Assets
| Type | Time | Amount | Unit |
|---|---|---|---|
| ifrs-full:Assets | 2015-06-30 | 4828155000 | u0 |
| ifrs-full:Assets | 2015-06-30 | 4757247000 | u0 |
| ifrs-full:Assets | 2015-06-30 | 4638142000 | u0 |
| ifrs-full:Assets | 2015-06-30 | 8656917000 | u0 |
| ifrs-full:Assets | 2014-06-30 | 8610301000 | u0 |
Revenue
| Type | Start date | End date | Amount | Unit |
|---|---|---|---|---|
| ifrs-full:Revenue | 2014-07-01 | 2015-06-30 | 503455000 | u0 |
| ifrs-full:Revenue | 2014-07-01 | 2015-06-30 | 504452000 | u0 |
| ifrs-full:Revenue | 2014-07-01 | 2015-06-30 | 547999000 | u0 |
| ifrs-full:Revenue | 2014-07-01 | 2015-06-30 | 478118000 | u0 |
| ifrs-full:Revenue | 2013-07-01 | 2014-06-30 | 474994000 | u0 |
XML
See the xml submitted here:
XML: http://regnskaber.virk.dk/81274267/ZG9rdW1lbnRsYWdlcjovLzAzL2ZiLzM3LzU0LzVhL2JmMzEtNGU5Yi1iNThlLTQ2ZTdkZTJiNzZjMg.xml
Separator
The full data:
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decimals="-3">1196000</d:AmortisationOfIntangibleAssets><d:AccumulatedImpairmentLossesAndAmortisationOfIntangibleAssets contextRef="c148" unitRef="u0" decimals="-3">3588000</d:AccumulatedImpairmentLossesAndAmortisationOfIntangibleAssets><d:IntangibleAssets contextRef="c148" unitRef="u0" decimals="-3">2392000</d:IntangibleAssets><d:PropertyPlantAndEquipmentGross contextRef="c242" unitRef="u0" decimals="-3">18688000</d:PropertyPlantAndEquipmentGross><d:PropertyPlantAndEquipmentGross contextRef="c235" unitRef="u0" decimals="-3">70344000</d:PropertyPlantAndEquipmentGross><d:PropertyPlantAndEquipmentGross contextRef="c246" unitRef="u0" decimals="-3">2737000</d:PropertyPlantAndEquipmentGross><d:AdditionsToPropertyPlantAndEquipment contextRef="c243" unitRef="u0" decimals="-3">1641000</d:AdditionsToPropertyPlantAndEquipment><d:AdditionsToPropertyPlantAndEquipment contextRef="c236" unitRef="u0" decimals="-3">5708000</d:AdditionsToPropertyPlantAndEquipment><d:AdditionsToPropertyPlantAndEquipment 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decimals="-3">-3839000</d:ImpairmentLossesAndDepreciationOfDisposedPropertyPlantAndEquipment><d:AccumulatedImpairmentLossesAndDepreciationOfPropertyPlantAndEquipment contextRef="c244" unitRef="u0" decimals="-3">18705000</d:AccumulatedImpairmentLossesAndDepreciationOfPropertyPlantAndEquipment><d:AccumulatedImpairmentLossesAndDepreciationOfPropertyPlantAndEquipment contextRef="c237" unitRef="u0" decimals="-3">64752000</d:AccumulatedImpairmentLossesAndDepreciationOfPropertyPlantAndEquipment><d:PropertyPlantAndEquipment contextRef="c244" unitRef="u0" decimals="-3">1624000</d:PropertyPlantAndEquipment><d:PropertyPlantAndEquipment contextRef="c237" unitRef="u0" decimals="-3">7362000</d:PropertyPlantAndEquipment><d:PropertyPlantAndEquipment contextRef="c248" unitRef="u0" decimals="-3">5062000</d:PropertyPlantAndEquipment><d:InvestmentsGross contextRef="c202" unitRef="u0" decimals="-3">4632438000</d:InvestmentsGross><d:AdditionsToInvestments contextRef="c203" unitRef="u0" decimals="-3">129004000</d:AdditionsToInvestments><d:InvestmentsGross contextRef="c204" unitRef="u0" decimals="-3">4761442000</d:InvestmentsGross><d:LongtermInvestmentsAndReceivables contextRef="c204" unitRef="u0" decimals="-3">4761442000</d:LongtermInvestmentsAndReceivables><d:DeferredTaxLiability contextRef="c405" unitRef="u0" decimals="-3">37000</d:DeferredTaxLiability><d:DeferredTaxLiability contextRef="c406" unitRef="u0" decimals="-3">-38000</d:DeferredTaxLiability><d:DeferredTaxLiability contextRef="c407" unitRef="u0" decimals="-3">2846000</d:DeferredTaxLiability><d:DeferredTaxLiability contextRef="c408" unitRef="u0" decimals="-3">3434000</d:DeferredTaxLiability><d:FeesForAuditorsPerformingStatutoryAudit contextRef="c106" unitRef="u0" decimals="-3">529000</d:FeesForAuditorsPerformingStatutoryAudit><d:FeesForAuditorsPerformingStatutoryAudit contextRef="c2014" unitRef="u0" decimals="-3">519000</d:FeesForAuditorsPerformingStatutoryAudit><d:FeesForOtherServicesPerformedByAuditors contextRef="c106" unitRef="u0" decimals="-3">15000</d:FeesForOtherServicesPerformedByAuditors><d:FeesForOtherServicesPerformedByAuditors contextRef="c2014" unitRef="u0" decimals="-3">20000</d:FeesForOtherServicesPerformedByAuditors><h:DescriptionOfPrimaryActivitiesOfEntity contextRef="c1">Microsoft Development Center Copenhagen ApS (MDCC) is one of Microsoftâs strategic international development centers. MDCC develops business applications for the global market and the majority of our employees are highly specialized software developers recruited from all over the world. MDCC employs people from Denmark and Eastern European countries in particular but also from Southern Europe, Asia, South America, the US, the Middle East and the African continent. Our staff counts more than 40 different nationalities making MDCC one of the most international companies in Denmark.
