Torvent v. Techtronic - Complaint (Selected Exhibits)

Case 1:22-cv-01617-UNA Document 1 Filed 12/21/22 Page 1 of 27 PageID #: 1
IN THE UNITED STATES DISTRICT COURT

FOR THE DISTRICT OF DELAWARE
TORVENT LLC, §
§
Plaintiff, §
§ Civil Action No.
v. §
§
TECHTRONIC INDUSTRIES CO., LTD.; §
TECHTRONIC INDUSTRIES NORTH
AMERICA, INC.; ONE WORLD § JURY TRIAL DEMANDED
TECHNOLOGIES, INC.; HOMELITE §
CONSUMER PRODUCTS, INC.; HART §
CONSUMER PRODUCTS, INC.; HOME §
DEPOT U.S.A., INC.; AND WALMART §
INC., §
§
Defendants.
§
COMPLAINT FOR PATENT INFRINGEMENT
Plaintiff Torvent LLC (“Torvent”) files this Complaint for patent infringement against
Defendants Techtronic Industries Co., Ltd.; Techtronic Industries North America, Inc.; One
World Technologies, Inc.; Homelite Consumer Products, Inc.; Hart Consumer Products, Inc.
(collectively, “TTi”); Home Depot U.S.A., Inc.; and Walmart Inc. (collectively, the
“Defendants”), and alleges as follows:
I. INTRODUCTION
1. This case is about more than simply patents for trimmer heads used on line trimmers,
or, more colloquially, weed-whackers or weed-eaters. This case is a classic David versus
Goliath story. It is about how TTi, a multi-billion-dollar international corporation, and its head
of product development, Eric Nolin, took advantage of and deliberately betrayed a nearly
decade-old business relationship with George E. Alliss, a prolific inventor in the field of easy-to-
load trimmer heads for use on line trimmers, by deliberately misappropriating Alliss’ new and
patented trimmer head designs. TTi apparently thought that Torvent could not afford to file a
lawsuit.
2. The story begins with an email from Nolin that, in essence, said: “George, do you
have any new trimmer head designs?” Alliss responded immediately that he did. A short time
later, under an agreement of confidentiality (“NDA”) and with the clear understanding that
Torvian, Inc. (“Torvian”), the predecessor to Torvent, would be compensated, Torvian sent all of
its native CAD files for its new trimmer head to Nolin, VP of Product Development at TTiNA
(defined below), located in Anderson, South Carolina. While pretending to negotiate in good
faith over the terms of an agreement, TTi and Nolin apparently were making plans to
manufacture the new trimmer head independently in blatant disregard of the NDA as well as
Alliss’ and Torvian’s existing and pending patents. Finally, after taking from Torvian all that
TTi needed in weekly and sometimes daily communications over a six-month period, on
September 17, 2015, Nolin finally informed Torvian by phone and by email:
If you will remember, you provided CAD files for your CobraMax head for the
purpose of developing a head for TTi… . As we prototyped and evaluated the
design, we found several areas that needed improvement / design changes,
including smaller size, lower cost eyelets, spool changes to reduce incidents of
tangling and other changes to geometry that allowed for better overall loading, all
of which is reflected in this file. Again, it is our position is that there is no
intellectual property in this design for which royalties would be owed.
However, since the ‘foundation’ of this design came from your design, we
would be willing to work out a one-time payment to compensate you for your
work. We would be very interested in selling our version to you at a cost that
leverages our economies of scale, as we have previously discussed.
See Ex. 25 (emphasis added). To say the least, this email was insulting on numerous levels.
3. Alliss of course “remembered” sending Torvian’s proprietary CAD files. The very
small changes referenced by Nolin were immaterial to the inventions embodied in Torvian’s new
trimmer head design and were but a pretext for doing what any objective person would know
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was ethically wrong. The statement that there was “no [IP] in this design” was incorrect. IP
already existed. TTi’s knock-off trimmer head infringes the ’249 Patent (defined below), which
issued in 2011. TTi should have known of the pending U.S. Application No. 14/548,392, which
published as US20150150191A1 on June 4, 2015, and issued as the ’807 Patent (defined below).
TTi was provided a copy of the ’191 Publication in December 2015. Nevertheless, TTi moved
forward with its knock-off trimmer head, which it first labeled as the “Reel Easy Speed Winder”
under the RYOBI trademark, and first introduced and sold this knock-off at Home Depot in
March 2017. Later, it introduced the knock-off trimmer head under other brand names in or
about March 2020 at WalMart.
II. PARTIES
4. Torvent is a Delaware limited liability company. See Ex. 2, a true and correct copy
of the Certificate of Good Standing for Torvent.
5. Techtronic Industries Co., Ltd. (“TTi-HK”) is based in Hong Kong, China, with a
principal place of business at 29/F, Tower 2, Kowloon Commerce Centre, 51 Kwai Cheong
Road, Kwai Chung, New Territories, Hong Kong, China. Ex. 3, a true and correct copy of TTi’s
Annual Report for 2020, at 165 (the “TTi 2020 Annual Report”). TTi-HK was formed in 1985
and publicly listed on the Stock Exchange of Hong Kong, China in 1990. Id., Table of Contents,
“Company Profile.” TTi claims to be “a fast-growing world leader in outdoor power
equipment.” Id. It also claims that “[t]he principal activities of [TTi-HK] and its subsidiaries …
are the manufacturing and trading of electronics and electronic products.” Id. at 165. TTi-HK
purports to have had “record 2020 worldwide sales of US $9.8 billion and over 48,000
employees.” Id. TTi-HK has 11,884 employees in the “Americas,” some of which are present in
the United States. Id. at 138; 144. On information and belief, TTi-HK makes approximately
seventy-five percent (75%) of its worldwide sales in North America. Id. at 191.
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6. Techtronic Industries North America, Inc. (“TTiNA”) is a Delaware corporation
with its principal place of business at 303 International Circle, Suite 4900, Hunt Valley,
Maryland 21030. On information and belief, TTiNA is a wholly-owned subsidiary of TTi-HK.
TTiNA’s registered agent for service is Corporation Service Company, 251 Little Falls Drive,
Wilmington, Delaware 19808.
7. One World Technologies, Inc. (“OWT”) is a Delaware corporation. On information
and belief, OWT has a principal place of business at 1428 Pearman Dairy Road, Anderson, South
Carolina 29625 and/or a principal place of business at 100 Innovation Way, Anderson, South
Carolina 29621. See https://www.ryobitools.com/support/contact (last accessed 12-21-2022).
On information and belief, OWT also does business as Techtronic Industries Power Equipment.
On information and belief, OWT has a license to the trademark “RYOBI” granted by Ryobi
Limited. See https://www.ryobitools.com/outdoor (last accessed 12-21-2022) (“‘RYOBI’ is a
trademark of RYOBI Limited and is used by One World pursuant to a license granted by RYOBI
Limited.”). OWT sells RYOBI branded products only at Home Depot. Id. (“Only at The Home
Depot”). OWT has a registered agent for service, Corporation Service Company, at 251 Little
Falls Drive, Wilmington, Delaware 19808.
8. Homelite Consumer Products, Inc. (“Homelite”) is a Delaware corporation. On
information and belief, Homelite has a principal place of business at 1428 Pearman Dairy Rd.,
Anderson, South Carolina. https://www.homelite.com/service_support (last accessed 12-21-
2022). Homelite has a registered agent for service, Corporation Service Company, at 251 Little
Falls Drive, Wilmington, Delaware 19808.
9. Hart Consumer Products, Inc. (“Hart”) is a Delaware corporation formed in February
2019, and has a principal place of business in Anderson, South Carolina. On information and
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belief, the HART trademarks are held by Techtronic Cordless GP. See Ex. 4, a true and correct
copy of the webpage at https://www.harttools.com/products/power-tools/ (“… HART … are the
trademarks of Techtronic Cordless GP”). Hart has a registered agent for service, Corporation
Service Company, at 251 Little Falls Dr., Wilmington, DE 19808. On information and belief,
Blackmax Tools Ltd. (“Blackmax”) is a d/b/a of Hart. The website for Blackmax shows a
principal place of business in Anderson, South Carolina.
https://www.blackmaxtools.com/services/contacts (last accessed 12-21-2022). (TTi-HK,
TTiNA, OWT, Homelite, Hart, and Blackmax are collectively referred to herein as “TTi”;
TTiNA, OWT, Homelite, Hart, and Blackmax are collectively referred to herein as “TTi US”).
10. Home Depot U.S.A., Inc. (“Home Depot”) is a Delaware corporation with a
principal place of business at 2455 Paces Ferry Road, Atlanta, Georgia 30339. Home Depot’s
registered agent for service is Corporation Service Company, 251 Little Falls Dr., Wilmington,
Delaware 19808.
11. Home Depot operates stores within this District at least at the following locations:
(1) 801 N. Dupont Hwy, Dover, Delaware 19901; (2) 17832 Coastal Hwy, Lewes, Delaware
19958; (3) 350 Auto Park Dr., Middleton, Delaware, 19709; (4) 2000 Peoples Plaza, Newark,
Delaware 19702; (5) 138 Sunset Blvd., New Castle, Delaware 19720; (6) 1301 New Churchmans
Rd., Newark, Delaware 19713; (7) 1000 Suburban Dr., Newark, Delaware 19711; (8) 3600
Miller Road, Wilmington, Delaware 19802; and (9) 601 Naamans Rd., Claymont, Delaware
19703. Home Depot offers for sale and sells some or all of the Accused Products (defined
below) in one or more of the stores located in this District.
12. Walmart Inc. (“Walmart”) is a Delaware corporation with a principal place of
business at 702 S.W. 8th Street, Bentonville, AR 72716. Walmart’s registered agent for service
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is The Corporation Trust Company, Corporation Trust Center, 1209 Orange Street, Wilmington,
Delaware 19801.
13. Walmart operates stores within this District at least at the following locations: (1)
263 Walmart Dr., Camden, Delaware 19934; (2) 705 Middletown Warwick Rd., Middletown,
Delaware 19709; (3) 18922 Rehoboth Mall Blvd., Rehoboth Beach, Delaware 19971; (4) 36
Jerome Dr., Dover, Delaware 19901; (5) 939 N. Dupont Blvd., Milford, Delaware 19963; (6)
22899 Sussex Hwy., Seaford, Delaware 19973; (7) 4 College Park Ln., Georgetown, Delaware
19947; (8) 117 Wilton Blvd., New Castle, Delaware 19720; and (9) 1251 Centerville Rd.,
Wilmington, Delaware 19808. Walmart offers for sale and sells one or more of the Accused
Products (defined below) in one or more of the stores located in this District.
III. JURISDICTION AND VENUE
14. This civil action for patent infringement arises under the Patent Laws of the United
States, 35 U.S.C. §§ 1 et seq., including 35 U.S.C. §§ 271, 281, 284, and 289, among others. The
Court has subject-matter jurisdiction over the claims raised in this action pursuant to 28 U.S.C.
§§ 1331 and 1338(a).
15. The Court has personal jurisdiction over each of TTi-US, Home Depot, and Walmart
because each is incorporated in Delaware, and, therefore, is a resident of Delaware. In addition
or in the alternative, TTi-US, Home Depot, and Walmart have committed acts of infringement in
this District and continue to commit such acts in in this District and/or have placed the Accused
Products (defined below) into the stream of commerce knowing that some of such products
would be sold in this District.
16. This Court has specific or, alternatively, general personal jurisdiction over TTi-HK.
On information and belief, TTi-HK is not subject to the jurisdiction of any state’s court of
general jurisdiction. TTi has claimed, for example, as recently as 2016 that general jurisdiction
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did not exist in the courts of Illinois. See Ex. 5, a true and correct copy of TTi-HK’s
Memorandum of Law in Support of Motion to Dismiss (D.I. 55) in Chamberlain v. TTi et al.
(including the Declaration of Sean Dougherty attached thereto).
17. Shares of TTi-HK’s stock are routinely purchased and sold by investors including
investors in the United States through the OTC dealer network under the symbol “TTNDY.” On
information and belief, investors in the United States own shares of TTi-HK’s stock.
18. TTi-HK is the sole owner of TTiNA and owns directly or indirectly the other TTi-
US entities. On information and belief, TTi-HK owns, operates, or controls, directly or
indirectly, one or more factories in China that manufacture the Accused Products (defined
below) knowing and intending that a substantial percentage of such products would be sold in
the United States through one or more of the TTi-US entities. On information and belief, one or
more of the TTi-US entities sells the Accused Products made by TTi-HK in China in the United
States to retailers including Home Depot and Walmart.
19. TT-HK owns and operates a tangled web of entities in the United States, which
entities include the TTi-US parties named herein, for the purpose of channeling products
manufactured by TTi-HK, including the Accused Products (defined below), in China into the US
markets. See Ex. 3, Annual Report, at 144. TTi-HK intentionally established one or more
distribution channels into United States, including Delaware, placed the Accused Products into
the stream of commerce, and/or could have reasonably foreseen that the Accused Products would
be sold in the United States, including Delaware, including through Home Depot and/or Walmart
stores located in this District.
20. In addition, and/or in the alternative, TTi-HK and the TTi-US entities have acted
together as a joint enterprise to distribute the Accused Products in the United States, including
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Delaware. See Ex. 3, 2020 Annual Report of TTi-HK, at 144. On information and belief, TTi-
HK controls, dictates, or encourages the activities of TTi-US that constitute infringement of one
or more claims of the Asserted Patents, which activities are more specifically described herein.
21. For example, and not as a limitation, TTiNA or OWT each or collectively operate
the following websites: TTiNA is the registrant for the website ryobitools.com. TTiNa is the
registrant for the website harttools.com. TTiNA is the administrative and technical contact for
the website blackmaxtools.com. OWT is the registrant for blackmaxtools.com. See
https://whois.icann.org/en/about-whois.
22. For example, and not as a limitation, TTi-HK makes or has made the Accused
Products (described below) sold under the TORO trademark, and ships these products for sale in
the US by TTi-US. TTiNA purports to have a license with The Toro Company. See Ex. 6, a true
and correct copy of the Operator’s Manual, Model Nos. 51958 and 51978, at 25. TTiNA
publishes the User Manuals and makes the warranties for the Toro-branded line trimmers. Id. at
26. OWT operating under the name Techtronic Industries Power Equipment is the TTi entity
that publishes the parts list for the Toro line trimmers. See Ex. 7, a true and correct copy of the
Parts Catalog for Item No. 51978 et al., at 6.
23. As another example, and not as a limitation, TTi-HK makes or has made the
Accused Products (described below) sold under the RYOBI trademark, which, on information
and belief, is licensed by OWT, and ships these products for sale in the US by TTi-US. On
information and belief, RYOBI branded line trimmer products are sold only at Home Depot.
The User Manuals for Accused Products under the Ryobi brand are published by Techtronic
Industries Power Equipment, that is, OWT. See, e.g., Ex. 8, a true and correct copy of the
Operator’s Manual, RY252CS and RY253SS, at 44 of 44. The warranties for the RYOBI
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branded line trimmer products are made by TTiNA. See, e.g., Ex. 9, a true and correct copy of
the Warranty for RY252SS.
Infringing Products (described below) sold under the Homelite trademark and ships these
products for sale in the United States. On information and belief, TTi-HK purchased Homelite
in 2001. The product literature for Homelite branded Accused Products are published by
Homelite, which also makes the warranties. See, e.g., Ex. 10, a true and correct copy of the
Operator’s Manual for UT33600 and 33650.
Accused Products (described below) sold under the HART trademark and ships these products
for sales in the United States. The product literature for HART branded line trimmer products is
published by Hart. See, e.g., Ex. 11, a true and correct copy of the User Manual for Hart
HLST02LB and HLSTO3LB. The warranties for the products are made by Hart. Ex. 12, a true
and correct copy of the Hart Warranty. The HART trademark belongs to Techtronic Cordless,
GP. See Ex. 13, a true and correct copy of the webpage at
https://www.harttools.com/products/power-tools/ (“… HART … are the trademarks of
Techtronic Cordless GP”) (last accessed 5-19-2021).
26. As another example, without limitation, TTi-HK makes or has made the Accused
Products (described below) sold under the Blackmax trademark, and ships these products for
sales in the United States. For example, the operator’s manuals for the Blackmax-branded
Accused Products (defined below) were published by Hart. See, e.g., Ex. 14, a true and correct
copy of the Operator’s Manual for the BlackMax 25 cc 2 Cycle String Trimmers, Model
Numbers BM25CSAC/BM25CSACVNM/BM25SSAC/BMC25SSACVNM. However, OWT is
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the entity that warranties the Blackmax products. See Ex. 15, true and correct copy of warranty
at www.blackmaxtools.com.
27. As another example, on information and belief, TTi-HK manages license agreements
with entities in the United States. For example, TTi-HK’s legal department attempted to assign
the then and now expired license agreement between Homelite Technologies, Ltd., a Bermuda
corporation believed to be owned by TTi-HK, and Torvian Inc., the predecessor in interest to
Torvent, dated December 18, 2007, to Techtronic Cordless, GP. See Ex. 16, a true and correct
copy of a Letter dated October 10, 2019 from Dyann L. Kostello as “Director” of Techtronic
Outdoor Products Technology Ltd.,” and Chan Chi Hong as “Manager” of Techtronic Cordless
GP, to Alex Phinn, “President” of Torvian Inc. According to this letter, Techtronic Cordless GP
is “registered in the States [sic, State] of Nevada in the United States and its registered address is
at 100 Innovation Way, Anderson, SC 29621, USA.” Techtronic Cordless GP “is wholly owned
by” TTi-HK. Id.
28. Therefore, the acts of one or more of the TTi-US entities that are residents of this
District constitute those of TTi-HK. In addition or in the alternative, TTi-HK and TTi-US
should be treated as a single enterprise.
29. In light of the above minimum contacts with the United States, exercising
jurisdiction would be consistent with the United States Constitution and laws. This Court has
personal jurisdiction over TTi-HK under Fed. R. Civ. P. 4(k)(2) upon service of the Complaint
or, alternatively, 10 Del. C. § 3104, including but not limited to Subsections (1), (3), and (4).
30. Venue in this District is proper pursuant to 28 U.S.C. § 1400(b) as to each of TTi-
US, Home Depot, and Walmart because each resides in Delaware as each is incorporated in
Delaware. In addition, or in the alternative, venue is proper as to Home Depot and Walmart
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pursuant to 28 U.S.C. § 1400(b) because each has committed acts of infringement and has an
established place of business in this District.
31. Venue in this District is proper as to TTi-HK pursuant to 28 U.S.C. §§ 1400(b) and
1391(b)(3) because it is a foreign corporation not resident in the United States.
IV. FACTUAL ALLEGATIONS
The Asserted Patents
32. Torvent is the owner by assignment of United States Design Patent D970,321 (“the
’D321 Patent” or the “Asserted Patent”).
33. The ’D321 Patent was duly and legally issued by the USPTO on November 22,
2022. A true and correct copy of the ’D321 Patent is attached hereto as Ex. 1.
34. Torvent is entitled to sue to collect damages for all past, present, and future
infringement of the Asserted Patent, as shown by the documents recorded at the USPTO at Reel
050955, Frame 0127 et seq. and Reel 055235, Frame 0330 et seq.
35. TTi is not presently a licensee of the Asserted Patent.
36. Neither Walmart nor Home Depot is a licensee of the Asserted Patent.
Background of the Technology
37. Line trimmers have become ubiquitous since they were invented in the 1970’s.
Whether gas-powered or electric, line trimmers have been of two types, “curved” shaft and
“straight” shaft. A line trimmer has a rotating trimmer head that uses lengths of flexible mono-
filament line as a flail for cutting vegetation. There are three basic types of trimmer heads: (1)
fixed line, (2) spool semi-auto feed (i.e., “Bump and Feed”), and (3) spool automatic feed cutting
heads. Alliss made improvements in all three types, but it is the second that is the subject matter
of the Asserted Patent, which is directed to a design included in an improved spool for a semi-
auto “Bump-and-Feed” trimmer head. A semi-auto “Bump-and-Feed” trimmer head dispenses
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line by bumping a portion of the trimmer head on the ground. The early models of semi-auto
feed heads were awkward, frustrating, and difficult for the end-users to reload. Once the
filament line needed to be replenished, the early semi-auto “Bump-and-Feed” trimmer heads
required disassembly of the trimmer head housing to remove a spool and then to wind line
correctly onto the spool. After replenishing the spool with line, the user would have to properly
reassemble the spool into the trimmer head housing. All of these steps were awkward in the field
and wasted time.
38. Alliss invented numerous improvements to existing semi-auto, Bump-and-Feed
trimmer heads to make it easier to reload trimmer line without disassembling the trimmer heads.
In addition, Alliss solved another problem. “Curved” shaft line trimmers rotate clockwise and
straight shaft trimmers rotate counterclockwise. Prior to Alliss’ inventions, the conventional
wisdom was that the line needed to be wound in the direction opposite the direction of rotation.
Therefore, prior to Alliss’ inventions, the same trimmer head including the spool could not be
used on both types without modification. It was desirable to have a universal trimmer head that
would dispense or feed trimmer line equally well regardless of the direction of rotation. In other
words, it was desirable to have a universal trimmer head that would work on either type of
trimmer, curved or straight shafted. Alliss’ inventions met this need and solved other problems
in the art as well.
Background of Alliss, Torvian, and Torvent
39. Alliss entered the field of line trimmers in 1998 when he relocated to Bladenboro,
North Carolina, a small rural farm town. Soon after arriving, in addition to other business
pursuits, Alliss started a lawn mowing business with his brother. Alliss and his brother trimmed
multiple lawns during the summer of 1998. In using line trimmers that summer, Alliss was
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frustrated and dissatisfied with the spool trimmer heads that came mounted on the trimmers and
was equally dissatisfied with after-market alternative trimmer heads. The problem noted by
Alliss was that the trimmer line was constantly breaking-off at the eyelets and the line would
retract back into the housing. To return the trimmer to use required a user to disassemble the
trimmer head, remove the spool to rewind the line onto the spool, rethread the line through the
eyelets, and then reassemble the trimmer head. This experience inspired Alliss to spend the next
twenty-five years inventing improvements to trimmer heads. Alliss has been a prolific inventor
with at least twenty-two (22) U.S. Patents to his name and numerous related foreign patents.
40. Torvian, Inc., a Delaware corporation, was created in 2000 to monetize Alliss’
trimmer head inventions. In October 2019, Torvian and Alliss’ company First-To-Invent, LLC
entered into an agreement to form a new entity, Torvent LLC, a Delaware entity, and to assign
all patents owned by Torvian and First-To-Invent, LLC to Torvent, including the Asserted
Patents. See USPTO at Reel 055235, Frame 0330 et seq.
41. Alliss’ first invention was an improved fixed line trimmer head for which a
provisional patent application was filed in 2001 and a utility application was filed on August 16,
2002, which issued as U.S. Patent 6,581,292 in June 2003. The ’292 Patent covers an improved
one-way clamping mechanism for a fix line trimmer head that was easy to load and unload
individual strands of trimmer line in the body of trimmer head. When the trimmer line wears
down or breaks off, the end-user simply removes the old strands and replaces them by inserting
new fixed lengths of line into the trimmer head entrance ports. The ’D254 Patent covers the
ornamental design of this improved fixed line trimmer head and is one of the Asserted Patents.
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42. In 2003, Alliss also developed an improved Easy Load, Bump-and-Feed trimmer
head. This improved design is shown in Application No. 10/652,810, which was filed on August
29, 2003, and which issued as U.S. Patent No. 6,854,185 on February 15, 2005.
43. In 2004, Alliss’ invented an Improved Easy Load, Bump-and-Feed trimmer head
that had an invertible spool so that it could be used in both straight and curved shafted trimmers
since it could accommodate rotation in either direction by inverting the spool. This design is
shown in Provisional Application 60/569,990, which was filed on May 11, 2004. A utility
application was filed on May 11, 2005, which issued as U.S. Patent No. 7,412,768.
Torvian’s and Alliss’ Ten Year Working Relationship with TTi
44. By 2005, Torvian had a portfolio of patents, and Alliss began to seek additional
ways to monetize his inventions. Alliss’ ten-year relationship with TTi began in 2005. Alliss
approached TTi in 2005 by making a “cold call” to an assistant to the head of TTi’s product
development, Eric Nolin. This ultimately led to an in-person meeting between Alliss, Todd
Phinn, and Alex Phinn of Torvian and Nolin in Anderson, South Carolina. Before any meeting
was scheduled, an NDA was executed with the effective date of October 11, 2005.
45. By 2007, Torvian had purchased injection molds and contracted with a Chinese
injection mold company to manufacture a trimmer head embodying the inventions of earlier
patents by Alliss. Alliss met with Nolin, who expressed great interest in having exclusive rights
to Torvian’s patented improved Easy Load trimmer head (referred to below as the “1st
Generation Trimmer Head”). On December 18, 2007, Torvian and Homelite Technologies, Ltd.
executed a Patent License Agreement (the “TTi License Agreement”). The patents licensed
under the TTi License Agreement were (1) patents claiming priority to U.S. Provisional Patent
Application No. 60/924,120 and (2) any patents claiming priority to U.S. Provisional Patent
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Application No. 60/859,246. The licensed products were (1) the “Easy Load Fixed Line
Trimmer Head – Model LX17” and (2) the “Easy Load Bump and Feed Spool Trimmer Head
(Bi-Directional) – Model LX50,” i.e., the 1st Generation Trimmer Head. The License Agreement
incorporated the Nondisclosure Agreement (“NDA”) signed on October 11, 2005 (which was
attached as Ex. A to the TTi License Agreement). Pursuant to the TTi License Agreement, TTi
began selling line trimmers with this 1st Generation Trimmer Head in Spring of 2008. None of
the Asserted Patent, its immediate parent, U.S. Application No. 15/881,252, U.S. Application
No. 15/376,474, now U.S. Patent No. 9,924,631, and U.S. Application No. 14/548,392, now U.S.
Patent No. 9,516,807, were licensed under the TTi License Agreement.
46. In June and July 2011, TTi and Torvian renegotiated the TTi License Agreement to
change the term from life to three years from 2011 and lowering the royalties on some but not all
of the licensed products. The royalty did not change for trimmer heads sold as accessories. The
TTi License Agreement as amended has expired.
47. TTi is not currently a licensee under the Asserted Patent.
48. Never one to stop innovating, in 2011 – 2013, Alliss continued to make
improvements to trimmer heads.
49. One goal was to create a universal trimmer head that could work with long and short
shafted trimmers. The curved guide channel as shown in the ’249 Patent accommodated TTi’s
long shafts. However, others in the industry used short shafts, and TTi had expressed an interest
in changing over to short shafts.
50. A short-shafted trimmer would not require that the trimmer head use a curved guide
channel. A straight guide channel would be preferred since it is easier to insert the line through a
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straight guide channel. On November 22, 2013, Alliss filed Provisional Application No.
61/907,883 that disclosed a new design for a trimmer head with a straight-through guide channel.
51. However, it was desirable to have a universal spool that could accommodate either a
long or short shaft. After the filing of the ’883 Provisional Application, Alliss conceived of a
spool having a removable module, wherein a module having either a curved channel or a straight
channel could be used.
52. On November 20, 2014, Alliss filed Application No. 14/548,392, which claimed to
be a continuation-in-part of the application for the ’387 Patent and also claimed priority to the
’883 Provisional application. The material relating to the new design with a removable module
was new as to the ’392 Application with respect to the ’883 Provisional and prior applications.
The ’392 Application issued on December 13, 2016 as the ’807 Patent. The new, removable
module design is shown, for example, in Figures 24 – 27 of the ’807 Patent, which also the
subject of the Asserted Patent.
53. The 3rd Generation Trimmer Head such as shown in Figures 24 – 27 of the ’807
Patent and the Asserted Patent was not designed specifically for TTi. Instead, Torvian had plans
to manufacture and market this 3rd Generation Trimmer Head on its own as a product referred to
as the “CobraMax.” The CobraMax was introduced to the market in 2015 and continues to be
sold. The CobraMax is an example of the 3rd Generation of improved Easy Load, Bump and
Feed line trimmer heads invented by Alliss. Other examples are found in the Accused Products
as defined below.
TTi’s Willful Misappropriation of Torvian’s Inventions
54. Torvian was preparing to launch the CobraMax product into the market in the Spring
of 2015. The CobraMax was and is a universal trimmer head with a removable module. The
16
CobraMax is sold with two modules, one having a straight guide channel and the other having a
curved guide channel. The spool of the CobraMax includes the design of the ’D321 Patent.
55. On March 23, 2015, at 2:50 pm, Eric Nolin sent an email to Alliss asking:
Do you have any head designs for the Reel Easy feature that do NOT have a
center arbor to deal with? We are looking for ways to improve the user-
friendliness of our Reel Easy head, and one option we have been kicking around
is getting rid of our center arbor. We would be looking for a LOW COST design,
very easy to load and wind… NOT quite as stout and costly as say the Echo
Speed Feed…”
Ex. 17, a true and correct copy of the email dated March 23, 2015, 2:50 pm, from Nolin to Alliss
(and others as shown).
56. Alliss quickly responded at 3:31 PM as follows:
Hey Eric,
Great to hear from you !
Yes we have what you need if you decide to going that route. We have patent
coverage on straight thru guide channel top and bottom flange and guide channel
that is “all most” straight through center flange for 3 flange spool.
...
Ex. 18, a true and correct copy of the email dated March 23, 2015, 3:31 pm, from Alliss to Nolin
(and others). On March 24th, Torvian sent samples of the CobraMax 3rd Generation Trimmer
Head to Nolin, which he received on March 25th.
57. As indicated, for example, by the following emails, Nolin of TTi clearly understood
that Torvian expected to be compensated for its new 3rd Generation Trimmer Head design either
by licensing fees or by TTi’s purchasing of the new trimmer heads from Torvian.
58. On March 24, 2015, Nolin requested that Torvian obtain a quote for the new 3rd
Generation Trimmer Head assuming “850,000 pcs per year and maybe another 100,000 for
17
accessory sales.” Ex. 19 a true and correct copy of the email dated March 24, 2015 from Nolin
to Alliss (and others).
59. On March 27, 2015, Nolin suggested that TTi pay Torvian its cost of manufacturing
plus a royalty on each trimmer head. Ex. 20, a true and correct copy of the email dated March
27, 2015 from Nolin to Alliss (and others).
60. On March 31, 2015, Nolin proposed buying the 3rd Generation Trimmer Heads from
Torvian and “let you earn your margin on the head sales.” He also proposed as an alternative
“tooling it up ourselves and continuing with our royalty arrangement.” Ex. 21, a true and correct
copy of the email dated March 31, 2015, from Nolin to Alliss and Alex Phinn.
61. Alliss requested that TTi agree to an NDA prior to sending the very detailed
confidential 3D CAD drawings for Torvian’s CobraMax product. An NDA was executed and
made effective by its terms as of March 20, 2015. See Ex. 22, a true and correct copy of the
executed Non-Disclosure Agreement effective March 20, 2015. This NDA was in addition to the
NDA signed in 2005, which was Ex. A to the TTi License Agreement.
62. Under the expectation of confidentiality as well as the expectation that TTi would
compensate Torvian for its new design and the intellectual property embodied therein, Alliss
instructed Torvian’s engineer to send detailed 3D CAD drawings of the CobraMax to TTi, which
he did by email dated April 10, 2015. See Ex. 23, a true and correct copy of the email dated
April 10, 2015 from Steve Hamblin to Nolin. As noted in this email, “[a]ll of these Drawings are
considered ‘CONFIDENTIAL.’” Id.
63. Between April 10th until the end of August, Alliss and the TTi team had almost daily
communications as Alliss assisted TTi’s engineering and marketing team in evaluating the new
3rd Generation design. Alliss traveled at TTi’s invitation to South Carolina to discuss TTi’s
18
evaluation of Torvian’s new design on or about May 13, 2015. During this meeting, TTi elicited
confidential information from Mr. Alliss regarding his new CobraMax design, and TTi also
presented a powerpoint wherein TTi’s engineer demonstrated that Torvian’s new design
embodied in the CobraMax would work on TTi’s existing trimmers with very slight
modifications to several components of the trimmers beyond the trimmer head. See Ex. 24, a
true and correct copy of a powerpoint document dated April 27, 2015.
64. On September 16, 2015, Alex Phinn of Torvian placed a previously scheduled phone
call to Nolin to discuss moving forward to draft a new patent license agreement for the 3rd
Generation Trimmer Head. During this call, Nolin informed Phinn that it was TTi’s position that
it was not going to enter into a license because it was TTi’s opinion that there was not any
feature that was patentable. After the call, Phinn sent an email to Nolin asking that he send
Alliss the drawings for the trimmer head that Nolin had stated on the call that TTi intended to
introduce by the Spring of 2016.
65. On September 17, 2015, Alliss received an email from Nolin with drawings of
individual parts that were slightly modified versions of the confidential 3D CAD drawings that
Torvian’s engineer had sent to TTi on April 10, 2015. The modifications were slight and not
materially different. See, e.g., Ex. 24, (wherein TTi’s engineer demonstrated that the CobraMax
would work on TTi’s trimmers without modification to the CobraMax trimmer head design).
Nolin stated:
If you will remember, you provided CAD files for your CobraMax head for the purpose
of developing a head for TTi… . As we prototyped and evaluated the design, we found
several areas that needed improvement / design changes, including smaller size, lower
cost eyelets, spool changes to reduce incidents of tangling and other changes to geometry
that allowed for better overall loading, all of which is reflected in this file. Again, it is
our position is that there is no intellectual property in this design for which royalties
would be owed. However, since the “foundation” of this design came from your
design, we would be willing to work out a one-time payment to compensate you for your
19
work. We would be very interested in selling our version to you at a cost that leverages
our economies of scale, as we have previously discussed.
Ex. 25 (emphasis added), a true and correct copy of the email dated September 17, 2015 from
Nolin to Allis and Phinn. Thus, by this email, Nolin acknowledged that TTi copied Torvian’s
patented design using Torvian’s confidential 3D CAD drawings provided to TTi under two
NDAs. Adding insult to injury, after weeks of inducing Alliss’ cooperation, Nolin audaciously
offered to sell TTi’s ever-so-slightly changed version to Torvian, which is exactly the opposite of
Alliss’ and Torvian’s expectations.
66. On September 28, 2015, the Examiner for the ’392 Application issued an Office
Action allowing pending Claims 15 and 16, which later issued as Claims 1 and 2 in the ’807
Patent.
67. On December 12, 2016, U.S. Application No. 15/376,474 was filed. The ’474
Application claimed priority as a CIP to the application for the ’807 Patent as well as other
previously filed applications. The ’474 Application later issued as the ’631 Patent.
68. The ’807 Patent issued on December 16, 2016. The Asserted Patent claims priority
to U.S. Application No. 15/881,252, U.S. Application No. 15/376,474, now U.S. Patent No.
9,924,631, and U.S. Application No. 14/548,392, now U.S. Patent No. 9,516,807. Hence, the
priority date for the Asserted Patent is November 20, 2014, the filing date of the ’392
Application.
69. In the Spring of 2017, Alliss discovered that Home Depot had begun selling
trimmers with the 3rd Generation Trimmer Head that he had designed and Nolan and TTi had
willfully misappropriated.
70. Upon learning of the release by TTi and Home Depot of the new 3rd Generation
Trimmer Head product, on March 24, 2017, Alliss sent an email to Nolin informing him that the
20
’807 Patent had issued in December 2016 and that the new TTi products sold in Home Depot
infringed the ’807 Patent. Ex. 28. As shown, Alliss identified six Ryobi trimmer models and
one replacement head all by product number that were being sold at Home Depot.
71. TTi did not respond, so about a week later, Alliss called Nolin of TTi. Nolin stated
that TTi’s position had not changed since the Bush Letter and instructed Alliss not to call again
and to direct future communications to the Best law firm.
72. On March 27, 2018, the ’631 Patent issued. There were no substantive
communications between 2018 and February 2019 regarding either the ’807 or ’631 Patents.
73. On February 17, 2019, Alliss sent an email to Nolin and Alley stating, in relevant
part: “[p]lease see attached files of the patent(s) that relate to the TTi Reel Easy Speed Winder
Trimmer Head that you are including as standard operating equipment on your Ryobi and
Homelite weed trimmer machine models and as a replacement accessory item listed below.”
Copies of the ’387, ’807, ’D893, and ’631 Patents, as well as others, were attached. This email
constituted actual notice to TTi of these patents in addition to previous notices given by Torvian.
74. On October 10, 2019, TTi’s representative Dyann Kostello sent a letter to Torvian
informing Torvian that, pursuant to the terms of the TTi License Agreement dated 2007, the
successor to the TTi entity that originally signed the License Agreement, Techtronic Outdoor
Products Technology Limited, formerly known as Homelite Technologies Ltd., was assigning its
rights to its wholly-owned subsidiary, Techtronic Cordless GP, which has the same address as
Eric Nolin in Anderson, S.C. Ex. 16, a true and correct copy of the letter dated October 10, 2019
from Kostello and Chan Chi Hong to “Torvian Inc.”
75. Alliss responded to Kostello’s letter (Ex. 16) by letter on November 29, 2019
wherein Alliss informed TTi that the patents had been assigned to Torvent on November 6, 2019.
21
Ex. 29, a true and correct copy of the letter dated November 29, 2019 from Alliss as the
representative of Torvent to Kostello. Furthermore, the letter stated: “Torvent, LLC welcomes
the opportunity to cooperate with Techtronic Outdoor Products Technology Ltd. to negotiate a
valid up-to-date Non-Exclusive Patent Licensing Agreement for patents pertaining to trimmer
head product(s) that TTi was manufacturing (China) and are being sold in Territories of United
States (past, present and future) (see attached Ex. ‘A’).” Ex. A to this letter specifically
associated Torvent’s patents to particular TTi products, including the Accused Products at issue
in this lawsuit. Therein, the ’249, ’807, ’631, ’D893, ’D255, and ’D254 Patents were identified
by number and associated with the Accused Products. Id.
76. On January 3, 2020, the in-house counsel for TTi, Ben Alley, responded to the
aforementioned letter of November 29th (Ex. 29) by email stating: TTi “[did] not believe that any
of the Torvent patents cover the REEL EASY – 3rd Generation and the REEL EASY – 4th
Generation.” Ex. 30, true and correct copies of two emails, the first dated January 3, 2020 from
Alley to Alliss, and the second dated January 5, 2020 from Alliss to Alley.
The Accused Products
77. TTi had made, made, imported, used (including in testing or demonstrations),
offered for sale, and/or sold the 3rd Generation and 4th Generation trimmer heads described
above, examples of which are shown in Ex. 31, which trimmer heads are sold either alone as
replacement, after-market heads or assembled on completed line trimmers, and continues to do
so. TTi has sold and continues to sell these products to Home Depot and to Walmart. Any and
all products constituting or having a 3rd or 4th Generation Trimmer Head, whether a complete
trimmer or as a standalone accessory product, and all substantially similar trimmer heads are
referred to herein as “Accused 3rd and 4th Generation Products.”
22
78. On information and belief, the 3rd Generation Trimmer Head was introduced by TTi
in March 2017 on various products sold to Home Depot. On information and belief, the 4th
Generation Trimmer Head was introduced in one trimmer model sold by Home Depot in
December 2019. In 2020, Home Depot sold models having the 3rd or 4th Generation Trimmer
Heads. At least some of the available trimmer or trimmer head products sold by Home Depot in
2020 are shown in Ex. 32. At least some of the available trimmer or trimmer head products sold
by Home Depot in 2021 are shown in Ex. 33. These and all other products having a 3rd or 4th
Generation Trimmer Head are intended to be included within “Accused 3rd and 4th Generation
Products.”
79. In 2020, TTi began selling line trimmers to Walmart under the brands “Hart,”
“Blackmax,” and “Hyper Tough.” On information and belief, a Walmart affiliate (Walmart
Applo, LLC) owns the trademark “HYPER TOUGH.” On information and belief, all trimmers
made by TTi and sold to Walmart under the “Hart” and “Blackmax” brands utilized the 3rd
Generation Trimmer Head. At least some of Walmart’s Hyper Tough line of products utilize the
3rd Generation Trimmer Heads. For example, at least the Hyper Tough 26 cc String Trimmer
HY26CST (Curved Shaft) and HY26SST (Straight Shaft) utilize the 3rd Generation Trimmer
Head. In addition, Walmart sells at least one Black Max branded trimmer that utilizes the 1st
Generation Trimmer Head. See Ex. 34 (webpage for the Back Max 25cc Commercial-Grade Gas
Trimer/Edger). At least some of the available infringing trimmer or trimmer head products sold
by Walmart in 2020 are shown in Ex. 35. At least some of the available infringing trimmer or
trimmer head products sold by Walmart in 2021 are shown in Ex. 36. These and all other
products having a 3rd or 4th Generation Trimmer Head are intended to be included within the
term “Accused 3rd and 4th Generation Products.” In addition, to the extent that TTi has made and
23
sold or is making and selling private-labeled trimmers and/or trimmer heads to third-parties
having or constituting a 3rd or 4th Generation Trimmer Head, such trimmers and trimmer heads
are included under the definition of “Accused 3rd and 4th Generation Products.”
80. “Accused Products” refers collectively to the “Accused 3rd and 4th Generation
Products.”
V. COUNTS OF PATENT INFRINGEMENT
COUNV I – INFRINGEMENT OF THE ’D321 PATENT
81. Torvent incorporates paragraphs 1 through 80 as though fully set forth herein.
82. The ’D321 Patent is a design patent having a single claim. The ’D321 Patent is
generally directed to the appearance of a spool that is a “Line Trimmer Component.” This
patented design is embodied in and infringed by the spool of the Accused 3rd and 4th Generation
Products.
83. Each of TTi, Home Depot, and Walmart has directly infringed the claim of the
’D321 Patent by making, importing, using, offering for sale, and/or selling some or all of the
Accused Products in the United States all in violation of 35 U.S.C. § 271(a).
84. In addition or in the alternative, since at least the filing of this lawsuit, TTi-HK has
induced TTi-US, Home Depot, and/or Walmart to directly infringed the claim of the ’D321
Patent by making, importing, using, offering for sale, and/or selling some or all of the Accused
Products in the United States all in violation of 35 U.S.C. § 271(b).
85. More particularly, without limitation, since at least the filing of this lawsuit, TTi-
HK, while knowing of the ’D321 Patent, has made the Accused Products in China, and sold or
otherwise transferred the Accused Products to TTi-US intending that such products would be
24
imported, offered for sale, and/or sold in the United States by TTi-US, and knowing that such
acts by TTi-US constituted direct infringement of the ’D321 Patent under 35 U.S.C. § 271(a).
86. More particularly, without limitation, infringement of the ’D321 Patent is
demonstrated in the claim chart attached hereto as Ex. 37.
87. TTi’s acts of infringement, Home Depot’s acts of infringement, and Walmart’s acts
of infringement have occurred within this District and elsewhere throughout the United States.
88. As a result of the Defendants’ infringing conduct, Torvent has suffered damages.
Each Defendant is liable to Torvent to the extent of each Defendant’s total profit under 35 U.S.C.
§ 289, together with interest and costs as fixed by this Court under 35 U.S.C. § 284.
89. Each Defendant has received, at least by the filing and/or service of this lawsuit,
actual notice of the ’D321 Patent.
90. Each Defendant, having been provided actual notice of the ’D321 Patent by at least
the filing of this lawsuit, has nevertheless continued to willfully infringe the ’D321 Patent.
91. Torvent has suffered harm by the infringing activities of each Defendant and will be
irreparably harmed unless those activities are preliminarily and permanently enjoined by this
Court. Torvent does not have an adequate remedy at law.
92. In light of each Defendant’s willful infringement and/or other acts, this case should
be declared exceptional, and attorneys’ fees should be awarded under 35 U.S.C§ 285.
VI. REQUEST FOR RELIEF
WHEREFORE, Torvent respectfully requests that judgment be entered as follows:
A. Declaring that each Defendant has directly infringed the claim of the Asserted
Patent;
B. Declaring that each Defendant has induced infringement of the claim of the
Asserted Patent;
25
C. Declaring that the claim of the Asserted Patent is valid and enforceable;
D. Awarding damages to Torvent in an amount to be proven at trial, but in no event
less than a reasonable royalty, under 35 U.S.C. §284;
E. Awarding Torvent each of the Defendants’ profits under 35 U.S.C. §289 for
infringement of the ’D321 Design Patent;
F. Declaring that Torvent has been irreparably harmed by the infringing activities of
each of the Defendants and is likely to continue to be irreparably harmed by the Defendants’
continued infringement;
G. Preliminarily and permanently enjoining each Defendant and its officers, agents,
servants, employees and those persons in active concert or participation with any of them, as
well as all successors or assignees of the interests or assets related to the Accused Easy Load,
Bump-and-Feed Products from further infringement, direct and indirect, of the Asserted Patent;
H. Awarding, as appropriate, expenses, costs, and disbursements incurred this action
against Defendants, including prejudgment and post-judgment interest, including an accounting;
I. Awarding enhanced damages up to treble damages for each of the Defendants’
willful acts of infringement under 35 U.S.C. §284;
J. Declaring this to be an exceptional case as to each Defendant that is found to have
willfully infringed, and awarding attorneys’ fees under 35 U.S.C. §285;
K. Awarding such other and further relief as this Court deems just and proper.
VII. DEMAND FOR JURY TRIAL
Pursuant to Rule 38(b) of the Federal Rules of Civil Procedure, Torvent hereby demands
a trial by jury of all issues so triable.
26
Dated: December 21, 2022 Respectfully submitted,
BAYARD, P.A.
/s/ Stephen B. Brauerman

Stephen B. Brauerman (#4952)
Ronald P. Golden III (#6254)
600 North King Street, Suite 400
Wilmington, DE 19801
(302) 655-5000
sbrauerman@bayardlaw.com
rgolden@bayardlaw.com
Brian A. Carpenter (ad hoc pending)

Theodore G. Baroody (ad hoc pending)
CARSTENS, ALLEN & GOURLEY, LLP
7500 Dallas Parkway, Suite 300
Plano, Texas 75024
(972) 367-2001
(972) 367-2002 Fax
carpenter@caglaw.com
baroody@caglaw.com
ATTORNEYS FOR PLAINTIFF

TORVENT LLC
27
Case 1:22-cv-01617-UNA Document 1-1 Filed 12/21/22 Page 1 of 9 PageID #: 28
EXHIBIT 1
EXHIBIT 2
EXHIBIT 3
Annual Report 2020

RYOBI 18V ONE+ HP Compact Brushless Cut-Off Tool

Joining the 18V ONE+ HP Compact Brushless lineup, all new cut-off
tool delivers power and versatility in a compact size. The combination
of the high-performance brushless motor, advanced technology, and
lithium-ion battery technology deliver performance in a compact size
ideal for cramped spaces. It cuts through metal, drywall, cement board,
tile, plastics and more. One-handed operation and a wire depth gauge
allow for increased stability, accuracy, and ultimately cleaner cuts.
No wonder it’s become the go-to cutting tool for both DIYers and pros.
Contents
2 Financial Highlights
6 Chairman’s Statement
8 Chief Executive Officer’s Message
12 Strategic Drivers
14 Power Equipment
38 Floorcare
42 Management’s Discussion and Analysis
52 Board of Directors
58 Corporate Governance Report
72 Environmental, Social and Governance Report
146 Report of the Directors
155 Independent Auditor’s Report
159 Consolidated Financial Statements
165 Notes to the Consolidated Financial Statements
247 Financial Summary
248 Corporate Information
Company Profile
Techtronic Industries Company Limited (the “Company”, the “Group” or “TTI”) is a fast-growing world leader
in Power Tools, Accessories, Hand Tools, Outdoor Power Equipment, and Floorcare for Do-It-Yourself (DIY),
professional and industrial users in the home improvement, repair, maintenance, construction and infrastructure
industries. The Company is committed to accelerating the transformation of these industries through superior
environmentally friendly cordless technology. The TTI brands like MILWAUKEE, RYOBI and HOOVER are
recognized worldwide for their deep heritage and cordless product platforms of superior quality, outstanding
performance, safety, productivity and compelling innovation.
Founded in 1985 and listed on the Stock Exchange of Hong Kong (“SEHK”) in 1990, TTI is included in the
Hang Seng Index as one of their constituent stocks. The Company maintains a powerful brand portfolio,
global manufacturing and product development footprint, healthy financial position with record 2020
worldwide sales of US$9.8 billion and over 48,000 employees.
Financial Highlights
Revenue
US$m
11th consecutive year of $9,812

Record Revenue
10,000
28.0%
8,000
US$9,812 million
• Full year organic sales growth of over
US$2.1 billion, +28%
• Exceptional 2nd half sales growth of +42.3%
6,000
4,000
2,000
'10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20
For the year ended December 31, 2020
2 Techtronic Industries Annual Report 2020

2020 2019
US$’ million US$’ million Changes
Revenue 9,812 7,667 +28.0%
Gross profit margin 38.3% 37.7% +52 bps
EBIT 868 673 +29.0%
Profit attributable to Owners of the Company 801 615 +30.2%
Basic earnings per share (US cents) 43.80 33.67 +30.1%
Dividend per share (approx. US cents) 17.37 13.26 +31.1%
EBIT Basic earnings per share Dividend per share
29.0%
US$868 million
30.1%
US43.80 cents
31.1%
US17.37 cents
An increase of 29.0% as compared to Delivered the thirteenth consecutive The final dividend is US10.55 cents
US$673 million in 2019 year of record basic EPS per share
1000 50 20
US$m US cents US cents
868 45 43.80 18 17.37
875
40 16
750
35 14
673
33.67
625
13.26
30 12
607
30.16
11.33
500 25 10
519
25.66
450
20 8
22.32
8.69
375
15 6
6.44
250
10 4
125
5 2
0 0 0
'16 '17 '18 '19 '20 '16 '17 '18 '19 '20 '16 '17 '18 '19 '20
Techtronic Industries Annual Report 2020 3

Gross Profit Margin

%
12th consecutive year of
Gross Margin
40
Improvement
38
52 bps
• Gross margin improved for the
37.7%
38.3%
12th consecutive year to 38.3%,

37.2%
up +52 basis points
36.7%
36.2%
36 35.7%
35.2%
34.2%
34
33.5%
32.6%
32.2%
32
31.3%
30
'09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20

Net Profit
US$m
13th consecutive year of
Record Profit
900
800
30.2%
US$801 million
$801
• Net profit growth of 30.2% to

700 US$801 million
$615
600
$552
500
$470
$409
400
$354
$300
300
$250
$201
200
$152
$96
100
$65
$18
'08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20

Chairman’s Statement
“ We are positioned to capitalize on the many

growth opportunities we have identified in
the months and years ahead.”

Chairman’s Statement
I am pleased to announce that Starting in April 2020, we made a bold decision to further accelerate
investment in additional sales/field marketing specialists, engineers,
2020 was an outstanding year for new product development resources and geographic expansion to
seize market share and drive above market growth. We also made
TTI with exceptional revenue and the bold decision to aggressively expand manufacturing capacity
in China, Vietnam, Mexico, and North America and we invested in
profit growth. higher levels of inventory to better serve our customers.
We reported sales of US$9.8 billion, an increase of 28.0%. Financial Performance

Our second half sales grew an exceptional 42.3%, outpacing
EBIT increased 29.0% to US$868 million, with the EBIT margin
the market. Increased strategic investment in new product,
improving by 10 basis points to 8.9%. Net Profit rose 30.2% to
manufacturing capacity, geographic expansion, and our in-field
US$801 million, with earnings per share increasing 30.1% over
marketing initiatives is the driving force behind our industry
2019 to US43.80 cents. We invested in inventory to support our
leading extraordinary growth.
above market growth levels, while working capital management
TTI continued to strengthen its global leadership position with robust remained best-in-class at 14.0% of sales.
sales growth in every business unit and in all geographic regions.
North America delivered growth of 29.5%, EMEA grew 19.1% and Outlook
ROW grew 30.6%. Our Power Equipment business, representing We are well positioned to continue outperforming the market, with
89.0% of total sales, grew 28.5% to US$8.7 billion. Our MILWAUKEE a strong balance sheet and a disciplined fixed and working capital
Professional, the RYOBI DIY, and the RYOBI Outdoor businesses all management process. We are positioned to capitalize on the many
delivered double-digit growth. Our Floorcare business produced sales growth opportunities we have identified in the months and years ahead.
growth of 23.6% to US$1.1 billion.
I would like to thank our customers, end users, suppliers, shareholders,
Gross margin improved for the 12th consecutive year, from 37.7% Board and entire TTI organization for another outstanding year.
in 2019 to 38.3% in 2020. This gross margin improvement is a direct Our dedicated, skilled and passionate teams across the globe are
result of the launching of high margin new product, disciplined mix enabling us to achieve outstanding results. It is our unrelenting bold
management, exceptional productivity gains and volume leverage. vision, customer focus and business momentum that will make 2021
Additionally, our relentless focus on operational excellence improved another successful year and position TTI with exciting opportunities
productivity throughout our operations. in the decade to come.
A major strategic initiative for TTI is our commitment to building out

a world class e-commerce capability. We achieved fantastic traction
with e-commerce and Buy Online Pickup In Store (BOPIS). We have
worked closely with our customers, capitalizing on the accelerated
shift to online and BOPIS. An example of our world class leadership
in e-commerce is The Home Depot presenting us with their
Omnichannel Interconnected Partner of the Year award in 2020.
Our Response to COVID

When it became clear that the coronavirus was a global issue, our Horst Julius Pudwill
immediate priority was to focus on the safety of our employees, their Chairman
families, our customers and end users. We are incredibly proud of March 3, 2021
the way our global team managed throughout this pandemic, staying
safe while supporting our customers.

Chief Executive Officer’s Message
“To achieve growth and global expansion

like ours is a testament to the quality of
our team, strength of our culture and the
crystal-clear focus of our strategy.”

2020 was clearly a breakout year In addition to our relentless focus on advancing cordless technology,
we also continue to deploy our geographic expansion strategy.
for TTI. In just twelve months, When we enter a new strategic market, we enter aggressively
with a strong team to rapidly develop the market. Our geographic
we grew sales organically by expansion efforts are an ongoing success at TTI.
US$2.1 billion, while improving Hiring the Best

gross margin and net profit. This We viewed 2020 as an opportunity to bolster our talent pool and
recruit the very best off of college campuses across the globe.
extraordinary performance was Our top focus was hiring newly minted engineers. We’ve built out
a vastly superior global engineering capability with R&D Centers
driven by our unwavering strategic located around the US, Europe, Australia, Vietnam and China.
In 2020, we augmented our engineering powerhouse with over
focus on cordless technology. six hundred newly recruited engineers who drive technological
advancements and accelerate the pace of our new product launches.
We are leading the revolution from traditional power sources to These high potential electrical engineers, software development
cordless in power tools, light equipment, outdoor products and engineers and other technical engineering specialists have joined
cleaning. Our technologically advanced cordless products drive TTI from over 100 college campuses around the world.
our sales and gross margin improvement, which funds additional
In addition, while other companies pulled back on recruiting in
strategic SG&A investments in R&D, new product development and
2020, we accelerated and hired 1,208 high-potential college
in-field marketing specialists, creating a virtuous cycle of growth.
graduates into our Leadership Development Program (LDP).
It is through our bold strategic direction, operational excellence, and
Since its beginning thirteen years ago, the program has supported
exceptional team that TTI has consistently delivered on our financial
our growth by creating a pipeline of future leaders across the sales,
goals of outgrowing the market, driving gross margin improvement,
marketing, engineering, purchasing, supply-chain, manufacturing,
and growing profit faster than sales.
and finance disciplines. Today, some of these LDP graduates hold
roles with increasing levels of responsibility up to vice presidents
Cordless Leadership and presidents. We are committed to developing even more LDPs
We are obsessively focused on developing advanced, demonstrably into meaningful leadership roles throughout the organization in
better, technologically superior cordless products. In 2020, our 2021 and beyond.
MILWAUKEE brand became the fastest growing and #1 Professional
Tool Brand in the world, while RYOBI extended its leadership position
Winning Culture
as the largest global DIY Tool Brand. Our drive for advancing cordless
Our vision is to be number one in the industries we serve, and this
technology continues to intensify. When one version of a product
drives a high-performance culture across all levels and functions of
launches in the market, we immediately focus on the engineering of
our organization. Our unique high-speed decision-making process
the next generation with improved run-time, power, speed, life,
supports our maniacal focus on developing superior cordless
compactness and other breakthrough features. Examples of these
products and meeting high customer service level expectations.
advancements include our recently launched next generation RYOBI
We view our winning culture as a competitive advantage that
High Performance (HP) Brushless series, our next generation
powers our growth.
MILWAUKEE M18 FUEL SAWZALL, the revolutionary MILWAUKEE
MX FUEL Light Equipment System, and our leadership range of
RYOBI cordless mowers.

This year, our team performed admirably through the challenges A Bold Vision for the Future
presented by the coronavirus pandemic while keeping the safety of In 2020, we dramatically outpaced the market. To achieve growth
our employees, their families, our customers and end users as the and global expansion like ours is a testament to the quality of
priority. I am incredibly proud of the way our team has adhered to our team, strength of our culture and the crystal-clear focus of
all safety protocols, while engaging with customers and end users our strategy. Our bold investments in new product development,
all over the globe. manufacturing, geographic expansion and in-field marketing
initiatives drove our growth and our position as industry leaders.
Strategic Capacity Investments We continued to strengthen our global leadership position with
In 2020, we made the bold decision to build out additional tremendous sales growth in every business unit and all geographic
manufacturing capacity in support of our future growth. We invested regions. Once again, we are thrilled with our 2020 performance,
in our world-class facility in China, while expanding operations in however we believe the next five years will be an amazing period
Vietnam, Mexico, Europe, and across the United States. Construction for the company’s sales and profit growth.
is currently underway on new greenfield manufacturing sites in
I feel incredibly fortunate for the partnership and alignment
Wisconsin and South Carolina that will further increase the agility
I share with our Chairman, Horst Pudwill, and Vice Chairman,
of our operations network.
Stephan Pudwill. It is a powerful competitive advantage to share
Our expanding global manufacturing footprint gives us the ability to the leadership responsibilities with these bold leaders, and we
produce high quality products with the flexibility to quickly react to are all relentlessly focused on winning in cordless. I’d like to
changing geopolitical and environmental factors. All sites across the thank them both for their tremendous teamwork in 2020 and
globe adhere to the TTI OPEX philosophy of driving productivity, look forward to many more years of partnership ahead. Together,
delivering world class quality, and maintaining best-in-class service we share a vision for an incredible future, and we are confident
levels for our customers. the best is yet to come.
Sustainability
Our mission is to lead our industry in replacing high-polluting,
fossil-fueled products with our environmentally friendly, clean
cordless powered technology. We are reshaping sustainability into
a core competency by embracing best Environmental, Social and
Governance (ESG) practices. Our global organization understands
that economic, social and environmental aims are all interrelated
and firmly believes that our ability to grow and innovate is linked
to our ESG performance. Joseph Galli Jr
Chief Executive Officer
March 3, 2021

A Bold Vision for the Future

It is through our bold strategic direction, operational excellence, and exceptional team
that TTI has consistently delivered on our financial goals of outgrowing the market,
driving gross margin improvement, and growing profit faster than sales.
Cordless Leadership Hiring the Best Winning Culture
• MILWAUKEE brand became the • 600 newly recruited engineers • Our vision is to be number one
fastest growing and #1 Professional from top 100 college campuses in the industries we serve
Tool brand in the world worldwide
• High-speed decision making
• RYOBI is the #1 DIY Tool brand • LDP recruits 1,208 high potential
• Maniacal focus on developing
in the world graduates in 2020
superior cordless products
• RYOBI is the #1 Cordless Lawn • 5,292 LDP hired since 2007
& Garden brand in the world
• Expanding the HOOVER and
VAX ONEPWR cordless families
Strategic Capacity Sustainability A Bold Vision

Investments for the Future
• We further invested in our world-class • To lead our industry in replacing • Strong balance sheet and a
facility in China high-polluting, fossil-fueled disciplined fixed and working
products with clean-air lithium capital management process
• Expanding operations in Vietnam,
cordless products
Mexico, Europe, and the United States • Tremendous sales growth in
• Sustainability strategy monitors every business unit and all
• TTI OPEX philosophy – drive
activities and ESG performance geographical regions
productivity, delivers world class
against our goals
quality, maintains best-in-class • Bold investments in new product
service levels • Set environmental requirements development, manufacturing,
for the design, construction and geographic expansion and
renovation of new buildings in-field marketing initiatives
and plants

Powerful
Brands
Strategic Drivers
TTI is a global strategy-based organization. We have been diligent in
researching and refining the key concepts for ongoing sustainability and
growth. Early on, leadership identified four strategic areas that would drive
our success: Powerful Brands, Innovative Products, Exceptional People and
Operational Excellence. The synergy in our four strategic drivers creates
a culture of disruptive innovation and execution resulting in world-class,
powerful brands. This dynamic structure of interconnectivity not only
maximizes growth and improvement in every area of our company;
but also, delivers the innovative, high-quality driven products needed
by consumers and professionals around the world. Consequently,
our focus on strategy has created a cycle for our continued success.
Exceptional
People
Innovative
Products
Operational
Excellence
TRADE VERTICAL INNOVATION:

DIVERSIFIED AND DISRUPTIVE
It all starts with the user. We don’t make assumptions. Instead, we set out to deliver
disruptive innovation by getting out on the jobsite, alongside trade professionals,
to understand their challenges – the frustrations, needs, and previous limitations.
We set out to completely rethink a solution with new-to-world technology and
unparalleled levels of design and engineering. Whether it’s bringing cordless
power to traditionally corded or gas products and manual activities, or advances
to fundamental tools and equipment, MILWAUKEE’s focus is on working directly
with users to help improve their productivity and safety.
PORTABLE PRODUCTIVITY PERFORMANCE DRIVEN EQUIPMENT REDEFINED

TRADE FOCUSED TRADE FOCUSED TRADE FOCUSED
SYSTEM WIDE SYSTEM WIDE SYSTEM WIDE
MODULAR STORAGE SYSTEM


Power Equipment
TM
CORDLESS SYSTEM
The MILWAUKEE M12 System continues to introduce
PORTABLE PRODUCTIVITY innovative solutions that deliver portable productivity

and performance. For example, the newly launched
TRADE FOCUSED M12 FUEL HATCHET 6" Pruning Saw delivers unmatched
SYSTEM WIDE control, power, and versatility while meeting the demands
of landscape maintenance professionals.
125 SOLUTIONS

Power Equipment
TM
Cordless Platforms They last longer, think faster and work harder than all other professional
lithium-ion batteries. Built to withstand even the harshest environments,
REDLITHIUM batteries deliver more work over the life of the battery,
no matter what the job.
Technology Highly advanced motor technology boosts efficiency, An advanced combination of hardware and software,
generating more power from a compact power source. REDLINK intelligence enables full-circle communication
That means the ultimate performance, durability and between our batteries and tools, allowing for unmatched
run-time comes in a smaller, lighter package. levels of performance, protection and productivity.
2 REDLINK PLUS
INTELLIGENCE
■ Mostadvanced electronic system on
the market for maximum performance
■ Totalsystem communication with
overload protection increases tool life
■ Built-in fuel gauge displays remaining charge
1 BRUSHLESS
POWERSTATE
MOTOR
TM
CP2.0/ XC4.0
■ MILWAUKEE designed
and built brushless motor
■ Outperforms
all
leading competitors
3 REDLITHIUM
CP2.0 & XC4.0
BATTERY PACKS
FITS M12 TOOLS
■ Up to 2X run-time
■ 20% more power
■ Upto 2X more recharges
than leading competitor
■ Operates below -18ºC / 0ºF
New Products
M12 FUEL M12 FUEL M12 FUEL M12 FUEL M12 FUEL M12
ProPEX ® Expander Kit High Speed Ratchet Kits Low Speed Tire Buffer Kit Compact Band Saw Kit HATCHET 6" Pruning Saw Kit 23 Gauge Pin Nailer Kit
w/ 1 2 " – 1" RAPID SEAL
ProPEX ® Expander Heads

Power Equipment
TM
CORDLESS SYSTEM
M18 FUEL
M18 FUEL SAWZALL Reciprocating M18 FUEL
21 Degree Framing Nailer Kit Saw Kit w/ ONE-KEY 30 Degree Framing Nailer Kit
The MILWAUKEE M18 Platform continued to grow with the launch

of several best-in-class additions. In the cordless nailing category,
our new M18 FUEL 30 and 21 Degree Framing Nailers and 18ga 1 4 "
Narrow Crown Stapler all deliver powerful pneumatic performance
PERFORMANCE DRIVEN professionals expect without the hassle of a compressor, hose or gas
TRADE FOCUSED cartridge. We also launched the quietest cordless compressor on the
SYSTEM WIDE market with our M18 FUEL 2 Gallon Compact Quiet Compressor.
In addition to expanding into new product categories, we introduced
215 SOLUTIONS next generation innovation to our legendary M18 FUEL SAWZALL
Reciprocating Saw.

Power Equipment
TM
2 REDLINK PLUS
INTELLIGENCE
■ Mostadvanced electronic system on
the market for maximum performance
■ Totalsystem communication with
overload protection increases tool life
1 BRUSHLESS
POWERSTATE
TM
MOTOR
XC5.0
■ MILWAUKEE designed
and built brushless motor
■ Outperforms
all
leading competitors
3 REDLITHIUM
XC5.0 BATTERY PACK
FITS M18 TOOLS
■ Most durable pack on the market

■ Over 2X more recharges than leading competitor
■ Fuel gauge displays remaining charge
■ Operates below -18ºC / 0ºF
New Products
M18 FUEL M18 FUEL M18 FUEL M18 FUEL M18 FUEL
1
" Blind Rivet Tool
4 4-1 2 " / 5" Grinder Slide SAWZALL Reciprocating Saw 1" SDS Plus Rotary Hammer 1" SDS Plus Rotary Hammer
w/ ONE-KEY Kit Switch, Lock-On Kit w/ ONE-KEY w/ ONE-KEY Kit w/ ONE-KEY & HAMMERVAC
Dedicated Dust Extractor Kit

Power Equipment
CORDLESS SYSTEM
With the launch of the industrial MILWAUKEE MX FUEL

Equipment System, we entered the multi-billion-dollar
light equipment space. This platform’s disruptive cordless
EQUIPMENT REDEFINED technology replaces traditional gas and corded power
TRADE FOCUSED sources and has been well received by industrial users
SYSTEM WIDE all over the world.

Power Equipment
TM
2 REDLINK PLUS
INTELLIGENCE
TM
1 REDLITHIUM
BATTERY PACK
3 BRUSHLESS
POWERSTATE
MOTOR
New Products
MX FUEL Handheld Core Drill Kit
MX FUEL
14" Cut-Off Saw Kit
MX FUEL MX FUEL MX FUEL MX FUEL MX FUEL

Breaker Kit CARRY-ON 3600W/1800W Sewer Drum Machine Sewer Drum Machine ROCKET Tower
Power Supply Kit w/ POWERTREDZ Kit for Kit for 5 8 " – 3 4 " Cables Light/Charger Kit
5 3
8" – 4 " Cables

Power Equipment
STORAGE AND SAFETY
MODULAR STORAGE SYSTEM

Power Equipment
Storage The revolutionary MILWAUKEE PACKOUT

Storage System continues to expand to
over 36 interchangeable products
include the PACKOUT Customizable
meet the professional’s growing tool Work Surface, PACKOUT 16QT Cooler,
storage, transportation and organizational M18 PACKOUT Light / Charger and
needs. New innovations to the system of PACKOUT 2-Wheeled Cart.
New Products
PACKOUT PACKOUT PACKOUT

2-Drawer Tool Box 3-Drawer Tool Box Racking Kit
Safety MILWAUKEE is committed to keeping

professionals safe on the job by offering
Each PPE solution has been developed
with a deep understanding of user’s
over 500 solutions in the categories needs, allowing us to introduce needed
of hard hats, eye protection, hearing innovations like fog-free safety glasses,
protection, high visibility vests, impact rated gloves and many more.
respirators, and work gloves.
New Products
Red 2-Layer Face Mask 3-Layer Performance Face Mask

Power Equipment
LASERS AND ACCESSORIES
TM

Power Equipment
M12 and MILWAUKEE continues to drive layout

innovation with the introduction of
with current alkaline-powered solutions,
eliminating the dependency on disposable
REDLITHIUM M12 and REDLITHIUM USB Lasers. batteries. All MILWAUKEE lasers are
USB Laser M12 Lasers deliver all-day run-time,

best visibility, and faster set-up.
engineered with a focus on power,
visibility, and set-up in order to
The USB Rechargeable solutions increase productivity on the jobsite.
are designed to tackle frustrations
New Products
M12 M12 USB Rechargeable USB Rechargeable USB Rechargeable

Green Laser Kit – Green Laser Kit – Green Laser – 3-Point Green Laser – Cross Line Green Laser – Cross Line
Cross Line & Plumb Points 360 Degree 3-Plane & Plumb Points
SHOCKWAVE The new SHOCKWAVE IMPACT DUTY

6 Point Socket Lineup is available
Constructed with high-strength forged
steel, these sockets deliver optimized
IMPACT DUTY in 1 4 ", 3 8 ", 1 2 ", 3 4 ", and 1" drives. performance in heavy-duty applications,
Sockets The SHOCKWAVE IMPACT DUTY Sockets

provide maximum wear resistance with
and a non-slip hex geometry prevents
socket and fastener rounding. For easy
stamped and ink-filled size markings, socket attachment and removal, the
making it easier for users to select sockets are complete with a dual-hole
the right socket for their application design and ring groove.
throughout the entire life of the socket.
New Products
12 Pc SHOCKWAVE 19 Pc SHOCKWAVE IMPACT 29 Pc SHOCKWAVE

IMPACT DUTY 3 8 " Drive SAE DUTY 1 2 " Drive SAE IMPACT DUTY 1 2 " Drive Metric
6 Point Standard Socket Kit 6 Point Deep Socket Kit 6 Point Deep Socket Kit

SETTING THE BAR HIGH

RYOBI specializes in making pro-featured power tools and outdoor products truly affordable. We’re the
brand of choice for millions of homeowners and DIYers. Using cordless lithium-ion technology, RYOBI’s
18V ONE+ Cordless System powers through almost anything to meet our consumers’ needs. With 175 ONE+
tools including the new line of HP tools, RYOBI is continually innovating our products and finding their
way into workshops and jobsites.
As the #1 Cordless Mower brand, RYOBI is an industry leader in the Outdoor Power Equipment category.
Superior 40V tools exceed consumer’s expectations by delivering GAS-LIKE POWER along with fade-free,
long-lasting performance. Part of the 40V Cordless System, the new 40V HP tools and batteries are
compatible with 50+ RYOBI 40V tools.

