REPORT
2013
AGGREKO PLC ANNUAL REPORT AND ACCOUNTS 2013
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aggreko is people
Contributors towards our success in 2013 were: A.J. Delage Aalidus Hendriks Aaron Cook Aaron Hipps Aaron Naish Aaron Selzer Abadi Samosir Abdel Rawof Ali Abdelmajid Zemrani Abdelmalek Oussidhoum Abdiel
Salmeron Abdoul Al-Moustapha Abdoulaye Diallo Abdoulaye Sarr Abdul Juned Abdul Mohamed Abdul Wajid Abdul Shukoor Kaipally Muhammadali Abel Alvarez Boutto Abel Aviles Abel Dima Abhijit Pujari AbidAli Zaidi
Abigael Kiarie Abigael Navarette Abigail Mapara Abrahan Bermudez Abrahao Oliveira Abu Nasir Abubaker Mpungu Achim Seelbach Achudhanandan R. Ad De Roij Ad Van Aken Adaiana Rodrigues Adailton Pereira
Adalberto Maures Adalberto Rodriguez Medina Adalgisa Grano Adam Bush Adam Dickinson Adam Hentschel Adam Lee Adam Lopez Adam Lynch Adam McLeod Adam Moran Adam Pharr Adam Robinson Adan Toledo Cortes
Addie Verhoeve Adeel Khan Adelson Maia Adenilson Reis Aderfi Lyangalile Aderito Mondjane Adi Purnomo Adil Zaman Adilson Azevedo Adilson Cruz Adilson Silva Adjé Amelan Elisabeth Edith Adolen Silva Adolfo Sanchez Paez
Adriaan Jansen Van Vuuren Adrian Arthur Adrian Derry Adrian Devez Adrian Everett Adrian Galvan Adrian Gomez Adrian Gonzalez Adrian Hayman Adrian Henry Adrian Jarratt Adrian Kayser Adrian Merete Adrian Velasco
Adrian Wu Adriana Acero Adriana Almeida Adriana Almeida Adriana Da Silva Adriane Trisciuzzi Adriano Almeida Adriano Dias Adriano Ferreira Adriano Oliveira Adril Novinal Agnelo Pereira Agnieszka Pietrzak - Roszak
Agustin Aguirre Agustin Arbona Agustin Garnier Agustin Navone Lier Ahmad Issa Ahmed Ameen Ahmed Ibrahim Ahmed Fawad Saeedi Ahmet Cimsit Aholia Aimé Simplice Aidan Davidson Aike Valle Aileen Jones Ailsa Davidson
Aimar Olivero Chacon Airson Valera Aissa Aridj AJ Broussard Ajay Kumar Ajay Mishra Ajit Khanuja Ajith Kuttikkad Akeel Aziz Akeel Mogal Akibu Dauda Akinola Akinboboye Al Vacatoledo Aladin Dela Cruz Alain de la
Hoz Laguna Alain Mebiame Alan Alesi Alan Bortolini Alan Burns Alan Cruz Tavares Alan Francisco Alan Frizzell Alan Gibbons Alan Gimenez Alan Gosling Alan Hamilton Alan Huddart Alan Hutchison Alan Inglis Alan
Loudon Alan McClure Alan McDonald Alan Reid Alan Shumpert Alan Smith Alan Stewart Alan Sweeney Alan Thomas Alan Wilks Alan Yuncovjar Alan R. Inglis Alasdair Murray Alassane Ouattara Alastair Gillespie Alastair
Law Albert Akou Albert Alipio Albert Marsman Albert Mungai Albert Purba Albert Roda Albert Soistman Albert Vanderhoff Alberth Faria Albertina Gomes Alberto Albertoli Alberto Castro Alberto Dayawon Alberto Matyasi Alberto
Munguambe Alberto Ribeiro Albertus Shitatu Alcid Oliver Nahos Alcides Maya Mercado Alcimar Diniz Alcimar Santos Aldimas Pinto Aldo Araujo Rojas Aldrina Imbault Alejandro Aguirre Alejandro Alfonzo Alejandro Araque
Valderrama Alejandro Barbisan Alejandro Bernat Alejandro Bilche Alejandro Capponi Alejandro Correa Cereceda Alejandro de Mendoza Tovar Alejandro Lopez Alejandro Passamonti Alejandro Riquelme Andrade Alejandro
Saponare Alejandro Soria Alejandro Torres Quintana Alejandro Velazquez Alejandro Warrand Alejandro Lee Trevor Castro Alessandra Ramos Alessandro Melone Alessandro Pereira Alessia Fraquelli Alettia Munox
Alex Benavides Alex Benfica Alex Bragg Alex Carneiro Alex Correa Alex Cortes Fuentes Alex Davis-Hahn Alex Finnie Alex Gomes Alex Hardie Alex Lems Alex Macrae Alex McIntosh Alex Parco Navarro Alex Smith Alexander
Cartujano Alexander Chikota Alexander Larionov Alexander Maltsev Alexander Medina Muñoz Alexander Oelofse Alexander Papa Alexander Pedrozo Roa Alexander Phillips Alexandra Lambrecht Alexandra Van Gestel
Alexandre Da Silva Alexandre Hoffmann Alexandre Marchand Alexandre Miranda Alexandre Oliveira Alexandre Silva Alexandro Nascimento Alexandro Santos Alexey Korotysh Alexey Opochanov Alexey Parshin Alexey
Shestakov Alexey Vlasenkov Alexey Zherebtsov Alexis Nsengumukiza Alexis Karen Adolfo Alf Scambler Alfonso Casador Alfonso Vidal Alfred Odutu Alfred Zacarias Ngo Alfredo Arata Anda Alfredo Licastro Alfredo Molina Alfredo
Sinoben Alfredo Souza Rei Alham Rohmadi Ali Iftikhar Ali Mohammed Alice Fernandes Alice Giunta Alice Swanton Alice May Berthelsen Alicia Cardoza Alicia Monter Jimenez Alina Hillebrand Aline Alves Aline Martins Aline
Matheus Alison Sweeney Alison Weisz Alisson Cunha Alistair McLaren Alistair Morison Alistair Shields Alistaire D’Souza Alister Scott Alix Eldridge Alixander Canabo Allan Fairbairn Allan Fraser Allan Giron Allan Kerr Allan
Londres Allan MacPherson Allan McIlwraith Allan Mehrtens Allan Melvin Allan Methven Allan Morrison Allan Pacaldo Allan Rankin Allan Shiro Allison Ball Allison Rice Allou Ange Landry Alphonse Kwitonda Altaf
Raad Alvin Cubcubin Alvin Lumacang Alvin Pacomios Alvin Valerio Alwin Fernandes Aly Ahmed Alyssa Mccourt Alywin Soares Amanda Benz Amanda Dos Santos Amanda Montezano Amanda Smith Amangi Senadhipathi
Amar Aoualli Amar Hassan Amber Lilie Amelia Paramita Amer Abdullah Ameyrah Sityar Amicone Arean Arean Amicone Amilcar Magaia Amilton Barbosa Amir Machmud Amit Aggarwal Amit Dixit Amit Kumar Amjad
Kadhim Ammar Fahmi Ammar Naeem Ammar Thiab Amos Khoza Amos Pulcher Amrithpal Singh Amy Broussard Amy Price Amy Sharin Amy Stenhouse Amy Stine Ana Alves Ana Amicarella Ana Bruno Ana Carvalho Ana Cedeno
Ana Costa Ana Delvalle Ana Gomes Ana Nascimento Ana Silva Anastacia Leochico Anatolio Araque Alarcon Anatoly Belov Anders Aandahl Anders Bo-Erik Eklund Anderson Araujo Anderson Monterroza Ortega Anderson
Morais Anderson Pereira Anderson Rodrigues Anderson Soares Anderson Souza Anderson Teixeira Andra Darmidjas Andras Mesics Mukics Andre Amador Andre Bezerra Andre Cardeira Andre Da Silva Andre Fernandes
Andre Friaca Rodrigues Andre Langa Andre Lima Andre Maia Andre Morais Andre Oliveira Andre Oliveira Santos Andre Schneider Andre Zandamela Andre Zech Andrea Boyce Andrea Grossi Andrea Mendonca Andrea Pendino
Andrea Pini Andrea Ruffino Andrea Sambucetti Andreadomenico Fumarola Andreas Adamus Andreas Dueger Andreas Essmann Andreas Lousberg Andreas Miersch Andreas Werschnik Andrej Bel Andres Borges Andres Corredor
Castro Andres Garafulich Rojas Andres Plaza Andres Ramirez Andres Ramirez Diaz Andres Rodriguez Andres Salinas Andres Vera Arcos Andrew Boyd Andrew Burgess Andrew Connell Andrew Cooke Andrew DeVilbiss
Andrew DeWoronin Andrew Doherty Andrew Dunsmure Andrew Flannigan Andrew French Andrew Hayes Andrew Hempstead Andrew Hunter Andrew Inglis Andrew Johnson Andrew Jones Andrew Kay Andrew
Kayombo Andrew Lachaussee Andrew Lavin Andrew Malcolm Andrew McGillivray Andrew Nicholas Andrew Norrie Andrew O’Brien Andrew Ombima Andrew Robertson Andrew Rodriguez Andrew Shaw Andrew Skelding
Andrew Taylor Andrew Van Eck Andrew Walker Andrew Wilson Andrew Wormald Andrew Wotton Andrey Suglob Andreza Gurgel Andri Farias Rosales Andri Wardhana Andries Van Dongen Andy Bowles Andy Butler Andy
Campbell Andy Invergo Andy Smith Andy Toll Ange Kamin Ange Mberumuhire Angel Gomez Angel Medina Angel Roa Montero Angel Rodriiguez Angel Solarte Sulbaran Angel Valdespino Angela Crockert Angela Cull
Angela Daigle Angela Lauchlan Angela Lesh Angela Manning Angela Maree Angela Pineda Grisales Angela Santos Angela Simpson Angela Thain Angela Trail Angela Vernon Angeles Bautista Cuchillo Angelika Mechir
Angelique Maloisel Angelo Mundai Angelo Panganiban Angie Chauvin Angui Kouakou Fabrice Angus Cockburn Ani Abraham Anil Arora Anil Athikkal Anil Devasia Anilkumar Bhat Anisa Harris Anish Cherian Anish Abraham
Anita Johansen Sellaeg Anliyou Koné Ann Austin Ann Coss Ann Crerar Anna Demochkina Anna Evstifeeva Anna Szerszen Anne Loustalet Anne Salaun Annemieke Jonker Annette McPhie Annika George Annu
Allencherry Anocha Wongswangpanich Anselme Mulinda Anthony Betancourt Cabrera Anthony Boyle Anthony Cadden Anthony DeSilva Anthony Herriot Anthony Kairu Anthony Moore Anthony Mwai Anthony Navarro
Anthony Ndiacha Anthony Rouaux Anthony Sandoval Anthony Sarsale Anthony Smith Anthony Wheaton Anthony Williams Anto Kumar Anton Ponyakov Anton Ritanto Antonetta Christina Dias Antonio Alamo Antonio Aldea
Antonio Alexandre Antonio Beleganio Antonio Casis Antonio DeSouza Antonio Fernandes Antonio Fonseca Antonio Janela Antonio Javier Baldomero Antonio Lopez Cortez Antonio Luiz Filho Antonio Martins Antonio Massingue
Antonio Nascimento Antonio Negreira Antonio Neves Antonio Nicoalu Antonio Oliveira Antonio Pozo Antonio Rodriguez Antonio Silva Antonio Silva Filho Antonio Souza Antonio Ziccardi Antony Clement Antony Quinas Anup
Shah Anupama Ravindran Anura Dewage Arceli Aguinaldo Archie Florendo Arcot Ranganathan Arden Cardones Ardian Mahendra Ardianto - Ardjan Stam Argenis Martina Argenis Garcia Sira Argenis Lara Blanco Arie
Groenewegen Ariel Cepeda Ariel Cordovez Ariel Martinez Ariel Ramiro Arlen Viña Silva Arlene Olivier Arlindo Cumbe Arlindo Monjane Arlone Manalad Armando Campos Arnaldo Mancebo Arnaud Justome Arnel Guardacasa
Arnel Lao Arnel Oliveros Arnold Bretman Arnold Genota Arnold Wanakeya Arpana Singh Artemio Nismal Artemy Levintas Arthur Alcarez Arthur Pereira Artur Correia Arturo Sanchez Gomez Asanka De Silva Asha Maben
Ashley Meicholas-Beckles Ashwin Kumar Ashwin Kumar Assa Msambe Asterios Satrazemis Atanasio Mulhovo Athula Ambagahaarawa Atilla Cimsit Atul Dhande Atul Swamy Aude Postel Audrey Gray Augustine Duru
Augusto Castro Augusto Mendez Augusto Jr. Rivera Aurelie Briand Aurelie Daronnat Aurelio Retaga Aureo Toledo Austin Fundling Avilio Camacho Hernandez Avril McWilliams Ayatulla Shaik Ayslu Vildanova Azeem Shaffiullah
Azhagu Muthu Mariappan Azmar . Ba Samba Baboo Khan Babu Kuruvayil Babu Ramadoss Baiju Joseph Baiju Krishnan Bailey Jolet Bako Souleymane Bakthanathan Periyapayyan Bala Kathirgamathamby Balakaruppasamy
Subramanian Balakrishnan Thacharambath Baldemar Guerrero Baleshwar Singh Bambang Purnomo Bandula Hettiarachchige Barbara Denisi Barbara Evans Barbara Havlik Barbara Henry Barbara Maccagnini
Roson Barbara Rodrigues Barney Smith Barry Bugden Barry Finter Barry Fitzsimmons Barry Gautreau Barry Lucken Barry Stothard Bart Aertgeerts Basharat Ahmad Basilio Fogaca Baskaran Kaliaperumal Beatriz Fuentes Fontalvo
Beau Peckham Bedia Kadio Behroz Bahrami Belinda Encarnacion Belinda Phillips Belinda Worton Ben Himel Ben Johnson Ben Lafford Ben McCulloch Ben Osborne Ben Sutt Ben van Vrouwerf Ben Vincent Benjamin Belo
Benjamin Jones Benjamin Munyao Bennett Bullock Benny Lourdes Borges Vaz Benoit Marliac Benson Sim Bentley Herrington Bento Muchabji Bernadete Gomes Bernanrd Chibole Bernard Brou Bernard Nunez Bernard Odira
Bernardino Lima Bernardino Sababan Bernardo Chichava Bernardo Gliane Berry Verberne Bert Grimes Bert Van Klinken Bert Wijkhuizen Bertho Guezo Betanias Mbebe Bettina Knudsen Betul Onal Beverly Watts Bharat Chauhan
Bheem Singh Bianca Misch Bienvinido Marasigan Big Rob Warren Bignon Damada Bijon Sinha Bikramjit Singh Bill Ayers Bill Carrick Bill Cook Bill Dyball Bill McPate Bill Milligan Bill Rogers Bill Smith Bill Telfer Billy Antony
Billy Boudreaux Billy Childers Billy Durie Billy James Billy Trahan Binesh Parambath Bino Sebastian Bjoern Wenzel Blaine Modrall Blake Gazaway Bo Davis Bob Craig Bob Ferrante Jr. Bob Foret Bob James Bob Louis
Bob Malecki Bob McDowell Bob McGregor Bobby Belasa Bobby Oliver Boben Mathew Bocar Laurent Sy Bon Errold Chan Boon Kiam Kuah Boon Siong Wee Boris Reys Boubacar Diop Brad Bentley Brad Gard Bradley Richardson
Bradley Rindfleisch Bradley Snow Bram Vorster Brandon Bahlawan Brandon Clouston Brandon Johnson Brandon Lorenz Brandon Taylor Brano Kollar Brant Latiolais Braoua Kouadio Breck Breaux Bree Fraser Brena Leite Dias
Brenda Ang Brendan Bailey Brendan Ryan Brendan Toon Brendan Walsh Brennan Dirrim Brent Begnaud Brent Craven Brent Fusilier Brent Ivie Brent Powell Brent Robinson Brentley Harrison Brett Casey Brett Davis Brett Raggio
Brett Stewart Breyner Rivas Brian Connolly Brian Fahnestock Brian Gillan Brian Golembiewski Brian Hainey Brian Jorgenson Brian Kennedy Brian Kingston Brian Migues Brian Reyes Bustamante Brian Seabolt Brian Seaye
Brian van Niekerk Brian Weltyk Brian Thomas Davies Brice Romero Bridget Moore Bridgette Nabors Brinwyn Bonifaz Medina Brittany Baird Brock Beck Brook Burch Brooke Doucet Bruce Cain Bruce Jones Bruce Marks Bruce
Murphy Bruce Pool Bruce Watson Bruno Alves Gomes Bruno Bres Bruno Gomes Bruno Lemos Bruno Monterroza Ortega Bruno Paris Bruno Queiroz Bruno Santos Bruno Sodre Bruno Spoljar Bryan Armentor Bryan Crawford Bryan
Markland Bryan Walker Bryant Bickerstaff Bryce Black Buddika Mudalige Burak Yucel Burns Mollette Jr. Butch Cyr Byron Burckhard Bytchy Argabio Caesar Osano Caio Siqueira Caleb Ward Callum Macleod Calvin Pang Calvin
Ryan Camila Campos Camila Miranda Camila Tormena Camilo Salcedo Villa Candice Perumal Carel Van Der Westhuizen Carey Leach Carin Aguiar Carina Peyrani Carine Depraetere Carl Sarelius Carl Joseph Ceniza Carla McCoy
Carlito Perez Carlito Jr. Manalo Carlo Cabas Carlos Arosemena Carlos Ballesteros Carlos Barra Gonzales Carlos Caceres Abarzua Carlos Cano Carlos Chacon Villareal Carlos Contreras Arabia Carlos D’Jesus Silva Carlos Danderfer
Carlos De Aquino Carlos Fumo Carlos Jimenez Carlos Konortoff Carlos Leblanc Carlos Lopez Carlos Mahumane Carlos Mallo Carlos Mancini Carlos Marcolino Carlos Martinez Molina Carlos Mass Carlos Montero Carlos Montilla
Vivas Carlos Moura Carlos Muianga Carlos Pastuch Carlos Peñuela Carlos Pinto Carlos Puerto Quintero Carlos Regue Carlos Rengifo Isla Carlos Rodriguez Paez Carlos Saavedra Carlos Saldana Carlos Santos Carlos Santos Teixeira
Carlos Silverio Carlos Soares Carlos Souza Carlos Torres Carlos Vieira Carlos Villamizar Costero Carlos Wilvers Carlos Vargas Ruiz Carmen Puentes Lopez Carmen Salas Borrero Carole Cran Carole Ann McFarlane Carolina Aguillon
Hernandez Carolina Alves Carolina Gonzalez Pulido Carolina Parravicini Inostroza Caroline Elder Caroline Van Lier Carolyn Dobie Carter Catanjal Casimir Soh Cassio Procopio Catharine Argento Catherine Loughlin Catherine
Medel Arancibia Catherine Pryde Catherine Joy Catanjal Cathy Granger Cathy Waring Catriona Gillespie Catur Indarto Cecilia Ipharaguerre Cecilia Miguel Cecilio Escalante Celestin Nizeyimana Celestine Okoh Celestino
Nhampossa Celika Pinero Echeveste Celine Ebo Celine Rhaimbault Celso Vito Cesar Banos Gordillo Cesar Eugenio Cabrera Cesar Fernandez Cesar Gallardo Cesar Garrido Acuna Cesar Jimenez Avila Cesar Machado Cesar Maria
Cesar Moraes Cesar Rodriguez Cesare Maccarelli Chad Alder Chad Breaux Chad Stringfellow Chad Williams Chaminda Arachchige Chaminda Ganege Chaminda Yapa Chanaka Wanniarachchige Chance Watson Chandana
Kankanamge Chandrakant Kulkarni Chandrakanth Mulky Changchun Tang Chantelle Sanders Chaparro Chaparro Char Havelka Charanpreet Singh Charis Cuypers Charissa Podesta Charles Cheruiyot Charles Godwin
Charles McCurley Charles McKenzie Charles Ngugi Charles Oliver Charles Wanjuki Charley Royce Charlie Berkhous Charlie Crowsley Charlie Pidcock Charlie Stuart Charlie Taylor Charlo Icalla Charlotte Hockaday Charly
Wittgenstein Charuvukalayil Bensy Chase McDonald Cheikh Diop Cheikh Kasse Chellan Kumar Chelsea LeBlanc Chelsie Jernigan Cherie Neely Cherri Minaeri Cherry Villanueva Cheryl McMahon Cheryl Page Chicovete Magagule
Chidiebere Onyenanu Chip Holloway Chito Rodriguez Chris Barth Chris Basham Chris Bonikowski Chris Brewer Chris Brown Chris Clark Chris Colletti Chris Connolly Chris Garrett Chris Green Chris Hart Chris Harvey Chris Linnen
Chris Martin Chris McAlindon Chris Mund Chris Rason Chris Reynolds Chris Richnow Chris Saldana Chris Saxton Chris Shrive Chris Smith Chris Wills Christelle Erbs Christelle Valentin Christian Acero Christian Cardenas
Bavestrello Christian Prasetyo Christian Samways Christian Steinhoff Christian Urena-Salgado Christie Dilbeck Christina Bell Christina Matarazzo Christine Bedad Christine Erskine Christine Flandes Christine Okinyi Christine
Sumague Christine Tomich Christophe Andre Christophe Chihaoui Christophe Dacunha Christophe Ducros Christophe Jacquin Christophe Peeters Christophe Perruchon Christopher Abella Christopher Black Christopher
Brooks Christopher Brown Christopher Bythell Christopher Chale Christopher Connell Christopher Cooke Christopher Davison Christopher Hewitt Christopher Keane Christopher Keiller Christopher Kenney Christopher Leane
Christopher Malone Christopher Ramirez Christopher Regondon Christopher Scott Christopher Seth Christopher Sinclair Christopher Smart Christopher St Pierre Christopher Taylor Christopher Wishart Christopher Taylor
Christopher Mark Roberts Christrian Maestroni Chuyan Su Cilene Beltrame Cindy Lasseigne Cindy Newhouse Cinthya Jeanine Cintia Campos Cinzia Genre Claire Canter Claire Cuxton Claire Davis Claire Donohoe Claire
Richard Clara Li Clarisse Silva Clariza Villanueva Claude Demarly Claude Manirakiza Claude Welfert Claude Winston Claudia Dantas Claudia Heuser Claudia Pelkmans Claudinei Souza Claudio Conte Claudio Gauna
Claudio Gil Claudio Jimenez Barra Claudio Novillo Lopez Claudio Paez Claudio Silva Ferreira Claudio Souza Claudius Schueer Clay Parrish Clayton Hodges Clayton Lima Rocha Cleber Encarnacao Cleiton Silva Clement Oh
Clemente Moreno Frias Cliff Germann Clifford Neba Clifford Ross Clint Cormier Clinton Wyngard Cliphan Harvie Clovis Medeiros Clovis Medeiros Neto Clyde Grantham Co Verhoeven Cody Harris Cody Mrazek Colin Brooks
Colin Cave Colin Main Colin McDonald Colin Sewell Colin Sutherland Colin Page Colm Burke Colter Thibodeaux Cong Gao Conor Dooley Conraad Purchase Constatine Okello Cooter Lunday Corey Bragdon Corey Hopkins
Cornelio Lanoy Corrado Castelli Coulibaly Medjoua Vassindou Coulibaly Nibé Tiémoko Coulibaly Yéralanwo Courtney Brown Craig Allen Craig Baker Craig Barrett Craig Bowen Craig Denny Craig Fleming Craig Hastings Craig
Higgins Craig Kennedy Craig Lamb Craig Mckay Craig McKechnie Craig Mercer Craig Morel Craig Owens Craig Palmature Craig Rich Craig Ross Craig Williams Craig McGlinn Craig Stirling Cresencio Mar Crisanto Manicad
Cristhian Vallejo Rivero Cristian Beltran Cristian Benites Chavez Cristian Castillo Cristian Fabiano Alves Cristian Garcia Cristian Gomez Cristian Munoz Cristian Olave Medina Cristian Sanchez Cristian Spazio Cristian Vera Cristian
Zambrano Belandria Cristiane Araujo Cesar Cristiane Silva Cristiano Carniato Cristiano Leoni Cristiano Monteiro Cristiano Nascimento Cristina Crisafi Cristina Ruz Gonzalez Cristopher Dias Crystal Byler Crystal Dugas Curtis Barcklay
Cyndy Sullivan Cynthia Albert Cynthia Sauseda Cynthia Williams Cyra Baldivia Cyril Kekanadura Vithana Arachchige Cyril Merrier D.P. Rabalais Dafines Lima Sa Dagan Baroco Daiana Gurgel Dajanand Baboelall Dake
Unruh Dakota Hokit Dale Ainsworth Dale Nunes Dale Plummer Dale Smith Dalton Champion Damian Halpe Damian Hernandez Martinez Damian Kitayama Damian Rodriguez Damian Wilkinson Damiao Melo Damien Broughton
Damien Cherene Damien England Damon McGillivray Dan Lewis Dan Muehlemann Dan Watson Dana Alexander Dana Burns Dana Darla Dane Velthuis Daniel Abela Daniel Adorno Daniel Ainslie Daniel Barbero Daniel Campbell
Daniel Cazarez Rodriguez Daniel Cazorla Cabrices Daniel Clarke Daniel Cortes Morgado Daniel Costero Ramon Daniel Crossan Daniel Da Silva Daniel Dellamea Daniel Echegoyen Arabi Daniel Edwards Daniel Ernande Daniel
Felix Daniel Fisher Daniel Foong Daniel Gonzalez Daniel Gouveia Daniel Hollinshead Daniel Ibbetson Daniel Le Roux Daniel Lopez Daniel Lopez Daniel Loyola del Aguila Daniel Macharia Daniel Moldoveanu Daniel Oliveira
Daniel Pardon Daniel Parras Daniel Pequeno Daniel Quaresma Daniel Richardson Daniel Rodriguez Daniel Savage Daniel Velasquez Canete Daniel Wasikie Daniel Coles Daniel Thomas Cooper Daniela Auth Daniela Borquez
Borquez Daniela Lugo Crespo Daniela Mathis Daniela Pasini Daniela Spieker Daniella Escobar Rodriguez Danielle Carvalho Danielle Costa Danielle Faircloth Danielle Godwin Danielle O’Brien Danielle Walkinsha
Danilo Cuebillas Danilo Ednilan Danilo Lopes Danilo Mendoza Danilo Paquibot Danilo Sousa Danilo Sumbang Danilo Torres Danilo Visto Danken Kibona Danny Creason Danny Ismale Danny Levy Danny Warnock
Dante Navarro Dante Vallejos Danys Chavez Daouda Coly Dardo Ceberio Dardo Fernandez Darin Wheeless Dario Gomez Dario Mindo Dario Ochoa Dario Sala Dario Serrano Dario Villareal Dariusz Stepniak Darline Doxey
Darling Ordoñez Rincon Darrell Bull Darrell Cardin Darrell Rivers Darren Choplin Darren Duthart Darren Ford Darren Galley Darren Gideon Darren Graham Darren Scott Darren Tipping Darren Whelan Darryl Niehaus Darwansyah
Darwansyah Darwin Fonseca Araujo Darwin Romanillos Daryl Arrowood Daryl Benz Daryl Enget Daryl Knowler Daryl Pool Dasan Kunumal Dass Puveneswaran Dave Ducote Dave Franks Dave Medina Dave Poynter Dave Rivers
Dave Schexnayder David Andrews David Au David Bouchner David Camm David Campos Contreras David Carson David Carstairs David Clarke David Cochran David Crowder David Crowe David Da Silva David De Behr
David Dickert David Dowd David Eschle David Evans David Garza Hernandez David Gilmour David Grant David Gunn David Hamilton David Hanley David Holzberg David Jacobs David Jimenez Barragan David Johnson
II David Kahiga David Kaweesi David Knox David Kyles David LiSik David Lopez David Lydford David Mawejje David McDonald David McGonigle David McIntyre David McLeish David Mello David Merida Brito David Mungai
David Murphy David Novak David Nzomo David Oropeza Jimenez David Plata Fuentes David Poole David Prince David Proctor David Richards David Rogers David Rowe David Russo David Scrimgeour David Shaw David
Spence David Spotts David Steel David Stephany David Stephens David Taylor David Taylor-Smith David Thompson David Van Acoleyen David Wanyoike David Warneke David White David Wilson David Woolnough David
Wynn David Chute David Tuttleby David Rees Davide Gastaldon Davilmar Farias Davy Theuwissen Dawid Nowak Dawin Sutton Dawn Boudreaux Dawn Meyer Dayana Zerpa Peña Dayasiri Acharige Dayna Lavergne
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 167 for more details.
Dayvison Quaresma Dean Dingman Dean Moffat Dean Moore Deb Appelt Debajit Das Debarry Payot Debbie Mayes Debbie Teschner Debora Andrade Moreira Deborah Davis Deborah Van Efferen Decio Cunha Decio
Viana Declan Mannion Dedy Kusuma Dee - Vona Quadros Deepak Gopi Deibys Vega Molina Delio Mawac Dellee Bradbrooke Denis Ariku Denis Burtin Denis Moureu Denis Solovev Denise Devillier Denise Honorio
Denise Kelly Dennis Amanya Dennis Benson Dennis Cabanillas Dennis Castro Lopez Dennis Cooper Dennis Domagas Dennis Efukho Dennis Haller Dennis Richards Denny Viator Deolito Jr. Millagracia Deon Coetzee Deon Fourie
Derek Christensen Derek Collie Derek Foster Derek Fung Derek Godber Derek Neilson Derrick Cruz-Rodz Derson Ordillano Derwin Olivier Des Nieuwenhuizen Desiree Rebert Desman Sihombing Desmond MacDonell
Dessai Dattaram Devarajan Kaimuriyan Devendran Shanmugam Devin Murphy Dewi Intan Dheeraj Lachman Diana Correa Garnica Diana D’Souza Diana Gomes Diane Citrano Diane Gribi Diane Johnston Diane
Sanchez Dianne Prejean Didier Pereira Diego Alves Diego Andrade Diego Armignago Diego Carpio Diego Dorssi Diego Fedele Diego Francisco Diego Monzon Pinat Diego Rufin Diego Viana Diego Zelaya Dilan St.Luce Dilip Gathani
Dilli Sathya Parthasarathy Dillon Davidson Dilson Costero Angarita Dilson Silva Junior Dinesan Kurup Dinesh Arachchige Diogenes Carpio Campos Diogenes Paoli Neto Diogo Rocha Diomedes Magayon Dionisio Oliveira
Diosdado Jr. Samino Divya Pal Dixitkumar Patel Djué Kouassi Raoul Dmitry Kositsyn Dmitry Sergeev Dmitry Solovev Dodie Champagne Dodomas Ntege Domingo Latorraca Domingos Cuambe Dominic Bosire Dominic McDonald
Dominique de Bourgues Dominique Morard Dominique Rachez Don Kashuba Don Wilkes Donal Russell Donald Anderson Donald Cook Donald Gray Donald McClymont Donald O’Mara Donald Sinclair Donald
Thomson Donald John Lewis Donald Lee Kennedy Donell Stubbs Donna Duran Donna Latiolais Donna McKell Donna O’Riely Donna Whalen Donnie Cuebillas Donny Jaspe Gamarra Donovan Driscoll Doris Konche Dorothee
Charbonnier Dorothy Rockwell Doug Cheatham Dougie Brown Douglas Cudd Douglas Dsouza Douglas Graham Douglas Muiruri Douglas Salinas Guillen Douglas Sanches Douglas Santos Drake Leblanc Drew Cochrane
Duduzile Nkosi Duke Barras Duncan Hall Duncan Moir Duncan Songa Durfay Alfonso Castiblanco Dushan Senanayake Dustin Bird Dusty DuBois Dusty Uhler Dwayne Poirier Dylan Reen Ed Coli Ed Wiemer Eddie McVey
Eddie Sosa Eddy Curkovic Eddy-Cyriac Alloufou Eden Souza Edgar Lazcano Talia Edgar Malerva Edgardo Abuslaiman Edgardo Coronel Edgardo Coz Edgardo Gomez Edil Pamplona Edilson Lima Edinaldo Sousa Edinaura Benicio
Edio Oliveira Edivaldo Souza Edmilton Dalapola Edmundo Nieva Edna Manao Ednael Silva Ednaldo Junior Edouard Lannoy Edson Alves Edson Amaral Edson Faustino Edson Jesus Junior Edson Joao Edson Junior Edson Mucauque
Edson Nhantumbo Edson Pinheiro Edson Rodrigues Eduardo Castro Eduardo Cisneros Roman Eduardo Fernandez Eduardo Ferreira Eduardo Giglio Bento Eduardo Martinez Eduardo Moreyra Eduardo Neves Eduardo Novello
Eduardo Ortellado Eduardo Pitty Sanchez Eduardo Rodriguez Eduardo Santibanez Eduardo Yamamoto Monrroy Eduardo Jr. Capulso Edward Aranha Edward Gould Edward Grady Edward Hickman Edward McKell Edward
Mitchell Edward Oluigbo Edward Paton Edward Rae Edward Ray Edwin Caceres-Gomez Edwin De Klerk Edwin Herrera Ortiz Edwin Laynesa Edwin Nale Edwin Ramirez Edwin Van Opijnen Eeyore Young Efrain Osuna
Lema Efren Encarnacion Efren Ramirez Ramirez Egberto Mojica Ehsan Battor Ekaterina Gurakhtina Elaine Crockett Elaine Moraes Elaine Ong Elaine Paz Elaine Ross Elaine Wong Elamplavil Janardhanan Eleazar Adones Cerda
Elen Bordotti Elena Berto Elena Pena Elena Suschenko Elene Loo Eleno Jr. Mawac Elfasse Zitha Eliana Tortela Elias Aguilar Elias Chapungo Elias Ventocilla Estrella Elias Jr. Bernabe Elie Hatry Elie Tchoupo Elijah McComb Elijah Mwaura
Elirjan Sales Elis Lobo Lobo Elizabeth Dailey Elizabeth Hernandez Gallardo Elizabeth Pegg Elizabeth Betty Nauma Elizangela Santana Elizeu Prata Elizeu Silveira Junior Elkanah Simmons Elker Reyna Pina Elloye Franck Elly Ojula
Elmer Mago Elmer Munoz Villar Elmira Karami Elmo Gallenero Eloy Uzcatégui Perez Elpidio Victor Elson Rwigi Kaswarra Elton Costa Elton Guerreiro Elvin Maliwat Elvio Braun Elvis Reis Elvys Linares Briceño Elwin Nixon Elys Zerpa
Lagos Emad Al Shawi Emanoel Veloso Emanuel De Miranda Emanuel Freire Monteiro Emel Pagliawan Emerson Cuco Emerson Parra Briceño Emigenio Ramirez Marin Emil Tandian Emile Martins Emile Perret Emile Schrijnemakers
Emiliano Pelegri Emilio Canete Emilio Mondares Emilio Paez Paez Emily Porter Emma Cottrell Emma Muller Emma Rowlands Emma Stanton Emma Stewart Emmanuel Adan Emmanuel Grijaldo Emmanuel Kinyana Emmanuel
Mbulle Enongene Emmanuel Minso Emmanuel Netto Emmanuel Shali Emrah Karakurt Eng Chuan Ang Engelbert Manguele Enric Olivera Enzo Josefides Epiphane Ogou Eragbai Ojeaburu Eraldo Correa Neto Eraldo Lima Erhan
Oren Eri Saputro Eric Bailin Eric Bateman Eric Bloomer Eric Brogan Eric Colon Eric Jaramillo Eric Leboeuf Eric Lucena Eric Marietta Eric Morris Eric Orante Eric Overdijkink Eric Prentice Eric Rijnders Eric Sabatier Eric Wenzel Erick
Garnica Erick Keicher Erick Musasia Erickson Cachero Ericson Anyayahan Erielson Cardoso Azevedo Erik Anderson Erik Olvera Marquez Erik Vermaat Erika Lee Erika Vink Erika Virgili Erivaldo Dos Santos Erma Oliver Ernandes
Silva Ernel Franco Leon Ernesto Abad Ernesto Eiras Ernesto Hajnal Ernesto Heppner Ernesto Jara Nunez Ernesto Neves Ernie Carlin Ernie Iden Perlas Erold Ibanez Errol Thomas Ersin Sert Erwin Balbacal Erwin Garcia Erwin
Landeghem Erwin Rotil Essart Songalia Estanislao Carrion Camones Estanys Carrasquero Devera Esteban Coppolillo Esteban Leandi Esteban Small Estevao Mate Estevao Nascimento Esther Gonzalez Hernandez Etevaldo Silva
E’Toisha Washington Eugene Duropan Eugene Fernandes Eugenio Novela Eurico Guirruta Eusebio Yupanqui Quinto Eva Rodriguez Evans Orina Evaristo Cheiro Evelyn Seah Everlin Sanchez Perez Evgenia Rybkina Evgeny Solovev
Ewan MacRae Ezekiel Ombaso Ezequiel Dominguez Fabian Perez Mejia Fabian Velasquez Parra Fabiana Possamai Fabiano Mayrlechner Fabien Forster Fabien Granja Fabienne Devriese Fabienne Guiard Fabio Chinelli Fabio
De Noia Fabio Mantovani Fabio Olea Fabio Oliveira Fabio Pedro Fabio Rishter Fabio Velasco Fabius Mutua Fabrice Rey Fabricio Olgiatti Fabricio Silva Facundo Barroso Faiza Shariff Faizal Kongapalli Fajar Wahyudi Fanny
Cardenas Chacon Faquir Abdul Farhana Rabby Farley Araujo Farouk Fatairy Favio Verdun Salvatierra Fayaz Iyoob Fazir Nkutu Federico Andurno Federico Cruz Federico Diaz Bollea Federico Estrella Felice Chay Felipe Cabezas
Valenzuela Felipe Calzavara Simao Felipe Costa Alecrim Felipe Goncalves Felipe Lothammer Felipe Oliveira Felipe Souza Felipe Teixeira Felister Phillip Felix Imojir Felix Mulombe Felix Francois De Villiers Felizardo Manjate Femi
Solarin Feng Zhijia Ferdinand Bohouri Ferdinand Malaki Ferdinand Masinde Fernand Badji Fernanda Carvalho Fernanda Mattos Fernanda Silva Fernanda Soares Fernando Agarrayua Fernando Benitez Fernando Camela Fernando
Camillo Fernando Diaz Diaz Fernando Lecaroz Fernando Montero Rivera Fernando Perez Porras Fernando Rivero Fernando Schuller Fernando Soto Fernando Taiba Hidalgo Fernando Villar Ferney Cartagena Ferrer Francisco Fidel
Zambrano Granados Fidèle Oulia Filemar Ocon Filipe Maia Filipe Ngoenha Filipe Viana Fiona Blaikley Fiona McDougall Fiona Munro Firat Olcay Fitsum Teclemariam Flavio Amado Flavio Novele Flavio Oliveira Flavio Radaelli
Florante Domingo Florentino Vaquier Gomez Florentino Jr. Gentiles Florian Ubrich Fluriance Pieters Folker Van Der Keur Fongha Mbelli Njah Forrest Marsh Franca Chivindze Francesca Rossetti Franchescoly Cortes Tapia Francine
Durand Francinei Machado Francis Amira Francis Ayuk Francis Careng Francis Daudi Francis Landingin Francis Matole Francis May Francis Mbugua Francis Ochieng Francis Torres Viera Francisco Ayala Francisco Bezerra Francisco
Blanco Francisco Contreas Jr. Artificio Francisco Garcia Francisco Garcia Mora Francisco Gatica Vergara Francisco Lima Francisco Marrero Centeno Francisco Mendoza Garcia Francisco Menjivar Francisco Reyes Garcia Francisco
Rivero Linares Francisco Riveros Olivares Francisco Santos Francisco Saraiva Franciso Villamil Franck Alloghe Franck Drouet Franck Gorse Franck Le Corre Franck Molina Franco Fantini Franco Ojeda Franco Soria Francois
Pouget Francois Smith Francois Thireau Francys Coronado Frank Brenner Frank Mathieson Frank Monteiro Frank Pizzileo Frank Salazar Frank Schuchmann Frank Schulze Frank Smith Franklin Cordoba Rojas Franklin Fernandez
Alvarado Fraser Dorward Fraser King Fraser MacDonald Fraser Shaw Fred Boonstra Fred Duenas Fred Lamotte Fred Welch Freddy Barbosa Florez Freddy Cueva Valentin Frederic Chanal Frederic Le Brun Frederick Banaticla Frederick
Francisco Frederick Omandam Frederik Jacobus Mare Frikkie Visser Frith Kenny Fuat Uyar Fungai Razao Gabriel Allende Gabriel Armstrong Gabriel Berni Gabriel Espinoza Munoz Gabriel Gonsalves Gabriel Katz Gabriel Nhatsave
Gabriel Tejeira Gabriel Wafula Gabriele Azevedo Gabriele Hippel Gabriele Muraglia Gabrielle Goh Gael Jouquand Gafar Razaq Gail Barclay Gail Hamilton Ganapathi Sivaprakasam Ganesh Chaudhari Ganiyu Yacouba Gardon
Guillory Gareth Bannerman Gareth Burnett Gareth Moseley Garry Dickie Garry McMahon Garry Stedman Garry William Moncrieff Gary Bennett Gary Chevalier Gary Cowell Gary Duffy Gary Glen Gary Hay Gary Hooper
Gary Keenan Gary Lewis Gary Little Gary Lowery Gary McFall Gary Meador Gary Raiti Gary Rushing Gary Thompson Gary Wilson Gaspar Matinez Navarro Gaston Ibos Gaston Reid Gaston Saenz Gatot Setyono Gavin
Hartley Gavin Urwin Gavin Woo Gayle Mota Acuña Gean Da Silva Gean Leal Geetika Tewari Gelson Santos Gemma Howes Genaro Danti Visciarelli Genaro Mora Hernandez Genoveva Barreto Geo Long Geoff Bagley Geoff
Bland Geoffrey Newman Geoffrey Pettifer Geoffrey So George Azzopardi George Dickson George Gaden George Ghaly George Guy George Kruger George Locker George Santos George Velasco George Villanuvea George
Walker George Whyte George Williams George D. Walker Georges Assoba Georgi Chadikovski Georgina Hindley Georgina Pryce Geraldo Almeida Braga Geraldo Silva Junior Geraldo Souza Gérard Kouamé Gerarda
Cirulli Gerardo Dizon Gerd Kranz Gereis Edward Gereis Gerhard Goetsch Gerhard Wolski Gerhardus Van Aswegen German Talone Gerry O’Connor Gerson Nuvunga Ghally Anugraha Ghufran Faridi Gianmarco Martinez
Merizalde Alvarado Gideon Sonio Gidpong Pradupsripet Gilbert Cigliano Gilbert Estrella Gilbert Marasigan Gilberto Cruz Gilberto Montiel Gilberto Oliveira Junior Gilberto Perez Contreras Gilberto Silva Gilles Brunschwick Gilles
Cruz Gilles Nowlan Gillian Kyle Gillian Thomson Gilmara Nascimento Gilson Deziderio Gilson Garrido Gilson Rocha Gio Correya Giorgio Battistini Giovanni Cipolletta Giovanni Gentiles Giovanni Riffo Rojas Giscard Ngoufo Gisela
Villanueva Gisele Costa Giuliana Sichez Benavente Giuseppina Ferraiuolo Giusy Calavetta Glacio Macamo Gladston Yapa Glauco Santos Glen Dudajek Glenn Shaw Glenn Spargo Glenn Stewart Glenn Van Damme Gloria Martinez
Glynn Richardson Gnanasiri Kumarasinghe Godfrey Bazinde Godfrey Omulako Godwin Njonjo Gokuldas Velayudhan Golbert Pinto Gonzalo Ballarini Gonzalo Flores Gonzalo Herreros Gonzalo Prieto Gonzalo Zavala
Barrios Good Sidabungke Gorden Prashanth Gordon Caldwell Gordon Welsh Gordy Broussard Gossé Maxime Junior Aguibahi Govindarajan Manimaran Gracilene Albuquerque Gracy Simoes Graeme Blackwood
Graeme Cooper Graeme Evans Graeme Gillan Graeme Hill Graeme McEwan Graeme Rodgers Graeme Wheatley Grah Ghislain Jovani Graham Anderton Graham Baxter Graham Dames Graham Marks Graham Murtha Grant
Baxter Grant Christensen Grant Denny Grant Echardt Grant Leitch Grant Nairn Grant Richardson Grant James Greeff Grayson May Graziella Edouard Greg Caire Greg Dean Greg Jennings Greg Lovel Greg Shepherd Greg Smith
Greg Vecellio Greg Whiteside Gregor Mitchell Gregory Holland Gregory Holland Gregory Rock Greig McAlpine Greig Robertson Grenville Kisby Griffin Kinnett Guadalupe Toledo Garcia Guibei Gouri Marc Armel Guilherme
Benetton Guilherme Marinho Guilherme Vieira Guillaume Rouille Guillermo Amoncio Guillermo Ayala Garcia Guillermo Fumagalli Guillermo Prediger Gunawan Arifianto Gunnar Bokeloh Gurdip Waraich Gurmeet Singh
Gurpreet Singh Gurusamy Raja Gustavo Borda Gustavo Castellanos Arellano Gustavo Ferreyra Gustavo Gonzalez Gustavo Masedo Gustavo Melo Gustavo Santaromita Morales Gustavo Santaromita Sosa Gustavo Zavala Guy
Anderson Guy Mercier Gysbertus Lourens Habib Dealemo Habimana Fulgence Haitao Yu Haitham Akbar Hakeem Assainar Hale Boudreaux Halisson Souza Hamad Hassan Hamdani Shemhina Hamid - Hamid Diab Hamisi Tembo
Hamza Ahmad Hamzeh Abdulzahraa Hanjala Jamadar Hank Nannings Hanna Gasiorowska Hannah Vincent Hans Groenendijk Hans Molenaar Hans Withagen Hans-Karl Träger Hany Hassanen Harankahawatta Wickramarathna
Hardianto Halim Hardold Alvarado Elias Hareesh Bhaskaran Hari Singh Harikesavan Vattamparambath Harikish Parammal Harikrishna Gopalan Harley Thompson Harold Fonseca Montenegro Harold Garcia Haroldo
Silva Harriett Pritchett Harry Iglamo Harry Verveer Hashim Hammad Hatif Al Salman Hayat Karimi Hayden Schilling Hayley Cartwright Heath Ralphson Hebert Becerra Sepulveda Hebert Goncalves Hector Arana Hector
Caraballo Cabello Hector Cruz Hector Lemos Hector Mamani Hector Meza Chavarria Hector Ortiz Hector Requena Hector Salgado Juarez Hector Samanamud Gutierrez Hector Zambrano Chacin Heidi Resweber Heidy Munoz
Heinrich Liedeman Heitor Dos Santos Helbert Omandan Helder Da Silva Helder Teixeira Helen Docherty Helen Middlemist Helene Genet Helene Schielin Helga Tepfenhart Hema Mandavia Hendrick Mtemeri Henk De Zwart
Henk Eshuis Henk Hendriks Henrique Rosanez Henry Amomonpon Jr. Henry Jimenez Henry Okello Henry Sng Henry Townshend Henry Urchueguia Henry Joseph Kulandairaj Herbert Quinones Herbert Reis Herbet Junior Hercules
Venter Herman Dadokpa Herman Ponce Hermansyah . Hernan Alos Hernan Barrios Hernan Bezic Hernan Dolzani Hernan Herrera Hernan Lenhart Hernan Michini Hernan Santos Castro Hernan Sirera Hernando Salazar Herve
Spinello Herve Hervé Koffi Hery . Hidelfonso Gomez Molina Higor Santos Higson Mafra Hikmat Atti Hilaire Nzodom Hilario Mendes Hillary Tergech Tergech Hitalo Santos Holger Heidrich Homelquem Panduro Homer Aquino
Homero Lopes Hong Ha Nguyen Hong Yen Lee Horacio Acuia Horacio Valdebenito Molina Horacio Vazquez Aldana Houomine Hema Huang Jian Hubert Ransom Hudson Lima Hudson Morais Huey Bourque Hugh Boyd Hugh
McCready Hugh Morris Hugh Young Hugo Alvarado Hugo Barros Urzola Hugo Dominguez Hugo Fernandez Hugo Gonzales Hugo Insaurralde Hugo Pizzio Hugues Wognin Humberto Costero Angarita Humerto Trevino Cavazos
Hunt Healy Husain Kadhem Hussain Kshaish Hussein Origi Huub Den Hollander Hwdum Vithana Hyacinth Miralles Hynnes Swart Iain Bishop Iain Boyd Iain Campbell Iain Fleming Iain Hutchison Iain MacLachlan Iain McEwan
Iain Ross Iain Sebatch Iain Watson Iain Watts Ian Barber Ian Blackburn Ian Cover Ian Dodd Ian Ladd Ian Low Ian McEachran Ian McTaggart Ian Nichol Ian Tidey Ian Woodward Ibeth Sanchez Sanchez Ibis Reynolds Ibrahim
Khaleel Ibrahima Bamba Ibrahima Ndiaye Ibrahima Sar Idalgo Silva Idippulige Pathmasiri Ies Hoogvliet Ignacio Bolambot Ignacio Mancini Ignacio Venavides Igor Barrientos Mayorga Igor Schegolikhin Igor Silva Ike Flores Ikeng
Unkap Ilona Sakko Inca Bacar Indra Chandra Indrya Lesmana Indu Ramanadhan Ingar Karlsen Inge Rune Samslatt Ingrid Abarca Varas Ingrid Coura Ingrid Van Straaten-Molendijk Intaquab Syed Ionel Gurau Ionut Dinu Ionut
Lazarescu Iran Andrade Irene Clemente Irene Stanley Irina Carey Irineo Macrohon Iris Alencar Perrone Irwin Espinosa Isaac Adelerin Isaac Botello Isaac Cavalcante Isabel Alvaro Isabel Herrera Figueroa Isabela
Pereira Isabella Batista Isabella Diniz Isabelle Chevalier Isabelle Herve Isaias Isaias Isaias Jimenez Isaias Silva Isao Kato Ishmael Opande Iskandar . Islam Shah Ismael Pinheiro Ismael Silva Ismail Hassanien Isolino Chirindza Israel
Ntakirutimana Israel Soria Issa Sandali Issa Tallah Issac Isaya Segwanyi Issei Nakahara Italo Siqueira Ivan Baquero Vasquez Ivan De Oliveira Ivan Kozmin Ivan Miyashiro Ivan Solarte Perdomo Ivana Sekanic Ivo Gysel Ivor
Mathers Ivy Kodate Izis Souza Brandao J.T. Crouse Jabar Nur Jacclyn Nautiyal Jack Bailey Jack Chambers Jack Farrar Jr. Jack Fedena Jack Fernandes Jack Ledford Jackie Zellner Jacklyn McDade Jackselin Rengith
Mathew Jackson Beck Jackson Queiroz Jackson Silva Jackson Yanez Herrera Jaco Foster Jacob Angelle Jacob Maluleka Jacob Whitaker Jacobus Botha Jacqueline Dennett Jacqueline Warren Jacques Bena Jacques Tchuente
Poka Jacqui McKell Jaden Lowery Jaderson Prado Jagoda Dordevic Jagriti Singh Jaime Agonia Jaime Anicas Jaime Ramon Jimenez Jaime Jr. Ganuelas Jairo Morales Felix Jairo Oliveira Jaisriram Anjamani Jake Hansen
Jake Looney Jake Mass Jake Peters Jake Pharr Jake White Jamaa Janahi James Behrens James Bender James Carpenter James Casselman James Connell James Gray James Hill James Howie James Johnson James Kingoo
James Leedham James Mathew James McGhie James McKenna James Mcmanus James Milby James Mwangi James Mwanthi James Ndirangu James Njoroge James Opavsky James Scullion James Shepherd James Skaggs
James Smith James Stephens James Yarbrough Jr . James Yule James Tony Dodgson Jamie Culp Jamie Curtis Jamie Duhon Jamie Ferguson Jamie Olsen Jamie Rodriguez Jamil Bashir Jan Van Der Waal van Dijk Jan Van
Laar Jan Willem Aret Jan Willem Hilverts Jana Single Janaina Ferreira Janaina Santos Soares Janakiram Kommuri Janderson Barreira Janderson Medeiros Jane Bolster Jane Wright Janet Daniels Janette Thompson Janice Bruce
Janine Mulcahy Janio Xavier Janphilip Kuhlmann Jantine De Jong-Stam Jaqueline Almeida Jaqueline Nascimento Jarair Souza Jared Bullock Jared Cryder Jarrod Novicke Jasdeep Singh Jasin Eakanayaka Jasmin Jungbluth
Jason Boden Jason Brannum Jason Cheetham Jason Cooper Jason De Carteret Jason Ferry Jason Forker Jason Fry Jason Hammonds Jason Jernigan Jason King Jason Kizina Jason Laygo Jason LeNeveu Jason Levitt Jason
Lowry Jason Maxwell Jason McNeal Jason Ricketts Jason Schlachter Jason Snell Jason Tunnell Jason Van Broekhuizen Jason Quinn Jason L. Adkins Jasper Van Driest Jatnika Setiadi Javier Dorta Rivas Javier Espinal Vera Javier