MDCC is focused on the development of business applications for Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM). The products are marketed under the Microsoft Dynamics brand. They include Microsoft Dynamics CRM, Microsoft Dynamics AX, Microsoft Dynamics NAV and C5.
Our development activities in Denmark equally comprises the Danish game development activity Press Play, acquired by Microsoft in 2012.
As a part of Microsoft, our mission is to empower every person and every organization on the planet to achieve more through best-in-class platforms & productivity services for a mobile-first, cloud-first world.
</h:DescriptionOfPrimaryActivitiesOfEntity><h:DescriptionOfDevelopmentInActivitiesAndFinancialAffairs contextRef="c1">MDCC is a focused development center, which means that the business applications developed here are sold through Microsoft subsidiaries worldwide, including the Danish subsidiary in Hellerup, Microsoft Denmark. The subsidiaries work with an ecosystem of local and international partners who sell, customize and deploy the products to our customers. Therefore, the net turnover consists exclusively of intragroup sales that are directly linked to the cost level of the company. As such, the companyâs net turnover does not reflect market share or the turnover of individual products but more effective cost management.
The result for the year is positively influenced by financial income. Profit before tax was DKK 61 million compared to DKK 55 million last fiscal year. The result is described as satisfactory.
As part of a companywide restructuring announced by Microsoft in July 2014, with a loss of 18.000 positions worldwide (of which 12,500 were with newly acquired Nokia), the workforce at MDCC was subsequently reduced by 37 positions in September 2014.
</h:DescriptionOfDevelopmentInActivitiesAndFinancialAffairs><h:DescriptionOfNon-FinancialFactorsRelevantToSpecificActivities contextRef="c1">New facility
MDCC and Microsoft Denmark will move into new facilities designed by the Danish Henning Larsen Architects in Lyngby in November 2015. The co-location of the two entities will further position Microsoft as an innovative and attractive workplace, bringing to life the Microsoft vision of a New World of Work.
The new location offers easy access, flexible work stations and an environment that supports collaboration and employee empowerment through modern productivity tools and technology. It will also contribute to increased visibility and stronger branding along with an opportunity to engage with the Danish community in new ways. While benefiting from a range of synergies by sharing the same location, MDCC and Microsoft Denmark will remain two separate business entities.
</h:DescriptionOfNon-FinancialFactorsRelevantToSpecificActivities><h:DescriptionOfKnowledgeResources contextRef="c1">Intellectual capital
MDCC collaborates with other Microsoft development centers around the world where each center has its core competencies. The collaboration is based on a distributed development model focused on optimizing the interaction between centers. This strategic business model offers flexibility as resources are relocated, project teams are composed and tasks placed where it appears most suitable with regards to competencies and in order to optimize the organization.
This, together with the fact that MDCC employs both full time employees and vendors, in particular in connection with bigger software productions, means that the number of employees varies continually. MDCC currently counts around 300 full time employees and vendors sourced from across the world.
The preferred IT workplace in Denmark
Recruiting and integrating people with significantly different backgrounds in regards to language, culture and perspectives, contributes to ensuring a dynamic and inspiring work environment where Danish knowledge and expertise interact with international core competencies and approaches in creating innovative solutions.
Microsoft Development Center Copenhagen and Microsoft Denmark have together gotten several awards through the years for being the preferred IT workplace in Denmark and in Europe. For six consecutive years, we were awarded the âIT-workplace with the best imageâ by a survey carried out among 3,000 engineers and engineering students in Denmark. With the move to our new location in Lyngby, we expect to further heighten our profile at home and abroad as a strong R&D contender and as an exciting workplace for highly skilled IT-professionals.