Remodel Hobby & Craft Lifestyle Pro
Maintenance Home Additions Automotive Fastening

& Repair & Improvements
Outdoor Tools Plumbing Electrical Lighting
Paint Prep Cleaning Floorcare Audio

Power Equipment
18V ONE+ Cordless System
Today, RYOBI 18V ONE+ is the #1 Consumer Power

Tool brand in the world. Featuring 175 innovative
product solutions, RYOBI provides the ultimate in
versatility and selection to get the job done. Millions
The Power To Do More. of DIY enthusiasts and pros worldwide look to ONE+
to power through almost anything – from the home to
the jobsite to out in the yard or on the go, RYOBI ONE+
is the system that gives users "The Power To Do More”.

Power Equipment
Cordless Platforms The RYOBI 18V ONE+ System features From drilling, driving, cutting and
175 innovative product solutions, fastening to lighting, plumbing, cooling
giving you the ultimate in versatility and cleaning to trimming, edging,
and selection to get the job done. mowing and clearing, RYOBI ONE+
With cordless lithium-ion technology, is the system users can rely on.
RYOBI powers through almost anything.
Technology RYOBI delivers meaningful innovation Quality components, motors, and

through a product development lithium-ion batteries increase productivity,
process focused on meeting unmet performance, and run-time across the
user needs at a best-in-class value. expansive 18V ONE+ lineup.
End Users • Remodel • Automotive • Lighting

• Hobby & Craft • Fastening • Paint Prep
• Lifestyle • Outdoor Tools • Cleaning
• Pro • Plumbing • Floorcare
• Maintenance & Repair • Electrical • Audio
• Home Additions & Improvements
New Products
18V ONE+ HP Compact 18V ONE+ 18V ONE+ 18V ONE+

Brushless 1 2 " Hammer Drill 3
8 ” Ratchet Handheld Sprayer Bluetooth Speaker
18V ONE+ 18V ONE+ 18V ONE+ 5” Variable Speed 18V ONE+
EZClean Power Cleaner Precision Rotary Tool Dual Action Polisher HP 6” Brushless Auger

Power Equipment
40V Cordless Outdoor System
From the #1 Cordless Lawn & Garden Brand in the world,

RYOBI’s 40V lineup sets the bar for performance and
innovation. Our 40V Lithium tools deliver superior run-time
and performance, providing consumers freedom from
GAS-LIKE PERFORMANCE. gas-powered outdoor equipment. Today, there are 50
CORDLESS CONVENIENCE. innovative products in the system that can be powered
by any RYOBI 40V lithium-ion battery. Our 40V system
makes it convenient to transition from gas to cordless
to handle all consumers' lawn and garden needs.

Power Equipment
Cordless Platforms The RYOBI 40V System puts the power for superior performance and fade-free
in your hands to tackle yardwork and run-time – from first cut to last. What’s
more demanding jobs without having more, our 40V lithium-ion battery fits
to plug-in or fill-up. With 50 innovative every charger and powers every
tools and counting, each product is RYOBI 40V tool. It’s what you would
engineered to deliver GAS-LIKE POWER expect from RYOBI.
Technology RYOBI takes cordless technology to the use, more environmentally friendly,
next level with the new 40V lithium-ion and have the power and run-time of
and 40V HP Outdoor Series. These gas to help our consumers complete
lithium-ion battery tools are easier to all their outdoor projects.
End Users • Do-It-Yourself Homeowners

• Garden Enthusiasts
New Products
40V HP Brushless 21" Cross Cut 40V HP Brushless 40V HP Brushless Carbon Fiber
Self-Propelled Mower 18" Chainsaw Attachment Capable String Trimmer
40V 1800 Watt Power Station 40V Brushless 21" Snow Blower 40V Brushless Backpack Blower

Power Equipment
18V ONE+ & 40V Cordless Mowers
As the industry’s #1 Cordless Mower Brand, RYOBI

has built upon our impressive product offering.
We continue to invest in brushless technology –
where power and performance meet cordless
convenience in this next generation of mowers.

Power Equipment
Cordless Platforms The RYOBI 18V ONE+ & 40V System which enables our users to power
Mowers use cordless lithium-ion through their lawn care projects
technology and brushless technology, on a single charge.
Technology Our new 18V ONE+ HP Brushless a premium user experience like never
and 40V HP Brushless Mowers before. With brushless motor technology,
utilize advanced cordless technology our consumers achieve GAS-LIKE POWER
and superior ergonomics to deliver to tackle all their lawn care needs.
high-performance equipment and
18V ONE+ 18V ONE+ HP Brushless 40V Brushless 20”

13” Push Mower 16” Push Mower Push Mower
40V HP Brushless 40V Brushless 40V HP Brushless

20” Self-Propelled Mower 21” Self-Propelled Mower 21” Cross Cut SmartTrek
Self-Propelled Mower

Power Equipment
18V ONE+ HP & 40V HP Platforms
RYOBI set the standard for power, performance, and innovation in its class with the introduction of the
18V ONE+ HP Brushless and 40V HP Brushless products. The High Performance (HP) tools are
optimized to deliver longer run-time and more work per charge, with an ergonomic design for comfort
during extended use without compromising on performance. In parallel, we harnessed the same
technology to elevate our high voltage 40V lineup of products with the introduction of the 40V HP
Brushless tools. The 40V HP Brushless Tools harness GAS-LIKE POWER and deliver maximum
run-times without the hassle of a traditional gas unit.

Power Equipment
18V ONE+ HP Brushless 18V ONE+ HP Brushless

2 " Hammer Drill 4-Mode 1 2 " Impact Wrench
1
18V ONE+ HP Brushless 18V ONE+ HP Compact

1" SDS-Plus Rotary Hammer Brushless Cut-Off Tool
18V ONE+ HP Compact 18V ONE+ HP Compact

Brushless 3 8 " Right Angle Drill Brushless One-Handed
Reciprocating Saw
18V ONE+ HP Brushless 18V ONE+ HP Brushless

Blower 16" Mower
40V HP Brushless 40V HP Brushless 40V HP Brushless

Carbon Fiber String Trimmer 18" Chainsaw 21" Cross Cut SmartTrek
Self-Propelled Mower

Power Equipment
18V ONE+ HP & 40V HP Technology
The 18V ONE+ HP and 40V HP platforms combine high-performance brushless motors, advanced
technologies, and superior ergonomics to deliver a best-in-class user experience. In other words,
RYOBI’s 18V ONE+ HP and 40V HP products enable DIYers, weekend warriors, homeowners, and pros
alike to make more cuts and drive more screws on a single charge than ever before. The 40V HP Brushless
products allow users to tackle yardwork and lawn maintenance without having to plug-in or fill-up.

Power Equipment
Technology
RYOBI 18V ONE+ HP and 40V HP Brushless products deliver lithium-ion battery technology. This powerful combination allows
a premium user experience through the combination of powerful users to get more work done per charge with increased performance.
brushless motors, advanced electronics, and high-performance
Brushless Motor Technology

More power, longer run-time, and longer
motor life. Our brushless motors give you
increased performance and a premium user
experience. Brushless motors not only deliver
more power, they are lighter and more
compact than brushed motors, allowing
users to work longer and more efficiently.
Advanced Electronics
The advanced electronics in our
18V ONE+ HP tools and 18V Lithium
High Performance Batteries allow
users to maximize performance
in all applications.
Superior Ergonomics
RYOBI designed these tools
for best-in-class ergonomics,
without compromising
on performance.
High Performance
Lithium-Ion Battery
Technology
RYOBI 18V Lithium High
Performance Batteries provide
up to 4X run-time and 30%
more power, in a lighter weight
and more ergonomic design
than previous generations of
RYOBI 18V ONE+ batteries.

Floorcare
Cordless Cleaning
HOOVER Cordless Cleaning
In 2020, HOOVER expanded its successful The HOOVER Cordless HEPA Bagged Upright
ONEPWR compatible cordless line with is the first cordless bagged vacuum. With
several accessory products and two core its sealed bagged system, it captures and
hero products. contains dirt, dust and irritants for safe
and convenient disposal.
The HOOVER EVOLVE Cordless Vacuum
blends the power and capacity of a full-size
upright with the lightweight convenience
of a stick vacuum in a free-standing form.

Floorcare
Leading The HOOVER brand boasts a cordless system of

innovative high-performance cleaning products
the Cordless
that all work with the same powerful lithium-ion
Cleaning Charge ONEPWR battery.
In 2020, HOOVER continued to lead the world’s

cordless cleaning market by developing more
powerful and effective cord-free cleaning tools
for use in and around the home.
Technology The ONEPWR battery allows the HOOVER brand to power a full lineup
of cleaning tools with a single removable, replaceable lithium-ion battery.
Cordless Cleaning
The powerful ONEPWR battery powers a variety of VAX cordless
cleaning products. The system is led by the VAX BLADE 4 range
which represents VAX’s best performing cordless stick vac, boasting
up to 90 minutes of run-time and is proven to clean carpets better
than the UK’s top 3 best-selling cordless vacuums.

Floorcare
Carpet Washing
HOOVER Carpet Washing
HOOVER continues to change the landscape of carpet In 2020, HOOVER built on the success of the SMARTWASH
washing to address the various needs of consumers. platform by adding a pet-specific model with a detachable
The iconic brand offers compact carpet cleaners for pre-treat wand for spots and stains.
quick, high-traffic carpet cleaning, full-size carpet
washers for larger areas and spot cleaners for spills,
spots and stains.

Floorcare
Technology Automatic Carpet Washers

HOOVER was first-to-market with automatic,
motion-sensing carpet washers. The SMARTWASH
and SMARTWASH PET carpet cleaners dispense
water and cleaning formula going forward. And
they suction and dry as they’re pulled back.
It’s as easy as vacuuming.
Push forward to wash Pull back to dry
Proprietary Cleaning Formulas

For the ultimate in cleaning performance,
HOOVER carpet cleaning formulas have been
specially developed to work with HOOVER Carpet
and Spot Cleaners. HOOVER offers an extensive
line for a variety of consumer use cases.
Carpet Washing
VAX is the UK’s number one name in carpet washing. 2020 saw the
launch of the new VAX PLATINUM SMARTWASH, VAX's best ever
carpet washer which kills over 99% of bacteria and with next
generation motion sense technology, it’s effortlessly simple to use.

Management’s Discussion and Analysis
Review of Operations
Power Equipment
MILWAUKEE M18 FUEL SAWZALL Reciprocating Saw w/ ONE-KEY

Management’s Discussion and Analysis | Review of Operations
Sales in Power Equipment
US$8.7 billion
Our Power Equipment segment delivered sales

growth of 28.5% to US$8.7 billion. During the
period, we seized on the opportunity to 89.0%
of Total Revenue
aggressively invest in our business and grew
operating profit 27.3% to US$844 million.
All geographies and all business units contributed to this tremendous performance. Based on our bold
and aggressive investments, we believe MILWAUKEE is the #1 global Professional Tool brand and
RYOBI is now the #1 DIY Tool brand worldwide.
MILWAUKEE Professional Business

The 25.8% growth in our flagship MILWAUKEE Professional business was propelled by our innovative
new products. In 2020, we expanded our industry leading M18 and M12 cordless product platforms
while introducing the breakthrough cordless MX FUEL Equipment System. We also expanded our existing
line up of power tool accessories, PACKOUT storage solutions, Personal Protective Equipment (PPE)
and mechanics hand tools. These new product introductions, combined with our focus on end user MILWAUKEE MX FUEL
conversions and strong commercial execution, drive the exciting growth momentum of this business. Handheld Core Drill allows
you to core with more
confidence than ever before.
A patented clutch and
AUTOSTOP technology deliver
a safer handheld coring
experience. They provide you
with maximum control and
prevent over-rotation in case
the core drilling machine gets
bound up.
MILWAUKEE Personal Protective Equipment

Power Tools
Our MILWAUKEE Professional business continued to convert users from traditional power sources
including corded, pneumatic, hydraulic and petrol tools to our lithium cordless battery technology.
Leading the way is the MILWAUKEE M18 system with 213 tools on the platform, the M12 system
with 125 tools and the MX FUEL range with 10 products.
The MILWAUKEE M18 platform continued to launch a series of best in class additions. For example,
in the cordless nailing category, our new M18 FUEL Framing Nailers and Staplers all deliver powerful
performance, eliminating compressors, hoses and gas cartridges. In addition to expanding into new
product categories, we introduced our next generation M18 FUEL SAWZALL Reciprocating Saw. MILWAUKEE M12 FUEL
HATCHET 6” Pruning Saw
We also expanded the MILWAUKEE M12 subcompact cordless platform with a series of innovative tools.
delivers unmatched control
One of the most successful innovative new products for the company was the exciting M12 FUEL and access, has the power
HATCHET 6” Pruning Saw that is widely accepted in the professional landscaping industry. to cut 3” hardwoods, and
delivers up to 120 cuts per
charge. This electric pruning
saw is designed to meet the
ergonomic, performance,
and durability needs of
landscape maintenance
professionals.
MILWAUKEE M18 FUEL 21 Degree Framing Nailer
Storage
The MILWAUKEE PACKOUT storage system continues to expand to meet the professional’s
growing tool storage, transportation, and organizational needs. New innovations to the system
of over 36 interchangeable products include the PACKOUT Customizable Work Surface,
PACKOUT 16QT Cooler, M18 PACKOUT Light/Charger and PACKOUT 2-Wheeled Cart.
MILWAUKEE PACKOUT Modular Storage System with M18 PACKOUT Light / Charger

RYOBI
RYOBI is the #1 DIY Tool brand in the world featuring 123 tools, 44 outdoor products, and 15 cleaning
products in the ONE+ battery system alone. In 2020, the RYOBI business delivered double-digit growth
driven by a stream of new product launches featuring the next generation RYOBI ONE+ HP brushless
series. The subcompact design and exceptional performance of these HP brushless tools have enhanced
the entire global RYOBI DIY platform. With 18 new ONE+ HP and 7 new 40V HP products launching in
early 2021, our RYOBI HP new product pipeline is extremely exciting. We will continue to invest heavily
in expanding our global DIY leadership position with these high-end HP brushless products and expect
that it will catalyze growth in the DIY arena for years to come.
RYOBI 18V ONE+

HP Brushless 4-MODE
½” Impact Wrench
With over 600-ft-lbs. of
breakaway torque and an
innovative 4-mode speed
control, this tool provides users
with the power and flexibility
needed from the automotive
shop to the jobsite.
RYOBI ONE+ HP Family
The RYOBI Outdoor business delivered another year of outstanding results, led by our global leadership
of cordless mowers and cordless handheld outdoor equipment. Our range of 19 cordless RYOBI mowers
is leading the revolution from the legacy petrol market to our environmentally friendly lithium cordless RYOBI 18V ONE+
technology. In 2020, we began building a state-of-the-art manufacturing operation in the USA to Brushless WHISPER
produce cordless mowers and support the extensive growth of the RYOBI Outdoor cordless platforms. SERIES JET FAN BLOWER
The RYOBI 40V system now contains 52 innovative products that deliver petrol-like power, from the quiet All the power with a fraction
WHISPER series blowers, to string trimmers, hedge trimmers, chain saws, sprayers, edgers, and many more. of the noise. This blower is
winning over consumers
as the industries quietest
blower – all while generating
power and performance that
rivals gas units.
RYOBI 40V HP 8" Brushless Auger

Floorcare
HOOVER ONEPWR HEPA+ Cordless Upright Vacuum

Sales in Floorcare
US$1.1 billion
Our Floorcare business accounted for

11.0% of TTI total sales, with sales increasing
23.6% to US$1.1 billion, while generating 11.0%
of Total Revenue
US$24.6 million of operating profit,
up 138.0% from 2019.
These results reflect our disciplined efforts to transition our floorcare business from legacy products to
our key strategic categories of cordless and carpet washing. In addition, our exit from underperforming
geographies and expansion of in-house manufacturing contributed to our strong performance.
VAX PLATINUM
We delivered double-digit growth in carpet washing led by the success of our HOOVER POWERDASH, SMARTWASH Carpet
HOOVER SMARTWASH and VAX PLATINUM carpet cleaning product lines. Our success in carpet washing Cleaner is the UK’s first
is also driving excellent sales growth in our after-market carpet cleaning formula ranges. carpet washer with Motion
Sense technology; there is no
In 2020, our cordless ONEPWR system gained encouraging traction in both the HOOVER and VAX trigger, it automatically washes
brands. The ONEPWR cordless family now includes 13 products on the same universal battery platform. and dispenses clean water
and VAX Antibacterial solution
The Global Floorcare business is now well positioned to deliver consistently improving sales and financial when you push forward and
performance in the future. dries when you pull back,
effortlessly easy to use.
VAX PLATINUM SMARTWASH Carpet Cleaner

Management’s Discussion and Analysis
Financial Review
Financial Results Operating Expenses
Total operating expenses for the year amounted to US$2,896 million
Result Analysis
as compared to US$2,230 million in 2019, representing 29.5% of
The Group’s revenue for the year amounted to US$9.8 billion,
turnover (2019: 29.1%). The increase was mainly due to the strategic
an increase of 28.0% as compared to US$7.7 billion in 2019.
investments in new products and promotional activities to maintain
Profit attributable to Owners of the Company amounted to
the sales growth momentum and continual margin improvements.
US$801 million as compared to US$615 million in 2019, an
increase of 30.2%. Basic earnings per share for the year improved Investments in product design and development amounted to
to US43.80 cents as compared to US33.67 cents in 2019. US$317 million, representing 3.2% of turnover (2019: 3.0%)
reflecting our continuous strive for innovation. We will continue to
EBIT amounted to US$868 million, an increase of 29.0% as compared
invest in breakthrough technology and deliver broad base end-user
to US$673 million in 2019.
products and categories as these are most critical not only to
maintain sales growth momentum but also margin expansions.
Gross Margin
Net interest expenses for the year amounted to US$7 million as
Gross margin improved to 38.3% as compared to 37.7% last year.
compared to US$12 million in 2019, a reduction of US$5 million or
The margin improvement was the result of new product introduction,
38.6%. Interest coverage, expressed as a multiple of EBITDA to
product mix, category expansion, improvements in operational
total interest was 28.5 times (2019: 19.8 times).
efficiency and supply chain productivity together with very effective
action plans to mitigate the global pandemic environment. The effective tax rate, being tax charged for the year to before
tax profits was at 7.0% (2019: 7.0%). The Group will continue
%
to leverage its global operations and align its strategy to cope
39
with various tax policies change globally to further improve overall
52 bps 38.3% tax efficiencies.
38 Gross Profit Margin

Liquidity and Financial Resources
Shareholders’ Funds
37 Total shareholders’ funds amounted to US$3.9 billion as compared
to US$3.4 billion in 2019. Book value per share was at US$2.13
as compared to US$1.85 last year, an increase of 15.1%.
36
35
'16 '17 '18 '19 '20

Management’s Discussion and Analysis | Financial Review
Financial Position Trade payable days were 117 days as compared to 104 days in 2019
as the Group managed to leverage the volume and order visibility for
The Group continued to maintain a strong financial position.
better trade terms from suppliers.
As at December 31, 2020, the Group’s cash and cash equivalents
amounted to US$1,534 million (2019: US$1,412 million), of Working capital as a percentage of sales was at 14.0% as compared
which 54.9%, 21.9%, 7.8%, and 15.4% were denominated in to 14.3% in 2019.
US$, EUR, AUD and other currencies respectively.
The Group’s net gearing, expressed as a percentage of total net Capital Expenditure
borrowing (excluding bank advance from factored trade receivables Total capital expenditures for the year amounted to US$459 million
which are without recourse in nature) to equity attributable to Owners (2019: US$457 million).
of the Company, was at net cash in 2020.
Capital Commitments and Guarantees

Bank Borrowings As at December 31, 2020, total capital commitments for the acquisition
Long term borrowings accounted for 71.4% of total debts (2019: 52.9%). of property, plant and equipment contracted for but not provided
amounted to US$104 million (2019: US$58 million), and there were
The Group’s major borrowings continued to be in US Dollars. Borrowings
no material guarantees or off balance sheet obligations.
are predominantly LIBOR based. There is a natural hedge mechanism
in place as the Group’s major revenues are in US Dollars and currency
exposure therefore is low. Currency, interest rate exposures, and cash Charge
management functions are all being closely monitored and managed None of the Group’s assets are charged or subject to encumbrance.
by the Group’s treasury team.
Amongst the bank borrowings, fixed rate debts account for 35.6% Major Customers and Suppliers
of the total bank borrowings, the balance being floating rate debts. For the year ended December 31, 2020
(i) the Group’s largest customer and five largest customers accounted
Working Capital for approximately 48.9% and 58.3% respectively of the Group’s
Total inventory was at US$3,224 million as compared to US$2,113 million total revenue; and
in 2019. Days inventory increased by 19 days from 101 days to 120
days. The higher inventory days as compared to past years was mainly (ii) the Group’s largest supplier and five largest suppliers accounted
due to the strategic decision to carry a higher level of inventory to for approximately 7.9% and 20.4% respectively of the Group’s
support our service level, considering our high growth momentum. total purchases (not including purchases of items which are of
The Group will continue to focus in managing the inventory level and a capital nature).
improve inventory turns.
As far as the Directors are aware, none of the Directors, their associates
Trade receivable turnover days were at 48 days as compared to 55 days or any shareholders who owned more than 5% of TTI’s share capital
last year. Excluding the gross up of the receivables factored which is had any interest in the five largest customers or suppliers of the Group.
without recourse in nature, receivable turnover days were at 47 days
as compared to 52 days last year. The Group is comfortable with the
quality of the receivables and will continue to exercise due care in
managing the credit exposure.

Human Resources Introducing innovative new products is the centerpiece of our

The Group employed a total of 48,028 employees as at December long term strategy. We continue to invest in building a high-speed
31, 2020 (2019: 33,177) in Hong Kong and overseas. Total staff product development process, enabling us to respond faster to
cost for the year under review amounted to US$1,584 million customer requests and emerging opportunities, giving us a vigorous
(2019: US$1,337 million). competitive advantage.
The Group regards human capital as vital for the Group’s continuous Our strategy in operational excellence will continue, we will drive
growth and profitability and remains committed to improving the further gains in efficiency across our manufacturing operations,
quality, competence and skills of all employees. It provides job-related supporting further margin improvement.
training and leadership development programs throughout the
We continue to deploy our Leadership Development Program (LDP)
organization. The Group continues to offer competitive remuneration
to develop our pool of talent for the future. The LDP initiative is
packages, discretionary share options and bonuses to eligible staff,
successfully feeding talent into key positions throughout the company.
based on the performance of the Group and the individual employee.
Our Commitment to ESG

Corporate Strategy and Business Model TTI is committed to operating its business in line with Environmental,
The Group is a world-class leader in design, manufacturing and
Social and Governance (ESG) best practices, and to do so in
marketing of power tools, outdoor power equipment and floorcare
compliance with all applicable laws and regulations. We understand
for consumers, professional and industrial users in the home
that a large measure of our ability to grow, innovate and prosper
improvement, infrastructure and construction industries. We are
depends on our ESG performance. We have a robust risk
committed to implementing our long term strategic plan that focuses
management system in place which allows us to identify and address
on “Powerful brands, Innovative Products, Operational Excellence
issues in an appropriate and timely manner as well as mitigate risk to
and Exceptional People”.
our business. We have identified legal and regulatory requirements
We continue to strengthen our portfolio of powerful brands with a related to ESG practices that have the potential to have a significant
focused marketing approach. Brands extension into new product impact to our operations and performance. We had no reports of
categories and under-represented markets enable us to generate material ESG-related non-compliance in 2020.
outstanding growth. Geographic expansion will be a highlight of TTI’s
In 2020, we continued to develop our Sustainability Strategy and
future, our long term strategy is to aggressively build our business
Implementation Plan to align our actions and goals globally with
both inside and outside North America and we have spent relentless
the United Nations Sustainable Development Goals. In terms of
efforts to expand and establish presence in high potential markets
governance, the ESG Working Committee with the guidance of the
around the world.
ESG Executive Committee and the Board of Directors has continued
to implement our sustainability strategy and monitor activities and
ESG performance against our goals.

TTI understands the importance of continuous engagement with our Dividend

stakeholders to monitor and address their expectations and evolving The Directors have recommended a final dividend of HK82.00 cents
legal and industry requirements. We have various communication (approximately US10.55 cents) per share with a total of approximately
channels with our key stakeholders including employees, customers, US$193,404,000 for the year ended December 31, 2020 (2019:
shareholders and suppliers. Communication occurs via regular HK58.00 cents (approximately US7.46 cents)) payable to the
meetings, focus group discussions and training sessions. Company’s shareholders whose names appear on the register of
members of the Company on May 24, 2021. Subject to the approval
Details on our ESG commitments, relevant policies and standards
by the shareholders at the forthcoming annual general meeting of
is provided throughout this report. Specific ESG key performance
the Company, the proposed final dividend is expected to be paid
results and initiatives of 2020 are shared on pages 72 to 145.
on or about June 18, 2021. This payment, together with the interim
dividend of HK53.00 cents (approximately US6.82 cents) per share
Purchase, Sale or Redemption of Securities (2019: HK45.00 cents (approximately US5.79 cents)) paid on
Other than 2,120,000 shares of the Company purchased on-market September 18, 2020, makes a total payment of HK135.00 cents
for satisfying the awarded shares granted under the Company’s share (approximately US17.37 cents) per share for 2020 (2019:
award schemes (details of which will be set out in the Corporate HK103.00 cents (approximately US13.26 cents)).
Governance Report to be included in this Annual Report), neither
the Company nor any of its subsidiaries purchased, redeemed or
sold any of the Company’s listed securities during the year.
Closure of Register of Members
The register of members of the Company will be closed for the
following periods:
Review of Financial Information
The Audit Committee has reviewed with senior management of To ascertain members’ eligibility to attend and vote at the 2021
the Group and Messrs Deloitte Touche Tohmatsu the accounting Annual General Meeting, the register of members of the Company will
principles and practices adopted by the Group and has discussed be closed from May 12, 2021 to May 14, 2021, both days inclusive,
internal controls and financial reporting matters, including the review during which period no transfers of shares will be effected. In order
of Group’s consolidated financial statements for the year ended to qualify to attend and vote at the 2021 Annual General Meeting,
December 31, 2020. The Board acknowledges its responsibility all transfers accompanied by the relevant share certificates must
for the preparation of the accounts of the Group. be lodged with the Company’s share registrars, Tricor Secretaries
Limited, at Level 54, Hopewell Centre, 183 Queen’s Road East,
Hong Kong for registration not later than 4:00 p.m. on May 11, 2021.
To ascertain members’ entitlement to the final dividend, the register

of members of the Company will be closed on May 24, 2021 when
no transfers of shares will be effected. In order to qualify for the final
dividend, all transfers accompanied by the relevant share certificates
must be lodged with the Company’s share registrars, Tricor Secretaries
Limited, at Level 54, Hopewell Centre, 183 Queen’s Road East, Hong
Kong for registration not later than 4:00 p.m. on May 21, 2021.

Board of Directors
Group Executive Directors
Horst Julius Pudwill MSc

Chairman
Mr Horst Julius Pudwill, aged 76, is Chairman of TTI, a position he has held since he jointly founded
the Group in 1985. Until 2008, he also served as Chief Executive Officer. As Chairman, Mr Pudwill
focuses on the strategic planning and development of the Group and continues to have oversight of
the operations, with the Chief Executive Officer reporting directly to him. Mr Pudwill has extensive
experience in international trade, business and commerce. Mr Pudwill is also a director of Sunning
Inc. which has an interest in the equity of the Company.
Mr Pudwill holds a Master of Science Degree in Engineering and a General Commercial Degree.
Mr Pudwill is the father of Mr Stephan Horst Pudwill, Vice Chairman and Group Executive Director.
Stephan Horst Pudwill

Vice Chairman
Mr Stephan Horst Pudwill, aged 44, joined the Group in 2004. Mr Pudwill was appointed as
Executive Director in 2006 and subsequently was appointed as the Vice Chairman of the Company
on October 1, 2016. He is mainly responsible for managing, improving and monitoring internal
operations and identifying synergistic business opportunities within the Group.
Prior to joining the Group, Mr Pudwill held managerial positions at Daimler Chrysler AG that included
product marketing and strategic planning for the Mercedes-Benz car group.
Mr Pudwill holds a Bachelor of Arts Degree from the University of British Columbia and is Mr Horst
Julius Pudwill’s son.

Board of Directors
Group Executive Directors (continued)
Joseph Galli Jr BSBA, MBA

Chief Executive Officer
Mr Joseph Galli Jr, aged 62, joined the Group in 2006 as the Chief Executive Officer of Techtronic
Appliances and was appointed as Chief Executive Officer and Executive Director of TTI effective
February 1, 2008. He is responsible for integrating acquisitions in North America and Europe, and
enhancing the global sales potential of the Group’s strong brand portfolio. He is also responsible for
leading the management team in the Group’s daily operation.
Mr Galli joined Black & Decker in 1980 where he worked for over 19 years and held various high
level management positions, rising to the position of President of Worldwide Power Tools and
Accessories. During his tenure at Black & Decker, he was responsible for highly successful launch
of the “DeWalt ®” Brand heavy duty power tools in 1992. After leaving Black & Decker, Mr Galli
joined Amazon.com where he was President and Chief Operating Officer from 1999 to 2000.
From 2001 to 2005, he was a Director and Chief Executive Officer of Newell Rubbermaid Inc.
Mr Galli graduated from the University of North Carolina in 1980 with a Bachelor of Science in
Business Administration. In 1987, he obtained an MBA from Loyola College in Baltimore, Maryland.
Patrick Kin Wah Chan FCCA, FCPA

Operations Director
Mr Patrick Kin Wah Chan, aged 61, joined the Group in 1988 and was appointed as Executive
Director in 1990. He is now in charge of the manufacturing operations of the Group.
Mr Chan is currently the Vice-Chairman of the Dongguan City Association of Enterprises with
Foreign Investment, he is also the Vice-Director of Electric Tool Sub-Association of China Electrical
Equipment Industrial Association.
Mr Chan is a fellow member of The Association of Chartered Certified Accountants and the
Hong Kong Institute of Certified Public Accountants.
Frank Chi Chung Chan FCCA, FCPA, CPA (Practising)

Group Chief Financial Officer
Mr Frank Chi Chung Chan, aged 67, joined the Group in 1991 and was appointed as Executive
Director in 1992. He is now responsible for corporate affairs and financial management of the Group.
Mr Chan is a fellow member of The Association of Chartered Certified Accountants and the
Hong Kong Institute of Certified Public Accountants, a fellow member of The Institute of Chartered
Accountants in England & Wales and qualified to practise as a Certified Public Accountant in
Hong Kong.
Mr Chan is currently an Independent Non-executive Director of Gold Peak Industries (Holdings)

Limited which is listed on the stock exchange of Hong Kong.

Board of Directors
Non-executive Directors
Roy Chi Ping Chung GBS, BBS, JP
Prof Roy Chi Ping Chung GBS BBS JP, aged 68, is a Co-founder of TTI. Prof Chung, previously the
Group Managing Director since 1985, was appointed as the Group Vice Chairman and Executive
Director of the Company on April 18, 2007. He has been re-designated to Non-executive Director
of the Company with effect from July 1, 2011.
Prof Chung holds a Doctor of Engineering Degree from the University of Warwick, United Kingdom
and Doctor of Business Administration Degree from City University of Macau. He was appointed as
an Industrial Professor by the University of Warwick, United Kingdom in December 2010. He was
awarded a Doctor of Business Administration honoris causa by the University of Macau and an
Honorary Doctor of Science by the University of Warwick, United Kingdom in 2019, an Honorary
Doctor of Business Administration by the Lingnan University in 2015, an Honorary Doctor of
Business Administration by the Hong Kong Polytechnic University in 2007 and an Honorary
Doctorate Degree by the University of Newcastle, New South Wales, Australia in 2006. He was
awarded the Gold Bauhinia Star (GBS) Medal and the Bronze Bauhinia Star (BBS) Medal by
the Hong Kong SAR Government on June 30, 2017 and July 1, 2011 respectively. He was also
appointed as Justice of Peace by the Hong Kong SAR Government on July 1, 2005 and won the
Hong Kong Young Industrialists Award in 1997. In November 2014, he was further awarded the
Industrialist of the Year.
Prof Chung is highly dedicated to the advancement of industry. He was the Chairman of the
Federation of Hong Kong Industries from July 2011 to July 2013 and has been serving as the
Honorary President of the Federation since July 5, 2013. In addition, Prof Chung holds positions
in a number of Hong Kong SAR Government advisory committees and is an active member of many
social committees and associations. Prof Chung was appointed as Chairman of Vocational Training
Council from January 2018 until December 2019. He is also the Founder and Chairman of Bright
Future Charitable Foundation.
Prof Chung is also an Independent Non-executive Director of TK Group (Holdings) Limited, Fujikon
Industrial Holdings Limited and Vitasoy International Holdings Limited.
Camille Jojo
Mr Camille Jojo, aged 64, was appointed as a Non-executive Director with effect from October 30, 2015.
Mr Jojo has practiced as a lawyer in Hong Kong for a continuous period in excess of 30 years as
a specialist in (i) civil litigation in the higher courts of Hong Kong, (ii) arbitration and (iii) regulatory.
He graduated with a LL.B. Hons. degree from the University of Cardiff in 1977 and obtained his
Professional Qualifying Examination Certificate from Guildford College of Law in 1978. He was
qualified and was admitted as a solicitor of the Supreme Court of England and Wales in 1980,
as a solicitor of the Supreme Court of Hong Kong in 1982 and as a solicitor and barrister of the
Supreme Court of Victoria, Australia in 1984. Mr Jojo was admitted as a fellow of the Chartered
Institute of Arbitrators in November 1997. He has been a member of the Law Society Insolvency
Law Committee since 1996 and was granted Higher Rights of Audience as a solicitor advocate in
respect of civil proceedings in the Hong Kong Courts in 2015. Mr Jojo was awarded the Dispute
Resolution Lawyer of the Year 2018 at the 17th Annual Hong Kong Law Awards. He is a Partner
of Norton Rose Fulbright Hong Kong and head of its dispute resolution practice in Hong Kong.

Board of Directors
Independent Non-executive Directors
Christopher Patrick Langley OBE
Mr Christopher Patrick Langley OBE, aged 76, was appointed as an Independent Non-executive
Director in May 2001.
Mr Langley first came to Hong Kong in 1972 with HSBC Group, having joined HSBC Group in
London in 1961. After holding various appointments in the Middle East and Asia, Mr Langley was
appointed Deputy Chairman and Chief Executive of Hongkong Bank Malaysia Berhad (now HSBC
Bank Malaysia Berhad) in 1994, and Executive Director, Hong Kong and Mainland China for The
Hongkong and Shanghai Banking Corporation Ltd. in 1998. Mr Langley retired from HSBC Group
in 2000 and continues to maintain close ties with the business community in Hong Kong. He has
held a number of directorships in listed companies including Hang Seng Bank Ltd., The Wharf
Holdings Ltd, Hutchison Whampoa Ltd., Hong Kong Electric Ltd., Cathay Pacific Airways Ltd.,
and Wing Tai Holdings Ltd. (Singapore), and is currently a Non-Executive Director of Lei Shing
Hong Limited (privatized in 2008). Mr Langley has also held senior appointments in Hong Kong
and Malaysia including Chairman of The Hong Kong Association of Banks and Chairman of The
British Malaysia Industry and Trade Association.
Mr Langley was awarded the Darjah Dato’ Setia Negeri Sembilan (DSNS) in 1995 and therefore
carries the title of Dato’ in Malaysia. In 1996, Mr Langley was appointed Officer of the Order of
the British Empire (OBE).
Peter David Sullivan BS
Mr Peter David Sullivan, aged 72, was appointed as Independent Non-executive Director effective
February 1, 2008. He was an Executive Director and Chief Executive Officer of Standard Chartered
Bank (Hong Kong) Limited. Mr Sullivan held governance responsibility for franchises of the Standard
Chartered Group in Japan, Australia, the Philippines and Bohai Bank in Tianjin, China. He also held
a number of other major appointments, including as the Chairman of the Hong Kong Association of
Banks and the British Chamber of Commerce.
Mr Sullivan is the Chairman of Circle BMI Health LTD and a Non-executive Director of AXA ASIA,
AXA China Region Insurance Company Limited, AXA Wealth Management Ltd and AXA General
Insurance Hong Kong. He retired as a Non-executive Director to the boards of Standard Bank Group
and The Standard Bank of South Africa Limited in May 2020. Mr Sullivan was an Independent
Non-executive Director of Standard Bank plc London and SmarTone Telecommunications Holdings
Limited, a Non-executive Director of AXA Asia Pacific Holdings Limited that was listed on the
Australian and New Zealand stock exchanges.
Mr Sullivan holds a Bachelor of Science (Physical Education) Degree from the University of New
South Wales (Wollongong).

Board of Directors
Independent Non-executive Directors (continued)
Vincent Ting Kau Cheung

Mr Vincent Ting Kau Cheung, aged 79, was appointed as a Director in 1991 and was re-designated as
an Independent Non-executive Director on March 30, 2012.
Mr Cheung is a graduate in law from University College London and has been a practising solicitor since
1970. He is qualified to practice law in Hong Kong and England and Wales and he is now a Consultant
of Vincent T.K. Cheung, Yap & Co. He is also a Fellow of University College London and a Commandeur
de l’Ordre du Mérite Agricole of France.
Johannes-Gerhard Hesse
Mr Johannes-Gerhard Hesse (commonly known as Hans-Gerd Hesse), aged 61, was appointed as
an Independent Non-executive Director of the Company with effect from October 1, 2016. Mr Hesse
holds a graduate degree in Business Administration from the University of Cologne and has acquired
extensive business management, strategy, leadership and corporate governance experience in
Europe and Asia.
Mr Hesse’s professional career turned global in 1988 when joining RJ Reynolds International, a
division of RJR Nabisco Inc., where he henceforth held market research and marketing positions
in Germany, its regional headquarters in Switzerland and the Czech Republic. In 1996 he was
appointed General Manager Hungary and in 1998 Regional Vice President Marketing for the
Commonwealth of Independent States & Baltics (i.e. former Soviet Union). In 1999, JT International,
a division of Japan Tobacco Inc. (“JTI”), appointed Mr Hesse as General Manager Singapore,
Philippines & Australasia. He became Vice President & General Manager China in 2002 and served
simultaneously as Vice Chairman on the board of directors of China American Cigarette Co. JV in
Xiamen. In 2003 followed his appointment to Vice President Corporate Strategy at JTI’s global
headquarters. In 2007, Mr Hesse joined JTI’s Executive Committee as Regional President Asia
Pacific based in Hong Kong, holding concurrently governance and board director responsibilities in
affiliates of the JTI Group of Companies in Asia. He retired from these positions before the end of 2010.
From 2011 onwards, Mr Hesse started to develop his proprietary investment holding and business
advisory company. He lives in Germany and holds a Hong Kong permanent resident status.

Board of Directors
Independent Non-executive Directors (continued)
Robert Hinman Getz

Mr Robert Hinman Getz, aged 58, was appointed as an Independent Non-executive Director of
the Company with effect from January 1, 2020. Mr Getz has over 30 years of experience as a
private equity investor and advisor. He has extensive experience in private and public equity and
debt transactions and international mergers and acquisitions. Mr Getz holds a Master of Business
Administration Degree in Finance from New York University, and a Bachelor of Arts Degree in
International Relations, cum laude, from Boston University.
Mr Getz currently serves as the Founder and Managing Partner of Pecksland Capital, a private
investment and advisory firm since 2016. Mr Getz previously served as Co-Founder and Managing
Director of Cornerstone Equity Investors, a New York based private equity concern, from 1996 to
2016. Before the formation of Cornerstone in 1996, Mr Getz served as a Managing Director and
Partner of Prudential Equity Investors and its predecessor firm Prudential Venture Capital.
Mr Getz has served as a Director of numerous United States and international public and private
companies in the technology, manufacturing, finance, and metals and mining sectors. Currently,
Mr Getz serves as the Non-executive Chairman of the Board of Directors of Haynes International,
Inc. (HAYN:NSDQ), a public United States-based integrated developer and producer of specialty
alloys primarily for use in the aerospace industry and industrial applications. He also serves as
a Non-executive Director of Ero Copper Corp. (ERO:TSE), a public Brazilian copper mining
and exploration company. Mr Getz previously served until 2016 as a Non-Executive Director
of Newmarket Gold Inc., a public Australian gold mining and exploration company prior to
its acquisition by Kirkland Lake Gold in 2017. He also served until December 2019 as a
Non-Executive Director of Jaguar Mining Inc., a public Brazilian gold mining company.
Mr Getz is a member of the National Association of Corporate Directors.

Corporate Governance Report

The Company maintains high standard corporate governance Corporate Governance Policy
to enhance shareholders’ interests and promote sustainable Corporate governance is essential to the sustainable development
development. A quality board of directors (the “Board”) for effective of the Company. The Board continuously develops, monitors and
risk management, internal controls and leadership, as well as reviews the policies and practices of corporate governance to ensure
transparency and accountability to all shareholders are vital to the compliance of the laws, rules and regulatory requirements
the Company. The Board reviewed codes and practices, corporate governing the Group as well as the Company’s Articles of Association.
governance framework and disclosure of this Corporate Governance The Board performs the corporate governance function through, but
Report, from time to time, to improve the Company’s corporate not limited to, the following:
governance practices in respect of the latest developments on all
applicable laws, rules and regulations. • review the disclosure set out in this Corporate Governance
Report.
Compliance with the Corporate Governance Code • review and monitor the compliance of the Model Code for
The Board has reviewed the Company’s corporate governance Securities Transactions by Directors, the Code for Securities
practices and is satisfied that the Company has complied with all Transactions by Relevant Employees and other codes of conduct
the code provisions of the Corporate Governance Code set out in of the Company.
Appendix 14 of the Rules Governing the Listing of Securities on • review and monitor the Directors’ and the senior management’s
the Stock Exchange of Hong Kong Limited (the “Listing Rules”) training and continuous professional development.
(the “Corporate Governance Code”) throughout the year ended
• review compliance of the Corporate Governance Code.
December 31, 2020, save that none of the Directors are appointed
for a specific term since they are subject to retirement by rotation
and re-election in accordance with the Articles of Association of
Board of Directors
the Company. Under Article 107(A) of the Articles of Association of Roles and Responsibilities
the Company, one-third of the Board must retire by rotation at each
The Board is collectively responsible for supervising, leading and
general meeting of the Company, and if eligible, offer themselves for
setting directions and strategies for the affairs of the Group with
re-election.
effective corporate governance framework to strike for long term
The Company has also voluntarily complied with a number of the success of the Company. The principal responsibilities of the Board
recommended best practices set out in the Corporate Governance include, but are not limited to, the following:
Code, aimed at further enhancement of the Company’s corporate • review and monitor risks and changes in local and international
governance standard as well as promotion of the best interests of business communities in order to enhance shareholders’ value.
the Company and shareholders as a whole.
• review and develop overall mid-term and long-term strategies,
objectives and directions of the Company.
• develop and monitor the policies and practices on corporate
governance of the Company.
• oversee the Company’s financial performance and operations
through determination of the annual budget and continuous
review of performance results.
• consider matters covering appointment of Directors, senior
management and external auditors, major acquisitions and
disposals, as well as other significant operational matters.
The Board continuously monitors the delegation with clear

instructions and reservation for decision and consideration of
specifically identified matters, with specific functions are delegated to
Board Committees and senior management of the Group.
The Board reviews regularly the formal written procedures adopted
by the Company for the governance of delegation and reservation of
responsibilities of the Board.

Board Composition
As at the date of this report, the Board consists of five Male
Group Executive Directors, two Non-executive Directors Gender

and five Independent Non-executive Directors. An
INED NED ED
analysis of the current composition of the Board of
the Company is set out below: Designation
Chinese Non-Chinese
Ethnicity
Mr Horst Julius Pudwill (Chairman)
Mr Stephan Horst Pudwill (Vice Chairman) 44–59 60–69 70–79
Mr Joseph Galli Jr (Chief Executive Officer) Age Group
Mr Kin Wah Chan (Operations Director)
Mr Chi Chung Chan (Group Chief Financial Officer) 100%
Attendence Rate
at Board and Board
Non-executive Directors Committee Meetings
0–10 11–20 21–30 31–40
Prof Roy Chi Ping Chung GBS BBS JP
Length of Service
Mr Camille Jojo
0 2 4 6 8 10 12
Mr Christopher Patrick Langley OBE Number of Directors
Mr Peter David Sullivan
Mr Vincent Ting Kau Cheung
Educational Background
Mr Johannes-Gerhard Hesse
Mr Robert Hinman Getz
Biographical details and relevant relationships of the

members of the Board are set out on pages 52 to 57 Accounting
of this annual report. A list of Directors and their roles Business
and functions are published on the Company’s website Engineering
(www.ttigroup.com) and the Stock Exchange’s website Legal
(www.hkexnews.hk).
Others
Science
Professional Experience
Finance & Accounting

Banking
Consumer Products
Industrial
Legal
Properties &
Investment Holding
Technology / Telecom
Metals & Mining

In order to promote balance of power, authority and accountability, To ensure the Board perform effectively and enhance diversity of
the roles of Chairman and Chief Executive Officer of the Company the Board, appointment of directors is recommended by the
have been segregated and clearly distinguished. Nomination Committee for approval of the Board. Directors are aware
that they must be able to contribute sufficient time and attention
The roles of Chairman comprise, but are not limited to, the following: to the affairs of the Company before accepting their appointment.
• lead the Board to performs its responsibilities and act in the A formal and detailed orientation is provided for each newly
best interests of the Company, and ensure the Board works appointed Director to ensure proper understanding of duties and
effectively. responsibilities of Directors under the Listing Rules, the Company’s
Articles of Association, and related ordinances and relevant regulatory
• ensure all Directors are properly briefed on issues arising at
requirements of Hong Kong. Presentations by external professionals
Board meetings and always receive clear, accurate and reliable
and senior executives of the Company are also provided to ensure a
information in a timely manner.
proper understanding of the Company’s business and operations. In
• encourage all Directors to make full and active contributions to accordance with the Company’s Articles of Association and the Listing
the Board’s affairs. Rules, Directors are subject to retirement by rotation at least once
• enhance effective communication with shareholders and every three years. Any Directors appointed to fill a casual vacancy
encourage the views of shareholders are communicated to would be subject to election by shareholders at the next annual
the Board as a whole. general meeting after their appointment.
• oversee and ensure sound practices and procedures. Independent Non-executive Directors and Non-executive Directors
form a majority of the Board, and the Independent Non-executive
The roles of Chief Executive Officer comprise, but are not limited to,
Directors represent over one-third of the Board as at the date of this
the following:
report. Furthermore, majority of the Independent Non-executive
• take the lead to oversee the global management team in the Directors possesses professional qualifications or accounting or
Group’s daily operations. related financial management expertise as required under Rule 3.10
• execute the Company’s strategic initiatives. of the Listing Rules. All Independent Non-executive Directors meet
the guidelines for assessing independence set out in Rule 3.13 of
• enhance the global sales potential of the Company’s strong
the Listing Rules. Annual confirmation of independence from each of
brand portfolio and facilitate the integration of acquisitions,
the Independent Non-executive Directors has been received by
if any.
the Company and they are still considered to be independent.
The Board has arranged appropriate Directors’ and Officers’ liability

insurance to indemnify the Directors and Officers of the Group for
liabilities arising out of corporate activities. The coverage and the sum
insured under the policy are reviewed annually.

Directors’ Continuous Professional Development Compliance with the Codes

The Company provides regular updates, training and written materials for Securities Transactions
to all Directors on relevant laws, rules and regulations to ensure that The provisions of the Model Code for Securities Transactions by
they are aware of the current trends in the commercial and regulatory Directors of Listed Issuers set out in Appendix 10 of the Listing Rules
environment in which the Company conducts its business. In order to (the “Model Code”) has been adopted by the Board. In response to
ensure that the Directors’ contribution to the Board remains informed the specific enquiries made, all Directors have confirmed that they
and relevant, the Directors are encouraged to participate in various have fully complied with the required standards as set out in the
professional development programs such as seminars, webcasts Model Code during the year ended December 31, 2020.
and relevant reading materials, especially in relation to compliance
requirements to develop and refresh their knowledge and skills and The Company has also adopted another code of conduct on terms
the latest updates on relevant rules, regulations. no less onerous than the Model Code that applies to securities
transactions of all relevant employees who may be in possession of
All Directors participate in continuous professional development as unpublished price sensitive information in relation to the Company
set out in code provision A.6.5 of the Corporate Governance Code. (the “Code for Securities Transactions by Relevant Employees”).
According to the records of training provided by each Director to During the year, no incident of non-compliance was noted by
the Company, the training received by the Directors in 2020 is the Company.
summarized in the following table:
Both the Model Code and the Code for Securities Transactions by
Type of Continuous Professional Relevant Employees have been published on the Company’s website
Development Programme
(www.ttigroup.com).
Updates on
business Board Meetings
operations,
An effective Board is essential to lead the Company to success and
laws, rules Updates on
and Updates on accounting, sustainability. The Company held regular Board meetings, where at
regulations directors’ financial least four Board meetings are scheduled in a year with more frequent
or corporate roles, or other meetings as and when required. In 2020, five Board meetings were
governance functions and professional held and the attendance records of each Director are set out in the
matters duties skills section headed “Board, Board Committee and General Meetings in
Group Executive Directors 2020” at the end of this report.
Mr Horst Julius Pudwill √ √
In order to ensure maximum attendance of Directors and to facilitate
Mr Stephan Horst Pudwill √ √
the effectiveness of the Board, Board meeting, Board Committee
Mr Joseph Galli Jr √ √
meeting and Annual General Meeting dates for 2021 were agreed
Mr Kin Wah Chan √ √ √
upon at the Board meeting held in August 2020. The meeting agenda
Mr Chi Chung Chan √ √ √
is set by the Chairman in consultation with members of the Board to
Non-executive Directors include any other matters raised by Directors in advance. Minutes
Prof Roy Chi Ping Chung GBS BBS JP √ √ √ of the Board and Board Committee meetings with sufficient details
Mr Camille Jojo √ √ √ of matters and concerns discussed are prepared and maintained by
the Company Secretary of the Company (the “Company Secretary”),
which are sent to the Directors for comment and records. Board
Mr Christopher Patrick Langley OBE √ √
records which are kept in safe custody by the Company Secretary are
Mr Peter David Sullivan √ √
available for inspection by the Directors.
Mr Vincent Ting Kau Cheung √ √
Mr Johannes-Gerhard Hesse √ √ √
Mr Robert Hinman Getz √ √ √

To facilitate informed decisions of the Board, all Directors are Audit Committee
provided with accurate, reliable and complete information on the
The Audit Committee is chaired by Mr Peter David Sullivan with other
affairs of the Group in a timely manner. Furthermore, all Directors
members being Mr Vincent Ting Kau Cheung, Mr Johannes-Gerhard
have access to all related materials with sufficient details in relation to
Hesse, Mr Camille Jojo and Mr Robert Hinman Getz (who has been
the Board’s issues. To enhance understanding of the business of
appointed with effect from August 12, 2020). All members except
the Group and Directors’ responsibilities under statute and at common
Mr Camille Jojo are Independent Non-executive Directors. Majority of
law, all Directors are provided with briefings and professional
the members of the Audit Committee have professional qualifications
development training as necessary. The Company Secretary provide
or accounting or related financial management expertise as required
full support to the Directors in order to ensure Board procedures and
under Rule 3.10 of the Listing Rules.
all applicable laws, rules and regulations are followed. Directors are
also provided with access to senior management of the Group upon The Audit Committee aims to review and monitor the effectiveness
request, as well as to independent professional advice on performing of the risk management and internal control systems to ensure the
their duties at the Company’s expense. compliance with the Group’s obligations under the Listing Rules and
other applicable laws and regulations. The Audit Committee oversees
Board Committees the integrity of the financial statements of the Company and take ad
The Board has established three Board Committees, namely the hoc responsibilities which may be delegated by the Board from time
Audit Committee, the Nomination Committee and the Remuneration to time. The Audit Committee is also directly responsible on behalf of
Committee, to delegate various responsibilities. Each of these Board the Board for the selection, oversight and remuneration of
Committees has specific written terms of reference which deal clearly the Company’s external auditors, the assessment of the independence
with their authority and duties and have been published on the and qualifications of the external auditors, the oversight of the
Company’s website (www.ttigroup.com) and the Stock Exchange’s performance of the Company’s external auditors and the maintenance
website (www.hkexnews.hk). of an appropriate relationship with the external auditors.
Independent Non-executive Directors form majority of all Board The Audit Committee held four meetings in 2020 and performed
Committees. With active participation and regular attendance of duties summarized below:
Independent Non-executive Directors, independent views and • review and monitor the Group’s accounting principles and
opinions are encouraged to be contributed and expressed at the practices, financial reporting matters and significant financial
Board Committee meetings. The Board oversees and monitors the matters.
delegated authority and responsibilities through regular reporting
by the Board Committees in relation to their activities involved and • review and assist to maintain the effectiveness of risk
recommendations and decisions made. The attendance records of management and internal controls systems of the Group.
each Board Committee are set out in the section headed “Board, • review and monitor the extent, scope and effectiveness of
Board Committee and General Meetings in 2020” at the end of this internal audit function of the Group.
report.
• review and make recommendations to the Board for the approval
of the interim and annual financial statements of the Group.
• oversee the relationship between the Company and the external
auditors, assess the performance of the external auditors and
recommend the re-appointment of the external auditors.
• review the audit and non-audit services provided by the external
auditors.

Nomination Committee Remuneration Committee

The Nomination Committee is chaired by Mr Horst Julius Pudwill The Remuneration Committee is composed of a majority of
(Chairman of the Board) with the other members being Mr Vincent Independent Non-executive Directors and is chaired by Mr Vincent
Ting Kau Cheung, Mr Christopher Patrick Langley OBE and Ting Kau Cheung with the other members of the Committee being
Mr Johannes-Gerhard Hesse. All members except Mr Horst Julius Mr Christopher Patrick Langley OBE, Mr Peter David Sullivan and
Pudwill are Independent Non-executive Directors. Mr Camille Jojo.
To effectively discharge its function, the Board should have a balance The responsibilities of the Remuneration Committee include, but
of skills and experience appropriate for the requirements of the not limited to, developing and administering a fair and transparent
business of the Group. The Nomination Committee aims to ensure a procedure for setting policy on the overall human resources
fair and transparent process of Board appointments, and in particular, strategy of the Group and the remuneration of Directors and senior
to assist the Board to identify suitably qualified candidates and make management of the Group, and determining their remuneration
recommendations for consideration of the Board and shareholders. packages, on the basis of their merit, competence and qualifications,
When considering suitable candidates of Directors, the Nomination and having regard to individual performance, the Company’s
Committee considers factors including, but not limited to, ethics, operating results and return to shareholders, and comparable market
integrity, professional knowledge, industry experience, personal skills statistics. The Remuneration Committee makes recommendations
and as well as the ability to contribute sufficient time and attention to to the Board on the remuneration packages of Executive Directors
the Board in their recommendations. and senior management, including, without limitation, base
salaries, benefits in kind, compensation payments and bonuses,
The Nomination Committee held two meetings in 2020. The work and consults the Chairman and/or Chief Executive Officer for the
performed by the Nomination Committee in 2020, with sufficient proposals of other Executive Directors’ remuneration packages. The
resources provided by the Company and/or independent professional Remuneration Committee also makes recommendations to the Board
advice when necessary, included: on the remuneration of Non-executive Directors and Independent
• review the Nomination Policy and the Board Diversity Policy. Non-executive Directors. The Remuneration Committee reports
directly to the Board on its decisions or recommendations and with
• review of the composition, size and structure of the Board on a
access to sufficient resources and professional advice if necessary.
regular basis.
• make recommendations to the Board on relevant matters The Remuneration Committee held three meetings in 2020 and
relating to the retirement and re-election of the Directors at the performed, among other work, the following:
2020 Annual General Meeting. • review and make recommendations on the existing
• assess the independence of Independent Non-executive Remuneration Policy for Directors and senior management.
Directors.
• assess the Executive Directors’ performance and remuneration
The Board has adopted the Board Diversity Policy in August 2013, packages.
which is published on the Company’s website (www.ttigroup.com).
Widening diversity at the Board level is essential for sustainable The Group engages a global executive compensation consulting
development of the Group. The Nomination Committee would firm as an independent third party to assess the competitiveness
consider various perspectives, including, but not limited to, age, of compensation of the Chairman, the CEO and other Executive
gender, educational background, cultural, professional experience Directors. The compensation packages of the Group’s Executive
and length of service while reviewing the composition of the Board. Directors were assessed relative to similar positions at 20 similarly
An analysis of the current Board composition based on these sized peer companies operating in the same or adjacent industries.
objective criteria is set out on page 59 of this report. The consultant’s assessment took into account the Group’s absolute
share price, financial and operational performance, as well as that
relative to the peer companies.

Group CEO Incentive Compensation by a number of operational and financial metrics. In particular, the
The Remuneration Committee reviewed and recommended to Remuneration Committee believes it is extremely important to align
the Board for approval the 2020 incentive payouts for the Chairman, executive compensation with the interests of shareholders. As shown
the CEO and other Executive Directors commensurate with the in Chart 1 below, over the past five years the Group has exceeded
exceptional performance delivered by the Group. the 75th percentile performance of 20 peer companies in a number
of key performance metrics such as revenue growth, EBIT growth,
Executive compensation, and especially the Group CEO’s diluted EPS growth, gross profit margin improvement and stock price
compensation, is dependent on company performance as measured performance.
Chart 1: TTI’s Five Year Performance as Compared to 20 Peer Companies
% %
35 0.6
30 0.5
0.4
25
0.3
20 P25
0.2
15 0.1 P50
0 Average
10
-0.1 P75
5
-0.2 TTI
0
-0.3
-5 -0.4
Revenue CAGR EBIT CAGR Diluted EPS CAGR 5-year TSR
(annualized) Gross Profit % point
increase (annualized)
Annual Incentive Plan Awards Long-term Incentive Plan

As part of the Group’s annual incentive plan, the Remuneration In 2018 the Board approved multi-year performance-based share
Committee in 2020 approved share awards to Mr Galli in connection awards to Mr Galli (“2018 CEO Share Awards”) with the granting of
with the Group’s 2020 fiscal year performance (“2020 STI Share the awards conditional upon the Company’s achievement of share
Grants”). These share awards were made in lieu of cash payouts price, financial, and operational performance criteria (“Performance
under the Company’s annual incentive plan. Specifically, the Criteria”) over successive three-year performance periods ending
Remuneration Committee granted Mr Galli 2,000,000 shares in each year from 2019 to 2023. Performance is assessed on both an
total upon the achievement of specified 2020 fiscal year absolute and relative basis. Mr Galli delivered exceptional share price,
performance goals. The first grant of 1,000,000 shares was made financial and operational performance over the three-year period
on December 21, 2020 in recognition of the Group’s exceptional ending in 2020 and he was therefore awarded one million shares, as
performance in the 1st half of 2020. These shares were vested upon per the terms of the incentive plan agreement (“2020 Award”). These
grant. The second grant of 1,000,000 shares will be granted in March shares are scheduled to vest to Mr Galli on January 1, 2025 if he
2021 following certification of the achievement of Group performance remains in his current role.
in the 2nd half of 2020. As these grants are made as part of the
annual incentive plan, these shares will be vested upon grant. Over the last three years, the Group delivered 17.4% compound
annual revenue growth and 18.7% compound annual EBIT growth.
Besides the above-mentioned Annual Incentive Plan Awards, The Group’s revenue and EBIT growth over this period have
the Board approved another multi-year performance-based share approximated the 90th percentile of performance of the Primary Peer
awards to Mr Galli (“2020 CEO Share Awards”) with the granting of Group. Additionally, the Company’s operating profit margin exceeds
the awards conditional upon the Company’s achievement of financial two-thirds of our peer group and has been improving at a significantly
and operational performance criteria (“Financial and Performance faster rate than most peers over the past three years.
Criteria”) for the year of 2021 and the years between 2022 to 2026.
Under the 2020 CEO Share Awards, 1,000,000 shares will be granted
every year if the Financial and Performance Criteria have been
achieved for that year.

The remainder of the 2018 CEO Share Awards (up to three million The Company has adopted two share award schemes, namely
shares) will be awarded subject to the Company’s future performance the 2008 Share Award Scheme and the 2018 Share Award Scheme.
meeting the goals set out in the 2018 CEO Share Awards plan from The 2008 Share Award Scheme was adopted on January 9, 2008
2021 to 2023. The 2020 Award were made under the 2018 Share (the “2008 Adoption Date”) and expired from January 9, 2018,
Award Scheme, described below. though its provisions shall remain in full force and effect in all other
respects. Following the expiry of the 2008 Share Award Scheme, the
Mr Galli’s Performance History 2018 Share Award Scheme was adopted with effect from January 17,
The compensation package awarded to Mr Galli, including the 2020 2018 (the “2018 Adoption Date”).
Award and the 2020 STI Share Grants, were awarded on the basis of
The scheme rules of both the 2008 Share Award Scheme and the
the Group’s exceptional performance in 2020 despite difficult global
2018 Share Award Scheme are substantially identical and below are
economic conditions and the uncertain global health environment.
the summary of the principal terms of both schemes:
Mr Galli’s compensation recognizes the Company’s stellar growth and
Any employee or Director (including, without limitation, any
performance over the period of his tenure as CEO of the Group from
Executive, Non-executive or Independent Non-executive Director) of
February 2008 through 2020 and further serves to ensure that he will
any member of the Group (the “Eligible Person”) will be entitled to
continue to serve in his current role. As shown in Chart 2, since
participate the schemes. Unless terminated earlier by the Board in
Mr Galli assumed the CEO role, TTI’s stock price has increased from
accordance with the respective scheme rules, the effective term of
HK$8.40 on February 1, 2008 to close at HK$110.60 at December
each scheme is 10 years commencing on the adoption date of the
31, 2020, an increase of more than 1,200%, far outpacing both
relevant scheme provided that no contribution to the trust will be
the Hang Seng Index and the S&P500 Index over that time. Since
made by the Company on or after the 10th anniversary date of the
February 2008, the Group’s equity market capitalization has grown
adoption date of the relevant scheme. Details of both schemes were
from approximately HK$12.6 billion to over HK$200 billion at the end
announced by the Company on the respective adoption date of the
of December 2020.
schemes.
Chart 2: TTI Stock Price Performance Relative to Hang Seng Index

and S&P500 Index, from February 2008 until December 31, 2020
%
1,400
1,200
1,000
800
600
400
200
-200
‘08 ‘09 ‘10 ‘11 ‘12 ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20
Techtronic Hang Sang Index S&P500 Index

The Board may, from time to time, at their absolute discretion select the Company as at the 2008 Adoption Date. No recognition of
any Eligible Person for participation in any scheme as a selected share-based payment expenses under the 2008 Share Award Scheme
grantee (the “Selected Grantee”) and determine the number of during the year was incurred. During the year ended December 31,
shares to be awarded or make reference to a nominal amount. The 2020, no share was transferred to the Selected Grantees upon vesting
relevant number of shares awarded will be purchased by the trustee under the 2008 Share Award Scheme and no total payout, including
of the schemes from the market or new shares will be subscribed for related expenses was incurred.
by the trustee at the cost of the Company and be held in trust until
they are vested. When the Selected Grantee has satisfied all vesting Since the 2018 Adoption Date and up to December 31, 2020, a
conditions specified by the Board, the trustee will transfer the relevant total of 6,117,000 shares had been awarded under the 2018 Share
vested shares together with the income derived therefrom (net of Award Scheme, representing 0.33% of the issued share capital of
accrued interest) to the Selected Grantee. the Company as at the 2018 Adoption Date. Recognition of
share-based payment expenses under the 2018 Share Award
The maximum number of shares which can be awarded under each Scheme during the year was US$14,569,000. During the year ended
scheme is 10% of the issued share capital of the Company as at the December 31, 2020, a total of 3,393,000 shares had been awarded
adoption date thereof, and the maximum number of shares which under the 2018 Share Award Scheme to twelve Directors of the Company,
can be awarded under each scheme to a Selected Grantee, at any representing 0.18% of the issued share capital of the Company
one time, shall not in aggregate exceed 1% of the issued share capital as at the 2018 Adoption Date. The total payout, including related
of the Company as at the adoption date thereof. The total issued expenses, amounted to US$19,438,000. In addition, during the year
share capital of the Company as at the 2008 Adoption Date and ended December 31, 2020, 2,364,000 shares were transferred to
the 2018 Adoption Date were 1,501,252,152 shares and six Directors and certain Selected Grantees upon vesting under
1,835,021,941 shares, respectively. the 2018 Share Award Scheme. As at December 31, 2020, details of
the awarded shares granted to the Directors of the Company under
Since the 2008 Adoption Date and up to December 31, 2020, a the 2008 Share Award Scheme and the 2018 Share Award Scheme
total of 3,946,000 shares had been awarded under the 2008 Share were as follows:
Award Scheme, representing 0.26% of the issued share capital of
Number of shares
Share Number Closing
award of As at Awarded Vested Lapsed As at price at the
Date of scheme awarded January 1, during during during December 31, Date of
Name of Directors Award category shares 2020 the year the year the year 2020 Vesting Period Award
Mr Horst Julius Pudwill 18.9.2014 2008 350,000 — — — — — 18.9.2015 – 18.9.2017 HK$22.50

26.9.2014 2008 174,000 — — — — — 26.9.2015 – 26.9.2017 HK$22.10
15.10.2015 2008 500,000 — — — — — 15.10.2016 – 15.10.2017 HK$27.10
23.3.2017 2008 300,000 — — — — — 23.3.2018 – 23.3.2019 HK$32.15
21.3.2018 2018 500,000 375,000 — (125,000) — 250,000 15.3.2019 – 15.3.2022 HK$47.00
20.5.2019 2018 300,000 300,000 — (100,000) — 200,000 20.5.2020 – 20.5.2022 HK$50.20
21.12.2020 2018 1,000,000 — 1,000,000 (500,000) — 500,000 21.12.2020 – 21.12.2021 HK$107.00
Mr Stephan Horst Pudwill 15.10.2015 2008 100,000 — — — — — 15.10.2016 HK$27.10

21.3.2018 2018 50,000 37,500 — (12,500) — 25,000 15.3.2019 – 15.3.2022 HK$47.00
21.12.2020 2018 100,000 — 100,000 (50,000) — 50,000 21.12.2020 – 21.12.2021 HK$107.00
Mr Joseph Galli Jr (4) (5) 17.12.2014 2008 300,000 — — — — — 17.12.2015 – 17.12.2017 HK$25.85
15.10.2015 2008 1,000,000 — — — — — 15.10.2016 – 15.10.2017 HK$27.10
19.8.2016 2008 1,000,000 — — — — — 31.8.2016 HK$30.50
21.3.2018 2018 514,000 385,500 — (128,500) — 257,000 15.3.2019 – 15.3.2022 HK$47.00
3.1.2020 2018 1,000,000 — 1,000,000 — — 1,000,000 On or about 1.1.2025 HK$64.70
21.12.2020 2018 1,000,000 — 1,000,000 (1,000,000) — — 21.12.2020 HK$107.00

Number of shares
Share Number Closing
award of As at Awarded Vested Lapsed As at price at the
Date of scheme awarded January 1, during during during December 31, Date of
Name of Directors Award category shares 2020 the year the year the year 2020 Vesting Period Award
Mr Kin Wah Chan 15.10.2015 2008 100,000 — — — — — 15.10.2016 HK$27.10
21.3.2018 2018 50,000 37,500 — (12,500) — 25,000 15.3.2019 – 15.3.2022 HK$47.00
21.12.2020 2018 100,000 — 100,000 (50,000) — 50,000 21.12.2020 – 21.12.2021 HK$107.00
Mr Chi Chung Chan 15.10.2015 2008 100,000 — — — — — 15.10.2016 HK$27.10

21.3.2018 2018 50,000 37,500 — (12,500) — 25,000 15.3.2019 – 15.3.2022 HK$47.00
21.12.2020 2018 100,000 — 100,000 (50,000) — 50,000 21.12.2020 – 21.12.2021 HK$107.00
Prof Roy Chi Ping Chung GBS BBS JP 21.12.2020 2018 10,000 — 10,000 — — 10,000 21.12.2021 – 21.12.2022 HK$107.00
Mr Camille Jojo 4.1.2017 2008 11,500 — — — — — 4.1.2017 HK$28.00

8.1.2018 2008 10,500 — — — — — 8.1.2018 HK$51.50
2.1.2019 2018 10,000 — — — — — 2.1.2019 HK$41.10
20.5.2019 2018 150,000 150,000 — (50,000) — 100,000 20.5.2020 – 20.5.2022 HK$50.20
3.1.2020 2018 12,500 — 12,500 (12,500) — — 3.1.2020 HK$64.70
21.12.2020 2018 10,000 — 10,000 — — 10,000 21.12.2021 – 21.12.2022 HK$107.00
31.12.2020 2018 10,500 — 10,500 (10,500) — — 31.12.2020 HK$110.60
Mr Christopher Patrick Langley OBE 21.12.2020 2018 10,000 — 10,000 — — 10,000 21.12.2021 – 21.12.2022 HK$107.00
Mr Peter David Sullivan 21.12.2020 2018 10,000 — 10,000 — — 10,000 21.12.2021 – 21.12.2022 HK$107.00
Mr Vincent Ting Kau Cheung 21.12.2020 2018 10,000 — 10,000 — — 10,000 21.12.2021 – 21.12.2022 HK$107.00
Mr Johannes-Gerhard Hesse 21.12.2020 2018 10,000 — 10,000 — — 10,000 21.12.2021 – 21.12.2022 HK$107.00
Mr Robert Hinman Getz 21.12.2020 2018 10,000 — 10,000 — — 10,000 21.12.2021 – 21.12.2022 HK$107.00
Total 8,963,000 1,323,000 3,393,000 (2,114,000) — 2,602,000
Notes:
(1) All the awarded shares are purchased from the market. (4) As to the agreement for the separate 5,000,000 awarded shares to be
granted to Mr Joseph Galli Jr between 2020 to 2024 in five equal tranches
(2) At the end of the year, the average fair value per share is HK$44.51. The
(i.e. 1,000,000 awarded shares per year) provided the Company meets
average fair value of the awarded shares is based on the average purchase
certain performance criteria each year, the first tranche of 1,000,000 shares
cost.
was awarded to Mr Galli on January 3, 2020. Details of the remaining
(3) During the reporting year, a total of 2,120,000 shares were purchased at an 4,000,000 awarded shares to be granted as disclosed above are not
aggregate consideration of US$23,057,000 for satisfying the awards granted included.
pursuant to the 2018 Share Award Scheme.
(5) As to the agreement for the 1,000,000 shares, 1,000,000 shares and
5,000,000 shares might be granted subject to, inter alia, the achievement
of performance criteria for the year of 2020, the year of 2021 and the years
between 2022 to 2026 respectively as disclosed above are not included.

