TIDMSFR
RNS Number : 9186R
Severfield PLC
20 June 2018
20 June 2018
Results for the year ended 31 March 2018
Another year of improved performance with a 19% increase in
underlying profit before tax, a 13% increase in core dividend and a
special dividend of 1.7p per share
Severfield plc, the market leading structural steel group,
announces its results for the 12 month period ended 31 March
2018.
Highlights
-- Revenue up 5% to GBP274.2m (2017: GBP262.2m)
-- Underlying* profit before tax up 19% to GBP23.5m (2017: GBP19.8m)
-- Underlying basic earnings per share up 15% at 6.4p per share (2017: 5.5p per share)
-- Continued strong cash performance resulting in year-end net funds of GBP33.0m (2017: GBP32.6m) after equity
investment of GBP5.5m in Indian joint venture to repay term debt
-- Total dividend increased by 13% to 2.6p per share (2017: 2.3p per share), includes proposed final dividend of
1.7p per share (2017: 1.6p per share)
-- Proposed special dividend of 1.7p per share to deliver a total cash return to shareholders of 4.3p per share
-- Return on capital employed ('ROCE') of 16.5% (2017: 14.6%)
-- Over 100 projects undertaken during the year in key market sectors including the new stadium for Tottenham
Hotspur FC, the retractable roof for Wimbledon No.1 Court and a new commercial tower at 22 Bishopsgate
-- UK order book of GBP237m at 1 June 2018 (1 November 2017: GBP245m), including landmark contract for the new
Google Headquarters at Kings Cross for 2019
-- Reorganisation of our factory operations in North Yorkshire now completed
-- Continued profitability from Indian joint venture of GBP0.5m (2017: GBP0.2m), improving market position now
reflected in India order book of GBP106m at 1 June 2018 (1 November 2017: GBP79m)
GBPm 12 months to 12 months to
31 March 2018 31 March 2017
Revenue 274.2 262.2
Underlying* operating profit
(before JVs and associates) 22.9 19.6
Underlying* operating margin
(before JVs and associates) 8.3% 7.5%
Operating profit (before JVs and
associates) 21.5 17.8
Underlying* profit before tax 23.5 19.8
Profit before tax 22.2 18.1
Underlying* basic earnings per
share 6.4p 5.5p
Basic earnings per share 6.1p 5.1p
* Underlying results are stated before non-underlying items of
GBP1.3m (2017: GBP1.8m):
- Amortisation of acquired intangible assets - GBP1.3m (2017: GBP2.6m)
- Movement in fair value of derivative financial instruments - GBPnil (2017: gain of GBP0.8m)
- The associated tax impact of the above, together with the
impact of a reduction in future corporation tax rates on deferred
tax liabilities - GBP0.4m (2017: GBP0.6m)
Alan Dunsmore, chief executive officer commented:
'The strong performance that we are reporting today pays tribute
to the hard work of all our staff and continues to reflect our
well-established market-leading position and our focus on
operational performance and efficiencies.
With a high quality and stable UK order book of GBP237m and a
strong pipeline of opportunities which provides us with good
visibility of earnings, together with an encouragingly improving
outlook for our Indian joint venture, we remain confident that 2019
will be another year of progress for the Group.'
For further information, please contact:
Alan Dunsmore
Severfield Chief Executive Officer 01845 577 896
Adam Semple
Group Finance Director 01845 577 896
Jefferies International Simon Hardy 020 7029 8000
Will Soutar 020 7029 8000
Camarco Ginny Pulbrook 020 3757 4980
Tom Huddart 020 3757 4980
Notes to editors:
Severfield is the UK's market leader in the design, fabrication
and construction of structural steel, with a total capacity of
c.150,000 tonnes of steel per annum, which represents c.17 per cent
of UK structural steel production.
The Group has four sites, c.1,300 employees and expertise in
large, complex projects across a broad range of sectors. The Group
also has an established presence in the developing Indian market
through its joint venture partnership with JSW Steel (India's
largest steel producer).
OPERATING REVIEW
Group overview
The Group has delivered another year of strong profit growth in
2018, driven by a combination of revenue growth and continued
improvements in UK operational performance, together with another
profitable year from our Indian joint venture.
In 2018, we have continued to grow our revenue which has
increased by 5 per cent to GBP274.2m (2017: GBP262.2m) and are very
pleased with our profit performance with underlying profit before
tax up 19 per cent to GBP23.5m (2017: GBP19.8m). Year-end net funds
were GBP33.0m (2017: GBP32.6m) and another year of positive cash
generation has further strengthened our balance sheet whilst
providing us with the flexibility to invest in our UK businesses
and in India, where the term debt was repaid in June 2017.
The market position for our Indian joint venture, JSSL, has
improved significantly over recent months and this is reflected in
its record order book of GBP106m and a growing pipeline of
commercial opportunities, all of which will benefit the business in
2019 and beyond. In 2018, JSSL continued to perform profitably.
Good operational performance and lower financing costs, following
the repayment of the term debt, have resulted in the Group's share
of profit after tax of GBP0.5m (2017: GBP0.2m).
We continue to exceed our ROCE target of 10 per cent and have
achieved an improved return of 16.5 per cent in the year (2017:
14.6 per cent), maintaining the Group's alignment with its
construction and engineering clients and peers.
We have continued to make good progress during the year towards
our strategic targets, including the doubling of 2016 underlying
profit before tax to GBP26m by 2020. Based on this progress, I am
delighted that the board is recommending an increase in the final
dividend to 1.7p per share, making a total for the year of 2.6p per
share (2017: 2.3p per share), a 13 per cent increase on the prior
year. Furthermore, the board is also recommending a special
dividend of 1.7p per share, which reflects our current balance
sheet strength and confidence in the future prospects of the
business and delivers a total cash return for shareholders of 4.3p
per share.
UK review
Revenue is up 5 per cent over the prior year predominantly
reflecting an increase in order flow and production activity,
together with an increase in steel prices. During the year, we have
continued to work on four large projects in London, each of which
has project revenues in excess of GBP20m. These include three
projects where work is ongoing and will continue into the next
financial year, namely the new stadium for Tottenham Hotspur FC,
the retractable roof for Wimbledon No. 1 Court and a new commercial
office tower at 22 Bishopsgate. The fourth large project worked on
during the year, which is now substantially complete, is for a
major new commercial head office building in London.
Our operating margins have improved again to 8.3 per cent (2017:
7.5 per cent) resulting in an underlying operating profit (before
JVs and associates) of GBP22.9m (2017: GBP19.6m). When we set our
strategic 2020 profit target back in 2016, we anticipated that this
would be achieved with revenues in the range of GBP270m to GBP300m
and operating margins in the range of 8 to 10 per cent, depending
on the mix of projects in the order book at the time. It is
pleasing to us that the 2018 operating margin of 8.3 per cent is
now within this strategic margin range for the first time,
demonstrating that we remain firmly on course to achieve our
strategic profit target.
The operating margin has continued to benefit from improvements
to our operational execution including further developments to our
factory processes to drive efficiencies and reduce costs, as well
as better risk and contract management processes. In many cases,
this execution improvement only becomes apparent towards the end of
a contract and this is reflected in the improved 2018 results,
together with higher profits from certain project completions which
mainly benefitted the first half of the year.
Operational improvements implemented during the period include
the continued roll out of a new Group-wide production management
system, the opening of our new paint facilities at Lostock and
Ballinamallard which will shorten lead times, improve quality and
reduce reliance on external suppliers, further investment in our
factories and bridge capability to improve speed and efficiency and
the upgrade of our haulage facilities at Dalton.
