Other comprehensive income (loss) |
||||||||||||||||||||||||||||
Items that will not be reclassified to profit or loss |
||||||||||||||||||||||||||||
Remeasurements of defined benefit pension plans including asset ceiling | — | — | — | ( |
( |
( |
( |
|||||||||||||||||||||
Revaluation of borrowings due to change in credit risk | — | — | — | — | ||||||||||||||||||||||||
Tax on items that will not be reclassified to profit or loss | — | — | ( |
|||||||||||||||||||||||||
Items that have been or may be reclassified to profit or loss |
||||||||||||||||||||||||||||
Cash flow hedge reserve |
||||||||||||||||||||||||||||
Gains/losses arising during the period |
— | — | — | — | ||||||||||||||||||||||||
Reclassification to profit and loss |
— | — | — | — | ||||||||||||||||||||||||
Translation reserves |
||||||||||||||||||||||||||||
Changes in translation reserves |
— | — | ( |
— | ( |
( |
||||||||||||||||||||||
Reclassification to profit and loss |
— | — | — | — | ||||||||||||||||||||||||
Share of other comprehensive income of JV and associated companies | — | — | ( |
— | ( |
— | ( |
|||||||||||||||||||||
Tax on items that have been or may be reclassified to profit or loss | — | — | ( |
— | ( |
— | ( |
|||||||||||||||||||||
Other comprehensive income (loss), net of tax |
— |
— |
( |
( |
( |
( |
||||||||||||||||||||||
Total comprehensive income (loss) |
— |
— |
( |
|||||||||||||||||||||||||
Transactions with owners |
||||||||||||||||||||||||||||
Sale of own shares |
— | — | — | — | ||||||||||||||||||||||||
Long-term variable compensation plans |
— | — | — | — | ||||||||||||||||||||||||
Dividends paid |
— | — | — | ( |
( |
( |
( |
|||||||||||||||||||||
December 31, 2020 |
( |
( |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 4 5 |
![]() |
Significant accounting policies |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 4 6 |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 4 7 |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 4 8 |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 4 9 |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 50 |
a) | Certain customer contracts where a fluctuation in the USD/SEK foreign exchange (FX) rate would significantly impact net sales. These contracts are multi-year contracts denominated in USD with highly probable payments at fixed points in time. |
b) | Highly probable forecasted sales denominated in USD in Ericsson AB (‘EAB) for the next |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 51 |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 52 |
– | IAS 16: Property, Plant and Equipment (PP&E) – Proceeds before Intended Use |
– | IAS 37: Onerous Contracts – Cost of Fulfilling a Contract |
– | Annual Improvements to IFRS Standards 2018–2020 |
– | IFRS 3: Reference to the Conceptual Framework |
– | IFRS 17 Insurance contracts (including the June 2020 and December 2021 amendments to IFRS 17, which establishes principles for the recognition, measurements, presentation and disclosure of insurance contracts.) |
– |
Amendments to IAS 1 Presentation of financial statements – Classification of liabilities as current or non-current |
– |
Amendments to IAS 1 Presentation of Financial Statements and IFRS Practice Statement 2 – Disclosure of Accounting policies |
– |
Amendments to IAS 8 Accounting policies, Changes in Accounting Estimates and Errors – Definition of Accounting Estimates |
– |
Amendments to IAS 12 Income Taxes – Deferred Tax related to Assets and Liabilities arising from a Single Transaction. |
![]() |
Critical accounting estimates and judgments |
– | Key sources of estimation uncertainty |
– | Judgments management has made in the process of applying the Company’s accounting policies. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 5 3 |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 5 4 |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 5 5 |
![]() |
Segment information |
– | Networks |
– | Cloud Software and Services |
– | Enterprise |
– |
Europe and Latin America |
– |
Middle East and Africa |
– |
North America |
– |
North East Asia |
– |
South East Asia, Oceania and India. |
Segment information 2022 |
| |||||||||||||||||||||||
Networks | Cloud Software and Services |
Enterprise | Other | Total Segments |
Group | |||||||||||||||||||
Segment sales |
||||||||||||||||||||||||
Net sales |
||||||||||||||||||||||||
Gross income |
( |
|||||||||||||||||||||||
Gross margin (%) |
( |
|||||||||||||||||||||||
Earnings (loss) before financial items and income tax (EBIT) 1) |
( |
( |
( |
|||||||||||||||||||||
EBIT margin (%) |
( |
( |
( |
|||||||||||||||||||||
Financial income and expenses, net |
( |
|||||||||||||||||||||||
Income after financial items |
||||||||||||||||||||||||
Income tax |
( |
|||||||||||||||||||||||
Net income |
||||||||||||||||||||||||
Other segment items |
||||||||||||||||||||||||
Share in earnings of JV and associated companies |
( |
|||||||||||||||||||||||
Amortizations |
( |
( |
( |
( |
( |
( |
||||||||||||||||||
Depreciations |
( |
( |
( |
( |
( |
( |
||||||||||||||||||
Impairment losses |
( |
( |
( |
( |
( |
( |
||||||||||||||||||
Restructuring charges |
( |
( |
( |
( |
( |
|||||||||||||||||||
Gains/losses on investments and sale of operations |
( |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 5 6 |
Segment information 2021 |
||||||||||||||||||||||||
Networks | Cloud Software and Services |
Enterprise | Other | Total Segments |
Group | |||||||||||||||||||
Segment sales |
||||||||||||||||||||||||
Net sales |
||||||||||||||||||||||||
Gross income |
||||||||||||||||||||||||
Gross margin (%) |
||||||||||||||||||||||||
Earnings (loss) before financial items and income tax (EBIT) |
( |
( |
( |
|||||||||||||||||||||
EBIT margin (%) |
( |
( |
( |
|||||||||||||||||||||
Financial income and expenses, net |
( |
|||||||||||||||||||||||
Income after financial items |
||||||||||||||||||||||||
Income tax |
( |
|||||||||||||||||||||||
Net income |
||||||||||||||||||||||||
Other segment items |
||||||||||||||||||||||||
Share in earnings of JV and associated companies |
( |
( |
( |
|||||||||||||||||||||
Amortizations |
( |
( |
( |
( |
( |
|||||||||||||||||||
Depreciations |
( |
( |
( |
( |
( |
( |
||||||||||||||||||
Impairment losses |
( |
( |
( |
( |
( |
( |
||||||||||||||||||
Restructuring charges |
( |
( |
( |
( |
( |
( |
||||||||||||||||||
Gains/losses on investments and sale of operations |
( |
Segment information 2020 |
||||||||||||||||||||||||
Networks | Cloud Software and Services |
Enterprise | Other | Total Segments |
Group | |||||||||||||||||||
Segment sales |
||||||||||||||||||||||||
Net sales |
||||||||||||||||||||||||
Gross income |
||||||||||||||||||||||||
Gross margin (%) |
||||||||||||||||||||||||
Earnings (loss) before financial items and income tax (EBIT) |
( |
( |
( |
|||||||||||||||||||||
EBIT margin (%) |
( |
( |
( |
|||||||||||||||||||||
Financial income and expenses, net |
( |
|||||||||||||||||||||||
Income after financial items |
||||||||||||||||||||||||
Income tax |
( |
|||||||||||||||||||||||
Net income |
||||||||||||||||||||||||
Other segment items |
||||||||||||||||||||||||
Share in earnings of JV and associated companies |
( |
( |
( |
|||||||||||||||||||||
Amortizations |
( |
( |
( |
( |
( |
|||||||||||||||||||
Depreciations |
( |
( |
( |
( |
( |
( |
||||||||||||||||||
Impairment losses |
( |
( |
( |
( |
( |
( |
||||||||||||||||||
Restructuring charges |
( |
( |
( |
( |
( |
( |
||||||||||||||||||
Gains/losses on investments and sale of operations |
( |
( |
( |
( |
Products and Services by Segments | ||||||||||||||||||||
Networks | Cloud Software and Services |
Enterprise | Other | Total Segments |
||||||||||||||||
2022 |
||||||||||||||||||||
Products |
( |
|||||||||||||||||||
Services |
||||||||||||||||||||
Total |
||||||||||||||||||||
2021 |
||||||||||||||||||||
Products |
||||||||||||||||||||
Services |
||||||||||||||||||||
Total |
||||||||||||||||||||
2020 |
||||||||||||||||||||
Products |
( |
|||||||||||||||||||
Services |
||||||||||||||||||||
Total |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 5 7 |
Market area 2022 | ||||||||||||||||||||||||
Net sales | Non-current assets 5) |
|||||||||||||||||||||||
Networks | Cloud Software and Services |
Enterprise | Other | Total | Total | |||||||||||||||||||
South East Asia, Oceania and India 3) |
||||||||||||||||||||||||
North East Asia 4) |
||||||||||||||||||||||||
North America 2) |
||||||||||||||||||||||||
Europe and Latin America 1) |
||||||||||||||||||||||||
Middle East and Africa |
( |
|||||||||||||||||||||||
Other 1) 2) 3) 4) 6) |
||||||||||||||||||||||||
Total |
||||||||||||||||||||||||
1) Of which in EU 6) |
||||||||||||||||||||||||
Of which in Sweden 6) |
||||||||||||||||||||||||
2) Of which in the United States 6) |
||||||||||||||||||||||||
3) Of which in India 6) |
||||||||||||||||||||||||
4) Of which in Japan 6) |
||||||||||||||||||||||||
4) Of which in China 6) |
5) |
Total non-current assets excluding financial instruments, deferred tax assets, and post-employment benefit assets. |
6) |
Including IPR licensing revenue reported under Market area Other which is allocated based on the country location of the customer. Other sales are attributed to countries based on the destination of products or services delivered. |
Market area 2021 | ||||||||||||||||||||||||
Net sales | Non-current assets 5) |
|||||||||||||||||||||||
Networks | Cloud Software and Services |
Enterprise | Other | Total | Total | |||||||||||||||||||
South East Asia, Oceania and India 3) |
||||||||||||||||||||||||
North East Asia 4) |
||||||||||||||||||||||||
North America 2) |
||||||||||||||||||||||||
Europe and Latin America 1) |
||||||||||||||||||||||||
Middle East and Africa |
||||||||||||||||||||||||
Other 1) 2) 3) 4) 6) |
||||||||||||||||||||||||
Total |
||||||||||||||||||||||||
1) Of which in EU 6) |
||||||||||||||||||||||||
Of which in Sweden 6) |
||||||||||||||||||||||||
2) Of which in the United States 6) |
||||||||||||||||||||||||
3) Of which in India 6) |
||||||||||||||||||||||||
4) Of which in Japan 6) |
||||||||||||||||||||||||
4) Of which in China 6) |
5) |
Total non-current assets excluding financial instruments, deferred tax assets, and post-employment benefit assets. |
6) |
Including IPR licensing revenue reported under Market area Other which is allocated based on the country location of the customer. Other sales are attributed to countries based on the destination of products or services delivered. |
Market area 2020 | ||||||||||||||||||||||||
Net sales | Non-current assets 5) |
|||||||||||||||||||||||
Networks | Cloud Software and Services |
Enterprise | Other | Total | Total | |||||||||||||||||||
South East Asia, Oceania and India 3) |
||||||||||||||||||||||||
North East Asia 4) |
||||||||||||||||||||||||
North America 2) |
||||||||||||||||||||||||
Europe and Latin America 1) |
||||||||||||||||||||||||
Middle East and Africa |
||||||||||||||||||||||||
Other 1) 2) 3) 4) 6) |
||||||||||||||||||||||||
Total |
||||||||||||||||||||||||
1) Of which in EU 6) |
||||||||||||||||||||||||
Of which in Sweden 6) |
||||||||||||||||||||||||
2) Of which in the United States 6) |
||||||||||||||||||||||||
3) Of which in India 6) |
||||||||||||||||||||||||
4) Of which in Japan 6) |
||||||||||||||||||||||||
4) Of which in China 6) |
5) |
Total non-current assets excluding financial instruments, deferred tax assets, and post-employment benefit assets. |
6) |
Including IPR licensing revenue reported under Market area Other which is allocated based on the country location of the customer. Other sales are attributed to countries based on the destination of products or services delivered. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 5 8 |
![]() |
Net sales |
Net sales |
||||||||||||
2022 | 2021 | 2020 | ||||||||||
Hardware |
||||||||||||
Software |
||||||||||||
Services |
||||||||||||
Net sales |
||||||||||||
Of which IPR licensing revenues |
||||||||||||
Of which export sales from Sweden |
![]() |
Expenses by nature |
Expenses by nature |
||||||||||||
2022 | 2021 | 2020 | ||||||||||
Goods and services |
||||||||||||
Employee remuneration |
||||||||||||
Amortizations and depreciations |
||||||||||||
Impairments, obsolescence allowances and revaluation | ||||||||||||
Inventory increase, net |
( |
( |
( |
|||||||||
Additions to capitalized development |
( |
( |
( |
|||||||||
Expenses charged to cost of sales and operating expenses |
Restructuring charges by function |
||||||||||||
2022 | 2021 | 2020 | ||||||||||
Cost of sales |
||||||||||||
R&D expenses |
||||||||||||
Selling and administrative expenses |
||||||||||||
Total restructuring charges |
![]() |
Other operating income and expenses |
Other operating income and expenses |
||||||||||||
2022 | 2021 | 2020 | ||||||||||
Other operating income |
||||||||||||
Gains on sales of intangible assets and PP&E |
||||||||||||
Gains on investments and sale of operations 1) |
||||||||||||
Other operating income |
||||||||||||
Total other operating income |
||||||||||||
Other operating expenses |
||||||||||||
Losses on sales of intangible assets and PP&E |
( |
( |
— | |||||||||
Losses on investments and sale of operations 1) |
( |
( |
( |
|||||||||
Impairment of goodwill 2) |
— | ( |
— | |||||||||
Other operating expenses 3) |
( |
( |
( |
|||||||||
Total other operating expenses |
( |
( |
( |
1) |
Information about divestments is presented in note E2 “Business combinations.” |
2) |
For more information about the impairment of goodwill, see note C1 “Intangible assets.” |
3) |
2022 includes a provision of SEK - billion in relation to a potential resolution with the United States Department of Justice regarding previously announced, non-criminal, alleged breaches under the deferred prosecution agreement (DPA), including estimated expenses for the extended compliance monitorship, noting that the Company, on March 2, 2023, entered into the DOJ Plea Agreement with the DOJ and agreed to pay a fine of approx. SEK SEK - billion related to the divestment of IoT and other portfolio adjustments. |
![]() |
Inventories |
Inventories |
||||||||
2022 | 2021 | |||||||
Raw materials, components, consumables and manufacturing work in progress | ||||||||
Finished products |
||||||||
Contract work in progress |
||||||||
Inventories, net |
Movements in obsolescence allowances |
||||||||
2022 | 2021 | |||||||
Opening balance |
||||||||
Additions |
||||||||
Utilization |
( |
( |
||||||
Translation differences |
||||||||
Closing balance |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 5 9 |
![]() |
Customer contract related balances |
Trade receivables, customer finance, contract assets, contract liabilities and deferred sales commissions |
||||||||
2022 | 2021 | |||||||
Customer finance credits 1) |
||||||||
Trade receivables 2) |
||||||||
Contract assets |
||||||||
Contract liabilities |
||||||||
Deferred sales commissions 3) |
1) |
Of the total Customer finance credits balance, SEK |
2) |
Total trade receivables include SEK |
3) |
Of the total Deferred sales commissions balance SEK non-current balance is presented within Other financial assets, non-current (see note F3 “Financial assets, non-current”) and the current balance is presented within Other current receivables (see note B7 “Other current receivables”). |
Revenue recognized in the period |
||||||||
2022 | 2021 | |||||||
Revenue recognized relating to the opening contract liability balance | ||||||||
Revenue recognized relating to performance obligations satisfied, or partially satisfied, in prior reporting periods | ( |
( |
Transaction price allocated to the remaining performance obligations |
| |||||||
2022 | 2021 | |||||||
Aggregate amount of transaction price allocated to unsatisfied, or partially unsatisfied, performance obligations |
![]() |
Other current receivables |
Other current receivables |
||||||||
2022 | 2021 | |||||||
Prepaid expenses |
||||||||
Advance payments to suppliers |
||||||||
Derivative assets 1) |
||||||||
Other taxes 2) |
||||||||
Other |
||||||||
Total |
1) |
See also note F1 “Financial risk management.” |
2) |
Other taxes mainly includes VAT receivables. |
![]() |
Trade payables |
Trade payables |
||||||||
2022 | 2021 | |||||||
Trade payables to associated companies and joint ventures | ||||||||
Trade payables, excluding associated companies and joint ventures 1) |
||||||||
Total |
1) |
Of the trade payable amount SEK |
![]() |
Other current liabilities |
Other current liabilities |
||||||||
2022 | 2021 | |||||||
Accrued interest |
||||||||
Accrued expenses |
||||||||
Of which employee-related |
||||||||
Of which supplier-related |
||||||||
Of which other 1) |
||||||||
Derivative liabilities 2) |
||||||||
Other 3) |
||||||||
Total |
1) |
Major balance relates to accrued expenses for customer projects. |
2) |
See also note F1 “Financial risk management.” |
3) |
Includes items such as VAT and other payroll ded uctio ns. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 6 0 |
![]() |
Intangible assets |
Intangible assets |
||||||||||||||||||||||||||
2022 | 2021 | |||||||||||||||||||||||||
Capitalized development expenses |
Goodwill | Customer relationships, IPR 1) ,and other intangible assets |
Capitalized development expenses |
Goodwill | Customer relationships, IPR 1) ,and other intangible assets |
|||||||||||||||||||||
Cost |
||||||||||||||||||||||||||
Opening balance | ||||||||||||||||||||||||||
Additions | — | — | ||||||||||||||||||||||||
Balances regarding acquired/divested business 2) |
— | — | ( |
|||||||||||||||||||||||
Disposals | — | — | ( |
— | — | ( |
||||||||||||||||||||
Translation differences | ||||||||||||||||||||||||||
Closing balance |
||||||||||||||||||||||||||
Accumulated amortizations |
||||||||||||||||||||||||||
Opening balance | ( |
— | ( |
( |
— | ( |
||||||||||||||||||||
Amortizations | ( |
— | ( |
( |
— | ( |
||||||||||||||||||||
Balances regarding divested business 2) |
— | — | — | — | — | |||||||||||||||||||||
Disposals | — | — | — | — | ||||||||||||||||||||||
Translation differences | ( |
— | ( |
( |
— | ( |
||||||||||||||||||||
Closing balance |
( |
— |
( |
( |
— |
( |
||||||||||||||||||||
Accumulated impairment losses |
||||||||||||||||||||||||||
Opening balance | ( |
( |
( |
( |
( |
( |
||||||||||||||||||||
Balances regarding divested business 2) |
— | — | — | — | ||||||||||||||||||||||
Impairment losses | — | — | ( |
— | ( |
( |
||||||||||||||||||||
Translation differences | — | — | ( |
— | — | ( |
||||||||||||||||||||
Closing balance |
( |
( |
( |
( |
( |
( |
||||||||||||||||||||
Net carrying value |
1) | Intellectual property rights. |
2) | For more information on acquired/divested businesses, see note E2 “Business combinations.” |
– | Sales growth |
– | Development of EBIT (based on EBIT margin or cost of goods sold and operating expenses relative to sales) |
– | Related development of working capital and capital expenditure requirements. |
– | By 2027, about 35 years after the introduction of digital mobile technology, it is predicted that there will be |
– | The number of 5G subscriptions is forecasted to reach |
Ericsson Annual Report on Form 20-F 2022 |
Notes to the consolidated financial statements |
61 |
– |
By 2027, about point-of-sale |
– |
Cellular IoT is predicted to grow from |
– |
Mobile data traffic volume is estimated to increase by more than two times in the period 2023–2027. The mobile traffic is driven by smartphone users and video traffic, with mobile video traffic forecasted to grow by almost |
Post-tax discount rates (%) |
||||||||
CGU |
2022 |
2021 |
||||||
Networks |
||||||||
Cloud Software and Services |
||||||||
Vonage |
— |
|||||||
Cradlepoint |
||||||||
iconectiv |
||||||||
Emodo |
||||||||
Red Bee Media |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements |
6 2 |
![]() |
Property, plant and equipment |
Real estate | Machinery and other technical assets |
Other equipment, tools and installations |
Construction in progress and advance payments |
Total | ||||||||||||||||
Cost |
||||||||||||||||||||
Opening balance |
||||||||||||||||||||
Additions |
||||||||||||||||||||
Balances regarding acquired/divested business |
||||||||||||||||||||
Disposals |
( |
( |
( |
( |
( |
|||||||||||||||
Reclassifications |
( |
|||||||||||||||||||
Translation differences |
||||||||||||||||||||
Closing balance |
||||||||||||||||||||
Accumulated depreciations |
||||||||||||||||||||
Opening balance |
( |
( |
( |
— | ( |
|||||||||||||||
Depreciations |
( |
( |
( |
— | ( |
|||||||||||||||
Disposals |
— | |||||||||||||||||||
Translation differences |
( |
( |
( |
— | ( |
|||||||||||||||
Closing balance |
( |
( |
( |
— |
( |
|||||||||||||||
Accumulated impairment losses |
||||||||||||||||||||
Opening balance |
( |
( |
( |
— | ( |
|||||||||||||||
Impairment losses |
( |
( |
( |
( |
( |
|||||||||||||||
Disposals |
||||||||||||||||||||
Translation differences |
( |
( |
( |
— | ( |
|||||||||||||||
Closing balance |
( |
( |
( |
— |
( |
|||||||||||||||
Net carrying value |
Real estate | Machinery and other technical assets |
Other equipment, tools and installations |
Construction in progress and advance payments |
Total | ||||||||||||||||
Cost |
||||||||||||||||||||
Opening balance |
||||||||||||||||||||
Additions |
||||||||||||||||||||
Balances regarding acquired/divested business |
— | — | ( |
— | ( |
|||||||||||||||
Disposals |
( |
( |
( |
( |
( |
|||||||||||||||
Reclassifications |
( |
— | ||||||||||||||||||
Translation differences |
||||||||||||||||||||
Closing balance |
||||||||||||||||||||
Accumulated depreciations |
||||||||||||||||||||
Opening balance |
( |
( |
( |
— | ( |
|||||||||||||||
Depreciations |
( |
( |
( |
— | ( |
|||||||||||||||
Balances regarding divested business |
— | — | — | |||||||||||||||||
Disposals |
— | |||||||||||||||||||
Reclassifications |
( |
— | — | |||||||||||||||||
Translation differences |
( |
( |
( |
— | ( |
|||||||||||||||
Closing balance |
( |
( |
( |
— |
( |
|||||||||||||||
Accumulated impairment losses |
||||||||||||||||||||
Opening balance |
( |
( |
( |
— | ( |
|||||||||||||||
Impairment losses |
( |
( |
( |
— | ( |
|||||||||||||||
Disposals |
— | |||||||||||||||||||
Translation differences |
( |
( |
( |
— | ( |
|||||||||||||||
Closing balance |
( |
( |
( |
— |
( |
|||||||||||||||
Net carrying value |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 6 3 |
![]() |
Leases |
2022 | 2021 | |||||||||||||||||||||||||||||||
Real estate | Vehicles | Other | Total | Real estate | Vehicles | Other | Total | |||||||||||||||||||||||||
Cost |
||||||||||||||||||||||||||||||||
Opening balance |
||||||||||||||||||||||||||||||||
Additions |
— | |||||||||||||||||||||||||||||||
Balances regarding acquired/divested business |
— | — | ( |
( |
— | ( |
||||||||||||||||||||||||||
Terminations |
( |
( |
— | ( |
( |
( |
— | ( |
||||||||||||||||||||||||
Translation differences |
( |
— | ||||||||||||||||||||||||||||||
Closing balance |
||||||||||||||||||||||||||||||||
Accumulated depre ciati ons |
||||||||||||||||||||||||||||||||
Opening balance |
( |
( |
( |
( |
( |
( |
( |
( |
||||||||||||||||||||||||
Depreciations |
( |
( |
( |
( |
( |
( |
( |
( |
||||||||||||||||||||||||
Balances regarding divested business |
— | — | — | — | — | |||||||||||||||||||||||||||
Terminations |
— | — | ||||||||||||||||||||||||||||||
Translation differences |
( |
( |
( |
( |
( |
— | ( |
|||||||||||||||||||||||||
Closing balance |
( |
( |
( |
( |
( |
( |
( |
( |
||||||||||||||||||||||||
Accumulated impairment losses |
||||||||||||||||||||||||||||||||
Opening balance |
( |
— | — | ( |
( |
— | — | ( |
||||||||||||||||||||||||
Impairment losses |
( |
— | — | ( |
— | — | — | — | ||||||||||||||||||||||||
Terminations |
— | — | — | — | ||||||||||||||||||||||||||||
Translation differences |
( |
— | — | ( |
( |
— | — | ( |
||||||||||||||||||||||||
Closing balance |
( |
— |
— |
( |
( |
— |
— |
( |
||||||||||||||||||||||||
Financial sublease |
||||||||||||||||||||||||||||||||
Opening balance |
( |
— | — | ( |
( |
— | — | ( |
||||||||||||||||||||||||
Translation differences |
( |
— | — | ( |
( |
— | — | ( |
||||||||||||||||||||||||
Closing balance |
( |
— |
— |
( |
( |
— |
— |
( |
||||||||||||||||||||||||
Net carrying value |
2022 | 2021 | |||||||
Repayments of the lease liabilities 1) |
( |
) | ( |
) | ||||
Interest expense of the lease liabilities |
( |
) | ( |
) | ||||
Low-value asset not included in the measurement of the liabilities |
( |
) | ( |
) | ||||
Variable lease payments not included in the measurement of the lease liabilities | ( |
) | ( |
) | ||||
Total cash outflow |
( |
) |
( |
) |
1) |
Including advance payments. |
Financial leases | Operating leases | |||||||
2023 |
||||||||
2024 |
||||||||
2025 |
||||||||
2026 |
||||||||
2027 |
||||||||
2028 and later |
||||||||
Total |
Ericsson Annual Report on Form 20-F 2022 | Notes to th e consolidated financial statements |
6 4 |
![]() |
Provisions |
Provisions |
||||||||||||||||||||||||||||
Restructuring | Customer related |
Supplier related |
Warranty | Share-based payments |
Other | Total | ||||||||||||||||||||||
2022 |
||||||||||||||||||||||||||||
Opening balance |
||||||||||||||||||||||||||||
Additions |
||||||||||||||||||||||||||||
Balances regarding acquired business 1) |
— | — | — | — | — | |||||||||||||||||||||||
Reversal of excess amounts |
( |
( |
( |
( |
( |
( |
( |
|||||||||||||||||||||
Charged to income statement |
||||||||||||||||||||||||||||
Utilization 1) |
( |
( |
( |
( |
( |
( |
( |
|||||||||||||||||||||
Reclassifications |
( |
( |
||||||||||||||||||||||||||
Translation differences |
||||||||||||||||||||||||||||
Closing balance |
||||||||||||||||||||||||||||
Of which current provisions |
||||||||||||||||||||||||||||
Of which non-current provisions |
||||||||||||||||||||||||||||
2021 |
||||||||||||||||||||||||||||
Opening balance |
||||||||||||||||||||||||||||
Additions |
||||||||||||||||||||||||||||
Reversal of excess amounts |
( |
( |
( |
( |
( |
( |
( |
|||||||||||||||||||||
Charged to income statement |
||||||||||||||||||||||||||||
Utilization |
( |
( |
( |
( |
( |
( |
( |
|||||||||||||||||||||
Reclassifications |
( |
( |
( |
— | ( |
|||||||||||||||||||||||
Translation differences |
||||||||||||||||||||||||||||
Closing balance |
||||||||||||||||||||||||||||
Of which current provisions |
||||||||||||||||||||||||||||
Of which non-current provisions |
— |
1) |
Includes a provision from acquired business in the third quarter 2022, which was utilized in the fourth quarter 2022. For more information see note E2 “Business combinations”. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 6 5 |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 6 6 |
![]() |
Contingent liabilities |
Contingent liabilities | ||||||||
2022 | 2021 | |||||||
Contingent liabilities |
||||||||
Total |
![]() |
Assets pledged as c ol lateral |
Assets pledged as collateral |
||||||||
2022 | 2021 | |||||||
Chattel mortgages 1) |
||||||||
Bank deposits 2) |
||||||||
Total |
1) |
See also note G1 “Post-employment benefits.” |
2) |
See also note F1 “Financial risk mana geme nt.” |
![]() |
Contractual obligations |
Contractual obligations, SEK billion |
||||||||||||||||||||
Payment due by period | ||||||||||||||||||||
<1 | 1–3 | 3–5 | >5 | |||||||||||||||||
2022 | year | years | years | years | Total | |||||||||||||||
Current and non-current debt 1) |
||||||||||||||||||||
Lease obligations 2) |
||||||||||||||||||||
Other non-current liabilities |
||||||||||||||||||||
Purchase obligations 3) |
||||||||||||||||||||
Trade payables |
||||||||||||||||||||
Commitments for customer finance 4) |
||||||||||||||||||||
Derivatives liabilities 4) |
||||||||||||||||||||
Total |
||||||||||||||||||||
2021 | ||||||||||||||||||||
Current and non-current debt 1) |
||||||||||||||||||||
Lease obligations 2) |
||||||||||||||||||||
Other non-current liabilities |
||||||||||||||||||||
Purchase obligations 3) |
||||||||||||||||||||
Trade payables |
||||||||||||||||||||
Commitments for customer finance 4) |
||||||||||||||||||||
Derivatives liabilities 4) |
||||||||||||||||||||
Total |
1) |
Current and non-current debt, including interest commitments. |
2) |
Future lease obligations, nominal lease liability, see also note C3 “Leases.” |
3) |
The amounts of purchase obligations are gross, before deduction of any related provisions. |
4) |
See also note F1 “Financial risk management.” |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 6 7 |
![]() |
Equity |
Capital stock | ||||||||||
Parent Company | Class A shares |
Class B shares |
Total | |||||||
December 31, 2022 |
||||||||||
December 31, 2021 |
Number of shares | ||||||||||||
2022 | Class A shares |
Class B shares |
Total | |||||||||
As of January 1 |
||||||||||||
As of December 31 |
2021 | Class A shares |
Class B shares |
Total | |||||||||
As of January 1 |
||||||||||||
As of December 31 |
Other reserves |