Change in Director’s Emoluments The Board, and in particular the Audit Committee, conducts
Mr Robert Hinman Getz, an Independent Non-executive Director, was a continuous review of the effectiveness of the Group’s risk
appointed as member of the Audit Committee with effect from management and internal control systems that have been put in
August 12, 2020. Mr Robert Hinman Getz is entitled to the Audit place. The reviews covering financial, operational, and compliance
Committee fee which has been fixed by the Board. controls and risk management performed in 2020 included:
• the scope and quality of management’s ongoing monitoring
Company Secretary of risks and system of internal control and the effectiveness of
The Company Secretary is responsible for ensuring that Board the Company’s procedures relating to statutory and regulatory
procedures are followed. All Directors have access to the advice compliance.
and services of the Company Secretary. The Company Secretary is • the organization structure and delegated authorities.
also responsible for facilitating information flow and communication
• the adequacy and performance of accounting and financial
among Directors as well as with Shareholders and management
reporting functions.
of the Company. The Company Secretary is an employee of the
Company and is appointed by the Board. The Company Secretary • the regular internal audit updates and the strategic and annual
undertook over 15 hours of professional training to update her skills operating plan.
and knowledge every year. • the risk management process including risk assessment at
the enterprise level upon discussions with senior management
Accountability and Audit responsible for day-to-day management of significant risks.
The Board acknowledges its responsibility for overseeing the
preparation of the accounts of the Group which give a true and fair The internal audit function is essential to provide an independent
view of the Group’s state of affairs, results and cash flows for the year. and objective assurance to the Audit Committee and the Board in
controlling the internal business environment. The Internal Auditor
The Board will present a balanced, clear and understandable reports periodically to the Audit Committee and meets the Chairman
assessment of annual and interim reports, other price-sensitive of the Audit Committee regularly. The internal audit function maintain
announcements and other financial disclosures required under the independent review continuously on key business aspects in
Listing Rules, and reports to the regulators as well as information accordance with the annual audit plan, and report the key findings to
required to be disclosed pursuant to statutory requirements. the Board through the Audit Committee.
Risk Management and Internal Controls The procedures and internal controls for handling and disseminating
To achieve long term goals of the Group, effective risk management of inside information are governed by the Model Code, the Code for
and internal control systems are essential. The Board continuously Securities Transactions by Relevant Employees, the Whistle Blowing
monitors and reviews key internal control policies which include Policy, the Policy on Market Disclosure, Investor and Media Relations
delegated authorities, non-audit services, treasury management with a view to ensure compliance with the Company’s Articles of
policy, policy on market disclosure and investor and media relations, Association and the statutory and regulatory requirements that
as well as key risk management functions which include legal, the Group is subject to.
insurance, capital management and treasury. In order to maintain a
In light of the above reviews and policies, the Board confirms that
sound and effective risk management and internal control systems,
the Group’s risk management and internal controls systems are
the Board conducts an annual review of the effectiveness of the risk
effective and adequate.
management and internal control systems of the Company, which
is designed to manage and minimize risks of failure in operational
systems, and to provide reasonable but not absolute assurance that
material misstatement or loss can be avoided. A whistle blowing
policy (the “Whistle Blowing Policy”) has been adopted in order to
detect and identify improprieties and bring the issues to the attention
of the management, the Audit Committee as well as the Board.

External Auditors Investor Relations and

Deloitte Touche Tohmatsu, the external auditors of the Group, Shareholder Communications
provided the following audit and non-audit services to the Group in The Company aims to maintain effective communication and
2020: on-going dialogue with its shareholders and investors particularly
through the following major means:
Amount
Nature of Services (US$ million)
Shareholders’ Communication Policy
External Audit Services 2.40
The Board has adopted the Shareholders’ Communication Policy
Taxation Services 0.10 on March 22, 2012, which primarily covers the current practices
Other Services 0.03 for communicating with shareholders and is published on the
Company’s website (www.ttigroup.com). All the Company’s circulars,
The other services provided by Deloitte Touche Tohmatsu comprised announcements, notices and results of general meetings, annual
professional services conducted under the terms of specified and interim reports, and webcasts of results presentations conducted
engagements. at press conferences, which are published on the Company’s
website (www.ttigroup.com), provide timely, efficient and accurate
The nature and ratio of annual fees to external auditors for audit information to shareholders and investors. Essential information is
services and non-audit services are subject to scrutiny by the Audit communicated to the shareholders mainly through the Company’s
Committee to ensure the independence of the external auditors. financial reports, general meetings and the information published on
All non-audit services from external auditors are regulated by a the Company’s website (www.ttigroup.com) and the Stock Exchange’s
Policy on Non-Audit Services published on the Company’s website website (www.hkexnews.hk). In addition, the Company holds regular
(www.ttigroup.com). meetings with institutional shareholders and analysts and encourages
shareholders to attend annual general meetings to communicate with
The Audit Committee and the external auditors of the Group meet Directors and management of the Company directly.
twice a year without the presence of the management of the Group
to enhance independent reporting by external auditors of the Group. A Policy on Market Disclosure, Investor and Media Relations,
In order to maintain effective communication with shareholders, published on the Company’s website (www.ttigroup.com), ensures
the external auditors attended the 2020 Annual General Meeting that the Company complies with its disclosure obligations under
to answer questions about the accounting policies, the auditor the Listing Rules and other applicable laws and regulations, and that
independence, the conduct of the audit and the preparation and all shareholders and potential investors have an equal opportunity
content of the auditors’ report. to receive and obtain externally available information issued by
the Company.

Shareholders’ Rights Procedure for directing shareholders’ enquiries

to the Board
Convening of extraordinary general meeting on requisition
The Company values feedback from shareholders on its efforts to
by shareholders
promote transparency and foster investor relationships. Shareholders
Pursuant to Article 64 of the Articles of Association of the Company
may address their comments, suggestions and/or enquires to
and sections 566-568 of the Companies Ordinance (Chapter 622 of
the Board in writing through Investor Relations and Communication
the laws of Hong Kong), shareholders holding at least 5% of the total
(contact details are set out in the section headed “Corporate
voting rights of all the shareholders having a right to vote at general
Information” of this annual report).
meetings of the Company (the “Requisitionists”), may request the
Directors to convene an extraordinary general meeting (“EGM”). The
Procedure for putting forward proposals at
written requisition must state the general nature of the business to be
general meetings
dealt with at the EGM and must be signed by the Requisitionists and
sent to the registered office of the Company which is currently located Pursuant to Section 615 of the Companies Ordinance, shareholders
at 29/F, Tower 2, Kowloon Commerce Centre, 51 Kwai Cheong may submit a written requisition to circulate a resolution at an annual
Road, Kwai Chung, New Territories, Hong Kong for the attention general meeting (“AGM”) if they: (a) represent at least 2.5% of the
of the Company Secretary. The requisition may consist of several total voting rights of all shareholders having a right to vote on the
documents in like form and may include the text of a resolution that resolution at the AGM to which the request relates; or (b) are at least
may properly be moved and is intended to be moved at the EGM. 50 shareholders having a right to vote on the resolution at the AGM to
which the request relates.
If the Directors do not, within 21 days after the date on which they
become subject to the requirement, proceed duly to convene an EGM The written requisition must: (a) identify the resolution of which notice
for a day not more than 28 days after the date of the notice convening is to be given; (b) be signed by the requisitionists; (c) be sent to
the EGM, the Requisitionists, or any of them representing more the registered office of the Company for the attention of the Company
than one half of the total voting rights of all of them, may themselves Secretary; and (d) be received by the Company not later than six
convene an EGM. The EGM must be called for a date not more than weeks before the AGM to which the request relates or if later, the time
three months after the date on which the Directors become subject to at which notice is given of that AGM. Shareholders are requested to
the requirement to call an EGM. Any reasonable expenses incurred refer to Section 580 and 615 of the Companies Ordinance for further
by the Requisitionists by reason of the failure of the Directors duly details.
to convene an EGM shall be repaid to the Requisitionists by
the Company. Constitutional Document
No change has been made to the Company’s constitutional document
Procedure for nominating a person for election during 2020. The constitutional document of the Company was
as a Director published on the Company’s website (www.ttigroup.com) and
the Stock Exchange’s website (www.hkexnews.hk).
For the detailed procedure for shareholders to nominate a person to
stand for election as Director, please refer to the written procedure
named “Nomination of Directors by Shareholder” which is published
on the Company’s website (www.ttigroup.com).

Board, Board Committee and General Meetings

in 2020
A summary of attendance of Board, Board Committee and general
meetings in 2020 are detailed in the following table:
Meetings attended/Held in 2020

Audit Nomination Remuneration General
Board Committee Committee Committee Meeting
Number of meeting(s) held during the year 5 4 2 3 1

Mr Horst Julius Pudwill 5/5 2/2 1/1
Mr Stephan Horst Pudwill 5/5 1/1
Mr Joseph Galli Jr 5/5 1/1
Mr Kin Wah Chan 5/5 1/1
Mr Chi Chung Chan 5/5 1/1
Prof Roy Chi Ping Chung GBS BBS JP 5/5 1/1
Mr Camille Jojo 5/5 4/4 3/3 1/1

Mr Christopher Patrick Langley OBE 5/5 2/2 3/3 1/1
Mr Peter David Sullivan 5/5 4/4 3/3 1/1
Mr Vincent Ting Kau Cheung 5/5 4/4 2/2 3/3 1/1
Mr Johannes-Gerhard Hesse 5/5 4/4 2/2 1/1
Mr Robert Hinman Getz(1) 5/5 1/1 1/1
Date(s) of meeting(s) 16.1.2020 2.3.2020 2.3.2020 2.3.2020 15.5.2020
4.3.2020 14.5.2020 11.8.2020 11.8.2020
14.5.2020 11.8.2020 16.12.2020
12.8.2020 11.11.2020
11.11.2020
Notes:
(1) Mr Robert Hinman Getz was appointed as a member of the Audit Committee
with effect from August 12, 2020.

Event Marketing Specialists focus on selling to customers and

conducting product demonstrations, hosting large-scale sales
events, and building relationships with our retail partners.

Contents
Environmental, 73 About This Report

Social and 74 Vice Chairman’s Message
Governance Report 76 TTI’s ESG Approach and Strategic Framework
77 Stakeholder Engagement
79 Materiality Assessment
80 Value Chain Impacts, Risks and Opportunities
84 Our Goals and Progress
86 Governance
94 Environment
108 Social and Community
126 Supply Chain Management
132 Performance Metrics
About This Report

TTI’s Environmental, Social and Governance (ESG) Report shares our initiatives and performance for the calendar
year 2020 with reference to previous performance where relevant. This report addresses the Hong Kong
Exchanges and Clearing Limited’s mandatory “comply or explain” requirements and relevant recommended
disclosures as outlined in our HKEX ESG Guide Content Index, which is available on our corporate website.
This report has also been prepared in accordance with the GRI* Standards: Core option. Our GRI Content Index,
specifying how we fulfill the Standards, is also available on our website. TTI’s previous report was endorsed
by the Board of Directors (the “Board”) on March 4, 2020, as was this report on March 3, 2021.
The data in this report, unless otherwise stated, covers our operations in Asia, Australia and New Zealand
(ANZ), Central, North and South America (Americas), and Europe, the Middle East and Africa (EMEA).
Environmental information and data from TTI business units is presented by region with data from
TTI AIP Dongguan highlighted separately to show progress from previous years. Environmental data for
Central and South America is not included as TTI has only 26 staff across the region working in offices
with immaterial environmental impact. For a full list of TTI business units covered under each region
and abbreviations used in this report, refer to page 144. For any questions regarding this report,
please contact our Investor Relations Department at ir@tti.com.hk.
* The Global Reporting Initiative (GRI).

Environmental, Social and Governance Report
Vice Chairman’s Message
“ Culture is driven from the top, and every

member of our company’s leadership
team and our Board of Directors drives
TTI to align its core strategic drivers
and culture with ESG values.”

Environmental, Social and Governance Report | Vice Chairman’s Message
2020 challenged the world and its • Social and Community: The health and safety of our employees are
our top priority, and our global facilities adhered to government
global citizenry perhaps as never and health agency guidelines and best practices and provided
employee training, personal protective equipment, and other
before. We are proud that throughout support wherever and whenever needed. The recruitment into our
Leadership Development Program (LDP) was unmatched in the
this challenging year, we assiduously record number of exceptional people hired who represent the
future leadership of TTI. Our diversity and inclusion initiatives help
maintained our dedication to our enable us to attract and retain a global workforce who represent
people and to their health and safety. diversity in many dimensions.
• Governance: We have expanded our ESG Executive Committee,

We are equally proud that we strengthened our commitment to be
comprised of Board members and members of our leadership
a global leader in environmental sustainability, social responsibility,
team across geographic regions and functional areas. Additionally,
and ethical corporate governance. While achieving an unprecedented
we renewed our membership to Global Reporting Initiative (GRI)
level of growth and success, we intensified our focus on recruiting
which aims to increase transparency in ESG reporting. We joined
and retaining a talented and diverse global workforce.
the Responsible Business Alliance (RBA) as a supporter member
Culture is driven from the top, and every member of our company’s to foster human rights, environment protection and overcome
leadership team and our Board of Directors drives TTI to align its potential ethical supply chain challenges.
core strategic drivers and culture with ESG values. By promoting
At TTI, we are and will remain unflaggingly passionate about pursuing
these commitments and beliefs throughout the organization, we
our strategic drivers while fulfilling our commitment to a more just,
have successfully driven initiatives that deliver positive impacts for
diverse, safe, and environmentally responsible world. I am confident
our employees, customers, suppliers, investors, other partners, and
that our exceptional people will continue to meet the challenges and
society. The following are examples of just some of those initiatives:
exceed the goals that lay ahead as we continue to lead our industry
• Environment: Even in the face of a global pandemic, we continued toward a more sustainable future.
to relentlessly invest in talent and R&D to produce revolutionary,
environmentally responsible cordless products that will accelerate
the world’s conversion away from gas-powered products and other
legacy technologies. Our industry-leading products are designed
and engineered to reduce emissions, noise, vibration, size, and weight
and otherwise improve ergonomics for users. These innovative
products include our WHISPER series of leaf blowers which Stephan Horst Pudwill
substantially reduce the noise produced in residential and commercial Vice Chairman
neighborhoods, highly efficient brushless motors, and an expanded March 3, 2021
platform of cordless cleaning, tool and outdoor products. We take
immense pride in receiving The Home Depot’s Environmental
Partner of the year award and will continue to build on our successes.
As a whole, we worked to reduce TTI’s greenhouse gas (GHG)
emissions intensity and as we continue to grow, we are setting
environmental targets and incorporating environmental requirements
into the design of our new and existing facilities.

TTI’s ESG Approach and Strategic Framework

Instilling ESG best practices along our value chain drives TTI’s to make a true difference by aligning with the United Nations
approach to sustainability in the way we operate, what we produce, Sustainable Development Goals (UNSDGs). We are committed to
how we source and the way we live. Sustainability is at the core of implementing more initiatives, including setting environmental targets
our business today and is the bedrock for both the development to address our climate impact and enhancing our overall sustainability
of our business and creating shared value for all our stakeholders’ practices. Accountability and transparency will drive the success of
future prosperity. Our strategic framework for ESG is based on these goals and our vision for ESG.
engagement with our stakeholders to learn what is important to them,
their needs and key concerns. Their feedback helps TTI conduct a Our focus areas of Governance, Environment, Social and Community
comprehensive assessment process which allows us to identify our and Supply Chain Management cover each of our material topics
material topics that impact the sustainability of our value chain and and the related initiatives and goals in depth, demonstrating how
business overall. our four strategic drivers, Powerful Brands, Innovative Products,
Exceptional People and Operational Excellence, guide our business
We understand that our actions are not only of significant importance to in strengthening our sustainability performance.
the future of our business, but also address collective, global concerns
Powerful Governance Innovative

Brands Products
Supply Chain FOCUS

Environment
Management AREAS
Social
Exceptional and Operational
People Community Excellence

Stakeholder Engagement
TTI’s key stakeholder groups are identified as those that have a vested We continued to engage with employees to understand the issues
interest in our company and can either affect or be affected by our that are of utmost concern to them in 2020. We also communicated
operations and performance.* Our sustainability focus areas take into with our customers to understand their key sustainability-related
account the priorities and concerns of our key stakeholder groups. challenges and maintained a dialogue with suppliers through online
We regularly engage with all our stakeholders, including our platforms, and face-to-face meetings whenever possible. In addition,
employees, customers, end-users, suppliers, investors, shareholders, we continued to interact with shareholders to understand their
regulatory bodies, industry groups and the broader community. concerns and the expectations they have of our ESG performance.
In 2020, we expanded our partnerships with a number of non-profit The table below summarizes the main issues of concern raised by our
organizations to engage with experts and peers, align on best practices stakeholders, which are reflected in our material topics and addressed
and understand our industry’s priority issues. Examples of such in this Report. The table also outlines how we engage with our
strategic partnerships include our engagement with the Responsible stakeholders and the frequency of this engagement.
Mineral Initiative (RMI) and the Global Reporting Initiative (GRI).
Through the year, we actively participated in virtual roundtables and

conferences of organizations such as RMI and GRI covering topics
including waste, water and supply chain.
Material Topics that

Stakeholder Groups Engagement Channels and Frequency† Key Concerns Address Key Concerns
Employees • Surveys • Governance • Ethics and Governance

• Diversity and Inclusion committees • Climate change • Climate Change
• ESG sub-committees • Working terms, conditions • Talent Attraction and Engagement
• Roundtables and benefits • Health, Safety and Wellbeing
• Sessions with speakers • Training and development • Diversity and Inclusion
• TTI Group Intranet • Health, safety and wellness • Community Investment and
• Training (online and face-to-face) • Equal opportunities, diversity Engagement
• Annual employee reviews and inclusion
• Engagement with Non-governmental • Community engagement
Organizations (NGOs)
• Social media
• Compliance hotline
Customers and • Communication on policies and codes • Climate change • Climate Change
Product End Users • Audits • Data privacy • Data Protection and Cybersecurity
• Communication on conflict minerals, • Packaging • Water
due diligence and progress • Chemical substances • Resources, Chemicals and Waste
• Sustainability programs on • Circular economy • Sustainable Products
decarbonization and greenhouse • Transport, storage, recycling, • Biodiversity
gas emission reduction end-of-life of products • Product Safety
• Focus groups on product development and batteries • Responsible Sourcing
• Annual product presentation • Quality of products,
conferences including safety and
• Ongoing conferences and meetings environmental impact
• Social media • Social and environmental
• Compliance hotline responsibility
• Customer service communication • Modern slavery (forced and
channels child labor and vulnerable
migrant workers)
• Conflict minerals
* Our identification of key stakeholder groups is guided by the AA1000 Stakeholder Engagement Standard (2015).
† Unless stated, engagement is ongoing or periodic.

Environmental, Social and Governance Report | Stakeholder Engagement
Material Topics that

Stakeholder Groups Engagement Channels and Frequency† Key Concerns Address Key Concerns
Suppliers • Compliance hotline and online platform • Governance • Ethics and Governance
• Onsite presence of our quality and • Anti-corruption • Climate Change
Social and Environmental Responsibility • Climate change and extreme • Water
(SER) employees weather events • Resources, Chemicals and Waste
• Regular audits and meetings • Resource scarcity • Sustainable Products
• Annual training • Pollution and waste • Biodiversity
• Annual product presentation • Social and environmental • Product Safety
conferences responsibility • Responsible Sourcing
• Supplier engagement conferences
Shareholders • Meetings to discuss Social and • Ethics and governance • Ethics and Governance
and Potential Environmental Responsibility (SER) • Independence and • Climate Change
Shareholders expectations engagement of Board • Water
• Surveys / interviews conducted by members • Resources, Chemicals and Waste
external facilitators • Environmental risk • Sustainable Products
• Annual roadshows management • Biodiversity
• Annual General Meeting • Climate change strategy • Diversity and inclusion
and greenhouse gas • Community Investment
emission reduction and Engagement
• Diversity and inclusion • Responsible Sourcing
• Community engagement
• Responsible sourcing with
focus on human rights, conflict
minerals and cobalt
Communities • Local and international • Climate change • Climate Change

community engagement • Training and development • Water
with non-profit organizations • Health and safety • Resources, Chemicals and Waste
• School fairs and programs • Equal opportunities, inclusion • Sustainable Products
with universities and diversity • Biodiversity
• Mentoring and internship programs • Safety of products • Health, Safety and Wellbeing
• Poverty • Diversity and Inclusion
• Social and environmental • Product Safety
responsibility • Community Investment and
• Water Engagement
• Biodiversity • Responsible Sourcing
† Unless stated, engagement is ongoing or periodic.

Materiality Assessment
We continually strive to enhance how we identify and assess the future target setting. Climate change, ethics and governance, data
issues that are most material to our stakeholders and our business. protection and cybersecurity, along with topics in our product-related
Understanding the concerns of our stakeholders and our global categories – sustainability and safety – ranked highly, emphasizing
sustainability challenges allows us to align our sustainability the importance of our comprehensive approach to managing our
strategy and to identify areas of focus to enhance our sustainability environmental and governance performance. Responsible sourcing,
performance and reporting. This is also invaluable for identifying health, safety and wellbeing, and talent attraction and engagement
our risks and opportunities and deepening our collaboration with topics followed, reflecting the importance stakeholders place on
our partners for impact. responsibly engaging with our supply chain and supporting people
to thrive. For water and biodiversity, we address these risks along
The matrix below identifies 13 material topics that were selected based our value chain and believe they are increasingly critical sustainability
on stakeholder concerns as well as the significance of economic, risks going forward. We will continue to engage stakeholder groups
environmental and social impacts on our business in 2020. While all on a regular basis to monitor and refine our assessment in order to
these topics are important to TTI, the relative ranking presented in this ensure our sustainability strategy remains robust.
assessment is crucial in informing our strategic decision making and
Governance
3 1 Ethics and Governance
1 2 Data Protection and Cybersecurity
2 Environment
3 Climate Change
Influence on Stakeholders’ Assessments & Decisions
9 8
7 4 Resources, Chemicals and Waste
11 13
10 5 Water
6 Biodiversity
12 7 Sustainable Products
4
Social and Community
8 Product Safety
9 Health, Safety and Wellbeing
10 Diversity and Inclusion
11 Talent Attraction and Engagement
5
12 Community Investment and Engagement
6 Supply Chain Management

13 Responsible Sourcing
Low Impact High Impact
Significance of Economic, Environmental & Social Impact

Value Chain Impacts, Risks and Opportunities

TTI’s operations are global with all of our business units, partners
and suppliers playing an invaluable part in our sustainability journey.
A thorough assessment of how our material topics impact various parts
of our value chain and the risks and opportunities that result remain an
important aspect of our sustainability approach and strategy. The table Suppliers Operations Customers Community
below outlines these impacts, risks and opportunities.
Material Topics & Impact along the Value Chain Risks Opportunities
Ethics and Governance

Manage risk and maintain trust • Change in trade regulations • Diversification of manufacturing footprint
of stakeholders • Non-compliance with international with opportunities for TTI to promote
and local laws to the broad scope ethical conduct and robust governance
Maintain employee loyalty, reduce turnover of TTI’s group operations practices as well as sustainable buildings
and increase productivity and renewable energy generation, job
• Risks of corruption
creation, and health and safety standards
Retain customer loyalty thereby boosting for local workers and employees
business development • Training employees and suppliers on
compliance with Code of Conduct and
Foster respect and goodwill of other TTI policies, promoting a culture
surrounding communities of ethics, respect for human and labor
rights, environmental protection and
good governance
Data Protection and Cybersecurity

Protect supplier data, reduce business • Breach of Intellectual Property (IP) • Promote innovation and increase
process disruption • Breach of data privacy the number of TTI’s IP rights
• Cyberattacks and risk of data loss • Safeguard valuable assets

Maintain business continuity, protect assets (e.g. logos, patents, trademarks,
and innovation copyrights, software)
• Protect customer data, business strategy
Protect customer data and privacy,
and IP
maintain trust
• Protect TTI and customer information
data, IP and TTI’s systems and
Maintain trust and business continuity to
operational integrity
benefit local communities
Climate Change
Material sourcing, manufacturing processes • Physical damage to assets from • Strategic mitigation to future-proof the
and transportation climatic events business for operational and supply
• Productivity impact from chain resilience to boost TTI’s
Employee commuting, travel, temperature change and competitive advantage
manufacturing processes, product disease proliferation • Develop partnerships
transportation and distribution
• Supply chain disruption
Product usage, end-of-life treatment • Financial impact

of products • Regulatory change
Product usage, product transportation

and distribution

Environmental, Social and Governance Report | Value Chain Impacts, Risks and Opportunities
Water
Manufacturing, sanitation, wellbeing • Water quality and scarcity • Resource conservation and cost savings
• Supply chain disruption • Positive recognition as a responsible
• Ecosystem impact global citizen
Manufacturing, sanitation,
employee wellbeing
Sanitation, wellbeing
Sanitation, wellbeing
Resources, Chemicals and Waste

Regulatory risk, safety, environmental • Commodity pricing and sourcing • Research and development of new
footprint, pollution • Scarcity of resources technologies, recyclable materials,
biodegradable materials and eco design
• Environmental impact
Regulatory risk, safety, environmental • Resource conservation and cost savings
footprint, pollution • Financial management of
recycling programs • Leadership in environmental and health
and safety performance
Customer safety and trust • Availability of recycling
programs in new markets • Partnerships to implement recycling
and distribution networks programs and new technologies
and materials
Ecosystem health, degradation and loss of
biodiversity and pollution
Sustainable Products
Pollution reduction, decreased resource • Consumer trends in purchasing • Innovation
consumption and waste, reduced supply products with environmental • Eco-design opportunities
chain risk attributes/certifications
• Improve the end of useful life of products
• Regulatory change and push for circular economy
Employee satisfaction, reduced
environmental risk, pollution reduction, • Sustainable consumption and marketing
decreased resource consumption and waste • Reduce supply chain risk
• Meet market demand for
Pollution reduction, decreased resource sustainable products
consumption and waste results in customer
wellbeing and trust
Pollution reduction, decreased resource

consumption and waste furthers community
wellbeing and trust

Biodiversity
Sourcing of raw materials and business • Environmental impact, including • Biodiversity/restoration
processes can cause ecosystem degradation ecosystem degradation and • Resource conservation and cost savings
species loss
• Positive recognition as a responsible
Manufacturing and other business processes
global citizen
affect ecosystem health
• Develop partnerships
Product end-of-life management, producer
meeting responsibility expectations
Environmental wellbeing, habitat loss and

degradation, erosion, species loss, air and
water pollution, soil and water contamination
Talent Attraction and Engagement

Exceptional and engaged employees are able • Turnover/recruitment/salary cost • Development of long-term
to maintain strong business relationships with • Not finding qualified candidates career opportunities
all external parties • Development of partnerships with
• Investment costs
universities/trade associations
Well-trained, satisfied employees lead to • Skill and experience of workforce
• Development and training of
higher productivity and business continuity • Succession planning
TTI employees
and success
Superior customer service and trust in TTI
Employment opportunities and

economic growth
Health, Safety and Wellbeing

Fair working conditions, satisfied employees • Safety of end users, job sites and • Fair, safe and healthy workplace practices
maintain strong business relationships with TTI employees at TTI and along the supply chain
external parties • Promote health in the community
Employee health, wellbeing and satisfaction

boosts productivity
Healthy and engaged employees deliver

superior customer service and promote
trust in TTI
Productivity and growth for TTI is beneficial

for the communities where we operate

Diversity and Inclusion

A diverse workforce is able to maintain strong • Male dominated industry: • Attracting talent from different cultures to
business relationships with external parties challenging to attract female achieve diverse thinking, methods, values
employees and minorities and to and perspectives
Inclusion and equal opportunities boost achieve gender and racial diversity • Engage in initiatives to promote diversity
productivity and creativity at management levels and inclusion and make a real impact
A productive, engaged workforce encourages internally and externally
customer trust
Inclusive employment opportunities support

license to operate
Product Safety
High standards improve quality across the • Safety of end users • Develop innovative tools with
supply chain leading to upskilling and growth • Litigation, fines from product safety functions
claims or recalls • Positive recognition for safe products
Employee loyalty, growth of the business
• Reputational damage • Improvements in the quality of products
• Commercial risk and customer service capability
Health, safety, loyalty and trust
• Cost of claims or recalls
Trust
Community Investment and Engagement

Environmental, social and economic stability • Reputational risk of not being • Create shared value for both TTI
in the supply chain engaged in industry initiatives or and community
from not supporting local • Positive impact on the environment,
Sustainable growth, loyal, community needs social and human rights and recognition
engaged employees
• Risk of not meeting expectations as a responsible corporate citizen
Trust, social stability of customers and potential • Global engagement
employees/young talent
• Support work of NGOs
• Corruption risk
• Give back to the community through
Economic, social and environmental
volunteering and donations
wellbeing
• Build brand loyalty
Responsible Sourcing
Business continuity, working conditions, • Reputational risk of not being • Contribute to policy and program
human rights, wellbeing, reduced engaged in industry initiatives development to affect change across
environmental footprint • Risk of not meeting the same level the industry and supply chain
of environmental management • Diversification of manufacturing and
Minimize ESG risk, ensure product quality
standards across global supply chain
and business continuity
manufacturing sites and the • Champion human rights: positive
Maintain trust in TTI supply chain recognition as a responsible
• Disruption of supply chain due to corporate citizen
human rights conditions: fines • Establish our position as a responsible
Economic, social and environmental wellbeing from violations/claims, reputational employer and supply chain partner
damage, commercial risk
• Supplier capacity building

Our Goals and Progress

TTI is committed to maintaining transparency and tracking the progress of the Progress Status
various initiatives that address our material topics. To ensure our sustainability
strategy aligns with greater global concerns, we are working towards aligning
our initiatives with 14 of the 17 United Nations Sustainable Development Goals
(SDGs) that are most relevant to our operations. The table below outlines the
Progressed Regressed Unchanged
SDGs that relate to our material topics, highlighting our goals and progress
in these areas.
Progress
Focus Areas Material Topics TTI Goals 2020 vs. 2019
Governance Ethics and Governance • Compliance with TTI’s Policies and Codes with transparency
in reporting and remediation when necessary
• No cases of corruption among TTI Group and its
business partners
Data Protection • Protect and enforce TTI’s IP rights

and Cybersecurity • Data privacy: compliance with new regulations, GDPR,
California Consumer Privacy Act and other privacy regulations
• Cyberattacks: minimize risk of business disruption. No
breaches or incidents
Environment Climate Change • Reduce energy consumption and GHG emissions

(Scope 1 and 2) and set ambitious 2030 environmental targets
• Increase our renewable energy procurement
• Implement a climate resilience strategy
Water • Reduce water consumption at TTI’s operations

• Increase the portion of recycled water
Resources, Chemicals • Reduce packaging and increase adoption of reduced impact

and Waste packaging and packing
• Reduce usage and safely manage chemicals and waste
• Develop further circular business models focusing on use of
recycled materials
Sustainable Products • Reduce environmental impact through innovation in product

design, packaging design, manufacturing, use and end of
useful life phases
• Design to easily repair, refurbish and recycle
• Promote circular business models by increasing service, repair,
maintenance and refurbishment services
Biodiversity • Partner with our supply chain and promote responsible sourcing
• Partner with organizations to protect and restore biodiversity

Environmental, Social and Governance Report | Our Goals and Progress
Progress
Focus Areas Material Topics TTI Goals 2020 vs. 2019
Social and Talent Attraction • Attract and retain the best talent
Community and Engagement • Promote employee engagement
• Continuous training and development
Health, Safety • Promote healthy and safe workplaces

and Wellbeing • Zero fatal accidents in our workplaces
• Promote and support physical and mental wellness
of employees
Diversity and Inclusion • Promote respect, diversity and inclusion in the workplace
• Promote diversity and inclusion in surrounding communities
• Maintain compliance with TTI’s policies and codes
Product Safety • Innovative product design to enhance user experience with

improved quality, safety and environmental/health benefits
Community Investment • Establish strategic partnerships with industry partners

and Engagement and NGOs
• Develop impact metrics to track and increase our community
investment and engagement activities
Supply Chain Responsible Sourcing • Enhance training to raise awareness and improve human rights
and environmental impact in the supply chain
Management
• Effective partnerships with NGOs in major countries of
operations and where there is a greater risk of human rights
violations within the supply chain
• Train to promote compliance with TTI’s policies and codes with
transparency in reporting
• Educate and train our supply chain on the risks of forced and
child labor and other human rights risks
• Mapping the environmental risks in our supply chain to
reduce GHG emissions, energy and water consumption
in the supply chain
• Set environmental targets for suppliers

Environmental, Social and Governance Report 1
Governance
Our material topics have wide-ranging impacts along our
value chain, therefore embedding sustainability across
our business by utilizing a strong governance structure
and robust risk management strategy is key. Embedding
sustainability in the business means operating responsibly
by adhering to sound ethics and governance practices
in accordance with codes and policies that emphasize
accountability. These codes and policies address both
offline and online risks. As such, securing the integrity
of some of our most valuable assets – our online data
systems and intellectual property – is also an important
focus of our governance strategy.
Operating responsibly necessitates engaging in global

initiatives to enhance our performance and transparency to
create a more sustainable world. In addition to progress on
alignment with key UNSDGs and our participation in effective
multi-stakeholder forums, such as the Global Reporting
Initiative (GRI), our global efforts include partnerships with
a number of organizations that are working actively to
promote sustainability and tackle sustainability challenges.

93.1%
of employees trained on anti-corruption practices
Global Cyber Policy

review successfully conducted with remediation efforts
accomplished for identified gaps

Environmental, Social and Governance Report | Governance
Governance Structure
A well-defined governance structure provides direction for managing The ESG Working Committee includes representatives from different
sustainable practices by assigning clear responsibilities within the business functions and from each region and reports to the ESG
Company. The TTI Board of Directors together with our ESG Executive Executive Committee. The ESG Working Committee enhances
Committee drive our governance practices. In 2020, increased the Group’s ESG performance by fine-tuning policies, monitoring
commitment to sustainable practices led to the expansion of our ESG performance and setting goals and targets according to the
Executive Committee which comprises Board members as well as Company’s approved strategy. The ESG Working Committee met
executives from different regions and functions. The ESG Executive five times in 2020.
Committee met once in 2020 and will increase its frequency of
meetings to four times a year in 2021. This Committee works with the Leaders of regional business units across the company and the
Board to approve TTI’s sustainability strategy, which is subsequently globe report on their ESG performance and challenges to the
implemented by the ESG Working Committee and each business unit. CEO on a quarterly basis.
TTI’s Board of Directors

Oversees and approves the sustainability strategy, including KPIs, goals and targets.
ESG Executive Committee

Sets the strategy and oversees our ESG Working Committee.
Drive TTI’s governance practices
ESG Working Committee

The ESG Working Committee, representing business units in each region, enhances the Group’s ESG
performance by fine-tuning policies, monitoring performance and setting goals and targets.
TTI’s key initiatives in 2020 included:

• Ensuring the safety of employees, end users and workers in • Continuing the collection of comprehensive data along
response to the COVID-19 pandemic by implementing safe our value chain, including on Scope 3 emissions
working conditions and product delivery procedures
• Establishing diversity and inclusion committees in
• Defining environmental targets with the aim of enhancing North America
performance and working toward developing
• Renewing our Responsible Mineral Initiative (RMI)
science-based targets
membership – TTI extended its engagement to become
• Continuing to expand our manufacturing footprint, bringing a supporter member of the Responsible Business Alliance
responsible practices closer to our markets with the (RBA), furthering our commitment to responsible sourcing
objective of establishing sustainable operations and and supply chain management
supporting local economies
• Renewing our Global Reporting Initiative (GRI) membership
• Developing global policies covering human rights, and and thereby expanding our efforts to increase transparency
labour and environmental management in our disclosure of ESG performance
• Mapping environmental and social risks in our supply chain
Business Units
Business units implement strategy and monitor progress by holding quarterly performance reviews against the KPIs.

Risk Management
Good governance also means managing economic, environmental Key elements of our overarching risk mitigation process are
and social risks and capitalizing on opportunities. First and foremost, outlined below.
we manage risk by ensuring compliance with regulations and standards
pertaining to all aspects of our value chain. Responsibility for risk Of particular note, we are assessing climate risk and managing
management is held locally at the business unit level and by business it across our operations through the diversification of our global
function, with some areas of governance being handled at the corporate manufacturing base and localization of our supply chain.
level. Our internal audit team, which acts independently and reports An assessment to identify potential climate risk scenarios, including
to the Audit Committee, coordinates efforts across functions and financial impacts and mitigation strategies, is underway and will
follows a comprehensive risk assessment process for all business inform our strategy going forward.
units and levels of the Company.
Group Risk Mitigation Process
Assurance
Providing independent assurance of the existence and effectiveness of risk management activities and controls in
TTI’s business operations worldwide.
Audit Planning
Developing an annual audit plan to identify the highest risks to our business. The plan is developed by the Audit Committee
and TTI’s senior management, taking into account our risk assessment methodology. The plan is reviewed regularly
throughout the year to reflect any changes in the business.
Engagement Activities
Conducting various engagement activities, including process, financial and compliance audits as well as investigations.
The results, including deficiencies and remediation plans developed in conjunction with management, are communicated
to individuals responsible for taking corrective action, including with TTI’s senior management and the Audit Committee,
as appropriate. The scope and frequency of audits vary, depending on our assessment of operational and financial risks,
management considerations and the audit plan’s capacity and strategy.
Risk Management
Assessing TTI’s risk management and internal control systems by formulating an impartial opinion on the system and
reporting the findings to the Audit Committee and the senior managers concerned, as well as following up on issues to
ensure that they are satisfactorily resolved.
Communications
Maintaining a regular dialogue internally and with TTI’s external auditor.

Ethics and Governance

Why it’s Championing integrity in every part of our business is Impact along the Value Chain
Important simply the right thing to do. It helps us reduce risk
throughout our value chain and maintain trust across
TTI’s range of Powerful Brands.
Goals We aim to eliminate ethical violations across our value

chain through both global multi-stakeholder partnerships
and initiatives within our own operations.
` Promote compliance and aim for zero incidents of ` Zero cases of corruption among TTI Group and its
non-compliance with TTI’s Policies and Codes business partners
with transparency in reporting and remediation
when necessary
KPIs • # of employees trained on CoC • # of memberships in good standing

• # of cases of corruption • % of global ESG data collected
• # of cases of non-compliance with CoC • Transparency in accordance with GRI
• # of hotline cases addressed in a timely manner with
corrective action
Management Code of Ethics and Business Conduct and business environment. All TTI’s policies are communicated to
Approach Compliance Policies our employees globally through our e-learning platform or
Sound governance requires a commitment to ethical principles, face to face and are regularly reviewed to ensure compliance
as outlined in TTI’s Code of Ethics and Business Conduct (CoC). with laws and regulations. A full list of legal and regulatory
This CoC, which is available in 21 languages and communicated requirements related to anti-corruption practices that have
to all employees, provides guidelines for conducting business the potential to have a significant impact on our operations
with transparency and in accordance with all legal requirements. and performance can be found in Appendix A of our HKEX
The CoC includes TTI’s commitment to ethical behavior and ESG Guide Content Index on our website.
provides guidance on how to manage insider information, along
with acceptance of gifts and other items of value while outlining The principles and values in our Code and other policies are
how to avoid conflicts of interest. The CoC also demonstrates also applicable to our business partners and set-forth in our
TTI’s commitment to social responsibility, particularly in relation Business Partner Code of Conduct (BPCoC). Key policies
to the protection of human rights, including the prohibition of applicable to partners include the Anti-corruption Policy,
forced and child labor. In addition to the CoC, we have Policy Against Modern Slavery and Human Trafficking,
a number of global and local policies covered in our Employee Conflict Mineral Policy and the Cobalt Procurement Policy.
Handbook, which clearly sets out governance practices and Details can be found in the Responsible Sourcing section
expectations for all aspects of our business. of this Report on page 128.
A list of significant policies is summarized on page 91. Compliance

One key guideline is the Anti-corruption Policy, which outlines Our Group Vice President General Counsel and Chief
how we maintain anti-corruption standards and prevent Compliance Officer heads compliance globally and reports to
bribery internally and externally as well as regularly assess the CEO and the Audit Committee of the Board of Directors.
our operations for corruption risk. As part of these efforts, The compliance function supports many TTI functions and sets
TTI refrains from making any political contributions in any our policies, trainings and regulatory interpretation. The
of our markets. In China, TTI has been a member of the compliance program is regularly updated and ongoing
China Enterprise Anti-Fraud Alliance (CEAFA) since 2017. monitoring is conducted by the internal audit team. At the
We remain committed to working with this non-governmental regional level, the Group Vice President General Counsel
and non-profit cooperative organization to maintain a clean and Chief Compliance Officer is assisted by local legal and
compliance departments.

Management Global Trade Compliance as appropriate by our internal audit team, the legal or human
Approach An invaluable part of our compliance program is the Global resources departments or an independent third party.
Trade Compliance function, which is managed by a team of Complaints can also be made using a third-party operated
trade compliance professionals across the globe, with our compliance hotline, available 24 hours a day, 7 days per
Group Vice President of Trade Compliance in the United week. This allows employees, suppliers and customers,
States (U.S) setting policy, strategy and regulatory interpretation. or anyone concerned, to report issues. All complaints are
The Trade Compliance function is wholly supported by TTI’s addressed in confidentiality, anonymity is maintained, and
Executive Management Team and recognized as vital to our remedial actions are then taken, as needed.
Company’s global compliance and success.
Compliance Training and Communication
Global Trade Compliance supports many TTI functions by TTI maintains good governance practices by striving to prevent
screening entities and persons with whom TTI does business violations through ongoing communication and training.
to ensure that none of the parties is denied, debarred or Employees and suppliers are required to complete training on
otherwise proscribed or embargoed by any relevant government. all codes and policies and to acknowledge their understanding
Global Trade Compliance also assists Compliance and other of their responsibilities. Every year key personnel are required
functions in the analysis of procurement of certain raw materials, to sign compliance certifications and suppliers are requested
namely conflict minerals, and helps to identify regions known to sign compliance declarations. Communication on
for forced labor and anti-corruption, to mitigate risk. compliance is key. We conduct regular training through our
e-learning platform and in person with our compliance and
Complaints and Concerns legal departments or external firms. Awareness on compliance
To ensure our codes are effective, active reporting of all is also built through periodic quizzes and by placing posters
violations is highly encouraged. TTI’s Group Vice President, in local languages in conspicuous locations at all our sites.
General Counsel and Chief Compliance Officer receives
complaints and concerns directly. These are then investigated A list of TTI’s key policies and codes are included below.
TTI Policies Governance Social and Community Environment
Code of Ethics and Business Conduct: states the actions Policy Against Modern Slavery and Human Trafficking:
and ethical behavior expected of our employees. states TTI’s expectations in relation to human rights and
Complaint Resolution Policy and Procedure: encourages the eradication of modern slavery and consequences of
any person to report any action, situation or circumstance non-compliance, updated (2019)
that appears to be in violation of the Code of Conduct or Conflict Minerals Policy: outlines expectations and
any laws, regulations or our other internal policies guidelines in the sourcing of tin, tungsten, tantalum
(including internal policies and codes of conduct of TTI’s and gold (“3TG”)
subsidiary companies) Cobalt Procurement Policy: provides guidelines in
Business Partner Code of Conduct: outlines TTI’s cobalt sourcing (launched 2019)
requirements and expectations for all suppliers and Social & Environmental Responsibility (SER) Compliance
partners (it was updated and relaunched on our supply Program: comprehensive scorecard to track compliance
chain platform in 2020, with further expansion on TTI’s with ESG policies in the supply chain
requirements in relation to trade compliance)
Environmental Management Policies
Anti-corruption Policy, updated (2019)
Environmental, Health & Safety (EHS) and Occupational
Anti-trust Policy, updated (2019) Hazard Management Policies
Trade Compliance, updated (2020) Product Safety and Consumer Product Regulatory
Data Privacy, Data Security and Incident Reporting Policies Compliance Policy, updated (2019)

Key • Mandatory training on the Code of • In 2020, we released new e-learning

Initiatives Conduct (CoC) is organized for all new
hires through TTI’s e-learning platforms
training on anti-trust and a new policy on
trade compliance to all employees globally
Zero legal
or in person cases
• Copies of the CoC along with handouts of corruption, anti-trust,
and posters with key points about our anti-competitive or
policies and details on how to report monopoly practices brought
violations are available in local languages against TTI.
at all premises, including offices, factories
and dormitories, for those without
computer access 89.3% of
employees
Progress In 2020, once again no legal cases of one, which remained open in 2021. The sales have been trained on anti-trust.
in 2020 corruption, anti-trust, anti-competitive or revenue of the company grew by 28% in 2020
monopoly practices were brought against over 2019, so the fact that the number of
TTI. As per our established approach, we complaints increased over 2019 can be 93.1% of
continued to educate employees about
ethical practices with the global launch of
attributed to our growth. Of the 38 complaints,
18 were reported through the complaint employees
our new anti-trust training course. 89.3% of hotline, 9 were anonymous emails, 4 complaints have been trained on
our employees have been trained on this came from TTI employees and 7 came from anti-corruption.
new material in 2020 through our e-learning TTI management. One complaint was made
platform and through in-person sessions to directly to the Group Vice President, General
ensure the delivery of required training to all Counsel and Chief Compliance Officer and
impacted employees. Also, 93.1% of our all complaints were investigated thoroughly.
employees have been trained on anti- Of the complaints, 2 alleged fraud, 12 were
corruption through our e-learning platform employment-related claims or regarding
and through in-person sessions to ensure violations of company policy, 2 alleged
the delivery of required training to all impacted collusion, 1 alleged corruption, 3 alleged
employees. We also established a new Trade bribery, 5 complaints were against suppliers,
Compliance Policy. We are in the process of 1 was from a customer complaining about
revising our Human Rights and Environmental brand upgrades and 12 complaints were with
Policies to reflect changing conditions. These insufficient evidence and information for
updated policies will be put forward to the further investigation. Complaints with merit
Board in 2021. were managed with appropriate corrective
action, including termination of employment,
Our complaint reporting system remained payment of penalties or immediate remediation.
effective, with a total of 38 complaints received Detailed information about complaints and
and investigated in a timely manner in 2020. corrective measures were reported to both
All complaints were resolved in 2020 except management and the Audit Committee.

Data Protection and Cybersecurity

Why it’s Our data and intellectual property are some of TTI’s most Impact along the Value Chain
Important valuable assets. Sound management means the protection
of customers and employees as well as safeguarding our
Powerful Brands, Innovative Products and Operational
Excellence in order to minimize the risk of business disruption.
Goals We aim for zero breaches or incidents in cybersecurity to

minimize disruption to our operations and to protect the
data privacy of our employees, customers, suppliers and
business partners.
` Protect and enforce TTI’s IP rights ` Minimize any risk of business disruption from
cyberattacks and aim for no breaches or incidents
` Comply with all new data privacy regulations, such as

the General Data Protection Regulation and the
California Consumer Privacy Act
KPIs • # of employees trained on IP protection • # of breaches of data privacy

• # of breaches of IP rights • # of employees trained on cybersecurity
(cyberattacks, phishing)
Management Data Security Policies and Procedures cybersecurity – including the protection of customer data,
Approach Strong data protection and cybersecurity management are the growth of our business and management of IP. Led by our
essential as the risk of cyberattacks is evolving and increasing. Group Director Cybersecurity, our Informational Technology
TTI continues to invest in programs around cybersecurity and Steering Committee (ITSC) meets monthly to ensure that TTI’s
in enhancing our Information Technology (IT) systems around systems are well managed.
the globe. A number of training workshops to raise awareness
about cybersecurity were conducted in 2020. Intellectual Property
Our security protocol covers TTI’s intellectual property
To ensure that all collected data is protected, we comply with portfolio, which includes patents, trademarks, logos,
relevant legal requirements including Europe’s General Data copyrights, software and trade secrets. Management of our IP
Protection Regulation, which TTI has been compliant with is conducted according to procedures outlining proper usage
since 2018. Our IT department monitors all computer systems and protection from infringement by and of others. We
to ensure they are covered by sound authorization champion innovation among our employees by encouraging
management processes. Procedures protecting our data inventions, discoveries, new ideas and concepts. Our patent
systems are outlined in eight separate global security policies. invention award mechanism serves to further drive creativity.
We continue to support the documentation of ownership of all
TTI follows the National Institute of Standards and Technology such IP and train our employees not to use protected IP out of
Cybersecurity Framework, which defines our approach to respect for the IP rights of others.
Key • Each business unit completed a comprehensive cyber • Cloud-based as well as local services that handle both
Initiatives policy review with remediation efforts accomplished for internal and customer information are properly managed
identified gaps through stringent practices, including rights management
• Our ‘Global Cybersecurity Managed Detection and and multifactor authentication
Response’ platform went live in North America, Asia • A comprehensive vulnerability reporting program enhances
Pacific and Europe our ability to proactively address risk before loss occurs
Progress Ensuring compliance with the California Consumer Privacy In 2020, there was one substantiated complaint concerning
in 2020 Act from January 2020 was a key focus for TTI in 2019. This breaches of customer privacy and data. TTI identified
led to the launch of a new training program and the review of unauthorized access to one of our business unit’s systems.
our data privacy policies and websites. Important cybersecurity Through quick action via our internal teams and in coordination
projects initiated in 2020 included cybersecurity assessments with our security partners, TTI did not experience loss of
of all businesses, Managed Detection and Response (MDR) customer data or IP. TTI complied with all applicable laws
roll outs, multifactor authentication for email and VPN as well and regulations in addressing the incident.
as vulnerability scanning and reporting.

Environment
Protecting our planet for the long-term sustainability
of our business and communities is critical. At TTI, we
recognize the responsibility we have to positively impact
our communities and we are committed to do our part to
improve environmental performance within our operations,
along our value chain, through our products and for the
community. Our approach to environmental sustainability
is closely tied to our drive for innovation, conservation
of resources, reduction of waste, energy efficiency and
renewable energy technology. These are fundamental
as we move toward setting environmental targets.
Our commitment to help protect the planet and tackle
climate change remains foundational to the strategic
drivers – Powerful Brands, Innovative Products and
Operational Excellence – that guide our business.

14% and 20%

decrease in AIP consumption and intensity per production
value US$ million of natural gas
14%
reduction in GHG emission carbon dioxide equivalent
(Scope 1, 2 and 3) intensity per production value
US$ million globally

Environmental, Social and Governance Report | Environment
Environmental Management
In 2020, our environmental management strategy has continued In 2020, we continued to enhance our environmental management
to focus on developing climate resilience, managing our footprint strategy across the company with the following priorities:
responsibly and creating products that further circularity in our
operations. We have established goals and initiatives to address
the impacts associated with each of our material topics of climate Products
change, water, resources, chemicals and waste, sustainable products Awareness Raising Leveraging
Campaigns R&D, supply chain
and biodiversity.
Conserving engagement and global
energy and natural partnerships to reduce
TTI’s ESG Executive Committee is responsible for setting our resources environmental impact
environmental management strategy, with oversight provided by the
Board. The Committee also ensures sufficient resources are allocated
for strategy implementation across our global business units. Progress
in achieving our goals is monitored and evaluated, with actions for Climate Sustainable
improvement identified where needed. The success of our strategy is Change Products
based on ensuring that our goals are well understood and key initiatives
are implemented across our markets. Our ESG Working Committee and
global Environment, Health and Safety (EHS) teams, are responsible for ENVIRONMENTAL
coordinating environmental management efforts and leading the MANAGEMENT
development and implementation of awareness-raising and training STRATEGY New
programs internally. Technology
and
All our manufacturing sites have comprehensive Environmental Equipment
Preventing
Management Systems (EMS) in place. In 2020, TTI AIP, our primary pollution and
manufacturing site, along with TTI ELC, our largest warehouse and
distribution center and TTI GMBH, respectively, in EMEA were all Reducing
emissions and
EMS certified and remained compliant with International Organization discharges
for Standardization (ISO) 14001 EMS and 9001 quality standards. Management Resources, Employee
Our environmental management policies encourage employees to System Waste and Training
champion sustainable practices across offices and manufacturing sites. Integrating Chemicals Minimizing
environmental waste and
Employees receive training so they are able to play an active part in impact reduction increasing
improving our environmental performance. Training on EMS and EHS into our product reuse and
is delivered through both e-learning platforms and in-person sessions. development recycling
and across our
value chain
All of our operations and business partners are required to meet
regulatory requirements, ensuring TTI’s performance is in line with
the environmental expectations of our stakeholders. For a full list of
legal and regulatory requirements that have the potential to have a TTI has implemented a number of circularity initiatives as follows.
significant impact on our operations and performance, please refer to Details are included throughout the Environment section of
Appendix A of our HKEX ESG Guide Content Index on our website. this Report:
We have comprehensive grievance mechanisms in place, which are
available to all stakeholders who wish to raise issues, concerns or • Promoting battery recycling through global partnerships
complaints. More details can be found in the Ethics and Governance • Assessing product components for possible reuse in the
section of this Report. value chain
With the aim of increasing transparency and accountability, a large • Adjusting attributes such as the weight and shape of parts and
part of our effort is focused on measuring environmental performance choice of materials through our value engineering programs
across our markets using ESG data collection and analysis software. • Undertaking R&D projects to increase adoption of
Detailed metrics for GHG emissions, energy, water and packaging recyclable materials
consumption and hazardous and non-hazardous waste, can be found • Repairing and refurbishing to extend product lifecycles
in the Performance Metrics of this Report.

Climate Change
Why it’s In 2020, the top five global risks in terms of likelihood Impact along the Value Chain
Important published by the World Economic Forum were all related
to climate and environmental issues. The planet has
limited resources and global warming has irreversible
impacts. Climate resilience and a reduction of greenhouse
gas emissions is paramount for the long-term health of our
business, suppliers, partners, communities and the planet.
Goals We strive to work with global partners to strengthen

our capacity to mitigate climate change and
climate-related impacts.
` Reduce energy consumption and GHG emissions ` Adopt renewable energy
` Develop strategy for climate resilience
KPIs • Energy consumption, intensity and GHG emissions data • # of people trained on climate impact
• Renewable energy procurement and initiatives across the • # of cases of environmental non-compliance
value chain • # of partnerships and accomplishments
• # of fuel efficient and electric vehicles
Management Climate change is one of the most crucial challenges facing nitrous oxide (N2O), sulphur oxide (SOx) and fine particulate
Approach society today. TTI is in the process of thoroughly assessing our matter (PM) emitted from cars, trucks and other small
climate risk, sharing information and strategizing how we can machinery, and from combustion processes to generate
reduce our environmental impact. We are building climate electricity for manufacturing, lighting, building management
resilience along the value chain and focusing on reducing systems, heating and cooling, fluorinated gases, such as
GHG emissions and consuming energy efficiently with the aim R-404a, are also consumed as refrigerants.
of transitioning to renewable sources. While we plan to
announce science-based targets for GHG emission reduction We continue to expand our disclosure of GHG emissions
in our next report, we took steps in 2020 to diversify our as we strive to track metrics across all markets. Our Scope 1,
manufacturing and supply chains to manage climate risk, 2 and part of 3 emission data is included in our Performance
including extreme weather events over the long term. Metrics for those business units where data is available.
Our diversification strategy manages risk by cultivating close Scope 1 emissions arise from onsite sources identified above
relationships with our business partners to maintain high and Scope 2 indirectly from purchased electricity. Part of
environmental and safety standards across our value chain. Scope 3 emissions arise from business travel and other forms
It also enables us to reduce the transportation journey of goods of transportation, as well as our consumption of water and
and to integrate sustainability features into new facilities. generation of waste. We are setting a carbon reduction target
and roadmap for TTI’s Scope 1 and 2 emissions based on
Energy and Emissions analysis of energy efficiency and renewable energy
Reducing air and GHG emissions is fundamental to addressing technology and procurement opportunities. We are also
our contribution to climate change. The main sources of these mapping Scope 3 emissions along our value chain and
emissions arise from our manufacturing processes, office identifying opportunities for the business to engage in GHG
energy consumption, transportation and the supply chain. emission reduction initiatives beyond our direct operations.
Air emissions include carbon dioxide (CO2), methane (CH4),

Management Managing our energy footprint is a substantive challenge. levels based on occupancy and availability of natural light.
Approach Our priorities are to adopt renewable sources of energy and TTI is working toward adopting further renewable sources of
manage energy efficiently as increased production levels energy across some of our key manufacturing operations.
require higher levels of consumption. As such, our approach At new sites, such as our factory in Vietnam, we are introducing
continues to include timely maintenance of air-conditioning, environmental requirements in the design and construction
heating, ventilation and building management systems to of buildings, as well as systems and equipment, taking into
ensure efficient consumption and healthy indoor air quality. consideration measures on energy efficiency, renewable
We also adopt efficient LED lighting and adjust lighting energy procurement and water conservation.
Key Our business units took the following measures to decrease • Turning down heating, ventilation and air conditioning
Initiatives GHG emissions and improve energy efficiency in 2020: (HVAC) when not in use, resealing windows and updating
equipment for energy and noise reduction
• Transitioning to electric vehicles at some of our sites in
• Using a low carbon electricity supply such as nuclear, solar
Australia, New Zealand and EMEA
PV, wind and hydropower
• Incorporating environmental features into new and
• Replacing equipment with energy-efficient smart boilers that
existing buildings
have variable speed pumps. One operation in EMEA uses
• Conducting external energy audits to monitor progress around 11% less gas to heat premises as a result
• Installing LED lights and light sensors in meeting rooms • Utilizing rail instead of petrol-fueled trucks to move goods
and offices across borders and avoiding airfreight when possible
Progress A lockdown of non-essential services in many of our markets 2% per production value and Scope 3 emissions intensity
in 2020 around the globe resulted in a portion of office-based employees decreased by 2% per production value.
transitioning to remote working environments in 2020.
This resulted in a 14% reduction in GHG emission carbon Energy
dioxide equivalent tCO2e (Scope 1, 2 and 3) intensity per TTI’s total electricity consumption in 2020 amounted to
production value US$ million globally. 228,126,948 kWh. This was 12% higher than 2019 figures
due to higher levels of production to meet demand.
Air and GHG Emissions
In 2020, TTI did not have any incidents of non-compliance Consumption figures by region are included in the
with emission regulations. Our total GHG emissions in 2020 Performance Metrics.
amounted to 220,379 tonnes of carbon dioxide equivalent
TTI AIP Energy In Depth
(tCO2e), an increase of 22% in absolute emissions and a
At TTI AIP, manufacturing output increased by approximately
decrease of 14% based on production value US$ million over
7% between 2019 and 2020. As a result, overall electricity
2019. As part of our upstream and downstream assessment
consumption increased by approximately 6% in 2020 over
within our value chain, TTI is working to set and disclose
the previous year, however, intensity decreased by 1%.
science-based targets for reducing our Scope 1, 2 and 3 GHG
The consumption and intensity per production value US$
emissions by 2030.
million of natural gas also decreased by over 14% and 20%
TTI AIP GHG Emissions In Depth respectively compared to 2019 due to our CIP.
In 2020, TTI AIP’s total GHG emissions (Scope 1, 2 and 3)
Our global locations consist of leased and owned properties
decreased by 3% intensity per production value US$ million.
where a number of them have been certified in Leadership in
AIP’s GHG Scope 1 emissions intensity decreased by 13%
Energy and Environmental Design (LEED). At our Hong Kong
per production value US$ million due to our Continuous
headquarters, the site received the LEED certificate from
Improvement Program (CIP) which is designed to reduce energy
the US Green Building Council in 2020. Looking forward,
consumption in our operations despite an increase in production
we aim to achieve a LEED certification for our new factory
of 7%. TTI AIP’s Scope 2 emissions intensity decreased by
site in Vietnam.

Progress New Sites Greenwood, Indiana. Our 13,935 square

in 2020 An increasingly important practice when it meter facility is scheduled to open in Spring A reduction in GHG emission
comes to managing risk is the diversification 2021 as a service hub, which will house intensity carbon dioxide
of our manufacturing base across the globe. a tool repair and warehousing space. equivalent tCO2e
(Scope 1, 2 and 3) of
This involves developing closer ties to new Our MILWAUKEE brand’s investment in this
markets by working with local suppliers.
TTI is expanding new sites in Vietnam,
facility, which will employ more than 450
people, is US$6.75 million.
-14%
per production value
Mexico and the United States. Details of
West Bend, Wisconsin. In 2020, plans US$ million globally
our operations in these markets in 2020 and
going forward are as follows. were announced to build a new hand tool
manufacturing plant in West Bend. TTI’s AIP GHG Scope
Ho Chi Minh City, Vietnam. In June 2020 we 1,2 and 3 emissions
announced an investment of US$650 million Greer, South Carolina. A new distribution
center for TTIFC is expected to be operational intensity per production
to build a plant and also establish a new
by March 2021 and completed in the latter value US$ million
innovation center in Ho Chi Minh City.
half of 2021. This investment will create 134 decreased by
The plant and the R&D center will be LEED
certified by the US Green Building Council new jobs.
-3%
and will enable us to tap into increased
Through diversification we aim to maintain
renewable energy sources to meet our energy
high standards across our supply chain and
needs, increasing the global percentage of TTI Group Emissions
reduce our environmental impact by, for
energy procured from renewable sources. Intensity per production
example, minimizing the transportation of
value US$ million
Torreón, Mexico. Our new facility in Mexico goods and prioritizing key elements of
covers an area of 70,606 square meters and environmental design when planning our
new buildings. Furthermore, as we become
28.8
employed 1,785 people as of December 2020.
deeply entrenched in these markets, we are 22%
United States able to have a positive impact on the living
22.4
Anderson County, South Carolina. Our new conditions, educational prospects and the
manufacturing plant and warehouse in economic development of local communities.
17.4
22%
Anderson County will cover an area of over For example, in Vietnam TTI is already
13.5
92,903 square meters. The new facility will working with local universities to recruit 50%
support production and assembly operations potential talent for our R&D center.
9.1
and include a reconditioning plant.
6.1
This US$100 million investment will create

525 new jobs over the next several years.
'19 '20
Americas Asia Scope 1

Scope 2
Scope 3 (excl. Freight)
West Bend, WI
USA
Greenwood, IN
USA
Greer, SC
Ho Chi Minh City
USA
VIETNAM
Anderson, SC
USA
Torreón, Coahuila
MEXICO
Anderson County, USA Torreón, Mexico Ho Chi Minh City, Vietnam

Conceptual design

Water
Why it’s Water quality and security is essential to Impact along the Value Chain
Important TTI’s manufacturing, operations and the
health of our people and communities. Water Withdrawal vs.
Proper management of this resource is Wastewater (m³)
imperative for our shared future.
Goals We aim to increase water use 1,327,701

efficiency and ensure the proper Withdrawal
management of wastewater.
` Reduce water consumption at

` Increase the use of recycled water
TTI’s operations 710,518 219,017
Discharged Recycled
KPIs • Water consumption data across • Water conservation metrics
all operations
Management Recognizing that water is a scarce, shared region are also shown in the Performance
Approach global resource, TTI is committed to its Metrics table on page 132.
responsible consumption. An important step
in our overall water management strategy is Our water conservation efforts and goals are
understanding which areas are most affected set at the group level and are implemented
by water scarcity. Accordingly, we aim to through water saving plans. Measures
reduce absolute water withdrawal at the sites include using recycled water for flushing,
where water scarcity is a risk. Efficient usage collecting rainwater for gardening and
of water and the proper management of cleaning outdoor areas, carrying out regular
wastewater discharge remain our main focus. inspections to check for hidden water
We continue to improve our approach leakage along buried water pipe networks
to water management by implementing and installing motion sensors and
conservation initiatives and monitoring usage timercontrolled taps on washbasins. We also
and potential leakage. All our water needs do extensive work in providing access to safe
are adequately met by local, municipal water resources while providing sanitation
sources, and we stringently comply with training in the communities where we
relevant regulations pertaining to water operate. These community efforts are
withdrawal and wastewater discharge. especially important given the heightened
need for clean water and proper hygiene to
The breakdown of TTI’s water consumption manage the COVID-19 pandemic. More
by type is shown on the right side of this details on these programs can be found in
page. Sources of the water consumed by the Community Investment and Engagement
sections of this Report.
Key Examples of water conservation and • Inspecting ground dampness along water
Initiatives sanitation initiatives include: supply pipe networks and performing
ultrasound detection tests annually to
• Using treated greywater to flush toilets monitor deep water leakage
• Collecting rainwater for reuse
Progress In 2020, there were no incidents of TTI AIP Water In Depth

in 2020 non-compliance with water management TTI AIP’s water consumption rate was
regulations across our operations. 430,889 m3, this was a 17% decrease in
TTI’s total water consumption amounted usage and a 22% decrease in intensity
to 617,183 m3. The 10% increase in compared to 2019. TTI AIP continued
consumption when compared to the to implement its wastewater recycling
previous year was due to higher levels of initiatives, which reduce consumption
production in our manufacturing facilities. of fresh water and wastewater discharge
Total wastewater produced also went up to the municipal sewage system. A total
by 10% representing a 9% increase in the of 219,017 m3 of water was reused through
discharge of treated effluent, with a 12% this system in 2020, representing a 12%
increase in the consumption of recycled increase in the recycling of water.
water, when compared to 2019. TTI Group’s
water consumption intensity (m3 per
production value) decreased by 23%.