'Smarter, Safer, more Sustainable'
The Group continues to be shaped by the programme of projects
launched in the previous year under the banner of 'Smarter, Safer,
more Sustainable' which provides a framework for the ongoing
improvements to our business processes, use of technology and
operating efficiencies. Developments in 2018 include the launch of
our Lean manufacturing programme and the establishment of a
dedicated 'SSS' team to focus on improving many aspects of our
internal operations.
In January 2018, to drive further operational improvements in
line with the Group's strategy, we reorganised our factory
operations in North Yorkshire. This resulted in steel fabrication
at Dalton and Sherburn being consolidated into the Dalton facility,
making better use of our operational footprint in Yorkshire, and
the establishment of a new business venture in Sherburn, Severfield
(Products & Processing) ('SPP'). SPP, which commenced trading
in April 2018, has allowed us to address smaller scale projects, a
segment of the market which we have not historically focused on.
The business provides a one-stop shop to fabricators who specialise
in smaller projects to source processed steel and ancillary
products, all delivered to the Group's high standards of quality
and service.
Underpinning our culture of continuous improvement is the
ongoing focus on the training and development of our people and our
priority is to recruit, train and retain the highest calibre of
workforce. Notwithstanding Ian Lawson's departure which required us
to implement our succession plans, the continued stability in our
organisational structure and management team has been a key
strength of the business for a number of years. During the year, we
recruited over 200 people across the Group, strengthening a range
of disciplines including our commercial and project management
teams. We believe that the recruitment and training of graduates
and apprentices is fundamental to business development, another
means of ensuring that we have all the desired skill bases
available in the future. During 2018, we recruited 66 apprentices
and continued to invest in graduate trainees through our
apprenticeship and graduate recruitment programmes.
In 2017, demonstrating our ongoing commitment to people
development, we launched a training scheme on Lean production
techniques (which forms part of our overall Lean manufacturing
programme) and the Severfield development programme, which focuses
on emerging leaders. In 2018, we have continued to develop and
support our people to apply Lean manufacturing techniques to
develop new skills, achieve new qualifications and, as part of the
'Smarter, Safer, more Sustainable' initiative, continually improve
our businesses and client offering. The first cohort of employees
have now completed the Severfield development programme, aimed at
developing and deepening our management talent, which has delivered
clear benefits both for the business and the people involved.
During 2018, to further improve efficiencies and client service,
we have continued to invest in research and development into
advanced technologies. We have also established an engineering
forum to identify new and innovative ways of working which can then
be embedded across the Group to become business as usual.
Clients
Working closely with our clients and project stakeholders we
continue to demonstrate our capability to deliver complex design
solutions and, in 2018, we have designed and delivered some of the
most complex engineering solutions in the industry. Our management
and integration of the construction process, our capacity and speed
of fabrication and our use of technology has allowed us to improve
project delivery times as well as meeting and often exceeding
client service expectations. We have worked with a number of
clients using innovative and collaborative ways of contracting
which have enabled cost effective solutions to be developed to meet
project challenges.
Our client base, which represents a broad range of sectors and
regions, includes Multiplex, Sir Robert McAlpine, LeadLease,
Balfour Beatty, BAM, Skanska, Mace, Laing O'Rourke, Canary Wharf
Contractors, McLaren, Winvic, Morgan Sindall, Stanhope, Buckingham,
Vinci, Readie, Galliford Try, Hitachi, ISG, Interserve, Bowmer and
Kirkland, John Sisk, John Graham, Hochtief and Westfield. The Group
worked on over 100 projects with our clients during the year
including:
Major projects - over GBP20 Wimbledon (No. 1 Court roof),
million London
Tottenham Hotspur FC, London
London Development Project,
London
22 Bishopsgate, London
Commercial offices Southbank Place, London
Snowhill, Birmingham
JLR Gaydon Triangle, Midlands
North Wharf Road, London
Shard Place, London
-------------------------------------
Industrial and distribution Amazon, East Midlands
Amazon, Bolton
Large warehouse, Milton Keynes
Large distribution centre, Tilbury
-------------------------------------
Transport infrastructure Ordsall Chord, Manchester
London Bridge Station Canopies,
London
Chiswick Bridge, London
Ely Southern Bridge, Cambridgeshire
-------------------------------------
Health and education Graphene Innovation Centre,
Manchester
Manchester Engineering Campus
Development
Kings College Hospital, London
-------------------------------------
Data centres Large data centres, Dublin and
Belgium
-------------------------------------
Power and energy Dunbar, Scotland
Ferrybridge, Yorkshire
-------------------------------------
Our specialist cold rolled steel joint venture business, CMF,
has performed well during the year, having a beneficial impact both
on operating margins and the share of results from JVs and
associates. We continue to be the only hot rolled steel fabricator
in the UK to have this cold rolled manufacturing capability, which
has now been expanded to include purlins and additional cold formed
products, allowing the Group to further integrate elements of its
supply chain.
The remedial bolt replacement works at Leadenhall were completed
in 2017 with the total expenditure being in line with the
non-underlying charge made in 2015. Discussions continue with all
stakeholders to determine where the financial liability for the
remedial costs should ultimately rest.
Order book and market conditions
The UK order book at 1 June 2018 of GBP237m is consistent with
the level that it has been for the past six months and reflects the
anticipated increase from the position of GBP229m at the time of
announcing the 2017 full year results. The order book, of which
GBP200m is for delivery over the next 12 months, remains in line
with our 'normal' order book levels, which typically equate to
eight to ten months of annualised revenue. This provides us with
good visibility of earnings into the next financial year and
supports continued progress towards our strategic targets.
The order book contains a healthy mix of projects across a
diverse range of sectors including commercial offices, industrial
and distribution, data centres and retail. Significant new orders
secured during the year include a number of commercial office
developments in London and in the regions, including the landmark
contract for the new Google Headquarters at Kings Cross, the
Engineering Campus Development at Manchester University, the
Westfield Stratford City expansion, industrial and distribution
projects for a variety of clients, together with two large data
centres in the Republic of Ireland and Belgium.
The Google project, which was awarded in December 2017,
represents an order in excess of GBP50m and will require us to
provide over 15,000 tonnes of structural steelwork for a new eleven
storey head office building. Work is scheduled to commence on site
in the second half of the 2019 financial year.
Despite the uncertainties of Brexit, we continue to see a stable
UK market, with modest economic growth forecast, and a pipeline of
potential future orders that remains good. This pipeline includes a
number of significant projects in the coming months across the
commercial offices (both in London and outside), retail, industrial
and distribution, data centres and infrastructure sectors. The
market for data centres and industrial and distribution appears
strong at present and although pricing remains competitive, the
projects in these sectors play to our strengths requiring high
quality, rapid throughput, on time performance and full
co-ordination between stakeholders. Furthermore, we are seeing the
continued re-emergence of the market in the Republic of Ireland,
where we have historically had a strong presence, as well as a
number of opportunities in mainland Europe.
In February 2018, in response to recent changes in the mix of
work being experienced by the Group, which is substantially
changing the requirement for steel fabrication at our Lostock and
Dalton facilities, we transitioned a number of job roles from
Lostock to Dalton. These changes will allow us to enhance our
market leading position, whilst continuing to provide our clients
and stakeholders with a high-quality cost-effective product and
service.
Looking further ahead, UK Government policy is helping to drive
a strong pipeline of major infrastructure projects particularly in
the transport sector including HS2 stations and bridges, the
expansion of Heathrow airport as well as the ongoing Network Rail
and Highways England investment programmes. The combination of our
in-house bridge capability, which has seen significant investment
over recent years, and our historical record in transport
infrastructure, leaves us well positioned to win work from such
projects, all of which have a significant steel content.
India
In 2018, our Indian joint venture, JSSL, continued to grow,
performing steadily and profitability. The business, once again,
generated strong operating margins of 9.2 per cent (2017: 9.7 per
cent) and a profit after tax, of which the Group's share is GBP0.5m
(2017: GBP0.2m). The improved profitability in 2018 reflects both
the good operational performance of the business coupled with lower
financing costs following the repayment of the joint venture's term
debt of GBP11.0m in June 2017.