||||||||||||||||||||||||||||||||
2022 |
2021 |
|||||||||||||||||||||||||||||||
SEK million |
Translation reserves |
Cash flow hedge reserve |
Revaluation of borrowings |
Total other reserves |
Translation reserves |
Cash flow hedge reserve |
Revaluation of borrowings |
Total other reserves |
||||||||||||||||||||||||
Opening balance |
( |
( |
( |
( |
( |
|||||||||||||||||||||||||||
Other comprehensive income |
||||||||||||||||||||||||||||||||
Items that will not be reclassified to profit or loss |
||||||||||||||||||||||||||||||||
Revaluation of borrowings due to change in credit risk |
||||||||||||||||||||||||||||||||
Cash flow hedge reserve |
||||||||||||||||||||||||||||||||
Gains/losses arising during the period |
||||||||||||||||||||||||||||||||
Transfer to goodwill |
( |
( |
— | |||||||||||||||||||||||||||||
Tax on items that will not be reclassified to profit or loss |
( |
( |
( |
( |
( |
|||||||||||||||||||||||||||
Items that have been or may be reclassified to profit loss |
||||||||||||||||||||||||||||||||
Cash flow hedge reserve |
||||||||||||||||||||||||||||||||
Gains/losses arising during the period |
( |
( |
( |
( |
||||||||||||||||||||||||||||
Reclassification to profit and loss |
( |
( |
||||||||||||||||||||||||||||||
Translation reserves |
||||||||||||||||||||||||||||||||
Changes in translation reserves |
||||||||||||||||||||||||||||||||
Reclassification to profit and loss |
( |
( |
||||||||||||||||||||||||||||||
Share of other comprehensive income of JV and associated companies | ||||||||||||||||||||||||||||||||
Tax on items that have been or may be reclassified to profit or loss |
||||||||||||||||||||||||||||||||
Other comprehensive income, net of tax |
( |
( |
||||||||||||||||||||||||||||||
Total comprehensive income |
( |
( |
||||||||||||||||||||||||||||||
Transfer to retained earnings |
— |
|||||||||||||||||||||||||||||||
Closing balance |
( |
( |
( |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 6 8 |
![]() |
Business combinations |
Acquisitions 2020–2022 | ||||||||||||
2022 | 2021 | 2020 | ||||||||||
Consideration |
||||||||||||
Purchase price paid on acquisition 1) |
||||||||||||
Deferred consideration/Others 2) |
||||||||||||
Total consideration, all cash and cash equivalents |
||||||||||||
Net assets (liabilities) acquired |
||||||||||||
Intangible a s sets |
( |
|||||||||||
Property, plant and equipment |
||||||||||||
Right-of-use |
||||||||||||
Investments in associates |
||||||||||||
Cash and cash equivalents |
||||||||||||
Other assets |
||||||||||||
Provisions, incl. post-employment benefits |
( |
( |
||||||||||
Other liabilities |
( |
( |
( |
|||||||||
Total identifiable net assets (liabilities) |
( |
|||||||||||
Goodwill |
||||||||||||
Total |
||||||||||||
Acquisition-related costs 3) |
1) |
2022 purchase price to acquire shares outstanding is net of hedge release of SEK |
2) |
Deferred consideration relates to the pre-combination portion of employee stock awards that were previously granted to Vonage employees, which will be paid out post acquisition according to the original award vesting schedule. |
3) |
Acquisition-related costs are included in Selling and administrative expenses in the consolidated income statement. |
Vonage | ||||
2022 | ||||
Consideration |
||||
Purchase price paid on acquisition 1) |
||||
Deferred consideration 2) |
||||
Total consideration, all cash and cash equivalents |
||||
Net assets (liabilities) acquired |
||||
Intangible assets |
||||
Property, plant and equipment |
||||
Right-of-use |
||||
Deferred tax assets |
||||
Trade receivables |
||||
Cash and cash equivalents |
||||
Other assets |
||||
Provisions |
( |
|||
Deferred tax liabilities |
( |
|||
Borrowings |
( |
|||
Lease liabilities |
( |
|||
Other liabilities |
( |
|||
Total identifiable net assets (liabilities) |
||||
Goodwill |
||||
Total |
||||
Acquisition-related costs 3) |
Acquisitions 2020–2022 |
||||
Business | Description | Transaction date | ||
Push-to-talk (MC-PTT) solutions. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 6 9 |
Divestments 2020–2022 | ||||||||||||
2022 | 2021 | 2020 | ||||||||||
Proceeds |
||||||||||||
Cash and cash equivalents |
||||||||||||
Shares in associated companies |
||||||||||||
Total proceeds |
||||||||||||
Net assets disposed of |
||||||||||||
Property, plant and equipment |
||||||||||||
Right-of-use |
||||||||||||
Investments in associates |
||||||||||||
Intangible assets |
||||||||||||
Goodwill |
( |
|||||||||||
Other assets |
||||||||||||
Provisions, incl. post-employment benefits |
( |
( |
( |
|||||||||
Other liabilities |
( |
|||||||||||
Total net assets |
( |
|||||||||||
Net gains/losses from divestments |
( |
|||||||||||
Shares in associated companies |
( |
|||||||||||
Cash flow effect |
Divestments 2020–2022 |
||||
Business | Description | Transaction date | ||
![]() |
Associated companies |
Equity in associated companies |
||||||||
2022 | 2021 | |||||||
Opening balance |
||||||||
Investments |
||||||||
Share in earnings |
( |
) | ||||||
Distribution of capital stock |
( |
) | ||||||
Taxes |
( |
) | ( |
) | ||||
Dividends |
( |
) | ( |
) | ||||
Divested business |
( |
) | ( |
) | ||||
Translation differences |
||||||||
Closing balance |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 70 |
![]() |
Financial risk management |
Capital objectives-related information |
| |||||||
2022 |
2021 |
|||||||
Free cash flow before M&A as % of net sales 1) |
||||||||
Positive net cash (SEK billion) 1) |
||||||||
Credit rating |
||||||||
Fitch Ratings |
||||||||
S&P Global |
||||||||
Moody´s |
Currency exposure, SEK billion |
| |||||||||||||||||||||||
Exposure currency |
Sales translation exposure |
Sales transaction exposure |
Sales net exposure |
Cost translation exposure |
Cost transaction exposure 1) |
Cost net exposure |
||||||||||||||||||
USD 2) |
( |
( |
( |
|||||||||||||||||||||
EUR |
( |
( |
||||||||||||||||||||||
JPY |
( |
( |
||||||||||||||||||||||
INR |
( |
( |
( |
|||||||||||||||||||||
CAD |
( |
( |
||||||||||||||||||||||
TWD |
( |
( |
||||||||||||||||||||||
CNY |
( |
( |
( |
|||||||||||||||||||||
KRW |
( |
( |
1) |
External purchases in foreign currency translated to functional currency. |
2) |
Sales transaction exposure in 2022 includes volume in the cash flow hedge of USD |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 71 |
Sensitivity to interest rate increase of 1 basis point, SEK million |
| |||||||||||||||||||||||
< 3M |
3–12M |
1–3Y |
3–5Y |
>5Y |
Total |
|||||||||||||||||||
Interest-bearing assets | ( |
( |
( |
|||||||||||||||||||||
Interest-bearing liabilities 1) |
||||||||||||||||||||||||
Derivatives |
( |
( |
( |
( |
||||||||||||||||||||
Total |
( |
1) |
Borrowings are included as they are designated FVTPL. |
Outstanding derivatives |
| |||||||||||||||||||
2022 | Gross amount recognized |
Offset | Net amount presented |
Related amounts not offset – collaterals |
Net | |||||||||||||||
Currency derivatives 1) |
||||||||||||||||||||
Assets |
( |
( |
||||||||||||||||||
Liabilities |
( |
( |
( |
|||||||||||||||||
Interest rate derivatives |
||||||||||||||||||||
Assets |
||||||||||||||||||||
Liabilities |
( |
( |
( |
|||||||||||||||||
2021 | Gross amount recognized |
Offset | Net amount presented |
Related amounts not offset – collaterals |
Net | |||||||||||||||
Currency derivatives 1) |
||||||||||||||||||||
Assets |
( |
|||||||||||||||||||
Liabilities |
( |
( |
( |
|||||||||||||||||
Interest rate derivatives |
||||||||||||||||||||
Assets |
( |
|||||||||||||||||||
Liabilities |
( |
( |
( |
1) |
Currency derivatives designated as cash flow hedge of SEK |
Foreign exchange forward contracts | ||||||||||||
2022 | < 3 months |
3 – 12 months |
> 1 year | Total | ||||||||
Notional Amount (USD millions) | ||||||||||||
Average forward rate (SEK/USD) |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 72 |
– | Avoid credit losses through establishing internal standard credit approval routines in all the Company’s legal entities |
– | Ensure monitoring and risk mitigation of defaulting accounts, i.e. events of non-payment |
– | Ensure efficient credit management within the Company and thereby improve days sales outstanding and cash flow |
– | Define escalation path and approval process for customer credit limits. |
Movements in allowances for impairment of trade receivables and contract assets | | |||||||
2022 | 2021 | |||||||
Opening balance |
||||||||
Balances regarding acquired business |
||||||||
Increase in allowance |
||||||||
Write-offs |
( |
( |
||||||
Translation difference |
||||||||
Closing balance 1) |
1) |
Of which SEK |
Aging analysis of gross values of trade receivables and contracts assets by risk category |
||||||||||||||||||||||||
Days past dues |
||||||||||||||||||||||||
2022 | Not due |
1-90 | 91-180 |
181-360 |
>360 | Total | ||||||||||||||||||
Country risk :Low |
||||||||||||||||||||||||
Country risk: Medium |
||||||||||||||||||||||||
Country risk: High |
||||||||||||||||||||||||
Total |
||||||||||||||||||||||||
|
Days past dues |
|
||||||||||||||||||||||
2021 | Not due |
1-90 |
91-180 |
181-360 |
>360 | Total | ||||||||||||||||||
Country risk :Low |
||||||||||||||||||||||||
Country risk: Medium |
||||||||||||||||||||||||
Country risk: High |
||||||||||||||||||||||||
Total |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 7 3 |
Outstanding customer finance credit risk exposure 1) |
||||||||
2022 |
2021 |
|||||||
Fair value of customer finance credits |
||||||||
Financial guarantees for third-parties |
||||||||
Accrued interest |
||||||||
Maximum exposure to credit risk |
||||||||
Less third-party risk coverage |
( |
( |
||||||
The Company’s risk exposure, less third-party risk coverage |
1) |
This table shows the maximum exposure to credit risk. |
Customer finance fair value reconciliation | ||||||||
2022 | 2021 | |||||||
Opening balance |
||||||||
Additions |
||||||||
Disposals/repayments |
( |
( |
||||||
Revaluation/amortization of interest |
( |
|||||||
Translation difference |
||||||||
Closing balance |
||||||||
Of which non-current |
Cash, cash equivalents, interest bearing securities and derivative assets | ||||||||||||||||||||||||
2022 | Rating or equivalent |
< 3 M | 3-12 M |
1-5 Y | >5 Y | Total | ||||||||||||||||||
Bank deposits | ||||||||||||||||||||||||
Other financial institutions | ||||||||||||||||||||||||
Type of issuer: |
||||||||||||||||||||||||
Governments | AA/ |
|||||||||||||||||||||||
Corporates | A2/P2 | |||||||||||||||||||||||
Mortgage institutes | AAA | |||||||||||||||||||||||
Derivative assets | ||||||||||||||||||||||||
2021 | Rating or equivalent |
< 3 M | 3-12 M | 1-5 Y | >5 Y | Total | ||||||||||||||||||
Bank deposits | ||||||||||||||||||||||||
Other financial institutions |
||||||||||||||||||||||||
Type of issuer: |
||||||||||||||||||||||||
Governments | AA/AAA | |||||||||||||||||||||||
Corporates | A2/P2 | |||||||||||||||||||||||
Mortgage institutes | AAA | |||||||||||||||||||||||
Derivative assets | ||||||||||||||||||||||||
Funding programs 1) |
||||||||||||
Amount | Utilized | Unutilized | ||||||||||
Euro Medium-Term Note program (USD million) |
||||||||||||
SEC Registered program (USD million) 2) |
||||||||||||
Commercial Paper Program (SEK million) |
1) |
There are no financial covenants related to these programs. |
2) |
Program amount indeterminate. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 7 4 |
Committed credit facilities | ||||||
Amount | Utilized | Unutilized | ||||
Multi-currency revolving credit facility (USD million) |
– | Quoted market prices – level 1 |
– | Valuation technique using observable inputs – level 2 |
– | Valuation technique using significant unobservable inputs – level 3 |
Reconciliation of Level 3 fair value items | ||||
Investment in shares and participations |
||||
Opening balance |
||||
Additions |
||||
Disposals |
( |
|||
Gains or losses 1) |
||||
Translation differences |
||||
Closing balance |
1) |
Table shows net gains or losses recognized in Other operating income or expenses, of which SEK |
Financial instruments | ||||||||||||||||||||||||||||||||||||||||
2022 | 2021 | |||||||||||||||||||||||||||||||||||||||
Amortized | Fair | Fair value hierarchy level | Amortized | Fair | Fair value hierarchy level | |||||||||||||||||||||||||||||||||||
SEK billion | cost | value | Level 1 | Level 2 | Level 3 | cost | value | Level 1 | Level 2 | Level 3 | ||||||||||||||||||||||||||||||
Assets at fair value through profit or loss |
||||||||||||||||||||||||||||||||||||||||
Customer finance |
— | — | — | — | — | — | ||||||||||||||||||||||||||||||||||
Interest-bearing securities |
— | — | — | — | — | — | ||||||||||||||||||||||||||||||||||
Cash equivalents 1) |
— | — | — | — | — | — | ||||||||||||||||||||||||||||||||||
Other financial assets |
— | — | — | — | ||||||||||||||||||||||||||||||||||||
Other current assets |
— | — | — | — | — | — | ||||||||||||||||||||||||||||||||||
Assets at fair value through OCI |
||||||||||||||||||||||||||||||||||||||||
Trade receivable |
— | — | — | — | — | — | ||||||||||||||||||||||||||||||||||
Assets at amortized cost |
||||||||||||||||||||||||||||||||||||||||
Interest-bearing securities |
— | — | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||
Cash equivalents 1) |
— | — | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||
Other financial assets |
— | — | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||
Financial assets |
||||||||||||||||||||||||||||||||||||||||
Financial liabilities at designated |
||||||||||||||||||||||||||||||||||||||||
FVTPL |
||||||||||||||||||||||||||||||||||||||||
Parent Company borrowings |
— | ( |
( |
( |
— | — | ( |
( |
( |
— | ||||||||||||||||||||||||||||||
Financial liabilities at FVTPL |
||||||||||||||||||||||||||||||||||||||||
Other current liabilities |
— | ( |
— | ( |
— | — | ( |
— | ( |
— | ||||||||||||||||||||||||||||||
Liabilities at amortized cost |
||||||||||||||||||||||||||||||||||||||||
Trade payables |
( |
— | — | — | — | ( |
— | — | — | — | ||||||||||||||||||||||||||||||
Borrowings |
( |
— | — | — | — | ( |
— | — | — | — | ||||||||||||||||||||||||||||||
Financial liabilities |
( |
( |
( |
( |
1) |
Total Cash and cash equivalent is SEK relating to Cash equivalents are presented in the table above. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 7 5 |
![]() |
Financial income and expenses |
2022 | 2021 | 2020 | ||||||||||
Contractual interest on financial assets |
||||||||||||
of which on financial assets at amortized cost |
||||||||||||
Net revaluation gains and losses on financial assets |
( |
( |
||||||||||
Other financial income |
||||||||||||
Financial income |
||||||||||||
Contractual interest on financial liabilities |
( |
( |
( |
|||||||||
of which on financial liabilities at amortized cost |
( |
( |
( |
|||||||||
Net revaluation gains and losses on financial liabilities |
||||||||||||
Lease interest expense |
( |
( |
( |
|||||||||
Net interest on pension liabilities 1) |
( |
( |
( |
|||||||||
Other financial expenses |
( |
( |
( |
|||||||||
Financial expenses |
( |
( |
( |
|||||||||
Net foreign exchange gains/losses |
( |
( |
||||||||||
Financial income and expenses, net |
( |
( |
( |
|||||||||
Net gains and losses on financial instruments exclude effect of foreign exchange translations: |
||||||||||||
Financial instruments at fair value through profit or loss 2) |
( |
( |
( |
|||||||||
Financial liabilities designated at fair value through profit or loss |
( |
|||||||||||
1) |
Includes gains or losses on plan settlement. |
2) |
Excludes net loss from revaluation of customer finance receivables of SEK |
![]() |
Financial assets, non-current |
Financial assets, non-current |
||||||||||||||||||||||||||||
2022 | 2021 | |||||||||||||||||||||||||||
Other investments in shares and participations |
Interest- bearing securities, non-current |
Other financial assets, non-current 1) |
Other investments in shares and participations |
Interest- bearing securities, non-current |
Other financial assets, non-current 1) |
|||||||||||||||||||||||
Opening balance |
||||||||||||||||||||||||||||
Additions |
||||||||||||||||||||||||||||
Disposals/repayments/deductions |
( |
( |
( |
( |
( |
( |
||||||||||||||||||||||
Amortization |
( |
|||||||||||||||||||||||||||
Change in value in funded pension plans 2) |
||||||||||||||||||||||||||||
Revaluation |
( |
( |
||||||||||||||||||||||||||
Reclassification |
( |
( |
( |
( |
( |
|||||||||||||||||||||||
Translation differences |
||||||||||||||||||||||||||||
Closing balance |
1) |
Includes items such as pension surplus assets, tax credit receivables, deferred sales commissions and loans to associates. |
2) |
This amount includes asset ceiling. For further information, see note G1 “Post-employment benefits.” |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 7 6 |
![]() |
Interest-bearing liabilities |
2022 | 2021 | |||||||
Borrowings, current |
||||||||
Current part of non-current borrowings |
||||||||
Other borrowings, current |
||||||||
Total borrowings, current |
||||||||
Borrowings, non-current |
||||||||
Notes and bond loans |
||||||||
Other borrowings, non-current |
||||||||
Total borrowings, non-current |
||||||||
Total interest-bearing liabilities |
2022 | 2021 | |||||||
Opening balance |
||||||||
Cash flows |
||||||||
Proceeds from issuance of borrowings |
||||||||
Repayment of borrowings 1) |
( |
( |
||||||
Other financing activities |
( |
|||||||
Lease payments |
( |
( |
||||||
Non-cash changes |
||||||||
Effect of foreign exchange movement |
||||||||
Revaluation due to changes in credit risk |
( |
( |
||||||
Other changes in fair value |
( |
( |
||||||
Acquisition of new lease contracts |
||||||||
Balances regarding acquired business |
||||||||
Other non-cash movements 1) |
( |
( |
||||||
Closing balance |
1) |
Repayment in 2022 includes capped call received of SEK non-cash movements above. |
Issued-maturing | Nominal amount |
Coupon | Currency | Maturity date | Carrying value 2022 |
Changes in fair value due to changes in credit risk 2022 |
Cumulative changes in fair value due to changes in credit risk 2022 |
Carrying value 2021 |
||||||||||||||||||||||||
Notes and bond loans |
||||||||||||||||||||||||||||||||
2012–2022 |
% | ( |
||||||||||||||||||||||||||||||
2017–2024 |
% | ( |
||||||||||||||||||||||||||||||
2017–2025 1) |
% | ( |
||||||||||||||||||||||||||||||
2020–2030 1) |
% | ( |
||||||||||||||||||||||||||||||
2021–2029 |
% | ( |
( |
|||||||||||||||||||||||||||||
2022–2027 |
% | ( |
( |
|||||||||||||||||||||||||||||
Total notes and bond loans |
( |
( |
||||||||||||||||||||||||||||||
Bilateral loans |
||||||||||||||||||||||||||||||||
2017–2023 2) |
( |
|||||||||||||||||||||||||||||||
2019–2024 3) |
( |
|||||||||||||||||||||||||||||||
2019–2025 2) |
( |
( |
||||||||||||||||||||||||||||||
2021–2028 3) |
( |
( |
||||||||||||||||||||||||||||||
Total bilateral loans |
( |
( |
1) |
Private Placement, Swedish Export Credit Corporation (SEK). |
2) |
Nordic Investment Bank (NIB), R&D project financing. |
3) |
European Investment Bank (EIB), R&D project financing. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 7 7 |
![]() |
Post-employment benefits |
– | A defined benefit plan, known as ITP 2 (occupational pension for salaried employees in manufacturing industries and trade), complemented by a defined contribution plan, known as ITPK (supplementary retirement benefits). This is a final salary-based plan. |
– | A defined contribution plan, known as ITP 1, for employees born in 1979 or later. |
– | A defined contribution plan ITP 1 or alternative ITP, for employees earning more than 10 income base amount and who have opted out of the defined benefit plan ITP 2, where rules are set by the Company and approved by each employee selected to participate. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 7 8 |
Amount recognized in the Consolidated balance sheet | ||||||||||||||||||||
Sweden | US | UK | Other | Total | ||||||||||||||||
2022 |
||||||||||||||||||||
Defined benefit obligation (DBO) |
||||||||||||||||||||
Fair value of plan assets |
||||||||||||||||||||
Deficit/surplus (+/–) |
( |
|||||||||||||||||||
Plans with net surplus, excluding asset ceiling 1) |
||||||||||||||||||||
Provision for post-employment benefits 2) |
||||||||||||||||||||
2021 |
||||||||||||||||||||
Defined benefit obligation (DBO) |
||||||||||||||||||||
Fair value of plan assets |
||||||||||||||||||||
Deficit/surplus (+/–) |
( |
|||||||||||||||||||
Plans with net surplus, excluding asset ceiling 1) |
||||||||||||||||||||
Provision for post-employment benefits 2) |
1) |
Plans with a net surplus, i.e., where plan assets exceed DBO, are reported as Other financial assets, non-current, see note F3 “Financial assets, non-current.” The asset ceiling increased during the year to SEK |
2) |
Plans with net liabilities are reported in the balance sheet as Post-employment benefits, non-current. |
Pension costs for defined contribution plans and defined benefit plans | ||||||||||||||||||||
Sweden | US | UK | Other | Total | ||||||||||||||||
2022 |
||||||||||||||||||||
Pension cost for defined contribution plans |
||||||||||||||||||||
Pension cost for defined benefit plans 1) |
( |
|||||||||||||||||||
Total |
||||||||||||||||||||
Total pension cost expressed as a percentage of wages and salaries |
||||||||||||||||||||
2021 |
||||||||||||||||||||
Pension cost for defined contribution plans |
||||||||||||||||||||
Pension cost for defined benefit plans |
( |
|||||||||||||||||||
Total |
||||||||||||||||||||
Total pension cost expressed as a percentage of wages and salaries |
||||||||||||||||||||
2020 |
||||||||||||||||||||
Pension cost for defined contribution plans |
||||||||||||||||||||
Pension cost for defined benefit plans |
( |
|||||||||||||||||||
Total |
||||||||||||||||||||
Total pension cost expressed as a percentage of wages and salaries |
1) |
For the UK plans, negative cost was due to interest income of SEK |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 7 9 |
Change in the net defined benefit obligation | ||||||||||||||||||||||||
Present value of obligation 2022 1) |
Fair value of plan assets 2022 |
Total 2022 |
Present value of obligation 2021 1) |
Fair value of plan assets 2021 |
Total 2021 |
|||||||||||||||||||
Opening balance |
( |
( |
||||||||||||||||||||||
Included in the income statement 2) |
||||||||||||||||||||||||
Current service cost |
— | |||||||||||||||||||||||
Past service cost and gains and losses on settlements |
— | |||||||||||||||||||||||
Interest cost/income (+/–) |
( |
( |
||||||||||||||||||||||
Taxes and administrative expenses |
— | |||||||||||||||||||||||
Other |
( |
( |
||||||||||||||||||||||
( |
( |
|||||||||||||||||||||||
Remeasurements |
||||||||||||||||||||||||
Return on plan assets excluding amounts in interest expense/income |
— | ( |
( |
|||||||||||||||||||||
Actuarial gains/losses (–/+) arising from changes in demographic assumptions | ( |
— | ( |
|||||||||||||||||||||
Actuarial gains/losses (–/+) arising from changes in financial assumptions |
( |
( |
( |
— | ( |
|||||||||||||||||||
Experience-based gains/losses (–/+) |
— | |||||||||||||||||||||||
( |
( |
( |
( |
|||||||||||||||||||||
Other changes |
||||||||||||||||||||||||
Translation difference |
( |
( |
||||||||||||||||||||||
Contributions and payments from: |
||||||||||||||||||||||||
Employers 3) |
( |
( |
( |
( |
( |
( |
||||||||||||||||||
Plan participants |
( |
( |
||||||||||||||||||||||
Payments from plans: |
||||||||||||||||||||||||
Benefit payments |
( |
( |
— | |||||||||||||||||||||
Settlements |
( |
( |
( |
( |
||||||||||||||||||||
Business combinations and divestments |
( |
( |
||||||||||||||||||||||
Other |
( |
— | — | — | — | |||||||||||||||||||
Closing balance |
( |
( |
1) |
The weighted average duration of DBO is |
2) |
Excludes the impact of the asset ceiling of SEK |
3) |
The expected contribution to the plans during 2023 is SEK |
Present value of the defined benefit obligation | ||||||||||||||||||||
Sweden | US | UK | Other | Total | ||||||||||||||||
2022 |
||||||||||||||||||||
DBO, closing balance |
||||||||||||||||||||
Of which partially or fully funded |
||||||||||||||||||||
Of which unfunded |
||||||||||||||||||||
2021 |
||||||||||||||||||||
DBO, closing balance |
||||||||||||||||||||
Of which partially or fully funded |
||||||||||||||||||||
Of which unfunded |
— |
— |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 80 |
Asset allocation by asset type and geography 1) |
||||||||||||||||||||||||
Sweden | US | UK | Other | Total | Of which unquoted 2) |
|||||||||||||||||||
2022 |
||||||||||||||||||||||||
Cash and cash equivalents |
% | |||||||||||||||||||||||
Equity securities |
% | |||||||||||||||||||||||
Debt securities |
% | |||||||||||||||||||||||
Real estate |
% | |||||||||||||||||||||||
Investment funds |
% | |||||||||||||||||||||||
Assets held by insurance company |
% | |||||||||||||||||||||||
Other |
( |
% | ||||||||||||||||||||||
Total |
||||||||||||||||||||||||
Of which real estate occupied by the Company |
||||||||||||||||||||||||
Of which securities issued by the Company |
||||||||||||||||||||||||
2021 |
||||||||||||||||||||||||
Cash and cash equivalents |
% | |||||||||||||||||||||||
Equity securities |
% | |||||||||||||||||||||||
Debt securities |
% | |||||||||||||||||||||||
Real estate |
— | % | ||||||||||||||||||||||
Investment funds |
% | |||||||||||||||||||||||
Assets held by insurance company |
— | — | — | % | ||||||||||||||||||||
Other |
( |
% | ||||||||||||||||||||||
Total |
||||||||||||||||||||||||
Of which real estate occupied by the Company |
— |
— |
— |
— |
— |
|||||||||||||||||||
Of which securities issued by the Company |
— |
— |
— |
— |
— |
1) |
Asset class is presented based on the underlying exposure of the investment. This includes direct investment in securities or investment through pooled funds that invest in an asset class. |
2) |
Unquoted refers to assets classified as fair value level 2 and 3. Unquoted assets comprise mainly investments in pooled investment vehicles. |
Financial and demographic actuarial assumptions | ||||||||||||||||||||||||||
2022 | 2021 | |||||||||||||||||||||||||
Sweden | US | UK | Sweden | US | UK | |||||||||||||||||||||
Financial assumptions |
||||||||||||||||||||||||||
Discount rate |
||||||||||||||||||||||||||
Inflation rate |
||||||||||||||||||||||||||
Salary increase rate |
— | |||||||||||||||||||||||||
Demographic assumptions |
||||||||||||||||||||||||||
Life expectancy after age 65 in years |
Total remeasurements in Other comprehensive income related to post-employment benefits |
|
|||||||
2022 | 2021 | |||||||
Actuarial gains and losses (+/–) |
||||||||
The effect of asset ceiling |
||||||||
Swedish special payroll taxes |
||||||||
Total |
Sensitivity analysis of significant actuarial assumptions, SEK billion |
||||||||||||
2022 | ||||||||||||
Impact on the DBO of a change in assumptions |
Sweden | US | UK | |||||||||
Financial assumptions |
||||||||||||
Discount rate -0.5% |
||||||||||||
Discount rate +0.5% |
( |
( |
( |
|||||||||
Inflation rate -0.5% |
( |
( |
||||||||||
Inflation rate +0.5% |
||||||||||||
Salary increase rate -0.5% |
( |
|||||||||||
Salary increase rate +0.5% |
||||||||||||
Demographic assumptions |
||||||||||||
Longevity - 1 year |
( |
( |
( |
|||||||||
Longevity + 1 year |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 8 1 |
![]() |
Information regarding members of the Board of Directors and Group management |
SEK | Board fees | Number of synthetic shares/portion of Board fee |
Value at grant date of synthetic shares allocated in 2022 |
Number of previously allocated synthetic shares outstanding |
Net change in value of synthetic shares 1) |
Committee fees |
Total fees paid in cash 2) |
Total remuneration 2022 |
Total remuneration 2021 |
|||||||||||||||||||||||||||
A | B | C | (A+B+C) | |||||||||||||||||||||||||||||||||
Board member |
||||||||||||||||||||||||||||||||||||
Ronnie Leten |
— |
— | ( |
|||||||||||||||||||||||||||||||||
Helena Stjernholm |
( |
|||||||||||||||||||||||||||||||||||
Jacob Wallenberg |
( |
( |
||||||||||||||||||||||||||||||||||
Jon Fredrik Baksaas |
( |
( |
||||||||||||||||||||||||||||||||||
Jan Carlson |
( |
( |
||||||||||||||||||||||||||||||||||
Nora Denzel |
( |
|||||||||||||||||||||||||||||||||||
Börje Ekholm |
— | — | — | — | — | — | — | — | ||||||||||||||||||||||||||||
Carolina Dybeck Happe |
— | ( |
— | — | — | |||||||||||||||||||||||||||||||
Eric A. Elzvik |
( |
|||||||||||||||||||||||||||||||||||
Kurt Jofs |
( |
|||||||||||||||||||||||||||||||||||
Kristin S. Rinne |
( |
|||||||||||||||||||||||||||||||||||
Employee Representatives |
||||||||||||||||||||||||||||||||||||
Torbjörn Nyman |
— | — | — | — | ||||||||||||||||||||||||||||||||
Anders Ripa |
— | — | — | — | ||||||||||||||||||||||||||||||||
Kjell-Åke Soting |
— | — | — | — | ||||||||||||||||||||||||||||||||
