REPORT
2011
Aggreko plc Annual Report and Accounts 2011
aggreko is people
Contributors towards our success in 2011 were: Anders Aandahl Ernesto Abad Manuel Abala Nadiya Abbas Alberto Abbate Ramanou Abdou-Azize Diallo Abdoulaye Mushin Abedi Christian Acero Dayasiri
Acharige Wendy Achoch R. Achudhanandan Jorge Acosta Jose Acosta Lucio Acosta Mauricio Acosta Marlo Acuesta Kevin Adams Louis Adams Lynne Adams Nick Adams Rick Adams Rohan Adams Steve
Adamson Andreas Adamus Emmanuel Adan Luis Adão Tyrone Addison Isaac Adelerin Robert Aders Jason L. Adkins Alexis Adolfo Eleazar Adones Damian Adorno Adorno Adrian Gomez Adrian Noel Adriano
Jessie Adulacion Bart Aertgeerts Claude Agard Mohit Agarwal Nirmal Agarwal Rahul Agarwal Ruben Agnone Jaime Agonia Leo Aguanito Elias Aguilar Pablo Aguilera Sergio Aguilera Alejandro Aguirre Aguirre
Agustín Arbona Agustín Basharat Ahmad Abid Ahmed Wasim Ahmed Serena Ailing Daniel Ainslie Tim Ainslie Steven Aitken Sergey Akaimov Olufemi Akanbi Ravindran Akathoot Haitham Akbar Romaric
Akichi Muywia Akintunde Albert Akou Shamona Akram Johana Alarcon Sebastian Alarcon Jerry Alarde Ferrari Alberto Ferreyra Alberto Gerzely Alberto Josef Alberto Mikati Alberto Pennancino Alberto Sosa
Alberto Alberto Albertoli Victor Alcantara Marcela Alcantará Arthur Alcarez Antonio Aldea Chad Alder Sergio Alegre Espeche Alejandra Alfonso Alejandro Montañez Alejandro Villada Alejandro Iris Alencar
Martine Alessi Scott Alexander Susan Alexander Antonio Alexandre Mary Lou Alexo Luis Alfaro Condori Alfredo Joseph Algabre Abdel Rawof Ali Liyakath Ali Muhammad Ali Luca Alibardi Martin Alila Albert
Alipio Craig Allen Gary Allen Annu Allencherry Paul Allington Louise Allison Quadros Allison Steven Allison Ryan Allstun Adriana Almeida Azenclever Almeida Viviane Almeida Hernan Alos Abel Alvarez Johan
Alvarez Jose Alvarez Aline Alves José Alves Flavio Amado Rick Amador John Amailuk Ana Amaral Athula Ambagahaarawa Maxwell Amenya Brizuela Americo Ana Amicarella Mauricio Amicone Sally
Amies Francis Amira Amitkumar Matthew Ammons Henry Amomonpon Jr. Guillermo Amoncio Denis Amperire Jasdeep Anand K. Ananda Pawel Andersohn Beverly Anderson Craig Anderson Donald Anderson
Guy Anderson John Anderson Kevin Anderson Maria Anderson Matt Anderson Randy Anderson Stacy Anderson Tony Anderson Christophe Andre Jeremy Andre Andy Andreasen Germano Andres Monterroso
Andres Rojo Andres Salinas Andres Gorria Andrés David Andrews Roysie Andrino Eloi Angaman Humberto Angarita Jimenez Angel Porter Angel Rodriguez Angel Jacob Angelle Nicole Angier Raul Angulo
Aguirre Anibal Jamie Anicas Jaisriram Anjamani Graciele Anna Murugu Anna Travis Anthony Laura Antonio Billy Antony Jugalkishor Anuragee Akbar Anwar Ardianto Anwar Amar Aoualli Antonio
Aparicio Deb Appelt Mahinda Appuhamlage Homer Aquino Karen Aquino Marlon Aquino Chandratilaka Arachchice Chaminda Arachchige Cyril Arachchige Lakmal Arachchige Mukunda Arachchilage Rohan
Arachchilage Pablo Arancibia Edward Aranha Jethesh Aranha Jovita Aranha Alfredo Arata Omar Araujo Anderson Araújo Valdenir Araújo Walmir Araújo Alfonso Araya Jan-Willem Aret Bytchy Argabio
Yunus Ari Aissa Aridj Andrenacci Ariel Gómez Ariel Lopez Ariel Paez Ariel Quiroga Ariel Denis Ariku Alejandro Arismendi Vishal Arivalagan Bryan Armentor Diego Armignago Jordan Armstrong Thomas Armstrong
Tom Armstrong Josh Arnold Simon Arnold Joyal Arockiadoss Anil Arora Daryl Arrowood Robby Arthur S. Arun Mark Asher Shaji Ashokan Stephen Asis Ryan Asister Makbool Askar Hakeem Assainar Georges
Assoba Julie Athersmith Ruvin Athukorallage Rey Atrero Lorena Atzori David Au Barbara Auen Jose Ausejo Ann Austin Ken Autin Christian Avalos Romeo Avenido Kelly Averell CesarJimenez Avila Abel Aviles
Timotheo Awiti Guillermo Ayala Troy Aydell Nicholas Ayebare Bill Ayers Francis Ayuk Manuel Azcuna Janab Azeez Adilson Azevedo Rafael Azevedo Amir Aziz Rahila Aziz Richy B. Charles Baan Dajanand
Baboelall Fernand Badji Trond Inge Baerheim Alexander Bagares Julius Bagonzamuchwa Brandon Bahlawan Behroz Bahrami Brendan Bailey Jack Bailey Eric Bailin Warwick Bain Melchiecedec Baisac Craig Baker
Lee Baker Tim Baker Leo Bakhuizen Kishore Balakrishnan Vijey Balakrishnan Erwin Balbacal John Balbes Mervin Balbes Erma Baldivia Michael Baldwin Steven Bale Samuel Balicsa Alfred Baliwibwa Allison
Ball Michael Ballantine Gonzalo Ballarini Shaun Ballinger Ibrahima Bamba Steven Baptista Renato Baque Ian Barber Mike Barber Robyn Barber Daniel Barbero Luis Barboza Flávio Barcelos Curtis Barcklay Marion
Barlow Michele Barnstead Linzi Barr Matthew Barr Nicolas Barra Maria Barrannquero Sebastien Barreau Gabriel Barria Maria Barriendos Gonzalo Barrios Marcos Barrios Francisco Barros Thiago Barros
Facundo Barroso Matt Barry Leon Barthelot Peter Bartley Colaco Bartolomeu Chris Basham Jamil Bashir Ryan Basilan John Bassett Todd Bassett Marius Basson Pieter Basten Nicolas Bastien Andres Batalla Pablo
Batarse Eric Bateman Nicola Batenburg Karina Batista Orlando Batista Zaqueu Batista Scott Batty Karen Bauer Mark Baur Rafael Bautista JD Baxter Muanza Bayizila Maaike Bazen Godfrey Bazinde Stephen Be
Jessica Beaugh Josh Beavers Hebert Becerra Juan Becerra Brock Beck Jackson Beck Michele Beda Matthew Bedsor Lynn Bee Richard Beets Brent Begnaud James Behrens Andrej Bel Christina Bell Ken Bellack
Cristian Beltran Juan Beltran Andrey Belyusenko Jacques Bena Alex Benavides James Bender Richie Bender Joseph Benedicto Jeffrey Benefiel Fernando Benitez Mirjam Benner Gary Bennett Victoria Bennett Dennis
Benson Torben Benter Samantha Bentley Eduardo Bento Amanda Benz Daryl Benz Lisa Berard Dexter Bergeron Charlie Berkhous Mark Bermingham Abraham Bermudez Javier Bermudez Alejandro Bernabe Elias
Bernabe Antonio Bernard Alejandro Bernoco Tim Berrell Esther Berry Stephane Bertheau Armin Berthold Walter Bertinat Elena Berto Jake Bertrand Tom Bertrand Leah Bertsch Roberto Betancourt Jean Bethell Raphael
Bett Keith Betts Philip Betts Robert Beveridge Stephan Bezuidenhout Neeraj Bhadkamkar Hareesh Bhaskaran Lopamudra Bhattacharya Luca Biancoli Claude Bibollet Philip Bicada Laurence Biche Bryant Bickerstaff
Nicola Bickley Lisa Bienvenu Sebastián Biga Kristoffer Biglie Vincent Bigot Nicholas Bii David Billing Khairul Bin Dustin Bird Nathan Bird Robert Birt Iain Bishop Arnaldo Bisono Bryce Black Christopher Black Linda
Black Scott Black Seamus Black Ian Blackburn Stuart Blackburn Graeme Blackwood Kieran Blackwood Fiona Blaikley Raquel Blanco Geoff Bland Craig Blessing Stuart Blessing Graham Blixt Ken Block Eric
Bloomer Wang Bo Jean Bodo Krystian Bodynek Marco Boer Patrick Boerman Stavros Bogiatzis Ferdinand Bohouri Sabine Bohrer Philippe Boisaubert Ludovic Boisnier Gunnar Bokeloh Ignacio Bolambot Thomas Boles
Jane Bolster Paul Bonar Chris Bonikowski Bryan Bonner Mervyn Boole Kelvin Boon Fred Boonstra Elen Bordotti Monica Borel Karen Boronat Kenneth Bort Dominic Bosire Jacobus Botha Laurent Bouchet David
Bouchner Scott Boudreau Hale Boudreaux Kalil Boudreaux Mitch Boudreaux Jonathan Boulter Steffanie Bounds Darren Bourassa Huey Bourque Lynn Bourque Damien Bourreau Joe Boutte Monica Boutte
Craig Bowen Steven Bower Thad Bowman Andrea Boyce Andrew Boyd Iain Boyd Stephen Boyd Hugh Boyd Yaelle Boyer Elaine Boyle Ken Boyle Rob Boyle Wayne Bradburn Nyomi Bradley John Brady Julius Branch
Izis Brandão Jason Brannum William Brant Tim Bratek Jesse Brazier Breck Breaux Chad Breaux Jon Breaux Paul Brechin Vanessa Breckenridge Emer Brennan Martin Brennan Patrick Brennan Frank
Brenner Arnold Bretman Chris Brewer Cody Brewer Michelle Briggs Trent Briggs Sebastien Brillouet Mindy Brimer Manuel Briones Ross Bristow Rolando Brobio John Brocklehurst Honesto Bronosa Christopher Brooks
Colin Brooks Bernard Brou Damien Broughton Amy Broussard Gordy Broussard Robert Broussard Shari Broussard Tyler Broussard Yvette Broussard Andrew Brown Christopher Brown Dougie Brown Katherine
Brown Regan Brown Robert Brown Russ Brown Steve Brown Stuart Brown Kevin Brownhill Janice Bruce Jocosa Bruce Carnemolla Bruno Michael Bruno Quendolyn Bryant Mhairi Bryce Mary Brydon Rod Buchanan
Harry Buck Philip Buckley Richard Buckley Barry Bugden Wesley Buges Pablo Bugueño Steven Bukoski Joseph Bulanon Jared Bullock Brook Burch Roland Burciaga Byron Burckhard Rhett Burford Andrew Burgess
Zoie Burgess Colm Burke Vivianne Burkhardt Dominique Burling Gareth Burnett Alan Burns Philip Burns Richard Burt Denis Burtin Katherine Burton Margaret Burton Mitchell Burton Andrew Butler Neil Butterly
Lawerence Byamukama Stephen Byarunhanga Martin Byrne Michael Byrne Matrinio Caabay Pablo Cabandie Dennis Cabanillas Carlo Cabas Yacnely Cabezas Milandro Cable Humberto Caceres Julio Caceres Pedro
Caceres Rudis Caceres Edwin Caceres-Gomez Anthony Cadden Jerome Caillau Bruce Cain Greg Caire Juan Calaforra Giusy Calavetta Aubrey Calder Jose Calderon Gordon Caldwell Tom Caldwell Monico
Calinisan Luz Calma Jeff Calnan Jonathan Calvert Juan Calzada Junmar Cam Rafael Camargo Nick Cambiano Richard Cambiano Joanne Cameron Luiz Camilo David Camm Revvy Camota Andrew Campbell
Gary Campbell Iain Campbell Irene Campbell John Campbell Josh Campbell Julie Campbell Richard Campbell Varrie Campbell Armando Campos David Campos Martine Canipel Jonas Canlas Stuart Cann
Paul Cannon Jon Canoy Javier Cantos Nerissa Capila William Caplan Alejandro Capponi Hector Caraballo Melvin Caraca Rainier Caray Montserrat Carbonell Andre Cardeira Darrell Cardin Arden Cardones
Michella Cardoso Alicia Cardoza Melwin Cardoza Trevor Cardozo Sebastien Careau Francis Careng John Carley Ernie Carlin Julia Carline Justin Carlisle Dorado Carlos Romero Carlos Saavedra Carlos Berta Carmem
Cantalicio Carmen Felix Carmen TJ Carmody Nakeeb Carne Alex Carneiro Cristiano Carniato Matias Caro Armindo Carollo James Carpenter Diego Carpio Marco Carraro William Carrick Romano Carrios Geoff
Carroll David Carson Butch Carter Coby Carter Martin Carter Marcelo Cartes Noreen Carthy Alexander Cartujano Hayley Cartwright Peter Carty Danielle Carvalho Alfonso Casador Angie Case Michelle Casey
Sara Casey Jeremy Caspersz James Casselman Corrado Castelli Sebastien Castier Conrad Castillo Cristian Castillo Edwin Castillo Marcos Castillo Moises Castillo Alberto Castro Raimundo Castro Ramon Castro Valério
Castro Williams Castro Johndrew Catalan Carter Catanjal Catherine Catanjal Sara Catsulis Narciso Causon Daniel Cazarez Iparraguerre Cecilia Yolanda Cena Ramil Cenabre Ariel Cepeda Ramon Cerda Andrea
Cerdeira Alejandro Cereceda Mariano Cerutti Marcelo Cesal Pedrozo Cesar Yuncovjar Cesar Geier César Svaraj Chadha John Chambers Dodie Champagne Jeremy Champagne Jim Chan Frederic Chanal
Shalveen Chand Ron Chandler Tang Changchun Julio Chaparro Julie Chapman Lara Chapman Dorothee Charbonnier Rob Charles Issac Charuvukalayil Ganesh Chaudhari Bharat Chauhan Lionel Chautard
Danys Chaves Gavin Chee Mark Cheetam John Chelumuli Lim Cheng Sun Chenlan Damien Cherene Mathew Cherian Virginie Cherprenet Gary Chevalier Sarah Chiang Matthew Chidgey Simona Chiffi Christophe
Chihaoui Billy Childers Mishann Childers Francis Chin John Chipman Sivadasan Chirakkal Vivek Chirakkara Juan Chirino Leobaldo Chirinos Jose Chitty John Choate Ronald Chretien Grant Christensen Waniku
Christine Eileen Chua Ang Chuan Chen Chuang Ang Chue Travis Chwyl Marcello Cicero Salvador Cicirello Gilbert Cigliano Ahmet Cimsit Atilla Cimsit Cheikh Cisse Nouhoun Cissé Diane Citrano Nathalie
Clairville Christopher Clark Mark Clark Martin Clark Ryan Clark Daniel Clarke Ian Clarke Kylie Clarke Mike Clarke Trent Clarke Gomez Claudio Antony Clement Irene Clemente Christiaan Cloete Tony
Closser Simon Clothier Kevin Coats Marcus Cobb John Cochran Pete Cochran Tyler Cochran Drew Cochrane Angus Cockburn Stanislas Codjovi Walter Codoba Kevin Cole Lee Cole Lawrence Coleman Paul
Coleman Ted Coleman Kathy Coles Owen Coll Chris Colletti Derek Collie Martin Collins Russell Collins Eric Colon Martin Colquhoun Daouda Coly Russell Comardelle Chris Conese Lynsey Conn Nolan Conn Matt
Connearney Andrew Connell Christopher Connell James Connell Wayne Conner Chris Connolly Jack Connolly Neil Conquest Jasmin Conrad Claudio Conte Francisco Contreras Marcos Contreras Aaron Cook
Bill Cook Andrew Cooke Daniel Cooper Dennis Cooper Graeme Cooper Jason Cooper Ken Cooper Kevin Cooper Rick Cor Jose Coradin Jessica Corbera Rudi Corcellis Franklin Cordioba Ariel Cordovez Clint
Cormier Terry Cornelius Francys Coronado Kenette Correa Marcela Correa Jose Corredor Jorge Correia Alexis Cortes Adán Cortés Luis Cortés Antonio Cortez Ann Coss Davi Costa Elton Costa João Costa Mario
Costa Rogério Costa Daniel Costero Paul Cotton Albert Cotura Jessica Couch Siaka Coulibaly Youssouf Coulibaly Anthony Coupland Randy Courville Jean-Charles Coustal Marcos Coutinho Ian Cover Lee Cox
Michelle Cox Edgardo Coz Lorna Craig Robert Craig Russell Craig Scott Craig Carole Cran Nick Crane Brent Craven Philip Craven Bryan Crawford Hannah Crerar Cristina Crisafi Carmorano Cristian
Dominguez Cristian Garcia Cristian Joseph Croall Caryn Crochet Jess Crochet Elaine Crockett Daniel Crossan J.T. Crouse David Crowder David Crowe Charlie Crowsley Sarah Croy Gilles Cruz Hector Cruz Joelson
Cruz Joven Cruz Matt Cruz Rodel Cruz Rodolfo Cruz Rosauro Cruz Jared Cryder Trebor Cube Emerson Cuco Danilo Cuebillas Donnie Cuebillas Policarpio Cuevas Warren Culbert Jamie Culp Decio Cunha Lee
Cunningham Mark Cunningham Paul Cunningham Eddy Curkovic James Currah Roy Cursley Jamie Curtis Stephan Curtis Adam Cusick Zacarias Custodio Claire Cuxton Butch Cyr Michel Czubic Dirk D.W.
Doorduin Johan D’Mello Diana D’Souza Nigel D’Souza Pramila D’Souza Ramona D’Souza Charles Da Claudio Da Luiz Da Christophe Da Cunha Herman Dadokpa Mark Daglish Julius Dagon Alberto Daguplo
Menene Dahoué Angela Daigle Nathan Dalton John Daly Michael Daly Paul Daly Bignon Damada Uwe Dambach Graham Dames Arun Damodar Balvidarez Daniel Castro Daniel Ferreyra Daniel Lopez Daniel
Raul Dante Genaro Danti Logan Darby Passamonti Dario Ordoñez Darling Natasha Darlington Andra Darmidjas Aurelie Daronnat Allison Darroch James Darroch Debajit Das Puveneswaran Dass Akibu Dauda
Francis Daudi Mirko Dautanac Louis Dauterive Norma Dautreuil Stefan Davern Lopez David Ailsa Davidson Scott Davidson Steve Davidson Richard Davies Bo Davis Brett Davis Claire Davis Deborah Davis Kanisha
Davis Lamar Davis Scott Davis Shane Davis Christopher Davison Scott Davison Konstantin Davydov Bryce Day Richard Day Alberto Dayawon Adriano De Edivaldo De Geraldo De Jaqueline De Jose De Julio De
Leandro De David de Behr Gunnar De Boeck Maria De Faria Edwin de Klerk Albert De La Torre Lisa De Marzi Roxane De Michiel Fabio De Noia Ad de Roij Henk de Zwart Habib Dealemo Greg Dean Mike Dean
Melanie Deavall Matias Debbiagi Raymond Debenedetto Rahul Debnath Tony Deeb Wayne DeGeorge Chelsie Degeyter Peter Deguara Qian Dehua Ronald Dekker Aladin Dela Cruz A.J. Delage Kenny Delahoussaye
Mike Delahoussaye Jean-Luc Delattre Kent Delcambre Stoney Delcambre María Delgado Oscar Delgado Jorge Dellamea Nicolas Dellamea Valerie Delliere Renaud Delory Claude Demarly Anna Demochkina Leen
den Hartog Huub den Hollander Barbara Denisi Larry Denk Keri Denlinger Jacqueline Dennett Craig Denny Grant Denny Jack Denz Carine Depraetere Adrian Derry Twiggy Derveaux Anthony DeSilva Prasad
Dessai Bijoy Devassy Shanmugam Devendran Peter Devers Adrian Devez Andrew DeVilbiss Denise Devillier Anura Dewage Sudath Dewage Sujith Dewage Samantha Dewalya Atul Dhande Puthoor Dharmapalan
Yannick Dherbecourt Murugan Dhevan Jochen Dhooghe Sonia Di Mauro Soares Souleymane Diao Christopher Dias Vincent Dias Moado Diaw Juan Diaz Miziel Diaz David Dickert Garry Dickie George Dickson
Keith Didier Kees Dielemans Jasmine Diesel Keumegne Dieudonne Christie Dilbeck Michael Dilks Suryakanth Dilliker Santiago Dimaano Dean Dingman Thiago Diógenes Juvir Dionillo Brennan Dirrim Derrick Ditmore
Amit Dixit Gerardo Dizon Pythagore Djamen Ricardo Do Mary Dobbin Carolyn Dobie Helen Docherty Rohana Dodamgoda Patricia Dodd Sangmeshwar Doddale Christopher Dodds Romeo Doghil Stephen
Doherty Erin Dolan Mukul Dole Hernán Dolzani Leolito Domacia Dennis Domagas Jerry Domenden Mario Domenden Florante Domingo Leonardo Domingos Jasin Don Lakshman Don Nilantha Don Upul Don Zinga
Donatien Roxana Donnay Lawrence Donnelly Claire Donohoe Conor Dooley Kelly Doran Nicole Dore Ladislaus Dorman Shaun Dorrian Fraser Dorward Olivier Douay Brooke Doucet Jerry Doughty Samba
Doumbouya David Dowd Colin Downie Darline Doxey Joselito Doxi Paul Doyle Renato Doyogan Travis Draggle Giuseppe Dragone Terry Dressel Donovan Driscoll Andrew Driver Franck Drouet Mark Drummond
Susanne Dubus Mick Ducharme Christophe Ducros Glen Dudajek Fred Duenas Peter Duero Jim Duffy Nikolas Duffy Lyndy Dugas Andreas Düger Scott Duggan Jamie Duhon Mary Duhon Dominik Dülz Bruce Duncan
Troy Dundurs Gerard Dunlop Nicolas Dunn Roger Dunn Victoria Dunne Andrew Dunsmure Tonya Duplantis Nicolas Dupont Mike Dupre Joel Dupuy Wade Dupuy Donna Duran Francine Durand Billy Durie Eugene
Duropan Nathaniel Durr Steve Durst Rajdeep Dutta Philip Dutton Ryan Duvall Bill Dyball Cecilio Eakanayaka John Eardley John Earl Lesley Easton Keith Eaton Matthew Eccles Travis Eckelmann Rajeevan Edavalath
Aaron Edgar Abuslaiman Edgardo Faye Edler Danilo Ednilan Alain Edouke Castillo Eduardo Gauto Eduardo Rozo Eduardo Ruiz Eduardo Maria Edward Leroy Edwards Dennis Efukho William Egan Roman Egorov
Richard Ehlers Sery Ehui Ernesto Eiras Taylor Eiteman Elisha Ekapolon Thaddeus Ekediegwu Ryan Ekstrom Caroline Elder Herter Elian T.J. Elmer Silvia Emiliani Chiaramonti Emiliano Soria Emmanuel Belinda
Encarnacion Belinda Encarnacion Efren Encarnacion Jacques Engelbrecht Sven Engelsma Daryl Enget Damien England Mike England John Enovero Maria Enrico Sandra Enriquez Paul Epley Jorge Epul
Christelle Erbs Vladimir Ermakov Heppner Ernesto Christine Erskine Shahid Esaf Leandro Escalante Merdardo Escalante Daniella Escobar Henk Eshuis Josh Espino Cristian Espinola Reynaldo Espinosa Ivan Espinoza
Raul Espinoza Julysis Espiritu Andreas Essmann Monika Estacio Prata Esteban Selis Esteban Small Esteban Villafañe Esteban Salvador Estraves Federico Estrella Tony Estrella Barbara Evans David Evans Martin
Evans Shane Evans Adrian Everett Zachary Everett Anna Evstifeeva Quintin Ewaskow Mauricio Fabbroni Cano Fabian Gauna Fabian Schnarr Fabian Steven Facey Charles Fagundes Magdi Fahim Brian Fahnestock
Tina Fails Allan Fairbairn Manuel Fajardo Alessandra Farias Andri Farias Marcos Farias Ghufran Faridi Leon Farmer Jack Farrar Jr. James Farren Todd Fasano Steven Faull Ove Fauskanger Steven Fay Jack
Fedena Paul Feeley Norde Fegidero Larry Felix Rick Fellowes Hu Fengchang Ricky Fenwick Rudy Feratero Jamie Ferguson Walter Ferguson Alice Fernandes Antonio Fernandes Joaquim Fernandes Joel Fernandes
Peter Fernandes Philomena Fernandes Remedios Fernandes Rosaria Fernandes Sebastian Fernandes Cesar Fernandez Dardo Fernandez Hugo Fernandez Jose Fernandez Myrella Fernandez Jose Fernandez Angeles
Alurralde Fernando Ravindra Fernando Stacey Fernyhough Giuseppina Ferraiuolo Luis Ferran Pierangela Ferrante David Ferree Antonio Ferreiro Luis Ferrer Craig Ferris Jason Ferry Troy Fielding Isaac Fields Flavio
Figueiredo Livia Figueiredo Carlos Figueroa Luis Figueroa Luiz Filho Winston Filho Alex Finnie Jeremy Fish Colin Fisher Martin Fitzgerald Neil Fitzpatrick Barry Fitzsimmons Christine Flandes Andrew Flannigan
Craig Fleming Iain Fleming Stephen Fletcher Stephen Flinders Matthew Flood Archie Florendo Ike Flores Javier Flores Leonel Flores Manuel Flores Maria Flores Maribel Flores Marlon Flores Lassina Fofana Mike
Fogg Adriaan Fok Jeremy Followell Darwin Fonseca Victor Fontainha Darren Ford Julian Ford Bob Foret Stuart Forrest Fabien Forster Kristin Foseid Derek Foster Gerhard Foster Stephen Foster Mark Fox
Jennifer Francis-Edmiston Shané Francis-Myles Diego Francisco Ferrer Francisco Frederick Francisco Lenhart Francisco Diaz Franco Sheldon Franco Toba Frank Robert Franklin Alessia Fraquelli Allan Fraser Marco
Frasti Majorana Nick Frayser Seth Freed Wesley Freeman Emanuel Freire Monteiro Lloyd André Freitag Javerson Freitas Kristie Fremin Andrew French Matthew Friis Jason Fry Frank Frye Najibdeen Fuad David
Fuentes Sergio Fuentes Stewart Fuentes Vicente Fuentes Walter Fuertes Tejas Fulbaduwa Daniel Fulton Andrea Fumarola Austin Fundling Lyn Furmage Brent Fusilier Ronald Gabaldon Allende Gabriel Barragán Gabriel
Medina Gabriel Mendez Gabriel Simon Gachucha Nadine Gaffney Shailesh Gajjel Jean Gakire Stephen Gakuru Kathy Galbraith Simon Galbraith Ramon Galera Patrick Galet Rodolfo Galit Jonathan Gallacher
Mick Gallacher Joe Gallagher Paul Gallagher Noemie Gallardo Darren Galley Cesar Galllardo Scott Gambell William Gan Parthasarathy Ganapathy Chaminda Ganege Jaime Ganuelas Daniel Garcia Mervin
Garcia Miguel Garcia Vincent Garcia Wenceslao Garcia GuadalupeToledo García Diana Garnica Agustin Garnier Pablo Garofano Chris Garrett Victor Garro Claire Gary Thomas Gary Mark Gaskins Johnathan
Gassaway Colin Gaston Ganschow Gaston Dilip Gathani Wallace Gathe Joseph Gathungu Robert Gatto Matt Gaudet Mukesh Gaur Genaro Gaut Barry Gautreau Stephen Gavin Michele Gayani Olivier Gbogou
Lee Geary John Gedara Kithsiri Gedara Nimal Gedara Andrew Gee Marco Geerts Matthew Gemmell Rachel Genest Helene Genet Norzialito Genoso Arnold Genota Cinzia Genre Felipe Gentiles Florentino Gentiles
Giovanni Gentiles Neyson George Vinay George Sergey Gerasimov Talone Germán Miguel Germosen Santosh Ghalsasi George Ghaly Prakash Ghimire Alan Gibbons Russell Gibbs Jennifer Gibson Joanne Gibson
Names that are in bold and coloured black indicate Aggreko Black Belts and names that are in bold and coloured orange indicate Aggreko Orange Belts. See Glossary on page 143 for more details.
Review of Trading
Detailed Financial Review
Corporate Social Responsibility
Board of Directors
Corporate Governance
Audit Committee Report
Ethics Committee Report
Nomination Committee Report
Remuneration Report
Statement of Directors’ Responsibilities
Group Statement of Changes in Equity
Notes to the Group Accounts
Independent Auditors’ Report – Company
Company Balance Sheet
Company Statement of Total Recognised
Gains and Losses
Notes to the Company Accounts
Directors’ Report
Chairman’s Statement
What We Do
Where We Do It
Our Fleet
Our Global Reach
Our Business Models
The Market
Our Strategy
Management of Resources
Key Performance Indicators
Principal Risks and Uncertainties
Accounts
Independent Auditors’ Report – Group
Group Income Statement
Group Statement of Comprehensive Income
Group Balance Sheet
Group Cash Flow Statement
Reconciliation of net cash flow to movement
in net debt
Shareholders
Shareholder Information
Financial Summary
Glossary
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The Directors’ Report of Aggreko plc for the year ended 31 December
2011 is set out on pages 4 to 86 and includes the section headed
‘Our Performance’ on page 2 and the sections of the Annual Report
referred to in these pages. This Annual Report contains forward
looking statements. These forward looking statements are not
guarantees of future performance. Rather they are based on current
views and assumptions and involve known and unknown risks,
uncertainties and other factors that may cause actual results to differ
from any future results or developments expressed or implied from
the forward looking statements. Each forward looking statement
speaks only as of the date of the particular statement.
OUR PERFORMANCE
Financial highlights
Revenue £m
Trading profit £m
Profit before tax £m
Diluted EPS pre-exceptional items pence
Diluted EPS post-exceptional items pence
Dividend per share pence3
2011
1,396
338
324
86.76
97.49
20.79
2010
1,230
312
304
78.98
78.98
18.90
Movement
As reported
%
Underlying1
%
22
26
14
8
6
10
23
10
Revenue £m
Trading profit £m
2011
2010
2009
2008
2007
1,396
1,230
2011
2010
2009
2008
2007
1,024
947
693
338
312
253
201
133
Profit before tax £m
Diluted eps pence
2011
2010
2009
2008
2007
244
190
124
324
304
2011
2010
2009
2008
2007
45.56
30.02
86.762
78.98
62.42
Dividend per share pence
2011
2010
2009
2008
2007
12.60
10.08
8.06
20.793
18.90
1 Underlying excludes revenue and trading profits from the
Vancouver Winter Olympics, FIFA World Cup, Asian Games,
London Olympics, pass-through fuel and currency movements.
A bridge between reported and underlying revenue and trading
profits is provided at page 40 of the Review of Trading.
2 2011 diluted EPS is pre-exceptional items. Exceptional items
are explained on page 42 of the Review of Trading.
3 The Board is recommending a final dividend of 13.59 pence per
ordinary share, which, when added to the interim dividend of 7.20
pence, gives a total for the year of 20.79 pence per ordinary share.
2
Aggreko plc Annual Report and Accounts 2011
Directors’ Report
Chairman’s Statement
What We Do
Where We Do It
Our Fleet
Our Global Reach
Our Business Models
The Market
Our Strategy
Management of Resources
Key Performance Indicators
Principal Risks and Uncertainties
Review of Trading
Detailed Financial Review
Corporate Social Responsibility
Board of Directors
Corporate Governance
Audit Committee Report
Ethics Committee Report
Nomination Committee Report
Remuneration Report
Statement of Directors’ Responsibilities
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CHAIRMAN’S STATEMENT
At a Group level, reported revenues increased by
14%, profit before tax increased by 6% to £324 million
(2010: £304 million) and diluted earnings per share
before a £29 million exceptional tax credit4 increased
by 10% to 86.76 pence (2010: 78.98 pence).
Strategy
Aggreko’s strategy has remained broadly unchanged
since it was developed in 2003. Our goal is to deliver
attractive and growing returns to shareholders, excellent
service to customers, and rewarding careers to our
employees as the leading global provider of temporary
power and temperature control. We focus on growing
our business organically, supported by fleet investment
and geographic expansion, but we will also make
acquisitions where they can add value. We continued to
invest heavily in the business in 2011, with fleet capital
expenditure of 2.2 times depreciation. In addition,
on 31 March 2011 we completed the acquisition of
N.Z. Generator Hire Limited for a total consideration
of £14 million. We also continued our strategy of
geographical expansion in the Local business, opening
fifteen new locations in the year, and acquiring four
others as part of the N.Z. Generator acquisition; most
of these new locations were in emerging markets
where economies are growing most quickly.
In our last five year strategy review in 2007, we set out
our view that the business could deliver, on average,
double-digit revenue and earnings growth over the
period 2007-2012, with fleet capital expenditure
expected to be around £1 billion over the same
period. I am pleased to report that we are well ahead
of plan, having delivered compound annual growth
over the first four years of 19% in revenue and 26%
in operating profit. Fleet capital expenditure over the
period has averaged £263 million per annum – which
is above our original forecast reflecting the strength
of revenue and profit growth; in 2012 we expect to
invest around £350 million in our fleet. We believe
that our strategies for both the Local and International
Power Projects businesses are working well, and that
our performance in 2012 will allow us to report that
the targets we set in 2007 have been significantly
exceeded. Work is already well underway on the next
five year strategy for the period 2013 – 2017 which
will be set out along with our results in March 2013.
Philip Rogerson | Chairman
Introduction
I am pleased to report that Aggreko has delivered
another strong performance in 2011, with underlying1
growth in revenues of 22% and in trading profit2 of
26%. The Group also achieved solid headline growth
despite the fact that 2010 was an extraordinary year for
our revenue from major sporting events, with the FIFA
World Cup, the Vancouver Winter Olympics and the
Asian Games together accounting for about £87 million
of revenue in 2010. Such a happy coincidence of three
world-class events running in the same year happens
only once every four years. We therefore feel justified
in focusing on the underlying results, which we define as
being revenue and trading profit excluding these events,
pass-through fuel3, and currency movements, as well as
a small amount of revenue from the London Olympics
which arose in 2011. The strength of our performance
is tribute to the breadth and diversity of the Group and
the continuing demand we see in all our key markets.
Amongst our businesses, and on an underlying basis,
International Power Projects grew revenue by 25% and
trading profit by 33%. Our Local business delivered 21%
growth in revenue, and 15% growth in trading profit.
1 A bridge between reported and underlying revenue and trading
profits is provided at page 40 of the Review of Trading.
2 Trading profit represents operating profit before gain on sale
of property, plant and equipment.
3 Pass-through fuel relates to two contracts in our International Power
Projects business where we provide fuel on a pass-through basis.
4 There was an exceptional tax credit of £29 million taken in 2011 the
details of which are explained on page 42 of the Review of Trading.
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Return to shareholders
In July 2011 we completed a £148 million return
of capital to shareholders, equivalent to 55 pence per
ordinary share; a further £3 million will be paid in 2012
to those shareholders who elected to defer all or part
of their return. Following the return, at 31 December
2011 our net debt stands at 0.7 times EBITDA
(Earnings before Interest, Tax, Depreciation and
Amortisation) which has moved us closer to our longer-
term target of around 1 times net debt to EBITDA.
Dividend
The Board is recommending a 10% increase in the
dividend for the year as a whole; this will comprise a
final dividend of 13.59 pence per ordinary share which,
when added to the interim dividend of 7.20 pence,
gives a total for the year of 20.79 pence. At this level,
the dividend would be covered 4.2 times on a pre-
exceptional basis. Subject to approval by shareholders,
the final dividend will be paid on 22 May 2012 to
ordinary shareholders on the register as at 20 April
2012, with an ex-dividend date of 18 April 2012.
Funding
Net cash inflow from operations during the year
increased by 9% to £509 million (2010: £468 million).
This funded capital expenditure of £418 million, which
was £149 million higher than in 2010. Net debt at
31 December 2011 of £365 million was £232 million
higher than the previous year mainly as a result of the
increase in capital expenditure and the £148 million
return of capital to shareholders.
The Group maintains sufficient facilities to meet
its normal funding requirements over the medium
term. At 31 December 2011 these facilities totalled
£669 million in the form of committed bank facilities
arranged on a bilateral basis with a number of
international banks, and private placement notes
which were put in place during the first half of 2011.
Since the year end we have put in place a further
£30 million of committed facilities.
Ethics Committee
Integrity and honesty in all our business dealings are
central to Aggreko’s reputation and long term success.
For many years the Group has had a clear and robust
ethics policy, and strong related procedures. Last year
the Board took the further step of establishing a
committee whose principal tasks are to advise the
Board on the development of strategy and policy on
ethical matters, and to oversee Aggreko’s policies
and procedures for the identification, assessment,
management and reporting of ethical risk. The members
of the Committee are David Hamill, Ken Hanna, and
myself as Chairman. The Ethics Committee had its first
meeting in February 2011 and a report on its activities
is included in the Annual Report on page 68.
Board
At the Company’s AGM in April 2011, I announced
that I intend to step down as Chairman and also from
the Board of Aggreko at the AGM in April 2012 at
which point I will have served ten years as Chairman
and fifteen years on the Board. Over the last ten years
your Company has enjoyed compound growth of 19%
in earnings per share and the share price has increased
six-fold. I shall be succeeded as Chairman by Ken
Hanna, who joined the Board in October 2010; Ken
is Chairman of Inchcape plc and a Non-executive
Director of Tesco plc.
It has always been my belief that the most important
investment that a company can make is in its
people, and there is no doubt in my mind that the
outstanding success of your Company is due to its
dedicated and talented management team, and to the
quality and determination of its workforce worldwide.
On behalf of all the owners of the business, I would
like to thank them all for their contribution to the
success of your Company.
Aggreko plc Annual Report and Accounts 2011
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Chairman’s Statement continued
Outlook for 2012
The business has had a strong start to the year.
Having entered 2012 with 21% more power on hire
than the prior year in International Power Projects
and 14% more in the Local business, the growth
rate in both businesses has accelerated.
Our International Power Projects business has had
very strong order intake in the first two months of the
year, with almost 300MW of new orders taken so far,
mainly in Africa, Asia and the Middle East. At the
end of 2011 we had a record 14 months of forward
order cover and the prospect pipeline remains strong.
Amongst the Local businesses, Europe & Middle East
have had a good start, and, with the London Olympics
in the second half, should have a strong year. North
America likewise is showing double-digit growth in
rental revenue in the first two months. Aggreko
International’s Local businesses continue to benefit from
our strategy of expanding our depot network in fast-
growing markets; at the end of February they have over
30% more power on rent than the prior year, and we
currently plan to open about 20 new facilities in 2012.
Given the strong start to the year, we are planning
to increase the rate of investment in fleet; we now
expect that our fleet capital expenditure in 2012
is likely to be about £30 million higher than we
anticipated at the end of December, at around
£350 million. We are confident that the business will
deliver strong growth in the first half of 2012; at this
early stage of the year, we are more cautious about the
second half of 2012, when, in any case, comparatives
will be tougher. Overall, we continue to believe that
we will deliver another year of good growth in 2012.
Philip Rogerson
Chairman
9 March 2012
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WHAT WE DO
Our business
Aggreko provides power and temperature control
solutions to customers who need them either very
quickly, or for a short or indeterminate length of time.
We have two business models. In the Local business, we
hire our equipment to customers who then operate it for
themselves, although we retain responsibility for servicing
and maintenance. In the International Power Projects
business, we operate as a power producer; we install and
operate power plants and our customers pay us for having
the generating capacity available, as well as the electricity
we deliver to them. We do all of this on a global basis
and in 2011 we served customers in about 100 countries;
we run our business from 165 service centres and offices,
located in 39 countries. The solutions we provide range
from the very large and complex to the very simple.
Large and complex would include:
keeping the lights on in entire countries when their
existing grid cannot cope with demand by delivering
hundreds of megawatts (MW) of additional power;
helping oil refineries to maintain production in
hot weather by providing additional cooling and
power; and
designing and providing critical power infrastructure
for broadcasting, security and field-of-play lighting
for major sporting events such as the Olympic
Games and the FIFA World Cup.
Simple would include:
providing temperature control in an office after
the air-conditioning has broken down;
installing chillers to provide the cooling for
temporary ice-rinks; and
providing a generator for a few days to a power utility
while it carries out improvements to transmission lines.
The distinguishing features of our business are:
The products and services we provide are mission-
critical. Power and temperature control are utility
services without which our customers cannot operate.
Most customers use our services only occasionally –
but, when they do, they rely on us to keep their
business or even whole cities and countries
functioning and safe. They are therefore likely to be
more interested in quality of service rather than price.
We are not exposed to the fortunes of any single
end-user market. All businesses use power, and many
use temperature control. Our equipment and services
are transferable between end-user segments, so the
generator used today in a petrochemical plant may be
on a film set tomorrow and a building site the day after.
We operate globally. This means that we can
respond to events as they happen anywhere around
the world and can move our equipment to wherever
it can deliver the best returns.
We are organised to address all types of opportunity,
from the rental of a single generator for a weekend,
to managing huge projects, worth tens of millions
of pounds, delivering hundreds of MW on the other
side of the world.
We are experts. We are focused on a very narrow
range of products – power and temperature control
– and that means we have technical expertise,
equipment, skills and experience on a scale, and
to a depth, that we believe nobody else can rival.
We design and manufacture our own fleet,
which means that we are able to optimise it
for the specific requirements of our customers
and of the rental business.
We keep our equipment for its useful life, so the
better we build and maintain the equipment, the
longer its life will be and the more money we make.
We therefore take enormous care to build and
maintain our equipment to the highest standards
and this, in turn, means that our customers see
high quality and reliable equipment.
By developing these competitive advantages, Aggreko has
grown over the last 50 years to be the world market leader
with outstanding people, strong customer relationships,
a powerful brand and an excellent reputation. We
have also developed a business large enough to enjoy
economies of scale, which has enabled us to deliver
highly attractive returns to shareholders while delivering
outstanding value and service to our customers.
Aggreko plc Annual Report and Accounts 2011
7
WHERE WE DO IT
Our locations
Aggreko has global reach through an international
network of service centres and offices spanning
Europe, North, Central & South America, as well
as the Middle East, Asia, Africa and Australasia.
Our 165 service centres in 39 countries enable us to
combine local knowledge, strong customer relationships
and efficient logistics to provide excellent service and
speed of response, while our commitment to managing
the business and assets on a homogenous and global
basis means that each local service centre can draw
on huge resources to support its customers.
This is a key competitive advantage: being close to
our customers means we can be there in an emergency,
able to respond quickly to their needs. At the same
time, as a global business, we can use our resources
strategically, moving staff and equipment around
the world to wherever our customers need them.
A list of our locations is shown on pages 10 to 11.
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OUR FLEET
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Aggreko is probably unique amongst large equipment
rental companies in that we design and build the
majority of our fleet in our own, newly purpose-built
manufacturing facility in Scotland. We believe that
this is an important competitive advantage, for a
number of reasons:
First, it means that we can optimise the equipment
to meet our particular operational requirements.
A generator or chiller is normally designed to be
permanently installed and rarely, if ever, moved; its
performance will also be adapted for the regulations
and ambient conditions of the country in which it
is sold. An Aggreko generator will be picked up and
put down hundreds of times during its working life,
and may be required to work faultlessly at +50°C
in the Saudi Arabian desert and a few weeks later
at –40°C in Siberia. This is not a capability that is
available in off-the-shelf equipment. We also design
our equipment with the knowledge that we will
own it for its operating life and the more reliable
it is, and the longer it lasts, the higher the returns
we will make. Given the choice of 6mm steel for
a bed-plate, or 8mm, we choose 10mm.
Second, the volume in which we purchase the key
components is significant in terms of the overall
market. In some sizes of equipment, we are probably
the largest buyer in the world. By designing and
manufacturing our own equipment, we can capture
for ourselves the benefits of being a volume
purchaser. On a like-for-like basis, we think we
have a cost advantage over our competitors, and,
in a capital-intensive business, that is important.
Third, having our own design and manufacturing
capability means that we can react extremely quickly
to customer requirements. We only have to convince
ourselves of the desirability of a particular design
feature, not a third party manufacturer.
Most rental businesses have a model of buying assets
and then selling them on at a relatively early stage
in their useful life. This minimises maintenance costs
and enables them to use income from used fleet sales
to help finance new equipment purchases. Because we
build longevity into our equipment, and failure rates
in generators and chillers are more related to how
well they are maintained rather than how old they are,
we opt for a policy of rigorously maintaining our assets
and running them for as long as possible. This also has
the important benefit that our business model is not
exposed to the vagaries of prices achievable in the
used equipment market, which tend to fluctuate
with the economic cycle.
Our power fleet is significantly larger than any of our
competitors: at the end of 2011, it comprised 15,600
generators ranging in size from 10KW to 2MW which,
in aggregate, amount to over 8,000MW of generating
capacity. To put this into perspective, that is the
equivalent of about 12% of peak power demand
on the UK national grid. This fleet includes some
470 1MW generators that have undergone at least
one refurbishment. This refurbishment capability,
most important for our International Power Projects
business, is a major competitive advantage in that
it delivers ‘as good as new’ generators for around two
thirds of the original cost. We also have very large
inventories of transformers, cable and distribution
equipment. In aggregate, the net asset value of our
power fleet is £868 million, and the original cost
carried in our balance sheet is £1,646 million.
Our chiller fleet is also much larger than any of our
competitors, with over 2,050 units having a total
capacity of 990MW. The net asset value of our chiller
fleet is £37 million, and the original cost carried in
our balance sheet is £107 million.
The rest of our fleet mainly comprises air-conditioners,
oil-free air compressors, cooling towers and other
ancillary equipment with an aggregate net asset value
of £110 million, and the original cost carried in our
balance sheet is £260 million.
Aggreko plc Annual Report and Accounts 2011
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OUR GLOBAL REACH
Europe
Aachen
Aberdeen
Antwerp
Barcelona
Bedford
Berlin
Bordeaux
Bristol
Cannock
Doncaster
Dumbarton
Egersund
Fareham
Frankfurt
Glasgow
Gothenburg
Great Yarmouth
Hamburg
Inverness
Le Havre
Leipzig
Lille
London
Lyon
Madrid
Manchester
Marseilles
Milan
Mulhouse
Munich
Nantes
Nuneaton
Oslo
Paris
Plymouth
Port Talbot
Portlaoise
Washington
Middle East
Abu Dhabi
Al Khobar
Aktau
Doha
Jebel Ali
Jeddah
Manama
Muscat
Safat
Sharjah
Yanbu
Asia
Singapore
Africa
Lagos
Australasia
Adelaide
Auckland
Brisbane
Darwin
Emerald
Fiji
Kalgoorlie
Karratha
Melbourne
Newcastle
Perth
Sydney
Townsville
South America
Caracas
Macae
Rio de Janeiro
North America
Atlanta
Baltimore
Baton Rouge
Beaumont
Boston
Bridgeport
Calvert City
Charleston
Chicago
Chickasha
Cincinnati
Cleveland
Columbia
Corpus Christi
Dallas
Decatur
Denver
Detroit
Fayetteville
Houston
Jacksonville
Kansas City
Lake Charles
Las Vegas
Linden
Los Angeles
Memphis
Mobile
Nashville
New Iberia
New Orleans
Oklahoma City
Pearland
Phoenix
10 Aggreko plc Annual Report and Accounts 2011
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Richmond
San Antonio
Sarnia
St. Louis
Tampa
Toronto
Service centres
that have opened
in the last 5 years
including those
gained as part
of an acquisition:
Europe
Dorsten
Heinenoord
Istanbul
London Bell Lane
Moerdijk
Moscow
Padova
Warsaw
Asia
Beijing
Dalian
Guangzhou
New Delhi
Pune
Shanghai
Africa
Durban
Johannesburg
Australasia
Christchurch
Geraldton
Gladstone
Muswellbrook
Newman
New Plymouth
Tauranga
Wellington
Wollongong
South America
Antofagasta
Belo Horizonte
Bogota
Buenos Aires
Camacari
Campinas
Concepcion
Copiapo
Lima
Manaus
Parauapebas
Porto Alegre
Puerto Montt
Recife
Santiago
Central America
Mexico City
Monterrey
Panama
Villahermosa
North America
Edmonton
Fort McMurray
Fort St. John
Gillette
Indianapolis
Long Island
Miami
Minneapolis
St. Paul
Minot
Roosevelt
San Francisco
Seattle
Shreveport
Service centres
Service centres
that have opened
in the last 5 years
including those
gained as part
of an acquisition
Aggreko plc Annual Report and Accounts 2011
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OUR BUSINESS MODELS
Aggreko is organised around two different
business models.
Local business
Our Local business runs with high volumes of generally
quite low value transactions, renting equipment to
enable customers to respond quickly to requirements
for power and temperature control. Aside from major
events (where contracts can be worth tens of millions
of pounds), the average contract size is around £10,000,
but the range is from £200 to over £1,000,000.
Although most of this business has a lead-time of
24 hours or more, about 25% of its revenues come from
responding to emergencies. It is therefore essential to
have the capability to deploy equipment and people
to the customer’s site within a matter of hours. This
business operates from 165 service centres in North,
Central & South America, Europe, the Middle East,
Africa, Asia and Australasia. These service centres
look after customers who are normally within a radius
of 200 miles, and they offer the complete range of our
products and services.
In 2011, the Local business had revenues of £734 million
which is 57% of Aggreko’s total revenue excluding
pass-through fuel1.
International Power Projects
The International Power Projects business sells power
which we deliver using power plants built, owned and
operated by ourselves. Whereas in the Local business a
contract with a customer is described in terms of renting
specified items of equipment for a period of time, most of
the contracts that International Power Projects performs
are for providing a defined amount of electrical power,
for which a customer pays a fixed monthly capacity
charge; they then pay, in addition, a variable charge
for each MW-hour they take. Under the terms of
these contracts, Aggreko is responsible for installing
and operating the equipment and the invoice to the
customer is for power generation capacity not equipment
rented. Most projects in this business are worth over
£1 million a year and some can be worth very much
1 Pass-through fuel revenue relates to contracts in our International
Power Projects business in Uganda and Tanzania where we provide
fuel on a pass-through basis.
12 Aggreko plc Annual Report and Accounts 2011
more than that; in 2011, we invoiced our largest
utility customer (excluding pass-through fuel) around
£80 million. Over 80% of revenue comes from power
utilities in developing countries but we also serve
governments, armed forces, as well as oil and gas and
mining companies. A typical contract in this business
would be for the rental of 20-50MW for an initial
period of 6-12 months, which will often be extended.
Our power-plants are highly modular, and their
capacity can be flexed in 1MW increments using
standard containerised units of our own proprietary
design, assembled in our factory in Scotland;
importantly, these generators are also in widespread
use in the Local business, so fleet can be shared
between the two businesses. They use either diesel or
gas as fuel and are designed to be easily transportable,
reliable and robust. Power projects can arise anywhere
in the world and the required response time is
generally weeks rather than the hours or days needed
in the Local business. To support these projects,
we concentrate our fleet in a number of hubs – in
Central America, Europe, the Middle East and Asia.
From each hub, large amounts of equipment can be
shipped or flown rapidly to wherever it is needed.
In 2011, our International Power Projects business
generated revenues of £554 million, or 43% of Aggreko’s
total revenue excluding pass-through fuel revenue1.
Who are our customers?
Aggreko serves every industry that uses power
and temperature control, making our customer-base
very diverse both in terms of geography and market
segment. This is a great advantage, as it gives us some
protection against problems in any one particular
market. And we can quickly move resources to
sectors and countries which are growing.
Competitive environment
When customers need power or temperature control
equipment, they have the choice to buy, lease or
rent, and therefore the biggest competitors for our
customers’ money are not rental companies, but
equipment manufacturers. The vast majority of
chillers and generators supplied to end-users each
year are bought or leased, and only a few are rented.
So, in terms of pricing and service, we always have to
be focused on the fact that customers have a choice,
Aggreko revenue by customer segment
Excluding pass-through fuel revenue
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10
9
12
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6
5
4
3
2
1
Source: Aggreko internal reports
11%
41%
1 Utilities
2 Oil and gas
3 Military
6%
4 Petrochemical and refining 7%
5 Manufacturing
6%
6 Events
7 Construction
8 Contracting
9 Services
10 Quarrying and mining
11 Shipping
12 Other
2%
4%
5%
5%
5%
4%
4%
Aggreko revenue by geography
Excluding pass-through fuel revenue
1 North America 2
2 Europe
3 Middle East 1
4 Africa
5 Asia and Australasia
6 Latin America
0%
15%
5%
12%
22%
16%
6
1
5
2
4
3
Source: Aggreko internal reports
not only of using other rental companies, but also
to buy from manufacturers. The defining issues in the
choice between buying and renting tend to be speed –
how quickly do you need it? – and duration – how long
do you need it for? Urgency, and/or short duration,
is the need that we, as a rental business, serve.
Within the Local business, barriers to entry are
relatively low; many companies, small and large, drift
in and out of rental, and competition in each market
is fierce. Typically, competitors in the Local business
are either privately-owned specialist rental businesses,
or divisions of large plant-hire companies. Their
common characteristic is that they are local: most of
them operate in a single country and, often, in just a
particular part of a country. In their own territory they
are very effective, but they find it difficult to operate
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outside their home market. So in most areas in which
we operate, competition in the Local business is fierce;
but the names with whom we do battle will tend to be
different country by country.
For International Power Projects, in some regions –
notably South America – there are a number of
companies that operate in their own patch, but
they find it hard to operate outside their regional
base. There are about 10-15 Caterpillar dealers who
compete for power projects, but again, they tend to
stick to neighbourhoods they know. These companies
find it hard to organise themselves across territories,
however, and it is difficult to operate efficiently in the
International Power Projects business without a large
homogenous fleet and the infrastructure to market,
sell and operate it in a consistent manner around the
world. There is only one other company that has the
proven ability to operate worldwide, which is APR
Energy plc, based in Jacksonville, Florida, and we
have been competing with them, on and off, for about
seven years. Analysts’ consensus in December 2011
was that their 2011 revenues would be around
$200 million, which is about 10% of Aggreko’s.
In both the Local business and International Power
Projects valuable economies of scale accrue to those
who can operate on a global basis. However, to gain
these benefits of global scale requires a very long-term
commitment to building distribution, deep technical
expertise across a number of disciplines, and a well
developed supply-chain; it also requires hundreds of
millions of pounds of capital to fund fleet investment.
Some people have the misconception that Aggreko
has grown from nothing over a short period of time; to
the contrary, Aggreko was founded some 50 years ago,
and it has taken us decades, several billion pounds of
cumulative investment in fleet and a global network
of service centres to get to the point where we are big
enough to enjoy the benefits of global scale. Over the
last 10 years, some very large and powerful companies
who have global scale in adjacent markets have tried to
emulate Aggreko but none has yet succeeded in building
a global integrated power and temperature control
business of the same scale. Aggreko is currently the only
business in the market which has grown large enough to
capture the economies of global scale and, in turn, these
efficiencies have enabled us to fund rates of investment
far ahead of any competitor. As a consequence of this
rate of investment, we have grown to be significantly
larger than any other company operating in our market.
Aggreko plc Annual Report and Accounts 2011
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THE MARKET
Our market
Demand for Aggreko’s services is created by events:
our customers generally turn to us when something
unusual happens which means they need power or
temperature control quickly, or there is a requirement
which is transitory. Events that stimulate demand
range from the very large and infrequent to the small
and recurrent.
Examples of high-value, infrequent events or situations
we have worked on include:
Large-scale power shortage – Bangladesh, Argentina
and Indonesia.
Major sporting occasions – Olympic Games,
FIFA World Cup, Asian Games.
Entertainment and broadcasting – Glastonbury.
Natural disasters – Japanese tsunami in 2011,
Nashville floods in 2010.
Post-conflict re-construction – Congo, Iraq
and Afghanistan.
Examples of lower-value, more frequent events
on which we might work are:
An oil refinery needs additional cooling during
the summer to maintain production throughput.
A glass manufacturer suffers a breakdown in its
plant and needs power while its own equipment
is being repaired.
A city centre needs chillers to create an ice-rink
for the Christmas period.
14 Aggreko plc Annual Report and Accounts 2011
How big is the market, and
what is our market share?
Because we operate in very specific niches of the
rental market – power, temperature control and, in
North America only, oil-free compressed air – and
across a very broad geography, it is very difficult to
determine with any accuracy the size of our market.
A complicating fact is that our own activities serve to
create market demand – Bangladesh and Indonesia did
not figure highly in our estimates of market size a few
years ago, but they are now important customers as a
result of our sales efforts. Furthermore, our market is
event driven, and major events such as hurricanes in
North America, the Olympic Games, or major droughts
in Africa can influence market size in the short-term.
As there is no third-party research that exactly
matches our business, we have to use a number of
different approaches to estimate the size of the global
market. All of our measurements of market size relate
to rental revenue, as services revenues like fuel and
freight are highly volatile and do not have any
reflection on underlying market size.
For most OECD countries in which we operate,
we use three techniques:
Supply-side estimation. We use market intelligence
to estimate the supply-side – i.e. how large our
competitors are. This is notoriously inaccurate,
as competitors often have much broader product
ranges. It is extremely difficult to work out how
much of their revenue comes specifically from
generators and chillers, and how much from the
many other lines of equipment they may offer.
Demand-side estimation. In our Local business, our
global IT system and a much sharper emphasis on
sector-based marketing, are helping us to develop
an improved understanding of our revenue by sector
and customer. For our International Power Projects
business, we have invested considerable effort in
proprietary research with professional economists
to develop models which forecast the supply of,
and demand for, power.
Third-party data, where it is available.