The market for structural steel in India has improved
significantly over recent months and we are now seeing clear signs
of the conversion from concrete to steel which is vital to the
long-term growth and value of JSSL. These market developments are
evident in JSSL's record order book of GBP106m at 1 June 2018,
which has increased significantly recently and compares favourably
to the order book of GBP73m at 1 June 2017. There is also a growing
pipeline of opportunities which mainly comprises higher margin
commercial projects, where we now have visibility of a large number
of potentially interesting developments, as well as industrial
work, including for our joint venture partner, JSW Steel, which is
seeking to substantially increase its domestic steel output in the
short to medium term. The step up in the pipeline of opportunities
is expected to benefit the business in the 2019 financial year and
beyond, with demand at these levels likely to fill and exceed our
current factory capacity levels. Accordingly, in tandem with our
joint venture partner, we are currently reviewing certain
incremental investment options for the business.
Overall, we remain confident in the long-term development of the
market and of the business, especially considering the recent
market upturn and step up in the order book. We believe that the
business continues to have a solid foundation from which to deliver
future profitable growth and value will continue to build in the
business as it enters the next phase of its development.
Business investment
The Group has invested GBP6.4m in capital expenditure during the
year (2017: GBP7.0m) representing the continuation of the Group's
capital investment programme. The capital expenditure includes
further investment in the new in-house painting facilities at
Lostock and Ballinamallard, new equipment for our fabrication
lines, further enhancement of our in-house fleet of on-site
construction equipment and improvements to our site infrastructure
and staff welfare facilities.
The cash generation of the Group remains strong and we will
continue to invest GBP6m to GBP7m per annum to support the
development of our client service offering and our operational
improvements and efficiencies.
Safety
We are committed to the safety of all who come into contact with
our business and over the past three years, we have seen an
improvement in our overall safety performance. The Group's accident
frequency rate ('AFR') for the year, which includes our Indian
joint venture, was 0.22, compared to 0.24 recorded last year, which
represents another year-on-year improvement. This improvement was
again driven by our UK operations which reduced from 0.42 to 0.40
in the year. Whilst year-on-year improvements continue, health and
safety continues to be central to all of the Group's activities and
our strategic programme of activities and improvements has
supported progress in the year.
All members of our board, once again, participated in site
safety visits during the year and we continue to further develop
the monitoring and analysis of all safety-related incidents,
including near misses, high potential incidents and also minor
injuries for prevention programmes and campaigns. We have commenced
the next stage of our behavioural safety programme and are now
seeing further enhancements around behaviour and cultural
change.
Our occupational health programme continues to evolve with focus
on prevention measures. We have further developed awareness and
support protocols on mental and physical health-related issues. In
light of this, in addition to supporting the Mates in Mind
charitable programme we will also be signing up to the Build UK
charter to improve and promote positive mental health in
construction.
Sustainability remains a key part of the Group's strategy,
aiming to create visible leadership and objectives at all levels
and to all stakeholders. A number of projects have been identified
and progressed through an established working group, for example
emergency lighting upgrades.
Strategy
We have continued to deliver on our strategic objectives. During
the year, as part of the 'Smarter, Safer, more Sustainable'
programme, we have implemented a number of improvement initiatives
aimed at business processes and operating efficiencies (including
the reorganisation of our North Yorkshire factory operations), use
of technology and new product development all set within our
framework of robust risk management and control. We also continue
to work closely with our existing client base, as well as
developing new client relationships to target an increased pipeline
of opportunities, to ensure that we are meeting their ever-changing
requirements.
We continue to adopt an integrated solutions mindset, listening
to clients' operational challenges and then designing a package of
solutions to help them achieve their goals. Our engineers and
designers remain focused on key areas such as value engineering,
health and safety through design and the use of more cost-effective
and innovative steel solutions, all for the benefit of our
clients.
We are now actively pursuing three new areas of organic growth.
During the year, we launched our new business venture at Sherburn,
Severfield (Products & Processing), which commenced trading in
April 2018. We continued to develop our European business venture
and have commenced bidding for work in continental Europe, assisted
by the new business development director who has now established a
small team based in the Netherlands. Finally, we are also targeting
the market for medium to high rise residential construction where
we have developed a steel solution. In 2018, we have performed
extensive market testing, have had positive discussions with
interested parties and believe that we are now close to securing
our first order.
Summary and outlook
The strong performance of the Group has continued into 2018,
with good revenue and profit growth supported by strong cash
generation. The strategic and operational progress that we have
made over recent years gives us confidence that the Group is well
placed to deliver sustainable future profitable growth. With a high
quality and stable order book of GBP237m and a strong UK pipeline
of opportunities, we expect 2019 to be another year of progress in
the UK.
In India, a significantly improving market position, a record
order book of GBP106m and a growing pipeline of commercial
opportunities, positions the business well to deliver future
profitable growth. It is this improvement in the market which will
really drive long term value in the business and, in tandem with
our joint venture partner, we are currently reviewing certain
incremental investment options for the business as it enters the
next phase of its development.
Overall, both the performance of the UK business and the Indian
joint venture, are consistent with the continued progress towards
our strategic targets, including the doubling of 2016 underlying
profit before tax to GBP26m by 2020.
Finally, I would like to thank all of our employees for their
high level of commitment and professionalism during 2018,
particularly during a period of change for some of our businesses,
which has contributed to another successful year for the Group.
Alan Dunsmore
Chief Executive Officer
20 June 2018
FINANCIAL REVIEW
2018 2017
Revenue GBP274.2m GBP262.2m
---------- ----------
Underlying* operating profit (before JVs GBP22.9m GBP19.6m
and associates)
---------- ----------
Underlying* operating margin (before JVs
and associates) 8.3% 7.5%
---------- ----------
Underlying* profit before tax GBP23.5m GBP19.8m
---------- ----------
Underlying* basic earnings per share 6.4p 5.5p
---------- ----------
Operating profit (before JVs and associates) GBP21.5m GBP17.8m
---------- ----------
Profit before tax GBP22.2m GBP18.1m
---------- ----------
Basic earnings per share 6.1p 5.1p
---------- ----------
Return on capital employed ('ROCE') 16.5% 14.6%
---------- ----------
* The basis for stating results on an underlying basis is set
out on the highlights page. The board believes that non-underlying
items should be separately identified on the face of the income
statement to assist in understanding the underlying performance of
the Group. Accordingly, adjusted performance measures have been
used throughout this report to describe the Group's underlying
performance.
Trading performance
In 2018, we delivered a strong financial performance. Revenue
for the year ended 31 March 2018 of GBP274.2m represents an
increase of GBP12.0m (5 per cent) compared with the previous year.
This is a result of an increase in production activity during the
year (we continue to work on four large projects with revenues in
excess of GBP20m), together with an increase in steel prices. The
Group's order book at 1 June 2018 of GBP237m (1 June 2017: GBP229m)
remains in line with our normal order book levels, which typically
equate to eight to ten months of annualised revenue.
Underlying operating profit (before JVs and associates) of
GBP22.9m (2017: GBP19.6m) reflects an increased underlying
operating margin (before JVs and associates) of 8.3 per cent (2017:
7.5 per cent). The operating margin has continued to benefit from
the embedding of operational efficiencies across the Group through
better risk and contract management processes and production
process improvements combined with higher profits from certain
project completions which mainly benefitted the first half of the
year. The statutory operating profit (before JVs and associates),
which includes the Group's non-underlying items, was GBP21.5m
(2017: GBP17.8m).
The share of results of JVs and associates was a profit of
GBP0.9m (2017: GBP0.5m) and net finance costs were GBP0.2m (2017:
GBP0.2m).