Annika Salomonsson 4) |
— |
— | — | — | — | — | ||||||||||||||||||||||||||||||
Ulf Rosberg (deputy) |
— | — | — | — | ||||||||||||||||||||||||||||||||
Loredana Roslund (deputy) |
— | — | — | — | ||||||||||||||||||||||||||||||||
Roger Svensson |
— | — | — | — | — | — | ||||||||||||||||||||||||||||||
Per Holmberg (deputy) |
— | — | — | — | — | — | ||||||||||||||||||||||||||||||
Total |
( |
3) |
1) |
The difference in value as of the time for payment, compared to December 31, 2021, for synthetic shares allocated in 2017 (for which payment was made in 2022). The difference in value as of December 31, 2022 compared to December 31, 2021, for synthetic shares allocated in 2018, 2019, 2020 and 2021. Calculated on a share price of SEK |
2) |
Committee fee and cash portion of the Board fee. |
3) |
Excluding social security charges in the amount of SEK |
4) |
Appointed deputy employee representative Board member as of March 29, 2022. |
– | The Chair of the Board was entitled to a Board fee of SEK |
– | The other Directors elected by the Annual General Meeting were entitled to a fee of SEK non-employee members of the Audit and Compliance Committee were entitled to a fee of SEK non-employee members of these Committees were entitled to a fee of SEK |
– | Members of the Board, who are not employees of the Company, have not received any remuneration other than the fees and synthetic shares as above. None of the Directors have entered into a service contract with the Parent Company or any of its subsidiaries, providing for termination benefits. |
– | Members and deputy members of the Board who are Ericsson employees received no remuneration or benefits other than their entitlements as employees and a fee to the employee representatives and their deputies of SEK |
– | choose to receive the Board fee (i.e., exclusive of Committee fee) as follows: i) 25% of the Board fee in cash and 75% in the form of synthetic shares, with a value corresponding to 75% of the Board fee at the time of |
allocation, ii) 50% in cash and 50% in the form of synthetic shares, or iii) 75% in cash and 25% in the form of synthetic shares. Directors may also choose not to participate in the synthetic share program and receive 100% of the Board fee in cash. Committee fees are always paid in cash. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 8 2 |
Remuneration costs for the President and CEO and other members of Executive Team (ET) |
SEK | President and CEO 2022 |
President and CEO 2021 |
President and CEO 2020 |
Other members of ET 2022 3) |
Other members of ET 2021 |
Other members of ET 2020 |
Total 2022 | Total 2021 | Total 2020 | |||||||||||||||||||||||||||
Salary 1) |
||||||||||||||||||||||||||||||||||||
Termination benefits | — | — | — | — | — | — | — | |||||||||||||||||||||||||||||
Annual variable remuneration provision earned for the year | — | — | — | |||||||||||||||||||||||||||||||||
Long-term variable compensation provision | ||||||||||||||||||||||||||||||||||||
Pension costs 2) |
||||||||||||||||||||||||||||||||||||
Other benefits | ||||||||||||||||||||||||||||||||||||
Social charges and taxes | ||||||||||||||||||||||||||||||||||||
Total |
1) |
Includes compensation for unused vacation days. |
2) |
Includes cash payments to the President and CEO in lieu of defined contribution payment in a cost neutral way to Ericsson. |
3) |
Does not include cash compensation paid to Rory Read during 2022 amounting to MUSD 32.76 for acceleration of existing restricted and performance stock units in Vonage Holdings Corp. (Vonage). Further information is included in the “Remuneration report”. |
– | Fredrik Jejdling was appointed Executive Vice President by the Board of Directors effective November 7, 2017. He did not substitute the President and CEO as the deputy to the President and CEO in 2022. Information regarding Fredrik Jejdling is included in the group “Other members of ET.” The details of Fredrik Jejdling’s remuneration in 2022 can be found in the Remuneration report 2022. |
– | Arun Bansal was appointed as Executive Vice President by the Board of Directors effective June 10, 2020. He did not substitute the President and CEO as the deputy to the President and CEO in 2022. He was relieved from his duties as Executive Vice President from June 1, 2022. Information regarding Arun Bansal is included in the group “Other members of ET”. The details of Arun Bansal’s remuneration in 2022 corresponding to the period until he was appointed as Executive Vice President can be found in the Remuneration report 2022. |
– | The group “Other members of ET 2022” comprises of the following persons: MajBritt Arfert, Erik Ekudden, Niklas Heuveldop, Chris Houghton, Fredrik Jejdling, Stella Medlicott, Carl Mellander, Nunzio Mirtillo, Fadi Pharaon and Asa Tamsons. In addition, Scott Dresser joined ET on March 21, 2022, George Mulhern, Moti Gyamlani and Per Narvingar joined ET on June 1, 2022 and |
– | The group “Other members of ET 2021” and “Other members of ET 2020” comprises of the following 14 persons: MajBritt Arfert, Arun Bansal, Xavier Dedullen, Erik Ekudden, Niklas Heuveldop, Chris Houghton, Fredrik Jejdling, Jan Karlsson, Peter Laurin, Stella Medlicott, Carl Mellander, Nunzio Mirtillo, Fadi Pharaon and Asa Tamsons. |
– | The salary stated in the table for the President and CEO and other members of the ET includes vacation pay paid during 2022 as well as other contracted compensation expenses in 2022. |
– | “Long-term variable compensation provision” refers to the compensation costs for full year 2022 for all outstanding share-based plans. |
– | Ericsson’s commitments for defined benefit based pensions as of December 31, 2022, for other members of ET under IAS 19 amounted to 2022: SEK |
– | For previous Presidents and CEOs, the Company has made provisions for defined benefit pension plans in connection with their active service periods within the Company. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 8 3 |
![]() |
Share-based compensation |
– | Share-settled programs, the total compensation expense is calculated based on the fair value (FV) at grant date and recognized over the service period of |
– | Cash-settled plans, the accounting principles are the same as for any other accruals or provisions. Prior to payout an accrual or provision is recognized every period based on the present period’s best estimate of the total amount. Any difference between total payout and the sum of accruals of provisions is recognized in the income statement in the period of final payout. |
LTV and EPP performance criteria |
Program Year |
Target | Criteria | Weight | Performance Period | Vesting Opportunity (linear pro-rata) |
Achievement | Achieved Vesting Level |
|||||||||||||||
2022 |
2022 Group operating income (EBIT) | Range (SEK billion): 24.1–34.1 |
SEK |
2) |
||||||||||||||||||
2022 |
Absolute TSR | |||||||||||||||||||||
2022 |
Relative TSR | Ranking of Ericsson: 6–2 |
1) |
|||||||||||||||||||
2022 |
Group Environmental, Social and Governance (“ESG”) | |||||||||||||||||||||
Increasing the representation of women leaders in the Ericsson Group: Range 22%–24% |
||||||||||||||||||||||
2022 Total |
||||||||||||||||||||||
2021 |
2021 Group operating income (EBIT) | Range (SEK billion): 15.0–24.0 |
SEK |
2) |
||||||||||||||||||
2021 |
Absolute TSR | Range: 6%–14% |
||||||||||||||||||||
2021 |
Relative TSR | Ranking of Ericsson: 6–2 |
1) |
|||||||||||||||||||
2021 Total |
||||||||||||||||||||||
2020 |
2020 Group operating income (EBIT) | SEK |
3) |
|||||||||||||||||||
2020 |
Absolute TSR | ( |
)% | |||||||||||||||||||
2020 |
Relative TSR | Ranking of Ericsson: 6–2 |
1) |
|||||||||||||||||||
2020 Total |
||||||||||||||||||||||
2019 |
2019 Group operating income (EBIT) | Range (SEK billion): 10.0–20.0 |
SEK |
4) |
||||||||||||||||||
2019 |
Absolute TSR | |||||||||||||||||||||
2019 |
Relative TSR | Ranking of Ericsson: 7–2 |
1) |
|||||||||||||||||||
2019 Total |
1) |
The portion of the Performance Share Awards granted to a participant based on the relative TSR performance condition is subject to fulfilment of the related performance criteria over the performance period compared to Peer Groups consisting of |
2) |
Excludes restructuring charges and items not included in target performance criterion. |
3) |
Excludes restructuring charges. |
4) |
Excludes fines and similar related to the United States Department of Justice (DOJ) / U.S. Securities and Exchange Commission (SEC) resolution, including payments required pursuant to the DOJ Plea Agreement announced by the Company on March 2, 2023. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 8 4 |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 8 5 |
– |
|
– |
|
– |
the remaining |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 8 6 |
Number of shares and synthetic shares |
||||||||||||||||||||||||||||||||||||||||||||
(million) | Executive team programs |
Of which the President and CEO |
||||||||||||||||||||||||||||||||||||||||||
Share-settled programs |
LTV 2022 |
LTV 2021 |
LTV 2020 |
LTV 2019 |
Total |
LTV 2022 |
LTV 2021 |
LTV 2020 |
LTV 2019 |
Total |
||||||||||||||||||||||||||||||||||
Maximum shares required |
— | — | — | |||||||||||||||||||||||||||||||||||||||||
Granted shares |
||||||||||||||||||||||||||||||||||||||||||||
Outstanding number of shares beginning of 2022 | ||||||||||||||||||||||||||||||||||||||||||||
Exercised during 2022 |
— | — | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||
Forfeited during 2022 |
— | — | — | — | — | — | — | — | ||||||||||||||||||||||||||||||||||||
Increase/decrease due to performance condition 2022 | — | ( |
— | ( |
— | ( |
— | ( |
||||||||||||||||||||||||||||||||||||
Outstanding number of shares end of 2022 | ||||||||||||||||||||||||||||||||||||||||||||
Executive performance program |
Key contributors plans |
|||||||||||||||||||||||||||||||||||||||||||
Cash-settled plan |
EPP 2022 |
EPP 2021 |
EPP 2020 |
EPP 2019 |
Total |
KC 2022 |
KC 2021 |
KC 2020 |
KC 2019 |
Total |
||||||||||||||||||||||||||||||||||
Synthetic shares |
Compensation expense for LTV 2019–2022 |
||||||||||
Share-settled programs |
2022 |
2021 |
2020 |
2019 |
Total | |||||
LTV 2022 |
— | — | — | |||||||
LTV 2021 |
— | — | ||||||||
LTV 2020 |
— | |||||||||
LTV 2019 |
||||||||||
Total executive team programs |
||||||||||
Of which the President and CEO |
||||||||||
Cash-settled plans |
||||||||||
EPP 2022 |
— | — | — | |||||||
EPP 2021 |
— | — | ||||||||
EPP 2020 |
( |
— | ||||||||
EPP 2019 |
( |
|||||||||
Total executive performance plans |
||||||||||
KC 2022 |
— | — | — | |||||||
KC 2021 |
— | — | ||||||||
KC 2020 |
— | |||||||||
KC 2019 |
( |
|||||||||
Total key contributor plans |
||||||||||
Total cash-settled plans |
||||||||||
Total compensation expense |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 8 7 |
Fair values (SEK) |
||||||||||||||||
Executive team programs |
LTV 2022 |
LTV 2021 |
LTV 2020 |
LTV 2019 |
||||||||||||
Share price at grant |
||||||||||||||||
Fair value Absolute TSR |
||||||||||||||||
Fair value ESG - Environmental |
— | — | — | |||||||||||||
Fair value ESG - Social |
— | — | — | |||||||||||||
Fair value Relative TSR |
||||||||||||||||
Fair value Group operating income (EBIT) |
||||||||||||||||
Executive performance plans |
EPP 2022 |
EPP 2021 |
EPP 2020 |
EPP 2019 |
||||||||||||
Fair value Absolute TSR |
— | |||||||||||||||
Fair value ESG - Environmental |
— | — | — | |||||||||||||
Fair value ESG - Social |
— | — | — | |||||||||||||
Fair value Relative TSR |
— | |||||||||||||||
Fair value Group operating income (EBIT) |
||||||||||||||||
Key contributor plans |
KC 2022 |
KC 2021 |
KC 2020 |
KC 2019 |
||||||||||||
Fair value - Tranche 1 |
||||||||||||||||
Fair value - Tranche 2 |
||||||||||||||||
Fair value - Tranche 3 |
Ericsson share purchase plan |
||||||||||
Eligible employees |
Number of countries with ESPP |
Number of participants |
Take-up rate – percent of eligible employees |
|||||||
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 8 8 |
![]() |
Employee information |
Average number of employees by gender and market area |
||||||||||||||||||||||||
2022 | 2021 | |||||||||||||||||||||||
Women | Men | Total | Women | Men | Total | |||||||||||||||||||
South East Asia, Oceania and India |
||||||||||||||||||||||||
North East Asia |
||||||||||||||||||||||||
North America |
||||||||||||||||||||||||
Europe and Latin America 1) |
||||||||||||||||||||||||
Middle East and Africa |
||||||||||||||||||||||||
Total |
||||||||||||||||||||||||
1) Of which in EU |
||||||||||||||||||||||||
Of which in Sweden |
Number of employees by market area at year-end |
| |||||||||||
2022 | 2021 | |||||||||||
South East Asia, Oceania and India |
||||||||||||
North East Asia |
||||||||||||
North America |
||||||||||||
Europe and Latin America 1) |
||||||||||||
Middle East and Africa |
||||||||||||
Total |
||||||||||||
1) Of which in EU |
||||||||||||
Of which in Sweden |
Number of employees by gender and age at year-end 2022 |
| |||||||||||
Women | Men | Percent of total |
||||||||||
Under 25 years old |
||||||||||||
25–35 years old |
||||||||||||
36–45 years old |
||||||||||||
46–55 years old |
||||||||||||
Over 55 years old |
||||||||||||
Percent of total |
E mployee movements |
||||||||||||
2022 | 2021 | |||||||||||
Headcount at year-end |
||||||||||||
Employees who have left the Company |
||||||||||||
Employees who have joined the Company |
||||||||||||
Temporary employees |
Wages and salaries and social security expenses |
| |||||||
(SEK million) | 2022 | 2021 | ||||||
Wages and salaries |
||||||||
Social security expenses |
||||||||
Of which pension costs |
Remuneration to Board members and Presidents in subsidiaries |
| |||||||
(SEK million) | 2022 | 2021 | ||||||
Salary and other remuneration |
||||||||
Of which annual variable remuneration |
||||||||
Pension costs 1) |
1) |
Pension costs are over and above any social security charges and taxes. |
Board members, Presidents and Group management by gender at year end |
| |||||||||||||||
2022 |
2021 |
|||||||||||||||
Women | Men | Women | Men | |||||||||||||
Parent Company |
||||||||||||||||
Board members and President |
||||||||||||||||
Group Management |
||||||||||||||||
Subsidiaries |
||||||||||||||||
Board members and Presidents |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 8 9 |
![]() |
Taxes |
Income taxes recognized in the income statement |
| |||||||||||
2022 | 2021 | 2020 | ||||||||||
Current income taxes for the year |
( |
( |
( |
|||||||||
Current income taxes related to prior years | ( |
( |
||||||||||
Deferred tax income/expense (+/–) |
( |
|||||||||||
Share of taxes in joint ventures and associated companies | ( |
( |
( |
|||||||||
Income tax expense |
( |
( |
( |
Reconciliation of Swedish income tax rate with effective tax rate |
| |||||||||||
2022 | 2021 | 2020 | ||||||||||
Calculated tax expense at Swedish tax rate |
( |
( |
( |
|||||||||
Effect of foreign tax rates |
( |
( |
( |
|||||||||
Current income taxes related to prior years | ( |
( |
||||||||||
Remeasurement of tax loss carry-forwards | ( |
( |
( |
|||||||||
Remeasurement of deductible temporary differences | ||||||||||||
Withholding tax expense |
( |
|||||||||||
Reversal of impaired withholding tax |
||||||||||||
Tax effect of non-deductible expenses |
( |
( |
( |
|||||||||
Tax effect of non-taxable income |
||||||||||||
Tax effect of changes in tax rates |
( |
( |
||||||||||
Income tax expense |
( |
( |
( |
|||||||||
Effective tax rate |
1) |
On March 2, 2023, the Company reached a resolution with the DOJ (the DOJ Plea Agreement) and agreed to pay a fine of approximately SEK |
Tax effects of temporary differences and tax loss carry-forwards |
| |||||||||||
Deferred tax assets |
Deferred tax liabilities |
Net balance |
||||||||||
2022 |
||||||||||||
Intangible assets and property, plant and equipment | ||||||||||||
Current assets |
||||||||||||
Post-employment benefits |
||||||||||||
Provisions |
— | |||||||||||
Deferred tax credits |
— | |||||||||||
Other |
||||||||||||
Loss carry-forwards |
— | |||||||||||
Deferred tax assets/liabilities |
||||||||||||
Netting of assets/liabilities |
( |
( |
||||||||||
Deferred tax balances, net |
||||||||||||
2021 |
||||||||||||
Intangible assets and property, plant and equipment | ||||||||||||
Current assets |
||||||||||||
Post-employment benefits |
||||||||||||
Provisions |
— | |||||||||||
Deferred tax credits |
— | |||||||||||
Other |
||||||||||||
Loss carry-forwards |
— | |||||||||||
Deferred tax assets/liabilities |
||||||||||||
Netting of assets/liabilities |
( |
( |
||||||||||
Deferred tax balances, net |
Changes in deferred taxes, net |
||||||||
2022 | 2021 | |||||||
Opening balance, net |
||||||||
Recognized in net income |
||||||||
Recognized in other comprehensive income |
( |
( |
||||||
Balances regarding acquired/divested businesses |
( |
|||||||
Deferred tax credits utilization |
( |
( |
||||||
Translation difference |
||||||||
Closing balance, net |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 90 |
Tax loss carry-forwards |
||||||||
Year of expiration | Tax loss carry- forwards |
Tax value |
||||||
2023 |
||||||||
2024 |
||||||||
2025 |
||||||||
2026 |
||||||||
2027 |
||||||||
2028 or later (also includes unlimited carry-forwards) |
||||||||
Total |
![]() |
Earnings per share |
Earnings per share |
||||||||||||
2022 | 2021 | 2020 | ||||||||||
Basic |
||||||||||||
Net income attributable to owners of the Parent Company (SEK million) | ||||||||||||
Average number of shares outstanding, basic (millions) | ||||||||||||
Earnings per share, basic (SEK) |
||||||||||||
Diluted |
||||||||||||
Net income attributable to owners of the Parent Company (SEK million) | ||||||||||||
Average number of shares outstanding, basic (millions) | ||||||||||||
Dilutive effect for stock purchase (millions) | ||||||||||||
Average number of shares outstanding, diluted (millions) | ||||||||||||
Earnings per share, diluted (SEK) |
![]() |
Statement of cash flows |
Adjustments to reconcile net income to cash |
| |||||||||||
2022 | 2021 | 2020 | ||||||||||
Property, plant and equipment |
||||||||||||
Depreciations | ||||||||||||
Impairment losses | ||||||||||||
Total |
||||||||||||
Right-of-use |
||||||||||||
Depreciations | ||||||||||||
Impairment losses | ||||||||||||
Total |
||||||||||||
Intangible assets |
||||||||||||
Amortizations |
||||||||||||
Capitalized development expenses | ||||||||||||
Customer relationships, IPRs and other intangible assets | ||||||||||||
Total amortizations |
||||||||||||
Impairments |
||||||||||||
Customer relationships, IPRs and other intangible assets | ||||||||||||
Goodwill | ||||||||||||
Total impairments |
||||||||||||
Total |
||||||||||||
Total depreciation, amortization and impairment losses on property, plant and equipment and intangible assets |
||||||||||||
Taxes | ||||||||||||
Dividends from joint ventures/associated companies 1) |
||||||||||||
Undistributed earnings in joint ventures/associated companies 1) |
( |
|||||||||||
Gains/losses on investments and sale of operations, intangible assets and PP&E, net 2) |
( |
( |
||||||||||
Other non-cash items 3) |
||||||||||||
Total adjustments to reconcile net income to cash |
1) |
See note E3 “Associated companies.” |
2) |
Includes revaluation gains and losses on investments, see note B4 “Other operating income and expenses.” |
3) |
Relates mainly to unrealized foreign exchange, gains/losses on financial instruments. |
Ericsson Annual Report on Form 20-F 2022 | Notes to the consolidated financial statements | 9 1 |
Acquisitions/divestments of subsidiaries and other operations |
| |||||||
Acquisitions | Divestments | |||||||
2022 |
||||||||
Cash flow from business combinations 1) |
( |
|||||||
Acquisitions/divestments of other investments | ( |
|||||||
Total |
( |
|||||||
2021 |
||||||||
Cash flow from business combinations 1) |
( |
|||||||
Acquisitions/divestments of other investments | ( |
|||||||
Total |
( |
|||||||
2020 |
||||||||
Cash flow from business combinations 1) |
( |
|||||||
Acquisitions/divestments of other investments | ( |
|||||||
Total |
( |
1) |
See also note E2 “Business combinations.” |
![]() |
Related party transactions |
Related party transactions, SEK billion |
| |||||||||||
2022 | 2021 | 2020 | ||||||||||
Sales to Ericsson Nikola Tesla |
||||||||||||
Purchases from Ericsson Nikola Tesla |
||||||||||||
Loans to MediaKind (Leone Media Inc.) |
![]() |
Fees to auditors |
Fees to auditors |
| |||||||||||
2022 |
Deloitte | Others | Total | |||||||||
Audit fees |
||||||||||||
Audit-related fees |
||||||||||||
Tax fees |
||||||||||||
Other fees |
||||||||||||
Total |
||||||||||||
2021 |
Deloitte | Others | Total | |||||||||
Audit fees |
||||||||||||
Audit-related fees |
||||||||||||
Tax fees |
||||||||||||
Other fees |
||||||||||||
Total |
||||||||||||
2020 |
Deloitte | Others | Total | |||||||||
Audit fees |
||||||||||||
Audit-related fees |
— | |||||||||||
Tax fees |
||||||||||||
Other fees |
||||||||||||
Total |
Ericsson Annual Report on Form 20-F 2022 |
Notes to the consolidated financial statements | 9 2 |
![]() |
Events after the reporting period |
– | Jan Carlson, Chairman (re-election as director, new election as Chairman) |
– | Jon Fredrik Baksaas (re-election) |
– | Carolina Dybeck Happe (re-election) |
– | Börje Ekholm (re-election) |
– | Eric A. Elzvik (re-election) |
– | Kristin S. Rinne (re-election) |
– | Helena Stjernholm (re-election) |
– | Jacob Wallenberg (re-election) |
– | Jonas Synnergren (new election) |
– | Christy Wyatt (new election) |
93 Management’s report on internal control over financial reporting | Ericsson Annual Report on Form 20-F 2022 | |||
– | pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the Company; |
– | provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with International Financial Reporting Standards (IFRS), and that receipts and expenditures of the Company are being made only in accordance with authorizations of management and directors of the Company; and |
– | provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of the Company’s assets that could have a material effect on the financial statements. |
94 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
Contents | ||||
94 | Risks related to business activities and industry | |||
101 | Risks related to Ericsson’s financial situation | |||
102 | Legal and regulatory risks | |||
106 | Internal control risks | |||
107 | Environmental, social and business conduct risks |
95 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
– | Reduction or loss of sales and market share and weakened market position |
– | Reduced or lost market access |
– | Decreased ability for unrestricted use of Ericsson’s global supply chain for all markets, e.g. as a result of import, export or security-related restrictions |
– | Increased trade restrictions, including economic sanctions and export controls, tariffs and increased costs which may not be recoverable |
– | Separation of global standards for mobile telecommunication |
– | Sourcing restrictions and constraints for access to hardware and software products and components |
– | Reduced efficiency in R&D and restrictions in use of R&D resources |
– | Deferrals of purchases, with lower revenues not fully compensated through reduced costs |
– | Excess and obsolete inventories and excess manufacturing capacity |
– | Financial difficulties or failures among Ericsson’s suppliers |
– | Impairment losses related to Ericsson’s intangible assets as a result of lower forecasted sales of certain products |
– | Increased difficulties in forecasting sales and financial results as well as increased volatility in Ericsson’s reported results. |
– | Reduced demand for products and services, resulting in increased price competition or deferrals of purchases, with lower revenues not fully compensated by reduced costs |
– | Excess and obsolete inventories and excess manufacturing capacity |
– | Financial difficulties or failures among Ericsson’s suppliers |
– | Increased demand for customer finance, difficulties in collection of accounts receivable and increased risk of counter party failures |
– | Impairment losses related to Ericsson’s intangible assets as a result of lower forecasted sales of certain products |
– | Increased difficulties in forecasting sales and financial results as well as increased volatility in Ericsson’s reported results |
– | Changes in the value in the Company’s pension plan assets resulting from, for example, adverse equity and credit market developments and/or increased pension liabilities resulting from, for example, lower discount rates. Such developments may trigger additional pension trust capitalization needs, negatively affecting the company’s cash balance |
– | End user demand could also be adversely affected by reduced consumer spending on technology, changes to communications service provider pricing, security breaches and trust issues. |
96 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
– | Insufficiencies of technologies and products acquired, such as unexpected quality problems |
– | Difficulties in the full or partial integration of the operations, technologies, products and personnel of the acquired company to materialize expected synergies or to maintain independent operations in these companies at a risk appropriate level. |
97 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
– | Risks of entering markets in which the Company has no or limited prior experience, or in creating such market or eco-system as envisioned in e.g. the Vonage and Cradlepoint examples |
– | Potential loss of key employees |
– | Diversion of management’s attention away from other business concerns |
– | Risks and expenses of any disclosed, undisclosed or potential legal liabilities of the acquired company, including failure to comply with laws or regulations or other requirements or conditions, e.g. from foreign direct investment reviews and decisions such as the CFIUS review process. |
– | Difficulties in the separation of the operations, technologies, products and personnel of the business divested |
– | Potential loss of key employees |
– | Expenses of any undisclosed or potential legal liabilities of the business divested. |
98 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
99 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
100 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
101 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
– | Increasing Ericsson’s vulnerability to general economic and industry conditions |
– | Requiring a substantial portion of cash flow from operations to be dedicated to the payment of principal and interest on the Company’s indebtedness, thereby reducing Ericsson’s ability to use its cash flow to fund the Company’s operations, capital expenditures and future business opportunities |
– | Restricting us from making strategic acquisitions or causing us to make non-strategic divestitures |
– | Limiting Ericsson’s ability to obtain additional financing for adjusted working capital, capital expenditures, debt service requirements, acquisitions and general corporate or other purposes |
– | Limiting the Company’s ability to adjust to changing market conditions and placing us at a competitive disadvantage compared to Ericsson’s competitors. |
102 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
103 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
104 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
105 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
106 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
107 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
108 Financial Report 2022 | Risk factors | Ericsson Annual Report on Form 20-F 2022 | |||
109 Financial Report 2022 | Forward-looking statements | Ericsson Annual Report on Form 20-F 2022 | |||
– | Potential material additional costs and liability resulting from our ongoing future compliance with the terms of the DOJ Plea Agreement with the DOJ and extended monitorship |
– | Potential to become a target for public scrutiny as a result of entering into the DOJ Plea Agreement with the DOJ, including incorrect misinterpretations of the resolution, complaints to regulatory agencies, negative media publicity and, interference from our competitors, all of which could damage our reputation and materially and adversely affect our business and prospects |
– | Risks resulting from entering into the DOJ Plea Agreement including potential debarment from government contracting in the United States and elsewhere, reputational risk, as well as potential negative impact on commercial contracts, dealings with financial institutions, contracts with suppliers, primarily due to counter-party reluctance to continue business relationships |