Flores Javier Gajardo Hernandez Javier Gliosca Javier Matar Javier Murphy Javier Ortiz Rengifo Jay Hitch Jay Knight Jayakrishnan Gopalan Jayden Vlotman Jayson Zaporteza Jean Barbosa Jean Bethell Jean Da Costa Jean
Gakire Jean Ingabire Jean Kameni Jean Kamkumo Jean Karasira Jean Martinez Jean Ngatchou Jean Tester Jean Moïse Bodo Jean Paul Dionisio Jean Pierre Tchotche Jean-Francois Lartigue Jeanluc Delattre Jeannette Pizarro
Jeanus Ranoco Jed Dandy Jeerasak Sudsa-ard Jeff Armitage Jeff Calnan Jeff Currie Jeff Lindemann Jeff Loveless Jeff Shaw Jeff Short Jeff Sine Jeff Stelly Jeff Wolfe Jefferson Borges Jefferson Ng Jefferson Silva Jeffrey Benefiel Jeffrey
Toups Jeffrey Unsworth Jeimison Magalhaes Jelal Saleh Jenel Iligan Jeneriton Rodrigues Jenna Scanlan Jennifer Francis-Edmiston Jennifer Gibson Jennifer Main Jennifer Phillips Jennifer Roberts Jenny Cortes Espinoza Jenny
Dioses Vasquez Jenny McLean Jenny Nicholson Jeremy Andre Jeremy Caspersz Jeremy Champagne Jeremy Griggs Jeremy Lovelace Jeremy Mirasol Jeremy Rodes Jeremy Seaux Jeremy Thambayah Jeremy Wade Johnson
Jeroen Huijssen Jeroen Schauwvlieghe Jerome Caillau Jerome Chua Jerome Reyes Jerôme Yao Jerry Alarde Jerry Domenden Jerry Doughty Jess Crochet Jess Daquer Jesse Brazier Jesse Taijeron Jessica Acosta Jessica Couch
Jessica LeJeune Jessica Plummer Jessica Schmidt Jessie Adulacion Jessie Gottschalk Jessie Lik Jesson Saycon Jessy Willis Jesus Bohorquez Luengo Jesus De La Cruz Vidal Jesus Isturiz Brito Jesus Pacheco Morales Jesus Rebollos
Jesus Zapata Jesus Rojo Linares Jethesh Aranha Jevin Hebert Jhonata Beckman Caranha Jhonatan Lenzi Jhonathan Dorta Jhonny Alvarez Zambrano Jhun Edter Amedo Jibrin Oboh Jillian Theriot Jim Chan Jim Darroch Jim
Duffy Jim Farren Jim Hercock Jim Kelley Jim Kilpatrick Jim Klein Jim Love Jim Marshik Jim McGlynn Jim Smith Jimmy Chapal Cordoba Jimmy Courts Jimmy Kabanda Jimmy Love Jin Lijun Jinky Aglipay Jins Mathew
Jiong Jia Xue Jo Slegers Jo Willaert Joan Cahinhinan Joann Tan Joanna Haslwanter Joanna Mayne Joanne Cameron Joanne Gibson Joanne Karakurt Joanne McBride Joanne Tavares Joao Anjos Joao Borges Joao Da Mota Simoes
Joao Gumane Joao Gusmao Joao Nhavotso Joao Santana Joao Santos Joao Sumbane Joaquin Jr. Montebon Jocelyn Lim Jochen Dhooghe Jockin John Jocosa Bruce Jodie Barnes Jodie Davis Jodie Grimshaw Joe Boutte Joe
Gallagher Joe Harbough Joe Hornburg Joe Kent Joe Kropushek Joe Morales Joe Pacheco Joe Sanchez Joe Barilla Joel Borja Joel Dasher Joel Dupuy Joel Espino Joel Fernandes Joel Kamau Joel Orlido Joel Sayson Joelle
Clef Joelson Cruz Joenilo Perez Joerg Mueller Joey Gutierrez Joglis Urdaneta Amaya Johan Alvarez Palacios Johan Caycay Vilchez Johan Coenen Johan Staden Johandry Maldonado Zamora Johanna Quintero Grijalba John
Anderson John Armstrong John Balbes John Calderon Zuleta John Campbell John Carley John Chelumuli John Chipman John Choate John Clark John Cochran John Doyle John Eardley John Earl John Hall John Harris John Hay
John Helsing John Hughes John Hutton John James John Kamau John Kim John Lampo John Lukuba John McEwan John McFadden John McHarg John McLaughlin John Mensah John Messmer John Miksula John
Mills John Mills III John Morgan John Mugalla John Mullarkey John Nazareth John Nganga John Norman Jr. John O’Brien John Ogundeji John Parker John Pearson John Pinner John Pitre John Rainey John Rakar John Richard
John Sibiski John Stewart John Tiersma John Trindade John Van Vliet John Wamimbi John Weiss John Wilson John Winning John Daly John Robert Irwin John Roy Enovero John Brady John Wimal Thilakarathna Gedara Johna
Filis Johnbright Singh Joshva Johndrew Catalan John Paul Smith John Paul Wilkinson Johnson Rajan Johnson Varghese Joilson Reis Jolsna Muraleedharan Jomon John Jon Breaux Jon Canoy Jon Lusk Jon Martin
Jonas Canlas Jonas Nizeyimana Jonatahan Parado Jonatan Torres Jonatas Correa Jonatas Resende Jonathan Alvarez Jonathan Bendol Jonathan Boulter Jonathan Gallacher Jonathan Mount Jonathan Nash Jonathan Peralta Jonathan
Pugh Jonathan Ringor Jonathan Rose Jonathan Sanchez Quijada Jonathan Simon Jonathon David Hassett Jone Randen Jone Bola Mavoa Joni Viator Jordan Hebert Jordan John Armstrong Jordi Camanyes Jorg op de Weegh Jorge
Bangher Jorge Barbosa Jorge Barragan Jorge Bautista Rodriguez Jorge Castro Velozo Jorge Claudino Jorge Correia Jorge Domingos Jorge Gauna Jorge Gomez Jorge Greene Jorge Llanos Cardenas Jorge Lopez Jorge Morocho
Chaquila Jorge Oliveira Jorge Serrano Jorge Sousa Jorge Tomsin Jorge Vazquez Mondragon Jorge Victor Fernandez Jorge Alejandro Perez Jos Smit Jose Acosta Jose Alarcon Jose Albornoz Jose Ausejo Jose Braga Jose Braun Jose
Calderon Jose Carty Ybazeta Jose Chitty Jose Conceicao Neto Jose Coradin Jose Delgado Jose Dias Jose Escobar Ojeda Jose Farias Filho Jose Fernandez Jose Fernandez Angeles Jose Florencio Jose Gomes Jose Gonzalez Jose
Guillen Jose Huerta Gomez Jose Jerez Jose Jesus Jose Lima Jose Mena Tudela Jose Monteiro Jose Negrao Jose Padilla Jose Penhane Jose Quima Jose Quintero Perez Jose Ramirez Jose Raquel Jose Rivas Olmeta Jose Rodriguez
Namias Jose Sachimbiali Jose Saldivar Martinez Jose Salvatierra Jose Sanchez Jose Schiavi Jose Silva Jose Silva Neto Jose Silva Oliveira Jose Silva Toledo Jose Souza Alves Jose Tejada Chavez Jose Torres Herrera Jose Uchoa
Jose Vasquez Vasquez Jose Velasquez Valencia Jose Velazquez Contreras Jose Vieira Junior Jose Villarreal Lopez Jose Luis Barranca Gordillo Jose Luis De la Rosa Badillo Jose Luis Gil Alvarez Jose Luis Lugo Jose Luis Morales Vargas
Jose Maria Madrid Jose Martin Hernandez Vera Jose Rommel Meciano Josef Nawrocki Joselino Sousa Joselito Doxi Joselito Hinostroza Hernandez Joselito Santos Josep Madrid Joseph Algabre Joseph Bulanon Joseph Croall
OUR PERFORMANCE
FINANCIAL HIGHLIGHTS
Revenue £m
Trading profit £m
Profit before tax £m
Diluted EPS pence
Dividend per share pence3
2013
1,573
352
333
92.03
26.30
2012
1,583
381
360
100.40
23.91
Movement
As reported
%
Underlying1
%
4
1
–
(8)
(8)
(8)
10
Revenue
£m
2013
2012
2011
2010
2009
Trading profit2
£m
1,573
1,583
2013
2012
2011
2010
2009
1,396
1,230
1,024
Profit before tax2
£m
Diluted eps2
pence
2013
2012
2011
2010
2009
333
360
324
304
2013
2012
2011
2010
2009
244
352
381
338
312
253
92.03
100.40
86.76
78.98
62.42
Dividend per share
pence
2013
2012
2011
2010
2009
26.303
23.91
20.79
18.90
12.60
1 Underlying excludes revenue and trading profits from the London Olympics, the Poit Energia acquisition, pass-through
fuel and currency movements. A bridge between reported and underlying revenue and trading profits is provided at
page 46 of the Financial Review.
2 2012 numbers are pre-exceptional items.
3 The Board is recommending a final dividend of 17.19 pence per ordinary share, which, when added to the interim
dividend of 9.11 pence, gives a total for the year of 26.30 pence per ordinary share.
2
Aggreko plc Annual Report and Accounts 2013
Management of Resources
Key Performance Indicators
Principal Risks and Uncertainties
Review of Trading
Financial Review
Corporate Social Responsibility
29
31
34
40
46
53
Notes to the Group Accounts
Company Balance Sheet
Company Statement of Total Recognised
Gains and Losses
Notes to the Company Accounts
117
152
153
154
STRATEGIC REPORT
Chairman’s Statement
Our Business Model
– What We Do and Where We Do It
– Our Fleet
– Our Global Reach
– Local Business and Power Projects Business
– The Market
Our Strategy
DIRECTORS’ REPORT
Board of Directors
Corporate Governance
Audit Committee Report
Ethics Committee Report
Nomination Committee Report
Remuneration Report
Statutory Disclosures
Statement of Directors’ Responsibilities
ACCOUNTS
Independent Auditors’ Report
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
Group Statement of Changes in Equity
SHAREHOLDERS
Shareholder Information
Financial Summary
Glossary
Definition and Calculation of
Non GAAP Measures
4
7
8
10
12
15
20
62
65
72
77
79
81
102
106
108
112
112
113
114
114
115
164
166
167
168
The Strategic Report of Aggreko plc for the year ended 31 December 2013 is set out on pages 4 to 60 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.
3
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT CHAIRMAN’S STATEMENT
renting material volumes of gas-fuelled generators
developed for the Power Projects business, and has won
its first contracts for our new Heavy Fuel Oil engines.
We knew at the beginning of the year that trading
would be difficult in Power Projects; the run-down
in our contracts for the US Military and in Japan
was compounded by a weaker macro-economic
environment in emerging markets. But there was good
progress on many fronts: we launched our world-leading
G3+ generators and the unique G3+ HFO; we ramped
up our re-build and conversion capability to 10 units
a week; and our power-plant in Mozambique, which
is the largest of its type in the world, is delivering
229MW to Namibia, South Africa and Mozambique.
A feature of our business model and capital expenditure
discipline is that in a period of weaker demand the
business delivers very strong cash generation. Net cash
inflow from operations increased by 26% to £603 million
(2012: £479 million), which funded reduced total capital
expenditure of £228 million (2012: £440 million).
As a result, net debt of £363 million at 31 December
2013 was £230 million lower than the prior year.
Our financial position continues to be very strong
with net debt to EBITDA (Earnings before Interest
Tax Depreciation and Amortisation) of 0.6 times
(2012: 0.9 times) at 31 December 2013, compared
to our bank covenant of 3 times. Interest cover,
measured on an EBITDA basis, is at 26 times (2012:
25 times), far ahead of our covenant of 4 times.
DIVIDEND
The Board is recommending a 10% increase in the
dividend for the year as a whole; this will comprise a
final dividend of 17.19 pence per ordinary share which,
when added to the interim dividend of 9.11 pence,
gives a total for the year of 26.30 pence. At this level,
the dividend would be covered 3.5 times (2012:
4.2 times), which is in line with our declared policy
of reducing cover towards 3 times over time. Subject
to approval by shareholders, the final dividend will be
paid on 27 May 2014 to ordinary shareholders on the
register as at 25 April 2014, with an ex-dividend date
of 23 April 2014.
Ken Hanna
Chairman
INTRODUCTION
After nine consecutive years of growth, during which
Aggreko’s trading profits increased at a compound
rate of 28%, 2013 proved to be a challenging year.
A number of factors contributed to this: weaker market
conditions in our Power Projects business; comparatives
with an exceptionally strong 2012, which included the
London Olympics as well as peak revenues from
Military work in Afghanistan and post-Fukushima
Japan reconstruction; and weakening exchange rates.
Against these headwinds, Aggreko delivered a
creditable performance, with reported revenue at
similar levels to 2012 and the decline in reported
trading profit was contained to 8%. Reported profit
before tax decreased by 8% to £333 million (2012:
£360 million) and diluted earnings per share also
decreased by 8% to 92.03 pence (2012: 100.40 pence).
On an underlying1 basis (which excludes the impact
of the London Olympics, the Poit Energia acquisition,
pass-through fuel2 and currency movements) revenue
increased 4% and trading profit increased 1%.
Our Local business had a strong year; excluding the
2012 Olympics, average megawatts of power were up
9% driven largely by our strategy of expanding in
emerging markets. We opened a further eight service
centres and offices and successfully completed the
integration of the Poit acquisition in Brazil. Our
strategy of driving closer links between Power Projects
and the Local business has brought many benefits:
by the end of the year we had over 260MW of mini-
projects on rent; fleet was also transferred from Power
Projects to the Local business, saving us capex; and
from a product perspective, the Local business is now
4
Aggreko plc Annual Report and Accounts 2013 ADDITIONAL RETURN TO SHAREHOLDERS
As set out in our Strategy Review, presented to
investors in March 2013, we believe that under normal
trading conditions an appropriate level of gearing for
the business is around 1 times net debt to EBITDA.
At this level the Company retains flexibility to react to
opportunities for fleet investment and ‘normal course’
acquisitions, and also ensures that the business does
not hold on to cash it does not need. This gearing
level is a guide, but our policy is that, in the event
that the gearing level materially falls below 1 times,
we will consider supplementing the ordinary dividend
with additional returns of value to shareholders.
With the strong cash generation seen during the
year, our net debt at the end of 2013 has fallen to
£363 million which is 0.6 times our 2013 EBITDA of
£636 million; accordingly the Board believes that it is
appropriate to supplement the ordinary dividend with
an additional return to shareholders of approximately
£200 million, which would result in adjusted net debt
at the end of 2013 being £563 million or 0.9 times
2013 EBITDA. Subject to shareholder approval, each
shareholder will receive a return of value of 75 pence
in respect of each existing ordinary share they hold
on 27 May 2014.
As was the case in our previous return of value in 2011,
when shareholders received £149 million (55 pence
per share), the return will be made by way of a B share
scheme, which will give shareholders a choice as to
when, and in what form, they receive their proceeds
from the return of value. Notably, it should allow most
individual UK taxpayers to receive the return in the
form of a capital receipt, if they so wish. The B share
scheme will be accompanied by a share consolidation
designed to maintain comparability of share price and
return per share of the ordinary shares before and after
the creation of the B shares.
A circular will be sent to shareholders setting out
the details of these proposals later in March.
STRATEGY
We review our strategy on a regular basis. Every five
years we do a fundamental review of all our business
segments with the results of these quinquennial
reviews having been presented to investors at our full
year results in 2004, 2008 and 2013. The 2013 review
confirmed that the targets set out in our 2008 review
had all been exceeded; that looking ahead there were
numerous opportunities for growth in both the Local
and Power Projects business; and that our product and
service offering was highly competitive. A detailed
description of our strategy is set out in the Strategy
section of the Annual Report, but, in summary, we
said that over the five years to 2018 we should be able
to achieve, on average and subject to year-on-year
variation, double-digit rates of growth in revenues3,
with margins and returns on capital in excess of 20%.
On the basis used for the Strategy Review, 2013
Group revenues were 6% higher than the prior year,
trading margin was 22% and return on capital
employed was 21%.
BOARD
On 28 February we announced that, after 11 very
successful years as Group Chief Executive, Rupert
Soames has tendered his resignation from the Group
to enable him to take up a new role as CEO of Serco
Group plc. He will leave Aggreko after the Annual
General Meeting on 24 April 2014.
The Board has commenced a process to identify
a permanent successor and has appointed Angus
Cockburn, currently Chief Financial Officer, as
Interim CEO from 24 April and Carole Cran,
currently Director of Group Finance, as Interim CFO.
Rupert has been an excellent CEO for Aggreko and
the Group has achieved an enormous amount during
his tenure. We are delighted that Angus has agreed to
become interim CEO whilst we identify a permanent
CEO from strong internal and external candidates.
Angus has the support of an extremely capable interim
CFO in Carole and an excellent management team, who
will continue to drive the business forward. The Board
would like to thank Rupert for the last 11 years and
wish him well as he seeks fresh challenges elsewhere.
5
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT
CHAIRMAN’S STATEMENT CONTINUED
On 1 November 2013 we were delighted that
Ian Marchant joined the Board as a Non-executive
Director. Ian was until recently Chief Executive of SSE
plc having previously been Finance Director of SSE
and Finance Director of Southern Electric plc. Ian’s
extensive knowledge of the domestic and international
energy markets, combined with his substantial finance
background will bring further strength to Aggreko’s
Board. Ian has also been appointed to the Audit
Committee and the Ethics Committee.
David Hamill has decided to step down from the
Board after this year’s Annual General Meeting.
David has served as a Non-executive Director for
seven years, most recently as Senior Independent
Director. David’s experience and insight have
proved invaluable to the Board during his tenure,
and he has made a marked contribution to
Aggreko’s development. We all wish him well
for the future. I am pleased to be able to say that
Russell King has agreed to succeed him as Senior
Independent Director.
EMPLOYEES
On behalf of the Board, I wish to express my sincere
thanks to all our colleagues across the Group for their
outstanding commitment and support in 2013.
addition, we have recently signed a contract in Libya for
120MW which we would normally have taken into the
order book. However, given the volatile situation in the
country, we will not include it in order intake until we
are certain we will be able to execute it. Assuming that
we are able to proceed in Libya, we expect that order
intake for the first quarter will be at a similar level to
the final quarter of 2013. Off-hires in the first quarter
are expected to run at a lower rate than has been the
case for the last few years and our 150MW of diesel
contracts in Japan have now been extended until
December 2014. Whilst this is all welcome, customers
in the Power Projects market continue to be cautious,
and at this early stage in the year, so do we.
Overall, since we last reported in December, the
business has performed in line with our expectations.
For the full year we expect trading profit to be similar
to 2013 on a constant currency basis, as growth in the
Local business is offset by weaker trading in Power
Projects. However, the latest spot rates for some of
our major trading currencies4 have moved against the
average exchange rates of 2013; if these rates pertain
for the rest of the year, we would see a marked
translational impact on our 2014 reported results.
OUTLOOK FOR 2014
The Group has made an encouraging start to 2014. The
Local business has continued to show good growth with
volumes on rent currently up 7% on the prior year. In
Power Projects, year to date order intake is 64MW; in
Ken Hanna
Chairman
6 March 2014
1 Underlying excludes revenue and trading profits from the London
Olympics, the Poit Energia acquisition, pass-through fuel and currency
movements. A bridge between reported and underlying revenues
and trading profits is provided at page 46 of the Financial Review.
2 Pass-through fuel relates to three contracts in our Power Projects
business where we provide fuel on a pass-through basis.
3 With the base year of 2012 adjusted for Military and Japan
revenues and revenues defined as ‘underlying’ in our 2012
Annual Report being: currency, pass through fuel, the Poit
Energia acquisition and The London Olympics. The difference
between this underlying measure and that at footnote 1 is the
exclusion of Military and Japan from this measure as that was
how the strategy targets were set in 2012.
4 Major currencies are the US Dollar, Euro, Australian dollar,
Argentinian Peso and Brazilian Real.
6
Aggreko plc Annual Report and Accounts 2013 OUR BUSINESS MODEL
Large and complex would include:
Rupert Soames
Chief Executive
Angus Cockburn
Chief Financial Officer
WHAT WE DO AND
WHERE WE DO IT
OUR BUSINESS
Aggreko provides power and temperature control
solutions to customers who need them either quickly,
or for a limited period of time. We have two business
models. In the Local business, we hire our equipment
to customers who operate it for themselves, although
we retain responsibility for servicing and maintenance.
In the 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 2013, we
served customers in about 100 countries; we run our
business from 202 service centres and offices, located
in 49 countries. The solutions we provide range from
the very large and complex to the very simple.
existing grid cannot cope with demand by delivering
hundreds of megawatts (MW) of additional power;
– keeping the lights on in entire countries when their
– helping oil refineries to maintain production in
– designing and providing critical power infrastructure
hot weather by providing additional cooling and
power; and
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:
after the air-conditioning has broken down;
– providing temperature control in an office building
– installing chillers to make ice for temporary
– providing a generator for a few days to a power
utility while it carries out improvements to
transmission lines.
skating-rinks; and
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 carry out
their business. 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.
– 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.
7
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT OUR BUSINESS MODEL CONTINUED
– 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 anywhere in 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. It also means that we can build our own
rental fleet more cheaply than our competitors can
buy theirs.
– We keep our equipment for its useful life, so
the better we build, maintain and refurbish the
equipment, the longer its life will be and the more
money we make for our shareholders. 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.
OUR LOCATIONS
Aggreko has global reach through an international
network of service centres and offices spanning North
and Latin America, Europe, the Middle East, Africa,
Asia and Australasia. Our 202 service centres and
offices in 49 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.
8
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 with
service centres and offices highlighted in bold having
been opened or acquired in the last 5 years.
OUR FLEET
Fleet is at the heart of any rental business. It is by far
the largest tangible asset; it is the core of the service
we offer; managing it efficiently is the sine qua non
of any rental business.
The vast majority of large rental companies use
standard manufacturer’s products in their fleets; the
vehicle, hammer-drill or bulldozer you rent is the same
as the one you can buy. Aggreko is unique amongst
large equipment rental companies in that we design
and build the vast majority of our fleet in-house at our
own state-of-the-art development and manufacturing
facility. And we do not sell our equipment to anyone
else; our entire design and manufacturing effort is
focused on making our fleet, not someone else’s, the
most cost-efficient, highest-performing power and
temperature control rental fleet in the world.
We believe that being able to develop and manufacture
our own fleet 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.
Manufacturers of standard generators and temperature
control equipment design their products to be
permanent installations, because that is what the
vast majority of their customers want; their products’
performance will be limited to the regulations and
ambient conditions of the country in which it is to be
installed. An Aggreko generator has a very different
requirement: it will be picked up and put down,
moved (be it by truck, ship or aircraft) 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.
Aggreko plc Annual Report and Accounts 2013 – Second, we 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 for our
shareholders. Given the choice of 6mm steel for a
bed-plate, or 8mm, we choose 10mm, and the result
is that our fleet can keep on earning us money for
years. It is a peculiarity of our business that many
customers are not concerned with how old a
generator or chiller is; their priority is to generate
electricity or produce cold water, and as long as
the equipment is in good condition, is efficient
and reliable, they will pay the same rental rate for
a 10-year-old set as they will for a 1-year-old set.
– Third, developing and manufacturing our own fleet
gives us a material cost advantage. The volume in
which we purchase the key components is significant
in terms of the overall market, and in some
components we are probably the largest buyer in our
market. By designing and manufacturing our own
equipment, we can capture for ourselves the benefits
of being a volume purchaser; and, of course, we don’t
have to pay away any margin to another assembler
or manufacturer. On a like-for-like basis we think
we have a meaningful cost advantage over our
competitors; in the larger node-sizes of generators
we believe we have a cost advantage of between 20%
and 40%. In a capital-intensive business, that is
important, and is one of the reasons why our returns
on capital are so much higher than competitors’.
– Finally, 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. We are also
not driven by suppliers’ design or manufacturing
choices, and can maintain standardisation in our
fleet, which in turn allows us to reap benefits of scale.
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, by our estimates, around 5 times
larger than our nearest competitor: at the end of 2013,
it comprises around 20,000 generators ranging in size
from 10KW to 2MW which, in aggregate, amount to
over 9,500MW of generating capacity. To put this
into perspective, out of 233 countries in the world
we have more generating capacity than 170 of them.
In aggregate, the net asset value of our power fleet
is £914 million, and the original cost carried in our
balance sheet is £1,960 million. This value includes
large inventories of transformers, switchgear and
distribution equipment which are essential in
providing our customers with power they can use
rather than just a large humming box.
Our chiller fleet is also much larger than any of our
competitors, with over 2,300 units with a total capacity
of 1,121MW. The net asset value of our chiller fleet is
£51 million, and the original cost carried in our balance
sheet is £126 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 £117 million, and the original cost carried in our
balance sheet is £287 million.
9
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT OUR GLOBAL
REACH
Service centres
Service centres that have opened in the last 5 years
including those gained as part of an acquisition
Europe
Aberdeen
Antwerp
Barcelona
Bedford
Berlin
Bordeaux
Bristol
Cannock
Doncaster
Dorsten
Dumbarton
Egersund
Fareham
Frankfurt
Glasgow
Gothenburg
Great Yarmouth
Hamburg
Inverness
Le Havre
Leipzig
Lille
London
Lyon
Madrid
Manchester
Marseilles
Milan
Moerdijk
Mulhouse
Munich
Nantes
Nuneaton
Oslo
Paris
Plymouth
Port Talbot
Portlaoise
Washington
Middle East
Abu Dhabi
Aktau
Dammam
Doha
Jebel Ali
Jeddah
Manama
Muscat
Safat
Sharjah
Yanbu
Asia
Jakarta
Shanghai
Singapore
Africa
Lagos
Australasia
Adelaide
Auckland
Brisbane
Darwin
Emerald
Kalgoorlie
Karratha
Melbourne
Newcastle
Perth
Sydney
Townsville
South America
Antofagasta
Campinas
Caracas
Macae
Manaus
Puerto Montt
Rio de Janeiro
Santiago
Central America
Mexico City
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
Miami
Mobile
Nashville
New Iberia
New Orleans
Oklahoma City
Pearland
Phoenix
Puerto Rico
Richmond
San Antonio
San Francisco
Sarnia
Shreveport
St. Louis
Tampa
Toronto
10 Aggreko plc Annual Report and Accounts 2013
Odessa
Pittsburgh
Roosevelt
Saskatoon
Seattle
Three Rivers
Service centres that have opened
in the last 5 years including those
gained as part of an acquisition:
Europe
Bucharest
Heinenoord
Istanbul
Moscow
Padova
Staphorst
Warsaw
Middle East
Baku
Jubail
Riyadh
Asia
Bangkok
Chennai
Dalian
Foshan
Ho Chi Minh City
Hyderabad
Kolkata
Manila
New Delhi
Pune
Seoul
Tokyo
Vizag
Africa
Cape Town
Durban
Johannesburg
Nairobi
Port Elizabeth
Walvis Bay
Australasia
Christchurch
Geraldton
Gladstone
Mount Isa
Muswellbrook
New Plymouth
Surat Basin
Tauranga
Wellington
Wollongong
South America
Belem
Belo Horizonte
Boa Vista
Bogota
Brasilia
Buenos Aires
Camacari
Campo Grande
Concepcion
Copiapo
Cordoba
Cuiaba
Florianopolis
Goiania
Lima
Neuquen
Parauapebas
Porto Alegre
Recife
Sao Bernardo
Sao Luiz
Sao Matteus
Tucuman
Central America
Ciudad del
Carmen
Guadalajara
Hermosillo
Monterrey
Panama
Tampico
Villahermosa
North America
Edmonton
Fort McMurray
Fort St. John
Gillette
Indianapolis
Long Island
Minneapolis
St. Paul
Minot
Aggreko plc Annual Report and Accounts 2013
11
OUR BUSINESS MODEL CONTINUED
TECHNOLOGY AND ENGINEERING
‘Technology’ and ‘engineering’ are not words normally
associated with equipment rental companies. But just
as we have garnered competitive advantage from
building our own fleet, in recent years we have
stepped up our investment in underlying technology.
Most noticeably, we have invested millions of pounds
adapting the design of our large generator engines
to deliver better performance and new capability.
We were the first company in the world to develop
and manufacture in volume 1MW gas generators in
20 foot containers; and, as a result of a multi-million
pound, 4-year development programme, we have
increased the power output of our 1MW diesel engines
by 15%, whilst improving fuel consumption by 4%;
and we have re-engineered the same engines to allow
them to run on Heavy Fuel Oil.
We have also invested in extending the useful life of
our fleet. Whilst some parts of a generator deteriorate
with age, others, such as the engine block, do not, so
we have developed techniques to re-cycle and re-use
these long-life components. Instead of scrapping a
large generator when it reaches the end of its normal
life, we re-build it, replacing the parts that wear, and
keeping the parts that do not. By doing this, at the end
of its first life – say 25,000 running hours – we rebuild
the engine and effectively get a brand new generator
for half the cost of buying a new generator. So far,
we have re-built over 1,000 of our large generators
and this has saved us well over £50 million in fleet
capital investment.
Just as important as life-extension is performance
improvement. When we re-build a generator, we
re-engineer it to the latest specification; in 2013 we
radically improved the power output and fuel efficiency
of our G3 engines, and enabled them to run on Heavy
Fuel Oil as well as diesel; this performance improvement
is all retro-fitable to our existing fleet, so at rebuild,
the engines get upgraded. In 2013 we re-built a total
of 215 engines to these new specifications bringing
the total fleet to 265MW.
LOCAL BUSINESS AND
POWER PROJECTS BUSINESS
Aggreko is organised around two different business
models. Whilst they may look different, with very
different contract sizes and durations, they share fleet,
people and infrastructure, and by sharing, each is a
better business than it would be standalone.
LOCAL BUSINESS
Our Local business runs with high volumes of generally
quite low value transactions, providing power or
temperature control equipment to customers when they
either need it in a hurry or for a short period of time.
Aside from major events such as the Olympics (where
contracts can be worth tens of millions of pounds),
the average contract value is around £17,000, but the
range is from £200 to over £1,000,000. Although most
of this business is planned in advance, 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 202 service
centres and offices in North and Latin 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.
Our Local business serves any customer who uses power
and temperature control: butchers, bakers and candle-
stick makers; banks, TV manufacturers and film studios;
farmers, wineries, utilities and oil companies; miners,
armies, navies, air forces and telecoms companies;
hairdressers, party planners and major sporting events.
Anyone who uses power or temperature control in
their business is a potential customer. This makes our
customer-base diverse both in terms of geography and
market segment, which is a great advantage as it gives
us some protection against the vagaries of any one
particular market. And we can quickly move resources
to sectors and countries which are growing.
In 2013, the Local business had revenues of
£904 million which is 59% of Aggreko’s total
revenue excluding pass-through fuel1.
12
Aggreko plc Annual Report and Accounts 2013 POWER PROJECTS
The 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 Power Projects performs are for
providing a defined amount of generating capacity,
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 and
MW-hours delivered, not equipment rented. Most
projects in this business are worth over £1 million
a year and some can be worth very much more than
that; in 2013, we invoiced our largest utility customer
around £83 million. 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, built 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 diesel, gas or heavy fuel oil 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.
Power Projects customers are almost all in emerging
markets; 85% of our revenues come from utilities but
we also serve governments, armed forces, as well as
oil & gas and mining companies.
In 2013, our Power Projects business generated
revenues of £627 million, or 41% of Aggreko’s
total revenue excluding pass-through fuel1.
1 Pass-through fuel revenue relates to three contracts in our
Power Projects business where we manage the provision of fuel.
Aggreko revenue by geography
Excluding pass-through fuel
1 North America
2 Europe
3 Middle East
4 Africa
5 Asia and Australasia
6 Latin America
22%
14%
10%
16%
20%
18%
6
1
5
2
4
3
Source: Aggreko internal reports
Aggreko revenue by customer segment
Excluding pass-through fuel
10
11
9
12
8
7
6
5
4
3
2
1
Source: Aggreko internal reports
42%
1 Utilities
2 Oil and gas
15%
3 Petrochemical and refining 7%
4 Quarrying and mining
6%
5 Manufacturing
6 Events
7 Construction
8 Contracting
9 Services
10 Military
11 Shipping
12 Other
4%
5%
4%
4%
2%
3%
4%
4%
13
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT
with them, on and off, for about nine years. Analysts’
consensus is that their 2013 revenues will be around
$310 million, or 1/8th of Aggreko’s revenues.
In both the Local business and 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 fifty years ago, and it has
taken us five 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 ten years, some very large and powerful companies
who have global scale in other 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, and deliver returns to shareholders, 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.
OUR BUSINESS MODEL CONTINUED
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 are permanent installations that customers
buy or lease; the rental market is therefore only a
relatively small part of the overall supply. So, in terms
of pricing and service, we always have to be focused
on the fact that customers have a choice, not only
of using other rental companies, but also to buy from
manufacturers. The questions 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 limited 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
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, or even county by county.
For Power Projects, in some regions – notably South
America and Asia – there are a number of companies
that compete with us in their home territory, but they
find it hard to operate outside their regional base.
There are about 10 Caterpillar dealers who compete
vigorously for power projects but, again, they tend to
stick to neighbourhoods they know. These companies
find it hard to organise themselves globally, however,
and it is difficult to operate efficiently in the 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 globally, which is APR Energy, based in
Jacksonville, Florida, and we have been competing
14
Aggreko plc Annual Report and Accounts 2013 THE MARKET
Demand for Aggreko’s services is created by events:
our customers generally turn to us when something
happens which means they need power or temperature
control quickly, or for a limited period of time. 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:
Bangladesh, Argentina.
FIFA World Cup, Asian Games.
– Large-scale power shortage – South Africa,
– Major sporting occasions – Olympic Games,
– Entertainment and broadcasting – Glastonbury,
– Natural disasters – Hurricane Sandy in North
– Post-conflict re-construction and military support –
America in 2012, Brisbane floods in 2011.
Congo, Iraq and Afghanistan.
Ryder Cup.
Examples of lower-value, more frequent events on
which we might work are:
the summer to maintain production throughput.
– An oil refinery needs additional cooling during
– A glass manufacturer suffers a breakdown in its
– A city centre needs chillers to create an ice-rink
plant and needs power while its own equipment
is being repaired.
for the Christmas period.
HOW BIG IS THE MARKET,
AND WHAT IS OUR 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 – Mozambique and the Ivory
Coast 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 local market
size in the short-term.
We have tried all sorts of ways to size the market for
the Local business. In large and mature markets this
is difficult, but not impossible. We can seek to track
down every competitor and guess how much they
have on rent as opposed to us. In emerging markets,
where we are growing fastest, estimating market size
is not difficult, it is impossible, as we are often the
only major player in the market and the job we do
is one of demand creation. Until we arrived in, say,
South Africa, there was no market for industrial-scale
temperature-control rental, because nobody offered it.
Now there is one, because we do. So our approach is
what expensive (and therefore, presumably, clever)
consultants tell us is called ‘market potential
estimation’, which works as follows:
– Step One: in a market (say, oil-refining in the
US) in which we are well-established and have
high market share, calculate our rental revenues
(a known number) in the sector as a proportion
of the total economic output of oil refineries in
the US (another known number). This produces
a very small number, like 0.00001.
– Step Two: make the bold assumption that if we
can achieve, say, 0.00001 of the economic output
of refineries in the US as revenues, we should, in
theory, be able to achieve the same in oil refineries
everywhere else. Therefore if we take the total
economic output of oil refineries in, say China,
and then apply the same multiple to that which we
achieve in the US, that tells us how big the potential
market is, and how little we have, so far, achieved
in our attempts to penetrate Chinese oil-refineries.
15
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT OUR BUSINESS MODEL CONTINUED
– Step Three: take this same technique, and apply
it to about 20 segments in 30 countries, and, hey-
presto, we have a number for the market potential
(a dodgy number) and a number for our revenues
in the sector (an accurate number), and therefore
an estimate of our share of ‘market potential’.
This is all a bit flimsy but, absent spending a fortune
of our shareholders’ money on consultants, it is the
best that we can come up with and, actually, and most
importantly, it is a useful technique for our salespeople
because it tells us pretty accurately which markets and
sectors we should be concentrating our efforts on.
From this process, we have come to the following
conclusions:
– We estimate that our worldwide market share is
around 25%. Given that we have Local business
revenues of £904 million this would imply Local
‘market potential’ of about £4 billion.
– In almost every country we operate in, we are the
number one or number two player, and we are the
only competitor that operates in all major regions
of the world.
– The Local business market is growing at about twice
the rate of GDP, and probably faster than that in
some emerging countries where the market barely
existed before we turned up.
Estimating market size is easier in the Power Projects
business because there are few competitors, and we
get reasonable intelligence about their activities. We
estimated that the total market for Power Projects in
2012 was about 8,400MW +/–10%. Our average MW
on hire in 2013 was 3,700MW, which says that our
market share was around 45%.