</h:DescriptionOfKnowledgeResources><h:DescriptionOfResearchAndDevelopmentActivitiesInAndForReportingEntity contextRef="c1">MDCC drives a major part of Microsoftâs innovation and development of business applications.
Our Microsoft Dynamics products are amongst the leading end-to-end solutions in the global market. They provide comprehensive core business management functionality for small, local businesses to large, international organizations.
As an international development center, MDCC welcomes customers and partners from all over the world wishing to meet our R&D leaders and specialists to discuss the Microsoft Dynamics solutions and the Microsoft Executive Briefing Center Copenhagen (EBC) is in charge of larger visits. During the financial year 2014/2015, the EBC at MDCC delivered more than 100 briefings, touching 450 accounts and welcoming 1,800 guests.
Microsoft Dynamics CRM
Microsoft Dynamics CRM is a customer relationship management application that provides sales, service, and marketing capabilities. It helps companies make the connections that build loyalty and maximize the value of customer relationships.
In 2015, our Microsoft Dynamics CRM solutions won the CRM Market Leader award presented by the editors of CRM Magazine. Furthermore, Microsoft won the 14th annual Market Awards in the Leaders category of enterprise, midmarket, SMB and sales force automation CRM suite.
Microsoft Dynamics CRM is developed in a distributed model across several Microsoft R&D centers. The Danish based CRM team was established in November 2012. Our core focus and main highlight of the past year was the release of Microsoft Dynamics CRM 2015, as well as updates to Microsoft Dynamics CRM Online and Microsoft Dynamics Marketing services. In addition to working on Microsoft Social Engagement, a solution that enables companies to monitor and analyze their customersâ social behavior and engage with them in entirely new ways, the Danish based team has been concentrating its efforts on the Spring 2015 release of Microsoft Dynamics CRM Online and, in particular, Microsoft Dynamics Marketing. This release delivers a series of enhancements that enable employees to be more productive in the office or on the go, make better decisions through increased business and customer insight, better serve customers with integrated knowledge management, and increase the impact of marketing investments.
In the coming year, the Microsoft Dynamics CRM team will focus on the continuous development of innovative applications and intuitive user experiences to enable businesses throughout the world to engage with their customers in new ways.
Microsoft Dynamics AX
Microsoft Dynamics AX is an ERP solution targeting medium-sized and large companies. Microsoft Dynamics AX provides built-in industry functionality along with comprehensive core ERP functionality supporting all important areas of activity including financial- and human resources, operations management, sales and marketing, purchasing, reporting and supply chain management. It provides companies with a centralized view of the organizational tasks through a role-tailored functionality. In addition, it offers extensive multi-site functionality aimed at companies operating in multiple locations, time zones and languages.
Microsoft Dynamics AX is developed in a distributed model with MDCC as the center of excellence for supply chain management. For the MDCC-based Microsoft Dynamics AX team, the focus of the past year has been the next major release of Microsoft Dynamics AX that brings the product to the Cloud and introduces a brand new user experience that is optimized for the cloud-first, mobile-first world. The first technical previews for partners and customers have been released during FY15 with very positive feedback.
In the coming year, the Microsoft Dynamics AX team will continue its focus on the new Microsoft Dynamics AX release.
Microsoft Dynamics NAV
Microsoft Dynamics NAV is a business management solution targeting small and medium-sized businesses. Today, the solution is in use in more than 117,000 diverse businesses in over 160 countries. It provides comprehensive core business management functionality to simplify supply chain, manufacturing, financials and operations. Quick to implement and easy to use with the power to support customers growth ambitions. Microsoft Dynamics NAV is sold, implemented, and supported by a global network of solution consultants called partners. These local partners can offer the customer Microsoft Dynamics NAV, deployed on Microsoft Azure, in a private cloud, hosted by a Microsoft partner, or on premise, on the customerâs own servers.
For the Microsoft Dynamics NAV team, the highlight of the past year was the release of Microsoft Dynamics NAV 2015 that was launched worldwide in October 2014. New capabilities include new touch first tablet experience, end to end upgrade improvements, radically simplified invoice design and production through new interoperability with Microsoft Word, and faster access to information that matters with personalized home pages.
Microsoft Dynamics NAV team will release Microsoft Dynamics NAV 2016 in the fourth quarter of calendar year 2015. The release will include new application functionality, electronic invoicing, extensive business intelligence capabilities, and additional optimization to deploy in the cloud on Microsoft Azure and with Office 365 and Microsoft Dynamics CRM. In the coming year, the Microsoft Dynamics NAV will focus on continued development of the business management solution, optimized for a mobile-first, cloud-first world.