– | Potential material additional liability resulting from past conduct, including allegations of past conduct in Iraq or other locations that remains unresolved or unknown |
– | Risks related to internal control and governance, including the potential to incur material liability in connection with internal controls surrounding payments made to third parties in connection with historical conduct in Iraq or other locations |
– | Our goals, strategies, planning assumptions and operational or financial performance expectations |
– | Ongoing geopolitical and trade uncertainty, including challenging global economic conditions, market trends and pandemics such as COVID-19 |
– | Industry trends, future characteristics and development of the markets in which we operate |
– | Our ability to comply with legal and regulatory requirements internationally |
– | Our future liquidity, capital resources, capital expenditures, cost savings and profitability |
– | The expected demand for our existing and new products and services as well as plans to launch new products and services including research and development expenditures |
– | The ability to deliver on future plans and to realize potential for future growth |
– | The expected operational or financial performance of strategic cooperation activities and joint ventures |
– | The time until acquired entities and businesses will be integrated and accretive to income |
– | Technology and industry trends including the regulatory and standardization environment in which we operate, competition and our customer structure. |
110 Financial Report 2022 | Alternative performance measures | Ericsson Annual Report on Form 20-F 2022 | |||
Adjusted earnings per share |
||||||||||||||||||||
SEK | 2022 | 2021 | 2020 | 2019 | 2018 | |||||||||||||||
Earnings (loss) per share, diluted | 5.62 | 6.81 | 5.26 | 0.67 | –1.98 | |||||||||||||||
Restructuring charges | 0.09 | 0.13 | 0.30 | 0.18 | 1.88 | |||||||||||||||
Amortizations and write-downs of acquired intangibles | 0.45 | 0.32 | 0.27 | 0.22 | 0.37 | |||||||||||||||
Adjusted earnings per share | 6.16 | 7.26 | 5.83 | 1.07 | 0.27 |
Definition |
Reason to use | |
Earnings (loss) per share (EPS), diluted, excluding amortizations and write-downs of acquired intangible assets and excluding restructuring charges. |
Restructuring charges vary between years. This measurement gives an indication of the performance without restructuring and without the impact of amortizations and write-downs of acquired intangible assets from acquired companies. |
Adjusted working capital |
||||||||||||||||||||
SEK million |
2022 |
2021 |
2020 |
2019 |
2018 |
|||||||||||||||
Current assets |
173,803 |
174,805 |
149,795 |
153,914 |
161,167 |
|||||||||||||||
Current non-interest-bearing provisions and liabilities |
||||||||||||||||||||
Provisions, current |
–7,629 |
–5,782 |
–7,580 |
–8,244 |
–10,537 |
|||||||||||||||
Contract liabilities |
–42,251 |
–32,834 |
–26,440 |
–29,041 |
–29,348 |
|||||||||||||||
Trade payables |
–38,437 |
–35,684 |
–31,988 |
–30,403 |
–29,883 |
|||||||||||||||
Current tax liabilities 1) |
–2,640 |
–2,917 |
–4,486 |
– |
– |
|||||||||||||||
Other current liabilities 1) |
–46,193 |
–37,921 |
–33,688 |
–37,405 |
–38,891 |
|||||||||||||||
Adjusted working capital |
36,653 |
59,667 |
45,613 |
48,821 |
52,508 |
1) |
As from 2021 current tax liabilities is presented as a separate line item in the balance sheet and the comparison year 2020 has been updated accordingly. For 2018– 2019 the current tax liabilities is included in other current liabilities. |
Definition |
Reason to use | |
Current assets less current non-interest-bearing provisions and liabilities (which include: current provisions, contract liabilities, trade payables, current tax liabilities and other current liabilities). |
Due to the need to optimize cash generation to create value for Ericsson’s shareholders, management focuses on working capital and reducing lead times between orders booked and cash received. |
111 Financial Report 2022 | Alternative performance measures | Ericsson Annual Report on Form 20-F 2022 | |||
Capital employed |
||||||||||||||||||||
SEK million | 2022 | 2021 | 2020 | 2019 | 2018 | |||||||||||||||
Total assets | 349,537 | 305,614 | 271,530 | 276,383 | 268,761 | |||||||||||||||
Non-interest-bearing provisions and liabilities | ||||||||||||||||||||
Provisions, non-current |
3,959 | 3,722 | 2,886 | 2,679 | 5,471 | |||||||||||||||
Deferred tax liabilities |
4,784 | 884 | 1,089 | 1,224 | 670 | |||||||||||||||
Other non-current liabilities |
745 | 1,587 | 1,383 | 2,114 | 4,346 | |||||||||||||||
Provisions, current |
7,629 | 5,782 | 7,580 | 8,244 | 10,537 | |||||||||||||||
Contract liabilities |
42,251 | 32,834 | 26,440 | 29,041 | 29,348 | |||||||||||||||
Trade payables |
38,437 | 35,684 | 31,988 | 30,403 | 29,883 | |||||||||||||||
Current tax liabilities 1) |
2,640 | 2,917 | 4,486 | – | – | |||||||||||||||
Other current liabilities 1) |
46,193 | 37,921 | 33,688 | 37,405 | 38,891 | |||||||||||||||
Capital employed | 202,899 | 184,283 | 161,990 | 165,273 | 149,615 |
1) |
As from 2021 current tax liabilities is presented as a separate line item in the balance sheet and the comparison year 2020 has been updated accordingly. For 2018–2019 the current tax liabilities is included in other current liabilities. |
Definition |
Reason to use | |
Total assets less non-interest-bearing provisions and liabilities (which includes non-current provisions, deferred tax liabilities, contract liabilities, other non-current liabilities, current provisions, trade payables, current tax liabilities and other current liabilities). |
Capital employed represents the value of the balance sheet assets that contributes to revenue and profit generation. It is also used in the calculation of return on capital employed. |
Capital turnover |
||||||||||||||||||||
SEK million |
2022 |
2021 |
2020 |
2019 |
2018 |
|||||||||||||||
Net sales |
271,546 |
232,314 |
232,390 |
227,216 |
210,838 |
|||||||||||||||
Average capital employed |
||||||||||||||||||||
Capital employed at beginning of period |
184,283 |
161,990 |
165,273 |
149,615 |
155,625 |
|||||||||||||||
Capital employed at end of period |
202,899 |
184,283 |
161,990 |
165,273 |
149,615 |
|||||||||||||||
Average capital employed |
193,591 |
173,137 |
163,632 |
157,444 |
152,620 |
|||||||||||||||
Capital turnover (times) |
1.4 |
1.3 |
1.4 |
1.4 |
1.4 |
Definition |
Reason to use | |
Net sales divided by average capital employed (based on the amounts at January 1 and December 31). |
Capital turnover indicates how effectively investment capital is used to generate revenues. |
EBIT and EBIT margin / EBIT and EBIT margin excluding restructuring charges |
||||||||||||||||||||
SEK million |
2022 |
2021 |
2020 |
2019 |
2018 |
|||||||||||||||
EBIT |
27,020 |
31,780 |
27,808 |
10,564 |
1,242 |
|||||||||||||||
Net sales |
271,546 |
232,314 |
232,390 |
227,216 |
210,838 |
|||||||||||||||
EBIT margin (%) |
10.0% |
13.7% |
12.0% |
4.6% |
0.6% |
|||||||||||||||
Restructuring charges |
399 |
549 |
1,306 |
798 |
8,015 |
|||||||||||||||
EBIT excluding restructuring charges |
27,419 |
32,329 |
29,114 |
11,362 |
9,257 |
|||||||||||||||
EBIT margin excluding restructuring charges (%) |
10.1% |
13.9% |
12.5% |
5.0% |
4.4% |
Definition |
Reason to use | |
Earnings before financial items and income tax. EBIT as a percentage of net sales. Earnings before financial items and income tax excluding restructuring charges. EBIT excluding restructuring charges as a percentage of net sales. |
EBIT margin shows the EBIT in percentage of net sales. EBIT margin is a key internal measure as the Company believes that it provides users of the financial statements with a better understanding of the Group’s financial performance both short and long term. The Company’s view is that EBIT margin excluding restructuring charges gives a fair view of the profitability of the ongoing business. |
112 Financial Report 2022 | Alternative performance measures | Ericsson Annual Report on Form 20-F 2022 | |||
EBITA and EBITA margin / EBITA and EBITA margin excluding restructuring charges |
||||||||||||||||||||
SEK million | 2022 | 2021 | 2020 | 2019 | 2018 | |||||||||||||||
Net income (loss) | 19,112 | 22,980 | 17,623 | 1,840 | –6,276 | |||||||||||||||
Income tax | 5,497 | 6,270 | 9,589 | 6,922 | 4,813 | |||||||||||||||
Financial income and expenses, net | 2,411 | 2,530 | 596 | 1,802 | 2,705 | |||||||||||||||
Amortizations and write-downs of acquired intangible assets | 2,051 | 1,477 | 1,220 | 1,038 | 1,662 | |||||||||||||||
EBITA | 29,071 | 33,257 | 29,028 | 11,602 | 2,904 | |||||||||||||||
Net sales | 271,546 | 232,314 | 232,390 | 227,216 | 210,838 | |||||||||||||||
Net income (loss) as a percentage of net sales (%) | 7.0% | 9.9% | 7.6% | 0.8% | –3.0% | |||||||||||||||
EBITA margin (%) | 10.7% | 14.3% | 12.5% | 5.1% | 1.4% | |||||||||||||||
Restructuring charges | 399 | 549 | 1,306 | 798 | 8,015 | |||||||||||||||
EBITA excluding restructuring charges | 29,470 | 33,806 | 30,334 | 12,400 | 10,919 | |||||||||||||||
EBITA margin excluding restructuring charges (%) | 10.9% | 14.6% | 13.1% | 5.5% | 5.2% |
Definition |
Reason to use | |
Earnings (loss) before interest, taxes, amortizations and write-downs of acquired intangible assets. Earnings (loss) before interest, taxes, amortizations and write-downs of acquired intangible assets, as a percentage of net sales. EBITA excluding restructuring charges. EBITA excluding restructuring charges as a percentage of net sales. |
Amortizations and write-downs of intangible assets are normally non-cash items in the annual income statement, EBITA margin % gives an indication of the financial performance without the impact from acquired companies. The Company’s view is that EBITA margin excluding restructuring charges gives a fair view of the profitability of the ongoing business. |
Equity ratio |
||||||||||||||||||||
SEK million | 2022 | 2021 | 2020 | 2019 | 2018 | |||||||||||||||
Total equity | 133,304 | 107,099 | 85,177 | 81,878 | 87,770 | |||||||||||||||
Total assets | 349,537 | 305,614 | 271,530 | 276,383 | 268,761 | |||||||||||||||
Equity ratio (%) | 38.1% | 35.0% | 31.4% | 29.6% | 32.7% |
Definition |
Reason to use | |
Equity expressed as a percentage of total assets. | This supports financial flexibility and independence to operate and manage variations in working capital needs as well as to capitalize on business opportunities. |
Free cash flow before M&A / Free cash flow after M&A |
||||||||||||||||||||
SEK million | 2022 | 2021 | 2020 | 2019 | 2018 | |||||||||||||||
Cash flow from operating activities | 30,863 | 39.065 | 28,933 | 16,873 | 9,342 | |||||||||||||||
Net capital expenditures and other investments (excluding M&A) | ||||||||||||||||||||
Investments in property, plant and equipment |
–4,477 | –3,663 | –4,493 | –5,118 | –3,975 | |||||||||||||||
Sales of property, plant and equipment |
249 | 115 | 254 | 744 | 334 | |||||||||||||||
Product development |
–1,720 | –962 | –817 | –1,545 | –925 | |||||||||||||||
Other investments 1) |
–126 | –131 | 801 | –331 | –523 | |||||||||||||||
Repayment of lease liabilities |
–2,593 | –2,368 | –2,417 | –2,990 | – | |||||||||||||||
Free cash flow before M&A | 22,196 | 32,056 | 22,261 | 7,633 | 4,253 | |||||||||||||||
Acquisitions of subsidiaries and other operations |
–51,995 | –389 | –9,657 | –1,753 | –1,618 | |||||||||||||||
Divestments of subsidiaries and other operations |
307 | 448 | 59 | 248 | 333 | |||||||||||||||
Free cash flow after M&A | –29,492 | 32,115 | 12,663 | 6,128 | 2,968 | |||||||||||||||
Net sales | 271,546 | 232,314 | 232,390 | 227,216 | 210,838 | |||||||||||||||
Cash flow from operating activities as a percentage of net sales (%) | 11.4% | 16.8% | 12.5% | 7.4% | 4.4% | |||||||||||||||
Free cash flow before M&A as percentage of net sales (%) | 8.2% | 13.8% | 9.6% | 3.4% | 2.0% |
1) |
Other investments is part of the line item Other investing activities in the Consolidated cash flow statement. The difference is movements in other interest-bearing assets which is not part of the definition of Free cash flow. |
Definition |
Reason to use | |
Free cash flow before M&A: Cash flow from operating activities less net capital expenditures, other investments and repayment of lease liabilities (excluding M&A). Free cash flow after M&A: Cash flow from operating activities less net capital expenditures, other investments and repayment of lease liabilities. Free cash flow before M&A as a percentage of net sales. |
Free cash flow before M&A represents the cash that the Company generates after capital expenditures, other investments and repayment of lease liabilities. The Company believes that free cash flow before M&A is a good way of reflecting the cash flows generated by the Company that can be used to expand the business, invest in subsidiaries, pay dividends and reduce debt. Free cash flow after M&A represents the cash that the Company generates after capital expenditures, other investments, repayment of lease liabilities and acquisitions/divestments of subsidiaries. The Company believes that free cash flow after M&A is a good way of reflecting the cash flows generated by the Company that can be used to expand the business, pay dividends and reduce debt. |
113 Financial Report 2022 | Alternative performance measures | Ericsson Annual Report on Form 20-F 2022 | |||
Gross cash |
||||||||||||||||||||
SEK million | 2022 | 2021 | 2020 | 2019 | 2018 | |||||||||||||||
Cash and cash equivalents | 38,349 | 54,050 | 43,612 | 45,079 | 38,389 | |||||||||||||||
Interest-bearing securities, current | 8,736 | 12,932 | 6,820 | 6,759 | 6,625 | |||||||||||||||
Interest-bearing securities, non-current | 9,164 | 30,626 | 21,613 | 20,354 | 23,982 | |||||||||||||||
Gross cash | 56,249 | 97,608 | 72,045 | 72,192 | 68,996 |
Definition |
Reason to use | |
Cash and cash equivalents plus interest-bearing securities (current and non-current). |
Gross cash is showing total available cash and interest-bearing securities and is a parameter for calculating the net cash position. |
Gross margin and Gross margin excluding restructuring charges |
||||||||||||||||||||
SEK million |
2022 |
2021 |
2020 |
2019 |
2018 |
|||||||||||||||
Gross income |
113,295 |
100,749 |
93,724 |
84,824 |
68,200 |
|||||||||||||||
Net sales |
271,546 |
232,314 |
232,390 |
227,216 |
210,838 |
|||||||||||||||
Gross margin (%) |
41.7% |
43.4% |
40.3% |
37.3% |
32.3% |
|||||||||||||||
Restructuring charges included in cost of sales |
195 |
273 |
725 |
337 |
5,938 |
|||||||||||||||
Gross income excluding restructuring charges |
113,490 |
101,022 |
94,449 |
85,161 |
74,138 |
|||||||||||||||
Gross margin excluding restructuring charges (%) |
41.8% |
43.5% |
40.6% |
37.5% |
35.2% |
Definition |
Reason to use | |
Gross income as a percentage of net sales. Gross income excluding restructuring charges as a percentage of net sales. |
Gross margin shows the difference between net sales and cost of sales, in percentage of net sales. Gross margin is impacted by several factors such as business mix, service share, price development and cost reductions. Gross margin is an important internal measure and this number is also provided in the income statement as the Company believes that it provides users of the financial statements with a better understanding of the Group’s business development. The Company’s view is that gross margin excluding restructuring charges gives a fair view of the profitability of the ongoing business. |
Net cash |
||||||||||||||||||||
SEK million |
2022 |
2021 |
2020 |
2019 |
2018 |
|||||||||||||||
Cash and cash equivalents |
38,349 |
54,050 |
43,612 |
45,079 |
38,389 |
|||||||||||||||
+ Interest-bearing securities, current |
8,736 |
12,932 |
6,820 |
6,759 |
6,625 |
|||||||||||||||
+ Interest-bearing securities, non-current |
9,164 |
30,626 |
21,613 |
20,354 |
23,982 |
|||||||||||||||
– Borrowings, current |
5,984 |
9,590 |
7,942 |
9,439 |
2,255 |
|||||||||||||||
– Borrowings, non-current |
26,946 |
22,241 |
22,218 |
28,257 |
30,870 |
|||||||||||||||
Net cash |
23,319 |
65,777 |
41,885 |
34,496 |
35,871 |
Definition |
Reason to use | |
Cash and cash equivalents plus interest-bearing securities (current and non-current) less borrowings (current and non-current). |
A positive net cash position is one of the company’s capital targets. This creates financial flexibility and independence to operate and manage variations in working capital needs. |
Operating expenses, excluding restructuring charges |
||||||||||||||||||||
SEK million |
2022 |
2021 |
2020 |
2019 |
2018 |
|||||||||||||||
Operating expenses |
–83,030 |
–69,071 |
–66,280 |
–64,215 |
–66,848 |
|||||||||||||||
Restructuring charges included in R&D expenses |
54 |
137 |
411 |
344 |
1,293 |
|||||||||||||||
Restructuring charges included in selling and administrative expenses |
150 |
139 |
170 |
117 |
784 |
|||||||||||||||
Operating expenses, excluding restructuring charges |
–82,826 |
–68,795 |
–65,699 |
–63,754 |
–64,771 |
Definition |
Reason to use | |
Operating expenses, excluding restructuring charges. | Restructuring charges vary between years and in order to analyse trends in reported expenses overtime, restructuring charges are excluded. |
114 Financial Report 2022 | Alternative performance measures | Ericsson Annual Report on Form 20-F 2022 | |||
Return on capital employed |
||||||||||||||||||||
SEK million | 2022 | 2021 | 2020 | 2019 | 2018 | |||||||||||||||
EBIT | 27,020 | 31,780 | 27,808 | 10,564 | 1,242 | |||||||||||||||
Average capital employed | ||||||||||||||||||||
Capital employed at beginning of period |
184,283 | 161,990 | 165,273 | 149,615 | 155,625 | |||||||||||||||
Capital employed at end of period |
202,899 | 184,283 | 161,990 | 165,273 | 149,615 | |||||||||||||||
Average capital employed |
193,591 | 173,137 | 163,632 | 157,444 | 152,620 | |||||||||||||||
Return on capital employed (%) | 14.0% | 18.4% | 17.0% | 6.7% | 0.8% |
Definition |
Reason to use | |
EBIT as a percentage of average capital employed (based on the amounts at January 1 and December 31). |
Return on capital employed is a measure of the profitability after taking into account the amount of capital used. A higher return on capital employed indicates a more efficient use of capital. |
Return on equity |
||||||||||||||||||||
SEK million | 2022 | 2021 | 2020 | 2019 | 2018 | |||||||||||||||
Net income (loss) attributable to owners of the Parent Company |
18,724 | 22,694 | 17,483 | 2,223 | –6,530 | |||||||||||||||
Average stockholders’ equity | ||||||||||||||||||||
Stockholders’ equity, beginning of period 1) |
108,775 | 86,674 | 82,559 | 86,729 | 95,952 | |||||||||||||||
Stockholders’ equity, end of period |
134,814 | 108,775 | 86,674 | 82,559 | 86,978 | |||||||||||||||
Average stockholders’ equity |
121,795 | 97,725 | 84,617 | 84,644 | 91,465 | |||||||||||||||
Return on equity (%) | 15.4% | 23.2% | 20.7% | 2.6% | –7.1% |
1) |
For 2019, adjusted opening balance due to implementation of IFRS 16 “Leases,” and for 2018, adjusted opening balance due to implementation of IFRS 9 “Financial instruments.” |
Definition |
Reason to use | |
Net income (loss) attributable to owners of the Parent Company as a percentage of average stockholders’ equity (based on the amounts at January 1 and December 31). |
Return on equity is a measure of the profitability in relation to the book value of shareholder equity. Return on equity is a measure of how investments are used to generate earnings growth. |
Sales growth adjusted for comparable units and currency |
||||||||||||||||||||
SEK million | 2022 | 2021 | 2020 | 2019 | 2018 | |||||||||||||||
Net sales | 271,546 | 232,314 | 232,390 | 227,216 | 210,838 | |||||||||||||||
Acquired/divested business |
–7,015 | –1,201 | –1,362 | –96 | – | |||||||||||||||
Net FX impact |
–25,968 | 11,607 | 7,796 | –10,675 | –4,232 | |||||||||||||||
Comparable net sales, excluding FX impact |
238,563 | 242,720 | 238,824 | 216,445 | 206,606 | |||||||||||||||
Comparable net sales adjusted for acquired/divested business | 232,314 | 232,390 | 227,132 | 208,130 | – | |||||||||||||||
Sales growth adjusted for comparable units and currency (%) | 3% | 4% | 5% | 4% | 1% |
Definition |
Reason to use | |
Sales growth adjusted for the impact of acquisitions and divestments as well as the effects of foreign currency fluctuations. Also named organic sales. |
Ericsson’s presentation currency is SEK while the total revenues are mainly in other currencies. Reported sales growth is dependent on fluctuations in SEK versus other currencies and in addition acquired or divested business can have an impact on reported net sales. Sales growth adjusted for comparable units and currency shows the underlying sales development without these parameters. |
115 Financial Report 2022 | The Ericsson share | Ericsson Annual Report on Form 20-F 2022 | |||
Share trading on different market places (class B shares) ![]() |
With the implementation of the Mifid directive in the EU, share trading became heavily fragmented across a large number of venues and trading categories. Trading on MTFs (multilateral trading facilities) and other venues gained market shares from stock exchanges such as Nasdaq Stockholm. In the last few years however, following a series of merger and acquisitions among trading venues, trading has become more concentrated. Total trading in Ericsson B shares on all venues combined has increased over the past five years from 6.4 billion shares in 2018 to 7.3 billion shares in 2022. Over the same period, trading of Ericsson ADS in the US has increased from 1.4 billion shares in 2018 to 2.3 billion shares in 2022. |
The Ericsson share |
Share/ADS listings |
Nasdaq Stockholm |
Nasdaq New York |
Share data | ||||
Total number of shares in issue | 3,334,151,735 | |||
of which Class A shares, each carrying one vote 1) |
261,755,983 |
|||
of which Class B shares, each carrying one tenth of one vote 1) |
3,072,395,752 |
|||
Ericsson treasury shares, Class B | 4,009,306 | |||
Quotient value | SEK 5.00 | |||
Market capitalization, December 31, 2022 | SEK 204 billion | |||
ICB (Industry Classification Benchmark) | 9,500 |
1) |
Both classes of shares have the same rights of participation in the net assets and earnings. |
Ticker codes | ||||
Nasdaq Stockholm | ERIC A/ERIC B | |||
Nasdaq New York | ERIC | |||
Bloomberg Nasdaq Stockholm | ERICA SS/ERICB SS | |||
Bloomberg Nasdaq | ERIC US | |||
Reuters Nasdaq Stockholm | ERICa.ST/ERICb.ST | |||
Reuters Nasdaq | ERIC.O |
Changes in number of shares and capital stock 2018–2022 |
||||||||||
Number of shares | Share capital (SEK) | |||||||||
2018 | December 31 | 3,334,151,735 | 16,670,758,678 | |||||||
2019 | December 31 | 3,334,151,735 | 16,670,758,678 | |||||||
2020 | December 31 | 3,334,151,735 | 16,670,758,678 | |||||||
2021 | December 31 | 3,334,151,735 | 16,670,758,678 | |||||||
2022 | December 31 | 3,334,151,735 | 16,670,758,678 |
Share performance indicators |
||||||||||||||||||||
2022 |
2021 |
2020 |
2019 |
2018 |
||||||||||||||||
Earnings (loss) per share, diluted (SEK) 1) |
5.62 |
6.81 |
5.26 |
0.67 |
–1.98 |
|||||||||||||||
Adjusted earnings per share (SEK) 2) |
6.16 |
7.26 |
5.83 |
1.07 |
0.27 |
|||||||||||||||
Dividend per share (SEK) 3) |
2.70 |
2.50 |
2.00 |
1.50 |
1.00 |
|||||||||||||||
Total shareholder return (%) |
–36 |
4 |
22 |
6 |
47 |
|||||||||||||||
P/E ratio |
11 |
15 |
19 |
122 |
n/a |
1) |
Calculated on average number of shares outstanding, diluted. |
2) |
EPS, diluted, excluding amortizations and write-downs of acquired intangible assets, and excluding restructuring charges, |
SEK. A reconcilation of Alternative performance measures is available on pages 110–114. |
3) |
For 2022 as proposed by the Board of Directors. |
116 Financial Report 2022 | The Ericsson share | Ericsson Annual Report on Form 20-F 2022 | |||
Share prices on Nasdaq Stockholm |
||||||||||||||||||||
(SEK) |
2022 |
2021 |
2020 |
2019 |
2018 |
|||||||||||||||
Class A at last day of trading |
66.00 |
100.20 |
105.40 |
85.40 |
77.40 |
|||||||||||||||
Class A high (Feb 11, 2022) |
118.40 |
128.80 |
119.00 |
96.80 |
85.20 |
|||||||||||||||
Class A low (Nov 3, 2022) |
63.50 |
91.90 |
64.10 |
74.70 |
49.05 |
|||||||||||||||
Class B at last day of trading |
60.90 |
99.79 |
99.98 |
81.56 |
77.92 |
|||||||||||||||
Class B high (Feb 11, 2022) |
117.32 |
121.80 |
110.15 |
96.74 |
85.66 |
|||||||||||||||
Class B low (Nov 24, 2022) |
58.81 |
91.00 |
59.54 |
74.02 |
49.04 |
Share prices on Nasdaq New York |
||||||||||||||||||||
(USD) |
2022 |
2021 |
2020 |
2019 |
2018 |
|||||||||||||||
ADS at last day of trading |
5.84 |
10.87 |
11.95 |
8.78 |
8.88 |
|||||||||||||||
ADS high (Jan 22, 2022) |
12.78 |
15.32 |
12.20 |
10.46 |
9.45 |
|||||||||||||||
ADS low (Oct 20, 2022) |
5.16 |
9.93 |
6.15 |
7.58 |
6.00 |
Share prices on Nasdaq Stockholm and Nasdaq New York |
||||||||||||||||||||||||||||
Nasdaq Stockholm | Nasdaq New York | |||||||||||||||||||||||||||
SEK per Class A share | SEK per Class B share | USD per ADS 1) |
||||||||||||||||||||||||||
Period | High | Low | High | Low | High | Low | ||||||||||||||||||||||
Annual high and low |
||||||||||||||||||||||||||||
2018 | 85.20 | 49.05 | 85.66 | 49.04 | 9.45 | 6.00 | ||||||||||||||||||||||
2019 | 96.80 | 74.70 | 96.74 | 74.02 | 10.45 | 7.58 | ||||||||||||||||||||||
2020 | 119.00 | 64.10 | 110.15 | 59.54 | 12.61 | 6.15 | ||||||||||||||||||||||
2021 | 128.80 | 91.90 | 121.80 | 91.00 | 15.32 | 9.93 | ||||||||||||||||||||||
2022 | 118.40 | 63.50 | 117.32 | 58.81 | 12.78 | 5.16 | ||||||||||||||||||||||
Quarterly high and low |
||||||||||||||||||||||||||||
2021 First Quarter | 128.80 | 105.40 | 118.05 | 96.90 | 15.32 | 11.55 | ||||||||||||||||||||||
2021 Second Quarter | 122.60 | 104.40 | 121.80 | 104.90 | 14.39 | 12.40 | ||||||||||||||||||||||
2021 Third Quarter | 116.00 | 95.40 | 116.16 | 95.58 | 13.40 | 10.88 | ||||||||||||||||||||||
2021 Fourth Quarter | 107.00 | 91.90 | 107.04 | 91.00 | 12.24 | 9.93 | ||||||||||||||||||||||
2022 First Quarter | 118.40 | 78.50 | 117.32 | 72.56 | 12.78 | 5.16 | ||||||||||||||||||||||
2022 Second Quarter | 97.00 | 76.00 | 94.77 | 72.60 | 9.80 | 7.26 | ||||||||||||||||||||||
2022 Third Quarter | 88.30 | 66.30 | 81.32 | 64.12 | 7.81 | 5.65 | ||||||||||||||||||||||
2022 Fourth Quarter | 77.00 | 63.50 | 73.56 | 58.81 | 6.82 | 5.16 | ||||||||||||||||||||||
Monthly high and low |
||||||||||||||||||||||||||||
August 2022 | 85.30 | 80.40 | 81.32 | 76.15 | 7.81 | 7.12 | ||||||||||||||||||||||
September 2022 | 83.50 | 66.30 | 80.46 | 64.12 | 7.53 | 5.65 | ||||||||||||||||||||||
October 2022 | 77.00 | 63.70 | 73.54 | 58.81 | 6.54 | 5.16 | ||||||||||||||||||||||
November 2022 | 72.50 | 63.50 | 67.55 | 59.51 | 6.55 | 5.32 | ||||||||||||||||||||||
December 2022 | 76.00 | 65.00 | 70.67 | 59.62 | 6.82 | 5.67 | ||||||||||||||||||||||
January 2023 | 73.00 | 63.00 | 68.50 | 56.48 | 6.43 | 5.50 |
1) One ADS = 1 Class B share. |
Source: Nasdaq Stockholm and Nasdaq New York. |
117 Financial Report 2022 | The Ericsson share | Ericsson Annual Report on Form 20-F 2022 | |||
The Executive Team and Board members, ownership |
||||||||||||
Number of Class A shares |
Number of Class B shares |
Voting rights, percent |
||||||||||
The Executive Team and Board members as a group (33 persons) |
1,708 |
2,963,353 |
0.05% |
Number of shares 1) |
||||||||||||||||||||||||
Holding |
No. of shareholders |
No. of A shares |
No. of B shares |
Percentage of share capital |
Percentage of voting rights |
Market value (MSEK) |
||||||||||||||||||
1 - 500 |
338,026 |
1,471,646 |
42,378,039 |
1.32% |
1.00% |
2,677,951 |
||||||||||||||||||
501 - 1,000 |
39,076 |
972,986 |
28,689,593 |
0.89% |
0.68% |
1,811,413 |
||||||||||||||||||
1,001 - 5,000 |
39,572 |
2,862,155 |
83,603,065 |
2.59% |
1.97% |
5,280,329 |
||||||||||||||||||
5,001 - 10,000 |
5,108 |
1,067,025 |
35,605,102 |
1.10% |
0.81% |
2,238,774 |
||||||||||||||||||
10,001 - 15,000 |
1,407 |
428,979 |
16,962,784 |
0.52% |
0.37% |
1,061,346 |
||||||||||||||||||
15,001 - 20,000 |
661 |
314,370 |
11,532,196 |
0.36% |
0.26% |
723,059 |
||||||||||||||||||
20,001 - |
1,785 |
254,638,822 |
2,853,004,496 |
93.21% |
94.89% |
190,554,136 |
||||||||||||||||||
Total, December 31, 2022 2) |
425,636 |
261,755,983 |
3,072,395,752 |
100.00% |
100.00% |
204,384,796 |
1) |
Source: Euroclear. |
2) |
Includes a nominee reporting discrepancy of 620,477 shares. |
Largest shareholders December 31, 2022 and percentage of voting rights December 31, 2022, 2021 and 2020 |
||||||||||||||||||||||||||||||||
Identity of person or group 1) |
Number of Class A shares |
Of total Class A shares percent |
Number of Class B shares |
Of total Class B shares percent |
Of total Class A+B shares percent |