Underlying profit before tax, which is management's primary
measure of Group profitability, was GBP23.5m (2017: GBP19.8m). The
statutory profit before tax, reflecting both underlying and
non-underlying items, was GBP22.2m (2017: GBP18.1m).
Share of results of JVs and associates
The Group's share of results from its Indian joint venture was a
profit of GBP0.5m (2017: GBP0.2m) reflecting another year of
profitability for the business. The profit is the result of a
stable operating margin of 9.2 per cent (2017: 9.7 per cent)
reflecting continued good operating performance, coupled with lower
financing costs following the repayment of the joint venture's term
debt in June 2017.
Our specialist cold rolled steel joint venture business, CMF,
contributed a Group share of profit of GBP0.4m (2017: GBP0.3m).
Having successfully integrated the metal decking supply into our
operations in the prior year, CMF has invested further during the
year. We continue to be the only hot rolled steel fabricator in the
UK to have this cold rolled manufacturing capability, which has now
been expanded to allow the production of purlins and additional
cold formed products. This has further increased the value offering
and profit contribution from the business.
Non-underlying items
Non-underlying items for the year of GBP1.3m (2017: GBP1.8m)
comprised:
-- Amortisation of acquired intangible assets - GBP1.3m (2017:
GBP2.6m)
-- Movement in fair value of derivative financial instruments -
GBPnil (2017: gain of GBP0.8m)
Non-underlying items are classified as such as they do not form
part of the profit monitored in the ongoing management of the
Group.
Amortisation of acquired intangible assets represented the
amortisation of customer relationships which were identified on the
acquisition of Fisher Engineering in 2007. These customer
relationships were fully amortised during the 2018 financial
year.
In the prior year, a non-cash profit on derivative financial
instruments of GBP0.8m was recognised in relation to the movement
in fair values of foreign exchange contracts. No similar items have
been recorded in the income statement for the current year
following the adoption of hedge accounting at the 2017 financial
year-end.
The associated tax impact of the above, together with the impact
of a reduction in future corporation tax rates on deferred tax
liabilities was GBP0.4m (2017: GBP0.6m).
Finance costs
Net finance costs in the year were GBP0.2m (2017: GBP0.2m). The
Group has been in a net funds position for all of the financial
year, consequently the finance costs primarily represent
non-utilisation fees for the revolving credit facility and the
amortisation of capitalised transaction costs associated with the
refinancing in 2014.
Taxation
The Group's underlying taxable profits (which excludes results
from the JVs and associates) of GBP22.6m (2017: GBP19.4m) resulted
in an underlying tax charge of GBP4.4m (2017: GBP3.3m). This
represented an effective tax rate of 19.4 per cent (2017: 17.1 per
cent). The lower prior year effective tax rate reflected the
recognition of deferred tax assets on historical trading losses.
These losses are now fully utilised.
The total tax charge for the year of GBP4.0m (2017: GBP2.7m)
reflects the underlying tax charge, offset by deferred tax benefits
arising from the amortisation of intangible assets in the year, and
also the benefit of the future reduction in UK corporation tax to
17 per cent in 2021 for certain deferred tax items. These rate
changes are categorised as non-underlying and are included in
non-underlying items.
Earnings per share
Underlying basic earnings per share increased by 15 per cent to
6.4p (2017: 5.5p) based on the underlying profit after tax of
GBP19.1m (2017: GBP16.5m) and the weighted average number of shares
in issue of 299.7m (2017: 298.9m). Basic earnings per share, which
is based on the statutory profit after tax, was 6.1p (2017: 5.1p),
this growth reflects the increased profit after tax and a reduction
in non-underlying items. Diluted earnings per share, including the
effect of the Group's performance share plan, was 6.0p (2017:
5.1p).
Goodwill and intangible assets
Goodwill on the balance sheet is valued at GBP54.7m (2017:
GBP54.7m). In accordance with IFRS, an annual impairment review has
been performed. No impairment was required either during the year
ended 31 March 2018 or the year ended 31 March 2017.
Other intangible assets on the balance sheet are recorded at
GBP0.1m (2017: GBP1.6m). The reduction in the year primarily
represents the remaining intangible assets (customer relationships)
identified on the acquisition of Fisher Engineering in 2007 being
fully amortised. Amortisation of GBP1.5m (2017: GBP2.9m) was
charged in the year.
Capital investment
The Group has property, plant and equipment of GBP81.2m (2017:
GBP78.9m).
Capital expenditure of GBP6.4m (2017: GBP7.0m) represents the
continuation of the Group's capital investment programme. This
included continued investment in the painting facilities at Lostock
and Ballinamallard, new equipment for our fabrication lines,
further enhancement of our in-house fleet of construction site
equipment, a new trailer park and improvements to our sites and
staff welfare facilities. Depreciation in the year was GBP3.7m
(2017: GBP3.6m).
Joint ventures
The carrying value of our investment in joint ventures and
associates was GBP18.5m (2017: GBP12.1m) which consists of the
investment in India of GBP10.7m (2017: GBP4.6m) and in CMF Limited
of GBP7.9m (2017: GBP7.5m). During the year, we invested additional
equity investment of GBP5.5m in the Indian joint venture business
to support the full repayment of the joint venture's term debt of
GBP11.0m in June 2017.
Pensions
The Group has a defined benefit pension scheme which, although
closed to new members, had an IAS 19 deficit of GBP17.2m at 31
March 2018 (2017: GBP21.4m). The decrease in the liability is
primarily the result of changes to the scheme's demographic
assumptions (mainly updated mortality assumptions) and ongoing
deficit contributions by the Group during the year. The triennial
funding valuation of the scheme is currently ongoing, with a
valuation date of 5 April 2017. All other pension arrangements in
the Group are of a defined contribution nature.
Shareholders' funds
Shareholders' funds at 31 March 2018 were GBP169.0m (2017:
GBP154.2m). The increase is primarily due to the increase in profit
after tax for the year and a decrease in the IAS 19 deficit on the
Group's defined benefit pension scheme.
Return on capital employed
The Group adopts ROCE as a KPI to help ensure that its strategy
and associated investment decisions recognise the underlying cost
of capital of the business. The Group's ROCE is defined as
underlying operating profit divided by the average of opening and
closing capital employed. Capital employed is defined as
shareholders' equity excluding retirement benefit obligations (net
of tax), acquired intangible assets and net funds (see note 20 of
the 2018 annual report). For 2018, ROCE was 16.5 per cent (2017:
14.6 per cent) which exceeds the Group's target of 10 per cent
through the economic cycle.
Dividend and capital structure
The Group has a progressive dividend policy. Funding flexibility
is maintained to ensure there are sufficient cash resources to fund
the Group's requirements. In this context, the board has
established the following clear priorities for the use of cash:
-- To support the Group's ongoing operational requirements, and
to fund profitable organic growth opportunities where these meet
the Group's investment criteria;
-- To support steady growth in the core dividend as the Group's
profits increase;
-- To finance other possible strategic opportunities that meet
the Group's investment criteria;
-- To return excess cash to shareholders in the most appropriate
way, whilst maintaining a good underlying net funds position on the
balance sheet.
The board is recommending a final dividend of 1.7p (2017: 1.6p)
per share payable on 14 September 2018 to shareholders on the
register at the close of business on 17 August 2018. This, together
with the interim dividend of 0.9p (2017: 0.7p) per share, will
result in a total dividend per share for 2018 of 2.6p (2017: 2.3p),
an increase on the prior year of 13 per cent. In addition, the
board is also recommending a special dividend of 1.7p per share
(2017: nil). The final and special dividends are not reflected on
the balance sheet at 31 March 2018 as they remain subject to
shareholder approval.