Microsoft Dynamics C5
Microsoft Dynamics C5 is developed and sold exclusively to the Danish and Icelandic markets. With more than 85,000 implementations in different industries, Microsoft Dynamics C5 provides simple and intuitive functionality and proven technology to support and optimize business processes for entrepreneurs and small companies.
For the Microsoft Dynamics C5 team, the highlight of the financial year 2014/2015 was the release of Microsoft Dynamics C5 2015. The latest version of Microsoft Dynamics C5 shares the same technical platform as Microsoft Dynamics NAV, which enables Microsoft Dynamics C5 to be deployed in the cloud. The new solution offers customers to access Microsoft Dynamics C5 from a web browser or installed as an app on a tablet device for easy access on the go.
Press Play
</h:DescriptionOfResearchAndDevelopmentActivitiesInAndForReportingEntity><h:StatementOfCorporateSocialResponsibility contextRef="c1">Examples of MDCCâs initiatives and engagement in strengthening the local software economy
MDCC invests substantial time and resources in ensuring the best framework conditions for driving R&D in Denmark through several activities. The development center contributes with input in the following areas:
Talent development
MDCC works to strengthen IT-education in Denmark and raise interest in IT among young people, and girls in particular, in collaboration with universities and educational institutions in Denmark. Among the initiatives in this area can be mentioned the Easter Digikidz Camp, where MDCC each year invites children to 3 days of education in the use of IT.
MDCC representatives are members of the Employer Advisory Boards for Denmarkâs Technical University (DTU), the IT University (ITU) and Aalborg University (AAUC). An IT-course conducted by MDCC employees and offered to DTU-students each year, now on its eleventh consecutive year, provides students with a broad knowledge of all aspects of software development.
Equally worth mentioning is MDCCâs support of international training programs. These programs provide international students with the opportunity to intern one year at MDCC, gaining valuable professional experience during their education. âEarn While You Learnâ is another example of a program providing students with the possibility to work part time at MDCC, building experience before they complete their education. MDCC has continually several students from around the world affiliated and a large proportion of students are then employed at the company after completing their internship.
MDCC facilitated last year the Danish round of BEST Engineering contest, a European engineering competition carried out among technical students from 95 technical universities in 33 countries.
Attraction and retention of international talent
MDCC works actively on giving input on how to provide attractive framework conditions for companies so they can attract international talent and highly skilled IT-professionals choosing to come to work in Denmark from all over the world. MDCC is often considered a showcase of diversity and plays a leading role in various initiatives and partnerships aiming at promoting diversity and inclusion in Denmark and in Danish workplaces. In order for international employees to stay at MDCC, it is crucial that the accompanying family settles well in Denmark. MDCC therefore works to ensure a smooth and as simple relocation process as possible. In addition to relocation assistance, employees are offered help to find a home, a school for their children and advice on tax regulations as well as joining the expat community in Denmark.
However, working with integration and retention of international employees is not an isolated task. MDCC therefore collaborates actively with Danish companies and international companies based in Denmark, industry organizations, authorities and organizations such as DI Consortium for Global Talent, Expat in Denmark and others to create the best environment for foreign talents in Denmark. Among initiatives can be mentioned the Talent Attraction Project in collaboration with Copenhagen Capacity, aiming to increase global awareness and the attractiveness of Denmark among highly skilled international talent, and the development of a regional Talent Strategy in partnership with a range of private and public stakeholders in the Copenhagen region.
Contribution to the Danish business environment
MDCC backs Danish innovation and entrepreneurship by organizing so-called TechTalks. Developers from the region, together with MDCC's own employees, are invited to meet with internationally renowned IT-specialists who, at a very advanced technical level, share their knowledge and the most recent developments in their specific area of competence.
MDCC will continue its focused work to strengthen the framework conditions for doing R&D in Denmark, with particular focus on talent, and expects that this, not the least owing to the companyâs engagement in a range of networks and collaborations, will continue to lead to tangible improvements. The Managing Director for MDCC is currently a member of the Board of Directors for the American Chamber of Commerce, DI ITEK (the Federation for IT, telecommunications, electronics and communication enterprises under the Confederation of Danish Industry), Danish Institute for Study Abroad, DI Consortium for Global Talent and Copenhagen Municipality Diversity Board.
In addition, and with the upcoming move to Lyngby, MDCC has become an active member of the Lyngby-Taarbæk âCity of Knowledge and Urban developmentâ network. This is a triple helix initiative driven by local companies, university and municipality aiming at attracting and retaining knowledge-based businesses and talent, supporting Lyngby-Taarbækâs ambition to be among the leading university and knowledge cities in the Northern region.