2022 Voting rights percent |
2021 Voting rights percent |
2020 Voting rights percent |
||||||||||||||||||||||||
Investor AB | 120,762,803 | 46.14 | 145,982,932 | 4.75 | 8.00 | 23.79 | 23.79 | 22.81 | ||||||||||||||||||||||||
AB Industrivärden | 86,052 615 | 32.88 | 1,000,000 | 0.03 | 2.61 | 15.14 | 15.14 | 15.14 | ||||||||||||||||||||||||
AMF Tjänstepension and AMF Fonder | 20,650,000 | 7.89 | 70,713,302 | 2.30 | 2.74 | 4.87 | 4.36 | 2.56 | ||||||||||||||||||||||||
Cevian Capital | 339,228 | 0.13 | 151,386,082 | 4.93 | 4.55 | 2.72 | 2.72 | 3.25 | ||||||||||||||||||||||||
BlackRock Institutional Trust Company, N.A. | 522 | 0.00 | 137,111,236 | 4.46 | 4.11 | 2.41 | 2.41 | 2.35 | ||||||||||||||||||||||||
Fidelity International | 0 | 0.00 | 122,905,644 | 4.00 | 3.69 | 2.16 | 2.24 | 2.31 | ||||||||||||||||||||||||
AFA Försäkring AB | 11,484,600 | 4.39 | 7,180,817 | 0.23 | 0.56 | 2.14 | 2.05 | 1.99 | ||||||||||||||||||||||||
Swedbank Robur Fonder AB | 8,277 | 0.00 | 111,928,200 | 3.64 | 3.36 | 1.97 | 1.86 | 2.18 | ||||||||||||||||||||||||
The Vanguard Group, Inc. | 1,161,057 | 0.44 | 94,519,989 | 3.08 | 2.87 | 1.87 | 1.56 | 1.42 | ||||||||||||||||||||||||
PRIMECAP Management Company | 0 | 0.00 | 82,414,721 | 2.68 | 2.47 | 1.45 | 1.20 | 1.17 | ||||||||||||||||||||||||
Norges Bank Investment Management (NBIM) | 1 | 0.00 | 70,964,273 | 2.31 | 2.13 | 1.25 | 1.05 | 0.79 | ||||||||||||||||||||||||
Livförsäkringsbolaget Skandia, ömsesidigt | 4,240,604 | 1.62 | 25,530,500 | 0.83 | 0.89 | 1.19 | 1.02 | 0.44 | ||||||||||||||||||||||||
Tredje AP Fonden | 4 250,736 | 1.62 | 18,765,383 | 0.61 | 0.69 | 1.08 | 0.95 | 0.97 | ||||||||||||||||||||||||
Handelsbanken Asset Management | 16,581 | 0.01 | 60,074,265 | 1.96 | 1.80 | 1.06 | 0.93 | 0.89 | ||||||||||||||||||||||||
State Street Global Advisors (US) | 1,583 | 0.00 | 54,001,003 | 1.76 | 1.62 | 0.95 | 0.89 | 1.03 | ||||||||||||||||||||||||
Others | 12,787,376 | 4.89 | 1,917,917,405 | 62.42 | 57.91 | 35.95 | 37.83 | 40.71 | ||||||||||||||||||||||||
Total |
261,755,983 |
100 |
3,072,395,752 |
100 |
100 |
100 |
100 |
100 |
1) |
Source: Nasdaq |
118 Financial Report 2022 | The Ericsson share | Ericsson Annual Report on Form 20-F 2022 | |||
119 Financial Report 2022 | Shareholder information | Ericsson Annual Report on Form 20-F 2022 | |||
– | March 15, 2023 |
– | Q1, April 18, 2023 |
– | Q2, July 14, 2023 |
– | Q3, October 17, 2023 |
– | Q4, January 23, 2024 |
– | March, 2024 |
120 Financial Report 2022 | Financial terminology | Ericsson Annual Report on Form 20-F 2022 | |||
Exchange rates in consolidation | ||||||||
January–December | ||||||||
2022 | 2021 | |||||||
SEK/EUR |
||||||||
Average rate 1) |
10.61 | 10.15 | ||||||
Closing rate |
11.08 | 10.24 | ||||||
SEK/USD |
||||||||
Average rate 1) |
10.04 | 8.56 | ||||||
Closing rate |
10.38 | 9.05 |
1) |
Average for the year for disclosure purpose only. Period income and expenses for each income statement are translated at period average exchange rates. |
1) |
For additional information of certain financial terms, see Alternative performance measures on pages 110–114. |
121 Financial Report 2022 | Glossary | Ericsson Annual Report on Form 20-F 2022 | |||
Corporate Governance report 2022 |
||||||
Regulation and compliance |
2 |
|||||
Governance structure |
4 |
|||||
General Meetings of shareholders |
5 |
|||||
Nomination Committee |
6 |
|||||
Board of Directors |
6 |
|||||
Committees of the Board of Directors |
9 |
|||||
Remuneration to Board members |
11 |
|||||
Members of the Board of Directors |
12 |
|||||
Management |
16 |
|||||
Members of the Executive Team |
20 |
|||||
Auditor |
26 |
|||||
Internal control over financial reporting |
26 |
|||||
This Corporate Governance report is rendered as a separate report added to the Financial Report in accordance with the Annual Accounts Act ((SFS 1995:1554) Chapter 6, Sections 6 and 8) and the Swedish Corporate Governance Code. The report has been reviewed by Ericsson’s auditor in accordance with the Annual Accounts Act. |
Forward-looking statements This report may include forward-looking statements, including statements reflecting the Company’s current views relating to the growth of the market, future market conditions, future events, financial condition, and expected operational and financial performance. The words “believe”, “expect”, “foresee”, “anticipate”, “assume”, “intend”, “likely”, “projects”, “may”, “could”, “plan”, “estimate”, “forecast”, “will”, “should”, “would”, “predict”, “aim”, “ambition”, “seek”, “potential”, “target”, “might”, “continue”, or, in each case, their negative or variations, and similar words or expressions are used to identify forward-looking statements. Any statement that refers to the Company’s strategy, future financial performance, expectations, projections or other characterizations of future events or circumstances, including any underlying assumptions, are forward-looking statements. Such statements are based on the Company’s expectations as of the date of this report, unless an earlier date is specified, including expectations based on third-party information and projections that the Company believes to be reputable. We caution investors that these statements are subject to risks and uncertainties many of which are difficult to predict and generally beyond our control that could cause actual results to differ materially and adversely from those expressed in, or implied or projected by, the forward-looking |
information and statements. Important factors that could affect whether and to what extent any of our forward-looking statements materialize include but are not limited to the factors described throughout the Company’s Annual Report for the financial year 2022, including in the section Risk Factors of the Company’s Annual Report for the financial year 2022. These forward-looking statements also represent our estimates and assumptions only as of the date that they were made, and to the extent they represent third-party data, we have not undertaken to independently verify such third-party data and do not intend to do so. Given these risks and uncertainties, readers are cautioned not to place undue reliance on such forward-looking statements. We expressly disclaim a duty to provide updates to these forward-looking statements, and the estimates and assumptions associated with them, after the date of this report, to reflect events or changes in circumstances or changes in expectations or the occurrence of anticipated events, whether as a result of new information, future events or otherwise, except as required by applicable law or stock exchange regulation. We maintain website and external voluntary reports that may be referenced in this report. The information on our website and in our external voluntary reports is not incorporated by reference in, or otherwise to be regarded as part of, this report. |
1 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
Ericsson is committed to maintaining the highest standards of corporate governance; this ensures effective decision-making, robust risk management, accountability, ownership, transparency and social responsibility at all levels of the organization. Strong oversight across the organization (by the Board, the CEO, the Executive Team and at all other levels) underpins our governance. |
||||
“For the Board, best-in-class governance and building a culture of compliance, ethics and integrity remain a top priority. The Board has continued to oversee and accelerate our cultural transformation, further embedding our sustainable program of compliance and controls, and revamping our global risk management approach. The Company and the Board are committed to continuously developing and improving its internal governance, risk management and oversight and controls. The Board acknowledges the feedback from the shareholders and the vote against discharge from liability at the 2022 Annual General Meeting; and taking this into account, best-in-class governance and building a culture of compliance, ethics and integrity continue to be a top priority for the Board. Over the course of 2022, the Board worked closely with management to make enhancements to the |
Company’s governance framework. Also, importantly, on March 2, 2023, we announced our resolution with the U.S. Department of Justice regarding non-criminal breaches under our 2019 Deferred Prosecution Agreement, and this allows us to focus more fully on our strategic opportunities. In 2022, the Board witnessed with satisfaction Ericsson’s strong commitment to further developing and streamlining and clarifying internal processes, oversight and controls, as well as setting even higher expectations of performance and adherence to its integrity mandate for all personnel. Integrity and ethics will remain at the center of everything we do.” Ronnie Leten Chair of the Board |
2 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
– | introduction of an enhanced approach to risk management and establishment of a Group Business Risk Committee (BRC) comprising executives and co-chaired by the Chief Financial Officer and the Chief Legal Officer; |
– | enhancing disclosures on our corporate governance practices; |
– | formally introducing compliance and integrity performance indicators into executive remuneration; |
– | formally expanding the remit of the Audit and Compliance Committee to ensure enhanced oversight of the compliance program, high-risk investigations, and risk management; |
– | increasing the number of Audit and Compliance Committee meetings and enhancing the Audit and Compliance Committee’s oversight of ongoing implementation of the Company’s compliance and internal controls program; and |
– | substantially increasing the resources in the Compliance office and Corporate & Government Investigations team, and continuing to invest in transactional controls and analytics; and |
– | making enhancements to risk assessments, including expanded risk assessments to address country specific compliance risks, and continuing to tighten our vetting and oversight of third parties with whom we work, to choose parties who will meet our ethics and compliance expectations. |
– | The Swedish Companies Act |
– | Applicable EU regulations |
– | Swedish Corporate Governance Code (the Code) |
– | The Nasdaq Stock Market Rules, including The Nasdaq Nordic Main Market Rules for Issuers of Shares and applicable Nasdaq New York corporate governance requirements (subject to certain exemptions principally reflecting mandatory Swedish legal requirements) |
– | Applicable requirements of the U.S. Securities and Exchange Commission (SEC). |
– | The Code of Business Ethics |
– | Group Steering Documents, including Group policies and directives, instructions and business processes for approval, control and risk management |
– | The Code of Conduct for Business Partners |
– | Group Risk Protocol. |
Compliance with securities market regulations |
||||
Compliance with the Swedish Corporate Governance Code The Code is based on the principle of “comply or explain” and is published on the website of the Swedish Corporate Governance Board, which administers the Code: www.corporategovernanceboard.se. Ericsson is committed to complying with best-practice corporate governance standards on a global level. Ericsson does not report any deviations from the rules of the Code in 2022. |
Compliance with applicable stock exchange rules There has been no infringement by Ericsson of applicable stock exchange rules and no breach of good practice on the securities market reported by the disciplinary committee of Nasdaq Stockholm or the Swedish Securities Council in 2022. |
3 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
4 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
Ethics and Compliance Program For several years, we have invested significant resources to strengthen our ethics and compliance (E&C) program. This is a continuous effort and has, importantly, been underpinned by work across the organization to embed a culture of integrity and ethics. This is bolstered by the continuous strengthening of the compliance function, together with the implementation and maintenance of strong systems, controls and policies to effectively prevent and detect wrongdoings. During 2022, we advanced the company-wide and E&C-led program focused on prioritizing integrity as part of Ericsson’s culture and way of working. This program serves to foster accountability and effective decision-making, while also furthering trust with our customers, business partners, and regulators. The Company also promotes transparency through the maintenance of a dedicated communication channel for employees and other external stakeholders to report any compliance concerns – the Ericsson Compliance Line. Progress in the speak-up culture is evidenced by the continuous and increasing engagement of our employees over the recent years in raising compliance questions as well as potential concerns to ensure we conduct business with integrity. The Company noted a modest increase in number of reported potential compliance concerns by 33 (approx. 3.12%). We treat this as an indicator of growing confidence by employees and third parties in the integrity of our allegation management and investigation processes and we take serious measures when we learn of any potential misconduct. Also, in 2022 we revised and enhanced our Code of Business Ethics (CoBE), which outlines the Company’s expectations for all employees and our fundamental ethical principles. CoBE is designed to ensure that the Company pursues business with a strong |
sense of integrity and reflects the Company’s commitment to conducting business responsibly, consistent with all internationally recognized human rights principles and the applicable laws and regulations where the Company operates. All employees and our Board of Directors are subject to CoBE, as are our consultants and contractors. CoBE is available in 43 languages used across our global operations, and all employees are required to confirm their understanding of CoBE on a regular basis. In addition, all employees shall participate in a mandatory Foundational Anti-Bribery and Corruption (ABC) training. Managers and employees exposed to increased risk are also required to participate in an expanded version of the ABC training. In 2022, the Company also increased the number of employees within the compliance function, further strengthening the organization in this area. We continue to embed compliance employees throughout the organization, to partner with the business and advise on decisions. Moreover, the Company continued to invest in transactional controls and data analytics, a Compliance Help desk and additional compliance officers in-country, to help employees make integrity-driven decisions. In addition, the Company has embedded Ethics and Compliance guidance into its M&A processes. We continue to make considerable investments in improving our E&C Program in accordance with our strategy and objectives, to remediate historical issues, including gaps in our compliance processes and internal controls, and to strengthen our internal investigations team. On February 28, 2023, we announced that the Head of our Ethics and Compliance function was departing after almost four years in her role, and was being replaced on an interim basis by Jan Sprafke, who reports to the Chief Legal Officer and the Audit and Compliance |
Committee. He will continue to lead the further embedding of our E&C Program into the organization. Governance structure Shareholders may exercise their decision-making rights in Telefonaktiebolaget LM Ericsson (the “Parent Company”) at General Meetings of shareholders. A Nomination Committee is appointed each year by the major shareholders in accordance with the Instruction for the Nomination Committee adopted by the Annual General Meeting of shareholders. The tasks of the Nomination Committee include the proposal of Board members and external auditor for election by the Annual General Meeting of shareholders and proposal of Board member and auditor remuneration. In addition to the Board members elected by shareholders, the Board of Directors consists of employee representatives and their deputies, who the unions have the right to appoint under Swedish law. The Board of Directors is ultimately responsible for overseeing the strategy of Ericsson and the management of its operations. The President and CEO, appointed by the Board of Directors, is responsible for developing and executing the strategy and handling the day-to-day management of Ericsson in accordance with guidelines issued by the Board. The President and CEO is supported by the Executive Team. The external auditor of Ericsson is appointed by the shareholders at the General Meeting of shareholders. Ownership structure As of December 31, 2022, the Parent Company had 425,636 registered shareholders, of which 412,763 were resident or located in Sweden (according to the share register | ||
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5 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
Decisions of the AGM 2022 included: |
– | Shareholders representing at least one tenth of all shares in the Company voted against discharge from liability of the Board members and the President and CEO for the financial year 2021 |
– | Payment of a dividend of SEK 2.50 per share to be paid in two installments |
– | Re-election of Ronnie Leten as Chair of the Board of Directors |
– | Re-election of the following members of the Board of Directors: Jon Fredrik Baksaas, Jan Carlson, Eric A. Elzvik, Nora Denzel, Börje Ekholm, Kurt Jofs, Kristin S. Rinne, Helena Stjernholm and Jacob Wallenberg |
– | New election of the following member of the Board of Directors: Carolina Dybeck Happe |
– | Approval of Board of Directors’ fees, in accordance with the Nomination Committee’s proposal: |
– | Chair: SEK 4,375,000 (previously SEK 4,225,000) |
– | Other non-employee Board members: SEK 1,100,000 each (previously SEK 1,060,000) |
– | Chair of the Audit and Compliance Committee: SEK 475,000 (previously SEK 420,000) |
– | Other non-employee members of the Audit and Compliance Committee: SEK 275,000 each (previously SEK 270,000) |
– | Chairs of the Finance Committee, the Remuneration Committee and the Technology and Science Committee: SEK 205,000 each (previously SEK 205,000) |
– | Other non-employee members of the Finance Committee, the Remuneration Committee and the Technology and Science Committee: SEK 180,000 each (previously SEK 180,000) |
– | Approval for part of the Board members’ fees to be paid in the form of synthetic shares |
– | Re-appointment of Deloitte AB as auditor for the period up until the end of the AGM 2023 |
– | Implementation of a Long-Term Variable Compensation Program 2022 for the Executive Team. However, due to technical |
Contact the Board of Directors |
Annual General Meeting 2023 |
|||
Telefonaktiebolaget LM Ericsson |
Ericsson’s AGM 2023 is expected to be held |
|||
The Board of Directors Secretariat |
on March 29, 2023. Further information is |
|||
SE-164 83 Stockholm, Sweden |
available on Ericsson’s website. |
|||
boardsecretariat@ericsson.com |
||||
6 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
issues, the Company was unable to properly register and count all submitted votes, the Board of Directors therefore resolved to withdraw resolution item 16.2 (Transfer of treasury stock to employees and on an exchange, directed share issue and acquisition offer for the Long-Term Variable Compensation Program 2022) and item 17 (The Board of Directors’ proposal for resolution on transfer of treasury stock to employees and on an exchange, directed share issue and acquisition offer in relation to the earlier resolution on the Long-Term Variable Compensation Program 2021). |
– | representatives of the four largest shareholders by voting power by the end of the month in which the AGM was held, and |
– | the Chair of the Board of Directors. |
– | Johan Forssell (appointed by Investor AB), Chair of the Nomination Committee |
– | Karl Åberg (appointed by AB Industrivärden) |
– | Anders Oscarsson (appointed by AMF Tjänstepension and AMF Fonder) |
– | Niko Pakalén (replaced Jonas Synnergren on December 9, 2022) (appointed by Cevian Capital Partners Limited) |
– | Ronnie Leten (the Chair of the Board of Directors). |
– | Remuneration to non-employee Board members elected by the AGM and remuneration to the auditor |
– | Appointment of auditor, whereby candidates are selected in cooperation with the Audit and Compliance Committee of the Board |
– | Election of Chair at the AGM |
– | Changes to the Instruction for the Nomination Committee (if any). |
Contact the Nomination Committee |
Proposals to the Nomination Committee |
|||
Telefonaktiebolaget LM Ericsson |
Shareholders may submit proposals to the |
|||
The Nomination Committee |
Nomination Committee at any time but should |
|||
c/o The Board of Directors Secretariat |
do so in due time before the AGM to ensure |
|||
SE-164 83 Stockholm |
that the proposals can be considered by the |
|||
Sweden |
Committee. Further information is available |
|||
nomination.committee@ericsson.com |
on Ericsson’s website. |
|||
7 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
The Board’s annual work cycle 2022 The annual cycle applied to the Board’s work allows the Board to appropriately address its duties during the year. It also facilitates the organization in aligning its global processes to allow appropriate Board involvement. |
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8 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
– |
Fourth-quarter and full-year financial results meeting |
Following the end of the calendar year, the Board held a meeting which focused on the financial results of the entire year 2021 and handled the fourth-quarter financial report. |
– |
Board meeting (incl. statutory matters) |
A Board meeting was held in connection with the AGM 2022. Members of each of the Board Committees were appointed and the Board resolved on signatory powers. |
– |
First interim report meeting |
At the first interim report meeting, the Board addressed the interim financial report for the first quarter of the year. |
– |
Strategy meeting |
A Board meeting was held to address particular strategic matters in further detail. |
– |
Second interim report meeting |
At the second interim report meeting, the Board addressed the interim financial report for the second quarter of the year. |
– |
Strategy meeting |
A Board meeting was held, in essence dedicated to short-term and long-term strategies of the Group, with particular focus on merger and acquisitions. |
– |
Third interim report meeting |
At the third interim report meeting, the |
Board addressed the interim financial report for the third quarter of the year and the financial outlook. |
– |
Financial targets meeting |
A Board meeting was held for the Board to address the financial targets. At this meeting, the results of the Board evaluation were presented to and discussed by the Board. |
Board of Directors | ||||||
14 Board members | ||||||
Audit and Compliance Committee (4 Board members) Oversight of financial reporting Oversight of internal control Oversight of auditing Oversight of the Group’s Ethics and Compliance program |
Finance Committee (4 Board members) Finance strategy |
Remuneration Committee (4 Board members) Guidelines for remuneration to Group management Long-Term Variable Remuneration Executive remuneration |
Technology and Science Committee (5 Board members) Technology strategy and planning Technology ecosystem and partnerships Science direction |
9 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
– | The scope and correctness of the financial statements |
– | Compliance with legal and regulatory requirements |
– | Internal control over financial reporting |
– | Risk management |
– | The effectiveness, appropriateness and implementation of the Group’s compliance programs including the Ethics and Compliance (E&C) Program. |
Members of the Committees of the Board of Directors |
||||||
Audit and Compliance Committee |
Finance Committee |
Remuneration Committee |
Technology and Science Committee | |||
Eric A. Elzvik (Chair) |
Ronnie Leten (Chair) |
Jon Fredrik Baksaas (Chair) |
Kristin S. Rinne (Chair) | |||
Jan Carlson |
Anders Ripa |
Kurt Jofs |
Jan Carlson | |||
Kurt Jofs |
Helena Stjernholm |
Ronnie Leten |
Nora Denzel | |||
Torbjörn Nyman |
Jacob Wallenberg |
Kjell-Åke Soting |
Kurt Jofs | |||
Anders Ripa |
10 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
– | Reviewing and preparing, for resolution by the Board, proposals on salary and other remuneration, including retirement compensation, for the President and CEO |
– | Reviewing and preparing, for resolution by the Board, proposals to the AGM on Guidelines for remuneration to the Executive Team |
– | Reviewing and preparing, for resolution by the Board, proposals to the AGM on the Long-Term Variable Compensation Program (LTV) and similar equity arrangements |
– | Approving proposals on salary and other remuneration, including retirement compensation, for the members of the Executive Team (other than the President and CEO) |
– | Approving proposals on target levels for the short-term variable compensation (STV) for the members of the Executive Team (other than the President and CEO) |
– | Approving pay-out of the STV for the members of the Executive Team members (other than the President and CEO), based on achievements and performance. |
11 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
– | Reviewing and preparing for consideration and/or resolution by the Board, matters related to technology strategy and planning for the Group, monitoring the Group’s technology ecosystem, relationships and partnerships |
– | Reviewing and preparing for consideration and/or resolution by the Board, matters related to science direction and influence on a geopolitical level. |
– | Radio network evolution |
– | Network management and orchestration |
– | Enterprise network technologies |
– | Product security |
– | Virtual and augmented reality technology evolution |
– | Industry development in hardware and software. |
Board members’ attendance and fees 2022 | ||||||||||||||||||||||||||||
Fees resolved by the AGM 2022 | Number of Board/Committee meetings attended in 2022 | |||||||||||||||||||||||||||
Board member | Board fees, SEK 1) |
Committee fees, SEK |
Board | Audit and Compliance- Committee |
Finance Committee |
Remun. Committee |
Tech. and Science Committee |
|||||||||||||||||||||
Ronnie Leten | 4,375,000 |
385,000 |
29 | 4 | 10 | |||||||||||||||||||||||
Helena Stjernholm | 1,100,000 |
180,000 |
29 | 4 | ||||||||||||||||||||||||
Jacob Wallenberg | 1,100,000 |
180,000 |
29 | 4 | ||||||||||||||||||||||||
Jon Fredrik Baksaas | 1,100,000 |
205,000 |
28 | 10 | ||||||||||||||||||||||||
Jan Carlson | 1,100,000 |
455,000 |
29 | 15 | 4 | |||||||||||||||||||||||
Nora Denzel | 1,100,000 |
180,000 |
28 | 4 | ||||||||||||||||||||||||
Carolina Dybeck Happe 4) |
1,100,000 |
– |
19 | |||||||||||||||||||||||||
Börje Ekholm | – 2) |
– |
29 | |||||||||||||||||||||||||
Eric A. Elzvik | 1,100,000 |
475,000 |
29 | 15 | ||||||||||||||||||||||||
Kurt Jofs | 1,100,000 |
635,000 |
29 | 15 | 10 | 4 | ||||||||||||||||||||||
Kristin S. Rinne | 1,100,000 |
205,000 |
27 | 4 | ||||||||||||||||||||||||
Torbjörn Nyman | 43,500 3) |
22,500 3) |
29 | 15 | ||||||||||||||||||||||||
Anders Ripa 4) |
43,500 3) |
12,000 3) |
29 | 4 | 4 | |||||||||||||||||||||||
Kjell-Åke Soting | 43,500 3) |
15,000 3) |
29 | 10 | ||||||||||||||||||||||||
Ulf Rosberg | 43,500 3) |
– |
29 | |||||||||||||||||||||||||
Loredana Roslund | 43,500 3) |
– |
29 | |||||||||||||||||||||||||
Annika Salomonsson 5) |
28,500 3) |
– |
19 | |||||||||||||||||||||||||
Total number of meetings |
29 |
15 |
4 |
10 |
4 |
1) |
Non-employee Directors can choose to receive part of their Board fee (exclusive of Committee fees) in the form of synthetic shares. |
2) |
Board member remuneration resolved by the AGM is only for non-employee Directors elected by the shareholders. |
3) |
Employee representative Board members and their deputies are not entitled to a Board fee, but instead get paid compensation in the amount of SEK 1,500 per attended Board and Committee meeting. |
4) |
Elected member of the Board at the AGM held on March 29, 2022. |
5) |
Appointed deputy employee representative Board member as of March 29, 2022. |
12 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
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Ronnie Leten |
Helena Stjernholm |
Jacob Wallenberg |
Jon Fredrik Baksaas | |||||||||