Cash flow
2018 2017
Operating cash flow (before working capital GBP26.7m GBP25.1m
movements)
--------- ---------
Cash generated from operations GBP23.0m GBP27.4m
--------- ---------
Operating cash conversion 77% 112%
--------- ---------
Net funds GBP33.0m GBP32.6m
--------- ---------
The Group has always placed a high priority on cash generation
and the active management of working capital. The Group finished
the year with net funds of GBP33.0m (2017: GBP32.6m), following
dividend payments of GBP7.5m, capital expenditure of GBP6.4m and
the investment of additional equity into the Indian joint venture
of GBP5.5m.
Operating cash flow for the year before working capital
movements was GBP26.7m (2017: GBP25.1m). Net working capital
increased by GBP3.7m during the year mainly as a result of the
unwinding of advance payments from customers. Excluding advance
payments, year-end net working capital represented approximately
two per cent of revenue (2017: two per cent). This is lower than
the four to six per cent range which we have been targeting, mainly
as a result of good payment terms on certain ongoing contracts and
a continued focus on working capital management.
In 2018, our cash generation KPI shows a conversion of 77 per
cent (2017: 112 per cent) of underlying operating profit (before
JVs and associates) into operating cash (cash generated from
operations less net capital expenditure). This is below our target
conversion of 85 per cent largely as a result of the unwinding of
advance payments as described above.
Net investment during the year was GBP5.4m reflecting capital
expenditure of GBP6.4m less proceeds from disposals of GBP1.0m.
Bank facilities committed until 2019
The Group has a GBP25m borrowing facility with HSBC and
Yorkshire Bank, with an accordion facility of a further GBP20m
available at the Group's request. There are two key financial
covenants, with net debt: EBITDA of <2.5x, and interest cover of
>4x. The Group operated well within these covenant limits
throughout the year ended 31 March 2018.
Due to the continued strong cash performance of the Group, the
facilities were not utilised during the year and continue to
provide ongoing funding headroom and financial security for the
Group. At the time of this report, the Group has commenced
discussions with its lenders to secure new facilities replacing the
above facilities which are committed until July 2019.
IFRS 15
The Group has undertaken a detailed exercise comparing the
current revenue recognition policies against the requirements of
IFRS 15, the new revenue accounting standard which becomes
effective for the Group's 2019 year-end. This assessment involved
identifying the significant areas of difference and quantifying
their effect on a sample of different types of contract to ensure
that the impact of the new standard is fully understood and acted
upon in advance of the effective date. The conclusion of this
assessment is that the directors are satisfied that no material
adjustments will be required on the initial application of the new
standard. It is intended that the standard will be implemented with
full retrospective application in the Group's 2019 financial
statements.
Going concern
In determining whether the Group's annual consolidated financial
statements can be prepared on the going concern basis, the
directors considered all factors likely to affect its future
development, performance and its financial position, including cash
flows, liquidity position and borrowing facilities and the risks
and uncertainties relating to its business activities.
The following factors were considered as relevant:
--The UK order book and the pipeline of potential future
orders;
--The Group's operational improvement programme which has
delivered stronger financial performance and is expected to
continue doing so in the 2019 financial year and beyond;
--The Group's net funds position and its bank finance facilities
which are committed until July 2019, including both the level of
those facilities and the covenants attached to them.
Based on the above, having made appropriate enquiries and
reviewed medium-term cash forecasts, the directors consider it
reasonable to assume that the Group has adequate resources to
continue for at least 12 months from the approval of the financial
statements and therefore that it is appropriate to continue to
adopt the going concern basis in preparing the financial
statements.
Viability statement
In accordance with provision C.2.2 of the 2014 revision of the
UK Corporate Governance Code (the 'Code'), the directors have
assessed the Group's viability over a three-year period ending on
31 March 2021. The starting point in making this assessment was the
annual strategic planning process. While this process and
associated financial projections cover a period of five years, the
first three years of the plan are considered to contain all of the
key underlying assumptions that will provide the most appropriate
information on which to assess the Group's viability. This
assessment also considered:
--The programmes associated with the majority of the Group's
most significant construction contracts, the execution period of
which is normally less than three years;
--The good visibility of the Group's future revenues for the
next three years which is provided by external forecasts for the
construction market, market surveys and our own order book and
pipeline of opportunities (prospects).
In making their assessment, the directors took account of the
Group's strategy, current strong financial position, recent and
planned investments, together with the Group's main committed bank
facilities. These committed bank facilities mature in July 2019.
Notwithstanding the Group's current net funds position of GBP33.0m,
the directors draw attention to the key assumption that there is a
reasonable expectation that the facilities will be renewed at the
appropriate time and that there will not be a significant reduction
in the level of facilities made available to the Group or a
significant change in the pricing.
The directors assessed the potential financial and operational
impact of possible scenarios resulting from the crystallisation of
one of more of the principal risks described in the annual report
as well as taking into consideration recent issues (such as recent
corporate failures) that are relevant to the industry sector in
which the Group operates. In particular, the impact of a reduction
in margin of 25 per cent, a reduction in revenue of 25 per cent, a
deterioration in working capital (the extension of customer payment
terms by one month), a period of business interruption (two months
with no factory production) and a significant one-off event
resulting in a cost to the Group of GBP15m. The range of scenarios
tested was considered in detail by the directors, taking account of
the probability of occurrence and the effectiveness of likely
mitigation actions.
Based on this assessment, the directors have a reasonable
expectation that the Group will be able to continue in operation
and meet its liabilities as they fall due over the three-year
period of their assessment.
Adam Semple
Group Finance Director
20 June 2018
Consolidated income statement
For the year ended 31 March 2018
Non-underlying Non-underlying
Underlying 2018 Total Underlying 2017 Total
2018 GBP000 2018 2017 GBP000 2017
GBP000 GBP000 GBP000 GBP000
Revenue 274,203 - 274,203 262,224 - 262,224
Operating costs (251,337) (1,333) (252,670) (242,610) (1,790) (244,400)
-------------- ---------------- -------------- -------------- ---------------- --------------
Operating profit
before
share of results
of
JVs and
associates 22,866 (1,333) 21,533 19,614 (1,790) 17,824
Share of results
of
JVs and
associates 882 - 882 457 - 457
Operating profit 23,748 (1,333) 22,415 20,071 (1,790) 18,281
Finance expense (236) - (236) (226) - (226)
-------------- ---------------- -------------- -------------- ---------------- --------------
Profit before tax 23,512 (1,333) 22,179 19,845 (1,790) 18,055
Tax (4,385) 352 (4,033) (3,306) 580 (2,726)
-------------- ---------------- -------------- -------------- ---------------- --------------
Profit for the
year
attributable to
the
equity holders of
the
parent 19,127 (981) 18,146 16,539 (1,210) 15,329
============== ================ ============== ============== ================ ==============
Earnings per
share:
Basic 6.38p (0.33p) 6.05p 5.53p (0.40p) 5.13p
Diluted 6.29p (0.32p) 5.97p 5.49p (0.40p) 5.09p
All of the above activities relate to continuing operations.
Further details of non-underlying items are disclosed in note
3.
Consolidated statement of comprehensive income
For the year ended 31 March 2018
Year ended Year ended
31 March 2018 31 March 2017
GBP000 GBP000
Actuarial gain/(loss) on defined
benefit
pension scheme* 3,606 (7,412)
Gains/(losses) taken to equity
on cash flow hedges 435 (93)
Reclassification adjustments
on cash flow hedges (346) 110
Tax relating to components of
other comprehensive income* (700) 1,071
Other comprehensive income for
the year 2,995 (6,324)
Profit for the year from
continuing operations 18,146 15,329
Total comprehensive income for
the
year attributable to equity shareholders 21,141 9,005
============================== ===============================
* These items will not be subsequently reclassified to the
consolidated income statement.