WHAT DRIVES 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 in general, and rental equipment in
particular. When economies are growing fast,
businesses tend to be busy, and they are therefore
more likely to rent power equipment for a weekend
to do necessary maintenance, rather than lose
production. In slow-growing economies where
there is excess capacity, the reverse is true.
– 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. In emerging
markets, financing is hard to come by and often
exorbitantly expensive, and they are therefore
more likely to be prepared to rent.
– Events – high-value/low-frequency events change
the size of a market, although only temporarily. For
example, Hurricane Sandy in 2012 led to a short-
term surge in temporary power demand in the
areas affected by the disaster; likewise, the London
Olympics in 2012 vastly increased the market for
power rental in the UK, but for six months only.
In the five years to 2012, real global GDP grew by
around 1.7%; so we would assume that the market
potential grew by around 3.4% in real terms. During
the same period, our revenues in the Local business
grew by 15% in nominal terms, and by 10% in
constant currency terms. This is evidence that we
have substantially and successfully increased our
market share in the Local business over recent years.
16
Aggreko plc Annual Report and Accounts 2013 WHAT DRIVES GROWTH IN THE
POWER PROJECTS BUSINESS?
The factors which drive the growth of our 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, ageing existing plant
and inadequate investment in new capacity.
It is worth understanding how whole countries can
run short of power, and how this expresses itself.
First, for the lights to stay on, power production
must exactly equal power consumption; in developing
countries there will be peaks of demand in the early
morning and in the evening, and troughs at night; and
there is often a seasonal pattern – in summer people
turn on air-conditioning and large amounts of extra
demand can come onto the system. A country needs
to have enough generating and transmission capacity
to cater for the absolute peak demand, plus a safety
margin (called the ‘reserve margin’) to cater for
unexpected breakdowns and scheduled maintenance.
If a country does not have a big enough reserve
margin, power cuts inevitably result. These typically
first show at times of peak demand; as the gap between
supply and demand grows, so the frequency and
duration of power cuts increases. In the early stages
of power shortage, power cuts may be rare, seasonal,
and bearable. But as the reserve margin drops, they
become more frequent and disruptive and start to
have very serious impact on the economy and life of
a nation. In countries such as Tanzania, Pakistan and
Venezuela people can be without power for as much
as 12 hours a day, and the World Bank has estimated
that the average sub-Saharan business can be without
power for over 50 days a year.
The reserve margin is a simple function of supply
and demand. In our core market for Power Projects
both of these factors are conspiring to reduce reserve
margins; economic and population growth is driving
increasing demand, and lack of investment in new
and existing generation means that supply cannot
keep up with demand.
Our core market for Power Projects is in emerging
markets where GDP is growing fast, and demand for
power is growing faster than GDP. Working with a
leading group of professional economists at Oxford
Economics and Strategic Analytics, we have built
models which take data on GDP and population
growth, power consumption and power generation
capacity for 170 countries over the last 10 years.
Using this historical data, we then project 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
2010 and 2020, comprising around 6% in non-OECD
countries and 2% in OECD countries. 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.
Actual/forecast increase in electricity demand
% increase
10
8
6
4
2
0
-2
1995
2000
2005
2010
2015
2020
Non-OECD
World
OECD
Source: Oxford Economics, Strategic Analytics
The rapid growth in power consumption in developing
countries is driven by industrialisation, urbanisation
and by the growing number of consumers having access
to devices which consume electricity, such as fridges,
televisions and mobile phones. Between 2000 and 2010,
the number of people whose power consumption per
capita was growing faster than per capita GDP increased
by nearly 1 billion to over 3 billion souls (source Oxford
Economics). And, according to the International Energy
Agency, there are still over 1.3 billion people with no
access to electricity. This is not through lack of wanting.
17
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT OUR BUSINESS MODEL CONTINUED
To make this situation worse, by 2015, around 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 £150 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.
As part of our recent Strategy Review we updated
our current models of the gap between supply and
demand, and we now believe that the combination of
these demand-side and supply-side factors will increase
the worldwide shortfall of power generating capacity
to around 230 gigawatts (GW) by 2020 which is a
nearly 4-fold increase from 2005 when it was about
63GW. In our core market, which we define as non-
OECD countries excluding China, we estimate that in
the same period the shortfall will increase 9-fold, from
29GW to 195GW. 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 significantly 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.
We are sometimes asked whether the drivers of
growth in Power Projects are ‘cyclical’ or ‘structural’.
The answer is that one is affected by the other; the
immediate force of the structural drivers is affected
by the economic environment. In the long-term, the
drivers of growth – increasing demand for electricity
and inadequate investment in supply – are structural.
But the decision to spend hundreds of millions
of pounds on sustaining electricity supply using
temporary solutions is in most cases a political one.
18
The budgets of utilities in developing countries are
generally controlled by government, and money spent
on temporary power is money that has to be diverted
from elsewhere; the easiest, simplest thing to do is to
just put up with power cuts and not spend the money.
Only when the pressure becomes intolerable will the
coffers be opened. Intolerable pressures include
demands from industry and commerce desperate for
power, and from voters angry about lack of power.
The balance of pressure and availability of money are
both affected by economic circumstance and sentiment.
If economic growth is strong and tax revenues are
growing; if industrial activity is expanding, and deficits
under control; if debt is cheap, then customers will be
more inclined to spend money on temporary power.
This was generally the case in the decade up to
2012. In the last two years, economies in emerging
markets have seen lower rates of growth and greater
uncertainty, and accordingly the willingness and
ability of governments to spend money on temporary
power has been tempered.
Whilst we are not economists, we do sometimes
listen to what they say, and the consensus seems to
be that the next five years will see real GDP growth
rates in emerging markets that are around 5.5%, about
1 percentage point less than in the period 2000-2010
(see graph). It is because of this that we have reduced
our forecast of average growth in demand for temporary
power over the next five years in this sector to be in
the range of 10-15% rather than the 20% we saw in
the last five years.
Emerging markets and developing economies growth
%
10
9
8
7
6
5
4
3
2
1
0
1980
1985
1990
1995
2000
2005
2010
2015
Real GDP growth (%)
Decade average
Source: IMF, World Economic Outlook
Aggreko plc Annual Report and Accounts 2013 HEALTH WARNINGS
Our Power Projects business has delivered impressive
returns over the last two strategy cycles: a compound
growth of 34% in trading profit and an average return
on capital of 31%. Because the structural drivers of
growth are so strong, it is easy to be seduced into the
belief that progress has always been smooth. This is
not the case: not only has order intake been volatile,
but we have also seen large variations in quarterly
on- and off-hire rates (see graph below). In a business
where customers pay a premium for the ability to take
on or get rid of capacity at short notice, we should
not be surprised if they exercise their rights for their
convenience rather than ours, and it is therefore the
case that growth in our Power Projects business is
subject to fits and starts rather than one of smooth
progression. The structural growth drivers will ensure
that, over time, the direction will be onwards and
upwards but, from quarter to quarter and from year
to year, it will not be a smooth ride.
MW on- and off-hire by quarter (2008-2013)
It is also important to remember that 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
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, and we are currently carrying £49 million
of bad-debt provisions, but investors should remember
that the returns we report are fundamentally ‘risk-
unadjusted rates of return’ because nobody has yet
behaved badly enough to adjust them.
800
600
400
200
0
-200
-400
-600
Quarter:
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
2008
2009
2010
2011
2012
2013
Add new on-hire
Less new off-hire
Net movement
19
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT
OUR STRATEGY
GROUP STRATEGY
The objective of our strategy is to deliver long-term
value to shareholders, outstanding 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; 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.
Our current strategy was developed following an
in-depth review of Aggreko’s business in 2003, and
we have worked relentlessly to implement it, with the
occasional tweak on the tiller, for the last ten years.
We believe that this consistency of purpose has been
a major contributor to our success and that the result –
17% compound growth in revenues and 24% compound
growth in trading profit over ten years – is proof of the
strategy’s success.
Aggreko Group
Revenue (£m)1
Trading profit (£m)1
Trading margin1
Diluted earnings per
share (pence)
Return on capital
employed (ROCE)2
Enterprise value at
year end (£m)3
1 Excluding pass-through fuel.
2013
2003
1,531
354
23%
324
42
13%
CAGR
17%
24%
92.03 10.14
25%
21%
13%
4,961
514
25%
2 Calculated by dividing operating profit for a period by the average
net operating assets as at 1 January, 30 June and 31 December.
The Definition and calculation of Non GAAP measures section
on page 168 of the Annual Report explains this in more detail.
3 Enterprise value is defined as market value plus net debt.
The Definition and calculation of Non GAAP measures section
on page 169 of the Annual Report explains this in more detail.
By the measure of delivering long-term growth, the
performance of Aggreko over the last ten years has
been exceptional; few businesses of our size have been
able to deliver 25% compound growth in earnings
over a decade. Whilst it is tempting to see this solely
as the result of our own hard work, the fact is that we
know we stand on the shoulders of giants. Aggreko’s
success over the last decade has been made possible
by the skilful and patient investment made over the
previous forty years by our predecessors. It was they
who built a network of service centres in North
America, Europe and Australia; understood that
designing and building our own equipment had major
advantages; created a hard-working, entrepreneurial
and customer-focused culture; and built a brand.
The lesson we see every day is that it takes decades
to achieve the sort of global scale which Aggreko
now enjoys, and there are no short cuts.
20
Aggreko plc Annual Report and Accounts 2013 We have a policy of thoroughly reviewing our strategy
every five years, with interim updates every two years;
following the first strategy review being presented to
investors in 2004, we completed major reviews and
presented them to investors in 2008 and, most
recently, in 2013. 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.
In 2012 we completed our latest strategy review and
presented it to investors in March 2013. In the review
we first examined how we had performed against the
five-year targets we had set ourselves in 2008, as part of
the previous Strategy Review. The answer was pleasing:
– At the 2008 review, we said we would aim to grow
revenues over the 5 years to 2012 at double-digit
rates; in the event, revenues increased 2.4 times
over the period, and grew at a compound average
rate of 20%.
– We said that we expected some margin dilution
as the volume of Military contracts reduced. These
contracts ran longer than we expected, and we
benefited from a major ‘black swan’ event in the
form of contracts arising from the Fukushima
disaster in Japan. As a result trading margin
increased by 4 percentage points; trading profit
almost tripled, growing at a compound rate of 24%.
– We said that we would focus investment in our
Local business on growing in emerging markets,
which we expected would allow us to grow faster
than developed market growth of GDP +2-3%.
During the period, Local business revenues grew
at a compound rate of 13%, excluding the impact
of major events, and 15% including major events.
– We said that we believed that the market for Power
Projects would grow at around 20% per annum, and
that our business would grow its revenues at that
rate +/–5%. In the event our Power Projects
revenue, excluding pass-through fuel, grew
at a compound rate of 29%.
– We said that we believed our anticipated growth
would require us to invest around £1 billion on new
fleet and that we would be able to do that without
recourse to shareholders. Our growth was much
faster than we anticipated, and the required fleet
investment much larger, at £1.5 billion. Not only
did we finance this all ourselves, we were able to
return over £350 million to shareholders over the
period through ordinary dividends and in 2011
a £149 million cash return to shareholders.
The net result of this for shareholders was that between
2008 and 2012, Aggreko delivered a Total Shareholder
Return of 247%, which compared with the FTSE 100
return of 11% over the period. However, just as pleasing
to the managers of the business was the operational
performance. We rapidly expanded the reach of the
business, opening or acquiring 73 new locations; we
successfully completed and integrated five acquisitions;
we invested millions of pounds in developing new
engine technology which in 2013 allowed us to launch
our G3+ and G3+ HFO engines (of which more anon).
We grew our gas fleet to over 1,300MW of capacity, of
which over 1,000MW was on rent by the end of 2012.
And most important, despite having more than doubled
revenues and nearly tripled profits, we did not irritate
our customers while doing it. To the contrary, over
the period our Net Promoter Score, which measures
customer satisfaction, increased by ten percentage
points from an already extremely high level.
It was not all plain sailing, however. We had thought
there would be an opportunity to grow a business in
Europe providing ‘balancing services’, which would
help national grids manage the expected rapid growth
of wind-power; despite trying hard, we could not
figure out a way we could make money doing this,
so gave up on the idea. We also wanted to grow our
temperature control business; we failed, and revenues
for this product line stayed stubbornly flat. Finally, the
results would have been even better if we had not had
to increase bad debt provisions in our Power Projects
business and thereby reduce profits by some $78 million
over the period mainly due to our inability to persuade
a few large customers to pay their bills on time.
21
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT OUR STRATEGY CONTINUED
The main focus of the Strategy Review was of course
planning for the next five years, and as part of every
five-year review we try to look at the business at a
fairly fundamental level. Are we in the right markets
with the right products? Do we have an appropriate
structure and management team? Once we have looked
at these fundamental issues, we then go on to explore
business line strategies.
On a fundamental level, our conclusions were:
Are we in the right markets with the right products?
We are active in around 100 countries in the world,
so we do not think we are lacking reach. In terms of
product offering, we concluded that our strategy of
remaining focused on two product ranges – power
and temperature control – remains correct. Whilst
we reserve the right to revisit this, and will stay alert
to new opportunities, we believe we have ample
opportunities for growth within the existing portfolio,
and suspect that trying to push new types of product
through our channel would only create confusion and
dilute focus. However, within power and temperature
control, we have significantly improved our ability
to develop product and optimise it to our own
requirements; we think this is a powerful differentiator,
and intend to continue to invest heavily in this work.
We looked at our organisational structure as part of the
Strategy Review, and concluded that, after ten years
our old structure of having three regions – Europe,
North America, and ‘Aggreko International’ (basically,
everywhere else) – was no longer right. Two thirds
of our profits came from Aggreko International,
and the management of that region were finding it
increasingly hard to exercise the oversight and control
necessary when the region was so large and complex.
We therefore re-organised the business, keeping three
units, but having each responsible for a logical and
contiguous geography: Asia-Pacific, Europe Middle
East & Africa, and the Americas. This new structure is
performing very well, specifically, we are getting much
better co-operation between Local and Power Projects
operations within regions; oversight is stronger; and
management are closer to their businesses and are not
constantly jet-lagged as all their business is within
similar time-zones.
An important consideration on structure relates to
defining our business as having two lines: the ‘Local’
business, and the ‘Power Projects’ business. We
describe these two business lines in more detail below
and in the ‘What We Do’ section, but in short, the
Local business handles day-to-day transactional rentals
to industrial and commercial customers, whilst Power
Projects owns and operates temporary power plants,
selling kilowatt-hours principally to utilities in
emerging markets. The two businesses share fleet and
resources, but the customer requirements tend to be
different, and, historically these two business lines
have operated in different geographies, with the Local
business being focused on Europe and North America
and other developed economies, whilst Power Projects
operated almost exclusively in emerging markets.
In our 2008 Strategy Review, we identified that
we wanted to grow our Local business in emerging
markets, and as we have executed on this plan the
business segments began to cross paths more often;
both the Local business and the Power Projects sales
teams were coming across opportunities where the
question was asked – is this a Power Project or a Local
business contract? From this we identified the need to
focus during the next strategy cycle on ‘mini-projects’,
which we describe in more detail under the Local
business strategy below.
At a Group level, the targets we have set ourselves for
the period 2013-2017 are that we expect to be able to
achieve, on average and with year-on-year variation,
underlying (which in this case is adjusted for the
impact of the known decline in Military and Japanese
contracts, London Olympics, Poit Energia, pass-through
fuel and currency) revenue growth of over 10%, with
trading margins and returns on capital employed of
over 20%. In 2013 underlying revenue growth was
below the target range at 6%, whilst margins at
22% and return on capital employed at 21% were
both within the range. The principal reason for
undershooting the revenue target was because of
challenging conditions in the Power Projects market,
as set out below and in the Trading Review. We are
not inclined to change our revenue target, as we regard
it as an average to be achieved over a five-year period,
and we would expect there to be year-on-year variation.
It is worth noting that at the start of our last strategy
review period we were beset by the impact of the global
financial crisis of 2008-2009, but managed to survive
that and went on to beat our five-year targets.
22
Aggreko plc Annual Report and Accounts 2013 Having looked at the fundamentals of our Group
strategy, we then moved on to set out the strategies
for both the Local and Power Projects business lines.
LOCAL BUSINESS STRATEGY
The Local business serves customers from 202 service
centres and offices in 49 countries in North and Latin
America, Europe, the Middle East, Africa, Asia and
Australasia, with eight (net of closures) new locations
added during 2013. This is a business with high
transaction volumes: an average contract (outside of
major events) lasts for a few weeks and will be worth
less than £20,000. The Local business represents 59%
of Aggreko’s revenues, excluding pass-through fuel, and
45% of trading profit. Since our first strategy review in
2003, revenues and trading profit have increased at a
compound growth rate of 13% and 19% respectively:
Aggreko Local business
2013
2003
CAGR
2013
2003
% of Group
Revenue (£m)
Trading profit (£m)
Trading margin
ROCE2
904 258 13% 59% 80%
158
27 19% 45% 64%
18% 10%
17% 11%
Following our Strategy Review, we believe that
our Local business will continue to offer attractive
opportunities for growth, particularly in emerging
markets. We believe that the underlying market for
power and temperature control rental tends to grow
at around 2 times GDP. We have been investing in
expanding our Local business in emerging markets
because their GDP is growing faster, and markets
growing at twice GDP growth of 6% are more attractive
than markets growing twice GDP growth of 2%.
There are three elements to our operational strategy
for the Local business:
1. Maintain a clear differentiation between our
offering and that of our competitors by providing
outstanding customer service and a high-quality
rental fleet.
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. In terms of markets we serve,
we will continue to be focused on expanding our
presence in countries that have high rates of GDP
growth, particularly emerging markets. This enables
us to obtain higher levels of growth, and increase
our scale and global reach.
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 five years we have been asking
about 20,000 customers what they think of the service
they have received from us, and we measure our
Net Promoter Score. 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 five years our score
has improved by six percentage points and Satmetrix,
a global leader in customer experience programmes who
manage over 21 million customer responses annually
(including Aggreko’s), have confirmed that our Net
Promoter Score in 2013 was amongst the top quartile
of all the companies benchmarked worldwide in the
business-to-business segment.
We have also focused on improving the operational
performance of equipment; one of the reasons why our
Net Promoter Score has increased so markedly is that
we have radically reduced the number of breakdowns
our customers experience. Aggreko equipment has
always been widely regarded as the highest quality in
the industry, but in recent years we have worked hard
to improve this reputation further, and since 2007
we have doubled the number of days a customer can
expect to use one of our generators without a failure.
23
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT OUR STRATEGY CONTINUED
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 a world-class 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
2003 and 2013, sales/gross rental assets in the Local
business increased from 62% to 72%. Building our
own equipment allows us to stock our fleet with
premium-quality equipment at a 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 19% over the
last 10 years and a return on capital employed that
has improved from 11% to 17% over the same period.
and uncertainties on pages 34 to 39) – we run in the
Local business are far lower than in Power Projects
and, therefore, the rewards are consequently (and
properly) lower.
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 and offices, including
those acquired as part of an acquisition in:
Americas mature markets: Edmonton, Fort
McMurray, Ft St John, Gillette, Indianapolis,
Long Island, Minneapolis St Paul, Minot, Odessa,
Pittsburgh, Roosevelt, Saskatoon, Seattle, Three Rivers
EMEA mature markets: Padova, Staphorst
APAC mature markets: Christchurch, Geraldton,
Gladstone, Muswellbrook, Mt Isa, New Plymouth,
Surat Basin, Tauranga, Wellington, Wollongong
However, we know that our businesses grow fastest
where there is strong growth in GDP. So a core part
of our strategy has been expanding our Local business
in the faster-growing economies of Latin America, the
Middle East, Africa and Asia. In the last 5 years, we
have opened or upgraded service centres and offices in:
Americas faster-growing economies: Belem, Ciudad del
Carmen, Monterrey, Panama, Tampico, Villahermosa,
Belo Horizonte, Boa Vista, Bogota, Brasilia, Buenos
Aires, Camacari, Campo Grande, Concepcion, Copiapo,
Cordoba, Cuiaba, Florianopolis, Goiania, Guadalajara,
Hermosillo, Lima, Neuquen, Parauapebas, Porto Alegre,
Recife, Sao Bernardo, Sao Luiz, Sao Matteus, Tucuman
Some people ask us why the return on capital in the
Local business is lower than in Power Projects; the
answer to this is that, inherently, the risks – political,
economic and people-related (refer to principal risks
EMEA faster-growing economies: Baku, Bucharest,
Cape Town, Durban, Johannesburg, Istanbul, Jubail,
Walvis Bay, Moscow, Nairobi, Port Elizabeth,
Riyadh, Warsaw
24
Aggreko plc Annual Report and Accounts 2013
APAC faster-growing economies: Bangkok,
Chennai, Dalian, Foshan, Ho Chi Minh City,
Hyderabab, Kolkata, Manila, New Delhi, Pune,
Seoul, Tokyo, Vizag
The latest strategy review identified that as we
expand the Local business into territories that were
previously only served by Power Projects we are seeing
opportunities to perform smaller power projects through
the Local business. This has numerous advantages; the
logistics of selling and executing a 15MW project in,
say, Manaus, are significantly easier if managed from
our Manaus service centre, rather than from the Power
Projects hub in Panama or Dubai; it adds scale to the
Local business; and it strengthens Local business
capability and reputation. Furthermore, it expands our
addressable market; as discussed in the ‘What We Do’
section, utilities are frequently short of funds and are
sometimes neither motivated nor able to spend millions
of pounds solving power shortages. Industrial users,
however, feel the pain of power cuts very directly,
and the cost of sourcing additional power to maintain
production can easily be justified. In this respect, we
are excited by the opportunity to address the structural
problem of power shortages in emerging markets from
two directions – Power Projects addresses the large-
scale power provider (i.e. utility) market, whilst the
Local business addresses the problem from the power
users’ (i.e. commercial and industrial) point of view.
We are therefore encouraging our Local businesses
in emerging markets to address this segment of the
market, which we call ‘mini-projects’, and so far this
is showing excellent results. As at the end of 2013, we
had over 260MW on rent in mini-projects (defined
as contracts for over 12MW and for more than three
months duration) in the Local business, which was
over 75% higher than at the end of 2012.
The one disadvantage of this approach is that to
outside observers, comparing our performance with
competitors who only have Power Projects business,
it may appear that our growth in power projects is
slower than it is in fact, as contracts are increasingly
performed by the Local business. We cannot see a
clever way round this, other than letting the numbers
speak for themselves.
LOCAL BUSINESS PERFORMANCE
In terms of our expectation of the rates of growth the
Local business will deliver over the five years from 2013,
we expected underlying (excluding London Olympics,
Poit Energia acquisition and currency) revenue growth
of between 8% and 12%; margins of between 17% and
20%; and a return on capital employed of between
18% and 21%. It should be emphasised that these are
the averages we would expect over a five year period,
and there will be years when we may be outside one
of these ranges with 2013 being an example of that.
In 2013, our Local business performed well, albeit
fractionally outside these ranges: on an underlying
basis revenues grew by 7%, against a target of 8-12%;
trading margin was within our target range at 18%;
return on capital employed was just outside target
range at 17%, against a target of 18-21%.
POWER PROJECTS STRATEGY
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 Power
Projects business we contract to provide electricity
generated by plants that we own, build, commission
and operate. We are seen as a power producer, not a
renter of equipment. The power plants can range in
size from 10MW to 250MW 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 and Latin
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.
25
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT
OUR STRATEGY CONTINUED
Power Projects now represents 41% of Group revenues
and 55% of trading profit, excluding pass-through fuel.
Since 2003, Power Projects revenue excluding pass-
through fuel and trading profit have grown at a
compound annual growth rate of 25% and 29%
respectively:
Power Projects
2013
2003
CAGR
2013
2003
% of Group
Revenue (£m)1
Trading profit (£m)1
Trading margin1
ROCE2
66 25% 41% 20%
15 29% 55% 36%
627
196
31% 23%
27% 25%
Note: pass-through fuel refers to revenues we generate from three
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.
Our Power Projects business is focused on emerging
markets where growth is driven by structural issues.
Demand for electricity in emerging markets is growing
faster than GDP, and few countries have been able
to finance the additional permanent generating and
transmission capacity needed to keep up with demand.
Our review confirmed that these structural issues are
likely to remain in place for the foreseeable future;
we believe that the shortfall between supply and
demand will grow at about 13% CAGR for the five
years from 2013. We think that this will translate into
an increase in market demand for temporary power
in the range of 10-15% per annum, on average, and
depending on year-to-year variation.
The strategy for the Power Projects business is
straightforward, and remains as it has been for the last
ten years: 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, we have been successful in executing
this strategy and our 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 Power Projects is because demand can shift
rapidly between continents. In 2003, Latin 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 Latin America
and Asia combined. In the last couple of years, the
position (as measured by our fleet-on-rent) has become
more balanced with the current weighting more
towards Africa. These shifts in demand were driven
in part by rainfall patterns, which affects the output of
hydro power plants, in part by the relationship between
economic growth and investment in permanent power
generation and, in part, by geo-political and economic
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 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 delivery of large amounts of generating
capacity is a significant competitive advantage. Small
operators 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 Power Projects is also used in the Local business
fleet, we manage our large generators as a common
global pool across all our regions. Between the Local
business and Power Projects, we currently have a
fleet of over 7,100 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 first phase of the power contract in Mozambique
where, in response to a power shortage, we were able
to deliver and commission over 100MW within 18
weeks of contract signature despite the fact that this
involved us building a substation, transmission lines,
gas pipeline and a road to access the site.
26
Aggreko plc Annual Report and Accounts 2013
– 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 (refer to principal risks and uncertainties
on pages 34 to 39). 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, and we estimate that our
capital cost/MW is typically 20-40% lower than
competitors’. 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 at lower cost, 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
Power Projects, bigger is better – and Aggreko is now
much larger than any other competitor in this market.
To be able to sustain a position of being the largest
player in the market also requires us to have market-
leading products, and to be able to offer customers
the best value in the market. Our strategy review
highlighted the importance of cost to our customers;
temporary power is widely regarded as being
expensive, but that is almost exclusively a function
of fuel cost, which can be as much as 10 times the
cost of the equipment rental charge. Historically,
temporary power plants have been fuelled by diesel,
which has the advantage of being readily available
almost everywhere in the world. However, it is
extremely expensive compared to the fuels permanent
power plants use – typically coal, gas or HFO; diesel-
fuelled temporary power might cost a utility $0.25 per
kilowatt hour, but of that amount only $0.03 might
be the actual cost of the generation; the balance of
$0.22 will be fuel. Permanent plants running gas or
HFO would typically have a fuel-inclusive cost of
$0.10-$0.15 per kilowatt hour, depending on fuel
type and plant efficiency. We believe that if we can
make temporary power cost-competitive with permanent
power, the market will expand considerably, particularly
since temporary power plants are much more flexible
than permanent capacity, which typically has to be
contracted for 20-year periods.
We have therefore been investing heavily in the
development of temporary power generation that
can use gas and Heavy Fuel Oil. We were the first
company to develop and produce in volume 1MW
gas-fired generators in 20 foot containers, and we
now have over 900MW on rent in our Power Projects
business – far ahead of any competitor; in the second
half of 2013, gas-fuelled plant generated 35% of our
Power Projects rental revenue, having grown at a
compound growth rate of over 55% between 2007 and
2013. Utilities using our gas technology are enjoying
all-in costs per kilowatt-hour from our plants which is
often cheaper than some of their permanent capacity,
and far below diesel-fuelled power plants.
Gas rental revenues ($m)
350
300
250
200
150
100
50
0
322
252
139
69
80
22
35
2007
2008
2009
2010
2011
2012
2013
27
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT OUR STRATEGY CONTINUED
Gas, however, has one major disadvantage, which is
availability. Gas supplies tend to be contracted years
ahead, and finding a combination of a customer
who wants temporary power, who has gas supplies
available, and a pipeline that intersects the grid at
a point we can interconnect is tricky. Typically, the
gestation period for gas-fuelled temporary power
contracts is much longer than for diesel contracts
because of fuel availability.
In 2010 we began to explore if we could find a ‘middle
way’; a fuel that was cheaper than diesel, but more
easily available than gas. The answer was HFO, which
is widely used for both power generation and shipping.
The problem is that existing engines that run HFO
are completely unsuitable, for reason of their size and
weight, for temporary applications; they are designed
for permanent installation, and are very expensive to
buy. Undaunted, we asked the question: could we
develop an engine which would be low cost, and which
would fit into a 20 foot container? We then started a
multi-million pound development programme to see
if we could persuade our trusty Cummins G3 engines
to run HFO; this had never been done before, and
would have numerous advantages, particularly if we
could retrofit our existing engines to run the fuel.
The programme was very successful, and in 2013 we
launched our new G3+ HFO. As set out in ‘What
We Do’, we had already developed a programme for
recycling our engines at the end of their normal life to
produce a brand new engine from the carcase of an old
one, and have already recycled over 1,000 engines using
these techniques. Now we can produce an engine at
re-build that will run either HFO or diesel.
We have so far produced over 260 new HFO-capable
generators, and initial customer reaction has been
very favourable, as we are able to save them millions
of dollars in fuel cost. In 2013 we signed contracts
with eight customers across the Group for this new
technology, and while we fully expect that it will take
some time to establish the product in volume – as it did
for gas – we believe that this product will become a very
important part of our portfolio over the next five years.
28
This puts us in a very strong position in the Power
Projects market; we are by far the largest operator,
with unmatched global scale and presence, as well
as the lowest capital and operating costs; we have
a large Local business with whom resources can be
shared; and we are the only operator to be able to
offer the choice of diesel, HFO and gas-fuelled plant.
Importantly, we are also making good progress towards
being able to drive the costs of our temporary power
down to match permanent power.
POWER PROJECTS PERFORMANCE
The targets we have set ourselves for the period
2013 – 2017 for the Power Projects business are
for underlying revenue growth of between 10% and
15%; margins of between 27% and 32%; and a return
on capital employed of between 25% and 30%. As
with the Local business, it should be emphasised that
these are the averages we would expect over a five
year period, and there will be years when we may
be outside one of these ranges. Our reference to
‘underlying growth’ above means the growth we would
expect to achieve once we have adjusted for currency,
pass through fuel and our contracts in Japan and with
the US Military, which we expect to largely disappear
over the course of 2013 and 2014.
In 2013 we missed our target for underlying revenue
growth by a wide margin, achieving 4% underlying
growth versus a target range of 10-15%. Trading
margin, at 31% was at the top end of the target range
of 27-32%; return on capital employed, at 27%, was in
the middle of the target range of 25-30%. There were
two reasons that we missed the revenue growth target.
First, reduced levels of GDP growth and an uncertain
outlook in emerging markets reduced demand. We
believe that in only one area (North Africa) did
demand for Power Projects grow, and elsewhere
demand was flat or lower than in 2012. Secondly, in
Asia specifically there was intense competition between
suppliers who had excess capacity, and as a result
rates, and our volumes, declined. We are not inclined
to change our targets, as we regard them as averages
to be achieved over a five-year period, and we would
expect there to be year-on-year variation. It is worth
noting that at the start of our last strategy review
period we were beset by the impact of the so-called
global financial crisis of 2008-2009, but managed to
survive that and went on to beat our five-year targets.
Aggreko plc Annual Report and Accounts 2013 MANAGEMENT OF
RESOURCES
This section describes how we manage our key
resources to deliver the strategy outlined above.
PEOPLE
Aggreko has around 6,000 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 53 to 60.
Aggreko continues to improve the capability of its
people in line with the growth of the Group. The
talent management system and succession planning,
which was introduced six years ago now covers around
300 managers. This includes individual assessments of
our key staff resulting in individual development plans
to increase our internal talent. In addition we have
developed a second Aggreko Leadership Programme
together with the IMD Business School in Lausanne,
which will be rolled out to our senior managers starting
in 2014. We implemented a Learning Management
Solution which will help us to improve, manage and
monitor technical, safety and management training
globally. Since 2008, we have trained over 1,000
people in continuous improvement techniques.
The Company’s remuneration policy, which is
described on pages 81 to 101, 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 1,700 people
participate in the Sharesave programme; around 160
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 – £2.4 billion
worth at original cost as at 31 December 2013.
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.
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
29
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT
MANAGEMENT OF RESOURCES CONTINUED
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 laid out on page 32.
FINANCIAL RESOURCES
The Group maintains sufficient facilities to meet its
normal funding requirements over the medium term.
These facilities are in the form of private placement
notes and committed bank facilities arranged on a
bilateral basis with a number of international banks.
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 2013, Aggreko’s capital expenditure totalled
£228 million. Of this, over 60% was assembled by our
manufacturing facility which is based in Dumbarton,
Scotland. The remainder of the capital expenditure
was either refurbishments or 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.
30
Aggreko plc Annual Report and Accounts 2013
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
– Earnings per share
– Return on average capital employed
– 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 property and reputation. 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 for 2013 was 0.68. This compares
favourably to the benchmark of 1.9 reported for US
rental and leasing industries published by the US
Department of Labor in 2012, and is a noticeable
improvement on the 0.94 FAR in 2012.
Further discussion of Health & Safety matters can
be found in this report in the Principal Risks and
Uncertainties section (pages 34 to 39) and Corporate
Social Responsibility section (pages 53 to 60).
FAR was as follows:
Frequency Accident Rating
2013
2012
2011
2010
2009
0.68
0.71
0.76
0.94
0.98
EARNINGS PER SHARE (EPS)
Measuring the creation or destruction of shareholder
value is a complex and much-debated topic. We
believe that 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 EPS, pre-exceptional items.
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 (refer to Note 11 of the Annual
Report). EPS for the year was 8% below the previous
year. Trading performance for the year is described
in the Trading Review on pages 40 to 52.
Diluted EPS was as follows:
Diluted EPS
pence
2013
2012
2011
2010
2009
92.03
100.40
86.76
78.98
62.42
31
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT
KEY PERFORMANCE INDICATORS CONTINUED
RETURN ON AVERAGE CAPITAL EMPLOYED
(ROCE)
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 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 by dividing operating profit for a
period by the average of the net operating assets as at
1 January, 30 June and 31 December. The Definition
and calculation of Non GAAP measures section
on page 168 explains how the ROCE is calculated
in more detail.
ROCE was as follows:
Return on average capital employed
%
2013
2012
2011
2010
2009
21
24
28
29
32
ROCE in 2013 was three percentage points lower
than 2012 at 21%. This reduction was driven by the
Power Projects business, mainly due to a lower level
of diesel fleet utilisation and the anticipated reduction
in Japan and Military revenues as these contracts
finished, partly offset by a movement in the provision
for bad debts. At 21%, 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 93 to 96).
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 2013, approximately 22,000
questionnaires were sent out and we received around
4,500 replies: we believe that the scale of the response
we get enables us to have confidence in this KPI.
Across the Group, our NPS over the last five years was:
Net Promoter Score
2013
2012
2011
2010
2009
64
62
60
60
60
32
Aggreko plc Annual Report and Accounts 2013 – 88% found Aggreko an exciting place to work;
– 89% were proud to work for Aggreko; and
– 89% understood how the work they do contributes
to the achievement of Aggreko’s strategic goals
and objectives.
The increase in 2013 was driven by increases in our
APAC and EMEA businesses partially offset by a
decrease in the Americas business, albeit our Americas
business scores the strongest of the three regions.
Satmetrix, a global leader in customer experience
programmes who manages over 21 million customer
responses annually (including Aggreko’s), has confirmed
that our Net Promoter Score in 2013 was amongst
the top quartile of all the 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 has decreased this year and is at
its lowest over the past five years, analysed as follows:
Staff turnover
%
2013
2012
2011
2010
2009
11.3
11.5
14.2
13.4
12.2
As well as measuring staff turnover, the Group carries
out a regular global opinion survey, conducted by an
independent third party, in which every employee is
invited to say what they think about Aggreko. The
results from the last global opinion survey conducted
in 2013 put Aggreko in the top quartile with peer
group companies. Despite over 1,300 new people
coming into the business in the period between the
surveys, the feedback from 5,100 responses (86%
return rate) was very positive and very much in line
with the results compared to the previous survey.
Aggreko continues to have a strong culture with
highly committed people, demonstrated by:
33
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT PRINCIPAL RISKS
AND UNCERTAINTIES
RISKS
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.
and inadequate investment in supply – are structural.
But the decision to spend hundreds of millions of
pounds on sustaining electricity supply using
temporary solutions is in most cases a political one.
The budgets of utilities in developing countries are
generally controlled by government, and money spent
on temporary power is money that has to be diverted
from elsewhere; the easiest, simplest thing to do is to
just put up with power cuts and not spend the money.
Only when the pressure becomes intolerable will
the coffers be opened. Intolerable pressures include
demands from industry and commerce desperate
for power; from voters angry about lack of power.
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 albeit in the
last two years we have also seen signs of lower levels
of economic activity impacting our Power Projects
business. 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.
We also have some businesses which, by their nature,
are exposed to particular sectors – for instance, a
material proportion of our North American business
comes from upstream and downstream oil & gas, our
Australian business is highly dependent on mining
activity and our Singapore business has a high
proportion of shipping activity.
We are sometimes asked whether the drivers of
growth in Power Projects are ‘cyclical’ or ‘structural’.
The answer is that one is affected by the other; the
immediate force of the structural drivers is affected
by the economic environment. In the long-term, the
drivers of growth – increasing demand for electricity
The balance of pressure and availability of money
are both affected by economic circumstance and
sentiment. If economic growth is strong and tax
revenues are growing; if industrial activity is
expanding, and deficits under control; if debt is
cheap, then customers will be more inclined to spend
money on temporary power. This was generally the
case in the decade up to 2012. In the last two years,
economies in emerging markets have seen lower rates
of growth and greater uncertainty, and accordingly
the willingness and ability of governments to spend
money on temporary power has been tempered.
We mitigate this risk in a number of ways. First,
having a global footprint and a fleet that can work
almost anywhere is a great advantage because we can
move rental fleet between businesses; for example, in
2013, we satisfied the Local business’ requirements for
large generators out of our Power Projects business,
where we currently have some excess capacity.
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
or geography. In Brazil we continue to invest in
temperature control to reduce our sectoral exposure to
offshore oil & gas; while in Russia we are expanding
to enable us to develop under-penetrated sectors such
as mining. Thirdly, we can quickly reduce capital
expenditure which was demonstrated in 2013 by our
new fleet investment being £210 million lower than
in 2012. Given the large depreciation element in the
business’ cost base (£273 million in 2013), reducing
capital expenditure to a level close to depreciation
makes the business very cash generative which, in
turn, reduces debt and interest cost.
34
Aggreko plc Annual Report and Accounts 2013 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 few years,
the price of fuel has been fairly stable, with the Brent
Blend price1 at around $110. We would not say that
the oil price staying persistently high has had a direct
impact on people’s willingness to rent; people rent
generators because they need power, not because
it is a cheap way of generating electricity, however,
it is most likely a contributing factor when combined
with lower levels of economic activity and currency
devaluation in certain markets. The overall 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.
Exchange rate fluctuations can have a dual impact
on our performance. The first impact of exchange
is a direct one when we translate into our reporting
currency, Sterling, as 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
two thirds of the Group’s revenue and costs are
denominated in US Dollars; the next largest currency
exposures are the Euro and Australian Dollar, both of
which account for around 6% and the Brazilian Real
which accounts for around 5% of revenue and costs
respectively. 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 percentage point
movement in the Sterling/Dollar exchange rate would
have had an impact in 2013 of around £49 million
on revenue and £12 million on trading profit. With
respect to our other major currencies a 5 percentage
point movement would give rise to a translational
impact in the region of £18 million on revenue and
£5 million on trading profit. The second impact of
exchange rate fluctuations is indirect and mainly
impacts our Power Projects business where we tend
to transact in US Dollars as the cost base of the Power
Projects business is mainly in US Dollars, so we have
a natural hedge against exchange rate movements.
That said, most of our customers will be collecting
their revenues in local currency and in countries where
in the last year we have seen significant devaluation
against the US Dollar, this will be impacting the
affordability of temporary power.
POLITICAL RISK
Power Projects
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 Latin 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 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. 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.
Generally, we find that Governments are keen to
behave in a fair way to suppliers of critical infrastructure,
such as Aggreko. In the last five 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.
1 Bloomberg European Brent Blend Crude Oil spot price per barrel.
35
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT PRINCIPAL RISKS AND UNCERTAINTIES CONTINUED
The quantum of political risk faced by the business
has grown in recent years with the rapid expansion
of our Power Projects business, but the benefit of scale
is that the risk becomes more diversified.
Scottish Independence
Apart from the political risk which has always been an
inherent part of our Power Projects business, we now
face a new risk; this is the possibility that Scotland,
which is where we are headquartered and have our
global manufacturing and product development
facility, might separate from the rest of the United
Kingdom. Without wanting in any way to enter the
political debate on this issue, we have a reporting
responsibility to set out in our Annual Report the
risks facing the business, and we believe that Scottish
Independence could present a number of risks.
At an operational level, it is likely that we would
have to deal with significant additional administration
cost and complexity in our UK operations, which we
currently run as a completely integrated unit, sharing
fleet and people without impediment. Following
Independence, our UK business operations would
have to be split into two separate trading entities,
and every time we moved an item of fleet across the
border, invoices would have to be raised, and balance-
sheets adjusted; we would have to account for tax
purposes for our employees’ days spent either side of
the border. Second, we assume that an independent
Scottish Government would wish to have its own
distinctive approaches to the taxes and regulations
which we currently deal with on a UK level; if
Scotland were independent there would potentially
be different rates of VAT, personal and corporate tax,
different approaches to employment rights, pensions
and health and safety. Managing these differences
would add complexity and cost to our UK business.
There are also two major macro-economic risks which
might affect us. The first is currency, where it seems
that the two options for an independent Scotland are
either a currency union with the rest of the UK, or a
separate Scottish currency. Neither of these options
are without risk for our business.
The second macro-economic risk relates to the
European Union and the regulation of international
trade. Operating as we do in over 100 countries, and
with equipment being shipped daily around the world
from our factory in Dumbarton, the regulation of
36
international trade is important to us; at present,
we are largely governed by agreements negotiated by
the EU, which has the heft of being one of the largest
trading blocs in the world. We also make extensive use
of EU and UK trade promotion. There is a risk that an
independent Scotland might not be able to continue
in membership of the EU, and that could impact the
terms under which we export around the world.
In summary, if Scotland were to leave the United
Kingdom and become an independent country, it
would likely burden our UK business with added
operating complexity and cost. There is also a risk that
the outcome of the issues of currency and membership
of the EU will not be helpful to our business. At the
very least, if Scotland votes for independence we will
face some years of uncertainty and hiatus. We will,
of course, find ways to manage around this challenge
if it arises. The major impact will be in the UK, which
accounts for less than 10% of our revenues, and as a
global business we will have plenty of options.
FAILURE TO COLLECT PAYMENTS
OR TO RECOVER ASSETS
Non-payment is one of the biggest risks the Company
faces. 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, 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 scale in our 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.
Aggreko plc Annual Report and Accounts 2013 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 the market regularly 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 make a provision or write-off 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.
We take a prudent approach to providing for bad
debt risk, and in 2013 held provisions of £49 million
against this risk in the Power Projects business. Even
though we have an ever broader portfolio of contracts,
and therefore a more diversified portfolio of risk, we
caution investors that the current high returns on
capital that we earn, particularly in our Power Projects
business, are in effect ‘risk-unadjusted’, although by
carrying large provisions we have partly mitigated
this risk by taking a prudent approach to bad debt
provisioning. So far, no customer has behaved badly
enough to cause us a major problem 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 by the Japanese tsunami or by the contracts
to supply power to the military camps in Afghanistan.
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. We
have 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 Power Projects business. Given the
ephemeral nature of this business – there might be
no business for us in a country for five years and then
suddenly a power crisis might present an opportunity
to supply 100MW for six months – it is not practical
to maintain full-time salespeople in each of the
150 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. 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
37
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT
PRINCIPAL RISKS AND UNCERTAINTIES CONTINUED
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 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.
We model our compliance regime around the
requirements of the UK Bribery Act and the US Foreign
Corrupt Practices Act (FCPA). A subcommittee of
the main Board was formed in 2011, the Board Ethics
Committee, which is composed entirely of Non-
executive Directors, who meet to approve our
ethics-related policies and procedures, and the
compliance thereof. A report from the Committee
is set out in the Annual Report and Accounts.
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.
38
Aggreko plc Annual Report and Accounts 2013
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 ten 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 aim 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 in recent
years: these engines have significantly reduced
emissions compared with other fuel types. Gas
powered generation now accounts for 1,485MW of
our fleet, made up of 1,210MW in our Power Projects
fleet and 275MW in our Local business fleet. 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
2013, around 40% of the fleet is either Tier 3 or Tier
4 compliant, with the previous fleet being re-deployed
to other parts of the Group.
39
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT REVIEW OF TRADING
GROUP TRADING PERFORMANCE
After nine consecutive years of growth, during which
Aggreko’s trading profits increased at a compound
rate of 28%, 2013 proved to be a challenging year.
A number of factors contributed to this: weaker market
conditions in our Power Projects business; comparatives
with an exceptionally strong 2012 which included the
London Olympics as well as peak revenues from Japan
and Military contracts in Afghanistan; and weakening
exchange rates. Against these headwinds, Aggreko
delivered a creditable performance.