Resources, Chemicals and Waste

Why it’s Reusing and recycling materials, managing chemicals Impact along the Value Chain
Important and disposing of waste in a responsible and safe
manner ensures the safety of colleagues, business
partners and communities, and reduces adverse
impacts on the environment.
Goals We aim to achieve responsible consumption and production

through proper material management.
` Reduce resources consumption and waste ` Reduce packaging and increase adoption of reduced
impact packaging and packing
` Reduce usage and safely manage chemicals ` Increase the volume of battery and tool collection at
end of life and recycling
KPIs • Adopt circular economic models • Volume of refurbished tools being sold to end users
• Packaging use (volume/impact) • # of service and repair centers globally
• Paper use (volume/impact) • # of training events on waste management programs
• Volume of battery and tool recycling • # of cases of environmental non-compliance
Management The proper management of resources, chemical substances In 2020, we initiated a review of waste generated globally to
Approach and waste is another key focus of our environmental strategy. set reduction targets. We also expanded our partnerships
Our efforts aim to reduce consumption, produce defect-free with a number of recyclers. This not only diverts waste from
products, recover and reuse materials, products and disposal, but establishes circular economy practices for the
components where possible and ensure that unavoidable capture and reuse of valuable resources.
waste is safely disposed of. We consistently invest in R&D
projects, new materials, technology and equipment to Packaging and Paper
achieve these objectives. Packaging and paper management remains a global priority
for TTI. As production volumes increase, our focus is on
Waste utilizing less material to conserve resources and make the
We continue to monitor the types of waste generated by transportation of products more efficient. We also strive to
our business units to identify opportunities to improve our adopt reduced-impact materials where possible. The most
management of materials. Building management facilities common materials we use for packaging include paper for
across our markets provide recycling and proper disposal boxes, cartons and die cut sheets, and plastic for polybags,
options for hazardous and non-hazardous waste. In addition, bubble bags, clamshells and tool bags. We continue to
we always ensure that hazardous waste is picked up by expand our usage of biodegradable packaging and paper
licensed professionals, for safe disposal. Our waste management in packaging products and opt for recycled materials, using
policies apply to all our operations globally. At each site, corrugated cardboard, 70% of which is made of recycled
employees are trained on the appropriate handling of waste paper pulp, honeycomb board, chipboard, paperboard and/
and members of our EHS teams ensure that resources are or molded pulp where possible.
provided to comply with these policies and any new regulations.
For example, in 2020, 750 employees in China received Reducing the use of polybags continues to be a priority. Other
training on EHS and hazardous waste regulations and efforts in 2020 have been a program to remove Expanded
compliance requirements following the introduction of new Polystyrene (EPS) foam from our packaging, implementing
PRC laws on hazardous waste. We also conduct regular soya ink printing which is more environmentally responsible
waste management audits internally and over the years have and initiating a packaging material weight reduction program.
appointed independent auditors to review our waste As part of our packaging initiatives, we continue to use 100%
management processes. recycled paper and manage the volume of instruction

Management manuals and safety literature. To reduce page count and teams. A list of high-risk materials and components is
Approach manual volume, we have eliminated redundant content, maintained as part of our operating instructions and is
implemented new templates, replaced text with graphics, periodically reviewed and amended when necessary.
adopted simpler instructions for spare parts and consumables
and decreased paper weight. TTI avoids the use of REACH’s substances of very high
concern in our products whenever possible. We have our
Batteries own in-house accredited chemical testing laboratory, which
Batteries are core to the functionality of our products and enables verification testing for RoHS substances. When
reducing our environmental footprint along the value chain. starting a new development project, our teams carry out
Our batteries are designed to be interchangeable within each a thorough risk analysis to identify potentially hazardous
network to avoid the production and wastage of multiple components. For these components, suppliers are required
batteries. Our global recycling partnerships are critical for to provide test reports from TTI-approved, third-party
increasing the capture and recycling rate of batteries and accredited testing laboratories, verifying the safety
products, which have reached the end of their useful lives. of components.
Our batteries, and products containing batteries, continue to
be recycled through various organizations across our markets. Circularity and Sustainable Materials
One such organization, Call2Recycle®, recycles our rechargeable While minimizing resource use is our priority, we also have
batteries in North America. More information on this partnership initiatives for reusing, recycling and promoting circularity in
can be found in the TTI and Call2Recycle® Sustainability our operations and along our value chain whenever we can.
Partnership section on page 104. In addition, battery In the PRC, our processes have been modified to include
recycling partnerships continue with other partners in North the dismantling of all surplus products and those used for
America, Australia and New Zealand, EMEA, and Asia. reliability testing so the components can be assessed for
possible reuse or recycling. In 2020, we entered into new
Chemicals partnerships with recyclers having patented technology to
While our approach prioritizes reducing chemical consumption, recover valuable materials that can be repurposed. We also
we have stringent policies to ensure the safe and proper hope to introduce these recovered components into our
management of unavoidable chemicals and hazardous waste, own supply chain when possible.
in compliance with all relevant regulations. We are subject to a
variety of legal, industry-specific requirements covering chemical Another initiative in nascent stages is the testing of
use, including the Restriction of Hazardous Substances (RoHS) biodegradable materials for use in plastic cases that
in Europe and parts of Asia, the Regulation on Registration, carry our power tools. This initiative at TTI factories
Evaluation, Authorization and Restriction of Chemicals (REACH) involves extensive work by our R&D teams who are
in the EU and the Toxic Substances Control Act (TSCA) in the striving to reduce waste at all stages of our product
United States. Hazardous Substances Free (HSF) initiatives are lifecycle. More information on our circularity initiatives
fully integrated into our product development process and local and use of biodegradable materials can be found in
as well as customer-specific HSF requirements are part of the our Sustainable Products section.
product evaluation and acceptance criteria for our engineering

Key Local regulations and building management • Utilizing electronic filing systems to save
Initiatives procedures determine how our resources, paper where possible ECO Responsible
chemicals and waste are managed in each • Returning paint containers to suppliers Packaging
of our locations. Initiatives include: for reuse
• Recycling batteries and power tool skins to
• Providing recycling training for employees
recover materials such as steel, copper
and working with trade associations to
and aluminium which is then returned to
develop content on proper recycling of
the manufacturing sector to produce
our products
mixed metal dust
• Implementing programs for recycling,
• Participating in government initiatives
including for paper, cardboard, scrap Old Design
for the safe disposal of WEEE
metal, bottles and cans, plastic, oil, wood (Full Sleeve)
electrical equipment
pallets, lightbulbs, printer cartridges and Sleeve Weight: 220g
toners, coffee grounds and food waste
Progress Waste While an increased number of products

in 2020 In 2020, there were no incidents of invariably means more packaging, we made
non-compliance with waste management important progress in minimizing impact
regulations. TTI produced 51,756 tonnes of through eco-measures that resulted in
non-hazardous waste and 2,244 tonnes of significant cost savings for our business.
hazardous waste. Our non-hazardous waste Some examples include: New Design
increased by 36% due to increases at our (Half Sleeve)
Americas, Asia and EMEA operations. • Changing our EPS foam packaging to Sleeve Weight: 28g
The increase was due to an increase in molded pulp packaging, which saved
manufacturing and production activities. 1.42 tonnes of plastic and 2.5 tonnes
of CO2 per year GHG Emission
Our overall hazardous waste decreased by
• Implementing half sleeve instead of full
Reduction
30% reflecting decreases in most regions
due to our many initiatives to minimize sleeve packaging designs which resulted
Paper Weight Savings (tonnes)
waste. Data on our waste by region can be in annual savings of 180 tonnes of paper,
found in our Performance Metrics. the equivalent of 4,147 trees and 1,800
tonnes of water per year. This contribued
180
At TTI AIP, non-hazardous waste generation to a CO2 reduction of 147 tonnes per year Total CO2 Reduction (tonnes)
increased by 4% and hazardous waste
decreased by 7%. Overall this represented
• New design elements replacing carton
flaps in place of pulp mold which led to 147
a decrease in total waste intensity of 3%.
a decrease in package size by 38%
This was due to our comprehensive waste
resulting in savings of 46 tonnes of paper,
reduction efforts. TTI made some progress
909 trees and 379 tonnes of water, with a
in recycling waste, with a 25% increase
CO2 reduction of 38 tonnes per year
in recycling. This represented a 28% increase
in non-hazardous waste recycling and a 0.5% • Changing the material and size of die cut
increase in hazardous waste recycling across sheets for tool packaging, resulting in
operations. TTI AIP also saw a 15% increase savings of 66.8 tonnes of paper (a 29%
in waste recycling, mostly attributable to the reduction for this particular packing),
recycling of non-hazardous waste products. 1,603 trees, 668 tonnes of water and
a CO2 reduction of 54.7 tonnes
Packaging and Paper
In 2020, TTI saw a significant increase in Batteries
packaging used due to a surge in products In 2020 we collaborated with partners to
manufactured. While TTI AIP had an increase collect and recycle more than 530 tonnes
in packaging volume, 92.5% of materials in of batteries.
our packaging in 2020 were from recycled
material compared to 91.4% in 2019.

Progress TTI and Call2Recycle® Partnership for showing end users the impact of battery
in 2020 Sustainability recycling over the years and creating a pilot
For over 20 years, TTI has partnered with ‘at home’ recycling kit for online battery
Call2Recycle® to ensure that our batteries purchases through retailers. Our RYOBI line
and products containing batteries are also created a safe battery disposal video,
responsibly recycled when they reach their viewed by thousands of committed battery
end of life. TTI pays stewardship fees to recyclers on our website and on YouTube. In
Call2Recycle® based on North American 2020, Milwaukee worked with Call2Recycle®
battery and battery product sales. to provide an at-home battery recycling
Call2Recycle®’s North American collection solution for customers. Call2Recycle® sent
network has over 25,000 collection sites, 1,186 recycling kits directly to customers
including local household hazardous waste and 50% of the kits were returned for
sites and national retailers where consumers recycling. This program resulted in close to
can drop-off their batteries for recycling. one additional tonne of end-of-life batteries
being transported compliantly and recycled
TTI has also implemented a number of responsibly. Looking forward, we are
recycling incentive schemes in partnership planning to expand this program to all
with Call2Recycle®. These have included our brands.
issuing battery safety and recycling guides
In recognition of our recycling efforts,
224%
to customers, developing infographics
Milwaukee was designated as a 2020 Top
100 Leader in Sustainability for diverting Increase in battery
more than 106 tonnes of batteries through collection between
the Call2Recycle® battery collection and 2018 and 2020
recycling program. Call2Recycle® recognized (tonnes)
all award recipients with a tree donation to 107
the National Forest Foundation’s ‘50 Million
100
for their Forests’ campaign.
33
‘18 ‘19 ‘20

Sustainable Products
Why it’s Environmentally-responsible products that are safe, Impact along the Value Chain
Important long-lasting, repairable and can be effectively recycled,
help us contribute to a more sustainable future and build
the trust of customers and the community. Our efforts to
develop sustainable products move us toward a circular
economy model that reduces pressure on our environment,
improves the security of our raw material supply chain,
stimulates further innovation and boosts economic
development across our value chain.
Goals We aim to support sustainable product innovation, which

improves responsible consumption and production.
` Reduce environmental impact through innovation in ` Promote sustainable materials innovation

product design
` Promote reuse of components ` Promote use of recycled material
` Promote a circular economy and sustainable consumption
KPIs • Environmental features incorporated into products and • # of tools refurbished and repaired
impact measurement • # of partnerships and accomplishments
• # of clean tech and energy-efficiency projects
Management Our product development process – from identifying next • The launch and expansion of the RYOBI WHISPER
Approach generation of products, to designing and manufacturing Brushless Jet Fan Blower products in 2020, which
through to after sales – aims to reduce environmental impact deliver GAS-LIKE POWERTM performance with reduced
and improve social conditions along our value chain. Our noise pollution
priority has always been on R&D and in the past few years, • Low-emission generators
our focus is increasingly on developing energy-efficient, clean
• MILWAUKEE line of LED lights
technologies and adopting sustainable materials.
• Next generation of RYOBI ONE+ HP brushless series with
Responsible Products subcompact design
In developing products, our R&D teams consider
recyclability, repairability and longevity of the products. Championing Innovation
In 2020, we continued our value engineering programs A key area where we continue to champion innovation is
and expanded the number of lifecycle assessments within through our gas to cordless initiative. TTI is an industry
our key product categories. As a result of these initiatives, leader in the conversion of gas-powered tools to cordless
we aim to achieve reductions in shape, weight and use of tools. The development of cordless tools is driving both
materials while utilizing more sustainable options, driving environmental and safety improvements. Our cordless
innovation, reducing GHG emissions and improving resource products include the MILWAUKEE MX FUEL equipment
efficiency and durability. system and the RYOBI Cordless Lawn Mower along with our
range of other outdoor power equipment. The RYOBI Lawn
We have a number of sustainable products and initiatives Mower in particular is well known for its environmentally-
that utilize clean technology options. These include: responsible features.
• Gas to cordless innovations, for example our MILWAUKEE TTI’s pioneering lithium battery pack technology, which
light equipment system (MX FUEL), along with our powers our cordless tools, performs even better and more
M18 and M12 systems, and the RYOBI 40V cordless efficiently today through battery pack construction,
system containing 52 products, lawn mowers and lithium-ion cells within the pack and the electronics within
outdoor power equipment the battery pack. The TTI battery packs are engineered to

Management enable maximum battery compatibility repair and refurbishment of tools. This is an
Approach among tools. As a result of this compatibility important aspect of our circularity effort as it
feature, batteries and tools from a previous extends the lifecycle of our products without
generation can also be used with newly- compromising on quality. In 2020, 808,004
launched batteries and tools. This allows a products were repaired through service
customer to use the same battery pack with centers and 495,793 refurbished products
all the tools of each network, which include were sold.
213 tools for the MILWAUKEE M18 system,
125 tools for the MILWAUKEE M12 system, Product refurbishment allows 80% of the Direct Tool Factory Outlet
10 products for the MILWAUKEE MX FUEL original product to be reused. As a first step, Anderson, South Carolina, USA
range, and over 182 tools for the RYOBI all products, including batteries and chargers,
ONE+ system. In many cases, our batteries are carefully inspected for any mechanical
Total number of refurbished
have a gauge that displays the remaining issues. These are then repaired by
products in 2020
charge available, and can operate at manufacturer-trained technicians, who use
sub-zero temperatures. These unique replacement parts from TTI’s factory. After
this, testing is conducted to ensure products
495,793
features serve to not only enhance
functionality, but also minimize waste are working at optimal standards before they Total number of repaired
and excess consumption. are packaged as certified, pre-owned units. products in 2020
Refurbished products are sold through our
Product Repair and Refurbishing Program Direct Tool Factory Outlets with a one-year 808,004
We have also expanded our product warranty. In 2020, the number of factory
reconditioning program, which supports outlets expanded to 37.
Key Our business units are taking action to • Striving to reduce the number of parts
Initiatives integrate environmental attributes into and components in products
product portfolios by: • Ensuring all key product categories
undergo lifecycle assessment
• Setting material efficiency targets
and reporting on key materials used • Designing all products with ease of repair,
in products simple disassembly features and with
recyclability and longevity in mind
• Incorporating recycled materials where
possible in plastic, cardboard and
metal components
RYOBI 40V HP Brushless
Lawn Mower
Progress In 2020, we continued to look holistically at As we make strides toward innovations that
in 2020 our product lifecycle to integrate sustainability reduce environmental impact, we also
TTI was named
attributes and actions along the value chain. continue to prioritize the safety of our
Environmental
In Asia, this involved a thoroughly collaborative employees and customers and develop
Partner of the Year
and cross-sectional team effort to analyze products that meet the need for heightened
by The Home Depot
and understand the relative impacts of our health and safety in the community. We will
in 2020 for our
products through lifecycle assessment and continue to develop sustainable products to
carbon footprint analysis. The information meet the needs of customers and the wider
expanding line of
gathered will be used to create a sustainable community in the future. RYOBI lithium-ion
design guide for future products. battery-powered
tools and outdoor
power equipment

Biodiversity
Why it’s Healthy ecosystems, supporting air, soil and water quality, Impact along the Value Chain
Important as well as species and habitat diversity, are key to the
long-term survival of our business and the wellbeing of
the communities where we operate.
Goals We aim to protect the ecosystems around us by committing

to responsible production and consumption and impact
reduction through the adoption of global best practices and
promotion of partnerships.
KPIs • Source reduced impact materials • Promote reuse of materials and increase recycling
• Promote eco-certified buildings
Management Protecting biodiversity and healthy ecosystems, for both certification for our facility. We also work to conserve
Approach species and habitats, are necessary in order to help biodiversity and protect habitats in our supply chain by
safeguard our planet. Responsibly managing our footprint – responsibly sourcing materials, minerals and metals in
from material selection and sourcing, resource conservation particular, and amplifying this through collective industry
and adopting renewable energy, to redesigning products and engagement with suppliers and partners such as the
processes for circularity – is an opportunity for us to do things Responsible Minerals Initiative (RMI) and Responsible
differently, to lead and to effect change. Integrating factors Business Alliance (RBA).
that contribute to restoring and protecting biodiversity in our
operations and our engagement with suppliers, customers In 2020, TTI renewed our RMI membership and expanded it
and consumers, is essential across our value chain. to become a supporter member of the RBA, a coalition of
leading companies working to improve efficiency and social,
As outlined in the Sustainable Products section of this ethical and environmental responsibility in the global supply
Report, whenever we can, we are designing our products and chain. We fully support the vision and the goals of the RBA,
processes to incorporate sustainable materials, adopting or which involve driving sustainable value for workers, the
providing clean technology, and embedding circularity environment and business by adopting best practices.
principles to recover valuable resources and reduce pollution. Through our partnership with organizations such as the RBA,
We strive to develop our manufacturing and operating we hope to collaborate with like-minded companies and other
locations in a way that minimizes impacts on local ecology, stakeholders to improve environmental conditions in
including habitat and species diversity. We aim to accomplish ecosystems throughout our value chain.
this at our new factory site in Vietnam by attaining LEED
Key • Our operation in Mexico has analyzed the direct and • Aiming for LEED certification at our new factory site
Initiatives indirect impacts of manufacturing plants and the in Vietnam
associated transport infrastructure on biodiversity and
determined there is no flora or vegetation that is impacted
by the development of this facility
Progress TTI is aware of the threat to global biodiversity, and we have science-based targets for reducing our Scope 1, 2 and 3
in 2020 taken steps in 2020 to begin the process of setting GHG emissions.

Social and
Community
In 2020, our global workforce comprised of more than
48,000 people, an increase of 45% compared to 2019.
Many factors contributed to our substantial growth,
including the expansion of our global manufacturing
operations. Customer demand across all our brands
propelled the development of new products and resulted
in increased hiring.
Throughout this period, our mission has been to create

positive social impacts through comprehensive employee
initiatives, robust customer-centric policies and active
community partnerships. In 2020, the emphasis on
health, safety and wellbeing played an even greater role
due to the COVID-19 pandemic.
The following sections on talent attraction and

engagement, health, safety and wellbeing, diversity and
inclusion, product safety and community investment
and engagement discuss how we have managed these
material topics in 2020.

464,196
training hours provided to employees
Mental Health
First Aid
programs established in response to COVID-19 pandemic

Environmental, Social and Governance Report | Social and Community
Talent Attraction and Engagement

Why it’s Our talent attraction and engagement initiatives help us Impact along the Value Chain
Important develop Exceptional People – a key strategic driver for
TTI’s success.
Goals We aim to keep our people motivated and engaged,

and also strive to increase the number of skilled workers
in our communities, thereby contributing to educational
employment opportunities and economic stability.
` Attract and retain the best talent ` Continuous training and development
` Promote employee engagement
KPIs • # of employees who received training and development • # of employees trained on CoC
• # of LDPs hired and promoted • # of cases of non-compliance with CoC
• # of programs focusing on youth development • # of complaints received through compliance hotline
and internships
Management TTI’s focus on recruiting and retaining Exceptional People Detailed information on the profile of our workforce can be
Approach remains the cornerstone of our strategy. We employ over found in our Performance Metrics.
48,000 people globally and believe strongly in treating them
equally, nurturing their skills and supporting their health, Global Employees Headcount by Region and Gender
safety and wellbeing, while promoting diversity across the
Americas EMEA Asia
workforce in alignment with our overarching focus on
improving lives.
4,433 601 11,167
7,444 1,615 22,245
Our Core Values 7
TTI’s new hires are introduced to our core values through
communication and specific training on the Code of Ethics
and Business Conduct (CoC) and e-learning courses on our
policy of addressing modern slavery and human trafficking.
In person and online training workshops on human and
labor rights, which include examples of real-life scenarios
of discrimination and harassment, equip employees to
identify potential issues and report them immediately.
All employees are required to keep abreast of TTI’s core

values through our Employee Handbooks or equivalent
procedures and policies written specifically for their location.
These materials are updated annually or when important ANZ
Female
changes occur and incorporate all laws and regulations along 222
with employment procedures. The Handbooks and policies
also outline employees’ responsibilities with regard to our
Male
557
Non-binary
CoC and the procedures they must follow to actively report
potential violations if needed. Total workforce: 48,291

Management Global Full-time and Part-time Employee Headcount by Geographic Region

Approach Total
Full-time Part-time Total
464,196
Americas 11,840 44 11,884 hours of training were
conducted globally
ANZ 736 43 779
Asia 33,410 2 33,412
EMEA 2,124 92 2,216
TTI Total 48,110 181 48,291
Global Permanent and Temporary Employee Headcount by Geographic Region

175,826
Permanent Temporary Total hours of e-learning training
Americas 11,758 126 11,884

ANZ 750 29 779 9.6
Asia 27,238 6,174 33,412 training hours per employee
on average
EMEA 2,147 69 2,216
TTI Total 41,893 6,398 48,291
A Fair Work Environment well as ensuring young individuals above the

Employee Benefits and Compensation legal working age have limited working hours,
We consider employee benefits to be a valuable receive adequate training and are not exposed
part of working at TTI. The wellbeing of our to hazardous work. In addition, we ensure
employees is very important and this is reflected freedom of association and collective
in our practice of ensuring employees receive bargaining rights are respected according to
benefits above and beyond what is legally local regulations. Workers can express their
mandated. Each of our business units puts concerns and opinions through trade unions
special emphasis on providing incentives as well as through TTI’s established channels.
that are competitive and relevant to their
local employees. Training and Development
Employee training needs and targets are
Human and Labor Rights determined during annual performance
TTI takes human and labor rights very seriously. reviews conducted by managers. Professional
We comply with all international, national, development plans are created according to
state and local employment laws, in addition job function, with training sessions covering
to International Labour Organization (ILO) core a variety of subjects from compliance,
labor standards, to ensure our workers are leadership, management skills to product
treated fairly. This means proper oversight of technical training, marketing and customer
legal working age, hours and working permits service skills. TTI supports a wide range of
across our markets and supply chain. We have training opportunities from coaching and
policies in place that stipulate our zero-tolerance mentorship, seminars and conferences to
approach to forced and child labor. Measures continuing education. We provide financial
to support policy implementation include support including sponsorships and full
checking identification cards and drivers’ reimbursement of fees for employees who
licenses to confirm the age of workers, as embark on learning initiatives.

Management Many in-house employee development campuses to join our challenging, flagship
Approach programs are conducted using our online LDP. For over 13 years, the LDP has 1,208
platform, Learn TTI and other e-learning recruited and trained highly sought after
platforms. These platforms provide a individuals to move through sales, marketing,
spectrum of learning opportunities from finance, product development, supply chain
54%
783
mandatory courses on compliance to management and various other roles, giving
job-specific training. In addition to them exposure to different parts of our
increase
e-learning, we provide development business. The program sets the foundation
in TTI LDP
opportunities through Lunch-n-Learn for success and provides fantastic career
new hires
sessions conducted by employees or progression opportunities for rising stars.
outside speakers. Many of our most senior management team ‘19 ‘20
members started with TTI through the LDP.
Leadership Development Program (LDP) They were able to gain invaluable skills
Our investment in employee development through this opportunity and develop their
is also reflected in our longstanding careers to become leaders of the company.
recruitment practices that have brought In 2020, there was a 54% increase in new
college graduates from over 100 global hires who joined the TTI LDP.
Key In 2020, it was imperative that our talent skills, communications and leadership, as
Initiatives engagement efforts include appropriate well as product knowledge, data analysis
measures during the COVID-19 pandemic. and IT training such as anti-phishing
This involved instituting Work From Home • Conducting webinars and workshops on
(WFH) measures for all employees for whom the latest market trends and industry
this arrangement was appropriate, resulting best practices
in shifting many of our sales and marketing
• Implementing transitional assistance
offices to remote working arrangements,
programs including training on cultural
while safely maintaining office access for
sensitivity and market specific laws
a small percentage of employees who
were needed onsite. More details on our • Providing competency assessments that
comprehensive measures to address the identify skill gaps in order to develop
COVID-19 pandemic can be found in the appropriate employee development plans
Health, Safety and Wellbeing section of • Setting training targets for specific job roles
this Report. and job rotation programs to develop
well-rounded skill sets
Apart from COVID-19 pandemic response
• Encouraging informal mentoring and
management, our talent engagement
coaching sessions
initiatives centered on learning and
development opportunities such as: • Facilitating internal hiring for all vacancies
and transferring employees to different
• Providing online and face-to-face courses business units to maintain full employment
on topics that range from legal, safety and • Providing unemployment insurance for
compliance issues to behavioral, soft employees in certain markets
Progress Our commitment to developing Exceptional In 2020, TTI employees engaged in 2,362
in 2020 People remained steadfast despite the courses through the e-learning platforms, this
challenges presented by the COVID-19 was equivalent to 175,826 training hours.
pandemic. While some external and onsite Average training hours completed by region
training initiatives were re-scheduled in can be found in our Performance Metrics.
2020, we continued to champion learning
initiatives. Our recruitment programs also
forged ahead even while third-party services
had to be minimized.

Health, Safety and Wellbeing

Why it’s The health, safety and wellbeing of our people is important Impact along the Value Chain
Important to attract talent, retain a productive workforce and ensure
business continuity and innovation.
Goals We aim to maintain a fair and safe working environment

where our people remain engaged and productive.
` Promote healthy and safe workplaces ` Promote and support physical and mental wellness
of employees
` Zero fatal accidents in our workplaces
KPIs • # of people trained in OSH • # of accidents and fatalities in workplaces

• # of wellbeing programs for staff • # of substantiated human and labor rights violation
cases within own operations
Management Our policies on wellbeing, health and safety are designed to A key part of our safety protocol is implementing thorough
Approach improve lives and build on our approach to championing Occupational Health and Safety (OHS) training in all markets.
human and labor rights. A complete list of relevant human and labor rights, along with
health and safety legal and regulatory requirements that have
Employee Wellbeing the potential to have a significant impact to TTI’s operations
Employee health and safety go hand in hand with wellbeing. and performance can be found in Appendix A of our HKEX
Enhancing employee wellbeing entails offering competitive ESG Guide Content Index on our website.
benefits including parental leave and healthy lifestyle initiatives
that go beyond legal requirements. Details on the number of In 2020, our health and safety efforts were focused on
TTI employees who took parental leave can be found in our managing the COVID-19 pandemic. Our efforts included
Performance Metrics. Each of our business units provides innovative ways to distribute information about the COVID-19
benefits to support healthy and motivated employees. pandemic and communicate protocols on health concerns and
travel, as well as conducting contact tracing. Our business units
Safety at Work set up committees and crisis management teams that regularly
Fair treatment of all workers extends to assurance of safety met and implemented preventive measures such as body
at work. Our Environmental Health & Safety (EHS) and temperature checks, mask wearing, social distancing, installing
Occupational Hazard Management Policies ensure we plastic barriers for safety, placing hand sanitizing stations in
comply with all legal requirements, identifying risks and work areas and maintaining healthy indoor air quality and
hazards to minimize the potential injury or harm that may adequate ventilation. We also provided masks and gloves
result. These policies also include provisions for investigating to manufacturing, distribution, sales and other employees,
any violations and taking appropriate remedial actions. and increased daily cleaning protocols for all offices and
In line with our practice of meeting high industry standards, manufacturing sites and closed facilities when necessary.
our new factories in Vietnam were the latest facilities to achieve
ISO 45001 occupational health and safety management system
certification in 2020.

Key
Initiatives
In 2020, the health and wellbeing of our employees became Other ongoing health and safety measures that continued
an even bigger focus. Some measures taken by business to be implemented, included:
units to address the COVID-19 pandemic were as follows:
• Holding periodic Health & Safety (H&S) Committee
• Setting up effective and real-time health declaration and meetings with dedicated representatives to address
reporting mechanisms for TTI’s employees and visitors concerns, communicate and carry out measures to
improve safety for workers
• Instituting temperature checks and requiring completion
of a COVID-19 pandemic screening questionnaire for • Ensuring provision of adequate Personal Protective
employees and others before entering any facility Equipment (PPE) for workers
• Developing online fitness classes, virtual games and social • Assessing machinery, equipment and new products to
events to promote employee wellness ensure safety
• Implementing enhanced mental health programs to ensure • Conducting training using multimedia tools to ensure
employees have support within the workplace workers are well versed in safety awareness and
procedures including the handling of hazardous materials
• Keeping close contact with local authorities and health
departments to understand requirements, institute policies • Providing employees with First Aid, CPR and fire-fighting
and seek support training where relevant
• Establishing a crisis management response strategy to • Continuing frequent internal inspections to ensure there
ensure both business continuity for TTI as well as job were no H&S policy breaches and check that safety
security and safety for employees equipment such as eye washing stations and defibrillators
function well
• Increasing wages temporarily to essential manufacturing
and distribution facility employees • Conducting departmental, line and management
H&S audits
• Compensating employees exposed to COVID-19
pandemic by other employees in the workplace • Continuing risk assessment and inspections by third-party
experts and implementing corrective and prevention
measures for potential hazards

Key In addition to health and safety, TTI • Providing annual health check-ups,
Initiatives continued to prioritize the wellbeing of offering healthy food choices, such as In response to the COVID-19
employees and provide support to them fruit bowls and juices, yoga sessions, pandemic, we established a
and their families. A snapshot of initiatives
across our markets, some of which were
massages and access to exercise
equipment, as well as social clubs mental health
limited by the COVID-19 pandemic in 2020, • Offering workplace and working hour first aid
program
include: flexibility in response to personal needs
• Ensuring employees and their family • Allowing education, maternal,

in our Australia and New Zealand
members had access to our various paternal, marriage, compassionate operations to ensure employees
specialized employee assistance and emergency leave have access to emotional support
programs such as Lifeworks in Australia • Designating a lactation room for within the workplace.
and New Zealand, which provides free, female staff with all necessary facilities
confidential counseling 24 hours a day, and support
PRC offered a
7 days a week • Organizing family days and celebrations
• Providing medical, life, personal accident • Offering internships for employees’ counseling
and travel insurance, critical illness
coverage and income protection plans,
children and scholarships for those
entering colleges and universities
service
as appropriate in different markets hotline
to employees to help with
Progress Across the Group in 2020, there were no occur across our operations on a day-to-day
managing mental health
in 2020 incidents of non-compliance with health and basis. In 2020, there were 136 recorded
concerns around the COVID-19
safety regulations or voluntary codes as we work-related injuries. There were 17 pandemic.
continued to strive to improve our practices high-consequence injuries recorded and
in line with business, operational and 3,804 lost days due to injury across our
legislative requirements. global operations. Work injuries typically
faced by TTI employees include strains
In response to the COVID-19 pandemic, caused by manual handling of boxes, cuts,
we established a mental health first aid burns, blood and respiratory ailments from
program in our Australia and New Zealand soldering and chemicals, ergonomic risks,
operations to ensure employees have access potential injuries from electrical contact, fire,
to emotional support within the workplace. traffic accidents, lumbar discomfort due to
By implementing one-to-one check-ins for long driving hours as well as musculoskeletal
employees and managers across our sales disorders and eyestrain associated with
teams, this program created a structured extended screen time. Details on specific
approach for managers to engage with onsite injuries that occurred in 2020 can be
employees to see how they are feeling both found in our Performance Metrics. There
professionally and personally. Similarly, was one work-related fatality reported in our
our HR department in the PRC offered operations this year due to a car accident.
a counseling service hotline to employees
to help with managing mental health
concerns around the COVID-19 pandemic.
During the month of February in PRC,
counsellors talked to 360 employees from
all levels of the Company. Our ongoing
face-to-face counseling service was also
enhanced in 2020 to meet employee needs.
While managing our COVID-19 pandemic

response, TTI’s business units also continued
to address the risks to health and safety that

Diversity and Inclusion

Why it’s Diversity, inclusion and equal opportunities are the Impact along the Value Chain
Important underlying tenets that make the TTI workforce creative,
productive and motivated.
Goals We aim to treat everyone with dignity while strengthening

gender equality and promoting inclusion for all.
` Promote respect, diversity and inclusion in the ` Zero incidents of non-compliance with TTI’s policies
workplace and in the surrounding communities and codes with reporting and remediation when
necessary
KPIs • # of people trained in Diversity and Inclusion (D&I) • # of cases of non-compliance addressed in
• % of women in workforce/management a timely manner
Management TTI’s emphasis on fair labor practices and human rights race, national origin, gender or gender identity, sexual
Approach reinforces our approach to the importance of inclusion. orientation, pregnancy, age, religion, military service,
Our diverse, global teams are a true asset, contributing to status as an individual with varying abilities or as a veteran,
creativity and fresh thinking that enhances our performance. or any other status protected by applicable laws. As
Our diversity and inclusion initiatives are yet another way in described in the Talent Attraction and Engagement section of
which we strive to improve lives. this Report, our CoC clearly outlines our zero-tolerance policy
on harassment, discrimination and retaliation.
We are committed to ensuring equal opportunities for
all those joining our teams. We do not discriminate by
Key D&I initiatives at some of our business units include: • Organizing D&I programs to promote awareness including
Initiatives the virtual Homewood Lunch-n-Learn in North America,
• Implementing a Respect in the Workplace policy the #ClimbwithRio competition celebrating inclusion in
and conducting a webinar on this topic in Dubai, (see the Community Investment and Engagement
North American locations section of this Report for more information) and Inclusion
• Running special recruitment campaigns to hire employees Day activities in the PRC
with varying abilities, retirees and minorities
• Arranging elevators and other user-friendly amenities
for colleagues with special needs

Progress In 2020, there were no reported incidents or which brought outside speakers to TTI as
in 2020 of discrimination across TTI. The year was part of Lunch-n-Learn sessions and is working Our Workforce
marked by an expansion of diversity to prepare a D&I planning statement.
campaigns and programs with significant Male
In 2021, TTI businesses across the globe will
strides made by our North American
operations. As a direct result of a 2019 participate in quarterly D&I meetings and 66%
employee survey conducted by our
Milwaukee team, employees expressed
work to integrate D&I into our corporate
culture through further training and education.
31,861
a desire for more D&I initiatives within the TTI is also looking to partner with external
experts to further promote inclusion Female
company, and thus, a D&I Subcommittee
was created. This subcommittee not only programs across our value chain.
34%
worked to re-define Milwaukee’s culture
through our “One Team” framework, but
In addition to our newer initiatives on D&I,
TTI continues to champion inclusion in
16,423
also proceeded to establish an objective
our recruiting practices. In the Americas,
statement. This statement affirms the team’s
Milwaukee accomplished this by establishing Globally
“…commitment to creating, sustaining and
national partnerships with diverse networking
celebrating a workplace and community that
promotes respect and cultural humility, and
groups such as the National Society of Black 27%
Engineers (NSBE), the Society of Women of employees in
values diversity and equality for all.” Top
Engineering (SWE) and the Society of managerial position
level support for this D&I initiative was are female
Hispanic Engineering (SHPE). We also
established by Milwaukee’s President
strengthened diversity in recruitment by
through a video presentation, accessible to
dedicating a Milwaukee employee to spend
all employees, about Milwaukee’s evolving
time at university campuses to engage
cultural expectations.
student organizations focused on promoting
Other business units, including TTIPE diversity and to establish diverse interview
and TTIFC, also made progress with D&I teams for candidate engagement.
initiatives in 2020. TTIPE developed
In 2020, 27% of our employees in the
a subcommittee for employees and another
role of assistant manager or above were
for leadership, communicating a plan of
women. More details on the diversity of
action to Division Presidents. This plan
our workforce can be found in the
includes the launch of an employee survey
Performance Metrics.
and outlines next steps for 2021. Similarly,
TTIFC formed a 15-member D&I Council

Product Safety
Why it’s Safety and superior quality contribute to high customer Impact along the Value Chain
Important satisfaction levels and trust in TTI’s Powerful Brands
and Innovative Products.
Goals We aim to continue producing safe and durable products

in a responsible manner.
` Innovative product design to enhance user experience

with improved quality, safety, environmental and
health benefits
KPIs • # of product recalls • # of collaborations with industry organizations and

• customer satisfaction ratings impact investment in R&D
• % of staff trained on product safety and policy • # of patents
• # of product safety related complaints
Management We continue to ensure that our customers have access to safe, Customer satisfaction is our key objective. This applies to
Approach high-quality products that meet their needs and improve their all products designed, manufactured, distributed or licensed
lifestyles. Our Product Safety and Consumer Product Regulatory by TTI. As a result, we actively monitor social media and
Compliance Policies outline all our safety measures. Managed online sales channels for customer comments. We consider
by a committee of Product Safety Directors from different and act on all customer feedback, in addition to recording
business units, our internal audit investigations and compliance and analyzing all service requests and complaints to use
monitoring procedures ensure that high standards are maintained in improving product design. Furthermore, our product
across TTI and immediate corrective actions can be taken warranty policy ensures that customers have a satisfactory
if required. after-purchase experience.
TTI’s comprehensive quality assurance process encompasses TTI meets or exceeds all applicable and voluntary
quality control of incoming materials, in-process products and industry standards globally. Relevant legal and regulatory
inspection and reliability testing of our outgoing products. Our requirements related to health and safety, advertising,
legal teams along with our safety and regulatory departments labeling and privacy matters associated with our products
oversee any product recalls if they should occur, ensuring that have the potential to significantly impact our operations
compliance with regulations until their safe disposal. TTI’s and performance are listed in Appendix A of our HKEX ESG
product safety initiatives are focused on building continuous Guide Content Index on our website.
improvement into our processes to provide customers with
the best possible user experience. Continual enhancement
of quality, compliance and safety at individual business units
is the responsibility of Product Safety Directors, committees
and teams.

Key Examples of initiatives taken across business units to ensure • Providing repair and warranty services to customers at
Initiatives product safety and customer satisfaction are as follows. product service centers
• Replacing gas engine products with MX FUEL line tools so
• Implementing design improvements based on end user
they can be used safely in enclosed or confined spaces
feedback on product samples
without the risk of carbon monoxide emissions
• Ensuring phone, web and retail level inquiries from
• Expanding our line of PPE to keep people safe on job sites
customers are well managed and customer service lines
for all tool brands are staffed seven days per week • Developing a line of tool lanyards to prevent tools from
falling on coworkers or others when used from heights
• Providing technical training at product information centers
for customers, including dealers and OEM partners • Expanding and providing improvements in lithium-ion
battery technology in our tools to reduce the usage of cord
• Offering customers product safety training conducted by
connected and gasoline powered products
sales and Jobsite Solution teams
• Ensuring global alignment and collaboration of our
• Training Field Service and Customer Service
safety teams
Representatives on building customer relationships
Progress In 2020, there were no recalls of TTI products due to health In addition to new products, in 2020, we continued to
in 2020 and safety reasons and no violations of labeling and develop cordless tools that are not only environmentally
advertising regulations across markets. The COVID-19 responsible, but also safer for end users. Cords pose a risk as
pandemic, while posing some grave challenges, led to the they present a number of hazards such as the possibility of
development of new product lines. We have long been injury from tripping. Damaged and frayed cords can also
producing PPE products, including masks, and continued to do potentially cause electrocution or injury at job sites and
so to meet the needs of workers at job sites. homes. Looking forward, our focus remains on continuous
improvement to enhance safety for employees and
customers alike.

Community Investment and Engagement

Why it’s Healthy, thriving communities are essential for the Impact along the Value Chain
Important wellbeing of people, promoting social equity and
justice, the sustainability of our business and
inclusive economic prosperity.
Goals We aim to contribute to economic wellbeing, access to

education, good health and greater equality, as well as safe
and sustainable living conditions in the communities where
we operate.
` Establish strategic partnerships with industry partners ` Develop impact metrics for and increase our
and NGOs community investment and engagement activities
KPIs • $ donated to causes • # and impact of community health and wellbeing programs
• # and value of tools donated • # of community youth and adult education programs
• # of employees volunteering • # of individuals trained and impact achieved
• # and impact of community programs to address poverty • # and impact of programs for the community
Management Across our global operations, our businesses and colleagues units have a formal mechanism to select community
Approach are committed to improving the livelihoods and sustainability engagement projects for employees. Others commit to
of local communities. To achieve our goals, we implement annual sponsorships of projects while considering new
robust initiatives that continue to focus on: engagement opportunities as needs arise. Some provide
employees with paid volunteer time, allowing employees
• Helping vulnerable people in need, including actions to to volunteer for the charity of their choice. Our ESG
fight poverty and modern slavery, build adequate shelter, Working Committee regularly reviews our progress in
and support veterans and healthcare needs supporting communities to ensure our initiatives both align
• Improving protection of local environments with our strategic priorities and are effectively implemented
• Providing disaster relief where needed to achieve overall goals.
• Promoting women’s rights and education In 2020, we continued our corporate partnership with Habitat
• Inspiring younger generations to develop careers for Humanity by focusing on homelessness and the global
in technology response to COVID-19 pandemic.
• Supporting other important needs in local communities
Many of our initiatives in 2020 focused on health, safety and
Leveraging our resources and collaborating with local hygiene projects or involved home-bound activities to meet
Non-Governmental Organizations (NGOs) to support these the specific needs of communities faced with the COVID-19
strategic areas, enables us to create a more substantive pandemic. In the face of COVID-19 pandemic restrictions and
impact in the communities where we operate. adapting to virtual programs when needed, we continued
to be active in the fight against modern slavery, the promotion
TTI business units across all our markets donate tools that of women’s rights and in supporting educational initiatives
are useful to the community, provide financial support to for youth.
worthy causes and facilitate volunteering. Some business
Key Some of our key community engagement activities in 2020 Asia

Initiatives are highlighted below. Our Hong Kong team participated in the Skip Lunch Day
Program, benefiting street sleepers and residents in caged
Helping People in Need
homes and cubicles, organized by the Community Chest.
Poverty Relief
As part of this initiative, staff were encouraged to donate the
While always a focus of our community support, poverty
relief initiatives were even more critical during 2020 with equivalent of their lunch cost to those in need and received
communities impacted by the COVID-19 pandemic globally. a coupon to redeem a complimentary drink at a local eatery
as a reward for their donation.

Key Americas We are becoming an Association Member in 2021 in order

Initiatives To address hunger in the community, our Milwaukee office to collaborate and gain support on our journey to eradicate
in Brookfield donated US$75,000 to the Hunger Task Force forced labor.
of Milwaukee and 50 employees from Olive Branch donated
non-perishable food to a hunger relief NGO for its Food Drive Home-building Projects
Project. Milwaukee Brookfield also provided the United Our home-building projects continue to be a key focus
Way charity with tools worth US$17,960 for its of our community outreach. Home improvement projects
community programs. around sanitation and hygiene were particularly important
due to these needs being heightened in response to the
In Mexico, 35 colleagues participated in the Elderly Nursing COVID-19 pandemic.
Food Can Campaign. Employees were invited to donate
A global partnership with
canned and dry food, soup, personal hygiene items and adult
diapers as part of a drive for those in need at a nursing home.
Our colleagues at TTIFC helped another important cause

by making a cash donation, matched by TTI, to Classroom
Central. This NGO helps students in need by providing free Asia
learning supplies to teachers. In addition, virtual events, food In Asia, our ongoing projects with Habitat for Humanity
drives and monetary donations were made for other causes, support renovation programs and COVID-19 pandemic
ranging from youth in crisis and housing for low-income response projects, as well as house construction and
families, to parenting classes run by the NGO, The Relatives. sanitation activities. As part of these initiatives, we pledged
power tools and cash worth US$250,000 for programs
Eradicating Modern Slavery that provide safe and decent shelter for families in need.
Our responsible sourcing partnerships are critical not only
In Hong Kong, TTI supported Project Home Works, which
for the sustainability of our business and supply chain,
provided basic home repairs and renovation work for 12
but to further social justice in vulnerable communities.
low-income elderly families, single-parent families and
We contributed US$50,000 to the Better Mining Cobalt Due
physically-challenged people in 2020. We also supported
Diligence and Impact Program run by the RCS Global Group,
a Deep Cleaning Program that provided home hygiene kits
which funds the monitoring of cobalt and copper mines in
and deep cleaning services to 40 elderly families during the
the Democratic Republic of Congo (DRC). This monitoring
year. This also benefitted 20 low-income women by providing
program ultimately improves the sustainability practices of
cleaning jobs.
the mines, thereby enhancing the socio-economic
conditions of the wider community.
A partnership with
TTI also contributed US$10,000 to the RMI Audit Fund

which helps smelters and refiners that source from conflict-
affected and high-risk areas (CAHRAs) conduct due diligence
with capacity building or the help of a consultant. Enhancing
the sustainability practices in CAHRAs contributes to the
economic development of the surrounding local communities.
TTI has developed a relationship with the Mekong Club,

a business association whose mission is to end modern slavery.

Key In Vietnam, we supported programs that helped three Support for Veterans
Initiatives families in need to build new houses and eight others Supporting veterans has also been a longstanding commitment
to renovate their homes in 2020. We also funded the for TTI in North America. In 2020, we provided donations to
installation of two hand washing facilities and a waste various projects including the Center for Military Recruitment
management system to serve 500 students and teachers Veterans Employment (US$25,000), the Milwaukee Homeless
at a primary school. This was an extremely well-received Veterans Initiative (US$15,000) and the Veterans Outreach of
renovation project given the hygiene concerns posed by Wisconsin (US$15,000).
COVID-19 pandemic.
Healthcare Initiatives
In Mexico, N95 facemasks were donated to those in need,
in response to the COVID-19 pandemic. Ten employees from
TTI Mexico participated in this operation. In addition,
Milwaukee Brookfield and TTIPE both donated US$25,000 to
the Morehouse School of Medicine. In Canada, our support
took the form of fundraising activities. 15 employees
participated in an indoor volleyball tournament to raise funds
for Sick Kids Foundation, 30 employees participated in a
running marathon benefiting the Canadian Red Cross, while
17 employees joined the National Cycling Challenge to raise
money for the Heart Stroke Foundation, with the donation
being tripled by Manulife Financial. TTIFC supported children
battling cancer and their families through donations and
in-kind contributions to help fund family programs, along
with food and supplies donated to the NGO, Pinky Swear.
Americas
Environmental and Disaster Relief Initiatives
Our housing initiatives with Habitat for Humanity continued
Environmental Projects
in North America with Milwaukee Brookfield contributing
Asia
tools worth US$170,848 to projects. We also donated
We partnered with Habitat for Humanity to provide education,
US$33,032 worth of tools to the Manatee County Habitat
access and systems providing clean and safe water resources
project. Apart from cash donations, 59 employees volunteered
for community members living in remote areas of Vietnam.
to help with various building tasks for a house in Waukesha
Through our partnership, new latrines and water tanks were
County and six volunteers assisted with tasks such as stocking,
built, as well as a water pipeline connecting families to
sorting donations and assisting customers and full-time staff
communal water stations. As part of the WASH program,
at Habitat ReStore locations. In addition, nine employees
training workshops for families and school children were
volunteered to help with building and finishing tasks for
organized to teach the importance of water and sanitation
a house in Milwaukee County and 23 volunteers helped to
hygiene for 72 families and 300 children.
build storage sheds to be transported to different Habitat
for Humanity locations. Five employees contributed 175 As part of our environmental efforts, we also donated tools
volunteer hours to Habitat for Humanity for a project in and equipment to the arboriculture program at the Open
Anderson, South Carolina with TTI PE donating tools for University of Hong Kong Li Ka Shing School of Professional
the project. and Continuing Education. Our donation enabled an
Arboriculture Workshop to be set up, providing hands-on
Other than Habitat for Humanity, we also assisted 2x4 for
training for tree management personnel.
Hope, a global NGO that provides shelter to those in need with
a donation of tools worth US$63,868. Other housing NGO In addition, and to promote sustainable product design
projects that were supported with tools or cash donations initiatives, TTI partnered with the Low Carbon Design Society
include: Acts Housing (US$11,621), The North Central of Hong Kong (HKMMDA). As part of this engagement, TTI
Regional Council of Carpenters (US$9,293), ReNew for showcased examples of creative and structured approaches
Communities (US$5,851), Revitalize Milwaukee (US$30,000) to corporate design strategy and management to encourage
and Acts Community Development Corporation (US$30,000). young scholars and entrepreneurs in the field.

Key Our contribution to the Better Mining Initiative and the RMI Americas
Initiatives Audit Fund also had an environmental benefit as the programs TTI Canada has continued its support of women in the
run by these organizations improve the sustainability practices skilled trades through Build a Dream, which spotlights
of mines, thereby improving the environmental management career opportunities under skilled trades, STEM, emergency
of these operations and thereby also benefitting the response, entrepreneurship and advancing women in
surrounding communities. society. Milwaukee Canada has contributed to Build a Dream
at trade shows and virtual showcases through donations
Disaster Relief Efforts and is currently working with Build a Dream to develop
Americas a co-branded toolbox for women entering the trades.
Our disaster relief initiatives centered on TTIFC’s support of the
Cookeville-Putnam County Tornado Relief Fund for victims of Milwaukee Canada also supports Girls Can Too (GCT),
a tornado. We donated US$10,000 for impacted community a program focused on providing women with opportunities
members as well as 100 RYOBI generators and two pallets of to learn about the environment and skilled trades in their
tools to help with rebuilding. A TTIFC Cookeville Employee communities and supporting hands-on training at job sites.
Relief Fund was also set up on gofundme.com with funds Three female Milwaukee Canada representatives continue
going directly to employees who were affected by the tornado. to be responsible for the program’s power tool safety
Our Milwaukee Olive Branch operation also supported the demonstrations. Milwaukee Canada has donated or
Northcentral Electric Power Association by donating specific subsidized all the tools used in the program.
tools and accessories. As part of this effort, ten employees
volunteered to assist areas struck by hurricanes to regain power. Nurturing the Next Generation
Our business units support a number of educational
Supporting Women and Girls initiatives for youth across the globe.
A partnership with Asia
In Hong Kong, TTI is involved with the Scholarship for
Future Stars program organized by The Commission on
Poverty (CoP) and the Hong Kong Council of Social Service
(HKCSS). Through this initiative we offered scholarships
Asia
valued at US$10,000 to youth from less-privileged
Our focus on programs for women continued with our
backgrounds, helping them achieve upward social mobility
partnership with the Asian University for Women (AUW).
through education. TTI provides design technology
In 2020, TTI joined a mentorship program designed to
workshops for high school students from the English School
provide upper-year students and alumni with the opportunity
Foundation’s, West Island School (WIS). In 2020, in place
to enhance their academic experience and personal growth.
of the student experience week in Dongguan, China. TTI
AUW draws students from 18 countries in Asia and the
facilitated a three-day interactive virtual study program from
Middle East, including from marginalized groups including
China to Hong Kong, presenting design, manufacturing,
Rohingya refugees, Bangladeshi textile factory workers,
and engineering topics to the BTEC Engineering students.
women from high-conflict zones including Afghanistan,
This experience allowed students to see the manufacturing
Syria and Yemen, and women from tea plantations in India
theory they learned in school, applied at a professional level
and Sri Lanka. By supporting this program, TTI is proud to
on actual machines.
champion the cause of women’s education and help drive
AUW’s efforts to create international networks of women
leaders and their supporters.

Key The WIS program was similar to the TTI Summer Internship
Initiatives Program, which also provided presentations on design,
manufacturing and engineering to students.
• Virtual external examiners reviewing young talent at
Technical and Higher Education Institute of Hong Kong
• Virtual external examiners reviewing young talent at the

Ngee Ann Polytechnic in Singapore
• Virtual external examiners at the Technology-Online Design

Talk at Queensland University
TTI executives also supported youth in the design industry by
participating as:
In addition, 92 TTI employees participated in a design
competition run by the Guangdong University of Technology.
Australia and New Zealand

In Australia, 29 employees spent 1,479 hours with Technical
and Further Education (TAFE) organizations to support
• Final judges of product design for the DFA (Design for apprentices. This involved conducting safety presentations,
Asia) Awards at the Hong Kong Design Centre supporting TAFEs with loaned tools, providing new tools to try
and trade out, as well as sharing knowledge around tools.
Americas
Our education initiatives in North America consisted of
donations to NGOs including FIRST Robotics (US$5,000)
and the Milwaukee Science Education Consortium
(US$250,000). In addition, Milwaukee held an open career
day session with Kids Building Wisconsin for school age
children interested in learning about careers in the trades.
Seventeen volunteers helped with management of the
Milwaukee booth while ensuring the safety of participants
and protection of Milwaukee’s intellectual property.
In addition, 13 volunteers from Milwaukee held a regional
event with FIRST Robotics to provide local teams from
various high schools the opportunity to test out their skills
and the robots they created in a competitive environment.

Key Other Community Programs Americas

Initiatives Other community initiatives we supported by At TTI Canada, 17 employees worked with Total donations to community
region are outlined below. the Toronto Star Santa Claus Fund to deliver initiatives amounted to
EMEA
gifts to children in the Greater Toronto area,
90 employees sold cupcakes to raise funds
US$1,463,000
In Dubai, employees, customers and community for animals as part of the Canada Society for
members participated in an online challenge
to promote inclusion. The event titled,
the Prevention of Cruelty to Animals (SPCA)
and Humane Society Cupcake Day, and 64 606
#ClimbwithRio was created by a TTI employee TTI employees contributed
employees raised money through their
named Nick Watson who carried his son Rio,
a 17-year old with physical challenges, on his
Virtual CN Tower Climb Event to support
World Wide Fund for Nature (WWF).
1,654
hours of their time to help
back for the event. As part of the challenge,
with community projects
Nick climbed the equivalent height of the Burj
Khalifa, the world’s largest tower, on stairs at
home. Thousands of people around the world
joined in the challenge, safely from their homes
due to stay at home directives in response to
the COVID-19 pandemic. Ten participants from
TTI took part in their own way, on their own time
and using their own landmarks for their goal
height. People of all ages and abilities found a
way to get involved, embracing inclusion and
raising funds for the organization Team Angel
Wolf. This has motivated the team to expand
the program further.
Progress In 2020, our total donations to community of their time to help with community
in 2020 initiatives amounted to US$1,463,000. projects, which is quite remarkable
Over the course of the year, 606 TTI given the COVID-19 pandemic restrictions.
employees contributed 1,654 hours

Supply Chain
Management
TTI’s relationships with an extensive global range of
diverse suppliers are vital to our long-term success.
Transparency, accountability and efficiency in our supply
chain are essential as we strive to make our procurement
more sustainable. Our commitment extends beyond
simply complying with regulations, to supporting the
long-term social, environmental and economic health
of the communities along our supply chain. We are
proud to partner with a number of organizations helping
us in this journey.

Zero
high risk concerns identified in our Conflict Minerals and
Cobalt Procurement Campaigns
Responsible
Business Alliance
TTI became a supporter member of the RBA

Environmental, Social and Governance Report | Supply Chain Management
Responsible Sourcing
Why it’s The sourcing of raw materials and all other activities along Impact along the Value Chain
Important our supply chain have lasting environmental, social and
economic impacts. Sustainable sourcing practices allow us
to manage supply chain risk, ensuring business continuity
and trust in our Innovative Products and Powerful Brands.
Goals We aim to maintain a sustainable sourcing strategy whereby

our suppliers are in compliance with all ethical, social and
environmental standards.
` Substantive initiatives to train, raise awareness, ` Work with our suppliers to collect environmental data
improve human rights and environmental impact and set reduction targets for GHG emissions, energy
in the supply chain and water consumption and set targets
` Effective partnerships with NGOs in major countries ` Partner with our suppliers in managing waste and
of operations and where there is a greater risk of promote reuse and use of recycled materials to further
human rights violations within the supply chain circularity in our supply chain
` Zero incidents of non-compliance with TTI’s policies ` Increase the traceability of key raw materials in our
and codes with transparency in reporting and supply chain
remediation when necessary, including incidents
and reporting of child and forced labor
KPIs • # of supplier audits conducted • # of hotline cases addressed in a timely manner

• # of suppliers given access to education/training/ • # of cases of environmental non-compliance in the
sustainability enhancement programs supply chain
• # of suppliers trained on BPCoC • Conflict minerals, cobalt and raw materials traceability
• # of cases of corruption • # of training initiatives on responsible procurement
• # of cases of non-compliance with BPCoC • # of partnerships and accomplishments
• # of cases of human or labor rights violations in the
supply chain
Management The nature of our global business means that TTI is dependent Maintaining Accountability and High Standards
Approach on an incredibly complex international supply chain. Given that Responsible sourcing starts with transparency and
we operate in a multi-polar economic system, risks such as a commitment to holding all our suppliers accountable
trade tensions, extreme weather events, social and human to the same standards that we follow internally. Just as
rights violations and cyberattacks have long been factors we employees must adhere to a strict code of conduct and
must consider. However, the occurrence of the COVID-19 compliance policies, suppliers must acknowledge and
pandemic in 2020 brought unprecedented challenges to both comply with all TTI policies. Our main requirements for
the health of people in our supply chain and the movement of suppliers are outlined in our contractual and standard
goods across borders. Recent events have reinforced TTI’s purchase order terms as well as our Business Partner
focus on enhancing sustainability practices across our value Code of Conduct (BPCoC), which was re-launched in
chain. Our responsible sourcing strategy is therefore built around 2020 to address revised trade sanction provisions.
preparing for future impacts and recognize that it is imperative Our Code is also consistent with the Code of Conduct
we act now to ensure our business continuity. of the Responsible Business Alliance (RBA), a multi-
stakeholder organization that we joined as a supporter
member in 2020.

Management The selection of suppliers at TTI is a process that involves Supplier Compliance
Approach careful oversight by our trade compliance, finance, legal, Suppliers are actively engaged in our Social & Environmental
general compliance, procurement and quality teams. Responsibility (SER) Compliance Program. Suppliers can
This process takes into consideration several criteria such access training materials and acknowledge their acceptance
as quality and reliability as well as environmental, social and of key compliance requirements and policies via our Online
governance factors, in addition to cost. All our business Compliance Platform. This platform also enables TTI to carry out
partners are checked against sanction lists and other a quick online review of supplier performance and any risks
compliance criteria. We mandate that our suppliers comply associated with particular suppliers. New suppliers are
with labor standards, including no forced or child labor, audited before they are engaged and assessed on a regular
discrimination or prevention of freedom of association for basis. More details on supplier engagement can be found in
workers. Our suppliers must also comply with minimum wage the section on Supplier Assessment and Auditing below.
requirements as per applicable local laws. In addition, we
request that our suppliers have environmental management TTI sees corruption and bribery in the supply chain as key risks,
system certifications or systems that are in accordance with and misconduct is not tolerated. In addition to championing
the principles of ISO standards. Our suppliers must comply anti-corruption, our mandate extends to ensuring responsible
with local laws when it comes to environmental protection social and environmental practices. We engage with suppliers
and handling of waste. to maintain accountability on pollution mitigation, resource,
chemical and waste management and factory security as well
as labor and human rights, and health, and safety conditions.
Key Compliance Policies Accessible to Suppliers
Human Rights Focus
Governance Social and Community Environment
We are continuously mapping the human rights risks in our
supply chain and this has enabled us to prioritize and focus
Business Partner Code of Conduct
our strategy on countries and raw materials that pose the
Anti-corruption Policy (updated 2019)
highest risk of human rights violations. Our Policy Against
Policy Against Modern Slavery and Human Modern Slavery and Human Trafficking specifically addresses
Trafficking (updated 2019)
TTI’s expectations on upholding human rights standards and
Conflict Minerals Policy the consequences of non-compliance. All global suppliers are
Cobalt Procurement Policy made aware of this policy and it is accessible across markets
Social & Environmental Responsibility (SER) in local languages. This policy, the BPCoC and our policies
Compliance Program (launched 2019) on Conflict Minerals and Cobalt Procurement are available
through our online platform and on our website
(https://www.ttigroup.com/our-company/about-tti/our-policies).
TTI’s environmental and social responsibility standards and The communications around these materials ensure that
expectations are available to all our suppliers online and our suppliers are clear on TTI’s position of no child or
discussed in person when new suppliers are engaged. forced labor.
These requirements are also frequently reiterated, specifically
during conferences and when suppliers are being assessed
and audited. We consider our suppliers to be true partners
and assist them in enhancing their sustainability practices,
this helps TTI achieve our own sustainability goals.

Management Steps to achieve supplier compliance on human rights • Environmental standards, hazardous substance
Approach standards and TTI’s related policies are outlined below. management, compliance with ISO 14001 or other
environmental management system requirements
Employee Acknowledgment Supplier Acknowledgment • Factory security
and Training and Training
Employees formally Suppliers formally If a supplier’s previous audit resulted in an acceptable score,
acknowledge and receive acknowledge the Business they are audited every 12 to 18 months, depending on the
training on the Employee Partner Code of Conduct level of risk assessed. More frequent audits are required for
Code of Ethics and and the Policy Against suppliers that have corrective action plans (CAPs) that
Business Conduct and Modern Slavery and Human require completion. TTI monitors the implementation of CAPs
our Policy Against Trafficking and are trained on an ongoing basis and assists suppliers to demonstrate
Modern Slavery and on the risk of modern continuous improvement. Suppliers are then reassessed and
Human Trafficking slavery in the supply chain terminated if major compliance issues are not corrected.
Conflict Minerals and Cobalt Procurement

TTI does not source directly from mineral sourcing companies,
Assessments Assessments of modern slavery
but our products, and in particular the electronics used in our
and human trafficking risk conducted annually
products contain certain minerals. Our efforts to uphold human
rights and responsible sourcing are reflected in TTI’s Conflict
Regular Site Visits and Audits Regular site visits and Minerals Policy and Cobalt Procurement Policy and in the risk
audits of high-risk operations and suppliers conducted assessments of our supply chain, due diligence on our suppliers,
and in our industry collaboration. Our policies outline requirements
that all mined tantalum, tin, tungsten or gold (3TG) and cobalt
Corrective Actions Corrective actions required for
any identified non conformity, termination of the
used in our products must be from conflict-free, reputable
relationship, support of the victim and engagement of sources, or from sources currently working with international
local organizations bodies like the Responsible Mineral Initiative (RMI) to become
certified as conflict-free. First initiated in 2015, our conflict
minerals program continues to evolve. In 2019, we added
oversight of cobalt and we are now considering other
Suppliers and business partners are encouraged to
materials to meet the same stringent requirements.
report violations of our Code or policies, or any social or
environmental non-compliance or issue. They can utilize Suppliers must acknowledge and implement these policies and
our third-party operated, compliance hotline to proactively provide details about their sources in prescribed declaration
voice concerns or areas for improving overall performance. forms, specifically the Conflict Minerals Reporting Template and
TTI is diligent about conducting thorough investigations if the Cobalt Reporting Template, which are completed annually.
we receive complaints. In 2020, there were no complaints We also continue to work with a US-based, third party to collect
reported by our suppliers. and validate data from our suppliers and conduct analysis of
compliance data and risk assessments when it comes to conflict
Supplier Assessment and Auditing
minerals and cobalt procurement. In addition, we have been
An important part of our SER Compliance Program is its
a member of the RMI since 2019 and became a supporter
ongoing auditing function. Audits are conducted before
member of the RBA in 2020. RMI and RBA provide us with
engaging any new supplier to establish their ESG practices
tools and the opportunity to exchange information as well as
are in accordance with TTI’s policies, international standards
forge partnerships with other like-minded members as we work
and applicable local laws and regulations. Onboarding and
to strengthen responsible procurement in the global supply
ongoing compliance audits conducted by the SER Compliance,
chain. Through RMI, TTI has access to Reasonable Country of
quality and sourcing teams or external auditors follow a detailed
Origin (RCOI) data validated through the Responsible
supplier scorecard. This scorecard is used to monitor wide-
Minerals Assurance Process (RMAP), an online smelter
ranging issues pertaining to responsible sourcing including:
database and a country risk assessment platform to identify
• Ethics, governance and anti-corruption high-risk areas. These resources have enabled TTI to make
increasingly responsible sourcing decisions and enhance the
• Social standards, human rights, labor laws, as well as health
transparency of our procurement. More details about our
and safety
memberships can be found in the Building Partnerships
section below.

Management Building Partnerships responsibility in the global supply chain. TTI fully supports the
Approach In 2020, we continued the mapping of human rights risk in vision and the mission of the RBA, which drive sustainable
our supply chain as part of our membership commitment to value for workers, the environment and business through
the RBA. RBA is a coalition of leading companies working to the collaborative efforts of members, suppliers and other
improve efficiency and social, ethical and environmental stakeholders in alignment with leading standards and practices.
Key In addition to our ongoing actions to implement our SER We are aiming at partnering with our key suppliers in the
Initiatives Compliance Program, the key initiatives we undertook in 2020 value chain to reduce GHG emissions, water usage and
to enhance how we address ESG risks in the supply chain are waste. In the future we aim to monitor the following key
highlighted below. indicators to enhance sustainable practices in our
supply chain:
• Putting in place a system of desktop audits for
suppliers that could not be audited onsite due to • Amount of energy consumed
COVID-19 pandemic restrictions • Amount of GHG emissions
• Increasing the number of audits
• Amount of water consumed
• Training additional auditors to conduct SER compliance
as part of our annual audits • Amount of waste to landfill
• Continuing onsite audits as normal within markets • Amount of waste recycled
like PRC, Taiwan and Vietnam, where there were no • Renewable energy projects
travel restrictions
• Conflict Minerals and Cobalt Procurement Campaign
• Launch our revised BPOC
Progress There were no high risk concerns identified in our Conflict Mining (ASM) sites. Advocacy organizations and media reports
in 2020 Minerals and Cobalt Procurement Campaigns. Of the have identified ASM in the DRC as one of the key sources
smelters identified in the Conflict Minerals Campaign, 15% for potential human rights and other responsible sourcing
indicated sourcing from the DRC and 96% were conflict-free risks in the cobalt supply chain. As per our Cobalt
certified. This brought the total amount of low-risk smelters Procurement Policy, we are taking action to tackle this risk.
to 98%, when considering those engaged in the Responsible
Minerals Assurance Process (RMAP), RMI’s assessment Through Better Mining, TTI receives in-depth due diligence
which validates smelters’ management processes for data on risks at ASM sites. Measures implemented at ASM sites
responsible mineral procurement. Our Cobalt Procurement include training on security and human rights, as well as
Campaign was run separately, and of the smelters identified, sensitization campaigns around child labor, corruption, theft
86% were either certified or were engaged in RMAP. and gender-based violence. These continuous improvement
practices on ASM sites illustrate the benefits of our engagement
Better Mining with Better Mining. Considering that approximately two million
Since December 2020, TTI has also supported the RCS Global people in the DRC count on ASM for their livelihoods, we
Group by donating to and participating in the implementation believe that supporting Better Mining and the improvement of
of the Better Mining initiative. Better Mining is a mineral ASM conditions is paramount. TTI has taken on this action in
agnostic assurance and impact program that continuously accordance with the principles of the RBA and to fulfill our
improves conditions on and around Artisanal and Small-scale commitment to support communities.

Performance Metrics
Consolidation of Sustainability Data
Environmental Performance
Americas ANZ
Unit 2019 2020 2019 2020

Production Value US$ million 435.0 560.6 – –
GHG Emissions 1
Scope 1 tCO2e 8,432* 33,931 1,817 3,123

Scope 2 tCO2e 40,945 44,966 2,250 2,293
†
Scope 3 tCO2e 11,597 13,599 823 848
Total GHG Emissions tCO2e 60,974 92,496 4,890 6,264
GHG Emission Intensity
Scope 1 tCO2e per production value 19.4 60.5 – –
(US$ million)
Scope 2 tCO2e per production value 94.1 80.2 – –
(US$ million)
Scope 3† tCO2e per production value 26.7 24.4 – –
(US$ million)
Total GHG Emission Intensity tCO2e per production value 140.2 165.1 – –
(US$ million)
Energy2
Electricity (Grid) kWh 106,236,720* 117,366,987 2,744,740* 2,822,072
Electricity (Non-grid) kWh – – – –
Fuel kWh 10,639,718 14,935,520 – 1,572,023
Total Energy Consumption kWh 116,876,438 132,302,504 2,744,740 4,394,096
Electricity intensity kWh per production value 244,222 209,360 – –
(US$ million)
Fuel intensity kWh per production value 24,459 26,642 – –
(US$ million)
Water
Water ‘withdrawal’ m3 97,779 131,756 262 127
Wastewater
Discharged m3 435 745 – –
Recycled m 3
– – – –
Total Wastewater m 3
435 745 – –
Total Water Consumption 3
m 3
97,344 131,011 262 127
Water consumption intensity 3
m per production value
3
223.8 233.7 – –
(US$ million)

Environmental, Social and Governance Report | Performance Metrics
Asia EMEA Total

2020 vs. 2019
2019 2020 2019 2020 2019 2020 % Difference
2,906.0 4,241.7 111.0 83.4 3,451.4 4,885.7 –
5,771 5,107 5,061 2,479 21,081* 44,641 113%

51,435 57,299 4,850 5,012 99,480* 109,569 10%
28,772* 32,642 18,705* 19,078 59,897* 66,169 10%
85,978 95,049 28,616 26,569 180,458 220,379 22%
2.0 1.2 45.7 29.7 6.1 9.1 50%
17.7 13.5 43.8 60.1 28.8 22.4 -22%
9.9 7.7 169.0 228.6 17.4 13.5 -22%
29.6 22.4 258.5 318.4 52.3 45.0 -14%
82,097,774* 95,163,500 11,851,196* 12,774,389 202,934,419 228,126,948 12%

– – 4,056 4,270 4,056 4,270 5%
13,892,880 7,389,311 16,581,006 5,057,514 41,113,604 28,954,368 -30%
96,538,546 102,552,812 28,436,190 17,831,902 244,595,914 257,081,314 5%
28,443 22,435 107,056 40,105 379,721 271,658 -28%
4,781 1,742 149,783 15,883 179,024 44,267 -75%
1,106,456 1,184,407 11,425 11,411 1,215,922 1,327,701 9%
646,975 705,405 5,067 4,368 652,477 710,518 9%

195,955* 219,017 – – 195,955 219,017 12%
842,930* 924,422 5,067 4,368 848,432 929,535 10%
459,481 479,002 6,358 7,043 563,445 617,183 10%
158.1 112.9 57.4 84.4 163.3 126.3 -23%

Consolidation of Sustainability Data (continued)
Environmental Performance (continued)
Americas ANZ
Unit 2019 2020 2019 2020

Paper Consumption (Office)
Paper Tonnes 96.0 40.8 4.7 3.7
Recycled paper Tonnes – – 4.7 1.5
Packaging Consumption
(Including Paper for Instruction Manuals)
Packaging material used for Tonnes 104.9 273.0 – –
finished products
Total weight of recycled materials Tonnes – – – –
used in packaging
Waste
Non-hazardous waste Tonnes 15,623*^ 19,569^ 1,099*^ 693^
Hazardous waste Tonnes 132^ 163^ – 114^
Total Waste Tonnes 15,755^ 19,732^ 1,099^ 808^
Waste intensity Tonnes per production value 36.2 35.2 – –

(US$ million)
Recyclable Waste
Non-hazardous Tonnes – – – –
Hazardous Tonnes – – – –
Total Recyclable Waste Tonnes – – – –

Asia EMEA Total

2020 vs. 2019
2019 2020 2019 2020 2019 2020 % Difference
51.9 49.5 152.0 195.0 304.6 289.0 -5%

0.02 0.02 3.6 3.2 8.3 4.7 -44%
36,181 56,569 1,877.5 2,180.6 38,163 59,023 55%
– 51,741 – – – 51,741 –
14,168*^ 20,573^ 7,161*^ 10,921^ 38,051*^ 51,756^ 36%

271* ^
302 ^
2,800* ^
1,664 ^
3,204* ^
2,244 ^
-30%
14,439 ^
20,875 ^
9,961 ^
12,585 ^
41,254 ^
54,000 ^
31%
5.0 4.9 90.0 150.8 12.0 11.1 -8%
– – – – 18,461.4 23,613.5 28%

– – – – 1,931.5 1,940.8 0.5%
– – – – 20,392.9 25,554.3 25%

Environmental Performance (continued)
AIP
2020 vs. 2019
Unit 2018 2019 2020 % Difference
Production Value US$ million 2,692 2,794 3,000 7%
GHG Emissions 1
Scope 1 Tonnes of CO2e 4,802 4,683* 4,362 -7%

Scope 2 Tonnes of CO2e 41,242 42,785* 45,113 5%
‡
Scope 3 Tonnes of CO2e 363 25,494* 26,759 5%
Total Tonnes of CO2e 46,407 72,962 76,234 4%
GHG Emission Intensity
Scope 1 tCO2e per production value 1.8 1.7 1.5 -13%
(US$ million)
Scope 2 tCO2e per production value 15.3 15.3 15.0 -2%
(US$ million)
Scope 3‡ tCO2e per production value 0.13 9.1 8.9 -2%
(US$ million)
Total tCO2e per production value 17.2 26.1* 25.4 -3%
(US$ million)
Energy2
Electricity
Standard grid (general) kWh 65,464,155 68,346,004 72,725,564 6%
Electricity intensity kWh per production value 24,318 24,461 24,241 -1%
(US$ million)
Total Fuel kWh 8,230,498 7,406,523 5,847,817 -21%
Fuel intensity kWh per production value 3,057 2,651 1,949 -26%
(US$ million)
Total Energy Consumption kWh 73,694,653 75,752,527 78,573,381 -4%

AIP
2020 vs. 2019
Unit 2018 2019 2020 % Difference
Water
Water ‘withdrawal’ m3 1,054,058 1,105,146 1,015,723 -8%
Wastewater
Discharged m3 – 589,044* 584,834 -1%
Recycled m 3
– 195,955 219,017 12%
Total Wastewater m3 – 784,999 803,851 2%
Total Water Consumption m3 – 516,102 430,889 -17%
Water consumption intensity m3 per production value – 184.07 143.63 -22%
(US$ million)
Packaging Consumption
Packaging material used for Tonnes – 33,830 35,953 6%
finished products
Total weight of recycled Tonnes – 30,921 33,221 7%
materials used in packaging
Waste
Non-hazardous waste Tonnes – 13,060.4 13,634 4%
Hazardous waste Tonnes – 242.7 225 -7%
Total Waste Consumption Tonnes – 13,303.1 13,859 4%
Waste intensity Tonnes per production value – 4.8 4.6 -3%
(US$ million)
* 2019 data restated due to technical modification/adjustment or additional data available.