Consolidated balance sheet
As at 31 March 2018
2018 2017
GBP000 GBP000
ASSETS
Non-current assets
Goodwill 54,712 54,712
Other intangible assets 103 1,574
Property, plant and equipment 81,239 78,909
Interests in JVs and associates 18,456 12,068
Deferred tax asset - 1,029
------------------------------- --------------------------------
154,510 148,292
------------------------------- --------------------------------
Current assets
Inventories 9,646 7,750
Trade and other receivables 56,270 66,398
Derivative financial instruments 167 109
Cash and cash equivalents 33,114 32,849
------------------------------- --------------------------------
99,197 107,106
------------------------------- --------------------------------
Total assets 253,707 255,398
=============================== ================================
LIABILITIES
Current liabilities
Trade and other payables (64,225) (75,673)
Financial liabilities - finance
leases (180) (180)
Current tax liabilities (1,645) (2,862)
(66,050) (78,715)
------------------------------- --------------------------------
Non-current liabilities
Retirement benefit obligations (17,248) (21,414)
Financial liabilities - finance
leases (49) (229)
Deferred tax liabilities (1,363) (883)
(18,660) (22,526)
------------------------------- --------------------------------
Total liabilities (84,710) (101,241)
=============================== ================================
NET ASSETS 168,997 154,157
=============================== ================================
EQUITY
Share capital 7,492 7,471
Share premium 85,702 85,702
Other reserves 4,749 3,710
Retained earnings 71,054 57,274
------------------------------- --------------------------------
TOTAL EQUITY 168,997 154,157
=============================== ================================
Consolidated statement of changes in equity
For the year ended 31 March 2018
Share Share Other Retained Total
capital premium reserves earnings equity
GBP000 GBP000 GBP000 GBP000 GBP000
At 1 April 2017 7,471 85,702 3,710 57,274 154,157
Total comprehensive
income for the year - - 89 21,052 21,141
Ordinary shares issued
* 21 - - - 21
Equity settled share-based
payments - - 950 218 1,168
Dividend paid - - - (7,490) (7,490)
At 31 March 2018 7,492 85,702 4,749 71,054 168,997
================ ================ ================ ================ ===============
* The issue of shares represents shares allotted to satisfy the
2014 Performance Share Plan award which vested in June and November
2017.
Share Share Other Retained Total
capital premium reserves earnings equity
GBP000 GBP000 GBP000 GBP000 GBP000
At 1 April 2016 7,437 85,702 2,300 52,767 148,206
Total comprehensive
income for the year - - 17 8,988 9,005
Ordinary shares issued** 34 - - - 34
Equity settled share-based
payments - - 1,393 597 1,990
Dividend paid - - - (5,078) (5,078)
---------------- ---------------- ----------------- ---------------- ----------------
At 31 March 2017 7,471 85,702 3,710 57,274 154,157
================ ================ ================= ================ ================
** The issue of shares represents shares allotted to satisfy the
2013 Performance Share Plan award which vested in June, September
and November 2016.
Consolidated cash flow statement
For the year ended 31 March 2018
Year ended Year ended
31 March 2018 31 March 2017
GBP000 GBP000
Net cash flow from operating activities 19,039 24,977
Cash flows from investing activities
Proceeds on disposal of land and
buildings - 1,195
Proceeds on disposal of other property,
plant and equipment 1,012 436
Purchases of land and buildings (412) (1,517)
Purchases of other property, plant
and equipment (5,996) (5,442)
Investment in JVs and associates (5,506) (413)
Net cash used in investing activities (10,902) (5,741)
------------------------------- ------------------------------
Cash flows from financing activities
Interest paid (202) (162)
Dividends paid (7,490) (5,078)
Repayment of obligations under finance
leases (180) (180)
Net cash used in financing activities (7,872) (5,420)
------------------------------- ------------------------------
Net increase in cash and
cash equivalents 265 13,816
Cash and cash equivalents at beginning
of year 32,849 19,033
------------------------------- ------------------------------
Cash and cash equivalents at end
of year 33,114 32,849
=============================== ==============================
1) Basis of preparation
The preliminary announcement has been prepared in accordance
with the Listing Rules of the FCA and is based on the 2018
financial statements which have been prepared under International
Financial Reporting Standards ('IFRS') as adopted by the European
Union and those parts of the Companies Act 2006 applicable to
companies reporting under IFRS.
The accounting policies applied in preparing the preliminary
announcement are consistent with those used in preparing the
statutory financial statements for the year ended 31 March
2017.
The preliminary announcement does not constitute the statutory
financial statements of the Group within the meaning of Section 434
of the Companies Act 2006. The statutory financial statements for
the year ended 31 March 2017 have been filed with the Registrar of
Companies. The auditor has reported on those financial statements
and on the statutory financial statements for the year ended 31
March 2018, which will be filed with the Registrar of Companies
following the annual general meeting. Both the audit reports were
unqualified, did not draw attention to any matters by way of
emphasis, without qualifying their report, and did not contain any
statements under Section 498(2) or (3) of the Companies Act
2006.
The preliminary announcement has been agreed with the Company's
auditor for release.
2) Segment reporting
Following the adoption of IFRS 8, the Group has identified its
operating segments with reference to the information regularly
reviewed by the executive committee ((the chief operating decision
maker) ('CODM')) to assess performance and allocate resources. On
this basis, the CODM has identified one operating segment
(construction contracts) which in turn is the only reportable
segment of the Group. The constituent operating businesses have
been aggregated as they have similar products and services,
production processes, types of customer, methods of distribution,
regulatory environments and economic characteristics.
Revenue, which relates wholly to construction contracts and
related assets in both years, originated from the United
Kingdom.
3) Non-underlying items
2018 2017
GBP000 GBP000
Amortisation of acquired intangible
assets (1,333) (2,620)
Movement in fair value of derivative
financial instruments - 830
Non-underlying items before tax (1,333) (1,790)
Tax on non-underlying items 352 580
-------------------------- ------------------------
Non-underlying items after tax (981) (1,210)
========================== ========================
Non-underlying items have been separately identified to provide
a better indication of the Group's underlying business performance.
They are not considered to be 'business as usual' items and have a
varying impact on different businesses and reporting years. They
have been separately identified as a result of their magnitude,
incidence or unpredictable nature. These items are presented as a
separate column within their consolidated income statement
category. Their separate identification results in a calculation of
an underlying profit measure in the same way as it is presented and
reviewed by management.
Amortisation of acquired intangible assets represented the
amortisation of customer relationships which were identified on the
acquisition of Fisher Engineering in 2007. These customer
relationships were fully amortised during the 2018 financial
year.
In the prior year, a non-cash profit on derivative financial
instruments of GBP0.8m was recognised in relation to the movement
in fair values of foreign exchange contracts. No similar items have
been recorded in the income statement for the current year
following the adoption of hedge accounting at the 2017 financial
year-end.
The associated tax impact of the above, together with the impact
of a reduction in future corporation tax rates on deferred tax
liabilities was GBP0.4m (2017: GBP0.6m).
4) Taxation
The taxation charge comprises:
2018 2017
GBP000 GBP000
Current tax
UK corporation tax (3,047) (3,465)
Adjustments to prior years' provisions (176) (121)
------------------------ --------------------------
(3,223) (3,586)
------------------------ --------------------------
Deferred tax
Current year (charge)/credit (963) 577
Impact of reduction in future years'
tax rates 99 222
Adjustments to prior years' provisions 54 61
------------------------ --------------------------
(810) 860
------------------------ --------------------------
Total tax charge (4,033) (2,726)
======================== ==========================
5) Dividends
2018 2017
GBP000 GBP000
Amounts recognised as distributions
to equity holders in the year:
2017 final - 1.6p per share (2016:
1.0p per share) (4,793) (2,985)
2018 interim - 0.9p per share (2017:
0.7p per share) (2,697) (2,093)
------------------------- --------------------------
(7,490) (5,078)
------------------------- --------------------------
The directors are recommending a final dividend in respect of
the financial year ended 31 March 2018 of 1.7p per share, which
will amount to an estimated dividend payment of GBP5.2m. If
approved by the shareholders at the annual general meeting on 4
September 2018, this dividend will be paid on 14 September 2018 to
shareholders who are on the register of members at 17 August 2018.