By triangulating these techniques, we develop an
estimate of market size but the truth is that it is a
guess, and probably not a very accurate one. In 2003,
we did a great deal of work on market sizing, and came
to the conclusion that the market was worth about
£1.3 billion and was growing at about 5%. Since then,
our own rental revenues have grown at a compound
annual rate (CAGR) of 20%, which would imply
either that our market share has grown improbably
fast, that the original market size was wrong or that
we under-estimated the growth-rate. In all probability,
the truth is a mixture of all three factors. Our best guess
is that the market in which we operate is now worth
somewhere around £4 billion per year. As part of our
5 year strategy review in 2012, we are commissioning
a series of studies to get a better estimate of the market
size, which will be presented in next year’s report.
Given our rental revenues of £1,042 million in 2011,
a £4 billion market would imply an Aggreko worldwide
share of sales of around 25%. Behind this lies enormous
variation. In many developing countries, where the
rental market is barely developed, and where we are
called in to provide temporary utility power, we may
represent 100% of the power rental market for the
period of the project but none when it ends. In OECD
countries, where the rental markets are better developed,
our share of the market will be lower than the 25% we
estimate for our global share of the market. However,
in nearly all the major markets in which we operate,
Aggreko is the largest or second-largest player.
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What drives market growth
in the Local business?
Growth in Aggreko’s Local business is driven by three
main factors:
GDP – as an economy grows, so does demand
for energy.
Propensity to rent – how inclined people are to rent
rather than buy. This is driven by issues such as the
tax treatment of capital assets and the growing
awareness and acceptance of outsourcing.
Events – high-value/low-frequency events change
the size of a market, although only temporarily. For
example, the scale of the Japanese tsunami has led
to a short-term surge in temporary power demand in
the areas affected by the disaster; likewise, the FIFA
World Cup in 2010 vastly increased the market for
power rental in South Africa, but for 6 months only.
In seeking to understand the drivers of growth better,
we have devised the concept of ‘Aggreko GDP’; this is
the GDP of a country weighted to account for Aggreko’s
sectoral mix of revenues. Typically, this means that
we are weighted more towards manufacturing than,
say, financial services. Over the past few years, we
have observed that in countries where the growth rate
of Aggreko GDP is below 5%, our revenues tend to grow
at 2-3 percentage points faster than the rate of Aggreko
GDP. In economies where Aggreko GDP growth is
above 5%, we get an increasingly leveraged effect, with
Aggreko sales growth far outpacing GDP growth. This
is for a number of reasons but, most notably, simply
that when economies are growing fast, customers want
equipment quickly; they want high levels of service,
and they want to focus on doing what they are good
at, rather than owning large amounts of equipment.
The graph overleaf plots this relationship between
growth in Aggreko’s revenues by country and growth
in Aggreko nominal GDP between 2003 and 2007.
We have not included 2008 – 2011 because the data
for these years is polluted by the global recession
during this period. We would also caution that these
figures include the impact of the GE Energy Rentals
acquisition in December 2006 which will exaggerate
the underlying sales growth in some countries, but we
feel that the trend they show is directionally correct.
Aggreko plc Annual Report and Accounts 2011
15
The Market continued
What drives market growth
in the Local business? continued
Aggreko Revenue CAGR 03-07 vs ‘Aggreko’
Nominal GDP
%
Aggreko GDP
Aggreko Revenue
45.0
40.0
35.0
30.0
25.0
20.0
15.0
10.0
5.0
0.0
-5.0
C
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1
C
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r
y
2
C
o
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t
r
y
3
C
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t
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y
4
C
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t
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y
5
C
o
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t
r
y
6
C
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t
r
y
7
C
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t
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y
8
C
o
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t
r
y
9
C
o
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r
y
1
0
Source: Oxford Economics, Aggreko Management accounts
Note: Includes GE-ER revenues in 2007
Overall, in times of positive GDP growth, we estimate
that the market addressed by our Local business for the
short-term rental of power and temperature control
is growing at some 2-3% above GDP in developed
markets. So, if GDP grows at 3% on average over
the cycle, our market should grow at about 5%.
In countries with rates of nominal GDP growth
that are above 5%, the market can grow much faster.
An obvious question is “so what happens in a
downturn?” The experience of the last 2-3 years has
been instructive but, before discussing it, we have to
qualify the analysis by saying that all recessions are
different and, just because our business behaved one
way in the recession of 2008-2009, does not mean
it will behave the same in the next one.
We started warning in early 2008 that we thought
that demand and rates would weaken in our Local
businesses in North America and Europe, but it was
not until the second quarter of 2009 that we felt
any impact, with demand weakening in almost every
Local business. From this might come the tentative
conclusion that our business is ‘late-cycle’. Whether
that will be true of all future recessions is uncertain, as
there are no particular reasons we can think of which
would explain why customers should seek to leave
16 Aggreko plc Annual Report and Accounts 2011
cutting back on our services until the recession is
well underway. We also recovered from the recession
extremely quickly; within a year our like-for-like
volumes in the local business were growing again. The
recovery was particularly sharp in North America. One
might conclude from this that Aggreko is in the happy
position of being late-cycle into a recession and early-
cycle out of it. We would be very suspicious of such a
golden scenario. We think, on balance, that a number
of factors helped us: unlike many businesses, we
trimmed our costs rather than hacked them and, above
all, sought to keep our sales force in place, which
meant that we were able to maintain relationships
with customers through the downturn and were ready
to serve them when they were ready to buy again; our
global reach and presence in markets that barely felt
the impact of the recession also helped us, as did our
exposure to customers in sectors such as oil and gas
and petrochemicals in which plant maintenance can
be delayed a year or two, but, ultimately, has to be done.
We were also the beneficiaries of great good luck, in
that 2010 was an ‘annus mirabilis’ in major events
revenue, with the Vancouver Winter Olympics, the
FIFA World Cup, and the Asian Games all occurring
in the same year, generating some £87 million of
revenue. This happy coincidence of three major events
in a single year happens only once every 4 years.
During the period we really felt the recession in our
Local business (Q2 2009 to Q1 2010), and we reduced
rates to keep volumes up for the critical summer season.
The power and temperature control businesses reacted
very differently; power volumes were surprisingly stable,
but temperature control volumes dropped by about
10%. For many of our customers, being without power
is not an option, but going without extra cooling
capacity may well be possible, particularly if industrial
customers are not running their processes at full
capacity. Rates fell for both power and temperature
control during this period.
Our conclusion from this? It is that, in a recession,
the Local business probably behaves the same way
as it does when GDP is growing – i.e. volume shrinks
at about twice the rate of Aggreko GDP, but there
is then an additional impact of rate erosion which
can be of the order of 5-10%.
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What drives market growth in the
International Power Projects business?
The factors which drive the growth of our International
Power Projects business are different. The main trigger
of demand is power cuts; when the lights go out in
a country, people want power restored as quickly as
possible. It is a perverse fact that people value power
most when they are without it. We believe that in
many parts of the world, and most particularly in
many developing countries, there will be increasing
numbers of power cuts, caused by a combination
of burgeoning demand for power and inadequate
investment in new capacity.
We believe that demand for power is going to grow
much faster than is commonly believed; working with
a leading group of professional economists at Oxford
Economics, we have built a model which takes data on
GDP and population growth, power consumption, and
power generation capacity for 120 countries over the
last 10 years. Using this historical data, it then projects
future power demand based on forecasts of population
and GDP growth. Our model predicts that worldwide
demand for power will grow by around 4% per annum
between 2007 and 2015, compared with forecasts by
the International Energy Agency (IEA) of 2.6%. Our
model reflects the sharp divergence between the growth
in power consumption between OECD and non-OECD
countries in recent years, as shown in the graph below.
Poor countries are seeing demand for power increasing
by over 7-8% per annum, whilst rich countries are
growing at under 1-2% (see graph below).
The rapid growth in power consumption in
developing countries is driven by industrialisation
and by the growing number of consumers having
access to devices which consume electricity, such
as fridges, televisions and mobile phones. Between
2000 and 2015, we forecast that the number of people
whose power consumption is growing faster than
per-capita GDP will double, from 2.5 billion to over
5 billion (see graph below). The majority of these
people live in developing countries, where investment
in the acquisition of new generating capacity and
maintenance of existing capacity has been far below
the levels required to keep supply in line with demand.
Population with electricity consumption growing
faster than GDP (billion)
6
5
4
3
2
1
0
2
0
0
0
2
0
0
1
2
0
0
2
2
0
0
3
2
0
0
4
2
0
0
5
2
0
0
6
2
0
0
7
2
0
0
8
2
0
0
9
2
0
1
0
2
0
1
1
2
0
1
2
2
0
1
3
2
0
1
4
2
0
1
5
Rolling 3-year average growth in electricity
consumption 1988-2008
Source: Oxford Economics
OECD
World
Non-OECD
%
9.0
8.0
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0
1
9
8
8
1
9
8
9
1
9
9
0
1
9
9
1
1
9
9
2
1
9
9
3
1
9
9
4
1
9
9
5
1
9
9
6
1
9
9
7
1
9
9
8
1
9
9
9
2
0
0
0
2
0
0
1
2
0
0
2
2
0
0
3
2
0
0
4
2
0
0
5
2
0
0
6
2
0
0
7
2
0
0
8
Source: International Energy Agency
Aggreko plc Annual Report and Accounts 2011
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The Market continued
What drives market growth in the International
Power Projects business? continued
To make this situation worse, by 2015, 25% of the
world’s installed power-generating capacity will be over
40 years old, which we believe is a reasonable proxy
for the average life of a permanent power plant. The
coming years will see the beginning of a replacement
cycle during which a large part of existing power-plant
construction capacity will be dedicated to replacing
existing plants in North America and Europe, rather
than building replacement or additional capacity in
developing countries. The sums which need to be
mobilised over the next 10 years to re-build the power
distribution and generation capacity in North America
and Europe are huge; in the UK alone, the regulator
estimates that up to £200 billion will be required.
This means that developing countries will have to
compete for funds with developed countries, where
investment risk is perceived to be far lower.
Our current models predict that the combination of
these demand-side and supply-side factors will increase
the worldwide shortfall of power generating capacity
nearly 10-fold, from about 70 gigawatts (GW) in 2005
to around 600GW by 2015. Research which we are
doing at the moment suggests that this figure may be
high, and, over the coming year we will re-work and
refine our models. The ultimate size of the shortfall will
depend on both the rate of increase in demand, and the
net additional generation and transmission capacity
brought into production during the period. Even if the
shortfall is lower than our current forecasts, it will still
represent a level of global power shortage many times
larger than today’s. We are confident that such a level
of power shortage will drive powerful growth over
the medium and long term in demand for temporary
power as countries struggle to keep the lights on.
Investors have been keen to understand what the
impact of a recession might be on our International
Power Projects business. In our 2008 Annual Report,
we wrote “It is certainly likely that lower rates of per-
capita GDP growth will lead to slower rates of growth
in demand for electricity in developing countries.
However, we believe that, unless there is a prolonged
economic catastrophe, the market for temporary
power in developing countries will continue to grow.”
Experience in the last three years has supported this
hypothesis: growth in MW on rent during 2009 was
10%, down from 40% growth in 2008, but growth
nevertheless; in 2010, we had record levels of order-
intake and grew the MW on rent by 14%; in 2011 the
MW on rent grew by 21%. Recent figures produced
by the IEA suggest that consumption of electricity
in non-OECD countries grew by 5.3% in 2008 –
a recession notwithstanding. Another concern has
been that recession might bring a bad-debt problem
in International Power Projects, but this has not been
our experience; the reasons some of our customers
occasionally take time out from paying their bills
tends to be more for organisational and political
reasons, rather than macro-economic reasons.
We end this section with our customary warning:
International Power Projects specialises in providing
energy infrastructure in countries where political and
commercial risk is high – sometimes very high – and
the fact is that we do business where others fear to tread.
To date, we have never had a material loss of equipment
or receivables, but it is very likely that sooner or later
one of our customers will misbehave. Our assets are at
much greater risk of loss or impairment than they would
be if they were sitting in the suburbs of London or New
York or Singapore. We have extensive risk-mitigation
procedures and techniques, but investors should regard
the current level of returns in this business as being
‘risk-unadjusted rates of return’, because nobody has
yet behaved badly enough to adjust them.
18 Aggreko plc Annual Report and Accounts 2011
OUR STRATEGY
Rupert Soames | Chief Executive
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it continues to be the basis of our business planning,
and we believe that consistency of purpose has been
a major contributor to our success. 19% compound
growth in revenues and 30% compound growth in
trading profit over this period indicate that the
strategy is the right one, and we continue to work
relentlessly to implement it.
Aggreko Group – excluding pass-through fuel
2011
2003
CAGR
19%
30%
324
42
13%
1,288
336
26%
Revenue (£m)
Trading profit (£m)
Trading margin
Diluted earnings per
share (pence)**
Return on capital
employed (ROCE)*
Enterprise value at
year end (£m)1
* Calculated by dividing operating profit for a period by the average
net operating assets as at 1 January, 30 June and 31 December.
86.76
5,744
10.14
28%
13%
514
35%
31%
Angus Cockburn | Finance Director
Group strategy
The objective of our strategy is to deliver long-term
value to shareholders, excellent service to customers
and rewarding careers to our employees by being
the leading global provider of temporary power
and temperature control. Our strategy is founded
on the belief that, in our market sector, it is possible
to create competitive advantage by building a truly
global business – i.e. one which operates in the same
way around the world and can use the same fleet
everywhere, the same processes, the same skills, and
the same infrastructure. This homogeneity means that
significant operating advantages and efficiencies accrue
to those who have global scale; the focus of our efforts
is therefore directed towards building global scale and
securing these advantages and efficiencies for ourselves.
The strategy was developed following an in-depth
review of Aggreko’s business in 2003, and has
been consistently applied for the last eight years;
** Pre-exceptional items.
1 Enterprise value is defined as market value plus net debt.
The strong growth over recent years was only made
possible because, over the preceding forty years,
Aggreko’s management and owners had patiently built
a foundation of service centres in North America,
Europe, the Middle East, Asia and Australia; had
spotted that designing and building our own equipment
had major advantages; had created a hard-working,
entrepreneurial and customer-focused culture; and
had built a brand. The lesson we see every day is that
it takes decades to achieve the sort of global scale
which Aggreko now has, and there are no short cuts.
Aggreko’s strategy is developed by the senior
management team, led by the Chief Executive,
and involves internal and external research,
much of it proprietary. We seek to develop a deep
understanding of the drivers of demand, changing
customer requirements, and the competitive
environment, as well as developments in technology
and regulation. We look at our own strengths and
weaknesses, and at the opportunities and threats that
are likely to face us. From this analysis, we develop
a list of investment and operational options, and
analyse their relative risks and rewards, bearing in
mind the capabilities and resources of the Group.
Aggreko plc Annual Report and Accounts 2011
19
Our Strategy continued
We regularly test our strategy which keeps it fresh
and relevant, and enables us to spot and react to new
opportunities. Having conducted a root-and-branch
review in 2003 we re-examined our conclusions in
2005, 2007 and 2009. The conclusions from the 2009
review, which were communicated to investors
in March 2010 and which we continue to believe,
are summarised below:
The strategy we developed in 2003, and re-affirmed
in 2005 and 2007, is working well.
Our Local business continues to offer attractive
opportunities for growth, both from growing our
density and footprint in existing markets, and
expanding into new countries.
The factors which have driven the growth of our
International Power Projects business will continue
to provide plenty of headroom for this business
for the foreseeable future; the world faces serious
structural shortages of power which will last for
many years and which should sustain demand
for our services.
In our 2009 review we stepped up the work we are
doing on emissions. To back this up, we have been
running two major initiatives. The first is to build
a fleet of gas-fuelled power generators, which have
significantly lower emissions; by the end of 2011,
we had invested a total of £239 million in new gas
sets, and will have about 960MW of capacity in our
fleet. The second initiative has been to embark on
a wholesale upgrading of our North American fleet
to be compliant with at least Tier 2 EPA levels.
In all our businesses, there are always opportunities
to improve the efficiency of operations, whilst
maintaining our prized agility. There are plenty
of things we can do better. In 2008 we launched
a major Group-wide initiative called Orange
Excellence, which aims to develop our capability
to improve the way we do things in the business;
under this programme, we have so far trained 330
people to Orange Belt standard, and 40 people to
Black Belt standard, and, as a consequence of this,
the company has hugely improved its capability
to drive continuous improvement in the business.
With the 2007 Strategy Review reaching the end
of its life in 2012, we have already started work on
the 2012 Strategy Review. A significant amount
of research has been commissioned, and many of
the senior managers in the business are involved
in developing our way forward. The outcome of this
review will be presented to investors in March 2013.
Our current strategy for each of the business lines
is set out below.
Business line operational strategy
Supporting the Group strategy, Aggreko has
developed operational strategies for our two
different lines of business:
The Local business rents power and temperature
control systems, ranging from small generators
up to large industrial cooling towers, to customers
who are typically within a few hours’ driving time
of our service centres;
The International Power Projects business builds
and then operates temporary power plants, selling
their capacity and electricity to utilities, the
military and major mining and oil companies.
The Local business
The Local business serves customers from 165 service
centres in 39 countries in North, Central & South
America, Europe, the Middle East, Africa, Asia and
Australasia. This is a business with high transaction
volumes: average contracts (excluding major events)
have a value of around £10,000 and last a few weeks.
The Local business represents 57% of Aggreko’s
revenues, excluding pass-through fuel, and 36%
of trading profit. Since our first strategy review in
2003, revenues and trading profit have increased at a
compound growth rate of 14% and 21% respectively:
Aggreko Local business
2011
2003
CAGR
2011
2003
% of Group
Revenue (£m)
Trading profit (£m)
Trading margin
ROCE*
734 258 14% 57% 80%
27 21% 36% 64%
121
17% 10%
18% 11%
20 Aggreko plc Annual Report and Accounts 2011
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There are three elements in our strategy for the
Local business:
1. Maintain a clear differentiation between our
offering and that of our competitors through
superior service.
2. Use the benefits of global scale to be extremely
efficient. This should enable us to make attractive
returns whilst delivering a superior service at
competitive prices.
3. Offering superior service at competitive prices
will allow us to increase market share and extend
our global reach, delivering growing revenues at
attractive margins.
Against the first objective – to maintain a clear
differentiation between our offering and that of our
competitors – third-party research shows that Aggreko
is one of the world’s best-performing companies in
terms of customer satisfaction. We are determined to
maintain this reputation for premium service and we
do this through the attitude and expertise of our staff,
the geographic reach of our operations, the design,
availability and reliability of our equipment, and the
ability to respond to our customers 24 hours a day,
7 days a week.
The claim to be one of the world’s best-performing
companies in terms of customer satisfaction is a big
one, but we think we have good reason to make it.
For each of the last 3 years we have been asking
approximately 17,000 customers what they think
of the service they have received from us, and we
measure our Net Promoter Scores. This is an objective
measure of customer satisfaction which reflects the
balance between those who think we are wonderful,
and those who think we are dreadful. Happily, the
former greatly outnumber the latter. Over the last 6
years our score has improved by 10pp and Satmetrix,
a global leader in customer experience programmes
who manage over 11 million customer responses
annually (including Aggreko’s), have confirmed that
our Net Promoter Score in 2011 was amongst the
top 5 highest of all their customers benchmarked
worldwide in the business-to-business segment.
The second objective of our strategy for the Local
business is to be extremely efficient in the way we run
our operations. This is essential if we are to provide
superior customer service at a competitive price
and, at the same time, deliver to our shareholders
an attractive return on capital. In a business in which
lead-times are short, logistics are complex, and we
process a large number of low-value transactions,
a pre-condition of efficiency is having high quality
systems and robust processes.
The operation of our Local businesses in most areas
is based on a ‘hub-and-spoke’ model which has two
types of service centre: hubs hold our larger items
of equipment as well as providing service and repair
facilities; spokes are smaller and act as logistics points
from which equipment can be delivered quickly to
a customer’s site. The hubs and spokes have been
organised into areas in which a manager has
responsibility for the revenues, profitability and
the return on capital employed within that area.
In this model, most administrative and call handling
functions are carried out in central rental centres.
Our Local business enjoys numerous advantages
as a result of its global scale. Standardised operating
processes, and the investment in a single global IT
platform, bring visibility and homogeneity. Global
utilisation statistics allow us to spot where equipment
is under-utilised, and where it can be moved to for
the best return, and this is reflected in the increase
in sales/gross rental assets, which is a financial measure
of utilisation; between 2004 and 2011, sales/gross
rental assets in the Local business increased from 62%
to 75%. Global fleet sourcing allows us to stock our
fleet with premium-quality equipment at competitive
cost. Global reach allows us to deliver service to
customers (such as major events customers) wherever
they go. Global processes allow us to disseminate
best practice quickly. The benefits of our global scale
accrue to both customers and shareholders. Our Net
Promoter Scores tell us that the model works well for
customers and, for our shareholders the benefit has
been a compound growth in trading profit of 21% over
the last 8 years and a return on capital employed that
has improved from 11% to 18% over the same period.
Some people ask us why the return on capital in the
Local business is lower than in International Power
Projects; the main answer to this is that inherently
the risks – political, economic and people-related –
we run in the Local business are far lower than in
International Power Projects, and therefore the
rewards are consequently (and properly) lower.
Aggreko plc Annual Report and Accounts 2011
21
Our Strategy continued
The third objective of our strategy for the Local
business is to deliver growth in revenues by increasing
market share and global reach. In our more mature
markets, such as North America and Europe, we know
that the most profitable businesses are those where
we have dense networks of service centres which
can share equipment, staff and customers, and benefit
from the low transport costs that come from being
physically close to customers. So, in these markets,
we focus on adding new service centres and upgrading
existing centres to make them more capable. In the
last 5 years, in our mature markets in Australia/New
Zealand, North America and Europe, we have opened
or upgraded service centres, including those acquired
as part of an acquisition in:
North America: Indianapolis, Long Island, Fort
Europe:
Australia/
New Zealand:
McMurray, Gillette, Shreveport,
Minneapolis St Paul, Seattle,
Fort St. John, Minot, Roosevelt
Berlin, Bordeaux, Bristol, London,
Padova, Warsaw, Istanbul
Christchurch, Geraldton, Gladstone,
Muswellbrook, Newman, New
Plymouth, Tauranga, Wellington,
Wollongong
However, we know that our businesses grow fastest
where there is strong growth in GDP, and, specifically,
in Aggreko GDP (GDP weighted to industries which
typically use our services). So a core part of our
strategy has been expanding our Local business
in the faster-growing economies of South America,
the Middle East, Africa and Asia. The acquisition
of GE Energy Rentals in 2006 helped us to expand
our footprint in Brazil, Chile and Mexico and, since
then, we have opened or upgraded service centres in:
Africa:
Middle East:
Durban, Johannesburg
Doha, Jebel Ali, Abu Dhabi,
Muscat, Jeddah, Al Khobar
Latin America: Panama, Buenos Aires, Antofagasta,
Recife, Parapuebas, Concepcion,
Monterrey, Villahermosa, Belo
Horizonte, Bogota, Camacari,
Copiapo, Lima, Porto Alegre
Pune, Shanghai, Dalian, Singapore,
New Delhi, Guangzhou
Moscow
Asia:
Russia:
22 Aggreko plc Annual Report and Accounts 2011
International Power Projects
This business serves the requirements of power utilities,
governments, armed forces and major industrial users for
utility-quality, temporary power generation. Whereas
in the Local business we rent equipment to customers
who operate it for themselves, in the International
Power Projects business we contract to provide power
generated by plants financed, built, commissioned and
operated by our own staff. The power plants can range
in size from 10MW to 200MW on a single site.
Most often, the business operates in areas where we
do not have a large Local business. The majority of the
customers are power utilities in Africa, Asia, Central
and South America. As described in the ‘What we do’
section, the driver of demand in these markets is that
our customers’ economies are growing, with consequent
increases in demand for additional power which cannot
be met by the current generating capacity. As a result,
many of our customers face chronic power shortages
which damage their ability to support economic growth
and increased prosperity. These shortages are often
caused or exacerbated by the variability of supply
arising from the use of hydro-electric power plants
whose output is cyclical and dependent on rainfall.
International Power Projects now represents 43% of
Group revenues and 64% of trading profit, excluding
pass-through fuel. Since 2003, International Power
Projects revenue excluding pass-through fuel and
trading profit have grown at a compound annual
growth rate of 31% and 40% respectively:
International Power Projects excl. pass-through fuel
2011
2003
CAGR
2011
2003
% of Group
Revenue (£m)
Trading profit (£m)
Trading margin
ROCE*
66 31% 43% 20%
15 40% 64% 36%
554
215
39% 23%
40% 25%
Note: pass-through fuel refers to revenues we generate from two
customers for whom we have agreed to manage the provision of fuel
on a ‘pass-through’ basis. This revenue stream fluctuates with the cost
of fuel and the volumes taken, while having an immaterial impact on
our profitability. We therefore exclude pass-through fuel from most
discussions of our business.
The strategy for this business is straightforward: grow
as fast as we prudently can, to secure for ourselves the
operating efficiencies and competitive advantages which
come from being the largest global operator. So far,
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we have been successful in executing this strategy,
and our International Power Projects business is now
many times larger than its next largest competitor.
The reason why it is advantageous to be a global
operator in International Power Projects is because
demand can shift rapidly between continents. In 2003,
South America and Asia were probably the largest
markets, and Africa was only a small proportion of
global demand. In 2009, the market in Africa was larger
than South America and Asia combined. In 2011, the
position (as measured by our fleet-on-rent) reversed
with South America and Asia representing around 50%
of our average fleet on rent. These shifts in demand
were driven in part by rainfall patterns, in part by the
relationship between economic growth and investment
in permanent power generation and, in part, by geo-
political issues. To be successful in the long-term,
therefore, requires the ability to serve demand globally,
and that requires sales, marketing and operational
infrastructure to be present in all major markets.
The reason we want to be big – and bigger than any
of our competitors – is because we believe that, as in
the Local business, scale brings significant competitive
advantages in International Power Projects. There are
numerous reasons for this:
Being able to address demand on a worldwide basis
means higher utilisation. When fleet returns from
a customer at the end of a contract, the speed with
which it can be put back on contract again is a
major determinant of profitability and returns on
capital. Fleet will find new work far more quickly
if it can address the total pool of world demand
than if it is only able to operate in a single region.
By the time customers have decided they really
do have to spend money on temporary power,
they generally want it as fast as possible. Being
able to offer very fast lead-times for large amounts
of capacity is a significant competitive advantage.
Small operators simply cannot afford to keep
250-300MW of capacity (say, £30-£40 million
of capital) sitting idle waiting for the next job.
Because the equipment used in International Power
Projects is also used in the Local business fleet, we
manage our large generators as a common global
pool. Between the Local business and International
Power Projects, we currently have a fleet of over
6,000 of these large generators, and can deploy
hundreds of MW of capacity from our various
businesses around the world on very short notice.
A good example of our speed of delivery would be the
recent power contract in Japan, where, in response to
the Fukushima disaster, we were able to deliver and
commission 200MW across 2 sites within 70 days of
the contract signature; most of our competitors would
find it difficult to deploy that amount of fleet in that
lead time.
The management of risk is a critical part of our
business; we place tens of millions of pounds worth
of capital assets in countries where the operational,
political and payment risks are high – sometimes
very high. While we take great care to mitigate these
risks, it is probable that sooner or later we will have
a loss of either receivables, or equipment, or both.
However, because of our scale, such a loss would
not imperil the Group as a whole. We treat our risks
in the same way investors do: we minimise the risk
of losses doing material damage to the business by
having a broad portfolio of exposures, none of them
correlated. For smaller companies, their portfolio of
country risk is inevitably much more concentrated;
the probability of loss in any one country for smaller
companies is no less than it is for us, but their ability
to withstand the consequences of a large loss is.
Scale therefore allows us to deal in markets where
others might, with good reason, fear to tread.
Returns from rental businesses are heavily dependent
upon the underlying capital cost of the rental fleet.
Clearly, large buyers should get better terms than
small buyers and, since we are by far the largest
purchaser of power generation for rental applications
in the world, we believe that we are advantaged in
this area. The fact that we have the scale to justify
having our own manufacturing and design facilities
also means that we can source equipment which is
better suited to our precise requirements, and more
cheaply, than smaller operators.
In summary, a large operator will have lower volatility
of demand, better lifetime utilisation of equipment,
be better able to respond to customer requirements,
and will have a lower capital cost per MW of fleet.
In International Power Projects, bigger is better –
and Aggreko is now much larger than any other
competitor in this market.
Aggreko plc Annual Report and Accounts 2011
23
MANAGEMENT OF RESOURCES
The Company’s remuneration policy, which is
described on pages 71 to 85, is aligned with the key
objectives of growing earnings and delivering strong
returns on capital. To underline this point, the Group’s
long-term incentive scheme and many senior managers’
annual bonuses are based on targets set against both
earnings per share and returns on capital employed.
We have a policy of encouraging employees at all levels
to own shares in the company, and over 1,280 people
participate in the Sharesave programme; around
170 participate in the Long-term Incentive Plan.
Physical assets
Many rental businesses provide standard products
to their customers. The car or hammer-drill you
rent is the same as the one you can buy. Aggreko’s
equipment is different: manufacturers of generators
and temperature control equipment generally design
their product to be installed and stay in the same
location for its working life. For our business, however,
this equipment has to be lifted and transported
hundreds of times during its working life. It must
be able to work in extreme conditions – the same
generator might be working in –40°C on an oil rig in
Russia one week, and in +50°C in the Saudi Arabian
desert the next. Designing and building equipment
that can do this, while remaining safe, quiet, reliable
and compliant with environmental and safety
regulations, is a key skill of Aggreko. Unusually for
a rental company, we design and manufacture most
of our equipment, and our specialist in-house teams
based in Dumbarton, Scotland understand intimately
the requirements of the environment in which the
fleet operates. Not only do we have industry-leading
equipment, we also have a great deal of it – £2,013
million worth at original cost as at 31 December 2011.
Unlike most other rental businesses, we have a policy
of keeping equipment for its useful life. This gives us a
powerful incentive to maintain it well, which gives it
both longer life and better reliability. We have a large
number of skilled engineers, well-equipped workshops
and rigorous servicing regimes to ensure that our
equipment is maintained to the highest standards.
This section describes how we manage our key
resources to deliver the strategy outlined above.
People
Aggreko has 4,639 permanent employees working
around the world and they are united by a unique
culture. Phrases such as ‘customer focused’, ‘can-do’,
‘completely dependable’ capture part of the ethos of
Aggreko employees. We have captured our culture
in three words: performance, passion and pace. This
culture has developed through the years and derives
from the fact that, very often, Aggreko is helping
people and businesses to recover from, or to avoid,
emergencies or disruption. Customers are often
dependent on Aggreko people to keep things running,
sometimes under very difficult circumstances. Our
people are highly skilled, and many of them have
years of experience. They are used to reacting quickly,
getting the job done professionally and safely, and
they respond well in a crisis.
Taking into account the environment in which we
operate, it is essential that our people are properly
trained, given the correct level of responsibility and
accountability to make decisions on a timely basis, and
are remunerated and incentivised appropriately. Each
part of the business has training programmes in place
to ensure that our employees have the necessary skills
to perform their roles to a high level. This training
is a combination of on-the-job learning and specific
skill development through training courses. A major
component of this training is related to Environmental
Health and Safety (EH&S) issues. More detail of our
EH&S policies is given on pages 47 to 53.
Aggreko continues to improve the capability of its
people in line with the growth of the Company. The
talent management system and succession planning,
which was introduced 4 years ago for the 150 senior
managers in the business now covers around 300
managers. This includes individual assessments of
our key staff resulting in individual development
plans to increase our internal talent. In 2012, we will
be implementing a Learning Management Solution,
which will help us monitor and manage training. Over
the last 3 years, as part of our Continuous Improvement
Programme, we have trained 40 people to Black Belt
level, and over 330 to Orange Belt level.
24 Aggreko plc Annual Report and Accounts 2011
Taking well-judged fleet investment decisions is a
key part of Aggreko’s management task. All material
investments are judged by reference to internal rates
of return, and we monitor utilisation daily. Fleet is
frequently moved between countries to optimise
utilisation, and our ERP system gives us the ability
to manage our fleet on a real time basis across the
world which, in turn, will enable us to optimise
its deployment and returns.
One measure of how we are doing in terms of
managing our physical assets is the return on average
capital employed. This measure is one of the key
performance indicators shown on pages 26 and 27.
Financial resources
The Group maintains sufficient facilities to meet its
normal funding requirements over the medium term.
These facilities are in the form of committed bank
facilities arranged on a bilateral basis with a number
of international banks and private placement notes.
The financial covenants attached to these facilities are
that EBITDA should be no less than 4 times interest,
and net debt should be no more than 3 times EBITDA.
The Group does not consider that these covenants
are restrictive to its operations.
Supply chain
During 2011, Aggreko’s capital expenditure totalled
£418 million. Of this, over 70% was assembled by our
manufacturing facility which is based in Dumbarton,
Scotland. The remainder of the capital expenditure
was sourced direct from third party manufacturers
to Aggreko specification and managed by our supply
chain team in Dumbarton. Aggreko’s supply chain
capability in managing suppliers of both finished
product and components for assembly is a key part
of our business capability. We have long-standing
relationships with many of our suppliers, notably
Cummins, which supplies a number of engine ranges
and alternators. We also have sourcing relationships
in countries such as China and India where we
work very closely with suppliers to ensure that the
components produced comply with Aggreko’s strict
quality standards.
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Aggreko plc Annual Report and Accounts 2011
25
KEY PERFORMANCE INDICATORS
The Group uses a large number of performance
indicators to measure day-to-day operational and
financial activity in the business. Most of these are
studied on a daily, weekly or monthly basis. A well-
developed management accounts pack, including
profit and loss statements as well as key ratios related
to capital productivity and customer satisfaction
scores, are prepared for each profit centre monthly.
In addition, every general manager in the business
receives a weekly and monthly pack of indicators
which is the basis of regular operational meetings.
There are five Key Performance Indicators (KPIs)
which we use as measures of the longer-term health
of the business and which we use to monitor progress
in implementing the Group’s strategic objectives.
They are:
Safety
Return on average capital employed
Earnings per share
Customer loyalty
Staff turnover
Safety
Our business involves the frequent movement of
heavy equipment which, in its operation, produces
lethal voltages and contains thousands of litres of fuel.
Rigorous safety processes are absolutely essential if we
are to avoid accidents which could cause injury to
people and damage to our reputation and property.
Safety processes are also a basic benchmark of
operational discipline and there is, in our view,
a close correlation between a well-run business
and a safe business.
The main KPI we use to measure safety performance
is the internationally recognised Frequency Accident
Rating (‘FAR’) which is calculated as the number of
lost time accidents multiplied by 200,000 (being the
base for 100 employees working 40 hours per week,
50 weeks per year) divided by the total hours worked.
A lost time accident is a work related injury/illness
that results in an employee’s inability to work the
day after the initial injury/illness.
The Group’s FAR during 2011 was unsatisfactory,
in that it increased markedly over the previous year.
It is still better than the benchmark of 1.1 reported
for US rental and leasing industries published by the
26 Aggreko plc Annual Report and Accounts 2011
US Department of Labor in 2010, but we expect to
be much better than the rest of the pack, and we are
dissatisfied with being only a little better. It is perverse
that this statistic should get worse in a year in which
safety processes have been strengthened in many
areas: in particular, our manufacturing operation
achieved OHSAS 18001 certification in 2010,
yet saw a sharp increase in FAR in 2011.
After a disappointing year, in which our FAR
performance has come perilously close to being
merely average for our industry, we intend to
re-double our efforts in 2012 to make Aggreko
a safer place to work in 2012.
Further discussion of Health & Safety matters can
be found in this report in the Principal Risks and
Uncertainties section (page 32).
FAR was as follows:
Frequency Accident Rating
2011
2010
2009
2008
2007
0.46
0.50
0.98
0.71
0.76
Finally, it is with great sadness that we report that we
had our first fatality ever in Aggreko; in Mauritania,
a service technician, being driven home at the end
of his shift by a professional driver, was involved
in a serious car crash and later died of his injuries.
Our thoughts and condolences go out to his family.
Return on average capital employed
In a business as capital intensive as Aggreko’s,
profitability alone is a poor measure of performance; it
is perfectly possible to be generating good margins, but
poor value for shareholders, if assets (and in particular,
fleet) are being allocated incorrectly. We believe that,
by focusing on return on average capital employed
(‘ROCE’), we measure both margin performance and
capital productivity, and we make sure that business
unit managers are tending their balance sheets as well
as their profit and loss accounts. We calculate ROCE
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by dividing operating profit for a period by the average
of the net operating assets as at 1 January, 30 June
and 31 December.
Adjusted EPS was as follows:
Adjusted EPS pence
ROCE was as follows:
Returns on average capital employed %
2011
2010
2009
2008
2007
28.0
32.4
29.0
28.5
26.7
ROCE in 2011 fell back to 28.0% due to increased
levels of working capital and the mix of revenue with
fewer major events (Vancouver Winter Olympics,
FIFA World Cup and Asian Games) in 2011 which
are less capital intensive. At 28.0%, ROCE is still
at a high, and in our view, very attractive, level.
The importance of ROCE as a measure for Aggreko
is illustrated by the fact that it is included along
with earnings per share as the basis for the Company’s
Long-term Incentive Plan (details can be found on
pages 75 to 76).
Earnings per share
Measuring the creation or destruction of shareholder
value is a complex and much-debated topic. We believe
that Diluted EPS, while not perfect, is an accessible
measure of the returns we are generating as a Group
for our shareholders, and also has the merit of being
auditable and well understood. So, for the Group
as a whole, the key measure of short-term financial
performance is diluted earnings per share pre-
exceptional items (‘Adjusted EPS’). Adjusted EPS
is calculated based on profit attributable to equity
shareholders (adjusted to exclude exceptional items)
divided by the diluted weighted average number
of ordinary shares ranking for dividend during the
relevant period. EPS for the year was 10% ahead
of the previous year and continues the significant
growth in this measure since 2007.
2011
2010
2009
2008
2007
45.56
30.02
86.76
78.98
62.42
Customer loyalty
The Group deals every year with thousands of
customers, and we have developed a process by which
we can objectively measure the performance of our
business units, not only in financial terms but also
the extent to which they are making customers feel
inclined to return to us the next time they need the
services we provide. We believe that near real-time
measurement of our performance, as seen by our
customers, gives us visibility of operational issues
which might otherwise take months to emerge through
the profit and loss account. Accordingly, we use the
Satmetrix system whereby we send customers an email
immediately after a contract closes asking them to fill
out a detailed questionnaire about how they thought
we performed. This data is then collated to conform to
the same management structure as our profit and loss
accounts so that, in monthly management accounts,
we see not only a team’s financial performance but
also their operational performance as measured by
how well their customers think they have done for
the same period.
These questionnaires generate enormous amounts
of data about how customers view our processes and
performance and, in order to distil this down into
a single usable indicator, we track a ratio called the
Net Promoter Score (NPS). Broadly speaking, the
NPS measures the proportion of our customers who
think we do an excellent job against those who think
we are average or worse. In 2011, around 20,000
questionnaires were sent out and we received over
5,000 replies: we believe that the scale of the response
we get enables us to have confidence in this KPI.
Aggreko plc Annual Report and Accounts 2011
27
As well as measuring staff turnover, the Group carried
out its third global opinion survey, conducted by an
independent third party, in which every employee
was invited to say what they thought about Aggreko.
The results have again put Aggreko in the top quartile
of employee satisfaction when compared to peer group
companies. Despite over 1,000 new people coming
into the business, the feedback from 3,600 responses
received is overwhelmingly positive and an
improvement in most areas on the previous survey.
Aggreko continues to have a strong culture with
highly committed people, demonstrated by:
91% of the respondents said they enjoyed their work;
90% were proud to work for Aggreko; and
84% found Aggreko an exciting place to work.
Key Performance Indicators continued
Across the Group, our NPS over the last five years was:
Net Promoter Score
2011
2010
2009
2008
2007
60
60
60
58
52
Satmetrix, a global leader in customer experience
programmes who manages over 11 million customer
responses annually (including Aggreko’s), have
confirmed that our Net Promoter Score in 2011 was
amongst the top 5 highest companies benchmarked
worldwide in the business-to-business segment.
Staff turnover
In a service business such as Aggreko, it is the attitude,
skill and motivation of our staff which makes the
difference between mediocre and excellent performance.
Staff retention therefore is a reasonable proxy for how
employees feel about our company. We monitor staff
turnover which is measured as the number of employees
who left the Group (other than through redundancy)
during the period as a proportion of the total average
employees during the period. Staff turnover was
slightly higher than the previous 2 years, but remains
lower than in 2007 and 2008, and was as follows:
Staff turnover %
2011
2010
2009
2008
2007
14.2
13.4
12.2
15.1
16.2
28 Aggreko plc Annual Report and Accounts 2011
PRINCIPAL RISKS
AND UNCERTAINTIES
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In the day-to-day operations of the Group we face
many risks and uncertainties. Our job is to mitigate
and manage these risks, and the Board has developed
a formal risk management process to support this.
Set out below are the principal risks and uncertainties
which we believe could adversely affect us, potentially
impacting our employees, operations, revenue, profits,
cash flows or assets. This list is not exhaustive – there
are many things that could go wrong in an operation
as large and geographically diverse as ours – and the
list might change as something that seems immaterial
today assumes greater importance tomorrow.
The foundation upon which the Group’s risk
management process is built is the Group Risk
Register. This is compiled based on input from the
businesses across the world as well as a top-down
review by members of the Executive Committee and
Board. This forms the basis of the mitigation strategies
put in place for all the key identified risks. In the
section below, we have picked from the Risk Register
those items we currently consider to be our most
important risks. The order in which they are
presented is not significant.
Economic conditions
There is a link in our business between demand for
our services and levels of economic activity; this link
is particularly evident in the Local business. If GDP
growth goes negative, demand for rental equipment
is likely to shrink even faster and this impact is likely
to be multiplied by pricing weakness at times of low
demand. As we have experienced in recent years, the
operational gearing inherent in our business models
means that variations in demand can lead to much
larger variations in profitability. We also have some
businesses which, by their nature, are exposed to
particular sectors – for instance, our Australian
business is highly dependent on mining activity, our
Singapore business has a high proportion of shipping
activity, and a material proportion of our North
American business comes from upstream and
downstream oil and gas.
We mitigate this risk in a number of ways. First,
having a global footprint is a great advantage because
we can move rental fleet from low-growth economies
to higher-growth environments; for example, in 2011,
we moved fleet out of Western Europe into Russia to
support its rapid growth. Secondly, we try to ensure
that, as they grow, our businesses build a customer-base
which is as diverse as possible, to minimise exposure
to any single sector. In Brazil, we are investing in
temperature control to reduce our sectoral exposure
to offshore oil and gas; while in South Africa we are
expanding our geographic footprint to enable us to
develop under-penetrated sectors such as shipping.
Thirdly, in the event of a more generalised downturn
in demand, as we experienced in 2009, we can quickly
reduce capital expenditure which was demonstrated by
our new fleet investment being £107 million lower in
2009 than 2008. Given the large depreciation element
in the business’ cost base (£186 million in 2011),
reducing capital expenditure to a level close to
depreciation makes the business very cash generative
which, in turn, reduces debt and interest cost.
Another economic factor to consider is the price of
fuel, which is usually the single biggest element in the
cost of running a generator. Over the last 5 years, the
price of fuel has been volatile, with the Brent Blend
price1 ranging from $35 to $145, but this does not
seem to have had any noticeable impact on people’s
willingness to rent; people rent generators because they
need power, not because it is a cheap way of generating
electricity. The major impact of the oil-price on our
business is that, at times when it has been high it has
produced huge wealth in oil-producing countries which
has been re-cycled into infrastructure investment
and this, in turn, stimulated demand for our services.
If the oil-price is persistently low – by which we
mean under $50 per barrel – we would expect to
see an adverse impact on our business in a number
of oil-producing countries.
1 Bloomberg European Brent Blend Crude Oil spot price per barrel.
Aggreko plc Annual Report and Accounts 2011
29
Principal Risks and Uncertainties continued
Generally, we find that Governments are keen
to behave in a fair way to suppliers of critical
infrastructure such as Aggreko. In the last four
years, we have had two incidents, both of which
were subsequently resolved, where our equipment was
seized by authorities as a result of tax or import duty
disputes. Neither of these were material to a Group
of our size, but either could have been fatal to a small
company. Both are indicative of the fact that we
operate in countries where the behaviour of the
authorities can be unpredictable, and not always
in line with contractual commitments.
The quantum of political risk faced by the business has
grown in recent years with the rapid expansion of our
International Power Projects business, but the benefit
of scale is that the risk becomes more diversified.
Failure to collect payments
or to recover assets
In practice, the biggest risk is non-payment. The vast
majority of the contracts into which the Group enters
are small relative to the size of the Group and, if a
customer fails to pay a debt, this is dealt with in the
normal course. However, the Group has some large
contracts in developing countries where payment
practices can be unpredictable. The truth is that, with
contracts in around 100 countries there are always two
or three large customers who are misbehaving as far as
payment is concerned, and we constantly monitor the
risk profile and debtor position of such contracts, and
deploying a variety of techniques to mitigate the risks
of delayed or non-payment. This mitigation will vary
from customer to customer, but our armoury includes
obtaining advance payments, letters of credit, bank
guarantees, and, in some cases, insurance against
losses. As a result of the rigorous approach to risk
management, the Group has never had a significant
loss, although we have had some very near misses.
While the rapid growth in our International Power
Projects business makes it less likely that any bad debt
would be material to the Group’s balance sheet, the
increased number of contracts and countries in which
we operate increases the likelihood of a loss and makes
it highly likely that, at some stage, a major customer
will default or prevent us from repatriating assets.
Exchange rate fluctuations can have a material impact
on our performance reflected in Sterling: the Group’s
asset values, earnings and cash flows are influenced by
a wide variety of currencies owing to the geographic
diversity of the Group’s customers and areas of
operation. Around 75% of the Group’s revenue and
costs are denominated in US Dollars; the next largest
currency exposure is to the Euro which accounts for
around 7% of our revenues and costs. The relative
value of currencies can fluctuate widely and could
have a material impact on the Group’s asset values,
costs, earnings, debt levels and cash flows, expressed
in Sterling. We manage the transactional exchange
impact through hedging and denomination of
borrowings but we do not try and manage translational
exchange impact. In terms of translational exchange,
a 5 cent movement in the Sterling/Dollar exchange
rate had an impact in 2011 of around £30 million
on revenue and £9 million on trading profit.
Political risk
This section should be read in conjunction with the
subsequent section on failure to collect payments.
The Group operates in around 100 countries, many in
Africa, Asia and Central and South America. In some
jurisdictions there are significant risks of political
instability which can result in civil unrest, equipment
seizure, renegotiation or nullification of existing
agreements, changes in laws, taxation policies or
currency restrictions. Any of these could have a
damaging effect on the profitability of our operations
in a country.
Prior to undertaking a contract in a new country,
we carry out a risk assessment process to consider risks
to our people, to assets and to payments. By far the
greatest exposure to political risk is in the International
Power Projects business. In all cases, the safety of our
employees is always our first concern, and if the level
of risk is considered unacceptable we will decline to
participate in any contract; where there are potential
risks, we develop detailed security plans to ensure the
safety of our employees. In terms of asset risks, the
Group uses a wide range of tools and techniques to
manage risk, including insurances, bonds, guarantees
and cash advances. International Power Projects’
financial exposures are monitored by the Board on
a monthly basis and action plans to address assets,
payments or tax exposures are reviewed.
30 Aggreko plc Annual Report and Accounts 2011
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The risk of non-payment of a receivable presents a
particular risk for a public company such as Aggreko,
because our customers are rarely attuned to our
obligations to update regularly the market on our
performance. While we seek to ensure that no single
country could cause the company material medium
or long-term damage, failure to collect a major debt
could result in an unexpected, and possibly significant,
reduction in our profits in any given reporting period.
The impact of failure to collect a debt is twofold;
first we have a write-off of the debt, and secondly,
we lose future revenue and profit. We continually make
judgements as to whether we need to book a provision
against particular debts, and, if the debts are material,
they could cause us to miss a forecast and lead to
a negative share price reaction. Unless a customer
actually seizes equipment, deciding whether a
receivable will be collected or not is more art than
science and there have been several occasions when
we have had to make difficult judgements as to when
to provide for a debt. The potential for volatility was
illustrated during 2011. During the first half, the bad
debt provision in International Power Projects was
increased by £14 million reflecting the heightened
risk of non-payment in 3 countries. During the second
half, significant payments were received in respect of
these countries and circa £11 million of this bad debt
provision was released to the Income Statement.
Even though we have an ever broader portfolio of
contracts, and therefore a more diversified portfolio
of risk, we caution investors that the current very high
returns on capital that we earn, particularly in our
International Power Projects business, are in effect
‘risk-unadjusted’. So far, no customer has behaved badly
enough to adjust them, but, as we repeatedly tell people,
it is probably only a matter of time before they do.
Events
The business is, by nature, driven by events. People
hire generators because some event or need makes
it essential. Aggreko’s revenues, cashflows and profits
can be influenced significantly by external events as
evidenced in the past by hurricanes in North America
or by the contracts to supply power to the military
camps in the Middle East. These events are, by their
nature, difficult to predict and, combined with the
high operational gearing inherent in our business, can
lead to volatility in trading outcomes. By developing
the business globally, as well as by increasing and
broadening the Group’s revenue base, the impact
of a single event on the overall Group will reduce.
Additionally, the ability to move equipment around
the world allows the Group to adjust to changes in
utilisation caused by any changes in demand.
Failure to conduct business dealings
with integrity and honesty
Some of the countries in which the Group operates
have a reputation for corruption and, given that many
of our contracts involve large sums of money, we are
at risk of being accused of bribery and other unethical
behaviour. The first and most important way of avoiding
this risk is to ensure that people, both inside and outside
the Group, know that Aggreko does not engage in,
and will not tolerate, bribery, corruption or unethical
behaviour. We have a strict Ethics Policy, a copy of
which is available on our website www.aggreko.com.
Rather than just publishing it, we get every employee
to sign it when they join the business; every consultant
acting on our behalf agrees in writing to abide by it,
and every consultancy or agency agreement has an
explicit term stating that the agreement will be
terminated immediately if the consultant or agent does
not abide by our policy. During the year we also rolled
out a confidential, multi-lingual hotline, available
worldwide, which allows any employee who has any
ethical concerns to report them to an independent
third party on an anonymous basis.
While the risk of unethical behaviour can take
many forms, the most significant risk we run in this
area is the behaviour of third party sales agents and
consultants in our International Power Projects
business. Given the ephemeral nature of this business
– there might be no business for us in a country for
5 years and then suddenly a power crisis might present
an opportunity to supply 100MW for 6 months –
it is not practical to maintain full-time salespeople
in each of the 100 countries where we do, or could
conceivably do, business. Instead, we make agreements
with organisations which know a country well, can
keep our services on the radar of decision makers,
and keep us briefed on opportunities. When an
opportunity arises, we send in our own salespeople
to work with them. These consultants do not get paid
a retainer and may receive no compensation other
than a ‘thank you’ and a pat on the back for years;
the reason why they are prepared to do this is because
when we do win a contract, they are well rewarded.
Aggreko plc Annual Report and Accounts 2011
31
Principal Risks and Uncertainties continued
Safety
The business of the Group involves transporting,
installing and operating large amounts of heavy
equipment, which produces lethal voltages or very
high pressure air, and involves the use of millions
of litres of fuel which could cause serious damage
to the environment. Every day, we manage the risks
associated with this business, and we have carefully
designed procedures to minimise the risk of an
accident. If these procedures are not followed
however, accidents can happen and might result in
injury to people, claims against the Group, damage
to its reputation and its chances of winning and
retaining contracts.
The Group has a proactive operational culture that
puts health and safety at the top of its agenda in order
to reduce the likelihood of an accident. We work very
closely with our customers, employees and Health &
Safety authorities, to evaluate and assess major risks to
ensure that health and safety procedures are rigorously
followed. The Group has developed health and safety
KPIs which are reviewed by the Board on a regular basis.
Competition
Aggreko operates in a highly competitive business.
The barriers to entry are low, particularly in the Local
business and, in every major market in which we
operate, competitors are constantly entering or leaving
the market. We welcome this competition as it keeps
us sharp and also helps to grow the overall rental
market which, in many countries, is under-developed.
We monitor competitor activity carefully but,
ultimately, our only protection from suffering material
damage to our business by competitors is to work
relentlessly to provide our customers with a high
quality and differentiated service proposition at
a price that they believe provides good value.
And they work hard for the money, often taking
responsibility for the supply of critical elements of the
project such as finding power-plant sites, providing
administration and technical services, labour and
security. The fact that they are only paid on results
might be seen to raise the risk that they are tempted
to indulge in bribery to secure their income. How do
we protect against this? In our view, it is all down to
the choice of the sales consultant and, to this end, we
carry out comprehensive due diligence on all potential
candidates. Before we appoint an agent or consultant,
we use specialist third-party investigators to conduct
comprehensive background checks on them; these
checks include obtaining bank references and searches
for previous records of inappropriate behaviour
or of any family or other links with the customer
or government. Once a sales consultant has been
appointed, we keep a close eye on them. Payments
made to agents and sales consultants are subject to
audit by internal auditors to ensure they are in
accordance with the agreements, and we have a
full-time Compliance Officer who continuously
monitors our dealings with sales consultants and
agents. In addition, we carry out regular training
by outside lawyers of managers and salespeople who
deal in at-risk jurisdictions and, from time to time,
we conduct independent reviews of contract files.
We also structure our sales consultancy agreements
to allow us to terminate any agreement immediately
and without compensation in the event that we
suspect any inappropriate behaviour. Given that
these sales consultants have much to gain by working
for us, this is a powerful incentive to behave.
Despite the fact that none of the business that we
would consider to be at elevated risk of ethical issues
comes under its jurisdiction, in the past we modelled
our compliance regime around the requirements of the
US Foreign Corrupt Practices Act (FCPA), on the
basis that it probably set the highest standards in the
world. The passing into law of the UK Bribery Act in
2011, which is generally regarded as being significantly
stronger than the FCPA, led us to further review
and tighten our procedures. Amongst the changes
we made was the establishment of a Board Ethics
Committee, composed entirely of Non-executive
Directors, to approve our ethics-related policies and
procedures, and to monitor compliance. A report from
the Committee is set out on page 68 of the Annual
Report and Accounts.
32 Aggreko plc Annual Report and Accounts 2011
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People
Aggreko knows that it is people who make the
difference between great performance and mediocre
performance. This is true at all levels within the
business. We are keenly aware of the need to attract
the right people, establish them in their roles and
manage their development. As a framework for people
development, we have in place a talent management
programme which covers most of the management
population. Under this programme, we try to identify
the development needs of each individual from the
outset, as well as identifying successor candidates for
senior roles. We also have an ongoing relationship
with one of the world’s leading business schools, IMD,
to deliver a tailor-made Group-wide management
education programme.
Another risk is that competitors seek to recruit our
key personnel. For many years, Aggreko has been a
target for recruitment and we manage this on a daily
basis. We actually regard it as a compliment that so
many companies want to recruit our people. The main
mitigation for this is to make sure that people enjoy
working for Aggreko, that they feel that they are
recognised, cared for, and have challenging and
interesting jobs. Reward is also an important part of
the equation, and there can be little doubt that our
policy of rewarding people well for good performance,
and of having a successful Long-term Incentive Plan,
has acted as a powerful retention tool.
Product technology and
emissions regulation
The majority of Aggreko’s fleet is diesel-powered, and
some of our equipment is over 10 years old. As part of
the increasing focus on environmental issues, countries
continue to introduce legislation related to permissible
levels of emissions and this has the potential to affect
our business. Our engines are sourced from major
manufacturers who, in turn, have to develop products
which conform to legislation, so we are dependent
on them being able to respond to legislation. We also
have to be aware that when we buy a generator,
we want to be able to rent it for its useful life
and to be able to move it between countries.
To mitigate these risks, we adopt a number of strategies.
First, we retain considerable in-house expertise on
engine technology and emissions – so we have a good
understanding of these issues. Secondly, we have very
close relationships with engine manufacturers, so we get
good forward visibility of their product development
pipeline. When new products appear – particularly
those with improved emissions performance – we try
to introduce them into the fleet as quickly as possible
to ensure that, over time, our fleet evolves to ever-
better levels of emissions performance. An example
of this is the significant investment we have made in
the development of our gas-fuelled technology: these
engines have significantly reduced emissions compared
with other fuel types. Thirdly, if emissions-compliance
becomes such an issue that it begins to impact our
business in a material way in some territories, our
global footprint will be a major advantage as it gives
us numerous options for the re-deployment of our
fleet. An example of this is in our North American
business, where by the end of 2012 we will have
replaced our whole power fleet with the latest level
of emissions compliant equipment, with the previous
fleet being re-deployed to other parts of the Group.
Aggreko plc Annual Report and Accounts 2011
33
REVIEW OF TRADING
Group trading performance
I am pleased to report that Aggreko has delivered
another strong performance in 2011, with underlying1
growth in revenues of 22% and in trading profit2 of
26%. The Group also achieved solid headline growth
despite the fact that 2010 was an extraordinary year
for our revenue from major sporting events, with the
FIFA World Cup, the Vancouver Winter Olympics
and the Asian Games together accounting for about
£87 million of revenue in 2010. Such a happy
coincidence of three world-class events running in
the same year happens only once every four years.
We therefore feel justified in focusing on the underlying
results, which we define as being revenue and trading
profit excluding these events, pass-through fuel3, and
currency movements, as well as a small amount of
revenue from the London Olympics which arose in
2011. To give added perspective, the table below
shows the reported versus underlying numbers
for both 2010 and 2011.
Year-on-year growth %
As reported
Revenues
Trading profit
Underlying
Revenues
Trading profit
2011
2010
14%
8%
22%
26%
20%
24%
11%
11%
A summarised Income Statement for 2011 is set out
below. All references to taxation, profit after tax and
earnings per share in this section are pre-exceptional
items unless otherwise stated.