In aggregate, Group revenue was flat on a reported basis,
while trading profit1 was down 8%. On an underlying2
basis Group revenue increased by 4% while trading profit
was up 1%. Our Local business, representing around 60%
of revenue, delivered good underlying revenue growth
of 7% and margins strengthened; trading in our Power
Projects business was, however, more difficult, with
underlying revenue at similar levels to the prior year
and margins a little lower than the prior year.
To give added perspective, the table below shows
the reported versus underlying growth rates for both
2012 and 2013.
Year-on-year growth %
As reported, excl. pass-through fuel3
Revenues
Trading profit
Underlying
Revenues
Trading profit
2013
2012
–%
(8)%
4%
1%
20%
14%
14%
6%
1 Trading profit represents operating profit of £358 million
(2012: £381 million) excluding gain on sale of property, plant
and equipment of £6 million (2012: £4 million).
2 Underlying excludes pass-through fuel revenue from Power Projects
and revenue from London Olympics and the Poit Energia acquisition
from the Local business as well as currency. A bridge between
reported and underlying revenue and trading profits is provided
at page 46 of the Financial Review.
3 Pass-through fuel relates to three contracts in our Power Projects
business where we provide fuel on a pass-through basis.
4 ROCE is calculated by dividing operating profit for a period by the
average net operating assets at 1 January, 30 June and 31 December.
40
A summarised Income Statement for 2013 is set out
below.
Movement
2013
£ million
2012
£ million
As
reported
Underlying
change
1,573
1,583
–%
4%
1%
1,531
352
358
1,543
381
385
(25)
333
(87)
246
(25)
360
(94)
266
–%
(8)%
(7)%
–%
(8)%
8%
(8)%
92.03 100.40
(8)%
Revenues
Revenues 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 revenues at £1,573 million
(2012: £1,583 million) were at similar levels to last
year, while Group trading profit of £352 million
(2012: £381 million) was 8% lower than 2012.
This delivered a Group trading margin of 22%
(2012: 24%). Underlying revenues and trading profit
increased by 4% and 1% respectively. On the same
basis trading margin decreased to 23% (2012: 24%).
Group profit before tax decreased by 8% to £333 million
(2012: £360 million), and profit after tax decreased
by 8% to £246 million (2012: £266 million). Diluted
earnings per share decreased by 8% to 92.03 pence
(2012: 100.40 pence). Return on capital employed
(ROCE4) was 21% (2012: 24%) and the ratio of revenue
(excluding pass-through fuel) to average gross rental
assets* was 64% (2012: 71%). The reduction in trading
margins, ROCE and the ratio of revenue to average gross
rental assets was driven by the Power Projects business,
mainly due to a lower level of diesel fleet utilisation
and a reduction in Japan and Military revenues, partly
offset by a movement in the provision for bad debts.
The movement in exchange rates in the year had the
effect of decreasing reported revenue by £10 million
and trading profit by £6 million. Pass-through fuel
accounted for £42 million (2012: £40 million) of
reported revenue of £1,573 million.
In response to the subdued trading conditions in our
Power Projects business we reacted promptly to reduce
the rate of capital expenditure in our rental fleet;
Aggreko plc Annual Report and Accounts 2013 we spent £205 million on new fleet in the period (2012:
£415 million), equivalent to 80% of the depreciation
charge (2012: 187% of the depreciation charge).
As a consequence, net debt fell to £363 million
at 31 December 2013, £230 million lower than
the prior year.
REGIONAL TRADING PERFORMANCE
The performance of each of our regional businesses
is described below.
REGIONAL TRADING PERFORMANCE AS REPORTED IN £ MILLION
By region
Americas
Europe, Middle East & Africa
Asia, Pacific & Australia
Group
By business line
Local business
Power Projects excluding pass-through fuel
Pass-through fuel
Group
Revenue
2013
£ million
2012
£ million
As reported
change
%
Underlying
change
%
645
625
303
607
626
350
1,573
1,583
904
627
42
905
638
40
1,573
1,583
7%
–%
(13)%
–%
–%
(2)%
5%
–%
8%
9%
(13)%
4%
7%
(1)%
4%
4%
Group excluding pass-through fuel
1,531
1,543
–%
4%
By region
Americas
Europe, Middle East & Africa
Asia, Pacific & Australia
Group
By business line
Local business
Power Projects excluding pass-through fuel
Pass-through fuel
Group
Trading profit
2013
£ million
2012
£ million
As reported
change
%
Underlying
change
%
147
114
91
352
158
196
(2)
352
129
128
124
381
170
212
(1)
381
14%
(11)%
(27)%
(8)%
(7)%
(7)%
–%
(8)%
20%
14%
(27)%
1%
11%
(5)%
–%
1%
Group excluding pass-through fuel
354
382
(7)%
1%
41
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT REVIEW OF TRADING CONTINUED
The performance of each of these regions is described
below:
AMERICAS
Revenues
Local
Power Projects
Total
Trading profit
Trading margin
As
reported
2013
£ million
As
reported
2012
£ million
As
reported
change
%
Underlying1
change
%
445
200
645
147
23%
400
207
607
129
22%
11%
(3)%
7%
14%
10%
4%
8%
20%
basis. We are delighted to have been chosen as the
supplier of temporary power for broadcast and critical
services for the 2014 FIFA World Cup in Brazil.
Power Projects revenue, on an underlying basis, was
up 4% on last year, despite a £10 million decline in
our Military revenues; the rate of off-hires in Military
revenues picked up pace in the second half as troops
withdrew from Afghanistan and camps were closed; at
the end of December MW on hire to the Military was
down about one third year-on-year, in line with our
expectations. On a more positive note, we were awarded
our first large order for our new HFO engine for 56MW
in the Caribbean and towards the end of 2013 we were
awarded an 80MW diesel contract in Panama.
1 Underlying excludes currency and the Poit Energia acquisition
in April 2012.
EUROPE, MIDDLE EAST AND AFRICA (EMEA)
As
reported
2013
£ million
As
reported
2012
£ million
As
reported
change
%
Underlying1
change
%
374 (12)%
4%
331
252
42
625
212
40
626
19%
5%
–%
116
(2)
114
129 (10)%
–
(1)
128 (11)%
17%
4%
9%
14%
–
14%
Revenues
Local
Power Projects excl.
pass-through fuel
Pass-through fuel
Total
Trading profit
Excl. pass-through
fuel
Pass-through fuel
Total
Trading margin excl.
pass-through fuel
20%
22%
1 Underlying excludes currency, pass-through fuel and London
2012 Olympics.
Our EMEA business also had a good year with
underlying revenue increasing by 9% and trading profit
by 14%. Reported trading margins dropped from 22% to
20%; on an underlying basis trading margin increased
from 19% to 20%. The major factor in the difference
between reported and underlying growth rates is the
London Olympics, which generated around £60 million
of revenue in 2012 in the EMEA Local business.
Our Americas business delivered a strong performance
with underlying revenue increasing by 8% and trading
profit by 20%. Reported and underlying trading
margin improved from 22% to 23%.
The Local business in the Americas performed well,
and had the benefit of the full-year impact of the Poit
acquisition in Brazil. Reported revenue increased by
11%, and underlying revenue, which excludes the
Poit impact and currency, increased by 10%. Within
the underlying number, rental revenue increased by
8% and services revenue increased by 14%; margins
improved which was particularly pleasing given the
faster growth of services revenues (which typically
have significantly lower margins than rental
revenues). Rental revenue increased across all our
products: power increased by 9%, temperature control
increased by 8% and oil-free compressed air increased
by 7%. On a sector basis, demand has been strong in
the upstream oil & gas as well as in petrochemical
& refining in both North and Latin America;
contracting and construction, although a small part
of our revenues, also grew strongly. On a geographical
basis we saw good growth in the majority of areas,
although towards the end of the year we saw growth
rates taper off in Brazil as a weaker economic
environment led to some projects being delayed.
The integration of the Poit Energia business was
completed in the first quarter and the combined
business in Latin America has performed well,
growing its revenues at around 20% on a pro forma
42
Aggreko plc Annual Report and Accounts 2013
Revenue in our EMEA Local business was up 4% on
last year on an underlying basis, and, pleasingly, rental
revenue increased by 7% while services revenue was
down 2%. Within rental revenue, power increased by
8% and temperature control increased by 2%. We also
secured two small HFO contracts in the Middle East.
We are delighted to have been chosen as the supplier of
temporary power for the Glasgow 2014 Commonwealth
Games. On a sector basis there was good growth in oil
& gas and services, but a decline in construction and
utilities. In geographic terms we saw rental revenue
growth in the UK, Germany, Norway, Russia and in the
Middle East particularly in Iraq, Qatar and Saudi Arabia.
Our new African local businesses all recorded revenue
growth but we experienced continuing weak demand
in a number of other countries in Continental Europe.
EMEA Power Projects had a strong year, notably in
Africa, and particularly with our gas-fired technology,
which is delivering electricity to customers at a cost
which is comparable to many permanent power plants
and far below that which is achievable with diesel-
fuelled generation. Underlying revenues were up 17%
on last year as we benefited from our 229MW gas-fired
power plant in Mozambique, which is now delivering
power to three countries (Namibia, South Africa and
Mozambique) across the Southern African power grid;
the first 107MW of this plant went online in July
2012, so in 2013 we had the benefit of revenues for
the full year. And in 2013 we installed an additional
122MW in Mozambique, which went online in June
2013, as did an additional 100MW in Cote d’Ivoire,
which takes our capacity there to 200MW. We also
signed diesel contracts for 120MW in Tunisia and
50MW in Guinea. These gains were partly offset
by off-hires in Angola and Kenya.
ASIA, PACIFIC AND AUSTRALIA (APAC)
As
reported
2013
£ million
As
reported
2012
£ million
As
reported
change
%
Underlying1
change
%
128
175
303
91
30%
130
2%
(2)%
220 (20)% (21)%
350 (13)% (13)%
124 (27)% (27)%
35%
Revenues
Local
Power Projects
Total
Trading profit
Trading margin
1 Underlying excludes currency.
Our APAC business had a challenging year with
underlying revenue declining by 13% and trading
profit declining by 27%. Reported and underlying
trading margin declined from 35% to 30%.
APAC operates Local businesses in Australia, New
Zealand, Singapore, China and India; the Australian
business also executes ‘mini projects’ in the Pacific
Islands and Papua New Guinea. Around 70% of
APAC Local revenue is generated by the Australian
business, which delivered strong growth in the first
half, and then went backwards in the second half as
reduced levels of investment in the mining sector
impacted demand. Across the year, Local business
revenue increased on an underlying basis by 2%,
within which rental revenue increased by 3% and
services revenue was up 1%. Power revenue was flat
while temperature control increased by 34% driven
by emergency cooling jobs in Australia.
Elsewhere in the APAC Local business, India
delivered good growth in its day-to-day transaction
business, but was impacted in the second half by a
deteriorating economic backdrop. We continue to
struggle to build a business of scale in China and have
decided to consolidate our operations into Shanghai
and Dalian whilst we work out the best way to build
a solid rental business in the country.
Power Projects in APAC had a very difficult year.
As tends to be the case when sophisticated economies
suffer power shortages, utilities in Japan were quick
to re-build capacity after the Fukushima disaster,
and most of the temporary power which came into
the country in 2011 was gone by the end of 2012.
Our largest contract in terms of value in Japan, for
100MW of gas-fired generation, finished at the end
of the first quarter of 2013. Our other two contracted
sites totalling 148MW of diesel were extended
through the whole of 2013, and have recently been
extended through to December 2014; however, in
2013, there was a significant year-on-year revenue
drop in Japan. At the same time, in Indonesia, a
combination of permanent power generation replacing
temporary power on some of our sites, as well as
intense competition for new and extension contracts,
resulted in a sharp year-on-year drop in revenues.
Combined, the impact of reduced revenues and
margins in Japan and Indonesia had a material
impact on APAC’s trading result in 2013.
43
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT
REVIEW OF TRADING CONTINUED
POWER PROJECTS BUSINESS LINE
As
reported
2013
£ million
As
reported
2012
£ million
As
reported
change
%
Underlying1
change
%
627
42
669
196
(2)
194
638
40
678
(2)%
5%
(1)%
212
(1)
(7)%
–
211
(8)%
(1)%
4%
(1)%
(5)%
–
(5)%
Revenues
Excl. pass-through
fuel
Pass-through fuel
Total
Trading profit
Excl. pass-through
fuel
Pass-through fuel
Total
Trading margin excl.
pass-through fuel
31%
33%
1 Underlying excludes currency and pass-through fuel.
The performance of our Power Projects business
as a whole was mixed. In terms of trading, it was
a challenging year, but in terms of the strategic
development of the business, we made a lot of
progress. It was also mixed by geography; Africa was
very strong and South and Central America made
encouraging progress, but our Military and Asian
businesses were both well down.
The decline in Military and Japanese revenues
was inevitable, and, because of their above-average
margins, this has had a disproportionate impact on
profits. On top of this a number of competitors who
were suffering from low rates of utilisation, focused
on one of our key markets, Indonesia, to get excess
capacity on rent, and rates on new work and
extensions in that market dropped markedly.
In this environment we were pleased to hold Power
Projects revenues at similar levels to last year and trading
profits to a decline of 5%. Trading margin decreased
to 31% (2012: 33%). There are a number of moving
parts behind this margin movement; the completion
of contracts in Japan and Military and a number of
cost-lines that went against us, notably a £18 million
increase in fleet depreciation due to the high levels of
fleet investment in 2012, but we were able to release
around £4 million of bad debt provision as we received
payments against some of our overdue debt; this
compares with 2012 when we charged £25 million.
Order intake for the year was 725MW (2012:
1,029MW) which includes the 122MW cross-border
power project supplying power to Namibia and
Mozambique, a summer peak-shaving contract in
Tunisia of over 100MW, 56MW in the Caribbean
(our first major HFO contract) and a 50MW contract
in Guinea. In the second half we signed a six-month
80MW diesel contract in Panama, under which we
will provide power as a licenced generator to the
Panamanian wholesale electricity market; this is,
we believe, the first time that a temporary power
supplier has entered a country’s wholesale electricity
market competing with permanent power generators.
At the end of the year, our order book was over
25,000MW months, the equivalent of 10 months’
(2012: 12 months) revenue at the current run-rate.
We have made excellent progress on the development
of our product range. Our product strategy has a single
objective: reducing the cost to our customers of each
kilowatt-hour we generate. We do this by focusing on
the three main costs of generating temporary power: fuel,
capital cost, and operating costs. During the year we
launched our new super-efficient G3+ generator, which
offers world-leading fuel efficiency; our new G3+ HFO,
allows customers to run HFO, a fuel which is typically
30% cheaper than diesel. We now have 35% of our
Power Projects revenue being generated by gas-fuelled
plant at costs per kilowatt hour that are competitive
with many of our customers’ permanent power plants.
44
Aggreko plc Annual Report and Accounts 2013
LOCAL BUSINESS LINE
As
reported
2013
£ million
As
reported
2012
£ million
As
reported
change
%
Underlying1
change
%
904
158
18%
905
170
19%
–%
(7)%
7%
11%
Revenue
Trading profit
Trading margin
1 Underlying excludes currency, Poit Energia acquisition and
London 2012 Olympics.
Our Local business delivered a strong performance
with underlying revenue increasing by 7%. Rental
revenue increased by 7% and services revenue
increased by 6%. Within rental, power increased
7%, temperature control increased 8% and oil-free
air increased 7% with trading profit increased 11%.
Reported trading margin dropped from 19% to 18%,
with underlying trading margin having increased from
17% to 18%. The most significant difference between
the reported and the underlying growth rates relates
to the London Olympics, which generated around
£60 million of revenue in 2012.
The strong underlying growth in both revenues and
margins was driven by a number of factors. First, our
strategy of expanding our Local business in emerging
markets has delivered increased volumes; excluding the
Olympics, average megawatts of power on rent were 9%
up year-on-year, and within these emerging markets
grew well above the average. Secondly, our strategy
of sharing technology between our power projects and
local businesses has enabled us to introduce gas-fuelled
power to Local markets, and this is driving growth in
both volumes and margins; average gas megawatts on
hire in the Local business increased by 40% year-on-
year. We have also won several contracts for our new
HFO solution from industrial customers. The other
driver of underlying volume and trading profit growth
has been our strategy of using the Local business to
execute ‘mini-projects’; these we define as power
contracts of 12MW or over, and of a duration of
3 months or longer, and which, were they in a
territory where we did not have a Local business,
would be accounted for within the Power Projects
business. As our Local business grows in scale and
capability in emerging markets, these mini-projects
are a fertile source of growth; and at the end of the
year, we had over 260MW on rent in mini-projects.
OUTLOOK FOR 2014
The Group has made an encouraging start to 2014. The
Local business has continued to show good growth with
volumes on rent currently up 7% on the prior year. In
Power Projects, year to date order intake is 64MW; in
addition, we have recently signed a contract in Libya for
120MW which we would normally have taken into the
order book. However, given the volatile situation in the
country, we will not include it in order intake until we
are certain we will be able to execute it. Assuming that
we are able to proceed in Libya, we expect that order
intake for the first quarter will be at a similar level to
the final quarter of 2013. Off-hires in the first quarter
are expected to run at a lower rate than has been the
case for the last few years and our 150MW of diesel
contracts in Japan have now been extended until
December 2014. Whilst this is all welcome, customers
in the Power Projects market continue to be cautious,
and at this early stage in the year, so do we.
Overall, since we last reported in December, the
business has performed in line with our expectations.
For the full year we expect trading profit to be similar
to 2013 on a constant currency basis, as growth in the
Local business is offset by weaker trading in Power
Projects. However, the latest spot rates for some of
our major trading currencies1 have moved against the
average exchange rates of 2013; if these rates pertain
for the rest of the year, we would see a marked
translational impact on our 2014 reported results.
1 Major currencies are the US Dollar, Euro, Australian dollar,
Argentinian Peso and Brazilian Real.
45
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT
FINANCIAL REVIEW
CURRENCY TRANSLATION
The movement of exchange rates during the year had
the effect of reducing revenue and trading profit by
£10 million and £6 million respectively. Currency
translation also gave rise to an £89 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
UAE Dirhams
Australian Dollar
Brazilian Reais
Argentinian Peso
Source: Bloomberg
2013
2012
Average
Year end
Average
Year end
1.65
1.57
1.19
1.18
6.08
5.75
1.86
1.62
3.38
3.89
8.57 10.70
1.59
1.23
5.82
1.53
3.10
7.21
1.61
1.22
5.92
1.55
3.29
7.92
RECONCILIATION OF UNDERLYING GROWTH
TO REPORTED GROWTH
The table below reconciles the reported and
underlying revenue and trading profit growth rates:
2012 – As reported
Currency
2012 pass-through fuel
2013 pass-through fuel
Poit Energia acquisition (Note 1)
Growth
2013 – As reported
As reported growth
Underlying growth (2012 adjusted
for revenue from London Olympics
of £60 million)
2011 – As reported
Currency
2011 pass-through fuel
2012 pass-through fuel
Poit Energia acquisition (Note 1)
Growth
2012 – As reported
As reported growth
Underlying growth (2012 adjusted
for revenue from London Olympics
of £60 million and 2011 adjusted
for revenue from Asian Games and
London Olympics of £6 million)
Revenue
£ million
1,583
(10)
(40)
42
12
(14)
1,573
–%
Trading
profit
£ million
381
(6)
1
(2)
2
(24)
352
(8)%
4%
1%
Revenue
£ million
1,396
(6)
(108)
40
33
228
1,583
13%
Trading
profit
£ million
338
(1)
(2)
(1)
3
44
381
13%
14%
6%
Note 1: The values for Poit Energia in the 2011/12 table above were
based on nine months (i.e. from date of acquisition on 16 April 2012
to 31 December 2012) whereas the values in the 2012/13 table are
based on three months (i.e. from 1 January 2013 to 16 April 2013).
The Definition and calculation of Non GAAP
measures section on page 171 of the Annual Report
defines underlying in more detail.
46
Aggreko plc Annual Report and Accounts 2013 INTEREST
The net interest charge at £25 million was similar to
last year. Although net debt decreased by £230 million
year-on-year, average net debt was at a similar level in
2013 as 2012. Interest cover*, measured against rolling
12-month EBITDA (Earnings Before Interest, Taxes,
Depreciation and Amortisation), remains very strong
at 26 times (2012: 25 times) relative to the financial
covenant attached to our borrowing facilities that
EBITDA should be no less than 4 times interest.
Total taxes
In 2013, Aggreko’s worldwide operations resulted
in direct and indirect taxes of £173 million (2012:
£187 million) being paid to tax authorities. This
amount represents all corporate taxes paid on
operations, payroll taxes paid and collected,
import duties, sales taxes and other local taxes.
The breakdown of the £173 million by type of tax
is shown in Figure 1.
Figure 1: Total taxes paid and collected
GBP millions
83
68
£100
£90
£80
£70
£60
£50
£40
£30
£20
£10
£0
2013
2012
43
36
32
27
21
14
12
8
8
8
Corporate
taxes
Payroll taxes
– collected
Payroll taxes
– paid
Import duties Sales taxes Other taxes
Prior year indirect tax figures have been restated to reflect actual taxes paid.
Figure 2 shows where the £68 million (2012:
£83 million) corporate tax was paid, broken down
by region. Overall our indirect tax payments were
largely flat with £105 million paid in 2013 (2012:
£104 million). Within this, payroll taxes collected
were £7 million lower relating to the value of the
2010 LTIP vesting when compared to the 2009 LTIP.
Payroll taxes paid increased by £5 million reflecting
the increased headcount across the Group and
increased rates of personal tax in certain jurisdictions.
Finally, the £7 million increase in sales tax is driven
by Brazil, in part due to the full year impact of the
acquisition of Poit Energia.
TAXATION
Tax strategy
Our tax strategy is to manage all taxes, both direct and
indirect, such that we pay the appropriate amount of tax
in each country where we operate, whilst ensuring that
we respect the applicable tax legislation and to utilise,
where appropriate, any legislative reliefs available.
This tax strategy is aligned with the Group’s business
strategy and is reviewed and endorsed by the Board. In
addition, the profile of our tax risk is reviewed by the
Board on a regular basis. Responsibility for tax strategy
and risk management sits with our Chief Financial
Officer. Day to day delivery of the strategy is executed
by a global team of tax professionals who are regionally
aligned with our business and who are based in a variety
of locations where they work closely with the Aggreko
operations, local tax authorities and local advisors.
We recognise the importance of the tax we pay to
the economic development of the countries in which
we do business and we aim to be transparent with our
stakeholders in terms of the geographic spread of
where we pay tax by showing a regional breakdown
of this at Figure 2 below.
Given the varied nature of the tax environment in
many of the 100 countries in which we operate, local
compliance and governance is a key area of focus for
Aggreko. This is particularly so for our Power Projects
business, where we will generally only be in a country
for a relatively short period of time. The complexity
and often uncertain nature of tax rules in certain
countries means we seek to manage our tax affairs
proactively by engaging with local tax authorities
and advisors as appropriate, to agree and confirm
our tax positions in a timely manner.
47
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT Reconciliation of income statement
tax charge and cash tax paid
The Group’s total cash taxes borne and collected was
£173 million which differs from the tax charge reported
in the income statement of £87 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
Corporate tax movements through equity
Other*
Corporate tax charge per income statement
£ million
173
(105)
68
(5)
5
19
87
* Other includes refunds and payments in respect of prior years and
timing differences where payment for the 2013 tax liability is not
due until future periods.
DIVIDENDS
If the proposed final dividend of 17.19 pence is
approved by shareholders, it will result in a full year
dividend of 26.30 pence (2012: 23.91 pence) per
ordinary share, giving dividend cover (Basic EPS
divided by full year declared dividend) of 3.5 times
(2012: 4.2 times) and is consistent with our strategy of
reducing our dividend cover towards 3 times over time.
FINANCIAL REVIEW CONTINUED
Figure 2: Corporate taxes paid by region
In January 2013, the business was reorganised into three
regions – Asia Pacific and Australia (‘APAC’), the
Americas and Europe, Middle East and Africa (‘EMEA’).
6
1
2013
5
3
2
1
2
6
5
2012
4
3
1 Asia Pacific
2 Latin America
3 North America1
4 Europe2
5 Middle East
6 Africa
1 Asia Pacific
2 Latin America
3 North America1
4 Europe2
5 Middle East
6 Africa
29%
28%
23%
0%
6%
14%
25%
29%
4%
25%
4%
13%
1 North America’s corporate tax paid has significantly increased from 2012 to
2013 principally due to the fact that they no longer benefit from losses arising
from accelerated allowances on capital investments.
2 Europe does not feature in the 2013 chart within Figure 2 as, across Europe as a
whole in 2013, cash tax paid was reduced as a result of the closure of a number
of prior year computations, Double Tax Relief for tax paid in countries outside
Europe and the impact of the UK branch election legislation.
Tax charge
The Group’s effective corporation tax rate for the
year was 26% (2012: 26%) based on a tax charge
of £87 million (2012: £94 million) on profit before
taxation of £333 million (2012: £360 million).
Further information, including a detailed tax
reconciliation of the current year tax charge, is shown
at Note 9 in the Annual Report and Accounts.
48
Aggreko plc Annual Report and Accounts 2013
CASHFLOW
The net cash inflow from operations during the year
totalled £603 million (2012: £479 million). This
funded total capital expenditure of £228 million
which was down £212 million on the prior year.
Of the £228 million, £205 million was spent on fleet
which was split evenly between the Power Projects
and the Local businesses. Within Power Projects, a
substantial portion of the spend was on converting
over 300 of our diesel sets to our new G3+/HFO
engine which we launched at the time of our March
2013 strategy review. Net debt at 31 December
2013 was £230 million lower than the previous year
mainly driven by the lower capital expenditure. As a
result of the decrease in net debt, gearing* (net debt
as a percentage of equity) at 31 December 2013
decreased to 32% from 57% at 31 December 2012
while net debt to EBITDA* decreased to 0.6 times
(2012: 0.9 times).
There was a £25 million working capital outflow in the
year (2012: £164 million outflow) mainly driven by an
increase in accounts receivable balances. The increase
in accounts receivable balances is mainly driven by our
Power projects business where debtor days increased to
95 days (2012: 90 days). This increase reflects the
reduced volume of Japanese and Military contracts
where customers tended to pay faster than the average
Power Projects debtor. Overall, the Power Projects bad
debt provision at 31 December 2013 of £49 million was
£4 million lower than at 31 December 2012 reflecting
improved cash collections in the second half of the year.
NET OPERATING ASSETS
The net operating assets of the Group (including
goodwill) at 31 December 2013 totalled £1,598 million,
£110 million lower than 2012. The main components
of net operating assets are:
£ million
Movement
2013
2012
Headline
Constant
currency1
Rental fleet
Property and plant
Inventory
Net trade debtors
1,082 1,194
82
178
293
83
149
285
–
(9)% (5)%
4%
(16)% (13)%
5%
(3)%
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*). The average net
operating assets in 2013 were £1,694 million, up
7% on 2012. In 2013, the ROCE decreased to 21%
compared with 24% in 2012. This decrease was driven
by the Power Projects business, mainly due to a lower
level of diesel fleet utilisation and a reduction in Japan
and Military revenues partially offset by a movement
in the provision for bad debts.
PROPERTY, PLANT AND EQUIPMENT
Rental fleet accounts for £1,082 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
eight years, although we do have some classes of
non-power fleet which we depreciate over ten years.
The annual fleet depreciation charge of £257 million
(2012: £222 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.
49
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT FINANCIAL REVIEW CONTINUED
SHAREHOLDERS’ EQUITY
Shareholders’ equity increased by £95 million
to £1,140 million, represented by the net assets
of the Group of £1,503 million before net debt of
£363 million. The movements in shareholders’
equity are analysed in the table below:
Movements in shareholders’ equity
As at 1 January 2013
£ million
£ million
1,045
Profit for the financial year
Dividend1
246
(66)
Retained earnings
New share capital subscribed
Purchase of own shares held under trust
Employee share awards
Actuarial losses on retirement benefits
Currency translation difference
Movement in hedging reserve
Other2
As at 31 December 2013
180
1
(1)
(2)
(5)
(89)
9
2
1,140
1 Reflects the final dividend for 2012 of 15.63 pence per share (2012:
13.59 pence) and the interim dividend for 2013 of 9.11 pence per
share (2012: 8.28 pence) that were paid during the year.
2 Other mainly includes tax on items taken directly to reserves.
The £246 million of post-tax profit in the year
represents a return of 22% on shareholders’ equity
(2012: 26%) which compares to a Group weighted
average cost of capital of 9%.
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.
Under IAS 19: ‘Employee Benefits’, Aggreko has
recognised a pre-tax pension deficit of £6 million
at 31 December 2013 (2012: £4 million) which is
determined using actuarial assumptions. The £2 million
increase in the pension deficit is mainly driven by an
increase in expectations for future inflation which has
increased the defined benefit liability of the Scheme.
This has been partially offset by the additional
contribution of £2.5 million paid by the Company in
January 2013 in line with the Recovery Plan agreed
for the Scheme following the actuarial valuation at
31 December 2011.
The main assumptions used in the IAS 19 valuation for
the previous two years are shown in Note 28.A6 of the
Annual Report & Accounts. The sensitivities regarding
these assumptions are shown in the table below.
Assumption
Rate of increase in salaries
Rate of increase in
pension increases
Discount rate
Inflation (0.5% increases
on pensions increases,
deferred revaluation
and salary increases)
Longevity
Increase/
(decrease)
Deficit
£ million
Change
0.5%
(2)
0.5%
(0.5)%
(7)
(13)
0.5%
1 year
(12)
(2)
Income
statement cost
£ million
Change
–
(1)
(1)
(1)
–
50
Aggreko plc Annual Report and Accounts 2013
CAPITAL STRUCTURE AND DIVIDEND POLICY
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. From
an ordinary dividend perspective our objective is
to provide a progressive through cycle dividend
recognising the inherent lack of visibility and
potential volatility of our business.
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. 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: +/–£200 million in a year) and
working capital, and is well within our covenants to
lenders which stand at 3 times Net Debt to EBITDA.
ADDITIONAL RETURN TO SHAREHOLDERS
With the strong cash generation seen during the
year, our net debt at the end of 2013 has fallen to
£363 million which is 0.6 times our 2013 EBITDA of
£636 million; accordingly the Board believes that it is
appropriate to supplement the ordinary dividend with
an additional return to shareholders of approximately
£200 million, which would result in adjusted net debt
at the end of 2013 being £563 million or 0.9 times
2013 EBITDA. Subject to shareholder approval, each
shareholder will receive a return of value of 75 pence
in respect of each existing ordinary share they hold
on 27 May 2014.
As was the case in our previous return of value
in 2011, when shareholders received £149 million
(55 pence per share), the return will be made by way
of a B share scheme, which will give shareholders a
choice as to when, and in what form, they receive
their proceeds from the return of value. Notably, it
should allow most individual UK taxpayers to receive
the return in the form of a capital receipt, if they so
wish. The B share scheme will be accompanied by a
share consolidation designed to maintain comparability
of share price and return per share of the ordinary
shares before and after the creation of the B shares.
At the end of 2013, Net Debt to EBITDA had decreased
to 0.6 times compared to 31 December 2012 when the
ratio of Net Debt to EBITDA was 0.9 times.
A circular will be sent to shareholders setting out
the details of these proposals later in March.
With respect to our ordinary dividend policy, our
policy is to move dividend cover from the 4 times
and greater levels of previous years towards a level
of around 3 times over time. The proposed dividend
increase of 10% takes us towards that target, and at
the end of 2013 dividend cover was 3.5 times.
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.
51
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT 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.
* The Definition and calculation of Non GAAP measures section
on page 168 of the Annual Report explains this in more detail.
FINANCIAL REVIEW CONTINUED
Liquidity and funding
The Group maintains sufficient facilities to meet its
normal funding requirements over the medium term. At
31 December 2013, these facilities totalled £846 million
in the form of committed bank facilities arranged on a
bilateral basis with a number of international banks and
private placement notes. During the year committed
bank facilities of £332 million were arranged. 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 2013, these stood at 26 times and 0.6
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 & Accounts.
Net debt amounted to £363 million at 31 December
2013 (2012: £593 million) and, at that date, un-drawn
committed facilities were £489 million.
Interest rate risk
The Group’s policy is to manage the exposure to
interest rates by ensuring an appropriate balance
of fixed and floating rates. At 31 December 2013,
£287 million of the net debt of £363 million was at
fixed rates of interest resulting in a fixed to floating
rate net debt ratio of 79:21 (2012: 52:48).
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,
Canadian dollar, Euro and Brazilian Real.
The Group manages its currency flows to minimise
foreign exchange risk arising on transactions
denominated in foreign currencies and uses forward
contracts and forward currency options, where
appropriate, in order to hedge net currency flows.
52
Aggreko plc Annual Report and Accounts 2013 CORPORATE SOCIAL
RESPONSIBILITY
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 70.
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 voltage
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:
forefront of considerations when we design our
equipment;
– ensuring that health and safety issues are at the
– ensuring that our equipment is built and maintained
to the highest standards;
in the safe operation of our equipment; and
– training and educating our staff worldwide
– 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 ten languages. 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. Monthly Board reports are
then produced on Health and Safety and considered at
each meeting of the Board, along with a report from
each of the Regional Executive Directors on Health
and Safety in their particular region. The Executive
Director with overall responsible for Health and Safety
is Rupert Soames. In 2013, Rupert was supported in this
role by George Walker (the Executive Director with
responsibility for Health and Safety until 31 December
2012), going forward, Ron Sams (Group Manufacturing,
Operations & Technology Director and a member
of the Executive Committee), will have operational
responsibility for coordinating Health and Safety
policies and preparing reports to the Board.
53
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT 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 property and reputation. 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 for 2013 was 0.68. This compares
favourably to the benchmark of 1.9 reported for US
rental and leasing industries published by the US
Department of Labor in 2012, and was an improvement
on the 0.94 achieved in 2012.
Further discussion of Health & Safety matters can
be found in this report in the Principal Risks and
Uncertainties section on page 38 and the Key
Performance Indicators section on page 31.
FAR was as follows:
Year ended 31 December
2013
2012
2011
2010
2009
FAR
0.68
0.94
0.98
0.71
0.76
THE ENVIRONMENT
Set out below is an explanation of the terms
and abbreviations used in this section.
CO2 Carbon Dioxide.
EPA Environmental Protection Agency.
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.
SCR Selective Catalytic Reduction.
Tier 1, Tier 2, Tier 3, Tier 4 US Federal Government
target emission reduction levels.
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 majority of which is diesel powered with an
increasing proportion of gas, and the safe handling
and disposal of fuel and oil.
Our Environmental Policies are managed in a similar
way to safety. They comprise:
forefront of considerations when we design our fleet;
– ensuring that environmental issues are at the
– ensuring that our equipment is built and maintained
– training and educating our staff worldwide in the
safe operation of our equipment; and
to the highest standards;
54
Aggreko plc Annual Report and Accounts 2013
– 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 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 mobile 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 in 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
h
W
k
/
g
l
e
t
a
u
c
i
t
r
a
P
Tier 1
Tier 3
Tier 2
Tier 4
final
Tier 4 interim
0
2
4
6
8
10
NOx g/kWh
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 and 2012 we continued our
investment in new emissionised fleet and by the end of
2012, the vast majority of our North American power
fleet was certified to operate at Tier 2 EPA standards
or above. During 2013, around 25% of the new diesel
engines introduced to our worldwide fleet were certified
to at least Tier 3 in North America or the equivalent
Stage 3A standard in Europe. At the same time, we
continued our investment in Tier 4 Interim products,
launching three new models in 2013. Over 15% of the
new diesel engines introduced to our worldwide fleet in
2013 were certified to the Tier 4 Interim standard. We
expect this trend for increasing emissions compliance
to continue and we will continue to introduce new Tier
4 Interim certified products. Research and planning for
Tier 4 final, for our classification of use, is underway
and we expect that there will be solutions and product
available in 2015.
To further reduce emissions-to-air for specific projects,
after-treatment can be applied to existing fleet. 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 unit that reduced NOx by
90%. More recently the post Tsunami diesel projects,
totalling 248MW, utilised this technology on Aggreko
machines to meet the Japanese air quality standards.
Similar technology will be required to meet EPA Tier 4
final requirements in the US and in Europe thereafter.
We are currently working closely with engine
manufacturers and primary technology developers to
derive appropriate solutions for these requirements.
For the 2012 London Olympics, we developed and
deployed a retrofit solution for existing fleet to meet
LOCOG’s stringent demands for low emission levels.
55
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT
CORPORATE SOCIAL RESPONSIBILITY CONTINUED
Aggreko natural gas generator development
We are constantly exploring new ways of reducing
emissions, and have now built up a fleet of 1,485MW
of gas-fuelled equipment, comprising 1MW sets used in
our Power Projects and Local business as well as smaller
gas-fuelled generators used in the Local business. This
temporary power solution has significantly lower levels
of emissions (see below). In 2013, over 14% of the
new generator sets manufactured and introduced
to our worldwide fleet were gas powered.
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.
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:
56
– 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
Aggreko Greenhouse Gas Emissions Report
2012 and 2013
We are somewhat sceptical of the reporting on
greenhouse gas (GHG) emissions. Our issue is not
with the principle of reporting, it is with attempting
to impose spurious levels of accuracy and pretending
that the numbers produced are accurate. They are not:
they are an aggregate of many hundreds of more or
less wild guesses. By way of example, in our reporting,
84% of our GHG emissions comes from our customers
burning fuel in our engines. But ‘best practice’ dictates
that we add 18.5% to this number to ‘account for’ the
assumed GHG gases expended making the fuel and
getting it to site, irrespective of whether fuel gets to
our engine down a pipeline or in a truck. This 18.5%
dwarfs our own in-house emissions.
Aggreko plc Annual Report and Accounts 2013 However, over the past few years the pressure from
various bodies to give a single number has mounted,
and this year became a requirement. Last year for the
first time we employed a consultant to estimate what
our GHG emissions are, and we’ve used them again
this year. Accordingly, this report presents our scope
1, 2 and 3 GHG emissions for the calendar years
2012 and 2013.
In order to calculate the GHG emissions, we have
used the method outlined in the GHG Protocol
Corporate Accounting and Reporting Standard
(revised edition), together with the latest emission
factors from recognised public sources including,
but not limited to, Defra, the International Energy
Agency, the US Energy Information Administration,
the US Environmental Protection Agency and the
Intergovernmental panel on Climate Change.
Tables 1 and 2 below present the principal findings
from GHG analyses of the previous two years.
Given the dominance of fleet emissions, there are
three main factors driving Aggreko’s total annual
GHG emissions: the fuel type our customers chose to
use; the pattern of their usage; and the fuel efficiency
of Fleet. Only the last of these is under the control
of Aggreko.
The increase in GHG emissions between 2012 and
2013 largely reflects the increase in fuel used by our
customers, where total energy delivered has increased
by over 31%. The fact that the increase in total GHG
emissions was 29% demonstrates a decrease in the
underlying carbon intensity of our fleet, mainly due
to a slight proportionate increase in our gas fleet.
Without the fleet carbon intensity reduction of 2%
between 2012 and 2013, the total GHG emissions in
2013 would have been approximately 290,000 tonnes
CO2e higher. Our investment in new fleet has
therefore reduced GHG emissions by just over one
quarter of a million tonnes in a year, almost double
Aggreko’s non-fleet emissions.
Table 1: Total GHG emissions by GHG
protocol scope
tCO2e/year*
2012
2013
Scope 1
Scope 2
Scope 3
Total
12,639,771 16,287,898
14,554
3,071,360
14,168
2,358,459
15,012,398 19,373,812
*tCO2e/year defined as tonnes of carbon dioxide equivalent.
Table 2: Total GHG emissions by fleet/non-fleet
tCO2e/year
2012
2013
In addition to reporting our GHG emissions, we are
also now required to report a net intensity metric as
appropriate for Aggreko. Intensity ratios express the
GHG impact per unit of physical activity or unit of
economic output; a declining intensity ratio reflects a
positive performance improvement. Having given this
some consideration, and as the majority of the GHG
emissions we report are generated by customers operating
our fleet, we have chosen Revenue Intensity as the most
suitable metric for our business. Our intensity metric is
therefore an indication of emissions per £1 of Revenue
generated and is presented in Table 3 below:
Fleet
Non-fleet
Total
14,850,161 19,225,517
148,295
162,237
15,012,398 19,373,812
Table 3: Revenue intensity ratio
tCO2e/£
Revenue intensity ratio
2012
9.5
2013
12.3
The results show that 99% of GHG emissions arise
from customers’ operation of our rental fleet. In line
with best practice, our GHG accounting systems
include an estimate of the upstream GHG emissions
associated with fuel supply chains which typically add
18.5% to combustion emissions; this 18.5% accounts
for 98% of the scope 3 emissions detailed in Table 1.
Whilst on the face of it our revenue intensity ratio
appears to have worsened over the year, this masks
the underlying performance in our business. In 2012,
a lot of our equipment was on-hire but was not running;
it was in fact on standby. The way our Power Projects
contracts works is that we are paid a capacity charge
to provide the equipment even if it doesn’t run; in
which case we have revenue without emissions. When
the equipment runs, which more of it did in 2013
with a 17% increase in running hours, we acquire
57
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT
CORPORATE SOCIAL RESPONSIBILITY CONTINUED
– 2013 – 0.39
– 2012 – 0.41
– 2011 – 0.62
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 0.35 has been
set by the Group as a target for 2014, based on 90%
of the actual performance for 2013.
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 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.
incremental revenue but we also produce emissions.
Given that about 75% of the average contract cost
is the capacity charge, the revenue intensity ratio is
heavily geared and therefore significantly impacted
when our equipment runs.
There are some more general points we should make:
first, Aggreko is committed to growing its business and
if we are successful it is inevitable that the amount
of fuel our customers burn, and therefore the amount
of GHG emissions from our generators, will increase.
However, by investing in alternative fuels such as gas
and fuel-efficient engines, we can seek to mitigate the
impact of growth.
Second, whilst diesel-powered generation is viewed
by many environmentalists as the devil’s spawn, a
significant amount of our capacity is dedicated to
making practical emissions-free generation such as
hydro, practical. Like all sources of renewable energy,
hydro is intermittent, i.e. when it does not rain, you
get no hydro power. In many parts of Africa, South
America and Asia the rains fail every 4-6 years, and
they need alternative generation to support the grid
when this happens. Supporting hydro with diesel is a
core part of our business, and enables these countries to
provide both low-emissions generation and continuous
supplies of electricity, even in times of drought.
Thirdly, legislation over the last twenty years related to
combustion engines has focussed on reducing emissions
such as Nitrogen and Sulphur Dioxide, which are just
as harmful as CO2. Engine manufacturers have been
very successful at this, but, perversely, lower nitrogen
and sulphur dioxide emissions come at the cost of
worse fuel consumption, and therefore more CO2.
So as our fleet gets cleaner by one measure, it gets
dirtier by another.
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:
58
Aggreko plc Annual Report and Accounts 2013
Regional Management Teams and the two key central
financial appointments of Director of Finance and
Group Treasurer.
Year end 31 December 2013
Male Female
Total
%
male
%
female
10
34
68
2
4
3
12 83% 17%
38 89% 11%
72 96% 4%
4,956 982 5,938 83% 17%
PLC Board
Senior Management
(Executive Director
main reports)
Senior Management
(Subsidiary Directors)
Whole Group
HUMAN RIGHTS
At Aggreko we have always taken our responsibilities to
individuals seriously, whether they are our employees or
other people who might be affected by our operations.
We have identified matters such as Safety, Emissions,
and People as matters to be considered as part of the
principal risks and uncertainties facing the business,
(set out on pages 34 to 39) and we have explained our
approach to Health and Safety (set out on pages 53 to
54), Equal Opportunities (set out on page 59), emissions
and noise (set out in the section on The Environment
on pages 54 to 59) and grievance mechanisms (see the
description of our whistleblower hotline on page 76).
Whilst all these matters are linked, to a greater or lesser
extent, to human rights, we prefer to address them as
part of our operations, rather than as a separate issue of
human rights, and although we continue to evaluate
all potential risks, we do not think that human rights
otherwise present material issues for our business.
OUR WORK IN THE COMMUNITY
Policy
Aggreko has a policy of encouraging local teams to
engage with the communities in which they work, and
each year they undertake a number of initiatives to help
the disadvantaged or those affected by natural disasters.
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.
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 has an externally facilitated
whistleblowing hotline, which gives access for all
employees to a confidential, multi-lingual service to
report any cases of ethical non-compliance, bullying
or discrimination.
DIVERSITY
The table below shows the breakdown by gender
at different levels within the organisation. We have
included the information below on Subsidiary
Directors as this is required by the Companies Act
2006 (Strategic Report and Directors’ Reports)
Regulations 2013 however we believe that a better
reflection of Senior Management would be those
employees who are the main direct reports to the
Executive Directors, that is, the other members of
the Executive Committee, the members of the three
59
Aggreko plc Annual Report and Accounts 2013STRATEGIC REPORT CORPORATE SOCIAL RESPONSIBILITY CONTINUED
Charitable donations
During 2013, the Group contributed to a range of
charitable, community and disaster relief organisations.