† Scope 3 excludes freight but includes emissions from travel and flights for certain locations.
‡ Scope 3 excludes emissions from business travel.
Including Batteries and WEEE (Batteries-Consumer).
^
Notes:
1 GHG emission data was calculated based on the reporting requirements of the “GHG Protocol Corporate Accounting and Reporting Standard” (GHG Protocol) issued by the
World Resources Institute: country specific and internationally recognized emission factors used include the GHG Protocol, IEA, EPA, DEFRA, NGA and CGGI.
2 Energy consumption data was based on the amount of purchased electricity and fuel consumed and the relevant conversion factors provided by the Department for
Environment, Food and Rural Affairs (DEFRA) in the UK.
3 Total water consumption is calculated following the GRI standard.

Workforce Metrics
2020
Total Number of Employees Americas ANZ Asia EMEA Total
Total Employees 11,884 779 33,412 2,216 48,291
By Gender and Age Group
Females
18-20 years old† 83 6 976 12 1,077
21-30 years old 1,882 81 4,843 136 6,942
31-40 years old 931 51 3,621 181 4,784
41-50 years old 775 42 1,620 158 2,595
51-60 years old 576 34 103 101 814
60+ years old 186 8 4 13 211
Total Female Employees 4,433 222 11,167 601 16,423
Males
18-20 years old† 122 4 2,018 24 2,168
21-30 years old 3,313 133 10,835 356 14,637
31-40 years old 1,769 193 6,509 523 8,994
41-50 years old 1,134 127 2,552 406 4,219
51-60 years old 821 74 313 256 1,464
60+ years old 285 26 18 50 379
Total Male Employees 7,444 557 22,245 1,615 31,861
Non-binary
18-20 years old† 1 – – – 1
21-30 years old 3 – – – 3
31-40 years old 1 – – – 1
41-50 years old 1 – – – 1
51-60 years old 1 – – – 1
60+ years old – – – – –
Total Non-binary Employees 7 – – – 7
By Job Role
Females
Director or above 44 – 40 15 99
Managerial* 462 23 500 67 1,052
General employee 3,927 199 10,627 519 15,272
Males
Director or above 306 3 150 46 505
Managerial* 1,133 120 1,166 210 2,629
General employee 6,005 434 20,929 1,359 28,727
Non-binary
Director or above – – – – –
Managerial* – – – – –
General employee 7 – – – 7
By Management Role
Total employees in management 1,945 146 1,856 338 4,285
Percentage of females in management 26% 16% 29% 24% 27%

2020
Global Employment Americas ANZ Asia EMEA Total
By Full-time and Part-time
Females
Full-time 4,413 196 11,166 524 16,299
Part-time 20 26 1 77 124
Males
Full-time 7,420 540 22,244 1,600 31,804
Part-time 24 17 1 15 57
Non-binary
Full-time 7 – – – 7
Part-time – – – – –
Total Full-time 11,840 736 33,410 2,124 48,110
Total Part-time 44 43 2 92 181
By Permanent and Temporary
Females
Permanent 4,385 206 8,927 577 14,095
Temporary 48 16 2,240 24 2,328
Males
Permanent 7,368 544 18,311 1,570 27,793
Temporary 76 13 3,934 45 4,068
Non-binary
Permanent 5 – – – 5
Temporary 2 – – – 2
Total Permanent 11,758 750 27,238 2,147 41,893
Total Temporary 126 29 6,174 69 6,398
Total Number and Rate of New Hires
By Gender
Females 3,141 70 15,400 125 18,736
% females new hires 43% 34% 31% 28% 33%
Males 4,169 133 34,207 328 38,837
% males new hires 57% 66% 69% 72% 68%
Non-binary – – – – –
% Non-binary – – – – –
Total 7,310 203 49,607 453 57,573
By Age
18-20 years old† 270 10 6,998 23 7,301
% new hires aged 18-20 4% 5% 14% 5% 13%
21-30 years old 3,875 81 27,159 173 31,288
% new hires aged 21-30 53% 40% 55% 38% 54%
31-40 years old 1,698 53 11,410 152 13,313
% new hires aged 31-40 23% 26% 23% 34% 23%
41-50 years old 993 42 3,990 73 5,098
% new hires aged 41-50 14% 21% 8% 16% 9%
51-60 years old 415 15 50 26 506
% new hires aged 51-60 6% 7% – 6% 1%
60+ years old 59 2 – 6 67
% new hires aged 60+ 1% 1% – 1% –

Workforce Metrics (continued)
2020
Total Number and Rate of Departures Americas ANZ Asia EMEA Total
By Gender
Females 1,578 30 10,373 73 12,054
% females 42% 32% 29% 27% 31%
Males 2,145 64 24,832 198 27,239
% males 58% 68% 71% 73% 69%
Non-binary 1 – – – 1
% Non-binary – – – – –
Total 3,724 94 35,205 271 39,294
By Age
18-20 years old† 197 3 4,156 7 4,363
% aged 18-20 5% 3% 12% 3% 11%
21-30 years old 1,770 34 18,560 94 20,458
% aged 21-30 48% 36% 53% 35% 52%
31-40 years old 936 29 8,797 82 9,844
% aged 31-40 25% 31% 25% 30% 25%
41-50 years old 529 19 3,578 51 4,177
% aged 41-50 14% 20% 10% 19% 11%
51-60 years old 192 8 113 24 337
% aged 51-60 5% 9% – 9% 1%
60+ years old 100 1 1 13 115
% aged 60+ 3% 1% – 5% –
Turnover Rate
By Gender
Females 36% 14% 93% 12% 73%
Males 29% 11% 112% 12% 85%
Non-binary 14% – – – 14%
Average turnover rate 31% 12% 105% 12% 81%
By Age
18-20 years old† 96% 30% 139% 19% 134%
21-30 years old 34% 16% 118% 19% 95%
31-40 years old 35% 12% 87% 12% 71%
41-50 years old 28% 11% 86% 9% 61%
51-60 years old 14% 7% 27% 7% 15%
60+ years old 21% 3% 5% 21% 19%

2020
Parental Leave Americas ANZ Asia EMEA Total
Total Number of Employees Entitled to Parental Leave
Females 3,044 160 5,418 463 9,085
Males 5,171 420 12,773 711 19,075
Non-binary 7 – – – 7
Total 8,222 580 18,191 1,174 28,167
Total Number of Employees that Took Parental Leave
Females 50 11 191 28 280
Males 33 – 300 43 376
Total 83 11 491 71 656
Return to Work in the Reporting Period after Parental Leave Ended
Females 47 – 171 6 224
Males 33 – 292 38 363
Total 80 – 463 44 587
Total Number of Employees still Employed 12 Months after Taking
Parental Leave
Females 43 3 149 24 219
Males 36 – 291 40 367
Total 79 3 440 64 586
Rate of Employees Return to Work after Taking Parental Leave
Females 94% – 90% 21% 80%
Males 100% – 97% 88% 97%

Workforce Metrics (continued)
2020
TTI Work Injuries by Region Unit Americas ANZ Asia EMEA Total
Total Number of Work Days Lost due to Work Injuries Days 105 346.71 2,459.50 893 3,804.21
Total Number of Recordable Injuries Employees 41 17 49 29 136
Total High Consequences Injuries Employees 15 – – 2 17
By Type of Recordable Work Injury
Injuries from being struck by a moving object Employees – 1 5 1 7
Injuries from being struck by a moving vehicle Employees – – 3 2 5
Injuries from being trapped by something collapsing/ Employees – – 1 – 1
overturning
Injuries from contact with moving machinery Employees 3 – 19 2 24
Injuries from falls from height Employees – – 2 – 2
Injuries from other causes Employees 38 16 19 24 97
By Type of Recordable High Consequence Work Injury
Injuries from being struck by a moving object Employees – – – 1 1
Injuries from being struck by a moving vehicle Employees – – – – –
Injuries from being trapped by something collapsing/ Employees – – – – –
overturning
Injuries from contact with moving machinery Employees 3 – – – 3
Injuries from falls from height Employees – – – – –
Injuries from other causes Employees 12 – – 1 13
Total Number of Fatalities Employees 1 – – – –

2020
Americas ANZ Asia EMEA Total
Other Other Other Other Other
Training Data E-learning Training E-learning Training E-learning Training E-learning Training E-learning Training
Percentage of Employees who Recieved
Training by Gender and by Job Role‡
Females
Director or above 55% 48% – – 90% 88% 53% 100% 69% 72%
Managerial* 80% 37% 88% – 77% 22% 69% 100% 78% 33%
General employee 44% 70% 100% – 13% 89% 61% 86% 24% 83%
Males
Director or above 42% 37% – – 92% 45% 63% 98% 59% 44%
Managerial* 86% 88% 100% – 72% 35% 81% 100% 80% 62%
General employee 68% 80% 100% – 11% 100% 69% 100% 27% 94%
Non-binary
Director or above – – – – – – – – – –
Managerial* – – – – – – – – – –
General employee – 100% – – – – – – – 100%
2020
Training Data Americas ANZ Asia EMEA Total
‡
Average Hours Per Employee by Gender and by Job Role
Females
Director or above 6.61 – 5.22 3.01 5.50
Managerial* 19.34 2.55 6.70 10.62 12.40
General employee 22.00 55.47 2.77 6.14 8.50
Overall Average 21.57 49.99 2.96 6.57 8.75
Males
Director or above 9.11 – 6.64 6.68 8.10
Managerial* 26.68 5.00 5.67 11.91 15.20
General employee 29.35 14.59 3.69 12.27 9.60
Overall Average 28.11 12.44 3.81 12.07 10.06
Non-binary
Director or above 6.57 – – – 6.57
Managerial* – – – – –
General employee 7.87 – – – 7.87
Overall Average 7.73 – – – 7.73
Total 25.66 23.14 3.52 10.57 9.61
* Including assistant managers

† Including interns
‡ Total number of employees who received training divided by the 2020 year end reported total workforce. Some of the employees may be counted for under both categories
of trainings.

Legend and List of Business Units Under Each Region
Region/Name of Business Division Abbreviation Country / Location
Asia
Techtronic Industries (Dongguan) Company Limited TTI AIP Dongguan, PRC
Techtronic Asia Company Limited TTI HK Hong Kong
Techtronic Industries Company Limited TTI HK Hong Kong
Techtronic Industries Korea LLC TTI Korea Korea
Techtronic Cordless GP – Sucursal De Macau TTI Macau Macau
Techtronic Power Tools (M) Sdn Bhd TTI Malaysia Malaysia
Techtronic Product Development Limited Philippines Branch Office TTI Philippines Philippines
Techtronic Trading (Shanghai) Limited TTI Shanghai Shanghai, PRC
Techtronic Industries (Taiwan) Company Limited TTI Taichung Taichung, Taiwan
Techtronic Tools Limited Taiwan Branch TTI Taipei Taipei, Taiwan
Techtronic Industries (Thailand ) Limited TTI Thailand Thailand
Techtronic Industries Vietnam Company Limited TTI Vietnam Vietnam
Techtronic Industries Vietnam Manufacturing Company Limited TTI Vietnam Manufacturing Vietnam
Techtronic Industries (Zhuhai) Company Limited TTI Zhuhai Zhuhai, PRC
ANZ
Techtronic Industries Australia Pty Limited TTI ANZ Australia
Techtronic Industries N.Z. Limited TTI ANZ New Zealand
Americas
TTI Canada Inc. TTI Canada Canada
Techtronic Industries Co. Mexico, S. De R. L. de C. V. TTI Mexico Mexico
DreBo America Inc. DreBo US North America
Milwaukee Electric Tool Corporation Milwaukee North America
Techtronic Industries Floor Care North America TTI FC North America
Techtronic Industries North America Inc. TTI NA North America
Techtronic Power Equipment TTI PE North America

Region/Name of Business Division Abbreviation Country / Location
EMEA
Techtronic Industries Central Europe GmbH TTI Central Europe Germany
Techtronic Industries Manufacturing CZ s.r.o. TTI CZ Czech Republic
Techtronic Industries Eastern Europe Sp. z o.o. TTI Eastern Europe Eastern Europe
Techtronic Industries France S.A.S TTI France France
DreBo Werkzeugfabrik GmbH DreBo Germany Germany
Techtronic Industries ELC GmbH TTI ELC Germany
Techtronic Industries GmbH TTI GMBH Germany
Techtronic Industries Italia SRL TTI Italia Italy
Techtronic Industries Nordic Aps TTI Nordic Nordic
Techtronic Industries Iberia SL TTI Iberia Spain
Techtronic Industries Switzerland AG TTI Switzerland Switzerland
Techtronic Industries Middle East and Africa FZCO TTI MEA United Arab Emirates
Techtronic Industries EMEA ltd TTI UK United Kingdom
Techtronic Industries UK Limited TTI UK United Kingdom
Vax Ltd VAX UK United Kingdom

Report of the Directors

The directors have the pleasure in presenting their annual report Other than the 2,120,000 shares of the Company purchased
and the audited financial statements for the year ended on-market for satisfying the awarded shares granted under the
December 31, 2020. Company’s share award schemes (details of which are set out in the
Corporate Governance Report), neither the Company nor any of its
Principal Activities and Business Review subsidiaries has, during the year, purchased, sold or redeemed any
The Company acts as an investment holding company. listed securities of the Company.
The principal activities of the principal subsidiaries and associates are Directors
set out in Notes 49 and 50 to the consolidated financial statements, The directors of the Company during the year and up to the date of
respectively. this report were:
Further discussion and analysis of these activities as required by

Schedule 5 to the Hong Kong Companies Ordinance (Cap. 622 of Group Executive Directors:
the Laws of Hong Kong) (the “Company Ordinance”), including a Mr Horst Julius Pudwill, Chairman
fair review of the business and a discussion of the principal risks Mr Stephan Horst Pudwill, Vice Chairman
and uncertainties facing the Group, particulars of important events Mr Joseph Galli Jr, Chief Executive Officer
affecting the Group that have occurred, and an indication of likely Mr Kin Wah Chan
future development in the Group’s business, can be found in Mr Chi Chung Chan
the “Chairman’s Statement”, “Chief Executive Officer’s Message”,
“Review of Operations”, “Management’s Discussion and Analysis”, Non-executive Directors:
“Corporate Governance Report”, “Environmental, Social and Prof Roy Chi Ping Chung GBS BBS JP
Governance Report” and “Financial Summary” sections of this Mr Camille Jojo
Annual Report. The above sections form part of this report.
Results and Appropriations Independent Non-executive Directors:

Mr Christopher Patrick Langley OBE
The results of the Group for the year ended December 31, 2020
Mr Peter David Sullivan
are set out in the consolidated statement of profit or loss and other
Mr Vincent Ting Kau Cheung
comprehensive income on page 159.
Mr Johannes-Gerhard Hesse
An interim dividend of HK53.00 cents (approximately US6.82 cents) Mr Robert Hinman Getz
per share amounting to approximately US$124,949,000 was paid to
In accordance with Article 107(A) of the Company’s Articles of
the shareholders during the year.
Association, Messrs. Stephan Horst Pudwill, Chi Chung Chan,
The directors now recommend the payment of a final dividend Roy Chi Ping Chung and Christopher Patrick Langley will retire at
of HK82.00 cents (approximately US10.55 cents) per share to the forthcoming Annual General Meeting. With the exception of
the shareholders on the register of members on May 24, 2021, Mr Christopher Patrick Langley OBE who will not stand for re-election,
amounting to approximately US$193,404,000. all other retiring Directors, being eligible, will offer themselves for
re-election at the forthcoming Annual General Meeting.
Property, Plant and Equipment
No director proposed for re-election at the forthcoming Annual
The Group continued to expand its business and during the year spent
General Meeting has a service contract which is not determinable by
approximately US$177,000 on freehold land and land and buildings,
the Group within one year without payment of compensation, other
acquired moulds and tooling for approximately US$3,584,000, office
than statutory compensation.
equipment, furniture and fixtures for approximately US$15,766,000
and plant and machinery for approximately US$34,373,000. Details
of these and other movements in the property, plant and equipment
of the Group and the Company during the year are set out in Note 16
to the consolidated financial statements.
Share Capital
Details of movements during the year in the share capital of
the Company are set out in Note 38 to the consolidated financial
statements.

Terms of Office of Non-executive Directors and Directors’ and Chief Executive’s Interests
Independent Non-executive Directors As at December 31, 2020, the interests and short positions of
The term of office for each of the Non-executive Directors and the directors and the chief executive of the Company in the shares,
Independent Non-executive Directors is the period up to his underlying shares and debentures of the Company or any of its
retirement by rotation in accordance with Article 107(A) of the associated corporations (within the meaning of Part XV of the
Company’s Articles of Association. Securities and Futures Ordinance (“SFO”)) which have been notified
to the Company pursuant to Divisions 7 and 8 of Part XV of the SFO
Directors of Subsidiaries (including interests and short positions which any such director or
chief executive was taken or deemed to have under such provisions
The names of all directors who have served on the boards of the
of the SFO) or as recorded in the register required to be kept under
subsidiaries of the Company during the year ended December 31, 2020
section 352 of the SFO or otherwise notified to the Company and
and during the period from January 1, 2021 to the date of this Report
The Stock Exchange of Hong Kong Limited (the “Stock Exchange”)
are available on the Company’s website (www.ttigroup.com).
pursuant to the Model Code for Securities Transactions by Directors
of Listed Issuers as set out in Appendix 10 to the Rules Governing
the Listing of Securities on The Stock Exchange of Hong Kong Limited
(the “Listing Rules”) were as follows:
Interests Interests in
in shares underlying
(other than shares Total interests Approximate
pursuant pursuant in shares/ aggregate
to equity to equity underlying percentage of
Name of directors Capacity/Nature of interests derivatives)(1) derivatives(1) shares interests
Mr Horst Julius Pudwill Beneficial owner 150,778,500(2) 144,000 367,842,294 20.07%

Interests of spouse 760,000 —
Interests of controlled corporation 216,159,794(3) —
Mr Stephan Horst Pudwill Beneficial owner 5,109,500(4) 4,750,000 43,867,000 2.39%
Beneficiary of a trust 34,007,500(5) —
Mr Joseph Galli Jr Beneficial owner 16,806,000(6) — 16,806,000 0.92%
Mr Kin Wah Chan Beneficial owner 525,000(7) 4,000,000 4,525,000 0.25%
Mr Chi Chung Chan Beneficial owner 700,000 (8)
4,200,000 4,900,000 0.27%
Prof Roy Chi Ping Chung GBS BBS JP Beneficial owner 49,015,948 (9)
544,000 86,634,978 4.73%
Interests of controlled corporation 37,075,030(10) —
Mr Camille Jojo Beneficial owner 160,000(11) 244,000 404,000 0.02%
Mr Christopher Patrick Langley OBE Beneficial owner 210,000 (12)
374,000 584,000 0.03%
Mr Peter David Sullivan Beneficial owner 10,000(13) 544,000 554,000 0.03%
Mr Vincent Ting Kau Cheung Beneficial owner 4,250,000 (14)
194,000 4,444,000 0.24%
Mr Johannes-Gerhard Hesse Beneficial owner 10,000(15) 379,000 389,000 0.02%
Mr Robert Hinman Getz Beneficial owner 55,674 (16)
122,000 177,674 0.01%
Notes:
(1) Interests in shares and underlying shares stated above represent long (2) These included Mr Horst Julius Pudwill’s interests in 950,000 awarded
positions of the Company. shares which remained unvested under the share award schemes of
the Company as of December 31, 2020. Details of Mr Horst Julius Pudwill’s
The interests of the directors of the Company in the underlying shares
awarded shares are set out in the Corporate Governance Report.
pursuant to equity derivatives, which were held as beneficial owner,
represent share options granted to them respectively pursuant to the share
option schemes adopted by the Company, details of which are separately
disclosed in the section headed “Share Options” below. These share options
are physically settled and unlisted.

Directors’ and Chief Executive’s Interests (continued) (13) These included Mr Peter David Sullivan’s interests in 10,000 awarded shares
which remained unvested under the share award schemes of the Company
Notes: (continued)
as of December 31, 2020. Details of Mr Peter David Sullivan’s awarded
(3) These shares were held by the following companies in which Mr Horst Julius shares are set out in the Corporate Governance Report.
Pudwill has a beneficial interest:
(14) These included Mr Vincent Ting Kau Cheung’s interests in 10,000 awarded
shares which remained unvested under the share award schemes of
No. of shares
the Company as of December 31, 2020. Details of Mr Vincent Ting Kau
Sunning Inc. 179,084,764 Cheung’s awarded shares are set out in the Corporate Governance Report.
Cordless Industries Company Limited* 37,075,030
(15) These included Mr Johannes-Gerhard Hesse’s interests in 10,000 awarded shares
216,159,794 which remained unvested under the share award schemes of the Company
as of December 31, 2020. Details of Mr Johannes-Gerhard Hesse’s
(4) These included Mr Stephan Horst Pudwill’s interests in 75,000 awarded
shares which remained unvested under the share award schemes of (16) These included Mr Robert Hinman Getz’s interests in 10,000 awarded
the Company as of December 31, 2020. Details of Mr Stephan Horst shares which remained unvested under the share award schemes of
Pudwill’s awarded shares are set out in the Corporate Governance Report. the Company as of December 31, 2020. Details of Mr Robert Hinman Getz’s
(5) These shares were held by a trust of which Mr Stephan Horst Pudwill is one
of the beneficiaries. Save as disclosed above, none of the directors and the chief
(6) These included Mr Joseph Galli Jr’s interests in 1,257,000 awarded shares executive of the Company was interested or had any short position in
which remained unvested under the share award schemes of the Company any shares, underlying shares or debentures of the Company and its
as of December 31, 2020; 4,000,000 awarded shares which agreed to be associated corporations (within the meaning of Part XV of the SFO) as
granted to Mr Galli in the year between 2021 to 2024 in four equal tranches at December 31, 2020.
(i.e. 1,000,000 awarded shares each year) provided the Company meets
certain performance criteria; and the agreement for the 1,000,000 shares, Share Options
1,000,000 shares and 5,000,000 shares might be granted subject to, inter
alia, the achievement of performance criteria for the year of 2020, the year of Share Option Schemes
2021 and the years between 2022 to 2026 respectively. Details of Mr Joseph The Company has two share option schemes in place – Scheme D
Galli Jr’s awarded shares are set out in the Corporate Governance Report. and Scheme E. Scheme D was adopted on May 29, 2007 and expired
on May 28, 2017, though its provisions shall remain in full force and
(7) These included Mr Kin Wah Chan’s interests in 75,000 awarded shares
which remained unvested under the share award schemes of the Company
effect in all other respects. Following the expiry of Scheme D,
as of December 31, 2020. Details of Mr Kin Wah Chan’s awarded shares are Scheme E was adopted on May 19, 2017 and will expire on May 18,
set out in the Corporate Governance Report. 2027.
(8) These included Mr Chi Chung Chan’s interests in 75,000 awarded shares Both Scheme D and Scheme E are aimed for recognition of the
which remained unvested under the share award schemes of the Company contribution to the development and growth of the Group by the
as of December 31, 2020. Details of Mr Chi Chung Chan’s awarded shares eligible persons. The scheme rules of both Scheme D and Scheme E
are set out in the Corporate Governance Report. are substantially identical and below are the summary of the principal
(9) These included Prof Roy Chi Ping Chung GBS BBS JP’s interests in 10,000 terms of both schemes:
awarded shares which remained unvested under the share award schemes
The Board of Directors of the Company may grant share options to
of the Company as of December 31, 2020. Details of Prof Roy Chi Ping
Chung GBS BBS JP’s awarded shares are set out in the Corporate Governance
the following eligible persons (and their wholly owned companies) of
Report. the Company, its subsidiaries and any companies in which the Group
holds any equity interest, to subscribe for shares in the Company:
(10) These shares were held by Cordless Industries Company Limited* in which
Prof Roy Chi Ping Chung GBS BBS JP has a beneficial interest. (i) employees; or
* Cordless Industries Company Limited is owned as to 70% by
(ii) Directors; or
Mr Horst Julius Pudwill and as to 30% by Prof Roy Chi Ping Chung
GBS BBS JP.
(iii) secondees; or
(11) These included Mr Camille Jojo’s interests in 110,000 awarded shares which
(iv) any shareholders of any member of the Group or invested entity
remained unvested under the share award schemes of the Company as of
December 31, 2020. Details of Mr Camille Jojo’s awarded shares are set out
or controlling shareholders or any holders of any securities
in the Corporate Governance Report. issued by any member of the Group; or
(12) These included Mr Christopher Patrick Langley OBE’s interests in 10,000 (v) business partners; or
awarded shares which remained unvested under the share award schemes
of the Company as of December 31, 2020. Details of Mr Christopher Patrick (vi) suppliers; or
Langley OBE’s awarded shares are set out in the Corporate Governance
Report. (vii) customers; or
(viii) advisers of the Group.

Share options granted must be taken up within 21 days of the date of Options may be exercised at any time after the first or second
grant, upon payment of consideration to be determined by anniversary of the date of grant of the share option to the tenth
the Board for the grant thereof. Share options may be exercised at anniversary of the date of grant. The exercise price is determined by
any time, subject to vesting conditions from the date of grant to the the Directors of the Company, and will not be less than the higher of (i)
tenth anniversary thereof. The subscription price is set at the highest the closing price of the Company’s shares on the date of grant; and
of: the closing price of the shares on the date of offer of the share (ii) the average closing price of the shares for the five business days
option; or the average closing price of shares as stated in the daily immediately preceding the date of grant.
quotation sheets issued by the Stock Exchange for the five trading
days immediately preceding the date of offer. The following tables disclose movements in the Company’s share
options during the year:
The maximum number of shares in respect of which share options
may be granted under the respective share option scheme is
not permitted to exceed 30.0% of the issued share capital of
the Company from time to time or 10.0% of the shares in issue as at
the adoption date of the respective share option scheme. No person
shall be granted an option which exceeds 1.0% of the shares in issue
as at the date of offer in any 12-month period up to the date thereof.
Share
Date of option Outstanding Granted Exercised Lapsed Outstanding
share options scheme at beginning during the during the during the at end of Subscription
Share option holders granted category of the year year year year the year price Exercise period
HK$
Directors
Mr Horst Julius Pudwill 11.9.2015 D 168,000 — (168,000) — — 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 155,500 — (155,500) — — 32.100 17.3.2018 – 16.3.2027
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Mr Stephan Horst Pudwill 20.3.2014 D 1,000,000 — (250,000) — 750,000 21.600 20.3.2015 – 19.3.2024
11.9.2015 D 250,000 — — — 250,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 500,000 — — — 500,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 250,000 — — — 250,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 500,000 — — — 500,000 51.080 20.5.2020 – 19.5.2029
15.5.2020 E — 500,000 — — 500,000 65.250 15.5.2021 – 14.5.2030
22.12.2020 E — 2,000,000 — — 2,000,000 105.500 22.12.2021 – 21.12.2030
Mr Kin Wah Chan 20.3.2014 D 1,000,000 — (1,000,000) — — 21.600 20.3.2015 – 19.3.2024
11.9.2015 D 250,000 — — — 250,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 500,000 — — — 500,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 250,000 — — — 250,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 500,000 — — — 500,000 51.080 20.5.2020 – 19.5.2029
15.5.2020 E — 500,000 — — 500,000 65.250 15.5.2021 – 14.5.2030
22.12.2020 E — 2,000,000 — — 2,000,000 105.500 22.12.2021 – 21.12.2030
Mr Chi Chung Chan 20.3.2014 D 600,000 — (400,000) — 200,000 21.600 20.3.2015 – 19.3.2024
11.9.2015 D 250,000 — — — 250,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 500,000 — — — 500,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 250,000 — — — 250,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 500,000 — — — 500,000 51.080 20.5.2020 – 19.5.2029
15.5.2020 E — 500,000 — — 500,000 65.250 15.5.2021 – 14.5.2030
22.12.2020 E — 2,000,000 — — 2,000,000 105.500 22.12.2021 – 21.12.2030
Prof Roy Chi Ping Chung GBS BBS JP 11.9.2015 D 150,000 — — — 150,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 150,000 — — — 150,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030

Share Options (continued)
Share
Date of option Outstanding Granted Exercised Lapsed Outstanding
share options scheme at beginning during the during the during the at end of Subscription
Share option holders granted category of the year year year year the year price Exercise period
HK$
Directors (continued)
Mr Camille Jojo 17.3.2017 D 250,000 — (250,000) — — 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Mr Christopher Patrick Langley OBE 17.3.2017 D 150,000 — (20,000) — 130,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Mr Peter David Sullivan 11.9.2015 D 150,000 — — — 150,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 150,000 — — — 150,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Mr Vincent Ting Kau Cheung 14.3.2018 E 50,000 — — — 50,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Mr Johannes-Gerhard Hesse 19.6.2017 E 135,000 — — — 135,000 36.300 19.6.2018 – 18.6.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Mr Robert Hinman Getz 15.5.2020 E — 75,000 — — 75,000 65.250 15.5.2021 – 14.5.2030
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Total for Directors 9,787,500 7,951,000 (2,243,500) — 15,495,000
Employees 17.1.2011 D 20,000 — (20,000) — — 10.436 17.1.2012 – 16.1.2021

23.3.2017 D 200,000 — (100,000) — 100,000 32.150 23.3.2018 – 22.3.2027
19.6.2017 E 350,000 — (250,000) — 100,000 36.300 19.6.2018 – 18.6.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
Total for employees 670,000 — (370,000) — 300,000
Total for all categories 10,457,500 7,951,000 (2,613,500) — 15,795,000
The weighted average closing price of the Company’s shares The weighted average closing prices of the Company’s shares
immediately before the various dates on which the share options were immediately before various dates during 2020 and 2019 on which
granted during 2020 was HK$98.44 (2019: HK$50.15). the share options were exercised were HK$83.11 and HK$55.67
respectively.
The closing price of the Company’s shares immediately before the
various dates on which the share options were granted ranged from The fair value of the share options granted in 2020 measured at
HK$63.80 to HK$107.00 in 2020 (2019: HK$50.15). various dates on which the share options were granted was ranged
from HK$15.26 to HK$24.57 (2019: HK$12.69). The weighted
average fair value of the share options granted in 2020 was HK$22.73
(2019: HK$12.69) per option.

Arrangements to Purchase Shares or Debentures Management Contracts

Other than as disclosed above and for satisfying the awarded shares No contracts concerning the management and administration of
granted under the Company’s share award schemes (details of which the whole or any substantial part of the business of the Group were
are set out in this Annual Report), at no time during the year was entered into or existed during the year.
the Company, or any of its subsidiaries, a party to any arrangements
to enable the directors of the Company to acquire benefits by means Equity-linked Agreements
of the acquisition of shares in, or debentures of, the Company or any Other than as disclosed above and for satisfying the awarded shares
other body corporate and neither the directors or the chief executive, granted under the Company’s share award schemes (details of which
nor any of their spouses or children under the age of 18, had any are set out in this Annual Report), the Group has not entered into any
right to subscribe for the securities of the Company, or had exercised equity-linked agreements during the year.
any such right.
Substantial Shareholders’ Interests
Director’s Interests in Transactions, As at December 31, 2020, the interests and short positions of the
Arrangements and Contracts of Significance following persons, other than directors and chief executive of
No transactions, arrangements and contracts of significance, to which the Company, in the shares, underlying shares and debentures of
the Company, or any of its subsidiaries, was a party and in which the Company which have been disclosed to the Company pursuant
a director or a connected entity of a director of the Company had a to Divisions 2 and 3 of Part XV of the SFO have been recorded in the
material interest, whether directly or indirectly, subsisted at the end of register kept by the Company pursuant to section 336 of the SFO:
the year or at any time during the year.
Directors’ Indemnities
Pursuant to the Company’s Articles of Association, every director of
the Company shall be entitled to be indemnified out of the assets and
profits of the Company against all losses or liabilities (to the fullest
extent permitted by the Companies Ordinance) which he/she may
sustain or incur in or about the execution of the duties of
his/her office. The Company has arranged appropriate directors’ and
officers’ liability insurance coverage for the directors and officers of
the Company.
Approximate aggregate
Name Total interests in shares (L/S/LP)* percentage of interests
Artisan Partners Asset Management Inc.(1) 94,073,945 (L) 5.13%

JPMorgan Chase & Co.(2) 146,684,919 (L) 8.00%
2,877,100 (S) 0.16%
44,214,794 (LP) 2.41%
The Bank of New York Mellon Corporation(3) 109,614,700 (L) 5.98%
32,484,810 (S) 1.77%
72,595,741 (LP) 3.96%
* (L/S/LP) represents (Long position/Short position/Lending pool)

Substantial Shareholders’ Interests (continued)

Notes:
(1) The following is a breakdown of the interest in shares in the Company held
by Artisan Partners Asset Management Inc.:
Total interests in shares
Approximate
Direct Deemed percentage of
Name Remarks interests (L/S/LP)* interests (L/S/LP)* interests
Artisan Partners Asset Management Inc. (1a) — — 94,073,945 (L) 5.13%

Artisan Partners Holdings LP (1b) — — 94,073,945 (L) 5.13%
Artisan Investments GP LLC (1b) — — 94,073,945 (L) 5.13%
Artisan Partners Limited Partnership (1b) 94,073,945 (L) — — 5.13%
Remarks: (2) The following is a breakdown of the interests in shares in the Company held
by JPMorgan Chase & Co.:
(1a) Artisan Partners Asset Management Inc. is listed on The New York
Stock Exchange. The capacity of Artisan Partners Asset Management
Inc. in holding the 94,073,945 shares of long position was as
controlled corporation.
(1b) Artisan Partners Holdings LP, Artisan Investments GP LLC and

Artisan Partners Limited Partnership were all directly or indirectly
owned by Artisan Partners Asset Management Inc. and by virtue of
the SFO, Artisan Partners Asset Management Inc. was deemed to be
interested in the shares held by these subsidiaries.
Approximate
JPMorgan Chase & Co. (2a) — — 146,684,919 (L) 8.00%

— — 2,877,100 (S) 0.16%
— — 44,214,794 (LP) 2.41%
JPMorgan Asset Management (Taiwan) Limited (2b) 465,000 (L) — — 0.03%
J.P. Morgan AG (2b) 3,000 (L) — — 0.00%
J.P. Morgan Securities LLC (2b) 965,038 (L) — — 0.05%
243,000 (S) — — 0.01%
JPMORGAN CHASE BANK, N.A. – LONDON BRANCH (2b) 44,214,794 (L) — — 2.41%
J.P. Morgan Prime Inc. (2b) 2,000 (L) — — 0.00%
2,000 (S) — — 0.00%
JPMORGAN ASSET MANAGEMENT (UK) LIMITED (2b) 4,567,000 (L) — — 0.25%
J.P. Morgan Investment Management Inc. (2b) 70,828,000 (L) — — 3.86%
JPMorgan Asset Management (Japan) Limited (2b) 755,272 (L) — — 0.04%
J.P. Morgan Trust Company of Delaware (2b) 76,340 (L) — — 0.00%

JPMorgan Chase Bank, National Association (2b) 6,705,576 (L) — — 0.37%
JPMorgan Asset Management (Asia Pacific) Limited (2b) 13,149,000 (L) — — 0.72%
J.P. MORGAN SECURITIES PLC (2b) 4,953,899 (L) — — 0.27%
2,632,100 (S) — — 0.14%


Notes: (continued)
Approximate
JPMorgan Asset Management (Asia) Inc. (2b) — — 14,369,272 (L) 0.78%

JPMorgan Asset Management Holdings Inc. (2b) — — 89,764,272 (L) 4.90%
JPMorgan Chase Holdings LLC (2b) — — 90,807,650 (L) 4.96%
— — 245,000 (S) 0.01%
J.P. Morgan International Finance Limited (2b) — — 4,956,899 (L) 0.27%
— — 2,632,100 (S) 0.14%
JPMorgan Chase Bank, National Association (2b) — — 49,171,693 (L) 2.68%
— — 2,632,100 (S) 0.14%
J.P. Morgan Broker-Dealer Holdings Inc. (2b) — — 967,038 (L) 0.05%
— — 245,000 (S) 0.01%
J.P. Morgan Securities LLC (2b) — — 2,000 (L) 0.00%
— — 2,000 (S) 0.00%
JPMORGAN ASSET MANAGEMENT INTERNATIONAL LIMITED (2b) — — 4,567,000 (L) 0.25%
J.P. Morgan Equity Holdings, Inc. (2b) — — 76,340 (L) 0.00%
J.P. MORGAN CAPITAL HOLDINGS LIMITED (2b) — — 4,953,899 (L) 0.27%
— — 2,632,100 (S) 0.14%
Remarks:
(2a) JPMorgan Chase & Co. is listed on New York Stock Exchange. The
capacity of JPMorgan Chase & Co. in holding the 146,684,919
shares of long position, 2,877,100 shares of short position and
44,214,794 shares of lending pool respectively was as controlled
corporation.
(2b) JPMorgan Asset Management (Taiwan) Limited, J.P. Morgan AG,

J.P. Morgan Securities LLC, JPMORGAN CHASE BANK, N.A. –
LONDON BRANCH, J.P. Morgan Prime Inc., JPMORGAN ASSET
MANAGEMENT (UK) LIMITED, J.P. Morgan Investment Management
Inc., JPMorgan Asset Management (Japan) Limited, J.P. Morgan
Trust Company of Delaware, JPMorgan Chase Bank, National
Association, JPMorgan Asset Management (Asia Pacific) Limited,
J.P. MORGAN SECURITIES PLC, JPMorgan Asset Management (Asia)
Inc., JPMorgan Asset Management Holdings Inc., JPMorgan Chase
Holdings LLC, J.P. Morgan International Finance Limited, JPMorgan
Chase Bank, National Association, J.P. Morgan Broker-Dealer
Holdings Inc., J.P. Morgan Securities LLC, JPMORGAN ASSET
MANAGEMENT INTERNATIONAL LIMITED, J.P. Morgan Equity
Holdings, Inc. and J.P. MORGAN CAPITAL HOLDINGS LIMITED
were all directly or indirectly owned by JPMorgan Chase & Co. and
by virtue of the SFO, JPMorgan Chase & Co. was deemed to be
interested in the shares held by these subsidiaries.


Notes: (continued)
(3) The following is a breakdown of the interest in shares in the Company held
by The Bank of New York Mellon Corporation:
Approximate
The Bank of New York Mellon Corporation (3a) — — 109,614,700 (L) 5.98%
— — 32,484,810 (S) 1.77%
— — 72,595,741 (LP) 3.96%
The Bank of New York Mellon (3b) 109,562,340 (L) — — 5.98%
32,484,810 (S) — — 1.77%
BNY Mellon, National Association (3b) 51,395 (L) — — 0.00%
B.N.Y. Holdings (Delaware) Corporation (3b) — — 965 (L) 0.00%
BNY Mellon Trust of Delaware (3b) 965 (L) — — 0.00%
Remarks:
(3a) The Bank of New York Mellon Corporation is listed on New York Environmental, Social and Governance (“ESG”)
Stock Exchange. The capacity of The Bank of New York Mellon
The Company has adopted the latest ESG reporting guidelines issued
Corporation in holding the 109,614,700 shares of long position,
by the Stock Exchange. A report on TTI’s environmental, social and
32,484,810 shares of short position and 72,595,741 shares of
governance commitment can be found on pages 72 to 145.
lending pool respectively was as controlled corporation.
(3b) The Bank of New York Mellon, BNY Mellon, National Association, Sufficiency of Public Float
B.N.Y. Holdings (Delaware) Corporation and BNY Mellon Trust of
The Company has maintained a sufficient public float throughout the
Delaware were all directly or indirectly owned by The Bank of New
year ended December 31, 2020.
York Mellon Corporation and by virtue of the SFO, The Bank of New
York Mellon Corporation was deemed to be interested in the shares
held by these subsidiaries.
Donations
During the year, the Group made charitable and other donations
Save as disclosed above, no other person was interested in or had totalling US$1,463,000.
a short position in the shares, underlying shares and debentures of
the Company which would fall to be disclosed to the Company under Auditor
Divisions 2 and 3 of the Part XV of the SFO as at December 31, 2020. A resolution will be submitted to the Annual General Meeting to
re-appoint Messrs Deloitte Touche Tohmatsu as auditor of
Dividend Policy the Company.
Stable dividend payment to shareholders of the Company is our
primary objective. The Board of Directors of the Company determines
the interim dividend and recommends the final dividend which
requires the approval of shareholders of the Company. In proposing
any dividend payout, the Board of Directors shall take into account,
inter alia, the Group’s operations, earnings, financial condition, cash Horst Julius Pudwill
availability, capital expenditure and future development requirements Chairman
and other factors that may deem relevant at such time. Any payment Hong Kong
of the dividend by the Company is also subject to any restrictions
under the Companies Ordinance and the Company’s Articles of March 3, 2021
Association.

Independent Auditor’s Report
TO THE MEMBERS OF TECHTRONIC INDUSTRIES COMPANY LIMITED

創科實業有限公司
(incorporated in Hong Kong with limited liability)
Opinion
We have audited the consolidated financial statements of Techtronic Industries Company Limited (the “Company”) and its subsidiaries
(collectively referred to as the “Group”) set out on pages 159 to 246, which comprise the consolidated statement of financial position as
at December 31, 2020, and the consolidated statement of profit or loss and other comprehensive income, consolidated statement of changes
in equity and consolidated statement of cash flows for the year then ended, and notes to the consolidated financial statements, including a
summary of significant accounting policies.
In our opinion, the consolidated financial statements give a true and fair view of the consolidated financial position of the Group as at
December 31, 2020, and of its consolidated financial performance and its consolidated cash flows for the year then ended in accordance with
Hong Kong Financial Reporting Standards (“HKFRSs”) issued by the Hong Kong Institute of Certified Public Accountants (“HKICPA”) and have
been properly prepared in compliance with the Hong Kong Companies Ordinance.
Basis for Opinion

We conducted our audit in accordance with Hong Kong Standards on Auditing (“HKSAs”) issued by the HKICPA. Our responsibilities under
those standards are further described in the Auditor’s Responsibilities for the Audit of the Consolidated Financial Statements section of our
report. We are independent of the Group in accordance with the HKICPA’s Code of Ethics for Professional Accountants (“the Code”), and we
have fulfilled our other ethical responsibilities in accordance with the Code. We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our opinion.

Key Audit Matters

Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the consolidated financial
statements of the current year. These matters were addressed in the context of our audit of the consolidated financial statements as a whole,
and in forming our opinion thereon, and we do not provide a separate opinion on these matters.
Key Audit Matter How our Audit Addressed the Key Audit Matter
Capitalization of Deferred Development Costs
We identified the capitalization of costs as internally-generated Our procedures in relation to capitalization of deferred development
intangible assets as a key audit matter which requires estimations costs included:
and assumptions about the expected future economic benefits to
• Obtaining an understanding of management’s process
be generated by the products resulting from these development
and relevant controls over the capitalization of deferred
activities. The Group conducts a significant level of development
development costs;
activities and has to apply judgement in identifying those projects
meeting the criteria for capitalization under the requirements of • Evaluating the nature of development expenses incurred that
the accounting standards, and the expected life of the products. are capitalized into intangible assets;
• Assessing the reasonableness of the capitalization based on
As disclosed in Note 19 to the consolidated financial statements,
our knowledge of the Group’s business strategy, historical track
as at December 31, 2020 the carrying value of deferred development
record and sales forecasts prepared by management; and
costs was US$394 million with the additions and amortization charge
during the year being US$146 million and US$102 million respectively. • Evaluating the appropriateness of expenses capitalized, on
a sample basis, by agreeing the cost incurred to external
invoices and internal records.
Recognition of income and deferred tax

We identified the recognition of income and deferred tax as a key Our procedures in relation to management’s assessment about the
audit matter as the Group operates in a complex multinational tax recognition of income and deferred tax included:
environment, in which the tax amounts, including provisions
• Obtaining an understanding of management’s process and
for potential tax exposures, and the realizability of the deferred tax
relevant controls regarding the tax exposures and estimating
assets, which depends on whether sufficient taxable profits or taxable
the provision for income tax and deferred tax assets to be
temporary differences will be available in the future, are associated
recognized;
with a high degree of estimates and judgement.
• Understanding and evaluating management’s estimates and
As disclosed in Note 10 and Note 41 to the consolidated financial judgements by considering the status of current tax authority
statements, as at December 31, 2020, the Group has recognized inquiries, judgmental positions taken in the tax returns, the
US$60 million of income tax expense in the consolidated statement outcome of previous inquiries and current estimates and
of profit or loss and other comprehensive income and US$75 million developments in the tax environment;
deferred tax assets in the consolidated statement of financial position,
• Using our tax specialists to evaluate and challenge the
respectively.
adequacy of management’s key assumptions and read the
latest correspondence with the tax authorities to assess
management’s estimates; and
• Evaluating management’s assessment of the sufficiency of
future taxable profits supporting the recognition of deferred
tax assets.

Other Information
The directors of the Company are responsible for the other information. The other information comprises the information included in the annual
report, but does not include the consolidated financial statements and our auditor’s report thereon.
Our opinion on the consolidated financial statements does not cover the other information and we do not express any form of assurance
conclusion thereon.
In connection with our audit of the consolidated financial statements, our responsibility is to read the other information and, in doing so, consider
whether the other information is materially inconsistent with the consolidated financial statements or our knowledge obtained in the audit or
otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this
other information, we are required to report that fact. We have nothing to report in this regard.
Responsibilities of Directors and Those Charged with Governance for the Consolidated
Financial Statements
The directors of the Company are responsible for the preparation of the consolidated financial statements that give a true and fair view in
accordance with HKFRSs issued by the HKICPA and the Hong Kong Companies Ordinance, and for such internal control as the directors
determine is necessary to enable the preparation of consolidated financial statements that are free from material misstatement, whether due to
fraud or error.
In preparing the consolidated financial statements, the directors are responsible for assessing the Group’s ability to continue as a going concern,
disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to
liquidate the Group or to cease operations, or have no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the Group’s financial reporting process.
Auditor’s Responsibilities for the Audit of the Consolidated Financial Statements

Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material
misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion solely to you, as a body, in accordance
with section 405 of the Hong Kong Companies Ordinance, and for no other purpose. We do not assume responsibility towards or accept liability
to any other person for the contents of this report. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit
conducted in accordance with HKSAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and
are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken
on the basis of these consolidated financial statements.
As part of an audit in accordance with HKSAs, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:
• Identify and assess the risks of material misstatement of the consolidated financial statements, whether due to fraud or error, design and
perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our
opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may
involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the
circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s internal control.
• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by
the directors.
• Conclude on the appropriateness of the directors’ use of the going concern basis of accounting and, based on the audit evidence obtained,
whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group’s ability to continue as
a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related
disclosures in the consolidated financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are
based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group to
cease to continue as a going concern.
• Evaluate the overall presentation, structure and content of the consolidated financial statements, including the disclosures, and whether the
consolidated financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
• Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to
express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the
group audit. We remain solely responsible for our audit opinion.

Auditor’s Responsibilities for the Audit of the Consolidated Financial Statements (continued)
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant
audit findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding
independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence,
and where applicable, actions taken to eliminate threats or safeguards applied.
From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit
of the consolidated financial statements of the current year and are therefore the key audit matters. We describe these matters in our auditor’s
report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a
matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the
public interest benefits of such communication.
The engagement partner on the audit resulting in the independent auditor’s report is Mr. Stephen David Smart.
Deloitte Touche Tohmatsu

Certified Public Accountants
Hong Kong
March 3, 2021

Consolidated Statement of Profit or Loss and

Other Comprehensive Income
2020 2019
Notes US$’000 US$’000
Revenue 6 9,811,941 7,666,721

Cost of sales (6,058,859) (4,774,065)
Gross profit 3,753,082 2,892,656

Other income 7 11,164 10,542
Interest income 8 36,787 40,215
Selling, distribution and advertising expenses (1,573,048) (1,195,138)
Administrative expenses (1,006,327) (804,989)
Research and development costs (316,614) (229,796)
Finance costs 9 (44,222) (52,323)
Profit before share of results of associates and taxation 860,822 661,167

Share of results of associates 432 119
Profit before taxation 861,254 661,286

Taxation charge 10 (60,258) (46,290)
Profit for the year 11 800,996 614,996
Other comprehensive (loss) income:

Item that will not be reclassified subsequently to profit or loss, net of related income tax:
Remeasurement of defined benefit obligations (6,718) (8,361)
Items that may be reclassified subsequently to profit or loss, net of related income tax:
Fair value loss on foreign currency forward contracts and
cross-currency interest rate swaps in hedge accounting (90,897) (10,856)
Exchange differences on translation of foreign operations 63,537 (8,071)
Other comprehensive loss for the year (34,078) (27,288)
Total comprehensive income for the year 766,918 587,708
Profit for the year attributable to:

Owners of the Company 800,760 614,900
Non-controlling interests 236 96
800,996 614,996
Total comprehensive income attributable to:

Owners of the Company 766,682 587,612
Non-controlling interests 236 96
766,918 587,708
Earnings per share (US cents) 15

Basic 43.80 33.67
Diluted 43.63 33.55

Consolidated Statement of Financial Position

As at December 31, 2020
2020 2019
Non-current assets
Property, plant and equipment 16 1,332,960 1,086,559
Right of use assets 17 383,718 247,144
Goodwill 18 578,461 580,866
Intangible assets 19 663,674 666,705
Interests in associates 21 2,021 3,243
Financial assets at fair value through profit or loss 22 6,535 5,796
Derivative financial instruments 28 8,494 8,929
Deferred tax assets 41 74,501 74,947
3,050,364 2,674,189
Current assets
Inventories 23 3,223,748 2,112,931
Right to returned goods asset 24 9,266 15,342
Trade and other receivables 25 1,367,286 1,228,573
Deposits and prepayments 139,677 169,076
Bills receivable 26 7,660 6,076
Tax recoverable 27,181 23,887
Trade receivables from associates 27 4,240 6,494
Financial assets at fair value through profit or loss 22 17,763 24,597
Bank balances, deposits and cash 29 1,533,876 1,411,821
6,340,038 5,023,862
Current liabilities
Trade and other payables 30 3,247,808 2,177,417
Bills payable 31 61,791 46,170
Warranty provision 32 156,671 115,210
Tax payable 32,336 19,596
Lease liabilities 33 73,331 63,878
Discounted bills with recourse 34 1,436 9,089
Unsecured borrowings – due within one year 37 385,214 732,380
Refund liabilities from right of return 24 26,713 36,474
4,081,435 3,217,707
Net current assets 2,258,603 1,806,155
Total assets less current liabilities 5,308,967 4,480,344

Consolidated Statement of Financial Position
2020 2019
Capital and Reserves

Share capital 38 673,141 662,379
Reserves 3,229,864 2,732,266
Equity attributable to Owners of the Company 3,903,005 3,394,645

Non-controlling interests (98) (334)
Total equity 3,902,907 3,394,311
Non-current Liabilities
Lease liabilities 33 301,076 174,490
Unsecured borrowings – due after one year 37 940,220 754,628
Retirement benefit obligations 40 92,318 107,967
Other payables 30 58,524 35,494
Deferred tax liabilities 41 13,922 13,454
1,406,060 1,086,033
Total equity and non-current liabilities 5,308,967 4,480,344
The consolidated financial statements on pages 159 to 246 were approved and authorized for issue by the Board of Directors on March 3, 2021
and are signed on its behalf by:
Chi Chung Chan Stephan Horst Pudwill

Group Executive Director Vice Chairman

Consolidated Statement of Changes in Equity

Attributable
to non-
controlling
Attributable to Owners of the Company interests
Defined
Shares Employee benefit
held for share-based obligations Share of
share award Translation compensation remeasurement Hedging Retained net assets of
Share capital scheme reserve reserve reserve reserve profits Total subsidiaries Total
US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
At January 1, 2019 654,991 (25,115) (143,231) 11,032 (20,532) 21,448 2,540,425 3,039,018 (430) 3,038,588
Profit for the year — — — — — — 614,900 614,900 96 614,996
Remeasurement of defined benefit obligations — — — — (9,076) — — (9,076) — (9,076)
cross-currency interest rate swaps in hedge accounting — — — — — (12,106) — (12,106) — (12,106)
Deferred tax asset on remeasurement of defined benefit
obligations — — — — 715 — — 715 — 715
Deferred tax liability on hedging reserve — — — — — 1,250 — 1,250 — 1,250
Exchange differences on translation of foreign operations — — (8,071) — — — — (8,071) — (8,071)
Other comprehensive loss for the year — — (8,071) — (8,361) (10,856) — (27,288) — (27,288)
Total comprehensive (loss) income for the year — — (8,071) — (8,361) (10,856) 614,900 587,612 96 587,708
Shares issued on exercise of options 7,388 — — (1,450) — — — 5,938 — 5,938
Repurchase and cancellation of shares — — — — — — (12,644) (12,644) — (12,644)
Vesting of awarded shares — 1,765 — (1,765) — — — — — —
Shares for share award scheme — (8,477) — — — — — (8,477) — (8,477)
Recognition of share-based payments — — — 6,792 — — — 6,792 — 6,792
Lapse of share options — — — (10) — — 10 — — —
Final dividend – 2018 — — — — — — (117,621) (117,621) — (117,621)
Interim dividend – 2019 — — — — — — (105,973) (105,973) — (105,973)
At December 31, 2019 662,379 (31,827) (151,302) 14,599 (28,893) 10,592 2,919,097 3,394,645 (334) 3,394,311
Profit for the year — — — — — — 800,760 800,760 236 800,996
Remeasurement of defined benefit obligations — — — — (3,213) — — (3,213) — (3,213)
cross-currency interest rate swaps in hedge accounting — — — — — (91,219) — (91,219) — (91,219)
Termination of a defined benefit plan — — — — 15,991 — (15,991) — — —
Deferred tax asset on remeasurement of defined benefit
obligations — — — — (80) — — (80) — (80)
Release of deferred tax upon termination of a defined
benefit plan — — — — (3,425) — — (3,425) — (3,425)
Deferred tax liability on hedging reserve — — — — — 322 — 322 — 322
Exchange differences on translation of foreign operations — — 63,537 — — — — 63,537 — 63,537
Other comprehensive income (loss) for the year — — 63,537 — 9,273 (90,897) (15,991) (34,078) — (34,078)
Total comprehensive income (loss) for the year — — 63,537 — 9,273 (90,897) 784,769 766,682 236 766,918
Shares issued on exercise of options 10,762 — — (2,168) — — — 8,594 — 8,594
Vesting of awarded shares — 12,798 — (12,798) — — — — — —
Shares for share award scheme — (23,057) — — — — — (23,057) — (23,057)
Recognition of share-based payments — — — 17,778 — — — 17,778 — 17,778
Final dividend – 2019 — — — — — — (136,688) (136,688) — (136,688)
Interim dividend – 2020 — — — — — — (124,949) (124,949) — (124,949)
At December 31, 2020 673,141 (42,086) (87,765) 17,411 (19,620) (80,305) 3,442,229 3,903,005 (98) 3,902,907

Consolidated Statement of Cash Flows

2020 2019
US$’000 US$’000
Operating Activities
Adjustments for:
Amortization/write-off of intangible assets 161,217 113,101
Depreciation of right of use assets 77,038 67,719
Depreciation on property, plant and equipment 165,893 144,663
Share-based payments expense 17,778 6,792
Fair value loss on foreign currency forward contracts and cross-currency interest rate swaps 3,750 13,432
Fair value loss on listed equity securities 8,061 8,231
Fair value gain on club membership debentures — (145)
Fair value loss on acquisition right of certain property, plant and equipment 435 512
Finance costs 44,222 52,323
Gain on early termination of leases (31) (3,500)
Goodwill written off 3,861 —
Impairment loss on trade receivables under expected credit loss model 22,489 1,321
Interest income (36,787) (40,215)
Loss on disposal of property, plant and equipment 62,436 6,330
Share of results of associates (432) (119)
Write down of inventories 32,139 34,455
Operating cash flows before movements in working capital 1,423,323 1,066,186

Increase in inventories (1,117,840) (383,721)
Increase in trade and other receivables, deposits and prepayments (120,690) (147,290)
Decrease (increase) in right to returned goods assets 6,076 (1,337)
Increase in bills receivable (1,584) (1,019)
Decrease (increase) in trade receivables from associates 3,908 (3,701)
Increase in trade and other payables 1,098,206 257,994
(Decrease) increase in refund liabilities from right of return (9,761) 3,207
Increase in bills payable 15,621 5,006
Increase in warranty provision 37,673 9,900
(Decrease) increase in retirement benefit obligations (54,356) 14,411
Net payment for purchase of shares for share award scheme (23,057) (8,477)
Cash generated from operations 1,257,519 811,159
Interest paid (44,222) (52,323)

Hong Kong Profits Tax paid (6,413) (3,568)
Overseas tax paid (53,757) (35,072)
Hong Kong Profits Tax refunded 102 965
Overseas tax refunded 5,836 3,112
Net Cash from Operating Activities 1,159,065 724,273

Consolidated Statement of Cash Flows
2020 2019
US$’000 US$’000
Investing Activities
Additions to intangible assets (158,186) (158,971)
Interest received 36,787 40,215
(Payment for) proceeds from early termination of leases (38) 25
Proceeds from disposal of property, plant and equipment 2,078 7,154
Purchase of club membership debenture (752) —
Purchase of listed equity securities (1,227) —
Purchase of property, plant and equipment (458,928) (456,608)
Purchase of unlisted equity securities — (301)
Net Cash used in Investing Activities (580,266) (568,486)
Financing Activities
Decrease in discounted bills with recourse (7,653) (234,271)
Dividends paid (261,637) (223,594)
New bank loans obtained 3,693,536 4,041,720
Proceeds from issue of shares 8,594 5,938
Repayment of bank loans (3,855,110) (3,350,154)
Repayment of lease liabilities (75,823) (64,230)
Payment on repurchase and cancellation of shares — (12,644)
Net Cash (used in) from Financing Activities (498,093) 162,765
Net Increase in Cash and Cash Equivalents 80,706 318,552
Cash and Cash Equivalents at Beginning of the Year 1,411,821 1,103,880

Effect of Foreign Exchange Rate Changes 41,349 (10,611)
Cash and Cash Equivalents at End of the Year 1,533,876 1,411,821
Analysis of the Balances of Cash and Cash Equivalents

Represented by:
Bank balances, deposits and cash 1,533,876 1,411,821
1,533,876 1,411,821

Notes to the Consolidated Financial Statements

1. General Information
Techtronic Industries Company Limited (the “Company”) is a public limited company incorporated in Hong Kong and its shares are listed
on The Stock Exchange of Hong Kong Limited (the “Stock Exchange”). The address of the registered office and principal place of business
of the Company is 29/F, Tower 2, Kowloon Commerce Centre, 51 Kwai Cheong Road, Kwai Chung, New Territories, Hong Kong.
The principal activities of the Company and its subsidiaries (the “Group”) are the manufacturing and trading of electrical and electronic
products.
The consolidated financial statements are presented in United States dollars (“US$”), which is also the functional currency of the
Company.
2. Application of Amendments to Hong Kong Financial Reporting Standards (“HKFRSs”)

Amendments to HKFRSs that are mandatorily effective for the current year
In the current year, the Group has applied the Amendments to References to the Conceptual Framework in HKFRS Standards and the
following amendments to HKFRSs issued by the Hong Kong Institute of Certified Public Accountants (“HKICPA”) for the first time, which
are mandatorily effective for the annual period beginning on or after January 1, 2020 for the preparation of the consolidated financial
statements:
Amendments to HKAS 1 and HKAS 8 Definition of Material

Amendments to HKFRS 3 Definition of a Business
Amendments to HKFRS 9, HKAS 39 and HKFRS 7 Interest Rate Benchmark Reform
Except as described below, the application of the Amendments to References to the Conceptual Framework in HKFRS Standards and the
amendments to HKFRSs in the current year had no material impact on the Group’s financial position and performance for the current and
prior years and/or on the disclosures set out in these consolidated financial statements.
Impact on application of Amendments to HKAS 1 and HKAS 8 Definition of Material

The Group has applied the Amendments to HKAS 1 and HKAS 8 for the first time in the current year. The amendments provide a new
definition of material that states “information is material if omitting, misstating or obscuring it could reasonably be expected to influence
decisions that the primary users of general purpose financial statements make on the basis of those financial statements, which provide
financial information about a specific reporting entity.” The amendments also clarify that materiality depends on the nature or magnitude
of information, either individually or in combination with other information, in the context of the financial statements taken as a whole.
The application of the amendments in the current year had no impact on the consolidated financial statements.
Impacts on application of Amendments to HKFRS 9, HKAS 39 and HKFRS 7 Interest Rate Benchmark Reform
The Group has applied the amendments for the first time in the current year. The amendments modify specific hedge accounting
requirements to allow hedge accounting to continue for affected hedges during the period of uncertainty before the hedged items or
hedging instruments affected by the current interest rate benchmarks are amended as a result of the on-going interest rate benchmark
reform. The amendments are relevant to the Group given that it applies hedge accounting to its benchmark interest rate exposures.
The amendments also introduce new disclosure requirements to IFRS 7 for hedging relationships that are subject to the exceptions
introduced by the amendments to IFRS 9.
The Group has floating rate debt, linked to London Interbank Offered Rate (“LIBOR”), which it cash flow hedges using cross-currency
interest rate swaps. The amendments permit continuation of hedge accounting even though there is uncertainty about the timing and
amount of the hedged cash flows due to the interest rate benchmark reforms.
The Group retained the cumulative gain or loss in the cash flow hedge reserve for designated cash flow hedges that are subject to interest
rate benchmark reforms even though there is uncertainty arising from the interest rate benchmark reform with respect to the timing and
amount of the cash flows of the hedged items. Should the Group consider the hedged future cash flows are no longer expected to occur
due to reasons other than interest rate benchmark reform, the cumulative gain or loss will be immediately reclassified to profit or loss.
The application of the amendments has no impact on the Group’s consolidated financial statements.

2. Application of Amendments to Hong Kong Financial Reporting Standards (“HKFRSs”) (continued)
New and amendments to HKFRSs in issue but not yet effective

The Group has not early applied the following new and amendments to HKFRSs that have been issued but are not yet effective:
HKFRS 17 Insurance Contracts and the related Amendments1

Amendments to HKFRS 16 Covid-19-Related Rent Concessions4
Amendments to HKFRS 3 Reference to the Conceptual Framework2
Amendments to HKFRS 9, HKAS 39 and HKFRS 7, Interest Rate Benchmark Reform – Phase 25
HKFRS 4 and HKFRS 16
Amendments to HKFRS 10 and HKAS 28 Sale or Contribution of Assets between an Investor and
its Associate or Joint Venture3
Amendments to HKAS 1 Classification of Liabilities as Current or Non-current and
related amendments to Hong Kong Interpretation 5 (2020)1
Amendments to HKAS 16 Property, Plant and Equipment – Proceeds before Intended Use2
Amendments to HKAS 37 Onerous Contracts – Cost of Fulfilling a Contract2
Amendments to HKFRSs Annual Improvements to HKFRSs 2018-20202
1
Effective for annual periods beginning on or after January 1, 2023.
2
3
Effective for annual periods beginning on or after a date to be determined.
4
Effective for annual periods beginning on or after June 1, 2020.
5
Except for the amendments to HKFRSs mentioned below, the directors of the Company anticipate that the application of all other new and
amendments to HKFRSs will have no material impact on the consolidated financial statements in the foreseeable future.
Amendments to HKFRS 9, HKAS 39 and HKFRS 7, HKFRS 4 and HKFRS 16 Interest Rate
Benchmark Reform – Phase 2
Amendments to HKFRS 9, HKAS 39, HKFRS 7, HKFRS 4 and HKFRS 16 Interest Rate Benchmark Reform – Phase 2 relate to
the modification of financial assets, financial liabilities and lease liabilities, specific hedge accounting requirements and disclosure
requirements applying HKFRS 7 Financial Instruments: Disclosures to accompany the amendments regarding modifications and hedge
accounting.
• Modification of financial assets, financial liabilities and lease liabilities. A practical expedient is introduced for modifications
required by the reform (modifications required as a direct consequence of the interest rate benchmark reform and made on an
economically equivalent basis). These modifications are accounted for by updating the effective interest rate. All other modifications
are accounted for using the current HKFRSs requirements. A similar practical expedient is proposed for lessee accounting applying
HKFRS 16;
• Hedge accounting requirements. Under the amendments, hedge accounting is not discontinued solely because of the interest
rate benchmark reform. Hedging relationships (and related documentation) are required to be amended to reflect modifications to
the hedged item, hedging instrument and hedged risk. Amended hedging relationships should meet all qualifying criteria to apply
hedge accounting, including effectiveness requirements; and
• Disclosures. The amendments require disclosures in order to allow users to understand the nature and extent of risks arising from
the interest rate benchmark reform to which the Group is exposed to and how the entity manages those risks as well as the entity’s
progress in transitioning from interbank offered rates to alternative benchmark rates, and how the entity is managing this transition.
As at December 31, 2020, the Group had several LIBOR bank loans which will be subject to the interest rate benchmark reform. The
Group expects no significant gains or losses should the interest rate benchmark for these loans change and the Group is in the process of
assessing the impact of the application which may have a potential impact on the hedge accounting and related disclosures made in the
consolidated financial statements of the Group resulting from the reform on application of the amendments.

2. Application of Amendments to Hong Kong Financial Reporting Standards (“HKFRSs”) (continued)
Amendments to HKAS 1 Classification of Liabilities as Current or Non-current and related

amendments to Hong Kong Interpretation 5 (2020)
The amendments provide clarification and additional guidance on the assessment of right to defer settlement for at least twelve months
from reporting date for classification of liabilities as current or non-current, which:
• specify that the classification of liabilities as current or non-current should be based on rights that are in existence at the end of the
reporting period. Specifically, the amendments clarify that:
(i) the classification should not be affected by management intentions or expectations to settle the liability within 12 months; and
(ii) if the right is conditional on the compliance with covenants, the right exists if the conditions are met at the end of the
reporting period, even if the lender does not test compliance until a later date.
• clarify that if a liability has terms that could, at the option of the counterparty, result in its settlement by the transfer of the entity’s
own equity instruments, these terms do not affect its classification as current or non-current only if the entity recognizes the option
separately as an equity instrument applying HKAS 32 Financial Instruments: Presentation .
In addition, Hong Kong Interpretation 5 was revised as a consequence of the Amendments to HKAS 1 to align the corresponding wordings
with no change in conclusion.
Based on the Group’s outstanding liabilities as at December 31, 2020, the application of the amendments will not result in a
reclassification of the Group’s liabilities.
3. Basis of Preparation of Consolidated Financial Statements and Significant Accounting Policies

Basis of Preparation of Consolidated Financial Statements
The consolidated financial statements have been prepared in accordance with HKFRSs issued by the HKICPA. For the purpose of
preparation of the consolidated financial statements, information is considered material if such information is reasonably expected to
influence decisions made by primary users. In addition, the consolidated financial statements include applicable disclosures required by
the Rules Governing the Listing of Securities on the Stock Exchange (the “Listing Rules”) and by the Hong Kong Companies Ordinance
(“CO”).
The directors of the Company have, at the time of approving the consolidated financial statements, a reasonable expectation that the
Group has adequate resources to continue in operational existence for the foreseeable future. Thus they continue to adopt the going
concern basis of accounting in preparing the consolidated financial statements.
The consolidated financial statements have been prepared on the historical cost basis except for certain financial instruments, which are
measured at fair value at the end of each reporting period, as explained in the accounting policies set out below.
Historical cost is generally based on the fair value of the consideration given in exchange for goods.
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market
participants at the measurement date, regardless of whether that price is directly observable or estimated using another valuation
technique. In estimating the fair value of an asset or a liability, the Group takes into account the characteristics of the asset or liability if
market participants would take those characteristics into account when pricing the asset or liability at the measurement date. Fair value
for measurement and/or disclosure purposes in these consolidated financial statements is determined on such a basis, except for share-
based payment transactions that are within the scope of HKFRS 2 Share-based Payment , leasing transactions that are accounted for
in accordance with HKFRS 16 Leases and measurements that have some similarities to fair value but are not fair value, such as net
realizable value in HKAS 2 Inventories or value in use in HKAS 36 Impairment of Assets .