Movement
2011
£ million
2010
£ million
As
reported
Underlying
change
1,396
1,230
14%
22%
1,288
338
342
1,156
312
315
11%
8%
9%
26%
(18)
324
(92)
232
(11)
304
(91)
213
(85)%
6%
(1)%
9%
86.76
78.98
10%
Revenue
Revenue excl.
pass-through fuel
Trading profit
Operating profit
Net interest
expense
Profit before tax
Taxation
Profit after tax
Diluted earnings
per share (pence)
As reported, Group revenue at £1,396 million (2010:
£1,230 million) was 14% higher than 2010, while Group
trading profit of £338 million (2010: £312 million)
was 8% ahead of 2010. This delivered a Group trading
margin of 24.2% (2010: 25.4%), with the reduction due
to not having the benefit of the major sporting events
revenue of 2010. Underlying revenue and trading profit
increased by 22% and 26% respectively. On the same
basis trading margin increased to 25.9% (2010: 25.1%).
As reported, Group profit before tax increased by 6% to
£324 million (2010: £304 million), and profit after tax
increased by 9% to £232 million (2010: £213 million)
reflecting the reduction in the effective tax rate from
30.0% to 28.5%. Diluted earnings per share grew 10%
to 86.76 pence (2010: 78.98 pence). Return on capital
employed, measured as operating profit divided by
average net operating assets, decreased by 4pp to 28.0%
(2010: 32.4%) due to increased working capital and
the absence of the major sporting events revenue of
2010 which were less capital intensive than the base
business. The ratio of revenue (excluding pass-through
fuel) to average gross rental assets decreased from 76%
to 71% also reflecting the higher capital productivity
of major sporting events as well as the high level of fleet
investment in 2011, particularly during the second half.
1 A bridge between reported and underlying revenue and trading
profits is provided at page 40 of the Review of Trading.
2 Trading profit represents operating profit before gain on sale
of property, plant and equipment.
3 Pass-through fuel relates to two contracts in our International Power
Projects business where we provide fuel on a pass-through basis.
34 Aggreko plc Annual Report and Accounts 2011
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The strengthening of Sterling, during the year,
in particular against the US Dollar, had the effect
of reducing revenue by £26 million and trading profit
by £9 million. Pass-through fuel, which we manage as a
service to two customers at little or no margin, increased
sharply, primarily driven by the unit cost of fuel rather
than volumes, and accounted for £108 million (2010:
£74 million) of reported revenue of £1,396 million and
£2 million (2010: £2 million) of reported trading profit
of £338 million.
Fleet capital expenditure for the year was £392 million
(2010: £254 million) which represented 94% of total
capital expenditure. This fleet spend was 2.2 times
the depreciation charge in the period, reflecting the
continued expansion of our rental fleet; our International
business accounted for around 71% of this investment.
The largest investment in terms of product was in
our gas fleet. In addition, we acquired £5 million of
property, plant and equipment as part of the acquisition
of N.Z. Generator Hire Ltd, in March 2011. The total
consideration for this acquisition was £14 million.
Net debt of £365 million at 31 December 2011 was
£232 million higher than the same period last year.
We regard this as a creditable performance given the
£149 million year-on-year increase in total capital
expenditure and the £160 million increase in cash
returns to shareholders; this latter item comprised
the £148 million return of capital to shareholders,
completed in July 2011, and a £12 million increase
in the ordinary dividend.
Regional trading performance
The performance of each of our regional businesses
is described below. Our International Power Projects
grew revenue in constant currency and excluding pass-
through fuel by 25%, and secured over 1,200MW of
new work in 20 countries; on the same basis, trading
profit increased by 33%. Our Local business delivered
an underlying 21% growth in revenue, and on the
same basis 15% growth in trading profit.
Regional trading performance as reported in £ million
Management Group
Local business
North America
Europe
Middle East & South East Europe (SEE)
Sub-total Europe & Middle East
Aggreko International’s Local businesses
Sub-total Local business
International Power Projects (IPP)
IPP excl. pass-through fuel
IPP pass-through fuel
Sub-total International Power Projects
Revenue
Trading profit
2011
£ million
2010
£ million
Change
%
As reported
2011
£ million
2010
£ million
Change
%
As reported
259
189
113
302
173
734
554
108
662
246
164
98
262
188
696
460
74
534
5%
15%
16%
16%
(8)%
6%
20%
46%
24%
14%
49
22
20
42
30
45
19
23
42
55
121
142
215
2
217
338
168
2
170
312
9%
17%
(14)%
–
(46)%
(15)%
28%
19%
28%
8%
Group
1,396
1,230
Group excluding pass-through fuel
1,288
1,156
11%
336
310
8%
Aggreko plc Annual Report and Accounts 2011
35
Review of Trading continued
Local business: North America
Local business: Europe & Middle East
Revenue
Trading profit
Trading margin
2011
$ million
415
79
19.1%
2010
$ million
380
70
18.3%
Underlying
change
%
18%
27%
In generally difficult market conditions, our North
American business performed extremely well in 2011
with underlying revenues (i.e. excluding the impact of
the Vancouver Winter Olympics in 2010) increasing
by 18%, and trading profit by 27%; on the same basis
trading margin improved from 17.9% to 19.1%.
On an underlying basis, rental revenue grew by 15% and
services revenue was up 27%. Power rental revenue was
up 21% with good base business growth as well as the
added benefit of the acquisition of the Northland Power
Services business in late 2010. Temperature control
revenue increased by 9% and oil-free compressed air
rental revenues grew by 13%. A significant part of the
growth came from an improvement in rental rates across
all three product lines, most notably in power, where
rates are back to pre-recession levels.
Nearly all geographic areas of the North American
business achieved strong base business growth on the
same period last year. Our strategy to develop our
presence in both upstream and downstream oil & gas
both through acquisitions and organic growth has paid
off handsomely, and it now represents the largest
customer segment of our North American business.
During 2011 we continued our investment in new
emissionised fleet and by the end of 2012 we will have
invested $135 million in our North American fleet
renewal programme with the vast majority of our
power fleet capable of operating at Tier 2 EPA
standards or above.
The North American business has made a strong start
to 2012, maintaining the momentum we saw in the
second half of 2011, and we expect that the business
will continue to deliver growth in the first half. The
second half, in which the business generally delivers
the majority of its profits, is hard to discern at this
distance in time. Our current view is that we should
deliver continued growth in the second half, but
perhaps at a slightly slower rate than in the first half.
36 Aggreko plc Annual Report and Accounts 2011
Revenue
Trading profit
Trading margin
Europe
Revenue
Trading profit
Trading margin
2011
£ million
302
42
13.7%
2010
£ million
262
42
15.9%
Underlying
change
%
15%
(3)%
2011
£ million
189
22
11.5%
2010
£ million
164
19
11.3%
Underlying
change
%
12%
7%
Middle East & SEE
Revenue
Trading profit
Trading margin
2011
AED million
2010
AED million
666
117
17.5%
554
130
23.5%
Underlying
change
%
20%
(10)%
Our Europe & Middle East business experienced
something of a role reversal in 2011, in that the
Middle East – which has historically been one of
Aggreko’s fastest-growing businesses (and is now
our largest Local business worldwide in terms of
MW on rent), went backwards in 2011 in trading
profit terms. In contrast the European business, which
has historically grown more slowly than other parts
of our Local business, delivered a very creditable
7% underlying growth in profits.
The main driver of the movements in the Middle East
was that some highly profitable power projects came
to an end, and were replaced by some temperature-
control contracts which brought with them very high
volumes of fuel which went through our books at tiny
margins; so revenues went up, and margins went
down. In Europe, our oil and gas business, notably
in Russia, grew strongly as a result of several years
investing in our Local business there.
Revenue of £189 million in Europe was 12% ahead of
the prior year on an underlying basis (i.e. in constant
currency and excluding a small amount of early revenue
from London 2012). In terms of performance in
individual countries, it was the usual mixed picture.
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We made progress in Russia, France, Germany, Italy
and in the UK while our businesses in Spain and Ireland
continued to suffer from the weak economy. Given the
state of their economies this is hardly a surprise. Rental
revenue increased by 14%, with power increasing by
18% and temperature control increasing by 4%. Services
revenue, which mainly comprises fuel and transport,
increased by 9%. The underlying trading margin of
10.8% was slightly down on prior year (11.3%).
Revenue in the Middle East of AED666 million
(£113 million) was 20% ahead of the prior year on an
underlying basis, and much of this growth was driven
by high volumes of low-margin fuel. Rental revenue
increased by 7%, with power increasing by 6%, and
temperature control increasing by 25%. Services
revenue, where the fuel is booked, increased by 73%.
Margins fell to 17.5% (2010: 23.5%), reflecting the
higher proportion of services revenues. Our businesses
in the Southern Gulf and Saudi Arabia grew strongly;
trading was weak in the Northern Gulf and Bahrain.
Across Europe & the Middle East rental rates showed
a small improvement on the prior year, but are still
below pre-recession levels, reflecting the challenging
economic conditions in most of the countries in
which we operate.
We are continuing to expand the footprint of our
Europe & Middle East business; in the second half
of 2011, we established a new local business in Turkey,
and we also signed our first civilian contracts in Iraq,
serving the rapidly-developing oil and gas sector. These
developments, combined with a 45MW emergency
contract providing power in Cyprus and continued
growth in Russia, will help our business in the face of
a tough economic environment in many parts of this
region. Our Europe & Middle East business also has to
deliver a faultless service to the London 2012 Olympic
Games, which is one of the largest events contracts ever
delivered by Aggreko. We now expect to install well
over 500 generators and 1,200 kilometres of cable across
44 sites; we will have over £25 million of fleet assets
serving the event, much of it delivered new from our
factory in Dumbarton, and the timing of the contract
means that we are having to pull forward fleet capital
expenditure into the first half in order to ensure that
all the equipment is available on time. We now expect
that the total contract will be worth over £40 million.
On an underlying basis, excluding the Olympics, we
expect the business to deliver modest growth.
Aggreko International’s Local business
Revenue
Trading profit
Trading margin
2011
£ million
173
30
17.3%
2010
£ million
188
55
29.4%
Underlying
change
%
37%
29%
Aggreko International’s Local businesses operate in
Australia, New Zealand, Brazil, Mexico, Argentina,
Chile, Singapore, China, India, South Africa, Peru,
Panama and Colombia. It is in this business that the
difference between reported and underlying growth
is most stark, as revenues in 2010 included over
£68 million from the FIFA World Cup contract in
South Africa and the Asian Games in Guangzhou; to
confuse matters further, there was also a small amount
of revenue in 2011 from the Asian Games. As a result
reported revenue in 2011 decreased by 8%, trading
profit decreased 46% and trading margin was 17.3%
(2010: 29.4%). However, excluding the impact of
these events, revenue increased by 37%, with rental
revenue increasing by 41% and services by 25% while
trading profit increased by 29%. Between them, these
businesses now account for nearly 25% of Aggreko’s
Local business, and they are growing at an impressive
rate. They are not diluting margins, but they are
diluting returns on capital as every time we open
a new depot we have to stock it with fleet and it
generally takes 5 years to get a depot to the point
where it has the utilisation to deliver respectable
returns on capital. In 2011 we opened 12 new service
centres, namely, in South America, Lima, Belo
Horizonte, Bogota, Camacari, Copiapo, and Porto
Alegre; in Asia, in New Delhi and Guangzhou; in
Africa, we opened in Durban. In Australia-Pacific,
we opened depots in Muswellbrook, Newman, and
Wollongong, and also, through the acquisition of
N.Z. Generators in New Zealand, gained depots
in Christchurch, New Plymouth, Tauranga and
Wellington. We have sown a lot of seed-corn in these
territories; not all of them will work out, but we are
confident that enough of them will provide strong
growth in the years ahead.
In terms of the trading performance, excluding the
major sporting events, revenue from power was up
47% and temperature control was up 5%. Revenue
in all of Aggreko International’s Local businesses
increased as compared with last year most notably
Aggreko plc Annual Report and Accounts 2011
37
Review of Trading continued
in our largest market Australia where revenue
increased 27% driven by a strong performance
in the mining sector.
It is extremely encouraging to see that our strategy
of expanding our footprint in fast-growing markets
is bearing fruit. At the end of February 2012, this
business had over 30% more power on rent than the
previous year, and we intend to continue to build our
service centre network with about 20 new facilities
planned to be opened in 2012. As a consequence,
we believe that this business will continue to deliver
good growth in 2012.
Aggreko International: International
Power Projects
Revenue (excl.
pass-through fuel)
Trading profit (excl.
pass-through fuel)
Trading margin
2011
$ million
2010
$ million
Underlying
change
%
888
712
25%
344
38.8%
260
36.5%
33%
Our International Power Projects business delivered
another strong performance in 2011 with revenue,
in constant currency and excluding pass-through fuel,
growing by 25% to $888 million and trading profits
increasing by 33% to $344 million. Trading margin
increased to 38.8% (2010: 36.5%).
Demand was very strong during 2011. We secured 36
new contracts in 20 countries and 1,242MW of new
work comprising 513MW in Asia, 316MW in Africa
& Middle East, 330MW in Latin America and 83MW
of other. At the start of 2012, our order book stood at
almost 36,000MW-months, an increase of 21% over the
prior year and the equivalent of 14 months’ revenue at
the current run-rate. In terms of rates, the mix impact
of the rapid growth in our higher rate gas business
meant that overall rates were slightly higher than the
previous year, despite diesel rates being flat on 2010.
On a geographic basis, Asia continued to deliver strong
growth, and is now our largest area. Latin America also
grew strongly; our African and Middle East businesses
had a tough year reflecting the full-year impact of the
off-hires in 2010 in Kenya and Yemen. As anticipated,
military revenues also declined as the US military
38 Aggreko plc Annual Report and Accounts 2011
presence in Iraq ended and we anticipate that military
revenues will be materially lower in 2012. Around 80%
of International Power Projects’ revenue in 2011 came
from utilities; military projects represented about 11%,
and oil & gas, mining and manufacturing together
contributed the remaining 9%. At the start of 2012,
the International Power Projects fleet, at over
4,400MW, is 22% larger than 12 months earlier
and includes around 840MW of gas-powered fleet.
A key challenge in our International Power Projects
business is cash collection and the potential volatility
that this can have on the trading results. This was
illustrated during 2011 when the bad debt provision
increased by $23 million in the first half due to delays
in payment by three major customers. During the
second half, significant payments were received from
these customers and we were able to release $18 million
of the provision, leaving a net increase for the year as a
whole of $5 million. Unpredictable payment behaviour
is a feature of the International Power Projects business,
and it is likely that this pattern of bad debt provisions
moving up and down between reporting periods will
continue in the future. It is for this reason that we
continue to take a prudent view when it comes to
taking provisions against overdue debt. At 31 December
2011 bad debt provisions amounted to around 17% of
our 2011 International Power Projects gross debtors.
International Power Projects has started the year
strongly with nearly 21% more capacity on rent than
a year ago and a 14-month forward order book. Order
intake so far in the first quarter has been strong, with
almost 300MW of new business secured. Although
we expect the first half to be strong, comparators
in the second half are going to be tough, as we have
to replace revenues from Japanese and US Military
contracts off-hiring, and we will not have the benefit
of the 2011 second half bad debt provision release
described above. We hope to be able to partially offset
these factors with the continued growth in our gas
business. Overall we expect to deliver continued
strong growth for the year as a whole.
DETAILED FINANCIAL REVIEW
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Critical accounting policies
The Group’s significant accounting policies are set out
in Note 1 to the Group’s Annual Report and Accounts.
was £4 million (2010: £3 million). Substantially all
of this charge relates to the amortisation of intangible
assets arising from business combinations.
Preparation of the consolidated financial statements
requires Directors to make estimates and assumptions
that affect the reported amounts in the consolidated
financial statements and accompanying notes. Actual
outcomes could differ from those estimated.
The Directors believe that the accounting policies
discussed below represent those which require the
greatest exercise of judgement. The Directors have
used their best judgement in determining the
estimates and assumptions used in these areas but
a different set of judgements could result in material
changes to our reported results. The discussion below
should be read in conjunction with the full statement
of accounting policies, set out in Note 1 to the
Group’s Annual Report and Accounts.
Property, plant and equipment
Rental fleet accounts for £1,015 million, or around
93%, of the net book value of property, plant and
equipment used in our business; the great majority
of equipment in the rental fleet is depreciated on
a straight-line basis to a residual value of zero over
8 years, although we do have some classes of non-power
fleet which we depreciate over 10 years. The annual
fleet depreciation charge of £175 million (2010:
£147 million) relates to the estimated service lives
allocated to each class of fleet asset. Asset lives are
reviewed regularly and changed if necessary to reflect
current thinking on their remaining lives in light
of technological change, prospective economic
utilisation and the physical condition of the assets.
Intangible assets
In accordance with IFRS 3 (revised) ‘Business
Combinations’, goodwill arising on acquisition of
assets and subsidiaries is capitalised and included in
intangible assets. IFRS 3 (revised) also requires the
identification of other acquired intangible assets. The
techniques used to value these intangible assets are
in line with internationally used models but do require
the use of estimates and forecasts which may differ
from actual outcomes. Future results are impacted by
the amortisation period adopted for these items and,
potentially, by any differences between forecast and
actual outcomes related to individual intangible assets.
The amortisation charge for intangible assets in 2011
Goodwill of £65 million (2010: £60 million) is not
amortised, but is tested annually for impairment and
carried at cost less accumulated impairment losses.
The impairment review calculations require the use
of forecasts related to the future profitability and cash
generating ability of the acquired assets. There were
no impairment charges in 2011 and 2010.
Taxation
Aggreko’s pre-exceptional effective tax charge of
28.5% is based on the profit for the year and tax
rates in force at the balance sheet date. As well as
corporation tax, Aggreko is subject to indirect taxes
such as sales and employment taxes across various
tax jurisdictions in the approximate 100 countries
in which the Group operates. The varying nature and
complexity of tax law requires the Group to review
its tax positions and make appropriate judgements at
the balance sheet date. In addition, the recognition
of deferred tax assets is dependent upon an estimation
of future taxable profits that will be available, against
which deductible temporary differences can be
utilised. In the event that actual taxable profits are
different, such differences may impact the carrying
value of such deferred tax assets in future periods.
Further information, including a detailed tax
reconciliation, is shown at Notes 9 and 20
to the Annual Report and Accounts.
Trade receivables
Trade receivables are recognised initially at fair
value and subsequently measured at amortised cost.
An impairment is recorded for the difference between
the carrying amount and the recoverable amount
where there is objective evidence that the Group
may not be able to collect all amounts due. Significant
financial difficulties of the debtor, probability that the
debtor will enter bankruptcy or financial reorganisation
and default, or large and old outstanding balances,
particularly in countries where the legal system is
not easily used to enforce recovery, are considered
indicators that the trade receivable is impaired.
The majority of the contracts into which the Group
enters are small relative to the size of the Group and,
if a customer fails to pay a debt, this is dealt with in
the normal course of business. However, some of the
Aggreko plc Annual Report and Accounts 2011
39
Detailed Financial Review continued
contracts the Group undertakes in developing
countries are very large, and are in jurisdictions where
payment practices can be unpredictable. The Group
monitors the risk profile and debtor position of all such
contracts regularly, and deploys a variety of techniques
to mitigate the risks of delayed or non-payment; these
include securing advance payments and guarantees. As
a result of this rigorous approach to risk management,
the Group has historically had a low level of bad debt.
When a trade receivable is uncollectable it is written
off against the provision for impairment of trade
receivables. At 31 December 2011 the provision for
impairment of trade receivables in the balance sheet
was £36 million (2010: £33 million).
Currency translation
The movement of exchange rates during the year
decreased revenue and trading profit by £26 million
and £9 million respectively as a result of currency
movement. Currency translation also gave rise to
a £12 million decrease in the value of net assets as
a result of year-on-year movements in the exchange
rates. Set out in the table below are the principal
exchange rates which affect the Group’s profits
and net assets.
Per £ Sterling
Principal Exchange
Rates
United States Dollar
Euro
Other Operational
Exchange Rates
UAE Dirhams
Australian Dollar
Source: Bloomberg
2011
2010
Average
Year End
Average
Year End
2010
1.60
1.15
1.54
1.19
1.55
1.17
1.55
1.16
5.89
1.55
5.66
1.52
5.68
1.68
5.69
1.52
Reconciliation of underlying growth
to reported growth
The table below reconciles the reported and
underlying revenue and trading profit growth rates:
2010
Currency
2010 pass-through fuel
2011 pass-through fuel
Underlying growth including events
2011
2010 FIFA World Cup, Asian Games
& VANOC
2011 revenue from Asian Games
& London Olympics
As reported growth
Underlying growth
2009
Currency
2009 pass-through fuel
2009 53rd week
2010 pass-through fuel
Underlying growth including events
2009 VANOC
2010 FIFA World Cup, Asian Games
& VANOC
As reported growth
Underlying growth
Revenue
£ million
1,230
(26)
(74)
108
158
Trading
profit
£ million
312
(9)
(2)
2
35
1,396
338
(87)
6
14%
22%
1,024
23
(58)
(16)
74
183
1,230
(9)
87
22%
11%
8%
26%
253
7
(2)
(10)
2
62
312
26%
11%
Interest
The net interest charge was £18 million, an increase of
£8 million on 2010 reflecting the higher level of average
net debt mainly as a consequence of increased levels
of capital expenditure and the return of £148 million
of capital to shareholders. Interest cover, measured
against rolling 12-month EBITDA, remains very
strong at 28.4 times (2010: 47.1 times).
40 Aggreko plc Annual Report and Accounts 2011
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Taxation
Tax strategy
In 2011 Aggreko had operations in around 100
countries across the world. For each country in which
we operate, we ensure that we pay the appropriate
amount of tax so that we comply with the laws of the
relevant country and with the Group’s tax policies and
guidelines. We aim to be transparent in terms of where
we pay tax, recognising the importance of tax receipts
to countries in which we do business. Aggreko’s tax
strategy is aligned with the Group’s business strategy
and is reviewed and endorsed regularly by the Board.
This strategy is executed by a global team of tax
professionals who are integrated into our business and
who are based in a variety of locations across the world.
Our tax strategy covers the application of all taxes,
both direct and indirect, to our business including
corporation tax, payroll taxes, value added tax
and customs duties. The tax strategy also covers our
approach to any tax planning required by the business
and key policy areas such as transfer pricing.
Given the number of countries in which we operate,
local compliance is a key area of focus for Aggreko,
particularly for our International Power Projects
business, where we will generally only be in country
for a relatively short period of time. The complexity
and nature of tax rules in certain countries in which
we operate makes tax compliance a key skill. We seek
to manage this proactively by engaging with local tax
authorities across the world, as appropriate, to agree
and confirm our tax positions.
As a UK group, we are subject to the UK’s senior
accounting officer (SAO) legislation requiring us to
certify that our systems are adequate for the purposes of
calculating the Group’s UK tax liabilities. We recently
undertook a review which confirmed that our systems
are appropriate for this purpose.
Total taxes
In 2011, Aggreko’s worldwide operations resulted in
direct and indirect taxes of £154 million being paid to
tax authorities. This amount represents all corporate
taxes paid on operations, payroll taxes, customs duty
and miscellaneous other local taxes.
The breakdown of the £154 million by type of tax
is shown in figure 1.
Figure 1: Total taxes paid and collected
GBP millions
£100
£90
£80
£70
£60
£50
£40
£30
£20
£10
£0
Corporate
taxes
Payroll taxes –
collected
Payroll taxes –
paid
Import duties
Other taxes
The £89 million corporate tax on operations broken
down by region is shown in figure 2.
Figure 2: Corporate taxes paid by region
5 6
1
4
3
1 Europe including UK1
2 Latin America2
3 Asia-Pacific2 1
4 Africa2 1
5 North America3
6 Middle East
38%
23%
7%
5%
3%
4%
2
1 Our International Power Projects business is operated via a UK company and
therefore is subject to UK tax as at 31 December 2011.
2 Latin America, Africa and Asia-Pacific combined represent the International Local
and International Power Projects segments of our business. In many countries both
segments will be undertaken by the same legal entity and therefore we don’t show
information for these areas by segment.
3 North American taxes paid reflect accelerated tax allowances on capital investment.
Aggreko plc Annual Report and Accounts 2011
41
Detailed Financial Review continued
Tax charge
The Group’s pre-exceptional effective corporation tax
rate for the year was 28.5% (2010: 30.0%) based on a
tax charge of £92 million on profit before taxation of
£324 million. The reduction in the effective rate from
2010 to 2011 resulted from the combination of mix
of profits between operating territories, the reduction
in the UK statutory tax rate from 28% to 26% and
a small net reduction in the level of corporate tax
provisions held centrally. In quantifying the tax
charge each year, the varying nature and complexity
of tax legislation requires the Group to review its tax
positions and make appropriate judgements. Further
information, including a detailed tax reconciliation
of the current year tax charge, is shown at Note 9
in the Annual Report and Accounts.
The UK Finance Act 2011 introduced legislation
exempting the profits of foreign branches of UK resident
companies from UK corporation tax; this is applicable
to a significant portion of our International Power
Projects business. The impact of this exemption
was that in 2011 there was a release to the income
statement of a previously created deferred tax liability
of £29 million which will no longer crystallise. Given its
size and nature, this release is treated as an exceptional
item. Starting in 2012, we expect there will be an
ongoing reduction of around three percentage points
in the Group’s effective tax rate. The exact amount
of the reduction each year will be subject to the mix
of countries where International Power Projects
operates and the tax regime in those countries.
42 Aggreko plc Annual Report and Accounts 2011
Reconciliation of income statement
tax charge and cash tax paid
The Group’s total cash taxes borne and collected was
£154 million which differs from the tax charge reported
in the income statement of £92 million. The income
statement tax charge figure comprises corporate taxes
only. These two figures are reconciled below.
Cash taxes paid
Non-corporate taxes
Corporate tax paid
Movements in deferred tax
Timing of payments
Tax charge pre-exceptional items
per income statement
£ million
154
(65)
89
6
(3)
92
Dividends
If the proposed final dividend of 13.59 pence is
approved by shareholders, it will result in a full year
dividend of 20.79 pence (2010: 18.90 pence) per
ordinary share, giving dividend cover, on a pre-
exceptional basis, of 4.2 times (2010: 4.2 times).
Cashflow
The net cash inflow from operations during the
year totalled £509 million (2010: £468 million). This
funded capital expenditure of £418 million, which was
£149 million higher than in 2010. This spend was made
up of £392 million of fleet and £26 million of non-fleet
with 71% of the fleet investment supporting the
continued expansion of our International business.
Net debt at 31 December 2011 was £232 million higher
than the previous year mainly as a result of the increase
in total capital expenditure and the return of capital
to shareholders of £148 million completed in July 2011.
As a result of the increase in net debt, gearing (net
debt as a percentage of equity) at 31 December 2011
increased to 42% from 16% at 31 December 2010
while net debt to EBITDA increased to 0.7 times
(2010: 0.3 times).
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Acquisitions
On 31 March 2011, the Group completed the
acquisition of the business and assets of N.Z.
Generator Hire Limited for a total cash consideration
of £14 million. The fair value of net assets acquired
was £9 million resulting in goodwill of £5 million.
Shareholders’ equity
Shareholders’ equity increased by £64 million to
£881 million, represented by the net assets of the Group
of £1,246 million before net debt of £365 million.
The movements in shareholders’ equity are analysed
in the table below:
Movements in shareholders’ equity
As at 1 January 2011
£ million
£ million
814
Profit for the financial year
Dividend1
260
(52)
Retained earnings
New share capital subscribed
Return of value to shareholders
Purchase of own shares held under trust
Credit in respect of employee
share awards
Actuarial losses on retirement benefits
Currency translation difference
Movement in hedging reserve
Other2
As at 31 December 2011
208
2
(148)
(10)
20
(5)
(12)
(4)
16
881
1 Reflects the final dividend for 2010 of 12.35 pence per share (2010:
8.23 pence) and the interim dividend for 2011 of 7.20 pence per
share (2010: 6.55 pence) that were paid during the year.
2 Other mainly includes tax on items taken directly to reserves.
The £232 million of post-tax profit (pre-exceptional
items) in the year represents a return of 26% on
shareholders’ equity (2010: 26%) which compares
to a Group weighted average cost of capital of 7.4%.
There was a £38 million working capital outflow in the
year, which reflected increased activity levels across
the business. More specifically, Aggreko’s working
capital position tends to be heavily influenced by our
International Power Projects business and also activity
levels at our manufacturing operation. In International
Power Projects, we saw an increase in all elements of
working capital, which is to be expected given the
29% (including pass-through fuel) increase in revenues
in the business. Although the absolute level of
accounts receivable increased in International Power
Projects, debtor days decreased by 18 days year on
year to 67 days (on a count back basis) as we received
payment during 2011 from a small number of countries
where payments were slower than usual at the prior
year end. Our manufacturing operation saw increases
in inventory and accounts payable reflecting the
increased level of production in 2011 and early 2012.
Net operating assets
The net operating assets of the Group (including
goodwill) at 31 December 2011 totalled £1,354 million,
£289 million higher than 2010. The main components
of net operating assets are:
£ million
Movement
2011
2010
Headline
Constant
currency1
Rental fleet
Property and plant
Inventory
Net trade debtors
1,015
72
147
264
802
57
118
192
27% 27%
27% 28%
25% 26%
38% 38%
1 Constant currency takes account of the impact of translational
exchange movements in respect of our businesses which operate
in currency other than Sterling.
A key measure of Aggreko’s performance is the return
(expressed as operating profit) generated from average
net operating assets (ROCE). We calculate the
average net operating assets for a period by taking
the average of the net operating assets as at 1 January,
30 June and 31 December; this is the basis on which
we report our calculations of ROCE. The average net
operating assets in 2011 were £1,224 million, up 26%
on 2010. In 2011 the ROCE decreased to 28.0%
compared with 32.4% in 2010. This decrease was due
to increased working capital, and the absence of the
major sporting events of 2010, which by their nature,
were less capital intensive than the base business.
Aggreko plc Annual Report and Accounts 2011
43
Detailed Financial Review continued
Pensions
Pension arrangements for our employees vary
depending on best practice and regulation in each
country. The Group operates a defined benefit scheme
for UK employees, which was closed to new employees
joining the Group after 1 April 2002; most of the other
schemes in operation around the world are varieties of
defined contribution schemes. The UK scheme will
undergo a formal valuation at 31 December 2011. This
valuation is expected to be completed during 2012.
Under IAS 19: ‘Employee Benefits’, Aggreko has
recognised a pre-tax pension deficit of £6 million
at 31 December 2011 (2010: £3 million) which is
determined using actuarial assumptions. The increase
in the pension deficit is a result of lower net interest
rates to value the liabilities and lower than expected
returns achieved on Scheme assets over the year,
partially offset by the additional contributions made
by the Company during the year over and above
the cost of accrual of benefits. The Company paid
£3 million in February 2011 in line with the Recovery
Plan agreed for the Scheme following the actuarial
valuation at 31 December 2008.
The main assumptions used in the IAS 19 valuation
for the previous two years are shown in Note 25 of the
Annual Report and Accounts. The sensitivities regarding
these assumptions are shown in the table below.
44 Aggreko plc Annual Report and Accounts 2011
Assumptions
Assumption
Increase
0.5%
0.5%
Rate of increase in salaries 0.5%
Rate of increase in
pensions in payment
Discount rate
Inflation (0.5% increases
on pensions increases,
deferred revaluation
and salary increases)
Expected return on
Scheme assets
Longevity
0.5%
1 year
0.5%
Deficit
£ million
Change
3.1
4.2
(8.3)
9.1
n/a
1.6
Income
statement cost
£ million
Change
0.4
0.4
(0.4)
0.8
(0.3)
0.1
Capital structure
The intention of Aggreko’s strategy is to deliver
long-term value to its shareholders whilst maintaining
a balance sheet structure that safeguards the Group’s
financial position through economic cycles.
In the last five years we have delivered growth of 394%
in Total Shareholder Return – which compares with 8%
and 4% for the FTSE 100 and FTSE 250 respectively.
This value creation comes from two sources. First,
our share price has increased as a result of the 34%
compound growth in earnings per share; this earnings
growth is the result of very high rates of capital
investment in the business (about £1.4 billion invested
over the last five years, compared with depreciation over
the same period of about £770 million), along with one
large and several small acquisitions (about £146 million
spent over the last five years). The second source of
investor return has been dividends which, in the last
five years, have grown at a compound rate of 25%. In
addition, in 2011 we had a special return to shareholders
of 55 pence per share, worth £148 million.
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With respect to our balance sheet structure, our
objective is to safeguard the Group’s financial position
through economic cycles. Given the proven ability
of the business to fund organic growth from operating
cashflows, and the nature of our business model, we
believe it is sensible to run the business with a modest
amount of debt. We say ‘modest’ because we are
strongly of the view that it is unwise to run a business
which has high levels of operational gearing with
high levels of financial gearing. Given the above
considerations, we believe that a Net Debt to EBITDA
ratio of around 1 times is appropriate for the Group
over the longer term, which is the level the Group has
run at, on average, since the Group listed on the Stock
Exchange in 1997. Absent a major acquisition, or the
requirement for an unusual level of fleet investment,
this level gives us the ability to deal with the normal
fluctuations in capital expenditure (which can be quite
sharp: +/– £100 million in a year) and working capital,
and is well within our covenants to lenders which
stand at 3 times Net Debt to EBITDA.
At the end of 2010, Net Debt to EBITDA was
around 0.3 times despite investing significantly
ahead of depreciation over the previous few years.
This reflected the highly cash generative nature of
the business model and in particular the high returns
earned in our fast growing International Power
Projects business. Given this level of gearing relative
to our target of around 1 times, we decided to make
a return of capital to shareholders thereby increasing
the ratio of Net Debt to EBITDA to 0.7 times at
31 December 2011. This was completed in July 2011
by way of a B share scheme which returned 55 pence
per share (approximately £148 million) to shareholders.
Our priority remains to invest in the organic growth
of our business supported by bolt-on acquisitions but,
if we still have the capacity, we will continue to
review the potential for future returns of value.
Treasury
The Group’s operations expose it to a variety of
financial risks that include liquidity, the effects of
changes in foreign currency exchange rates, interest
rates, and credit risk. The Group has a centralised
treasury operation whose primary role is to ensure that
adequate liquidity is available to meet the Group’s
funding requirements as they arise, and that financial
risk arising from the Group’s underlying operations
is effectively identified and managed.
The treasury operations are conducted in accordance
with policies and procedures approved by the Board
and are reviewed annually. Financial instruments are
only executed for hedging purposes, and transactions
that are speculative in nature are expressly forbidden.
Monthly reports are provided to senior management
and treasury operations are subject to periodic internal
and external review.
Liquidity and funding
The Group maintains sufficient facilities to meet its
normal funding requirements over the medium term. At
31 December 2011, these facilities totalled £669 million
in the form of committed bank facilities arranged on
a bilateral basis with a number of international banks
and private placement notes. The private placement
was completed during the first half of 2011. The
financial covenants attached to these facilities are that
EBITDA should be no less than 4 times interest and
net debt should be no more than 3 times EBITDA; at
31 December 2011, these stood at 28 times and 0.7 times
respectively. The Group does not consider that these
covenants are restrictive to its operations. The maturity
profile of the borrowings is detailed in Note 17 in
the Annual Report and Accounts. Since the year
end we have put in place a further £30 million
of committed facilities.
Net debt amounted to £365 million at 31 December
2011 and, at that date, un-drawn committed facilities
were £289 million.
Aggreko plc Annual Report and Accounts 2011
45
Detailed Financial Review continued
Interest rate risk
The Group’s policy is to minimise the exposure to
interest rates by ensuring an appropriate balance of
fixed and floating rates. The Group’s primary funding
is at floating rates through its bank facilities. In order
to manage the associated interest rate risk, the Group
uses interest rate swaps to vary the mix of fixed and
floating rates. At 31 December 2011, £260 million
of the net debt of £365 million was at fixed rates
of interest resulting in a fixed to floating rate net
debt ratio of 71:29 (2010: 84:16).
Foreign exchange risk
The Group is subject to currency exposure on the
translation into Sterling of its net investments in
overseas subsidiaries. In order to reduce the currency
risk arising, the Group uses direct borrowings in the
same currency as those investments. Group borrowings
are predominantly drawn down in the principal
currencies used by the Group, namely US Dollar,
Euro and Sterling.
The Group manages its currency flows to minimise
foreign exchange risk arising on transactions
denominated in foreign currencies and uses forward
contracts, where appropriate, in order to hedge net
currency flows.
Credit risk
Cash deposits and other financial instruments give
rise to credit risk on amounts due from counterparties.
The Group manages this risk by limiting the aggregate
amounts and their duration depending on external
credit ratings of the relevant counterparty. In the case
of financial assets exposed to credit risk, the carrying
amount in the balance sheet, net of any applicable
provision for loss, represents the amount exposed
to credit risk.
Insurance
The Group operates a policy of buying cover against
the material risks which the business faces, where it
is possible to purchase such cover on reasonable terms.
Where this is not possible, or where the risks would
not have a material impact on the Group as a whole,
we self-insure.
46 Aggreko plc Annual Report and Accounts 2011
CORPORATE SOCIAL
RESPONSIBILITY
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Introduction
This report describes the policies and procedures
that the Board has put in place to ensure that
Aggreko operates in a safe, ethical and responsible
manner, which protects the environment as well as
safeguarding the health and safety of its employees, its
customers, and the communities in which it operates.
The process for identifying, evaluating and managing
the risks that are considered significant is summarised
under the heading of Internal Control on page 59.
The nature of our business is that we work in many
different countries, often in remote and difficult
environments, with equipment and substances which,
if improperly handled, are potentially dangerous to
people and harmful to property and the environment.
We frequently operate in response to natural or man-
made disasters, where the infrastructure has been
badly damaged and where operating conditions are far
from ideal. Over time, therefore, we have developed
a comprehensive range of operating procedures and
processes to ensure that we minimise any risk of harm
to people or to the environment.
Health and safety
Aggreko puts health and safety at the very heart
of its operations. Most of our equipment is heavy,
electro-mechanical equipment which is moved around
frequently. Compressors and generators respectively
produce high-pressure compressed air and high voltages
electricity, either of which can be harmful to people
if mishandled.
Aggreko’s policy is to implement common health
and safety operating procedures worldwide. Whether
operating in the Australian bush, the Saudi Arabian
desert or in downtown Manhattan, our operating
procedures are the same high standard.
Among the key features of Aggreko’s worldwide
Health and Safety Policy are:
ensuring that health and safety issues are at the
forefront of considerations when we design our
equipment;
ensuring that our equipment is built and maintained
to the highest standards;
training and educating our staff worldwide
in the safe operation of our equipment; and
ensuring that health and safety issues have
the appropriate level of focus throughout the
management chain.
Aggreko has created its own Global Environmental
Health and Safety Management System (GEMS)
which has been implemented throughout the business.
At the core of GEMS is a Best Operating Practice
document that is published in 8 languages (English,
French, German, Dutch, Spanish, Italian, Norwegian
and Singhalese). The Best Operating Practice is
updated in the light of experience and incidents.
GEMS incorporates a comprehensive reporting system
which is designed to ensure that the Company knows
of every incident, and can learn from it. A uniform
accident and incident data collection procedure
is implemented worldwide, and from this we can
measure our performance and benchmark our
operations. Performance measures are reported at
a business unit level on a monthly basis. Any serious
incident is immediately reported to the Executive
Director responsible for the business unit concerned.
Meetings of the senior management of each region
are held regularly; at each of these an Executive
Director will normally chair the meeting, and
incidents reported under GEMS are discussed.
The Executive Director responsible for Health and
Safety, George Walker, produces monthly reports,
which are considered at each meeting of the Board.
Aggreko plc Annual Report and Accounts 2011
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Corporate Social Responsibility continued
Safety
Our business involves the frequent movement of heavy
equipment which, in its operation, produces lethal
voltages and contains thousands of litres of fuel. Rigorous
safety processes are absolutely essential if we are to
avoid accidents which could cause injury to people
and damage to our reputation and property. Safety
processes are also a basic benchmark of operational
discipline and there is, in our view, a close correlation
between a well-run business and a safe business.
The main KPI we use to measure safety performance
is the internationally recognised Frequency Accident
Rating (‘FAR’) which is calculated as the number of
lost time accidents multiplied by 200,000 (being the
base for 100 employees working 40 hours per week,
50 weeks per year) divided by the total hours worked.
A lost time accident is a work related injury/illness
that results in an employee’s inability to work the
day after the initial injury/illness.
The Group’s FAR during 2011 was unsatisfactory,
in that it increased markedly over the previous year.
It is still better than the benchmark of 1.1 reported
for US rental and leasing industries published by the
US Department of Labor in 2010, but we expect to
be much better than the rest of the pack, and we are
dissatisfied with being only a little better. It is perverse
that this statistic should get worse in a year in which
safety processes have been strengthened in many areas:
in particular, our manufacturing operation achieved
OHSAS 18001 certification in the 2010, yet saw a
sharp increase in FAR in 2011.
After a disappointing year, in which our FAR
performance has come perilously close to being merely
average for our industry, we intend to re-double our efforts
in 2012 to make Aggreko a safer place to work in 2012.
FAR was as follows:
Year ended 31 December
2011
2010
2009
2008
2007
FAR
0.98
0.71
0.76 0.46 0.50
Finally, it is with great sadness that we report that we
had our first fatality ever in Aggreko: in Mauritania, a
service technician, being driven home at the end of his
shift by a professional driver, was involved in a serious
car crash and later died of his injuries. Our thoughts
and condolences go out to his family.
48 Aggreko plc Annual Report and Accounts 2011
Employees and equal opportunities
Aggreko is committed to promoting equal
opportunities for all, irrespective of disability,
ethnic origin, gender or any other considerations that
do not affect a person’s ability to perform their job.
The Group’s policies for recruitment, training, career
development and promotion of employees are based
on the suitability of the individual and give those who
are disabled equal treatment with the able bodied.
Where appropriate, employees disabled after joining
the Group are given suitable training for alternative
employment with the Group or elsewhere.
The Group continues to operate team briefings
throughout its business to keep employees informed of
developments and plans, both in their own operations
and in the Group as a whole. Employees have access
to the ‘Aggreko Resource Centre’, an intranet based
system, which provides them with a wide range of
information on the activities of the Group around the
world. The annual and interim results are publicised
extensively throughout the business and are made
available to all employees.
The Group introduced a whistleblowing hotline in
April 2011, which now gives access for all employees to
a confidential, multi-lingual service to report any cases
of ethical non-compliance, bullying or discrimination.
The environment
Set out below is an explanation of the terms and
abbreviations used in this section.
CO2 Carbon Dioxide.
EPA Environmental Protection Agency.
SCR Selective Catalytic Reduction.
g/kWh Emissions in grams per kilowatt hour.
kVA A thousand volt amperes.
LWA Sound power level at source.
MW A million watts.
NOx Oxides of Nitrogen.
Particulate In general this term relates to visible smoke.
Tier 1, Tier 2, Tier 3, Tier 4 US Federal Government
target emission reduction levels.
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Environmental policy
Aggreko’s equipment is designed to function in all
continents and all types of terrain. By careful design
and use of the most suitable technology, we also aim to
minimise the environmental impact of that equipment.
Aggreko makes available to its customers equipment and
solutions that are designed to comply with applicable
laws, regulations and industry standards wherever we
operate in the world. In effect, this means they comply
with the laws, regulations and standards of some of the
most stringent jurisdictions in which we operate and,
therefore, far exceed the levels required in many others.
The two major environmental issues we deal with in
our business are emissions-to-air from our equipment –
the vast majority of which is diesel powered, and the
safe handling and disposal of fuel and oil.
Our Environmental Policies are managed in a similar
way to safety. They comprise:
ensuring that environmental issues are at the
forefront of considerations when we design our fleet;
ensuring that our equipment is built and
maintained to the highest standards;
training and educating our staff worldwide
in the safe operation of our equipment; and
ensuring that environmental issues have
the appropriate level of focus throughout
the management chain.
Emissions-to-air: exhaust gases and particulates
Emissions-to-air are an inevitable by-product of
hydrocarbon fuelled engines. Over the years, as
engines have become more efficient and legislation to
limit emissions around the world has become stricter,
emissions have reduced sharply. Aggreko works
in co-operation with the manufacturers of diesel
engines in order to meet new emission requirements
in a timely manner.
The principal contribution we can make to reducing
emissions to air is in maintaining our equipment in
good order, and introducing engines into the fleet
with good emissions performance.
In an increasing number of countries, air quality
regulations stipulate emission standards with which
new equipment being sold must comply. Generally
countries allow equipment already operating to
continue to do so for its useful life. This is called
‘grandfathering’. The US EPA has introduced the
earliest and most stringent regulation in this area,
introducing reduction targets for emissions of NOx
and particulate in Tiers, starting with Tier 1 in 1996,
moving to Tier 4 final around 2014. The EPA
requirements have therefore been the main driver
of new generator development. The following graph
illustrates the reduction targets for emissions under
the EPA regime.
NOx and particulate reduction targets
0.6
0.5
0.4
0.3
0.2
0.1
0
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Tier 1
Tier 3
Tier 2
Tier 4
final
Tier 4 interim
0
2
4
6
8
10
NOx g/kWh
Aggreko plc Annual Report and Accounts 2011
49
As our suppliers produce engines which comply with
new emissions, we work with them to introduce the
new engines into the fleet. In 2008, we started trialling
new Tier 2 compliant engines for our high-horsepower
range, and these were introduced into production in
2010. During 2011 we continued our investment in
new emissionised fleet; by the end of 2012 we will
have invested $135 million in our North American
fleet renewal programme with the vast majority of
our power fleet capable of operating at Tier 2 EPA
standards or above. At lower horsepower sizes we
have started to deliver Tier 3 and Tier 4i machines.
During 2011, over 50% of the new diesel engines
introduced to our worldwide fleet were certified to at
least Tier 2 in North America or the equivalent Stage
2 standard in Europe. At the same time, more than
10% of new sets were certified to Tier 3/Stage 3 or
above. We expect this trend for increasing emissions
compliance to continue in 2012.
Tier 4 emissions
Development is underway of diesel generators to meet
up-coming Tier 4 standards for mobile generators.
In 2008 a significant project was undertaken in Chile
to deliver the lowest level of NOx yet stipulated by a
standard. Seventy of Aggreko’s project machines were
fitted with an advanced SCR that reduced NOx by
90%. Similar technology will probably be required
to meet EPA Tier 4 requirements in the US and in
Europe shortly after. We are currently working closely
with engine manufacturers to develop appropriate
solutions for these requirements.
Aggreko natural gas generator development
We are constantly exploring new ways of reducing
emissions, and have developed a gas-fuelled temporary
power solution, which has significantly lower levels
of emissions (see below).
NOx
Particulates
CO2 intensity
Tier 1 engine
Gas engine Reduction
8.5 g/kWh
0.10 g/kWh
669 g CO2/
kWh
1.4 g/kWh
0.04 g/kWh
520 g CO2/
kWh
74%
60%
22%
Natural gas presents a competitive advantage over
other energy sources. It is seen as economically more
efficient because only about 10% of the natural gas
produced is wasted before it gets to final consumption.
In addition, technological advances are constantly
improving efficiencies in extraction, transportation
and storage techniques as well as in equipment that
uses natural gas.
Natural gas is considered an environmentally-friendly
clean fuel, offering important environmental benefits
when compared with other fossil fuels. The superior
environmental qualities over coal or oil are that
emissions of sulphur dioxide are negligible and that
the level of NOx and CO2 emissions is significantly
lower. Where the gas fuel is essentially a by-product of
production or is derived from a biological source, a CO2
and greenhouse gas reduction is realised. This helps to
reduce problems of acid rain, ozone or greenhouse gases.
In many of Aggreko’s target markets natural gas
is effectively a stranded resource. Aggreko’s service
allows for generation of power from this valuable
resource on a more flexible and scalable basis than
existing solutions.
50 Aggreko plc Annual Report and Accounts 2011
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Alternative energy sources
In addition to the work we have undertaken
developing natural gas-powered generators, we are
constantly reviewing product technologies, looking
for advances that we can adopt within our product
portfolio. These include:
Bio-fuels – Across some of our markets we have seen
the emergence of Bio-diesel as an alternative energy
source. These fuels are compatible with most of our
generator fleet, either in a blended or pure format.
Bio-fuel can reduce CO2 emissions, given that the
crop that derived the fuel has absorbed CO2 from
the atmosphere. While we will continue to support
customers who wish to run our equipment on
Bio-fuels, our main concern with this energy source
is sustainability of the sources of production, and
the environmental impact of certain production
methods. Consequently, we are not actively
promoting Bio-fuel use in our business.
Fuel Cells – Whilst we keep a close watch on the
development of Fuel Cell technology, we do not
currently see any commercial application in our
business. This may change as technology improves
and costs reduce.
Renewables – At present, it is hard to envisage
the application of renewable energy sources to
large temporary power generation projects. While
we have, for example, reviewed the application of
battery technology in combination with a diesel
generator to provide hybrid power, which can
improve efficiency and reduce fuel consumption,
technology is not yet advanced enough to
enable us to pursue a hybrid renewable option.
We do however foresee a role for our products
in supporting systems and grids which rely upon
renewables, where seasonal restrictions can occur.
Emissions-to-air: carbon dioxide
All of Aggreko’s core activities release CO2 into the
atmosphere to a greater or lesser extent. The most
significant impact arises from power generation in
Aggreko International owing to the intensiveness of
our activities in providing temporary power stations.
Any generation of electricity using hydrocarbon
fuels inevitably causes the release of CO2 and the
performance of Aggreko’s equipment is comparable
to other equivalent power sources. Aggreko is actively
researching the availability of alternative mobile
power sources that will reduce the level of CO2
emissions; until an economically viable alternative
becomes available, the level of emissions will mirror
the level of our business activity. The actual amount
of CO2 released by our engines is driven by the usage
our customers make of our equipment on rent; an
engine running 24 hours/day will emit much more
CO2 than an engine used for a few hours a day.
These patterns of usage can vary widely from country
to country and from year to year. We estimate that
customers using Aggreko engines produced an average
CO2 emission rate of 619 g/kWh. The CO2 intensity
of UK grid power generation is approximately 594 g
CO2/kWh; given our mix of gas and diesel generating
sets, it is therefore reasonable to assume that the CO2
intensity of our customer’s use of Aggreko equipment
is likely to be similar to that of the UK National Grid.
Because customers operate and fuel much of our fleet,
we do not have visibility of fuel consumption (and
therefore CO2 emissions), so we can only guess at what
the emissions are in a year, but a reasonable estimate
would be between 12 and 15 million tonnes of CO2
worldwide; this compares with Drax power station
in the UK, which has a capacity of 4,000MW and
produces about 22 million tonnes of CO2 per annum.
Aggreko plc Annual Report and Accounts 2011
51
Corporate Social Responsibility continued
The graph below illustrates the relative emissions rates
of Coal, Diesel and Gas for electricity production.
CO2 intensity in pure electricity production
g CO2/kWh
1,000
800
600
400
200
0
Coal
Diesel
Natural gas
Petroleum spills and the safe disposal of waste fluids
Aggreko and its customers handle a considerable
quantity of diesel fuel and the rare occurrence of
accidental fuel spills is an area that the Group monitors
very closely. The measure used by management to
measure the performance of the Group in handling
fuel is the ‘Petroleum Release Rating’ (PRR). This is
calculated as litres released to ground, divided by the
cumulative average MW on rent. The PRR performance
over the past three years has been:
2011 – 0.62
2010 – 0.58
2009 – 0.49
Our equipment has been specifically designed to
minimise the risk of fluid spillage through features
such as a ‘save-all base’, double-walled storage tanks
and fail-safe valves. A PRR score of 0.50 has been
set by the Group as a target for 2012, based on 90%
of the 3-year average experience.
Another potential source of environmental damage
is in the disposal of consumables such as engine oil
and filters. In our Local business, these are normally
returned to our service centres where they are safely
disposed of. In our International Power Projects
business, site-specific arrangements are made
to ensure the safe handling of these items.
Reporting of fuel spills is handled in a similar way
to safety incidents, with monthly reports reviewed
at each meeting of the Board.
Noise
Aggreko has built a competitive advantage through
an equipment fleet that minimises external noise. This
is done by the use of custom-built acoustic enclosures
as well as high performance isolation and attenuation
systems. Aggreko continues to work closely with its
suppliers and local university research departments in
order to develop its expertise in this field. As a result, our
equipment is able to achieve the following performance
standards that are well below the maximum levels
permitted by current European legislation.
Size of generator
Certified noise level (Sound Power LWA)
Prime power
30kVA
60kVA
125kVA
200kVA
350kVA
Maximum
EU limit
96.47
96.77
97.10
97.30
97.55
Aggreko
Standard
Product
Aggreko
Premium
Product
92.0
93.0
94.0
94.0
92.0
78.0
80.0
83.0
91.0
90.0
Note: A reduction of 3 LWA in the certified noise level equates
to an audible noise level that is approximately 50% lower.
52 Aggreko plc Annual Report and Accounts 2011
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Business ethics
Ethics Policy
Aggreko has a reputation for delivering innovation,
performance and solutions. Also at the heart of our
long-term success is something less tangible and less
easily illustrated with figures or case studies. This
key element is integrity and honesty in our business
dealings, a factor that contributes to our long-term
relationships with customers. All Aggreko employees,
as well as consultants and agents who we work with,
are expected to behave ethically in their work, and
our expectations of them are set out in a Corporate
Ethics Policy. The objective of the Policy is to make
Aggreko a good company to work for; to maintain
our reputation for exceptional customer service and
ethical business dealings; to compete ethically; and to
ensure the business is managed to a consistently high
standard. The Board has set up an Ethics Committee
comprising Philip Rogerson (Chairman), David Hamill
and Ken Hanna, to oversee the implementation of the
Group’s policies and procedures, and the report of the
Committee is set out on page 68. Further discussion
of our policies for handling ethical risks is set out under
Principal Risks and Uncertainties on pages 31 and 32.
Employees who suspect any breaches of the Corporate
Ethics Policy are encouraged to speak up, and their
confidentiality and position is protected if they do so.
The implementation of a Group-wide whistleblowing
hotline, described above, helps this process.
See our Corporate Responsibility website
Further information and copies of the Environmental,
Health and Safety Policy and Corporate Ethics Policy
are available at www.aggreko.com/investors/
corporateresponsibility.
Refrigerant
In accordance with the timelines and accords set
out by the Montreal protocol Aggreko has phased out
CFC plant from its temperature control rental fleet
and is in the process of phasing out HCFC plant; we
have introduced HFC production models in all areas.
Social Responsibility
Policy
Aggreko has a policy of encouraging local teams to
engage with the communities in which they work, and
each year they undertake innumerable initiatives to help
the disadvantaged or those affected by natural disasters.
Charitable donations
During the financial year the Group contributed to
a range of charitable, community and disaster relief
organisations. In terms of cash and value-in-kind this
amounted to around £157,000 (compared to around
£300,000 donated in 2010), but this is an estimate
and probably an under-estimate, because it is hard to
precisely quantify value-in-kind donations, and does
not include a valuation of employees’ time. Of this
total, £43,370 (2010: £43,256) was donated in cash
to registered UK charities.
We have a policy of giving little donations to many
organisations which are involved with the communities
in which we work, rather than giving a lot of money
to a few. Our largest single donation goes to Book
Aid International, a charity promoting literacy in
Africa, with whom we have been working since 2006.
Book Aid has provided hundreds of thousands of
books to schools and libraries. We admire their work
enormously, and donations from Aggreko have enabled
books to be distributed in Cameroon, Kenya, Namibia,
Tanzania and Uganda. Books are, we feel, a good form
of donation; they do not require maintenance; they
can be used by many people; they are not open to
corruption; they last a long time; and they help directly
in the key task of helping people to help themselves.
No political donations were made during the financial
year (2010: nil).
Aggreko plc Annual Report and Accounts 2011
53
Board of Directors
1. Philip Rogerson
2. Rupert Soames
3. Angus Cockburn
4. George Walker
5. Bill Caplan
6. Kash Pandya
7. David Hamill
8. Robert MacLeod
9. Russell King
10. Ken Hanna
11. Peter Kennerley
1. Philip Rogerson ‡
(67) Chairman
Philip Rogerson is Chairman of Carillion plc and
of Bunzl plc and, since 1 March 2012, is a director
of De La Rue plc. Until February 1998 he was Deputy
Chairman of BG plc (formerly British Gas plc) having
been a Director since 1992, and has subsequently held
a number of Non-executive appointments. He joined
the Board of Aggreko plc in September 1997 and
was appointed as Chairman in April 2002.
2. Rupert Soames OBE ‡
(52) Group Chief Executive
Rupert Soames joined the Board as Group Chief
Executive on 1 July 2003. He was formerly with Misys
PLC, where he was Chief Executive of the Banking
and Securities Division. Before joining Misys, Rupert
was with GEC plc for 15 years, working in a number
of their subsidiaries; in the last four years of his service
with GEC he was responsible for the UK, African and
Asian operations of Avery Berkel. He is the Senior
Independent Director of Electrocomponents plc.
3. Angus Cockburn
(48) Finance Director
Angus Cockburn, a Chartered Accountant, joined
Aggreko in May 2000 as Finance Director. He was
previously Managing Director of Pringle of Scotland,
a division of Dawson International PLC, having joined
that company in 1997 from PepsiCo Inc. At PepsiCo
he spent five years in various positions, latterly as
Regional Finance Director for Central Europe based
in Budapest. He has worked with KPMG both in
the UK and in the USA and has an MBA from the
IMD Business School in Switzerland. He is also a
Non-executive Director of Howden Joinery Group
Plc (formerly Galiform plc) and a former chairman
of the Group of Scottish Finance Directors.
4. George Walker
(54) President – Aggreko North America
George Walker, a United States citizen, joined
Aggreko in 1987 when the Group initially entered the
temperature control business through the acquisition of
Mobile Air-Conditioning Inc. where he was Controller
and then Vice-President. A graduate of the University
of Texas, he became a Vice-President of Aggreko Inc.
in 1988 and was appointed Executive Vice-President in
1997. In January 2001 he became President of Aggreko
North America and was appointed as an Executive
Director of Aggreko plc.
54 Aggreko plc Annual Report and Accounts 2011
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9. Russell King * § ‡
(54) Non-executive Director
Russell King joined the Board in February 2009.
He was appointed Non-executive Director of Spectris
plc in October 2010. He is senior advisor to RBC
Capital Markets and the founder of Sorrett Advisors.
Until October 2009 he was Chief Strategy Officer
of Anglo American PLC, having joined Anglo
American as Group Head of Human Resources,
Business Development and Sustainable Development
in 2001. Previously, he spent over 20 years at ICI,
with experience in its fertiliser, petrochemical
and paint businesses.