Social responsibility (CSR) is an integrated part of Microsoftâs and MDCCâs business strategy. The global policy is described in Microsoftâs 2015 Citizenship Report (The report can be found here: https://www.microsoft.com/about/corporatecitizenship/en-us/transparencyhub/citizenship-reporting/). It covers how policy is translated into action, the achieved results and future expectations. The efforts are divided into the following categories; Ethical Business Conduct, Human Rights (where Microsoft is a signatory of the UN Global Compact and is compliant with GNI principles on Freedom of expression and privacy), Environmental Sustainability, Responsible Sourcing, Community Services and Our People, where a Diversity and Inclusion mindset is the ultimate goal.
Account of the gender composition of management
Part of Microsoftâs mission is to promote diversity and inclusion within the company culture. As one of the most international and culturally diverse companies in Denmark, MDCC is living these values today. However, there is particular focus on attraction and retention of female employees at leadership, managerial as well as operational level as women are underrepresented in all areas today.
In line with Microsoft global staffing policy, and to answer the Danish law on underrepresented groups in management, MDCC has a targeted plan to promote female representation within the center. In 2013 MDCC set forth a 4-year aspirational target of female representation to reach 20% by 2017. These targets applies to all levels in the organization, including the Executive Board and the Board of Directors.
Today, 16,4% of all MDCC employees are women and there are several initiatives in place to try to improve that number. At managerial level, female representation has gone up 3,9% from last year and is now at 15,8%. The company has already achieved a balance of gender with regards to Executive Board. Board of Directors has no female representation at the moment.
Part of the initiatives in place is female targeted employer branding, support for activities attracting female talent such as the yearly âIt-camp for girlsâ at Aarhus University and HR initiatives where focus is on female attraction. Microsoft has, in addition, a female mentoring program for new hires driven by MDCC managers, as well as a collaboration with Microsoft Global Talent Acquisition to focus on female graduates for interviews where possible. We also have good experience recruiting female candidates from countries such as Rumania, Ukraine and Poland for our software engineering positions.
Microsoft promotes collaboration between women in the workplace and as such we have a network of women working in Microsoft who promote women in software development and engineering. (See more here https://www.facebook.com/WomenAtMicrosoft?ref=br_rs)
</h:StatementOfCorporateSocialResponsibility><h:DescriptionOfSignificantEventsOccurringAfterEndOfReportingPeriod contextRef="c1">In connection with the current tax cases, the Company has made an additional deposit of DKK 414 million to the Central Tax Administration (SKAT) after the end of the financial year.
</h:DescriptionOfSignificantEventsOccurringAfterEndOfReportingPeriod><h:DescriptionOfExpectedDevelopment contextRef="c1">For the coming fiscal year, the company expects flat turnover and profits.
</h:DescriptionOfExpectedDevelopment><f:IdentificationOfApprovedAnnualReport contextRef="c1">The Board of Directors and the Executive Board have today discussed and approved the annual report of Microsoft Development Center Copenhagen ApS for the financial year 1 July 2014 - 30 June 2015. </f:IdentificationOfApprovedAnnualReport><f:ConfirmationThatAnnualReportIsPresentedInAccordanceWithRequirementsProvidedForByLegislationAnyStandardsAndRequirementsProvidedByArticlesOfAssociationOrByAgreement contextRef="c1">The annual report is prepared in accordance with the Danish Financial Statements Act. </f:ConfirmationThatAnnualReportIsPresentedInAccordanceWithRequirementsProvidedForByLegislationAnyStandardsAndRequirementsProvidedByArticlesOfAssociationOrByAgreement><f:ConfirmationThatFinancialStatementGivesTrueAndFairViewOfAssetsLiabilitiesEquityFinancialPositionAndResults contextRef="c1">In our opinion, the financial statements give a true and fair view of the Company's financial position at 30 June 2015 and of the results of the Company's operations for the financial year 1 July 2014 - 30 June 2015. </f:ConfirmationThatFinancialStatementGivesTrueAndFairViewOfAssetsLiabilitiesEquityFinancialPositionAndResults><f:ManagementsStatementAboutManagementsReview contextRef="c1">Further, in our opinion, the Management's review gives a fair review of the matters discussed in the Management's review. </f:ManagementsStatementAboutManagementsReview><f:RecommendationForApprovalOfAnnualReportByGeneralMeeting contextRef="c1">We recommend the adoption of the annual report at the annual general meeting. </f:RecommendationForApprovalOfAnnualReportByGeneralMeeting><g:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="c1">To the shareholders of Microsoft Development Center Copenhagen ApS