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.
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 an Ethics Committee comprising Ken Hanna
(Chairman), David Hamill and Diana Layfield, to
oversee the implementation of the Group’s policies and
procedures, and the report of the Committee is set out
on pages 77 and 78. Further discussion of our policies
for handling ethical risks is set out under Principal Risks
and Uncertainties – Failure to conduct business dealings
with integrity and honesty, on pages 37 and 38.
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.
Our Group-wide whistleblowing hotline, described
on page 76, 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 http://ir.aggreko.com/investors/
corporate-responsibility.
This Strategic Report is signed
on behalf of the Board by:
Rupert Soames
Chief Executive
6 March 2014
Angus Cockburn
Chief Financial Officer
60
Aggreko plc Annual Report and Accounts 2013 DIRECTORS’ REPORT
Board of Directors
Corporate Governance
Audit Committee Report
Ethics Committee Report
Nomination Committee Report
Remuneration Report
Statutory Disclosures
Statement of Directors’ Responsibilities
62
65
72
77
79
81
102
106
61
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT BOARD OF DIRECTORS
Ken Hanna, Chairman
Appointed: Non-executive
Director in October 2010
and Chairman in April 2012.
Experience: Ken has
international experience,
bringing financial and
leadership expertise to Aggreko. He possesses knowledge
of many different business sectors and is an experienced
senior executive and leader, promoting robust debate
and a culture of openness in the Boardroom. Ken is also
currently Chairman of Inchcape Plc, Non-executive
Director and Audit Committee Chairman of Tesco Plc
and Chairman of Shooting Star CHASE Charity. Until
2009, Ken spent five years as Chief Financial Officer of
Cadbury Plc. He has also held positions as Operating
Partner for Compass Partners, Group Chief Executive at
Dalgety Plc, Group Finance Director of United Distillers
Plc and Group Finance Director of Avis Europe Plc.
Board committees: Ethics (Chairman), Nomination
(Chairman), Remuneration.
Angus Cockburn,
Chief Financial Officer
(Interim Chief Executive
from 24 April 2014)
Appointed: May 2000.
Experience: Angus will take
up the role of Interim Chief
Executive at the conclusion of our 2014 AGM. Angus
has served alongside Rupert Soames for 11 years and
has a deep knowledge of Aggreko, its culture and
markets. Angus also brings corporate finance and
accounting experience, gained across a variety of
sectors whilst working for highly competitive global
companies. He has spent the last 14 years at Aggreko
driving a programme of continuous improvement
within the finance function, supporting Aggreko’s
strategic goals. Prior to joining Aggreko, he spent three
years as Managing Director of Pringle of Scotland,
a division of Dawson International Plc; five years at
PepsiCo Inc in a number of senior finance positions,
including Regional Finance Director for Central
Europe; and several years at KPMG working in the UK
and USA. Angus is also an experienced Non-executive
Director, currently serving on the Board of GKN Plc.
BOARD DIVERSITY
Rupert Soames OBE,
Chief Executive
(until 24 April 2014)
Appointed: July 2003.
Experience: Rupert has
leadership and international
experience, combined with a
keen customer focus, a hands-on approach and a proven
ability to build a large business. As Chief Executive,
Rupert works with the Board to develop and implement
our strategy to maintain Aggreko’s position as the global
leader in temporary power and temperature control
solutions. After 11 successful years as Chief Executive,
Rupert will step down from the Board at the conclusion
of our 2014 AGM. Before joining Aggreko; Rupert was
Chief Executive of the Banking and Securities Division
for Misys Plc; and prior to that spent 15 years at GEC
ultimately being appointed as Managing Director of
Avery Berkel, with responsibility for operations in
the UK, India, Asia and Africa. Rupert is also an
experienced Non-executive Director, currently serving
as Senior Independent Director and Remuneration
Committee Chairman for Electrocomponents Plc.
Board committees: Nomination.
Debajit Das,
Regional Director Asia Pacific
Appointed: January 2013.
Experience: Debajit brings
experience of the energy rental
sector, particularly in the Asia
Pacific Market. Debajit joined
Aggreko in 2006 following the merger with GE Rentals
and has gained significant experience in a variety of
senior management positions within the Group. Initially
Debajit was responsible for our Major Events business,
before being appointed as the Managing Director of the
Asia business unit in 2009. In January 2013, Debajit
added the Australia Pacific business to his existing
responsibilities and was appointed as Regional Director
for Asia Pacific. Prior to joining Aggreko, Debajit spent
nine years working for General Electric in a variety
of leadership positions in their energy business.
Executive/Non-executive split
1 Executive
42%
2 Non-executive
58%
2
1
Gender split
1 Male
2 Female
83%
17%
1
2
62
Aggreko plc Annual Report and Accounts 2013 Asterios Satrazemis,
Regional Director
The Americas
Appointed: January 2013.
Experience: Asterios has
experience of the rental sector
for power, temperature control
and industrial equipment in a global business. He
joined Aggreko in 2008 and has acquired considerable
experience from senior leadership positions across the
Group; initially as Vice-President of Aggreko North
America’s northern business unit; in 2010 he relocated
to Australia to take up the position of Managing
Director for Australia Pacific; and was most recently
appointed as Regional Director for the Americas in
January 2013. Prior to Aggreko, Asterios spent ten
years at United Rentals, in a range of senior roles
including operations and mergers and acquisitions.
David Hamill,
Senior Independent Director
(until 24 April 2014)
Appointed: May 2007.
Experience: Our longest serving
Non-executive Director, David
will step down from the Board
at the conclusion of our 2014 AGM and will therefore
not be standing for re-election this year. David has
international and global senior executive experience.
He is currently Chairman and Chief Executive Officer
of Ideal Standard International and pursues a number
of personal business interests. Until December 2007 he
was Chairman and Chief Executive of ICI Paints and
an Executive Director of ICI. During the acquisition of
ICI by Akzo Nobel, David led the integration process.
Board committees: Audit, Ethics, Nomination,
Remuneration.
David Taylor-Smith MBE,
Regional Director Europe,
Middle East & Africa
Appointed: March 2013.
Experience: David has
international experience,
a proven ability in building
and managing very large businesses and a thorough
understanding of how to operate successfully in
Northern Europe and Africa. Prior to his appointment
in March 2013, David spent 14 years at G4S Plc in
a number of senior leadership roles, most recently as
Chief Operating Officer and Regional Chief Executive
Officer for operations in the UK, Ireland and Africa.
Before joining G4S Plc David held a number of senior
management roles with Securicor Plc and Jardine
Matheson in Hong Kong. David also served as a
British Army Officer.
Russell King,
Non-executive Director
(Senior Independent Director
from 24 April 2014)
Appointed: February 2009.
Experience: Russell brings
international experience,
acquired across a number of sectors including mining and
chemicals, together with strong experience in strategy.
An experienced Non-executive Director, Russell
currently sits on the Board of Spectris Plc and as
Chairman of GeoProMining. He is also a senior adviser
to Heidrick & Struggles and the founder of Sorrett
Advisors. Until October 2013, he was also a senior
adviser to RBC Capital Markets. Russell spent eight
years as Chief Strategy Officer of Anglo American Plc,
having previously spent 20 years in senior roles at ICI.
Board committees: Audit, Nomination,
Remuneration (Chairman).
Non-executive tenure
1 0-3 years
2 3-6 years
3 6-9 years
1
42%
29%
29%
Experience
Energy
Rental
Finance
International
42%
58%
58%
3
2
100%
63
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT BOARD OF DIRECTORS CONTINUED
Diana Layfield,
Non-executive Director
Appointed: May 2012.
Experience: Diana has
international experience,
particularly across Africa
and Asia, and a thorough
understanding of how to operate successfully in emerging
markets. She also has a strong financial background
and sales ethic. Diana has spent ten years at Standard
Chartered Plc, her current role is Chief Executive
Officer, Africa Region. Previous positions held at
Standard Chartered Plc include; Chief Operating Officer
for the Wholesale Bank; Group Head of Strategy &
Corporate Development and Global Head of Corporate
Clients. Prior to Standard Chartered, Diana was Chief
Executive Officer of a technology venture and spent
five years as a consultant at McKinsey & Co.
Board committees: Audit, Ethics (Nomination
with effect from 2014 AGM).
Ian Marchant,
Non-executive Director
Appointed: November 2013.
Experience: Ian brings
knowledge of the domestic and
international energy markets,
along with a substantial
understanding of associated strategic, financial and
regulatory issues. Until his retirement in June 2013
Ian spent 21 years at SSE Plc, most recently as Chief
Executive, and prior to that as Finance Director. Ian
is an experienced Non-executive Director, currently
serving on the Board of John Wood Group Plc as
Senior Independent Director and Audit Committee
Chairman (he will be appointed as Chairman in May
2014) and as Chairman of Infinis Energy Plc. He is
also Chairman of Scotland’s 2020 Climate Group,
President of the UK’s Energy Institute, Chairman
of Maggies Cancer Charity and a Member of the
Prince’s Council of the Duchy of Cornwall.
Board committees: Audit (Ethics with effect from
2014 AGM).
64
Robert MacLeod,
Non-executive Director
Appointed: September 2007.
Experience: Robert has
corporate finance and
accounting experience acquired
over a number of years in senior
financial roles across the international engineering and
chemicals sectors; he also has a detailed understanding
of strategy and business development. Robert will be
appointed as Chief Executive of Johnson Matthey Plc
in June 2014, having served as Group Finance Director
for five years. Prior to this, Robert served five years as
Group Finance Director for WS Atkins Plc and two
years as Group Financial Controller, having previously
worked in a variety of senior financial roles at
Enterprise Oil Plc. Robert is also a chartered
accountant, having trained at KPMG.
Board committees: Audit (Chairman), Nomination,
Remuneration.
Rebecca McDonald,
Non-executive Director
Appointed: October 2012.
Experience: Rebecca has
knowledge of the international
energy markets and brings
business development expertise,
with a strong customer focus. An experienced Non-
executive Director, Rebecca currently sits on the board
of Veresen Inc and Granite Construction Inc and
previously for BOC Group Plc. Rebecca has held a
variety of senior executive roles across a number of
relevant industries, most recently as Chief Executive
Officer of Laurus Energy Inc. Other past appointments
include President Gas and Power for BHP Billiton
Plc, Chairman and Chief Executive Officer for Enron
Global Assets and Chief Executive Officer for Amoco
Energy Development Company.
Board committees: Remuneration.
Peter Kennerley,
Company Secretary
Appointed: October 2008.
Experience: In addition to
his role as Company Secretary,
Peter is Group Legal Director
and also has responsibility for
our compliance and commercial function. He was
formerly Company Secretary and General Counsel
of Scottish & Newcastle Plc; prior to that Peter was
a partner at Simmons & Simmons specialising in
corporate law. Peter also spent two years as Secretary
to the Takeover Panel.
Aggreko plc Annual Report and Accounts 2013 CORPORATE GOVERNANCE
OUR APPROACH TO GOVERNANCE
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 is 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;
and control;
Non-executive Directors;
– Effective decision-making, risk management
– A proper balance between Executive and
– Keeping the interests of the owners of the business
– The ability of the Company to hear the voice of
aligned with, and at the front of the mind of, the
people charged with managing the business; and
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 (the
‘Code’). In 2012, the FRC introduced a number
of new requirements into the Code, for financial
years beginning on or after 1 October 2012, for the
Directors to confirm that the annual report is fair,
balanced and understandable. This is the first year that
this requirement applies to Aggreko and although we
have always believed that our annual report meets these
criteria, we reviewed our processes this year to ensure
that we can provide the necessary confirmation and
have the evidence to back it up. In order to assist the
Board in making this confirmation, we asked the Audit
Committee to provide advice on this point, further
detail of the review and process in place can be found
in the Audit Committee report on pages 72 to 76.
We consider that the Group complied with all of the
provisions of the Code throughout the year ended
31 December 2013 and can confirm that the Board
believes the annual report and accounts for 2013,
taken as a whole, are fair, balanced and understandable
and provide the information necessary for shareholders
to assess our performance, business model and strategy.
Disclosures required by the Disclosure and Transparency
Rules (specifically DTR 7.2.6) regarding share capital
and related matters are included on pages 102 to 105
of the Directors’ Report.
Copies of the Code are publicly available at
www.frc.org.uk.
THE BOARD
The Board currently comprises a Chairman, Chief
Executive, four other Executive Directors and six
Non-executive Directors; their details are set out on
pages 62 to 64. The Nomination Committee regularly
reviews the composition of the Board to ensure that
we have an appropriate and diverse mix of skills,
experience, independence and knowledge of the Group.
As we mentioned in our 2012 Annual Report, we had
a number of new appointments to the Board at the
start of 2013 to reflect our new global management
structure, these changes were:
Executive Director to fulfil the role of Regional
Director of Asia Pacific on 1 January 2013.
– Debajit Das was appointed to the Board as an
– Asterios Satrazemis was appointed to the Board as
– David Taylor-Smith was appointed to the Board as
an Executive Director to fulfil the role of Regional
Director of the Americas on 1 January 2013.
an Executive Director to fulfil the role of Regional
Director of Europe, the Middle East and Africa on
11 March 2013.
We also appointed a new Non-executive Director
in 2013:
– Ian Marchant was appointed to the Board as a
Non-executive Director on 1 November 2013.
Full details of our current Board members can be
found on pages 62 to 64.
As announced on 28 February 2014, Rupert Soames
will be stepping down from the Board after the AGM
on 24 April 2014. The Board has commenced a
process to identify a permanent successor and has
appointed Angus Cockburn, currently Chief Financial
Officer, as Interim Chief Executive from 24 April
2014 and Carole Cran, currently Director of Finance,
65
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT CORPORATE GOVERNANCE CONTINUED
as Interim Chief Financial Officer. Carole Cran will
join the Executive Committee and attend Board
meetings by invitation.
ROLE OF THE BOARD
The Board focuses on:
commercial strategy;
competent and prudent management;
– driving the Group’s long term objectives and
– oversight of our operations to ensure we have
– sound planning and adequate internal control;
– developing leadership and succession; and
– protecting our reputation and the relationships
we have with customers, suppliers and employees.
We have a formal schedule of matters reserved for
decision by the Board. These matters are significant
to the Group as a whole owing to their strategic,
financial or reputational implications. We undertook
a thorough review of our corporate governance
framework and associated policies in 2012, which
included an overhaul of the schedule of matters
reserved for the Board, dividing the schedule into
ten distinct areas of responsibility. Amongst the
matters reserved for decision by the Board are:
internal control and risk management.
the corporate or capital structure of the Group.
monitoring delivery of the strategy, budgets
and oversight of Group operations.
the annual, half-yearly and interim management
statements.
– Strategy & Management: approval of and
– Structure & Capital: approval of changes to
– Financial Reporting & Controls: approval of
– Internal Controls: ensuring a sound system of
– Contracts: approval of major capital expenditure
– Communications: approval of shareholder
– Board Membership & Other Appointments:
– Remuneration: approval of new share plans or
approval of Board appointments and removals and
ensuring adequate succession planning is in place.
changes to existing share plans and remuneration
for the Non-executive Directors.
or strategically important contracts.
communications.
66
between the Chairman and the Chief Executive
and responsibilities of the Board Committees.
– Delegation of Authority: division of responsibilities
– Corporate Governance: undertaking a review of
its own performance and that of its committees,
the independence of the Non-executive Directors
and reviewing the governance framework in place.
ROLES OF THE CHAIRMAN, CHIEF EXECUTIVE
AND SENIOR INDEPENDENT DIRECTOR
We have a defined division of responsibilities between
the Non-executive Chairman, Chief Executive and
Senior Independent Director, we last reviewed these
role statements in 2012 as part of a corporate
governance review.
The Chairman is primarily responsible for leadership
of the Board, ensuring its effectiveness on all aspects
of its role and setting the agenda to take full account
of the issues and concerns of the Board Members.
The Chief Executive is responsible for leading,
managing and controlling the Company and its
subsidiaries, subject to those matters which are
reserved for decision by the Board, and ensuring
that decisions of the Board are implemented.
The Senior Independent Director is responsible for
providing a sounding board for the Chairman, serving
as an intermediary for the other Directors when
necessary and is available to meet with shareholders.
NON-EXECUTIVE DIRECTORS
Our Non-executive Directors bring a wide range of
experience to the Company. David Hamill, Russell
King, Diana Layfield, Robert MacLeod, Ian Marchant
and Rebecca McDonald 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 Chief Financial
Officer has failed to resolve or for which such contact
is inappropriate. As mentioned in the Chairman’s
Statement on page 6, David Hamill has decided to
step down from the Board after this year’s Annual
General Meeting. Russell King has agreed to succeed
him as Senior Independent Director.
INDUCTION, DEVELOPMENT AND SUPPORT
We make sure that all new Directors receive a full,
formal and tailored induction on joining the Board,
as we explain in more detail below. Also we plan our
Board calendar to ensure that Directors are briefed on a
wide range of topics throughout the year. These topics
range from those with particular relevance for our
business, such as world energy demand, to more general
matters such as developments in corporate governance.
Aggreko plc Annual Report and Accounts 2013 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.
During the full year we supported induction
programmes for our new Non-executive Director, Ian
Marchant, and for our new Executive Directors, Debajit
Das, Asterios Satrazemis and David Taylor-Smith.
Typical Non-executive Director
induction programme in 2013
Our induction programme aims to give new Non-
executive Directors a thorough grounding in Aggreko’s
business and a clear understanding of their roles and
responsibilities. We aim to complete the induction
programme within a few months of their appointment.
Newly appointed Non-executive Directors typically
begin their inductions with a meeting with the
Company Secretary on Directors’ duties, conflicts of
interest, corporate governance, Board procedures, Group
policies and the use of our electronic Board packs. This
is followed by a tour of our manufacturing facility in
Dumbarton with the Group Chief Executive where
he explains Aggreko’s business models, Group strategy,
markets, competition, products and corporate
responsibility. Whilst at the manufacturing site, new
Non-executive Directors meet with the Director of
Manufacturing for an overview of the manufacturing
business, our products and work into research and
development. An induction meeting is also scheduled
with the Chief Financial Officer to cover the business
plan, budget, KPIs, financial planning, reporting and
investor relations. Following this, further meetings on
head office functions are scheduled with the Director of
Finance, Group Treasurer, Director of Internal Audit,
Chief Information Officer and Group Human Resources
Director. Meetings are then scheduled with the
Regional Directors of the business areas and their teams.
We also arrange for new Non-executive Directors to
meet the principal partner of our External Auditor.
Typical Executive Director
induction programme in 2013
The induction programme for a new Executive
Director includes the same process as described above
for a Non-executive Director, it then goes on to an
additional detailed induction specific to their executive
responsibilities. For David Taylor-Smith, this involved
an eight week introduction to the EMEA business, with
the aim of visiting all key sites and individuals within
the region and gaining a broader understanding of
Aggreko’s business generally. The induction began in
the UK and involved meeting the EMEA management
team, learning about the structure of the Northern
Europe business unit and attending shareholder
presentations with the Chief Executive and Chief
Financial Officer. David then spent one week with
each of EMEA’s business units in Continental Europe,
Africa and the Middle East, visiting depots, customer
sites and office locations in each area. While visiting
each business unit, David travelled with the relevant
Managing Director, spending time meeting their teams
and gaining a detailed understanding of each business
unit. Meeting the customers of the EMEA business
was also an important part of this induction and
where possible, visits were arranged to customer sites,
with the customer, in each business unit. David also
accompanied service engineers on site visits for ‘hands
on’ learning of the day to day operations and set up
of our equipment on various project sites from wind
farms and power plants to film studios.
As we mentioned in last year’s report, Asterios
Satrazemis and Debajit Das were appointed to the
Board from within the business. Since both already
had extensive knowledge of Aggreko, their induction
focussed on their new roles and responsibilities as
members of the Board.
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 72 to
76, Ethics Committee on pages 77 to 78, Nomination
Committee on pages 79 to 80 and Remuneration
Committee on pages 81 to 101.
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 were last updated
as part of the governance review undertaken in 2012,
and are available on our website at http://ir.aggreko.com/
committee-terms-of-reference.
Executive Committee
The Chief Executive chairs the Company’s Executive
Committee, which comprises the Executive Directors,
together with the heads of the main Group functions.
These individuals are: the Group Human Resources
Director, the Chief Information Officer, the Group
Sales & Marketing Director, the Group Operations &
Technology Director, the Group Business Development
Director and the Group Legal Director & Company
Secretary. The role of the Executive Committee is
to support the Chief Executive and as such it has
no formal terms of reference.
67
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT CORPORATE GOVERNANCE CONTINUED
BOARD MEETINGS
The Board generally meets at least six times each 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 reviews other
topics, in particular to cover some of the principal risks
and uncertainties facing the business, as identified on
pages 34 to 39, or to address the issues raised in the
previous year’s Board evaluation. 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 what others think about
us; 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 2013, the Board visited Brazil, this included
visits to the Aggreko facility in Campinas and the
former headquarters for Poit Energia (which we had
acquired in 2012). The visit to Brazil also included
presentations from the Americas Executive team and
a tour of the Aggreko Service Centre in Jaguariuna
with the Americas Executive team.
BOARD ACTIVITIES IN 2013
Some of the key activities that the Board has covered
over the past year are:
– Leadership
– Rolling out and communicating the five year
Group strategy, explaining the new goals and
priorities for the business and monitoring progress.
– Approving investment in new fleet.
– Visit to Brazil to see the Aggreko facility in
Campinas, the former headquarters for Poit
Energia and receive presentations from the
Americas Executive team.
– Reviewing and challenging the strategy for
product and service technology.
– Keeping contract risk management under close
review, with an emphasis on reduction of net debt.
– Reviewing employee engagement across the
business with our fourth Global Opinion Survey.
– Effectiveness
– Appointing one new Non-executive Director
and three new Executive Directors to the Board.
68
– Adding strength and financial experience to
the Audit Committee by appointing two new
Committee Members.
– Following the restructuring of the regional
business units in 2012, ensuring new processes
and reporting lines were operating effectively.
– Agreeing a new management and organisation
structure for the Latin American business to ensure
it is organised for growth and continued success, as
well as for the benefit of customers and employees.
– Focussing on succession within the business,
reviewing and identifying talented individuals
for current and future succession.
– Accountability
– Reviewing our processes to ensure that we are
able to provide confirmation that the Annual
Report and Accounts for 2013 is fair, balanced
and understandable and provides the information
necessary for shareholders to assess our
performance, business model and strategy.
– Assessing the effectiveness of the framework
of delegated authorities.
– Managing the risks of our operations and business
functions in overseas countries.
– Understanding current developments in executive
remuneration, including the change in reporting
requirements for the new Directors’ Remuneration
Report and typical areas of concern for shareholders.
– Reviewing and challenging the Group’s Treasury
policies.
– Approving revised Ethics Policies and rolling out
a new online training solution for employees.
– Relations with shareholders
General Meeting in Glasgow.
– Meeting shareholders face to face at the Annual
– Preparing to offer a further return of capital to
shareholders in 2014.
– Further detail on our investor relations activities
can be found on pages 69 and 70.
The attendance of Directors at meetings during 2013
is set out in the table at the foot of page 71.
The Chairman holds meetings with the Non-executive
Directors without the Executive Directors present, and
at least once a year the Senior Independent Director
chairs a meeting of the Non-executive Directors
without the Chairman present.
ELECTION OF DIRECTORS
In accordance with the Code, all members of the
Board (with the exception of Rupert Soames and
David Hamill) will be offering themselves for
re-election or election (in the case of our newly
appointed Non-executive Director) at the 2014
Annual General Meeting. It is part of the Chairman’s
role to discuss the time commitment and contribution
Aggreko plc Annual Report and Accounts 2013 of each Non-executive Director as part of his or her
individual appraisal, and the Nomination Committee
unanimously recommends the reappointment of each
of the Directors being proposed. More detail on the
Nomination Committee’s role in the reappointment
of Directors can be found on page 80.
Further details on the outcomes of the Committee
evaluations are included in their separate reports:
Audit Committee on pages 72 to 76, Ethics
Committee on pages 77 to 78, Nomination
Committee on pages 79 to 80 and Remuneration
Committee on pages 81 to 101.
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 pages 96 and 98.
No other contract with the Company or any
subsidiary undertaking of the Company in which any
Director was materially interested existed during or
at the end of the financial year.
BOARD PERFORMANCE EVALUATION
This year we conducted our evaluation of Board and
Committee performance internally. We designed a
questionnaire, intended to stimulate thought and
discussion, rather than to compile formal responses
or scores. The Group Legal Director & Company
Secretary then held individual meetings with each
Director. The results of those meetings were collated
and discussed at our December 2013 Board meeting.
The Chairman and the Chief Executive were then
asked to prepare an action plan to ensure
improvements were implemented.
The table at the bottom of this page sets out the
areas identified for improvement and actions taken.
The last externally facilitated evaluation of Board
and Committee performance was in 2011, therefore
we intend to use an external facilitator for our 2014
Board and Committee evaluation.
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 are operating effectively.
RELATIONS WITH SHAREHOLDERS
Understanding what people think about us is a key
part of driving our business forward and we actively
seek dialogue with the market, providing us with
the opportunity to communicate with shareholders
and analysts and to understand their views on the
Company’s performance and strategy. The Board
receives regular updates on the views of shareholders
through briefings and reports from management,
Directors and the Company brokers who have had
shareholder interaction over the year. In addition,
the Senior Independent Director is available to meet
shareholders if they wish to raise any issues separately.
Following our 2013 Board performance evaluation, four areas were identified for improvement:
Objective
Board
Composition
Succession
Strategy and
Competition
Board
Meetings
The Board has a good mixture of skills covering all
main areas and the balance between Executive and
Non-executive was effective. However, we recognised
that we need to keep the areas of expertise under
review as the business develops.
The Executive appointments to the Board in 2013
had gone well, with good levels of confidence and
interaction between the Executives. In order to build on
this success, the Board agreed to increase their focus
on succession in 2014 and improve access to Non-
executive Directors for Executives below Board level.
A number of topics were identified during the
evaluation as items on which the Board would
welcome deeper debate. Topics included key strategic
issues and the competitive landscape, on a regional
and international level.
Board meetings are chaired effectively, timekeeping is
well managed and the level and quality of information
provided to the Board is generally good. Some
suggestions were made to improve the running order
of meetings, the provision of information and the level
and detail of financial reports.
Progress
We will continue to review criteria
for new appointees.
Succession would be examined in
greater detail by the Nomination
Committee and regular presentations
have been scheduled for Executive
Committee Members at the Board.
We have incorporated these points
into the 2014 Board agenda.
We have revised some of our regular
reports, for example, a new investor
relations report to include more
analysts’ data.
69
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT
CORPORATE GOVERNANCE CONTINUED
We have engaged with shareholders in a number
of ways during 2013, which include:
– half and full year formal reporting, with
presentations by the Chief Executive and Chief
Financial Officer to institutional investors and
analysts following results announcements; these
are also broadcast live on our investor website;
with existing and potential institutional investors;
– presentation of the Company strategy;
– a programme of meetings throughout the year
– conference calls for investors and analysts following
– meeting shareholders face to face and responding
– introducing a shareholder welcome letter for new
shareholders, containing useful information for first
time shareholders.
to questions at the Annual General Meeting; and
the release of first and third quarter results;
In 2013 we held over 260 one to one meetings with
investors. These meetings are conducted by at least one
of the Chief Executive, Chief Financial Officer, Director
of Finance or Head of Investor Relations and where
appropriate, senior members of the regional teams
are also invited to allow investors to gain a broader
perspective on the business. These meetings occur in a
number of different locations around the world to reflect
the global nature of our shareholder base. This year
we held meetings in London, Edinburgh, New York
and Paris for major shareholders and also visited
investors on the West Coast of the USA, Canada,
Germany, Switzerland, Italy, Sweden and Denmark.
We also enjoy meeting and engaging in discussions
with shareholders at the Company’s Annual General
Meeting. The 2014 Annual General Meeting will be
held in Glasgow on Thursday, 24 April 2014. Further
details of the meeting are set out on page 105 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
70
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. We have formatted the
registers to provide clearer visibility on the highest
rated risks; we now provide a comparison to previous
registers to show risk trending and also provide a
high level narrative explaining key changes from the
previous register. Internal Audit provide assurance
to the Audit Committee on the operation of controls
which have been identified to address risks on the
Group Risk Register.
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. The full
report of the Audit Committee is on pages 72 to 76.
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 and 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
financial reporting process a forecast of the current
year numbers is carried out. To ensure consistency of
reporting the Group has a global enterprise resource
planning system and a global consolidation system as
well as a common accounting policies and procedures
Aggreko plc Annual Report and Accounts 2013 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 53 to 60.
manual. Management monitor the publication of new
reporting standards and work closely with the 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 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 the Group 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 2013. Accordingly, the Board is satisfied
that the Group continues to have an effective system
of internal control.
ATTENDANCE AT MEETINGS IN 2013
Board meetings
Audit
Committee
Remuneration
Committee
Ethics
Committee
Nomination
Committee
Angus Cockburn
Debajit Das
David Hamill
Ken Hanna
Russell King
Diana Layfield1
Robert MacLeod
Ian Marchant2
Rebecca McDonald
Asterios Satrazemis
Rupert Soames
David Taylor-Smith3
Figures in brackets denote the maximum number of meetings that could have been attended.
7(7)
7(7)
6(7)
7(7)
7(7)
7(7)
7(7)
1(1)
7(7)
7(7)
7(7)
6(6)
–
–
2(3)
–
3(3)
2(2)
3(3)
0(1)
–
–
–
–
–
–
4(5)
5(5)
5(5)
–
5(5)
–
4(5)
–
–
–
–
–
2(3)
3(3)
–
3(3)
–
–
–
–
–
–
–
–
5(6)
6(6)
6(6)
–
6(6)
–
–
–
6(6)
–
1 Appointed to the Audit Committee on 29 July 2013.
2 Appointed to the Board and Audit Committee on 1 November 2013. Ian was unable to attend the December 2013 Audit Committee meeting
owing to a pre-existing business commitment, made prior to his appointment.
3 Appointed to the Board on 11 March 2013.
71
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT AUDIT COMMITTEE REPORT
INTRODUCTION BY ROBERT MACLEOD, AUDIT COMMITTEE CHAIRMAN
I am pleased to introduce the report of the Audit Committee for 2013.
In 2012, the Financial Reporting Council introduced a new requirement into the Code, for financial years
beginning on or after 1 October 2012, for the Directors to confirm that the annual report is fair, balanced and
understandable. This is the first year that this requirement applies to Aggreko and although we have always
believed that our annual report meets these criteria, it felt appropriate that we should review our processes
this year to ensure that we can provide the necessary confirmation and have the evidence to back it up.
This new requirement envisaged that the Board would need some assistance in making this confirmation, so
in line with the Code, the Board asked the Committee to provide advice on whether the annual report and
accounts for 2013, taken as a whole, were fair, balanced and understandable and provided the information
necessary for shareholders to assess the Company’s performance, business model and strategy. This has been a
key area of focus, discussion and oversight for the Committee throughout 2013. The co-ordination and review of
the Group-wide input into the annual report and accounts has been a sizeable exercise which has run alongside
the formal audit process undertaken by the external auditors. More detail on this exercise is provided under the
section on financial reporting on pages 73 and 74.
In light of the other new disclosure requirements under the Code on the external auditor and review of financial
controls, we have strengthened our report on the following pages to ensure we disclose the new details required.
The Financial Reporting Council also published guidance in September 2012 on the role of the Audit Committee.
Since this year’s Committee evaluation was the first one undertaken since the guidance was issued, we conducted
our review by specific reference to the guidance to see how we measured up against the recommendations. Further
detail on the Committee evaluation is provided under the sections on Audit Committee effectiveness on page 76
and external auditor effectiveness on page 74.
We regularly review the Group’s internal controls. At our December 2013 meeting, we received a presentation
from the Director of Finance on the internal financial control environment, which included progress against 2013
objectives and setting priorities for the year ahead. We also received a presentation from our Group Tax function
which provided an update on a number of important areas, including tax strategy, environment, risks, our control
framework and priorities for 2014. This presentation also informed the Committee in the context of direct and
indirect tax provisions, being a primary area of judgement as discussed later in this report. We also received
regular updates from the Chief Information Officer throughout the year to enable the Committee to closely
monitor progress during the upgrade and implementation of our Movex enterprise resource planning system.
There have been two additions to the Committee’s membership this year: Diana Layfield was appointed as a
member of the Committee on 29 July 2013 and Ian Marchant was appointed as a member of the Committee
on 1 November 2013. Both were selected as Committee Members based on their strong financial experience;
Diana has worked for a multinational banking and financial services company for ten years; and prior to his
appointment as Chief Executive for SSE, Ian spent six years as Finance Director for SSE. Further details of their
relevant skills and experience are set out on page 64.
RESPONSIBILITIES AND ROLE OF THE AUDIT COMMITTEE
The Committee’s main responsibilities are to oversee and monitor:
– the integrity of the Company’s financial reports, including reviewing the findings of the external audit and,
for the first time this year, providing advice to the Board on whether the annual report and accounts for 2013,
taken as a whole, are fair, balanced and understandable and provide the information necessary for shareholders
to assess the Company’s performance, business model and strategy;
including the appointment of the external auditor, their effectiveness, audit and non-audit fees and independence;
– the effectiveness of systems for internal financial control, financial reporting and risk management;
– the effectiveness of internal audit and ensuring co-ordination with the activities of the external audit;
– the relationship with the external auditor, the external audit process, the nature and scope of the external audit,
– the adequacy and security of the Company’s procedure for handling allegations from whistleblowers and for
– reporting to the Board on how it has discharged its responsibilities.
The full Terms of Reference of the Committee are available on our website at http://ir.aggreko.com/
committee-terms-of-reference.
detecting fraud; and
72
Aggreko plc Annual Report and Accounts 2013 MEMBERSHIP OF THE COMMITTEE
The members of the Committee during the year were as follows:
Robert MacLeod
Chairman
David Hamill
Russell King
Diana Layfield
(appointed 29 July 2013)
Ian Marchant
(appointed 1 November 2013)
All members of the Committee are independent Non-executive Directors, details of their skills and experience
are set out on pages 62 to 64. The members of the Committee identified as having recent and relevant financial
experience are Robert MacLeod, Diana Layfield and Ian Marchant.
Peter Kennerley was Secretary to the Committee until 29 July 2013; Helen Middlemist, Assistant Company
Secretary, was appointed as Secretary to the Committee from this date.
Ken Hanna, Rupert Soames, and Angus Cockburn, together with the Director of Finance and Director of Internal
Audit generally attend meetings by invitation. We also ask other members of senior management to present to
the Committee on a regular basis. The Group audit partner from our external auditor also attends the Committee.
MAIN ACTIVITIES OF THE COMMITTEE
The Committee met three times during the year in March, July and December. The timing of meetings is designed
to complement the financial reporting timetable.
At each of our three regular meetings during the year, the Group audit partner from PricewaterhouseCoopers
presents a report. The first one in the audit cycle is presented to the meeting in July when we review Aggreko’s
Interim results. This report contains the results of PricewaterhouseCoopers’ review of our Interim Report, and
also the core of the Group audit strategy and plan for the year end. This is followed up with a report in December,
providing an update on the plan presented to the previous meeting, together with an early assessment of any
issues identified at that stage. Finally, when the Committee meets in March to review the draft Annual Report,
PricewaterhouseCoopers present a commentary report on their audit. At the end of this meeting we hold a
separate session with the external auditor without members of management present.
Financial Reporting
Integrity of financial reports – Annual Report
At our March 2014 meeting, we reviewed the draft Annual Report and considered a number of supporting papers.
We discussed primary areas of judgement with management and the external auditor and satisfied ourselves that the
issues raised had been properly dealt with. The external auditor carried out their work using an overall materiality
of £17 million, and confirmed to the Committee that there were no material unadjusted misstatements (this refers
to amounts above £1 million as well as misstatements below that amount that warranted reporting for qualitative
reasons). We agreed to recommend the approval of the 2013 Annual Report to the Board.
The primary areas of judgement considered by the Committee in relation to the 2013 Annual Report were:
Contract provisions
Area of focus: One of the biggest risks facing the Group is non-payment by customers under some of the larger
contracts in our Power Projects business (see Principal Risks and Uncertainties – Failure to collect payments
or to recover assets on page 36). Identified as an area of judgement in our report last year, contract receivables
and associated provisions within Power Projects is a key risk for the Group, and one of the areas of particular
external audit focus. The Group policy is to consider each debtor and customer individually, within the relevant
environment to which it relates, taking into account a number of factors, in accordance with accounting standards.
Action taken: The Committee addressed contract provisions by considering an accounting judgements paper
at the March 2014 meeting, which was tabled by the Chief Financial Officer. PricewaterhouseCoopers’ also
provided a report on contract provisions at the March 2014 meeting in the context of the year end audit. In
addition the Committee is aware that the Board receives a report on contract provisions each month and has
assessed the Group’s processes for calculating and regularly monitoring contract risk provisions.
Direct and indirect tax provisions
Area of focus: The other key area of judgement is in relation to direct and indirect tax provisioning. The Group’s
tax strategy is to manage all taxes, both direct and indirect, such that we pay the appropriate amount of tax in
each country where we operate whilst ensuring that we respect the applicable tax legislation and utilise where
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appropriate any legislative reliefs available. However, given the varied, complex and often uncertain nature of
tax rules in certain countries, in particular in those in which we have our Power Projects business, we recognise
that it makes sense to carry an appropriate level of provision for both direct and indirect taxes. The tax team
monitors the status of tax risks monthly and in detail at the half and full year. This monitoring process together
with consideration of any relevant legislative change is then used to determine the appropriate level of provisions.
Action taken: The Committee addressed tax provisions by considering an accounting judgements paper at the
March 2014 meeting, which was tabled by the Chief Financial Officer. As this is an area of particular external
audit focus, PricewaterhouseCoopers’ provided a pre year-end audit report on these provisions at the December
2013 meeting and then an update report at the March 2014 meeting in the context of the year end audit. We
have monitored and assessed the Group’s processes for calculating and regularly monitoring tax provisions.
Going concern
In assessing the basis for preparing the Annual Report on a going concern basis, and accordingly making a
recommendation to the Board, we considered a paper prepared by the Chief Financial Officer based on guidance
published by the Financial Reporting Council. The assessment was made for the period of the 16 months to 30 June
2015, in accordance with accepted practice. Based on internal forecasts, including the prospective return of value
to shareholders, we reviewed the Group’s debt maturity profile, including headroom and compliance with financial
covenants. We stress tested this by adjusting the 2014 budgeted cash flow and the six months beyond to 30 June
2015 by a combination of two of the principal risks we have identified – an economic downturn leading to loss of
revenue and customer default. (See Principal Risks and Uncertainties – Economic conditions, on pages 34 to 35;
and Failure to collect payments or to recover assets, on pages 36 to 37).
The going concern statement by the Directors is on page 104.
Confirmation that the Annual Report is fair, balanced and understandable
In arriving at a position where initially the Committee, and then the Board, are satisfied with the overall fairness,
balance and clarity of the annual report and accounts, we made sure that we had the following in place:
regional senior management teams on the ‘health’ of the financial control environment.
– Comprehensive management and statutory accounts process, with written confirmations provided by the
– Detailed reviews of the annual report and accounts undertaken at different levels of the Group and by the
– A verification process, involving our internal audit team, dealing with the factual content of the annual report.
– A key accounting judgements paper covering contract and tax provisions, along with a summary of any
senior management team that aim to ensure consistency and overall balance.
changes in our accounting policies for 2013.
The confirmation by the Directors that the Annual Report is fair, balanced and understandable is on page 106.
Integrity of financial reports – Interim Report
At the July 2013 meeting the Committee reviewed PricewaterhouseCoopers’ report on their Interim review, which also
included a report on contract provisions. We also reviewed and recommended to the Board the Group’s Interim Report.
The matters receiving significant focus were contract receivables, direct tax provisions and indirect tax provisions.
External audit
The external auditors are appointed by shareholders to provide an opinion on the financial reports and certain
other disclosures prepared by the Directors. Following their re-election at the 2013 AGM, PricewaterhouseCoopers
acted as the external auditor to Aggreko throughout the financial year.
External auditor effectiveness
Following completion of the 2012 year end process, the Committee assessed the audit process and the strategy
for the 2013 audit and considered the performance of the external auditor.
The Committee believes that the independence, objectivity and effectiveness of the external auditor and their
processes is safeguarded and remains strong. This is displayed through their robust internal processes, their
continuing challenge, focused reporting and their discussions with management and the Committee. We assess
PricewaterhouseCoopers through the quality of their audit findings and management responses. This year, as part
of our Committee evaluation we included specific questions on whether we have the correct processes in place
to assess the effectiveness of the external auditor, how we monitor the independence, expertise, resources and
objectivity of the external auditor and how we monitor the external auditor in relation to non-audit services and
compliance with Ethical Standards. The results confirmed that the Committee has a good working relationship
with the external auditor, which is supported by a sufficient amount of challenge. Following the evaluation we
reviewed the effectiveness of the external auditor, including a detailed review of our non-audit services policy.
74
Aggreko plc Annual Report and Accounts 2013 Non-audit services policy and external auditor independence
To safeguard the objectivity and independence of the external auditor from becoming compromised, the
Committee has a formal policy governing the engagement of the external auditor to provide non-audit services.
This year we undertook a detailed review of our non-audit services policy. A summary of our updated policy for
services provided by the external auditor is set out as follows:
is clearly audit related. Such assignments are pre-approved by the Audit Committee as part of their approval
of the annual audit plan and fees.
– Statutory and audit related services – where the external auditor is best placed to perform the work as it
– Permitted non-audit services – where the external auditor is best placed to perform the work due to their
– Not permitted – projects that are not to be performed by the external auditor because they would represent
a threat to the independence of the audit team. A clear example of this type of work would be where it could
lead to the external auditor being in a position of auditing their own work.
network and knowledge of the business, or experience and market leadership in a particular area.
Services likely to cost less than £75,000 require prior approval of the Chief Financial Officer. Services above this
amount must be approved by the Audit Committee Chairman, unless they are likely to be in excess of £200,000,
when they must be approved by the Audit Committee.
An appendix to the policy provides detailed examples of the types of engagements described above. The full
policy may be found on our website at http://ir.aggreko.com/committee-terms-of-reference.
Non-audit fees are monitored by the Committee and we receive an analysis of the actual level and nature of non-
audit work. This year we were again satisfied that all non-audit work undertaken was in line with our policy and
did not detract from the objectivity and independence of the external auditor. The majority of the non-audit work
carried out by PricewaterhouseCoopers during the year related to tax and minor local compliance services and the
Committee believes that, given their experience, PricewaterhouseCoopers was the most appropriate supplier of
this work. As a percentage of the overall audit fee for the year, the non-audit fees are 20% (2012: 22%). Further
details of the fees paid to the external auditor are set out in Note 6 to the accounts on page 127.
Reappointment of external auditor
The Committee considers the reappointment of the external auditor, including the rotation of the audit partner,
each year and also assess their independence on an ongoing basis. The external auditor is required to rotate the
audit partner responsible for the Group audit every five years. The current lead audit partner has been in place
for three years.
PricewaterhouseCoopers have been the Company’s external auditor since 1997 when Aggreko plc was
incorporated, following the de-merger from the Salvesen Group. We last engaged in a competitive tender process
in 2006, following which PricewaterhouseCoopers were reappointed external auditor. The Committee keeps
under review the ongoing legislative proposals on audit tendering and rotation from the EU and the Competition
Commission, and will implement them when they become final. These proposals effectively superseded the
comply-or-explain provision in the Code which would have otherwise applied to the Company for the first time
this year. We note that the FRC plans to withdraw this tendering provision during 2014. The Committee will
continue to consider annually the need to go to tender for audit quality or independence reasons and will use
its regular reviews of auditor effectiveness to assess when a date for such a re-tender would be desirable.
The Committee is again recommending to the Board that a proposal be put to shareholders at the 2014 Annual
General Meeting for the reappointment of PricewaterhouseCoopers as external auditor. 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 results of the effectiveness review, the tenure of the auditor, the objectivity
and independence of PricewaterhouseCoopers, as well as their continuing effectiveness and fees.
Internal audit
The internal audit team undertake financial, operational and strategic audits across the Aggreko Group using a
risk based methodology and in accordance with the changing risk profile of the Company. Group Internal Audit
is also responsible for IT related audits; these services are provided by an outsourced provider. Each year we agree
the scope of work and coverage levels as part of the annual internal audit plan and review its progress during the
year through reports at each meeting. During 2013, 131 audits were completed. Audits cover all parts of Aggreko,
from Group level down to individual project sites, and all aspects of the business, for example, finance, purchasing,
contract management and service and repair. Results are graded, and where audits are given a low grading, Group
Internal Audit agree appropriate remedial actions with the businesses concerned and report to us on progress.
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Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT AUDIT COMMITTEE REPORT CONTINUED
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. We assess the effectiveness of our internal audit
function by reviewing their reports, meeting with the Director of Internal Audit without management being
present at least once each year and holding separate meetings with the Chief Financial Officer and Group Audit
Partner to seek their views on the effectiveness of the function. We have also strengthened our processes for
assessing the effectiveness of the internal audit function following feedback from the Board and Committee
annual evaluation process.