10. Ken Hanna * § ‡
(58) Non-executive Director
Ken Hanna was appointed to the Board in October
2010. He is currently Chairman of Inchcape plc and
a Non-executive Director of Tesco plc. Ken is also
Chairman of Shooting Star/CHASE a South West
London charity supporting families with children
and teenagers who have life limiting conditions.
Until early 2009, Ken was Chief Financial Officer of
Cadbury plc. He has also held positions as Operating
Partner in Compass Partners, a European Private
Equity firm; Group Chief Executive at Dalgety plc;
Group Finance Director of United Distillers plc and
Group Finance Director of Avis Europe plc. He is
a fellow of the Institute of Chartered Accountants.
Company Secretary
11. Peter Kennerley (55)
Peter Kennerley was appointed Director of Legal
Affairs and Company Secretary in October 2008.
He was formerly Company Secretary and General
Counsel of Scottish & Newcastle plc and before
that a partner at Simmons & Simmons specialising
in corporate law. He also spent two years as Secretary
to the Takeover Panel.
Board Committees Membership
* Audit, § Remuneration, ‡ Nomination
5. Bill Caplan
(54) Regional Director – Europe and the Middle East
Bill Caplan joined the Board on 17 November 2008.
He previously worked for 20 years in Europe, Asia, the
Middle East, Africa and the USA with United Parcel
Service (UPS) and UPS Supply Chain Solutions. He
was born and educated in the USA, gaining an MBA
from Harvard Business School after selling his family
owned beverage distribution business in 1987. He
currently serves as a Board Trustee and Non-executive
Director for Phoenix Futures, a UK based charity.
6. Kash Pandya
(49) Regional Director – International
Kash Pandya joined the Board on 20 June 2005.
He was previously Chief Executive of Johnston
Group plc, and prior to that he was President, Europe,
Asia & South America of APW, the world’s largest
manufacturer of specialist cabinets and enclosures for
the telecoms and computer industries. Between 1996
and 1999, Kash worked for Caradon plc, latterly as
Director of European Operations of the Radiator
Division. Between his appointment in 2005 and
December 2008 he ran Aggreko’s European business.
In January 2009 he took over responsibility for
Aggreko International.
7. David Hamill * § ‡
(54) Non-executive Director
David Hamill was appointed to the Board in May
2007. He was appointed Chairman of Ideal Standard
International in February 2011 having been with the
Company since January 2010. He was until December
2007 Chairman and Chief Executive of ICI Paints and
a main board director of ICI. In January 2008 ICI was
acquired by Akzo Nobel and for the calendar year of
2008, Mr Hamill led the integration process, forming
the world’s largest decorative paints business. During
2009, he was appointed as Senior Advisor to Bain
Capital and has developed personal business interests.
8. Robert MacLeod * § ‡
(47) Non-executive Director
Robert MacLeod was appointed to the Board in
September 2007. He is a Chartered Accountant and
is Group Finance Director of Johnson Matthey plc.
From June 2004 until June 2009 he was Group
Finance Director of WS Atkins plc. He joined the
Atkins Group as Group Financial Controller in March
2003 having previously worked in a variety of senior
financial roles at Enterprise Oil plc. A graduate of
Cambridge University, he trained at KPMG.
Aggreko plc Annual Report and Accounts 2011
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Corporate Governance
Introduction
Aggreko is committed to maintaining high standards
of corporate governance. Not many public companies
state that they are committed to maintaining low
standards of corporate governance, so we think it
might be useful to state, as precisely as we are able,
what we mean by this.
First, we mean that we take governance at all levels
in the Company seriously, and we think about it.
Second, it means that we do not slavishly follow the
strictures and advice of every governance guru or
‘expert’ body, but we try to adopt those approaches
that we believe are likely to work in the particular
context of Aggreko’s business and culture, and which
promote the following:
Transparency; giving shareholders the information
they need to judge whether the executive
management and the Board are doing a good
job on their behalf;
Effective decision-making, risk management
and control;
A proper balance between Executive and
Non-executive Directors;
Keeping the interests of the owners of the business
aligned with, and at the front of the mind of, the
people charged with managing the business; and
The ability of the Company to hear the voice of
people other than shareholders who are touched
by it. Principally these are regulatory and standards
bodies, employees, customers, suppliers and the
communities in which we operate
being mindful of the need to keep the amount of
money and time spent on activities other than those
involving making money for our shareholders to an
appropriate level.
Putting governance into practice
We support the UK Corporate Governance Code
published by the Financial Reporting Council in
June 2010 (the ‘Code’). We consider that the Group
complied with all of the provisions of the Code
throughout the year ended 31 December 2011 with the
exception of the Code provision that at least half of the
Board, excluding the Chairman, should be independent
Non-executive Directors; the reasons for this are
explained in detail in the paragraph below entitled
‘Non-executive Directors’. Copies of the Code are
publicly available at www.frc.org.uk.
56 Aggreko plc Annual Report and Accounts 2011
The Board
The Board currently comprises a Chairman, Chief
Executive, four other Executive Directors and four
Non-executive Directors; their details are set out
on pages 54 and 55.
Amongst the matters reserved for decision by the
Board are: strategy, acquisitions and disposals, capital
projects over a defined limit, annual budgets, new
Group borrowing facilities and significant changes
to employee benefit schemes.
There is a defined division of responsibilities between
the Non-executive Chairman and the Chief Executive.
The Chairman is primarily responsible for the
effective working of the Board; the Chief Executive
is responsible for the operational management of the
business; for developing strategy and presenting it to
the Board; and for the implementation of the strategy
as agreed by the Board.
Non-executive Directors
Non-executive Directors bring a wide range of
experience to the Company and David Hamill, Robert
MacLeod, Russell King and Ken Hanna are considered
by the Board to be independent as defined in the Code.
David Hamill is the Senior Independent Director
and is available to meet shareholders if they have
concerns which contact through the normal channels
of Chairman, Chief Executive or Finance Director
has failed to resolve or for which such contact is
inappropriate.
The Code states that at least half of the Board,
excluding the Chairman, should be independent
Non-executive Directors. However, the Directors
believe that, beyond a certain size, Boards risk becoming
ineffective at control and decision-making; they
certainly become more expensive as they grow larger.
Ideally, in our view, the Aggreko Board works most
effectively, and represents best value for shareholders,
with no more than ten people sitting round the table.
Applying the ‘no more than ten round the table’ rule
leaves nine places for executive and Non-executive
Directors. Operationally, Aggreko is organised into
three regions, and the choice in terms of the number
of Executive Directors sitting on the Board is two, or
five. The Board has concluded that the ability to hold
to account the line managers who run the business on
a daily basis, to get their input into decision-making,
and to get the additional Board-level visibility which
comes from having these executives as part of the
Board adds real value, and is the appropriate choice.
We have therefore decided not to comply with the
Code in this respect only, having four Non-executive
Directors, rather than the five we would need to be
in line with the Code.
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Board Committees
The Board has standing Audit, Ethics, Nomination
and Remuneration Committees. The memberships,
roles and activities of these Committees are detailed
in separate reports: Audit Committee on pages 66
and 67, Ethics Committee on page 68, Nomination
Committee on pages 69 and 70 and Remuneration
Committee on pages 71 to 85.
Each Committee reports to, and has its terms of
reference approved by, the Board and the minutes of the
Committee meetings are circulated to, and reviewed
by, the Board. The terms of reference of the standing
Committees of the Board are available on our website
at www.aggreko.com/investors/corporategovernance.
Board meetings
The Board generally meets at least six times a year.
At each meeting, the Board receives certain regular
reports, for example covering current trading, treasury,
and environment, health and safety. At particular
points in the year, the Board reviews budgets, capital
expenditure, risks and financial statements. The Board
also has regular updates on strategy and also reviews
other topics, in particular to cover some of the
principal risks and uncertainties facing the business,
as identified on pages 29 to 33, or to address the
issues raised in the previous year’s Board evaluation.
So, for example, during 2011 the Board looked at
the political and other risks we face in some of the
countries in which we operate, reviewed energy
supply and demand within the International Power
Project business and was briefed on the work we are
doing to improve the efficiency and environmental
performance of our equipment. Each year we also
review the senior management succession plan
for the Group, with the Group Human Resources
Director providing a briefing on senior management
moves and each executive Director leading a
discussion on the succession plan for his region or
function. In addition, each Regional Director gives
a detailed annual presentation on the performance
of his region. The Board also receives reports on how
other people feel about us; it gets copies of investor
and analyst feedback, customer satisfaction metrics,
and the results of employee surveys.
The Board generally meets in central London or at
the Group head office in Glasgow, but at least one
meeting each year is held at one of the Group’s other
locations, which gives the Directors the opportunity
to review the operations and meet local management.
In June 2011, the Board visited our business in North
America. As a small, but practical development,
we now deliver all our Board papers electronically
through personal or tablet computers. This has helped
us provide information in a quicker and more secure
manner, as well as reduce the amount of paper we use.
The attendance of Directors at meetings during 2011
is set out in the table at the foot of this page.
The Chairman holds meetings with the Non-executive
Directors without the Executive Directors present, and
at least once a year the Senior Non-executive Director
chairs a meeting of the Non-executive Directors
without the Chairman present.
Induction, development and support
All new Directors receive a full, formal and tailored
induction on joining the Board, including meetings
with senior management and advisers and visits to
the Group’s operational locations. The Board calendar
is planned to ensure that Directors are briefed on a
wide range of topics throughout the year and are
given the opportunity to visit sites and discuss aspects
of the business with employees. We recognise that
our Directors have a diverse range of experience, and
so we encourage them to attend external seminars
and briefings that will assist them individually.
Directors have access to independent professional
advice at the Company’s expense where they judge
this to be necessary to discharge their responsibilities
as Directors and all Directors have access to the
advice and services of the Company Secretary,
who is responsible to the Board for ensuring that
Board procedures are complied with.
Attendance at meetings
Number of meetings in 2011
Bill Caplan
Angus Cockburn
David Hamill
Ken Hanna
Russell King
Robert MacLeod
Kash Pandya
Philip Rogerson
Rupert Soames
George Walker
Board meetings
Audit
Committee
Remuneration
Committee
Ethics
Committee
Nomination
Committee
6
6
6
6
6
6
6
6
6
6
6
3
–
–
3
3
3
3
–
–
–
–
4
–
–
4
4
4
4
–
–
–
–
3
–
–
3
3
–
–
–
3
–
–
4
–
–
4
4
4
4
–
4
4
–
Aggreko plc Annual Report and Accounts 2011
57
Corporate Governance continued
Election of Directors
Any Director appointed by the Board is subject
to election by Shareholders at the first opportunity
after his appointment. The Company’s Articles of
Association also state that each Director must retire
from office at the third Annual General Meeting held
after the Annual General Meeting at which he was
last elected. However, in accordance with the Code,
all members of the Board will be offering themselves
for re-election at the 2012 Annual General Meeting.
It is part of the Chairman’s role to discuss the time
commitment and contribution of each Non-executive
Director as part of his individual appraisal, and the
Nomination Committee unanimously recommends
the reappointment of each of the Directors.
All of the Directors have service agreements or
letters of appointment and the details of their terms
are set out in the Remuneration Report on page 85.
No other contract with the Company or any subsidiary
undertaking of the Company in which any Director
was materially interested subsisted during or at the
end of the financial year.
Board performance evaluation
In previous years we have conducted our annual
evaluation of Board and Committee performance
using an assessment questionnaire prepared by the
Company Secretary and the Chairman which all
Directors completed. Directors graded areas such
as the performance of the Board and its Committees,
the effectiveness of the Chairman, Executive and
Non-executive Directors, the monitoring of operational
performance and Corporate Governance, as well as
Leadership and Culture. In this way we were able
to compare results from year to year. Following last
year’s evaluation we agreed on a number of topics
which would remain a priority for 2011, including:
continuing to ensure that we had a robust succession
planning process; meeting the challenge of developing
environmental and emissions regulation; regular
discussion of strategy throughout the year, and
monitoring of the political and financial risks associated
with the countries in which we operate. These items
were included in the Board and Committee calendar
for 2011, as explained in more detail in the paragraph
headed ‘Board meetings’ above and in the reports of
the individual Committees.
This year we engaged an independent external
consultancy, Lintstock, who have extensive
experience of conducting external board evaluations,
and asked them both to review our questionnaire and
to administer the process online. Lintstock have no
other relationship with the Company. As a result,
we reduced the length of the questionnaire, removing
many of the questions which had received high
scores consistently in the past (and so did not need
more attention), whilst retaining some of the more
important ones to provide a continuing comparison
but introducing some new, more penetrating
questions, to focus on issues which we thought
merited more attention. We also specifically asked
Directors for their views on the diversity of the Board.
As before, we then produced a report of the results,
which was discussed by the Board and by each
Committee, and separately between Non-executive
Directors and which also provided a background to
interviews between the Chairman and individual
Directors as part of annual appraisals.
Overall, the results of this year’s evaluation were again
very positive, but the responses suggested that the main
areas of focus should continue to be strategy, succession
planning and risks in International Power Projects.
We have reviewed the interests declared by Directors
which could conflict with those of the Company, and
we are satisfied that the Board’s powers to authorise
potential conflicts is operating effectively.
Relations with shareholders
The Board aims to present a balanced and clear view
of the Group in communications with shareholders
and believes that being transparent in describing how
we see the market and the prospects for the business
is extremely important.
We communicate with shareholders in a number of
different ways. The formal reporting of our full and half
year results and trading updates are a combination of
presentations, group calls and one to one meetings. The
full and half year reporting is then followed by investor
meetings in major cities where we have institutional
shareholders covering the UK, Continental Europe,
Scandinavia, North America, Japan and Australia.
We also regularly meet with existing and prospective
shareholders to update them on our latest performance
or to introduce them to the Company and periodically
arrange visits to the business to give analysts and major
shareholders a better understanding of what goes on
day-to-day. All presentations on the business are
available on the Company’s website.
58 Aggreko plc Annual Report and Accounts 2011
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The Board receives regular updates on the views
of shareholders through briefings from the Chairman,
Chief Executive and Finance Director as well as reports
from the Company’s brokers and the Company’s
investor relations advisers. In addition, the Senior
Independent Director is available to meet shareholders
if they wish to raise issues separately from the
arrangements described above.
We enjoy meeting both private and institutional
shareholders at the Company’s Annual General
Meeting, which this year will be held in Dumbarton on
Wednesday, 25th April. Further details of the meeting
are set out on pages 64 and 65 and in the letter from
the Chairman and notice of meeting sent with this
report. Shareholders unable to attend are encouraged
to vote using the proxy card mailed to them or
electronically as detailed in the Notice of Meeting.
Internal control
The Board has applied Principle C.2 of the Code
by establishing a continuous process for identifying,
evaluating and managing the risks that are considered
significant by the Group in accordance with the revised
Turnbull Guidance on Internal Control published by
the Financial Reporting Council. This process has been
in place for the period under review and up to the date
of approval of the Annual Report and Accounts. The
process is designed to manage rather than eliminate
risk, and can only provide reasonable and not absolute
assurance against material misstatement or loss.
The Board’s monitoring framework covers a wide
range of controls, including financial, operational and
compliance controls together with risk management.
It is based principally on reviewing reports from
management and considering whether significant risks
are identified, evaluated, managed and controlled and
ensuring that any significant weakness thus identified
is promptly remedied. The Board continues to enhance
and strengthen the procedures for identifying and
monitoring key areas of risk.
The Board also considers financing and investment
decisions concerning the Group and monitors the
policy and control mechanisms for managing treasury
risk. The Group insurance programme is reviewed by
the Board, which also approves self-insured exposures.
During each financial year the Audit Committee
reviews the external and internal audit work
programmes and considers reports from internal
and external auditors on the system of internal control
and any material control weaknesses. It also receives
responses from management regarding the actions
taken on issues identified in audit reports.
Performance reporting and information
The Group has in place a comprehensive financial
review cycle, which includes a detailed annual
budgeting process where business units prepare budgets
for approval by the Board. The Group uses a large
number of performance indicators to measure both
operational and financial activity in the business.
Depending on the measure these are reported and
reviewed on a daily, weekly or monthly basis. In
addition management in the business receive a weekly
and monthly pack of indicators which are the basis of
regular operational meetings, where corrective action
is taken if necessary. At Group level a well-developed
management accounts pack including income
statements, balance sheets, cash flow statement as
well as key ratios related to capital productivity and
customer satisfaction scores, is prepared and reviewed
monthly by management. As part of the monthly
reporting process a forecast of the current year numbers
is carried out. To ensure consistency of reporting
the Group has a global ERP system and a global
consolidation system as well as a common accounting
policies and procedures manual. Management monitor
the publication of new reporting standards and work
closely with their external auditors in evaluating the
impact of these standards.
Review of effectiveness of internal control
In compliance with Provision C.2.1 of the Code, the
Board reviews the effectiveness of the Group’s system
of internal control.
On an annual basis the Audit Committee receives a
formal review that is designed to assess the application
of the principal financial and operational controls
operated by the Group. The review, which is based
on self-assessment by senior operational management,
is carried out using a risk review and control
questionnaire and is intended to complement
the internal and external audit procedures. There
is also a comprehensive procedure for monitoring
all significant risks and key risks have been identified
on a risk register. The Board has considered the
probability of those risks occurring and their impact,
as well as the actions that would be taken in response
to them if they did occur.
The Board has undertaken a specific assessment of
internal control for the purpose of this Annual Report.
This assessment considered all significant aspects of
internal control during the year ended 31 December
2011. Accordingly, the Board is satisfied that the Group
continues to have an effective system of internal control.
Aggreko plc Annual Report and Accounts 2011
59
Corporate Governance continued
Corporate Social Responsibility
The Board has set policies for the Group to ensure that
it operates worldwide in a safe, ethical and responsible
manner, which protects the environment as well as
safeguarding the health and safety of its employees, its
customers and the communities in which it operates.
These policies are intended to recognise, evaluate and
manage responsibly environmental, health and safety
risks through implementation of a comprehensive
Global Environmental, Health and Safety Management
System that standardises best operating practices,
objectives, data collection, reporting, audits,
performance indicators and goals. These policies
are set out in more detail on pages 47 to 53.
Pensions
The assets of the UK defined-benefit pension fund
are controlled by the Directors of Aggreko Pension
Scheme Trustee Limited; they are held separately
from the assets of the Company and invested by
independent fund managers. These segregated funds
cannot be invested directly in the Company. Four
trustees have been appointed by the Company and,
in addition, two member-nominated trustees have
been appointed. This fund was closed to new
employees joining the Group after 1 April 2002;
new UK employees are now offered membership
of a Group Personal Pension Plan.
Share capital
On 31 December 2011 the Company had in issue
266,719,246 ordinary shares of 13549/775p each
(‘ordinary shares’), 6,663,731 B shares of 618/25 pence
each (‘B shares’) and 182,700,915 deferred shares
of 618/25 pence each (‘Deferred Shares’) comprising
74.79%, 0.09% and 25.12% respectively of the
Company’s issued share capital. Details of the changes
in issued share capital during the year are shown in
Note 21 to the accounts.
Rights and obligations attached to shares
Subject to applicable statutes (in this section referred
to as the ‘Companies Acts’) and to any rights conferred
on the holders of any other shares, any share may be
issued with or have attached to it such rights and
restrictions as the Company may by ordinary resolution
decide or, if no such resolution has been passed or so
far as the resolution does not make specific provision,
as the Board may decide.
Voting
Subject to any special terms as to voting upon which
any shares may be issued or may for the time being be
held and to any other provisions of the Articles, on a
show of hands every member who is present in person
or by proxy or represented by a corporate representative
at a general meeting of the Company has one vote.
On a poll every member who is present in person or
by proxy or represented by a corporate representative
has one vote for every share of which he is the holder.
In the case of joint holders of a share the vote of the
senior who tenders a vote, whether in person or by
proxy, is accepted to the exclusion of the votes of the
other joint holders and, for this purpose, seniority is
determined by the order in which the names stand
in the register in respect of the joint holding.
The holders of B shares are not entitled, in their
capacity as such, to receive notice of any general
meeting of the Company nor to attend, speak or vote
at any such general meeting unless: (a) the business of
the meeting includes the consideration of a resolution
for the winding-up (excluding any intra-group
reorganisation on a solvent basis) of the Company,
in which case the holders of the B shares have the
right to attend the general meeting and are entitled
to speak and vote only on any such resolution; or
(b) at the date of the notice convening the meeting,
the B Share Continuing Dividend (as defined in the
paragraph headed ‘Dividends and other distributions’
below) has remained unpaid for six months or more
from any B Share Payment Date (as defined in such
paragraph below), in which case the holders of the
B shares have the right to attend the general meeting
and are be entitled to speak and vote on all resolutions.
The holders of the Deferred Shares are not entitled to
receive notice of any general meeting of the Company
or to attend, speak or vote at any such meeting.
Restrictions on voting
No member is, unless the Board otherwise decides,
entitled in respect of any share held by him to vote
(either personally or by proxy or by a corporate
representative) at any general meeting of the Company
or at any separate general meeting of the holders of
any class of shares in the Company if any calls or other
sums presently payable by him in respect of that share
remain unpaid or if he is a person with a 0.25 per cent
interest (as defined in the Articles) and he has been
served with a restriction notice (as defined in the
Articles) after failure to provide the Company with
information concerning interests in those shares
required to be provided under the Companies Acts.
60 Aggreko plc Annual Report and Accounts 2011
The Company is not aware of any agreement between
holders of securities that may result in restrictions on
voting rights.
Dividends and other distributions
Subject to the provisions of the Companies Acts,
the Company may by ordinary resolution from time
to time declare dividends in accordance with the
respective rights of the members, but no dividend
can exceed the amount recommended by the Board.
Subject to the provisions of the Companies Acts, the
Board may pay such interim dividends as appear to the
Board to be justified by the financial position of the
Company and may also pay any dividend payable at
a fixed rate at intervals settled by the Board whenever
the financial position of the Company, in the opinion
of the Board, justifies its payment. If the Board acts
in good faith, it shall not incur any liability to the
holders of any shares for any loss they may suffer in
consequence of the payment of an interim or fixed
dividend on any other class of shares ranking pari
passu with or after those shares.
The holders of B shares are entitled, in priority
to any payment of dividend or other distribution
to the holders of any ordinary shares and before profits
are carried to reserves, to be paid a non-cumulative
preferential dividend (the ‘B Share Continuing
Dividend’) at such annual rate on a value of 55 pence
per B share as is calculated in accordance with this
paragraph below rounded down to the nearest 1⁄10
penny (exclusive of any associated tax credit relating
thereto). The first B Share Continuing Dividend is
payable in respect of the period commencing on 11th
July 2011, and is to be paid in arrears on 31 May 2012
(or such later date as the Directors may determine)
and thereafter, such dividend will be paid (without
having to be declared) annually in arrears on 31 May
(or such later date as the Directors may determine)
in each year or, if any such date would otherwise fall
on a date which is not a Business Day (as defined in
the Articles) it will be postponed to the next day which
is a Business Day (without any interest or payment in
respect of such delay being charged) (each, a ‘B Share
Payment Date’). The period commencing on 11 July
2011 and ending on 31 May 2012 and each twelve
month period thereafter ending on 31 May is called
a ‘B Share Calculation Period’. The annual rate
applicable to each B Share Calculation Period is 75
per cent of the rate of 12 month LIBOR, expressed as
a percentage, which appears on the display designated
as page ISDA on Reuters (or such other page or
service as may replace it for the purpose of displaying
London inter-bank offered rates of leading banks
for pounds Sterling deposits as determined by the
Company), at or about 11.00 a.m. (London time)
on the first Business Day of such B Share Calculation
Period. In respect of the first B Share Calculation
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Period, the amount of the B Share Continuing
Dividend will be calculated by applying the rate
applicable on a value of 55 pence per B share and
multiplying such product by the number of days from
and including 11 July 2011 to, but excluding, the first
B Share Payment Date, divided by 365.
On a return of capital on winding-up (excluding any
intra-group reorganisation on a solvent basis), holders
of B shares are entitled, in priority to any payment to
the holders of ordinary shares, to 55 pence per B share
held by them, together with a sum equal to the relevant
proportion of the B Share Continuing Dividend
(if any) which would have been payable if the winding-
up had taken effect on the last day of the then current
B Share Calculation Period, the relevant proportion
being the number of days from and including the
preceding B Share Payment Date (or, if the date
of such winding-up is prior to 1 June 2012 from
and including, 11 July 2011) to, but excluding,
the date of such winding-up, divided by 365.
The Deferred Shares confer no right to participate
in the profits of the Company.
On a return of capital on a winding-up (excluding any
intra-group reorganisation on a solvent basis), holders
of Deferred Shares are entitled to be paid the nominal
capital paid up or credited as paid up on such Deferred
Shares after: (a) first, paying to the holders of the
B shares 55 pence per B share held by them together
with any outstanding entitlement to the B Share
Continuing Dividend up to the Payment Date last
preceding the return of capital; and (b) secondly,
paying to the holders of the ordinary shares the
nominal capital paid up or credited as paid up on the
ordinary shares held by them respectively, together
with the sum of £100,000,000 on each ordinary share.
The Board may deduct from any dividend or other
moneys payable to a member by the Company on
or in respect of any shares all sums of money (if any)
presently payable by him to the Company on account
of calls or otherwise in respect of shares of the
Company. The Board may also withhold payment
of all or any part of any dividends or other moneys
payable in respect of the Company’s shares from
a person with a 0.25 per cent interest (as defined in
the Articles) if such a person has been served with
a restriction notice (as defined in the Articles) after
failure to provide the Company with information
concerning interests in those shares required to be
provided under the Companies Acts.
Aggreko plc Annual Report and Accounts 2011
61
Corporate Governance continued
Variation of rights
Subject to the provisions of the Companies Acts,
rights attached to any class of shares may be varied
either with the consent in writing of the holders of
not less than three-fourths in nominal value of the
issued shares of that class (excluding any shares of that
class held as treasury shares) or with the sanction of a
special resolution passed at a separate general meeting
of the holders of those shares. The necessary quorum
applying to any such separate general meeting is
two persons holding or representing by proxy not less
than one-third in nominal value of the issued shares
of the class (excluding any shares of that class held
as treasury shares), (but at any adjourned meeting
one holder present in person or by proxy (whatever
the number of shares held by him) will constitute a
quorum); every holder of shares of the class present in
person or by proxy (excluding any shares of that class
held as treasury shares) is entitled on a poll to one
vote for every share of the class held by him (subject
to any rights or restrictions attached to any class of
shares) and any holder of shares of the class present
in person or by proxy may demand a poll.
Conversion of B shares into ordinary
shares at the Company’s option
The Company may (subject to the provisions of the
Companies Acts) at any time after the Company’s
AGM to be held in 2012 on the giving of not less than
10 days’ nor more than 42 days’ notice in writing to the
holders of the B shares, convert all but not some only
of the outstanding B shares into ordinary shares on the
date specified in the notice (the ‘Conversion Date’).
The conversion will be on the basis of one ordinary
share for every (M/55) B shares (where M represents
the average of the closing mid-market quotations in
pence of the ordinary shares on the London Stock
Exchange, as derived from the Official List for the five
Business Days immediately preceding the Conversion
Date), fractional entitlements being disregarded and
the balance of such shares (including any fractions)
being Deferred Shares. The Company will use its
reasonable endeavours to list the ordinary shares into
which B shares are converted on the London Stock
Exchange if on the Conversion Date the Company’s
ordinary shares are also so listed. Conversion of the B
shares may be effected in such manner as the Directors
may determine. If the Company exercises its rights of
conversion, the period commencing on the B Share
Payment Date preceding the Conversion Date and
ending on such Conversion Date is called the ‘Final B
Share Calculation Period’ and the B Share Continuing
Dividend in respect of such period shall be payable in
arrears on the final Business Day of such period (the
‘Final B Share Payment Date’). In respect of the Final
B Share Calculation Period (if any), the amount of
the B Share Continuing Dividend will be the relevant
proportion of the B Share Continuing Dividend which
would have been payable if conversion had taken effect
62 Aggreko plc Annual Report and Accounts 2011
on the last day of the then current B Share Calculation
Period, the relevant proportion being the number of
days from and including the last B Share Payment Date
to, but excluding, the Final B Share Payment Date,
divided by 365. The aggregate amount of the B Share
Continuing Dividend payable to each holder of B
shares shall be rounded down to the nearest 1⁄10 penny.
Restrictions on transfer of securities
in the Company
There are no restrictions on the transfer of securities
in the Company, except that:
certain restrictions may from time to time be
imposed by laws and regulations (for example,
insider trading laws);
pursuant to the Listing Rules of the Financial
Services Authority certain employees of the
Company require the approval of the Company
to deal in the Company’s ordinary shares; and
the Deferred Shares are not transferable except
in accordance with the paragraph headed ‘Powers
in relation to the Company issuing or buying back
its own shares’ below or with the written consent
of the Directors.
The Company is not aware of any agreements
between holders of securities that may result
in restrictions on the transfer of securities.
Amendment of Articles of Association
Unless expressly specified to the contrary in the
Articles of the Company, the Articles may be
amended by a special resolution of the Company’s
shareholders.
Appointment and replacement of Directors
Unless otherwise determined by ordinary resolution of
the Company, the number of Directors (disregarding
alternate Directors) is not less than two nor more
than fifteen. No shareholding qualification for
Directors is required. The Company or the Board may
appoint any person to be a Director. Any Director
so appointed by the Board shall hold office only until
the next general meeting and shall then be eligible for
election. The Board or any committee authorised by
the Board may appoint one or more Directors to hold
employment or executive office with the Company
for such period (subject to the Companies Acts) and
on such other terms as the Board or committee may
in its discretion decide and may revoke or terminate
any appointment so made.
The Articles state that each Director must retire from
office at the third Annual General Meeting after the
Annual General Meeting at which he was last elected.
However, it is a requirement of the Code that all
Directors should be subject to annual election by
shareholders. In addition to any power of removal
conferred by the Companies Acts, the Company may
by special resolution remove any Director before the
expiration of his period of office. The office of a
Director must be vacated if: (i) he resigns his office by
notice in writing delivered to the office or tendered at
a meeting of the Board; or (ii) by notice in writing he
offers to resign and the Board resolves to accept such
offer; or (iii) his resignation is requested by all of the
other Directors and all of the other Directors are not
less than three in number; or (iv) a registered medical
practitioner who is treating that Director gives a
written opinion to the Company stating that that
Director has become physically or mentally incapable
of acting as a Director and may remain so for more than
three months; or (v) by reason of a Director’s mental
health, a court makes an order which wholly or partly
prevents that Director from personally exercising any
powers or rights which that Director would otherwise
have; or (vi) he is absent without the permission of
the Board from meetings of the Board (whether or
not an alternate Director appointed by him attends)
for six consecutive months and the Board resolves
that his office is vacated; or (vii) he becomes bankrupt
or compounds with his creditors generally; or (viii)
he is prohibited by law from being a Director; or (ix)
he ceases to be a Director by virtue of the Companies
Acts or is removed from office pursuant to the Articles.
Powers of the Directors
Subject to the provisions of the Companies Acts,
the Company’s Articles and to any directions given by
the Company in general meeting by special resolution,
the business of the Company is managed by the Board,
which may exercise all the powers of the Company
whether relating to the management of the business
of the Company or not. In particular, the Board may
exercise all the powers of the Company to borrow
money and to mortgage or charge all or any part of the
undertaking, property and assets (present and future)
and uncalled capital of the Company and to issue
debentures and other securities, whether outright or as
collateral security for any debt, liability or obligation
of the Company or any third party.
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Powers in relation to the Company
issuing or buying back its own shares
The Directors were granted authority at the last
Annual General Meeting held in 2011 to allot relevant
securities up to a nominal amount of £18,301,246. That
authority will apply until the earlier of 30 June 2012
and the conclusion of the Annual General Meeting
for 2012. At this year’s Annual General Meeting
shareholders will be asked to grant an authority to
allot relevant securities (i) up to a nominal amount
of £12,206,454 and (ii) comprising equity securities up
to a nominal amount of £24,412,909 (including within
any such limit any shares and rights to subscribe for
or convert any security into shares allotted under (i)),
in connection with an offer by way of a rights issue,
such authority to apply until the end of next year’s
Annual General Meeting (or, if earlier, until the
close of business on 30 June 2013.
A special resolution will also be proposed to renew
the Directors’ power to make non-pre-emptive issues
for cash in connection with rights issues and otherwise
up to a nominal amount of £1,830,968.
The Company was also authorised at the Annual
General Meeting held in 2011 to make market
purchases of up to 27,415,869 ordinary shares.
This authorisation will expire on the earlier of
the conclusion of the Annual General Meeting
of the Company for 2012 and 30 June 2012.
A special resolution will also be proposed at this year’s
Annual General Meeting to renew the Directors’
authority to repurchase the Company’s ordinary shares
in the market. The authority will be limited to a
maximum of 26,713,863 ordinary shares and sets the
minimum and maximum prices which may be paid.
A special resolution will also be proposed to authorise
the Company to purchase further B shares as part of
the return of capital announced in March 2011.
The Company may at any time, without obtaining
the sanction of the holders of the Deferred Shares:
(a) appoint any person to execute on behalf of any
holder of Deferred Shares a transfer of all or any of
the Deferred Shares (and/or an agreement to transfer
the same) to the Company or to such person as the
Directors may determine, in any case for not more
than 1 penny for all the Deferred Shares then being
purchased from him; and (b) cancel all or any of the
Deferred Shares so purchased by the Company in
accordance with the Companies Acts.
Aggreko plc Annual Report and Accounts 2011
63
Corporate Governance continued
Securities carrying special rights
No person holds securities in the Company carrying
special rights with regard to control of the Company.
Rights under the employee share scheme
Appleby Trust (Jersey) Limited, as Trustee of the
Aggreko Employees’ Benefit Trust, holds 1.80% of
the issued share capital of the Company as at 9 March
2012 on trust for the benefit of the employees and
former employees of the Group and their dependents.
The voting rights in relation to these shares are
exercised by the Trustee and there are no restrictions
on the exercise of the voting of, or the acceptance of
any offer relating to, the shares. The Trustee is obliged
to waive all dividends on the shares unless requested
to do otherwise by the Company in writing.
Going concern
The Directors, having made all the relevant enquiries,
consider that the Group and the Company have
adequate resources at their disposal to continue
their operations for the foreseeable future, and that
it is therefore appropriate to prepare the accounts
on a going concern basis.
Change of control
The Company has in place a number of agreements
with advisers, financial institutions and customers
which contain certain termination rights which would
have effect on a change of control. The Directors
believe these agreements to be commercially sensitive
and that their disclosure would be seriously prejudicial
to the Company; accordingly they do not intend
disclosing specific details of these. In addition, all
of the Company’s share schemes contain provisions
which in the event of a change of control, would
result in outstanding options and awards becoming
exercisable, subject to the rules of the relevant schemes.
There are no agreements between the Company and
its Directors or employees providing for compensation
for loss of office or employment that occurs because
of a takeover bid.
Disclosure of information
to the Company’s Auditor
In accordance with section 418 of the Companies
Act 2006 the Directors who held office at the date
of approval of this Directors’ Report confirm that,
so far as they are each aware, there is no relevant
audit information (as defined by section 418(3) of
the Companies Act 2006) of which the Company’s
Auditor is unaware; and each Director has taken all
the steps that he ought to have taken as a Director to
make himself aware of any relevant audit information
and to establish that the Company’s Auditor is aware
of that information.
64 Aggreko plc Annual Report and Accounts 2011
Indemnity of officers
Under Article 154 of the Articles, the Company may
indemnify any Director or other officer against any
liability, subject to the provisions of the Companies
Acts, and the Articles grant an indemnity to the
Directors against any liability for the costs of legal
proceedings where judgement is given in their favour.
Under the authority conferred by Article 154, the
Company has granted indemnities to Directors and
officers of the Company and its subsidiaries. The
indemnities do not apply to any claim which arises
out of fraud, default, negligence or breach of fiduciary
duty or trust by the indemnified person.
In addition, the Company may purchase and maintain
for any Director or other officer, insurance against
any liability. The Company maintains appropriate
insurance cover against legal action brought against
its Directors and officers and the Directors and officers
of its subsidiaries.
Supplier payment policy
It is the Company’s policy to settle the terms and
conditions of payment with suppliers when agreeing
each transaction, to ensure that suppliers are made
aware of these terms and, in practice, provided
the supplier meets its contractual obligations, to
abide by them. In overall terms, the Company
had approximately 11 days’ credit outstanding
as at the balance sheet date (2010: 15 days’).
Essential contractual arrangements
The Company buys the majority of its generator
engines from Cummins Limited, a subsidiary of
Cummins Inc based in Columbus, Indiana, USA.
The Company also relies upon their global service
and support network for the supply of spare parts.
The Company’s relationship with Cummins is governed
by a supply agreement which is regularly reviewed.
Annual General Meeting
The Company’s Annual General Meeting will be
held at 10.30 a.m. on Wednesday 25th April 2012
at Aggreko UK Limited, Manufacturing, Lomondgate,
Stirling Road, Dumbarton, G82 3RG.
Annual General Meeting – Special Business
Special Business comprises resolutions: to increase the
maximum aggregate amount of fees for Non-executive
Directors; to authorise the Directors to allot ordinary
shares up to an aggregate amount representing
approximately one third of the issued ordinary share
capital of the Company and a further one third in
relation to rights issues, in line with guidance issued
by the Association of the British Insurers; to disapply
the statutory pre-emption rights of shareholders on
allotment of equity securities for cash up to a limit of
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a total of shares with a nominal value of approximately
5% of the current issued share capital; to renew the
authority of the Company to purchase its own ordinary
shares; to approve the calling of meetings other than
Annual General Meetings on 14 days’ notice; and to
authorise the Company to purchase further B shares as
part of the return of capital announced in March 2011.
Auditor
A resolution re-appointing PricewaterhouseCoopers
LLP as the Company’s and Group’s auditor will be
proposed at the Annual General Meeting.
Material share interests
As at 31 December 2011 the Company had received
notifications of the following major shareholdings,
representing 3% or more of the voting rights attached
to the issued ordinary share capital of the Company:
Name of shareholder
Prudential plc2
Capital Research &
Management Company
Baillie Gifford & Co
A E H Salvesen1
Legal & General
Investment Management
Number of shares
15,860,093
15,087,7583
11,804,4643
10,890,0003
10,797,3753
% of total
voting rights
5.94
5.50
4.31
3.98
3.96
1 Including immediate family and trustee interests.
2 Including direct and indirect subsidiary company interests.
3 Disclosures of number of shares based on ordinary shares of 20p
each, these notifications were received before the share capital
consolidation in July 2011.
Between 31 December 2011 and 9 March 2012, the
Company received no notifications of acquisitions
or disposals of major shareholdings.
The Directors are not aware of any other material
interests amounting to 3% or more in the share
capital of the Company.
Peter Kennerley
Director of Legal Affairs & Company Secretary
9 March 2012
Aggreko plc Annual Report and Accounts 2011
65
Audit Committee Report
Responsibilities and role of the Audit Committee
The Committee’s main responsibilities are to oversee and monitor:
the external audit process, including the appointment of the external auditor, their fees and independence;
the nature and scope of the external audit and its effectiveness;
the effectiveness of internal audit;
the Company’s procedure for handling allegations from whistleblowers and for detecting fraud;
the effectiveness of systems for internal financial control, financial reporting and risk management;
the integrity of the Company’s financial reports, including reviewing the findings of the external audit; and
making appropriate recommendations to the Board.
The full Terms of Reference of the Committee are available on our website at www.aggreko.com/investors/
corporategovernance.
Membership of the Committee
The members of the Committee during the year were as follows:
Robert MacLeod
Chairman
David Hamill
Ken Hanna
Russell King
All members of the Committee are independent Non-executive Directors. Robert MacLeod, a chartered
accountant and Group Finance Director of Johnson Matthey plc, and Ken Hanna, until recently Chief Financial
Officer of Cadbury plc, each brings a high level of recent relevant financial experience to the Committee. Peter
Kennerley is Secretary to the Committee. The Group Chairman, the Chief Executive, Finance Director, Group
Financial Controller and Head of Internal Audit attend meetings by invitation when appropriate. The Group
audit partner from our external auditor also generally attends the Committee. At least once each year we hold
a separate session with the external auditor without members of management and a separate private session with
the Head of Internal Audit.
The Committee met three times during the year.
Main activities of the Committee during the year
Integrity of financial reports
During the year, the Committee reviewed salient features arising out of PricewaterhouseCoopers’ audit of the
Annual Report, reviewed the draft Annual Report and after consideration of a paper on going concern agreed
to recommend the 2011 Annual Report to the Board. The Committee also considered and recommended to the
Board the Company’s half-yearly report.
External auditor independence
We reconfirmed our policy on non-audit services provided by the external auditor: individual fees in excess of 50%
of the annual audit fee and any in excess of the aggregate fees above 100% of the audit fee require the Committee’s
specific approval. We also considered the actual level and nature of non-audit work and were satisfied that they
were in line with policy and did not detract from the objectives and independence of the external auditor.
Further details of the fees paid to the external auditor are set out in Note 6 to the accounts on page 106.
Reappointment of external auditor
The Committee last supervised a competitive tender for the external audit in 2006, following which
PricewaterhouseCoopers were reappointed external auditor. The Committee is again recommending to the
Board that a proposal be put to shareholders at the 2012 Annual General Meeting for the reappointment of
PricewaterhouseCoopers. There are no contractual restrictions on the Company’s choice of external auditor, and
in making our recommendation we took into account, amongst other matters, the objectivity and independence
of PricewaterhouseCoopers, as noted above, their continuing effectiveness and cost.
66 Aggreko plc Annual Report and Accounts 2011
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External auditor effectiveness
Following completion of the 2010 year end process, the Committee assessed the audit process and the strategy
for the 2011 audit and considered the performance of the auditor.
Internal audit function
The internal audit team undertake financial, operational and strategic audits across the Aggreko Group using a risk
based methodology. Group Internal Audit is also responsible for IT related audits, and these services are provided
by an outsourced provider. We agreed the scope of work and coverage levels as part of the annual internal audit
plan and reviewed its progress during the year. We also considered all internal control issues raised in the internal
audit reports, the adequacy of internal audit resources and the effectiveness of the internal audit function.
Financial control and managing risk
At Aggreko we aim to have a strong and regularly monitored control environment that minimises financial risk,
and as part of our responsibilities we review the effectiveness of systems for internal financial control, financial
reporting and risk management. Our approach is to ensure that the same high standards are applied through the
business, with the framework set at Group level and a strong focus on training and development. Central to this
process are regular financial control reviews and a financial control checklist, which enable us to set targets and
identify and monitor areas for improvement.
We also aim, on a regular basis, to look in some depth into some of the particular principal risks that face the
Group, and which are described on pages 29 to 33 of the Directors’ Report. The rapid growth of the local business
within Aggreko International has presented its own particular challenges, and we asked the management of
AI to address us on this topic, enabling us to understand some common themes and the steps being taken to
manage these risks. Given the Group’s reliance on information technology, we also reviewed the Group’s IT risk
management and governance framework, including high level infrastructure design, mitigation components by
location, the ongoing audit and assurance plan and our approach to business continuity and disaster recovery.
Whistleblowing
In April Aggreko introduced an independent compliance hotline, operated by an external agency, which
gives employees the opportunity to report potential improprieties in financial reporting or other matters. The
hotline is available to all employees, in all of the languages used throughout the Group, and callers can remain
anonymous if they wish. We also improved our procedures for investigation and follow-up and received a report
on progress in December. As a result of that report we can confirm that they remain adequate for addressing the
Company’s obligations under the Code.
Robert MacLeod
Chairman of the Audit Committee
9 March 2012
Aggreko plc Annual Report and Accounts 2011
67
Ethics Committee Report
Responsibilities and role of the Ethics Committee
The main responsibilities of the Committee are:
to advise the Board on the development of strategy and policy on ethical matters;
to advise the Board on steps to be taken to establish a culture of integrity and honesty in all of the Company’s
business dealings;
overseeing the Company’s policies and procedures for the identification, assessment, management and reporting
of ethical risk;
overseeing the Company’s policies and procedures to prevent persons associated with the Company from
engaging in bribery; and
monitoring and reviewing the operation of the Company’s policies and procedures.
The full Terms of Reference of the Committee are available on our website at www.aggreko.com/investors/
corporategovernance.
Membership of the Committee
The members of the Committee throughout the year were as follows:
Philip Rogerson
Chairman
David Hamill
Ken Hanna
All members of the Committee are therefore independent Non-executive Directors. Peter Kennerley is Secretary
to the Committee and during 2011 Rupert Soames attended meetings by invitation. For future meetings, this
invitation will also be extended to Kash Pandya, Regional Director for Aggreko International, given that our
areas of greatest ethical risk lie within that region.
The Committee met three times in 2011.
Main activities of the Committee during the year
Integrity and honesty in all business dealings are core to the reputation of Aggreko and our long term success.
We have for some time published an Ethics Policy, which we expect all employees and also all third parties acting
on our behalf to follow. We have also identified failure to conduct business dealings with integrity and honesty as
one of the principal risks facing the business, and on pages 31 and 32 we set out in more detail our assessment of,
and the way we address, that risk.
The main focus of the Committee’s activity during 2011 has been a review of our anti-corruption strategy in light of
the UK Bribery Act 2010, which came into force in July 2011, and the Guidance about procedures which relevant
commercial organisations can put in place to prevent persons associated with them from bribing, published by the
Ministry of Justice in March 2011 (‘the MoJ Guidance’). The MoJ Guidance is based on six principles: proportionate
procedures; top level commitment; risk assessment; due diligence; communication (including training); and
monitoring and review, and we tested our approach, policies and procedures against the MoJ Guidance. The
Committee’s assessment was that although we had policies and procedures in place which we believed were broadly
fit for purpose, in some areas they needed improvement, for example to address particular risks we had identified,
or to ensure that they were applied consistently throughout Aggreko. In reviewing our policies and procedures,
and applying and communicating them, we adopted a risk-based approach with due allowance for what is practicable.
The result of our review was a manual to act as comprehensive stand alone guidance on our anti-bribery stance.
The Committee now receives regular reports on the development of Aggreko’s anti-corruption strategy,
including the communication of our procedures, together with associated training, legislative developments,
reports of incidents and actions taken and the activities of our Sales Consultants. These reports also include,
where appropriate, regular reports compiled by Internal Audit.
We recognise that, although it is the task of the Board to foster a culture of integrity, appropriate ethical behaviour
is the responsibility of all employees. We were therefore encouraged by the results of the 2011 Employee Engagement
Survey, which for the first time included two questions with particular relevance to ethics at Aggreko – one
referring to our clearly communicating our expectations for ethical behaviour and the other referring to reporting
of incidents without fear of reprisal – which received high positive scores of 85% and 75% respectively.
Philip Rogerson
Chairman of the Ethics Committee
9 March 2012
68 Aggreko plc Annual Report and Accounts 2011
Nomination Committee Report
Responsibilities and role of the Nomination Committee
The principal role of the Committee is to assist the Board with succession planning and with the selection
process for the appointment of new Directors, both Executive and Non-executive, including the Chairman.
This involves:
evaluating the balance and skills, knowledge and experience on the Board and identifying the capabilities
required for a particular appointment;
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overseeing the search process; and
arranging for all members of the Board to meet any preferred candidate before any formal recommendation
to the Board.
The full Terms of Reference of the Committee are available on our website at www.aggreko.com/investors/
corporategovernance.
Membership of the Committee
The members of the Committee throughout the year were as follows:
Philip Rogerson
Chairman
David Hamill
Ken Hanna
Russell King
Robert MacLeod
Rupert Soames
The majority of the members of the Committee are independent Non-executive Directors. Peter Kennerley
is Secretary to the Committee and Siegfried Putzer, Group Human Resources Director, also attends meetings
of the Committee by invitation. Members of the Committee are not present when their own appointments
are being discussed.
We held four meetings during 2011.
Main activities of the Committee during the year
The main activities of the Committee were as follows:
The first concerned the Chairmanship of the Company. My previous three year term of appointment as
Chairman expired in April 2011, and the Committee recommended to the Board that I should continue
for a further year until the 2012 Annual General Meeting, to be succeeded by Ken Hanna. These proposals
were announced at the 2011 AGM.
Secondly, we continued to focus our attention to ensure that we had a robust succession planning process in
place for senior positions within the Group. This had been one of the issues identified in the previous year’s
Board evaluation, and while we believe that we have the right process in place, that process itself requires the
regular oversight of the Committee. The Committee reviews the composition of the Board twice each year – in
June and December – focusing in particular on Executive Director posts. In conjunction with the June meeting,
the full Board then looks at people and posts at one or two levels below the Board, to identify possible candidates
for succession to bigger roles, individual potential and development needs and areas where we might have to
recruit from outside the Group to fill a future vacancy.
Thirdly, with Russell King’s initial term of appointment as a Non-executive Director due to expire in February
2012 we agreed that we should recommend to the Board that his appointment should be extended for a further
three year term.
We have noted the Financial Reporting Council’s proposal to amend the Code to require the Nomination
Committee to report on the Board’s policy on diversity, including gender. Although the change will only apply to
financial years beginning on or after 1 October 2012, the FRC has encouraged all companies to apply the change
with immediate effect. I can therefore confirm that, as explained in our 2011 Interim Report, the Board’s policy
is to have a broad range of skills, background and experience. While we will continue to ensure that we appoint
the best people for the relevant roles, we recognise the benefits of greater gender diversity and will continue to
take account of this when considering any particular appointment.
Aggreko plc Annual Report and Accounts 2011
69
Nomination Committee Report continued
As in previous years, as part of the Company’s annual evaluation of Board performance, all Directors were
consulted on the composition of the Board, and were of the view that it was of the right size, with the appropriate
range of skills and balance between Executive and Non-executive Directors. We explain our approach to the size
and composition of the Board in the paragraph headed ‘Non-executive Directors’ in our Corporate Governance
report on page 56.
Philip Rogerson
Chairman of the Nomination Committee
9 March 2012
70 Aggreko plc Annual Report and Accounts 2011
Remuneration Report
Introduction by Russell King, Remuneration Committee Chairman
On behalf of the Remuneration Committee, I am pleased to present the Directors’ report on remuneration for 2011.
Despite the significant challenges faced by many companies over the last three years, Aggreko has continued its
strong financial performance, growing its Diluted Earnings per Share (D-EPS) by over 90% and its share price by
350% over the period. This performance demonstrates the continued strength of our business, the commitment
and hard work of our employees, and the effective leadership of our executive team.
The Remuneration Committee has endeavoured to ensure that remuneration across the Group continues
to be aligned with our Remuneration Policy. In particular, that pay is fair and helps drive growth in profits and
shareholder value over both the short- and longer-term. This is consistent with the principle of ensuring executive
pay is appropriately aligned with performance which is at the heart of the UK Government’s announcement in
January 2012 on Executive Director remuneration. We believe that executive remuneration decisions for 2011
reflect the executive team’s success in achieving growth. Below, I summarise the key remuneration-related
decisions/outcomes during 2011.
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Annual salary review
Following a review of market positioning of remuneration, the salary levels of the Chief Executive and
Finance Director are at lower quartile when compared to companies of similar size1. Notwithstanding that, our
Remuneration Policy is for base pay to be around the market median and the significant ongoing contribution
of our Executive Directors and Aggreko’s consistently strong shareholder return, the Committee agreed with
the Chief Executive and Finance Director that their salary increases should be below inflation and in line with
increases granted more widely across the Group.
Review of pay for performance
The Committee also undertakes an annual review of pay for performance compared to companies of similar size1.
Historical three-year average total pay of both the Chief Executive and Finance Director was found to have
been around median (relative to what other companies paid over the same period) whilst Aggreko delivered
the 3rd highest performance2 of the 40 companies in the comparator group.
The Committee also reviewed potential pay outcomes going forward. We looked at the ranking of pay based on each
company delivering a commensurate level of performance. On this basis, pay for delivering a median performance
would be lower quartile whilst pay for delivering an upper decile performance would be upper quartile.
2008 and 2009 Long-term Incentive Programme (LTIP) awards
In 2008, to drive truly exceptional long-term performance, shareholders approved an enhancement to the LTIP.
This provides for the number of shares awarded to be increased by between 1.3 and 2 times if the real compound
annual growth in D-EPS over the three-year performance measurement period is between 13% and 20%. Annual
awards have subsequently been made under this enhanced LTIP.
2011 was the first year in which we assessed performance for a completed cycle of the enhanced LTIP. Over the
three-year performance period of the 2008 LTIP, real compound annual growth in D-EPS exceeded 35% and the
Return on Capital Employed-based targets were exceeded. Accordingly, these awards vested in full and the
maximum 2 times multiple applied to the share awards.
The Committee has reviewed performance against the targets for the 2009 award which indicates the same
maximum vesting outcome, with real compound annual growth in D-EPS over the three-year performance period
exceeding 23%. In accordance with the terms of the LTIP, this award first becomes exercisable in April 2012.
In reviewing the Company’s underlying performance for both the 2008 and 2009 LTIP awards, the Committee
noted that year-on-year financial performance had been consistently strong. In addition, share price growth
over the 2008 and 2009 performance cycles was also significant, being 178% and 350% respectively.
Pension benefit provision
The Committee responded to the change in taxation of UK pensions by allowing Executive Directors the option
to take a cash supplement in lieu of pension benefit. This change has been implemented on a cost-neutral basis
for the Company, i.e. broadly equivalent to a best estimate of the cost-saving to the Company of no longer
providing the pension benefit.
1 Companies 20 places above and 20 places below Aggreko in the FTSE 100.
2 Based on the five-year total return and three-month averaging prior to the start and end of the measurement period.
Aggreko plc Annual Report and Accounts 2011
71
Remuneration Report continued
Over the coming year, the Committee will continue to review the Company’s remuneration practices to ensure
that they continue to help attract, retain and motivate talent we need, enabling further growth in value for
Aggreko’s shareholders. The following report provides further detail of our current remuneration arrangements
and outcomes for 2011. The report will be put to the shareholder vote at our AGM in April 2012 and we look
forward to hearing your views and receiving your support.
Background
The Remuneration Report is one of the most keenly-studied parts of our Annual Report; we take the view that
the processes around setting pay and performance are an important part of a Board’s work, and shareholders will
make judgements about the quality of governance of the Company as a whole when they read the Remuneration
Report. We have therefore made an effort to make this report readable and clear, which is quite a hard task
given the very considerable amount of regulation that, entirely appropriately, applies to this section.
First, the Directors confirm that we abide by all the rules. Specifically, the Company has complied with the
Principles and underlying Provisions relating to Directors’ remuneration of The UK Corporate Governance
Code and that this Remuneration Report has been prepared in accordance with the Large & Medium-sized
Companies and Groups (Accounts and Report) Regulations 2008. Details of each individual Director’s
remuneration for 2011 are set out on pages 78 to 81. Information on Directors’ share and share option
interests may be found on pages 82 to 84.
The auditors are required to report on the ‘auditable’ part of this report and to state whether, in their opinion,
that part of the report has been properly prepared in accordance with the Companies Act 2006 (as amended
by the Regulations). The information which has been audited can be viewed on pages 78 to 85. No other parts
of this report have been audited.
Responsibilities and role of the Remuneration Committee
The Committee’s principal function is to determine the Company’s policy on Board remuneration and to
approve the specific remuneration packages for the Executive Directors and the Company Secretary, including
their service contracts. The Committee also has responsibility for making a recommendation to the Board in
respect of the remuneration of the Chairman. The Committee’s remit therefore includes, but is not restricted to,
basic salary, benefits in kind, performance related awards, share options and share awards, long-term incentive
schemes, pension rights, and any compensation or termination payments.
The full Terms of Reference of the Committee are available on our website at www.aggreko.com/investors/
corporategovernance.
Membership of the Committee
The members of the Committee during the year were as follows:
Chairman
Russell King
David Hamill
Ken Hanna
Robert MacLeod
All of the members of the Committee are Independent Non-executive Directors. This is important because it
means that the pay of the Executive Directors is set by people who are independent of the Executives, and who
can come to sensible judgements as to what is in the interest of shareholders and fair to the Executives. Peter
Kennerley is Secretary to the Committee and we consult both the Chairman and the Chief Executive and invite
them to attend meetings when appropriate, but no Director is allowed to be present when his own remuneration
is discussed. Our principal external advisers during the year were New Bridge Street, who advised on revisions to
and administration of the Company’s share plans, and Kepler Associates to give advice on pay, benchmarking
and other matters related to compensation. Neither New Bridge Street, nor Kepler Associates, provide any other
services to the Group.
Financial year 2011 fees for external advisers
Remuneration Committee support
Other support
Kepler Associates New Bridge Street
£32,585
£nil
£61,884
£nil
72 Aggreko plc Annual Report and Accounts 2011
Main activities of the Committee during the year
The main focus of the Committee’s activity comprises managing the various aspects of the remuneration package
of Executive Directors at Aggreko. This package comprises:
annual salary;
annual bonus;
the Company’s Long-term Incentive Programme (LTIP);
pension and life assurance; and
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other benefits, including healthcare and expatriate benefits for Directors seconded away from their home country.
The Committee met four times during 2011; details of members’ attendance are set out in the table on page 57.
The main tasks for the Committee were:
reviewing and approving the Executive Directors’ bonuses for 2010;
setting targets and rules for Executive Directors’ bonuses for 2011;
reviewing and approving the vesting of the 2008 LTIP awards;
reviewing and approving the rules and performance criteria for the 2011 LTIP grant;
deciding on the level of any pay increases in the annual salary review; and
approving minor amendments to the rules of the LTIP.
Remuneration policy
The Committee has adopted a number of principles which it applies to the way we set, balance and measure
the different elements of the remuneration package for Executive Directors. In developing these policies the
Committee is mindful of the views of the various bodies which opine on executive pay.
As a general policy, we aim to ensure that our remuneration policy rewards executives for delivering what we see
as being their central responsibility, which is to increase the value of the business to shareholders consistently
and over a long period of time. To achieve this we have structured the reward package with the following
principles in mind:
We want our Executives, and indeed all our employees, to feel fairly paid, and we do not want them to be
easy prey for competitors who are hunting for talent. However, we don’t want to waste money by over-paying
them. Accordingly, we aim to position our packages so that the fixed element of pay (i.e. salary, pension,
and benefits) is around the median of that paid by companies of similar size and complexity.