In addition, the board is also recommending a special dividend of
1.7p per share (2017: nil). The final and special dividends are not
reflected on the balance sheet at 31 March 2018 as they remain
subject to shareholder approval.
6) Earnings per share
Earnings per share is calculated as follows:
2018 2017
GBP000 GBP000
Earnings for the purposes of
basic earnings per share being
net profit attributable to equity
holders of the parent company 18,146 15,329
----------------------- --------------------------
Earnings for the purposes of
underlying basic earnings per
share being underlying net profit
attributable to equity holders
of the parent company 19,127 16,539
----------------------- --------------------------
Number of shares Number Number
Weighted average number of ordinary
shares for the purposes of basic
earnings per share 299,682,810 298,855,911
Effect of dilutive potential
ordinary shares 4,520,463 2,218,914
Weighted average number of ordinary
shares for the purposes of diluted
earnings per share 304,203,273 301,074,825
======================= ==========================
Basic earnings per share 6.05p 5.13p
Underlying basic earnings per
share 6.38p 5.53p
Diluted earnings per share 5.97p 5.09p
Underlying diluted earnings per
share 6.29p 5.49p
7) Net cash flow from operating activities
2018 2017
GBP000 GBP000
Operating profit from continuing
operations 22,415 18,281
Adjustments:
Depreciation of property, plant
and equipment 3,656 3,583
Loss on disposal of land and buildings - 271
Gain on disposal of other property,
plant and equipment (590) (73)
Amortisation of intangible assets 1,471 2,906
Movements in pension scheme (560) (600)
Share of results of JVs and associates (882) (457)
Share-based payments 1,168 1,990
Movement in valuation of derivatives - (830)
Operating cash flows before movements
in working capital 26,678 25,071
Increase in inventories (1,896) (2,456)
Decrease/(increase) in receivables 10,064 (11,648)
(Decrease)/increase in payables (11,897) 16,386
Cash generated from operations 22,949 27,353
Tax paid (3,910) (2,376)
-------------------------- --------------------------
Net cash flow from operating activities 19,039 24,977
========================== ==========================
8) Net funds
The Group's net funds are as follows:
2018 2017
GBP000 GBP000
Cash and cash equivalents 33,114 32,849
Unamortised debt arrangement fees 83 146
Financial liabilities - finance
leases (229) (409)
-------------------------- ---------------------------
Net funds 32,968 32,586
========================== ===========================
9) Contingent liabilities
Liabilities have been recorded for the directors' best estimate
of uncertain contract positions, known legal claims, investigations
and legal actions in progress. The Group takes legal advice as to
the likelihood of the success of claims and actions and no
liability is recorded where the directors consider, based on that
advice, that the action is unlikely to succeed, or that the Group
cannot make a sufficiently reliable estimate of the potential
obligation. The Group also has contingent liabilities in respect of
other issues that may have occurred, but where no claim has been
made and it is not possible to reliably estimate the potential
obligation.
Information for shareholders
-- The shares will be marked ex-dividend on 16 August 2018.
-- The final and special dividends will be paid on 14 September
2018 to shareholders on the register at the close of business on 17
August 2018. Dividend warrants/vouchers will be posted on 12
September 2018.
-- The 2018 annual report and financial statements together with
the notice of the annual general meeting will be posted to
shareholders in July 2018.
-- The annual general meeting will be held on 4 September 2018
at Aldwark Manor Hotel, Aldwark, York, YO61 1UF.
Principal risks and uncertainties
The board has carried out a robust assessment of the principal
risks and uncertainties which have the potential to impact the
Group's profitability and ability to achieve its strategic
objectives. This list is not intended to be exhaustive. Additional
risks and uncertainties not presently known to management or deemed
to be less significant at the date of this report may also have the
potential to have an adverse effect on the Group. Risk management
processes are put in place to assess, manage and control these on
an ongoing basis. Our principal risks are set out below:
Health and safety
Description
The Group works on significant, complex and potentially hazardous
projects which require continuous monitoring and management
of health and safety risks. Ineffective management of health
and safety issues could lead to a serious injury, death or
damage to property or equipment.
Impact
A serious health and safety incident could lead to the potential
for legal proceedings, regulatory intervention, project delays,
potential loss of reputation and ultimately exclusion from
future business. New sentencing guidelines have come into
force which have the potential to impose significant fines
even where no actual harm has occurred.
Mitigation -- Established safety systems, site visits, safety
audits, monitoring and reporting, and detailed health and
safety policies and procedures, are in place across the Group
all of which focus on prevention and risk reduction/elimination.
-- Thorough and regular employee training programmes (including
behavioural safety training). -- Director-led safety leadership
teams established to bring innovative solutions and to engage
with all stakeholders to deliver continuous improvement in
standards across the business and wider industry. -- Close
monitoring of subcontractor safety performance. -- Priority
board review of ongoing performance. -- Regular reporting
of and investigation and root cause analysis of accidents
and near misses. -- Achievement of challenging health and
safety performance targets is a key element of management
and staff remuneration.
Information technology resilience
Description
Technology failure, cyber-attack or property damage could
lead to IT disruption with resultant loss of data, loss of
system functionality and business interruption.
The Group's core IT systems must be managed effectively, to
avoid interruptions, keep pace with new technologies and respond
to threats to data and security.
Impact
Prolonged or major failure of IT systems could result in business
interruption, financial losses, loss of confidential data,
negative reputational impact and breaches of regulations.
If the Group fails to invest in its IT systems, it will ultimately
be unable to meet the future needs of the business and fulfil
its strategy.
Mitigation -- IT is the responsibility of a central function
which manages the majority of the systems across the Group.
Other IT systems are managed locally by experienced IT personnel.
-- Significant investments in IT systems, which are subject
to board approval, including anti-virus software, off-site
and on-site backups, storage area networks, software maintenance
agreements and virtualisation of the IT environment. -- Specific
software has been acquired to combat the risk of ransomware
attacks. -- Group IT committee ensures focused strategic development
and resolution of issues impacting the Group's technology
environment. -- Robust business continuity plans are in place
and disaster recovery and penetration testing are undertaken
on a systematic basis. -- Data protection and information
security policies are in place across the Group and have been
updated for GDPR. -- Cyber-crimes and associated IT risks
are assessed on a continual basis and additional technological
safeguards introduced. Cyber-threats and how they manifest
themselves are communicated regularly to all employees (including
practical guidance on how to respond to perceived risks).
-- ISO 27001 accreditation achieved for the Group's information
security environment and regular employee engagement undertaken
to reinforce key messages. -- Insurance covers certain losses
and is reviewed annually to establish further opportunities
for affordable risk transfer.
Commercial and market environment
Description
Changes in government and client spending or other external
factors could lead to programme and contract delays or cancellations,
or changes in market growth. Whilst Brexit has still not had
a significant impact on the UK construction market, outcomes
following the decision to leave the EU remain difficult to
predict and could affect investor confidence.
Lower than anticipated demand could result in increased competition,
tighter margins and the transfer of commercial, technical
and financial risk down the supply chain, through more demanding
contract terms and longer payment cycles.
Impact
A significant fall in construction activity could adversely
impact revenues, profits, ability to recover overheads and
cash generation.