Financial control and managing risk
Aggreko’s objective is to have a strong 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. We aim to ensure that the same high standards are applied throughout the business with the
framework set at Group level. Across the Group, there is a strong focus on training and development and this helps
to underline the standards that we require. We then monitor this process through regular financial control reviews
and a financial control checklist. This also enables us to set targets and identify and monitor areas for improvement.
We agreed financial control deliverables for 2013, as proposed by the Chief Financial Officer, including
addressing countries with lower financial control checklist scores and ensuring sufficient support at Group or
regional level for our less mature businesses. At the end of the year, we reviewed progress for 2013 and agreed
proposed targets for 2014. Our priorities for 2014 included developing an integrated assurance model, leveraging
the Global Controls Group to further standardise and share good practice around the Group and continuing to
support our less mature businesses in the development of their financial control environments.
We look, on a regular basis, in some depth into the Group’s risk management processes. We have a rolling schedule
of agenda items covering the business regions and central functions. In 2013 we received a detailed presentation from
Group Tax on our tax strategy, environment, risks, control framework and priorities for 2014. We also received
regular updates from the Chief Information Officer throughout the year to enable the Committee to monitor progress
during the upgrade and implementation of our Movex enterprise resource planning system. Once the upgrade and
implementation of Movex was complete, a final update covering lessons learnt was delivered to the Committee.
Whistleblowing
Part of our remit is to oversee Aggreko’s processes for handling allegations from whistleblowers. Aggreko’s Ethics
Policy, supported by a separate Speaking Up Policy, encourages all employees to report any potential improprieties in
financial reporting or other matters. As part of this, Aggreko has an independent compliance hotline, operated by an
external agency. The hotline is available to all employees, in all of the languages used throughout the Group, and
callers can remain anonymous if they wish. All complaints are followed up, and in turn we receive regular reports
analysing complaints. Where appropriate, Group Internal Audit is asked to investigate the issue and report to us
on the outcome. We review these processes each year, and can confirm that they remain adequate for addressing
the Company’s obligations under the Code.
Audit Committee effectiveness
Each year the Committee’s effectiveness is reviewed as part of the Board’s evaluation process. This year was the
first Board evaluation undertaken since the Financial Reporting Council issued their guidance in September 2012
on the role of the Audit Committee. Therefore we used the guidance as a basis for the Committee evaluation
and produced a questionnaire, designed to stimulate thought and discussion, rather than a series of questions
to be answered one by one, to assess how we measured up to the guidance.
We sent the questionnaire to all members of the Committee together with those Directors who attend by
invitation, then Peter Kennerley, Director of Group Legal and Company Secretary, held individual face to face
meetings with each of them to discuss the recommendations in detail and identify areas for improvement.
The responses were positive, confirming that the Committee is well run, has the right balance of skills and has
a good working relationship and good processes with both the external auditor and internal auditor. Following
the evaluation we reviewed the effectiveness of the external auditor, including a detailed review of our non-audit
services policy. The responses also reinforced our approach to risk management and it was noted that the
presentations received by the business areas were particularly helpful in this area.
Robert MacLeod
Chairman of the Audit Committee
6 March 2014
76
Aggreko plc Annual Report and Accounts 2013 ETHICS COMMITTEE REPORT
INTRODUCTION BY KEN HANNA, ETHICS COMMITTEE CHAIRMAN
I am pleased to introduce the report from the Ethics Committee for 2013.
During the year the Committee has continued to concentrate on anti-bribery and corruption issues,
through improved monitoring, processes and training.
RESPONSIBILITIES AND ROLE OF THE ETHICS COMMITTEE
The main responsibilities of the Committee are:
business dealings;
reporting of ethical risk;
– 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
– overseeing the Company’s policies and procedures for the identification, assessment, management and
– overseeing the Company’s policies and procedures to prevent persons associated with the Company from
– 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 http://ir.aggreko.com/
committee-terms-of-reference.
engaging in bribery; and
MEMBERSHIP OF THE COMMITTEE
The members of the Committee throughout the year were as follows:
Chairman
Ken Hanna
David Hamill
Diana Layfield
All members of the Committee are therefore independent Non-executive Directors.
David Hamill will be stepping down as a Director following our 2014 Annual General Meeting and Ian Marchant
will then be joining the Committee. Peter Kennerley is Secretary to the Committee and during 2013 Rupert
Soames attended by invitation. As each regional business covers countries with heightened ethical risk, each
regional Director is also invited to attend the Committee at least once each year.
The Committee met three times in 2013.
MAIN ACTIVITIES OF THE COMMITTEE DURING THE YEAR
The Committee receives regular reports on the development of Aggreko’s anti-corruption and bribery 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.
Some of the particular matters addressed by the Committee during 2013 were:
Revised ethics policies
This year we approved a revised Gifts, Hospitality and Entertainment Policy, Charitable Donations Policy and a
new Sponsorship Policy. These policies were last comprehensively reviewed in 2011, following the implementation
of the UK Bribery Act 2010. Although we believe that the policies have worked well in ensuring that our employees
comply with the high ethical standards we have set ourselves at Aggreko we undertook a further review this year
to see how the policies have worked in practice, identify improvements and also to reflect the new regional
structure of Aggreko.
Online training
We introduced a new compliance initiative, our online ethics compliance training programme in 2013. The
programme is an online interactive web-based training package and was developed in-house by our compliance
and training teams to ensure that it had maximum relevance for our business. It is available at two levels –
the first, on which all employees will be trained and assessed, and then a second level for those categories of
employees who need a greater awareness and understanding of our processes, for example senior employees in
sales or finance. By the end of Q1 2014 the training will be available in nine languages. The secondary level
includes a competition law module.
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Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT ETHICS COMMITTEE REPORT CONTINUED
Monitoring
We continue to monitor the effectiveness of our processes and policies.
The most significant ethical risk we run is the behaviour of third party sales consultants (see the section entitled
Principal Risks and Uncertainties – Failure to conduct business dealings with integrity and honesty, on pages 37
and 38). In that section we summarise the steps we take to mitigate that risk through our approach to appointing,
training, rewarding, controlling and monitoring our sales consultants. As in previous years, the Committee
received a report from Group Internal Audit on the operation of our policy for sales consultants, and we were
satisfied that it continues to work effectively.
This year we also asked Internal Audit to undertake a comprehensive review of our Anti-Bribery and Corruption
Framework. The review indicated that the framework is working broadly in line with expectations and in
accordance with the guidance published by the Ministry of Justice. It did, however, identify a number of areas
where our processes can be improved, and we have instigated a plan to address the points raised. We have asked
for a follow up review later in the year.
Presentations from the Regional Businesses
This year the Committee received briefings from each of the three Regional Directors, covering their approach
to the Ethics policy and monitoring and compliance in the region, particularly in relation to the communication
of the new policies. Each addressed the training and monitoring of sales consultants.
Governance
On an annual basis the Board reviews the Committee’s effectiveness as part of the Board’s evaluation process. The
results of this year’s evaluation found that the Committee works well and no particular actions or improvements
were identified specific to this Committee. A detailed explanation of the Board evaluation process, findings and
areas identified for improvement can be found on page 69 of the Corporate Governance Report.
Ken Hanna
Chairman of the Ethics Committee
6 March 2014
78
Aggreko plc Annual Report and Accounts 2013 NOMINATION COMMITTEE REPORT
INTRODUCTION BY KEN HANNA, NOMINATION COMMITTEE CHAIRMAN
I am pleased to introduce the report from the Nomination Committee for 2013.
In our previous report, the Committee described a number of major changes to Aggreko’s Board taking effect
during 2012 and in the earlier part of 2013. Since then we have made a further appointment of Ian Marchant
as a Non-executive Director.
We have also announced some changes to the Board for 2014. After 11 successful years as Chief Executive, Rupert
Soames will step down from the Board and leave the Company after the AGM on 24 April 2014. Rupert has been
an excellent Chief Executive for Aggreko and the Group has achieved an enormous amount during his tenure.
We have made strong interim appointments whilst we assess both internal and external candidates for the Chief
Executive role. David Hamill, Senior Independent Director will also be retiring after seven years on the Board.
David has helped guide Aggreko through an outstanding period of growth and we wish him well for the future.
I am pleased to be able to report that Russell King has agreed to succeed him as Senior Independent Director.
RESPONSIBILITIES AND ROLE OF THE NOMINATION COMMITTEE
The main responsibilities of the Committee are:
of Executive and Non-executive) of the Board and its Committees and make recommendations to the Board
with regard to any changes;
– to review the structure, size and composition (including skills, knowledge, experience, diversity and balance
– to consider succession planning for Directors and other senior executives;
– to identify and nominate for the approval of the Board, candidates to fill Board vacancies; and
– keep under review the time commitment expected from the Chairman and the Non-executive Directors.
The full Terms of Reference of the Committee are available on our website at http://ir.aggreko.com/
committee-terms-of-reference.
MEMBERSHIP OF THE COMMITTEE
The members of the Committee throughout the year were as follows:
Chairman
Ken Hanna
David Hamill
Russell King
Robert MacLeod
Rupert Soames
The majority of the members of the Committee are independent Non-executive Directors. Rupert Soames and
David Hamill will be stepping down form the Board following the 2014 Annual General Meeting and Diana
Layfield will be joining the Committee at that point. Peter Kennerley is Secretary to the Committee and
Siegfried Putzer, Group Human Resources Director, also attends meetings of the Committee by invitation.
The Committee met six times during 2013.
MAIN ACTIVITIES OF THE COMMITTEE DURING THE YEAR
Non-executive Director appointment
The Committee oversaw the appointment of one new Non-executive Director in 2013. For this appointment, we
prepared a detailed candidate specification, taking into account the existing skill set on the Board, which defined
the criteria for the new appointees. We worked with an external search consultant, The Lygon Group, managing
a formal, thorough and orderly search, reviewing all potential candidates that might fit our criteria. We regard
The Lygon Group as independent, and except for Board searches, they provide no other services to Aggreko.
We interviewed rigorously and secured an excellent appointment to the Board. Ian Marchant was appointed
on 1 November 2013 bringing further strength to our Board through his extensive knowledge of the domestic
and international energy markets and a substantial finance background. Ian has undertaken a full induction
programme to ensure a rounded understanding of the business. Further information on this induction programme
can be found on pages 66 and 67 of the Corporate Governance Report.
Executive Director appointment
The Committee also oversaw the appointment of a new Executive Director in 2013. We used an external search
consultant, Inzito, and appointed David Taylor-Smith on 11 March 2013 to run the Europe, Middle East and Africa
region. We regard Inzito as independent, and except for senior executive searches, they provide no other services
to Aggreko. We also appointed Asterios Satrazemis and Debajit Das as Executive Directors on 1 January 2013,
the appointment process for Asterios and Debajit was undertaken in 2012 and disclosed in our report last year.
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Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT NOMINATION COMMITTEE REPORT CONTINUED
Succession planning
The Committee continued to focus our attention to ensure that we had a robust management succession
planning process in place for senior positions within the Group. We review 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. We also look for opportunities for
senior executives to move to other parts of the Group to gain experience in managing different businesses in
different markets. This process has enabled us to identify strong and experienced internal candidates to fill
interim posts following the announcement of Rupert Soames’ resignation from the Board. We are pleased to
report that Angus Cockburn has agreed to become Interim Chief Executive whilst we identify a permanent
Chief Executive and Carole Cran, Director of Finance, has been appointed Interim Chief Financial Officer.
Board composition
The Board’s policy is to have a broad range of skills, background and experience. Operationally Aggreko is
organised into three regions, and 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. 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, although we do not set any particular targets.
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, as to size, the appropriate range of skills and balance between
Executive and Non-executive Directors. Following the appointments made in 2012, 2013 and implementation
of our new global management structure, we believe we have the right composition.
Committee appointments
We recommended two committee appointments during 2013. Diana Layfield was appointed as a member of
the Audit Committee on 29 July 2013 and Ian Marchant was appointed as a member of the Audit Committee
on 1 November 2013. Both were recommended as Audit Committee Members based on their strong financial
experience; Diana has worked for a multinational banking and financial services company for ten years; and prior
to his appointment as Chief Executive, Ian spent six years as Finance Director for SSE. Following David Hamill’s
retirement from the Board in April 2014, Diana Layfield will join the Committee, Ian Marchant will join the
Ethics Committee and Russell King will be the Senior Independent Director.
Reappointment of Directors
Two of our Non-executive Directors had their appointments extended during 2013. Each having served terms
beyond six years, their reappointments were subject to particularly rigorous review by the Committee. Both
David Hamill and Robert MacLeod make important contributions to the Board, specifically David as Senior
Independent Director and Robert as Chairman of the Audit Committee, when combined with the reorganisation
of Aggreko and the number of Board changes made in 2013, the Committee concluded that the experience and
continuity brought by David and Robert was extremely valuable and both should remain on the Board during
2013 by having their terms extended for a further year.
With the exception of Rupert Soames and David Hamill, who have indicated their intention to step down
following the 2014 AGM, the Committee unanimously recommends the reappointment of each of the Directors
at our 2014 Annual General Meeting.
Governance
Each year the Board reviews the Committee’s effectiveness as part of the Board’s evaluation process. The results
of this year’s evaluation found that the Committee works well and succeeds in recommending appointments that
result in a good mixture of skills on the Board across industry, finance and geographic areas. It was also noted
that the experience of the Non-executive Directors complements the experience of the Executive Directors
well, although we recognise that we need to keep the areas of expertise under review as the business develops.
A detailed explanation of the Board evaluation process, findings and areas identified for improvement can be
found on page 69 of the Corporate Governance Report.
Ken Hanna
Chairman of the Nomination Committee
6 March 2014
80
Aggreko plc Annual Report and Accounts 2013 REMUNERATION REPORT
SUMMARY STATEMENT
A statement to shareholders from the Chairman of the Remuneration Committee.
On behalf of the Remuneration Committee, I am pleased to present the Directors’ Remuneration Report
for the year ended 31 December 2013.
The Remuneration Committee’s focus is on ensuring that the way we manage remuneration for Executives
rewards them for delivering what we see as being their central responsibility – to increase the value of the
business to shareholders consistently and over a long period of time.
The main focus of the Committee’s work is to manage the various aspects of the remuneration package
of Executive Directors at Aggreko which comprises:
– salary;
– annual bonus;
– the Company’s Long-term Incentive Plan (LTIP);
– pension and life assurance; and
– other benefits, including healthcare and expatriate benefits for Directors seconded away from their home country.
Although our approach to remuneration policy and its implementation is consistent with previous years, as you
will see below, after consulting with some of our largest shareholders we have made a number of changes to the
details of our remuneration policy.
The Committee met five times during 2013; details of members’ attendance are set out in the table on page 71.
PERFORMANCE OUTCOMES FOR 2013
As the Chairman notes in his statement on page 4, 2013 proved to be a challenging year for the Company.
Aggreko started the year facing weaker market conditions in the Power Projects business, following a strong 2012
which included the London Olympics as well as peak revenues from both Military work in Afghanistan and post-
Fukushima Japan reconstruction, and weakening exchange rates. Despite these headwinds, Aggreko delivered
what the Committee believes is a creditable performance, with reported revenue at similar levels to 2012, with the
decline in reported trading profit contained to 8%. Reported D-EPS also declined by 8% from 100.4p to 92.03p.
Although trading profit and D-EPS declined, the Executive Directors received bonuses ranging from 42%
to 99% of salary. So I thought it would be helpful to explain here how variable pay is set and measured, and
why the Committee believes that the actual bonus and Long-term Incentive Plan (LTIP) awards for 2013 are
consistent with Company performance.
The main performance measure we use for the annual bonus is diluted earnings per share (or D-EPS). We believe
it is one of the most effective ways to measure Company performance, and that therefore basing annual bonuses
on D-EPS growth is one of the best ways to align Executive Director pay with the interests of shareholders.
Each of the Executive Directors therefore has a D-EPS growth target as an element of his bonus.
We set bonus targets in the context of expected market conditions and external forecasts, rather than, say, historic
performance. After such a strong 2012, which included the London Olympics as well as peak revenues from military
work in Afghanistan and post-Fukushima Japan reconstruction, it would have been unrealistic to expect the business
to repeat that performance, and there would have been little point in setting a budget that would have been seen
within the business as unattainable. So after a rigorous process, the Board set a budget which included adjusted
D-EPS for bonus purposes of 90.63p (compared with the actual adjusted D-EPS for 2012 of 102.14). The actual
outcome for 2013 was 96.45p – beating budget by 6.4%. The Committee has discretion to make further adjustments
when calculating bonuses if they think that it would better reflect the actual performance of the Company, and
in this instance we used our discretion to reduce the outcome adjusted D-EPS to 95.47p (solely for the purpose
of Executive Directors bonuses), resulting in adjusted D-EPS beating budget by 5.3%. This reduced bonuses from
what they would otherwise have been and in turn, this meant that Executive Directors received 83.4% of the D-EPS
element of their bonus as against the 90% they would have been due had the Committee not exercised its discretion.
You will note that we refer to ‘adjusted D-EPS’. This is because when we set the annual bonus, we calculate
D-EPS on a constant currency basis, using exchange rates fixed at the beginning of the year; in this way the
bonus reflects the true performance of the business, and not currency movements.
Diluted earnings per share is just one of a number of metrics we use for the annual bonus – we also use operating
cashflow, regional trading profit and regional debtor days – but in each case the outcome is measured against a
budget rigorously tested and approved by the Board at the beginning of the year, set by reference to a
background of reasonable expectations.
Further, the Executive Directors will receive shares under Aggreko’s LTIP in April equivalent to between 22% and 42%
of their basic salaries. These awards were granted in 2011, subject to demanding performance conditions based on real
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Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT REMUNERATION REPORT CONTINUED
(i.e. excluding inflation) D-EPS growth and return on capital employed, measured over a three year period. Full details
of those conditions are set out on page 93, but in summary, during that period real D-EPS grew by a compound 5% per
annum, and as a result 28% of the shares subject to the D-EPS growth criterion will vest; none of the shares subject to
the ROCE condition will vest; and in aggregate 21% of the basic LTIP will vest. In calculating the value of these
shares, we have used the average share price during the last quarter of 2013, as required by the appropriate regulations.
CONSULTATION WITH SHAREHOLDERS AND CHANGES TO REMUNERATION
During 2013 we consulted a number of our largest shareholders on proposed changes to Executive Director
remuneration. These included:
measure of net cashflow from operating activities; and deferring 25% of any bonus earned into shares which
vest after three years;
– providing an additional bonus opportunity to the Chief Executive and CFO; introducing a new complementary
– increasing the Performance Share Plan (PSP) grant for the CFO from 75% to 85% of salary;
– straightening the LTIP vesting schedule by removing the discontinuity between 10% and 13% p.a. D-EPS growth;
– revising ROCE targets for the PSP and the Co-Investment Plan (CIP); and
– increasing shareholding guidelines.
All those consulted supported our proposals, and we therefore put them into effect. Further details of our revised
arrangements are set out in the Policy Report on page 83 and in the Annual Report on Remuneration on pages
89 to 101.
We will keep remuneration policy under review during the forthcoming year, and, in doing so, will continue to
give full consideration to the principles set out in the UK Corporate Governance Code in relation to Directors’
remuneration and to the guidance of investor representative bodies.
In particular, the Company’s current LTIP schemes expire in 2014, and no new awards can be made under those
schemes after April 2014. We will review all aspects of the Company’s incentive arrangements at that stage to
ensure it continues to be aligned with the Remuneration Policy and Company strategy. The Committee will
consult with major shareholders before making any significant changes.
CHIEF EXECUTIVE
We have announced that Rupert Soames has resigned as Chief Executive. Rupert will leave the Group on
24 April 2014 and at that date Angus Cockburn, currently Chief Financial Officer, will be appointed Interim
Chief Executive. He will be paid his basic salary and benefits up to that date, but will receive no bonus for 2014.
He will receive the cash element only of his bonus for 2013 but will not receive the deferred share element. His
2011 LTIPs will vest on 19 April 2014 but his other outstanding LTIPs will lapse, in each case, in accordance
with the rules of the Schemes. He will receive no compensation for loss of office or other payment in connection
with his resignation. In setting the remuneration for his successor the Committee will follow the approach set
out in the ‘Approach to Recruitment Remuneration’ on page 86. Meanwhile details of Angus Cockburn’s
remuneration as Interim Chief Executive are set out on page 101.
CHANGES IN REPORTING REQUIREMENTS
In October 2013 new reporting requirements for Directors’ remuneration were introduced for companies such as
Aggreko. This report is our first to be made under the new regulations (although shareholders may recall that last
year we opted to incorporate a number of the proposed changes to enhance transparency). The following report
now comprises two distinct sections: a ‘Policy Report’ and an ‘Annual Report on Remuneration’. The Policy
Report outlines Aggreko’s remuneration policy, setting out the role of each element of pay, how the structure of
the package helps reinforce the achievement of Aggreko’s strategy, and details of reward opportunities available
to the Company’s Executive Directors. The Annual Report on Remuneration details how the policy was
implemented in 2013, and includes a table for the single figure of total remuneration for all Directors. There will
be two votes proposed at our Annual General Meeting. The first, on the Policy Report will be a binding vote,
which means that no payments can be made under the policy unless the vote is passed. The Policy Report must
be put to shareholders for approval in this way whenever there is a change in policy or otherwise at least once
every three years. The second vote, on the Annual Report on Remuneration, as in previous years, is advisory.
We hope you will find this report clear and informative, and would welcome any feedback.
Russell King
Chairman of the Remuneration Committee
6 March 2014
82
Aggreko plc Annual Report and Accounts 2013 COMPLIANCE STATEMENT
This Report covers the period 1 January 2013 to 31 December 2013 and provides details of the Remuneration
Committee’s role and the remuneration policy we apply in decisions on executive remuneration.
The Company has complied with the principles and provisions relating to Directors’ remuneration in the UK
Corporate Governance Code, and this Remuneration Report has been prepared in accordance with the Large and
Medium-sized Companies and Groups (Accounts and Reports) Regulations 2008. In accordance with Section 439
and 439A of the Companies Act 2006, a binding resolution to approve the Policy Report and an advisory resolution
to approve the Annual Report on Remuneration will be proposed at the Annual General Meeting on 24 April 2014.
In accordance with the Regulations, the following sections of the Remuneration Report are subject to audit:
the Single total figure of remuneration for each Director (page 90), total pension entitlements (pages 92 and 93),
Scheme interests awarded during the financial year (page 96), Vesting of LTIP Awards to Former Directors
(page 98) and the statement of Directors’ shareholdings and share interests (page 99). The remaining sections
of the Remuneration Report are not subject to audit.
REMUNERATION COMMITTEE
The Committee’s principal function is to determine Aggreko’s policy on executive remuneration and to approve
specific remuneration packages for its Executive Directors, Company Secretary and such senior members of the
executive management, for example the Executive Committee, as it is asked by the Board to consider, including
their service contracts with the Company. The Committee’s remit 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 Committee also has responsibility for
making a recommendation to the Board in respect of the remuneration of the Chairman.
The full Terms of Reference of the Committee are available on our website at http://ir.aggreko.com/
committee-terms-of-reference.
POLICY REPORT
Key principles of the remuneration policy
The Committee has adopted a number of principles which it applies to the way it sets, balances and adjudicates
different elements of remuneration for the Executive Directors. As a general policy, we aim to ensure that our
remuneration policy rewards executives for delivering what we see as being their central responsibility – to
increase the value of the business to shareholders over a long period of time.
and complexity;
More specifically, our policy is to have a reward package for Executive Directors which is structured such that:
– the fixed element of pay (i.e. salary, pension and benefits) is around the median for companies of similar size
– the majority of executive remuneration is linked to Aggreko’s performance, with a heavier weighting on
– the remuneration packages reward a balanced portfolio of measures which deliver value for shareholders,
which can be independently verified, and which give clear ‘line-of-sight’ to the Executives.
long-term performance than on short-term performance; and
In determining the Company’s remuneration policy, the Remuneration Committee takes into account the
particular business context of Aggreko plc, the industry in which we operate, the geography of our operations,
the relevant talent market(s) for each of our Executives, as well as the best practice guidelines published by
institutional shareholders and their representative bodies.
We also consult our major shareholders in developing policy; see ‘Consultation with shareholders and changes
to remuneration’ on page 82.
The policy is intended to take effect from 24 April 2014, being the date of the Company’s 2014 Annual
General Meeting.
83
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT REMUNERATION REPORT CONTINUED
SUMMARY OF AGGREKO’S REMUNERATION POLICY FOR EXECUTIVE DIRECTORS
This section of our report summarises the key components of Aggreko’s remuneration policy for Executive Directors.
This policy is consistent with the policy that applied to 2013.
Purpose and link to strategy
Operation
Opportunity
Performance metrics
Fixed pay
Base salary
To attract and retain talent by ensuring
base salaries are competitive in the talent
market(s) relevant to each individual.
We aim to pay the market median for
standard performance and within the market
top quartile for top quartile performance,
or to recruit outstanding candidates.
Pension
To provide relevant statutory benefits and
be competitive in the market in which the
individual is employed. In certain cases,
we need to take account of Executives’
participation in defined-benefit schemes whose
costs may be in excess of normal contribution
rates to defined contribution schemes.
Benefits
Designed to be competitive in the
market in which the individual is employed.
Expatriate and relocation packages
designed to ensure a geographically
mobile management population related
to business needs.
Variable pay
Annual Bonus Scheme
Aims to focus Executive Directors on
achieving demanding annual targets
relating to Company performance.
Base salaries are generally reviewed annually; in determining the appropriate level of adjustment,
we take into account: Company performance; the individual’s responsibilities and contribution to
the business; salary levels for comparable roles at relevant comparators; and salary increases
more broadly across the Group.
In the case of the Chief Executive and the CFO, the benchmark we use is the 20 companies
either side of Aggreko in the FTSE based on the average market capitalisation over the previous
12 months. For other Executive Directors, we use a similar benchmarking approach but recognise
that comparability is harder to gauge and less formulaic for these roles.
A defined-contribution pension applies to all Executive Directors, with the exception of Angus
Cockburn. Executives can opt to take a cash payment in lieu of all or part of their pension.
Angus Cockburn, who joined the Company in 2000, when the Group’s defined benefit scheme was
open to new joiners, opted in 2011 to receive a cash sum in lieu of further accruals in the defined
benefit scheme. The cash sum is based on the estimated cost to the Company had he continued
to accrue benefits under the defined benefit pension arrangements, net of his own contributions.
Includes health-care benefits, life assurance cover, and, in some cases, a Company car and
expatriate package. Where appropriate the Company will bear the cost of any local taxes
payable on any expatriate benefits. The Company will also bear any UK tax that Executive
Directors resident overseas incur as a result of carrying out their duties in the UK.
Performance measures and targets are set at the start of the year and are weighted to reflect the
balance of Group and regional responsibilities for each executive.
At the end of the year, the Remuneration Committee determines the extent to which these have been
achieved. The Remuneration Committee has the ability to exercise discretion to adjust for factors
outside management control.
Bonus payments are typically delivered in cash, although for the Chief Executive and CFO 25%
of any bonus is deferred into shares for three years unless, at the discretion of the Remuneration
Committee, the individual leaves with the Company’s consent. The Remuneration Committee has
discretion to reduce the number of shares that can vest in the event of gross misconduct or material
misstatement of the accounts.
LTIP
Aims to align the interests of management
with those of shareholders in growing the
value of the business over the long term.
Vesting of awards is subject to performance
conditions based on the long term financial
performance of the Group; the value of the
awards is based on both the proportion
vesting (i.e. the Company’s financial
performance) and the movement in the
share price over the vesting period. A
small element of the Co-investment Plan
is dependent solely on retention of shares,
and the value therefore driven solely by
share price performance.
Other
Sharesave
To align the interests of employees
and shareholders by encouraging all
employees to own Aggreko shares.
84
The LTIP comprises a Performance Share Plan (PSP) and Co-investment Plan (CIP).
Award levels and performance conditions are reviewed from time to time to ensure they remain
appropriate and aligned with shareholder interests.
The PSP provides for a nil-cost conditional award of shares worth up to a normal aggregate limit
The vesting of awards is usually subject to:
This is an all-employee scheme whereby all employees including Executive Directors with at least
three months’ continuous service may save up to £250 per month over a period of two to five years.
Options under the Sharesave Option Schemes and the US Stock Purchase Plan are granted at a
discount of 20% and 15% respectively.
Savings capped at £250 a month. The Committee may consider raising this figure to up to £500
None.
a month to reflect the proposed increase in the statutory limit for UK schemes.
Any base salary increases are applied in line with the outcome of the annual review.
Continued good performance.
The Chief Executive will have the highest base salary of all Executive Directors, and the maximum
salary for the Chief Executive may be within the top quartile of Chief Executive salaries for the
FTSE+/-20 comparators.
Contributions of between 20% and 30% of salary p.a. except where limited by local practice.
None.
Cash payment equates to 46% of salary p.a. The amount payable was set at £177,000,
in July 2012. Henceforth it will increase at CPI subject to a minimum of 25% of salary.
Benefits vary by role and local practice, and are reviewed periodically relative to market.
None.
Ongoing benefits (i.e. excluding expatriate benefits and relocation allowances) payable to
Executive Directors did not exceed 10% of salary during the most recent financial year, and
expatriate benefits and relocation allowances did not exceed 63% of salary, and it is not anticipated
that in normal circumstances the cost of benefits provided will exceed this level over the next 3 years.
The Committee retains the discretion to approve a higher cost in exceptional circumstances
(e.g. relocation) or in circumstances where factors outside the Company’s control have changed
materially (e.g. increases in insurance premiums).
The maximum annual bonus opportunity is 175% of salary. To-date this level has been used
Performance is assessed annually based on
only for the Chief Executive. Bonuses start to be earned for threshold performance (for which no
challenging budget and stretch targets for
bonus is paid), rising on a straight-line to deliver 50% of maximum (55% for Regional Directors)
Group and regional financial performance.
for on-budget performance.
The current measures are EPS and operating
cashflow at Group level and trading profit and
regional debtor days at regional level, but may
vary each year depending on business context
and strategy. All measures will be weighted
appropriately according to business priorities
with generally more weighting on earnings
growth than other factors. In line with current
practice, annual bonus payments will be
determined solely by financial performance.
Further details of the performance measures
used for the 2013 annual bonus are set out
in the Annual Report on Remuneration on
page 92.
continued employment;
the Company’s performance over a 3-year
performance period.
75% of the LTIP performance is measured
against growth in real compound Diluted
Earnings per Share, and 25% against Return
on Capital Employed. Under each measure,
threshold performance results in nil vesting
with the exception of the CIP minimum match
of 1 share for every 2 subscribed.
Further details of LTIP award sizes and
targets for the 2013-2015 cycle are provided
in the Annual Report on Remuneration on
pages 93 to 96.
of 100% of salary per annum. This can be increased to up to 200% where the Remuneration
Committee determines that exceptional circumstances exist, for example in order to recruit or
retain a particular individual. To date this discretion has not been exercised.
The CIP is a Co-investment plan under which selected executives can voluntarily purchase Aggreko
shares up to a value of 30% of their salary, which are then subject to a maximum ‘match’ by the
Company up to 2 shares for every 1 subscribed. Within this, 1 share for every 2 subscribed (the
minimum match) is not subject to a performance condition, but is subject continued employment
through the vesting period. The Committee believes that this small element which is not subject to
performance conditions encourages employees – and in particular those less senior participants,
who may have limited experience of incentive schemes – to participate in the CIP.
There are two performance steps for the CIP and PSP. The ‘basic’ performance step covers both ROCE
and D-EPS, and covers a range of normalised performance. In terms of D-EPS, the ‘basic’ performance
range is 3-year compound growth in real (i.e. inflation adjusted) D-EPS of 3-10%. No shares vest under
this element if performance is less than 3% and awards then increase from nil to maximum at 10%
D-EPS on a straight line basis. In terms of ROCE, the targets are set by the Remuneration Committee
each year, with no shares vesting at the threshold level and awards then increase from nil to
maximum on a straight line basis. In addition, if real D-EPS growth exceeds 10% compound, the
basic award is multiplied by a factor of 1x (at 10%) up to 2x (at 20%). Accordingly, if both the basic
and super performance conditions are satisfied in full, an Executive receiving the maximum number
of shares granted under normal circumstances in the PSP (100% of salary), could receive 200%
of salary’s worth of shares under the PSP and a 4:1 match on investment shares under the CIP.
The Remuneration Committee has the discretion to make such adjustments as are necessary to ensure
that the published performance figures are consistent and represent a fair measure of performance.
This would include any adjustment to rectify any material misstatement of the accounts.
Aggreko plc Annual Report and Accounts 2013 SUMMARY OF AGGREKO’S REMUNERATION POLICY FOR EXECUTIVE DIRECTORS
This section of our report summarises the key components of Aggreko’s remuneration policy for Executive Directors.
This policy is consistent with the policy that applied to 2013.
Purpose and link to strategy
Operation
Fixed pay
Base salary
To attract and retain talent by ensuring
we take into account: Company performance; the individual’s responsibilities and contribution to
base salaries are competitive in the talent
the business; salary levels for comparable roles at relevant comparators; and salary increases
Base salaries are generally reviewed annually; in determining the appropriate level of adjustment,
market(s) relevant to each individual.
more broadly across the Group.
We aim to pay the market median for
In the case of the Chief Executive and the CFO, the benchmark we use is the 20 companies
standard performance and within the market
either side of Aggreko in the FTSE based on the average market capitalisation over the previous
top quartile for top quartile performance,
12 months. For other Executive Directors, we use a similar benchmarking approach but recognise
or to recruit outstanding candidates.
that comparability is harder to gauge and less formulaic for these roles.
Pension
A defined-contribution pension applies to all Executive Directors, with the exception of Angus
To provide relevant statutory benefits and
Cockburn. Executives can opt to take a cash payment in lieu of all or part of their pension.
be competitive in the market in which the
individual is employed. In certain cases,
we need to take account of Executives’
participation in defined-benefit schemes whose
costs may be in excess of normal contribution
rates to defined contribution schemes.
Angus Cockburn, who joined the Company in 2000, when the Group’s defined benefit scheme was
open to new joiners, opted in 2011 to receive a cash sum in lieu of further accruals in the defined
benefit scheme. The cash sum is based on the estimated cost to the Company had he continued
to accrue benefits under the defined benefit pension arrangements, net of his own contributions.
Benefits
Designed to be competitive in the
Includes health-care benefits, life assurance cover, and, in some cases, a Company car and
expatriate package. Where appropriate the Company will bear the cost of any local taxes
market in which the individual is employed.
payable on any expatriate benefits. The Company will also bear any UK tax that Executive
Directors resident overseas incur as a result of carrying out their duties in the UK.
Performance measures and targets are set at the start of the year and are weighted to reflect the
balance of Group and regional responsibilities for each executive.
At the end of the year, the Remuneration Committee determines the extent to which these have been
achieved. The Remuneration Committee has the ability to exercise discretion to adjust for factors
outside management control.
Bonus payments are typically delivered in cash, although for the Chief Executive and CFO 25%
of any bonus is deferred into shares for three years unless, at the discretion of the Remuneration
Committee, the individual leaves with the Company’s consent. The Remuneration Committee has
discretion to reduce the number of shares that can vest in the event of gross misconduct or material
misstatement of the accounts.
The LTIP comprises a Performance Share Plan (PSP) and Co-investment Plan (CIP).
Award levels and performance conditions are reviewed from time to time to ensure they remain
appropriate and aligned with shareholder interests.
Expatriate and relocation packages
designed to ensure a geographically
mobile management population related
to business needs.
Variable pay
Annual Bonus Scheme
Aims to focus Executive Directors on
achieving demanding annual targets
relating to Company performance.
LTIP
Aims to align the interests of management
with those of shareholders in growing the
value of the business over the long term.
Vesting of awards is subject to performance
conditions based on the long term financial
performance of the Group; the value of the
awards is based on both the proportion
vesting (i.e. the Company’s financial
performance) and the movement in the
share price over the vesting period. A
small element of the Co-investment Plan
is dependent solely on retention of shares,
and the value therefore driven solely by
share price performance.
Opportunity
Any base salary increases are applied in line with the outcome of the annual review.
The Chief Executive will have the highest base salary of all Executive Directors, and the maximum
salary for the Chief Executive may be within the top quartile of Chief Executive salaries for the
FTSE+/-20 comparators.
Performance metrics
Continued good performance.
Contributions of between 20% and 30% of salary p.a. except where limited by local practice.
None.
Cash payment equates to 46% of salary p.a. The amount payable was set at £177,000,
in July 2012. Henceforth it will increase at CPI subject to a minimum of 25% of salary.
Benefits vary by role and local practice, and are reviewed periodically relative to market.
Ongoing benefits (i.e. excluding expatriate benefits and relocation allowances) payable to
Executive Directors did not exceed 10% of salary during the most recent financial year, and
expatriate benefits and relocation allowances did not exceed 63% of salary, and it is not anticipated
that in normal circumstances the cost of benefits provided will exceed this level over the next 3 years.
The Committee retains the discretion to approve a higher cost in exceptional circumstances
(e.g. relocation) or in circumstances where factors outside the Company’s control have changed
materially (e.g. increases in insurance premiums).
None.
The maximum annual bonus opportunity is 175% of salary. To-date this level has been used
only for the Chief Executive. Bonuses start to be earned for threshold performance (for which no
bonus is paid), rising on a straight-line to deliver 50% of maximum (55% for Regional Directors)
for on-budget performance.
The PSP provides for a nil-cost conditional award of shares worth up to a normal aggregate limit
of 100% of salary per annum. This can be increased to up to 200% where the Remuneration
Committee determines that exceptional circumstances exist, for example in order to recruit or
retain a particular individual. To date this discretion has not been exercised.
The CIP is a Co-investment plan under which selected executives can voluntarily purchase Aggreko
shares up to a value of 30% of their salary, which are then subject to a maximum ‘match’ by the
Company up to 2 shares for every 1 subscribed. Within this, 1 share for every 2 subscribed (the
minimum match) is not subject to a performance condition, but is subject continued employment
through the vesting period. The Committee believes that this small element which is not subject to
performance conditions encourages employees – and in particular those less senior participants,
who may have limited experience of incentive schemes – to participate in the CIP.
There are two performance steps for the CIP and PSP. The ‘basic’ performance step covers both ROCE
and D-EPS, and covers a range of normalised performance. In terms of D-EPS, the ‘basic’ performance
range is 3-year compound growth in real (i.e. inflation adjusted) D-EPS of 3-10%. No shares vest under
this element if performance is less than 3% and awards then increase from nil to maximum at 10%
D-EPS on a straight line basis. In terms of ROCE, the targets are set by the Remuneration Committee
each year, with no shares vesting at the threshold level and awards then increase from nil to
maximum on a straight line basis. In addition, if real D-EPS growth exceeds 10% compound, the
basic award is multiplied by a factor of 1x (at 10%) up to 2x (at 20%). Accordingly, if both the basic
and super performance conditions are satisfied in full, an Executive receiving the maximum number
of shares granted under normal circumstances in the PSP (100% of salary), could receive 200%
of salary’s worth of shares under the PSP and a 4:1 match on investment shares under the CIP.
The Remuneration Committee has the discretion to make such adjustments as are necessary to ensure
that the published performance figures are consistent and represent a fair measure of performance.
This would include any adjustment to rectify any material misstatement of the accounts.
Performance is assessed annually based on
challenging budget and stretch targets for
Group and regional financial performance.
The current measures are EPS and operating
cashflow at Group level and trading profit and
regional debtor days at regional level, but may
vary each year depending on business context
and strategy. All measures will be weighted
appropriately according to business priorities
with generally more weighting on earnings
growth than other factors. In line with current
practice, annual bonus payments will be
determined solely by financial performance.
Further details of the performance measures
used for the 2013 annual bonus are set out
in the Annual Report on Remuneration on
page 92.
The vesting of awards is usually subject to:
continued employment;
the Company’s performance over a 3-year
performance period.
75% of the LTIP performance is measured
against growth in real compound Diluted
Earnings per Share, and 25% against Return
on Capital Employed. Under each measure,
threshold performance results in nil vesting
with the exception of the CIP minimum match
of 1 share for every 2 subscribed.
Further details of LTIP award sizes and
targets for the 2013-2015 cycle are provided
in the Annual Report on Remuneration on
pages 93 to 96.
Other
Sharesave
To align the interests of employees
and shareholders by encouraging all
employees to own Aggreko shares.
This is an all-employee scheme whereby all employees including Executive Directors with at least
three months’ continuous service may save up to £250 per month over a period of two to five years.
Options under the Sharesave Option Schemes and the US Stock Purchase Plan are granted at a
discount of 20% and 15% respectively.
Savings capped at £250 a month. The Committee may consider raising this figure to up to £500
a month to reflect the proposed increase in the statutory limit for UK schemes.
None.
85
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT REMUNERATION REPORT CONTINUED
The Committee is satisfied that the above remuneration policy is in the best interests of shareholders and does
not promote excessive risk-taking. The Committee retains discretion to make non-significant changes to the
policy without reverting to shareholders.
Payments from outstanding awards
Executive Directors remain eligible to receive payment under any contractual arrangement agreed prior to the
approval and implementation of the remuneration policy, i.e. before 24 April 2014. However, there are no such
arrangements in place for the current Executive Directors.
Performance measure selection and approach to target setting
The measures used under the Annual Bonus Plan reflect the Company’s key financial objectives for the year. The
Committee considers that EPS (used in both the Annual Bonus Plan and LTIP) is an objective and well-accepted
measure of the Company’s performance which reinforces the strategic objective of achieving profitable growth.
The additional use of Group cashflow for the Chief Executive and CFO rewards the effective management of
working capital.
Targets for the Annual Bonus Scheme are tied to the Annual Budgets set by the Board and have due regard
to external forecasts. Performance targets are set to be stretching but achievable and take into account the
economic environment in a given year. 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 around 10% above Budget.
Under the LTIP, Group D-EPS is complemented by ROCE to reflect the need to balance growth and returns.
Targets applying to the LTIP are reviewed annually, based on a number of internal and external reference points
to ensure they remain appropriately stretching.
SUMMARY OF AGGREKO’S REMUNERATION POLICY FOR NON-EXECUTIVE DIRECTORS
AND CHAIRMAN
The table below summarises our policy on the remuneration paid to our Non-executive Directors and Chairman.
Purpose and
link to strategy
To attract and retain
Non-executive
Directors with an
appropriate degree
of skills, experience,
independence and
knowledge of the
Company and its
business.
To attract and retain
a Chairman to provide
effective leadership
for the Board.
Operation
Fee levels for Non-executive Directors are generally reviewed by
the Board annually, with any adjustments effective 1 January in
the year following review. Remuneration comprises an annual fee
for acting as a Non-executive Director and serving as a member
of any Committees. Additional fees are paid in respect of service
as Chairman of a Committee or the Senior Independent Director.
Remuneration for the Chairman comprises an annual fee for
acting as Chairman, and serving as Chairman or as a member
of any Committees. The Remuneration Committee sets the
Chairman’s remuneration, subject to review when appropriate.
When reviewing fees, reference is made to fees for the same
comparator group as used for Executive Directors, information
provided by a number of remuneration surveys, the extent of
the duties performed and the size of the Company.
Non-executive Directors do not participate in incentive
arrangements or, receive other remuneration in addition to their
fees. However, where appropriate the Company may provide
additional benefits in kind, which are not expected to exceed
20% of the annual fee in any year.
Performance
metrics
Continued good
performance.
Opportunity
Any fee increases are applied
in line with the outcome of the
annual review.
Currently the maximum aggregate
annual fee for all Directors
provided in the Company’s
Articles of Association is
£750,000 but at the Annual
General Meeting a resolution
will be put to shareholders to
increase it to £900,000.
APPROACH TO RECRUITMENT REMUNERATION
The Company’s approach to remuneration for newly appointed Directors is identical to that for existing Directors.
As a matter of practicality, it is recognised that it may be necessary to pay within the market top quartile salaries
in order to attract candidates of the quality the business needs. New Executive Directors will be invited to
participate in incentive plans on the same basis as existing Executive Directors. However, the Committee may
alter the performance measures, performance period, reference salary and vesting period of the annual bonus or
LTIPs, subject to the rules of the Plans, if the Committee determines that the circumstances of the recruitment
merit the alteration. The Committee will explain the rationale for any such changes. Where appropriate the
Company will offer to pay reasonable relocation expenses for new Executive Directors in line with the Company’s
policies described above. It is not the Company’s policy to offer sign-on payments, but where the Remuneration
Committee considers it is necessary to do so in order to recruit a particular individual, it may offer compensation
for amounts of variable remuneration under previous employment being forfeited. In doing so, the Committee
will consider all relevant factors including time to vesting, delivery vehicle (cash vs. shares vs. options), any
performance conditions attached to the awards and the likelihood of the conditions being met. In order to
facilitate such compensation the Committee may rely on the exemption contained in Listing Rule 9.4.2,
which allows for the grant of awards in exceptional circumstances to facilitate the recruitment of a Director.
86
Aggreko plc Annual Report and Accounts 2013 Where the Company is considering the promotion of senior management to the Board, the remuneration
Committee may, at its discretion, agree that any commitments made before promotion will continue to be
honoured whether or not consistent with the policy prevailing at the time the commitment is fulfilled.