As far as the total reward package is concerned, we believe that shareholders support the concept of paying
outstanding rewards for outstanding performance. We therefore have designed performance-related schemes
that offer executives the opportunity to earn significant rewards if they produce significant increases in
shareholder value. Concomitantly, they should not receive performance rewards if performance is mediocre.
Aggreko plc Annual Report and Accounts 2011
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Remuneration Report continued
More specifically:
We believe that Executive Directors should be able to earn more from their performance-related pay than
from their fixed pay to encourage them to deliver superior performance.
Within the performance-related pay element, we believe that Executive Directors should be able to earn more
from long-term incentives than short-term incentives. The value to executives of delivering consistent growth
over a three-year period should be greater than they can earn from their annual bonuses. This means that they
are not motivated to deliver short-term gain at the cost of long-term value.
These charts illustrate the mix of total remuneration for the Chief Executive for pay mix by fair value and
pay mix based on maximum outcome. Fair value is an estimate of the long run average expected outcome.
Maximum outcome scenario is based on maximum opportunity levels being earned under the Annual Bonus
Scheme/LTIP excluding share price growth.
Pay mix by fair value
Pay mix based on maximum outcome
1 Base
2 Pension
3 Bonus
4 LTIP
31%
8%
20%
41%
4
1 Base
2 Pension
3 Bonus
4 LTIP
1
2
3
18%
4%
22%
56%
4
1
2
3
In terms of target-setting, we believe that we should try as far as we can to use measures which are closely
aligned to those which deliver value for shareholders and which are capable of independent verification. We
also believe that the targets should give clear ‘line-of-sight’ for the Executives (i.e. they know what they have
to do to earn the money, and as far as possible, what they have to do is under their control); for this reason we
prefer absolute, rather than relative measures. The targets set for annual bonuses and the Long-term Incentive
Programme at Group level are Diluted Earnings per Share (D-EPS) and Return on Capital Employed (ROCE);
both of these are Key Performance Indicators for the Company as described on pages 26 and 27. We believe
that if the Executives deliver growing D-EPS, at healthy rates of ROCE, the value of the Company to the
shareholders will increase.
Finally, we believe that there should be alignment in terms of the structure of performance pay schemes between
the Executive Directors and the wider senior management team within Aggreko. We think it important that
the entire senior management team is working towards the same targets and under the same schemes, and if
the Executive Directors are doing well, the management team are doing well. We also take into account the pay
and employment conditions of all employees of the Group when reviewing and setting executive remuneration.
These are the general principles of our current policy, which we intend to follow for 2012 and, subject to any
changes in circumstances or best practices for future years.
Following these general principles, we set out below a description of how we have applied them to the various
elements of remuneration in 2011.
Fixed pay
Annual salary
Annual salaries for Executive Directors are generally reviewed each year by the Committee in June. Salaries
are determined by a combination of the individual’s contribution to the business and the market rate for the
position. We aim to pay the market median for standard performance and pay up to the market upper quartile
for upper quartile performance. On occasions it may be necessary to pay above the market median to attract
people of the right calibre to meet the needs of the business. In setting annual salaries, as with other elements
of remuneration, we have discretion to consider all relevant factors, including performance on environmental,
social and governance issues.
74 Aggreko plc Annual Report and Accounts 2011
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The appropriate market rate is the rate in the market place from which the individual is most likely to be
recruited. The Company operates in a number of market places throughout the world where remuneration
practices and levels differ. This can result in pay and benefit differentials between the Executive Directors.
In arriving at an appropriate market rate, we commission studies from our advisers, who carry out in-depth
research on the practices of Aggreko’s peer group in the UK to establish accurate benchmarks. The same
approach is taken for expatriate and overseas salaries where reference is made to the appropriate data for the
geographical location. A table setting out individual salary levels and change in salary is provided on page 79.
Pensions
Pensions are based on current practice in the markets in which we operate and take into account long-term
trends in pension provision. Further details on pension provision are set out on pages 80 and 81, but, in
summary, Angus Cockburn is a member of the Aggreko plc Pension Scheme, which is a defined-benefit scheme.
Messrs Soames, Caplan and Pandya, who joined the company after the Pension Scheme was closed to new
entrants, benefit from a defined-contribution scheme. Each of these four Directors now takes a cash payment
in lieu of all or part of his current contributions. George Walker also has a defined-contribution scheme,
but one which operates under US rules.
Benefits
All the Executive Directors receive health-care benefits and life assurance cover. Rupert Soames and Angus
Cockburn receive the benefit of a company-funded car and George Walker receives a car allowance. Kash
Pandya, who has been seconded from the UK to Dubai, receives an overseas secondment package which covers
the cost of housing in Dubai and use of local facilities, a car allowance, and a contribution to school fees.
Performance-related pay
Annual Bonus Scheme
Generally, the shareholders place great weight on the performance of the Company from year to year, and
we therefore think it appropriate to have a significant, but not the greatest, part of the performance pay linked
to annual performance. The purpose of the Annual Bonus Scheme is to align Executive Directors with this
performance period and to motivate them to meet and beat demanding annual performance targets. The targets
for the Annual Bonus Scheme are tied to the Annual Budgets set by the Board and with due regard to external
forecasts. Generally, bonuses will start to be earned at performance levels a few percentage points below Budget,
increase sharply to Budget, and then increase until they reach capped levels, which will generally be at 10-15%
above Budget. Executive Directors with regional management responsibilities (Messrs Pandya, Caplan and Walker)
have half of their bonus related to the performance of their region (as measured by trading profit and return on
capital employed) and half related to D-EPS. The Chief Executive’s and Finance Director’s bonuses are measured
exclusively against D-EPS. In 2011 the on-budget and maximum bonus earnings for the Executive Directors were:
Rupert Soames
Angus Cockburn
George Walker
Kash Pandya
Bill Caplan
% of annual salary
On-budget
Maximum
62.5%
50%
62.5%
50%
50%
125%
100%
125%
100%
100%
A table which sets out the 2011 bonus weightings and the actual bonus paid, by individual, is provided on page 79.
An overview of historical targets together with actual performance achieved is also provided on page 79.
Bonuses are paid following Audit Committee approval of the previous year’s trading results, at which point the
targets and quanta of bonuses for the current year are set.
Long-term Incentive Programme
The purpose of the Long-term Incentive Programme (LTIP) is to align the interests of shareholders and management
in growing the value of the business over the long-term. It does this by granting shares which vest depending on
the extent to which the business meets earnings and return on capital targets over a three-year period; the value
of the incentive to an executive is also heavily dependent on the level of share-price appreciation over the period,
which also helps to align the interest of executive and shareholder. A useful extra feature of the LTIP is that it
works as an extremely effective retention tool; the more successful the Company is (and therefore the more
attractive our executives are to other companies), the more difficult it becomes for them to lure our people away.
Aggreko plc Annual Report and Accounts 2011
75
Remuneration Report continued
The LTIP was first introduced in 2004, and each year senior executives are invited to join. It consists of two
distinct elements: the Performance Share Plan (PSP) and the Co-investment Plan (CIP). In 2011, 122 individuals
– about 3% of employees – were invited to join one or both of the Plans. In the last three years, 186 people have
participated in the LTIP, of whom 167 are still employees; this represents an attrition rate amongst our most
senior managers of about 4% per year, which is a testament to the retention powers of the scheme.
The PSP and CIP are both measured against the performance over three financial years and they share the
same performance criteria. These are the real (i.e. inflation-adjusted) compound annual growth rate over the
performance period of Diluted Earnings per Share (D-EPS), and Return on Capital Employed (ROCE). This
directly aligns both elements of the LTIP with Group strategy and measures performance against what the Board
believes are Key Performance Indicators.
The PSP is a nil-cost conditional award of shares, some, all, or none of which vest depending on performance
against the targets; the number of shares conditionally awarded is related to the salary of the individual
concerned and his or her level within the Company. Since its inception, the largest PSP award has been
equivalent to 100% of the recipient’s salary, although the rules of the scheme permit higher levels.
The CIP is a co-investment plan, whose purpose it is to encourage executives to buy and hold shares in the
Company. Executives can subscribe Aggreko shares up to a value of 30% of their salary each year they are
invited to join the CIP; if they hold those shares for three years, they will be entitled to receive a minimum
award of one share for every two they subscribed, plus a performance-related award of a further three shares
for every two they subscribed.
The performance criteria for the LTIP are set annually; in 2011 they were:
75% of the award would be measured against the real (i.e. CPI inflation-adjusted) compound annual growth in
D-EPS over the three-year performance measurement period in a range of 3% to 10%. No performance shares
would be awarded against this element if performance were less than 3% and awards would increase straight-
line to the maximum at 10% growth.
25% of the award would be measured against the average ROCE over the performance period in a range of
26% to 28%. No performance shares would be awarded against this element if performance were less than
26% and awards will increase straight-line to the maximum at 28% ROCE.
In addition to the above, and to reward truly exceptional performance, the number of shares awarded to
participants in the LTIP may be increased by between 1.3 and 2 times if the real compound annual growth
in D-EPS over the three-year performance measurement period is in a range of 13% to 20%.
In 2011, Rupert Soames, the Chief Executive, subscribed the maximum number of CIP shares, equivalent to
30% of his salary. He was awarded PSP shares to a value at the date of grant equivalent to 100% of his salary.
The other Executive Directors each received PSP awards equivalent to 70% of their salary; Messrs Pandya,
Walker, Cockburn and Caplan subscribed shares equivalent to 30% of their salary to the CIP.
The Committee regularly reviews the LTIP design to ensure that it continues to be effective, and during the year
approved some minor amendments to reflect current US Inland Revenue Service practice.
Sharesave Plans
The Board believes that Sharesave schemes are valuable in aligning the interests of employees and shareholders,
and the Company seeks to make it possible for as many employees as practicable to join the scheme or its various
proxies. In 2011, there were 1,283 employees in Aggreko subscribing to Sharesave Plans. The Aggreko Sharesave
Plans are normally offered annually to employees and Executive Directors who have at least three months’
continuous service, and allow a maximum of £250 per month to be saved and converted into Aggreko shares
at the end of either two, three, four or five year periods, depending upon local legislation.
76 Aggreko plc Annual Report and Accounts 2011
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Remuneration of Chairman and Non-executive Directors
The Board, within the limits set out in the Articles of Association, determines the remuneration policy and level
of fees for the Non-executive Directors. The Remuneration Committee recommends remuneration policy and
level of fees for the Chairman to the Board. Remuneration comprises an annual fee for acting as a Chairman
or Non-executive Director of the Company. Additional fees are paid to Non-executive Directors in respect of
service as Chairman of the Audit and Remuneration Committees and as Senior Independent Director. When
setting these fees, reference is made to information provided by a number of remuneration surveys, the extent of
the duties performed, and the size of the Company. The Chairman and Non-executive Directors are not eligible
for bonuses, retirement benefits or to participate in any share scheme operated by the Company. In 2011, the
Chairman fee was increased by 5% and Non-executive Director fees were increased by between 20% and 25%.
Whilst the percentage increases for the Non-executive Director fees were significant, the Board considers these
were necessary in order to position the level of base and additional fees at around market median which the
Board believes appropriate in light of the ongoing contribution of the individuals concerned and the
requirements of the respective roles.
Review of past performance
The following chart shows the value as at 31 December 2011 of £100 invested in Aggreko on 31 December
2006 compared with the value of £100 invested in the FTSE 100 and the FTSE Mid 250 over the same period.
In summary, the £100 invested in the FTSE 100 would have returned £7 by 31 December 2011; the FTSE 250
shares would have returned £3; and those in Aggreko would have returned £381. The other points plotted are
the values at the intervening financial year-ends. We have chosen to show performance against both indices to
reflect the fact that the Company was a member of the FTSE Mid 250 during the first three years of the period
and a member of the FTSE 100 during the final two years. We believe general indices are more appropriate than
sector and peer group comparators given the unique nature of the Company’s business.
Source: Datastream
Aggreko
FTSE 100
FTSE 250
£
500
450
400
350
300
250
200
150
100
50
0
31 Dec 06
31 Dec 07
31 Dec 08
31 Dec 09
31 Dec 10
31 Dec 11
The following tables provide details of the emoluments, pension entitlements and share interests of the Directors.
This information is audited.
Aggreko plc Annual Report and Accounts 2011
77
Remuneration Report continued
Emoluments
The table below sets out total emoluments, as defined by the various reporting bodies; in effect, this means cash
and benefits in kind (for example, cars and accommodation for those on expatriate contracts). The definition of
‘Emoluments’ does not include company contributions to pensions. With the recent changes in pensions legislation,
and the introduction of caps on pension contributions and pension funds, all the Executive Directors who were
members of the UK pension schemes chose to take all or part of their company pension contributions as cash, rather
than as contributions to their pension funds. As a consequence, it looks like they had a large pay increase in 2011,
despite bonuses being generally lower than 2010; for most of them the apparent increase in emoluments is simply
a switch from contributions paid to pension funds to an equivalent value paid in cash direct to the individual.
2011 Emoluments
Chairman:
Philip Rogerson
Executives:
Rupert Soames
Angus Cockburn
George Walker
Kash Pandya
Bill Caplan
Non-executives:
David Hamill
Robert MacLeod
Russell King
Ken Hanna
2011 Total
2010 Emoluments
Chairman:
Philip Rogerson
Executives:
Rupert Soames
Angus Cockburn
George Walker
Kash Pandya
Bill Caplan
Non-executives:
Nigel Northridge
David Hamill
Robert MacLeod
Russell King
Ken Hanna
2010 Total
Note
Salary
£
Fees
£
Benefits in kind
£
Annual bonus
£
Cash payments
in lieu of
pension
£
2011 total
£
–
205,000
–
–
–
205,000
1
610,000
364,999
304,098
320,000
289,999
–
–
–
–
–
27,652
17,314
10,105
119,679
1,000
637,622
304,413
289,672
279,275
123,411
115,002 1,390,276
802,996
116,270
603,875
–
767,834
48,880
428,412
14,002
–
–
–
–
58,500
58,500
58,500
50,499
–
–
–
–
–
–
–
–
–
–
–
–
58,500
58,500
58,500
50,499
1,889,096
430,999
175,750 1,634,393
294,154 4,424,392
Note
Salary
£
Fees
£
Benefits in kind
£
Annual bonus
£
Cash payments
in lieu of
pension
£
2010 total
£
–
172,500
–
–
–
172,500
550,000
330,000
302,156
298,500
275,000
–
–
–
–
–
12,453
16,593
10,481
120,325
1,055
750,000
360,000
363,992
267,309
224,740
– 1,312,453
706,593
–
676,629
–
724,714
38,580
500,795
–
2
3
35,667
46,000
50,000
46,000
8,905
–
–
–
–
–
–
–
–
–
–
–
–
–
–
35,667
46,000
50,000
46,000
8,905
1,755,656
359,072
160,907 1,966,041
38,580 4,280,256
Note 1: This is paid in local currency and for the purposes of this table has been converted into Sterling using the average US Dollar year to date
exchange rate of 1.6031.
Note 2: 2010 Emoluments are up to date of resignation, 31 August 2010.
Note 3: 2010 Emoluments are from date of appointment, 21 October 2010.
Note: With effect from 30 June 2011 the basic annual fee for Non-executive Directors was increased to £55,000 and the additional annual fee
for the Chairman of the Audit and Remuneration Committees and for the Senior Independent Director was increased to £10,000.
78 Aggreko plc Annual Report and Accounts 2011
Rupert Soames was the highest paid Director. His entitlements under the Pension plan and details of his
potential receipt of shares under the Long-term Incentive Arrangements are disclosed separately.
Performance targets were set for the 2011 annual bonus in March 2011. The Chief Executive and the Executive
Director responsible for North America had a maximum bonus opportunity of 125% of basic salary and the other
Executive Directors a maximum of 100%. The performance target for the Chief Executive and Finance Director
was based solely on growth in D-EPS and the performance targets for Regional Executive Directors was based as
to 50% on growth in D-EPS, 40% as to growth in regional trading profit and 10% based on regional ROCE. For
the annual bonus, D-EPS is calculated on a constant currency basis, using exchange rates fixed at the beginning
of the year, so that the bonus reflects the underlying performance of the business, and not currency movements;
in 2011, the bonus calculations were also adjusted to exclude the impact of the £148 million return of capital to
shareholders effected in July 2011. The Budget for bonus purposes was set at D-EPS of 81.8p; the actual outcome
on the adjusted basis set out above was 87.08p, representing growth of 13% over the prior year, and 6% over Budget.
Readers are referred to our Review of Trading, where the difference between headline growth and underlying
growth is set out; in 2011 the actual rate of underlying growth in Trading Profit, as defined in the Review of
Trading was 26%.
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The table below sets out the total bonus entitlement for each Director for 2011:
D-EPS constant currency
Regional element
Trading profit
ROCE
Growth
% salary
Growth
Rupert Soames
Angus Cockburn
George Walker
Kash Pandya
Bill Caplan
13%
13%
13%
13%
13%
103%
82%
51%
41%
41%
–
–
10%
15%
3%
% salary
–
–
41.5%
39%
0%
% salary
% salary
–
–
23.7%
40.0%
19.6%
–
–
10%
10%
0%
103% £637,622
82% £304,413
93% $464,374
80% £279,275
41% £123,411
Total
Amount
payable
Details of changes in basic salary and fees are set out in the table below.
Chairman:
Philip Rogerson
Executives:
Rupert Soames
Angus Cockburn
George Walker
Kash Pandya
Bill Caplan
Non-executives:
David Hamill
Robert MacLeod
Russell King
Ken Hanna
Rate of annual
salary and fees
at 31 Dec 2011
Rate of annual
salary and fees
at 31 Dec 2010
Currency
Increase %
Sterling
210,000
200,000
5.0
Sterling
Sterling
US Dollars
Sterling
Sterling
620,000
370,000
500,000
350,000
300,000
600,000
360,000
475,000
307,000
280,000
Sterling
Sterling
Sterling
Sterling
65,000
65,000
65,000
55,000
52,000
52,000
52,000
46,000
3.3
2.8
5.3
14.0
7.1
25.0
25.0
25.0
19.6
Aggreko plc Annual Report and Accounts 2011
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Remuneration Report continued
Pension entitlements
Executive Directors participate in pension schemes appropriate to the median practice in their home countries.
In 2002 the Company closed its Defined Benefits scheme for UK employees to new joiners, and as a consequence
only Angus Cockburn is a member of this scheme. George Walker is a member of a US-based defined
contribution plan. The other Executive Directors (Messrs. Soames, Pandya and Caplan) are all members of the
Aggreko plc Group Personal Pension Plan, which is a defined contribution scheme. Rupert Soames is entitled
to a pension contribution from the Company of 25% of his basic salary and Kash Pandya and Bill Caplan are
entitled to a Company contribution of 20%. With effect from April 2011 no further contributions are being made
to the Plan for Rupert Soames and he receives a cash payment in lieu. Kash Pandya and Bill Caplan have chosen
to take part of the Company contribution into the Group Personal Pension Plan and part as a cash payment.
These cash payments are shown as Cash payments in lieu of pension in the Emoluments table on page 78.
George Walker is entitled to participate in the Employees’ Savings Investment Retirement plan and the
Supplemental Executive Retirement plan of Aggreko LLC, which are governed by the laws of the United
States. These plans allow contributions by the employee and the Group to be deferred for tax.
Contributions paid by the Company under the defined contribution plans during the year are as follows:
Rupert Soames
George Walker
Kash Pandya
Bill Caplan
Notes
1
Paid to
pension
£
37,500
122,068
15,840
44,000
2011
Paid cash
£
115,002
–
48,880
14,002
Total
£
152,502
122,068
64,720
58,002
Paid to
pension
£
137,500
99,539
15,840
55,000
2010
Paid cash
£
–
–
38,580
–
Total
£
137,500
99,539
54,420
55,000
Note 1: This is paid in local currency US$195,688 (2010: US$153,857) and for the purposes of this table has been converted into Sterling using
the average year to date exchange rate of 1.6031 (2010: 1.5547).
Angus Cockburn joined the Company before 1 April 2002 and is a member of the Aggreko plc Pension Scheme
which is a funded, defined-benefit scheme approved by HM Revenue & Customs. The key elements of his benefits are:
a normal retirement age of 60;
for service up to 31 December 2006, a benefits accrual rate of 1/30th on a ‘final salary’ basis for each year’s
service (final salary is subject to the earnings cap for service to 5 April 2006);
for service after 1 January 2007 and up to 30 April 2011, a benefit accrual rate of 1/30th on a ‘career average’
basis for each year’s service;
for service from 1 May 2011, no further defined benefit pension is accrued;
an employee contribution rate of 6% of Pensionable Earnings. Employee contributions ceased on 30 April 2011;
and
a spouse’s pension on death.
As a result of opting out of making further contributions to the Aggreko plc Pension Scheme with effect from
30 April 2011, Mr Cockburn now receives a cash payment in lieu of the pension he would otherwise have built up.
This cash payment is paid net of the member contributions Mr Cockburn would have been required to pay to
the scheme and is broadly an estimate of the cost to the Company of providing the benefits being given up.
This is shown in Cash payments in lieu of pension in the Emoluments table on page 78.
80 Aggreko plc Annual Report and Accounts 2011
The following disclosure relates to Angus Cockburn’s membership of the Scheme.
Accrued
pension at
30 April 2011
£ pa
Increase
in accrued
pension
during 2011
£ pa
Increase
in accrued
pension during
2011 (net of
inflation)*
£ pa
Transfer
value of
accrued
pension at
31 Dec 2011
£
Transfer
value of
accrued
pension at
31 Dec 2010
£
Director’s
contributions
during
the year
£
Increase
in transfer
value during
2011 net
of Director’s
contributions
£ pa
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80,974
7,559
4,368 1,466,961 1,281,863
7,200
177,898
Angus
Cockburn
Age
48
The transfer value has been calculated in accordance with the methods and assumptions underlying the calculation
of cash equivalents under the Aggreko plc Pension Scheme which are consistent with:
(i)
the requirements of Chapter IV of Part IV and Chapter 11 of Part IVA of the Pension Schemes Act 1993; and
(ii) The Occupational Pension Schemes (Transfer Values) Regulations 1996 and Occupational Pension Schemes
(Transfer Values) (Amendment) Regulations 2008.
The accrued pension is the amount which would be paid at the anticipated retirement based on a date of leaving
the Scheme of 30 April 2011, with no allowance for increases in the period between leaving service and retirement.
Angus Cockburn is also entitled to a pension of £2,162 per annum (based on figure as at 29 March 2004) payable
from age 60 from the Aggreko plc Pension Scheme resulting from benefits transferred in from the scheme of a
previous employer. This benefit is not included in the above disclosure.
All Executive Directors who are members of a pension plan are provided with a lump sum death in service
benefit of four times salary.
Aggreko plc Annual Report and Accounts 2011
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Remuneration Report continued
Share interests
The interests of persons who were Directors during the year in the share capital of the Company were as follows:
31.12.2010
Granted
during year
Vested/
exercised
during year
31.12.2011
Option price
Date from which
exercisable
Performance Share Plan
Rupert Soames
Rupert Soames
Rupert Soames
Rupert Soames
Angus Cockburn
Angus Cockburn
Angus Cockburn
Angus Cockburn
George Walker
George Walker
George Walker
George Walker
Kash Pandya
Kash Pandya
Kash Pandya
Kash Pandya
Bill Caplan
Bill Caplan
Bill Caplan
Co-investment Plan
Rupert Soames
Rupert Soames
Rupert Soames
Rupert Soames
Angus Cockburn
Angus Cockburn
Angus Cockburn
Angus Cockburn
George Walker
George Walker
George Walker
George Walker
Kash Pandya
Kash Pandya
Kash Pandya
Kash Pandya
Bill Caplan
Bill Caplan
Bill Caplan
Sharesave Options
Rupert Soames
Rupert Soames
Angus Cockburn
Angus Cockburn
Kash Pandya
Bill Caplan
150,572
190,114
82,918
–
65,994
79,848
34,826
–
52,342
81,846
32,364
–
61,280
77,186
33,666
–
71,864
31,344
–
92,928
134,608
53,240
–
56,564
80,764
31,944
–
44,864
82,788
29,684
–
19,960
78,072
30,880
–
60,000
22,800
–
1,904
726
–
2,196
1,629
1,641
–
–
78,176
–
–
–
32,834
–
–
–
27,228
–
–
–
29,186
–
–
25,538
–
–
–
46,904
–
–
–
28,144
–
–
–
23,340
–
–
–
25,016
–
–
21,888
–
–
714
–
–
–
150,572
–
–
–
65,994
–
–
–
52,342
–
–
–
61,280
–
–
–
–
–
–
92,928
–
–
–
56,564
–
–
–
44,864
–
–
–
19,960
–
–
–
–
–
–
1,904
–
–
–
–
–
–
190,114
82,918
78,176
–
79,848
34,826
32,834
–
81,846
32,364
27,228
–
77,186
33,666
29,186
71,864
31,344
25,538
–
134,608
53,240
46,904
–
80,764
31,944
28,144
–
82,788
29,684
23,340
–
78,072
30,880
25,016
60,000
22,800
21,888
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
–
726
714
2,196
1,629
1,641
504p
1239p
1260p
437p
553p
553p
23.06.2011
16.04.2012
15.04.2013
19.04.2014
23.06.2011
16.04.2012
15.04.2013
19.04.2014
23.06.2011
16.04.2012
15.04.2013
19.04.2014
23.06.2011
16.04.2012
15.04.2013
19.04.2014
16.04.2012
15.04.2013
19.04.2014
23.06.2011
16.04.2012
15.04.2013
19.04.2014
23.06.2011
16.04.2012
15.04.2013
19.04.2014
23.06.2011
16.04.2012
15.04.2013
19.04.2014
23.06.2011
16.04.2012
15.04.2013
19.04.2014
16.04.2012
15.04.2013
19.04.2014
01.01.2011
01.01.2014
01.01.2015
01.01.2012
01.01.2013
01.01.2013
US Stock Purchase Plan
George Walker
419
–
–
419 US$22.52
01.12.2012
The PSP and CIP awards granted during the year were granted on 1 May 2011. The market price of the shares
granted on that day was 1535 pence.
82 Aggreko plc Annual Report and Accounts 2011
The options under the Sharesave Option Schemes have been granted at a discount of 20% on the share price
calculated over the three days prior to the date of invitation to participate, mature after three years and are
normally exercisable in the six months following the maturity date. The options under the US Stock Purchase
Plan have been granted at a discount of 15% on the closing share price on the date of grant, mature after two
years and are normally exercisable in the three months following the maturity date.
Awards under the Performance Share and Co-investment Plans are normally made three years after the date
of grant and are subject to performance conditions which are described on page 76.
D
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The performance criteria for the LTIP granted in June 2008 and exercisable from June 2011 were:
75% of the award would be measured against the real compound annual growth in D-EPS over the three-year
performance measurement period in a range of 3% to 10% (with maximum vesting at an aggregate D-EPS for
the period of 116.95p). No performance shares would be awarded against this element if annual growth were less
than 3% and awards would increase on a straight-line basis to the maximum at 10% annual growth. The actual
D-EPS over the period was 187.0p, which is the equivalent of a real compound annual growth rate of 36%;
this exceeded the upper limit of the range and accordingly all 75% of the award vested under this criterion.
25% of the award would be measured against the average return on capital employed over the performance
period in a range of 23% to 25%. No performance shares would be awarded against this element if performance
were less than 23% and awards will increase on a straight-line basis to the maximum at 25% ROCE. The actual
average ROCE for the period was 29.8%, which exceeded the upper limit of the range and accordingly all 25%
of the award vested under this criterion.
Further, as real compound annual growth in D-EPS exceeded 20%, the enhanced LTIP was triggered. This resulted
in the maximum 2 times multiple being applied to the total number of shares vesting based on the above criterion.
Information relating to the vesting of awards and exercise of options, to the Directors is as follows:
Vested/exercised
during year
Date vested/
exercised
Option price
Market price on date
vested/exercised
Value
£
Performance Share Plan
Rupert Soames
Angus Cockburn
George Walker
Kash Pandya
Co-investment Plan
Rupert Soames
Angus Cockburn
George Walker
Kash Pandya
150,572
65,994
52,342
61,280
23.06.2011
23.06.2011
23.06.2011
23.06.2011
92,928
56,564
44,864
19,960
23.06.2011
23.06.2011
23.06.2011
23.06.2011
nil
nil
nil
nil
nil
nil
nil
nil
1823p 2,744,928
1823p 1,203,071
1823p
954,195
1823p 1,117,134
1823p 1,694,077
1823p 1,031,162
817,871
1823p
1823p
363,871
Each of the above awards was granted on 23 June 2008. The market price of the shares on that date was 594 pence.
The aggregate gain made on these exercises was £9,945,614 of which £4,458,312 related to the gain of the
highest paid Director.
The market price of the shares at 30 December 2011 was 2017 pence and the range during the year was
1394 pence to 2039 pence.
Aggreko plc Annual Report and Accounts 2011
83
Remuneration Report continued
Retention of shares by Executive Directors
The Committee has adopted a policy that encourages Executive Directors to use the Long-term Incentive
Programme to acquire and retain a material number of shares in the Company with the objective of aligning
their long-term interests with those of other shareholders. Under this policy, on vesting of share grants,
Executive Directors, who are not within five years of their normal retirement age, should hold at least 50%
of the net proceeds in shares until their aggregate holding is equivalent to at least 100% of their salary.
Individual Executive Director shareholdings can be illustrated as follows:
Executive Director shareholdings as at 31 December 2011 (% of salary)
1000%
800%
600%
400%
200%
0%
Rupert Soames
Angus Cockburn
George Walker
Kash Pandya
Bill Caplan
Individual holding
as % of base salary
Shareholding guideline
Assumptions:
Year end share price: £20.17
Year end FX rate: £1 = $1.6031
Beneficial holdings
Philip Rogerson
Rupert Soames
Angus Cockburn
George Walker
Kash Pandya
Bill Caplan
David Hamill
Robert MacLeod
Russell King
Ken Hanna
31 December 2011
Ordinary shares of
13 549/775p each
31 December 2010
Ordinary shares of
20p each
Beneficial Non-beneficial
Beneficial Non-beneficial
71,746
303,792
118,482
72,457
105,367
25,354
3,875
19,375
3,875
9,688
–
–
–
–
–
–
–
–
–
–
73,782
300,000
116,422
69,006
100,642
20,700
4,000
20,000
4,000
10,000
–
–
–
–
–
–
–
–
–
–
Rupert Soames, Angus Cockburn, George Walker, Kash Pandya and William Caplan as Directors of the Company,
have an interest in the holdings of the Aggreko Employee Benefit Trust (the ‘EBT’) as potential beneficiaries. The
EBT is a trust established to distribute shares to employees of the Company and its subsidiaries in satisfaction of
awards granted under the Aggreko Performance Share Plan and the Aggreko Co-investment Plan. At 31 December
2011, the trustees of the EBT held a total of 4,805,289 Aggreko plc ordinary shares (2010: 6,087,304) and this
holding remains unchanged at the date of this report. The dividend has been waived on these shares.
Since 31 December 2011 Angus Cockburn has received 2,196 shares as the result of the exercise of Sharesave
options. There have been no other changes in Directors’ beneficial and non-beneficial interests in shares
between the end of the financial year and the date of this report. No Director was interested in any shares
of subsidiary undertakings at any time during the year.
84 Aggreko plc Annual Report and Accounts 2011
Service contracts and notice periods
All of the Executive Directors have service agreements that require one year’s notice of termination from the
individual and one year’s notice of termination from the Company. Directors have a normal retirement age of 60.
On early termination, Executive Directors are entitled to basic salary and benefits for the notice period at the
rate current at the date of termination, although they will be expected to mitigate their loss where appropriate.
The Directors have, or had, service contracts or letters of appointment as follows:
D
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Effective date of contract
Un-expired term as at
31 December 2011
Notice
period
Chairman:
Philip Rogerson
Executives:
Rupert Soames
Angus Cockburn
George Walker
Kash Pandya
Bill Caplan
Non-executives:
David Hamill
Robert MacLeod
Russell King
Ken Hanna
Letter of Appointment
24 April 2011*
4 months
–
Service Agreement
Service Agreement
Service Agreement
Service Agreement
Service Agreement
1 July 2003
1 May 2000
18 January 2001
20 June 2005
17 November 2008
–
–
–
–
–
1 year
1 year
1 year
1 year
1 year
Letter of Appointment
Letter of Appointment
Letter of Appointment
Letter of Appointment
1 May 2010*
10 September 2010*
2 February 2009‡
21 October 2010
1 year and 4 months
1 year and 8 months
1 month
1 year and 10 months
–
–
–
–
* Replaces an earlier contract/letter of appointment.
‡ The Board has agreed that Russell King’s appointment will be extended for a further three years from 2 February 2012.
External appointments
Rupert Soames is a Non-executive Director of Electrocomponents plc and since October 2011 has been Acting
Chairman; he is permitted to retain earnings from this position; these earnings amounted to £54,500 for the year
ended 31 December 2011 (2010: £52,500). Angus Cockburn is a Non-executive Director of Howden Joinery
Group plc; he is permitted to retain his earnings from that position and these earnings amounted to £48,000
for the year ended 31 December 2011 (2010: £48,000).
Russell King
Chairman, Remuneration Committee
9 March 2012
Aggreko plc Annual Report and Accounts 2011
85
Statement of Directors’ Responsibilities
The Directors are responsible for preparing the Annual
Report, the Directors’ Remuneration Report and the
Group and the Parent Company financial statements
in accordance with applicable law and regulations.
Company law requires the Directors to prepare
financial statements for each financial year. Under
that law the Directors have prepared the Group
financial statements in accordance with International
Financial Reporting Standards (IFRSs) as adopted
by the European Union, and the Parent Company
financial statements in accordance with United
Kingdom Generally Accepted Accounting Practice
(United Kingdom Accounting Standards and
applicable law). Under Company law the Directors
must not approve the financial statements unless
they are satisfied that they give a true and fair view
of the state of affairs of the Company and the Group
and of the profit or loss of the Group for that period.
In preparing those financial statements, the Directors
are required to:
select suitable accounting policies and then apply
them consistently;
make judgements and estimates that are reasonable
and prudent;
state whether IFRSs as adopted by the European
Union and applicable UK Accounting Standards
have been followed, subject to any material departures
disclosed and explained in the Group and Parent
Company financial statements respectively; and
prepare the Group and Parent Company financial
statements on the going concern basis unless it
is inappropriate to presume that the Group will
continue in business.
The Directors are responsible for keeping adequate
accounting records that are sufficient to show and
explain the Company’s and Group’s transactions
and disclose with reasonable accuracy at any time the
financial position of the Company and the Group and
to enable them to ensure that the financial statements
and the Directors’ Remuneration Report comply with
the Companies Act 2006 and, as regards the Group
financial statements, Article 4 of the IAS Regulation.
They are also responsible for safeguarding the assets
of the Company and the Group and hence for taking
reasonable steps for the prevention and detection
of fraud and other irregularities.
Each of the Directors, whose names and functions are
listed on pages 54 and 55 confirms that, to the best
of their knowledge:
the Group financial statements, which have been
prepared in accordance with IFRSs as adopted by the
EU, give a true and fair view of the assets, liabilities,
financial position and profit of the Group; and
the Directors’ Report includes a fair review of the
development and performance of the business and the
position of the Group, together with a description of
the principal risks and uncertainties that it faces.
The Directors are responsible for the maintenance
and integrity of the Group website www.aggreko.com.
Legislation in the UK governing the preparation and
dissemination of financial statements may differ from
legislation in other jurisdictions.
By order of the Board
Rupert Soames
Chief Executive
9 March 2012
Angus Cockburn
Finance Director
86 Aggreko plc Annual Report and Accounts 2011
Accounts
Independent Auditors’ Report – Group
Group Income Statement
Group Statement of Comprehensive Income
Group Balance Sheet
Group Cash Flow Statement
Reconciliation of net cash flow to movement
in net debt
88
90
90
91
92
92
Group Statement of Changes in Equity
Notes to the Group Accounts
Independent Auditors’ Report – Company
Company Balance Sheet
Company Statement of Total Recognised
Gains and Losses
Notes to the Company Accounts
93
95
128
129
130
131
D
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p
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A
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S
h
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h
o
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s
l
Independent Auditors’ Report to the Members of Aggreko plc
We have audited the Group financial statements of Aggreko plc for the year ended 31 December 2011 which
comprise the Group Income Statement, the Group Statement of Comprehensive Income, the Group Balance
Sheet, the Group Cash Flow Statement, the Group Statement of Changes in Equity, Reconciliation of net cash
flow to movement in net debt and the related notes to the Group financial statements. The financial reporting
framework that has been applied in their preparation is applicable law and International Financial Reporting
Standards (IFRSs) as adopted by the European Union.
Respective responsibilities of Directors and auditors
As explained more fully in the Statement of Directors’ Responsibilities (set out on page 86), the Directors are
responsible for the preparation of the Group financial statements and for being satisfied that they give a true and
fair view. Our responsibility is to audit and express an opinion on the Group financial statements in accordance
with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to
comply with the Auditing Practices Board’s Ethical Standards for Auditors.
This report, including the opinions, has been prepared for and only for the Company’s members as a body
in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and for no other purpose. We do not, in
giving these opinions, accept or assume responsibility for any other purpose or to any other person to whom this
report is shown or into whose hands it may come save where expressly agreed by our prior consent in writing.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient
to give reasonable assurance that the financial statements are free from material misstatement, whether caused
by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the Group’s
circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant
accounting estimates made by the Directors; and the overall presentation of the financial statements. In addition,
we read all the financial and non-financial information in the Annual Report and Accounts to identify material
inconsistencies with the audited financial statements. If we become aware of any apparent material misstatements
or inconsistencies we consider the implications for our report.
Opinion on financial statements
In our opinion the Group financial statements:
give a true and fair view of the state of the Group’s affairs as at 31 December 2011 and of its profit and cash
flows for the year then ended;
have been properly prepared in accordance with IFRSs as adopted by the European Union; and
have been prepared in accordance with the requirements of the Companies Act 2006 and Article 4 of the
IAS Regulation.
Opinion on other matter prescribed by the Companies Act 2006
In our opinion the information given in the Directors’ Report for the financial year for which the Group
financial statements are prepared is consistent with the Group financial statements.
Matters on which we are required to report by exception
We have nothing to report in respect of the following:
Under the Companies Act 2006 we are required to report to you if, in our opinion:
certain disclosures of Directors’ remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit.
Under the Listing Rules we are required to review:
the Directors’ statement, (set out on page 64), in relation to going concern;
the part of the Corporate Governance Statement relating to the Company’s compliance with the nine
provisions of the UK Corporate Governance Code specified for our review; and
certain elements of the report to shareholders by the Board on Directors’ remuneration.
88 Aggreko plc Annual Report and Accounts 2011
Other matter
We have reported separately on the parent company financial statements of Aggreko plc for the year ended
31 December 2011 and on the information in the Remuneration Report that is described as having been audited.
Graham McGregor (Senior Statutory Auditor)
for and on behalf of PricewaterhouseCoopers LLP
Chartered Accountants and Statutory Auditors
Glasgow
9 March 2012
(a) The maintenance and integrity of the Aggreko plc website is the responsibility of the Directors; the work carried out by the auditors does not
involve consideration of these matters and, accordingly, the auditors accept no responsibility for any changes that may have occurred to the
financial statements since they were initially presented on the website.
(b) Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation
in other jurisdictions.
A
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Aggreko plc Annual Report and Accounts 2011
89
Group Income Statement
For the year ended 31 December 2011
Revenue
Cost of sales
Gross profit
Distribution costs
Administrative expenses
Other income
Operating profit
Net finance costs
– Finance cost
– Finance income
Profit before taxation
Taxation
Taxation – exceptional
Profit for the year – pre-exceptional items
Profit for the year – post-exceptional items
Notes
4
2
4
8
8
5
9
9
2011
£ million
1,396.1
(576.7)
819.4
(313.9)
(167.7)
4.6
342.4
(19.7)
1.0
323.7
(92.2)
28.6
(63.6)
231.5
260.1
2010
£ million
1,229.9
(477.7)
752.2
(291.8)
(148.6)
2.7
314.5
(10.6)
0.5
304.4
(91.3)
–
(91.3)
213.1
213.1
The above results relate to continuing operations and all profit for the period is attributable to equity shareholders
of the Company.
Basic earnings per share (pence)
Pre-exceptional items
Post-exceptional items
Diluted earnings per share (pence)
Pre-exceptional items
Post-exceptional items
Group Statement of Comprehensive Income
For the year ended 31 December 2011
Profit for the year
Other comprehensive income
Actuarial losses on retirement benefits (net of tax)
Cash flow hedges (net of tax)
Net exchange (losses)/gains offset in reserves (net of tax)
Other comprehensive (loss)/income for the year (net of tax)
Total comprehensive income for the year
The notes on pages 95 to 127 form part of these Accounts.
11
11
11
11
87.14
97.91
86.76
97.49
79.37
79.37
78.98
78.98
2011
£ million
260.1
2010
£ million
213.1
(3.8)
(2.8)
(10.9)
(17.5)
(0.4)
(2.7)
34.0
30.9
242.6
244.0
90 Aggreko plc Annual Report and Accounts 2011
Group Balance Sheet (Company Number: SC177553)
As at 31 December 2011
Non-current assets
Goodwill
Other intangible assets
Property, plant and equipment
Deferred tax asset
Current assets
Inventories
Trade and other receivables
Cash and cash equivalents
Derivative financial instruments
Current tax assets
Total assets
Current liabilities
Borrowings
Derivative financial instruments
Trade and other payables
Current tax liabilities
Non-current liabilities
Borrowings
Derivative financial instruments
Deferred tax liabilities
Retirement benefit obligation
Provisions
Total liabilities
Net assets
Shareholders’ equity
Share capital
Share premium
Treasury shares
Capital redemption reserve
Hedging reserve (net of deferred tax)
Foreign exchange reserve
Retained earnings
Total shareholders’ equity
A
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Notes
2011
£ million
2010
£ million
12
13
14
20
15
16
3
18
17
18
19
17
18
20
25
21
22
65.0
16.3
1,087.0
15.7
1,184.0
147.4
382.8
53.2
0.2
4.8
588.4
60.4
17.0
858.8
11.6
947.8
117.8
309.4
26.4
0.1
3.1
456.8
1,772.4
1,404.6
(36.9)
(0.4)
(381.7)
(64.4)
(483.4)
(380.8)
(13.5)
(7.6)
(5.5)
(0.3)
(407.7)
(891.1)
881.3
49.3
16.2
(48.9)
5.9
(10.2)
72.8
796.2
881.3
(47.3)
(2.1)
(308.7)
(77.1)
(435.2)
(111.3)
(8.4)
(31.9)
(3.2)
(0.2)
(155.0)
(590.2)
814.4
54.9
14.8
(49.6)
0.1
(7.4)
83.7
717.9
814.4
Approved and authorised for issue by the Board on 9 March 2012 and signed on its behalf by:
P G Rogerson
Chairman
A G Cockburn
Finance Director
The notes on pages 95 to 127 form part of these Accounts.
Aggreko plc Annual Report and Accounts 2011
91
Group Cash Flow Statement
For the year ended 31 December 2011
Cash flows from operating activities
Cash generated from operations
Tax paid
Interest received
Interest paid
Net cash generated from operating activities
Cash flows from investing activities
Acquisitions (net of cash acquired)
Purchases of property, plant and equipment (PPE)
Proceeds from sale of PPE
Net cash used in investing activities
Cash flows from financing activities
Net proceeds from issue of ordinary shares
Increase in long-term loans
Repayment of long-term loans
Net movement in short-term loans
Dividends paid to shareholders
Return of capital to shareholders
Purchase of treasury shares
Net cash from/(used in) financing activities
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of the year
Exchange (loss)/gain on cash and cash equivalents
Cash and cash equivalents at end of the year
Notes
2
27
2
21
3
2011
£ million
2010
£ million
508.8
(89.1)
1.0
(17.4)
403.3
(14.2)
(418.2)
12.6
(419.8)
1.6
697.3
(450.0)
2.4
(52.1)
(147.7)
(10.1)
41.4
24.9
10.2
(0.6)
34.5
467.9
(68.4)
0.5
(10.6)
389.4
(15.4)
(268.8)
7.8
(276.4)
1.7
216.1
(269.6)
1.9
(39.7)
–
(27.2)
(116.8)
(3.8)
13.5
0.5
10.2
Reconciliation of net cash flow to movement in net debt
For the year ended 31 December 2011
Increase/(decrease) in cash and cash equivalents
Cash (inflow)/outflow from movement in debt
Changes in net debt arising from cash flows
Exchange loss
Movement in net debt in year
Net debt at beginning of year
Net debt at end of year
Notes
17
2011
£ million
24.9
(249.7)
(224.8)
(7.5)
(232.3)
(132.2)
(364.5)
2010
£ million
(3.8)
51.6
47.8
(4.5)
43.3
(175.5)
(132.2)
92 Aggreko plc Annual Report and Accounts 2011
Group Statement of Changes in Equity
For the year ended 31 December 2011
As at 31 December 2011
Attributable to equity holders of the Company
Ordinary
share
capital
£ million
54.9
Share
premium
account
£ million
14.8
Treasury
shares
£ million
(49.6)
Capital
redemption
reserve
£ million
0.1
Hedging
reserve
£ million
(7.4)
Notes
Foreign
exchange
reserve
(translation)
£ million
83.7
Balance at 1 January 2011
Profit for the year
Other comprehensive income:
Transfers from hedging reserve to
property, plant and equipment
Fair value gains on foreign
currency cash flow hedge
Fair value losses on interest
rate swaps
Deferred tax on items taken to
or transferred from equity
Currency translation differences (i)
Current tax on items taken to
or transferred from equity
Actuarial losses on retirement
benefits (net of tax)
Total comprehensive income for
the year ended 31 December 2011
Transactions with owners:
Purchase of treasury shares
Credit in respect of employee
share awards
Issue of ordinary shares to employees
under share option schemes
Current tax on items taken
to or transferred from equity
Deferred tax on items taken to
or transferred from equity
Return of capital to shareholders
Capital redemption reserve
New share capital subscribed
Dividends paid during 2011
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(5.8)
0.2
–
(5.6)
–
–
–
1.4
–
1.4
–
–
–
–
–
–
–
–
–
(10.1)
–
10.8
–
–
–
–
–
–
0.7
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
5.8
–
–
5.8
9
9
22
21
9
9
21
21
21
10
Retained
earnings
£ million
717.9
Total
equity
£ million
814.4
260.1
260.1
–
–
–
–
–
–
0.1
0.4
(4.0)
0.7
(11.9)
1.0
(3.8)
(3.8)
A
c
c
o
u
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t
s
–
0.1
0.4
(4.0)
0.7
–
–
–
–
–
–
–
–
(11.9)
1.0
–
(2.8)
(10.9) 256.3 242.6
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(10.1)
19.8
19.8
(10.8)
7.3
–
7.3
5.5
5.5
(147.7) (147.7)
–
1.6
(52.1)
–
–
(52.1)
(178.0) (175.7)
Balance at 31 December 2011
49.3
16.2
(48.9)
5.9
(10.2)
72.8
796.2 881.3
(i) Included in currency translation differences of the Group are exchange losses of £14.3 million arising on borrowings denominated in foreign
currencies designated as hedges of net investments overseas, offset by exchange gains of £2.4 million relating to the translation of overseas
results and net assets.
Aggreko plc Annual Report and Accounts 2011
93
Group Statement of Changes in Equity continued
For the year ended 31 December 2011
As at 31 December 2010
Attributable to equity holders of the Company
Balance at 1 January 2010
Profit for the year
Other comprehensive income:
Transfers from hedging reserve to
property, plant and equipment
Fair value losses on interest
rate swaps
Deferred tax on items taken to
or transferred from equity
Currency translation differences (i)
Current tax on items taken to
or transferred from equity
Actuarial losses on retirement
benefits (net of tax)
Total comprehensive income for
the year ended 31 December 2010
Transactions with owners:
Purchase of treasury shares
Credit in respect of employee
share awards
Issue of ordinary shares to employees
under share option schemes
Current tax on items taken
to or transferred from equity
Deferred tax on items taken to
or transferred from equity
New share capital subscribed
Dividends paid during 2010
Ordinary
share
capital
£ million
54.7
Share
premium
account
£ million
13.3
Treasury
shares
£ million
(25.8)
Capital
redemption
reserve
£ million
0.1
Notes
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
0.2
–
0.2
–
1.5
–
1.5
–
–
–
–
–
–
–
–
(27.2)
–
3.4
–
–
–
–
(23.8)
9
9
22
21
9
9
21
10
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Foreign
exchange
reserve
(translation)
£ million
49.7
–
–
–
–
39.1
(5.1)
Retained
earnings
£ million
515.8
Total
equity
£ million
603.1
213.1
213.1
–
–
–
–
–
(0.8)
(2.8)
0.9
39.1
(5.1)
–
(0.4)
(0.4)
Hedging
reserve
£ million
(4.7)
–
(0.8)
(2.8)
0.9
–
–
–
(2.7)
34.0
212.7 244.0
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(27.2)
18.7
18.7
(3.4)
2.7
–
2.7
11.1
–
(39.7)
11.1
1.7
(39.7)
(10.6)
(32.7)
Balance at 31 December 2010
54.9
14.8
(49.6)
0.1
(7.4)
83.7
717.9 814.4
(i) Included in currency translation differences of the Group are exchange losses of £2.8 million arising on borrowings denominated in foreign
currencies designated as hedges of net investments overseas, offset by exchange gains of £41.9 million relating to the translation of overseas
results and net assets.
94 Aggreko plc Annual Report and Accounts 2011
Notes to the Group Accounts
For the year ended 31 December 2011
1 Accounting policies
The Company is a public limited company which is listed on the London Stock Exchange and is incorporated
and domiciled in the UK. The address of the registered office is 120 Bothwell Street, Glasgow G2 7JS, UK.
The principal accounting policies applied in the preparation of these consolidated financial statements are
set out below. These policies have been consistently applied to all years presented, unless otherwise stated.
Basis of preparation
The Group financial statements have been prepared in accordance with International Financial Reporting
Standards (IFRS) as adopted by the European Union, IFRIC interpretations and the Companies Act 2006
applicable to companies reporting under IFRS. The financial statements have been prepared under the historical
cost convention, as modified by the revaluation of certain financial assets and financial liabilities (including
derivative instruments) at fair value.
The preparation of financial statements in conformity with IFRS requires the use of estimates and assumptions that
affect the reported amounts of assets and liabilities at the date of the financial statements and the reported amounts
of the revenues and expenses during the reporting period. Although these estimates are based on management’s
best knowledge of the amount, event or actions, actual results ultimately may differ from those estimates.
Changes in accounting policy and disclosures
(a) New and amended standards adopted by the Group
There are no IFRSs or IFRIC interpretations that are effective for the first time for the financial year beginning
on or after 1 January 2011 that would be expected to have a material impact on the Group.
(b) New standards, amendments and interpretations issued but not effective for the financial year beginning
1 January 2011 and not early adopted
IAS 19, ‘Employee benefits’ was amended in June 2011. The impact on the Group will be to replace interest
cost and expected return on plan assets with a net interest amount that is calculated by applying the discount
rate to the net defined benefit liability. We do not expect this to have a material impact on the Group.
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IFRS 9, ‘Financial instruments’, issued in November 2009. This standard is the first step in the process to
replace IAS 39, ‘Financial instruments: recognition and measurement’. IFRS 9 introduces new requirements
for classifying and measuring financial assets and is likely to affect the Group’s accounting for its financial
assets. The standard is not applicable until 1 January 2015 but is available for early adoption. However, the
standard has not yet been endorsed by the EU.
There are no other IFRSs or IFRIC interpretations that are not yet effective that would be expected to have
a material impact on the Group.
Basis of consolidation
The Group financial statements consolidate the financial statements of Aggreko plc and all its subsidiaries for
the year ended 31 December 2011. Subsidiaries are those entities over which the Group has the power to govern
financial and operating policies, generally accompanying a shareholding that confers more than half of the voting
rights. The existence and effect of potential voting rights that are currently exercisable or convertible are
considered when assessing whether the Group controls another entity. Subsidiaries are fully consolidated from
the date on which control is transferred to the Group. They are de-consolidated from the date that control ceases.
The Group uses the acquisition method of accounting to account for business combinations. The consideration
transferred for the acquisition of a subsidiary is the fair value of the assets transferred, the liabilities incurred
and the equity interests issued by the Group. The consideration transferred includes the fair value of any asset
or liability resulting from a contingent consideration arrangement. Acquisition-related costs are expensed as
incurred. Identifiable assets and liabilities and contingent liabilities assumed in a business combination are
measured initially at their fair values at the acquisition date. On an acquisition-by-acquisition basis, the Group
recognises any non-controlling interest in the acquiree either at fair value or at the non-controlling interest’s
proportion of the share of the acquiree’s net assets.
Inter-company transactions, balances and unrealised gains on transactions between Group companies are
eliminated. Unrealised losses are also eliminated. Accounting policies of subsidiaries have been changed
where necessary to ensure consistency with the policies adopted by the Group.
Aggreko plc Annual Report and Accounts 2011
95
Notes to the Group Accounts continued
For the year ended 31 December 2011
1 Accounting policies continued
Revenue recognition
Revenue for the Group represents the amounts earned from the supply of temporary power, temperature control,
oil-free compressed air and related services and excludes sales taxes and intra-group revenue. Revenue can
comprise a fixed rental charge and a variable charge related to the usage of assets or other services. In all cases,
revenue is recognised in accordance with the contractual arrangements, for fixed rental charges, over the rental
period and for variable elements as the asset is utilised or service is provided. Revenue is accrued or deferred
at the balance sheet date depending on the date of the most recent invoice issued and the contractual terms.
Segmental reporting
Operating segments are reported in a manner consistent with the internal reporting provided to the chief
operating decision maker. The chief operating decision maker has been identified as the plc Board of Directors.
Aggreko’s segments comprise Europe, Middle East & South East Europe, North America and International
Local (together the Group’s Local business) and International Power Projects (IPP). IPP is managed as a single
business, with the deployment of assets varying from year to year depending on the location of projects.
The risks and rewards within IPP are significantly different from those within the Group’s Local business.
The Local business focuses on smaller, more frequently occurring events, whereas the International Power
Projects business concentrates on large contracts, which can arise anywhere in the world.
This is reflected by the Group’s divisional management and organisational structure and the Group’s internal
financial reporting systems. The segmental analysis is in Note 4 to the Accounts.
Central administrative costs are allocated between segments based on revenue.
Leases
Leases where substantially all of the risks and rewards of ownership are not transferred to the Group are classified
as operating leases. Rentals under operating leases are charged against operating profit on a straight line basis
over the term of the lease.
Exceptional items
Items are classified as exceptional gains or losses where they are considered by the Group to be material and are
different from events or transactions which fall within the ordinary activities of the Group and which individually,
or if of a similar type, in aggregate, need to be disclosed by virtue of their size or incidence if the financial statements
are to be properly understood. Details of the exceptional items are provided in Note 9 to the financial statements.
Property, plant and equipment
Property, plant and equipment is carried at cost less accumulated depreciation and impairment losses. Cost
includes purchase price, and directly attributable costs of bringing the asset into the location and condition where
it is capable for use. Borrowing costs are not capitalised since the assets are assembled over a short period of time.
Freehold properties are depreciated on a straight line basis over 25 years. Short leasehold properties are depreciated
on a straight line basis over the terms of each lease.
Other property, plant and equipment are depreciated on a straight line basis at annual rates estimated to
write off the cost of each asset over its useful life from the date it is available for use. Assets in the course of
construction are not depreciated. The periods of depreciation are reviewed on an annual basis and the principal
periods used are as follows:
Rental fleet
Vehicles, plant and equipment
8 to 10 years
4 to 15 years
Intangibles
Intangible assets acquired as part of a business combination are capitalised, separately from goodwill, at fair value
at the date of acquisition if the asset is separable or arises from contractual or legal rights and its fair value can be
measured reliably. Amortisation is calculated on a straight-line method to allocate the fair value at acquisition of
each asset over their estimated useful lives as follows: customer relationships: 10 years; non-compete agreements:
over the life of the non-compete agreements.
Acquired computer software licences are capitalised on the basis of the costs incurred to acquire and bring to
use the specific software. These costs are amortised on a straight line basis over their estimated useful lives,
which is currently deemed to be 4 years.
The useful life of intangible assets is reviewed on an annual basis.
96 Aggreko plc Annual Report and Accounts 2011
1 Accounting policies continued
Goodwill
On the acquisition of a business, fair values are attributed to the net assets acquired. Goodwill arises where
the fair value of the consideration given for a business exceeds the fair value of such assets. Goodwill arising
on acquisitions is capitalised and is subject to impairment reviews, both annually and when there are indicators
that the carrying value may not be recoverable.
For the purpose of the impairment testing, goodwill is allocated to each of the Group’s cash generating units
expected to benefit from the synergies of the combination. Cash generating units to which goodwill has been
allocated are tested for impairment annually, or more frequently when there is an indication that the unit may
be impaired. If the recoverable amount of the cash generating unit is less than the carrying amount of the unit,
then 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 pro-rata on the basis of the carrying amount of each asset in the unit.
An impairment loss recognised for goodwill is not reversed in a subsequent period. Any impairment of goodwill
is recognised immediately in the income statement.
Impairment of property, plant and equipment and other intangible assets
(excluding goodwill)
Property, plant and equipment and other intangible assets are amortised/depreciated and reviewed for
impairment whenever events or changes in circumstances indicate that the carrying amount may not be
recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its
recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in
use. Value in use is calculated using estimated cashflows. These are discounted using an appropriate long-term
pre-tax interest rate. For the purposes of assessing impairment, assets are grouped at the lowest levels for which
there are separately identifiable cash flows (cash-generating units).
Foreign currencies
Items included in the financial statements for each of the Group’s entities are measured using the currency of the
primary economic environment in which the entity operates (functional currency). The Group’s consolidated
financial statements are presented in Sterling, which is the Group’s presentational currency.
At individual Company level, transactions denominated in foreign currencies are translated at the rate of
exchange on the day the transaction occurs. Assets and liabilities denominated in foreign currency are translated
at the exchange rate ruling at the balance sheet date. Non-monetary assets are translated at the historical rate.