3. Basis of Preparation of Consolidated Financial Statements and Significant Accounting Policies (continued)
Basis of Preparation of Consolidated Financial Statements (continued)
In addition, for financial reporting purposes, fair value measurements are categorized into Level 1, 2 or 3 based on the degree to which
the inputs to the fair value measurements are observable and the significance of the inputs to the fair value measurement in its entirety,
which are described as follows:
• Level 1 inputs are quoted prices (unadjusted) in active markets for identical assets or liabilities that the entity can access at the
measurement date;
• Level 2 inputs are inputs, other than quoted prices included within Level 1, that are observable for the asset or liability, either
directly or indirectly; and
• Level 3 inputs are unobservable inputs for the asset or liability.
Significant Accounting Policies

Basis of Consolidation
The consolidated financial statements incorporate the financial statements of the Company and entities controlled by the Company and its
subsidiaries. Control is achieved when the Company:
• has the power over the investee;

• is exposed, or has rights, to variable returns from its involvement with the investee; and
• has the ability to use its power to affect its returns.
The Group reassesses whether or not it controls an investee if facts and circumstances indicate that there are changes to one or more of
the three elements of control listed above.
Consolidation of a subsidiary begins when the Group obtains control over the subsidiary and ceases when the Group loses control of the
subsidiary. Specifically, income and expenses of a subsidiary acquired or disposed of during the year are included in the consolidated
statement of profit or loss and other comprehensive income from the date the Group gains control until the date when the Group ceases to
control the subsidiary.
Profit or loss and each item of other comprehensive income are attributed to the owners of the Company and to the non-controlling
interests. Total comprehensive income of subsidiaries is attributed to the owners of the Company and to the non-controlling interests even
if this results in the non-controlling interests having a deficit balance.
When necessary, adjustments are made to the financial statements of subsidiaries to bring their accounting policies in line with the
Group’s accounting policies.
All intragroup assets and liabilities, equity, income, expenses and cash flows relating to transactions between members of the Group are
eliminated in full on consolidation.
Non-controlling interests in subsidiaries are presented separately from the Group’s equity therein, which represent present ownership
interests entitling their holders to a proportionate share of net assets of the relevant subsidiaries upon liquidation.

Significant Accounting Policies (continued)
Basis of Consolidation (continued)
Business Combinations or Asset Acquisitions
Optional concentration test
Effective from January 1, 2020, the Group can elect to apply an optional concentration test, on a transaction-by-transaction basis, that
permits a simplified assessment of whether an acquired set of activities and assets is not a business. The concentration test is met if
substantially all of the fair value of the gross assets acquired is concentrated in a single identifiable asset or group of similar identifiable
assets. The gross assets under assessment exclude cash and cash equivalents, deferred tax assets, and goodwill resulting from the effects
of deferred tax liabilities. If the concentration test is met, the set of activities and assets is determined not to be a business and no further
assessment is needed.
Asset acquisitions
When the Group acquires a group of assets and liabilities that do not constitute a business, the Group identifies and recognizes the
individual identifiable assets acquired and liabilities assumed by allocating the purchase price first to financial assets/financial liabilities at
the respective fair values, the remaining balance of the purchase price is then allocated to the other identifiable assets and liabilities on
the basis of their relative fair values at the date of purchase. Such a transaction does not give rise to goodwill or bargain purchase gain.
Business Combinations
Acquisitions of businesses are accounted for using the acquisition method. The consideration transferred in a business combination is
measured at fair value, which is calculated as the sum of the acquisition-date fair values of the assets transferred by the Group, liabilities
incurred by the Group to the former owners of the acquiree and the equity interests issued by the Group in exchange for control of the
acquiree. Acquisition-related costs are generally recognized in profit or loss as incurred.
Except for certain recognition exemptions, the identifiable assets acquired and liabilities assumed must meet the definitions of an asset
and a liability in the Framework for the Preparation and Presentation of Financial Statements (replaced by the Conceptual Framework for
Financial Reporting issued in October 2010).
At the acquisition date, the identifiable assets acquired and the liabilities assumed are recognized at their fair value, except that:
• deferred tax assets or liabilities, and assets or liabilities related to employee benefit arrangements are recognized and measured in
accordance with HKAS 12 Income Taxes and HKAS 19 Employee Benefits respectively;
• liabilities or equity instruments related to share-based payment arrangements of the acquiree or share-based payment arrangements
of the Group entered into to replace share-based payment arrangements of the acquiree are measured in accordance with HKFRS
2 at the acquisition date (see the accounting policy below);
• assets (or disposal groups) that are classified as held for sale in accordance with HKFRS 5 Non-current Assets Held for Sale and
Discontinued Operations are measured in accordance with that standard; and
• lease liabilities are recognized and measured at the present value of the remaining lease payments (as defined in HKFRS 16) as if
the acquired leases were new leases at the acquisition date, except for leases for which (a) the lease term ends within 12 months of
the acquisition date; or (b) the underlying asset is of low value. Right of use assets (“ROU assets”) are recognized and measured at
the same amount as the relevant lease liabilities, adjusted to reflect favourable or unfavourable terms of the lease when compared
with market terms.
Goodwill is measured as the excess of the sum of the consideration transferred, the amount of any non-controlling interests in the
acquiree, and the fair value of the acquirer’s previously held equity interest in the acquiree (if any) over the net of the acquisition-date
amounts of the identifiable assets acquired and the liabilities assumed. If, after re-assessment, the net of the acquisition-date amounts
of the identifiable assets acquired and liabilities assumed exceeds the sum of the consideration transferred, the amount of any non-
controlling interests in the acquiree and the fair value of the acquirer’s previously held interest in the acquiree (if any), the excess is
recognized immediately in profit or loss as a bargain purchase gain.

Business Combinations or Asset Acquisitions (continued)
Business Combinations (continued)
Non-controlling interests that are present ownership interests and entitle their holders to a proportionate share of the relevant subsidiary’s
net assets in the event of liquidation may be initially measured either at fair value or at the non-controlling interests’ proportionate share
of the recognized amounts of the acquiree’s identifiable net assets or at fair value. The choice of measurement basis is made on a
transaction-by-transaction basis.
When the consideration transferred by the Group in a business combination includes a contingent consideration arrangement, the
contingent consideration is measured at its acquisition-date fair value and considered as part of the consideration transferred in a business
combination. Changes in the fair value of the contingent consideration that qualify as measurement period adjustments are adjusted
retrospectively. Measurement period adjustments are adjustments that arise from additional information obtained during the “measurement
period” (which cannot exceed one year from the acquisition date) about facts and circumstances that existed at the acquisition date.
The subsequent accounting for the contingent consideration that do not qualify as measurement period adjustments depends on how
the contingent consideration is classified. Contingent consideration that is classified as equity is not remeasured at subsequent reporting
dates and its subsequent settlement is accounted for within equity. Contingent consideration that is classified as an asset or a liability is
remeasured to fair value at subsequent reporting dates with the corresponding gain or loss being recognized in profit or loss.
Goodwill
Goodwill arising on an acquisition of a business is carried at cost as established at the date of acquisition of the business (see the
accounting policy above) less any accumulated impairment losses, if any.
For the purposes of impairment testing, goodwill is allocated to each of the Group’s cash-generating units (or groups of cash-generating
units) that is expected to benefit from the synergies of the combination, which represent the lowest level at which the goodwill is monitored
for internal management purposes and not larger than an operating segment.
A cash-generating unit (or groups of cash-generating units) to which goodwill has been allocated is tested for impairment annually or more
frequently when there is indication that the unit may be impaired. For goodwill arising on an acquisition in a reporting period, the cash-
generating unit (or groups of cash-generating units) to which goodwill has been allocated is tested for impairment before the end of that
reporting period.
If the recoverable amount of the cash-generating unit is less than the carrying amount of the cash-generating unit, the impairment loss
is allocated first to reduce the carrying amount of any goodwill allocated to the unit and then to the other assets of the unit on a pro-rata
based on the carrying amount of each asset in the unit (or groups of cash-generating units). Any impairment loss for goodwill is recognized
directly in profit or loss in the consolidated statement of profit or loss and other comprehensive income. An impairment loss recognized for
goodwill is not reversed in subsequent periods.
On disposal of the relevant cash-generating unit or any of the cash-generating unit within the group of cash-generating units, the
attributable amount of goodwill is included in the determination of the amount of profit or loss on disposal. When the Group disposes of
an operation within the cash-generating unit (or a cash-generating unit within a group of cash-generating units), the amount of goodwill
disposed of is measured on the basis of the relative values of the operation (or the cash-generating unit) disposed of and the portion of the
cash-generating unit (or the group of cash-generating units) retained.
The Group’s policy for goodwill arising on the acquisition of associates is disclosed below.

Business Combinations or Asset Acquisitions (continued)
Interests in Associates
An associate is an entity over which the Group has significant influence. Significant influence is the power to participate in the financial
and operating policy decisions of the investee but is not control or joint control over those policies.
The results and assets and liabilities of associates are incorporated in these consolidated financial statements using the equity method of
accounting. Under the equity method, investments in associates are initially recognized in the consolidated statement of financial position
at cost and adjusted thereafter to recognize the Group’s share of profit or loss and other comprehensive income of the associates. Changes
in net assets of the associate other than profit or loss and other comprehensive income are not accounted for unless such changes
resulted in changes in ownership interest held by the Group. When the Group’s share of loss of an associate exceeds the Group’s interest
in that associate (which includes any long-term interests that, in substance, form part of the Group’s net investment in the associate), the
Group discontinues recognizing its share of further losses. Additional losses are recognized only to the extent that the Group has incurred
legal or constructive obligations or made payments on behalf of that associate.
An investment in an associate is accounted for using the equity method from the date on which the investee becomes an associate. On
acquisition of the investment in an associate, any excess of the cost of the investment over the Group’s share of the net fair value of the
identifiable assets and liabilities of the investee is recognized as goodwill, which is included within the carrying amount of the investment.
Any excess of the Group’s share of the net fair value of the identifiable assets and liabilities over the cost of the investment, after
reassessment, is recognized immediately in profit or loss in the period in which the investment is acquired.
The Group assesses whether there is an objective evidence that the interest in an associate may be impaired. When any objective
evidence exists, the entire carrying amount of the investment (including goodwill) is tested for impairment in accordance with HKAS
36 as a single asset by comparing its recoverable amount (higher of value in use and fair value less costs of disposal) with its carrying
amount. Any impairment loss recognized is not allocated to any assets, including goodwill, that forms part of the carrying amount of the
investment. Any reversal of that impairment loss is recognized in accordance with HKAS 36 to the extent that the recoverable amount of
the investment subsequently increases.
When the Group ceases to have significant influence over an associate, it is accounted for as a disposal of the entire interest in the
investee with a resulting gain or loss being recognized in profit or loss. When the Group retains an interest in the former associate and the
retained interest is a financial asset within the scope of HKFRS 9, the Group measures the retained interest at fair value at that date and
the fair value is regarded as its fair value on initial recognition. The difference between the carrying amount of the associate at the date the
equity method was discontinued, and the fair value of any retained interest and any proceeds from disposing of the relevant interest in the
associates is included in the determination of the gain or loss on disposal of the associate. In addition, the Group accounts for all amounts
previously recognized in other comprehensive income in relation to that associate on the same basis as would be required if that associate
had directly disposed of the related assets or liabilities. Therefore, if a gain or loss previously recognized in other comprehensive income
by that associate would be reclassified to profit or loss on the disposal of the related assets or liabilities, the Group reclassifies the gain or
loss from equity to profit or loss (as a reclassification adjustment) upon disposal/partial disposal of the relevant associate.
When the Group reduces its ownership interest in associates but the Group continues to use the equity method, the Group reclassifies
to profit or loss the proportion of the gain or loss that had previously been recognized in other comprehensive income relating to that
reduction in ownership interest if that gain or loss would be reclassified to profit or loss on the disposal of the related assets or liabilities.
When a group entity transacts with an associate of the Group (such as a sale or contribution of assets), profits and losses resulting from
the transactions with the associate are recognized in the Group’s consolidated financial statements only to the extent of interests in the
associate that are not related to the Group.

Intangible Assets
Intangible Assets Acquired Separately
Intangible assets acquired separately and with finite useful lives are carried at cost less accumulated amortization and any accumulated
impairment losses. Amortization of intangible assets with finite useful lives is provided on a straight-line basis over their estimated useful
lives. The estimated useful life and amortization method are reviewed at the end of each reporting period, with the effect of any changes in
estimate being accounted for on a prospective basis. Intangible assets with indefinite useful lives that are acquired separately are carried
at cost less any subsequent accumulated impairment losses.
Intangible Assets Acquired in a Business Combination

Intangible assets acquired in a business combination are recognized separately from goodwill and are initially measured at their fair value
at the acquisition date. The cost of these intangible assets is their fair value at the acquisition date.
Subsequent to initial recognition, intangible assets with finite useful lives are reported at cost less accumulated amortization and any
accumulated impairment losses. Amortization of intangible assets with finite useful lives is provided on a straight-line basis over their
estimated useful lives. Alternatively, intangible assets with indefinite useful lives are carried at cost less any subsequent accumulated
impairment losses.
Internally-Generated Intangible Assets – Research and Development Expenditure

Expenditure on research activities is recognized as an expense in the period in which it is incurred.
An internally-generated intangible asset arising from development activities (or from the development phase of an internal project) is
recognized only if all of the following have been demonstrated:
• the technical feasibility of completing the intangible asset so that it will be available for use or sale;
• the intention to complete the intangible asset and use or sell it;
• the ability to use or sell the intangible asset;
• how the intangible asset will generate probable future economic benefits;
• the availability of adequate technical, financial and other resources to complete the development and to use or sell the intangible
asset; and
• the ability to measure reliably the expenditure attributable to the intangible asset during its development.
The amount initially recognized for an internally-generated intangible asset is the sum of the expenditure incurred from the date when
the intangible asset first meets the recognition criteria listed above. Where no internally-generated intangible asset can be recognized,
development expenditure is recognized in profit or loss in the period in which it is incurred.
Subsequent to initial recognition, an internally-generated intangible asset is reported at cost less accumulated amortization and
accumulated impairment losses (if any), on the same basis as intangible assets acquired separately.
An intangible asset is derecognized on disposal, or when no future economic benefits are expected from use or disposal. Gains or losses
arising from derecognition of an intangible asset are measured at the difference between the net disposal proceeds and the carrying
amount of the asset and are recognized in profit or loss in the period when the asset is derecognized.

Leases
Definition of a Lease
A contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange
for consideration.
For contracts entered into or modified on or after the date of initial application or arising from business combinations, the Group assesses
whether a contract is or contains a lease based on the definition under HKFRS 16 at inception, modification date or acquisition date, as
appropriate. Such contract will not be reassessed unless the terms and conditions of the contract are subsequently changed.
As a practical expedient, leases with similar characteristics are accounted on a portfolio basis when the Group reasonably expects that the
effects on the consolidated financial statements would not differ materially from individual leases within the portfolio.
The Group as a Lessee

Allocation of Consideration to Components of a Contract
For a contract that contains a lease component and one or more additional lease or non-lease components, the Group allocates the
consideration in the contract to each lease component on the basis of the relative standalone price of the lease component and the
aggregate standalone price of the non-lease components.
Non-lease components are separated from lease component and are accounted for by applying other applicable standards.
Short-term Leases and Leases of Low-value Assets

The Group applies the short-term lease recognition exemption to leases of premises, plant and machinery and motor vehicles as disclosed
that have a lease term of 12 months or less from the commencement date and do not contain a purchase option. It also applies the
recognition exemption for lease of low-value assets. Lease payments on short-term leases and leases of low-value assets are recognized as
expense on a straight-line basis or another systematic basis over the lease term.
ROU Assets
The cost of ROU assets includes:
• the amount of the initial measurement of the lease liability;

• any lease payments made at or before the commencement date, less any lease incentives received;
• any initial direct costs incurred by the Group; and
• an estimate of costs to be incurred by the Group in dismantling and removing the underlying assets, restoring the site on which it is
located or restoring the underlying asset to the condition required by the terms and conditions of the lease.
ROU assets are measured at cost, less any accumulated depreciation and impairment losses, and adjusted for any remeasurement of
lease liabilities.
ROU assets in which the Group is reasonably certain to obtain ownership of the underlying leased assets at the end of the lease term are
depreciated from commencement date to the end of the useful life. Otherwise, ROU assets are depreciated on a straight-line basis over
the shorter of its estimated useful life and the lease term.
The Group presents ROU assets as a separate line item on the consolidated statement of financial position.

Leases (continued)
The Group as a Lessee (continued)
Refundable Rental Deposits
Refundable rental deposits paid are accounted under HKFRS 9 and initially measured at fair value. Adjustments to fair value at initial
recognition are considered as additional lease payments and included in the cost of ROU assets.
Lease Liabilities
At the commencement date of a lease, the Group recognizes and measures the lease liability at the present value of lease payments that
are unpaid at that date. In calculating the present value of lease payments, the Group uses the incremental borrowing rate at the lease
commencement date if the interest rate implicit in the lease is not readily determinable.
The lease payments include:
• fixed payments (including in-substance fixed payments) less any lease incentives receivable;
• variable lease payments that depend on an index or a rate, initially measured using the index or rate as at the commencement date;
• amounts expected to be payable by the Group under residual value guarantees;
• the exercise price of a purchase option if the Group is reasonably certain to exercise the option; and
• payments of penalties for terminating a lease, if the lease term reflects the Group exercising an option to terminate the lease.
After the commencement date, lease liabilities are adjusted by interest accretion and lease payments.
The Group presents lease liabilities as a separate line item on the consolidated statement of financial position.
Lease Modifications
The Group accounts for a lease modification as a separate lease if:
• the modification increases the scope of the lease by adding the right to use one or more underlying assets; and
• the consideration for the leases increases by an amount commensurate with the standalone price for the increase in scope and any
appropriate adjustments to that standalone price to reflect the circumstances of the particular contract.
For a lease modification that is not accounted for as a separate lease, the Group remeasures the lease liability based on the lease term of
the modified lease by discounting the revised lease payments using a revised discount rate at the effective date of the modification.
The Group accounts for the remeasurement of lease liabilities by making corresponding adjustments to the relevant ROU asset. When
the modified contract contains a lease component and one or more additional lease or non-lease components, the Group allocates the
consideration in the modified contract to each lease component on the basis of the relative standalone price of the lease component and
the aggregate standalone price of the non-lease components.
Property, Plant & Equipment (“PP&E”)

PP&E including buildings are tangible assets that are held for use in the production or supply of goods or services, or for administrative
purposes, other than construction in progress. PP&E are stated in the consolidated statement of financial position at cost less subsequent
accumulated depreciation and accumulated impairment losses, if any.
Freehold land is not depreciated and are measured at cost less subsequent accumulated impairment losses.
Depreciation is recognized so as to write-off the cost of items of PP&E, other than freehold land and construction in progress, over their
estimated useful lives and after taking into account of their estimated residual values, using the straight-line method. The estimated useful
lives, residual values and depreciation method are reviewed at the end of each reporting period, with the effect of any changes in estimate
accounted for on a prospective basis.

Property, Plant & Equipment (“PP&E”) (continued)
PP&E in the course of construction for production, supply or administrative purpose is carried at cost, less any recognized impairment
loss. Cost includes any costs directly attributable to bringing the asset to the location and condition necessary for it to be capable of
operating in the manner intended by management and, for qualifying assets, borrowing costs capitalized in accordance with the Group’s
accounting policy. Construction in progress is classified to the appropriate category of PP&E when completed and ready for its intended
use. Depreciation of these assets, on the same basis as other PP&E, commences when the assets are ready for their intended use.
When the Group makes payments for ownership interests of properties which includes both leasehold land and building elements, the
entire consideration is allocated between the leasehold land and the building elements in proportion to the relative fair values at initial
recognition. To the extent the allocation of the relevant payments can be made reliably, interest in leasehold is presented as “ROU assets”
in the consolidated statement of financial position. When the consideration cannot be allocated reliably between non-lease building
element and undivided interest in the underlying leasehold land, the entire properties are classified as PP&E.
An item of PP&E is derecognized upon disposal or when no future economic benefits are expected to arise from the continued use of
the asset. Any gain or loss arising on derecognition of the asset (calculated as the difference between the net disposal proceeds and the
carrying amount of the item) is included in profit or loss in the period in which the item is derecognized.
Impairment PP&E, ROU Assets and Intangible Assets other than Goodwill
At the end of the reporting period, the Group reviews the carrying amounts of its PP&E, ROU assets and intangible assets with finite
useful lives to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists,
the recoverable amount of the relevant asset is estimated in order to determine the extent of the impairment loss, if any. The recoverable
amount of PP&E, ROU assets and intangible assets are estimated individually. When it is not possible to estimate the recoverable amount
individually, the Group estimates the recoverable amount of the cash-generating unit to which the asset belongs.
In testing a cash-generating unit for impairment, corporate assets are allocated to the relevant cash-generating unit when a reasonable
and consistent basis of allocation can be established, or otherwise they are allocated to the smallest group of cash-generating units for
which a reasonable and consistent allocation basis can be established. The recoverable amount is determined for the cash-generating unit
or group of cash-generating units to which the corporate asset belongs, and is compared with the carrying amount of the relevant cash-
generating unit or group of cash-generating units.
Intangible assets with indefinite useful lives are tested for impairment at least annually, and whenever there is an indication that they may
be impaired.
Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows
are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money
and the risks specific to the asset (or a cash-generating unit) for which the estimates of future cash flows have not been adjusted.
If the recoverable amount of an asset (or a cash-generating unit) is estimated to be less than its carrying amount, the carrying amount
of the asset (or a cash-generating unit) is reduced to its recoverable amount. For corporate assets or portion of corporate assets which
cannot be allocated on a reasonable and consistent basis to a cash-generating unit, the Group compares the carrying amount of a
group of cash-generating units, including the carrying amounts of the corporate assets or portion of corporate assets allocated to that
group of cash-generating units, with the recoverable amount of the group of cash-generating units. In allocating the impairment loss, the
impairment loss is allocated first to reduce the carrying amount of any goodwill (if applicable) and then to the other assets on a pro-rata
basis based on the carrying amount of each asset in the unit or the group of cash-generating units. The carrying amount of an asset is not
reduced below the highest of its fair value less costs of disposal (if measurable), its value in use (if determinable) and zero. The amount of
the impairment loss that would otherwise have been allocated to the asset is allocated pro-rata to the other assets of the unit or the group
of cash-generating units. An impairment loss is recognized immediately in profit or loss.
Where an impairment loss subsequently reverses, the carrying amount of the asset (or cash-generating unit or a group of cash-generating
units) is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the
carrying amount that would have been determined had no impairment loss been recognized for the asset (or cash-generating unit or a
group of cash-generating units) in prior years. A reversal of an impairment loss is recognized immediately in profit or loss.

Financial Instruments
Financial assets and financial liabilities are recognized in the consolidated statement of financial position when a group entity becomes
a party to the contractual provisions of the instrument. All regular way purchases or sales of financial assets are recognized and
derecognized on a trade date basis. Regular way purchases or sales are purchases or sales of financial assets that require delivery of
assets within the time frame established by regulation or convention in the market place.
Financial assets and financial liabilities are initially measured at fair value except for trade receivables arising from contracts with
customers which are initially measured in accordance with HKFRS 15 Revenue from Contracts with Customers . Transaction costs that are
directly attributable to the acquisition or issue of financial assets and financial liabilities (other than financial assets and financial liabilities
at fair value through profit or loss (“FVTPL”)) are added to or deducted from the fair value of the financial assets or financial liabilities, as
appropriate, on initial recognition. Transaction costs directly attributable to the acquisition of financial assets or financial liabilities at FVTPL
are recognized immediately in profit or loss.
The effective interest method is a method of calculating the amortized cost of a financial asset or financial liability and of allocating interest
income and interest expense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash
receipts and payments (including all fees and points paid or received that form an integral part of the effective interest rate, transaction
costs and other premiums or discounts) through the expected life of the financial asset or financial liability, or, where appropriate, a
shorter period, to the net carrying amount on initial recognition.
Financial Assets
Classification and Subsequent Measurement of Financial Assets
Financial assets that meet the following conditions are subsequently measured at amortized cost:
• the financial asset is held within a business model whose objective is to collect contractual cash flows; and
• the contractual terms give rise on specified dates to cash flows that are solely payments of principal and interest on the principal
amount outstanding.
Financial assets that meet the following conditions are subsequently measured at fair value through other comprehensive income
(“FVTOCI”):
• the financial asset is held within a business model whose objective is achieved by both selling and collecting contractual cash flows;
and
• the contractual terms give rise on specified dates to cash flows that are solely payments of principal and interest on the principal
amount outstanding.
All other financial assets are subsequently measured at FVTPL, except for derivatives designated as cash flow hedge relationship and,
that at the date of initial application/initial recognition of a financial asset the Group may irrevocably elect to present subsequent changes
in fair value of an equity investment in other comprehensive income if that equity investment is neither held for trading nor contingent
consideration recognized by an acquirer in a business combination to which HKFRS 3 applies.
A financial asset is classified as held for trading if:
• it has been acquired principally for the purpose of selling in the near term; or
• on initial recognition it is a part of a portfolio of identified financial instruments that the Group manages together and has a recent
actual pattern of short-term profit-taking; or
• it is a derivative that is not designated and effective as a hedging instrument

Financial Instruments (continued)
Financial Assets (continued)
Classification and Subsequent Measurement of Financial Assets (continued)
Amortized Cost and Interest Income
Interest income is recognized using the effective interest method for financial assets measured subsequently at amortized cost. Interest
income is calculated by applying the effective interest rate to the gross carrying amount of a financial asset, except for financial assets
that have subsequently become credit-impaired (see below). For financial assets that have subsequently become credit-impaired, interest
income is recognized by applying the effective interest rate to the amortized cost of the financial asset from the next reporting period. If
the credit risk on the credit-impaired financial instrument improves so that the financial asset is no longer credit-impaired, interest income
is recognized by applying the effective interest rate to the gross carrying amount of the financial asset from the beginning of the reporting
period following the determination that the asset is no longer credit-impaired.
Financial Assets at FVTPL

Financial assets that do not meet the criteria for being measured at amortized cost or FVTOCI or designated as FVTOCI are measured at
FVTPL except for derivatives designated as cash flow hedge relationship.
Financial assets at FVTPL are measured at fair value at the end of each reporting period, with any fair value gains or losses recognized in
profit or loss. The net gain or loss recognized in profit or loss includes any dividend or interest earned on the financial assets.
Impairment of Financial Assets and Other Item

The Group performs impairment assessment under expected credit loss (“ECL”) model on financial assets (including trade and other
receivables, bills receivable, trade receivables from associates, bank balances, deposits and cash) and other items (financial guarantee
contracts) which are subject to impairment assessment under HKFRS 9. The amount of ECL is updated at each reporting date to reflect
changes in credit risk since initial recognition.
Lifetime ECL represents the ECL that will result from all possible default events over the expected life of the relevant instrument. In
contrast, 12-month ECL (“12m ECL”) represents the portion of lifetime ECL that is expected to result from default events that are possible
within 12 months after the reporting date. Assessments are done based on the Group’s historical credit loss experience, adjusted for
factors that are specific to the debtors, general economic conditions and an assessment of both the current conditions at the reporting
date as well as the forecast of future conditions.
The Group always recognizes lifetime ECL for trade receivables.
For all other instruments, the Group measures the loss allowance equal to 12m ECL, unless there has been a significant increase in
credit risk since initial recognition, in which case the Group recognizes lifetime ECL. The assessment of whether lifetime ECL should be
recognized is based on significant increases in the likelihood or risk of a default occurring since initial recognition.
(i) Significant Increase in Credit Risk

In assessing whether the credit risk has increased significantly since initial recognition, the Group compares the risk of a default
occurring on the financial instrument as at the reporting date with the risk of a default occurring on the financial instrument as at
the date of initial recognition. In making this assessment, the Group considers both quantitative and qualitative information that is
reasonable and supportable, including historical experience and forward-looking information that is available without undue cost or
effort.

Impairment of Financial Assets and Other Item (continued)
(i) Significant Increase in Credit Risk (continued)
In particular, the following information is taken into account when assessing whether credit risk has increased significantly:
• an actual or expected significant deterioration in the financial instrument’s external (if available) or internal credit rating;
• significant deterioration in external market indicators of credit risk, e.g. a significant increase in the credit spread, the credit
default swap prices for the debtor;
• existing or forecast adverse changes in business, financial or economic conditions that are expected to cause a significant
decrease in the debtor’s ability to meet its debt obligations;
• an actual or expected significant deterioration in the operating results of the debtor;
• an actual or expected significant adverse change in the regulatory, economic, or technological environment of the debtor that
results in a significant decrease in the debtor’s ability to meet its debt obligations.
Irrespective of the outcome of the above assessment, the Group presumes that the credit risk has increased significantly since
initial recognition when contractual payments are more than 30 days past due, unless the Group has reasonable and supportable
information that demonstrates otherwise.
Despite the aforegoing, the Group assumes that the credit risk on a debt instrument has not increased significantly since initial
recognition if the debt instrument is determined to have low credit risk at the reporting date. A debt instrument is determined
to have low credit risk if (i) it has a low risk of default, (ii) the borrower has a strong capacity to meet its contractual cash flow
obligations in the near term and (iii) adverse changes in economic and business conditions in the longer term may, but will not
necessarily, reduce the ability of the borrower to fulfil its contractual cash flow obligations. The Group considers a debt instrument to
have low credit risk when it has an internal or external credit rating of “investment grade” as per globally understood definitions.
For financial guarantee contracts, the date that the Group becomes a party to the irrevocable commitment is considered to be the
date of initial recognition for the purposes of assessing impairment. In assessing whether there has been a significant increase in the
credit risk since initial recognition of financial guarantee contracts, the Group considers the changes in the risk that the specified
debtor will default on the contract.
The Group regularly monitors the effectiveness of the criteria used to identify whether there has been a significant increase in credit
risk and revises them as appropriate to ensure that the criteria are capable of identifying significant increase in credit risk before the
amount becomes past due.
(ii) Definition of Default

For internal credit risk management, the Group considers an event of default occurs when information developed internally or
obtained from external sources indicates that the debtor is unlikely to pay its creditors, including the Group, in full (without taking
into account any collaterals held by the Group).
Irrespective of the above, the Group considers that default has occurred when a financial asset is more than 90 days past due
unless the Group has reasonable and supportable information to demonstrate that a more lagging default criterion is more
appropriate.

(iii) Credit-impaired Financial Assets
A financial asset is credit-impaired when one or more events of default that have a detrimental impact on the estimated future cash
flows of that financial asset have occurred. Evidence that a financial asset is credit-impaired includes observable data about the
following events:
(a) significant financial difficulty of the issuer or the borrower;

(b) a breach of contract, such as a default or past due event;
(c) the lender(s) of the borrower, for economic or contractual reasons relating to the borrower’s financial difficulty, having granted
to the borrower a concession(s) that the lender(s) would not otherwise consider; or
(d) it is becoming probable that the borrower will enter bankruptcy or other financial reorganization.
(iv) Write-off Policy

The Group writes off a financial asset when there is information indicating that the counterparty is in severe financial difficulty and
there is no realistic prospect of recovery, for example, when the counterparty has been placed under liquidation or has entered
into bankruptcy proceedings. Financial assets written off may still be subject to enforcement activities under the Group’s recovery
procedures, taking into account legal advice where appropriate. A write-off constitutes a derecognition event. Any subsequent
recoveries are recognized in profit or loss.
(v) Measurement and Recognition of ECL

The measurement of ECL is a function of the probability of default, loss given default (i.e. the magnitude of the loss if there is a
default) and the exposure at default. The assessment of the probability of default and loss given default is based on historical data
and forward-looking information. Estimation of ECL reflects an unbiased and probability-weighted amount that is determined with
the respective risks of default occurring as the weights. The Group uses a practical expedient in estimating ECL on trade receivables
using a provision matrix taking into consideration historical credit loss experience, adjusted for forward-looking information that is
available without undue cost or effort.
Generally, the ECL is the difference between all contractual cash flows that are due to the Group in accordance with the contract
and the cash flows that the Group expects to receive, discounted at the effective interest rate determined at initial recognition.
For a financial guarantee contract, the Group is required to make payments only in the event of a default by the debtor in
accordance with the terms of the instrument that is guaranteed. Accordingly, the ECL is the present value of the expected payments
to reimburse the holder for a credit loss that it incurs less any amounts that the Group expects to receive from the holder, the debtor
or any other party.
For ECL on financial guarantee contracts for which the effective interest rate cannot be determined, the Group will apply a discount
rate that reflects the current market assessment of the time value of money and the risks that are specific to the cash flows but only
if, and to the extent that, the risks are taken into account by adjusting the discount rate instead of adjusting the cash shortfalls being
discounted.
Lifetime ECL for trade receivables are considered on a collective basis taking into consideration past due information and relevant
credit information such as forward-looking macroeconomic information.

(v) Measurement and Recognition of ECL (continued)
For collective assessment, the Group takes into consideration the following characteristics when formulating the grouping:
• Past-due status;
• Nature, size and industry of debtors; and
• External credit ratings where available.
The grouping is regularly reviewed by management to ensure the constituents of each group continue to share similar credit risk
characteristics.
Interest income is calculated based on the gross carrying amount of the financial asset unless the financial asset is credit-impaired,
in which case interest income is calculated based on amortized cost of the financial asset (i.e. gross carrying amount less loss
allowance for ECL).
Except for financial guarantee contracts, the Group recognizes an impairment gain or loss in profit or loss for all financial
instruments by adjusting their carrying amount, with the exception of trade receivables where the corresponding adjustment is
recognized through a loss allowance account.
Financial Liabilities and Equity

Financial liabilities and equity instruments are classified either as financial liabilities or as equity in accordance with the substance of the
contractual arrangements entered into and the definitions of a financial liability and an equity instrument.
Equity Instrument
An equity instrument is any contract that evidences a residual interest in the assets of an entity after deducting all of its liabilities. Equity
instruments issued by the Company are recognized at the proceeds received, net of direct issue costs.
Buy-back of the Company’s own equity instruments is recognized and deducted directly in equity. No gain or loss is recognized in profit or
loss on the purchase, sale, issue or cancellation of the Company’s own equity instruments.
Financial Liabilities at Amortized Cost

Financial liabilities (including unsecured borrowings, trade and other payables, bills payable and discounted bills with recourse) are
subsequently measured at amortized cost, using the effective interest method.
Financial Liabilities at FVTPL

Financial liabilities are classified as at FVTPL when the financial liability is (i) contingent consideration of an acquirer in a business
combination to which HKFRS 3 applies, (ii) held for trading or (iii) it is designated as at FVTPL.
A financial liability is held for trading if:
• it has been acquired principally for the purpose of repurchasing it in the near term; or
• on initial recognition it is part of a portfolio of identified financial instruments that the Group manages together and has a recent
actual pattern of short-term profit-taking; or
• it is a derivative, except for a derivative that is a financial guarantee contract or a designated and effective hedging instrument.

Financial Liabilities and Equity (continued)
Financial Liabilities at FVTPL (continued)
For financial liabilities that are designated as at FVTPL, the amount of change in the fair value of the financial liability that is attributable to
changes in the credit risk of that liability is recognized in other comprehensive income, unless the recognition of the effects of changes in
the liability’s credit risk in other comprehensive income would create or enlarge an accounting mismatch in profit or loss. Changes in fair
value attributable to a financial liability’s credit risk that are recognised in other comprehensive income are not subsequently reclassified to
profit or loss; instead, they are transferred to retained profits upon derecognition of the financial liability.
Derivative Financial Instruments

Derivatives are initially recognized at fair value at the date when a derivative contract is entered into and are subsequently remeasured to
their fair value at the end of the reporting period. The resulting gain or loss is recognized in profit or loss immediately unless the derivative
is designated and effective as a hedging instrument, in which event the timing of the recognition in profit or loss depends on the nature of
the hedge relationship.
Hedge Accounting
The Group designates certain derivatives as hedging instruments for cash flow hedges.
At the inception of the hedging relationship the Group documents the relationship between the hedging instrument and the hedged item,
along with its risk management objectives and its strategy for undertaking various hedge transactions. Furthermore, at the inception of
the hedge and on an ongoing basis, the Group documents whether the hedging instrument that is used in a hedging relationship is highly
effective in offsetting changes in fair values or cash flows of the hedged item attributable to the hedged risk.
For the purpose of determining whether a forecast transaction (or a component thereof) is highly probable, the Group assumes that the
interest rate benchmark on which the hedged cash flows (contractually or non-contractually specified) are based, is not altered as a result
of interest rate benchmark reform.
Assessment of Hedging Relationship and Effectiveness

For hedge effectiveness assessment, the Group considers whether the hedging instrument is effective in offsetting changes in cash flows
of the hedged item attributable to the hedged risk, which is when the hedging relationships meet all of the following hedge effectiveness
requirements:
• there is an economic relationship between the hedged item and the hedging instrument;
• the effect of credit risk does not dominate the value changes that result from that economic relationship; and
• the hedge ratio of the hedging relationship is the same as that resulting from the quantity of the hedged item that the Group actually
hedges and the quantity of the hedging instrument that the entity actually uses to hedge that quantity of hedged item.
If a hedging relationship ceases to meet the hedge effectiveness requirement relating to the hedge ratio but the risk management objective
for that designated hedging relationship remains the same, the Group adjusts the hedge ratio of the hedging relationship (i.e. rebalances
the hedge) so that it meets the qualifying criteria again.
In assessing the economic relationship between the hedged item and the hedging instrument, the Group assumes that the interest rate
benchmark on which the hedged cash flows and/or the hedged risk (contractually or non-contractually specified) are based, or the interest
rate benchmark on which the cash flows of the hedging instrument are based, is not altered as a result of interest rate benchmark reform.

Financial Liabilities and Equity (continued)
Cash Flow Hedges
The effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedges are recognized in other
comprehensive income and accumulated in the hedging reserve, limited to the cumulative change in fair value of the hedged item from
inception of the hedge. The gain or loss relating to the ineffective portion is recognized immediately in profit or loss.
For the purpose of reclassifying the amount of gains and losses accumulated in the cash flow hedge reserve in order to determine whether
the hedged future cash flows are expected to occur, the Group assumes the interest rate benchmark on which the hedged cash flows
(contractually or non-contractually specified) are based, is not altered as a result of interest rate benchmark reform.
Amounts previously recognized in other comprehensive income and accumulated in equity (hedging reserve) are reclassified to profit or
loss in the periods when the hedged item affects profit or loss, in the same line of the consolidated statement of profit or loss and other
comprehensive income as the recognized hedged item. Furthermore, if the Group expects that some or all of the loss accumulated in the
cash flow hedging reserve will not be recovered in the future, that amount is immediately reclassified to profit or loss.
Discontinuation of Hedge Accounting

The Group discontinues hedge accounting prospectively only when the hedging relationship (or a part thereof) ceases to meet the
qualifying criteria (after rebalancing, if applicable). This includes instances when the hedging instrument expires or is sold, terminated or
exercised. Discontinuing hedge accounting can either affect a hedging relationship in its entirety or only a part of it (in which case hedge
accounting continues for the remainder of the hedging relationship).
For cash flow hedge, any gain or loss recognized in other comprehensive income and accumulated in equity at that time remains in
equity and is recognized when the forecast transactions is ultimately recognized in profit or loss. When a forecast transaction is no longer
expected to occur, the gain or loss accumulated in equity is recognized immediately in profit or loss.
Financial Guarantee Contracts

A financial guarantee contract is a contract that requires the issuer to make specified payments to reimburse the holder for a loss it incurs
because a specified debtor fails to make payment when due in accordance with the terms of a debt instrument. Financial guarantee
contract liabilities are measured initially at their fair values. Subsequent to initial recognition, the Group measures the financial guarantee
contract at the higher of: (i) the amount of the loss allowance determined in accordance with HKFRS 9; and (ii) the amount initially
recognized less, when appropriate, cumulative amortization recognized over the guarantee period.
Derecognition of Financial Assets and Liabilities

The Group derecognizes a financial asset only when the contractual rights to the cash flows from the asset expire, or when it transfers the
financial asset and substantially all the risks and rewards of ownership of the asset to another entity. If the Group neither transfers nor
retains substantially all the risks and rewards of ownership and continues to control the transferred asset, the Group recognizes its retained
interest in the asset and an associated liability for amounts it may have to pay. If the Group retains substantially all the risks and rewards
of ownership of a transferred financial asset, the Group continues to recognize the financial asset and also recognizes a collateralized
borrowing for the proceeds received.
On derecognition of a financial asset measured at amortized cost, the difference between the asset’s carrying amount and the sum of the
consideration received and receivable is recognized in profit or loss.
The Group derecognizes financial liabilities when, and only when, the Group’s obligations are discharged, cancelled or have expired. The
difference between the carrying amount of the financial liability derecognized and the consideration paid and payable is recognized in
profit or loss.

Provisions
Provisions are recognized when the Group has a present obligation (legal or constructive) as a result of a past event, it is probable that
the Group will be required to settle that obligation, and a reliable estimate can be made of the amount of the obligation. Provisions are
measured at the best estimate of the consideration required to settle the present obligation at the end of the reporting period, taking into
account the risks and uncertainties surrounding the obligation. Where a provision is measured using the cash flows estimated to settle the
present obligation, its carrying amount is the present value of those cash flows (where the effect of the time value of money is material).
Provisions for the expected cost of assurance-type warranty obligations under the relevant contracts with customers for sales of goods
are recognized at the date of sale of the relevant products, at the directors’ best estimate of the expenditure required to settle the Group’s
obligation.
Inventories
Inventories are stated at the lower of cost and net realizable value. Cost of inventories are determined on a using the first-in, first-
out method. Net realizable value represents the estimated selling price for inventories less all estimated costs of completion and costs
necessary to make the sales.
Revenue from Contracts with Customers

The Group recognizes revenue when (or as) a performance obligation is satisfied, i.e. when “control” of the goods or services underlying
the particular performance obligation is transferred to the customer.
A performance obligation represents a good or service (or a bundle of goods or services) that is distinct or a series of distinct goods or
services that are substantially the same.
Control is transferred over time and revenue is recognized over time by reference to the progress towards complete satisfaction of the
relevant performance obligation if one of the following criteria is met:
• the customer simultaneously receives and consumes the benefits provided by the Group’s performance as the Group performs;
• the Group’s performance creates or enhances an asset that the customer controls as the Group performs; or
• the Group’s performance does not create an asset with an alternative use to the Group and the Group has an enforceable right to
payment for performance completed to date.
Otherwise, revenue is recognized at a point in time when the customer obtains control of the distinct good or service.
Over time Revenue Recognition (Commission and Royalty Income): Measurement of Progress towards Complete
Satisfaction of a Performance Obligation
The progress towards complete satisfaction of a performance obligation is measured based on output method, which is to recognize
revenue on the basis of direct measurements of the value of the goods or services transferred to the customer to date relative to the
remaining goods or services promised under the contract, that best depict the Group’s performance in transferring control of goods or
services.
As a practical expedient, if the Group has a right to consideration in an amount that corresponds directly with the value of the Group’s
performance completed to date (i.e. royalty income), the Group recognizes revenue in the amount to which the Group has the right to
invoice.
Refund Liabilities
The Group recognizes a refund liability if the Group expects to refund some or all of the consideration received from customers.

Sale with a Right of Return/Exchange
For a sale of products with a right of return/exchange for dissimilar products, the Group recognizes all of the following:
(a) revenue for the transferred products in the amount of consideration to which the Group expects to be entitled (therefore, revenue
would not be recognized for the products expected to be returned/exchanged);
(b) a refund liability; and
(c) an asset (and corresponding adjustment to cost of sales) for its right to recover products from customers and are presented as right
to returned goods asset.
Taxation
Income tax expense represents the sum of the tax currently payable and deferred tax.
The tax currently payable is based on taxable profit for the year. Taxable profit differs from profit before taxation as reported in the
consolidated statement of profit or loss and other comprehensive income because of income or expense that are taxable or deductible in
other years and items that are never taxable or deductible. The Group’s liability for current tax is calculated using tax rates that have been
enacted or substantively enacted by the end of the reporting period.
Deferred tax is recognized on temporary differences between the carrying amounts of assets and liabilities in the consolidated financial
statements and the corresponding tax bases used in the computation of taxable profit. Deferred tax liabilities are generally recognized for
all taxable temporary differences. Deferred tax assets are generally recognized for all deductible temporary differences to the extent that it
is probable that taxable profits will be available against which deductible temporary differences can be utilized. Such deferred tax assets
and liabilities are not recognized if the temporary difference arises from initial recognition of goodwill or from the initial recognition (other
than in a business combination) of other assets and liabilities in a transaction that affects neither the taxable profit nor the accounting
profit. In addition, deferred tax liabilities are not recognized if the temporary difference arises from the initial recognition of goodwill.
Deferred tax liabilities are recognized for taxable temporary differences associated with investments in subsidiaries and associates, except
where the Group is able to control the reversal of the temporary difference and it is probable that the temporary difference will not reverse
in the foreseeable future. Deferred tax assets arising from deductible temporary differences associated with such investments and interests
are only recognized to the extent that it is probable that there will be sufficient taxable profits against which to utilize the benefits of the
temporary differences and they are expected to reverse in the foreseeable future.
The carrying amount of deferred tax assets is reviewed at the end of the reporting period and reduced to the extent that it is no longer
probable that sufficient taxable profit will be available to allow all or part of the asset to be recovered.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the period in which the liability is settled or
the asset is realized, based on tax rates (and tax laws) that have been enacted or substantively enacted by the end of the reporting period.
The measurement of deferred tax liabilities and assets reflects the tax consequences that would follow from the manner in which the
Group expects, at the end of the reporting period, to recover or settle the carrying amount of its assets and liabilities.
For the purposes of measuring deferred tax for leasing transactions in which the Group recognizes the ROU assets and the related lease
liabilities, the Group first determines whether the tax deductions are attributable to the ROU assets or the lease liabilities.
For leasing transactions in which the tax deductions are attributable to the lease liabilities, the Group applies HKAS 12 Income Taxes
requirements to the leasing transaction as a whole. Temporary differences relating to ROU assets and lease liabilities are assessed on
a net basis. Excess of depreciation on ROU assets over the lease payments for the principal portion of lease liabilities resulting in net
deductible temporary differences.
Deferred tax assets and liabilities are offset when there is a legally enforceable right to set off current tax assets against current tax
liabilities and when they relate to income taxes levied to the same taxable entity by the same taxation authority.

Taxation (continued)
Current and deferred tax is recognized in profit or loss, except when it relates to items that are recognized in other comprehensive income
or directly in equity, in which case, the current and deferred tax are also recognized in other comprehensive income or directly in equity
respectively. Where current tax or deferred tax arises from the initial accounting for a business combination, the tax effect is included in
the accounting for the business combination.
In assessing any uncertainty over income tax treatments, the Group considers whether it is probable that the relevant tax authority will
accept the uncertain tax treatment used, or proposed to be used, by individual group entities in their income tax filings. If it is probable,
the current and deferred taxes are determined consistently with the tax treatment in the income tax filings. If it is not probable that the
relevant taxation authority will accept an uncertain tax treatment, the effect of each uncertainty is reflected by using either the most likely
amount or the expected value.
Foreign Currencies
In preparing the financial statements of each individual group entity, transactions in currencies other than the functional currency of that
entity (foreign currencies) are recognized at the rates of exchange prevailing on the dates of the transactions. At the end of each reporting
period, monetary items denominated in foreign currencies are retranslated at the exchange rates at that date. Non-monetary items that
are measured in terms of historical cost in a foreign currency are not retranslated.
Exchange differences arising on the settlement of monetary items, and on the retranslation of monetary items, are recognized in profit or
loss in the period in which they arise, except for exchange differences arising on a monetary items receivable from or payable to foreign
operation for which settlement is neither planned nor likely to occur (therefore forming part of the net investment in a foreign operation), in
which case, such exchange differences are recognized in other comprehensive income and accumulated in equity and will be reclassified
from equity to profit or loss on disposal or partial disposal of the foreign operation.
For the purposes of presenting the consolidated financial statements, the assets and liabilities of the Group’s foreign operations are
translated into the presentation currency of the Group (i.e. US$) at the rate of exchange prevailing at the end of each reporting period, and
their income and expenses are translated at the average exchange rates for the year. Exchange differences arising, if any, are recognized
in other comprehensive income and accumulated in equity under the heading of translation reserve (attributed to non-controlling interests
as appropriate).
On the disposal of a foreign operation (i.e. a disposal of the Group’s entire interest in a foreign operation, or a disposal involving loss
of control over a subsidiary that includes a foreign operation, or a disposal involving loss of significant influence over an associate that
includes a foreign operation), all of the exchange differences accumulated in equity in respect of that operation attributable to the owners
of the Company are reclassified to profit or loss.
In addition, in relation to a partial disposal of a subsidiary that does not result in the Group losing control over the subsidiary, the
proportionate share of accumulated exchange differences are re-attributed to non-controlling interests and are not recognized in profit
or loss. For all other partial disposals (i.e. partial disposals of associates that do not result in the Group losing significant influence), the
proportionate share of the accumulated exchange differences is reclassified to profit or loss.
Goodwill and fair value adjustments on identifiable assets acquired arising on an acquisition of a foreign operation on or after January
1, 2005 are treated as assets and liabilities of that foreign operation and retranslated at the rate of exchange prevailing at the end of the
reporting date. Exchange differences arising are recognized in the other comprehensive income.
Goodwill and fair value adjustments on identifiable assets acquired arising on acquisitions of foreign operations before January 1, 2005
are treated as non-monetary foreign currency items of the acquirer and reported using the historical exchange rate prevailing at the date
of the acquisition.

Borrowing Costs
Borrowing costs directly attributable to the acquisition, construction or production of qualifying assets, which are assets that necessarily
take a substantial period of time to get ready for their intended use or sale, are added to the cost of those assets until such time as the
assets are substantially ready for their intended use or sale.
All other borrowing costs are recognized in profit or loss in the period in which they are incurred.
Equity-Settled Share-Based Payment Transactions

Equity-settled share-based payments to employees and others providing similar services are measured at the fair value of the equity
instruments at the grant date.
The fair value of the equity-settled share-based payments determined at the grant date without taking into consideration all non-market
vesting conditions is expensed on a straight-line basis over the vesting period, based on the Group’s estimate of equity instruments
that will eventually vest, with a corresponding increase in equity (employee share-based compensation reserve). At the end of each
reporting period, the Group revises its estimate of the number of equity instruments expected to vest based on assessment of all relevant
non-market vesting conditions. The impact of the revision of the original estimates, if any, is recognized in profit or loss such that the
cumulative expense reflects the revised estimate, with a corresponding adjustment to the employee share-based compensation reserve.
At the time when the share options are exercised, the amount previously recognized in employee share-based compensation reserve
would be transferred to share capital. When the share options are forfeited or are still not exercised at the expiry date, the amount
previously recognized in the employee share-based compensation reserve would be transferred to retained profits.
When the trustee purchases the Company’s shares from the open market, the consideration paid, including any directly attributable
incremental costs, is presented as shares held for share award scheme and deducted from total equity. No gain or loss is recognized on
the transactions of the Company’s own shares.
When the trustee transfers the Company’s shares to grantees upon vesting, the related costs of the granted shares vested are reversed
from shares held under the share award scheme. Accordingly, the related expense of the granted shares vested is reversed from the
employee share-based compensation reserve. The difference arising from this transfer is debited/credited to retained profits. At the end of
the reporting period, the Group revises its estimate of the number of shares that are expected to ultimately vest. The impact of the revision
of the estimate, if any, is recognized in profit or loss with a corresponding adjustment to the employee share-based compensation reserve.
Government Grants
Government grants are not recognized until there is reasonable assurance that the Group will comply with the conditions attaching to them
and that the grants will be received. Government grants are recognized in profit or loss on a systematic basis over the periods in which the
Group recognized as expenses the related costs for which the grants are intended to compensate.
Government grants related to income that are receivable as compensation for expenses or losses already incurred or for the purpose of
giving immediate financial support to the Group with no future related costs are recognized in profit or loss in the period in which they
become receivable. Government grants relating to compensation of expenses are deducted from the related expenses, other government
grants are presented under “other income”.

Retirement Benefit Schemes
Payments to defined contribution retirement benefit schemes and the Mandatory Provident Fund Scheme are charged as expenses when
employees have rendered service entitling them to the contributions.
For defined benefit retirement benefits plans, the cost of providing benefits is determined using the projected unit credit method, with
actuarial valuations being carried out at the end of each annual reporting period. Remeasurement, comprising actuarial gains and losses,
the effect of the changes to the asset ceiling (if applicable) and the return on plan assets (excluding interest), is reflected immediately in
the consolidated statement of financial position with a charge or credit recognized in other comprehensive income in the period in which
they occur. Remeasurement recognized in other comprehensive income is reflected immediately in reserves and will not be reclassified to
profit or loss.
Past service cost is recognized in profit or loss in the period of a plan amendment or curtailment and a gain or loss on settlement is
recognized when settlement occurs. When determining past service cost, or a gain or loss on settlement, an entity shall remeasure the net
defined benefit liability or asset using the current fair value of plan assets and current actuarial assumptions, reflecting the benefits offered
under the plan and the plan assets before and after the plan amendment, curtailment or settlement, without considering the effect of asset
ceiling (i.e. the present value of any economic benefits available in the form of refunds from the plan or reductions in future contributions
to the plan).
Net interest is calculated by applying the discount rate at the beginning of the period to the net defined benefit liability or asset. However,
if the Group remeasures the net defined benefit liability or asset before plan amendment, curtailment or settlement, the Group determines
net interest for the remainder of the annual reporting period after the plan amendment, curtailment or settlement using the benefits
offered under the plan and the plan assets after the plan amendment, curtailment or settlement and the discount rate used to remeasure
such net defined benefit liability or asset, taking into account any changes in the net defined benefit liability or asset during the period
resulting from contributions or benefit payments.
Defined benefit costs are categorized as follows:
• service cost (including current service cost, past service cost, as well as gains and losses on curtailments and settlements);
• net interest expense or income; and
• remeasurement.
The retirement benefit obligations recognized in the consolidated statement of financial position represents the actual deficit or surplus
in the Group’s defined benefit plans. Any surplus resulting from this calculation is limited to the present value of any economic benefits
available in the form of refunds from the plan or reductions in future contributions to the plan.
Short-term and other Long-term Employee Benefits

Short-term employee benefits are recognized at the undiscounted amount of the benefits expected to be paid as and when employees
rendered the services. All short-term employee benefits are recognized as an expense unless another HKFRS requires or permits the
inclusion of the benefit in the cost of an asset.
A liability is recognized for benefits accruing to employees (such as wages and salaries, annual leave and sick leave) after deducting any
amount already paid.
Liabilities recognized in respect of other long-term employee benefits are measured at the present value of the estimated future cash
outflows expected to be made by the Group in respect of services provided by employees up to the reporting date. Any changes in the
liabilities’ carrying amounts resulting from service costs, interests and remeasurements are recognized in profit or loss except to the extent
that another HKFRS requires or permits their inclusion in the cost of an asset.

4. Key Sources of Accounting Estimates

In the application of the Group’s accounting policies, which are described in Note 3, the directors are required to make estimates and
assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and
underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ
from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognized in the
period in which the estimates are revised if the revisions affect only that period, or in the period of the revisions and future periods if the
revisions affect both current and future periods.
Key Sources of Estimation Uncertainty

The following are key assumptions concerning the future and other key sources of estimation uncertainty at the end of the reporting period
that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year.
Estimated Impairment of Goodwill and Intangible Assets with Indefinite Useful Lives
Determining whether goodwill and intangible assets with indefinite useful lives are impaired requires an estimation of their recoverable
amounts, which is the higher of the value in use and fair value less costs of disposal of the cash-generating units to which goodwill and
intangible assets with indefinite useful lives have been allocated. The value in use calculation requires the Group to estimate the future
cash flows expected to arise from the cash-generating unit and a suitable discount rate in order to calculate the present value. Where the
actual future cash flows are less than expected, or change in facts and circumstances which results in downward revision of future cash
flows or upward version of discount rate, a material impairment loss or further impairment loss may arise. As at December 31, 2020, the
carrying amount of goodwill and intangible assets with indefinite useful lives are approximately US$578,461,000 (2019: US$580,866,000)
and approximately US$224,440,000 (2019: US$227,640,000) respectively. Details of the recoverable amount calculation are disclosed in
Note 20. Management is confident that the carrying amount of the assets will be recovered in full. This situation will be closely monitored
and adjustments will be made in future periods if future market activity indicates that adjustments are required.
Capitalization, Useful Lives and Estimated Impairment of Deferred Development Costs

Determining the development costs, including the time and costs for individual projects, to be capitalized requires estimations and
assumptions based on the expected future economic benefits to be generated by the products resulting from these development costs.
Other important estimations and assumptions in this assessment process are the feasibility of mass production, the distinction between
research and development and the estimated useful life. As at December 31, 2020, the carrying amounts of deferred development costs
of the Group are US$394,144,000 (2019: US$388,018,000). The estimation of their useful lives impacts the level of annual amortization
recorded. The estimation of their useful lives reflects the directors’ best estimate of the periods that future economic benefits will be
received through the use of the assets. In determining whether the deferred development costs are impaired, the management takes into
consideration the anticipated revenues and estimated future cash flows from the underlying projects, and the progress of these projects.
When the actual revenues and future cash flows are less than expected, a material impairment loss may arise and need to be recognized.
Management is confident that the carrying amount of the assets will be recovered in full. This situation will be closely monitored and
adjustments will be made in future periods if future market activity indicates that adjustments are required.
Income Taxes
As at December 31, 2020, deferred tax assets of US$25,362,000 (2019: US$28,165,000) in relation to unused tax losses and
US$39,452,000 (2019: US$31,984,000) in relation to employee related provisions has been recognized in the Group’s consolidated
statement of financial position. The realizability of the deferred tax assets mainly depends on whether sufficient taxable profits, or taxable
temporary differences, will be available in the future. In cases where the actual future taxable profits generated are less than expected, or
change in facts and circumstances which result in revision of future taxable profits estimation, a material reversal or further recognition
of the deferred tax assets may arise, which would be recognized in profit or loss for the period in which the reversal or further recognition
takes place. During the year, deferred tax assets of approximately US$6,703,000 (2019: US$2,563,000) in relation to unused tax losses
were utilized.

5. Segment Information
Information reported to the executive directors of the Company, being the chief operating decision makers, for the purposes of resources
allocation and assessment of segment performance focuses on the types of goods sold.
The principal categories of goods supplied are “Power Equipment” and “Floorcare”. The Group’s operating segments under HKFRS 8 are
as follows:
1. Power Equipment – sales of power tools, power tool accessories, outdoor products, and outdoor product accessories for consumer,
trade, professional and industrial users. The products are available under the MILWAUKEE, EMPIRE, AEG, RYOBI, HOMELITE and
HART brands plus original equipment manufacturer (“OEM”) customers.
2. Floorcare – sales of floorcare products and floorcare accessories under the HOOVER, DIRT DEVIL, VAX and ORECK brands plus
OEM customers.
Information regarding the above segments is reported below.
Segment Revenue and Results

The following is an analysis of the Group’s revenue and results by reportable and operating segments:
Power
Equipment Floorcare Eliminations Consolidated
US$’000 US$’000 US$’000 US$’000
Segment revenue
External sales 8,729,841 1,082,100 — 9,811,941
Inter-segment sales — 4,018 (4,018) —
Total segment revenue 8,729,841 1,086,118 (4,018) 9,811,941
Inter-segment sales are charged at prevailing market rates.
Result
Segment results 843,831 24,622 — 868,453
Interest income 36,787
Finance costs (44,222)
Profit before tax 861,018

5. Segment Information (continued)
Segment Revenue and Results (continued)

Power
Equipment Floorcare Eliminations Consolidated
US$’000 US$’000 US$’000 US$’000
Segment revenue
External sales 6,791,514 875,207 — 7,666,721
Inter-segment sales — 205 (205) —
Total segment revenue 6,791,514 875,412 (205) 7,666,721
Inter-segment sales are charged at prevailing market rates.
Result
Segment results 662,954 10,344 — 673,298
Interest income 40,215
Finance costs (52,323)
Profit before tax 661,190
The accounting policies of the operating segments are the same as the Group’s accounting policies described in Note 3. Segment results
represent the profit earned by each segment without the allocation of interest income and finance costs. This is the measure reported to
the executive directors of the Company for the purpose of resources allocation and performance assessment.
No analysis of the Group’s assets and liabilities by operating segment is disclosed as they are not regularly provided to the chief operating
decision makers for review.
Other Segment Information

Amounts included in the measure of segment results:
Power
Equipment Floorcare Consolidated
US$’000 US$’000 US$’000
Loss on disposal of property, plant and equipment 55,070 7,366 62,436

Write down of inventories 29,974 2,165 32,139
Impairment loss on trade receivables under expected credit loss model 16,222 6,267 22,489
Write-off of intangible assets 43,320 5,481 48,801
Depreciation and amortization 308,564 46,783 355,347
Gain on early termination of leases (31) — (31)

5. Segment Information (continued)
Other Segment Information (continued)

Amounts included in the measure of segment results:
Power
Equipment Floorcare Consolidated
US$’000 US$’000 US$’000
Loss on disposal of property, plant and equipment 5,779 551 6,330

Write down of inventories 33,632 823 34,455
(Reversal of impairment loss) impairment loss on trade receivables
under expected credit loss model (1,876) 3,197 1,321
Write-off of intangible assets 3,882 182 4,064
Depreciation and amortization 269,489 51,930 321,419
Gain on early termination of leases (3,500) — (3,500)
Revenue from Major Products

The following is an analysis of the Group’s disaggregated revenue from its major products:
2020 2019
US$’000 US$’000
Power Equipment 8,729,841 6,791,514

Floorcare 1,082,100 875,207
Total 9,811,941 7,666,721
Geographical Information
The Group’s revenue from external customers by geographical location, determined based on the location of the customer and information
about its non-current assets, by geographical location, determined based on the location of the group entity owning the assets are detailed
below:
Revenue from external customers Non-Current Assets*
2020 2019 2020 2019

US$’000 US$’000 US$’000 US$’000
North America 7,650,370 5,909,781 1,764,007 1,456,518

Europe 1,382,707 1,160,614 173,873 172,451
Other countries 778,864 596,326 1,020,933 952,305
Total 9,811,941 7,666,721 2,958,813 2,581,274
* Non-current assets exclude interests in associates, financial assets at FVTPL, derivative financial instruments and deferred tax assets.
Information about Major Customer

During the years ended December 31, 2020 and 2019, the Group’s largest customer contributed total revenue of US$4,793,600,000
(2019: US$3,586,339,000), of which US$4,742,534,000 (2019: US$3,530,735,000) was under the Power Equipment segment and
US$51,066,000 (2019: US$55,604,000) was under the Floorcare segment. There is no other customer contributing more than 10% of
total revenue.

6. Revenue
Revenue represents the fair value of the net amounts received and receivable for goods sold by the Group to outside customers, less
returns and allowances, and commission and royalty income received during the year and is analyzed as follows:
2020 2019
US$’000 US$’000
Sales of goods 9,801,240 7,641,865

Commission and royalty income 10,701 24,856
9,811,941 7,666,721
Revenue from sales of goods is recognized at a point in time. Commission and royalty income is recognized over time.
The Group sells products mainly to the wholesale market. Revenue is recognized when control of the goods has transferred, being when
the goods have been shipped to the wholesaler’s specific location (delivery).
Following delivery, the wholesaler has full discretion over the manner of distribution and price to sell the goods, has the primary
responsibility when on selling the goods and bears the risks of obsolescence and loss in relation to the goods.
Revenue is recognized for sales which are considered highly probable and that a significant reversal of the cumulative revenue recognized
will not occur. A contract liability is recognized for sales in which revenue has not yet been recognized. The Group’s right to recover the
product when customers exercise their right to return products is recognized as a right to returned goods asset and a corresponding
adjustment to cost of sales.
As at December 31, 2020, revenue for unsatisfied contracts to be recognized by the Group over one year is immaterial. As permitted by
HKFRS 15, the transaction price allocated to unsatisfied contracts for contracts with period of one year or less is not disclosed.
7. Other Income
Other income in both 2020 and 2019 mainly comprises of the sale of scrap materials and claims and reimbursements from customers
and vendors.
8. Interest Income
Interest income represents interest earned on bank deposits.
9. Finance Costs
2020 2019
US$’000 US$’000
Interest on:
Bank borrowings 36,648 45,620
Lease liabilities 7,574 6,703
44,222 52,323

10. Taxation Charge

2020 2019
US$’000 US$’000
Current tax:
Hong Kong Profits Tax (260) (1,309)
Over provision in prior years 995 596
735 (713)
Overseas taxation (58,505) (32,279)

Under provision in prior years (2,033) (324)
(60,538) (32,603)
Deferred tax (Note 41):

Current year 8,075 4,203
Deferred tax asset impairment (8,521) (16,653)
Change in tax rates (9) (524)
(455) (12,974)
(60,258) (46,290)
Hong Kong Profits Tax is calculated at 16.5% of the estimated assessable profit for both years.
Taxation arising in other jurisdictions is calculated at the rates prevailing in the relevant jurisdictions.
The taxation charge for the year is reconciled as follows:
2020 2020 2019 2019

US$’000 % US$’000 %
Tax at Hong Kong Profits Tax rate (142,107) 16.5% (109,112) 16.5%
Effect of different tax rates of subsidiaries
operating in other jurisdictions 111,836 (13.0%) 128,326 (19.4%)
Tax effect of expenses not deductible for tax purposes (42,289) 4.9% (25,431) 3.8%
Tax effect of income not taxable for tax purposes 2,962 (0.3%) 2,175 (0.3%)
Utilization of deductible temporary differences
previously not recognized 6,703 (0.8%) 2,563 (0.4%)
Tax effect of tax losses and deductible temporary
differences not recognized 12,134 (1.4%) (28,025) 4.2%
Deferred tax asset impairment (8,521) 1.0% (16,653) 2.5%
(Under) over provision in respect of prior years (1,038) 0.1% 272 (0.0%)
Tax effect of changes in tax rates (9) 0.0% (524) 0.1%
Tax effect of share of results of associates 71 (0.0%) 119 (0.0%)
Taxation charge for the year (60,258) 7.0% (46,290) 7.0%
Details of deferred tax are set out in Note 41.

11. Profit for the Year

2020 2019
US$’000 US$’000
Profit for the year has been arrived at after charging (crediting):
Amortization of intangible assets 112,416 109,037

Auditors’ remuneration 3,027 3,247
Cost of inventories recognized as an expense 6,058,859 4,774,065
Depreciation of right of use assets 77,038 67,719
Depreciation of property, plant and equipment 165,893 144,663
Fair value loss on foreign currency forward contracts and cross-currency interest rate swaps 3,750 13,432
Fair value loss on listed equity securities 8,061 8,231
Fair value gain on club membership debentures — (145)
Fair value loss on acquisition right of certain property, plant and equipment 435 512
Gain on early termination of leases (31) (3,500)
Impairment loss on trade receivables under expected credit loss model 22,489 1,321
Goodwill written off 3,861 —
Loss on disposal of property, plant and equipment 62,436 6,330
Net exchange loss (gain) 1,633 (3,128)
Operating lease expenses/expenses relating to short-term leases and low-value assets recognized
in respect of:
Motor vehicles 934 640
Plant and machinery 11,522 10,198
Premises 9,716 8,162
Other assets 510 601
Share of results of associates (432) (119)
Unconditional government grants (657) (322)
Write down of inventories 32,139 34,455
Write-off of intangible assets 48,801 4,064
Staff costs
Directors’ remuneration
Fees 539 491
Other emoluments 63,754 48,663
64,293 49,154
Other staff costs 1,293,422 1,097,733
Contributions to retirement benefits schemes
(other than those included in the Directors’ emoluments)
Defined contribution plans 17,608 14,155
Defined benefit plans (Note 40) 808 1,660
1,376,131 1,162,702
Staff costs disclosed above do not include an amount of US$207,699,000 (2019: US$174,477,000) of staff costs incurred relating to
research and development activities.