</g:AddresseeOfAuditorsReportOnAuditedFinancialStatements><g:IdentificationOfAuditedFinancialStatements contextRef="c1">We have audited the financial statements of Microsoft Development Center Copenhagen ApS for the financial year 1 July 2014 - 30 June 2015, which comprise an income statement, balance sheet, statement of changes in equity and notes, including accounting policies. The financial statements are prepared in accordance with the Danish Financial Statements Act. </g:IdentificationOfAuditedFinancialStatements><g:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="c1">Management is responsible for the preparation of financial statements that give a true and fair view in accordance with the Danish Financial Statements Act. Further, Management is responsible for such internal control as it determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. </g:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements><g:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="c1">Our responsibility is to express an opinion on the financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing and additional requirements according to Danish audit regulations. This requires that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditors' judgement, including an assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the Company's preparation of financial statements that give a true and fair view. The purpose is to design audit procedures that are appropriate in the circumstances, but not to express an opinion on the effectiveness of the Company's internal control. An audit also includes evaluating the appropriateness of accounting policies used, the reasonableness of accounting estimates made by Management as well as the overall presentation of the financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Our audit has not resulted in any qualification. </g:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed><g:OpinionOnAuditedFinancialStatements contextRef="c1">In our opinion, the financial statements give a true and fair view of the Company's financial position at 30 June 2015 and of the results of its operations for the financial year 1 July 2014 - 30 June 2015 in accordance with the Danish Financial Statements Act. </g:OpinionOnAuditedFinancialStatements><g:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="c1">Pursuant to the Danish Financial Statements Act, we have read the Management's review. We have not performed any other procedures in addition to the audit of the financial statements. On this basis, it is our opinion that the information provided in the Management's review is consistent with the financial statements. </g:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements><d:StatementOfChangesInEquity contextRef="c1">The share capital consists of 37,263,946 shares of DKK 1 each. The shares have not been divided into classes. There have been no changes to share capital in the past 5 financial years.
</d:StatementOfChangesInEquity><d:InformationOnReportingClassOfEntity contextRef="c1">The annual report of Microsoft Development Center Copenhagen ApS has been presented in accordance with the provisions of the Danish Financial Statements Act as regards large reporting class C enterprises.
</d:InformationOnReportingClassOfEntity><d:ExplanationOfOtherMethodsOfRecognitionAndMeasurementBasisForAssetsInPreviousPeriod contextRef="c1">The accounting policies applied by the Company are consistent with those of last year.
</d:ExplanationOfOtherMethodsOfRecognitionAndMeasurementBasisForAssetsInPreviousPeriod><d:ExplanationOfNotDisclosingCashFlowsStatements contextRef="c1">With reference to section 86(4) of the Danish Financial Statements Act, no cash flow statement has been prepared. The entity's cash flows are part of the consolidated cash flow statement for the ultimate parent company, Microsoft Corporation.
</d:ExplanationOfNotDisclosingCashFlowsStatements><d:DescriptionOfGeneralMattersRelatedToRecognitionMeasurementAndChangesInAccountingPolicies contextRef="c1">Assets are recognised in the balance sheet when it is probable as a result of a prior event that future economic benefits will flow to the Company and the value of the asset can be measured reliably.
Liabilities are recognised in the balance sheet when the Company has a legal or constructive obligation as a result of a prior event and it is probable that future economic benefits will flow out of the Company and the value of the liability can be measured reliably.
On initial recognition, assets and liabilities are measured at cost. Measurement subsequent to initial recognition is effected as described below for each financial statement item.
Anticipated risks and losses that arise before the time of presentation of the annual report and that confirm or invalidate affairs and conditions existing at the balance sheet date are considered at recognition and measurement.
Income is recognised in the income statement when earned, whereas costs are recognised by the amounts attributable to this financial year.
Reporting currency
The financial statements are presented in Danish kroner.
</d:DescriptionOfGeneralMattersRelatedToRecognitionMeasurementAndChangesInAccountingPolicies><d:DescriptionOfMethodsOfForeignCurrencies contextRef="c1">On initial recognition, foreign currency transactions are translated applying the exchange rate at the transaction date. Receivables, payables and other monetary items denominated in foreign currencies that have not been settled at the balance sheet date are translated using the exchange rate at the balance sheet date. Exchange differences that arise between the rate at the transaction date and the one in effect at the payment date, or the rate at the balance sheet date, are recognised in the income statement as financial income or financial expenses. Property, plant and equipment, intangible assets and other non-monetary assets that have been purchased in foreign currencies are translated using historical rates.
</d:DescriptionOfMethodsOfForeignCurrencies><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfRevenue contextRef="c1">Revenue consists of intra-group commissions equivalent to costs held plus a mark-up. The Company does not display segment breakdown of revenue, as there is only one type of sales within one geographic market.
Revenue is measured net of all types of discounts/rebates granted. Also, revenue is measured net of VAT and other indirect taxes charged on behalf of third parties.