In order to hedge its exposure to certain foreign exchange risks, the Group enters into forward contracts.
On consolidation, assets and liabilities of subsidiary undertakings are translated into Sterling at closing rates
of exchange. Income and cash flow statements are translated at average rates of exchange for the period. Gains
and losses from the settlement of transactions and gains and losses on the translation of monetary assets and
liabilities denominated in other currencies are included in the income statement.
Derivative financial instruments
The activities of the Group expose it directly to the financial risks of changes in forward foreign currency exchange
rates and interest rates. The Group uses forward foreign exchange contracts and interest rate swap contracts to
hedge these exposures. The Group does not use derivative financial instruments for speculative purposes.
Derivatives are initially recorded and subsequently measured at fair value, which is calculated using standard
industry valuation techniques in conjunction with observable market data. The fair value of interest rate swaps
is calculated as the present value of estimated future cash flows using market interest rates and the fair value of
forward foreign exchange contracts is determined using forward foreign exchange market rates at the reporting
date. The treatment of changes in fair value of derivatives depends on the derivative classification. The Group
designates derivatives as hedges of highly probable forecasted transactions or commitments (‘cash flow hedge’).
In order to qualify for hedge accounting, the Group is required to document in advance the relationship between
the item being hedged and the hedging instrument. The Group is also required to document and demonstrate
an assessment of the relationship between the hedged item and the hedging instrument, which shows that the
hedge will be highly effective on an ongoing basis. This effectiveness testing is re-performed at each period end
to ensure that the hedge remains highly effective.
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Aggreko plc Annual Report and Accounts 2011
97
Notes to the Group Accounts continued
For the year ended 31 December 2011
1 Accounting policies continued
Cash flow hedge
Changes in the fair value of derivative financial instruments that are designated, and effective, as hedges of future
cash flows are recognised directly in equity and any ineffective portion is recognised immediately in the income
statement. If the cash flow hedge is of a firm commitment or forecasted transaction that subsequently results in
the recognition of an asset or a liability, then, at the time the asset or liability is recognised, the associated gains
or losses on the derivative that had previously been recognised in equity are included in the initial measurement
of the asset or liability. For hedges of transactions that do not result in the recognition of an asset or a liability,
amounts deferred in equity are recognised in finance costs in the income statement in the same period in which
the hedged item affects net profit and loss.
Changes in the fair value of derivative financial instruments that do not qualify for hedge accounting are recognised
in the income statement as they arise.
Hedge accounting is discontinued when the hedging instrument no longer qualifies for hedge accounting. At that
time any cumulative gain or loss on the hedging instrument recognised in equity is retained in equity until the
forecasted transaction occurs. If a hedged transaction is no longer expected to occur, the net cumulative gain
or loss recognised in equity is transferred to finance costs in the income statement.
Overseas net investment hedges
Certain foreign currency borrowings are designated as hedges of the Group’s overseas net investments, which are
denominated in the functional currency of the reporting operation.
Exchange differences arising from the retranslation of the net investment in foreign entities and of borrowings
are taken to equity on consolidation to the extent the hedges are deemed effective. All other exchange gains
and losses are dealt with through the income statement.
Taxation
Deferred tax
Deferred tax is provided in full, using the liability method, on temporary differences arising between the tax base
of assets and liabilities and their carrying amounts in the financial statements. In principle, deferred tax liabilities
are recognised for all taxable temporary differences and deferred tax assets are recognised to the extent that it
is probable that taxable profits will be available against which deductible temporary differences can be utilised.
Such assets and liabilities are not recognised if the temporary difference arises from goodwill, negative goodwill
nor from the acquisition of an asset, which does not affect either taxable or accounting income. Deferred tax is
determined using tax rates (and laws) that have been enacted or substantially enacted by the balance sheet date
and are expected to apply when the related deferred tax asset is realised or the deferred tax liability is settled.
Deferred tax is charged or credited in the income statement, except when it relates to items credited or charged
directly to equity, in which case the deferred tax is also dealt with in equity.
Deferred tax is provided on temporary differences arising on investments in subsidiaries, except where the timing
of the reversal of the temporary difference is controlled by the Group and it is probable that the temporary
difference will not reverse in the foreseeable future.
Provision for income taxes, mainly withholding taxes, which could arise on the remittance of retained earnings,
principally relating to subsidiaries, is only made where there is a current intention to remit such earnings.
Current tax
The charge for the current tax is based on the results for the year as adjusted for items, which are non-assessable
or disallowed. It is calculated using taxation rates that have been enacted or substantially enacted by the balance
sheet date.
Inventories
Inventories are valued at the lower of cost and net realisable value, using the FIFO or weighted average cost
basis. Cost of raw materials, consumables and work in progress includes the cost of direct materials and, where
applicable, direct labour and those overheads that have been incurred in bringing the inventories to their
present location and condition.
Inventory is written down on a case by case basis if the anticipated net realisable value declines below the carrying
amount of the inventories. Net realisable value is the estimated selling price less cost to completion and selling
expenses. When the reasons for a write-down of the inventory have ceased to exist, the write-down is reversed.
98 Aggreko plc Annual Report and Accounts 2011
1 Accounting policies continued
Employee benefits
Wages, salaries, social security contributions, paid annual leave and sick leave, bonuses, and non-monetary
benefits are accrued in the year in which the associated services are rendered by the employees of the Group.
Where the Group provides long-term employee benefits, the cost is accrued to match the rendering of the
services by the employees concerned.
The Group operates a defined benefit pension scheme and a number of defined contribution pension schemes. The
cost for the year for the defined benefit scheme is determined using the attained age method with actuarial updates
to the valuation being carried out at each balance sheet date. Actuarial gains and losses are recognised in full,
directly in retained earnings, in the period in which they occur and are shown in the statement of comprehensive
income and expense. The current service cost of the pension charge as well as the expected return on pension
scheme assets and interest on pension scheme liabilities are included in arriving at operating profit. The retirement
benefit obligation recognised in the balance sheet is the present value of the defined benefit obligation at the
balance sheet date less the fair value of the scheme assets. The present value of the defined benefit obligation
is determined by discounting the estimated future cash flows using interest rates of high-quality corporate bonds.
Contributions to defined contribution pension schemes are charged to the income statement in the period in which
they become chargeable.
Trade receivables
Trade receivables are recognised initially at fair value and subsequently measured at amortised cost. An impairment
is recorded for the difference between the carrying amount and the recoverable amount where there is objective
evidence that the Group will not be able to collect all amounts due. Significant financial difficulties of the
debtor, probability that the debtor will enter bankruptcy or financial reorganisation, and default or large and
old outstanding balances, particularly in countries where the legal system is not easily used to enforce recovery,
are considered indicators that the trade receivable is impaired. When a trade receivable is uncollectible it is
written off against the provision for impairment of trade receivables.
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Trade payables
Trade payables are recognised initially at fair value and subsequently measured at amortised cost.
Provisions
Provisions are recognised where a legal or constructive obligation has been incurred which will probably lead
to an outflow of resources that can be reasonably estimated. Provisions are recorded for the estimated ultimate
liability that is expected to arise, taking into account the time value of money where material.
A contingent liability is disclosed where the existence of the obligation will only be confirmed by future events,
or where the amount of the obligation cannot be measured with reasonable reliability. Contingent assets are not
recognised, but are disclosed where an inflow of economic benefits is probable.
Share-based payments
IFRS 2 ‘Share-based Payment’ has been applied to all grants of equity instruments. The Group issues equity-
settled share-based payments to certain employees under the terms of the Group’s various employee-share and
option schemes. Equity-settled share-based payments are measured at fair value at the date of the grant. The fair
value determined at the grant date of equity-settled share-based payments is expensed on a straight line basis
over the vesting period, based on an estimate of the shares that will ultimately vest.
Fair value is measured using the Black-Scholes option-pricing model for employee sharesave options. The fair value
of the Long-term Incentive Plans is calculated by reference to the Aggreko plc share price on the date of grant.
Own shares held under trust for the Group’s employee share schemes are classed as Treasury shares and deducted
in arriving at shareholders’ equity. No gain or loss is recognised on disposal of Treasury shares. Purchases of own
shares are disclosed as changes in shareholders’ equity.
Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and deposits with a maturity of three months or less.
This definition is also used for the cashflow statement.
Borrowings
Borrowings are recognised initially at fair value, net of transaction costs incurred. Borrowings are subsequently
stated at amortised cost. Any difference between the proceeds, net of transaction costs, and the redemption
value is recognised in the income statement over the period of the borrowings using the effective interest rate.
Aggreko plc Annual Report and Accounts 2011
99
Notes to the Group Accounts continued
For the year ended 31 December 2011
1 Accounting policies continued
Dividend distribution
Dividend distribution to the Company’s shareholders is recognised as a liability in the Group’s financial
statements in the period in which the dividends are approved by the Company’s shareholders. Interim dividends
are recognised when paid.
Key assumptions and significant judgements
The Group uses estimates and makes judgements in the preparation of its Accounts. The most sensitive areas
affecting the Accounts are discussed below.
Property, plant and equipment
Rental fleet accounts for £1,015 million, or around 93%, of the net book value of property, plant and equipment
used in our business; the great majority of equipment in the rental fleet is depreciated on a straight-line basis to
a residual value of zero over 8 years, although we do have some classes of non-power fleet which we depreciate
over 10 years. The annual fleet depreciation charge of £175 million (2010: £147 million) relates to the estimated
service lives allocated to each class of fleet asset. Asset lives are reviewed regularly and changed if necessary
to reflect current thinking on their remaining lives in light of technological change, prospective economic
utilisation and the physical condition of the assets.
Intangible assets
In accordance with IFRS 3 (revised) ‘Business Combinations’ goodwill arising on acquisition of assets and
subsidiaries is capitalised and included in intangible assets. IFRS 3 (revised) also requires the identification
of other acquired intangible assets. The techniques used to value these intangible assets are in line with
internationally used models but do require the use of estimates and forecasts which may differ from actual
outcomes. Future results are impacted by the amortisation period adopted for these items and, potentially,
by any differences between forecast and actual outcomes related to individual intangible assets. The amortisation
charge for intangible assets in 2011 was £4 million (2010: £3 million). Substantially all of this charge relates
to the amortisation of intangible assets arising from business combinations.
Goodwill of £65 million (2010: £60 million) is not amortised but is tested annually for impairment and carried
at cost less accumulated impairment losses. The impairment review calculations require the use of forecasts
related to the future profitability and cash generating ability of the acquired assets. There were no impairment
charges in 2011 and 2010.
Trade receivables
Trade receivables are recognised initially at fair value and subsequently measured at amortised cost. An impairment
is recorded for the difference between the carrying amount and the recoverable amount where there is objective
evidence that the Group may not be able to collect all amounts due. Significant financial difficulties of the
debtor, probability that the debtor will enter bankruptcy or financial reorganisation and default, or large and
old outstanding balances, particularly in countries where the legal system is not easily used to enforce recovery,
are considered indicators that the trade receivable is impaired.
The majority of the contracts the Group enters into are small relative to the size of the Group and, if a customer
fails to pay a debt, this is dealt with in the normal course. However, some of the contracts the Group undertakes
in developing countries are very large, and are in jurisdictions where payment practices can be unpredictable.
The Group monitors the risk profile and debtor position of all such contracts regularly, and deploys a variety
of techniques to mitigate the risks of delayed or non-payment; these include securing advance payments and
guarantees. As a result of the rigorous approach to risk management, the Group has historically had a low level
of bad debt. When a trade receivable is uncollectible it is written off against the provision for impairment of
trade receivables. At 31 December 2011 the provision for impairment of trade receivables in the balance sheet
was £36 million (2010: £33 million).
Taxation
Aggreko’s tax charge is based on the profit for the year and tax rates in force at the balance sheet date. As well
as corporation tax, Aggreko is subject to indirect taxes such as sales and employment taxes across various tax
jurisdictions in the approximately 100 countries in which the Group operates. The varying nature and complexity
of the tax law requires the Group to review its tax positions and make appropriate judgements at the balance
sheet date. In addition the recognition of deferred tax assets is dependent upon an estimation of future taxable
profits that will be available against which deductible temporary differences can be utilised. In the event that
actual taxable profits are different, such differences may impact the carrying value of such deferred tax assets
in future periods. Further information is shown at Notes 9 and 20 to the Annual Report and Accounts.
100 Aggreko plc Annual Report and Accounts 2011
1 Accounting policies continued
Financial risk management
Financial risk factors
The Group’s operations expose it to a variety of financial risks that include liquidity, the effects of changes in
foreign currency exchange rates, interest rates and credit risk. The Group has a centralised treasury operation whose
primary role is to ensure that adequate liquidity is available to meet the Group’s funding requirements as they arise,
and that financial risk arising from the Group’s underlying operations is effectively identified and managed.
The treasury operations are conducted in accordance with policies and procedures approved by the Board and
are reviewed annually. Financial instruments are only executed for hedging purposes and transactions that are
speculative in nature are expressly forbidden. Monthly reports are provided to senior management and treasury
operations are subject to periodic internal and external review.
Liquidity, funding and capital management
The intention of Aggreko’s strategy is to deliver long-term value to its shareholders whilst maintaining a balance
sheet structure that safeguards the Group’s financial position through economic cycles. Total capital is equity as
shown in the Group balance sheet.
In the last five years we have delivered growth of 394% in Total Shareholder Return – which compares with
8% and 4% for the FTSE 100 and FTSE 250 respectively. This value creation comes from two sources. First,
our share price has increased as a result of the 34% compound growth in earnings per share; this earnings growth
is the result of very high rates of capital investment in the business (about £1.4 billion invested over the last five
years, compared with depreciation over the same period of about £770 million), along with one large and several
small acquisitions (about £146 million spent over the last five years). The second source of investor return has
been dividends which have grown at a compound rate of 25%. In addition, in 2011 we had a special return to
shareholders of 55 pence per share, worth £148 million.
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With respect to our balance sheet structure, our objective is to safeguard the Group’s financial position through
economic cycles. Given the proven ability of the business to fund organic growth from operating cashflows,
and the nature of our business model, it seems sensible to run the business with a modest amount of debt.
We say ‘modest’ because we are strongly of the view that it is unwise to run a business which has high levels
of operational gearing with high levels of financial gearing. Given the above considerations, we believe that
a Net Debt to EBITDA ratio of around 1 times is appropriate for the Group over the longer term which is the
level the Group has run at, on average, since the Group listed on the Stock Exchange in 1997. Absent a major
acquisition, or the requirement for an unusual level of fleet investment, this level gives us the ability to deal
with the normal fluctuations in capital expenditure (which can be quite sharp: +/– £100 million in a year)
and working capital, and is well within our covenants to lenders which stand at 3 times Net Debt to EBITDA.
At the end of 2010, Net Debt to EBITDA was around 0.3 times despite investing significantly ahead of
depreciation over the previous few years. This reflected the highly cash generative nature of the business model
and in particular the high returns earned in our fast growing International Power Projects business. Given this level
of gearing relative to our target of around 1 times, we decided to make a return of capital to shareholders thereby
increasing the ratio of Net Debt to EBITDA to 0.7 times at 31 December 2011. This was completed in July 2011
by way of a B share scheme which returned 55 pence per share (approximately £148 million) to shareholders.
Our priority remains to invest in the organic growth of our business supported by bolt on acquisitions but if we
still have the capacity, we will continue to review the potential for future returns of value.
The Group maintains sufficient facilities to meet its normal funding requirements over the medium term.
At 31 December 2011 these facilities totalled £669 million in the form of committed bank facilities arranged
on a bilateral basis with a number of international banks and private placement notes. The private placement
was completed during the first half of 2011. The financial covenants attached to these facilities are that EBITDA
should be no less than 4 times interest and net debt should be no more than 3 times EBITDA; at 31 December
2011, these stood at 28 times and 0.7 times respectively. The Group does not consider that these covenants are
restrictive to its operations. The maturity profile of the borrowings is detailed in Note 17 in the Annual Report
and Accounts. Since the year end we have put in place a further £30 million of committed facilities.
Net debt amounted to £365 million at 31 December 2011 and, at that date, un-drawn committed facilities
were £289 million.
Aggreko plc Annual Report and Accounts 2011
101
Notes to the Group Accounts continued
For the year ended 31 December 2011
1 Accounting policies continued
Interest rate risk
The Group’s policy is to minimise the exposure to interest rates by ensuring an appropriate balance of fixed
and floating rates. The Group’s primary funding is at floating rates through its bank facilities. In order to manage
the associated interest rate risk, the Group uses interest rate swaps to vary the mix of fixed and floating rates.
At 31 December 2011, £260 million of the net debt of £365 million was at fixed rates of interest resulting in
a fixed to floating rate net debt ratio of 71:29 (2010: 84:16). The Group monitors its interest rate exposure on
a regular basis by applying forecast interest rates to the Group’s forecast net debt profile after taking into account
its existing hedges. The Group also calculates the impact on profit and loss of a defined interest rate shift for all
currencies. Based on the simulations performed, the impact on profit or loss of a +/– 100 basis-point shift, after
taking into account existing hedges, would be £1.2 million (2010: £0.5 million). The sensitivity analysis is
performed on a monthly basis and is reported to the Board.
Foreign exchange risk
The Group is subject to currency exposure on the translation of its net investments in overseas subsidiaries into
Sterling. In order to reduce the currency risk arising, the Group uses direct borrowings in the same currency as
those investments. Group borrowings are predominantly drawn down in the principal currencies affecting the
Group, namely US Dollar, Euro and Sterling.
The Group manages its currency flows to minimise foreign exchange risk arising on transactions denominated
in foreign currencies and uses forward contracts where appropriate in order to hedge net currency flows.
The negative impact of currency, largely due to the movement in the US Dollar, decreased our revenues by
£26.0 million (2010: increased by £23.4 million) and trading profit by £8.7 million (2010: increased by £6.5 million)
for the year ended 31 December 2011. The Group monitors the impact of exchange closely and regularly carries out
sensitivity analysis. For every 5 cents movement in the US Dollar to GBP exchange rate there is an approximate
impact of £9.2 million (2010: £9.1 million) in trading profit1 in terms of translation. For every 5 cents movement
in the Euro to GBP exchange rate there is an approximate impact of £0.5 million (2010: £0.5 million) in trading
profit in terms of translation. Currency translation also gave rise to a £11.9 million decrease in reserves as a result
of year on year movements in the exchange rates (2010: increase of £39.1 million). For every 5 cents movement
in the Dollar and Euro, there is an approximate impact in equity of £10.4 million and £0.5 million respectively
(2010: £3.3 million and £0.6 million), arising from the currency translation of external borrowings which are
being used as a net investment hedge, however this will be offset by a corresponding movement in the equity
of the net investment being hedged.
Credit risk
Cash deposits and other financial instruments give rise to credit risk on amounts due from counterparties.
The Group manages this risk by limiting the aggregate amounts and their duration depending on external credit
ratings of the relevant counterparty. In the case of financial assets exposed to credit risk, the carrying amount
in the balance sheet, net of any applicable provisions for loss, represents the amount exposed to credit risk.
Management of trade receivables
The management of trade receivables is the responsibility of the operating units, although they report monthly
to Group on debtor days, debtor ageing and significant outstanding debts. At an operating unit level a credit
rating is normally established for each customer based on ratings from external agencies. Where no ratings are
available, cash in advance payment terms are often established for new customers. Credit limits are reviewed
on a regular basis. Some of the contracts undertaken in our IPP business are substantial, and are in jurisdictions
where payment practices can be unpredictable. The Group monitors the risk profile and debtor-position of all
such contracts regularly, and deploys a variety of techniques to mitigate the risks of delayed or non-payment;
these include securing advance payments, bank guarantees and various types of insurance. On the largest
contracts, all such arrangements are approved at Group level. Contracts are reviewed on a case by case basis
to determine the customer and country risk.
Insurance
The Group operates a policy of buying cover against the material risks which the business faces, where it is
possible to purchase such cover on reasonable terms. Where this is not possible, or where the risks would not
have a material impact on the Group as a whole, we self-insure.
1 Trading profit represents operating profit before gain on sale of property, plant and equipment.
102 Aggreko plc Annual Report and Accounts 2011
2 Cashflow from operating activities
Profit for the year
Adjustments for:
Tax
Depreciation
Amortisation of intangibles
Finance income
Finance cost
Profit on sale of PPE (see below)
Share based payments
Changes in working capital (excluding the effects of
exchange differences on consolidation):
Increase in inventories
Increase in trade and other receivables
Increase in trade and other payables
Cash generated from operations
In the cash flow statement, proceeds from sale of PPE comprise:
Net book amount
Profit on sale of PPE
Proceeds from sale of PPE
Profit on sale of PPE is shown within other income in the income statement.
3 Cash and cash equivalents
Cash at bank and in hand
Short-term bank deposits
2011
£ million
260.1
2010
£ million
213.1
63.6
185.5
3.6
(1.0)
19.7
(4.6)
19.8
(29.3)
(74.4)
65.8
508.8
91.3
158.3
2.8
(0.5)
10.6
(2.7)
18.7
(27.7)
(73.5)
77.5
467.9
A
c
c
o
u
n
t
s
2011
£ million
8.0
4.6
12.6
2010
£ million
5.1
2.7
7.8
2011
£ million
16.8
36.4
53.2
2010
£ million
20.0
6.4
26.4
The effective interest rate on short-term bank deposits was 0.2% (2010: 0.2%); these deposits have an average
maturity of less than 90 days. Cash is only held in banks which have been approved by Group Treasury.
Cash and bank overdrafts include the following for the purposes of the cashflow statement:
Cash and cash equivalents
Bank overdrafts (Note 17)
2011
£ million
53.2
(18.7)
34.5
2010
£ million
26.4
(16.2)
10.2
Aggreko plc Annual Report and Accounts 2011
103
Notes to the Group Accounts continued
For the year ended 31 December 2011
4 Segmental reporting
(a) Revenue by segment
Middle East & South East Europe
Europe
North America
International Local
Local business
International Power Projects
Eliminations
Total revenue
Inter-segment revenue
External revenue
2011
£ million
113.2
189.5
258.8
173.5
735.0
662.8
(1.7)
2010
£ million
97.6
164.3
246.8
188.8
697.5
536.0
(3.6)
2011
£ million
0.1
0.1
0.1
0.6
0.9
0.8
(1.7)
–
2010
£ million
–
0.1
0.9
1.1
2.1
1.5
(3.6)
2011
£ million
113.1
189.4
258.7
172.9
734.1
662.0
–
2010
£ million
97.6
164.2
245.9
187.7
695.4
534.5
–
–
1,396.1
1,229.9
Group
1,396.1
1,229.9
(i)
Inter-segment transfers or transactions are entered into under the normal commercial terms and conditions
that would also be available to unrelated third-parties.
(ii) International Power Projects (IPP) is a global segment administered from Dubai. At the end of 2010 and
2011 the assets of the IPP segment are predominantly located in the Middle East, Asia-Pacific, Latin
America and Africa.
(b) Profit by segment
Middle East & South East Europe
Europe
North America
International Local
Local business
International Power Projects
Group
Middle East & South East Europe
Europe
North America
International Local
Local business
International Power Projects
Group
Finance costs – net
Profit before taxation
Taxation
Profit for the year
Trading profit pre
intangible asset
amortisation
Amortisation of intangible
assets arising from
business combinations
Trading profit
2011
£ million
19.9
21.8
51.8
30.7
124.2
217.1
341.3
2010
£ million
23.1
18.7
46.8
55.9
144.5
170.0
314.5
2011
£ million
(0.1)
(0.1)
(2.5)
(0.7)
(3.4)
(0.1)
(3.5)
2010
£ million
(0.1)
(0.1)
(1.7)
(0.7)
(2.6)
(0.1)
(2.7)
2011
£ million
19.8
21.7
49.3
30.0
120.8
217.0
337.8
2010
£ million
23.0
18.6
45.1
55.2
141.9
169.9
311.8
Gain/(loss) on sale of PPE
Operating profit
2011
£ million
(0.3)
(0.1)
2.7
0.7
3.0
1.6
4.6
2010
£ million
0.1
1.4
2.3
0.2
4.0
(1.3)
2.7
2011
£ million
19.5
21.6
52.0
30.7
123.8
218.6
342.4
(18.7)
323.7
(63.6)
260.1
2010
£ million
23.1
20.0
47.4
55.4
145.9
168.6
314.5
(10.1)
304.4
(91.3)
213.1
104 Aggreko plc Annual Report and Accounts 2011
4 Segmental reporting continued
(c) Depreciation and amortisation by segment
Middle East & South East Europe
Europe
North America
International Local
Local business
International Power Projects
Group
2011
£ million
20.2
21.1
33.3
24.1
98.7
90.4
189.1
(d) Capital expenditure on property, plant and equipment and intangible assets
by segment
Middle East & South East Europe
Europe
North America
International Local
Local business
International Power Projects
Group
2011
£ million
29.0
25.8
67.6
74.2
196.6
229.5
426.1
2010
£ million
18.5
20.7
28.2
20.3
87.7
73.4
161.1
2010
£ million
26.3
27.0
54.1
23.8
131.2
146.3
277.5
A
c
c
o
u
n
t
s
Capital expenditure comprises additions of property, plant and equipment (PPE) of £418.2 million
(2010: £268.8 million), acquisitions of PPE of £4.8 million (2010: £5.6 million), and acquisitions of other
intangible assets of £3.1 million (2010: £3.1 million).
(e) Assets/(liabilities) by segment
Middle East & South East Europe
Europe
North America
International Local
Local business
International Power Projects
Tax and finance payable
Derivative financial instruments
Borrowings
Retirement benefit obligation
Total assets/(liabilities) per balance sheet
(f) Average number of employees by segment
Middle East & South East Europe
Europe
North America
International Local
Local business
International Power Projects
Group
Assets
Liabilities
2011
£ million
147.6
173.3
310.4
243.7
875.0
876.7
1,751.7
20.5
0.2
–
–
1,772.4
2010
£ million
121.7
162.6
273.8
174.9
733.0
656.8
1,389.8
14.7
0.1
–
–
1,404.6
2011
£ million
(14.9)
(44.8)
(40.4)
(37.8)
(137.9)
(259.4)
(397.3)
(75.4)
(13.9)
(399.0)
(5.5)
(891.1)
2011
Number
320
828
865
655
2,668
1,594
4,262
2010
£ million
(13.2)
(39.8)
(43.2)
(30.1)
(126.3)
(197.7)
(324.0)
(110.1)
(10.5)
(142.4)
(3.2)
(590.2)
2010
Number
300
799
810
492
2,401
1,313
3,714
Aggreko plc Annual Report and Accounts 2011
105
Notes to the Group Accounts continued
For the year ended 31 December 2011
4 Segmental reporting continued
(g) Reconciliation of net operating assets to net assets
Net operating assets
Retirement benefit obligation
Net tax and finance payable
Borrowings and derivative financial instruments
Net assets
5 Profit before taxation
The following items have been included in arriving at profit before taxation:
Staff costs (Note 7)
Cost of inventories recognised as an expense
(included in cost of sales)
Depreciation of property, plant and equipment
Amortisation of intangibles (included in administrative expenses)
Gain on disposal of property, plant and equipment
Trade receivables impairment
Other operating lease rentals payable
– Plant and equipment
– Property
6 Auditors’ remuneration
Audit services
Fees payable to the Company’s auditor for the audit of the Company’s annual accounts
and consolidated financial statements
Fees payable to the Company’s auditor and its associates for other services:
– The audit of the Company’s subsidiaries, pursuant to legislation
– Other services pursuant to legislation
– Tax services
– All other services
7 Employees and Directors
Staff costs for the Group during the year:
Wages and salaries
Social security costs
Share-based payments
Pension costs – defined contribution plans
Pension costs – defined benefit plans (Note 25)
2011
£ million
1,354.4
(5.5)
(54.9)
1,294.0
(412.7)
881.3
2010
£ million
1,065.8
(3.2)
(95.4)
967.2
(152.8)
814.4
2011
£ million
270.9
2010
£ million
238.7
72.9
185.5
3.6
(4.6)
4.8
15.4
13.2
2011
£000
160
492
29
86
131
68.7
158.3
2.8
(2.7)
9.5
14.5
11.3
2010
£000
130
419
28
180
156
2011
£ million
221.7
22.1
19.8
5.6
1.7
270.9
2010
£ million
194.3
18.4
18.7
5.1
2.2
238.7
Full details of Directors’ remuneration are set out in the Remuneration Report on pages 71 to 85.
The key management comprise Executive and Non-executive Directors.
Salaries and short-term benefits
Post-employment benefits
Share-based payments
106 Aggreko plc Annual Report and Accounts 2011
2011
£ million
4.5
0.3
3.9
8.7
2010
£ million
4.1
0.2
4.0
8.3
8 Net finance charge
Finance costs on bank loans and overdrafts
Finance income on bank balances and deposits
9 Taxation
Analysis of charge in year
Current tax expense:
– UK corporation tax
– Double taxation relief
– Overseas taxation
Adjustments in respect of prior years:
– UK
– Overseas
Deferred taxation (Note 20):
– temporary differences arising in current year
– movements in respect of prior years
– exceptional release
2011
£ million
(19.7)
1.0
(18.7)
2010
£ million
(10.6)
0.5
(10.1)
2011
£ million
2010
Restated
£ million
47.1
(24.5)
22.6
71.7
94.3
(2.8)
(5.4)
(8.2)
86.1
8.1
(2.0)
(28.6)
63.6
A
c
c
o
u
n
t
s
44.8
(21.0)
23.8
70.7
94.5
(0.1)
(4.6)
(4.7)
89.8
(5.4)
6.9
–
91.3
Prior year numbers have been restated to reflect a change between UK corporation tax and overseas taxation.
The UK Finance Act 2011 introduced legislation exempting the profits of foreign branches of UK resident
companies from UK corporation tax; this is applicable to a significant portion of our International Power
Projects business. The impact of this exemption was that in 2011 there was a release to the income statement
of a previously created deferred tax liability of £28.6 million which will no longer crystallise. Given its size and
nature, this release is treated as an exceptional item.
The tax (charge)/credit relating to components of other comprehensive income is as follows:
Deferred tax on hedging reserve movements
Deferred tax on retirement benefits
Current tax on exchange movements
The tax (charge)/credit relating to equity is as follows:
Current tax on share-based payments
Deferred tax on share-based payments
2011
£ million
0.7
1.2
1.0
2.9
2011
£ million
7.3
5.5
12.8
2010
£ million
0.9
0.2
(5.1)
(4.0)
2010
£ million
2.7
11.1
13.8
Aggreko plc Annual Report and Accounts 2011
107
9 Taxation continued
Variances between the current tax charge and the standard 26.5% (2010: 28.0%) UK corporate tax rate when
applied to profit on ordinary activities for the year are as follows:
2011
£ million
108 Aggreko plc Annual Report and Accounts 2011
11 Earnings per share continued
Aggreko plc assesses the performance of the Group by adjusting earnings per share, calculated in accordance
with IAS 33, to exclude items it considers to be non-recurring and believes that the exclusion of such items
provides a better comparison of business performance. The calculation of earnings per ordinary share on a basis
which excludes exceptional items is based on the following adjusted earnings:
Profit for the year
Exclude exceptional items
Adjusted earnings
An adjusted earnings per share figure is presented below.
Basic earnings per share pre-exceptional items (pence)
Diluted earnings per share pre-exceptional items (pence)
12 Goodwill
Cost
At 1 January
Acquisitions (Note 27)
Exchange adjustments
At 31 December
Accumulated impairment losses
Net book value
Goodwill impairment tests
Goodwill has been allocated to cash generating units (CGUs) as follows:
Middle East & South East Europe
Europe
North America
International Local
Local business
International Power Projects
Group
A
c
c
o
u
n
t
s
2011
£ million
260.1
(28.6)
231.5
2010
£ million
213.1
–
213.1
2011
87.14
86.76
2010
79.37
78.98
2011
£ million
2010
£ million
60.4
4.8
(0.2)
65.0
–
51.3
7.2
1.9
60.4
–
65.0
60.4
2011
£ million
1.2
10.9
40.0
11.4
63.5
1.5
65.0
2010
£ million
1.2
11.2
40.3
6.2
58.9
1.5
60.4
Goodwill is tested for impairment annually or whenever there is an indication that the asset may be impaired.
Goodwill is monitored by management at an operating segment level. The recoverable amounts of the CGUs are
determined from value in use calculations. The key assumptions for value in use calculations are those relating to
expected changes in revenue and the cost base, discount rates and long-term growth rates. The discount rate used for
business valuations was 7.4% after tax (2010: 9.3%), 10.0% before tax (2010: 12.9%) based on the weighted average
cost of capital (WACC) of the Group. On the basis that the business carried out by all CGUs is closely related and
assets can be redeployed around the Group as required, a consistent Group discount rate has been used for all CGUs.
Values in use were determined using current year cashflows, a prudent view of future market trends and excludes
any growth capital expenditure. A terminal cash flow was calculated using a long-term growth rate of 2.0%.
As at 31 December 2011, based on internal valuations, Aggreko plc management concluded that the values
in use of the CGUs significantly exceeded their net asset value.
The Directors consider that there is no reasonably possible change in the key assumptions made in their
impairment calculations that would give rise to an impairment.
Aggreko plc Annual Report and Accounts 2011
109
Notes to the Group Accounts continued
For the year ended 31 December 2011
13 Other intangible assets
Cost
At 1 January
Acquisitions (Note 27)
Exchange adjustments
At 31 December
Accumulated amortisation
At 1 January
Charge for the year
Exchange adjustments
At 31 December
Net book values:
At 31 December
2011
£ million
2010
£ million
28.9
3.1
(0.5)
31.5
11.9
3.6
(0.3)
15.2
16.3
24.1
3.1
1.7
28.9
8.6
2.8
0.5
11.9
17.0
Amortisation charges in the year comprised amortisation of assets arising from business combinations of £3.5 million
(2010: £2.7 million) and amortisation of other intangible assets of £0.1 million (2010: £0.1 million). Amortisation
charges in the year have been recorded in administrative expenses.
14 Property, plant and equipment
Year ended 31 December 2011
Freehold
properties
£ million
Short
leasehold
properties
£ million
Cost
At 1 January 2011
Exchange adjustments
Additions
Acquisitions (Note 27)
Disposals
At 31 December 2011
Accumulated depreciation
At 1 January 2011
Exchange adjustments
Charge for the year
Disposals
At 31 December 2011
Net book values:
At 31 December 2011
At 31 December 2010
46.2
(0.1)
12.3
–
(0.1)
58.3
15.3
–
1.5
(0.1)
16.7
41.6
30.9
Rental
fleet
£ million
1,659.8
(0.5)
392.4
4.2
(43.3)
Vehicles,
plant and
equipment
£ million
71.4
(0.6)
12.1
0.5
(4.5)
Total
£ million
1,793.2
(1.6)
418.2
4.8
(48.1)
15.8
(0.4)
1.4
0.1
(0.2)
16.7
2,012.6
78.9
2,166.5
8.1
(0.3)
1.4
(0.2)
9.0
858.1
0.5
174.7
(35.5)
52.9
(0.5)
7.9
(4.3)
934.4
(0.3)
185.5
(40.1)
997.8
56.0
1,079.5
7.7
7.7
1,014.8
801.7
22.9
18.5
1,087.0
858.8
Included within freehold properties are assets in the course of construction totalling £17.2 million
(2010: £6.0 million) in relation to the Group’s new manufacturing facility.
110 Aggreko plc Annual Report and Accounts 2011
14 Property, plant and equipment continued
Year ended 31 December 2010
Freehold
properties
£ million
Short
leasehold
properties
£ million
40.2
0.4
5.7
–
(0.1)
46.2
12.7
0.4
2.3
(0.1)
15.3
30.9
27.5
Cost
At 1 January 2010
Exchange adjustments
Additions
Acquisitions
Disposals
At 31 December 2010
Accumulated depreciation
At 1 January 2010
Exchange adjustments
Charge for the year
Disposals
At 31 December 2010
Net book values:
At 31 December 2010
At 31 December 2009
15 Inventories
Raw materials and consumables
Work in progress
16 Trade and other receivables
Trade receivables
Less: provision for impairment of receivables
Trade receivables – net
Prepayments and accrued income
Other receivables
Total receivables
Rental
fleet
£ million
1,379.0
66.3
254.4
5.1
(45.0)
Vehicles,
plant and
equipment
£ million
65.7
2.2
7.1
0.5
(4.1)
Total
£ million
1,498.7
69.5
268.8
5.6
(49.4)
13.8
0.6
1.6
–
(0.2)
15.8
1,659.8
71.4
1,793.2
6.7
0.2
1.4
(0.2)
8.1
7.7
7.1
718.7
32.8
146.8
(40.2)
858.1
801.7
660.3
47.6
1.3
7.8
(3.8)
785.7
34.7
158.3
(44.3)
52.9
934.4
18.5
18.1
858.8
713.0
A
c
c
o
u
n
t
s
2011
£ million
140.6
6.8
147.4
2010
£ million
110.6
7.2
117.8
2011
£ million
300.5
(36.3)
264.2
89.0
29.6
382.8
2010
£ million
225.4
(33.4)
192.0
84.4
33.0
309.4
The value of trade and other receivables quoted in the table above also represent the fair value of these items.
The carrying amounts of the Group’s trade and other receivables are denominated in the following currencies:
Sterling
Euro
US Dollar
Other currencies
2011
£ million
19.4
37.7
198.8
126.9
382.8
2010
£ million
17.8
37.5
175.0
79.1
309.4
Aggreko plc Annual Report and Accounts 2011
111
Notes to the Group Accounts continued
For the year ended 31 December 2011
16 Trade and other receivables continued
Movements on the Group’s provision for impairment of trade receivables are as follows:
At 1 January
Net provision for receivables impairment
Receivables written off during the year as uncollectable
Exchange
At 31 December
2011
£ million
33.4
4.8
(2.0)
0.1
36.3
2010
£ million
26.2
9.5
(3.3)
1.0
33.4
Credit quality of trade receivables
The table below analyses the total trade receivables balance per operating segment into fully performing, past due
and impaired.
31 December 2011
Middle East & South East Europe
Europe
North America
International Local
Local business
International Power Projects
Group
31 December 2010
Middle East & South East Europe
Europe
North America
International Local
Local business
International Power Projects
Group
Fully
performing
£ million
19.4
24.7
23.8
15.8
83.7
58.4
Past
due
£ million
4.0
7.1
18.6
12.3
42.0
80.1
142.1
122.1
Fully
performing
£ million
8.5
20.0
18.0
10.4
56.9
32.3
89.2
Past
due
£ million
6.2
5.7
14.4
13.2
39.5
63.3
102.8
Impaired
£ million
1.7
2.9
1.4
1.6
7.6
28.7
36.3
Impaired
£ million
1.7
2.6
1.4
2.4
8.1
25.3
33.4
Total
£ million
25.1
34.7
43.8
29.7
133.3
167.2
300.5
Total
£ million
16.4
28.3
33.8
26.0
104.5
120.9
225.4
Trade receivables are considered impaired if they are not considered recoverable. 38% of the amounts past due
are less than 30 days past due (2010: 43%).
The Group assesses credit quality differently in relation to its two business models as explained below:
Local business
Our Local business serves customers in Middle East & South East Europe, Europe, North America, Asia,
Australasia, Central & South America and Africa. It is a high transaction intensive business focused on frequently
occurring events and the majority of the contracts in this business are small relative to the size of the Group.
There is no concentration of credit risk in this business other than in the case of a major event, for example,
the Asian Games in Guangzhou, which was included in the International Local business segment. Apart from
these type of major events there are a large number of customers who are unrelated and internationally dispersed.
The management of trade receivables is the responsibility of the operating units, although they report monthly
to Group on debtor days, debtor ageing and significant outstanding debts. At an operating unit level a credit
rating is normally established for each customer based on ratings from external agencies. Where no ratings are
available, cash in advance payment terms are often established for new customers. Credit limits are reviewed
on a regular basis. The effectiveness of this credit process has meant that the Group has historically had a low
level of bad debt in the Local business.
International Power Projects (IPP)
Our International Power Projects business concentrates on medium to very large contracts. Most projects in this
business are worth over £1 million and some can be worth over £10 million. Customers are mainly in developing
countries and include power utilities, governments, armed forces, oil companies and mining companies.
112 Aggreko plc Annual Report and Accounts 2011
16 Trade and other receivables continued
In addition the majority of the contracts above are in jurisdictions where payment practices can be unpredictable.
The Group monitors the risk profile and debtor position of all such contracts regularly, and deploys a variety of
techniques to mitigate the risks of delayed or non-payment; these include securing advance payments, bonds and
guarantees. On the largest contracts, all such arrangements are approved at a Group level. Contracts are reviewed
on a case by case basis to determine the customer and country risk. To date the Group has also had a low level
of bad debt in the IPP business although the risk of a major default is high.
The total trade receivables balance as at 31 December 2011 for our IPP business was £167.2 million (2010:
£120.9 million). Within this balance receivable balances totalling £98.4 million (2010: £69.5 million) had some form
of payment cover attached to them. This payment cover guards against the risk of customer default rather than the
risk associated with customer disputes. The risk associated with the remaining £68.8 million (2010: £51.4 million)
is deemed to be either acceptable or payment cover is not obtainable in a cost effective manner.
17 Borrowings
Non-current
Bank borrowings
Private placement notes
Current
Bank overdrafts
Bank borrowings
Total borrowings
Short-term deposits
Cash at bank and in hand
Net borrowings
Overdrafts and borrowings are unsecured.
(i) Maturity of financial liabilities
The maturity profile of the borrowings was as follows:
Within 1 year, or on demand
Between 1 and 2 years
Between 2 and 3 years
Between 3 and 4 years
Between 4 and 5 years
Greater than 5 years
2011
£ million
2010
£ million
202.5
178.3
380.8
18.7
18.2
36.9
417.7
(36.4)
(16.8)
364.5
A
c
c
o
u
n
t
s
111.3
–
111.3
16.2
31.1
47.3
158.6
(6.4)
(20.0)
132.2
2011
£ million
36.9
170.0
–
32.5
–
178.3
417.7
2010
£ million
47.3
10.1
81.8
–
19.4
–
158.6
(ii) Borrowing facilities
The Group has the following undrawn committed floating rate borrowing facilities available at 31 December 2011
in respect of which all conditions precedent had been met at that date:
Expiring within 1 year
Expiring between 1 and 2 years
Expiring between 2 and 3 years
Expiring between 3 and 4 years
Expiring between 4 and 5 years
Expiring after 5 years
2011
£ million
–
95.3
–
193.2
–
–
288.5
2010
£ million
68.0
30.0
166.6
–
205.5
–
470.1
Since the year end, we have put in place a further £30 million of committed facilities.
Aggreko plc Annual Report and Accounts 2011
113
Notes to the Group Accounts continued
For the year ended 31 December 2011
17 Borrowings continued
(iii) Interest rate risk profile of financial liabilities
The interest rate profile of the Group’s financial liabilities at 31 December 2011, after taking account of the interest
rate swaps used to manage the interest profile, was:
Currency:
Sterling
US Dollar
Euro
Canadian Dollars
Brazil Reais
Indian Rupees
New Zealand Dollars
Other currencies
At 31 December 2011
Sterling
US Dollar
Euro
Brazil Reais
Indian Rupees
Other currencies
At 31 December 2010
Fixed rate debt
Weighted
average
interest
rate
%
Weighted
average
period for
which rate
is fixed
Years
–
4.5
5.0
–
–
–
–
–
–
4.6
5.0
–
–
–
–
7.9
1.6
–
–
–
–
–
–
5.8
2.6
–
–
–
Floating
rate
£ million
Fixed
rate
£ million
Total
£ million
–
100.2
–
15.2
11.0
9.0
8.9
13.4
157.7
–
13.7
0.1
16.2
10.1
7.6
47.7
–
243.2
16.8
–
–
–
–
–
260.0
–
93.6
17.3
–
–
–
110.9
–
343.4
16.8
15.2
11.0
9.0
8.9
13.4
417.7
–
107.3
17.4
16.2
10.1
7.6
158.6
The floating rate financial liabilities principally comprise debt which carries interest based on different benchmark
rates depending on the currency of the balance and are normally fixed in advance for periods between one and
three months.
The weighted average interest rate on fixed debt is derived from the fixed leg of each interest rate swap and
coupons applying to fixed rate private placement notes.
The effect of the Group’s interest rate swaps is to classify £81.7 million (2010: £110.9 million) of borrowings
in the above table as fixed rate. The notional principal amount of the outstanding interest rate swap contracts
at 31 December 2011 was £81.7 million (2010: £110.9 million).
(iv) Interest rate risk profile of financial assets
Currency:
Sterling
US Dollar
Euro
Other currencies
At 31 December 2011
Currency:
Sterling
US Dollar
Euro
South African Rand
Other currencies
At 31 December 2010
Cash at bank
and in hand
£ million
Short-term
deposits
£ million
Total
£ million
–
5.6
1.1
10.1
16.8
0.1
5.0
1.8
7.1
6.0
20.0
6.4
25.3
4.3
0.4
36.4
2.1
2.2
2.0
–
0.1
6.4
6.4
30.9
5.4
10.5
53.2
2.2
7.2
3.8
7.1
6.1
26.4
All of the above cash and short-term deposits are floating rate and earn interest based on relevant LIBID
(London Interbank Bid Rate) equivalents or government bond rates for the currency concerned.
114 Aggreko plc Annual Report and Accounts 2011
17 Borrowings continued
(v) Preference share capital
Authorised:
Redeemable preference shares of 25p each
2011
Number
2011
£000
2010
Number
199,998
50
199,998
2010
£000
50
No redeemable preference shares were allotted as at 31 December 2011 and 31 December 2010. The Board
is authorised to determine the terms, conditions and manner of redemption of redeemable shares.
18 Financial instruments
As stated in our accounting policies Note 1 on page 97 the activities of the Group expose it directly to the
financial risks of changes in foreign currency exchange rates and interest rates. The Group uses forward foreign
exchange contracts and interest rate swap contracts to hedge these exposures. The movement in the hedging
reserve is shown in the Statement of Changes in Equity.
(i) Fair values of financial assets and financial liabilities
The following table provides a comparison by category of the carrying amounts and the fair values of the Group’s
financial assets and financial liabilities at 31 December 2011. Fair value is the amount at which a financial
instrument could be exchanged in an arm’s length transaction between informed and willing parties, other than
a forced or liquidation sale and excludes accrued interest. Market values have been used to determine fair values.
Primary financial instruments held or issued to finance
the Group’s operations:
Current borrowings and overdrafts
Non-current borrowings
Short-term deposits
Cash at bank and in hand
Derivative financial instruments held:
Interest rate swaps
Forward foreign currency contracts
2011
2010
Book
value
£ million
Fair
value
£ million
Book
value
£ million
Fair
value
£ million
(36.9)
(380.8)
36.4
16.8
(36.9)
(380.8)
36.4
16.8
(13.5)
(0.2)
(13.5)
(0.2)
(47.3)
(111.3)
6.4
20.0
(9.5)
(0.9)
(47.3)
(111.3)
6.4
20.0
(9.5)
(0.9)
(ii) Summary of methods and assumptions
Interest rate swaps and forward foreign currency contracts
Fair value is based on market price of these instruments at the balance sheet date. In accordance with IFRS 7,
interest rate swaps are considered to be level 2 with fair value being calculated at the present value of estimated
future cash flows using market interest rates. Foreign exchange contracts are considered to be level 1 as the
valuation is based on quoted market prices at the end of the reporting period.
Current borrowings and overdrafts/Short-term deposits
The fair value of short-term deposits and current borrowings and overdrafts approximates to the carrying amount
because of the short maturity of these instruments.
Non-current borrowings
In the case of non-current borrowings, the fair value approximates to the carrying value reported in the balance sheet.
(iii) Derivative financial instruments
Numerical financial instruments disclosures are set out below. Additional disclosures are set out in the financial
review and accounting policies relating to risk management.
A
c
c
o
u
n
t
s
Current:
Interest rate swaps – cash flow hedge
Forward foreign currency contracts – cash flow hedge
Non-current:
Interest rate swaps – cash flow hedge
2011
2010
Assets
£ million
Liabilities
£ million
Assets
£ million
Liabilities
£ million
–
0.2
–
0.2
–
(0.4)
(13.5)
(13.9)
–
0.1
–
0.1
(1.1)
(1.0)
(8.4)
(10.5)
Aggreko plc Annual Report and Accounts 2011
115
Notes to the Group Accounts continued
For the year ended 31 December 2011
18 Financial instruments continued
Net fair values of derivative financial instruments
The net fair value of derivative financial instruments that are designated as cash flow hedges at the balance sheet
date was:
Contracts with negative fair values:
Interest rate swaps
Forward foreign currency contracts
2011
£ million
2010
£ million
(13.5)
(0.2)
(13.7)
(9.5)
(0.9)
(10.4)
The net fair value losses at 31 December 2011 on open forward exchange contracts that hedge the foreign
currency risk of future anticipated expenditure are £0.2 million (2010: £0.9 million). These will be allocated
to the cost of the asset as a basis adjustment when the forecast capital expenditure occurs. The net fair value
liability at 31 December 2011 on open interest swaps that hedge interest risk are £13.5 million (2010: liability
of £9.5 million). These will be debited to the income statement finance cost over the remaining life of each
interest rate swap.
Hedge of net investment in foreign entity
The Group has designated as a hedge of the net investment in its overseas subsidiaries its US Dollar, Euro,
Canadian Dollar and New Zealand Dollar denominated borrowings. The fair value of the US Dollar borrowings at
31 December 2011 was £339.8 million (2010: £107.1 million), Euro borrowings £16.8 million (2010: £17.3 million),
Canadian Dollar borrowings £15.2 million (2010: £nil) and New Zealand Dollar borrowings £8.9 million (2010:
£nil). The foreign exchange loss of £14.3 million (2010: loss of £2.8 million) on translation of the borrowings
into Sterling has been recognised in exchange reserves.
(iv) The exposure of the Group to interest rate changes when borrowings reprice is as follows:
As at 31 December 2011
Total borrowings
Effect of interest rate swaps and other fixed rate debt
As at 31 December 2010
Total borrowings
Effect of interest rate swaps
<1 year
£ million
36.9
–
36.9
1-5 years
£ million
202.5
(16.8)
185.7
>5 years
£ million
178.3
(243.2)
Total
£ million
417.7
(260.0)
(64.9)
157.7
<1 year
£ million
47.3
(29.0)
1-5 years
£ million
111.3
(17.3)
18.3
94.0
>5 years
£ million
–
(64.6)
(64.6)
Total
£ million
158.6
(110.9)
47.7
As at 31 December 2011 and 31 December 2010 all of the Group’s floating debt was exposed to repricing within
3 months of the balance sheet date. No interest rate swaps are due to mature in 2012. The Group’s interest rate
swap portfolio is reviewed on a regular basis to ensure it is consistent with Group policy as described on page 102.
The effective interest rates at the balance sheet date were as follows:
Bank overdraft
Bank borrowings
Private placement
2011
9.4%
2.4%
4.5%
2010
10.9%
2.3%
–
116 Aggreko plc Annual Report and Accounts 2011
18 Financial instruments continued
Maturity of financial liabilities
The table below analyses the Group’s financial liabilities and net-settled derivative financial liabilities into the
relevant maturity groupings based on the remaining period at the balance sheet date to the contractual maturity
date. The amounts disclosed in the table are the contractual undiscounted cash flows.
As at 31 December 2011
Borrowings
Derivative financial instruments
Trade and other payables
As at 31 December 2010
Borrowings
Derivative financial instruments
Trade and other payables
<1 year
36.9
0.4
148.2
185.5
<1 year
47.3
2.1
114.3
163.7
1-2 years
170.0
1.0
4.6
175.6
1-2 years
10.1
–
–
10.1
2-5 years
32.5
–
1.9
34.4
2-5 years
101.2
1.5
3.1
105.8
>5 years
178.3
12.5
66.2
257.0
>5 years
–
6.9
–
6.9
No trade payable balances have a contractual maturity greater than 90 days. In respect of suppliers, the Group
had approximately 91 days (2010: 86 days) credit outstanding as at the balance sheet date.
Derivative financial instruments settled on a gross basis
The table below analyses the Group’s derivative financial instruments which will be settled on a gross basis into
relevant maturity groupings based on the remaining period at the balance sheet date to the contractual maturity
date. The amounts disclosed in the table are the contractual undiscounted cash flows.
A
c
c
o
u
n
t
s
As at 31 December 2011
Forward foreign exchange contracts – cashflow hedges
Outflow
Inflow
As at 31 December 2010
Forward foreign exchange contracts – cashflow hedges
Outflow
Inflow
<1 year
21.7
(21.3)
0.4
<1 year
50.7
(49.8)
0.9
All of the Group’s forward foreign currency exchange contracts are due to be settled within one year of the
balance sheet date.
19 Trade and other payables
Trade payables
Other taxation and social security payable
Other payables
Accruals and deferred income
2011
£ million
144.3
18.5
53.4
165.5
381.7
2010
£ million
112.7
5.4
31.0
159.6
308.7
The value of trade and other payables quoted in the table above also represent the fair value of these items.
Aggreko plc Annual Report and Accounts 2011
117
Notes to the Group Accounts continued
For the year ended 31 December 2011
20 Deferred tax
At 1 January
Impact of reduction in UK CT rate
Charge to the income statement (Note 9)
Credit to other comprehensive income
Credit to equity
Exchange differences
Exceptional release
At 31 December
2011
£ million
(20.3)
1.0
(7.1)
1.9
5.5
(1.5)
28.6
8.1
2010
£ million
(29.5)
0.8
(2.3)
1.1
11.1
(1.5)
–
(20.3)
The proposed reductions in the main rate of UK corporation tax by 1 per cent per year to 23 per cent by 1 April
2014 are expected to be enacted separately each year. The overall effect of the changes from 25 per cent to
23 per cent, if these applied to the deferred tax balance at 31 December 2011 would be to reduce the deferred tax
asset by approximately £1.4 million (being £0.7 million recognised in 2012 and £0.7 million recognised in 2013).
No deferred tax liability has been recognised in respect of unremitted earnings of subsidiaries. It is likely that
the majority of the overseas earnings will qualify for the UK dividend exemption and the Group can control the
distribution of dividends by its subsidiaries. In some countries, local tax is payable on the remittance of a dividend.
Were dividends to be remitted from these countries, the additional tax payable would be £8.1 million.
The movements in deferred tax assets and liabilities (prior to off setting of balances within the same jurisdiction
as permitted by IAS 12) during the period are shown below. Deferred tax assets and liabilities are only offset
where there is a legally enforceable right of offset and there is an intention to settle the balances net.
Deferred tax assets are recognised to the extent that the realisation of the related deferred tax benefit through future
taxable profits is probable. The Group did not recognise deferred tax assets of £2.6 million (2010: £1.4 million)
of which £2.6 million (2010: £1.4 million) relates to carried forward tax losses as our forecasts indicate that these
assets will not reverse in the near future.
Deferred tax assets of £2.9 million (2010: £3.2 million) have been recognised in respect of entities which have
suffered a loss in either the current or preceding period.
Deferred tax liabilities
At 1 January 2011
(Charge)/credit to the income statement
Credit to other comprehensive income
Credit to equity
Exchange differences
Exceptional release (Note 9)
At 31 December 2011
Deferred tax assets
At 1 January 2011
Credit to the income statement
At 31 December 2011
Accelerated capital
depreciation
£ million
(65.8)
(23.5)
–
–
(1.5)
28.6
Other temporary
differences
£ million
33.9
13.3
1.9
5.5
–
–
(62.2)
54.6
Accelerated capital
depreciation
£ million
3.8
0.6
Other temporary
differences
£ million
7.8
3.5
4.4
11.3
Total
£ million
(31.9)
(10.2)
1.9
5.5
(1.5)
28.6
(7.6)
Total
£ million
11.6
4.1
15.7
The net deferred tax asset due after more than one year is £8.1 million (2010: liability of £20.3 million).
118 Aggreko plc Annual Report and Accounts 2011
21 Share capital
(i) Ordinary shares of 13549/775 pence (2010: 20 pence)
At 1 January
Share consolidation (31 for 32 shares as at 8 July 2011*)
Share split:
Deferred ordinary shares (Note (i))
B shares (Note (iii))
Transfer to capital redemption reserve (Note (ii))
Employee share option scheme
At 31 December
2011
Number of
shares
2011
£000
2010
Number of
shares
2010
£000
274,318,271
(8,601,897)
54,864
–
273,473,338
–
54,695
–
–
–
–
1,002,872
(12,278)
(448)
(5,772)
197
–
–
–
844,933
–
–
–
169
266,719,246
36,563
274,318,271
54,864
(ii) Deferred ordinary shares of 618/25 pence (2010: nil)
At 1 January
Share split (Note (i))
At 31 December
–
182,700,915
182,700,915
–
12,278
12,278
(iii) B shares of 618/25 pence (2010: nil)
At 1 January
Share split (Note (iii))
At 31 December
–
6,663,731
6,663,731
–
448
448
–
–
–
–
–
–
–
–
–
–
–
–
A
c
c
o
u
n
t
s
* Based on 275,260,704 ordinary shares of 20 pence each on the record date of 8 July 2011.
In July 2011 the Group completed a return of capital using a B share structure. The main terms of the return
of capital and related consolidation of ordinary shares were:
the issue of 1 B share of par value 618/25 pence for every 1 existing ordinary share held on the record date
(this resulted in the creation of 275,260,704 B shares); and
the issue of 31 new ordinary shares of par value 13549/775 pence for every 32 existing ordinary shares held
on the record date.
As a result of the return of capital:
(i)
From the 275,260,704 B shares created a special dividend of 55 pence per ordinary share was paid on
182,700,915 B shares, which then converted into deferred shares of negligible value resulting in a cash
payment from the company of £100.5 million on 19 July 2011;
(ii) A further 85,896,058 B shares were bought back at 55 pence each resulting in a cash payment from the
company of £47.2 million on 19 July 2011. As a result of this transaction £5,772k was transferred from
ordinary share capital to the capital redemption reserve being 85,896,058 shares at par value 618/25; and
(iii) The Company intends to offer to purchase the remaining 6,663,731 B shares in the future at 55 pence each.