Chair of the Board of Directors, Chair of the Finance Committee, Member of the Remuneration Committee | Deputy Chair of the Board of Directors, Member of the Finance Committee | Deputy Chair of the Board of Directors, Member of the Finance Committee | Chair of the Remuneration Committee | |||||||||
First elected |
First elected |
First elected |
First elected | |||||||||
2018 | 2016 | 2011 | 2017 | |||||||||
Born |
Born |
Born |
Born | |||||||||
1956 | 1970 | 1956 | 1954 | |||||||||
Education |
Education |
Education |
Education | |||||||||
Master of Science in Applied Economics, University of Hasselt, Belgium. | Master of Business Administration, Stockholm School of Economics, Sweden. | Bachelor of Science in Economics and Master of Business Administration, Wharton School, University of Pennsylvania, USA. Officer of the Reserve, Swedish Navy. | Master of Science in Economics, NHH Norwegian School of Economics and Business Administration, Norway. | |||||||||
Nationality |
Nationality |
Nationality |
Nationality | |||||||||
Belgium | Sweden | Sweden | Norway | |||||||||
Board Chair |
Board Chair |
Board Chair |
Board Chair | |||||||||
Epiroc AB and Ellimetal N.V. | – | Investor AB and the Confederation of Swedish Enterprise Deputy Board Chair ABB Ltd., FAM, Patricia Industries and Wallenberg Investments AB |
DNV GL Group AS | |||||||||
Board Member |
Board Member |
Board Member |
Board Member | |||||||||
– | AB Industrivärden, AB Volvo and Sandvik AB | The Knut and Alice Wallenberg Foundation | Svenska Handelsbanken AB. | |||||||||
Holdings in Ericsson |
Holdings in Ericsson |
Holdings in Ericsson |
Holdings in Ericsson | |||||||||
100,000 Class B shares 1) , 128,452 call options 2) and 94,954 synthetic shares 3) . |
20,060 Class B shares 1) and 30,216 synthetic shares 3) . |
427,703 Class B shares 1) and 45,326 synthetic shares 3) . |
36,676 synthetic shares 3) . | |||||||||
Principal work experience and other information |
Principal work experience and other information |
Principal work experience and other information |
Principal work experience and other information | |||||||||
President and CEO of Atlas Copco AB (2009–2017) and various leadership positions within the Atlas Copco Group (1997–2009) and (1985–1995). Previous positions include plant manager of Tenneco Automotive Inc., Belgium, (1995–1997) and various positions within General Biscuits (1979–1985). |
President and CEO of AB Industrivärden since 2015. Partner in the private equity firm IK Investment Partners (2008–2015). Investment Manager at IK Investment Partners (1998–2008). Previous experience as consultant for Bain & Company (1997–1998). |
Chair of the Board of Investor AB since 2005. President and CEO of SEB in 1997 and Chair of SEB’s Board of Directors (1998–2005). Executive Vice President and CFO of Investor AB (1990–1993). Honorary Chair of IBLAC (Mayor of Shanghai’s International Business Leaders Advisory Council) and member of the steering committee of the European Round Table of Industrialists, Deputy Chair of the Swedish-American Chamber of Commerce US, member of the International Advisory Board of the Atlantic Council, Washington DC, member of the International Business Council of the World Economic Forum, Trilateral Commission and the Advisory Board of Tsinghua Management School. | President and CEO of Telenor Group (2002–2015). Previous positions within the Telenor Group since 1989, including Deputy CEO, CFO and CEO of TBK AS. Positions before Telenor include CFO of Aker AS, finance director of Stolt Nielsen Seaway AS and controller at Det Norske Veritas, Norway and Japan. Member of the GSMA Board (2008–2016) and Chair of the GSMA Board (2014–2016). | |||||||||
1) |
The number of shares and ADS includes holdings by related persons, if applicable. |
2) |
Call options issued by Investor AB entitling to purchase Ericsson Class B shares. |
3) |
Since 2008, the AGM has each year resolved that part of the Board fee may be received in the form of synthetic shares. A synthetic share is a right to receive in the future a payment corresponding to the value of the Class B share in Ericsson at the time of payment. Please see page 11 for further information. |
13 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
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Jan Carlson |
Nora Denzel |
Carolina Dybeck Happe |
Börje Ekholm | |||||||||
Member of the Audit and Compliance Committee and the Technology and Science Committee | Member of the Technology and Science Committee | Member of the Board | President, CEO and Member of the Board | |||||||||
First elected |
First elected |
First elected |
First elected | |||||||||
2017 | 2013 | 2022 | 2006 | |||||||||
Born |
Born |
Born |
Born | |||||||||
1960 | 1962 | 1972 | 1963 | |||||||||
Education |
Education |
Education |
Education | |||||||||
Master of Science degree in Engineering Physics and Electrical Engineering, Linköping University, Sweden. | Master of Business Administration, Santa Clara University, USA. Bachelor of Science in Computer Science, State University of New York, USA. | Master of Science in Business and Economics, Uppsala University, Sweden. | Master of Science in Electrical Engineering, KTH Royal Institute of Technology, Stockholm, Sweden. Master of Business Administration, INSEAD, France. | |||||||||
Nationality |
Nationality |
Nationality |
Nationality | |||||||||
Sweden | USA and Ireland | Sweden | Sweden and USA | |||||||||
Board Chair |
Board Chair |
Board Chair |
Board Chair | |||||||||
Autoliv Inc. | – | – | – | |||||||||
Board Member |
Board Member |
Board Member |
Board Member | |||||||||
AB Volvo | Advanced Micro Devices Inc., NortonLifeLock Inc. and SUSE | – | Trimble Inc. | |||||||||
Holdings in Ericsson |
Holdings in Ericsson |
Holdings in Ericsson |
Holdings in Ericsson | |||||||||
7,900 Class B shares 1) and 45,326 synthetic shares 2) . |
3,850 ADS 1) and 15,106 synthetic shares 2) |
36,100 Class B shares 1) and 10,003 synthetic shares 2) . |
260,351 Class B shares, 1,009,000 ADS 1) and 2,000,000 call options 3) . | |||||||||
Principal work experience and other information |
Principal work experience and other information |
Principal work experience and other information |
Principal work experience and other information | |||||||||
Chair and President and CEO of Veoneer Inc. (2018-2022). President and CEO of Autoliv Inc. (2007–2018) and Chair of Autoliv Inc. since 2014. Previous positions within the Autoliv Group since 1999, including President Autoliv Europe, Vice President Engineering of Autoliv and President Autoliv Electronics. Previous positions include President of Saab Combitech and of Swedish Gate Array. Honorary Doctor at the Technical faculty of Linköping University. | CEO (interim) of Outerwall Inc. (January 2015–August 2015). Senior Vice President Big Data, Marketing and Social Product Design and General Manager QuickBooks Payroll Division (2008–2012). Previous positions include Senior Vice President and General Manager of HP’s Global Software, Storage and Consulting Divisions (2000–2006), Senior Vice President Product Operations Legato Systems (bought by Dell EMC) and various engineering, marketing and executive positions at IBM. Non- Profit board member of the National Association of Corporate Directors. | CFO of GE since 2020. Group CFO of A.P. Moller - Maersk A/S (2019–2020). Group CFO of ASSA ABLOY (2012–2018) as well as CFO for Europe, the Middle East and Africa (2007–2011) and CFO for Central Europe (2002–2006). Group CFO of Trelleborg Group (2011–2012). CFO of Establish (2000–2002). Various positions at EF Education First (1996–1999). |
President and CEO of Telefonaktiebolaget LM Ericsson since 2017. CEO of Patricia Industries, a division within Investor AB (2015–2017). President and CEO of Investor AB (2005–2015). Formerly Head of Investor Growth Capital Inc. and New Investments. Previous positions at Novare Kapital AB and McKinsey & Co Inc. Holds honorary Doctorate at KTH Royal Institute of Technology, Sweden. Since 2017, member of the Steering Committee of the World Economic Forum Digital Communication Governors. Member of the Board of the Swedish-American Chamber of Commerce New York. | |||||||||
1) |
The number of shares and ADS includes holdings by related persons, if applicable. |
2) |
Since 2008, the AGM has each year resolved that part of the Board fee may be received in the form of synthetic shares. A synthetic share is a right to receive in the future a payment corresponding to the value of the Class B share in Ericsson at the time of payment. Please see page 11 for further information. |
3) |
Call options issued by AB Industrivärden (1,000,000 call options) and Investor AB (1,000,000 call options), each entitling the purchase of one Ericsson B share from AB Industrivärden/Investor AB respectively (further information is available in the Notes to the consolidated financial statements – note G2 “Information regarding members of the Board of Directors and Group management” in the Financial Report). |
14 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
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||||||||||
Eric A. Elzvik |
Kurt Jofs |
Kristin S. Rinne |
||||||||||
Chair of the Audit and Compliance Committee | Member of the Remuneration Committee, the Audit and Compliance Committee and the Technology and Science Committee | Chair of the Technology and Science Committee | ||||||||||
First elected |
First elected |
First elected |
||||||||||
2017 | 2018 | 2016 | ||||||||||
Born |
Born |
Born |
||||||||||
1960 | 1958 | 1954 | ||||||||||
Education |
Education |
Education |
||||||||||
Master of Business Administration, Stockholm School of Economics, Sweden. | Master of Science in Engineering, Royal Institute of Technology, Stockholm, Sweden. | Bachelor of Arts, Washburn University, USA. | ||||||||||
Nationality |
Nationality |
Nationality |
||||||||||
Sweden and Switzerland | Sweden | USA | ||||||||||
Board Chair |
Board Chair |
Board Chair |
||||||||||
Global Connect Group | – | – | ||||||||||
Board Member |
Board Member |
Board Member |
||||||||||
Landis+Gyr Group AG and AB Volvo | AB Volvo, Feal AB and Arjeplog Hotel Silverhatten AB | Synchronoss | ||||||||||
Holdings in Ericsson |
Holdings in Ericsson |
Holdings in Ericsson |
||||||||||
10,000 Class B shares 1) and 15,106 synthetic shares 2) |
50,450 Class B shares 1) and 22,712 synthetic shares 2) . |
20,674 synthetic shares 2) . |
||||||||||
Principal work experience and other information |
Principal work experience and other information |
Principal work experience and other information |
||||||||||
CFO and member of the Group Executive Committee of ABB Ltd (2013–2017). Division CFO ABB Discrete Automation & Motion (2010–2012) and division CFO Automation Products Division (2006–2010). Previous positions within the ABB Group since 1984, including senior management positions within finance, M&A and new ventures. Currently, senior industrial advisor to EQT. | Entrepreneur and investor with extensive experience in various industries. Previous positions include Executive Vice President and responsible for Ericsson’s Networks business (2003–2008), CEO of Segerström & Svensson (1999–2001). CEO of Linjebuss (1996–1999), and various positions within ABB and Ericsson. | Previously Senior Vice President, Network Technology, Network Architecture and Planning, at AT&T (2007–2014). CTO of Cingular Wireless (2005–2007) and VP Technology and New Product Development of Cingular Wireless (2000–2005). Previous positions within Southwestern Bell and SBC (1976–2000). Trustee of Washburn University Foundation. Member of the Advisory Board of Link Labs. Honorary Doctorate of Science, Washburn University, USA. | ||||||||||
1) |
The number of shares and ADS includes holdings by related person, if applicable. |
2) |
Since 2008, the AGM has each year resolved that part of the Board fee may be received in the form of synthetic shares. A synthetic share is a right to receive in the future a payment corresponding to the value of the Class B share in Ericsson at the time of payment. Please see page 11 for further information. |
15 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
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Torbjörn Nyman |
Anders Ripa |
Kjell-Åke Soting |
||||||||||
Employee representative, Member of the Audit and Compliance Committee | Employee representative, Member of the Finance Committee and of the Technology and Science Committee | Employee representative, Member of the Remuneration Committee | ||||||||||
First appointed |
First appointed |
First appointed |
||||||||||
2017 | 2017 | 2016 | ||||||||||
Born |
Born |
Born |
||||||||||
1961 | 1962 | 1963 | ||||||||||
Appointed by |
Appointed by |
Appointed by |
||||||||||
LO, the Swedish Trade Union Confederation | PTK | PTK | ||||||||||
Nationality |
Nationality |
Nationality |
||||||||||
Sweden | Sweden | Sweden | ||||||||||
Holdings in Ericsson |
Holdings in Ericsson |
Holdings in Ericsson |
||||||||||
34,675 Class B shares 1) . |
2,560 Class B shares and 1,708 Class A shares 1) . |
9,793 Class B shares 1) . |
||||||||||
Employed since |
Employed since |
Employed since |
||||||||||
1996 Working as ICT Strategic Product Manager within Business Area Networks. |
1998 Working as Security Advisor for Mission Critical Networks within Business Area Networks. |
1996 Working as Global SQA Manager within Business Area Networks. |
||||||||||
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||||||||||
Ulf Rosberg |
Loredana Roslund |
Annika Salomonsson |
||||||||||
Employee representative – Deputy | Employee representative – Deputy | Employee representative – Deputy | ||||||||||
First appointed |
First appointed |
First appointed |
||||||||||
2021 | 2017 | 2022 | ||||||||||
Born |
Born |
Born |
||||||||||
1964 | 1967 | 1972 | ||||||||||
Appointed by |
Appointed by |
Appointed by |
||||||||||
PTK | PTK | LO | ||||||||||
Nationality |
Nationality |
Nationality |
||||||||||
Sweden | Sweden | Sweden | ||||||||||
Holdings in Ericsson |
Holdings in Ericsson |
Holdings in Ericsson |
||||||||||
110 Class B shares 1) . |
2,271 Class B shares 1) . |
1,832 Class B shares 1) . |
||||||||||
Employed since |
Employed since |
Employed since |
||||||||||
1985 Working as System Developer within R&D, Business Area Networks. |
1994 Working as Project Manager within R&D, Business Area Networks. |
1997–2003 and since 2005. Working as Verification Engineer. | ||||||||||
16 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
– | Define Group strategies and policies, drive corporate agenda and establish a strong corporate culture |
– | Determine targets for operational units, allocate resources and monitor unit performance |
– | Secure operational excellence and realize global synergies through efficient organization of the Group. |
17 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
18 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
19 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 |
20 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
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Börje Ekholm |
Fredrik Jejdling |
MajBritt Arfert |
||||||||||||
President and Chief Executive Officer (CEO) (since 2017) |
Executive Vice President, Business Area Networks (since 2017) |
Senior Vice President, Chief People Officer (CPO) (since 2017) |
||||||||||||
Functions |
Functions |
Functions |
||||||||||||
President and CEO and Head of Segment Enterprise |
Head of Business Area Networks and Head of Segment Networks | Head of Group Function People | ||||||||||||
Born |
Born |
Born |
||||||||||||
1963 |
1969 | 1963 | ||||||||||||
Education |
Education |
Education |
||||||||||||
Master of Science in Electrical Engineering, KTH Royal Institute of Technology, Stockholm, Sweden. Master of Business Administration, INSEAD, France. |
Master of Science in Economics and Business Administration, Stockholm School of Economics, Sweden. | Bachelor of Human Resources, University of Gothenburg, Sweden. | ||||||||||||
Nationality |
Nationality |
Nationality |
||||||||||||
Sweden and USA |
Sweden | Sweden | ||||||||||||
Board Member: |
Board Member |
Board Member |
||||||||||||
Telefonaktiebolaget LM Ericsson and Trimble Inc. | Teknikföretagen and the Confederation of Swedish Enterprise |
– | ||||||||||||
Holdings in Ericsson 1) |
Holdings in Ericsson 1) |
Holdings in Ericsson 1) |
||||||||||||
260,351 Class B shares, 1,009,000 ADS and 2,000,000 call options 2) . |
73,318 Class B shares. | 51,912 Class B shares. | ||||||||||||
Background |
Background |
Background |
||||||||||||
CEO of Patricia Industries, a division within Investor AB (2015–2017). President and CEO of Investor AB (2005–2015). Formerly Head of Investor Growth Capital Inc. and New Investments. Previous positions at Novare Kapital AB and McKinsey & Co Inc. Since 2017, member of the Steering Committee of the World Economic Forum Digital Communication Governors. Member of the Board of the Swedish-American Chamber of Commerce New York. | Senior Vice President and Head of Business Unit Network Services (2016–2017). Has held a variety of positions in commercial operations and financials, including Head of Region Sub-Saharan Africa, Head of Region India, and Head of Sales and Finance for Business Unit Global Services. Previous positions include senior positions with LUX Asia Pacific and Tele2 Group. | Acting Head of Group Function Human Resources (November 2016–March 2017). Previously Head of Human Resources Ericsson Sweden (2015–2016) and Vice President and Head of Human Resources Business Unit Support Solutions (2007–2015). Has held various senior global positions in Ericsson including Head of Human Resources Business Unit Broadband Networks, Head of Human Resources Microwave Systems as well as a position as Head of Human Resources and Internal Communications at Sony Ericsson Germany. |
Changes in the Executive Team Effective February 1, 2023, Effective July 21, 2022, On May 18, 2022 Effective June 1, 2022, Effective March 21, 2022, |
1) |
The number of shares and ADS includes holdings by related persons, if applicable. |
2) |
Call options issued by AB Industrivärden (1,000,000 call options) and Investor AB (1,000,000 call options), each entitling the purchase of one Ericsson B share from AB Industrivärden/Investor AB respectively (further information is available in the Notes to the consolidated financial statements – note G2 “Information regarding members of the Board of Directors and the Group management” in the Financial Report). |
21 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
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Scott Dresser |
Erik Ekudden |
Moti Gyamlani |
||||||||||||
Senior Vice President, Chief Legal Officer, and secretary of the Board of Directors of Telefonaktiebolaget LM Ericsson (since 2022) |
Senior Vice President, Chief Technology Officer (CTO) (since 2018) | Senior Vice President, Group Function Global Operations (since 2022) | ||||||||||||
Functions |
Functions |
Functions |
||||||||||||
Head of Group Function Legal Affairs and Compliance |
Head of Group Function Technology | Head of Group Function Global Operations | ||||||||||||
Born |
Born |
Born |
||||||||||||
1967 |
1968 | 1973 | ||||||||||||
Education |
Education |
Education |
||||||||||||
Juris Doctorate, Vanderbilt University Law School, Bachelor of Science Business Administration and Finance, University of Hampshire. |
Master of Science in Electrical Engineering, KTH Royal Institute of Technology, Stockholm, Sweden. | Master of Business Administration, Arizona State University, USA, and Bachelor of Mechanical engineering, MIT, India. | ||||||||||||
Nationality |
Nationality |
Nationality |
||||||||||||
USA |
Sweden | USA | ||||||||||||
Board Member |
Board Member |
Board Member |
||||||||||||
Birdlife International, Cambridge UK; member of Advisory Board. | ASSA ABLOY AB. |
– | ||||||||||||
Holdings in Ericsson 1) |
Holdings in Ericsson 1) |
Holdings in Ericsson 1) |
||||||||||||
– |
31,888 Class B shares and 9,417 ADS. | 4,873 Class B Shares | ||||||||||||
Background |
Background |
Background |
||||||||||||
Previously Group General Counsel at VEON and General Counsel of Virgin Media. Has held senior leadership positions with BirdLife International, White Mountains Re and Conservation International. Started his career in New York in private practice with law firms Lord Day & Lord and Morgan Lewis, where he specialized in corporate law, governance, and M&A. | Group Chief Technology Officer and Head of Technology and Architecture within Group Function Technology and Emerging Business (July 2017–March 2018). Joined Ericsson in 1993 and has held various management positions in the company, including Head of Technology Strategy, Chief Technology Officer Americas in Santa Clara US, and Head of Standardization and Industry. Member of the Royal Swedish Academy of Engineering Sciences (IVA). Since 2020, member of the Broadband Commission for Sustainable Development and vice chairman of IVA’s Näringslivsråd. | Most recently, Head of Group Sourcing (2019–2022). Previous position as Chief Procurement and Supply Chain Officer and a Chief Cost Transformation Officer of Airtel (2012–2019). Leadership positions include Group Vice President Global Supply Chain and Sourcing at General Electric Power Conversion, Vice President Global Sourcing at Honeywell, and Executive Director at General Motors. Lived and worked in across multiple countries and markets, including US, France, Mexico, and India. |
1) |
The number of shares and ADS includes holdings by related persons, if applicable. |
22 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
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Niklas Heuveldop |
Chris Houghton |
Stefan Koetz |
||||||||||||
Senior Vice President, Market Area North America (since 2017) |
Senior Vice President, Market Area North East Asia (since 2017) |
Acting Head of Market Area Europe and Latin America (since June 1, 2022 until February 1, 2023) (Not a member of Executive Team) |
||||||||||||
Functions |
Functions |
Functions |
||||||||||||
Head of Market Area North America |
Head of Market Area North East Asia | Acting Head of Market Area Europe and Latin America |
||||||||||||
Born |
Born |
Born |
||||||||||||
1968 |
1966 | 1962 | ||||||||||||
Education |
Education |
Education |
||||||||||||
Master of Science in Industrial Engineering and Management, the Linköping Institute of Technology, Sweden. |
Bachelor of Law, Huddersfield Polytechnic, United Kingdom. | Master of Science in Telecommunications, University Kaiserslautern, Germany. | ||||||||||||
Nationality |
Nationality |
Nationality |
||||||||||||
Sweden |
United Kingdom and Sweden | Germany | ||||||||||||
Board Member |
Board Member |
Board Member |
||||||||||||
The Swedish-American Chamber of Commerce New York and CTIA – US wireless industry trade association. |
– | – | ||||||||||||
Holdings in Ericsson 1) |
Holdings in Ericsson 1) |
Holdings in Ericsson 1) |
||||||||||||
82,435 Class B shares and 14,249 ADS. |
96,963 Class B shares. | – | ||||||||||||
Background |
Background |
Background |
||||||||||||
Senior Vice President, Chief Strategy Officer and Head of Group Function Technology and Emerging Business (April 2017–March 2018). Previous positions include Chief Customer Officer and Head of Group Function Sales (2016–2017) and senior leadership positions across Europe and the Americas, including Head of Global Customer Unit AT&T and Head of Market Unit Central America and Caribbean. Previous positions outside Ericsson include CEO of ServiceFactory and COO of WaterCove Networks. | Head of Region North East Asia (2015–2017). Has also previously held management positions within Ericsson, including Head of Region India, Head of Customer Unit UK and Ireland and various management positions within Ericsson in China, Hungary, India, Ireland, Japan, Sweden and the UK. |
Head of Customer Unit Western Europe, within Market Area Europe and Latin America. In this role Koetz is responsible for business in Germany, Netherlands, Switzerland and Liechtenstein. Koetz has been working in the information and communications industry for more than 20 years. He held various management positions, among others at Robert Bosch GmbH and Marconi Communications GmbH. |
1) |
The number of shares and ADS includes holdings by related persons, if applicable. |
23 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
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Jenny Lindqvist |
Stella Medlicott |
Carl Mellander |
||||||||||||
Senior Vice President, Market Area Europe and Latin America (since February 1, 2023) | Senior Vice President, Chief Marketing and Communications Officer (CMO and CCO) (since 2019) |
Senior Vice President, Chief Financial Officer (CFO) (since 2017) | ||||||||||||
Functions |
Functions |
Functions |
||||||||||||
Head of Market Area Europe and Latin America | Head of Group Function Marketing and Corporate Relations |
Head of Group Function Finance and Common Functions | ||||||||||||
Born |
Born |
Born |
||||||||||||
1982 |
1969 | 1964 | ||||||||||||
Education |
Education |
Education |
||||||||||||
Master of Science in Business and Economics from Stockholm School of Economics (SSE). | Bachelors of Arts (Hons) degree in Social Science, University of Lincoln (known at that time as University of Humberside), United Kingdom and Postgraduate Diploma in Marketing, Chartered Institute of Marketing, United Kingdom. |
Bachelor of Arts in Business Administration and Economics, Stockholm University, Sweden; and East- and South East Asia Program, Lund University, Sweden. | ||||||||||||
Nationality |
Nationality |
Nationality |
||||||||||||
Sweden |
United Kingdom | Sweden | ||||||||||||
Board Member |
Board Member |
Board Member |
||||||||||||
TechSverige | – | International Chamber of Commerce (ICC) Sweden |
||||||||||||
Holdings in Ericsson 1) |
Holdings in Ericsson 1) |
Holdings in Ericsson 1) |
||||||||||||
772 Class B shares. |
7,842 Class B shares. | 92,837 Class B shares. | ||||||||||||
Background |
Background |
Background |
||||||||||||
Head of Northern and Central Europe within Market Area Europe and Latin America. Previous management positions within Ericsson Business Area and Market Area organizations include Head of Global Customer Unit Telia Company, Head of Solution Line Intelligent Transport Systems, Key Account Manager Telenor, Managed Services Engagement Lead and Business Manager Multimedia. Previous positions outside Ericsson include roles in management consulting in France and Sweden, as well as in Pharmaceuticals in the Philippines. | Vice President of Marketing, Communications and Government Relations for Ericsson Market Area Europe and Latin America (July 2017–June 2019). Prior to joining Ericsson, Stella Medlicott was Chief Marketing Officer at Red Bee Media, which was acquired by Ericsson in May 2014. She has over 25 years of marketing experience in major IT, telecoms and media companies including two years at Technicolor as VP Marketing and ten years at Siemens Communications as Global VP Marketing. | Acting Chief Financial Officer and Head of Group Function Finance and Common Functions (July 2016–March 2017). Previous positions within Ericsson include Vice President and Group Treasurer, and Head of Finance in Region Western and Central Europe. Also held Head of Finance/CFO positions within the telecom operator space and defence industry. |
1) |
The number of shares and ADS includes holdings by related persons, if applicable. |
24 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
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Nunzio Mirtillo |
George Mulhern |
Per Narvinger |
||||||||||||
Senior Vice President, Market Area South East Asia, Oceania and India (since 2017) | Senior Vice President, Business Area Enterprise Wireless Solutions (since 2022) |
Senior Vice President, Business Area Cloud Software and Services (since 2022) | ||||||||||||
Functions |
Functions |
Functions |
||||||||||||
Head of Market Area South East Asia, Oceania and India | Head of Business Area Enterprise Wireless Solutions and CEO of Cradlepoint | Head of Business Area Cloud Software and Services and Head of Segment Cloud Software and Services |
||||||||||||
Born |
Born |
Born |
||||||||||||
1961 |
1956 | 1974 | ||||||||||||
Education |
Education |
Education |
||||||||||||
Master in Electronic Engineering, Sapienza University, Italy. | Bachelor of Science and Master of Business Administration, San Jose State University (USA). |
Master of Science in Electrical Engineering, Royal Institute of Technology (KTH), Sweden. | ||||||||||||
Nationality |
Nationality |