12. Directors’ Emoluments

The emoluments paid or payable to each of the twelve (2019: twelve) directors, disclosed pursuant to the applicable Listing Rules and the
CO, was as follows:

Other emoluments
Contributions
Basic to retirement
salaries and benefits Share-based
Fees allowances schemes Bonus payments Total
US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Mr Horst Julius Pudwill (Note i) — 1,671 2 12,412 3,795 17,880
Mr Stephan Horst Pudwill (Note i) — 537 2 2,225 1,191 3,955
Mr Joseph Galli Jr (Note i) — 1,753 383 19,100 7,211 28,447
Mr Kin Wah Chan (Note i) — 870 2 2,645 1,191 4,708
Mr Chi Chung Chan (Note i) — 867 — 4,750 1,191 6,808
Prof Roy Chi Ping Chung GBS BBS JP (Note ii) 77 — — 816 81 974
Mr Camille Jojo (Note ii) 77 27 — — 521 625
Mr Christopher Patrick Langley OBE (Note iii) 77 15 — — 81 173
Mr Peter David Sullivan (Note iii) 77 37 — — 81 195
Mr Vincent Ting Kau Cheung (Note iii) 77 40 — — 81 198
Mr Johannes-Gerhard Hesse (Note iii) 77 27 — — 81 185
Mr Robert Hinman Getz (Note iii) 77 7 — — 61 145
Total 539 5,851 389 41,948 15,566 64,293

12. Directors’ Emoluments (continued)

Other emoluments
Contributions
Basic to retirement
salaries and benefits Share-based
Fees allowances schemes Bonus payments Total
US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Mr Horst Julius Pudwill (Note i) — 1,671 2 15,066 1,186 17,925
Mr Stephan Horst Pudwill (Note i) — 390 2 2,057 601 3,050
Mr Joseph Galli Jr (Note i) — 1,633 180 14,100 648 16,561
Mr Kin Wah Chan (Note i) — 826 2 2,345 601 3,774
Mr Chi Chung Chan (Note i) — 823 — 4,585 601 6,009
Prof Roy Chi Ping Chung GBS BBS JP (Note ii) 77 — — — 135 212
Mr Camille Jojo (Note ii) 77 15 — — 453 545
Mr Christopher Patrick Langley OBE (Note iii) 77 15 — — 135 227
Mr Manfred Kuhlmann (Note iii) 29 13 — — 61 103
Mr Peter David Sullivan (Note iii) 77 37 — — 135 249
Mr Vincent Ting Kau Cheung (Note iii) 77 40 — — 135 252
Mr Johannes-Gerhard Hesse (Note iii) 77 26 — — 144 247
Total 491 5,489 186 38,153 4,835 49,154
Note i: The individuals represent the Executive Directors of the Company and the Group. The Executive Directors’ emoluments shown above were mainly for their
services in connection with management of the affairs of the Company and the Group. Mr Joseph Galli Jr serves as the Chief Executive Officer of the Group.
Note ii: The individuals represent the Non-Executive Directors of the Company. The Non-Executive Directors’ emoluments shown above were mainly for their services as
directors of the Company or its subsidiaries.
Note iii:The individuals represent the independent Non-executive Directors of the Company. The Independent Non-executive Directors’ emoluments shown above were
mainly for their services as directors of the Company.
The bonuses were based on past performance of the Group.
The above emoluments include the value of share options granted and shares awarded to certain directors under the Company’s share
option schemes and share award scheme, respectively, as estimated at the date of grant and award. Details of these benefits in kind are
disclosed under the sections “Share Options” and “Share Award Scheme” in Notes 43 and 44 respectively.

13. Employees’ Emoluments

Of the five individuals with the highest emoluments in the Group, three (2019: four) were directors of the Company whose emoluments are
included in Note 12 above. The emoluments of the remaining two (2019: one) individuals for the year ended December 31, 2020 were as
follows:
2020 2019
US$’000 US$’000
Basic salaries and allowances 1,677 787

Contributions to retirement benefits schemes 152 74
Bonus 10,578 2,587
Other benefit — —
Share-based payments 1,948 1,635
14,355 5,083
The emoluments of these two (2019: one) highest paid individuals for the year ended December 31, 2020 were within the following
bands:
No. of persons
HK$ 2020 2019
39,000,001 to 39,500,000 — 1
51,000,001 to 51,500,000 1 —
60,000,001 to 60,500,000 1 —
During each of the two years ended December 31, 2020 and 2019, no emoluments have been paid by the Group to the five highest paid
individuals, including directors, as an inducement to join or upon joining the Group or as compensation for loss of office. No director has
waived any emoluments during those years.

14. Dividends
2020 2019
US$’000 US$’000
Dividends recognized as distributions during the year:

Final dividend paid:
2019: HK58.00 cents (approximately US7.46 cents)
(2018: HK50.00 cents (approximately US6.44 cents) per share 136,688 117,621
Interim dividend paid:
2020: HK53.00 cents (approximately US6.82 cents)
(2019: HK45.00 cents (approximately US5.79 cents)) per share 124,949 105,973
261,637 223,594
The final dividend of HK82.00 cents (approximately US10.55 cents) per share with a total of approximately US$193,404,000 in respect
of the year ended December 31, 2020 (2019: final dividend of HK58.00 cents (approximately US7.46 cents) per share in respect of the
year ended December 31, 2019) has been proposed by the directors and is subject to approval by the shareholders in the Annual General
Meeting.
15. Earnings per Share

The calculation of the basic and diluted earnings per share attributable to Owners of the Company is based on the following data:
2020 2019
US$’000 US$’000
Earnings for the purposes of basic and diluted earnings per share:
Profit for the year attributable to Owners of the Company 800,760 614,900
Weighted average number of ordinary shares for the purpose of basic earnings per share 1,828,388,789 1,826,362,982
Effect of dilutive potential ordinary shares:
Share options 4,816,658 5,004,102
Share award 1,980,218 1,155,989
Weighted average number of ordinary shares for the purpose of diluted earnings per share 1,835,185,665 1,832,523,073

16. Property, Plant and Equipment

Freehold
land and Office
land and equipment,
buildings Leasehold furniture Plant and Motor Moulds Construction
(Note) improvements and fixtures machinery vehicles and tooling Vessels Aircraft in progress Total
US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Cost
At January 1, 2019 202,505 89,416 237,617 336,745 5,498 343,625 7,106 31,283 187,791 1,441,586
Currency realignment 1,080 302 (8,305) 1,316 197 (1,108) — — (46) (6,564)
Additions 31,687 3,989 16,212 31,554 409 4,626 — 312 367,819 456,608
Disposals (307) (3,786) (19,494) (7,104) (440) (28,892) — (3,900) (3,882) (67,805)
Reclassification 165,256 2,626 21,743 33,078 2,383 71,930 — — (297,016) —
At December 31, 2019 400,221 92,547 247,773 395,589 8,047 390,181 7,106 27,695 254,666 1,823,825
Currency realignment 3,163 2,989 5,255 16,765 142 7,142 — — 2,567 38,023
Additions 177 5,289 15,766 34,373 1,303 3,584 — — 398,436 458,928
Disposals (11,478) (17,160) (19,858) (8,641) (1,485) (139,383) — — (17,259) (215,264)
Reclassification 67,597 6,766 36,791 43,623 657 99,119 — — (254,553) —
At December 31, 2020 459,680 90,431 285,727 481,709 8,664 360,643 7,106 27,695 383,857 2,105,512
Depreciation and Impairment
At January 1, 2019 34,350 44,617 160,137 183,611 3,802 221,591 3,023 234 — 651,365
Currency realignment 867 225 (6,021) 1,052 76 (640) — — — (4,441)
Provided for the year 9,026 7,509 22,579 33,611 1,050 67,789 1,198 1,901 — 144,663
Eliminated on disposals (216) (2,595) (18,935) (5,763) (311) (26,501) — — — (54,321)
At December 31, 2019 44,027 49,756 157,760 212,511 4,617 262,239 4,221 2,135 — 737,266
Currency realignment 1,282 1,532 3,795 7,681 87 5,766 — — — 20,143
Provided for the year 11,295 10,269 30,543 41,610 1,410 67,662 1,198 1,906 — 165,893
Eliminated on disposals (4,110) (12,316) (13,530) (8,364) (1,084) (111,346) — — — (150,750)
At December 31, 2020 52,494 49,241 178,568 253,438 5,030 224,321 5,419 4,041 — 772,552
Carrying amounts
At December 31, 2020 407,186 41,190 107,159 228,271 3,634 136,322 1,687 23,654 383,857 1,332,960
At December 31, 2019 356,194 42,791 90,013 183,078 3,430 127,942 2,885 25,560 254,666 1,086,559
Note: Buildings with a carrying amount of US$15,099,000 (2019: US$16,655,000) are erected on leasehold land that is presented as ROU assets on the consolidated
statement of financial position.

16. Property, Plant and Equipment (continued)

The above PP&E, other than construction in progress, are depreciated on a straight-line basis, at the following rates per annum:
Freehold land Nil

Land and buildings Over the shorter of lease term or useful life of fifteen to fifty years
Leasehold improvements 4% – 371/2%
Office equipment, furniture and fixtures 10% – 331/3%
Plant and machinery 9% – 25%
Motor vehicles 10% – 331/3%
Moulds and tooling 18% – 331/3%
Vessels 20% – 25%
Aircraft 6% – 162/3%
The carrying amounts of properties shown above comprise:
2020 2019
US$’000 US$’000
Properties situated outside Hong Kong are analyzed as follows:

Freehold land 329,951 276,007
Leasehold land and buildings 15,099 16,655
345,050 292,662
Land and buildings situated in Hong Kong 62,136 63,532
407,186 356,194
The cost of the Group’s PP&E includes amounts of US$347,619,000 (2019: US$342,522,000) in respect of fully depreciated PP&E that
are still in use.

17. Right of Use Assets

Office
equipment, Plant
Land and furniture and Motor Leasehold
buildings and fixtures machinery vehicles Aircraft land Total
US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Cost
At January 1, 2019 352,851 4,313 4,842 64,143 12,582 35,955 474,686
Currency realignment (992) 32 51 (597) — (436) (1,942)
Additions 52,426 4,075 1,716 30,899 — — 89,116
Termination of leases (74,091) (1,206) — (13,028) — (34) (88,359)
At December 31, 2019 330,194 7,214 6,609 81,417 12,582 35,485 473,501
Currency realignment 12,102 (9) 269 2,759 — 2,369 17,490
Additions 175,919 1,701 176 33,636 — — 211,432
Early termination/end of leases (21,957) (596) (601) (12,954) — — (36,108)
At December 31, 2020 496,258 8,310 6,453 104,858 12,582 37,854 666,315
Depreciation
At January 1, 2019 142,136 1,785 1,912 29,180 7,445 7,480 189,938
Currency realignment (842) 3 40 (521) — (96) (1,416)
Provided for the year 43,668 1,392 1,149 19,537 1,258 715 67,719
Elimination on termination of leases (16,903) (879) — (12,102) — — (29,884)
At December 31, 2019 168,059 2,301 3,101 36,094 8,703 8,099 226,357
Currency realignment 7,366 10 180 1,548 — 580 9,684

Provided for the year 48,979 1,756 1,576 22,753 1,258 716 77,038
Elimination on early termination/end
of leases (17,596) (568) (550) (11,768) — — (30,482)
At December 31, 2020 206,808 3,499 4,307 48,627 9,961 9,395 282,597
Carrying amounts
At December 31, 2020 289,450 4,811 2,146 56,231 2,621 28,459 383,718
At December 31, 2019 162,135 4,913 3,508 45,323 3,879 27,386 247,144
2020 2019
US$’000 US$’000
Expense relating to short-term leases 12,911 11,844

Expense relating to leases of low-value assets, excluding short-term leases of low-value assets 9,771 7,757
Total cash outflow for leases 106,079 90,534

17. Right of Use Assets (continued)

For both years, the Group leases land and buildings, office equipment, furniture and fixtures, plant and machinery, motor vehicles and
aircraft for its operations. Lease contracts are entered into for term of up to 18 years (2019: 18 years). Lease terms are negotiated on an
individual basis and contain a wide range of different terms and conditions. In determining the lease term and assessing the length of the
non-cancellable period, the Group applies the definition of a contract and determines the period for which the contract is enforceable.
In addition, the Group owns office buildings. The Group is the registered owner of these property interests, including the underlying
leasehold lands. Lump sum payments were made upfront to acquire these property interests. The leasehold land components of these
owned properties are presented separately only if the payments made can be allocated reliably.
The Group regularly entered into short-term leases for premises, plant and machinery and motor vehicles. As at December 31, 2020 and
2019, the portfolio of short-term leases is similar to the portfolio of short-term leases to which the short-term lease expense disclosed
above.
Leases Committed
As at December 31, 2020, the Group entered into new leases for certain PP&E that have not yet commenced, with average non-
cancellable period that ranges from 1 to 6 years (2019: 1 to 10 years) with extension options, the total future undiscounted cash flows
under which amounts to US$7,294,000 (2019: US$33,475,000) over the non-cancellable period.
Details of the lease maturity analysis of the lease liabilities are set out in Note 33.
18. Goodwill
US$’000
At January 1, 2019 581,215

Currency realignment (349)
At December 31, 2019 580,866

Currency realignment 1,456
Written off during the year (3,861)
At December 31, 2020 578,461
Particulars regarding impairment testing of goodwill are disclosed in Note 20.

19. Intangible Assets

Deferred Retailer and Non
development Manufacturing service compete
costs Patents Trademarks know-how relationships agreement Total
US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Cost
At January 1, 2019 916,548 99,814 242,412 1,753 16,400 1,300 1,278,227
Currency realignment 53 — — — — — 53
Additions 151,931 7,040 — — — — 158,971
Written off in the year (6,075) (198) — — — — (6,273)
At December 31, 2019 1,062,457 106,656 242,412 1,753 16,400 1,300 1,430,978

Additions 145,707 12,479 — — — — 158,186
Written off in the year (444,763) (23,482) (3,200) — (6,500) — (477,945)
At December 31, 2020 763,509 95,653 239,212 1,753 9,900 1,300 1,111,327
Amortization
At January 1, 2019 578,318 60,070 13,591 486 4,896 65 657,426
Provided for the year 98,311 8,898 453 130 718 527 109,037
Eliminated on write-off (2,209) — — — — — (2,209)
At December 31, 2019 674,439 68,968 14,044 616 5,614 592 764,273

Provided for the year 102,116 8,504 453 130 664 549 112,416
Eliminated on write-off (407,298) (17,675) — — (4,171) — (429,144)
At December 31, 2020 369,365 59,797 14,497 746 2,107 1,141 447,653
Carrying amounts
At December 31, 2020 394,144 35,856 224,715 1,007 7,793 159 663,674
At December 31, 2019 388,018 37,688 228,368 1,137 10,786 708 666,705
The retailer and service relationships were acquired through business combinations which related to the relationships with retailers and
service centers.
Deferred development costs are internally-generated by capitalizing the costs pertaining to the development of new or enhancement of
existing products.
Included in trademarks of the Group, US$224,440,000 (2019: US$227,640,000) are trademarks considered by the management of
the Group as having indefinite useful lives because they are expected to contribute to the Group’s net cash inflows indefinitely. The
trademarks will not be amortized until their useful lives are determined to be finite. Instead they will be tested for impairment annually and
whenever there is an indication that they may be impaired. Particulars of the impairment testing are disclosed in Note 20.
The above intangible assets, other than trademarks with indefinite useful lives, are amortized on a straight-line basis, at the following rates
per annum:
Deferred development costs 20% – 331 ⁄3%

Patents 10% – 25%
Trademarks with finite useful lives 62/3%
Manufacturing know-how 10%
Retailer and service relationships 5% – 62/3%
Non compete agreement 62/3%

20. Impairment Testing on Goodwill and Intangible Assets with Indefinite Useful Lives
As explained in Note 5, the Group uses the types of goods sold for preparing the operating segment information. For the purpose of
impairment testing, goodwill and trademarks with indefinite useful lives set out in Notes 18 and 19, the majority of the amounts have been
allocated to four major individual cash-generating units (“CGUs”), including three units in the Power Equipment segment and one unit in
the Floorcare segment. The carrying amounts of goodwill and trademarks as at December 31, 2020 allocated to these units are as follows:
Goodwill Trademarks
2020 2019 2020 2019
US$’000 US$’000 US$’000 US$’000
Power Equipment – MET 443,264 443,264 126,607 126,607
Power Equipment – HCP 16,509 7,492 30,648 30,648
Power Equipment – Drebo 23,234 21,779 — —
Power Equipment – Baja — 9,017 — 3,200
Floorcare – RAM/Hoover/VAX 75,748 75,748 67,179 67,179
Others 19,706 23,566 6 6
578,461 580,866 224,440 227,640
In line with operation changes made during the year, the goodwill and intangible assets included in the Power Equipment – Baja CGU
were aggregated to this Power Equipment – HCP as at December 31, 2020.
During the year ended December 31, 2020, management of the Group wrote off goodwill of US$3,861,000 and trademarks of
US$3,200,000 pertaining to amounts included in the Others CGU and Power Equipment Baja CGU respectively.
The basis of the recoverable amounts of the above CGUs and their major underlying assumptions are summarized below:
Power Equipment – MET (“MET”)

The recoverable amounts of MET’s goodwill and intangible assets have been determined based on a value in use calculation. That
calculation uses cash flow projections based on financial budgets approved by management covering a 5-year period and a discount rate
of 8.5% (2019: 10.0%) per annum.
Cash flow projections during the budget period for MET are based on management’s estimation of cash inflows/outflows including
sales, gross margin, operating expenses and working capital requirements. The assumptions and estimations are based on MET’s past
performance, management’s expectations of the market development, the success of the new products launched, managing the working
capital and the continuance of costs controlling strategy implemented by the Group. Cash flow projections beyond the 5-year period are
extrapolated using a steady 3.0% (2019: 3.0%) growth rate. Management believes that any reasonably possible change in any of these
assumptions would not cause the carrying amounts of MET’s goodwill and intangible assets to exceed the estimated recoverable amounts.
Power Equipment – HCP (“HCP”)

The recoverable amounts of HCP’s goodwill and intangible assets have been determined based on a value in use calculation. That
calculation uses cash flow projections based on financial budgets approved by management covering a 5-year period, and a discount rate
of 10.0% (2019: 11.0%) per annum.
Cash flow projections during the budget period for HCP are based on management’s estimation of cash inflows/outflows including
sales, gross margin, operating expenses and working capital requirements. The assumptions and estimations are based on HCP’s past
performance, management’s expectations of the market development, the success of the new products launched and the continuance of
costs controlling strategy implemented. Cash flow projections beyond the 5-year period are extrapolated without considering any growth
rate. Management believes that any reasonably possible change in any of these assumptions would not cause the carrying amounts of
HCP’s goodwill and intangible assets to exceed the estimated recoverable amounts.

20. Impairment Testing on Goodwill and Intangible Assets with Indefinite Useful Lives (continued)
Power Equipment – Drebo (“Drebo”)

The recoverable amounts of Drebo’s goodwill have been determined based on a value in use calculation. That calculation uses cash flow
projections based on financial budgets approved by management covering a 5-year period, and a discount rate of 9.0% (2019: 10.0%)
per annum.
Cash flow projections during the budget period for Drebo are based on management’s estimation of cash inflows/outflows including
sales, gross margin, operating expenses and working capital requirements. The assumptions and estimations are based on Drebo’s past
performance, management’s expectations of the market development, the success of the new products launched and the continuance
of costs controlling strategies implemented. Cash flow projections beyond the 5-year period are extrapolated using a 3.0% (2019: 1.0%)
growth rate. Management believes that any reasonably possible change in any of these assumptions would not cause the carrying
amounts of Drebo’s goodwill to exceed the estimated recoverable amount.
Floorcare – RAM/Hoover/VAX (“RAM/Hoover/VAX”)

The recoverable amounts of RAM/Hoover/VAX’s goodwill and intangible assets have been determined based on a value in use calculation.
That calculation uses cash flow projections based on financial budgets approved by management covering a 5-year period, and a discount
rate of 12.5% (2019: 13.5%) per annum.
Cash flow projections during the budget period for RAM/Hoover/VAX are based on management’s estimation of cash inflows/outflows
including sales, gross margin, operating expenses, capital expenditures and working capital requirements. The assumptions and
estimations are based on RAM/Hoover/VAX’s past performance, management’s expectations of the market development, managing the
working capital and the continuance of costs controlling strategies implemented. Cash flow projections beyond the 5-year period are
extrapolated using a steady 2.0% (2019: 2.0%) growth rate. Management believes that any reasonably possible change in any of these
assumptions would not cause the carrying amounts of RAM/Hoover/VAX’s goodwill and intangibles to exceed the estimated aggregate
recoverable amounts.
21. Interests in Associates

2020 2019
US$’000 US$’000
Cost of investment in associates 1,470 1,470

Share of post-acquisition profits 551 119
Share of net assets 2,021 1,589

Amounts due from associates — 1,654
2,021 3,243
Summarized financial information in respect of Wuerth Master Power Tools Limited (“Wuerth”) is set out below. The summarized financial
information below represents amounts shown in Wuerth’s financial statements prepared in accordance with HKFRSs.

21. Interests in Associates (continued)

Wuerth is accounted for using equity method in the consolidated financial statements.
2020 2019
US$’000 US$’000
Non-current assets 1,875 1,681

Current assets 7,034 7,484
Current liabilities 4,437 5,922
Non-current liabilities 347 —
Net assets 4,125 3,243
2020 2019
US$’000 US$’000
Revenue 45,095 44,386

Profit for the year 882 242
Reconciliation of the above summarized financial information to the carrying amount of the interest in Wuerth recognized in the
consolidated financial statements:
2020 2019
US$’000 US$’000
Net assets 4,125 3,243

Proportion of the Group’s ownership interest 49.0% 49.0%
The Group’s share of net assets 2,021 1,589
Carrying amount of the Group’s interest 2,021 1,589
Particulars of the principal associates as at December 31, 2020 and 2019 are set out in Note 50.
The amounts due from associates are unsecured, non-interest bearing and are repayable on demand.

22. Financial Assets at FVTPL

2020 2019
Club membership debentures (a) 3,189 2,450

Unlisted equity securities (b) 3,301 3,301
Listed equity securities (c) 17,763 24,597
Other 45 45
24,298 30,393
Analyzed for reporting purposes as:

Current assets 17,763 24,597
Non-current assets 6,535 5,796
24,298 30,393
Notes:
(a) As at December 31, 2020 and 2019, the club membership debentures measured at fair value with reference to recent transaction prices for similar
comparables with similar characteristic.
(b) As at December 31, 2020 and 2019, the unlisted equity securities represented the interest in a private company incorporated in the United States of America
(“US”). The fair value was arrived at with reference to the latest purchase price per share arising on subscribing for the shares in a private market.
(c) The Group’s listed equity securities were carried at fair value using the market bid prices on the reporting date.
23. Inventories
2020 2019
US$’000 US$’000
Raw materials 401,837 209,495

Work in progress 53,703 43,832
Finished goods 2,768,208 1,859,604
3,223,748 2,112,931
24. Right to Returned Goods Asset/Refund Liabilities from Right of Return

The right to returned goods asset represents the Group’s right to recover products from customers where customers exercise their right
of return under the Group’s various returns policies. The Group uses its accumulated historical experience to estimate the dollar value of
returns on a portfolio level based on the expected return level.
The refund liabilities relate to customers’ right to return products within certain days of purchase. At the point of sale, a refund liability
and a corresponding adjustment to revenue is recognized for the sold products expected to be returned. The Group uses its accumulated
historical experience to estimate the dollar value of returns on a portfolio level based on the expected return level.

25. Trade and Other Receivables

2020 2019
US$’000 US$’000
Trade receivables 1,359,988 1,195,630

Less: Allowances for credit losses (52,932) (34,529)
1,307,056 1,161,101
Other receivables 60,230 67,472
1,367,286 1,228,573
As at January 1, 2019, all trade receivables amounted US$1,140,923,000 are derived from contracts with customers.
The ageing analysis of trade receivables, net of allowances for credit losses, presented on the basis of the revenue recognition date, which
is usually the invoice date, at the end of the reporting period is as follows:
2020 2019
US$’000 US$’000
0 to 60 days 1,016,581 966,306

61 to 120 days 232,640 137,389
121 days or above 57,835 57,406
Total trade receivables 1,307,056 1,161,101
Before accepting any new customer, the Group uses an internal credit scoring system to assess the potential customer’s credit quality and
defines credit limits by customer. Limits and scoring attributed to customers are reviewed regularly. Trade receivables that are neither past
due nor impaired have the best credit scoring attributable under the internal credit scoring system used by the Group.
As at December 31, 2020, included in the Group’s trade receivables balance are debtors with aggregate carrying amount of
US$307,439,000 (2019: US$334,794,000) which are past due as at the reporting date. The past due over 90 days balances that are
presumed in default according with the Group’s accounting policy of US$254,508,000 (2019: US$303,196,000) are not considered as in
default as they are due from a number of independent customers that have a good payment track record with the Group.
The Group had a policy of allowing credit periods ranging mainly from 30 days to 120 days.
In accordance with receivables purchase agreements, certain trade receivables have been factored to banks (the “Factored Trade
Receivables”). As the Group still retained the risks associated in respect of default payments, the Group has continued to recognize
the Factored Trade Receivables in the consolidated statement of financial position. At the end of the reporting period, proceeds from
the Factored Trade Receivables of US$10,000,000 (2019: US$68,700,000) were recognized as liabilities and included in “Unsecured
borrowings – due within one year” in the consolidated statement of financial position.
26. Bills Receivable

All the Group’s bills receivable at December 31, 2020 and 2019 are aged within 120 days based on invoice date.

27. Trade Receivables from Associates

The trade receivables from associates are aged within 120 days based on invoice date.
28. Derivative Financial Instruments

2020 2019
US$’000 US$’000
Assets
Acquisition right of certain property, plant and equipment 8,494 8,929
Foreign currency forward contracts – under hedge accounting 9,341 25,065
17,835 33,994
2020 2019
US$’000 US$’000
Liabilities
Foreign currency forward contracts – not under hedge accounting 16,400 4,380
Cross-currency interest rate swaps – under hedge accounting 28,277 2,425
96,135 17,493
Acquisition Right of Certain PP&E

As at December 31, 2020 and 2019, the Group owned a right to acquire certain PP&E which was acquired as part of the acquisition
of the Oreck business from the Oreck Bankruptcy Estate. The right is expected to be exercised in 2032. The fair value of the PP&E
was US$8,494,000 valued on September 30, 2020 (2019: US$8,929,000 valued on September 30, 2019) by Duff & Phelps, LLC., an
independent valuer not related to the Group.
Foreign Currency Forward Contracts

The fair values of foreign currency forward contracts are measured using quoted forward exchange rates and yield curves derived from
quoted interest rates matching maturities of the contracts.
Foreign Currency Forward Contracts under Hedge Accounting

At the end of the reporting period, the Group had the following foreign currency forward contracts designated as highly effective hedging
instruments in order to manage the Group’s foreign currency exposure in relation to future foreign currency sales. The terms of the foreign
exchange contracts have been negotiated to match the terms of the respective designated hedged items.

28. Derivative Financial Instruments (continued)
Foreign Currency Forward Contracts under Hedge Accounting (continued)

Major terms of the foreign currency forward contracts under hedge accounting are as follows:
2020
Notional amounts in millions (“M”) Maturity
Sell AUD 537M, Buy US$ January 28, 2021 to December 30, 2021
Sell EUR 780.2M, Buy US$ January 11, 2021 to December 29, 2022
Sell GBP 90.8M, Buy US$ January 8, 2021 to March 18, 2022
Sell US$270.8M, Buy RMB July 29, 2021 to December 30, 2021
Sell US$16M, Buy EUR January 5, 2021 to August 24, 2021
Sell GBP 18M, Buy EUR January 14, 2021 to September 16, 2021
Sell CHF 4.4M, Buy EUR January 14, 2021 to December 16, 2021
Sell SEK 333M, Buy EUR January 14, 2021 to December 16, 2021
2019
Notional amounts in M Maturity
Sell AUD 430M, Buy US$ January 30, 2020 to December 30, 2020
Sell EUR 589M, Buy US$ January 31, 2020 to December 30, 2021
Sell US$354.3M, Buy RMB January 31, 2020 to December 30, 2020
Sell US$9M, Buy EUR January 3, 2020 to May 22, 2020
Sell GBP 36.5M, Buy EUR January 16, 2020 to December 10, 2020
Sell CHF 3M, Buy EUR January 16, 2020 to December 10, 2020
Sell SEK 285M, Buy EUR January 16, 2020 to December 10, 2020
Buy US$95.9M, Sell GBP January 3, 2020 to June 11, 2021
As at December 31, 2020, a fair value loss of US$75,838,000 (December 31, 2019: fair value loss of US$9,681,000) has been
recognized in other comprehensive income and accumulated in hedging reserve and is expected to be reclassified to profit or loss.
During the year, a fair value gain of US$12,896,000 (2019: fair value gain of US$21,448,000) was reclassified from reserves to profit or
loss.

Foreign Currency Forward Contracts not under Hedge Accounting

Major terms of the foreign currency forward contracts not under hedge accounting are as follows:
2020
Buy EUR 4.8M, Sell AUD January 13, 2021 to December 13, 2021
Buy US$27M, Sell AUD January 20, 2021 to December 20, 2021
Buy US$33.5M, Sell NZD January 20, 2021 to December 20, 2021
Buy US$381.7M, Sell CAD January 29, 2021 to October 8, 2021
2019
Buy EUR 4.8M, Sell AUD January 21, 2020 to December 18, 2020
Buy US$21M, Sell AUD January 21, 2020 to December 18, 2020
Buy US$35.9M, Sell NZD January 17, 2020 to December 18, 2020
Buy US$308.4M, Sell CAD January 31, 2020 to August 21, 2020
Cross-currency Interest Rate Swaps

The Group uses cross-currency interest rate swaps designated as effective hedging instrument to minimize its exposures to interest rate
risk on US$ floating borrowings and foreign currency risk on the intercompany advances which affects the consolidated profit or loss.
The cross-currency interest rate swaps with notional amount of US$210,300,000 (2019: US$165,300,000) have fixed currency payments
in EUR at exchange rate of EUR to US$ at 1.102 and 1.077 (2019: at 1.102), fixed interest payments monthly in EUR at 0.305% and
0.520% per annum (2019: 0.305% per annum) for periods up until October 2023, October 2024, April 2024 and April 2025 (2019:
October 2023 and October 2024).
The floating rate index and the currency exposure of the cross currency interest rate swaps match with the floating rate US$ bank
borrowings and the currency exposure of the intercompany advances respectively.
As at December 31, 2020, a fair value loss of US$28,277,000 (December 31, 2019: fair value loss of US$2,425,000) has been
recognized in other comprehensive income and accumulated in hedging reserve and is expected to the reclassified to profit or loss.
The fair value of the cross-currency interest swaps is determined by using the discounted cash flow method based on LIBOR yield curves
and the forward exchange rates between US$ and EUR estimated at the end of the reporting period.
The Group is exposed to the LIBOR within its hedge accounting relationships, which are subject to interest rate benchmark reform. As
disclosed above, the hedged item is the variable-rate US$ unsecured borrowings.
The Group has closely monitored the market and the output from the various industry working groups managing the transition to new
benchmark interest rates. This includes announcements made by LIBOR regulators regarding the transition away from LIBOR. In response
to the announcements, the Group has set up an LIBOR transition programme comprised of the following work streams: tax, treasury, legal,
accounting and systems. The aim of the programme is to understand where LIBOR exposures are within the business and prepare and
deliver on an action plan to enable a smooth transition to alternative benchmark rates.
None of the Group’s current LIBOR linked contracts include adequate and robust fall back provisions for a cessation of the referenced
benchmark interest rate. Different working groups in the industry are working on fall back language for different instruments and different
LIBORs, which the Group is monitoring closely and will look to implement these when appropriate.
For the Group’s cross-currency interest rate swaps, the International Swaps and Derivatives Association’s (“ISDA”) fall back clauses were
made available at the end of 2019 and the Group will begin discussion with its banks with the aim to implement this language into its ISDA
agreements within 2021.

Cross-currency Interest Rate Swaps (continued)

For the Group’s variable-rate US$ unsecured borrowings, the Group has started discussions with the lenders to amend the US$ LIBOR
unsecured borrowings so that the reference benchmark interest rate will change to Secured Overnight Financing Rate. The Group aims to
finalise this amendment within 2021.
The Group will continue to apply the amendments to HKFRS 9 until the uncertainty arising from the interest rate benchmark reforms
with respect to the timing and the amount of the underlying cash flows that the Group is exposed ends. The Group has assumed that this
uncertainty will not end until the Group’s LIBOR contracts are amended to specify the date on which the interest rate benchmark will be
replaced, the cash flows of the alternative benchmark rate and the relevant spread adjustment. This will, in part, be dependent on the
introduction of fall back clauses which have yet to be added to the Group’s contracts and the negotiation with lenders.
Major terms of the cross-currency interest rate swaps were as follows:
2020
Notional amounts Maturity Receive floating Pay fixed
US$66,120,000 October 16, 2023 LIBOR +0.85% 0.305%

US$99,180,000 October 9, 2024 LIBOR +0.85% 0.305%
US$18,000,000 April 23, 2024 LIBOR +0.85% 0.520%
US$27,000,000 April 23, 2025 LIBOR +0.85% 0.520%
2019
Notional amounts Maturity Receive floating Pay fixed

US$66,120,000 October 16, 2023 LIBOR +0.85% 0.305%
US$99,180,000 October 9, 2024 LIBOR +0.85% 0.305%
29. Bank Balances, Deposits and Cash

Bank balances carry interest at market rates which ranged from 0.001% to 1.75% (2019: 0.001% to 3.95%) per annum.
30. Trade and other Payables

The ageing analysis of trade payables presented based on the invoice date at the end of the reporting period is as follows:
2020 2019
US$’000 US$’000
0 to 60 days 1,315,379 908,313

61 to 120 days 389,775 217,144
121 days or above 17,988 5,829
Total trade payables 1,723,142 1,131,286

Other payables 1,583,190 1,081,625
Total trade and other payables 3,306,332 2,212,911

Non-current portion of other payables (58,524) (35,494)
3,247,808 2,177,417
The credit period on the purchase of goods ranges from 30 days to 120 days (2019: 30 days to 120 days). The Group has financial risk
management policies in place to ensure that all payables are settled within the credit time frame.
The other payables mainly represents accruals of various selling, general and administrative expenses of US$1,385,793,000 (2019:
US$980,404,000) and non-trading nature payables to vendors US$138,873,000 (2019: US$65,727,000). The non-current other
payables mainly represents accruals of long-term incentive benefit offered to certain management executives of the Group.

31. Bills Payable

All the Group’s bills payable at December 31, 2020 and 2019 are aged within 120 days based on invoice date.
32. Warranty Provision

US$’000
At January 1, 2019 105,215

Currency realignment 95
Provision in the year 127,237
Utilization of provision (117,337)
At December 31, 2019 115,210

Currency realignment 3,788
Provision in the year 141,803
Utilization of provision (104,130)
At December 31, 2020 156,671
The warranty provision represents management’s best estimate of the Group’s service commitments arising from products sold, based
on past claims and industry averages for defective products. It is expected that the majority of this expenditure will be utilized in the next
financial year.
33. Lease Liabilities

2020 2019
US$’000 US$’000
Amounts payable under lease liabilities:

Within one year 73,331 63,878
In more than one year but not more than two years 69,439 53,152
In more than two years but not more than five years 111,206 82,080
More than five years 120,431 39,258
374,407 238,368
Less: Amount due for settlement with 12 months shown under current liabilities (73,331) (63,878)
Amount due for settlement after 12 months shown under non-current liabilities 301,076 174,490
The weighted average incremental borrowing rates applied to lease liabilities ranged from 2.20% to 2.80% (2019: 2.80%).
Lease obligations that are denominated in major currencies other than the functional currencies of the relevant group entities are set out
below:
EUR AUD VND GBP

US$’000 US$’000 US$’000 US$’000
As at December 31, 2020 32,706 24,388 23,686 16,922
As at December 31, 2019 30,372 20,417 8,589 17,765

34. Discounted Bills with Recourse

Bills discounted with banks at an effective interest rate of 3.88% per annum (2019: 2.93% per annum) have maturity profiles of less than
120 days.
35. Capital Risk Management

The Group manages its capital to ensure that entities in the Group will be able to continue as a going concern while maximizing the return
to shareholders through the optimization of the debt and equity balances. The Group’s overall strategy remains unchanged from prior
years.
The capital structure of the Group consists of debt which includes unsecured borrowings, and discounted bills with recourse, net of cash
and cash equivalents and equity attributable to Owners of the Company, comprising issued share capital, reserves and retained profits.
Gearing Ratio
The Group’s management reviews the capital structure on a semi-annual basis. As part of this review, the management considers the cost
of capital and the risks associated with each class of capital. The Group has a target gearing ratio of not exceeding 35% determined as the
proportion of net debt to equity. The Group will continue to execute very disciplined control and management of its working capital and
generate free cash inflows through the growth of the business.
The gearing ratio at the year end was as follows:
2020 2019
US$’000 US$’000

Debt(i) (1,316,870) (1,427,397)
Net cash (debt) 217,006 (15,576)

Equity(ii) 3,903,005 3,394,645
Net debt to equity ratio (5.56%) 0.46%
(i) Debt comprises discounted bills with recourse and unsecured borrowings but excludes bank advances from factored trade receivables as detailed in Notes 34,
37 and 25 respectively.
(ii) Equity includes all capital and reserves attributable to the owners of the Company.
In addition, based on management recommendations, the Group will balance its overall capital structure through the payment of
dividends, new share issues and share buy-backs as well as the issue of new debt or the redemption of existing debt.

36. Financial Instruments

36.1 Categories of Financial Instruments
2020 2019
US$’000 US$’000
Financial assets
FVTPL
Financial assets at FVTPL 24,298 30,393
24,298 30,393
Derivative financial instruments

Acquisition right of certain property, plant and equipment 8,494 8,929
17,835 33,994
Financial assets at amortized cost

Trade and other receivables 1,367,286 1,228,573
Bills receivable 7,660 6,076
Trade receivables from associates 4,240 6,494
2,913,062 2,652,964
Financial liabilities
Derivative financial instruments
Foreign currency forward contracts – not under hedge accounting 16,400 4,380
Cross-currency interest rate swaps – under hedge accounting 28,277 2,425
96,135 17,493
Financial liabilities at amortized cost

Trade and other payables 3,306,332 2,212,911
Bills payable 61,791 46,170
Discounted bills with recourse 1,436 9,089
Unsecured borrowings 1,325,434 1,487,008
4,694,993 3,755,178
36.2 Financial Risk Management Objectives and Policies

The Group’s corporate treasury function provides risk management advice to the business units, co-ordinates access to domestic
and international financial markets, monitors and manages the financial risks relating to the operations of the Group through
internal risk reports which analyze exposures by degree and magnitude of risks. These financial risks include market risk (including
currency risk, interest rate risk and other price risk), credit risk and liquidity risk.
The Group seeks to minimize the effects of these risks by using derivative financial instruments or natural hedges to mitigate these
risk exposures. The use of financial derivatives is governed by the Group’s policies approved by the board of directors, which
provide written principles on foreign exchange risk, interest rate risk, credit risk, the use of financial derivatives and non-derivative
financial instruments, and the investment of excess liquidity. Compliance with policies is reviewed internally on a continuous basis.
The Group does not enter into or trade derivative financial instruments for speculative purposes.

36. Financial Instruments (continued)
36.2 Financial Risk Management Objectives and Policies (continued)

36.2.1 Foreign Currency Risk Management
Subsidiaries of the Group have foreign currency sales and purchases, which exposes the Group to foreign currency risk.
Approximately 20.4% (2019: 21.0%) of the Group’s sales are denominated in currencies other than the functional currency
of the group entity making the sale, whilst almost 14.4% (2019: 38.2%) of purchases are denominated in the group entity’s
respective functional currency.
The carrying amounts of certain significant foreign currency denominated monetary assets and monetary liabilities at the
reporting date are as follows:
Liabilities Assets
2020 2019 2020 2019

US$’000 US$’000 US$’000 US$’000
Foreign Currency
EUR 448,945 17,754 676,921 137,377
US$ 2,974,968 2,714,382 1,715,483 2,017,052
Note: For group entities with their functional currency as the US$, monetary assets and monetary liabilities denominated in Hong Kong dollars have no
material foreign currency risk exposure as the Hong Kong dollar is pegged with the US$.
The Group requires its group entities to use foreign exchange forward contracts to reduce the currency exposure. The
exchange forward contracts must be in the same currency as the hedged item. On this basis, the Group has entered into
forward contracts in relation to the foreign currency amounting to US$946,737,000 (2019: US$660,461,000). It is the
Group’s policy to negotiate the terms of the hedge derivatives to match the terms of the hedged item to maximize hedge
effectiveness (see Note 28 for details).
The Group also uses cross-currency interest rate swaps to reduce currency exposure to hedge against the debts which are
effective to convert the foreign currency debts to the functional currency of the relevant group entity. The critical terms of
these currency swaps are similar to those of hedged borrowings.
Sensitivity Analysis
The following table details the Group’s sensitivity to a 5% (2019: 5%) increase and decrease in the functional currency
against foreign currency without considering the cross-currency interest rate swaps entered at end of the reporting period.
5% (2019: 5%) is the sensitivity rate used when reporting foreign currency risk internally to key management personnel and
represents management’s assessment of the reasonably possible change in the foreign exchange rate. The sensitivity analysis
includes outstanding foreign currency denominated monetary items and excludes the effect of cross-currency interest
rate swaps held at the reporting date. A positive number below indicates an increase in profit for the year where functional
currency weakens 5% (2019: 5%) against foreign currency.
Impact of US$ Impact of EUR
2020 2019 2020 2019

US$’000 US$’000 US$’000 US$’000
(Loss) profit for the year(i) (58,567) (32,426) 10,601 5,562
(i) This is mainly attributable to the net exposure on receivables, payables and bank borrowings denominated in US$ & EUR as foreign currency at
the reporting date.


36.2.2 Interest Rate Risk Management
The Group’s exposure to interest rates on financial assets and liabilities is detailed in the liquidity risk management section
of this note. The Group is exposed to cash flow interest rate risk in relation to variable-rate borrowing (see Note 37 for details
of these borrowings), discounted bills with recourse, bank balances and deposits. The Group’s cash flow interest rate risk is
mainly concentrated on LIBOR arising from the Group’s US$ and EUR denominated borrowings. In relation to interest bearing
bank balances and deposits, the Group considers the interest rate risk to be low. The management continuously monitors
interest rate fluctuations and will consider further hedging the interest rate risk should the need arise.
The Group is also exposed to fair value interest rate risk in relation to fixed-rate bank borrowings (see Note 37 for details of
these borrowings) and lease liabilities.
During the year, the Group obtained new bank borrowings of US$3,694 million (2019: US$4,042 million) which are either at
a fixed rate or LIBOR based. The proceeds were used for refinancing the Group’s borrowings.
A fundamental reform of major interest rate benchmarks is being undertaken globally, including the replacement of some
interbank offered rates with alternative nearly risk-free rates. The Group is closely monitoring the transition to new benchmark
interest rates.
Sensitivity analysis
The sensitivity analysis below has been determined based on the exposure to interest rates for non-derivative instruments at
the end of the reporting period. The analysis is prepared assuming the financial instruments outstanding at the end of the
reporting period was outstanding for the whole year without considering the cross-currency interest rate swaps entered at the
end of the reporting period. A 50 basis points (2019: 50 basis points) increase or decrease in LIBOR is used when reporting
interest rate risk internally to key management personnel and represents management’s assessment of the reasonably
possible change in interest rates.
If interest rates had been 50 basis points (2019: 50 basis points) higher/lower and all other variables were held constant,
the Group’s post-tax profit for the year ended December 31, 2020 would decrease/increase by US$3,992,000 (2019:
decrease/increase by US$6,120,000). This is mainly attributable to the Group’s exposure to interest rates on its variable-rate
borrowings.
The Group’s sensitivity to interest rates has decreased during the current period mainly due to the decrease in variable-rate
debt instruments.
36.2.3 Other Price Risk

The Group is exposed to price risk mainly through its listed equity securities.
Sensitivity analysis
The sensitivity analysis below has been determined based on the exposure to equity price risks of listed equity securities
measured at fair value at the reporting date.
If the prices of the listed equity securities had been 10% higher, the profit for the year ended December 31, 2020 of the
Group would increase by US$1,776,000 (2019: increase by US$2,460,000) as a result of the changes in the fair values of
the listed equity securities.
36.2.4 Credit Risk Management and Impairment Assessment

As at December 31, 2020, other than those financial assets whose carrying amounts best represent the maximum exposure
to credit risk of US$2,913,062,000 (2019: US$2,652,964,000), the Group’s maximum exposure to credit risk which will
cause a financial loss to the Group arising from the amount of financial guarantees provided by the Group is disclosed in
Note 42. The Group does not hold any collateral or other credit enhancements to cover its credit risk associated with its
financial assets.


36.2.4 Credit Risk Management and Impairment Assessment (continued)
Trade receivables arising from contracts with customers
In order to minimize the credit risk, the management of the Group has delegated a team responsible for determination of
credit limits and credit approvals. Before accepting any new customer, the Group uses an internal credit scoring system to
assess the potential customer’s credit quality and defines credit limits by customer. Limits and scoring attributed to customers
are reviewed twice a year. Other monitoring procedures are in place to ensure that follow-up action is taken to recover
overdue debts. In addition, the Group performs impairment assessment using an ECL model upon application of HKFRS 9
based on a provision matrix. In this regard, the directors of the Company consider that the Group’s credit risk is significantly
reduced.
The Group has concentration of credit risk as 35.0% (2019: 25.8%) and 53.6% (2019: 42.8%) of the total trade receivables
were due from the Group’s largest customer and the five largest customers respectively. In order to minimize the credit risk,
the management of Group has delegated a team responsible for determination of credit limits and credit approvals.
Bank balances
The credit risks on bank balances are limited because the counterparties are banks/financial institutions with high credit
ratings assigned by international credit-rating agencies.
The Group’s internal credit risk grading assessment comprises the following categories:
Other financial assets/

Internal credit rating Description Trade receivables Other items
No risk The counterparty has no risk of default and Lifetime ECL – 12m ECL
does not have any past-due amounts. not credit-impaired
Low risk The counterparty has a low risk of default and Lifetime ECL – 12m ECL
does not have any past-due amounts. not credit-impaired
Medium risk Debtor occasionally repays after due dates Lifetime ECL – 12m ECL
not credit-impaired
High risk There have been significant increases in Lifetime ECL – Lifetime ECL –
credit risk since initial recognition through not credit-impaired not credit-impaired
information developed internally or external
resources.
Loss There is evidence indicating the asset is Lifetime ECL – Lifetime ECL –
credit-impaired. credit-impaired credit-impaired
Write-off There is evidence indicating that the debtor is Amount is written off Amount is written off
in severe financial difficulty and the Group
has no realistic prospect of recovery.


The tables below detail the credit risk exposure of the Group’s financial assets, which are subject to ECL assessment:
2020 2019
Internal 12-month or External Gross carrying External Gross carrying

Notes credit rating lifetime ECL credit rating amount credit rating amount
US$’000 US$’000
Trade receivables 25 (Note 2) Lifetime ECL (not N/A 1,359,988 N/A 1,195,630
credit-impaired)
Other receivables 25 (Note 1) 12m ECL N/A 60,230 N/A 67,472
Bills receivable 26 N/A 12m ECL A- To A 7,660 A- To A 6,076
Trade receivables from associates 27 (Note 1) 12m ECL N/A 4,240 N/A 6,494
Bank balances, deposits and cash 29 N/A 12m ECL A To A+ 1,533,876 A To AA- 1,411,821
Financial guarantee contracts 42 (Note 3) 12m ECL N/A — N/A 8,877
Notes:
1. Trade receivables from associates and other receivables amounted to US$4,240,000 and US$60,230,000 (2019: US$6,494,000 and
US$67,472,000) respectively have no fixed repayment terms. The Group has assessed these balances on a 12-month ECL basis as there has
been no significant increase in the credit risk since initial recognition.
2. For trade receivables, the Group has applied the simplified approach in HKFRS 9 to measure the loss allowance at lifetime ECL. The Group
determines the ECL on these items by using a provision matrix grouped by internal credit rating.
3. For financial guarantee contracts, the gross carrying amount in 2019 represented the maximum amount the Group had guaranteed under the
respective contracts.
As part of the Group’s credit risk management, the Group applies internal credit rating for its customers in relation to its
operation. The following table provides information about the exposure to credit risk and ECL for trade receivables which are
assessed collectively as at December 31, 2020.
2020 2019
Average Gross Allowances Average Gross Allowances

loss carrying for credit loss carrying for credit
rate amount losses rate amount losses
US$’000 US$’000 US$’000 US$’000
Internal credit rating

No risk Less than 1% 380,494 — Less than 1% 224,368 —
Low risk 1-5% 920,879 30,534 1-5% 904,009 12,777
Medium risk 6-20% 31,255 2,624 6-20% 42,682 4,498
High risk Over 20% 27,360 19,774 Over 20% 24,571 17,254
1,359,988 52,932 1,195,630 34,529
The estimated loss rates are estimated based on historical observed default rates over the expected life of the debtors and
forward-looking information that is available without undue cost or effort. The grouping is regularly reviewed by management
to ensure relevant information about specific debtors is updated.
During the year ended December 31, 2020, the Group provided US$52,932,000 (2019: US$34,529,000) for credit losses
allowances for trade receivables.
The Group writes off trade receivables when there is information indicating that the debtors are in severe financial difficulties
and there is no realistic prospect of recovery.


The following table shows the movement in the lifetime ECL that has been recognized for trade receivables under the
simplified approach.
Lifetime
ECL
(not credit-
impaired)
US$’000
As at January 1, 2019 51,760

Impairment losses reversed upon settlement in full of trade debtors with
a gross carrying amount of US$1,122,661,000 (33,208)
Impairment losses recognized on new trade receivables with
a gross carrying amount of US$1,195,630,000 34,529
Write-offs (18,262)
As at December 31, 2019 34,529

Impairment losses reversed upon settlement in full of trade debtors with
a gross carrying amount of US$1,192,125,000 (30,443)
Impairment losses recognized on new trade receivables with
a gross carrying amount of US$1,359,988,000 52,932
Write-offs (3,505)
36.2.5 Liquidity Risk Management

Ultimate responsibility for liquidity risk management rests with the board of directors, which has built an appropriate
liquidity risk management framework for the management of the Group’s short, medium and long-term funding and liquidity
management requirements. The Group manages liquidity risk by maintaining adequate reserves, banking facilities and
reserve borrowing facilities, by continuously monitoring forecast and actual cash flows and matching the maturity profiles of
financial assets and liabilities.
As at December 31, 2020, the Group has available unutilized overdrafts facilities and short and medium term bank
loan facilities of approximately US$351 million (2019: US$345 million) and US$2,220 million (2019: US$1,506 million)
respectively.
Liquidity Tables
The following tables detail the Group’s remaining contractual maturity for its financial liabilities and derivative instruments.
The tables have been drawn up based on the undiscounted cash flow of financial liabilities based on the earliest date on
which the Group can be required to pay. The maturity dates for non-derivative financial liabilities are based on agreed
repayment dates. The table includes both interest and principal cash flows. To the extent that the interest flows are floating
rate, the undiscounted amount is derived from the interest rate curve at the end of the reporting period.
In addition, the following table details the Group’s liquidity analysis for its derivative financial instruments. The tables have
been drawn up based on the undiscounted contractual net cash inflows and (outflows) on derivative instruments that settle
on a net basis, and the undiscounted gross inflows and (outflows) on those derivatives that require gross settlement. When
the amount payable is not fixed, the amount disclosed has been determined by reference to the foreign currency exchange
rates prevailing at the end of the reporting period. The liquidity analysis for the Group’s derivative financial instruments are
prepared based on the contractual maturities/settlement as the management considers that the contractual maturities are
essential for an understanding of the timing of the cash flows of derivatives.


36.2.5 Liquidity Risk Management (continued)
Liquidity Tables (continued)
Weighted Total carrying

average Less than Total amount at
effective 1 month/ 4 months- undiscounted December 31,
interest rate on demand 1-3 months 1 year 1-2 years 2+ years cash flows 2020
% US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
2020
Non-derivative financial liabilities
Trade and other payables — (2,300,469) (792,033) (155,306) (58,524) — (3,306,332) (3,306,332)
Bills payable — (968) (31,401) (29,422) — — (61,791) (61,791)
Lease liabilities 2.20% – 2.80% (6,111) (12,273) (56,029) (71,175) (243,219) (388,807) (374,407)
Discounted bills with recourse 3.88% (1,436) — — — — (1,436) (1,436)
Bank borrowings 0.31% – 3.52% (219,614) (44,140) (123,346) (250,416) (721,110) (1,358,626) (1,325,434)
Refund liabilities from right of return — (18,493) — (8,219) (1,202) — (27,914) (26,713)
(2,547,091) (879,847) (372,322) (381,317) (964,329) (5,144,906) (5,096,113)
2020
Derivatives – net settlement
Acquisition right of certain
property, plant & equipment — — — — — 8,494 8,494 8,494
Cross-currency interest rate swaps
contracts — 102 201 887 1,270 (32,117) (29,657) (28,277)
Foreign currency forward contracts
– US$ — (721) (1,822) (9,373) — — (11,916) (11,916)
— (619) (1,621) (8,486) 1,270 (23,623) (33,079) (31,699)
Derivatives – gross settlement

– inflow
– EUR — 30,161 16,873 44,614 — — 91,648 91,648
– RMB — — — 281,578 — — 281,578 281,578
– GBP — 9,516 18,482 71,366 19,440 — 118,804 118,804
– US$ — 69,698 154,137 733,052 364,074 — 1,320,961 1,320,961
– AUD — 2,722 5,447 24,505 — — 32,674 32,674
– NZD — 2,518 5,000 25,999 — — 33,517 33,517
— 114,615 199,939 1,181,114 383,514 — 1,879,182 1,879,182
– outflow
– EUR — (30,793) (16,941) (44,598) — — (92,332) (92,332)
– RMB — — — (270,378) — — (270,378) (270,378)
– GBP — (9,785) (18,978) (74,707) (20,603) — (124,073) (124,073)
– US$ — (72,829) (161,045) (762,996) (371,504) — (1,368,374) (1,368,374)
– AUD — (2,887) (5,775) (25,873) — — (34,535) (34,535)
– NZD — (2,737) (5,476) (27,878) — — (36,091) (36,091)
— (119,031) (208,215) (1,206,430) (392,107) — (1,925,783) (1,925,783)
— (4,416) (8,276) (25,316) (8,593) — (46,601) (46,601)


Weighted Total carrying

average Less than Total amount at
effective 1 month/ 4 months- undiscounted December 31,
interest rate on demand 1-3 months 1 year 1-2 years 2+ years cash flows 2019
% US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
2019
Non-derivative financial liabilities
Trade and other payables — (1,517,478) (583,207) (76,732) (35,494) — (2,212,911) (2,212,911)
Bills payable — (15,835) (30,335) — — — (46,170) (46,170)
Lease liabilities 2.80% (5,323) (10,696) (48,915) (54,640) (128,133) (247,707) (238,368)
Discounted bills with recourse 2.93% (7,233) (1,866) — — — (9,099) (9,089)
Bank borrowings 0.31% – 3.52% (554,957) (11,951) (167,887) (153,885) (626,753) (1,515,433) (1,487,008)
Refund liabilities from right of return — (25,640) — (10,834) — — (36,474) (36,474)
Financial guarantee contracts — (8,877) — — — — (8,877) —
(2,135,343) (638,055) (304,368) (244,019) (754,886) (4,076,671) (4,030,020)
2019
Derivatives – net settlement
Acquisition right of certain
property, plant & equipment — — — — — 8,929 8,929 8,929
Cross-currency interest rate swaps
contracts — 308 600 2,571 3,333 (9,745) (2,933) (2,425)
– US$ — — (727) (2,938) — — (3,665) (3,665)
— 308 (127) (367) 3,333 (816) 2,331 2,839
Derivatives – gross settlement

– inflow
– EUR — 8,318 16,233 63,054 — — 87,605 87,605
– RMB — — 94,794 267,196 — — 361,990 361,990
– GBP — 5,000 9,987 51,117 29,168 — 95,272 95,272
– US$ — 24,207 125,575 570,623 268,944 — 989,349 989,349
– AUD — 2,155 4,307 19,347 — — 25,809 25,809
– NZD — 14,163 7,003 15,402 — — 36,568 36,568
— 53,843 257,899 986,739 298,112 — 1,596,593 1,596,593
– outflow
– EUR — (8,658) (16,679) (64,400) — — (89,737) (89,737)
– RMB — — (92,678) (261,661) — — (354,339) (354,339)
– GBP — (5,435) (10,860) (52,527) (28,890) — (97,712) (97,712)
– US$ — (24,603) (124,389) (561,240) (267,820) — (978,052) (978,052)
– AUD — (2,200) (4,401) (19,798) — — (26,399) (26,399)
– NZD — (14,209) (6,964) (15,519) — — (36,692) (36,692)
— (55,105) (255,971) (975,145) (296,710) — (1,582,931) (1,582,931)
— (1,262) 1,928 11,594 1,402 — 13,662 13,662
Note: Maturities are based on the management’s estimation of the expected realization of these financial assets.


The amount included above for variable interest rate instruments for non-derivative financial liabilities is subject to change if
changes in variable interest rates differ to those estimates of interest rate determined at the end of the reporting period.
36.3 Fair Value

The fair value of financial assets and financial liabilities are determined as follows:
• the fair value of foreign currency forward contracts are measured using quoted forward exchange rates and yield curves
derived from quoted interest rates matching the maturities of the contract;
• the fair value of cross-currency interest rate swaps is measured by the present value of future cash flows estimated and
discounted based on the applicable yield curves derived from quoted interest rates and foreign exchange rates between US$
and EUR, which is observable at the end of the reporting period;
• the fair value of financial assets with standard terms and conditions and traded on active liquid markets are determined with
reference to quoted market bid prices or latest purchase/transaction prices; and
• the fair value of other financial assets and financial liabilities (excluding derivative instruments) are determined in accordance
with generally accepted pricing models based on discounted cash flow analysis using prices from observable current market
transactions.
Fair Value Measurements Recognized in the Consolidated Statement of Financial Position

Fair value of the Group’s financial assets and financial liabilities are measured on a recurring basis.
Some of the Group’s financial assets and financial liabilities are measured at fair value at the end of each reporting period. The
following table gives information about how the fair values of these financial assets and financial liabilities are determined (in
particular, the valuation technique(s) and inputs used), as well as the level of the fair value hierarchy into which the fair value
measurements are categorized (Levels 1 to 3) based on the degree to which the inputs to the fair value measurements are
observable.
• Level 1: fair value measurements are those derived from quoted prices (unadjusted) in active markets for identical assets or
liabilities;
• Level 2: fair value measurements are those derived from inputs, other than quoted prices included within Level 1, that are
observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices); and
• Level 3: fair value measurements are those derived from valuation techniques that include inputs for the asset or liability that
are not based on observable market data (unobservable inputs).

36.3 Fair Value (continued)

Fair Value Measurements Recognized in the Consolidated Statement of Financial Position (continued)
Fair value
Financial assets/financial liabilities Fair value as at hierarchy Valuation techniques and key inputs
2020 2019
1) Acquisition right of certain Acquisition right of Acquisition right of Level 2 Measured at the fair value of the land
property, plant and certain property, certain property, and buildings associated with the
equipment classified as plant and plant and acquisition right which is based on
derivative financial equipment: equipment: a valuation by third party independent
instruments in the US$8,494,000 US$8,929,000 valuer at the end of the financial year.
consolidated statement of
financial position
2) Foreign currency forward Assets – Assets – Level 2 Discounted cash flow

contracts classified as US$9,341,000; US$25,065,000; Future cash flows are estimated
derivative financial and Liabilities – and Liabilities – based on forward exchange rates
instruments in the US$67,858,000 US$15,068,000 (from observable forward exchange
consolidated statement of rates and yield curves at the end of
financial position the reporting period) and contracted
forward rates, discounted at a rate
that reflects the credit risk of
various counterparties.
3) Listed equity securities Listed shares: Listed shares: Level 1 Quoted bid prices in an active market.
classified as financial assets US$17,763,000 US$24,597,000
at FVTPL in the consolidated
statement of financial position
4) Other financial assets classified Club membership Club membership Level 2 The fair value was arrived at with
as financial assets at FVTPL debentures: debentures: reference to recent transaction prices
in the consolidated statement US$3,189,000 US$2,450,000 for similar comparables with
of financial position similar characteristics.
Unlisted equity Unlisted equity Level 2 The fair value was arrived at with
securities: securities: reference to the latest purchase price
US$3,301,000 US$3,301,000 per share arising on subscribing for
the shares in private market.
Other: Other: Level 2 The fair value was arrived at with

US$45,000 US$45,000 reference to recent transaction prices
for similar comparables with
similar characteristics.
5) Cross-currency interest rate Liabilities: Liabilities: Level 2 Measured at the present value of
swaps classified as derivative US$28,277,000 US$2,425,000 future cash flows estimated and
financial instruments in the discounted based on the applicable
consolidated statement of yield curves derived from quoted
financial position interest rates and foreign exchange
rates between US$ and EUR,
which is observable at the end of
the reporting period.

36.3 Fair Value (continued)

Fair Value Measurements Recognized in the Consolidated Statement of Financial Position (continued)
Level 1 Level 2 Total

US$’000 US$’000 US$’000
2020
Financial assets
Acquisition right of certain property, plant and equipment — 8,494 8,494
Foreign currency forward contracts — 9,341 9,341
Financial assets at FVTPL 17,763 6,535 24,298
Total 17,763 24,370 42,133
Foreign currency forward contracts — (67,858) (67,858)
Cross-currency interest rate swaps — (28,277) (28,277)
Total — (96,135) (96,135)
2019
Financial assets
Acquisition right of certain property, plant and equipment — 8,929 8,929
Foreign currency forward contracts — 25,065 25,065
Financial assets at FVTPL 24,597 5,796 30,393
Total 24,597 39,790 64,387
Foreign currency forward contracts — (15,068) (15,068)
Cross-currency interest rate swaps — (2,425) (2,425)
Total — (17,493) (17,493)
The Group owns equity interest in a private company incorporated in the US that is classified as financial assets at FVTPL and is
measured at fair value at the reporting date.
There were no transfers between level 1 and level 2 during the year.
36.4 Transfers of Financial Assets

The following were the Group’s financial assets as at December 31, 2020 that were transferred to banks by discounting or factoring
those trade and bills receivables on a full recourse basis. As the Group retained substantially all of the significant risks and rewards
relating to these receivables, it continues to recognize the full carrying amount of the receivables and has recognized the cash
received on the transfer as discounted bills with recourse (see Note 34) and unsecured borrowings – due within one year
(see Note 37). These financial assets are carried at amortized cost in the Group’s consolidated statement of financial position.
The trade and bills receivables discounted with banks with full recourse at the year end was as follows:
2020 2019
US$’000 US$’000
Carrying amount of transferred assets 11,436 77,789

Carrying amount of associated liabilities (11,436) (77,789)
Net position — —

37. Unsecured Borrowings

2020 2019
US$’000 US$’000
Bank advance from Factored Trade Receivables 10,000 68,700

Bank loans 1,205,110 1,418,308
Medium Term Notes 110,324 —
Total borrowings 1,325,434 1,487,008
The borrowings of the Group are repayable as follows:
2020 2019
US$’000 US$’000
Fixed-rate
More than five years 110,324 —
Variable-rate
1,325,434 1,487,008
Less: Amount due within one year shown under current liabilities (385,214) (732,380)
Amount due after one year 940,220 754,628
The ranges of effective interest rates per annum (which are also equal to contracted interest rates) on the Group’s borrowings are as
follows:
2020 2019
Effective interest rate:

Fixed-rate borrowings 0.73% to 3.52% 2.55% to 3.52%
Variable-rate borrowings 0.31% to 1.15% 0.31% to 2.85%
The Group’s borrowings that are denominated in EUR are set out below:
US$’000
As at December 31, 2019 —
The carrying amount of bank borrowings approximates their fair value as the weighted average interest rates approximate the contracted
market rates.

38. Share Capital

2020 2019 2020 2019
Number of shares Number of shares US$’000 US$’000
Ordinary shares
Authorized shares 2,400,000,000 2,400,000,000 N/A N/A
Issued and fully paid:

At the beginning of the year 1,830,006,941 1,828,521,941 662,379 654,991
Issue of shares upon exercise of share options 2,613,500 3,835,000 10,762 7,388
Buy-back of shares — (2,350,000) — —
At the end of the year 1,832,620,441 1,830,006,941 673,141 662,379
Details of the share options are set out in Note 43.
During 2019, the Company cancelled its own shares through the Stock Exchange as follows:
Aggregate
No. of ordinary Price per share consideration
shares Highest Lowest paid
Month of cancellation HK$ HK$ US$’000
January 2019 2,350,000 43.00 40.45 12,644
The shares bought back were settled and cancelled during the year. The consideration paid on the buy-back of the shares of
approximately US$12,644,000 was charged to retained profits.

39. Reserves
Employee
Shares held for share-based
share award compensation Hedging Retained
scheme reserve reserve profits Total
US$’000 US$’000 US$’000 US$’000 US$’000
The Company
At January 1, 2019 (25,115) 11,032 — 718,442 704,359
Profit for the year — — — 23,411,930 23,411,930
Fair value gain on foreign currency forward contracts
and cross-currency interest rate swaps in hedge
accounting — — 16,522 — 16,522
Total comprehensive income for the year — — 16,522 23,411,930 23,428,452
Shares issued on exercise of options — (1,450) — — (1,450)

Buy-back of shares — — — (12,644) (12,644)
Vesting of awarded shares 1,765 (1,765) — — —
Shares for share award scheme (8,477) — — — (8,477)
Recognition of equity-settled share-based payments — 6,792 — — 6,792
Lapse of share options — (10) — 10 —
Final dividend – 2018 — — — (117,621) (117,621)
Interim dividend – 2019 — — — (105,973) (105,973)
At December 31, 2019 (31,827) 14,599 16,522 23,894,144 23,893,438
Loss for the year — — — (60,272) (60,272)

Fair value loss on foreign currency forward contracts
and cross-currency interest rate swaps in hedge
accounting — — (81,012) — (81,012)
Total comprehensive loss for the year — — (81,012) (60,272) (141,284)
Shares issued on exercise of options — (2,168) — — (2,168)

Vesting of awarded shares 12,798 (12,798) — — —
Shares for share award scheme (23,057) — — — (23,057)
Recognition of equity-settled share-based payments — 17,778 — — 17,778
Final dividend – 2019 — — — (136,688) (136,688)
Interim dividend – 2020 — — — (124,949) (124,949)
At December 31, 2020 (42,086) 17,411 (64,490) 23,572,235 23,483,070
As at December 31, 2020, the Company’s reserves available for distribution to shareholders comprised the retained profits of
US$23,572,235,000 (2019: US$23,894,144,000).

40. Retirement Benefit Obligations

Defined Contribution Plans:
The Company and its subsidiaries operating in Hong Kong have participated in the Mandatory Provident Fund Schemes (“MPF Schemes”)
registered under the Mandatory Provident Fund Schemes Ordinance since December 2000. The assets of the MPF Schemes are held
separately from those of the Group, in funds under the control of trustees. The Group contributes 5% of relevant payroll cost to the MPF
Schemes with a maximum amount of HK$18,000 (2019: HK$18,000) per employee per annum, which contribution is matched by the
employee.
The employees of the Group’s subsidiaries in the People’s Republic of China (“PRC”) are members of a state-managed retirement benefit
scheme operated by the PRC government. The subsidiaries are required to contribute a specified percentage of payroll costs to the
retirement benefit scheme to fund the benefits. The only obligation of the Group with respect to the retirement benefit scheme is to make
the specified contributions.
The Group’s overseas subsidiaries operate a number of defined contribution schemes. Contributions to the defined contribution schemes
applicable to each year are made at a certain percentage of the employees’ payroll.
The total expense recognized in profit or loss of US$17,997,000 (2019: US$14,341,000) represents contributions payable to these plans
by the Group at rates specified in the rules of the plans.
Defined Benefits Plans:

The Group operates several defined benefit plans for qualifying employees of its subsidiaries in Germany and the US, of which these plans
cover substantially all remaining employees that are not covered by defined contribution plans. The defined benefit plans are administered
by separate funds that are legally separated from the Group. The board of the pension fund is composed of an equal number of
representatives from both employers and (former) employees. The board of the pension fund is required by law and by its articles of
association to act in the interest of the fund and of all relevant stakeholders in the scheme, i.e. active employees, inactive employees,
retirees, employers. The board of the pension fund is responsible for the investment policy with regard to the assets of the fund. The major
defined benefit plans are as follows:
2020 2019
US$’000 US$’000
Pension plan obligations (Note i) 90,505 82,755

Life and medical insurance plan (Note ii) 1,245 1,269
Post-employment benefit plan obligations (Note iii) — 2,884
Others 568 21,059
92,318 107,967
Note i: Pension plan obligations
The pension plan obligations are provided in the German operations and includes an unfunded plan that pays retirement benefits based on the term of service
and final pay. In general, the benefit plans were closed to new members at the end of 1995. Under the plan, the qualifying employees are entitled to retirement
benefits varying between 10% and 20% of final salary (based on the average of the last three years) on attainment of a retirement age of 65. The most recent
actuarial valuations of the present value of the defined benefit obligations were carried out on January 1, 2021, by BDO AG Wirtschaftsprufungsgesellschaft,
Germany, an independent valuer not related to the Group.
Note ii: Life and medical insurance plan
Milwaukee Electric Tool Corporation, a subsidiary of the Group in the US, operates unfunded life insurance plans. The most recent actuarial valuations of the
present value of the obligations were carried out on December 21, 2020 by Willis Towers Watson, an independent valuer not related to the Group.
Note iii:Post-employment benefit plan obligations
The pension plan obligations are provided by Hoover Inc. for members of IBEW (International Brotherhood of Electrical Workers) Local 1985 employed by
Hoover. The most recent actuarial valuation of the present value of the obligations were carried out on January 9, 2021 by CBIZ Benefits & Insurance Services,
an independent valuer not related to the Group.