During the year 275,871 ordinary shares of 20 pence each and 60,439 ordinary shares of 13549/775 pence have been
issued at prices ranging from £1.89 to £13.89 (US$ 22.52) to satisfy the exercise of options under the Savings-
Related Share Option Schemes (‘Sharesave’) by eligible employees. In addition 666,562 shares were allotted
to US participants in the Long-term Incentive Plan by the allotment of new ordinary shares of 20 pence each.
Share options
The options under the Savings-Related Share Option Schemes have been granted at a discount of 20% on
the share price calculated over the three days prior to the date of invitation to participate, mature after three
to five years and are normally exercisable in the six months following the maturity date. The options under
the US Stock Purchase Plan have been granted at a discount of 15% to the share price on the date of grant,
mature after two years and are normally exercisable in the three months following the maturity date.
There is no legal obligation upon the Company to satisfy the options existing under the Savings-Related Share
Option Schemes other than by the allotment of new issue shares.
It is intended to satisfy awards to US participants in the Long-term Incentive Programme by the allotment
of new shares. The maximum award would be made on achieving the performance targets set out on pages 75
and 76 of the Remuneration Report.
Aggreko plc Annual Report and Accounts 2011
119
Notes to the Group Accounts continued
For the year ended 31 December 2011
21 Share capital continued
For the Sharesave and US Stock Options the Black-Scholes option-pricing model was used. The fair value per
option granted and the assumptions used in the calculation are as follows:
Grant type
Sharesave
Sharesave
Sharesave
Sharesave
Sharesave
Sharesave
Sharesave
Sharesave
Grant date
Share price at grant date (£)
Option price (£)
Number granted
Vesting period (years)
Expected volatility (%)
Expected life (years)
Risk free rate (%)
Expected dividends expressed
as a dividend yield (%)
Fair value per option (£)
Grant type
Grant date
Share price at grant date (£)
Option price (£)
Number granted
Vesting period (years)
Expected volatility (%)
Expected life (years)
Risk free rate (%)
Expected dividends expressed
as a dividend yield (%)
Fair value per option (£)
Grant type
Grant date
Share price at grant date (£)
Option price (£)
Number granted
Vesting period (years)
Expected volatility (%)
Expected life (years)
Risk free rate (%)
Expected dividends expressed
as a dividend yield (%)
Fair value per option (£)
11-Nov-05 11-Nov-05 10-Nov-06 10-Nov-06 10-Nov-06
3.7
2.9
3.7
2.8
2.5
1.9
2.5
1.9
143,559
5.0
40.5
5.3
4.5
3.7
2.8
33,118 308,910 109,230
5.0
40.6
5.3
4.8
3.0
26.8
3.3
4.9
5.0
40.5
5.3
4.5
9-Nov-07
5.7
5.0
19,433 264,698
3.0
32.0
3.3
4.7
5.0
40.6
5.3
4.8
9-Nov-07
5.7
5.0
84,907
5.0
26.8
5.3
4.7
9-Nov-07
5.7
4.9
9,792
4.0
26.8
4.3
4.7
2.4
1.1
2.4
1.1
1.7
1.3
1.7
1.7
1.7
1.7
1.3
1.8
1.3
2.0
1.3
1.9
US
Stock Plan
Sharesave
Sharesave
Sharesave
9-Nov-07
5.7
4.9
31-Oct-08
4.3
4.4
31-Oct-08
4.3
4.4
93,503 567,259 211,082
5.0
32.4
5.3
3.8
2.0
26.7
2.1
4.8
3.0
36.1
3.3
3.4
31-Oct-08
4.3
4.4
44,223
4.0
33.4
4.3
3.6
US
Stock Plan
29-Oct-08
3.8
3.2
317,923
2.0
38.9
2.1
3.0
Sharesave
Sharesave
Sharesave
30-Oct-09
7.6
5.5
281,110
3.0
42.6
3.3
2.2
30-Oct-09
7.6
5.5
70,609
5.0
37.0
5.3
2.8
30-Oct-09
7.6
5.5
8,439
4.0
39.7
4.3
2.5
1.3
1.5
2.0
1.1
2.0
1.2
2.0
1.2
2.3
1.1
1.4
3.1
1.4
3.3
1.4
3.2
US
Stock Plan
Sharesave
Sharesave
Sharesave
Sharesave
Sharesave
Sharesave
Sharesave
30-Oct-09 20-Nov-09
7.5
5.5
16,577
3.0
42.6
1.4
2.1
7.6
6.5
83,435
2.0
48.4
2.1
0.9
25-Oct-10
16.9
12.4
25-Oct-10
16.9
12.4
48,187 111,294
3.0
43.4
3.3
1.0
3.0
43.4
3.3
1.0
25-Oct-10
16.9
12.9
3,119
4.0
40.0
4.3
1.4
25-Oct-10
16.9
12.4
13,793
5.0
38.1
5.3
1.7
25-Oct-10
16.9
12.4
21,402
5.0
38.1
5.3
1.7
25-Oct-10
16.9
12.9
3,962
5.0
38.1
5.3
1.7
1.4
2.5
1.4
3.0
0.9
6.8
0.9
6.8
0.9
6.8
0.9
7.4
0.9
7.4
0.9
7.1
120 Aggreko plc Annual Report and Accounts 2011
21 Share capital continued
Grant type
Grant date
Share price at grant date (£)
Option price (£)
Number granted
Vesting period (years)
Expected volatility (%)
Expected life (years)
Risk free rate (%)
Expected dividends expressed
as a dividend yield (%)
Fair value per option (£)
US
Stock Plan
25-Oct-10
16.9
14.3
54,800
2.0
45.2
2.1
0.8
Sharesave
Sharesave
Sharesave
Sharesave
Sharesave
Sharesave
Sharesave
28-Oct-11
17.3
12.6
74,416
3.0
41.6
3.3
0.9
28-Oct-11
17.3
13.4
3,869
3.0
41.6
3.3
0.9
28-Oct-11
17.3
12.7
8,065
3.0
41.6
3.3
0.9
28-Oct-11
17.3
12.8
28-Oct-11
17.3
12.1
16,189 116,222
3.0
41.6
3.3
0.9
3.0
41.6
3.3
0.9
28-Oct-11
17.3
12.6
13,707
5.0
38.8
5.3
1.5
28-Oct-11
17.3
13.4
2,378
5.0
38.8
5.3
1.5
0.9
5.3
0.8
6.9
0.8
6.5
0.8
6.8
0.8
6.8
0.8
7.2
0.8
7.7
0.8
7.3
Grant type
Sharesave
Sharesave
Sharesave
Sharesave
Sharesave
Grant date
Share price at grant date (£)
Option price (£)
Number granted
Vesting period (years)
Expected volatility (%)
Expected life (years)
Risk free rate (%)
Expected dividends expressed
as a dividend yield (%)
Fair value per option (£)
28-Oct-11
17.3
12.7
588
5.0
38.8
5.3
1.5
28-Oct-11
17.3
12.8
889
5.0
38.8
5.3
1.5
28-Oct-11
17.3
12.1
31,756
5.0
38.8
5.3
1.5
28-Oct-11
17.3
13.6
10,826
4.0
41.2
4.3
1.2
28-Oct-11
17.3
13.6
6,725
5.0
38.8
5.3
1.5
US
Stock Plan
28-Oct-11
17.3
14.7
75,769
2.0
32.2
2.1
0.6
A
c
c
o
u
n
t
s
0.8
7.6
0.8
7.6
0.8
7.9
0.8
7.0
0.8
7.2
0.8
4.3
The expected volatility is based on the volatility of the total return from the Company’s shares over the period
to grant equal in length to the expected life of the awards. The expected life is the average expected period to
exercise. The risk free interest rate is the expected return on UK Gilts of a similar life.
A summary of movements in share options in Aggreko shares is shown below:
Outstanding at 1 January 2011
Granted
Exercised
Lapsed
Sharesave
schemes
Number of
Shares
1,645,288
285,630
(252,189)
(121,823)
Weighted
average
exercise
price
(£)
5.44
12.67
3.94
5.56
US Stock
option plans
Number of
Shares
156,131
75,769
(86,221)
(13,875)
Weighted
average
exercise
price
(£)
3.57
14.69
5.34
10.39
Long-term
Incentive
Plans
Number of
Shares
2,106,292
338,088
(666,562)
(50,636)
Weighted
average
exercise
price
(£)
nil
nil
nil
nil
Outstanding at 31 December 2011
1,556,906
7.00
131,804
14.04 1,727,182
nil
Weighted average contractual life (years)
2
1
1
The weighted average share price during the year for options exercised over the year was £4.29 (2010: £2.63). The
total charge for the year relating to employee share based payment plans was £19.8 million (2010: £18.7 million),
all of which related to equity-settled share based payment transactions.
Aggreko plc Annual Report and Accounts 2011
121
Notes to the Group Accounts continued
For the year ended 31 December 2011
21 Share capital continued
Options outstanding over ordinary shares as at 31 December 2011 (including those of the Executive Directors),
together with the exercise prices and dates of exercise, are as follows:
Sharesave – Nov 2005
Sharesave – Nov 2006
Sharesave – Nov 2007
Long-term Incentive Plan – Apr 2008
US Stock Option Plan – Oct 2008
Sharesave – Oct 2008
Long-term Incentive Plan – Apr 2009
US Stock Option Plan – Oct 2009
Sharesave UK 3 year – Oct 2009
Sharesave International 3 year – Oct 2009
Sharesave French 4 year – Oct 2009
Sharesave UK 5 year – Oct 2009
Sharesave International 5 year – Oct 2009
Long-term Incentive Plan – Apr 2010
US Stock Option Plan – Oct 2010
Sharesave UK 3 year – Oct 2010
Sharesave International 3 year – Oct 2010
Sharesave French 4 year – Oct 2010
Sharesave UK 5 year – Oct 2010
Sharesave International 5 year – Oct 2010
Sharesave International 5 year – Oct 2010
Sharesave International 5 year – Oct 2010
Sharesave International 5 year – Oct 2010
Sharesave French 5 year – Oct 2010
Long-term Incentive Plan – Apr 2011
US Stock Option Plan – Oct 2011
Sharesave UK 3 year – 28 Oct 2011
£12.60
Sharesave International 3 year – 28 Oct 2011 US$19.43
Sharesave International 3 year – 28 Oct 2011 CA$20.38
Sharesave International 3 year – 28 Oct 2011 AU$20.23
€14.60
Sharesave International 3 year – 28 Oct 2011
€15.52
Sharesave French 4 year – 28 Oct 2011
Sharesave UK 5 year – 28 Oct 2011
£12.60
Sharesave International 5 year – 28 Oct 2011 US$19.43
Sharesave International 5 year – 28 Oct 2011 CA$20.38
Sharesave International 5 year – 28 Oct 2011 AU$20.23
€14.60
Sharesave International 5 year – 28 Oct 2011
€15.52
Sharesave French 5 year – 28 Oct 2011
Price per
share
Earliest
exercise date
US$10.64 Nov 2011
Jan 2013
Jan 2013
Jan 2013
Jan 2013
Jan 2013
Jan 2014
Jan 2015
Jan 2015
Jan 2015
£5.53
US$8.77
US$8.77
€6.02
CAD$9.53
€6.02
£5.53
US$8.77
€6.02
Latest
exercise date
£1.89 Nov 2010 May 2011
£1.90 Nov 2010 May 2011
£2.82 Nov 2011 May 2012
£2.87 Nov 2011 May 2012
£5.04 Nov 2010 May 2011
£4.91 Nov 2011 May 2012
£5.04 Nov 2012 May 2013
£4.91 Nov 2012 May 2013
– Apr 2011 Oct 2011
Jan 2011
£3.20 Oct 2010
£4.37 Oct 2011 Apr 2012
£4.37 Oct 2012 Apr 2013
£4.37 Oct 2013 Apr 2014
£4.37 Oct 2013 Apr 2014
2011
Number
–
–
70,157
16,985
–
3,880
31,435
4,390
–
–
437,148
27,354
162,850
8,617
– Apr 2012 Oct 2012 1,059,278
8,279
95,982
123,490
16,577
22,232
3,892
7,865
30,143
25,719
1,295
509,320
48,154
44,505
90,411
973
6,954
7,055
3,119
11,337
13,473
296
7,217
416
3,962
158,584
75,371
74,416
113,034
8,065
3,869
16,189
10,826
13,707
26,491
588
2,378
889
6,725
Jan 2012
Jun 2013
Jun 2013
Jun 2013
Jun 2013
Jun 2013
Jun 2014
Jun 2015
Jun 2015
Jun 2015
– Apr 2013 Oct 2013
Jan 2013
Jun 2013
Jun 2013
Jun 2013
Jun 2013
Jun 2013
Jun 2014
Jun 2015
Jun 2015
Jun 2015
Jun 2015
Jun 2015
Jun 2015
– Apr 2014 Oct 2014
Jan 2014
Jun 2014
Jun 2014
Jun 2014
Jun 2014
Jun 2014
Jun 2016
Jun 2016
Jun 2016
Jun 2016
Jun 2016
Jun 2016
Jun 2016
US$23.69 Nov 2013
Jan 2014
Jan 2014
Jan 2014
Jan 2014
Jan 2014
Jan 2015
Jan 2016
Jan 2016
Jan 2016
Jan 2016
Jan 2016
Jan 2016
US$22.52 Nov 2012
Jan 2013
Jan 2013
Jan 2013
Jan 2013
Jan 2013
Jan 2014
Jan 2015
Jan 2015
Jan 2015
Jan 2015
Jan 2015
Jan 2015
£12.39
US$19.57
CAD$20.21
AU$20.21
€14.39
€14.52
£12.39
US$19.57
CA$20.21
AU$20.21
€14.39
€14.52
2010
Number
75,991
19,963
77,206
16,985
157,584
5,402
31,435
4,390
717,198
29,822
481,063
28,309
185,599
12,426
879,774
71,509
103,098
130,673
16,577
22,232
4,420
7,865
30,930
31,151
1,893
509,320
54,800
48,187
95,018
1,359
6,954
7,530
3,119
12,565
13,473
296
7,217
416
3,962
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Market
price (£)1
2.50
2.50
3.74
3.74
5.73
5.73
5.73
5.73
5.94
3.76
4.33
4.33
4.33
4.33
5.23
7.60
7.60
7.60
7.60
7.60
7.60
7.60
7.60
7.60
7.60
11.89
16.85
16.85
16.85
16.85
16.85
16.85
16.85
16.85
16.85
16.85
16.85
16.85
16.85
15.35
17.28
17.28
17.28
17.28
17.28
17.28
17.28
17.28
17.28
17.28
17.28
17.28
17.28
1 Market price as at the date of grant.
As at 31 December 2011 it is now assumed to be a maximum award on the maturity of Long-term Incentive Plan 2009.
3,415,892 3,907,711
122 Aggreko plc Annual Report and Accounts 2011
22 Treasury shares
Treasury shares
2011
£ million
(48.9)
2010
£ million
(49.6)
Interests in own shares represents the cost of 4,805,289 of the company’s ordinary shares (nominal value 13549/775
pence). Movement during the year was as follows:
1 January
Purchase of shares (Note (i))
Long-term Incentive Plan Maturity
Share consolidation (31 for 32 shares) (Note 21)
31 December
(i) Purchased at an average share price of £17.15 (2010: £11.90).
2011
Number of
shares
6,087,304
589,000
(1,734,930)
(136,085)
2010
Number of
shares
4,422,419
2,286,161
(621,276)
–
4,805,289
6,087,304
These shares represent 1.8% of issued share capital as at 31 December 2011 (2010: 2.2%).
These shares were acquired by a Trust in the open market using funds provided by Aggreko plc to meet obligations
under the Long-term Incentive Arrangements. The costs of funding and administering the scheme are charged
to the income statement of the Company in the period to which they relate. The market value of the shares
at 31 December 2011 was £96.9 million (31 December 2010: £90.2 million).
A
c
c
o
u
n
t
s
23 Capital commitments
Contracted but not provided for (property, plant and equipment)
2011
£ million
21.0
2010
£ million
33.9
24 Operating lease commitments – minimum lease payments
Commitments under operating leases expiring:
Within 1 year
Later than 1 year and less than 5 years
After 5 years
Total
2011
2010
Land and
buildings
£ million
Plant,
equipment
and vehicles
£ million
Land and
buildings
£ million
Plant,
equipment
and vehicles
£ million
8.6
16.5
9.4
34.5
6.7
7.9
–
14.6
9.1
17.8
9.0
35.9
9.0
10.8
–
19.8
25 Pension commitments
Overseas
Pension arrangements for overseas employees vary, and schemes reflect best practice and regulation in each
particular country. The charge against profit is the amount of contributions payable to the defined contribution
pension schemes in respect of the accounting period. The pension cost attributable to overseas employees for
2011 was £4.8 million (2010: £4.3 million).
United Kingdom
The Group operates pension schemes for UK employees. The Aggreko plc Pension Scheme (‘the Scheme’)
is a funded, contributory, defined benefit scheme. Assets are held separately from those of the Group under
the control of the Directors of Aggreko Pension Scheme Trustee Limited. The Scheme is subject to valuations
at intervals of not more than three years by independent actuaries.
A valuation of the Scheme was carried out as at 31 December 2008 using the Attained Age method to determine
the level of contributions to be made by the Group. The actuaries adopted a valuation basis linked to market
conditions at the valuation date. Assets were taken at market value. The major actuarial assumptions used were:
Return on investments
Rate of increase in salaries
Increase in pensions
4.8%
4.6%
3.1%
Aggreko plc Annual Report and Accounts 2011
123
Notes to the Group Accounts continued
For the year ended 31 December 2011
25 Pension commitments continued
At the valuation date, the market value of the Scheme’s assets (excluding AVCs) was £32.6 million which was
sufficient to cover 67% of the benefits that had accrued to members, after making allowances for future increases
in earnings.
As part of the valuation at 31 December 2008, the Company and the trustees agreed upon a Schedule of
Contributions and a Recovery Plan. From 1 January 2010 to 31 March 2010 the company paid contributions
for benefits building up in future at a rate of 25.4% of pensionable earnings and from 1 April 2010 the company
paid 28.0% of pensionable earnings plus administration costs. To address the Scheme deficit the Group made
additional contributions of £3.5 million in December 2010 and £2.5 million in February 2011. The company
plans to make further additional contributions of £0.6 million in subsequent years until December 2018.
Employee contributions are 6% of pensionable earnings.
The Scheme will undergo a formal valuation at 31 December 2011. This valuation is expected to be completed
during 2012.
The Scheme closed to all new employees joining the Group after 1 April 2002. New employees are given the option
to join a defined contribution scheme. Contributions of £0.8 million were paid to the scheme during the year
(2010: £0.8 million). There are no outstanding or prepaid balances at the year end.
An update of the Scheme was carried out by a qualified independent actuary using the latest available information
for the purposes of this statement. The major assumptions used in this update by the actuary were:
Rate of increase in salaries
Rate of increase in pensions in payment
Rate of increase in deferred pensions
Discount rate
Inflation assumption
Expected return on Scheme assets
Longevity at age 65 for current pensioners (years)
Men
Women
Longevity at age 65 for future pensioners (years)
Men
Women
31 Dec 2011
4.9%
3.3%
3.4%
4.8%
3.4%
4.3%
31 Dec 2010
5.2%
3.5%
3.7%
5.3%
3.7%
5.4%
23.5
26.4
25.3
28.1
23.5
26.4
25.3
28.1
The expected return on Scheme assets is based on market expectations at the beginning of the period for returns
over the entire life of the benefit obligation.
The assets in the Scheme and the expected rate of return were:
Equities
Property
Gilts
Bonds
Cash
Total
Long term
rate of
return
expected at
31 Dec 2011
5.5%
5.5%
2.5%
4.5%
0.0%
Value at
31 Dec 2011
£ million
23.2
4.1
15.5
14.8
1.5
59.1
Long term
rate of return
expected at
31 Dec 2010
6.6%
6.6%
3.6%
4.8%
0.0%
Long term
rate of return
expected at
31 Dec 2009
6.9%
n/a
3.9%
5.2%
0.0%
Value at
31 Dec 2010
£ million
24.5
5.0
11.1
10.3
2.1
53.0
Value at
31 Dec 2009
£ million
21.4
n/a
5.1
11.0
5.3
42.8
The expected rate of return on assets is stated net of expenses.
The amounts included in the balance sheet arising from the Group’s obligations in respect of the Scheme
are as follows:
Fair value of assets
Present value of funded obligations
Liability recognised in the Balance Sheet
124 Aggreko plc Annual Report and Accounts 2011
2011
£ million
59.1
(64.6)
2010
£ million
53.0
(56.2)
2009
£ million
42.8
(48.6)
(5.5)
(3.2)
(5.8)
25 Pension commitments continued
An alternative method of valuation is the estimated cost of buying out benefits at 31 December 2011 with
a suitable insurer. This amount represents the amount that would be required to settle the Scheme liabilities
at 31 December 2011 rather than the Company continuing to fund the ongoing liabilities of the Scheme.
The Company estimates the amount required to settle the Scheme’s liabilities at 31 December 2011 is around
£85 million which gives a Scheme shortfall on a buyout basis of approximately £26 million.
The amounts recognised in the income statement are as follows:
Current service costs
Interest cost
Expected return on Scheme assets
2011
£ million
1.7
3.0
(3.0)
2010
£ million
1.7
2.8
(2.3)
1.7
2.2
Of the total charge of £1.7 million, £0.5 million (2010: £0.6 million) and £1.2 million (2010: £1.6 million)
were included, respectively in cost of sales and administrative expenses.
Changes in the present value of the defined benefit obligation are as follows:
Present value of obligation at 1 January
Service cost
Interest cost
Contributions from Scheme members
Benefits paid
Actuarial losses
Present value of obligation at 31 December
Present value of Scheme assets are as follows:
Fair value of Scheme assets at 1 January
Expected return on Scheme assets
Employer contributions
Contributions from Scheme members
Benefits paid
Actuarial (losses)/gains
Fair value of Scheme assets at 31 December
Analysis of the movement in the balance sheet
At 1 January
Total expense as above
Contributions
Net actuarial losses
At 31 December
Cumulative actuarial gains and losses recognised in equity
At 1 January
Actuarial losses recognised in the year
At 31 December
The actual return on Scheme assets was a gain of £2.1 million (2010: gain of £4.9 million).
A
c
c
o
u
n
t
s
2011
£ million
56.2
1.7
3.0
0.4
(0.8)
4.1
2010
£ million
48.6
1.7
2.8
0.4
(0.5)
3.2
64.6
56.2
2011
£ million
53.0
3.0
4.4
0.4
(0.8)
(0.9)
2010
£ million
42.8
2.3
5.4
0.4
(0.5)
2.6
59.1
53.0
2011
£ million
(3.2)
(1.7)
4.4
(5.0)
2010
£ million
(5.8)
(2.2)
5.4
(0.6)
(5.5)
(3.2)
2011
£ million
23.1
5.0
28.1
2010
£ million
22.5
0.6
23.1
Aggreko plc Annual Report and Accounts 2011
125
Notes to the Group Accounts continued
For the year ended 31 December 2011
25 Pension commitments continued
History of experience gains and losses
Experience adjustments arising on Scheme assets:
Amount (£m)
Percentage of Scheme assets
Experience adjustments arising on Scheme liabilities:
Amount (£m)
Percentage of present value Scheme liabilities
Present value of Scheme liabilities (£m)
Fair value of Scheme assets (£m)
Deficit (£m)
2011
2010
2009
2008
2007
(0.9)
(1.5%)
–
0.0%
64.6
59.1
5.5
2.6
4.9%
–
0.0%
56.2
53.0
3.2
2.8
6.5%
(7.9)
(24.2%)
(0.3)
(1.0%)
1.1
2.3%
48.6
42.8
5.8
–
0.0%
40.6
32.6
8.0
–
0.0%
40.7
32.6
8.1
The contributions expected to be paid during the financial year ending 31 December 2012 amount to £2.4 million.
26 Significant investments
The principal subsidiary undertakings of Aggreko plc at the year end, and the main countries in which they
operate, are shown below. All companies are wholly owned and, unless otherwise stated, incorporated in UK
or in the principal country of operation and are involved in the supply of temporary power, temperature control
and related services.
All shareholdings are of ordinary shares or other equity capital.
Argentina
Australia
Barbados
Belgium
Brazil
Aggreko Argentina S.R.L.
Aggreko Generators Rental Pty
Limited
Aggreko Barbados Limited
Aggreko Belgium NV
Aggreko Energia Locacao de
Geradores Ltda
Aggreko Canada Inc
Canada
Aggreko Financial Holdings Limited + Cayman Islands
Chile
Aggreko Chile Limitada
China
Aggreko (Shanghai) Energy
Equipment Rental Company Limited
Aggreko Colombia SAS
Aggreko Cote d’lvoire S.A.R.L.
Aggreko (Middle East) Limited
Aggreko DRC S.P.R.L.
Colombia
Cote d’Ivoire
Cyprus*
Democratic Republic
of the Congo
Dominican Republic
Ecuador
Finland
France
Germany
Hong Kong
India
Indonesia
Ireland
Italy
Japan
Malaysia
Mexico
Mexico
Mexico
Aggreko Dominican Republic
Aggreko Energy Ecuador CIA
Aggreko Finland Oy
Aggreko France S.A.R.L.
Aggreko Deutschland GmbH
Aggreko Hong Kong Limited
Aggreko Energy Rental India Private
Limited +++
PT Aggreko Energy Services
Aggreko Ireland Limited
Aggreko Italia S.R.L.
Aggreko Japan Limited
Aggreko Malaysia SDN BHD
Aggreko Energy Mexico SA de CV
Aggreko Services Mexico SA de CV
Aggreko SA de CV ++++
Aggreko (NZ) Limited
Aggreko Projects Limited
Aggreko Gas Power Generation
Limited ++++
Aggreko Norway AS
Aggreko Energy Rentals Panama SA
Aggreko Generator Rentals (PNG)
Limited ++++
Aggreko Peru S.A.C.
Aggreko Polska Spolka Z Organiczona
Aggreko Trinidad Limited
OOO Aggreko Eurasia LLC
Aggreko (Singapore) PTE Limited
Aggreko Energy Rental South Africa
(Proprietary) Limited
Aggreko Iberia SA
Aggreko Americas Holdings B.V. +
Aggreko Euro Holdings B.V. +
Aggreko Rest of the World
Holdings B.V. +
Aggreko (Investments) B.V. ++
Aggreko Nederland B.V.
Generatoren Koopmans B.V. ++++
Aggreko Turkey
Aggreko Finance Limited +
Aggreko Holdings Limited +
Aggreko European Finance ++
Aggreko International Projects
Holdings Limited
Aggreko International Projects Limited
Aggreko Pension Scheme Trustee Limited
Aggreko UK Limited
New Zealand
Nigeria
Nigeria
Norway
Panama
Papua New
Guinea
Peru
Poland
Republic of
Trinidad & Tobago
Russia
Singapore
South Africa
Spain
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
Turkey
UK
UK
UK
UK+
UK**
UK
UK
126 Aggreko plc Annual Report and Accounts 2011
26 Significant investments continued
Aggreko US Limited
Aggreko Generators Limited ++++
Aggreko Luxembourg Holdings ++++
Aggreko Quest Trustee Limited ++++
CS1 Limited ++++
Dunwilco (680) Limited ++++
UK
UK
UK
UK
UK
UK
Rotor Wheel UK Limited ++++
Aggreko Uruguay S.A.
Aggreko Holdings Inc +
Aggreko USA LLC +
Aggreko LLC
Aggreko de Venezuela C.A.
UK
Uruguay
USA
USA
USA
Venezuela
*
+
Registered in Cyprus
** Administered from Dubai and registered in the UK
Intermediate holding companies
++ Finance Company
+++ The financial year end of Aggreko Energy Rental India Private Limited is 31 March due to local taxation requirements
++++ Dormant Company
27 Acquisitions
On 31 March 2011 the Group completed the acquisition of the business and assets of N.Z. Generator Hire
Limited, a leading provider of temporary power solutions in New Zealand and the Pacific Islands. The acquisition
of N.Z. Generator Hire Limited supports Aggreko’s strategy of expanding its Local business and the acquisition
strengthened Aggreko’s business in Australia-Pacific. The total cash consideration was £14.4 million. The business
acquired had revenue in 2010 of £6.0 million and operating profit of £1.1 million.
The revenue and operating profit included in the consolidated income statement from 31 March 2011 to
31 December 2011 contributed by N.Z. Generator Hire Limited was £8.1 million and £1.9 million respectively. Had
N.Z. Generator Hire Limited been consolidated from 1 January 2011, the consolidated income statement for the year
ended 31 December 2011 would show revenue and operating profit of £10.3 million and £2.5 million respectively.
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The acquisition method of accounting has been adopted and the goodwill arising on the purchase has been capitalised.
The details of the transaction and fair value of assets acquired are shown below:
Intangible assets
Property, plant and equipment
Inventories
Trade and other receivables
Trade and other payables
Net assets acquired
Goodwill
Consideration
Fair value
£ million
3.1
4.8
0.2
2.2
(0.7)
9.6
4.8
14.4
Intangible assets represent customer relationships and a non-compete agreement.
Goodwill represents the value of synergies arising from the integration of the acquired business. Synergies include
direct cost savings and the reduction of overheads as well as the ability to leverage Aggreko systems and assets.
During the period the Group received £0.2 million relating to the Northland Power acquisition which completed
in December 2010.
Aggreko plc Annual Report and Accounts 2011
127
Independent Auditors’ Report to the Members of Aggreko plc
We have audited the parent company financial statements of Aggreko plc for the year ended 31 December 2011 which
comprise the Company Balance Sheet, the Company Statement of Total Recognised Gains and Losses and the related
notes to the Company financial statements. The financial reporting framework that has been applied in their preparation is
applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Respective responsibilities of Directors and auditors
As explained more fully in the Statement of Directors’ Responsibilities (set out on page 86), the Directors are
responsible for the preparation of the parent company financial statements and for being satisfied that they give a
true and fair view. Our responsibility is to audit and express an opinion on the parent company financial statements
in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require
us to comply with the Auditing Practices Board’s Ethical Standards for Auditors.
This report, including the opinions, has been prepared for and only for the Company’s members as a body in accordance
with Chapter 3 of Part 16 of the Companies Act 2006 and for no other purpose. We do not, in giving these opinions,
accept or assume responsibility for any other purpose or to any other person to whom this report is shown or into whose
hands it may come save where expressly agreed by our prior consent in writing.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give
reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error.
This includes an assessment of: whether the accounting policies are appropriate to the parent company’s circumstances and
have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the
Directors; and the overall presentation of the financial statements. In addition, we read all the financial and non-financial
information in the Annual Report and Accounts to identify material inconsistencies with the audited financial statements.
If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report.
Opinion on financial statements
In our opinion the parent company financial statements:
give a true and fair view of the state of the Company’s affairs as at 31 December 2011;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006.
Opinion on other matters prescribed by the Companies Act 2006
In our opinion:
the part of the Remuneration Report to be audited has been properly prepared in accordance with the Companies
Act 2006; and
the information given in the Directors’ Report for the financial year for which the parent company financial
statements are prepared is consistent with the parent company financial statements.
Matters on which we are required to report by exception
We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report
to you if, in our opinion:
adequate accounting records have not been kept by the parent company, or returns adequate for our audit have
not been received from branches not visited by us; or
the parent company financial statements and the part of the Remuneration Report to be audited are not in
agreement with the accounting records and returns; or
certain disclosures of Directors’ remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit.
Other matter
We have reported separately on the Group financial statements of Aggreko plc for the year ended 31 December 2011.
Graham McGregor (Senior Statutory Auditor)
for and on behalf of PricewaterhouseCoopers LLP
Chartered Accountants and Statutory Auditors
Glasgow
9 March 2012
(a) The maintenance and integrity of the Aggreko plc website is the responsibility of the Directors; the work carried out by the auditors does not
involve consideration of these matters and, accordingly, the auditors accept no responsibility for any changes that may have occurred to the
financial statements since they were initially presented on the website.
(b) Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation
in other jurisdictions.
128 Aggreko plc Annual Report and Accounts 2011
Company Balance Sheet (Company Number: SC177553)
As at 31 December 2011
Fixed assets
Tangible assets
Investments
Current assets
Debtors
Cash and cash equivalents
Creditors – amounts falling due within one year
Borrowings
Derivative financial instruments
Other creditors
Net current assets
Total assets less current liabilities
Creditors – amounts falling due after more than one year
Borrowings
Derivative financial instruments
Retirement benefit obligation
Net assets
Shareholders’ equity
Called up share capital
Share premium
Treasury shares
Capital redemption reserve
Hedging reserve
Profit and loss account
Total shareholders’ equity
Notes
2011
£ million
2010
£ million
31
32
33
34
35
36
34
35
38
39
40
40
40
40
40
4.6
414.4
419.0
593.9
37.6
631.5
(1.8)
–
(255.6)
374.1
793.1
(380.8)
(13.5)
(4.1)
394.7
49.3
16.2
(48.9)
5.9
(9.7)
381.9
394.7
5.4
117.7
123.1
559.8
7.0
566.8
(26.9)
(1.1)
(222.8)
316.0
439.1
(101.2)
(8.4)
(2.3)
327.2
54.9
14.8
(49.6)
0.1
(6.5)
313.5
327.2
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Approved and authorised for issue by the Board on 9 March 2012 and signed on its behalf by:
P G Rogerson
Chairman
A G Cockburn
Finance Director
The notes on pages 131 to 138 form part of these Accounts.
Aggreko plc Annual Report and Accounts 2011
129
Company Statement of Total Recognised Gains and Losses
For the year ended 31 December 2011
Profit for the financial year
Actuarial losses on retirement benefits (net of tax)
Cashflow hedges (net of tax)
Total recognised gains for the financial year
2011
£ million
263.0
(3.8)
(3.2)
256.0
2010
£ million
77.6
(0.4)
(2.1)
75.1
130 Aggreko plc Annual Report and Accounts 2011
Notes to the Company Accounts
For the year ended 31 December 2011
28 Company accounting policies
Accounting convention
These financial statements have been prepared on the going concern basis, under the historical cost convention,
as modified by the revaluation of certain financial instruments in accordance with the Companies Act 2006
and applicable accounting standards in the United Kingdom. A summary of the more important Company
accounting policies is set out below.
Tangible fixed assets
Tangible fixed assets are carried at cost less accumulated depreciation and impairment losses. Cost includes
purchase price, and directly attributable costs of bringing the assets into the location and condition where
it is capable for use. Borrowings costs are not capitalised.
Fixed assets are depreciated on a straight line basis at annual rates estimated to write off the cost of each asset
over its useful life from the date it is available for use. The principal period of depreciation used is as follows:
Vehicles, plant and equipment
4 to 15 years.
Impairment of tangible fixed assets
Tangible fixed assets are depreciated and reviewed for impairment whenever events or changes in circumstances
indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by
which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an
asset’s fair value less costs to sell and value in use. Value in use is calculated using estimated cashflows. These are
discounted using an appropriate long-term pre-tax interest rate. For the purposes of assessing impairment, assets
are grouped at the lowest levels for which there are separately identifiable cash flows (income-generating units).
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Foreign currencies
At individual Company level, transactions denominated in foreign currencies are translated at the rate of
exchange on the day the transaction occurs. At the year end, monetary assets and liabilities denominated
in foreign currencies are translated at the rate of exchange ruling at the balance sheet date. Non-monetary
assets are translated at the historical rate. In order to hedge its exposure to certain foreign exchange risks, the
Company enters into forward foreign exchange contracts. The Company’s financial statements are presented
in Sterling, which is the Company’s functional currency.
Derivative financial instruments
The accounting policy is identical to that applied by the consolidated Group as set out on page 97, however
the UK GAAP standards are applied specifically FRS 26 ‘Financial instruments: Measurement’ and FRS 29
‘Financial Instruments: Disclosures’.
Borrowings
Borrowings are recognised initially at fair value, net of transaction costs incurred. Borrowings are subsequently
stated at amortised cost. Any difference between the proceeds, net of transaction costs, and the redemption
value is recognised in the income statement over the period of the borrowings using the effective interest rate.
Cash flow statement and related party disclosures
The Company is included in the Group Accounts of Aggreko plc, which are publicly available. Consequently, the
Company is not required to produce a cash flow statement under the terms of Financial Reporting Standard 1 ‘Cash
Flow Statements (revised 1996)’. The Company is also exempt under the terms of Financial Reporting Standard 8
‘Related Party Disclosures’ from disclosing related party transactions with entities that are part of the Group.
Taxation
The charge for ordinary taxation is based on the profit/loss for the year and takes into account full provision
for deferred tax, using the approach set out in FRS 19, ‘Deferred Tax’ in respect of timing differences on a non-
discounted basis. Such timing differences arise primarily from the differing treatment for taxation and accounting
purposes of provisions and depreciation of fixed assets.
Pensions
The Company operates both a defined benefit pension scheme and a defined contribution pension scheme.
The accounting policy is identical to that applied by the consolidated Group as set out on page 99.
Investments
Investments in subsidiary undertakings are stated in the balance sheet of the Company at cost, or nominal value
of the shares issued as consideration where applicable, less provision for any impairment in value. Share-based
payments recharged to subsidiary undertakings are treated as capital contributions and are added to investments.
Aggreko plc Annual Report and Accounts 2011
131
Notes to the Company Accounts continued
For the year ended 31 December 2011
28 Company accounting policies continued
Leases
Leases where substantially all of the risks and rewards of ownership are not transferred to the Company are
classified as operating leases. Rentals under operating leases are charged against operating profit on a straight
line basis over the term of the lease.
Share-based payments
The accounting policy is identical to that applied by the consolidated Group as set out on page 99 with the
exception that shares issued by the Company to employees of its subsidiaries for which no consideration is
received are treated as an increase in the Company’s investment in those subsidiaries.
Dividend distribution
Dividend distribution to the Company’s shareholders is recognised as a liability in the Company’s financial
statements in the period in which the dividends are approved by the Company’s shareholders.
29 Dividends
Refer to Note 10 of the Group Accounts.
30 Auditors’ remuneration
Fees payable to the Company’s auditor for the audit of the Company’s annual accounts
Fees payable to the Company’s auditor and its associates for other services:
– Other services pursuant to legislation
– All other services
2011
£000
160
29
70
31 Tangible fixed assets
Cost
At 1 January 2011
Additions
Disposals
At 31 December 2011
Accumulated depreciation
At 1 January 2011
Charge for the year
Disposals
At 31 December 2011
Net book values:
At 31 December 2011
At 31 December 2010
The tangible fixed assets of the Company comprise vehicles, plant and equipment.
2010
£000
130
28
122
Total
£ million
20.1
1.2
(0.1)
21.2
14.7
2.0
(0.1)
16.6
4.6
5.4
132 Aggreko plc Annual Report and Accounts 2011
32 Investments
Cost of investments in subsidiary undertakings:
At 1 January 2011
Additions
Disposals
Net impact of share-based payments
Exchange
At 31 December 2011
£ million
117.7
342.2
(52.0)
8.1
(1.6)
414.4
As part of a Group reorganisation the Company was allotted 21 shares of £1 each in Aggreko Holdings Limited
for a total consideration of £342.2 million. The Company also disposed of a non-interest bearing receivable
with Aggreko International Projects Limited which was classified as an investment under FRS 25 ‘Financial
Instruments: Disclosure and Presentation’ to Aggreko Holdings Limited. No gain or loss was recognised on
the disposal as the consideration received was equal to book value.
Details of the Company’s principal subsidiary undertakings are set out in Note 26 to the Group Accounts.
33 Debtors
Prepayments and accrued income
Other debtors
Deferred tax asset (Note 37)
Amounts due from subsidiary undertakings
34 Borrowings
Non-current
Bank borrowings
Private placement notes
Current
Bank overdrafts
Bank borrowings
Total borrowings
The bank overdrafts and borrowings are all unsecured.
(i) Maturity of financial liabilities
The maturity profile of the borrowings was as follows:
Within 1 year, or on demand
Between 1 and 2 years
Between 2 and 3 years
Between 3 and 4 years
Between 4 and 5 years
Greater than 5 years
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2011
£ million
0.3
0.6
7.6
585.4
593.9
2010
£ million
0.2
0.6
6.7
552.3
559.8
2011
£ million
2010
£ million
202.5
178.3
380.8
1.8
–
1.8
101.2
–
101.2
3.7
23.2
26.9
382.6
128.1
2011
£ million
1.8
170.0
–
32.5
–
178.3
382.6
2010
£ million
26.9
–
81.8
–
19.4
–
128.1
Aggreko plc Annual Report and Accounts 2011
133
Notes to the Company Accounts continued
For the year ended 31 December 2011
34 Borrowings continued
(ii) Borrowing facilities
The Company has the following undrawn committed floating rate borrowing facilities available at 31 December 2011
in respect of which all conditions precedent had been met at that date:
Expiring within 1 year
Expiring between 1 and 2 years
Expiring between 2 and 3 years
Expiring between 3 and 4 years
Expiring between 4 and 5 years
Expiring after 5 years
2011
£ million
–
95.3
–
193.2
–
–
288.5
2010
£ million
68.0
30.0
166.6
–
205.5
–
470.1
Since the year end, we have put in place a further £30 million of committed facilities.
(iii) Interest rate risk profile of financial liabilities
The interest rate profile of the Company’s financial liabilities at 31 December 2011, after taking account of the
interest rate swaps used to manage the interest profile, was:
Currency:
Sterling
US Dollar
Euro
Canadian Dollar
New Zealand Dollar
At 31 December 2011
Sterling
US Dollar
Euro
At 31 December 2010
Fixed rate debt
Weighted
average
interest rate
%
Weighted
average
period for
which rate
is fixed
Years
–
4.5
5.0
–
–
–
4.6
5.0
–
7.9
1.6
–
–
–
5.8
2.6
Floating
rate
£ million
Fixed
rate
£ million
1.5
97.0
–
15.2
8.9
–
243.2
16.8
–
–
Total
£ million
1.5
340.2
16.8
15.2
8.9
122.6
260.0
382.6
1.9
15.3
–
17.2
–
93.6
17.3
110.9
1.9
108.9
17.3
128.1
The floating rate financial liabilities principally comprise debt which carries interest based on different benchmark
rates depending on the currency of the balance and are normally fixed in advance for periods between one and
three months.
The effect of the Company’s interest rate swaps is to classify £81.7 million (2010: £110.9 million) of borrowings
in the above table as fixed rate.
The notional principal amount of the outstanding interest rate swap contracts at 31 December 2011 was
£81.7 million (2010: £110.9 million).
(iv) Preference share capital
Authorised:
Redeemable preference shares of 25 pence each
2011
Number
2011
£000
2010
Number
199,998
50
199,998
2010
£000
50
No redeemable preference shares were allotted as at 31 December 2011 and 31 December 2010. The Board
is authorised to determine the terms, conditions and manner of redemption of redeemable shares.
134 Aggreko plc Annual Report and Accounts 2011
35 Financial instruments
(i) Fair values of financial assets and financial liabilities
The following table provides a comparison by category of the carrying amounts and the fair values of the
Company’s financial assets and financial liabilities at 31 December 2011. Fair value is the amount at which
a financial instrument could be exchanged in an arm’s length transaction between informed and willing parties,
other than a forced or liquidation sale and excludes accrued interest. Where available, market values have been
used to determine fair values.
Primary financial instruments held or issued
to finance the Company’s operations:
Current bank borrowings and overdrafts
Amounts due to subsidiary undertakings
Non-current borrowings
Derivative financial instruments held:
Interest rate swaps
2011
2010
Book
value
£ million
Fair
value
£ million
Book
value
£ million
Fair
value
£ million
(1.8)
(233.7)
(380.8)
(1.8)
(233.7)
(380.8)
(26.9)
(205.3)
(101.2)
(26.9)
(205.3)
(101.2)
(13.5)
(13.5)
(9.5)
(9.5)
(ii) Summary of methods and assumptions
Interest rate swaps and forward foreign currency contracts
Fair value is based on market price of these instruments at the balance sheet date.
Current borrowings and overdrafts/liquid resources
The fair value of liquid resources and current borrowings and overdrafts approximates to the carrying amount
because of the short maturity of these instruments.
Non-current borrowings
In the case of non-current borrowings, the fair value approximates to the carrying value reported in the balance sheet.
(iii) Financial instruments
Numerical financial instruments disclosures are set out below. Additional disclosures are set out in the financial
review and accounting policies relating to risk management.
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Less than one year:
Interest rate swaps – cash flow hedge
Forward foreign currency contracts – cash flow hedge
More than one year:
Interest rate swaps – cash flow hedge
2011
2010
Assets
£ million
Liabilities
£ million
Assets
£ million
Liabilities
£ million
–
–
–
–
–
–
(13.5)
(13.5)
–
–
–
–
(1.1)
–
(8.4)
(9.5)
Net fair values of derivative financial instruments
The net fair value of derivative financial instruments and designated for cash flow hedges at the balance sheet
date were:
Contracts with positive fair values:
Forward foreign currency contracts
Contracts with negative fair values:
Interest rate swaps
Forward foreign currency contracts
2011
£ million
2010
£ million
–
(13.5)
–
(13.5)
–
(9.5)
–
(9.5)
The net fair value losses at 31 December 2011 on open interest rate swaps that hedge interest risk are £13.5 million
(2010: losses of £9.5 million). These will be debited to the profit and loss account interest charge over the
remaining life of each interest rate swap.
Aggreko plc Annual Report and Accounts 2011
135
Notes to the Company Accounts continued
For the year ended 31 December 2011
35 Financial instruments continued
(iv) The exposure of the Company to interest rate changes when borrowings reprice is as follows:
As at 31 December 2011
Total borrowings
Effect of interest rate swaps
As at 31 December 2010
Total borrowings
Effect of interest rate swaps
<1 year
£ million
1.8
–
1-5 years
£ million
202.5
(16.8)
>5 years
£ million
178.3
(243.2)
Total
£ million
382.6
(260.0)
1.8
185.7
(64.9)
122.6
<1 year
£ million
26.9
(29.0)
1-5 years
£ million
81.8
(17.3)
(2.1)
64.5
>5 years
£ million
19.4
(64.6)
(45.2)
Total
£ million
128.1
(110.9)
17.2
As at 31 December 2011 and 31 December 2010 all of the Company’s floating debt was exposed to repricing
within 3 months of the balance sheet date.
The effective interest rates at the balance sheet date were as follows:
Bank overdraft
Bank borrowings
Private placement borrowings
36 Other creditors: amounts falling due within one year
Accruals and deferred income
Amounts owed to subsidiary undertakings
37 Deferred tax
At 1 January
Credit to the profit and loss account
Credit to equity
At 31 December
Deferred tax provided in the Accounts is as follows:
Accelerated capital allowances
Other timing differences
Deferred tax asset relating to pension deficit:
At 1 January
Deferred tax charge to profit and loss account
Deferred tax credited to Statement of Total Recognised Gains and Losses
2011
1.9%
1.4%
4.5%
2011
£ million
21.9
233.7
255.6
2011
£ million
6.7
0.1
0.8
7.6
–
7.6
7.6
0.9
(0.7)
1.2
1.4
2010
1.9%
0.9%
–
2010
£ million
17.5
205.3
222.8
2010
£ million
3.4
2.6
0.7
6.7
(0.2)
6.9
6.7
1.6
(0.9)
0.2
0.9
136 Aggreko plc Annual Report and Accounts 2011
38 Pension commitments
FRS 17 Deficit in the scheme (Refer to Note 25 of the Group Accounts)
Related deferred tax asset
2011
£ million
(5.5)
1.4
2010
£ million
(3.2)
0.9
(4.1)
(2.3)
39 Share capital
(i) Ordinary shares of 13549/775 pence (2010: 20 pence)
At 1 January
Share consolidation (31 for 32 shares as at 8 July 2011*)
Share split:
Deferred ordinary shares
B shares
Transfer to capital redemption reserve
Employee share option scheme
2011
Number of
shares
2011
£000
2010
Number of
shares
2010
£000
274,318,271
(8,601,897)
54,864
–
273,473,338
54,695
–
–
–
1,002,872
(12,278)
(448)
(5,772)
197
844,933
169
At 31 December
266,719,246
36,563
274,318,271
54,864
(ii) Deferred ordinary shares of 618/25 pence (2010: nil)
At 1 January
Share split
At 31 December
–
182,700,915
182,700,915
–
12,278
12,278
(iii) B shares of 618/25 pence (2010: nil)
At 1 January
Share split
At 31 December
–
6,663,731
6,663,731
–
448
448
–
–
–
–
–
–
–
–
–
–
–
–
* Based on 275,260,704 ordinary shares of 20 pence each on the record date of 8 July 2011.
During the year 275,871 ordinary shares of 20 pence each and 60,439 ordinary shares of 13549/775 pence each
have been issued at prices ranging from £1.89 to £13.89 (US$22.52) to satisfy the exercise of options under
the Savings-Related Share Option Schemes (‘Sharesave’) by eligible employees. In addition 666,562 shares
were allotted to US participants in the Long-term Incentive Plan by the allotment of new ordinary shares
at 20 pence per share. Net proceeds from the issue of ordinary shares were £1.6 million (2010: £1.7 million).
Further information on share capital, including in respect of the return on capital is provided in Note 21 to the
Group financial statements.
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137
Notes to the Company Accounts continued
For the year ended 31 December 2011
40 Reconciliation of movements in shareholders’ funds
31 December 2011
49.3
16.2
(48.9)
1 January 2011
Profit for the financial year
Dividends
Fair value losses on interest rate swaps
Credit in respect of employee share awards
Issue of ordinary shares to employees under
share option schemes
Actuarial losses on retirement benefits
Deferred tax on items taken to equity
Return of capital to shareholders
Capital redemption reserve
New share capital subscribed
Purchase of treasury shares
1 January 2010
Profit for the financial year
Dividends
Fair value losses on interest rate swaps
Credit in respect of employee share awards
Issue of ordinary shares to employees under
share option schemes
Actuarial losses on retirement benefits
Deferred tax on items taken to equity
New share capital subscribed
Purchase of treasury shares
Called up
share capital
£ million
54.9
–
–
–
–
Share
premium
account
£ million
14.8
–
–
–
–
Treasury
shares
£ million
(49.6)
–
–
–
–
Capital
redemption
reserve
£ million
0.1
–
–
–
–
Hedging
reserve
£ million
(6.5)
–
–
(4.0)
–
Profit and
loss account
£ million
313.5
263.0
(52.1)
–
19.8
Capital and
reserves
£ million
327.2
263.0
(52.1)
(4.0)
19.8
–
–
–
–
(5.8)
0.2
–
–
–
–
–
–
1.4
–
10.8
–
–
–
–
–
(10.1)
–
–
–
–
5.8
–
–
5.9
–
–
0.8
–
–
–
–
(10.8)
(5.0)
1.2
(147.7)
–
–
–
–
(5.0)
2.0
(147.7)
–
1.6
(10.1)
(9.7)
381.9
394.7
Called up
share capital
£ million
54.7
–
–
–
–
Share
premium
account
£ million
13.3
–
–
–
–
Treasury
shares
£ million
(25.8)
–
–
–
–
Capital
redemption
reserve
£ million
0.1
–
–
–
–
Hedging
reserve
£ million
(4.4)
–
–
(2.8)
–
Profit and
loss account
£ million
260.7
77.6
(39.7)
–
18.7
Capital and
reserves
£ million
298.6
77.6
(39.7)
(2.8)
18.7
–
–
–
0.2
–
–
–
–
1.5
–
3.4
–
–
–
(27.2)
(49.6)
–
–
–
–
–
–
–
0.7
–
–
(3.4)
(0.6)
0.2
–
–
–
(0.6)
0.9
1.7
(27.2)
0.1
(6.5)
313.5
327.2
31 December 2010
54.9
14.8
41 Operating lease commitments – minimum lease payments
Commitments under operating leases expiring:
Within 1 year
Later than 1 year and less than 5 years
After 5 years
Total
2011
Land and
buildings
£ million
2010
Land and
buildings
£ million
0.1
–
0.2
0.3
–
0.2
0.2
0.4
42 Profit and loss account
As permitted by Section 408 of the Companies Act 2006, the Company has not presented its own profit and loss
account and related notes. The profit for the financial year of the Company was £263.0 million (2010: £77.6 million).
138 Aggreko plc Annual Report and Accounts 2011
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Shareholders
Shareholder Information
Financial Summary
Glossary
140
142
143
Shareholder Information
Payment of dividends by BACS
Many Shareholders have already arranged for dividends to be paid by mandate directly to their bank or building
society account. The Company mandates dividends through the BACS (Bankers’ Automated Clearing Services)
system. The benefit to Shareholders of the BACS payment method is that the Registrar posts the tax vouchers
directly to them, whilst the dividend is credited on the payment date to the Shareholder’s bank or building
society account. Shareholders who have not yet arranged for their dividends to be paid directly to their bank
or building society account and wish to benefit from this service should request the Company’s Registrar to send
them a Dividend/Interest mandate form or alternatively complete the mandate form accompanying their
dividend warrant and tax voucher in May 2012.
Overseas dividend payments
Capita Registrars has partnered with Travelex, the world’s largest specialist provider of commercial international
payment services, to provide you with a service that will convert your Sterling dividends into your local currency.
Your dividend will then be conveniently paid directly into your local bank account. For further information
about the International Payment Service from Capita Registrars, including details of how to apply, please visit
www.capitaregistrars.com/international or call 0871 664 0385 (calls costs 10p per minute plus network extras)
or +44 (0)20 8639 3405 (outside of UK) between 9.00 a.m. to 5.30 p.m. GMT. Alternatively you may wish to
email your enquiry to IPS@capitaregistrars.com.
Online shareholder services and share dealing
Shareholders may wish to take advantage of the ‘Online’ enquiry service offered by the Registrar. This service allows
a Shareholder to access his/her own account to verify address details and the number of shares held. The service can
be obtained on http://shares.aggreko.com. The Registrar also offers a share dealing service to existing Shareholders.
Sharegift
We value all our Shareholders, no matter how many shares they own, but we do realise that some Shareholders
hold on to small quantities of shares because they believe that the cost of selling them would make the transaction
uneconomic. A free service is available to enable Shareholders with small holdings, should they so wish, to donate
their shares to charity, and gain the benefit of tax relief on this donation. This scheme has been successfully
adopted by several large quoted companies, and further details are available from the Secretary.
Officers and Advisers
Secretary and Registered Office Registrars and Transfer Office Stockbrokers
Capita Registrars
Peter Kennerley
The Registry
8th Floor
34 Beckenham Road
120 Bothwell Street
Beckenham
Glasgow G2 7JS
Kent BR3 4TU
United Kingdom
United Kingdom
Tel 0141 225 5900
Tel 0871 664 0300
Fax 0141 225 5949
(From outside the UK:
Email investors@aggreko.com
+44 (0)20 8639 3399)
Company No. SC 177553
Calls cost 10p per minute plus
network extras
Website www.capitaregistrars.com
Email ssd@capitaregistrars.com
UBS – London
Citigroup Global Markets –
London
Auditors
PricewaterhouseCoopers –
Glasgow
Chartered Accountants
Financial calendar
Results announced
Report posted
Annual General Meeting
Ex-dividend date
Dividend record date
Dividend payment date
Year ended
31 December 2011
9 March 2012
22 March 2012
25 April 2012
18 April 2012
20 April 2012
22 May 2012
6 months ending
30 June 2012
Late August 2012
Mid September 2012
Late October 2012
Late October 2012
Late November 2012
140 Aggreko plc Annual Report and Accounts 2011
Boiler room scams
Over the last few years many companies have become aware that their shareholders have received unsolicited
phone calls or correspondence concerning investment matters. These are typically from overseas based ‘brokers’
who target UK shareholders offering to sell them what often turn out to be worthless or high risk shares in US or
UK investments. These operations are commonly known as ‘boiler rooms’. These ‘brokers’ can be very persistent
and extremely persuasive, and a 2006 survey by the Financial Services Authority (FSA) has reported that the
average amount lost by investors is around £20,000.
It is not just the novice investor that has been duped in this way; many of the victims had been successfully
investing for several years. Shareholders are advised to be very wary of any unsolicited advice, offers to buy
shares at a discount or offers of free company reports.
If you receive any unsolicited investment advice:
Make sure you get the correct name of the person and organisation.
Check that they are properly authorised by the FSA before getting involved. You can check at
www.fsa.gov.uk/register/.
Report the matter to the FSA either by calling 0845 606 1234 or visiting www.moneyadviceservice.org.uk.
If the calls persist, hang up.
If you deal with an unauthorised firm, you would not be eligible to receive payment under the Financial Services
Compensation Scheme. The FSA can be contacted by completing an online form at www.fsa.gov.uk/pages/
doing/regulated/law/alerts/overseas.shtml.
Details of any sharedealing facilities that the company endorses will be included in company mailings.
More detailed information on this or similar activity can be found on the FSA website www.fsa.gov.uk/consumer/.
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Aggreko plc Annual Report and Accounts 2011
141
Financial Summary
Revenue £m
Trading profit £m
2011
2010
2009
2008
2007
1,396
1,230
2011
2010
2009
2008
2007
1,024
947
693
253
201
133
Trading margin %
Dividend per share pence
2011
2010
2009
2008
2007
24.2
25.4
24.7
21.2
19.2
2011
2010
2009
2008
2007
12.60
10.08
8.06
338
312
20.792
18.90
Profit before tax £m
Diluted eps pence
2011
2010
2009
2008
2007
244
190
124
324
304
2011
2010
2009
2008
2007
45.56
30.02
86.763
78.98
62.42
Average number of employees
Net operating assets £m
2011
2010
2009
2008
2007
4,262
3,714
3,620
3,223
2,707
2011
2010
2009
2008
2007
1,066
884
952
554
Return on average capital employed %
Capital expenditure £m
2011
2010
2009
2008
2007
28.0
32.4
29.0
28.5
26.7
2011
2010
2009
2008
2007
269
265
161
181
Net debt £m
Shareholders’ funds £m
2011
2010
2009
2008
2007
132
176
203
365
364
2011
2010
2009
2008
2007
603
465
293
1,354
418
881
814
1 Trading profit represents operating profit before gain on sale
of property, plant and equipment.
2 The Board is recommending a final dividend of 13.59 pence
per ordinary share, which, when added to the interim dividend
of 7.20 pence, gives a total for the year of 20.79 pence per
ordinary share.
3 2011 diluted EPS is pre-exceptional items. Exceptional items
are explained on page 42 of the Review of Trading.