Nationality |
||||||||||||
Italy |
USA | Sweden | ||||||||||||
Board Member |
Board Member |
Board Member |
||||||||||||
– | Regence Blue Shield of Idaho, Cambia Health Solutions and Focus IP, Inc. dba Tracer. | – |
||||||||||||
Holdings in Ericsson 1) |
Holdings in Ericsson 1) |
Holdings in Ericsson 1) |
||||||||||||
81,389 Class B shares. |
– | 8,271 Class B shares. | ||||||||||||
Background |
Background |
Background |
||||||||||||
Previously Head of Region Mediterranean. Previous management positions within Ericsson include Head of Sales Networks for Western Europe within Business Unit Networks, Head of Business Operations in Market Unit South East Europe and Key Account Manager for Wind Italy, Vodafone Italy and other customers. | CEO at Cradlepoint when it was acquired by Ericsson in 2020. Previously general partner at Highway 12 Ventures, a venture capital firm making investments in early-stage technology companies. Held various leading positions during a long tenure at Hewlett Packard Company, including senior vice president, leading the LaserJet Global Business Unit. | Head of Product Area Networks, Business Unit Networks (2018– 2022). Head of Customer Unit Northern and Central Europe, Market Area Europe and Latin America (2017–2018). Has held a variety of senior management positions in Ericsson since 1997, spanning R&D line management, Head of Customer Solutions (Australia and Spain) and Product Management. |
1) |
The number of shares and ADS includes holdings by related persons, if applicable. |
25 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
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Fadi Pharaon |
Rory Read |
Åsa Tamsons |
||||||||||||
Senior Vice President, Market Area Middle East and Africa (since 2019) |
Senior Vice President, Business Area Global Communications Platform (since 2022) |
Senior Vice President, Business Area Technologies and New Businesses (since 2018) |
||||||||||||
Functions |
Functions |
Functions |
||||||||||||
Head of Market Area Middle East and Africa | Head of Business Area Global Communications Platform and CEO of Vonage | Head of Business Area Technologies and New Businesses and Head of Segment Other |
||||||||||||
Born |
Born |
Born |
||||||||||||
1972 |
1961 | 1981 | ||||||||||||
Education |
Education |
Education |
||||||||||||
Master of Science in Computer Science, KTH Royal Institute of Technology, Sweden and a Master of Business Administration, Heriot Watt University, Edinburgh Business School, Scotland. |
Bachelor of Information Sciences, Hartwick College, New York. | Master of Business Administration, Stockholm School of Economics, Sweden. | ||||||||||||
Nationality |
Nationality |
Nationality |
||||||||||||
Sweden and Lebanon |
USA | Sweden | ||||||||||||
Board Member |
Board Member |
Board Member |
||||||||||||
– | – | CNH Industrial |
||||||||||||
Holdings in Ericsson 1) |
Holdings in Ericsson 1) |
Holdings in Ericsson 1) |
||||||||||||
342 Class B shares and 1,166 ADS. |
57,390 Class B shares. | 35,311 Class B shares. | ||||||||||||
Background |
Background |
Background |
||||||||||||
Vice President of Networks and Managed Services (presales and commercial management) within Market Area Europe and Latin America. Previous management positions within Ericsson include Head of Presales and Strategy for Ericsson Region South East Asia and Oceania, and Country Manager for Ericsson Singapore and Brunei. | Read has more than three decades of global technology industry experience and has been CEO of Vonage since July 2020. Vonage was acquired by Ericsson in July 2022. Previously, Read was Chief Operating Executive of Dell Technologies, CEO and President of Dell’s Virtustream, and EVP of Dell Boomi. Read also served as Chief Integration Officer of the USD 67 billion merger of Dell and EMC – the largest tech merger in history. Earlier, he was CEO, President and Board member of Advanced Micro Devices and Chief Operating Officer and President at Lenovo following 23 years at IBM. | Head of Business Area Technology and Emerging Business (April–September 2018) and Group Strategy and M&A. Previously Partner at McKinsey & Company, serving high-tech and telecommunications companies worldwide on growth strategies, digital and commercial transformations. Before joining Ericsson lived and work in the US, Brazil, France, Sweden and Singapore. |
1) |
The number of shares and ADS includes holdings by related persons, if applicable. |
26 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
– | Updating the Board of Directors regarding the planning, scope and content of the annual audit work |
– | Reviewing the interim reports to assess that the financial statements are presented fairly in all material respects and providing review opinions over the interim reports for the third and fourth quarters and the year-end financial statements |
– | Providing an audit opinion over the Annual Report |
– | Advising the Board of Directors of non-audit services performed, the consideration paid and other issues that determine the auditor’s independence. |
– | Transparent |
– | Consistent |
– | Simple |
– | Relevant |
– | Timely |
– | Fair and equal |
– | Complete |
– | An archive of annual and interim reports |
– | Access to recent news. |
27 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
– | Steering documents, such as policies and directives, and the Code of Business Ethics |
– | A strong corporate culture |
– | The Company’s organization and mode of operations, with well-defined roles and responsibilities and delegations of authority |
– | Several well-defined Group-wide processes for planning, operations and support. |
– | Changes to laws |
– | Financial reporting standards and listing requirements, such as IFRS and SOX. |
28 Corporate Governance report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
– | Are conducted by Group or local management, and |
– | Relate to corruption, questionable accounting, deficiencies in the internal control of accounting or auditing matters, or otherwise seriously affect vital interests of the Group or personal health and safety. |
Remuneration report 2022 |
||||||
Statement from the Chair of the Remuneration Committee |
1 |
|||||
Introduction |
2 |
|||||
Remuneration 2022 at a glance |
3 |
|||||
Total remuneration to the President and CEO and Executive Vice Presidents |
5 |
|||||
Variable remuneration |
6 |
|||||
Short-term variable compensation (STV) |
6 |
|||||
Long-term variable compensation (LTV) |
7 |
|||||
Information on guidelines for shareholdings by Executive Team |
12 |
|||||
Deviations from adopted Guidelines for remuneration to Group Management (“the Guidelines”) |
12 |
|||||
Comparative information on changes in remuneration and the Company’s performance |
13 |
|||||
The report has been prepared in accordance with Chapter 8, Sections 53a and 53b of the Swedish Companies Act (2005:551) and the Rules on Executive Remuneration and Incentive Schemes (1 December 2020) issued by the Swedish Corporate Governance Board. Information required by Chapter 5, Sections 40–44 of the Annual Accounts Act (1995:1554) is included in note G1–G4 in the Financial report. Information on the work of the Remuneration Committee in 2022 can be found on pages 10–11 in the Corporate Governance report. |
Forward-looking statements This report may include forward-looking statements, including statements reflecting the Company’s current views relating to the growth of the market, future market conditions, future events, financial condition, and expected operational and financial performance. The words “believe”, “expect”, “foresee”, “anticipate”, “assume”, “intend”, “likely”, “projects”, “may”, “could”, “plan”, “estimate”, “forecast”, “will”, “should”, “would”, “predict”, “aim”, “ambition”, “seek”, “potential”, “target”, “might”, “continue”, or, in each case, their negative or variations, and similar words or expressions are used to identify forward-looking statements. Any statement that refers to the Company’s strategy, future financial performance, expectations, projections or other characterizations of future events or circumstances, including any underlying assumptions, are forward-looking statements. Such statements are based on the Company’s expectations as of the date of this report, unless an earlier date is specified, including expectations based on third-party information and projections that the Company believes to be reputable. We caution investors that these statements are subject to risks and uncertainties many of which are difficult to predict and generally beyond our control that could cause actual results to differ materially and adversely from those expressed in, or implied or projected by, the forward-looking |
information and statements. Important factors that could affect whether and to what extent any of our forward-looking statements materialize include but are not limited to the factors described throughout the Company’s Annual Report for the financial year 2022, including in the section Risk Factors of the Company’s Annual Report for the financial year 2022. These forward-looking statements also represent our estimates and assumptions only as of the date that they were made, and to the extent they represent third-party data, we have not undertaken to independently verify such third-party data and do not intend to do so. Given these risks and uncertainties, readers are cautioned not to place undue reliance on such forward-looking statements. We expressly disclaim a duty to provide updates to these forward-looking statements, and the estimates and assumptions associated with them, after the date of this report, to reflect events or changes in circumstances or changes in expectations or the occurrence of anticipated events, whether as a result of new information, future events or otherwise, except as required by applicable law or stock exchange regulation. We maintain website and external voluntary reports that may be referenced in this report. The information on our website and in our external voluntary reports is not incorporated by reference in, or otherwise to be regarded as part of, this report. |
1 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 |
2 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 |
– | Attract and retain competent, performance-oriented, and motivated employees who have the skills, experience and competencies required to implement Ericsson’s business strategy |
– | Encourage behaviors consistent with Ericsson’s corporate culture, values and ethics and compliance programs |
– | Ensure fair remuneration by ensuring that the total remuneration is of an appropriate level without being excessive, and that the basis for the remuneration is clearly explained |
– | Offer total remuneration, consisting of fixed and variable remuneration and benefits, that is competitive in the markets in which Ericsson competes for employees |
– | Promote forms of variable remuneration that unite employees in working towards clear and relevant objectives and reinforce their performance and allow for flexible remuneration costs. |
– | It is currently recommended that no trading in Ericsson shares be conducted by board members, the Executive Team or the Company. In light of this, the Chairman of the Board, the President & CEO and Chief Legal Officer (CLO) have recommended to the Board that the vesting date of the LTV 2019 be postponed until the Chairman of the Board and CLO jointly agree that the shares can be vested |
– | The achievement for LTV 2020 was set at 100% of target, based on predetermined performance conditions: group operating income and relative and absolute total shareholder return (TSR) |
– | The level of achievement of the performance condition for the Group’s operating income for LTV 2022 was set at 162,76% |
– | To drive Ericsson’s values, culture and leadership practices related to ethics, compliance and integrity, underperformance against pre-defined criteria reduces the 2022 STV pay-out and overperformance justifies an additional incentive. The pre-defined criteria and metrics used for this assessment is related to compliance training, third party management, allegation management and other factors driving company Ethics and Integrity transformation. This review establishes a clear connection between our integrity transformation and rewards for senior executive. |
3 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
Purpose and link to strategy |
Arrangement in brief |
Implementation during the financial year ending December 31, 2022 | ||||
Fixed salary |
Attract and retain the leadership required to implement Ericsson’s business strategy. | Pay a portion of the annual remuneration in a predictable manner. Salaries are normally reviewed in January, taking into account: – Ericsson’s overall business performance – The business performance of the unit that the employee manages – Employee performance over time – External economic conditions – The scope and complexity of the position, – External market data – Pay and conditions of other employees in countries considered relevant to the role. When determining fixed salaries, the impact on total remuneration must also be taken into account. |
President and CEO: fixed annual salary of SEK 18,252,074 corresponding to an increase of 3% since 2021. EVP and Head of Business Area Networks: fixed annual salary of SEK 8,673,074, corresponding to an increase of 4% since 2021. EVP and Head of Market Area Europe and Latin America: fixed salary of INR 31,330,687 (from January 1 to May 31), corresponding to an increase of 9% compared to 2021 (on pro-rata basis). 1) | |||
Other benefits |
Provide competitive benefits to attract and retain the leadership required to implement Ericsson’s strategy. | Benefits are aligned with competitive market practices in the individual’s country of employment. The level of benefits may vary from year-to-year depending on the cost of the benefits to the Company. The benefits amount to a maximum of 10% of the annual fixed salary for members the Executive Team in Sweden. Benefits for members of Executive Team on international long-term assignment (“LTA”) in a country other than the country of original employment are determined in line with the Company’s global policy on international mobility. Such benefits may include, but are not limited to, commuting or moving expenses, increased cost of living, housing costs, travel home, educational allowances, and tax and social security benefits. |
President and CEO: other benefits to the value of SEK 135,743. EVP and Head of Business Area Networks: other benefits to the value of SEK 151,452. EVP and Head of Market Area Europe and Latin America: other benefits to the value of SEK 2,037,140 (from January 1 to May 31). 1) | |||
Pension |
Provide long-term financial security and planning for retirement by offering competitive pension solutions that are in line with local market practice. | The pension plans follow competitive practices in the individual’s home country. The pension plans for the President and CEO and the Executive Vice Presidents are defined contribution plans. |
Company pension contributions: – President and CEO: SEK 9,856,121 – EVP and Head of the Networks Business Area: SEK 5,061,846. – EVP and Head of Market Area Europe and Latin America: SEK 510,164 (from January 1 to May 31). 1) | |||
Short-term variable compensation (STV) |
Setting clear and relevant objectives for the Executive Team that are in line with Ericsson’s strategy and sustainable long-term interest. Offer an individual earning opportunity linked to performance at a flexible cost to the Company. |
The President and CEO is not entitled to any STV. The target level is 40% of the fixed salary and the maximum is 80% of the fixed salary for the Executive Vice Presidents. Performance conditions, weightings and target levels are set annually. Subject to malus and clawback. |
Outcome for STV 2022: – EVP and Head of the Networks Business Area: 90,1% of the maximum level – EVP and Head d of Market Area Europe and Latin America: 90,1% of the maximum level (from January 1 to May 31). 1) | |||
Long-term variable compensation (LTV) |
Creating a common ownership interest between Executive Team and shareholders Remuneration based on long-term performance in line with Ericsson’s business strategy. Provide individuals with long-term remuneration for long-term commitment and value creation in accordance with the interests of shareholders. |
Remuneration is awarded after approval by the Annual General Meeting. Remuneration levels are determined as a percentage of the fixed salary. – For the President and CEO, 190% of the fixed salary – For the Executive Vice Presidents, 50% of the fixed salary. Performance conditions, weightings and target levels are taken to the AGM for approval. Three-year vesting period. Subject to malus and clawback. |
LTV 2020 target achievement level of 100%. |
4 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
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![]() 1) Arun Bansal was appointed Executive Vice President in June 1, 2020 and left the same position May 31, 2022. All values for 2020, except LTV, are calculated pro-rata for the period of June 1, 2020 to December 31, 2020. LTV for 2020 is calculated for full year 2020. All values for 2022, except LTV, are calculated pro-rata for the period of January 1, 2022 to May 31, 2022. LTV for 2022 covers full year 2022. |
STV The information presented for 2022 covers the financial year 2022 and the information for 2021 and 2020 covers the financial years 2021 and 2020, respectively. |
LTV The information presented for 2022 includes information on the LTV 2020 which expires in 2023. Information presented for 2021 and 2020 includes information on LTV 2019 and LTV 2018 that expired in 2022 and 2021, respectively. LTV 2019 values are provisional since payment is pending after recommendation by the Chairman of Board, CEO and CLO (Chief Legal Officer). |
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5 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
Total remuneration to the President and CEO and to the Executive Vice Presidents |
||||||||||||||||||||||||||||||||||||||
Fixed remuneration | Variable remuneration | |||||||||||||||||||||||||||||||||||||
Name and position | Financial year |
Fixed salary (including holiday pay) |
Other benefits 1) |
One-year variable remune- ration 2) |
Multiannual variable remune- ration 3) |
Additional agree- ments 4) |
Pension 5) |
Total remuneration 6) |
Share of fixed remuneration 7) |
Share of variable remu- neration 8) |
||||||||||||||||||||||||||||
Börje Ekholm President and CEO |
2022 |
19,154,852 | 135,743 | - | 24,034,229 | - | 9,856,121 | 53,180,945 | 55% | 45% | ||||||||||||||||||||||||||||
2021 |
18,208,859 | 555,688 | - | 36,630,457 | - | 9,569,049 | 64,964,053 | 44% | 56% | |||||||||||||||||||||||||||||
2020 |
17,727,726 | 770,276 | - | 78,475,833 | - | 9,113,376 | 106,087,211 | 26% | 74% | |||||||||||||||||||||||||||||
Fredrik Jejdling Executive Vice President and Head of Business Area Networks |
2022 |
9,515,305 | 151,452 | 6,251,115 | 2,746,240 | - | 5,061,846 | 23,725,958 | 62% | 38% | ||||||||||||||||||||||||||||
2021 |
9,129,087 | 14,980 | 6,671,595 | 4,092,344 | - | 4,314,186 | 24,222,193 | 56% | 44% | |||||||||||||||||||||||||||||
2020 |
7,925,971 | 22,110 | 4,415,425 | 9,025,678 | - | 3,457,409 | 24,846,592 | 46% | 54% | |||||||||||||||||||||||||||||
Arun Bansal Executive Vice President and Head of Market Area Europe and Latin America 9) 10,11) |
2022 |
3,053 034 | 2,037,140 | 3,038,067 | 3,102,134 | - | 510,164 | 11,740,538 | 48% | 52% | ||||||||||||||||||||||||||||
2021 |
15,158,407 | 1,345,055 | 6,727,226 | 4,741,209 | - | 985,340 | 28,957,237 | 60% | 40% | |||||||||||||||||||||||||||||
2020 |
8,673,843 | 840,273 | 2,253,084 | 9,844,590 | - | 516,344 | 22,128,134 | 45% | 55% |
1) |
For further information about other benefits, see table regarding the Execution of fixed remuneration and pension to the President and CEO and the Executive Vice Presidents. |
2) |
The amounts represent STV earned during the financial year and paid in the following year, i.e., for 2022 the amounts represent STV 2022, for 2021 the amounts represent 2021 and for 2020 the amounts represent STV 2020. |
3) |
Amounts represent LTVs for which all performance periods expired during the fiscal year and the Executive Performance Share Plan (“EPSP”) share matching that took place during the fiscal year. For 2022, the amounts represent LTV 2020, for 2021, the amounts represent LTV 2019 and for 2020, the amounts represent LTV 2018. LTV 2019 is not paid, the values are provisional pending decision by the Chairman of the Board and CLO (Chief Legal Officer). The amounts are calculated based on the number of Performance Shares that will vest at the end of the vesting period multiplied by the volume weighted average of the last five trading days of each financial year. The EPSP for 2016 was reconciled and terminated with the final delivery of the remaining Performance Match Shares to participants on August 17, 2020. The EPSP performance period for 2016 expired on 31 December 2018, and since 2016 no EPSP has been launched for the Executive Team. The details of the EPSP are explained in the notes to the income statement and balance sheet – note G3, share-based payment, page 69 of the Financial report 2020. |
4) |
Amounts represent additional discretionary arrangements approved by the Remuneration Committee or the Board and entered into during the financial year. |
5) |
Amounts represent cash payment in lieu of pension (for the President and CEO) or pension premium (for the Executive Vice Presidents) paid during the financial year. |
6) |
The amounts represent the sum of fixed remuneration, variable remuneration, additional agreements and pension. |
7) |
Amounts represent the sum of fixed remuneration and pension divided by total remuneration. |
8) |
Amounts represent the sum of variable remuneration and additional agreements divided by total remuneration. |
9) |
Any remuneration in foreign currency has been translated to SEK at average exchange rate. |
10) |
Arun Bansal was appointed EVP in June 2020. Values related to 2020 are calculated on a pro-rata basis based on the time period June 1 – December 31, 2020. Multiannual variable represent LTV 2018 and EPSP share matching for the time period June 1 to December 31, 2020. |
11) |
Arun Bansal left the postion as EVP May 31, 2022. All values for 2022, except LTV, is calculated pro-rata for the period of January 1, 2022 to May 31, 2022. LTV for 2022 covers full year 2022. |
Fixed salary |
Other benefits |
Pension | ||||
Börje Ekholm President and CEO |
During the annual review of the total remuneration, the Board decided on a salary increase of 3% of the fixed salary as of January 1, 2022 for the President and CEO. The increase reflects the performance of the President and CEO until the end of 2021. The fixed salary level for 2022 is considered appropriate in relation to the responsibility of being the President and CEO of a leading global provider of ICT solutions, compared to the remuneration packages for the position of President and CEO of comparable international companies. |
According to the Company’s Swedish benefits policy, Börje Ekholm is entitled to a company car or equivalent cash remuneration and other benefits as other employees in Sweden. Since Börje Ekholm is a resident of the United States, he is also eligible for health insurance in the United States and tax advice regarding his tax return. |
Börje Ekholm receives a cash payment instead of a defined contribution pension, as it is not possible to enroll him in the Swedish defined contribution pension plan (ITP1) as he is resident in the US. The cash payment is treated as salary for tax and social security purposes and is made in a way that is cost neutral for Ericsson. According to his employment contract, the pension supplement shall include an additional premium on top of the fixed annual salary to take into account an assumed achieved target level of STV. | |||
Fredrik Jejdling Executive Vice President and Head of Business Area Networks |
The salary level reflects Fredrik Jejdling’s responsibility as head of Ericsson’s largest business area, Networks. The salary level is considered competitive in the external market for both other VPs on leading ICT solution providers and for the position of President and CEO of smaller companies. |
According to the Company’s Swedish benefits policy, Fredrik Jejdling is entitled to a company car or equivalent cash remuneration and other benefits as other employees in Sweden. |
In accordance with Ericsson’s pension guidelines, Fredrik Jejdling participates in the ITP1 defined contribution plan. He is not entitled to any other pension benefit outside the rules applicable to the ITP. | |||
Arun Bansal Executive Vice President and Head of Market Area Europe and Latin America (from January 1 until May 31, 2022) |
The fixed salary reflects Arun Bansal’s responsibility as head of two major geographies, both Europe and Latin America. His salary level was deemed competitive to reflect his responsibility. Arun Bansal was on LTA in the United Kingdom from his original employment in India. In accordance with best practice for international assignments, his compensation was set with a “home base approach”. |
As Arun Bansal was on LTA, he was entitled to benefits in line with Ericsson’s international mobility policy such as housing allowance, transportation allowance, home travel, tax and social security equalization assistance and medical insurance. |
In accordance with Ericsson’s pension guidelines and according to his employment contract, Arun Bansal was eligible for Ericsson’s LTA pension plan, International Pension Plan (IPP) and annual pension contribution was paid into Interben Trustees Limited in 2022. |
6 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
– | at group level for heads of group functions |
– | as a combination of group level and business area level for business area managers |
– | as a combination of group level and market area level for market area managers. |
Executive Vice President and Head of Business Area Networks – Fredrik Jejdling (STV 2022) | ||||||||||||||||||||||||
Threshold level (in % of target) |
Target level | Maximum level (in % of target) |
Outcome (% of target) | |||||||||||||||||||||
Performance measures | Weighing | SEK outcome at threshold performance |
SEK outcome at target performance |
SEK outcome at maximum performance |
SEK actual performance outcome |
|||||||||||||||||||
Group Economic Profit 1) |
40% | 70% | 100% | 130% | 150.5% | |||||||||||||||||||
0 | 1,387,692 | 2,775,384 | 2,088,040 | |||||||||||||||||||||
Economic Profit Business Area Networks 1) |
60% | 85% | 100% | 114% | 200% | |||||||||||||||||||
2,081,537 | 4,163,075 | 4,163,075 | ||||||||||||||||||||||
Total |
100% |
0 |
3,469,229 |
6,938,459 |
6,251,115 |
1) |
Economic profit means operating income minus cost of capital. |
Executive Vice President and Head of Market Area Europe and Latin America (from January 1 until May 31, 2022) – Arun Bansal (STV 2022) | ||||||||||||||||||||||||
Threshold level (in % of target) |
Target level | Maximum level (in % of target) |
Outcome (% of target) | |||||||||||||||||||||
Performance measures | Weighing | SEK outcome at threshold performance |
SEK outcome at target performance 2, 3) |
SEK outcome at maximum performance 2, 3) |
SEK actual performance outcome 2, 3) |
|||||||||||||||||||
Group Economic Profit 1) |
40% | 70% | 100% | 130% | 150.5% | |||||||||||||||||||
0 | 674,424 | 1,348,848 | 1,014,796 | |||||||||||||||||||||
Economic Profit Market Area Europe and Latin America 1) |
60% |
85% | 100% | 113% | 200% | |||||||||||||||||||
1,011,636 | 2,023,271 | 2,023,271 | ||||||||||||||||||||||
Total |
100% |
0 |
1,686,059 |
3,372,119 |
3,038,067 |
1) |
Economic profit means operating income minus cost of capital. Any remuneration in foreign currency has been translated to SEK at average exchange rate. |
2) |
Any remuneration in foreign currency has been translated to SEK at average exchange rate. |
3) |
Arun Bansal left the position as EVP May 31, 2022. All SEK values related to 2022 are calculated on pro-rata basis based on the period from January 1 to May 31, 2022. |
7 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 |
– | the Company’s financial performance and position |
– | stock market conditions and/or |
– | such other circumstances and reasons as the Board considers relevant. |
Award information, Long-Term Variable Compensation 2022 (LTV 2022) program | ||||||||||||||||||||
Participants | Allocation value 1) |