40. Retirement Benefit Obligations (continued)
Defined Benefits Plans: (continued)

The plans in Germany and the US expose the Group to actuarial risks such as investment risk, interest rate risk, longevity risk and salary
risk.
Investment risk The present value of the defined benefit plan liability is calculated using a discount rate determined by reference
to high quality corporate bond yields; if the return on plan asset is below this rate, it will create a plan deficit.
Interest rate risk A decrease in the bond interest rate will increase the plan liability; however, this will be partially offset by an
increase in the return on the plan’s debt investments.
Longevity risk The present value of the defined benefit plan liability is calculated by reference to the best estimate of the mortality
of plan participants both during and after their employment. An increase in the life expectancy of the plan
participants will increase the plan’s liability.
Salary risk The present value of the defined benefit plan liability is calculated by reference to the future salaries of plan
participants. As such, an increase in the salary of the plan participants will increase the plan’s liability.
The risk relating to benefits to be paid to the dependents of plan members (widow and orphan benefits) is reinsured by an external
insurance company.
The main actuarial assumptions used were as follows:
Life & medical Post-employment

Pension plan insurance plan benefit plan
2020 2019 2020 2019 2020 2019
Discount rate 0.45% 0.30% 1.75% 2.50% 4.14% 4.14%

Expected rate of salary increases 2.00% 2.00% N/A N/A N/A N/A
Expected return on plan assets N/A N/A N/A N/A 4.14% 4.14%
Future pension increases 2.00% 2.00% N/A N/A N/A N/A
Medical cost trend rates N/A N/A 5.00% 5.00% N/A N/A
The actuarial valuation showed that the market value of plan assets was US$Nil (2019: US$5,994,000) and that the actuarial value of
these assets represented 67.5% of the benefits that had accrued to members in 2019.
The effect of an increase of one percentage point in the assumed medical cost trend rate on the aggregate of the current service cost and
interest cost; and the accumulated post-employment benefit obligations are as follows:

2020 2019 2020 2019 2020 2019
US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Current service cost and interest cost N/A N/A 1 2 N/A N/A
Accumulated post-employment benefit obligations
for medical costs N/A N/A 80 82 N/A N/A


Amounts recognized in other comprehensive income in respect of the defined benefit plans are as follows:

2020 2019 2020 2019 2020 2019
US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Service cost:
Current service cost 485 409 — — — —
Net interest expense on defined benefit liabilities 263 1,118 30 45 30 88
Components of defined benefit costs recognized

in profit or loss 748 1,527 30 45 30 88
Remeasurement on the net defined benefit liability:

Actuarial losses (gains) arising from changes in
financial assumptions 3,283 8,412 (40) (2) (30) 666
Components of defined benefit costs recognized

in other comprehensive income 3,283 8,412 (40) (2) (30) 666
Total 4,031 9,939 (10) 43 — 754
The charge for the year has been included in staff costs.
The amount included in the consolidated statement of financial position arising from the Group’s obligation in respect of the major defined
benefit plans is as follows:

2020 2019 2020 2019 2020 2019
US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
Present value of funded obligations — — — — — 8,878

Fair value of plan assets — — — — — (5,994)
— — — — — 2,884
Present value of unfunded obligations 90,505 82,755 1,245 1,269 — —
90,505 82,755 1,245 1,269 — 2,884
Movements in the present value of the defined benefit obligations in the current year in respect of major defined benefit plans were as
follows:

2020 2019 2020 2019 2020 2019
US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
At January 1 82,755 77,619 1,269 1,257 8,878 17,153

Exchange realignment 7,429 (933) — — — —
Current service cost 485 409 — — — —
Actuarial losses (gains) 3,283 8,412 (40) (2) (30) 245
Interest cost 263 1,118 30 45 84 678
Benefit paid (3,710) (3,870) (14) (31) (8,932) (9,198)
At December 31 90,505 82,755 1,245 1,269 — 8,878


Movements in the fair value of the plan assets in the current year in respect of certain major defined benefit plans were as follows:

2020 2019 2020 2019 2020 2019
US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
At January 1 N/A N/A N/A N/A 5,994 15,024

Exchange realignment N/A N/A N/A N/A — —
Expected return on plan assets N/A N/A N/A N/A 54 590
Actuarial losses N/A N/A N/A N/A — (421)
Contribution from employer N/A N/A N/A N/A 4,593 —
Benefit paid N/A N/A N/A N/A (10,641) (9,199)
At December 31 N/A N/A N/A N/A — 5,994
The plan assets of the post-employment benefit plan are cash and cash equivalents in a Federated Money Market Fund with an expected
return of 4.14% (2019: 4.14%).
The actual return on plan assets was US$54,000 (2019: US$168,000).
The significant actuarial assumption for the determination of the defined obligation is the discount rate. If the discount rate is 100 basis
points higher (lower), the effect on defined benefit obligation would be immaterial.
The Group expects to make a contribution of US$Nil (2019: US$4,700,000) to the defined benefit plans during the next financial year.

41. Deferred Tax Assets (Liabilities)

The following are the major deferred tax assets and liabilities recognized and movements thereon during the current and prior year:
Employee Inventory
Accelerated tax Warranty related provision
depreciation provision provision Tax losses and LIFO Others Total
US$’000 US$’000 US$’000 US$’000 US$’000 US$’000 US$’000
At January 1, 2019 (28,795) 14,759 23,535 30,608 9,290 19,926 69,323

Adjustment for adoption of HKFRS16 — — — — — 3,386 3,386
At January 1, 2019 (as restated) (28,795) 14,759 23,535 30,608 9,290 23,312 72,709
Currency realignment 27 (31) (2,074) 2,200 (28) (301) (207)
Charge to hedging reserve — — — — — 1,250 1,250
(Charge) credit to profit or loss (9,347) 1,547 9,779 (4,125) 5,992 (16,296) (12,450)
Change in tax rates 211 (5) 29 (518) (24) (217) (524)
Credit to other comprehensive income — — 715 — — — 715
At December 31, 2019 (37,904) 16,270 31,984 28,165 15,230 7,748 61,493
Currency realignment (73) 503 131 369 141 1,653 2,724

Charge to hedging reserve — — — — — 322 322
(Charge) credit to profit or loss (16,406) 4,873 10,906 (3,277) (14,360) 17,818 (446)
Change in tax rates 36 — (64) 105 4 (90) (9)
Charge to other comprehensive income — — (3,505) — — — (3,505)
At December 31, 2020 (54,347) 21,646 39,452 25,362 1,015 27,451 60,579
For the purpose of presentation in the consolidated statement of financial position, certain deferred tax assets and liabilities have been
offset. The following is the analysis of the deferred tax balances for financial reporting purposes:
2020 2019
US$’000 US$’000
Deferred tax assets 74,501 74,947

Deferred tax liabilities (13,922) (13,454)
60,579 61,493
At the end of the reporting period, the Group has unused tax losses of US$1,916 million (2019: US$1,737 million) available for offset
against future taxable profits. Of the US$1,916 million of unused losses approximately US$447 million expire over the next 8 to 17 years
with the remaining loss carryforwards having no useful life limitation. No deferred tax asset has been recognized in respect of tax losses of
US$1,802 million (2019: US$1,615 million) due to the lack of probable future taxable profits.
In respect of all unrepatriated foreign earnings, the Group has provided deferred taxes of US$13 million (2019: US$13 million) as these
unrepatriated foreign earnings are not considered permanently reinvested.

42. Guarantees
2020 2019
US$’000 US$’000
Guarantees given to banks in respect of credit facilities utilized by associates — 8,877
In addition, the Company has given guarantees to banks in respect of general facilities granted to its subsidiaries. The extent of such
facilities utilized by the subsidiaries as at December 31, 2020 amounted to US$83,227,000 (2019: US$123,959,000).
43. Share Options

Share Option Schemes
The Company has two share option schemes in place – Scheme D and Scheme E. Scheme D was adopted on May 29, 2007 and expired
on May 28, 2017, though its provisions shall remain in full force and effect in all other respects. Following the expiry of Scheme D,
Scheme E was adopted on May 19, 2017 and will expire on May 18, 2027.
Both Scheme D and Scheme E are aimed for recognition of the contribution to the development and growth of the Group by the eligible
persons. The scheme rules of both Scheme D and Scheme E are substantially identical and below are the summary of the principal terms
of both schemes:
The Board of Directors of the Company may grant share options to the following eligible persons (and their wholly owned companies) of
the Company, its subsidiaries and any companies in which the Group holds any equity interest, to subscribe for shares in the Company:
(i) employees; or
(ii) Directors; or
(iii) secondees; or
(iv) any shareholders of any member of the Group or invested entity or controlling shareholders or any holders of any securities issued
by any member of the Group; or
(v) business partners; or
(vi) suppliers; or
(vii) customers; or
(viii) advisers of the Group.
Share options granted must be taken up within 21 days of the date of grant, upon payment of consideration to be determined by the
Board of Directors for the grant thereof. Share options may be exercised at any time, subject to vesting conditions from the date of grant to
the tenth anniversary thereof. The subscription price is set at the highest of: the closing price of the shares on the date of offer of the share
option; or the average closing price of shares as stated in the daily quotation sheets issued by the Stock Exchange for the five trading days
immediately preceding the date of offer.
The maximum number of shares in respect of which share options may be granted under the respective share option scheme is not
permitted to exceed 30.0% of the issued share capital of the Company from time to time or 10.0% of the shares in issue as at the
adoption date of the respective share option scheme. No person shall be granted an option which exceeds 1.0% of the shares in issue as
at the date of offer in any 12-month period up to the date thereof.
Options may be exercised at any time after the first or second anniversary of the date of grant of the share option to the tenth anniversary
of the date of grant. The exercise price is determined by the directors of the Company, and will not be less than the higher of (i) the closing
price of the Company’s shares on the date of grant; and (ii) the average closing price of the shares for the five business days immediately
preceding the date of grant.

43. Share Options (continued)

The following tables disclose movements in the Company’s share options during the year:
2020
Share option Outstanding Granted Exercised Lapsed Outstanding

Date of share scheme at beginning during during during at end of Subscription
Share option holders options granted category of the year the year the year the year the year price Exercise period
HK$
Directors
17.3.2017 D 155,500 — (155,500) — — 32.100 17.3.2018 – 16.3.2027
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Mr Stephan Horst Pudwill 20.3.2014 D 1,000,000 — (250,000) — 750,000 21.600 20.3.2015 – 19.3.2024
11.9.2015 D 250,000 — — — 250,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 500,000 — — — 500,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 250,000 — — — 250,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 500,000 — — — 500,000 51.080 20.5.2020 – 19.5.2029
15.5.2020 E — 500,000 — — 500,000 65.250 15.5.2021 – 14.5.2030
22.12.2020 E — 2,000,000 — — 2,000,000 105.500 22.12.2021 – 21.12.2030
Mr Kin Wah Chan 20.3.2014 D 1,000,000 — (1,000,000) — — 21.600 20.3.2015 – 19.3.2024
11.9.2015 D 250,000 — — — 250,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 500,000 — — — 500,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 250,000 — — — 250,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 500,000 — — — 500,000 51.080 20.5.2020 – 19.5.2029
15.5.2020 E — 500,000 — — 500,000 65.250 15.5.2021 – 14.5.2030
22.12.2020 E — 2,000,000 — — 2,000,000 105.500 22.12.2021 – 21.12.2030
Mr Chi Chung Chan 20.3.2014 D 600,000 — (400,000) — 200,000 21.600 20.3.2015 – 19.3.2024
11.9.2015 D 250,000 — — — 250,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 500,000 — — — 500,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 250,000 — — — 250,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 500,000 — — — 500,000 51.080 20.5.2020 – 19.5.2029
15.5.2020 E — 500,000 — — 500,000 65.250 15.5.2021 – 14.5.2030
22.12.2020 E — 2,000,000 — — 2,000,000 105.500 22.12.2021 – 21.12.2030
17.3.2017 D 150,000 — — — 150,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Mr Camille Jojo 17.3.2017 D 250,000 — (250,000) — — 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Mr Christopher Patrick Langley OBE 17.3.2017 D 150,000 — (20,000) — 130,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030


The following tables disclose movements in the Company’s share options during the year: (continued)
2020

HK$
Directors
Mr Peter David Sullivan 11.9.2015 D 150,000 — — — 150,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 150,000 — — — 150,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Mr Vincent Ting Kau Cheung 14.3.2018 E 50,000 — — — 50,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E 97,000 — — — 97,000 51.080 20.5.2020 – 19.5.2029
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Mr Robert Hinman Getz 15.5.2020 E — 75,000 — — 75,000 65.250 15.5.2021 – 14.5.2030
22.12.2020 E — 47,000 — — 47,000 105.500 22.12.2021 – 21.12.2030
Total for directors 9,787,500 7,951,000 (2,243,500) — 15,495,000

Employees 17.1.2011 D 20,000 — (20,000) — — 10.436 17.1.2012 – 16.1.2021
23.3.2017 D 200,000 — (100,000) — 100,000 32.150 23.3.2018 – 22.3.2027
19.6.2017 E 350,000 — (250,000) — 100,000 36.300 19.6.2018 – 18.6.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
Total for employees 670,000 — (370,000) — 300,000
Total for all categories 10,457,500 7,951,000 (2,613,500) — 15,795,000
Exercisable at the end of the year 6,754,500


2019

HK$
Directors
11.9.2015 D 168,000 — — — 168,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 155,500 — — — 155,500 32.100 17.3.2018 – 16.3.2027
20.5.2019 E — 97,000 — — 97,000 51.080 20.5.2020 – 19.5.2029
Mr Stephan Horst Pudwill 21.5.2012 D 1,000,000 — (1,000,000) — — 8.742 21.5.2013 – 20.5.2022
20.3.2014 D 1,000,000 — — — 1,000,000 21.600 20.3.2015 – 19.3.2024
11.9.2015 D 250,000 — — — 250,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 500,000 — — — 500,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 250,000 — — — 250,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E — 500,000 — — 500,000 51.080 20.5.2020 – 19.5.2029
Mr Joseph Galli Jr 16.11.2009 D 1,000,000 — (1,000,000) — — 6.770 16.11.2010 – 15.11.2019
Mr Kin Wah Chan 20.3.2014 D 1,000,000 — — — 1,000,000 21.600 20.3.2015 – 19.3.2024
11.9.2015 D 250,000 — — — 250,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 500,000 — — — 500,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 250,000 — — — 250,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E — 500,000 — — 500,000 51.080 20.5.2020 – 19.5.2029
Mr Chi Chung Chan 20.3.2014 D 1,000,000 — (400,000) — 600,000 21.600 20.3.2015 – 19.3.2024
11.9.2015 D 250,000 — — — 250,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 500,000 — — — 500,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 250,000 — — — 250,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E — 500,000 — — 500,000 51.080 20.5.2020 – 19.5.2029
17.3.2017 D 150,000 — — — 150,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E — 97,000 — — 97,000 51.080 20.5.2020 – 19.5.2029
Mr Camille Jojo 17.3.2017 D 250,000 — — — 250,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E — 97,000 — — 97,000 51.080 20.5.2020 – 19.5.2029
Mr Christopher Patrick Langley OBE 17.3.2017 D 150,000 — — — 150,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E — 97,000 — — 97,000 51.080 20.5.2020 – 19.5.2029


2019
HK$
Directors
Mr Peter David Sullivan 16.11.2009 D 200,000 — (200,000) — — 6.770 16.11.2010 – 15.11.2019
23.5.2011 D 200,000 — (200,000) — — 9.872 23.5.2012 – 22.5.2021
21.5.2012 D 250,000 — (250,000) — — 8.742 21.5.2013 – 20.5.2022
11.9.2015 D 150,000 — — — 150,000 29.650 11.9.2016 – 10.9.2025
17.3.2017 D 150,000 — — — 150,000 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E — 97,000 — — 97,000 51.080 20.5.2020 – 19.5.2029
Mr Vincent Ting Kau Cheung 17.3.2017 D 150,000 — (150,000) — — 32.100 17.3.2018 – 16.3.2027
14.3.2018 E 100,000 — (50,000) — 50,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E — 97,000 — — 97,000 51.080 20.5.2020 – 19.5.2029
14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
20.5.2019 E — 97,000 — — 97,000 51.080 20.5.2020 – 19.5.2029
Mr Manfred Kuhlmann 17.3.2017 D 75,000 — (75,000) — — 32.100 17.3.2018 – 16.3.2027
(retired after the conclusion of the 14.3.2018 E 100,000 — — — 100,000 47.900 14.3.2019 – 13.3.2028
annual general meeting of the
Company held on May 17, 2019)
Total for directors 11,263,500 2,179,000 (3,555,000) — 9,887,500
Employees 16.11.2009 D 300,000 — (250,000) (50,000) — 6.770 16.11.2010 – 15.11.2019

28.12.2009 D 30,000 — (30,000) — — 6.390 28.12.2010 – 27.12.2019
17.1.2011 D 20,000 — — — 20,000 10.436 17.1.2012 – 16.1.2021
23.3.2017 D 200,000 — — — 200,000 32.150 23.3.2018 – 22.3.2027
19.6.2017 E 350,000 — — — 350,000 36.300 19.6.2018 – 18.6.2027
Total for employees 900,000 — (280,000) (50,000) 570,000
Total for all categories 12,163,500 2,179,000 (3,835,000) (50,000) 10,457,500
Exercisable at the end of the year 7,553,500


The following significant assumptions were used to derive the fair values using the Black-Scholes option pricing model:
Expected
volatility
Expected based on Yields of Expected
life of historical Hong Kong annual
Exercise share volatility of Government dividend
Date of grant price options share prices Bonds yield
HK$

15.5.2020 65.250 3 years 38% 0.273% 1.5%
22.12.2020 105.500 3 years 38% 0.178% 1.5%

20.5.2019 51.080 3 years 38% 1.678% 1.5%
The share options are vested in parts over 1 to 3 years from the date of grant.
Expected volatility was determined by using the historical volatility of the Company’s share price over the previous 3 years. The expected
life used in the model has been adjusted, based on management’s best estimate, for the effects of non-transferability, exercise restrictions
and behavioral considerations.
The Black-Scholes option pricing model requires the input of highly subjective assumptions, including the volatility of the share price.
Because changes in subjective input assumptions can materially affect the fair value estimate, in the directors’ opinion, the existing model
does not necessarily provide a reliable single measure of the fair value of the share options.
The weighted average closing price of the Company’s shares immediately before the various dates on which the share options were
granted during 2020 was HK$98.44 (2019: HK$50.15).
The closing price of the Company’s shares immediately before the various dates on which the share options were granted ranged from
HK$63.80 to HK$107.00 in 2020 (2019: HK$50.15).
The weighted average closing prices of the Company’s shares immediately before various dates during 2020 on which the share options
were exercised was HK$83.11 (2019: HK$55.67).
The Group recognized a total expense of US$3,209,000 (2019: US$2,636,000) for the year ended December 31, 2020 in relation to
share options granted by the Company.
The fair value of the share options granted in 2020 measured at various dates on which the share options were granted was ranged from
HK$15.26 to HK$24.57 (2019: HK$12.69). The weighted average fair value of the share options granted in 2020 was HK$22.73 (2019:
HK$12.69) per option.
The Company had 15,795,000 share options outstanding (2019: 10,457,500), which represented approximately 0.86% (2019: 0.57%)
of the issued share capital of the Company as at December 31, 2020. No option (2019: Nil) was cancelled and no share options (2019:
50,000) was lapsed during the year.
Total securities available for issue under Scheme D are 150,505,065 shares, which represented approximately 8.21% of the issued
shares of the Company as at December 31, 2020. Total securities available for issue under Scheme E are 183,299,194 shares, which
represented approximately 10.00% of the issued shares of the Company as at December 31, 2020.

44. Share Award Scheme

The purpose of the share award scheme is to recognize the contributions by certain eligible persons and to provide them with incentives in
order to retain them for the continual operation and development of the Group and to attract suitable personnel for further development of
the Group.
The share award scheme of the Company was adopted by the Board of Directors on January 9, 2008 and renewed on January 17, 2018.
The Board may, from time to time, at their absolute discretion select any eligible person for participation in the scheme as a selected
grantee and determine the number of shares to be awarded or make reference to a nominal amount. The Board of Directors are required
to pay the trustee the purchase price and the related expenses. The trustee must either purchase shares from the market or subscribe
for new shares. The trustee must hold the shares until they are vested in accordance with the scheme rules. When the selected grantee
has satisfied all vesting conditions specified by the Board of Directors at the time of making the award and becomes entitled to the shares
forming the subject of the award, the trustee will transfer the relevant vested shares together with the income derived therefrom (net of
accrued interest) to the selected grantee.
An award of shares automatically lapses when, (i) a selected grantee who is an employee ceases to be an employee; or (ii) the subsidiary
by which a selected grantee is employed ceases to be a subsidiary of the Company (or of a member of the Group); or (iii) a selected
grantee who is a director of the Company or a subsidiary ceases to be a director of the same; or (iv) an order for the winding-up of the
Company is made or a resolution is passed (otherwise than for certain purposes) for the voluntary winding-up of the Company, and, in any
such case, the award, unless the Board otherwise agrees, automatically lapses forthwith and all the awarded shares and related income of
such award do not vest on the relevant vesting date but become returned shares for the purpose of the scheme.
Recognition of share-based payment expenses under the share award scheme during the year was US$14,569,000 (2019:
US$4,156,000). During the year ended December 31, 2020, 2,364,000 shares (2019: 451,000 shares) were transferred to the awardees
upon vesting.
(i) Movements in the number of awarded shares and their related average fair value were as follows:
Number
2020 2019
At January 1 2,423,000 1,314,000

Awarded (Note (a)) 3,393,000 1,560,000
Vested (2,364,000) (451,000)
At December 31 (Note (b)) 3,452,000 2,423,000
Notes:
(a) All the awarded shares were purchased from the market with the average price of HK$44.08.
(b) At the end of the year, the average fair value per share is HK$44.51 (2019: HK$41.22). The average fair value of the awarded shares is based on the
average purchase cost.
(ii) The remaining vesting periods of the awarded shares outstanding are as follows:
Number of awarded shares
2020 2019
Less than 1 year 1,376,000 691,000

More than 1 year 2,076,000 1,732,000
3,452,000 2,423,000

45. Capital Commitments

2020 2019
US$’000 US$’000
Capital expenditure in respect of the acquisition of property, plant and equipment

contracted for but not provided in the consolidated financial statements 103,957 58,380
46. Related Party Transactions

During the year, the Group entered into the following transactions with its associates, which did not constitute connected transactions
under Chapter 14A of the Listing Rules:
2020 2019
US$’000 US$’000
Interest income 7 150

Sales income 40,644 50,014
Service income 57 —
Purchases 520 3,067
The remuneration of directors and other members of key management during the year was as follows:
2020 2019
US$’000 US$’000
Short-term benefits 97,852 76,619

Post-employment benefits 1,316 1,918
Share-based payments 17,522 6,514
116,690 85,051
Details of the balances and transactions with related parties are set out in the consolidated statements of financial position and Notes 21,
27 and 42.

47. Reconciliation of Liabilities Arising from Financing Activities

The table below details changes in the Group’s liabilities arising from financing activities, including both cash and non-cash changes.
Liabilities arising from financing activities are those for which cash flows were, or future cash flows will be, classified in the Group’s
consolidated statement of cash flows as cash flows from financing activities.
Discounted
Dividend Unsecured bills with Lease
payable borrowings recourse liabilities
Note 37 Note 34 Note 33 Total
US$’000 US$’000 US$’000 US$’000 US$’000
At January 1, 2019 — 795,442 243,360 278,710 1,317,512

Financing cash flows (223,594) 691,566 (234,271) (64,230) 169,471
New leases entered — — — 86,116 86,116
Early termination of leases — — — (62,228) (62,228)
Interest expenses — 45,620 — 6,703 52,323
Interest paid — (45,620) — (6,703) (52,323)
Dividends declared 223,594 — — — 223,594
At December 31, 2019 — 1,487,008 9,089 238,368 1,734,465
Currency realignment — — — 6,124 6,124

Financing cash flows (261,637) (161,574) (7,653) (75,823) (506,687)
New leases entered — — — 211,432 211,432
Early termination of leases — — — (5,694) (5,694)
Interest expenses — 36,648 — 7,574 44,222
Interest paid — (36,648) — (7,574) (44,222)
Dividends declared 261,637 — — — 261,637
At December 31, 2020 — 1,325,434 1,436 374,407 1,701,277

48. Statement of Financial Position of the Company

2020 2019
Note US$’000 US$’000
Non-current assets
Property, plant and equipment 3,643 4,523
Right of use assets 1,273 687
Intangible assets 30 12
Investments in subsidiaries 25,672,357 25,290,888
Loans to subsidiaries 33,148 131,180
Interests in associates 1,470 1,831
25,717,145 25,433,606
Current assets
Deposits and prepayments 19,482 12,641
Tax recoverable 6,068 4,368
Derivative financial instruments 11,200 25,665
Amounts due from subsidiaries 1,256,348 814,001
Bank balances, deposits and cash 415,159 555,486
1,726,020 1,436,758
Current liabilities
Trade and other payables 130,958 94,562
Derivative financial instruments 75,691 9,142
Lease liabilities 823 371
Amounts due to subsidiaries 1,773,617 791,840
Unsecured borrowings – due within one year 365,214 663,680
2,346,303 1,559,595
Net current liabilities (620,283) (122,837)
Total assets less current liabilities 25,096,862 25,310,769
Capital and Reserves

Share capital 673,141 662,379
Reserves 39 23,483,070 23,893,438
Total equity 24,156,211 24,555,817
Non-current Liabilities
Lease liabilities 431 324
Unsecured borrowings – due after one year 940,220 754,628
Total equity and non-current liabilities 25,096,862 25,310,769
The Company’s statement of financial position was approved and authorized for issue by the Board of Directors on March 3, 2021 and are
signed on its behalf by:
Chi Chung Chan Stephan Horst Pudwill

Group Executive Director Vice Chairman

49. Particulars of Principal Subsidiaries

Particulars of the principal subsidiaries of the Company as at December 31, 2020 and December 31, 2019 are as follows:
Place of Issued and

incorporation/ fully paid Proportion of nominal value of
Name of subsidiaries operation share capital issued capital held by the Company Principal activities
2020 2019
Directly Indirectly Directly Indirectly
% % % %
DreBo Werkzeugfabrik GmbH * Germany EUR1,000,000 — 100 — 100 Trading and manufacture of power
equipment products
Homelite Consumer Products, Inc. US US$10 — 100 — 100 Trading of outdoor power equipment
products
Hoover Inc. US US$1 — 100 — 100 Trading and manufacture of
floorcare products
Hart Consumer Products, Inc. US US$10 — 100 — 100 Trading of power equipment
and outdoor power equipment
products
Milwaukee Electric Tool Corporation US US$50,000,000 — 100 — 100 Trading and manufacture of
power equipment products
One World Technologies, Inc. US US$10 — 100 — 100 Trading of power equipment
products
Royal Appliance Mfg. Co. US US$1 — 100 — 100 Trading and manufacture of
floorcare products
Sang Tech Industries Limited Hong Kong HK$1,000,000 100 — 100 — Manufacture of plastic parts
Santo Industries Limited Hong Kong HK$2,000,000 100 — 100 — Manufacture of metallic parts
Solar Wide Industrial Limited Hong Kong HK$2,000,000 75.725 — 75.725 — Manufacture of electronic products
Techtronic Cordless GP US US$200 — 100 — 100 Trading of power equipment,
floorcare and outdoor power
equipment products
Techtronic Industries (Dongguan) PRC US$47,000,000 — 100 — 100 Manufacture of power equipment,
Co. Ltd.# floorcare and outdoor power
equipment products
Techtronic Industries (Taiwan) Co. Ltd. Taiwan NTD5,000,000 100 — 100 — Provision of inspection services
Techtronic Industries (UK) Ltd United Kingdom GBP4,000,000 — 100 — 100 Trading of power equipment
products
Techtronic Industries Australia Pty. Australia AUD25,575,762 — 100 — 100 Trading of power equipment,
Limited floorcare and outdoor power
equipment products
Techtronic Industries Central Europe Germany EUR25,600 — 100 — 100 Trading of power equipment
GmbH* products
Techtronic Industries ELC GmbH* Germany EUR25,000 — 100 — 100 Trading of power equipment
products and outdoor power
equipment products

49. Particulars of Principal Subsidiaries (continued)
Place of Issued and

incorporation/ fully paid Proportion of nominal value of
Name of subsidiaries operation share capital issued capital held by the Company Principal activities
2020 2019
Directly Indirectly Directly Indirectly
% % % %
Techtronic Industries France SAS France EUR14,919,832 — 100 — 100 Trading of power equipment
products
Techtronic Industries GmbH Germany EUR20,452,500 100 — 100 — Trading and manufacture of power
equipment products
Techtronic Industries Korea LLC Korea KRW3,400,000,000 100 — 100 — Trading of power equipment
(Formerly known as Techtronic products
Industries Korea Limited)
Techtronic Industries Mexico, Mexico MXN50,000 (Serie I) — 100 — 100 Trading of power equipment,
S.A. de C.V. MXN596,964,358 floorcare and outdoor power
(2019: MXN362,720,990) equipment products
(Serie II)
Techtronic Industries Co. Mexico, Mexico MXN458,386,930 99.99 0.01 99.99 0.01 Manufacture of power equipment
S. De R.L. de C.V. (2019: MXN98,646,170) products
Techtronic Industries N.Z. Limited New Zealand NZD4,165,600 100 — 100 — Trading of power equipment,
(2019: NZD4,165,500) floorcare and outdoor power
equipment products
Techtronic Industries North America, Inc. US US$10 100 — 100 — Investment holding
Techtronic Industries Vietnam Vietnam VND347,895,000,000 100 — 100 — Manufacture of power equipment
Manufacturing Co Ltd (2019: and outdoor power equipment
VND324,810,000,000) products
Techtronic Product Development Limited Hong Kong HK$2 100 — 100 — Engage in research and development
activities
Techtronic Trading Limited Hong Kong HK$2 100 — 100 — Trading of power equipment,
floorcare and outdoor power
equipment products
TTI Investments (Dongguan) Company Hong Kong HK$2 100 — 100 — Investment holding
Limited
Vax Limited United Kingdom GBP30,000 100 — 100 — Trading of household electrical and
(Ordinary A shares) floorcare products
GBP2,500
(Ordinary B shares)
* Exempt from the obligation to publish local financial statements.
# A wholly foreign owned enterprise.
The above table lists the subsidiaries of the Company which, in the opinion of the directors, principally affected the results or assets of the
Group. To give details of other subsidiaries would, in the opinion of the directors, result in particulars of excessive length.

49. Particulars of Principal Subsidiaries (continued)

At the end of the reporting period, the Company has other subsidiaries that are not material to the Group. The principal activities of these
subsidiaries are summarized as follows:
Principal activities Principal place of business Number of subsidiaries

2020 2019
Manufacture of power equipment, floorcare and outdoor Europe, PRC, US and others 6 7
power equipment products
Trading of power equipment, floorcare and outdoor Canada, Europe, Hong Kong, Latin 44 38
power equipment product America, PRC, US and others
Investment holding Australia, BVI, Europe, Hong Kong, US 22 25
Dormant BVI, Europe, Hong Kong, US 15 16
None of the subsidiaries had any debt securities outstanding at the end of the year, or at any time during the year.
50. Particulars of Principal Associates

Particulars of the principal associates are as follows:
Place of Proportion of nominal

incorporation/ Issued and fully value of issued capital
Name of associates operation paid share capital held by the Company directly Principal activities
2020 2019
% %
Gimelli International The Cayman Islands US$6,250 40.8 40.8 Investment holding
(Holdings) Limited
Wuerth Master Power Hong Kong US$3,000,000 49.0 49.0 Manufacture and sale
Tools Limited of power equipment

Financial Summary
Results
Year ended December 31
2016 2017 2018 2019 2020
US$’000 US$’000 US$’000 US$’000 US$’000
Revenue 5,480,413 6,063,633 7,021,182 7,666,721 9,811,941
Profit before taxation 440,029 505,496 594,610 661,286 861,254

Taxation charge (31,242) (34,972) (42,070) (46,290) (60,258)
Profit for the year 408,787 470,524 552,540 614,996 800,996
Attributable to:
Owners of the Company 408,982 470,425 552,463 614,900 800,760
Non-controlling interests (195) 99 77 96 236
Profit for the year 408,787 470,524 552,540 614,996 800,996
Basic earnings per share (US cents) 22.32 25.66 30.16 33.67 43.80
Assets and Liabilities

As at December 31
2016 2017 2018 2019 2020
US$’000 US$’000 US$’000 US$’000 US$’000
Total assets 5,120,407 5,598,477 6,348,862 7,698,051 9,390,402

Total liabilities 2,721,475 2,857,759 3,291,521 4,303,740 5,487,495
2,398,932 2,740,718 3,057,341 3,394,311 3,902,907
Equity attributable to Owners of the Company 2,399,538 2,741,225 3,057,771 3,394,645 3,903,005
Non-controlling interests (606) (507) (430) (334) (98)
2,398,932 2,740,718 3,057,341 3,394,311 3,902,907

Corporate Information
Board of Directors Listing Information
The Stock Exchange of Hong Kong Limited
Group Executive Directors Ordinary Shares (stock code: 669)
Mr Horst Julius Pudwill ADR Level 1 Programme (symbol: TTNDY)
Chairman
Mr Stephan Horst Pudwill Share Registrar and Transfer Office

Vice Chairman Tricor Secretaries Limited
Level 54, Hopewell Centre
Mr Joseph Galli Jr 183 Queen’s Road East
Chief Executive Officer Hong Kong
Tel: (852) 2980 1888
Mr Patrick Kin Wah Chan
Mr Frank Chi Chung Chan
ADR Depositary
BNY Mellon
Prof Roy Chi Ping Chung GBS BBS JP
Mr Camille Jojo
Principal Bankers
Bank of America, N.A.
Bank of China
Independent Non-executive Directors The Hongkong and Shanghai Banking Corporation Limited
Mr Christopher Patrick Langley OBE Standard Chartered Bank
Mr Peter David Sullivan Citibank N.A.
Mr Vincent Ting Kau Cheung MUFG Bank, Ltd.
Mr Johannes-Gerhard Hesse Mizuho Bank, Ltd., Hong Kong Branch
Mr Robert Hinman Getz
Solicitors
Financial Calendar 2021 Vincent T. K. Cheung, Yap & Co.
March 3 : Announcement of 2020 annual results
May 11 : Last day to register for the entitlement to attend and Auditor
vote at Annual General Meeting
Deloitte Touche Tohmatsu
May 12-14 : Book closure period for the entitlement to attend and
Registered Public Interest Entity Auditors
vote at Annual General Meeting
May 14 : Annual General Meeting
May 21 : Last day to register for 2020 final dividend Company Secretary
May 24 : Book closure period for 2020 final dividend Ms Veronica Ka Po Ng
June 18 : Final dividend payment
June 30 : Six months interim period end Trademarks
December 31 : Financial year end All trademarks and trade names listed other than AEG, RYOBI and
PROPEX are owned by the Group.
Investor Relations Contact
AEG is a registered trademark of AB Electrolux (publ.), and is used
Investor Relations and Communications
under license.
Techtronic Industries Co. Ltd.
29/F, Tower 2 RYOBI is a registered trademark of Ryobi Limited, and is used
Kowloon Commerce Centre under license.
51 Kwai Cheong Road
Kwai Chung, N.T. PROPEX is a trademark of Uponor, Inc.
Hong Kong
email: ir@tti.com.hk
Website
www.ttigroup.com
Earnings results, annual / interim reports are available online.

Published by Techtronic Industries Co. Ltd.

© 2021 Techtronic Industries Co. Ltd.
EXHIBIT 4
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EXHIBIT 5
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IN THE UNITED STATES DISTRICT COURT

FOR THE NORTHERN DISTRICT OF ILLINOIS
EASTERN DIVISION
THE CHAMBERLAIN GROUP, INC.,
Plaintiff, Civil Action No. 1:16-cv-6097
v. The Honorable Thomas M. Durkin
TECHTRONIC INDUSTRIES CO. LTD., JURY TRIAL DEMANDED

TECHTRONIC INDUSTRIES NORTH
AMERICA, INC., ONE WORLD
TECHNOLOGIES INC., OWT INDUSTRIES,
INC., ET TECHNOLOGY (WUXI) CO. LTD.,
AND RYOBI TECHNOLOGIES, INC.,
Defendant.
MEMORANDUM OF LAW IN SUPPORT OF

TECHTRONIC INDUSTRIES, CO. LTD.’S MOTION TO DISMISS
Defendant Techtronic Industries Co. Ltd. (“TTI Co.”), by and through its attorneys, hereby
submits the following memorandum in support of its motion to dismiss the complaint pursuant to
Federal Rule of Civil Procedure 12(b)(2).
BACKGROUND AND SUMMARY OF CGI’S CLAIMS
TTI Co. is a limited liability company based in Hong Kong. (Declaration of Sean
Dougherty, attached as Exh. 1, ¶ 3.) TTI Co. has no direct presence in Illinois. (Id. ¶¶ 3-15.) TTI
Co. does not advertise in Illinois or solicit business in Illinois. (Id. ¶ 5.) TTI Co. has never had
any employees based in Illinois, maintained a registered agent in Illinois, or paid taxes in Illinois.
(Id. ¶¶ 6-7, 10.) TTI Co. has never owned, leased, possessed, or maintained any real or personal
property in Illinois, including bank accounts, offices, residences, or places of business. (Id. ¶¶ 8-
9, 11.) TTI Co. has a website, but it is not an “interactive website,” and potential customers
cannot place orders for any TTI product through the website. (Id. ¶¶ 16; see
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www.ttigroup.com/en/home.) TTI Co. does not develop, manufacture, produce, market, or sell
any products in Illinois. (Exh. 1 ¶ 13.) TTI Co. does not import any products into Illinois. (Id. ¶
15.) Nor does TTI Co. ship, send, or export any product to Illinois. (Id. 1 ¶ 14.) TTI Co. also has
no direct business relationship with CGI. (Id. ¶ 17.)
TTI Co.’s only connection to this case is the fact that one of its subsidiaries manufactures
and sells a garage door opener (“GDO”) that Plaintiff The Chamberlain Group, Inc. (“CGI”)
believes infringes CGI’s patents. However, other than lumping TTI Co. within a group of six (6)
Defendant corporate entities, CGI does not allege any specific conduct by TTI Co. or how TTI
Co. has a single contact or connection to Illinois. (See Dkt. 1.) CGI has thus failed to establish
that jurisdiction is proper in this Court, and TTI Co. should be dismissed from the case.
ARGUMENT
I. The Court Should Dismiss the Claims Against TTI Co. Because Personal
Jurisdiction Over TTI Co. Does Not Exist.
Personal jurisdiction may be “general” or “specific.” Daimler AG v. Bauman, 571 U.S.
___, 134 S. Ct. 746, 754 (2014); see Touchcom, Inc. v. Bereskin & Parr, 574 F.3d 1403, 1410
(Fed. Cir. 2009). “The nature of the defendant’s contacts with the forum state determines the
propriety of personal jurisdiction and also its scope—that is, whether jurisdiction is proper at all,
and if so, whether it is general or specific to the claims made in the case.” N. Grain Mktg. LLC v.
Greving, 743 F.3d 487, 492 (7th Cir. 2014) (quoting Tamburo v. Dworkin, 601 F.3d 693, 701
(7th Cir. 2010)).
As discussed below, CGI has failed to demonstrate a basis for the exercise of general or
specific personal jurisdiction over TTI Co. First, general personal jurisdiction is lacking because
TTI Co. does not have “continuous and systematic” contacts with Illinois that are “comparable to
a domestic enterprise”—rather, TTI Co. is a Hong Kong company with no connection to or
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presence in Illinois. (See infra § I.B.; see also Goodyear Dunlop Tires Ops., S.A. v. Brown
(“Goodyear”), 564 U.S. 915, 919-20 (2011); Grober v. Mako Prods., Inc., 686 F.3d 1335, 1345-
46 (Fed. Cir. 2012).) Second, specific personal jurisdiction is lacking because CGI has not
established TTI Co.’s minimum contacts with Illinois relating to this suit that would make
jurisdiction reasonable and fair under the circumstances. (See infra I.C.; see also Grober, 107
F.3d at 1346-47.) TTI Co. did not reach out into Illinois, “purposely direct” or “expressly aim”
any conduct toward Illinois, “avail itself” of the privilege of doing business in Illinois, invoke the
“benefits or protections” of Illinois law, or otherwise forge any meaningful connections with
Illinois. (See id.).
A. CGI Has The Burden Of Establishing That The Exercise Of Personal

Jurisdiction In This Case, Whether General Or Specific, Comports With Due
Process.
CGI has the burden of establishing that the Court has personal jurisdiction over TTI Co.
See Merial Ltd. v. Cipla Ltd., 681 F.3d 1283, 1294 (Fed. Cir. 2012). “In ruling on a Rule
12(b)(2) motion, courts are not limited to consideration of facts alleged in the complaint, but may
also consider affidavits and other written materials in the absence of an evidentiary ruling.”
INDAG GmbH & Co. Betreibs KG v. IMA S.p.A., 2015 U.S. Dist. LEXIS 165060, at *18 (N.D.
Ill. Dec. 9, 2015) (St. Eve, J.) (citing Autogenomics, Inc. v. Oxford Gene Tech. Ltd., 566 F.3d
1012, 1017 (Fed. Cir. 2009)). “[O]nce the defendant has submitted affidavits or other evidence in
opposition to the exercise of jurisdiction, the plaintiff must go beyond the pleadings and submit
affirmative evidence supporting the exercise of jurisdiction.” See Purdue Research Found. v.
Sanofi-Synthelabo, S.A., 338 F.3d 773, 783 (7th Cir. 2003).
The only claims CGI brings against TTI Co. are for patent infringement, and therefore,
the Court must apply Federal Circuit law to its jurisdictional analysis. See Robert Bosch LLC v.
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Trico Prods. Corp., 2013 U.S. Dist. LEXIS 103311, at *4 (N.D. Ill. July 24, 2013) (Grady, J.).
Federal Circuit law is consistent with Seventh Circuit law; the Court may not exercise
jurisdiction over TTI Co. unless authorized by the forum State’s long-arm statute and the
exercise of personal jurisdiction comports with due process. Compare Grober, 686 F.3d at 1345,
with Felland v. Clifton, 682 F.3d 665, 672 (7th Cir. 2012). Here, Illinois’s long-arm statute
permits jurisdiction if authorized by either the Illinois Constitution or the U.S. Constitution, so in
essence, the state and federal requirements merge. Bittman v. Fox, 2016 U.S. Dist. LEXIS 63948,
at *9 (N.D. Ill. May 16, 2016) (Tharp, J.) (citations omitted); see Citadel Grp, Ltd. v. Wash.
Reg’l Med. Ctr., 536 F.3d 757, 761 (7th Cir. 2008). Accordingly, CGI has the burden to
demonstrate that TTI Co., a foreign, non-resident defendant, has “certain minimum contacts with
[the forum state] such that the maintenance of the suit does not offend traditional notions of fair
play and substantial justice.” See Int’l Shoe Co. v. Washington, 326 U.S. 310, 316 (1945)
(citations omitted). CGI has not done so.
B. General Personal Jurisdiction Does Not Exist Because TTI Co. Does Not
Have “Continuous and Systematic” Contacts With Illinois.
“General personal jurisdiction exists where the defendant’s continuous operations within
the forum state are ‘so substantial and of such a nature as to justify suit against it on causes of
action arising from dealings entirely distinct from those activities.’” Bittman, 2016 U.S. Dist.
LEXIS 63948, at *9 (quoting Daimler AG, 134 S. Ct. at 754). The defendant’s affiliations must
be “so ‘continuous and systematic’ as to render [the defendant] essentially at home in the forum
State.” Goodyear, 564 U.S. at 919 (quoting Int’l Shoe, 326 U.S. at 317). In other words, the
defendant’s contacts must be “comparable to a domestic enterprise in that state.” Daimler AG,
134 S. Ct. at 758 n.11. This is a difficult threshold to satisfy, as even a defendant’s maintenance
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of “a substantial, continuous, and systematic course of business” in a state is insufficient to
establish general personal jurisdiction. See Daimler AG, 134 S. Ct. at 761.
TTI Co.’s contacts with Illinois are insufficient to create general personal jurisdiction in
Illinois. As a threshold matter, CGI collectively refers to each of the six (6) named-entities
throughout the complaint as “Defendants.” Yet, each is separate and distinct, and has its own
corporate structure and principal place of business—notwithstanding the fact that one of them,
Ryobi Technologies, Inc., is no longer a corporate entity. (See Dkt. 1 ¶¶ 12-18; Dkt. 51.) The
complaint nowhere sets forth the relevant contacts or conduct of any Defendant, preventing the
Court from separately assessing the jurisdiction of each Defendant as required. See, e.g., Rush v.
Savchuck, 444 U.S. 320, 331-32 (1980) (“aggregating” the forum contacts of a group of
defendants in determining jurisdiction is “plainly unconstitutional”); Annie Oakley Enters. v.
Sunset Tan Corp. & Consulting, LLC, 703 F. Supp. 2d 881, 887 (N.D. Ind. 2010) (“When, as
here, a case involves multiple defendants, personal jurisdiction must be assessed separately as to
each defendant; the plaintiff may not treat the defendants collectively.” (citing Rush, 444 U.S. at
331-32). Accordingly, because CGI’s “group pleading” makes it impossible to draw any
distinction between the conduct of any particular Defendant, TTI Co. should be dismissed for
lack of jurisdiction on that ground alone. See, e.g., DeMaria v. Nissan North Am., Inc., 2016 U.S.
Dist. LEXIS 11295, at *20-21 (N.D. Ill. Feb. 1, 2016) (Blakey, J.) (“[T]he Court’s analysis is
complicated by the fact that the Plaintiffs’ allegations lump together both NNA and Nissan
Motor Company. . . . As a result, the current allegations do not enable this Court to say, at this
juncture, that NNA engaged in any relevant activities in Illinois for purposes of specific personal
jurisdiction.”).
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CGI makes a conclusory allegation that general personal jurisdiction is proper because
“Defendants have continuous and systematic business contacts with the State of Illinois and
directly, or through subsidiaries and intermediaries such as retailers, conduct business in Illinois
by shipping distributing, offering for sale, selling, and advertising . . . in the State of Illinois and
the Northern District of Illinois.” (Dkt. 1 ¶ 23.) TTI Co., however, does not: (1) do business in
Illinois; (2) have a license to sell products or services in Illinois; (3) maintain any facilities in
Illinois; (4) have any offices, bank accounts, telephone listings, or assets in Illinois; (5) have any
directors, officers, employees, or agents who reside in Illinois; or (6) pay Illinois taxes. (Exh. 1
¶¶ 3-15.) TTI Co. likewise does not do business directly with anyone or any entity residing in
Illinois, or have an “interactive website” specifically targeting Illinois. (Id. ¶¶ 12, 16.) But even
if it did, “[s]poradic, or even frequent, transactions within a state are not sufficient to give rise to
general personal jurisdiction; rather, the entity must be so enmeshed in the forum state[] that it be
‘fairly regarded as at home’ there.” Clover Techs. Group, LLC v. Oxford Aviation, Inc., 993 F.
Supp. 2d 872, 879-80 (N.D. Ill. 2013) (Castillo, C.J.) (quoting Goodyear, 564 U.S. at 924); see
also Campbell Pet Co. v. Miale, 542 F.3d 879, 881-84 (Fed. Cir. 2008) (finding no general
jurisdiction where defendant received roughly $14,000 in revenue from 12 sales, attended a
conference in the forum where products were displayed and orders were taken, and had a
generally accessible website).
At bottom, a defendant must have extensive contacts with the forum to support the
exercise of general jurisdiction, and countless courts have recognized and held that general
jurisdiction does not exist under circumstances similar to those here. See, e.g., INDAG GmbH &
Co. Betreibs KG, 2015 U.S. Dist. LEXIS 165060, at *23-25, 30-34 (dismissing patent
infringement claim for lack of personal jurisdiction because the foreign defendant did not have
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the required contacts with the forum state); Kolcraft Enters., Inc. v. Artsana USA, Inc., 2014 U.S.
Dist. LEXIS 107943, at *10-13 (N.D. Ill. Aug. 6, 2014) (Ellis, J.) (same). The Court should thus
conclude that general personal jurisdiction over TTI Co. does not exist.
C. Specific Personal Jurisdiction Does Not Exist Because TTI Co. Does Not
Have The Requisite “Minimum Contacts” With Illinois.
Specific personal jurisdiction focuses on the “relationship among the defendant, the
forum, and that litigation.” Walden v. Fiore, ___ U.S. ___, 134 S. Ct. 1115, 1121 (2014) (citation
omitted). “[T]he defendant’s suit-related conduct must create a substantial connection with the
forum State” in order for a court’s exercise of jurisdiction to comport with due process. Id. at
1122. Accordingly, the question of whether a district court has specific jurisdiction over a
defendant in a patent case “entails a three-part test: (1) whether the defendant purposely directs
activities at the forum’s residents; (2) whether the claim arises out of or relates to those activities;
and (3) whether assertion of personal jurisdiction is reasonable and fair.” AFTG-TG, LLC v.
Nuvoton Tech. Corp., 689 F.3d 1358, 1361 (Fed. Cir. 2012) (citation omitted). Here, no basis
exists to exercise specific personal jurisdiction over TTI Co.
CGI alleges that specific personal jurisdiction is proper because “Defendants, directly, or
through subsidiaries and intermediaries such as retailers, have purposefully and voluntarily
placed the Accused Controller Products into the stream of commerce with the intention and
expectation that they will be purchased and used by consumers in the Northern District of
Illinois.” (Dkt. 1 ¶ 23.) In addition to being conclusory, this terse allegation fails to satisfy the
requirements for invoking the “stream-of-commerce” theory first set out in the two plurality
opinions in Asahi Metal Industry Co. v. Superior Court of California, 480 U.S. 102 (1987), and
more recently in J. McIntyre Machinery, Ltd. v. Nicastro, 564 U.S. 873 (2011). This Court has
recently summarized these Supreme Court opinions and recognized what conduct is necessary
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for a court to exercise jurisdiction over a foreign defendant under the stream-of-commerce
theory. See, e.g., Tile Unlimited, Inc. v. Blanke Corp., 47 F. Supp. 3d 750, 757-58 (N.D. Ill. June
9, 2014) (Durkin, J.) (explaining the stream of commerce theory). At a minimum, the central
inquiry of the first two elements above, commonly referred to as the “minimum contacts”
inquiry, “focuses on whether the defendant has ‘purposely avail[ed] itself of the privilege of
conducting activities with the forum State, thus invoking the benefits and protections of its
laws.’”1 Id. at 757 (quoting Hanson v. Denckla, 357 U.S. 235, 253 (1958)); see Avocent
Huntsville Corp. v. Aten Int’l Co., 552 F.3d 1324, 1332 (Fed. Cir. 2008). In making this
determination, the Court asks “whether the defendant’s activities manifest an intention to submit
to the power of a sovereign.” J. McIntyre Mach., 564 U.S. at 882 (Kennedy, J., plurality
opinion). Indeed, “it is not enough that the defendant might have predicted that its goods will
reach the forum State.” Id. Rather, “[o]nly a defendant’s actions will ‘empower a State’s courts
to subject him to judgment’; expectations or optimistic assumptions will not suffice.” Tile
Unlimited, 47 F. Supp. 3d at 757-58 (quoting J. McIntyre Mach., 564 U.S. at 883 (Kennedy, J.,
plurality opinion); citing id. at 890-91 (Breyer, J., concurring)). Here, TTI Co. has not
manifested an intent to do anything.
First, CGI’s impermissible “group pleading” again makes it impossible to draw any
distinction between the conduct of any Defendant. (See, e.g., Dkt. 1; Rush, 444 U.S. at 331-32.)
The complaint does not set forth TTI Co.’s contacts with any forum outside of Hong Kong, let
1
The Federal Circuit has articulated its current position on the stream of commerce theory: “The Supreme
Court has yet to reach a consensus on the proper articulation of the stream-of-commerce theory. In the
absence of such a consensus, this court has assessed personal jurisdiction premised on the stream-of-
commerce theory on a case-by-case basis by inquiring whether the particular facts of a case support
the exercise of personal jurisdiction.” AFTG-TG, LLC, 689 F.3d at 1362; see Celgard, LLC v. SK
Innovation Co., 792 F.3d 1373, 1381 (Fed. Cir. 2015) (“The precise requirements of the stream-of-
commerce theory of jurisdiction remain unsettled.”) TTI Co. does not have the necessary contacts with
Illinois under any interpretation of the personal jurisdiction analysis.
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alone the United States or the State of Illinois. It likewise does not set forth that any harm “arose
out of” of “relates to” any TTI Co. contacts. Thus, because CGI has not set forth a prima facie
case that TTI Co. has “minimum contacts” with Illinois or that this controversy “arose out of”
those contacts, TTI Co.’s motion to dismiss for lack of jurisdiction should be granted. See, e.g.,
Mi-Jack Sys. & Tech., LLC v. Babaco Alarm Sys., Inc., 2013 U.S. Dist. LEXIS 165295, at *6-7
(N.D. Ill. Nov. 20, 2013) (Darrah, J.) (dismissing patent infringement claim where defendant did
not “design, manufacture, market, use, advertise, import into, offer to sell, sell, or service any of
the accused products in Illinois”); Presby Patent Trust v. Infiltrator Sys., 2015 U.S. Dist. LEXIS
71562, at *6-10 (D.N.H. June 4, 2015) (dismissing patent infringement claim where plaintiff did
not allege that defendant’s purportedly infringing product was made, sold, used, offered for sale,
or marketed in the forum state).
Additionally, even if the group allegations are swapped out for “TTI Co.”—which is
“plainly unconstitutional,” see Rush, 444 U.S. at 331-32—the allegations would still be deficient
given the declaration TTI Co. submits in support of this motion. TTI Co. does not manufacture,
produce, market, advertise, offer for sale, or sell in Illinois the purportedly infringing GDO at
issue in this case. (See Exh. 1 ¶¶ 5, 13.) TTI Co. does not directly ship or send the purportedly
infringing GDO to Illinois. (See id. ¶¶ 14-15.) Nor did TTI Co. purposely ship or send the
purportedly infringing GDO to Illinois. (Id.) The allegedly infringing GDO is not even a “TTI
Co.” product. (See Dkt. 1 ¶¶ 28, 38; Exh. 1 ¶¶ 3, 13-15.) On these undisputed facts, TTI Co. did
not establish any contacts with Illinois, much less the “minimum contacts” necessary for
jurisdiction here to comport with due process. And TTI Co. certainly could not have purposely
availed itself of the privilege of doing business in Illinois. See, e.g., Gharb v. Schneider Elec. SA,
2011 U.S. Dist. LEXIS 142372, at *2-5 (N.D. Ill. Dec. 12, 2011) (Dow, J.) (dismissing patent
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infringement claim against holding company headquartered in France because there were no
allegations or activities that satisfied the three-prong specific jurisdiction test). It follows that the
harm alleged here also could not relate to (or have arisen out of) any TTI Co. contacts with
Illinois.
Moreover, to the extent CGI alleges that jurisdiction is established through TTI Co.’s
“subsidiaries and intermediaries such as retailers” (Dkt. 1 ¶ 23), that argument is a non-starter.
Jurisdiction is only proper in Illinois if TTI Co. had the requisite contacts with Illinois. See
Burger King Corp. v. Rudzewicz, 471 U.S. 462, 475 (1985) (explaining that a defendant should
not be hailed into a jurisdiction solely as a result of “the unilateral activity of another party or
third person”) (citation omitted). Indeed, the “‘minimum contacts’ analysis looks to the
defendant’s contacts with the forum State itself, not the defendant’s contacts with persons who
reside there.” Walden, 134 S. Ct. at 1122 (emphasis added). Here, TTI Co. doesn’t have such
contacts. (See Exh. 1 ¶¶ 3-17.) This is true even if TTI Co. potentially knew that some “TTI”
product would end up in Illinois, as knowledge of where a product may ultimately end up “is not
the same as purposely sending [the product] to Illinois or specifically targeting Illinois.” See
Virginia Tile, Inc., 47 F. Supp. 3d at 758-59. Similarly, “corporate ownership alone is not
sufficient for personal jurisdiction.” Central States, Southeast & Southwest Areas Pension Fund
v. Reimer Express World Corp., 230 F.3d 934, 943 (7th Cir. 2000). CGI cannot rely on the
contacts of TTI Co.’s corporate relatives to establish jurisdiction over TTI Co. See id.; Erno
Kalman Abelesz v. OTP Bank, 692 F.3d 638, 658 (7th Cir. 2012) (explaining that the “general
rule” is that “the jurisdictional contacts of a subsidiary corporation are not imputed to the
parent.” (quoting Purdue Research Found., 338 F.3d at 778 n.17)). Personal Jurisdiction over
TTI Co. is thus patently improper.
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CONCLUSION
Before the Court is a Hong Kong-based company with no ties to Illinois. TTI Co. has no
presence in Illinois and lacks the “continuous and systematic” contacts for general personal
jurisdiction to attach here. Moreover, specific jurisdiction over TTI Co. is likewise inappropriate
here because CGI has failed to identify any contacts that TTI Co. had with Illinois, let alone
those that this lawsuit “arises out of” or “relates to” given TTI Co.’s residency in Hong Kong.
On these facts, jurisdiction here does not comport with “traditional notions of fair play and
substantial justice,” and the Court should thus dismiss the claims against TTI Co. for lack of
personal jurisdiction.
Dated: July 12, 2016 Respectfully submitted,
By: /s/ Jason C. White

Jason C. White
Michael J. Abernathy
Sanjay K. Murthy
Nicholas A. Restauri
Morgan, Lewis & Bockius LLP
77 W. Wacker Drive, Ste. 500
Chicago, IL 60601
Tel: (312) 324-1000
Fax: (312) 324-1001
E-mail: jason.white@morganlewis.com
michael.abernathy@morganlewis.com
sanjay.murthy@morganlewis.com
nicholas.restauri@morganlewis.com
Attorneys for Defendants Techtronic

Industries Co. Ltd., Techtronic Industries
North America, Inc., One World Technologies
Inc., OWT Industries, Inc., and Ryobi
Technologies, Inc.
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CERTIFICATE OF SERVICE
I, Jason C. White, an attorney, hereby certify that on July 12, 2016, I electronically filed a
copy of the foregoing Memorandum of Law in Support of Techtronic Industries Co. Ltd.’s
Motion to Dismiss for Lack of Jurisdiction, through the Court’s CM/ECF System, which will
send notification of such filing to all counsel of record.
/s/ Jason C. White

Jason C. White
Claim Chart of Asserted Claim – U.S. Patent No. D970,321
The following is intended to provide examples of infringement by TTi’s Accused 3rd and 4th Generation Products (as defined
in the Complaint ¶¶ 77-79). It should be understood that the “Accused 3rd and 4th Generation Products” (as defined in the Complaint
¶¶ 77-79) includes all trimmers sold having a 3rd or 4th Generation Trimmer Head and all accessory or replacement 3rd and 4th
Generation Trimmer Heads. The 3rd and 4th Generation Trimmer Heads are materially the same. Furthermore, this Claim Chart is
intended to be read as a whole for the purpose of providing reasonable notice of Torvent’s infringement contentions. Torvent’s
investigation is ongoing. Torvent cannot provide complete and final infringement contentions until the claims have been construed
and/or until discovery occurs.
The following demonstrates Infringement by the Accused 3rd and 4th Generation Trimmer Head Products:


See DEFS00000312 (3rd Generation shown); see also

DEFS00000664 (4th Generation shown); see also
DEFS00001380; see also DEFS00002438; see also
TTI00000967; see also TORVENT_004452; see also
TORVENT_004453.

TORVENT_004453.

TORVENT_004453.

TORVENT_004453.

TORVENT_004453.
JS 44 (Rev. 09/19) CIVIL COVER SHEET
The JS 44 civil cover sheet and the information contained herein neither replace nor supplement the filing and service of pleadings or other papers as required by law, except as
provided by local rules of court. This form, approved by the Judicial Conference of the United States in September 1974, is required for the use of the Clerk of Court for the
purpose of initiating the civil docket sheet. (SEE INSTRUCTIONS ON NEXT PAGE OF THIS FORM.)
I. (a) PLAINTIFFS DEFENDANTS

Torvent LLC, Techtronic industries Co., Ltd., et al.
(b) County of Residence of First Listed Plaintiff Sussex County, DE County of Residence of First Listed Defendant Kwai Chung, Hong Kong
(EXCEPT IN U.S. PLAINTIFF CASES) (IN U.S. PLAINTIFF CASES ONLY)
NOTE: IN LAND CONDEMNATION CASES, USE THE LOCATION OF
THE TRACT OF LAND INVOLVED.
(c) Attorneys (Firm Name, Address, and Telephone Number) Attorneys (If Known)
Stephen B. Brauerman, Esquire
Bayard, P.A., 600 N. King Street, Suite 400, Wilmington, DE 19801
(302) 655-5000
II. BASIS OF JURISDICTION (Place an “X” in One Box Only) III. CITIZENSHIP OF PRINCIPAL PARTIES (Place an “X” in One Box for Plaintiff
(For Diversity Cases Only) and One Box for Defendant)
’ 1 U.S. Government ’ 3 Federal Question PTF DEF PTF DEF
Plaintiff (U.S. Government Not a Party) Citizen of This State ’ 1 ’ 1 Incorporated or Principal Place ’ 4 ’ 4
of Business In This State
’ 2 U.S. Government ’ 4 Diversity Citizen of Another State ’ 2 ’ 2 Incorporated and Principal Place ’ 5 ’ 5
Defendant (Indicate Citizenship of Parties in Item III) of Business In Another State
Citizen or Subject of a ’ 3 ’ 3 Foreign Nation ’ 6 ’ 6

Foreign Country
IV. NATURE OF SUIT (Place an “X” in One Box Only) Click here for: Nature of Suit Code Descriptions.
CONTRACT TORTS FORFEITURE/PENALTY BANKRUPTCY OTHER STATUTES
’ 110 Insurance PERSONAL INJURY PERSONAL INJURY ’ 625 Drug Related Seizure ’ 422 Appeal 28 USC 158 ’ 375 False Claims Act
’ 120 Marine ’ 310 Airplane ’ 365 Personal Injury - of Property 21 USC 881 ’ 423 Withdrawal ’ 376 Qui Tam (31 USC
’ 130 Miller Act ’ 315 Airplane Product Product Liability ’ 690 Other 28 USC 157 3729(a))
’ 140 Negotiable Instrument Liability ’ 367 Health Care/ ’ 400 State Reapportionment
’ 150 Recovery of Overpayment ’ 320 Assault, Libel & Pharmaceutical PROPERTY RIGHTS ’ 410 Antitrust
& Enforcement of Judgment Slander Personal Injury ’ 820 Copyrights ’ 430 Banks and Banking
’ 151 Medicare Act ’ 330 Federal Employers’ Product Liability ’ 830 Patent ’ 450 Commerce
’ 152 Recovery of Defaulted Liability ’ 368 Asbestos Personal ’ 835 Patent - Abbreviated ’ 460 Deportation
Student Loans ’ 340 Marine Injury Product New Drug Application ’ 470 Racketeer Influenced and
(Excludes Veterans) ’ 345 Marine Product Liability ’ 840 Trademark Corrupt Organizations
’ 153 Recovery of Overpayment Liability PERSONAL PROPERTY LABOR SOCIAL SECURITY ’ 480 Consumer Credit
of Veteran’s Benefits ’ 350 Motor Vehicle ’ 370 Other Fraud ’ 710 Fair Labor Standards ’ 861 HIA (1395ff) (15 USC 1681 or 1692)
’ 160 Stockholders’ Suits ’ 355 Motor Vehicle ’ 371 Truth in Lending Act ’ 862 Black Lung (923) ’ 485 Telephone Consumer
’ 190 Other Contract Product Liability ’ 380 Other Personal ’ 720 Labor/Management ’ 863 DIWC/DIWW (405(g)) Protection Act
’ 195 Contract Product Liability ’ 360 Other Personal Property Damage Relations ’ 864 SSID Title XVI ’ 490 Cable/Sat TV
’ 196 Franchise Injury ’ 385 Property Damage ’ 740 Railway Labor Act ’ 865 RSI (405(g)) ’ 850 Securities/Commodities/
’ 362 Personal Injury - Product Liability ’ 751 Family and Medical Exchange
Medical Malpractice Leave Act ’ 890 Other Statutory Actions
REAL PROPERTY CIVIL RIGHTS PRISONER PETITIONS ’ 790 Other Labor Litigation FEDERAL TAX SUITS ’ 891 Agricultural Acts
’ 210 Land Condemnation ’ 440 Other Civil Rights Habeas Corpus: ’ 791 Employee Retirement ’ 870 Taxes (U.S. Plaintiff ’ 893 Environmental Matters
’ 220 Foreclosure ’ 441 Voting ’ 463 Alien Detainee Income Security Act or Defendant) ’ 895 Freedom of Information
’ 230 Rent Lease & Ejectment ’ 442 Employment ’ 510 Motions to Vacate ’ 871 IRS—Third Party Act
’ 240 Torts to Land ’ 443 Housing/ Sentence 26 USC 7609 ’ 896 Arbitration
’ 245 Tort Product Liability Accommodations ’ 530 General ’ 899 Administrative Procedure
’ 290 All Other Real Property ’ 445 Amer. w/Disabilities - ’ 535 Death Penalty IMMIGRATION Act/Review or Appeal of
Employment Other: ’ 462 Naturalization Application Agency Decision
’ 446 Amer. w/Disabilities - ’ 540 Mandamus & Other ’ 465 Other Immigration ’ 950 Constitutionality of
Other ’ 550 Civil Rights Actions State Statutes
’ 448 Education ’ 555 Prison Condition
’ 560 Civil Detainee -
Conditions of
Confinement
V. ORIGIN (Place an “X” in One Box Only)
’ 1 Original ’ 2 Removed from ’ 3 Remanded from ’ 4 Reinstated or ’ 5 Transferred from ’ 6 Multidistrict ’ 8 Multidistrict
Proceeding State Court Appellate Court Reopened Another District Litigation - Litigation -
(specify) Transfer Direct File
Cite the U.S. Civil Statute under which you are filing (Do not cite jurisdictional statutes unless diversity):
35 U.S.C. §271
VI. CAUSE OF ACTION Brief description of cause:
Patent Infringement
VII. REQUESTED IN ’ CHECK IF THIS IS A CLASS ACTION DEMAND $ CHECK YES only if demanded in complaint:
COMPLAINT: UNDER RULE 23, F.R.Cv.P. JURY DEMAND: ’ Yes ’ No
VIII. RELATED CASE(S)
(See instructions):
IF ANY JUDGE John Phipps McCalla DOCKET NUMBER 21-853-JPM
DATE SIGNATURE OF ATTORNEY OF RECORD
12/21/2022 /s/ Stephen B. Brauerman
FOR OFFICE USE ONLY
RECEIPT # AMOUNT APPLYING IFP JUDGE MAG. JUDGE

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Case 1:22-cv-01617-UNA Document 1 Filed 12/21/22 Page 1 of 27 PageID #: 1

IN THE UNITED STATES DISTRICT COURT

COMPLAINT FOR PATENT INFRINGEMENT

“Defendants”), and alleges as follows:

about March 2020 at WalMart.

of the Certificate of Good Standing for Torvent.

“Company Profile.” TTi claims to be “a fast-growing world leader in outdoor power

6. Techtronic Industries North America, Inc. (“TTiNA”) is a Delaware corporation

Maryland 21030. On information and belief, TTiNA is a wholly-owned subsidiary of TTi-HK.

Wilmington, Delaware 19808.

7. One World Technologies, Inc. (“OWT”) is a Delaware corporation. On information

Carolina 29621. See https://www.ryobitools.com/support/contact (last accessed 12-21-2022).

Limited. See https://www.ryobitools.com/outdoor (last accessed 12-21-2022) (“‘RYOBI’ is a

Falls Drive, Wilmington, Delaware 19808.

8. Homelite Consumer Products, Inc. (“Homelite”) is a Delaware corporation. On

Anderson, South Carolina. https://www.homelite.com/service_support (last accessed 12-21-

Falls Drive, Wilmington, Delaware 19808.

9. Hart Consumer Products, Inc. (“Hart”) is a Delaware corporation formed in February

copy of the webpage at https://www.harttools.com/products/power-tools/ (“… HART … are the

principal place of business in Anderson, South Carolina.

https://www.blackmaxtools.com/services/contacts (last accessed 12-21-2022). (TTi-HK,

below) in one or more of the stores located in this District.

12. Walmart Inc. (“Walmart”) is a Delaware corporation with a principal place of

III. JURISDICTION AND VENUE

§§ 1331 and 1338(a).

because each is incorporated in Delaware, and, therefore, is a resident of Delaware. In addition

would be sold in this District.

(including the Declaration of Sean Dougherty attached thereto).

US entities. On information and belief, TTi-HK owns, operates, or controls, directly or

States to retailers including Home Depot and Walmart.

stores located in this District.

the website blackmaxtools.com. OWT is the registrant for blackmaxtools.com. See

Parts Catalog for Item No. 51978 et al., at 6.

the Warranty for RY252SS.

Operator’s Manual for UT33600 and 33650.

https://www.harttools.com/products/power-tools/ (“… HART … are the trademarks of

Techtronic Cordless GP”) (last accessed 5-19-2021).

Numbers BM25CSAC/BM25CSACVNM/BM25SSAC/BMC25SSACVNM. However, OWT is

by” TTi-HK. Id.

should be treated as a single enterprise.

established place of business in this District.

1391(b)(3) because it is a foreign corporation not resident in the United States.

IV. FACTUAL ALLEGATIONS

The Asserted Patents

’D321 Patent” or the “Asserted Patent”).

35. TTi is not presently a licensee of the Asserted Patent.

Background of the Technology

auto “Bump-and-Feed” trimmer head. A semi-auto “Bump-and-Feed” trimmer head dispenses

and wasted time.

38. Alliss invented numerous improvements to existing semi-auto, Bump-and-Feed

in the art as well.

Background of Alliss, Torvian, and Torvent

Patents. See USPTO at Reel 055235, Frame 0330 et seq.

Torvian’s and Alliss’ Ten Year Working Relationship with TTi

TTi License Agreement as amended has expired.

47. TTi is not currently a licensee under the Asserted Patent.

improvements to trimmer heads.

in changing over to short shafts.

channel could be used.