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfRevenue><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfCostOfProduction contextRef="c1">Research and development are performed on behalf of Microsoft Corporation and, consequently related costs are classified as production costs. Amortisation, depreciation and impairment losses relating to intangible assets and property, plant and equipment attached to the production process are likewise recorded under production cost.
Research and development costs are reimbursed by Microsoft Corporation.
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfCostOfProduction><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfDistributionCosts contextRef="c1">Distribution costs comprise costs incurred for sale and distribution of the Company's products, including wages and salaries for sales staff, advertising costs, travelling and entertainment expenses, etc. as well as amortisation, depreciation and impairment losses relating to intangible assets and property, plant and equipment attached to the distribution process.
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfDistributionCosts><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfAdministrativeExpenses contextRef="c1">Administrative expenses comprise expenses incurred for the Company's administrative junctions, including wages and salaries for administrative staff and Management, stationery and office supplies as well as amortisation, depreciation and impairment losses relating to intangible assets and property, plant and equipment used for administration of the Company
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfAdministrativeExpenses><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfFinanceIncomeAndExpenses contextRef="c1">Financial income and expenses comprises interests, including those to group entities, net capital gains and losses on transactions in foreign currencies as well as tax relief and surcharges under the Danish Tax Prepayment Scheme, etc.
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfFinanceIncomeAndExpenses><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfTaxExpenses contextRef="c1">The Company is covered by the Danish rules on compulsory joint taxation of the Microsoft Group's Danish subsidiaries.
The Company is the administrative company for the joint taxation and consequently settles all corporation tax payments with the tax authorities.
The current Danish corporation tax is allocated by settlement of joint taxation contribution between the jointly taxed companies in proportion to their taxable income. In this relation, companies with tax loss carryforwards receive joint taxation contribution from companies that have used these losses to reduce their own taxable profits.
Tax for the year comprises current tax, joint taxation contributions for the year and changes in deferred tax for the year â due to changes in the tax rate. The tax expense relating to the profit/loss for the year is recognised in the income statement, and the tax expense relating to amounts directly recognised in equity is recognised directly in equity.
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfTaxExpenses><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfIntangibleAssets contextRef="c1">Goodwill is amortised on a straight-line basis over its estimated useful life which is fixed based on the experience gained by Management for each business area. The amortisation period is usually five years, however, in certain cases it may be up to 20 years for strategically acquired entities with a strong market position and a long-term earnings profile if the longer amortisation period is considered to give a better reflection of the benefit from the relevant resources.
Goodwill is written down to the lower of recoverable amount and carrying amount.
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfIntangibleAssets><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfPropertyPlantAndEquipment contextRef="c1">Property, plant and equipment
Other fixtures and fittings, tools and equipment as well as leasehold improvements are measured at cost less accumulated depreciation and impairment losses.
Cost comprises the acquisition price, costs directly attributable to the acquisition, and preparation costs of the asset until the time when it is ready to be put into operation.
Depreciation is calculated on a straight-line basis over the expected useful lives of the assets: A useful life of three to five years is applied to other fixtures and fittings, tools and equipment. Computers (excl. servers) are fully depreciated in the month of acquisition. Leasehold improvements are depreciated on a straight-line basis over the agreed lease period, not to exceed 10 years.
Fixed assets are written down to the recoverable amount, if this value is lower than the carrying amount.
Profits and losses from the sale of property, plant and equipment are recognised in the income statement under the same items as the related depreciation.
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfPropertyPlantAndEquipment><d:DescriptionOfMethodsOfInvestments contextRef="c1">Finacial assets comprise of loan to group entities as well as other loans which are due more than a year. Financial assets are measured at amortised cost.
</d:DescriptionOfMethodsOfInvestments><d:DescriptionOfMethodsOfAmortisationOfNoncurrentAssets contextRef="c1">Every year, intangible assets and property, plant and equipment are reviewed for impairment. Where there is indication of impairment, an impairment test is made for each individual asset or group of assets, respectively, generating independent cash flows. The assets are written down to the higher of the value in use and the net selling price of the asset or group of assets (recoverable amount) if it is lower than the carrying amount. Where an impairment loss is recognised on a group of assets, a loss must first be allocated to goodwill and then to the other assets on a pro rata basis.
</d:DescriptionOfMethodsOfAmortisationOfNoncurrentAssets><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfReceivables contextRef="c1">Receivables are measured at amortised cost, usually equaling nominal value less provisions for bad debts. Provisions for bad debts are calculated on the basis of an assessment of the expected collectibilty.
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfReceivables><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfDeferredIncomeAssets contextRef="c1">Prepayments comprise incurred costs relating to subsequent financial years. Prepayments are measured at cost.
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfDeferredIncomeAssets><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfCashAndCashEquivalents contextRef="c1">Cash comprises cash in hand and bank deposits.