In recruiting a new Non-executive Director, the Remuneration Committee will use the policy as set out in the
table on page 95. A base fee in line with the prevailing fee schedule would be payable for acting as a Non-executive
Director and serving as a member of any Committees, with additional fees payable for acting as Chairman of a
Committee or as Senior Independent Director. In recruiting a new Chairman of the Board, the fee offered would
be inclusive of serving on any Committees.
PAY-FOR-PERFORMANCE: SCENARIO ANALYSIS
The graphs below provide estimates of the potential future reward opportunities for Executive Directors, and
the potential split between the different elements of remuneration under three different performance scenarios:
‘Minimum’, ‘Target’ and ‘Maximum’. We have not included opportunities for Rupert Soames who resigned with
effect from 24 April 2014.
Angus Cockburn (as Interim Chief Executive)
Debajit Das
93%
7%
Minimum
£835k
93%
7%
Minimum
£648k
50%
31%
19%
61%
18%
21%
£1,552k
Target
£979k
27%
33%
40%
35%
18%
47%
Target
Maximum
£2,910k
Maximum
3,000
(£000s)
0
500
1,000
1,500
£1,737k
2,000
(£000s)
0
500
1,000
1,500
2,000
2,500
This assumes he is paid as Interim Chief Executive
from 1 March 2014 until 31 December 2014.
Asterios Satrazemis
89%
11%
Minimum
£441k
David Taylor-Smith
89%
11%
Minimum
£490k
50%
23%
27%
51%
22%
27%
Target
£786k
Target
£857k
25%
21%
54%
26%
21%
53%
Maximum
£1,576k
Maximum
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
(£000s)
0
200
400
600
800
1,000
1,200
1,400
1,600
£1,697k
1,800
(£000s)
Fixed pay
Annual bonus
LTIP
Potential reward opportunities illustrated above are based on the remuneration policy, applied to the base salary
in force at 1 January 2014. For the annual bonus, the amounts illustrated are those potentially receivable in respect
of performance for 2014. For the CIP, the award opportunities assume full voluntary investment in Aggreko shares.
It should be noted that the LTIP awards granted in a year do not normally vest until the third anniversary of the
date of grant. The projected value of LTIP amounts excludes the impact of share price movement. In illustrating
potential reward opportunities the following assumptions are made:
Annual bonus
LTIP
Fixed pay
Minimum
No annual bonus payable
Target
Maximum
On target annual bonus
Maximum annual bonus
Threshold not achieved but minimum
amount vesting under the CIP
Performance warrants 25% vesting
Performance warrants full vesting
Latest base salary,
pension, ongoing benefits
"
"
87
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT
REMUNERATION REPORT CONTINUED
EMPLOYMENT CONDITIONS ELSEWHERE IN THE COMPANY
The policy and practice with regard to the remuneration of senior executives below the Board is consistent with
that for the Executive Directors. Senior executives participate in the LTIP with the same performance measures
applied. In 2013, 155 individuals – about 2.6% of employees – were invited to join one or both of the Plans.
In making remuneration decisions, the Remuneration Committee also considers the pay and employment conditions
elsewhere in the Group, and is informed of changes to broader employee pay. The Remuneration Committee does
not specifically consult with employees over the effectiveness and appropriateness of the remuneration policy or
use any remuneration comparison measurements, although as members of the Board they receive the results of
the Company’s periodical employee satisfaction survey which includes questions covering remuneration.
SERVICE CONTRACTS AND POLICY ON PAYMENT FOR LOSS OF OFFICE
It is the Company’s policy to provide for 12 months’ notice for termination of employment for Executive
Directors, to be given by either party. For Executive Directors who have been newly recruited from outside
the Group, the period would normally be six months, increasing to 12 months after 12 months’ service.
The Company’s policy is to limit severance payments on termination to pre-established contractual arrangements;
if the Company believes it appropriate to protect its interests, it may also make additional payments in exchange
for non-compete/non-solicitation terms which are above and beyond those in the Director’s contract of
employment. Typically, these will serve to extend the non-compete period for up to three years from the date
of termination. The Committee has discretion to contribute towards the legal fees for any departing Director
to the extent it considers appropriate.
Under normal circumstances, the Company may terminate the employment of an Executive Director by making
a payment in lieu of notice equivalent to basic salary and benefits for the notice period at the rate current at
the date of termination. In case of gross misconduct, a provision is included in the Executive’s contract for
immediate dismissal with no compensation payable.
TREATMENT OF LONG TERM INCENTIVE AWARDS ON TERMINATION OF EMPLOYMENT
In the event an Executive Director leaves for reasons of death, ill-health, injury, redundancy, retirement with
the agreement of the Company, or his employing Company’s ceasing to be a member of the Group or other such
event as the Remuneration Committee determines, then Performance Share Plan awards held for less than one
year will lapse; those held for more than one year will be pro-rated for time and will vest based on performance
over the performance period as determined by the Remuneration Committee. Co-investment Plan awards held
for less than one year will give the Minimum Match only; those held for more than one year will vest over the
Minimum Match and will be pro-rated for time and vest as soon as practicable after the date of leaving, based
on performance up to that date.
Upon the occurrence of a takeover, scheme of arrangement, winding-up or a demerger (a ‘Corporate Event’),
Performance Share Plan awards held for less than one year will lapse: Co-investment Plan awards held for less
than one year will vest in part in respect only of the Minimum Match (i.e. on a 1:2 basis). LTIP awards granted
at least 12 months prior to the date of the relevant Corporate Event will vest to the extent that, in the opinion
of the Committee, the Performance Conditions have been/or would have been satisfied on the date of the
relevant Corporate Event.
For all other leavers, outstanding LTIP awards will normally lapse.
The Remuneration Committee retains discretion to vary the extent to which awards vest on a case-by-case basis,
following a review of circumstances, to ensure fairness for both shareholders and participants.
EXTERNAL APPOINTMENTS
It is the Board’s policy to allow the Executive Directors to accept directorships of other quoted companies. Any
such directorships must be formally approved by the Chairman of the Board. Details of external directorships
held by Executive Directors, together with fees retained during the year are as follows:
Executive Director
Company
Role(s) held
Rupert Soames
Electrocomponents plc
Angus Cockburn
Howden Joinery Group plc*
GKN plc
Senior Independent Director and
Chairman of Remuneration Committee
Non-executive Director
Non-executive Director
Fees retained
£55,000
£35,567
£55,000
* Fee was for the period 1 January 2013 to date of resignation, 18 September 2013.
88
Aggreko plc Annual Report and Accounts 2013 ANNUAL REPORT ON REMUNERATION
The following section provides details of how the remuneration policy was implemented during the year.
REMUNERATION COMMITTEE MEMBERSHIP IN 2013
The Remuneration Committee is composed of four independent Non-executive Directors, together with
the Chairman of the Company (who was an Independent Non-executive Director before his appointment as
Chairman).The Group Legal Director and Company Secretary, Peter Kennerley, is Secretary to the Committee.
The Remuneration Committee met five times during the year. Attendance at meetings by individual members
is detailed in the Corporate Governance Report on page 71. The Committee consulted the Chief Executive,
Rupert Soames, and the Group Human Resources Director, Siegfried Putzer, and invited them to attend
meetings when appropriate. No Director is present when his own remuneration is being discussed.
Chairman
Committee members:
Russell King
David Hamill
Ken Hanna
Robert MacLeod
Rebecca McDonald
THE REMUNERATION COMMITTEE’S MAIN ACTIVITIES FOR 2013
The main tasks for the Committee during 2013 were:
– Reviewed and approved the Executive Directors’ bonuses for 2012.
– Set targets for Executive Directors’ bonuses for 2013.
– Reviewed performance and approved the vesting of 2010 LTIP awards.
– Reviewed and approved targets for the 2013 LTIP grant.
– Approved the proposed remuneration packages for the new Regional Director for EMEA.
– Consulted with major shareholders on proposed changes to remuneration policy.
– Reviewed the changes in reporting requirements and ensured that Aggreko was compliant.
CONSIDERATION BY THE DIRECTORS OF MATTERS RELATING TO DIRECTORS’ REMUNERATION
The Committee re-appointed Kepler Associates and New Bridge Street (which is part of Aon plc) as the
principal external advisers to the Committee for 2013. The fees paid to advisers in respect of work that
materially assisted the Committee in 2013 are shown in the table below.
Adviser
Appointed by
Services provided to the Committee
Kepler
Associates
Appointed by Russell
King on behalf of
the Committee
Review of LTIP award calculations
Advice on DRR disclosure
Advice on matters on
current market practice
Benchmarking of Executive pay
Fees paid by
the Company
for the services
£56,120
Charged on a
time/cost basis
Other services
Provided the Board
with specific data on
Non-executive Director
benchmarking
New
Bridge
Street
Simmons
& Simmons
LLP
Appointed by Peter
Kennerley, Company
Secretary, on behalf
of the Committee
Appointed by Peter
Kennerley, Company
Secretary, on behalf
of the Committee
Advice on amendments to
LTIP performance conditions
Advice on DRR disclosure
£29,165
Charged on a
time/cost basis
General advice on
LTIP and Sharesave
Schemes
Advice on amendments to
LTIP performance conditions
–
£12,865
Charged on a
time/cost basis
89
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT REMUNERATION REPORT CONTINUED
Except as provided above, none of these advisers provides any other services to the Group. Kepler Associates and
New Bridge Street are members of the Remuneration Consultants Group and signatories to its code of conduct
and Simmons & Simmons LLP is authorised and regulated by the Solicitors Regulation Authority. Taking these
factors into account, the Committee is satisfied as to the impartiality and objectivity of their advice. The advisers
were also chosen because of their existing knowledge of the Group’s remuneration arrangements.
SINGLE TOTAL FIGURE OF REMUNERATION
The table below sets out a single figure for the total remuneration received by each Director for the years ended
31 December 2013 and 31 December 2012.
Base
salary/fees
£
Year
Benefits
£
Annual bonus
£
PSP
£
CIP
£
Sharesave
£
Pension
£
Total
£
LTIP
Executive Directors
Rupert Soames1
46,099 586,228
2013 675,000
42,876
2012 647,500
Rupert Soames
Angus Cockburn2
24,179 397,608
2013 400,000
2012 385,000
24,036
35,223
Angus Cockburn
Debajit Das3
2013 306,482 221,761 158,378
Asterios Satrazemis4 2013 319,530 100,000 133,168
David Taylor-Smith5 2013 274,615
13,751 287,300
128,455 149,567
50,701 1,075,475 690,536
89,737
451,705 414,315
47,842
57,749
53,961
20,548
24,805
–
– 202,500 1,787,849
– 178,752 2,685,840
– 183,876 1,149,361
– 178,494 1,488,773
816,650
– 61,639
660,854
39 25,563
631,755
– 1,166 54,923
Non-executive Directors
2013 310,000
Ken Hanna
Ken Hanna6
2012 229,000
75,000
2013
David Hamill
70,000
2012
David Hamill
75,000
2013
Russell King
70,000
2012
Russell King
55,000
2013
Diana Layfield
Diana Layfield7
37,000
2012
75,000
2013
Robert MacLeod
70,000
Robert MacLeod
2012
55,000
Rebecca McDonald 2013
Rebecca McDonald8 2012
14,000
Ian Marchant9
9,167
2013
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
310,000
229,000
75,000
70,000
75,000
70,000
55,000
37,000
75,000
70,000
55,000
14,000
9,167
1 This represents the cash element of the bonus. Rupert Soames forfeited the 25% deferred element following his resignation.
2 This total bonus includes the 25% deferred share element.
3 This is paid in local currency and for the purposes of this table has been converted into Sterling using the average year to date exchange rate
of £1 = SG$1.9577.
4 This is paid in local currency and for the purposes of this table has been converted into Sterling using the average year to date exchange rate
of £1 = US$1.5648.
5 Appointed to the Board on 11 March 2013.
6 Appointed Chairman on 25 April 2012.
7 Appointed to the Board on 1 May 2012.
8 Appointed to the Board on 1 October 2012.
9 Appointed to the Board on 1 November 2013.
The figures have been calculated as follows:
page 92 below.
– Base salary/fees: amount earned for the year. See Base salary on page 91 below.
– Benefits: the value of benefits received in the year. See Benefits on page 91 below.
– Annual bonus: the total bonus earned on performance during the year. See Annual Bonus Scheme on
– 2013 remuneration from LTIPs refers to share awards subject to a performance period ended 31 December
2013 which were granted on 19 April 2011 (and so are referred to in this report as ‘2011 LTIPs’) and are due
to vest on 19 April 2014. The value is based on the average share price over the last quarter of 2013 of 1565p.
See Long-term Incentive Plan – 2011 LTIP awards on pages 94 to 95.
– 2012 remuneration from LTIPs refers to share awards subject to a performance period ended 31 December
2012 which were granted on 15 April 2010 (and so are referred to in this report as ‘2010 LTIPs’) and vested
90
Aggreko plc Annual Report and Accounts 2013 on 15 April 2013. The value is based on the share price on 15 April 2013 of 1789p. See Long-term Incentive
Plan – 2010 LTIP awards on page 94.
value is based on the market price of an Aggreko share on the date of grant, of 1472p, less the option price of 1303p,
multiplied by the number of options. See the Scheme Interests Awarded in 2013 table on page 96 for details.
– Sharesave: Asterios Satrazemis and David Taylor-Smith were granted Sharesave options on 8 October 2013. The
– Pension: the amount of any Company pension contributions and cash in lieu. See Pensions on pages 92 to 93 below.
Base salary
Annual salaries for Executive Directors are generally reviewed each year by the Committee. Salaries are determined
by a combination of Company performance, the individual’s responsibilities and contribution to the business, salary
levels for comparable roles at relevant comparators, and salary increases more broadly across the Group. We aim to
pay the market median for standard performance and within the market top quartile for top quartile performance
or to recruit outstanding candidates. In setting Executive Director salaries, as with other elements of their
remuneration, the Committee has discretion to consider all relevant factors, including performance on
environmental, social and governance issues.
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 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.
During the year the Committee decided to defer the salary review date for Executive Directors from 1 July to
1 January in order to conform with the Company’s financial year. On 1 January 2014 each Executive Director
received an increase of 3% in base salary, although Rupert Soames and Angus Cockburn declined the increase.
The base salaries for Executive Directors as at 1 January 2014, 31 December 2013 and 31 December 2012 are
shown below:
Executive Director
Position
1 January 2014 Increase 31 December 2013 Increase 31 December 2012
Rupert Soames
Angus Cockburn
Debajit Das
Asterios Satrazemis
David Taylor-Smith
Chief Executive
Chief Financial Officer
Regional Director, Asia Pacific
Regional Director, Americas
Regional Director, Europe,
Middle East & Africa
£675,000
£400,000
£315,6771
£329,1162
£350,000
–
–
3%
3%
3%
£675,000
£400,000
£306,4823
£319,5304
£340,000
–
–
–
–
–
£675,000
£400,000
–
–
–
1 This is paid in local currency SG$618,000 and for the purposes of this table has been converted into Sterling using the average year to date
exchange rate of £1 = SG$1.9577.
2 This is paid in local currency US$515,000 and for the purposes of this table has been converted into Sterling using the average year to date
exchange rate of £1 = US$1.5648.
3 This is paid in local currency SG$600,000 and for the purposes of this table has been converted into Sterling using the average year to date
exchange rate of £1 = SG$1.9577.
4 This is paid in local currency US$500,000 and for the purposes of this table has been converted into Sterling using the average year to date
exchange rate of £1 = US$1.5648.
Benefits
All the Executive Directors receive health-care benefits, life assurance cover, income protection and accident
insurance. Rupert Soames and Angus Cockburn receive the benefit of a Company-funded car and David
Taylor-Smith, receives a car allowance. Debajit Das receives an overseas secondment package to cover housing,
travel allowance, Company-funded car, fuel allowance, utilities allowance, a contribution to school fees and
re-imbursement of certain taxes. Asterios Satrazemis is entitled to a repatriation allowance to cover the cost of
returning to the USA from Australia which includes an accommodation allowance and contribution to school
fees; he is also entitled to receive a car allowance and re-imbursement of certain taxes.
The following table identifies those benefits that the Committee considers significant.
Rupert Soames
Angus Cockburn
David Taylor-Smith
Debajit Das
Asterios Satrazemis
Car/fuel
Housing
School fees
Travel
Tax
Other
Total
£27,271
£17,104
£9,692
£22,674
£17,221
–
–
–
£98,074
£51,125
–
–
–
£29,380
£12,781
–
–
–
£21,733
–
–
–
–
£40,218
£8,368
£46,099
£18,828
£24,179
£7,075
£4,059
£13,751
£9,682 £221,761
£10,505 £100,000
91
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT REMUNERATION REPORT CONTINUED
Annual Bonus Scheme
The purpose of the Annual Bonus Scheme is to align Executive Directors with performance during the year,
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 have 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 around
10% above Budget. Executive Directors with regional management responsibilities have half of their bonus related to
the performance of their region (as measured by trading profit and debtor days) and half related to Diluted Earnings
Per Share (D-EPS). The Chief Executive’s and Chief Financial Officer’s bonuses are measured three quarters against
D-EPS with the balancing quarter being measured against operating cashflows. This element was introduced in
2013 to provide a more complete assessment of performance by linking a proportion of the bonus to cashflow.
Bonus payments are typically delivered in cash, although for the Chief Executive and Chief Financial Officer
25% of any bonus is deferred into shares for three years unless, at the discretion of the Remuneration Committee,
the individual leaves with the Company’s consent. The Remuneration Committee has discretion to reduce the
number of shares that can vest in the event of gross misconduct or material misstatement of the accounts.
In 2013 the on-budget and maximum bonus earnings for the Executive Directors were:
D-EPS
Operating cashflow
Regional trading profit
Regional debtor days
Total max
bonus
(% salary)
Max bonus
% salary
On budget
bonus
% salary
Max bonus
% salary
On budget
bonus
% salary
Max bonus
% salary
On budget
bonus
% salary
Max bonus
% salary
On budget
bonus
% salary
Rupert Soames
Angus Cockburn
Debajit Das
Asterios Satrazemis
David Taylor-Smith
175
150
100
100
100
131
112.5
50
50
50
65.5
56.3
25
25
25
44
37.5
–
–
–
22
18.8
–
–
–
–
–
40
40
40
–
–
20
20
20
–
–
10
10
10
–
–
10
10
10
Growth in D-EPS and operating cashflow are calculated on a constant currency basis, using exchange rates fixed at the
beginning of the year, so that the bonus reflects the true performance of the business, and not currency movements. For
2013, the Budget D-EPS for bonus purposes was set at 90.63. The cut-in point, at which bonus started to be earned, was
98% of budget (88.82p) and the maximum bonus would have been reached at 108% of budget (97.88p). The actual
outcome on the adjusted basis set out above was 96.45p, representing 106.4% of Budget. The Committee then used its
discretion to adjust D-EPS downward to 95.47p, representing 105.3% of Budget as the Committee believes that this
better represents performance against targets. For the Chief Executive and Chief Financial Officer the Budget operating
cashflow for bonus purposes was set at £663.2 million. The cut-in point, at which bonus started to be earned, was 92.5%
of budget (£613.5 million) and the maximum bonus would have been reached at 107.5% of budget (£713 million).
The actual outcome on the adjusted basis set out above was £628.4 million, representing 95% of Budget.
The table below sets out the total bonus entitlement for each Executive Director for 2013:
D-EPS
Operating cashflow
Regional trading profit
Regional debtor days
Total
max
bonus
(%
salary)
Max
bonus
%
salary
% of
budget
achieved
adjusted
%
salary
Max
bonus
%
salary
% of
budget
achieved
%
salary
Max
bonus
%
salary
% of
budget
achieved
%
salary
Max
bonus
%
salary
Actual
(days)
%
salary
Executive Director
44
175 131 105.3 109
Rupert Soames
150 112.5 105.3 93 37.5
Angus Cockburn
–
50 105.3 42
Debajit Das
100
–
50 105.3 42
Asterios Satrazemis 100
–
50 105.3 42
David Taylor-Smith 100
95
95
–
–
–
7
6
–
–
–
–
–
40
40
40
–
–
–
–
0
94
92
0
107 33
–
–
–
–
–
–
10 61 10
10 60
0
10 78 10
Total
outcome
£
Total
outcome
(%
salary)
116 781,6371
99 397,6082
52 158,378
42 133,168
85 287,3003
1 Of the bonus £781,637, 75% £586,228 is payable in cash; the balance is subject to the deferred share arrangement referred to above. As Rupert
Soames resigned with effect from 24 April 2014, the deferred share element will lapse.
2 The total bonus includes the 25% deferred share element.
3 For David Taylor-Smith, who was appointed on 11 March 2013, total payable was calculated based on a full year salary of £340,000 in accordance
with his letter of appointment.
Pensions
Executive Directors participate in pension schemes or receive cash in lieu with a value 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
Angus Cockburn is the only Director who is a member of this scheme. Of the other Executive Directors, Rupert
92
Aggreko plc Annual Report and Accounts 2013 Soames, Debajit Das and David Taylor-Smith are members of the Aggreko Group Personal Pension Plan, which
is a defined contribution scheme. Rupert Soames is entitled to a pension contribution from the Company of 30% of
his basic salary (25% prior to 1 July 2012) and other Executives 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 of 30% of his basic salary. Other Executive Directors have elected 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 table below. Asterios Satrazemis is entitled to participate in
the Employees’ Savings Investment Retirement plan and the Supplemental Executive Retirement plan of Aggreko
LLC, which is governed by the laws of the United States. These plans allowed 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:
Executive Director
Rupert Soames
Angus Cockburn
Debajit Das
Asterios Satrazemis2
David Taylor-Smith
Paid to pension
2013
Paid cash
Total
Paid to pension
2012
Paid cash
Total
– £202,500 £202,500
– £183,876 £183,876
£61,639
£25,563
£54,923
£51,1361
–
£43,590
£10,503
£25,563
£11,333
– £178,752 £178,752
– £178,494 £178,494
–
–
–
–
–
–
–
–
–
1 This is paid in local currency SGD100,109 and for the purposes of this table has been converted into Sterling using the average year to date
exchange rate of £1 = SG$1.9577.
2 This is paid in local currency US$40,000 and for the purposes of this table has been converted into Sterling using the average year to date
exchange rate of £1 = US$1.5648.
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 Her Majesty’s Revenue & Customs. The key elements
of his benefits are:
basis for each year’s service;
service (final salary is subject to the earnings cap for service to 5 April 2006);
– a normal retirement age of 60;
– for service up to 31 December 2006, a benefit accrual rate of 1/30th on a ‘final salary’ basis for each year’s
– for service after 1 January 2007 and up to 30 April 2011, a benefit accrual rate of 1/30th on a ‘career average’
– 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;
– 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, Angus 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 he 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.
For 2013 the cash payments were equivalent to £183,876 (2012: £178,494). The amount will be adjusted
by CPI growth each year subject to a minimum of 25% of salary.
This is shown in the pension column of the Single Figure Table column on page 90.
Angus Cockburn is also entitled to a pension of £2,162 per annum 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.
Long-term Incentive Plan
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).
The PSP and CIP are both measured against performance over three financial years and they share the same
performance criteria. These are the real compound annual growth rate 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 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. The PSP provides for annual awards of performance shares up to an aggregate limit of
100% of salary in normal circumstances and 200% of salary in exceptional circumstances.
93
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT REMUNERATION REPORT CONTINUED
The CIP is a Co-investment plan, whose purpose it is to encourage executives to buy and hold shares in the
Company. Participants can subscribe to purchase Aggreko shares up to a value of 30% of their salary, each year
that they are invited to join the CIP; if they hold those shares for three years, (or, if earlier, the date that their
CIP award vests), they will be entitled to receive a minimum award of one share for every two they subscribed
(the Minimum Match), plus a performance-related award of a further three shares for every two they subscribed.
The Minimum Match is not subject to performance conditions.
The performance criteria for the LTIP are set annually.
2010 LTIP awards
Awards granted in 2010 vested on 15 April 2013. The performance criteria for the 2010 LTIP were as follows:
performance measurement period in a range of 3% to 10%. No performance shares would be awarded against this
element if performance was less than 3% and awards would increase straight-line to the maximum at 10% growth.
– 75% of the award was based on CPI inflation-adjusted compound annual growth in D-EPS over the three-year
– 25% of the award was based on average ROCE over the performance period in a range of 25% to 27%. No
performance shares would be awarded against this element if performance was less than 25% and awards would
increase straight-line to the maximum at 27% ROCE.
In addition to the above, and to reward truly exceptional performance, the number of shares awarded to participants
in both elements of the 2013 LTIP might 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 was in a range of 13% to 20%.
The performance period for the 2010 LTIP awards ended on 31 December 2012. Over the period:
14.5%. This exceeded the upper limit of the performance range and accordingly all 75% of the award vested
under this criterion.
– Aggreko’s aggregate D-EPS was 266.1p, which is the equivalent of a real compound annual growth rate of
– Aggreko’s actual average ROCE for the period was 28.3%, which exceeded the upper limit of the performance
range and accordingly all 25% of the award vested under this criterion.
This combined performance resulted in the 2010 LTIP awards which were subject to performance conditions,
vesting at a level of 100%.
Further, as real compound annual growth in D-EPS was 14.5%, the number of shares increased by 1.45 times.
2011 LTIP awards
Awards granted in 2011 are due to vest on 19 April 2014. The performance criteria for the 2011 LTIP awards
were as follows:
performance measurement period in a range of 3% to 10%. No performance shares would be awarded against this
element if performance was less than 3% and awards would increase straight-line to the maximum at 10% growth.
– 75% of the award was based on CPI inflation-adjusted compound annual growth in D-EPS over the three-year
– 25% of the award was based on average ROCE over the performance period in a range of 26% to 28%. No
performance shares would be awarded against this element if performance was less than 26% and awards would
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 both elements of the 2013 LTIP might 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 was in a range of 13% to 20%.
The performance period for the 2011 LTIP awards ended on 31 December 2013. Over the period:
– Aggreko’s aggregate D-EPS was 279.2p, which is the equivalent of a real compound annual growth rate of 5%.
This would indicate 28.5% of the award would vest under this criterion; however, the Committee exercised
its discretion to adjust the D-EPS growth to take account of the effect of the Return of Capital made in 2011,
which reduced the proportion to 28%.
– Aggreko’s actual average ROCE for the period was 24.5%. Since this was less than the threshold of 26%,
no part of the award vested under this criterion.
The combined performance will result in the 2011 LTIP awards which were subject to performance conditions,
vesting at a level of 21%.
As real compound annual growth in D-EPS was 5%, and so below 13%, there was no increase in the number of
shares vested.
94
Aggreko plc Annual Report and Accounts 2013 The following table shows details of LTIPs vested in 2013 or due to vest in 2014.
Executive Director
Performance Share Plan
Rupert Soames
Rupert Soames
Angus Cockburn
Angus Cockburn
Debajit Das
Debajit Das
Asterios Satrazemis
Asterios Satrazemis
Co-investment Plan
Rupert Soames
Rupert Soames
Angus Cockburn
Angus Cockburn
Debajit Das
Debajit Das
Asterios Satrazemis
Asterios Satrazemis
Year in which
performance
period ended
Vested
Date vested
Estimated market
price on expected
date of vesting/market
price on date vested
2013
2012
2013
2012
2013
2012
2013
2012
2013
2012
2013
2012
2013
2012
2013
2012
8,208
60,116
3,448
25,249
1,313
8,875
1,585
11,841
9,557
38,599
5,734
23,159
3,057
11,397
3,690
15,205
19 April 2014
15 April 2013
19 April 2014
15 April 2013
19 April 2014
15 April 2013
19 April 2014
15 April 2013
19 April 2014
15 April 2013
19 April 2014
15 April 2013
19 April 2014
15 April 2013
19 April 2014
15 April 2013
1565p
1789p
1565p
1789p
1565p
1789p
1565p
1789p
1565p
1789p
1565p
1789p
1565p
1789p
1565p
1789p
Value
£128,455
£1,075,475
£53,961
£451,705
£20,548
£158,774
£24,805
£211,835
£149,567
£690,536
£89,737
£414,315
£47,842
£203,892
£57,749
£272,017
The market price of Aggreko shares on 15 April 2010, being the date of grant of the 2010 LTIP was 1189p and the
market price on 19 April 2011, being the date of grant of the 2011 LTIP was 1535p. Therefore the value of the award
to participants in the 2010 LTIP and 2011 LTIP derived from share price accretion during the period was 50%
and 2% respectively. The value of the 2011 LTIP on vesting is based on the average price of Aggreko shares over
the last quarter of 2013 of 1565p.
2012 LTIP awards
The performance criteria for the 2012 LTIPs were identical to those for 2011.
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 2013, there were 1,722 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 or four year periods, depending on local legislation. The options under the Sharesave
Option Schemes have been granted at a 20% discount 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.
Non-executive Directors (including the Chairman)
The Board determines the remuneration policy and level of fees for the Non-executive Directors, within the limits
set out in the Articles of Association. The Remuneration Committee recommends remuneration policy and level
of fees for the Chairman of 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. The current fees are:
Role
Chairman fee
Non-executive Director base fee
Committee Chairman additional fee
Senior Independent Director additional fee
Fee
£310,000
£60,000
£20,000
£20,000
95
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT REMUNERATION REPORT CONTINUED
The Chairman’s fee was set in March 2012 with effect from his date of appointment, 25 April 2012 for a period of
two years, and the additional fees for Committee chairmen and the Senior Independent Director were increased
from £10,000 to £20,000 with effect from 1 July 2012. The basic fee for Non-executive Directors was increased
from £55,000 to £60,000 per annum, with effect from 1 January 2014.
The dates of the Chairman’s and Non-executive Directors’ appointments who served during the reporting period
were as follows:
Non-executive Director
Ken Hanna
David Hamill
Russell King
Diana Layfield
Robert MacLeod
Rebecca McDonald
Ian Marchant
Position
Chairman
Non-executive Director
Non-executive Director
Non-executive Director
Non-executive Director
Non-executive Director
Non-executive Director
Effective date of contract
25 April 2012
1 May 2013
2 February 2012
1 May 2012
10 September 2013
1 October 2012
1 November 2013
Non-executive Directors are appointed for a term of three years, subject to three months notice from either
party. They are also subject to annual re-election at each Annual General Meeting.
SCHEME INTERESTS AWARDED IN 2013
2013 LTIP awards
In August 2013 each of the Executive Directors was granted awards of shares under the PSP and CIP ranging
from 75% to 100% of salary. The three year performance period over which D-EPS and ROCE performance will
be measured began on 1 January 2013 and will end on 31 December 2015. None of the awards granted under the
2013 LTIP are eligible to vest until 5 August 2016 (except in certain circumstances where a CIP participant
ceases to be an employee of the Group, as described on page 88). The performance conditions attached to
awards are as follows.
performance measurement period in a range of 3% to 10%. No performance shares will be awarded against this
element if performance is less than 3% and awards will increase straight-line to the maximum at 10% growth.
– 75% of the award is based on CPI inflation-adjusted compound annual growth in D-EPS over the three-year
– 25% of the award is based on average ROCE over the performance period in a range of 20% to 25%. No
performance shares will be awarded against this element if performance is less than 20% and awards will
increase straight-line to the maximum at 25% ROCE.
In addition to the above, and to reward truly exceptional performance, the number of shares awarded to
participants in both elements of the 2013 LTIP may be increased by between 1 and 2 times if the real compound
annual growth in D-EPS over the three-year performance measurement period is in a range of 10% to 20%.
Sharesave plans
During the year Asterios Satrazemis and David Taylor-Smith were also granted options under the Company’s
Sharesave Plans.
Summary table of 2013 grant
The table below shows details of interests awarded to Executive Directors under the LTIP and Sharesave during 2013:
Executive Director
Shares
PSP
CIP
Sharesave
Face value
£
% vesting
on minimum
performance
Shares
Face value
£
% vesting
on minimum
performance
Shares
Face value
£
% vesting
on minimum
performance
82,166 1,349,166
Rupert Soames
679,591
41,388
Angus Cockburn
477,231
Debajit Das
29,064
493,290
Asterios Satrazemis 30,042
509,677
31,040
David Taylor-Smith
– 49,300 809,506
– 29,216 479,727
– 23,248 381,732
– 24,032 394,605
– 24,832 407,741
–
–
–
–
25%
–
25%
25%
–
25% 690 1,166
39
23
25%
–
–
–
100%
100%
1. Face value of PSP and CIP is the maximum number of shares that would vest if all performance targets are
met multiplied by the market price of Aggreko shares on 5 August 2013, being the date of grant, of 1642p.
2. Face value of Sharesave is the market price of Aggreko shares on 8 October 2013, being the date of grant
1472p, less the option price multiplied by the number of options granted.
96
Aggreko plc Annual Report and Accounts 2013 SUMMARY OF INTERESTS IN THE GROUP’S LTIPS AND SHARESAVE PLANS
The following table shows the interests of the Directors who served during the year in the Group’s LTIP and
Sharesave plans.
31.12.2012
Granted
during year
Vested/exercised
during year
31.12.2013
Option price
Date from which
exercisable
Performance Share Plan
Rupert Soames
Rupert Soames
Rupert Soames1
Rupert Soames1
Angus Cockburn
Angus Cockburn
Angus Cockburn
Angus Cockburn
Debajit Das
Debajit Das
Debajit Das
Debajit Das
Asterios Satrazemis
Asterios Satrazemis
Asterios Satrazemis
Asterios Satrazemis
David Taylor-Smith
Co-investment Plan
Rupert Soames
Rupert Soames
Rupert Soames1
Rupert Soames1
Angus Cockburn
Angus Cockburn
Angus Cockburn
Angus Cockburn
Debajit Das
Debajit Das
Debajit Das
Debajit Das
Asterios Satrazemis
Asterios Satrazemis
Asterios Satrazemis
Asterios Satrazemis
David Taylor-Smith
Sharesave Options
Rupert Soames
Angus Cockburn
Asterios Satrazemis2
David Taylor-Smith
82,918
78,176
55,210
–
34,826
32,834
23,064
–
12,504
9,712
–
–
15,092
11,376
–
–
53,240
46,904
33,124
–
31,944
28,144
19,768
–
15,720
15,004
11,656
–
20,972
18,112
13,652
–
–
726
714
713
–
–
–
–
82,166
–
–
–
41,388
–
–
–
29,064
–
–
–
30,042
31,040
–
–
–
49,300
–
–
–
29,216
–
–
–
23,248
–
–
–
24,032
24,832
–
–
–
690
US Stock Purchase Plan
Asterios Satrazemis3
–
23
60,116
–
–
–
25,249
–
–
–
8,875
–
–
–
11,841
–
–
–
–
38,599
–
–
–
23,159
–
–
–
11,397
–
–
–
15,205
–
–
–
–
–
–
–
–
–
–
78,176
55,210
82,166
–
32,834
23,064
41,388
–
12,504
9,712
29,064
–
15,092
11,376
30,042
31,040
–
46,904
33,124
49,300
–
28,144
19,768
29,216
–
15,004
11,656
23,248
–
18,112
13,652
24,032
24,832
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
713
690
1239p
1260p
1260p
1303p
15.04.2013
19.04.2014
16.04.2015
05.08.2016
15.04.2013
19.04.2014
16.04.2015
05.08.2016
15.04.2013
19.04.2014
16.04.2015
05.08.2016
15.04.2013
19.04.2014
16.04.2015
05.08.2016
05.08.2016
15.04.2013
19.04.2014
16.04.2015
05.08.2016
15.04.2013
19.04.2014
16.04.2015
05.08.2016
15.04.2013
19.04.2014
16.04.2015
05.08.2016
15.04.2013
19.04.2014
16.04.2015
05.08.2016
05.08.2016
01.01.2014
01.01.2015
01.01.2015
01.01.2017
23
1303p
01.12.2015
1 These awards will lapse on 24 April 2014 upon Rupert Soames’ resignation.
2 The International Sharesave Plan is set in local currency AUD option price = $20.23.
3 The US Stock Purchase Plan is set in local currency USD option price = $20.14.
97
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT REMUNERATION REPORT CONTINUED
VESTING OF LTIP AWARDS TO FORMER DIRECTORS
Each of Kash Pandya, Bill Caplan and George Walker stepped down from the Board in 2012 but retained
interests under Aggreko’s LTIPs. Their 2010 LTIPs vested after their leaving the Board as follows:
Former Directors
Kash Pandya
Bill Caplan
George Walker
PSP
CIP
Shares
Face value
£
Shares
Face value
£
Total
£
24,408
22,724
23,464
436,659
406,532
419,771
22,388
16,530
21,521
400,521
295,722
385,011
837,180
702,254
804,782
1. Awards subject to a performance period ended 31 December 2012 (145% vesting) were granted on 15 April
2010 and vested on 15 April 2013. The value of is based on the market price on 15 April 2013 of 1789p.
2. Kash Pandya’s position became redundant and subsequently he resigned from the Board on 31 December
2012 but continued to be employed by the Company until 15 September 2013, under the terms of his current
contract, except that no annual bonus was paid in respect of 2013. He signed an extended non-compete
agreement beyond that required by his contract of employment in return for which the Committee agreed,
pursuant to the LTIP rules, that his awards under the LTIPs would not lapse but, in the case of 2011 and
2012 awards, be pro-rated in the proportions 32/36 and 20/36 respectively and, in the case of 2011 and 2012
awards, remained subject to performance conditions.
3. Bill Caplan’s position became redundant and subsequently he resigned from the Board on 13 November 2012 but
continued to be employed by the Company until 30 September 2013, under the terms of his current contract,
except that no annual bonus was paid in respect of 2013. He signed an extended non-compete agreement beyond
that required by his contract of employment in return for which the Committee agreed, pursuant to the LTIP
rules, that his awards under the LTIPs would not lapse but, in the case of 2012 awards, be pro-rated in the
proportion 24/36 and, in the case of 2011 and 2012 awards, remained subject to performance conditions.
George Walker resigned from the Board on 31 December 2012, but continues to be employed by the Group as
Group Marketing Director.
No compensation for loss of office or other payment in connection with their redundancy was made during the
year to Kash Pandya, Bill Caplan or George Walker.
DETAILS OF EXECUTIVE DIRECTORS’ SERVICE CONTRACTS
The Executive Directors are employed under contracts of employment with Aggreko plc. The Remuneration
Committee sets notice periods for the Executive Directors at 12 months or less, which reduces the likelihood of
having to pay excessive compensation in the event of poor performance. The principal terms of the Executive
Directors’ service contracts (which have no fixed term) are as follows:
Executive Director
Position
Effective date of contract
From Company
From Director
Notice period
Rupert Soames*
Angus Cockburn
Debajit Das
Asterios Satrazemis Regional Director, Americas
Regional Director, Europe,
David Taylor-Smith
Middle East & Africa
Chief Executive
Chief Financial Officer
Regional Director, Asia Pacific 1 January 2013
1 January 2013
11 March 2013
1 July 2003
1 May 2000
12 months
12 months
12 months
12 months
6 months
increasing to
12 months
after 12 months
continuous service
12 months
12 months
12 months
12 months
6 months
increasing to
12 months
after 12 months
continuous service
* Rupert Soames resigned with effect from 24 April 2014.
SHARE OWNERSHIP GUIDELINES
The Committee has a policy of encouraging Executive Directors to acquire and retain a material number of shares
in the Company, with the objective of further aligning their long-term interests with those of other shareholders.
Under this policy, Executive Directors should hold at least 50% of the net proceeds from any shares vesting until
their aggregate shareholding is equivalent to at least the following proportions of their salaries: Chief Executive –
200%; Chief Financial Officer – 150%; and other Executive Directors – 100%. The Committee retains the
discretion to grant dispensation from these requirements in exceptional circumstances. Current Executive
Director shareholdings are included in the table in the following paragraph.
98
Aggreko plc Annual Report and Accounts 2013 DIRECTORS’ SHAREHOLDINGS
Total shareholdings of Directors
As at 31 December 2013, the shareholdings of the Directors were as follows:
Director
Rupert Soames
Angus Cockburn
Debajit Das
Asterios Satrazemis
David Taylor-Smith**
Ken Hanna
David Hamill
Russell King
Diana Layfield***
Robert MacLeod
Rebecca McDonald
Ian Marchant
Shareholding
requirement
(% salary)
Shares held:
owned
outright1
Share interests
held: subject to
performance2
Share interests
held: subject
to deferral
Options held:
not subject to
performance3
Options held:
subject to
deferral
Current
shareholding
(% salary)4
Guideline
met?
344,880*
174,414
101,188
112,306
55,872
–
–
–
–
–
726
714
–
736
690
–
–
–
–
–
845
363
209
247
31
Yes
Yes
Yes
Yes
n/a
200 333,759
84,906
150
37,461
100
46,250
100
6,252
100
20,188
3,875
3,875
–
19,525
–
3,500
1 This includes shares held by connected persons.
2 Shares held subject to performance comprise LTIP awards over shares. These are detailed on page 97 of the Remuneration Report.
3 Options held under the Sharesave Scheme.
4
Share price used 1709p as at 31 December 2013. Salaries paid in local currency have been converted as shown in Notes 3 and 4 to the
table of salaries on page 85.
*
Of these, interests representing 219,800 shares will lapse on 24 April 2014 upon Rupert Soames’ resignation.
**
David Taylor-Smith was appointed to the Board on 11 March 2013. His first LTIP Award was granted in August 2013, therefore, under this
policy he will then be required to hold at least 50% of the net proceeds from any shares vesting in August 2016.
*** Diana Layfield purchased 3,000 shares on 3 January 2014.
Rupert Soames, Angus Cockburn, Debajit Das, Asterios Satrazemis and David Taylor-Smith as employees 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 Share Performance Plan and Aggreko Co-investment Plan
and Sharesave Schemes. At 31 December 2013, the trustees of the EBT held a total of 1,331,750 Aggreko plc
ordinary shares (2012: 2,176,628) and the holding at the date of this report is 1,138,642. The dividend has been
waived on these shares.
RELATIVE IMPORTANCE OF SPEND ON PAY
The graph below shows Aggreko’s profit after tax, dividend, and total employee pay expenditure for the financial
years ended 31 December 2012 and 31 December 2013, and the percentage change.
Profit after tax1
Dividend2
Total employee pay expenditure
£266m
–8%
£246m
£300m
£200m
£100m
£0
£300m
£200m
£100m
£0
£64m
+10%
£70m
£300m
£200m
£100m
£0
£301m
+3%
£311m
2012
2013
2012
2013
2012
2013
1. Pre-exceptional items.
2. Dividends are the interim and final dividends paid in respect of the financial year ended 31 December 2012 and the interim dividend paid and the final dividend
recommended in respect of the financial year ended 31 December 2013.
COMPARISON OF COMPANY PERFORMANCE
The graph overleaf shows the value, at 31 December 2013, of £100 invested in Aggreko’s shares on 31 December
2008 compared with the current value of the same amount invested in the FTSE 100 Index. The FTSE 100
Index is chosen because Aggreko is a constituent member of this group.
99
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT REMUNERATION REPORT CONTINUED
Company performance
Aggreko
FTSE 100 Index
£
450
400
350
300
250
200
150
100
50
0
£382
£152
2008
2009
2010
2011
2012
2013
For comparative purposes, the pay of Rupert Soames, Chief Executive, for the same financial years is set out below:
Year
2009
2010
2011
2012
2013
Single figure of
total remuneration
£
Annual bonus payout
against maximum
%
Long term incentive
vesting rates against
maximum opportunity
%
2,555,850
5,839,209
8,501,865
2,685,840
1,787,849
63.2%
100%
82.4%
6.4%
49.6%
100%
100%
100%
100%
72.5%
The data in this table was taken from the Remuneration Reports for the relevant years.
PERCENTAGE CHANGE IN REMUNERATION OF THE CHIEF EXECUTIVE
The change in Chief Executive’s remuneration from 2012 to 2013 in comparison to employees within the Group
central functions is shown in the table below.
Salary/fees
Benefits
Bonus
Total single figure (see page 90)
Percentage change
of Chief Executive
Percentage change of employees
–
7.5
1,056
-33
2
7.8
1,700
n/a
The total remuneration of the Chief Executive for 2013 was £1,787,849 which is 33% less than the previous year
which is £2,685,840.
The comparator group relates to the employees within the Group central functions in the UK (94 employees)
rather than all Group employees. This group was used because the Committee believes it provides a sufficiently
large comparator group to give a reasonable understanding of underlying increases, based on similar annual bonus
performance measures utilised by Group central functions, whilst on the other hand reducing the distortion that would
arise from including all of the many countries in which the Group operates, with their different economic conditions.
STATEMENT OF SHAREHOLDER VOTING
The following table shows the results of the advisory vote on the 2012 Remuneration Report at the 25 April
2013 AGM.
For
Against
Total votes cast (excluding withheld votes)
Votes withheld*
Total votes cast (including withheld votes)
Total number of votes
% of votes cast
163,992,672
7,855,097
171,847,769
5,358,881
177,206,650
95.43%
4.57%
100%
* A withheld vote is not a vote in law and is not counted in the calculation of the proportion of votes cast for and against a resolution.