Mitigation -- Regular reviews of market trends performed (as
part of the Group's annual strategic planning and market review
process) to ensure actual and anticipated impacts from macroeconomic
risks are minimised and managed effectively. -- Regular monitoring
and reporting of financial performance, orders secured, prospects
and the conversion rate of the pipeline of opportunities and
marshalling of market opportunities is undertaken on a co-ordinated
Group-wide basis. -- Selection of opportunities that will
provide sustainable margins and repeat business. -- Strategic
planning is undertaken to identify and focus on the addressable
market (including new overseas and domestic opportunities).
-- Development of new organic revenue streams including in
Europe, residential and Severfield (Products & Processing)
which fit the Group's risk appetite. -- Close management of
capital investment and focus on maximising asset utilisation
to ensure alignment of our capacity and volume demand from
clients. -- Close engagement with both customers and suppliers
and monitoring of payment cycles. -- Ongoing assessment of
financial solvency and strength of counterparties throughout
the life of contracts. -- Continuing use of credit insurance
to minimise impact of customer failure. -- Strong balance
sheet (the Group has net funds in excess of GBP30m) supports
the business through fluctuations in the economic conditions
of the sector.
Mispricing a contract (at tender)
Description
Failure to accurately estimate and evaluate the contract risks,
costs to complete, contract duration and the impact of price
increases could result in a contract being mispriced. Execution
failure on a high-profile contract could result in reputational
damage.
Impact
If a contract is incorrectly priced, particularly on complex
contracts, this could lead to loss of profitability, adverse
business performance and missed performance targets.
This could also damage relationships with clients and the
supply chain.
Mitigation -- Improved contract selectivity (those that are
right for the business and which match our risk appetite)
has de-risked the order book and reduced the probability of
poor contract execution. -- Estimating processes are in place
with approvals by appropriate levels of management. -- Tender
settlement processes are in place to give senior management
regular visibility of major tenders. -- Use of the tender
review process to mitigate the impact of rising supply chain
costs. -- Work performed under minimum standard terms (to
mitigate onerous contract terms) where possible. -- Use of
Group authorisation policy to ensure appropriate contract
tendering and acceptance. -- Professional indemnity cover
is in place to provide further safeguards.
Failure to mitigate onerous contract terms
Description
The Group's revenue is derived from construction contracts
and related assets. Given the highly competitive environment
in which we operate, contract terms need to reflect the risks
arising from the nature or the work to be performed. Failure
to appropriately assess those contractual terms or the acceptance
of a contract with unfavourable terms could, unless properly
mitigated, result in poor contract delivery, poor understanding
of contract risks and legal disputes.
Impact
Loss of profitability on contracts as costs incurred may not
be recovered and potential reputational damage for the Group.
Mitigation -- The Group has identified minimum standard terms
which mitigate contract risk. -- Robust tendering process
with detailed legal and commercial review and approval of
proposed contractual terms at a senior level (including the
risk committee) are required before contract acceptance so
that onerous terms are challenged, removed or mitigated as
appropriate. -- Regular contract audits are performed to ensure
contract acceptance and approval procedures have been adhered
to. -- We have worked with the British Constructional Steelwork
Association to raise awareness of onerous terms across the
industry.
Supply chain
Description
The Group is reliant on certain key supply chain partners
for the successful operational delivery of contracts to meet
client expectations. The failure of a key supplier or a breakdown
in relationships with a key supplier could result in some
short-term delay and disruption to the Group's operations.
There is also a risk that credit checks undertaken in the
past may no longer be valid.
Impact
Interruption of supply or poor performance by a supply chain
partner could impact the Group's execution of existing contracts
(including the costs of finding a replacement), its ability
to bid for future contracts and its reputation, thereby adversely
impacting financial performance.
Mitigation -- Initiatives are in place to select supply chain
partners that match our expectations in terms of quality,
sustainability and commitment to client service. New sources
of supply are quality controlled. -- Implementation of best
practice improvement initiatives including automated supplier
accreditation processes. -- Strong relationships maintained
with key suppliers including a programme of regular meetings
and reviews. -- Contingency plans developed to address supplier
and subcontractor failure. -- Ongoing reassessment of the
strategic value of supply relationships and the potential
to utilise alternative arrangements in particular for steel
supply. -- Key supplier audits are performed within projects
to ensure they are in a position to deliver consistently against
requirements. -- Monthly review process to facilitate early
warning of issues and subsequent mitigation strategies.
Indian joint venture
Description
The growth, management and performance of the business is
a key element of the Group's overall performance. Effective
management of the joint venture is therefore important to
the Group's continuing success.
Crucial to the long-term success of the joint venture is the
development of the market for steel (rather than concrete)
construction.
Impact
Failure to effectively manage operations in India could lead
to financial loss, reputational damage and a drain on cash
resources to fund the operations.
Mitigation -- Robust joint venture agreement and strong governance
structure is in place. -- Two members of the Group's board
of directors are members of the joint venture board. -- Regular
formal and informal meetings held with both joint venture
management and joint venture partners. -- Contract risk assessment,
engagement and execution process now embedded in the joint
venture. -- Market and operational plan now implemented; overhead
reduction and operational improvement programmes remain ongoing.
-- Close monitoring of cash flow and debt repayments. -- Repayment
of term debt has eased cash flow.
People
Description
The ability to identify, attract, develop and retain talent
is crucial to satisfy the current and future needs of the
business. Skills shortages in the construction industry are
likely to remain an issue for the foreseeable future and it
can become increasingly difficult to recruit capable people
and retain key employees, especially those targeted by competitors.
Impact
Loss of key people could adversely impact the Group's existing
market position and reputation. Insufficient growth and development
of its people and skillsets could adversely affect its ability
to deliver its strategic objectives.
A high level of staff turnover or low employee engagement
could result in a drop in confidence in the business within
the market, customer relationships being lost and an inability
to focus on business improvements.
Mitigation -- Remuneration arrangements are regularly reviewed
(and benchmarked where possible) to ensure that they are competitive
and strike the appropriate balance between short and long-term
rewards and incentives. -- Skills gaps are continually identified
and actions put in place to bridge these by training, development
or external recruitment. -- In 2018 we continued to focus
on emerging talent, succession planning and career opportunity
and concluded the first phase of our Severfield development
programme which is helping us build sustainable leadership
capability within our next generation of leaders. Other ongoing
leadership and management development plans are also in place.
-- We undertook a Group-wide employee engagement survey to
measure engagement, with the results being analysed and improvements
identified and implemented. -- Annual appraisal process provides
360 degree feedback on performance for certain employees.
-- Graduate, trainee and apprenticeship schemes are in place
to safeguard an inflow of new talent. -- We have made a series
of improvements in internal communications across the Group.
Industrial relations
Description
The Group (and the industry in general) has a significant
number of members who are members of trade unions. Industrial
action taken by employees could impact on the ability of the
Group to maintain effective levels of production.
Impact
Interruption to production by industrial action could impact
both the Group's performance on existing contracts, its ability
to bid for future contracts and its reputation, thereby adversely
impacting its financial performance.
Mitigation -- Employee and union engagement takes place on
a regular basis. -- The Group has four main production facilities
so interruption at one facility could to some extent be absorbed
by increasing capacity at a sister facility. -- Processes
are in place to mitigate disruptions as a result of industrial
action.
This information is provided by RNS, the news service of the
London Stock Exchange. RNS is approved by the Financial Conduct
Authority to act as a Primary Information Provider in the United
Kingdom. Terms and conditions relating to the use and distribution
of this information may apply. For further information, please
contact rns@lseg.com or visit www.rns.com.
END
FR LLFSRRVIALIT
(END) Dow Jones Newswires
June 20, 2018 02:00 ET (06:00 GMT)
Severfield (LSE:SFR)
Historical Stock Chart
From Apr 2024 to May 2024
Severfield (LSE:SFR)
Historical Stock Chart
From May 2023 to May 2024