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfCashAndCashEquivalents><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfTaxPayablesAndDeferredTax contextRef="c1">Current tax payable and receivable is recognised in the balance sheet as tax computed on the taxable income for the year, adjusted for tax on the taxable income of prior years and for tax paid on account.
Deferred tax is measured using the balance sheet liability method on all temporary differences between the carrying amount and the tax value of assets and liabilities.
Deferred tax assets, including the tax value of tax loss carryforwards, are recognised at the expected value of their utilisation; either as a set-off against tax on future income or as a set-off against deferred tax liabilities in the same legal tax entity and jurisdiction.
Deferred tax is measured in accordance with the tax rules and at the tax rates applicable at the balance sheet date when the deferred tax is expected to crystallise as current tax.
As management company for all the entities in the joint taxation arrangement, the parent is liable for the subsisidaries' income taxes vis-Ã -vis the tax authorities as the subsidiaries pay their joint taxation contributions. Joint taxation contributions payable or receivables are recognised in the balance sheet as income tax receivable or payable.
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfTaxPayablesAndDeferredTax><d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfLiabilitiesOtherThanProvisions contextRef="c1">Other financial liabilities are measured at amortised cost, which usually corresponds to nominal value.
</d:DescriptionOfMethodsOfRecognitionAndMeasurementBasisOfLiabilitiesOtherThanProvisions><d:DescriptionOfMethodsOfStatingKeyFiguresAndFinancialRatiosIncludedInManagementReview contextRef="c1">Financial ratios are calculated in accordance with the Danish Society of Financial Analysts' guidelines on the calculation of financial ratios 'Recommendations and Financial Ratios 2010', cf. below:
Definition of financial ratios:
Gross margin:
Gross margin / Revenue * 100
EBIT margin:
Profit/loss from ordinary operating activites / Revenue * 100
Equity ratio:
Closing equity / Equity & liabilities at year-end * 100
Return on equity:
Profit/loss for the year / Average equity * 100
</d:DescriptionOfMethodsOfStatingKeyFiguresAndFinancialRatiosIncludedInManagementReview><d:InformationOnRemunerationOfManagementCategoriesAndSpecialIncentiveProgrammes contextRef="c1">By reference to section 98b(3), (ii), of the Danish Financial Statements Act, remuneration to management is not disclosed.
</d:InformationOnRemunerationOfManagementCategoriesAndSpecialIncentiveProgrammes><d:OtherInformationNecessaryToAccessValueOfSpecialIncentiveProgramme contextRef="c1">In addition to the performance bonus program, the Company has a stock award program, which also includes the Executive Board.
</d:OtherInformationNecessaryToAccessValueOfSpecialIncentiveProgramme><d:DisclosureOfReceivables contextRef="c1">In connection with the current tax cases, the Company has made a deposit with the Central Tax Administration (SKAT). The Company expects that the outcome of these tax cases will be in favour of the Company and that the deposit will therefore be repaid.
</d:DisclosureOfReceivables><d:DisclosureOfContingentLiabilities contextRef="c1">Other contingent liabilities
Microsoft Development Center Copenhagen ApS is a party in certain disputes in which the final financial outcome is uncertain. If the pending disputes result in considerable payments for the Entity, the parent company will refund the payments so that the financial position of the Entity will not be affected by the payments. Therefore, Management's assessment is that the final settlements will not have a significant influence on the financial position of the Entity.
As management company, the company is jointly taxed with the Microsoft groups' Danish companies. As the administrative company, together with the other Danish Microsoft company, the Company has joint and several unlimited liability for Danish corporation taxes and withholding taxes on dividends, interest and royalties in the joint taxation unit. At 30 June 2015, the net taxes payable to SKAT by the companies included in the joint taxation amounted to DKK 67,339 thousand. Any subsequent corrections of the taxable income subject to joint taxation or withholding taxes on dividends, etc., may entail that the companies' liability will increase.
</d:DisclosureOfContingentLiabilities><d:DisclosureOfLiabilitiesUnderLeases contextRef="c1">Other rent and lease liabilities:
Rent and lease liabilities
193,186
200,187
Microsoft Denmark ApS and Microsoft Development Center Copenhagen ApS have entered into a joint contract to lease a new shared domicile located in Lyngby north of Copenhagen. The two companies are jointly liable for the 10 year rent commitment amounting to DKK 335 million in total. Microsoft Development Center Copenhagen Aps is expected to pay 55% of the rent commitment.
</d:DisclosureOfLiabilitiesUnderLeases><d:InformationOnRelatedEntities contextRef="c1">Information about related parties with a controlling interest:
Related party
Domicile
Basis for control
Microsoft Corporation
Redmond, WA, USA
Participating interest
Information about consolidated financial statements:
Parent
Domicile
Requisitioning of the parent's consolidated financial statements
Microsoft Corporation
Redmond, WA, USA
www.microsoft.com
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