Allocation value as a percentage of annual basic salary 2) |
Number of Performance Shares granted 3) |
Percentage of the award to which performance conditions apply 4) |
Maximum number of Performance Shares that can be earned 5) |
|||||||||||||||
Börje Ekholm |
SEK 34,678,941 | 190% | 306,649 | 100% | 613,298 | |||||||||||||||
Fredrik Jejdling |
SEK 4,336,537 | 50% | 38,346 | 100% | 76,692 | |||||||||||||||
Arun Bansal 6) |
SEK 0 | 0% | – | – | – |
1) |
The amount represents the basic amount in SEK. |
2) |
The figures represent basic amounts as a percentage of annual basic salary at the date of award. |
3) |
Calculated as the respective grant value divided by the volume weighted average price of Ericsson’s B-shares on Nasdaq Stockholm during the five trading days immediately following the publication of the Company’s fourth quarter report for 2021. |
4) |
All Performance Shares are subject to challenging performance conditions. These are measured over pre-defined performance periods spanning one to three years. Performance conditions for LTV 2022 are: (1) Group operating income target (weighted at 45%) measured over the period January 1, 2022 to December 31, 2022, (2) absolute TSR performance (weighted 25%) in the range 6%-14% annual growth rate, (3) relative TSR performance (weighted 20%) of Ericsson’s B-share, ranked 6-2 against 11 peers, measured over the period January 1, 2022 to December 31, 2024, (4) reduction of CO2 emissions (weighted 5%) in the Company’s own facilities and (5) increased proportion of female executives (weighted 5%) within the Company. Performance conditions for LTV 2022 and details of how performance conditions will be calculated and measured are set out in the minutes of the 2022 AGM under item 16. |
5) |
The maximum number of shares that can be allotted will result in a dilution of approximately 0.1% of the total number of outstanding shares. The effect on key ratios is marginal. |
6) |
Arun Bansal left the position as EVP May 31, 2022. |
8 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
Performance conditions for LTV 2022 | ||||||||||||||
Program | Target | Conditions | Weight | Performance period | Possible outcome (Linear distribution) |
Outcome | Target achievement level 1) | |||||||
LTV 2022 |
Group Operating income (EBIT) 2022 |
Range (billion SEK) 24.1–34.1 |
45% | Jan 1, 2022– Dec 31, 2022 |
0%–200% | SEK 32,238 billion 2) |
162.76% | |||||||
LTV 2022 |
Absolute TSR | Range 6%–14% | 25% | Jan 1, 2022– Dec 31, 2024 |
0%–200% | – | – | |||||||
LTV 2022 |
Relative TSR | Ericsson’s ranking 6–2 |
20% | Jan 1, 2022– Dec 31, 2024 |
0%–200% | – | – | |||||||
LTV 2022 |
Reduction of CO 2 |
Range CO2 emissions (tonnes in thousands) 265–200 |
5% | Jan 1, 2022– Dec 31, 2024 |
0%–200% | – | – | |||||||
LTV 2022 |
Female managers | Percentage of female managers Range 22%–24% |
5% | Jan 1, 2022– Dec 31, 2024 |
0%–200% | – | – | |||||||
Total |
100% |
0%–200% |
1) |
The Board decided that the target achievement level for the performance condition for the Group’s operating income 2022 was 162,76% for the part of the Performance Share Rights that are granted based on the outcome of the Group’s operating result 2022. Further information regarding the number of Performance Share Units earned by each of the President and CEO and the Executive Vice Presidents is provided in the table Long-Term Variable Compensation (LTV) to the President and CEO and to the Executive Vice President. The performance share rights vest at the end of the vesting period in 2025. |
2) |
Excluding restructuring costs and other items not included in the performance condition. |
Performance conditions for LTV 2020 | ||||||||||||||
Program | Target 1) |
Conditions | Weight | Performance period | Possible outcome (Linear distribution) |
Outcome | Target achievement level 2) | |||||||
LTV 2020 |
Group Operating income (EBIT) 2020 |
Range (billion SEK) 19.1– 27.9 |
50% | Jan 1, 2020– Dec 31, 2020 |
0%–200% | SEK 29.1 billion | 200.00% 1) | |||||||
LTV 2020 |
Absolute TSR | Range 6%–14% | 30% | Jan 1, 2020– Dec 31, 2022 |
0%–200% | -6,65% | 0% 2) | |||||||
LTV 2020 |
Relative TSR | Ericsson’s ranking 6–2 | 20% | Jan 1, 2020– Dec 31, 2022 |
0%–200% | 12 out of 11 | 0% 2) | |||||||
Total |
100% |
0%–200% |
100% |
1) |
As announced in the 2020 Annual Report, the Board decided that the target achievement level for the performance condition for the Group’s 2020 operating income was 200% for the part of the Performance Share Rights based on an outcome of the Group’s 2020 operating income. |
2) |
The Board decided that the target achievement level for the performance conditions development of absolute TSR and relative TSR amounted to 0% and 0% respectively, based on the achievements of -6,65% absolute TSR and ranking 12 for relative TSR, resulting in an overall achieved target achievement level of 100% for LTV 2020. Performance shares vest at the end of the vesting period in 2023. For further information on the number of Performance Share Units earned by each of the President and CEO and the Executive Vice Presidents, please refer to the table Long-Term Variable Compensation (LTV) of the President and CEO and the Executive Vice Presidents. |
9 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
Long-term variable remuneration (LTV) to the President and CEO and to the Executive Vice Presidents | ||||||||||||||||||||||||||||||||||||||||
Main conditions for share-based plans | Information concerning the reported financial year | |||||||||||||||||||||||||||||||||||||||
Performance | ||||||||||||||||||||||||||||||||||||||||
End | Maximum | Performance | share rights | Balance at | ||||||||||||||||||||||||||||||||||||
date | number of | Performance | share rights | forfeited and | year-end, | |||||||||||||||||||||||||||||||||||
of the | Performance | Performance | share rights | still subject to | paid out in | Performance | ||||||||||||||||||||||||||||||||||
Perfor- | perfor- | End date | share rights | Shares that can | Incoming | earned during | performance | shares during | shares earned | |||||||||||||||||||||||||||||||
Name and | Target | Date of | mance | mance | of vesting | granted | be Awarded | balance | the year | conditions | the year | but not forfeited | ||||||||||||||||||||||||||||
position | Program | (weight) 1) |
award 2) |
period 3) |
period 4) |
period 5) |
(value in SEK) 6) |
(value in SEK) 7) |
(value in SEK) 8) |
(value in SEK) 9) |
(value in SEK) 10) |
(value in SEK) 11) |
(value in SEK) 12) |
|||||||||||||||||||||||||||
Börje Ekholm CEO and President |
LTV 2022 | Group Operating income (EBIT) (45%) | 18/5/ 2022 |
1 year | 31/12/ 2022 |
18/5/ 2025 |
|
137,994 (15,605,741) |
|
|
275,988 (31,211,483) |
|
|
224,594 (13,852,958) |
|
|
224,594 (13,852,958) |
| ||||||||||||||||||||||
TSR performance conditions (45%) | 18/5/ 2022 |
3 years | 31/12/ 2024 |
18/5/ 2025 |
|
137,991 (15,605,402) |
|
|
275,982 (31,210,804) |
|
|
275,982 (17,022,570) |
|
|||||||||||||||||||||||||||
ESG targets (10%) | 18/5/ 2022 |
3 years | 31/12/ 2024 |
18/5/ 2025 |
|
30,664 (3,467,792) |
|
|
61,328 (6,935,584) |
|
|
61,328 (3,782,711) |
|
|||||||||||||||||||||||||||
LTV 2021 | Group Operating income (EBIT) (50%) | 3/5/ 2021 |
1 year | 31/12/ 2021 |
3/5/ 2024 |
|
154,161 (16,834,381) |
|
|
308,322 (33,668,762) |
|
|
308,322 (19,017,301) |
|
|
308,322 (19,017,301) |
| |||||||||||||||||||||||
TSR performance conditions (50%) | 3/5 2021 |
3 years | 31/12/ 2023 |
3/5/ 2024 |
|
154,162 (16 834 490) |
|
|
308,324 (33,668,981) |
|
|
308,324 (19,017,424) |
|
|||||||||||||||||||||||||||
LTV 2020 | Group Operating income (EBIT) (50%) | 1/4/ 2020 |
1 year | 31/12/ 2020 |
1/4/ 2023 |
|
194,830 (15,188,947) |
|
|
389,660 (30,377,894) |
|
|
389,660 (24,034,229) |
|
|
389,660 (24,034,229) |
| |||||||||||||||||||||||
TSR performance conditions (50%) | 1/4/ 2020 |
3 years | 31/12/ 2022 |
1/4/ 2023 |
|
194,830 (15,188,947) |
|
|
389,660 (30,377,894) |
|
||||||||||||||||||||||||||||||
LTV 2019 13) |
Group Operating income (EBIT) (50%) | 18/5/ 2019 |
1 year | 31/12/ 2019 |
18/5/ 2022 |
|
146,087 (13,808,143) |
|
|
292,174 (27,616,286) |
|
|
292,174 (18,021,292) |
|
|
292,174 (18,021,292) |
| |||||||||||||||||||||||
TSR performance conditions (50%) | 18/5/ 2019 |
3 years | 31/12/ 2021 |
18/5/ 2022 |
|
146,087 (13,808,143) |
|
|
292,174 (27,616,286) |
|
|
76,973 (4,747,695) |
|
|
76,973 (4,747,695) |
| ||||||||||||||||||||||||
Total |
|
1,296,806 (126,341,987 ) |
|
|
2,593,612 (252,683,974 ) |
|
|
1,067,129 (65,820,517 ) |
|
|
224 594 (13,852,958 ) |
|
|
645,634 (39,822,705 ) |
|
|
1,291,723 (79,673,475 ) |
|
1) |
TSR performance conditions include both absolute and relative performance conditions for each program. |
2) |
The date of allocation represents the date on which the original allocation was made. |
3) |
Performance period represents the period over which the performance conditions are measured. |
4) |
The end date of the performance period represents the date on which the performance period ends. |
5) |
The Vesting Period End Date represents the date on which any Performance Shares will vest and entitle participants to receive shares. |
6) |
The figures represent the original number of Performance Share Rights granted on the grant date. Values in SEK represent the corresponding value on the date of award. |
7) |
The figures represent the maximum number of Performance Share Units that can be earned for each performance condition. Values in SEK represent the corresponding value on the date of award. |
8) |
Figures represent the balance at the beginning of the year, which includes Performance Share Units earned for prior years that have not yet been awarded. Values in SEK are calculated as the number of vested Performance Share rights multiplied by the volume weighted average share price for the last five trading days of the previous financial year. |
9) |
The figures represent the number of Performance Share Units earned that had a performance period that expired during the financial year. Values in SEK are calculated as the number of Performance Share Units earned multiplied by the volume weighted average share price for the last five trading days of the financial year. |
10) |
The figures represent the maximum number of outstanding Performance Shares that are still subject to an ongoing performance period. Values in SEK are calculated as the number of outstanding Performance Shares still subject to a performance period multiplied by the volume weighted average share price for the last five trading days of the financial year. |
11) |
The figures represent the number of Performance Share Units that had a vesting period expiring during the financial year and that entitled the participant to receive shares free of charge. Values in SEK represent the fair value of shares granted to the participant at the end of the vesting period. |
12) |
The figures represent the balance at the end of the year, which includes Performance Share Units earned during the financial year as well as previous Performance Share Units earned but not forfeited. Values in SEK are calculated as the number of Performance Share Units earned multiplied by the volume weighted average share price for the last five trading days of the financial year. |
13) |
LTV 2019 payment pending after recommendation by the Chairman of the Board, CEO and CLO (Chief Legal Officer). |
10 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
Main conditions for share-based plans | Information concerning the reported financial year | |||||||||||||||||||||||||||||||||||||||
Performance | ||||||||||||||||||||||||||||||||||||||||
End | Maximum | Performance | share rights | Balance at | ||||||||||||||||||||||||||||||||||||
date | number of | Performance | share rights | forfeited and | year-end, | |||||||||||||||||||||||||||||||||||
of the | Performance | Performance | share rights | still subject to | paid out in | Performance | ||||||||||||||||||||||||||||||||||
Perfor- | perfor- | End date | share rights | Shares that can | Incoming | earned during | performance | shares during | shares earned | |||||||||||||||||||||||||||||||
Name and | Target | Date of | mance | mance | of vesting | granted | be Awarded | balance | the year | conditions | the year | but not forfeited | ||||||||||||||||||||||||||||
position | Program | (weight) 1) |
award 2) |
period 3) |
period 4) |
period 5) |
(value in SEK) 6) |
(value in SEK) 7) |
(value in SEK) 8) |
(value in SEK) 9) |
(value in SEK) 10) |
(value in SEK) 11) |
(value in SEK) 12) |
|||||||||||||||||||||||||||
Fredrik Jejdling Vice President and Head of Business Area Networks |
LTV 2022 | Group Operating income (EBIT) (45%) | 18/5/ 2022 |
1 year | 31/12/ 2022 |
18/5/ 2025 |
|
17,257 (1,951,594) |
|
|
34,514 (3,903,188) |
|
|
28 086 (1,732,344) |
|
|
28 086 (1,732,344) |
| ||||||||||||||||||||||
TSR performance conditions (45%) | 18/5/ 2022 |
3 years | 31/12/ 2024 |
18/5/ 2025 |
|
17,255 (1,951,368) |
|
|
34,510 (3,902,736) |
|
|
34 510 (2,128,577) |
|
|||||||||||||||||||||||||||
ESG targets (10%) | 18/5/ 2022 |
3 years | 31/12/ 2024 |
18/5/ 2025 |
|
3,834 (433,587) |
|
|
7,668 (867,174) |
|
|
7 668 (472,962) |
|
|||||||||||||||||||||||||||
LTV 2021 | Group Operating income (EBIT) (50%) | 3/5 2021 |
1 year | 31/12/ 2023 |
3/5/ 2024 |
|
19,092 (2,084,846) |
|
|
38,184 (4,169,693) |
|
|
38,184 (2,355,189) |
|
|
38 184 (2,355,189) |
| |||||||||||||||||||||||
TSR performance criteria (50%) | 3/5 2021 |
3 years | 12/31/ 2023 |
3/5/ 2024 |
|
19,092 (2,084,846) |
|
|
38,184 (4,169,693) |
|
|
38,184 (2,355,189) |
|
|||||||||||||||||||||||||||
LTV 2020 | Group Operating income (EBIT) (50%) | 1/4/ 2020 |
1 year | 12/31/ 2020 |
1/4/ 2023 |
|
22,262 (1,735,546) |
|
|
44,524 (3,471,091) |
|
|
44 524 (2,746,240) |
|
|
44 524 (2,746,240) |
| |||||||||||||||||||||||
TSR performance criteria (50%) | 1/4/ 2020 |
3 years | 12/31/ 2022 |
1/4/ 2023 |
|
22,263 (1,735,623) |
|
|
44,526 (3,471,247) |
|
||||||||||||||||||||||||||||||
LTV 2019 13) |
Group Operating income (EBIT) (50%) | 18/5/ 2019 |
1 year | 31/12/ 2019 |
18/5/ 2022 |
|
16,321 (1,542,661) |
|
|
32,642 (3,085,322) |
|
|
32,642 (2,013,359) |
|
|
32,642 (2,013,359) |
| |||||||||||||||||||||||
TSR performance criteria (50%) | 18/5/ 2019 |
3 years | 31/12/ 2021 |
18/5/ 2022 |
|
16,322 (1,542,755) |
|
|
32,644 (3,085,511) |
|
|
8,599 (530,386) |
|
|
8,599 (530,386) |
| ||||||||||||||||||||||||
Total |
153,698 (15,062,827) |
307,396 (30,125,655) |
123,949 (7,645,174) |
28,086 (1,732,344) |
80,362 (4,956,728) |
152,035 (9,377,519) |
1) |
TSR performance conditions include both absolute and relative performance conditions for each program. |
2) |
The date of allocation represents the date on which the original allocation was made. |
3) |
Performance period represents the period over which the performance conditions are measured. |
4) |
The end date of the performance period represents the date on which the performance period ends. |
5) |
The Vesting Period End Date represents the date on which any Performance Shares will vest and entitle participants to receive shares. |
6) |
The figures represent the original number of Performance Share Rights granted on the grant date. Values in SEK represent the corresponding value on the date of award. |
7) |
The figures represent the maximum number of Performance Share Units that can be earned for each performance condition. Values in SEK represent the corresponding value on the date of award. |
8) |
Figures represent the balance at the beginning of the year, which includes Performance Share Units earned for prior years that have not yet been awarded. Values in SEK are calculated as the number of vested Performance Share rights multiplied by the volume weighted average share price for the last five trading days of the previous financial year. |
9) |
The figures represent the number of Performance Share Units earned that had a performance period that expired during the financial year. Values in SEK are calculated as the number of Performance Share Units earned multiplied by the volume weighted average share price for the last five trading days of the financial year. |
10) |
The figures represent the maximum number of outstanding Performance Shares that are still subject to an ongoing performance period. Values in SEK are calculated as the number of outstanding Performance Shares still subject to a performance period multiplied by the volume weighted average share price for the last five trading days of the financial year. |
11) |
The figures represent the number of Performance Share Units that had a vesting period expiring during the financial year and that entitled the participant to receive shares free of charge. Values in SEK represent the fair value of shares granted to the participant at the end of the vesting period. |
12) |
The figures represent the balance at the end of the year, which includes Performance Share Units earned during the financial year as well as previous Performance Share Units earned but not forfeited. Values in SEK are calculated as the number of Performance Share Units earned multiplied by the volume weighted average share price for the last five trading days of the financial year. |
13) |
LTV 2019 payment pending after recommendation by the Chairman of Board, CEO and CLO (Chief Legal Officer). |
11 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
Main conditions for share-based plans | Information concerning the reported financial year | |||||||||||||||||||||||||||||||||||||
Name and position |
Program | Target (weight) 1) |
Date of award 2) |
Perfor- mance period 3) |
End date of the perfor- mance period 4) |
End date of vesting period 5) |
Performance share rights granted (value in SEK) 6) |
Maximum number of Performance Shares that can be Awarded (value in SEK) 7) |
Incoming balance (value in SEK) 8) |
Performance share rights earned during the year (value in SEK) 9 ) |
Performance share rights still subject to performance conditions (value in SEK) 10) |
Performance share rights forfeited and paid out in shares during the year (value in SEK) 11) |
Balance at year-end, Performance shares earned but not forfeited (value in SEK) 12) | |||||||||||||||||||||||||
Arun Bansal Executive Vice President and Head of Market Area Europe and Latin America 14) |
LTV 2022 | Group Operating income (EBIT) (45%) | 1 year | 31/12/ 2022 |
0 | - | ||||||||||||||||||||||||||||||||
TSR performance conditions (45%) | 3 years | 31/12/ 2024 |
0 | - | ||||||||||||||||||||||||||||||||||
ESG targets (10%) | 3 years | 31/12/ 2024 |
0 | - | ||||||||||||||||||||||||||||||||||
LTV 2021 | Group Operating income (EBIT) (50%) | 3/5 2021 |
1 year | 31/12/ 2021 |
3/5/ 2024 |
|
18,062 (1,972,370) |
|
|
36,124 (3,944,741) |
|
|
36,124 (2,228,128) |
|
20,057 15) (1,237,116) | |||||||||||||||||||||||
TSR performance criteria (50%) | 3/5 2021 |
3 years | 31/12/ 2023 |
3/5/ 2024 |
|
18,063 (1,972,480) |
|
|
36,126 (3,944,959) |
|
|
20,059 15) (1,237,239) |
|
|||||||||||||||||||||||||
LTV 2020 | Group Operating income (EBIT) (50%) | 1/4/ 2020 | 1 year | 31/12/ 2020 |
1/4/ 2023 |
|
27,399 (2,136,026) |
|
|
54,798 (4,272,052) |
|
|
54,798 (3,379,941) |
|
50,294 (3,102,134) | |||||||||||||||||||||||
TSR performance criteria (50%) | 1/4/ 2020 | 3 years | 31/12/ 2022 |
1/4/ 2023 |
|
27,398 (2,135,948) |
|
|
54,796 (4,271,896) |
|
||||||||||||||||||||||||||||
LTV 2019 13) |
Group Operating income (EBIT) (50%) | 18/5/ 2019 | 1 year | 31/12/ 2019 |
18/5/ 2022 |
|
18 909 (1,787,279) |
|
|
37,818 (3,574,557) |
|
|
37 818 (2 332 614) |
|
37,818 (2,332,614) | |||||||||||||||||||||||
TSR performance criteria (50%) | 18/5/ 2019 | 3 years | 31/12/ 2021 |
18/5/ 2022 |
|
18,909 (1,787,279) |
|
|
37,818 (3,574,557) |
|
|
9,962 (614,456) |
|
9,962 (614,456) | ||||||||||||||||||||||||
Total |
128,740 (11,791,381) |
257,480 (23,582,763) |
138,702 (8,555,139) |
20,059 (1,237,239) |
118,131 (7,286,320) |
1) |
TSR performance conditions include both absolute and relative performance conditions for each program. |
2) |
The date of allocation represents the date on which the original allocation was made. |
3) |
Performance period represents the period over which the performance conditions are measured. |
4) |
The end date of the performance period represents the date on which the performance period ends. |
5) |
The Vesting Period End Date represents the date on which any Performance Shares will vest and entitle participants to receive shares. |
6) |
The figures represent the original number of Performance Share Rights granted on the grant date. Values in SEK represent the corresponding value on the date of award. |
7) |
The figures represent the maximum number of Performance Share Units that can be earned for each performance condition. Values in SEK represent the corresponding value on the date of award. |
8) |
Figures represent the balance at the beginning of the year, which includes Performance Share Units earned for prior years that have not yet been awarded. Values in SEK are calculated as the number of vested Performance Share rights multiplied by the volume weighted average share price for the last five trading days of the previous financial year. |
9) |
The figures represent the number of Performance Share Units earned that had a performance period that expired during the financial year. Values in SEK are calculated as the number of Performance Share Units earned multiplied by the volume weighted average share price for the last five trading days of the financial year. |
10 ) |
The figures represent the maximum number of outstanding Performance Shares that are still subject to an ongoing performance period. Values in SEK are calculated as the number of outstanding Performance Shares still subject to a performance period multiplied by the volume weighted average share price for the last five trading days of the financial year. |
11) |
The figures represent the number of Performance Share Units that had a vesting period expiring during the financial year and that entitled the participant to receive shares free of charge. Values in SEK represent the fair value of shares granted to the participant at the end of the vesting period. |
12) |
The figures represent the balance at the end of the year, which includes Performance Share Units earned during the financial year as well as previous Performance Share Units earned but not forfeited. Values in SEK are calculated as the number of Performance Share Units earned multiplied by the volume weighted average share price for the last five trading days of the financial year. |
13) |
LTV 2019 payment pending after recommendation by the Chairman of Board, CEO and CLO (Chief Legal Officer). |
14) |
Arun Bansal left the position as EVP May 31, 2022. |
15) |
Holdings in LTV 2020 and 2021 prorated based on last day for employment as December 31, 2022. |
12 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 |
– | The President and CEO must build and maintain a shareholding equivalent to at least 200% of the annual fixed salary |
– | Other members of the Executive Team must build up and maintain a shareholding equivalent to at least 75% of their respective annual fixed salary. |
– | Holdings of Ericsson Class B-shares held or acquired by the Executive Team member |
– | Vested but unexercised options (value calculated after tax and after utilization costs) |
– | Share rights held by the member of the Executive Team, for which performance and/or employment conditions have been met, but which must be held for a certain period of time (value calculated after tax). |
– | An acceleration of RR’s existing long-term share based variable incentive program of restricted and performance stock units (RSU and PSU) in Vonage in return of cash compensation to be paid in four incremental payments of in total USD 43,400,028, whereof USD 32,760,000 has been paid during 2022. |
– | An indemnification by the Company to compensate RR (on a fully tax grossed up basis) for any excise tax and interest or other penalties that may become due in connection with the acceleration of RSU and PSU under RR’s long-term share based variable incentive program in Vonage, corresponding to a maximum gross up amount of USD 4,000,000. |
– | A two-year (2022 until and including 2023) cash-based incentive program of a variable remuneration on target level of USD 12,000,000 and a maximum of USD 36,000,000 at 300% target achievement, to ensure the fulfillment of the Vonage management business plan for Vonage. Payout under the program only takes place under conditions that set targets for sales growth and results are achieved according to the current business plan. For 2022, the maximum earning opportunity amounted to USD 18,000,000. The actual achievement for 2022 was approximately 4,1% of the maximum earning opportunity, which corresponds to USD 738,750 payable in 2024 conditional upon RR’s continued employment. |
– | In the event of termination of RR’s employment by the Company, RR is obliged to receive severance pay equal to 12 months’ fixed salary, an amount corresponding to annual short-term variable compensation calculated at the target level, the current year’s bonus outcome calculated prorated in relation to the time worked during the year and other benefits amounting under the notice period. |
13 Financial Report 2022 | Remuneration report 2022 | Ericsson Annual Report on Form 20-F 2022 | |||
Comparison table of the change in remuneration and the Company’s performance over the last three financial years reported | ||||||||||||||||||||||||||||||
Ericsson’s performance | ||||||||||||||||||||||||||||||
Remuneration to the President and CEO and to the Executive Vice President |
Börje Ekholm President and CEO |
Fredrik Jejdling Executive Vice President and Head of Business Area Networks |
Arun Bansal Executive Vice President and Head of Market Area Europe and Latin America 4) |
Average remuneration of employees converted to full- time equivalents 3) |
Group operating income (EBIT) SEK million |
Group Net Sales SEK million |
Share price at December 31 for the financial year |
|||||||||||||||||||||||
2022 (% change) |
Fixed remuneration 1) |
19,290,595 (3%) |
9,666,757 (6%) |
5,090,173 (-69%) |
966,031 (8,5%) |
27,020 (10%) |
271,546 (17%) |
|
60.9 (-38,97%) |
| ||||||||||||||||||||
Variable remuneration 2) |
0 (-100%) |
6,671,595 (-54%) |
3,986,292 (-73%) |
230,928 (-27%) |
||||||||||||||||||||||||||
2021 (% change) |
Fixed remuneration 1) |
18,764,547 (1%) |
9,144,067 (15%) |
16,503,462 (73%) |
889,538 (13%) |
31,780 (14%) |
232,314 (-0.03%) |
99.79 (2.20%) |
||||||||||||||||||||||
Variable remuneration 2) |
88,782,271 (22%) |
14,626,469 (122%) |
14,763,028 (11,248%) |
295,193 (-1%) |
||||||||||||||||||||||||||
2020 (% change) |
Fixed remuneration 1) |
18,498,002 (13%) |
7,948,081 (15%) |
9,514,116 |
790,295 (-23%) |
27,808 (163%) |
232,390 (2.28%) |
97.64 (19.72%) |
||||||||||||||||||||||
Variable remuneration 2) |
72,507,054 |
6,595,909 (103%) |
130,096 |
299,589 (25%) |
||||||||||||||||||||||||||
Comments | |
LTV 2018 expired and shares were transferred in May 2021. |
|
|
LTV 2018 expired and shares were transferred in May 2021. |
|
|
LTV 2018 vested and shares were transferred in may 2021. Information disclosed and compared during dates of being EVP. |
|
|
In 2021, the delayed salary revision for 2020 took place with a company- sponsored retroactive effect, which increased the remuneration of other employees. A majority of employees do not have variable remuneration. |
|
1) |
Fixed remuneration includes fixed salary and other benefits. |
2) |
Variable remuneration for the CEO and President and to the Executive Vice Presidents includes applicable STV and LTV. For the Company’s employees, variable remuneration includes short-term and long-term variable remuneration. For the sake of comparison, variable remuneration represents figures accrued and paid during the financial year. This is because performance reviews and long-term variable remuneration programs for other employees with performance periods expiring in fiscal year 2022 have not yet been completed. |
3) |
Employees of Telefonaktiebolaget LM Ericsson, excluding the CEO and President and other members of Executive Team employed by the Company. |
4) |
Arun Bansal left the position as EVP on May 31, 2022. All values related to 2022 are calculated on pro-rata basis based on the period from January 1 to May 31, 2022. |
Financial Report 2022 | | Ericsson Annual Report on Form 20-F 2022 | |||
By: | /s/ Stefan Salentin | |||||
Stefan Salentin | ||||||
Head of Group Controlling and External Reporting | ||||||
By: | /s/ Carl Mellander | |||||
Carl Mellander | ||||||
Senior Vice President and Chief Financial Officer |