Summary 2003
As an American company, Autoliv follows Generally Accepted Accounting Principles in the United States (U.S. GAAP). This annual report also contains some non-GAAP measures. Some of them are required by Autoliv creditors. Management believes that these non-GAAP measures may assist investors in analyzing trends in the Company's business. Investors should consider these non-GAAP measures in addition to rather than as a substitute for financial reporting measures prepared in accordance with U.S. GAAP.
| U.S.$ | 2003 | 2002 | Change |
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| Sales (in millions) | 5,301 | 4,443 | +19% |
| Operating income (in millions) | 427 | 323 | +32% |
| Net income (in millions) | 268 | 176 | +53% |
| Earnings per share | 2.81 | 1.79 | +57% |
| Cash from operations (in millions) | 530 | 509 | +4% |
| Return on shareholder's equity (%) | 12.2 | 8.9 | +37% |
| Dividends paid (in millions) | 51 | 43 | +20% |
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Net Sales In 2003, Autoliv's sales continued to outgrow the light vehicle production in Europe and North America. Consolidated sales rose by 19% to $5,301 million and organic sales by 5%, compared to a 2% decline in the vehicle production. Over the last five years, Autoliv's reported sales (i.e. including acquisitions) have grown by almost 40%, compared to a 4% decline in the North American and European light vehicle production. |
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Earnings Per Share The turnaround in 2002 continued during 2003 when earnings per share improved by 57%, hitting a record high of $2.81, including a one-time license income and currency effects that boosted earnings per share by 26%. In 2001, earnings were hit by a drop in vehicle production, peaking raw material prices and negative currency effects. Pro forma numbers show earnings using the same accounting principles for all years (see Note 1 to the Consolidated Financial Statements included herein.) |
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Cash Flow In 2003, operations continued to generate over one-half billion dollars in cash before capital expenditures, and over one-quarter billion after these investments. Although cash flow dropped in 2000 and 2001, the internal cash generation has always been enough to cover capital expenditures. |