142 Aggreko plc Annual Report and Accounts 2011
Glossary
Black Belt
Aggreko Black Belts undertake a year of intensive
training in continuous improvement, spanning a blend
of operations improvement, project management,
change management and lean/six sigma tools and
techniques. The Black Belts’ focus is on the delivery
of major, and often, Group-wide improvement projects
and also in the training of our Orange Belts.
Names that are in bold and coloured black on the
inside of the front and back cover indicate Aggreko
Black Belts.
CO2
Carbon dioxide.
Diluted earnings per share
Profit after tax divided by the diluted weighted
average number of ordinary shares ranking for
dividend during the relevant period, i.e. including
the impact of share options.
EBITDA
Earnings before interest, tax, depreciation and
intangible asset amortisation.
ERP system
A software package which is designed to manage all the
operational and accounting functions of our business.
LWA
Sound power level at source.
MW
Megawatt – a million watts of electricity.
NOx
Oxides of nitrogen.
Orange Belt
The Orange Belts are trained for two weeks in
improvement techniques and continue to work in
their business area making localised improvements
in service, sales and administration, ultimately aiming
to make Aggreko more efficient and provide ongoing
improvement for our customers.
Names that are in bold and coloured orange on the
inside of the front and back cover indicate Aggreko
Orange Belts.
Operating profit (Also known as EBIT)
Profit from operations after gain on sale of property,
plant and equipment but before interest and tax.
Particulate
In general this term relates to visible smoke.
pp
Percentage points.
g/kWh
Emissions in grams per kilowatt hour.
Profit after tax
Profit attributable to equity shareholders.
Hub
A large service centre where large items of equipment
are stored and serviced.
International Power Projects business
The part of our business which handles very large power
contracts. Customers are mainly in developing countries
but power projects can arise anywhere in the world.
kVA
A thousand volt amperes.
Local business
The part of our business that looks after customers
local to our service centres in North, Central and
South America, Europe, the Middle East, Africa,
Asia and Australasia.
Returns on average capital employed
Calculated by dividing operating profit for a period by
the average of the net operating assets as at 1 January,
30 June and 31 December.
Spoke
A small service centre which provides a logistics point
from where equipment can be prepared and sent out
quickly to customers.
Tier 1, Tier 2, Tier 3, Tier 4
US Federal Government target emission reduction
levels.
Trading profit
Operating profit before gain on sale of property,
plant and equipment.
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Carbon Footprint
Approved Company
Aggreko plc Annual Report and Accounts 2011
143
aggreko is people
Mario Gibson Charles Gichuhi Darren Gideon Simon Gikunya Claudio Gil Valerie Gil Merle Gillam Brian Gillan Alastair Gillespie Catriona Gillespie Bob Gilly Tom Gilmour Alan Gimenez Philippe Giniaux
Froilan Giron Kay Gisclair Victor Gitenko Naomi Githaiga Moses Githembe Pius Githinji Kevin Givens Ryan Glachan Michael Glanville Mark Glaze Gary Glen Willie Glenn Bernardo Gliane Guilherme Glória
Derek Godber Mike Goddard Paul Godden Julien Godeau Jorge Godoy Charles Godwin Richard Goffredo Toussaint Goh Paul Goldsworthy Brian Golembiewski Jozen Goligan Bernadete Gomes Bruno Gomes Valmir
Gomes Edgardo Gomez Ricardo Gomez Arturo Gómez Rubén Gómez David Gong Gabriel Gonsalves Wedson Gonzaga Mark Gonzales Daniel Gonzalez Gustavo Gonzalez Imara Gonzalez Mauricio Gonzalez
Rolando Gonzalez Tito Gonzalez Alejandro González Julio González Methil Gopakumar Harikrishna Gopalan Jayakrishnan Gopalan Anthony Gordon Ken Gordon Franck Gorse Gerhard Götsch Jessie
Gottschalk Edward Gould Gregory Gout Edward Grady Darren Graham Douglas Graham Marcus Graham Peter Grainger Cathy Granger Linda Granneman Adalgisa Grano Jakub Granops David Grant
Audrey Gray Christopher Gray Donald Gray Gemma Gray James Gray Julie Gray Justin Gray Chris Greaves Meagan Greaves Vincenzo Greco Manuli Grant Greeff Brett Green Chris Green Colin Green Julie Green
LeRoy Green Rod Green Jorge Greene Lesley Greenlees Samuel Greig Diane Gribi Josh Griesemer Marc Griffin Michael Griffin Rob Griffin Stuart Griffiths Massimo Grigoletto Geraldo Grijó Bert Grimes Jodie Grimshaw
Jean-Francois Grman Hans Groenendijk Arie Groenewegen Andrea Grossi Wilfredo Gruela Arnel Guardacasa Kalu Guasco Luc Guelque Mario Guerra Josue Guerrero Miguel Guerrero Jennifer Guevara Ramón
Guevara Juan Guevarra Bertho Guezo Nicolas Guida Coy Guidry Kelly Guidry Fumagalli Guillermo Prediger Guillermo Gardon Guillory Majid Gul Melanny Gulapa Shantaram Gunjal Yogesh Gupta Sandeep
Gurav João Gusmão Kenneth Gutierrez Mauro Gutierrez Arnie Guzman Noel Guzman Makarena Guzmán Ivo Gysel Abdul Habeeb Michael Hack Mark Hackett Donna Hager Brian Hainey Annie Haiying Ernesto
Hajnal Muhammad Hakeem Kamal Haleem Marie Kirstine Hales Philip Hales Keith Hall Kenneth Hall Dennis Haller Hamadi Hamad Jeremie Hamblett Shahul Hameed Hamid Mark Hamill Morag Hamill Vince
Hamill Alan Hamilton David Hamilton Gail Hamilton Neil Hamilton Tim Hamlin Mohamed Hammami Carly Hammond Azmar Hamza Rajiv Handa Sandeep Handa Lee Handyside Tumay Hanimeli Shane Hanks
David Hanley George Hanna Stanley Hansell Jake Hansen Steven Hanson George Hanson Jr. Joe Harbough Alexander Hardie Brian Hardy Rick Harland Cody Harris Lynn Harris Pete Harris Scott Harris Brentley
Harrison Robert Harrison Chris Hart Martin Hart Oliver Hartebrodt Gavin Hartley Daniel Hartman Chris Harvey Cliphan Harvie Abbas Hassan Amar Hassan Hany Hassanen Ismail Hassanien Craig Hastings
Nick Hastings Todd Hastings Joseph Haston Joanna Haswanter JoAnna Hatcher Denis Haton Elie Hatry Nitin Hattigote Char Havelka Paul Hawkins Gary Hay John Hay Joshua Hay Yvonne Hayden Andrew Hayes
Justin He Rogers He Tim Heath Trudy Heath Jordan Hebert Lilian Heeren Holger Heidrich Joshua Height Zaw Hein Kornelia Heinze Ronald Heinze Leonarous Helberg John Helsing Lisa Hemmingsley Andrew
Hempstead Sunil Hemrajani Shane Hendrick Aalidus Hendriks Henk Hendriks Chris Heng Joseph Hennagan Nelson Henriquez Barbara Henry Robin Henry Stephen Henry Thadd Henry Victor Henry Adam Hentschel
Laurence Hequet James Hercock Daniel Hernandez Tony Hernandez Edwin Herrera Hernán Herrera Isabel Herrera Gonzalo Herreros Bentley Herrington Anthony Herriot Isabelle Herve Robertus Hessing
Michael Hetherington Stanley Hettiarachchi Robert Hewitt Frank Hezemans Kerri-Anne Hibberd Jude Hidalgo Miguel Hidalgo Sam Higenyi Nicholas Higginbottom Thomas Hilder Amy Hill Tara Hill Benjamin
Hillard Kelly Hilsz Ben Himel Rico Hinacay Georgina Hindley Paul Hines Pete Hinton Jay Hitch Kathleen Hitchen Gunapala Hitiyawe Charlotte Hockaday Shawn Hodges Brian Hodgson Karen Hoey Alexandre
Hoffmann Rainer Hoffmann Bart Hofman Katrina Holdcroft Gregory Holland Simon Holland Chip Holloway Siobhan Holloway Ronald Holm Judy Homan Wolfgang Hönicke Ies Hoogvliet Gary Hooper
Sean Hooper Corey Hopkins Acuña Horacio Joe Hornburg Volker Höse Marouane Houmam Marc Howard James Howie Patrick Howie Thomas Höwing Soe Htwe Tony Hu Michael Hubbard Paula Huber Alan
Huddart Tamika Hudson Jorge Huerta Miguel Huerta John Hughes Roseann Hughes Michael Hughson Marius Hugo Michael Hugo Gabrielle Hui Jeroen Huijssen Richard Humphrey Anna Hürttlen Shakil Husain
Syed Hussaini Ryan Hussey Alan Hutchison Iain Hutchison John Hutton Monica Hutton Susan Hutton Lim Hwa Steve Hydash Sebastian Iacopi Roberto Iacovino Erold Ibanez Daniel Ibbetson Gaston Ibos Charlo
Icalla Pathmasiri Idippulige Walter Ifrán Harry Iglamo Jenel Iligan Zebrid Iligan Paul Ilsley Mohammed Ilyas Aldrina Imbault Felix Imojiri Alan Inglis Alan R. Inglis Andrew Inglis Kathleen Ingram Carolina Inostroza
Frank Iorfino Ronnie Ipo Yudi Irawan Mohammed Irfan Khan-E-Shamrat Islam Garcia Ismael Danny Ismale Ahmad Issa Munir Issa Lizandro Ituriaga Poppy Jack Dawn Jackson Martin Jackson Nikki Jackson Charles
Jackson II Graziella Jacquier Christophe Jacquin Talesh Jagdeo Yana Jahnke Williams Jaimes Hanjala Jamadar Billy James Bob James Oluseyi James Robin James Jamaa Janahi Mani Janakiram Shanmuga
Janakiraman Bernardino Jara Francisco Jara Marcelo Jara Buddy Jaramillo Adrian Jarratt Eric Jarvis Brian Jasek Donny Jaspe Blanco Javier Lopez Javier Martin Javier Rod Jay Mohammed Jeelani Steven Jenkins
Greg Jennings Steven Jephcott Jason Jernigan Ronald Jesus Eric Jian Zhang Jianhong Yang Jiankang Isaias Jimenez Charles Jit Jorge Jofre Jackson John Jockin John Shirley John Aaron Johnson Andrew Johnson
Ben Johnson Jeremy Johnson Jerry Johnson Neil Johnson Steve Johnson Diane Johnston Bailey Jolet Aileen Jones Andrew Jones Andrew Jones Katie Jones Keith Jones Latrelle Jones Rick Jones Robert Jones Terry
Jones Stephan Jongejan Steffen Jongepier Annemieke Jonker Bangher Jorge Claudino Jorge Brian Jorgenson Delgado Jose Ghigo Jose Lopez Jose Salvatierra Jose Victor Jose Alarcon José Samuel Joseph
Verghese Joseph Lony Jost Jim Joy Gustavo Juan Loreto Juan Pastuch Juan Procopio Juan Reiny Juan Viera Juan Héctor Juarez Julie Juby Nestor Juliano Adrian Jun Jasmin Jungbluth Antonio Junior Carlos
Junior Geraldo Junior Sidnei Junior Rodelio Juson Arnaud Justome Vijayarangan K. Justin Kabera Moussa Kaboré Bedia Kadio Ridwan Kadir Seth Kadlac Moses Kafuko Anthony Kairu Rupeni Kaiyaroi Danny
Kajjubi Rejeesh Kakkirikkan Osbert Kakuru Biju Kalampanathadathil Mahesh Kale Baskaran Kaliaperumal Samuel Kalidass Martin Kaligio Kyle Kalinowski Albert Kamande Joel Kamau John Kamau Ravi kamble Jean
Kameni Jean Kamkuma Muthukrishnan Kandasamy Mouhadoul Kane Tim Kane Chandana Kankanamge Ronaldo Kano Abraham Kanyanya Leslaw Kapinos Mehmet Karabas Guler Karakurt Samuel Karanja
Steven Karanja Jean Karasira George Kariu Mike Karlin Ingar Karlsen Dharmaraj Kasimani Olayiwola Kasimu Cheikh Kasse Emmanuel Kassi Elson Kaswarra Balachandra Kathirgamathamby Gabriel Katz Brent
Kaufman Paul Kawalya Andrew Kay Andrew Kayombo Christopher Keane William Kearns Ho Kee Gary Keenan Erick Keicher Christopher Keiller Kevin Keirnan Colin Keiser Anthony Kele Jim Kelley Andrew
Kelly Denise Kelly Natasha Kelly Nick Kelver Grant Kemp Rulan Kengue Craig Kennedy Peter Kennedy Stephen Kennedy Victoria Kennedy Peter Kennerley Frith Kenny Joe Kent Stephen Kerdudo Radmila Kerezovic
Mathias Kern David Kerr Laura Kerr Lorraine Kerr Roy Kerr Paul Kersten Prabhakar Kesavan Ramamoorthy Keshava Joel Kestner Cedric Keuleers Opande Kevin Ibrahim Khaleel Muhammad Khalid
Maram Khamis Adeel Khan Baboo Khan Mohammed Khan Muhammad Khan Nashat Khan Suhel Khan Swati Khekare Edward Kheng Amos Khoza Ryan Khu Raymond Kiarie Mathieu Kibler Danken Kibona
Chet Kieselhorst Frida Kigonya Raphael Kiilu Paul Kikuvi James Kilpatrick Michael Kimmings Jamal Kimolo Doug Kindig Fraser King Jason King Lisa King James Kingoo Isaac Kinuu Emmanuel Kinyana Justin
Kiragu David Kirk Mike Kirkland Grenville Kisby Ross Kisby Sachind Kishore Tim Kitching Jason Kizina Francis Kizito Nicholas Kjaer Larry Kleikamp Torsten Klieber Sanne Kloots Jeffrey Knigga Jay Knight David
Knox Bettina Knudsen Shyamjith Kodiyil Hervé Koffi Brano Kollar Moses Koluo Maximin Konan Doris Konche Anliyou Koné Lakshman Kongahapathiranage Rob Konkiel Christopher Koori Rohitha Koralagamage
Devon Koroll Steve Koronis Stanley Koros Marc Kotenko Olivier kouadio Gérard Kouamé Kévin Kouamé Henri Kouassi Séraphin Kouassi Jay Kowaski Marek Kozak Gerd Kranz Mandy Krause Kenny Kreitzberg
Ranjith Krishnankutty Ruby Krisnalayam Joe Kropushek Nevenka Krotkas Mike Kubacki An Kulasevic Abhijeet Kulkarni Ashish Kulkarni Chandrakant Kulkarni Laxmikant Kulkarni Milind Kulkarni Sukhbinder Kullar
A. Anto Kumar Ajay Kumar Amit Kumar Phaneendra Kumar Ranjith Kumar Sanjeev Kumar Saravana Kumar Shyamnivas Kumar Sunil Kumar Vaibhav Kumar Gnanasiri Kumarasinghe Robin
Kumbanthanam Rajeev Kumplumkal Prakash Kunhiraman Lara Kuoch Leonard Kuria Dedy Kusuma Ajith Kuttikad Nikolay Kuzmichev Roger Kwang David Kwiatkowski Yan Kwong Gillian Kyle David Kyles Riaan
Labuschagne Lodewikus Lacante Nathan Lacey Irina Lachevre Dheeraj Lachman Lonnie Lacombe Teresa Lacuanan David Lafferty Ben Lafford René Lagerwaard James Laird Prakash Lakshmanan Craig Lamb Diz
Lamb Maureen Lambert Fred Lamotte John Lampo Wysona Lanclos Mary Landry Sarah Landry Heng Lang Stuart Lang Kristopher Langan Robinson Langat Josh Lange Victoria Langlais Matthew Lanigan Olimpo
Lanz Suzanne Lappin Argenis Lara Karen Lara Anita Lardenoit Jenna Larner Ruben Larrigaudiere Gregory Larson Jarl Larssen Jean Francois Lartigue Alan Lasnitzki Cindy Lasseigne Guillermo Lasso Richard
Lassu Ryan Lassu Brant Latiolais Donna Latiolais Mike Latiolais Domingo Latorraca Angela Lauchlan Leonito Lauron Andrew Lavin Alastair Law Kenny Law Rae Law David Lawton Jason Laygo Edwin Laynesa
Frederic Le Brun Franck Le Corre Richard Le Van Carey Leach Jake Leafty Bonnet Leandro Christopher Leane Carlos Leblanc Chelsea LeBlanc Drake Leblanc Michelle Leblanc Natalie Leblanc Valery Leblanc Eric Leboeuf
Frédéric LeBrun Fernando Lecaroz Marcus Lecher Jack Ledford Adam Lee Erika Lee Helen Lee Raymond Lee Richard Lee Robert Lee Shawn Lee Stanley Leeder James Leedham Alison Lefroy Brooks Mike Leger
Roland Lehmann Steven Leigh Leanne Leithhead Maricel Lejano Stanley Lema Julieta Lemma Sherry Lemons Hector Lemos Alex Lems Phil Lendich Ong Leng Anastacia Leochico Ernel Leon Fedele Leonardo
Salinas Leonardo Cristiano Leoni Martin Leopold Ronan Leroy Marion Lesas Richard Leslie Steve Leslie Artemiy Levintas Danny Levy Dan Lewis Gary Lewis Paul Lewis Jesús Leyva Saul Leyva Jojo Liang Alfredo
Licastro Jackie Lihong Amber Lilie Nancy Lilie Elvys Linares Francisco Linares Luis Linares Matheus Linhares Jin Linjun Roel Lips Niki Lipscombe Kevin Liptak Pasquarello Lisandro Gary Little Calvin Liu Joe Liu Lisa
Lixia Samantha Liyanage Stephen Lloyd Marcello Lo Cicero Robert Lobo Roshan Lobo Steven Local Valeria Locatelli George Locker Leonardo Lofgren James Loftin Andrew Logan Gillian Logan Allan Londres Geo
Long Scott Long Rey Longoria Rod Longwell Virgilo Lopena Danilo Lopes Marc Lopez Pedro Lopez Briana Lorber-Winget Julian Losada Katherine Lothian Catherine Loughlin Andreas Lousberg Anne Loustalet
Sammy Louviere Jim Love Jimmy Love Pattie Love Greg Lovel Jeremy Lovelace Michael Lovelace Jeff Loveless David Lowe Gary Lowery Julio Lozano Michal Lubanski Manolito Lubao Josue Lucasan Oscar Lucero Mike
Lucito Jose Lugo Adrianus Lugt Acosta Luis Cantrel Luis Spinello Luis Darren Luke David Lukyamuzi Rogelio Luna Clynt Lunday Cody Luong Richard Luongo Fleur Lupuj Phan Agustina Luxardo Aderfi Lyangalle David
Lydford John Lygate Paul Lynch Simon Lyons Skyer Ma Caulistas Maalabi Mo Maalin Asha Maben Richard Macabata Stuart Macaulay Cesare Maccarelli Fraser MacDonald Desmond MacDonell Ulises Macedo
Ryan MacGillivray Cesar Machado Ramon Machado Daniel Macharia Mathieu Maciel Ronelio Macinas Neil MacInnes Kirsty MacKenzie Nino Mackenzie Kenneth Mackenzie James Mackinnon Iain MacLachlan
Allan MacPherson Alexander Macrae Ewan MacRae Irineo Macrohon Jeff Madden Renson Madede Laurent Madras Christian Maestroni Loice Magamu Eric Mageto Tom Magner Elmer Mago Mario Mago
Lope Magsino Salim Magumba Poonam Mahamuni Steven Mahia David Mahon Colin Main Jennifer Main Raimundo Maindo Windy Maitreme Gustavo Makovsky Sunita Mal Ponnuchamy Malaiyarasan Juanito
Malanum Perfecto Malatag Andrew Malcolm Robert Malcolm Raymundo Maldonado Bob Malecki Pooja Malhorta Tomas Maliauskas Paul Malig Elvin Maliwat Christopher Malone Mathew Maloney Robert
Maloney Paul Maloy Alexander Maltsev Carlito Manalo Ronilo Manalo Edna Manao Carlos Mancini Ignacio Mancini Rashmi Mandani Hema Mandavia Crisanto Manicad Govindarajan Manimaran Claude
Manirakiza Kevin Manley Gianmarco Mantinez Garibay Manuel Meyer Manurung Nohelia Manzo Pedrito Mapalo Romeo Maquincio Cresencio Mar Silvia Maranta Bienvinido Marasigan Nicole Marceaux Luna
Marcelo Vera Marcelo Alexandre Marchand Loic Marchand Oscar Marchesi Pablo Marchi Sérgio Marciano Sebastien Marcon Avellaneda Marcos Cuenca Marcos Schultheis Marcos Eric Marggraf Cesar Maria
Dagostino Maria Madrid María Martinez Mariano Ross Mariano Stephen Marienthal Emigenio Marin Guilherme Marinho Mena Mario Ortiz Mario Richard Mark Vitaly Markelov Bryan Markland Bruce Marks
Gavin Marks Graham Marks Josh Marks Jean-Michel Marle Benoit Marliac Isack Maro Victoria Maroccia Márcio Marques Luis Marquez Matt Marrero Francisco Marrero Centeno Forrest Marsh Maarten Martens
Alicia Martin George Martin Jon Martin Mike Martin Ruth Martin Sean Martin Steve Martin Lupercio Martín Argenis Martina Carlos Martinez Edilberto Martinez Glafira Martinez Jose Martinez Juan Martinez Julio
Martinez Miguel Martinez Pablo Martinez Steve Martinez Aline Martins Mauro Martins Nick Masalonis Ferdinand Masinde Robert Massey Abu Masud Javier Matar Teodoro Mateo Meera Mathai Ivor Mathers Boben
Mathew James Mathew Jins Mathew Sheetal Mathew Shinu Mathew Binu Mathews Frank Mathieson Michael Mathieu Gislaine Mathieu Torres Daniela Mathis Umesh Mathur Jose Matiaba Arean Matias Rueya
Matías Francis Matole Saul Matos Victor Matsuda Fernanda Mattos Rodrigo Mattos Alberto Matyasi Adalberto Maures Espeche Mauro Jone Mavoa Delio Mawac Eleno Mawac David Mawejji Filoso Maximiliano
Jason Maxwell Tom Maxwell Francis May Grayson May Debbie Mayes Joanna Mayne Santus Mayoku Kinkoro Mbaga Raphael Mbaka Moustapha Mbaye Christopher McAlindon Greig McAlpine Stuart McBean
Sasha McBride Duncan McCallum Thomas McCarthy Aaron McCauley Quinchetta McClellan Alan McClure Donald McClymont Linsay McColl Elijah McComb Ross McConachie Carla McCoy Hugh McCready
Michael McCulloch Suzanne McCulloch Charles McCurley Jacklyn McDade Alan McDonald Chase McDonald Colin McDonald David McDonald Peter McDonald Stuart McDonald Fiona McDougall John
McDowall Bob McDowell Ian McEachran Raymond McElhinney Graeme McEwan Iain McEwan Sean McFadyen Carole Ann McFarlane Patrick McGallagly Paul McGarry James McGeoch Andrew McGillivray
Damon McGillivray Michelle McGloughlin Jim McGlynn David McGonigle Matthew McGonigle Anthony McGowan Tommy McGowan Gillian McGregor Marnie McGregor Robert McGregor Sue McGregor
Charles Mcguire Michael McGushin Tom McHard John McHarg Michael McHugh Sophie McIlwaine Robert McIlwraith David McIntyre Paul McIntyre Craig Mckay Craig McKechnie Edward Mckell Jacqui McKell
Pat McKell James McKenna Kenneth McKenna Alistair McLaren John McLaughlin Jennifer McLean Kenneth McLellan Cheryl McMahon Garry McMahon Michael McMahon Thomas McMahon Neil
McMillan Kirsty McNab Robin McNair Wayne McNeese Sheila McNeill William McPate Rick McPheron Donna McQuade Ian McTaggart Eddie McVey Gary Meador Md. Firuz Meah Angelika Mechir Jose Meciano
Pim Meens Allan Mehrtens Ronald Melean Vincent Melia Victor Melio David Mello Laura Mello Rick Mello Priscila Melo Alessandro Melone Allan Melvin Kissia Mendes Luiz Mendes Augusto Mendez Andrea
Mendonca Danilo Mendoza Darvin Mendoza Juan Mendoza Ng Meng Chandrasekhar Menon Preethi Menon John Mensah Bob Mercado Craig Mercer Katherine Mercer Nick Mercia Guy Mercier Adrian Merete
Cyril Merrier Philippe Mersch Andras Mesics Mike Messenger John Messmer Bruna Mestre Catherine Metili Dawn Meyer Sissel Meyer Md. Eskandar Miah Paul Michel Andreas Miersch Barros Miguel Cruz
Miguel Danderfer Miguel Fuenzalida Miguel Brian Migues Riley Migues Jude Mihindukulasooriya Kenneth Mikkelsen Sarath Milage Gordon Milby Larry Miles Renato Millagracia Sean Millane Austin Miller
Leslie Miller Robert Miller Sian Miller Bill Milligan Douglas Milligan Suzanne Milligan John Mills III John Mills Jr. Narciso Mina Chan Ming Joseph Minhofo Rolando Miras Lucas Mirera Mohammad Mirza Bianca Misch
Abhinav Mishra Abhinav Misra Edward Mitchell Gregor Mitchell Scott Mitchell Paul Mitei Peter Mivule Leonard Mix Blaine Modrall Marty Moffitt Akeel Mogal D. Mohanraj Zuber Mohd. Egberto Mojica Hans
Molenaar Ronald Molenaar Ingrid Molendijk Marcel Molendijk Alfredo Molina Franck Molina Lino Molino Prince Momodu Walter Moncho Garry Moncrieff Emilio Mondares Raphael Mondragon Jorge Mondragón
Arlindo Monjane Gabriel Montagna Mauricio Monte Joaquin Montebon Júlio Monteiro Maximino Montenegro Alicia Monter Norberto Montero Leonel Monterosa Gilberto Montiel Moonie Moon Anthony Moore
Bridget Moore Dean Moore Sathiya Moorthy Genaro Mora Antonio Morada Thiago Moraes Bradley Morales Danilo Morales Eduardo Morales Joe Morales Joe Morales Kevin Morales Rafael Morales Rommel
Morales Ruben Morales Adam Moran Rupesh More Marc Moreau Michael Moreau Craig Morel Noelia Morelli Clemente Moreno Mercedes Moreno Walter Moreno June Morgan Kevin Morgan Moira Morgan
Austin Morris Hugh Morris Stuart Morris Allan Morrison Jason Morrow Gareth Moseley John Mosqueda Rafael Mota Ryan Mottmiller Steve Mottmiller Jonathan Mount Denis Moureu Pierre Yves Mourgue Marty
Mowery Russel Moxham Lucas Moya Marcos Moya Shah Moznu Cody Mrazek Joao Muanda Lawrence Muchwenge Anuradha Mudalige Buddika Mudalige Sudesh Mudalige Kanchana Mudiyanselage Thilakarathna
Mudiyanselage Yasarathna Mudiyanselage Dan Muehlemann Joerg Mueller Muhammed Mugarura Kennedy Mugesani Godfrey Mugisha Shanmugam Mugunthan Andreas Mühlfeld Douglas Muiruri Nuwan
Muiyanselage Rizwan Mukadam Sumanta Mukherjee David Mulekwa Anselme Mulinda Juliette Mullen Emma Muller Wulf Müller Swaibu Mulondo Joshua Mulumba Chris Mund David Mungai Breno Munholi
Kannan Muniasamy Victor Muñiz Alettia Munoz Alexander Muñoz Cristian Muñoz Gabriel Muñoz Fiona Munro Benjamin Munyao Gabriele Muraglia Jolsna Muraleedharan Irina Muranova William Murdoch Wes
Murdock Bruce Murphy Devin Murphy Javier Murphy Mark Murphy Angela Murray Dawn Murray Graham Murtha Erick Musasia Patrick Musembi Lukia Musoke Rolando Mussin Jackson Musyoki Fabius Mutinda
James Mutuku Priyantha Mutukumarage Priyantha Mutukumarage Job Mutunga Anthony Mwai Swaleh Mwamgonjwa James Mwangi Kenneth Mwangi Lukas Mwangi Michael Mwangi Tadjo N’Draman Koffi
N’Guessan Mohamed Nahet Alcid Nahos Ricky Nailes Sitt Naing Maria Nair Aaron Naish Annet Naiwumbwe Issei Nakahara Edwin Nale Hank Nannings Vijayun Nanu Sharon Napier Gopala Narimuttathu
Kavita Narula Cristiano Nascimento Estevão Nascimento Felipe Nascimento Josué Nascimento Jonathan Nash Abu Nasir Socrates Naufal Elizabeth Nauma Jacclyn Nautiyal Abigael Navarette Nelson Navarrete
Anthony Navarro Parco Navarro Sabine Navarro Josef Nawrocki Matthew Naylor John Nazareth Mohammad Nazib Paul Ndawula Vincent Ndege Niang Ndiaga Ibrahima Ndiaye Ibrahima Ndiaye Magatte
Ndiaye James Ndlovu Chudi Nduaguibe Kenneth Nean Robert Needs Madeline Negron Derek Neilson Muñoz Nelson Quiroga Nelson Rex Nelson Jose Neri Tom Neshem Diogenes Neto Renata Neves Tim
Newman Victor Newton Kostanteno Ngandu John Nganga Jean Ngatchou Oliver Ngiendo Samson Ngige Jean Ngouan Theobald Ngowi Charles Ngugi Jason Nguyen Passmore Nhapwanga Mouhamadou
Niang Andrew Nicholas Phillip Nichols Erin Nicholson Paul Nicholson Berni Nicolas Cosentino Nicolas Turco Nicolás Brian Niekerk Michael Nieman Ronald Nietes Matias Nieto Desmond Nieuwenhuizen Lukas
Nieuwenhuizen Edmundo Nieva Romina Nigro Artemio Nismal Juan Niubo Elwin Nixon Steven Nixon Jonas Nizeyimana Godwin Njonjo Solomon Njonjo Josphat Njore James Njoroge Samuel Njoroge Karanja
Njuguna Duduzile Nkosi Fazir Nkutu Robert Noble Tim Nolte Gonzales Norberto Peter Norden Kevin Nordfors John Norman Jr. Andrew Norrie Johnny Norris Rodney Norris John Nosal David Novak Eduardo
Novello Jarrod Novicke Stephen Nsubuga Israel Ntakirutimana Tom Nuber Dale Nunes David Nunes Luis Nunes Vanderlan Nunes Raul Nuñez Asah Nuwabiine Ezekiel Nyangweta Dennis Nyariki Hakim Nyende
David Nzomo Hilaire Nzoolom Andrew O’Brien Mark O’Brien Mike O’Bryan Gerald O’Connor Patrick O’Driscoll Scott O’Dwyer Shona O’Hare Robert O’Neil Violet O’Toole Matt Oakes Collins Obegi
Names that are in bold and coloured black indicate Aggreko Black Belts and names that are in bold and coloured orange indicate Aggreko Orange Belts. See Glossary on page 143 for more details.
Jibrin Oboh Armos Oborah John OBrien Mike OBrien Christopher Obura Enrico Ocampo Michael Ocera Sunday Oche Dario Ochoa William Ocloo Filemar Ocon Karl Thomas Odegaard Samuel Odhiambo Richard
Odic Kelly ODonnell Alfred Odutu Winarko Oetomo David Officialdeguy Constantine Ofunya Martin Ogeto Epiphane Ogou Elly Ojula Henry Okello Titus Okello Martin Okiror Robert Okotsi Stella Okugbeni Tom
Okurut Bernard Olama Firat Olcay Fabio Olea Fabricio Olgiatti Daniel Olinga Nicolas Olivares Adilson Oliveira Danielle Oliveira Dionisio Oliveira Ivan Oliveira José Oliveira Suleima Oliveira Bobby Oliver Carlos
Oliver Charles Oliver Erma Oliver Aimar Olivero Arlene Olivier Derwin Olivier Josue Olmos Tonny Oloo Jamie Olsen Kenneth Olsen Michelle Olson Enrique Oltra Edward Oluigbo José Orosco Olvera Luis Olvera
Frederick Omandam Helbert Omandan Castaño Omar Sernaqué Omar Villanueva Omar Andrew Ombima Jean Omondi Maseline Omondi Wycliffe Omondi Samuel Omongole Bernard Omukayi Kevin Ondizi
Abigael Onyango Harrison Onyango Zaw Oo Michael Oosthuizen Jörg op de Weegh Leonard OPray Mar Orario Derson Ordillano Manuel Orellana Arnold Orembo Erhan Oren Giron Orestes Kate Orgill
Hussein Origi Evans Orina Ariel Orioli Joel Orlido David Oropeza Vincent Orora Steven Orr Salvatore Orsini Eduardo Ortellado Cesar Ortiz Pedro Ortiz Shawn Ortiz Thomas Orungu Petro Osangiri Ceasar Osano
Myles Osborn Braun Oscar Keith Osmotherly Peter Ostberg Eva Ostos Dennis Otieno Nocholas Otieno Danilo Otlang Alassane Ouattara Julie Oubre Fidèle Oulia Charles Ouma Kennedy Ouma Ndiaye Oumar
Abdelmalek Oussidhoum Eric Overdijkink Craig Owens Godfrey Oyengo Hugo P. Saravana P. Agnone Pablo Mancinelli Pablo Tompsin Pablo Allan Pacaldo Joe Pacheco Alvin Pacomios Jose Padilla Rick Padilla
Emilio Paez Cheryl Page Colin Page Joseph Page Phillip Page Emel Pagliawan Rafael Pagliawan Willie Paisley Marcio Paiva Elton Paiyagalage Ricser Pajaren Rajesh Pal Joel Palacios Shrikant Palan Paola Palechor
Theo Paling Craig Palmature Robert Palmer Tracey Palmer Huei Pan Fausto Pana Navin Pandey Kashyap Pandya Angelo Panganiban Jose Pangueda Mahesh Panicker Stephen Pantony Damaris Paoli Alexander
Papa Val Papson Danilo Paquibot Lauro Paradero Binesh Parambath Ravi Parchuri Rodrigo Pardo Daniel Pardon Yhonnys Paredes Michael Parfitt Bruno Paris Juan Paris Marine Paris Genetet John Park
Vyacheslav Parkanski Richard Parker Kevin Parkes Orla Parkinson Daniel Parras Clay Parrish Sarah Parry Ken Parsons Stuart Parsons Lark Pasco Terri Pascual Daniela Pasini Maurizio Passetti Dixitkumar
Patel Matthew Pateman Premalal Pathiranage Idippulige Pathmasiri Timothy Patience Ross Paton Richard Patricio Tifany Patton Armando Paule Debarry Payot Suyam Pazhaniyandi Kayla Peall Brent Pearce Scott
Pearce David Pearson John Pearson Ricardo Pecanha Rodrigo Peçanha Reggie Peck Beau Peckham Aguirre Pedro Ciranna Pedro Luiz Pedro Martijn Peereboom Stuart Peers Tushan Peiris Emiliano Pelegri
Claudia Pelkmans Birgitta Pelle Valentina Pellicoro Kathleen Pembry Roger Pena Juan Peña Inge Penelle-van den Broek Jonathan Peralta Luis Peralta Mauro Peralta Rodrigo Peralta Agnelo Pereira Arthur Pereira
Didier Pereira Gustavo Pereira Ismael Pereira Jose Pereira Lucas Pereira Miguel Pereira Simon Pereira Thakeo Pereira Wilma Pereira Ethmadalage Perera Hettiarachchige Perera Muhuppu Perera Uswattha Perera
Carlito Perez Eloy Perez Fernando Perez Hugo Perez Jorge Perez José Perez Lorena Perez Luis Perez Marge Perez Michael Perez Nelson Perez Pablo Perez Andres Pérez María Pérez Omar Pérez Victor Pérez
Bakthanathan Periyapayyan Francisco Perna Emile Perret Shawty Perro Mitchelle Peter Rajesh Peter Jake Peters Scott Peyrot Steve Pfeffer Adam Pharr Belinda Phillips Jennifer Phillips Joe Phillips Lee Phillips
Louise Phillips Rose Picard Nita Pickens Fluriane Pieters Agnieszka Pietrzak Sonny Pimentel Sean Pinches Carine Ping Lee Ping Andrea Pini John Pinner Leonardo Pino Carlos Pinto Golbert Pinto Roldan Piquero
John Pitre Jye Pitt Zachary Pittman Rita Pitts Hugo Pizzio Dale Plummer Jessica Plummer Marco Poccia Aleksandr Podvislov Glenn Poetsema Dwayne Poirier Lacie Poirrier Michelle Poirrier Nick Poirrier Eve Pokou
Tomasz Pokrzywa Julien Pol Max Polak Luis Polo Herman Ponce Rodrigo Pontes Tony Ponzo Bruce Pool Daryl Pool Justin Pool David Poole Louise Pope Antonio Poppa Russ Porowski Emily Porter Rachel Porter Oscar
Portillo Michael Poß Aude Postel Francois Pouget John Power Dave Poynter Muthukrishnan Prabhu Gidpong Pradupsripet Edward Prantai Kelly Prantl Margassery Prasad Gorden Prashanth Mallawa Prassana
Dianne Prejean James Prentice Scott Preston Amy Price David Prince Aurore Prince Agbodjan Stuart Pringle Katie Printz Stacey Pritchard Ukwatte Priyanga David Proctor Nicolas Protais Tatiana Protsenko Matt Provost
Catherine Pryde Sylwia Przybysz Amos Pulcher Joseph Purayil Sreenath Purayil Albert Purba Conraad Purchase Marie Purdie Tang Purong Chacko Puthen Purackal Mathew Putney Siegfried Putzer Zhang Qi Matthew
Quatrello Rosa Quijada Rosa Maria Quijada Gomis Anthony Quinas Herbert Quinones Carlos Quiroz Maria Quiroz Vijayavelmurugan R. Altaf Raad Farhana Rabby Flavio Radaelli Edward Rae Mohammed Rafeek
Karmendra Raghav Mario Ragsdale Tabitha Ragui Javed Rahi Poly Rahman John Rainey Sethuraman Raja Vikram Rajapuri Pradeep Rajendran Vik Rajput John Rakar NandaKumar Ramachandran Sreelal
Ramachandran Marie Ramalho-Rouy Ricky Rambally Mathavan Ramesh Andres Ramirez Hugo Ramirez Jeremiah Ramirez Ariel Ramiro Jaime Ramon Lezcano Ramon Nestor Ramon Dan Ramos Lanna Ramos Mark
Ramos Natalia Ramos Srinivasa Ramu Woo Ran Jone Randen Arcot Ranganathan Jose Rangel Allan Rankin Jeanus Ranoco Sylvain Ranoux Hubert Ransom Todd Ransonet Jean-Claude Raoul Anthony
Rapando Nicholas Raportoru Saad Rashid Chris Rason Higgoda Rathnaweera Rulli Raul Rodriguez Raúl Isabella Raupp Anupama Ravindran Edward Ray Neil Raymond Ali Razak Marco Rebelo Jesus Rebollos Guy
Redmond Noe Redoblado Mark Reed Veronica Reed Gemma Rees Don Reese Anna Rego Vinod Rego Christopher Regondon Carlos Regué Alan Reid Gaston Reid Laurence Reid Stephen Reid Kelly Reiger Mark
Reijnders Jürgen Reimer Boris Reis Pierre Reitz Ace Remfrey Mylene Remolacio Kirubakaran Rengarajan Hector Requena Peter Restaino Heidi Resweber Fabrice Rey Jerome Reyes Julio Reyes Chris Reynolds
Ibis Reynolds Celine Rhaimbault David Rhodes Yves Ribas Rodrigo Ribeiro Sandrine Ribeiro Craig Rich Claire Richard John Richard Sarah Richard David Richards Dennis Richards Daniel Richardson David
Richardson Grant Richardson Robin Richardson Chris Richnow Norbert Richters Victoria Rico Manuel Rieländer Mike Riely Kevin Rigden Michael Riggleman Eric Rijnders Jonathan Ringor Patrice Riou Vidan Risteski
Leonora Ristevska Stuart Ritchie Phillip Ritson Thomas Ritter Victor Rivarola Nacho Rivas William Rivas Luis Rivera Fernando Rivero Francisco Riveros Dave Rivers Manuel Roa Lynn Roach Blanco Roberto Ibarra
Roberto Jennifer Roberts Laurence Roberts Timothy Roberts Greig Robertson Adam Robinson Brent Robinson Paul Robinson Neil Robison Licia Rocha Brian Roche Simon Roche Gregory Rock Graeme Rodgers
Harold Rodgers Keith Rodgers Cristiane Rodrigues Andrew Rodriguez Antonio Rodriguez Daniel Rodriguez Eduardo Rodriguez Elizabeth Rodriguez Jamie Rodriguez Javier Rodriguez Jorge Rodriguez Jose
Rodriguez Juancho Rodriguez Luis Rodriguez Marco Rodriguez Marcos Rodriguez Rafael Rodriguez Reinhold Rodriguez Robert Rodriguez Robert Rodriguez Samuel Rodriguez Marcelo Rodríguez Ramon Rodríguez
Marselo Rodriquez Remy Roelofs Bill Rogers David Rogers Jude Rogers Patrick Rogers Andres Rojas Luis Rojas Marcelo Rojas Rony Rojas Jerez Rolando Aron Romero Brice Romero Julio Romero Marcos Romero Lee
Rong Robert Rooney Rolando Rosales-Silva Nilton Rosario Alfredo Rose Jonathan Rose Rick Rosinski Natalia Roslik Clifford Ross Dunlop Ross Elaine Ross Iain Ross Sascha Ross William Ross Francesca Rossetti
Pierre Rossi Leonard Rotich Erwin Rotil Anthony Rouaux Guillaume Rouille Emma Rowlands Charley Royce Andrey Rozhkov Gomez Ruben Cueva Rubén Susan Rubin Sam Rubino Klaus Rücker Sylvain Ruet Neil
Ruffle Diego Rufin Wenny Rufin Pablo Ruiz Wendy Ruiz Robbie Ruming Gary Rushing Donal Russell Rob Russell Sandra Russell Tommy Russell David Russo Michelle Russo Cristina Ruz Gonzalez Calvin Ryan Justin
Ryan Keith Ryan Tim Ryan Wayne Ryell Dafines Sá Steve Saal Bernardino Sababan Eric Sabatier Nozipho Sabelo Sudarsana Sadasivan Kjell Saether Prashant safi Julian Sagañas Denis Sagaydakov Richard Sagona
Said Saidi Sharif Sainuddin Kumar Saji Dario Sala Luciano Salaberry Anne Salaun Frank Salazar Hernando Salazar Merill Salazar Noel Salazar Camilo Salcedo Carlos Saldana Jovitha Saldanha Tahir Saleem
Elirjan Sales Shyrwin Salibongcogon León Salinas Abdiel Salmeron Ruel Salvador Andrea Sambucetti Teddy Sampaga Ronald Sams Inge Rune Samslatt Cicero Samson Rolando Samson Christian Samways
Eduardo Sanchez Eva Sanchez Ibeth Sanchez Joe Sanchez José Sanchez Leandro Sanchez Leonardo Sanchez Leori Sanchez Nestor Sanchez Salvador Sanchez Christian Sánchez Chantelle Sanders Anthony Sandoval
Keith Sanner Rusty Sanner Luciano Santana Nicholas Santen Mallo Santiago Rosso Santiago Glauco Santos Homero Santos Raf Santos Raul Santos Oswaldo Sanz Monica Saputo Maxim Sarana Timothy Sargeant
Julio Sarmiento Abdoulaye Sarr Sarah Sarraj Anthony Sarsale Sarwono Sarwono Asterios Satrazemis Naveed Satti Lee Saucier Marcus Saul Cynthia Sauseda Rusty Savage Sayant Savant Chris Saxton Jesson
Saycon Joel Sayson Kate Sberna Alfred Scambler Kim Scarborough Peter Schakel Michael Scharvogel Jeroen Schauwvlieghe José Schiavi Helene Schielin Willem Schinkelshoek Nadine Schlupp Jessica
Schmidt Olav Schmidt Stephan Schmidt Will Schmiegelt Laura-Maria Schmitt-Massanet Alice Schmitz Mike Schneider Wayne Schneider Prieto Schorr Emile Schrijnemakers Frank Schuchmann Claudius Schueer
Pearl Schuhmacher Frank Schulze Russell Schuster Roland Schwarze Patrick Schwidder Christopher Scott Matthew Scott Teresa Scott Lewis Scremin David Scrimgeour Jason Seale Wayne Searcy Jeremy Seaux
Brian Seaye Bino Sebastian Iain Sebatch Neill Sebatch Dawn Seckinger Omar Sedick Achim Seelbach Sara Segura Issac Segwanyi Renata Seixas Ivana Sekanic William Sekiranda Anita Johansen Sellæg
Abdelkader Sellami Aaron Selzer Roberto Semplici Dushan Senanayake Medi Sengoba Julio Sequeira Joseph Sequeria Fernandez Sergio Jatnika Setiadi Stephane Sevenier Douglas Sevenson Colin Sewell Azeem
Shaffiullah Niyamathullah Shaffiullah Anup Shah Milan Shah Sadaf Shaikh Lim Shan Peter Shannon Muhannad Sharbati Faiza Shariff Amy Sharin Lance Sharpe Richard Sharpe Syed Shaukaddeen Andrew
Shaw David Shaw Glenn Shaw Jeffery Shaw Peter Shaw Steven Shaw Malcolm Shearer Mark Shedd Melvin Shedd Paul Shedd Terence Shedd Matthew Shelar Yuvraj Shelvane Hamdani Shemhina Greg
Shepherd James Shepherd Julia Sheppard Mark Sheppard Kyle Sheridan Stewart Sherwood Alexey Shestakov Sainath Shetty Vinay Shetty Steve Shields Russell Shiflett Brenda Shin Allan Shiro Terry Shiwei
Jeff Short Narendra Shrivastava Suchi Shrivastava Christopher Shrive Alan Shumpert Lenard Siangwe Brian Sibilia John Sibiski Giuliana Sichez Steve Siciliano Good Sidabungke Manpreet Sidhu Sandra Sierra
Katharina Sievert Desman Sihombing Joseph Sika Kalangwa Silaje Nestroy Silayo Adolen Silva Antonio Silva Clarisse Silva Cleber Silva Daniel Silva Ednael Silva Fabio Silva Gilberto Silva Jackson Silva
Luciano Silva Luiz Silva Marcelo Silva Minningala Silva Elkanah Simmons Mike Simms Gracy Simoes Jonathan Simon Angela Simpson Joanne Sin Christopher Sinclair Donald Sinclair Mariame Sindjeu Baleshwar
Singh Bheem Singh Charanpreet Singh Gurmmet Singh Ombir Singh Rajnesh Singh Shashi Singh Sukhwinder Singh Surender Singh Bikramjit Singh Jagriti Singh Sarvajeet Singh Jana Single Bijon Sinha
Alfredo Sinoben Pablito Sipe Vitor Siqueira Mohamed Siraj Ameyrah Sityar Thachapilly Sivadas Sreegith Sivankutty Ganapathi Sivaprakasam Vinod Sivaraman Prabakaranthampi Sivkumar Kevin Skaare James
Skaggs Nina Skaug Andrew Skelding Allan Skorka Gordon Slater Jo Slegers Mary Slowinski Christopher Smart Steve Smart Christoffel Smit Jos Smit Alan Smith Alex Smith Amanda Smith Andy Smith Anthony
Smith Barney Smith Bill Smith Christopher Smith Greg Smith James Smith James Smith Jimmy Smith John-Paul Smith Joseph Smith Karen Smith Linda Smith Malcolm Smith Neil Smith Patrick Smith Paul Smith
Rick Smith Steve Smith Mathys Smith Jason Snell Bradley Snow Rupert Soames Alywin Soares Anderson Soares Miguel Sobarzo Casimir Soh Albert Soistman Gregory Sokol Ivan Solarte Jordi Sole Dmitry Solovev
Abadi Somasir Paresh Sonar Zosimo Soneja Duncan Songa Essart Songalia Monique Sonnier Shane Sonnier Alejandro Soria Israel Soria George Soriano Paul Sortigosa Víctor Sosa Nataly Soto Roberto Soto
Mariano Souto Anderson Souza Carlos Souza Edna Souza Elizeu Souza Marcus Souza Renata Souza Wanderly Souza Glenn Spargo David Spence Mark Sperratore Daniela Spieker Ryan Spisak David Spotts
Sabu Sreenivasan Tom Sreeves Rajagopalan Sridhar Packirisamy Srinivasan Jude Ssekalo Godfrey Ssekubulwa Robert Ssenkungu Christopher St Pierre Dilan St.Luce Andreas Stach Johan Staden Steve Stafford
Ardjan Stam Jantine Stam Paul Standridge Randy Stang Zlatko Stanisich Irene Stanley Emma Stanton Kornelia Starbaty Mark Stavrakis Jr. Mark Stavrakis Sr. Rodney Stecca Garry Stedman Paolo Stefanoni Mike
Steffney Christian Steinhoff David Stephany James Stephens Dariusz Stepniak Scott Stevens Lee Stevison William Steward Alan Stewart Brett Stewart John Stewart Amy Stine Nick Stockhof Annick Stockmans Tyler
Stockton Rene Stori Pamela Stormonth John Stothard Chad Stringfellow Trent Stringfellow Rick Strole Tinus Struyk Charlie Stuart Donell Stubbs John Styles Prabhakaran Subbaraja Ravindran Subramaniam Kumar
Subramanium Yusof Subri Nick Sudela Thomas Sudela Jeerasak Sudsa-ard Sandra Suhendra Nursahman Sukiman Cyndy Sullivan Kim Sullivan Arnel Sumagpang Danilo Sumbang Steve Sunde Pramod Surendran
Ben Sutt Veronica Sutton Dorman Swails II Stephen Swanson Yasuyo Swanson Richard Swarbrick Alan Sweeney Alison Sweeney Mark Sweeney Intaquab Syed Marcin Szarek Anna Szerszen Vladimir
Szumyckyj Michael Szypula Martin Tagliafico Jyoti Tak Kyle Take Namdeep Takhar Mauricio Talone Keshav Tambe Albert Tammu Miguel Tapia Derrick Tassin Tina Tauzin Andrew Taylor Brandon Taylor Callum
Taylor Charlie Taylor David Taylor George Taylor Lydia Taylor Shawn Taylor Thomas Taylor Jean Tchotche Elie Tchoupo Jacques Tchuente Carlos Teixeira Luis Teixeira Gabriel Tejeira Bill Telfer Luis Tello Hamisi
Tembo Julio Temen Siew Teng Abdiel Teran Michael Terwane Debbie Teschner Tom Tessier Balakrishnan Thacharambath Sameer Thaj Jeremy Thambayah Samkutty Thankachan David Thatcher
Pushparaj Theophilase Davy Theuwissen Colter Thibodeaux Peter Thibodeaux Alan Thomas Alex Thomas Errol Thomas Paul Thomas Peter Thomas Ritty Thomas Sandeep Thomas David Thompson Drew Thompson
Gary Thompson Harley Thompson Janette Thompson Paul Thompson Gary Thoms Donald Thomson Ross Thomson Simon Thomson Stuart Thornell Lynette Thornton Ian Tidey Moussa Tiene Justina Till Scott
Tillery Sjoerd Tilstra Paul Tinsley Michael Tipp Darren Tipping Vivienne Toghill Aureo Toledo Andy Toll Noel Tomarro Tanner Tomczuk Philippe Tome Christine Tomich Robert Tonui Alejandro Torres Carlos Torres Danilo
Torres Jose Torres Juanito Torres Nelson Torres Pablo Torres Pablo Torres Francis Torres Viera Matthew Toten Timea Toth Ryan Toups Mark Townsend Henry Townshend Hans-Karl Träger Billy Trahan Angela Trail Linda
Trainer Nicholas Trainer Minh Tran Mamadou Traore Rokhya Traoré Sergio Traviesa Kevin Tremblay Tim Treme Katie Trim Lorraine Trim Tammy Trimble Natalio Trinidad Adriane Trisciuzzi Charles Tumko Jason
Tunnell Soloveni Turaga Arthur Turek Phillip Turner Marie Turville David Tuttleby Shaughn Tyreman Soria Ubaldo Harold Ubas Unn Udaya Md. Uddin Dusty Uhler Omar Ulloa Gomez Ulpiano Philipp Ulrich Shue
Underwood Saman Unnahelage Murtuja Unnibhavi Raja Unnibhavi Jeffery Unsworth Kedar Upasani Henry Urchueguia Christian Urena-Salgado Sergio Uribe Loany Urriola Fernanda Urrutia Nataly Urrutia
Ricardo Urtiaga Prosper Uruvugundi Gavin Urwin Fuat Uyar Al Vacatoledo Ludmila Vaccaro Nadarajah Vadival Troy Vague Mauricio Valadez Vinod Valappil Angel Valdespino Jefferson Valente Freddy Valentin
Christelle Valentin Soupin Martin Valentini Airson Valera Alvin Valerio Cristhian Vallejo Juan Vallejos Julio Valles Carlo Valletta Margot Vals David van Acoleyen Ad van Aken Robin van Aken Glenn Van Damme
Cora Van de Water Richold van den Adel Kim van den Branden Gauthier van der Heyden Folker van der Keur Jan van der Waal van Dijk Andries van Dongen Marcel van Dongen Rob van Dorst Jasper
van Driest Andrew Van Eck Deborah van Efferen Alexandra van Gestel-Koopmans Hans van Hoof Scott Van Hoye Bert van Klinken Jan van Laar Erwin Van Landeghem Caroline van Lier Roger van
Nuffelen Edwin van Opijnen Denis van Ree Rudolf Van Rensburg Koen Van Reusel Niels Van Schaik Bennie van Vrouwerf Tine van Wassenhove Rachèl van Zuilekom Andries Van Zyl Albert Vanderhoff Fabienne
Vanderlick Luis Varela Pablo Varela Pablo Varela Carlos Vargas Francisco Vargas Jorge Vargas Jose Vargas Nicolas Vargas Johnson Varghese Marcelo Varlese Ivan Vasquez Phillip Vass Marc Vatel
Harikesavan Vattamparambath William Vaughn Greg Vecellio Adrian Velasco Alejandro Velazquez Veena Velikoth Jorge Velozo Dane Velthuis Raguram Venkatachalam Paul Venter Rajaram Venu
Suresh Venugopal Cristian Vera Victor Veraces Jr. Berry Verberne Salvatierra Verdum Matias Vereda Oliver Vergara William Vergel Jos Verhoef Addie Verhoeve Marco Verhoeven Savita Verma Erik Vermaat Angela
Vernon Novillo Verónica Cesar Verrier Harry Verveer Diego Viana Denny Viator Joni Viator Patricia Viator Fernandez Vicente Lee Vickers Espinosa Víctor Sebastião Vida Alfonso Vidal German Vidal Raul Vidal
Michael Videler Paulo Vieira Fernando Villalba Ricardo Villalba Vergel Villamor Cherry Villanueva Gisela Villanueva Jasmin Villanueva George Villanuvea Elmer Villar Teodoro Villareal William Villareal Darío
Villarreal Miguel Villegas Mileika Villoldo Julien Vilpoix Ben Vincent Erika Virgili Danilo Visto Jacinta Vitale D’Amico Horawala Vithana Tony Vitiello Celso Vito Victor Vizzuett Richard Vliegenthart Johannes
Vliet Jayden Vlotman Stephanie Vogt Julio Volpez Bram Vorster Dan Vultureanu Joao Vumbi Samwel Wachiori Mark Waddell Matt Wagner Patrick Wagner Pubudu Wahalawathe Than Wai Gabriel Wainaina
Abdul Wajid Kairen Wales Draou Walid Andrew Walker George Walker George D. Walker Karen Walker Kenneth Walker Pauline Walker Tatiana Walkoff Brendan Walkom Ritchie Wallace Michael Walloch
Martin Walsh Paul Walsh Carol Walters Peter Walton Gabriel Wamalwa Jackson Wambugu John Wamimbi Kilasha Wamisa Tom Wamono David Wanderi Wilfred Wanja Charles Wanjuki Chanaka
Wanniarachchige David Wanyoike Catherine Waring Pieter Warmerdam Kevin Warne David Warneke Danny Warnock Alejandro Warrand Jacqueline Warren Rob Warren Nicola Washington Bernard
Wasike Daniel Wasike Kennedy Wasike Teresia Watiri Bruce Watson Iain Watson Matthew Watson Beverly Watts Iain Watts Philip Watts Torris Watts Stuart Waugh Joram Waweru Patricia Waweru
Nathan Weatherley Lyle Weatherson Don Webb Keith Webb Robert Webster Neil Weedon Marnix Weegenaar Ye Wei Pam Weik Melanie Weinmann Alison Weisz Lawrence Wekesa Fred Welch Claude
Welfert Robert Wells Darren Welsh Gordon Welsh Brian Weltyk Lydia Wenjing Metro Werezak Andreas Werschnik Bitla Wesley Nico Wesselingh Mike Westra Rodgers Wetindi Donna Whalen Travis Whaley Graeme
Wheatley Anthony Wheaton Darin Wheeless Paul Whelchel Cameron White David White Kurt White Robert White William Whiteford Greg Whiteside Robert Whitney George Whyte Alexander Wibaut
Harankahawatta Wickramarathna Sarath Wickremage Steve Wicks Tracey Widnell Michelle Wiedenhoffer Nick Wiederhold Ed Wiemer Lynne Wightman Athukoralage Wijesekara Nishantha Wijesekara Bert
Wijkhuizen Junior Wilkerson Paul Wilkes John-Paul Wilkinson Tracy Wilkinson Raymond Wilkinson Alan Wilks Jo Willaerts Jacqueline Willems John Willerton Anthony Williams Chad Williams Craig Williams
Cynthia Williams Lionel Williams Martin Williams Patrick Williams Ryan Williams Glenn Williams Sean Williamson James Williford Michael Willis Chris Wills Sharron Wills Ruiz Willy Andrew Wilson
Barry Wilson David Wilson Gary Wilson Leanne Wilson Molina Wilson Robert Wilson Ryan Wilson Taylor Wilson Gary Windsor Claude Winston Michael Winters Todd Wiseman Hans Withagen Peter Withers
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