IMPLEMENTATION OF REMUNERATION POLICY IN 2014
The Committee intends to implement the Remuneration Policy in 2014 in line with its implementation in 2013,
and more specifically as follows:
100
Aggreko plc Annual Report and Accounts 2013
Base salaries and fees
Base salaries for Executive Directors will be reviewed by the Committee in December 2014 and fees for
Non-executive Directors will be reviewed by the Board in December 2014. The Chairman’s fee will be reviewed
by the Committee in April 2014.
Angus Cockburn was awarded a salary supplement of £200,000 with effect from 1 March 2014 to reflect the
additional requirements resulting from his appointment as Interim Chief Executive.
Pensions and benefits
Pensions and benefits will continue in line with policy.
Annual bonus
On 3 March the Committee set annual bonus targets for the Executive Directors as follows:
D-EPS
Operating cashflow
Regional trading profit
Regional debtor days
Total max
bonus
(% salary)
Max bonus
% salary
On budget
bonus
% salary
Max bonus
% salary
On budget
bonus
% salary
Max bonus
% salary
On budget
bonus
% salary
Max bonus
% salary
On budget
bonus
% salary
Angus Cockburn1
Angus Cockburn2
Debajit Das
Asterios Satrazemis
David Taylor-Smith
150
175
100
100
100
112.5
131
50
50
50
56.3
65.5
25
25
25
37.5
44
–
–
–
18.8
22
–
–
–
–
–
40
40
40
–
–
20
20
20
–
–
10
10
10
–
–
10
10
10
1 During the period as Chief Financial Officer.
2 During the period as Interim Chief Executive (with effect from 1 March 2014).
We have not disclosed the budget numbers in this report, as we consider them to be commercially sensitive.
It is, however, our intention to disclose numbers based on Group performance in the 2014 Annual Report
on Remuneration.
Long-term Incentive Plan
The Committee has also approved the grant of 2014 LTIP awards as follows:
Executive Director
Angus Cockburn
Debajit Das
Asterios Satrazemis
David Taylor-Smith
PSP
Face value
£*
599,991
436,115
464,594
525,008
Shares
38,216
27,778
29,592
33,440
% vesting on
minimum performance
Shares
CIP
Face value
£*
% vesting on
minimum performance
– 30,572 479,980
– 22,224 348,917
– 23,672 371,650
– 26,752 420,006
25
25
25
25
* The face value is calculated using the share price of 4 March 2013.
The performance criteria for the 2014 LTIP are as follows:
performance measurement period in a range of 3% to 10%. No performance shares will be awarded against this
element if performance is less than 3% and awards will increase straight-line to the maximum at 10% growth.
– 75% of the award is based on CPI inflation-adjusted compound annual growth in D-EPS over the three-year
– 25% of the award is based on average ROCE over the performance period in a range of 20% to 25%. No
performance shares will be awarded against this element if performance is less than 20% and awards will
increase straight-line to the maximum at 25% ROCE.
In addition to the above, and to reward truly exceptional performance, the number of shares awarded to participants
in both elements of the 2014 LTIP may be increased by between 1 and 2 times if the real compound annual
growth in D-EPS over the three-year performance measurement period is in a range of 10% to 20%.
Awards are expected to be granted in April 2014.
The Directors’ Remuneration Report, including both the Policy and Annual Remuneration Report, has been
approved by the Board on 6 March 2014.
Russell King
Chairman of the Remuneration Committee
6 March 2014
101
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT STATUTORY DISCLOSURES
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 2013 the Company had in issue
269,029,545 ordinary shares of 13549/775p each (‘ordinary
shares’), 18,352,057,648 deferred shares of 1/775 pence
each and 182,700,915 deferred shares of 618/25 pence
each (‘Deferred Shares’) comprising 74.66%, 0.48%
and 24.86% respectively of the Company’s issued share
capital. Details of the changes in issued share capital
during the year are shown in Note 22 to the accounts
on page 136.
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 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.
102
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.
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 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 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
Aggreko plc Annual Report and Accounts 2013 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.
The dividend recommended by the Board for the year
as a whole is set out on page 4 of the Chairman’s
Statement.
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.
RESTRICTIONS ON TRANSFER OF
SECURITIES IN THE COMPANY
There are no restrictions on the transfer of securities
in the Company, except that:
imposed by laws and regulations (for example,
insider trading laws);
– certain restrictions may from time to time be
– pursuant to the Listing Rules of the Financial
Conduct Authority certain employees and Directors
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.
103
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT STATUTORY DISCLOSURES CONTINUED
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.
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 2013 to allot
relevant securities up to a nominal amount of
£12,271,057 in connection with an offer by way of a
rights issue. That authority will apply until the earlier
of 30 June 2014 and the conclusion of the Annual
General Meeting for 2014. At this year’s Annual
General Meeting shareholders will be asked to grant
an authority to allot relevant securities up to a
nominal amount of £12,291,627, 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 2015).
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 £1,843,928.
The Company was also authorised at the Annual
General Meeting held in 2013 to make market
purchases of up to 26,857,931 ordinary shares.
This authorisation will expire on the earlier of
the conclusion of the Annual General Meeting
of the Company for 2014 and 30 June 2014.
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 26,902,954 ordinary shares and sets the
minimum and maximum prices which may be paid.
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.
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 0.42% of
the issued share capital of the Company as at 6 March
2014 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
104
Aggreko plc Annual Report and Accounts 2013
make himself aware of any relevant audit information
and to establish that the Company’s Auditor is aware
of that information.
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.
POLITICAL DONATIONS
No political donations were made during the financial
year (2012: nil).
DISCLOSURES INCLUDED ELSEWHERE
IN THE ANNUAL REPORT
In accordance with Section 414C(11) of the Companies
Act 2006 we have chosen to set out certain information
required by Schedule 7 to the Large and Medium
Sized Companies and Groups Regulations 2008 in
the Strategic Report, rather than in the Directors’
Report. To avoid duplication of information, the
page references for the disclosures are set out below:
ANNUAL GENERAL MEETING
The Company’s Annual General Meeting will be held
at 11.00 a.m. 24 April 2014 at the Grand Central Hotel,
99 Gordon Street, Glasgow G1 3SF. The Notice of
Meeting is given together with explanatory notes,
in the booklet which accompanies this report.
AUDITOR
Resolutions re-appointing PricewaterhouseCoopers LLP
as the Company’s and Group’s auditor and authorising
the Directors to determine their remuneration will be
proposed at the Annual General Meeting.
MATERIAL SHARE INTERESTS
As at 31 December 2013 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:
Number
of shares
% of total
voting rights
Name of shareholder
Prudential PLC1
Baillie Gifford & Co1
A E H Salvesen2
1 Including direct and indirect subsidiary company interests.
15,860,093
13,518,442
9,995,283
5.94
5.04
3.73
2 Including immediate family and trustee interests.
Between 31 December 2013 and 6 March 2014,
the Company received the following notifications
of major shareholdings:
Date
% of total
voting
Name of shareholder
rights
UBS Investment Bank1 06/02/2014 8,210,275 3.05
UBS Investment Bank1 26/02/2014
Below notifiable
threshold
UBS Investment Bank1 03/03/2014 8,739,059 3.25
1 Including direct and indirect subsidiary company interests.
Number
of shares
Disclosure
Where
Risk information about the use
of financial instruments
Note 1 to the
accounts, page 119
The Directors are not aware of any other material
interests amounting to 3% or more in the share
capital of the Company.
Information on likely future
developments in the business
of Aggreko
Information on our policy
concerning employment of
disabled persons
Strategic Report,
pages 20 to 28
CSR Report,
page 59
The disclosures concerning
greenhouse gas emissions
CSR Report,
pages 56 to 59
Peter Kennerley
Group Legal Director & Company Secretary
6 March 2014
105
Aggreko plc Annual Report and Accounts 2013DIRECTORS’ REPORT STATEMENT OF DIRECTORS’ RESPONSIBILITIES
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 62 to 64 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;
– the Strategic 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; and
– the annual report and accounts, taken as a whole, are
fair, balanced and understandable and provide the
information necessary for shareholders to assess the
Company’s performance, business model and strategy.
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
6 March 2014
Angus Cockburn
Chief Financial Officer
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:
and prudent;
them consistently;
– select suitable accounting policies and then apply
– make judgements and estimates that are reasonable
– 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.
106
Aggreko plc Annual Report and Accounts 2013 ACCOUNTS
Independent Auditors’ Report
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
Group Statement of Changes in Equity
108
112
112
113
114
114
115
Notes to the Group Accounts
Company Balance Sheet
Company Statement of Total Recognised
Gains and Losses
Notes to the Company Accounts
117
152
153
154
107
Aggreko plc Annual Report and Accounts 2013ACCOUNTS INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF AGGREKO PLC
The financial reporting framework that has been
applied in the preparation of the Group financial
statements comprises applicable law and IFRSs as
adopted by the European Union. The financial
reporting framework that has been applied in the
preparation of the Company financial statements
is applicable law and United Kingdom Accounting
Standards (United Kingdom Generally Accepted
Accounting Practice).
Certain disclosures required by the financial reporting
framework have been presented elsewhere in the
Annual Report and Accounts 2013 (the ‘Annual
Report’), rather than in the notes to the financial
statements. These are cross-referenced from the
financial statements and are identified as audited.
What an audit of financial statements involves
We conducted our audit in accordance with
International Standards on Auditing (UK and Ireland)
(‘ISAs (UK & Ireland)’). 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:
the Group’s and Company’s circumstances and have
been consistently applied and adequately disclosed;
– whether the accounting policies are appropriate to
– the reasonableness of significant accounting
– the overall presentation of the financial statements.
estimates made by the Directors; and
In addition, we read all the financial and non-financial
information in the Annual Report to identify material
inconsistencies with the audited financial statements
and to identify any information that is apparently
materially incorrect based on, or materially inconsistent
with, the knowledge acquired by us in the course of
performing the audit. If we become aware of any
apparent material misstatements or inconsistencies
we consider the implications for our report.
REPORT ON THE FINANCIAL STATEMENTS
Our opinion
In our opinion:
– The financial statements, defined below, give a
true and fair view of the state of the Group’s and of
the Company’s affairs as at 31 December 2013 and
of the Group’s profit and of the Group’s cash flows
for the year then ended;
– The Group financial statements have been properly
prepared in accordance with International Financial
Reporting Standards (IFRSs) as adopted by the
European Union;
– The Company financial statements have been
properly prepared in accordance with United
Kingdom Generally Accepted Accounting
Practice; and
– The financial statements have been prepared in
accordance with the requirements of the Companies
Act 2006 and, as regards the Group financial
statements, Article 4 of the IAS Regulation.
This opinion is to be read in the context of what
we say in the remainder of this report.
What we have audited
The Group financial statements and Company
financial statements (the ‘financial statements’),
which are prepared by Aggreko plc, comprise:
then ended;
sheet as at 31 December 2013;
comprehensive income for the year then ended;
– the Group balance sheet and Company balance
– the Group income statement and statement of
– the Group cash flow statement for the year
– the Reconciliation of net cash flow to movement
– the Group statement of changes in equity for
– the notes to the financial statements, which
include a summary of significant accounting
policies and other explanatory information.
in net debt for the year then ended;
the year then ended; and
108
Aggreko plc Annual Report and Accounts 2013 Overview of our audit approach
Materiality
We set certain thresholds for materiality. These
helped us to determine the nature, timing and extent
of our audit procedures and to evaluate the effect of
misstatements both individually and on the financial
statements as a whole.
Based on our professional judgement, we determined
materiality for the Group financial statements as a
whole to be £17 million, being approximately 5%
of profit before tax.
We agreed with the Audit Committee that we would
report to them misstatements identified during our
audit above £1 million as well as misstatements
below that amount that, in our view, warranted
reporting for qualitative reasons.
Overview of the scope of our audit
The scope of our audit reflected the new organisational
structure of the Group across three regional units which
combined large local businesses with Power Projects
businesses; APAC, EMEA and Americas.
In establishing the overall approach to the Group
audit, we determined the type of work that needed
to be performed at reporting units by us, as the
Group engagement team, or component auditors
within PwC UK and from other PwC network firms
operating under our instruction. Where the work was
performed by component auditors, we determined the
level of involvement we needed to have in the audit
work at those reporting units to be able to conclude
whether sufficient appropriate audit evidence had
been obtained as a basis for our opinion on the
Group financial statements as a whole.
Through a combination of full scope audits and
directed scope procedures, we performed Group audit
work at the reporting units across the Group that we
considered to be most significant. This, together with
additional procedures performed at the Group level,
gave us the evidence we needed for our opinion on
the Group financial statements as a whole.
Areas of particular audit focus
In preparing the financial statements, the Directors
made a number of judgements, for example in respect
of significant accounting estimates that involved
making assumptions and considering future events
that are inherently uncertain. We primarily focused
our work in these areas by assessing the Directors’
judgements against available evidence, forming our
own judgements, and evaluating the disclosures in
the financial statements.
In our audit, we tested and examined information,
using sampling and other auditing techniques, to the
extent we considered necessary to provide a reasonable
basis for us to draw conclusions. We obtained audit
evidence through testing the effectiveness of controls,
substantive procedures or a combination of both.
We considered the following areas to be those that
required particular focus in the current year. This is not
a complete list of all risks or areas of focus identified by
our audit. We discussed these areas of focus with the
Audit Committee. Their report on those matters that
they considered to be significant issues in relation to
the financial statements is set out on pages 73 and 74.
Areas of focus
specific to Aggreko
Contract receivables
and associated
provisioning
One of the biggest risks
to the Group is non-
payment by customers
under some of the larger
contracts in the Power
Projects business.
We focused on this area
due to the magnitude
of both the accounts
receivable balances
and the associated
provisions, which are
determined based on
management’s estimates.
Provision for taxation
(Direct and Indirect
Taxes) in higher risk
territories
We focused on this
area given the varied,
complex and often
uncertain nature of tax
rules in certain countries,
in particular where
the Group has Power
Projects businesses.
How the scope of
our audit addressed
the areas of focus
We tested significant
contract receivables,
challenging management’s
basis for determining the
recoverability of (and
resultant provisioning
for) balances that were
outstanding at the year
end, had not been paid
in accordance with
contractual terms or
were subject to dispute.
We challenged
management’s processes
for determining the
required provision and
the judgements they made.
We discussed and
considered the potential
tax exposures with Group
management and in-house
tax specialists.
We utilised our experience
of similar situations
elsewhere to independently
assess the evidence
described above.
109
Aggreko plc Annual Report and Accounts 2013ACCOUNTS INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF AGGREKO PLC
CONTINUED
OPINIONS ON OTHER MATTERS PRESCRIBED
BY THE COMPANIES ACT 2006
In our opinion:
– the information given in the Strategic Report
and the Directors’ Report for the financial year
for which the financial statements are prepared
is consistent with the financial statements; and
– the part of the Directors’ Remuneration Report
to be audited has been properly prepared in
accordance with the Companies Act 2006.
OTHER MATTERS ON WHICH WE ARE REQUIRED
TO REPORT BY EXCEPTION
Adequacy of accounting records and information
and explanations received
Under the Companies Act 2006 we are required
to report to you if, in our opinion:
explanations we require for our audit; or
– we have not received all the information and
– adequate accounting records have not been kept
by the Company, or returns adequate for our audit
have not been received from branches not visited
by us; or
– the Company financial statements and the part of
the Directors’ Remuneration Report to be audited
are not in agreement with the accounting records
and returns.
We have no exceptions to report arising from this
responsibility.
Directors’ remuneration
Under the Companies Act 2006 we are required to
report to you if, in our opinion, certain disclosures
of Directors’ remuneration specified by law have not
been made. We have no exceptions to report arising
from this responsibility.
Corporate Governance Statement
Under the Listing Rules we are required to review
the part of the Corporate Governance Statement
relating to the Company’s compliance with nine
provisions of the UK Corporate Governance Code
(‘the Code’). We have nothing to report having
performed our review.
Areas of focus required/
presumed by ISAs
(UK & Ireland)
Risk of management
override of internal
controls
ISAs (UK & Ireland)
require that we
consider this.
Fraud in revenue
recognition
ISAs (UK & Ireland)
presume there is a risk
of fraud in revenue
recognition.
How the scope of
our audit addressed
the areas of focus
We tested key
reconciliations and
manual journal entries.
We considered whether
there was evidence of
bias by the Directors in
the significant accounting
estimates and judgements
relevant to the financial
statements. We also
assessed the overall control
environment of the Group,
including the arrangements
for staff to ‘whistle-blow’
inappropriate actions, and
interviewed management
and the Group’s internal
audit function.
We focused our audit
procedures on testing
revenue recognition
from significant customer
contracts within the
Power Projects business
by agreeing revenue
recognised to contract
documentation and
payments.
Going concern
Under the Listing Rules we are required to review the
Directors’ Statement, set out on page 106, in relation
to going concern. We have nothing to report having
performed our review.
As noted in the Directors’ Statement, the Directors
have concluded that it is appropriate to prepare the
Group’s and Company’s financial statements using the
going concern basis of accounting. The going concern
basis presumes that the Group and Company have
adequate resources to remain in operation, and that
the Directors intend them to do so, for at least one year
from the date the financial statements were signed. As
part of our audit we have concluded that the Directors’
use of the going concern basis is appropriate.
However, because not all future events or conditions
can be predicted, these statements are not a guarantee
as to the Group’s and Company’s ability to continue
as a going concern.
110
Aggreko plc Annual Report and Accounts 2013 On page 106 of the Annual Report, as required by
the Code Provision C.1.1, the Directors state that
they consider the Annual Report taken as a whole
to be fair, balanced and understandable and provides
the information necessary for members to assess the
Group’s performance, business model and strategy.
On pages 73 and 74, as required by C.3.8 of the
Code, the Audit Committee has set out the significant
issues that it considered in relation to the financial
statements, and how they were addressed. Under
ISAs (UK & Ireland) we are required to report to
you if, in our opinion:
inconsistent with our knowledge of the Group
acquired in the course of performing our audit; or
– the statement given by the Directors is materially
– the section of the Annual Report describing the
work of the Audit Committee does not appropriately
address matters communicated by us to the Audit
Committee, as required by the Code Provision C.3.8.
We have no exceptions to report arising from this
responsibility.
Other information in the Annual Report
Under ISAs (UK & Ireland), we are required to
report to you if, in our opinion, information in the
Annual Report is:
in the audited financial statements; or
– materially inconsistent with the information
– apparently materially incorrect based on, or
materially inconsistent with, our knowledge of
the Group and Company acquired in the course
of performing our audit; or
– is otherwise misleading.
We have no exceptions to report arising from
this responsibility.
RESPONSIBILITIES FOR THE FINANCIAL
STATEMENTS AND THE AUDIT
Our responsibilities and those of the Directors
As explained more fully in the Directors’
Responsibilities Statement set out on page 106,
the Directors are responsible for the preparation of
the Group and 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 Group and Company financial statements in
accordance with applicable law and ISAs (UK &
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.
Graham McGregor
(Senior Statutory Auditor)
for and on behalf of
PricewaterhouseCoopers LLP
Chartered Accountants and Statutory Auditors
Glasgow
6 March 2014
111
Aggreko plc Annual Report and Accounts 2013ACCOUNTS GROUP INCOME STATEMENT
For the year ended 31 December 2013
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
Profit for the year
Notes
4
Total before
exceptional
items 2012
£ million
1,583
(610)
Exceptional
items
2012
£ million
–
–
2013
£ million
1,573
(643)
2012
£ million
1,583
(610)
930
(395)
(183)
6
358
(26)
1
333
(87)
246
973
(431)
(161)
4
385
(27)
2
360
(94)
266
2
4
8
5
9
–
(1)
8
–
7
–
–
7
3
10
973
(432)
(153)
4
392
(27)
2
367
(91)
276
All profit for the period is attributable to the owners of the Company.
Basic earnings per share (pence)
Diluted earnings per share (pence)
11
11
92.15
92.03
100.67
100.40
3.47
3.46
104.14
103.86
GROUP STATEMENT OF COMPREHENSIVE INCOME
For the year ended 31 December 2013
Profit for the year
Other comprehensive (loss)/income
Items that will not be reclassified to profit or loss
Remeasurement of retirement benefits (net of tax)
Items that may be reclassified subsequently to profit or loss
Cash flow hedges (net of tax)
Net exchange losses offset in reserves (net of tax)
Other comprehensive loss for the year (net of tax)
Total comprehensive income for the year
2013
£ million
246
2012
£ million
276
(4)
8
(87)
(83)
163
(2)
1
(58)
(59)
217
112
Aggreko plc Annual Report and Accounts 2013 GROUP BALANCE SHEET (COMPANY NUMBER: SC177553)
As at 31 December 2013
Non-current assets
Goodwill
Other intangible assets
Property, plant and equipment
Derivative financial instruments
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
Provisions
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
Notes
12
28.A2
14
28.A4
21
15
16
3
28.A4
17
28.A4
19
20
17
28.A4
21
28.A6
20
22
23
2013
£ million
133
18
1,165
–
23
1,339
149
417
38
11
21
636
2012
Restated
(Note 12)
£ million
145
26
1,276
6
21
1,474
178
421
23
5
23
650
1,975
2,124
(36)
(1)
(300)
(68)
–
(405)
(365)
(8)
(51)
(6)
–
(430)
(835)
1,140
49
20
(24)
6
(1)
(72)
1,162
1,140
(185)
(1)
(338)
(52)
(5)
(581)
(431)
(13)
(49)
(4)
(1)
(498)
(1,079)
1,045
49
19
(34)
6
(9)
15
999
1,045
The financial statements on pages 112 to 151 were approved by the Board of Directors on 6 March 2014 and
signed on its behalf by:
K Hanna
Chairman
A G Cockburn
Chief Financial Officer
113
Aggreko plc Annual Report and Accounts 2013ACCOUNTS
GROUP CASH FLOW STATEMENT
For the year ended 31 December 2013
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)
Acquisitions: repayment of loans and financing
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 (used in)/from financing activities
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of the year
Exchange loss on cash and cash equivalents
Cash and cash equivalents at end of the year
Notes
2
2
3
2013
£ million
2012
£ million
603
(68)
1
(27)
509
–
–
(228)
14
(214)
1
430
(637)
(4)
(66)
–
(1)
(277)
18
1
(7)
12
479
(83)
2
(25)
373
(104)
(22)
(440)
12
(554)
3
857
(650)
8
(58)
(2)
(11)
147
(34)
35
–
1
RECONCILIATION OF NET CASH FLOW TO MOVEMENT IN NET DEBT
For the year ended 31 December 2013
Increase/(decrease) in cash and cash equivalents
Cash outflow/(inflow) from movement in debt
Changes in net debt arising from cash flows
Exchange gain
Movement in net debt in year
Net debt at beginning of year
Net debt at end of year
Notes
2013
£ million
18
211
2012
£ million
(34)
(215)
229
1
230
(593)
(363)
(249)
21
(228)
(365)
(593)
17
114
Aggreko plc Annual Report and Accounts 2013 GROUP STATEMENT OF CHANGES IN EQUITY
For the year ended 31 December 2013
As at 31 December 2013
Attributable to equity holders of the Company
Ordinary
share
capital
£ million
49
Share
premium
account
£ million
19
Treasury
shares
£ million
(34)
Capital
redemption
reserve
£ million
6
Hedging
reserve
£ million
(9)
Notes
Foreign
exchange
reserve
(translation)
£ million
15
Balance at 1 January 2013
Profit for the year
Other comprehensive (loss)/income:
Transfers from hedging reserve to
property, plant and equipment
Transfers from hedging reserve
to revenue
Fair value gains on foreign
currency cash flow hedge
Fair value gains on interest
rate swaps
Currency translation differences (i)
Deferred tax on items taken to
or transferred from equity
Current tax on items taken to
or transferred from equity
Remeasurement of retirement
benefits (net of tax)
Total comprehensive (loss)/
income for the year ended
31 December 2013
Transactions with owners:
Purchase of treasury shares
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 2013
9
9
23
9
9
22
10
23
28.A5
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1
–
1
–
–
–
–
–
–
–
–
–
–
(1)
–
11
–
–
–
–
10
(24)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
6
–
(2)
(6)
12
5
–
(1)
–
–
8
–
–
–
–
–
–
–
–
Retained
earnings
£ million
999
Total
equity
£ million
1,045
246
246
–
–
–
–
–
–
–
(4)
(2)
(6)
12
5
(89)
(1)
2
(4)
–
–
–
–
–
(89)
–
2
–
(87)
242
163
–
–
–
–
–
–
–
–
–
(2)
(11)
3
(3)
–
(66)
(79)
(1)
(2)
–
3
(3)
1
(66)
(68)
Balance at 31 December 2013
49
20
(1)
(72) 1,162
1,140
(i) Included in currency translation differences of the Group are exchange gains of £8 million arising on borrowings denominated in foreign
currencies designated as hedges of net investments overseas, offset by exchange losses of £97 million relating to the translation of overseas
results and net assets.
115
Aggreko plc Annual Report and Accounts 2013ACCOUNTS GROUP STATEMENT OF CHANGES IN EQUITY CONTINUED
For the year ended 31 December 2013
As at 31 December 2012
Balance at 1 January 2012
Profit for the year
Other comprehensive (loss)/income:
Transfers from hedging reserve to
property, plant and equipment
Transfers from hedging reserve
to revenue
Fair value gains on foreign
currency cash flow hedge
Fair value gains on interest
rate swaps
Deferred tax on items taken to
or transferred from equity
Currency translation differences (i)
Remeasurement of retirement
benefits (net of tax)
Total comprehensive (loss)/
income for the year ended
31 December 2012
Transactions with owners:
Purchase of treasury shares
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
New share capital subscribed
Dividends paid during 2012
Attributable to equity holders of the Company
Ordinary
share
capital
£ million
49
Share
premium
account
£ million
16
Treasury
shares
£ million
(49)
Capital
redemption
reserve
£ million
6
Hedging
reserve
£ million
(10)
Notes
Foreign
exchange
reserve
(translation)
£ million
73
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
9
23
9
9
10
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
3
–
3
–
–
–
–
–
–
–
–
–
(11)
–
26
–
–
–
–
–
15
(34)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
6
–
(1)
(1)
3
1
(1)
–
–
1
–
–
–
–
–
–
–
–
–
Retained
earnings
£ million
796
Total
equity
£ million
881
276
276
–
–
–
–
–
–
(58)
–
–
–
–
–
–
(1)
(1)
3
1
(1)
(58)
(2)
–
(2)
(58)
274
217
–
–
–
–
–
–
–
–
–
–
14
(26)
21
(20)
(2)
–
(58)
(71)
(11)
14
–
21
(20)
(2)
3
(58)
(53)
Balance at 31 December 2012
49
19
(9)
15
999
1,045
(i) Included in currency translation differences of the Group are exchange gains of £18 million arising on borrowings denominated in foreign
currencies designated as hedges of net investments overseas, offset by exchange losses of £76 million relating to the translation of overseas
results and net assets.
116
Aggreko plc Annual Report and Accounts 2013 NOTES TO THE GROUP ACCOUNTS
For the year ended 31 December 2013
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
The following new standards are mandatory for the first time for the financial year beginning 1 January 2013:
– Amendment to IAS 1, ‘Financial statement presentation’ regarding other comprehensive income. The main
change resulting from these amendments is a requirement for entities to group items presented in ‘other
comprehensive income’ (OCI) on the basis of whether they are potentially reclassifiable to profit or loss
subsequently (reclassification adjustments).
– IAS 19, ‘Employee benefits’ was amended in June 2011. The impact on the Group was 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. The impact of this in the income statement is less than £0.1 million. Prior
year numbers have not been restated as the amounts are not material.
includes new disclosures to facilitate comparison between those entities that prepare IFRS financial statements
to those that prepare financial statements in accordance with US GAAP.
– Amendment to IFRS 7, ‘Financial instruments: Disclosures’, on asset and liability offsetting. This amendment
– IFRS 13, ‘Fair value measurement’, aims to improve consistency and reduce complexity by providing a precise
definition of fair value and a single source of fair value measurement and disclosure requirements for use across
IFRSs. The requirements, which are largely aligned between IFRSs and US GAAP, do not extend the use of
fair value accounting but provide guidance on how it should be applied where its use is already required or
permitted by other standards within IFRSs.
(b) New standards, amendments and interpretations issued but not effective for the financial year beginning
1 January 2013 and not early adopted
There are no 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 2013. 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.
117
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
1 ACCOUNTING POLICIES CONTINUED
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.
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.
In September 2012 the Group announced a new organisational structure comprising three regions: The Americas;
Europe, the Middle East and Africa (EMEA) and Asia, Pacific and Australia (APAC). This new structure took
effect from 1 January 2013.
This is reflected by the Group’s divisional management and organisational structure and the Group’s internal
financial reporting systems.
Aggreko’s segments comprise these three new regions comprising: The Americas, EMEA and APAC as well
as the Total Local business and the Total Power Projects business.
The risks and rewards within the Power Projects business are significantly different from those within the
Group’s Local business. The Local business focuses on smaller, more frequently occurring events, whereas
the Power Projects business concentrates on large contracts, which can arise anywhere in the world.
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.
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. Non rental fleet assets which are contract specific are depreciated over the life of the contract.
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.
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Aggreko plc Annual Report and Accounts 2013
1 ACCOUNTING POLICIES CONTINUED
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.
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 and
foreign currency options.
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
This accounting policy is included in Note 28 – Notes to Group Accounts – Appendices.
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.
119
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
1 ACCOUNTING POLICIES CONTINUED
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 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.
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. Remeasurements are recognised in full,
directly in retained earnings, in the period in which they occur and are shown in the statement of comprehensive
income. The current service cost of the pension charge, interest income on scheme assets, interest on pension
scheme liabilities and administrative expenses 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 (which is the same as 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.
TRADE PAYABLES
Trade payables are recognised initially at fair value (which is the same as cost).
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Aggreko plc Annual Report and Accounts 2013 1 ACCOUNTING POLICIES CONTINUED
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
This accounting policy is included in Note 28 – Notes to Group Accounts – Appendices.
CASH AND CASH EQUIVALENTS
Cash and cash equivalents comprise cash on hand and deposits with a maturity of three months or less.
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.
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.
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 of business. 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, historically the Group has
had a low level of bad debt write-offs. When a trade receivable is uncollectible it is written off against the
provision for impairment of trade receivables. At 31 December 2013 the provision for impairment of trade
receivables in the balance sheet was £61 million (2012: £63 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 21 to the Annual Report and Accounts.
121
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
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.
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. 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: +/– £200 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 2013, Net Debt to EBITDA had decreased to 0.6 times from 31 December 2012 when the ratio
of Net Debt to EBITDA was 0.9 times.
The Group maintains sufficient facilities to meet its normal funding requirements over the medium term.
At 31 December 2013 these facilities totalled £846 million in the form of committed bank facilities arranged on
a bilateral basis with a number of international banks and private placement notes During the year committed
bank facilities of £332 million were arranged. 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 2013, these stood at 26 times and 0.6 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. Net debt amounted to £363 million at 31 December 2013 and, at that date,
un-drawn committed facilities were £489 million.
Interest rate risk
The Group’s policy is to manage the exposure to interest rates by ensuring an appropriate balance of fixed and
floating rates. At 31 December 2013, £287 million of the net debt of £363 million was at fixed rates of interest
resulting in a fixed to floating rate net debt ratio of 79:21 (2012: 52:48). 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 million (2012: £3 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, Canadian Dollar, Euro and Brazilian Reais.
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 decreased our revenues by £10 million (2012: decreased by £6 million) and
trading profit by £6 million (2012: decreased by £1 million) for the year ended 31 December 2013. 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 £8 million (2012: £9 million) in
trading profit1 in terms of translation.
122
Aggreko plc Annual Report and Accounts 2013 1 ACCOUNTING POLICIES CONTINUED
Currency translation also gave rise to a £89 million decrease in reserves as a result of year on year movements
in the exchange rates (2012: decrease of £58 million). For every 5 cents movement in the Dollar, there is an
approximate impact in equity of £9 million (2012: £16 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 Power Projects 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.
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):
Decrease/(increase) in inventories
Increase in trade and other receivables
Decrease in trade and other payables
Net movement in provisions for liabilities and charges
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.
2013
£ million
246
2012
£ million
276
87
273
5
(1)
26
(6)
(2)
23
(32)
(10)
(6)
603
91
236
5
(2)
27
(4)
14
(33)
(53)
(84)
6
479
2013
£ million
8
6
14
2012
£ million
8
4
12
123
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
3 CASH AND CASH EQUIVALENTS
Cash at bank and in hand
Short-term bank deposits
2013
£ million
23
15
38
2012
£ million
23
–
23
The effective interest rate on short-term bank deposits was 21% (2012: 1.0%); these deposits have a 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)
4 SEGMENTAL REPORTING
(A) REVENUE BY SEGMENT
Americas
Europe, Middle East and Africa
Asia, Pacific and Australia
Eliminations
Group
Local business
Power Projects
Eliminations
Group
2013
£ million
38
(26)
12
2012
£ million
23
(22)
1
Total revenue
Inter-segment revenue
External revenue
2013
£ million
645
625
303
–
1,573
904
669
–
2012
£ million
607
627
351
(2)
1,583
906
679
(2)
1,573
1,583
2013
£ million
–
–
–
–
2012
£ million
–
1
1
(2)
–
–
–
–
–
–
1
1
(2)
–
2013
£ million
645
625
303
–
1,573
904
669
–
2012
£ million
607
626
350
–
1,583
905
678
–
1,573
1,583
(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) In September 2012 the Group announced a new organisational structure comprising three regions: Americas;
Europe, the Middle East and Africa (EMEA) and Asia, Pacific and Australia (APAC). This new structure took
effect from 1 January 2013. All prior year numbers have been restated in accordance with this new structure.
(iii) Trading profit in table 4(B) below is defined as operating profit of £358 million (2012: £385 million)
excluding gain on sale of property, plant and equipment of £6 million (2012: £4 million).
(B) PROFIT BY SEGMENT
Americas
Europe, Middle East and Africa
Asia, Pacific and Australia
Group
Local business
Power Projects
Group
Trading profit pre
intangible asset
amortisation
Amortisation of intangible
assets arising from
business combinations
Trading profit
2013
£ million
151
114
92
357
163
194
357
2012
£ million
133
128
125
386
175
211
386
2013
£ million
(4)
–
(1)
2012
£ million
(4)
–
(1)
2013
£ million
147
114
91
(5)
(5)
–
(5)
(5)
(5)
–
(5)
352
158
194
352
2012
£ million
129
128
124
381
170
211
381
124
Aggreko plc Annual Report and Accounts 2013
4 SEGMENTAL REPORTING CONTINUED
Trading profit
(per page 124)
2013
£ million
147
114
91
352
158
194
352
2012
£ million
129
128
124
381
170
211
381
Americas
Europe, Middle East and Africa
Asia, Pacific and Australia
Group
Local business
Power Projects
Operating profit pre exceptional items
Exceptional items
Operating profit post exceptional items
Finance costs – net
Profit before taxation
Taxation
Profit for the year
(C) DEPRECIATION AND AMORTISATION BY SEGMENT
Americas
Europe, Middle East and Africa
Asia, Pacific and Australia
Group
Local business
Power Projects
Group
(D) CAPITAL EXPENDITURE ON PROPERTY, PLANT AND EQUIPMENT
AND INTANGIBLE ASSETS BY SEGMENT
Americas
Europe, Middle East and Africa
Asia, Pacific and Australia
Group
Local business
Power Projects
Group
Gain on sale of PPE
Operating profit
2013
£ million
3
2
1
2012
£ million
2
1
1
2013
£ million
150
116
92
2012
£ million
131
129
125
6
4
2
6
4
4
–
4
358
162
196
358
–
358
(25)
333
(87)
246
2013
£ million
107
109
62
278
144
134
278
2013
£ million
103
68
57
228
117
111
228
385
174
211
385
7
392
(25)
367
(91)
276
2012
£ million
91
88
62
241
126
115
241
2012
£ million
225
168
110
503
290
213
503
Capital expenditure comprises additions of property, plant and equipment (PPE) of £228 million (2012:
£440 million), acquisitions of PPE of £nil million (2012: £47 million), and acquisitions of other intangible
assets of £nil million (2012: £16 million).
125
Aggreko plc Annual Report and Accounts 2013ACCOUNTS
NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
4 SEGMENTAL REPORTING CONTINUED
(E) ASSETS/(LIABILITIES) BY SEGMENT
Americas
Europe, Middle East and Africa
Asia, Pacific and Australia
Group
Local business
Power Projects
Group
Tax and finance payable
Derivative financial instruments
Borrowings
Retirement benefit obligation
Total assets/(liabilities) per balance sheet
Assets
Liabilities
2013
£ million
819
726
375
1,920
1,071
849
1,920
44
11
–
–
1,975
2012
£ million
881
710
478
2,069
1,137
932
2,069
44
11
–
–
2,124
(F) AVERAGE NUMBER OF EMPLOYEES BY SEGMENT
Americas
Europe, Middle East and Africa
Asia, Pacific and Australia
Group
Local business
Power Projects
Group
(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 (included in administrative expenses)
Operating lease rentals payable
126
2013
£ million
(107)
(160)
(55)
(322)
(144)
(178)
(322)
(123)
(9)
(375)
(6)
(835)
2013
Number
2,771
2,075
903
5,749
3,768
1,981
5,749
2013
£ million
1,598
(6)
(79)
1,513
(373)
1,140
2013
£ million
311
73
273
5
(6)
–
36
2012
£ million
(123)
(166)
(72)
(361)
(168)
(193)
(361)
(106)
(14)
(594)
(4)
(1,079)
2012
Number
2,393
2,033
890
5,316
3,332
1,984
5,316
2012
£ million
1,708
(4)
(62)
1,642
(597)
1,045
2012
£ million
301
82
236
5
(4)
32
34
Aggreko plc Annual Report and Accounts 2013
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
– Other assurance related services
– Tax compliance
– Tax advising
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 28.A6)
2013
£000
178
730
107
45
27
2012
£000
207
635
79
74
30
2013
£ million
276
27
(2)
8
2
311
2012
£ million
254
23
14
8
2
301
Full details of Directors’ remuneration are set out in the Remuneration Report on pages 81 to 101.
The key management comprise Executive and Non-executive Directors.
Short-term employee benefits
Post-employment benefits
Share-based payments
8 NET FINANCE CHARGE
Finance costs on bank loans and overdrafts
Finance income on bank balances and deposits
2013
£ million
5
1
–
6
2012
£ million
4
–
3
7
2013
£ million
(26)
1
2012
£ million
(27)
2
(25)
(25)
127
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
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 21):
– temporary differences arising in current year
– movements in respect of prior years
Tax on exceptional items
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
2013
£ million
2012
£ million
5
(1)
4
78
82
(5)
15
10
92
3
(8)
87
–
87
10
–
10
73
83
(7)
1
(6)
77
7
10
94
(3)
91
2013
£ million
(1)
1
2
2012
£ million
(1)
1
–
2
–
2013
£ million
3
(3)
2012
£ million
21
(20)
–
1
128
Aggreko plc Annual Report and Accounts 2013 9 TAXATION CONTINUED
Variances between the current tax charge and the standard 23.3% (2012: 24.5%) UK corporate tax rate when
applied to profit on ordinary activities for the year are as follows:
Profit before taxation – post-exceptional
Exceptional items
Profit before taxation – pre-exceptional
Tax calculated at 23.3% (2012: 24.5%) standard UK corporate rate
Differences between UK and overseas tax rates
Permanent differences
Deferred tax effect of future rate changes
Deferred tax assets not recognised
Tax on current year profit
Prior year adjustments – current tax
Prior year adjustments – deferred tax
Total tax on profit – pre-exceptional
Tax on exceptional items
Total tax on profit – post-exceptional
2013
£ million
333
–
333
2012
£ million
367
(7)
360
77
6
(1)
(1)
4
85
10
(8)
87
–
87
90
4
(4)
–
–
90
(6)
10
94
(3)
91
Effective tax rate – pre-exceptional
26.0%
26.0%
10 DIVIDENDS
Final paid
Interim paid
2013
£ million
42
24
2013
per share (p)
15.63
9.11
2012
£ million
36
22
2012
per share (p)
13.59
8.28
66
24.74
58
21.87
In addition, the Directors are proposing a final dividend in respect of the financial year ended 31 December 2013
of 17.19 pence per share which will absorb an estimated £46 million of shareholders’ funds. It will be paid on
27 May 2014 to shareholders who are on the register of members on 25 April 2014.
11 EARNINGS PER SHARE
Basic earnings per share have been calculated by dividing the earnings attributable to ordinary shareholders
by the weighted average number of shares in issue during the year, excluding shares held by the Employee Share
Ownership Trusts which are treated as cancelled.
Profit for the year (£ million)
Weighted average number of ordinary shares in issue (million)
Basic earnings per share (pence)
2013
246
267
2012
276
265
92.15
104.14
For diluted earnings per share, the weighted average number of ordinary shares in issue is adjusted to assume
conversion of all potentially dilutive ordinary shares. These represent share options granted to employees
where the exercise price is less than the average market price of the Company’s ordinary shares during the year.
The number of shares calculated as above is compared with the number of shares that would have been issued
assuming the exercise of the share options.
Profit for the year (£ million)
Weighted average number of ordinary shares in issue (million)
Adjustment for share options and B shares (million)
Diluted weighted average number of ordinary shares in issue (million)
Diluted earnings per share (pence)
2013
246
267
–
267
2012
276
265
1
266
92.03
103.86
129
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
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
Fair value adjustments
Exchange adjustments
At 31 December
Accumulated impairment losses
Net book value
2013
£ million
246
–
246
2012
£ million
276
(10)
266
2013
92.15
92.03
2012
100.67
100.40
2013
£ million
2012
(Restated)
£ million
145
–
–
(12)
133
–
133
65
89
2
(11)
145
–
145
During the year the Group has finalised the fair values of the net assets acquired from Poit Energia on 16 April
2012. Accordingly the fair values previously reported at 31 December 2012 have been restated with an increase
in goodwill and a corresponding decrease in property, plant and equipment of £2 million at December 2012.
Goodwill impairment tests
Goodwill has been allocated to cash generating units (CGUs) as follows:
Americas
Europe, Middle East and Africa
Asia, Pacific and Australia
Group
Local business
Power Projects
Group
2013
£ million
113
12
8
133
131
2
133
2012
£ million
125
12
8
145
143
2
145
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 8.6% after tax (2012: 8.9%), based on the weighted average
cost of capital (WACC) of the Group. Before tax the estimated discount rate was 11.7% (2012: 12.2%). The
WACC was calculated using the market capitalisation basis as at 31 December 2013 (i.e. equity valued basis).
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%.
130
Aggreko plc Annual Report and Accounts 2013 12 GOODWILL CONTINUED
As at 31 December 2013, 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.
13 OTHER INTANGIBLE ASSETS
Refer to Note 28.A2.
14 PROPERTY, PLANT AND EQUIPMENT
Year ended 31 December 2013
Cost
At 1 January 2013 (Restated Note 12)
Exchange adjustments
Additions
Disposals
At 31 December 2013
Accumulated depreciation
At 1 January 2013
Exchange adjustments
Charge for the year
Disposals
At 31 December 2013
Net book values:
At 31 December 2013
At 31 December 2012
Year ended 31 December 2012 (Restated, Note 12)
Cost
At 1 January 2012
Exchange adjustments
Additions
Acquisitions
Fair value adjustments
Disposals
At 31 December 2012
Accumulated depreciation
At 1 January 2012
Exchange adjustments
Charge for the year
Disposals
At 31 December 2012
Net book values:
At 31 December 2012
At 31 December 2011
Freehold
properties
£ million
Short
leasehold
properties
£ million
Rental
fleet
(Restated)
£ million
Vehicles,
plant and
equipment
£ million
59
(1)
7
(2)
63
18
–
2
(1)
19
44
41
18
(1)
2
–
19
10
–
2
–
12
7
8
2,328
(108)
205
(52)
2,373
1,134
(54)
257
(46)
1,291
1,082
1,194
95
(5)
14
(20)
84
62
(3)
12
(19)
52
32
33
Freehold
properties
£ million
Short
leasehold
properties
£ million
Rental
fleet
(Restated)
£ million
Vehicles,
plant and
equipment
£ million
58
(2)
3
–
–
–
59
17
(1)
2
–
18
41
41
17
–
2
–
–
(1)
18
9
–
2
(1)
10
8
8
2,013
(89)
415
44
(2)
(53)
2,328
998
(40)
222
(46)
1,134
1,194
1,015
79
(3)
20
3
–
(4)
95
56
(1)
10
(3)
62
33
23
Total
£ million
2,500
(115)
228
(74)
2,539
1,224
(57)
273
(66)
1,374
1,165
1,276
Total
£ million
2,167
(94)
440
47
(2)
(58)
2,500
1,080
(42)
236
(50)
1,224
1,276
1,087
The 2012 comparatives have been restated for the final fair value adjustments arising on the acquisition of Poit
Energia which totalled a £2 million reduction in rental fleet cost at 31 December 2012.
131
Aggreko plc Annual Report and Accounts 2013ACCOUNTS
NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
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
Accrued income
Other receivables
Total receivables
2013
£ million
144
5
149
2012
£ million
172
6
178
2013
£ million
346
(61)
2012
£ million
356
(63)
285
26
64
42
417
293
24
69
35
421
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
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
2013
£ million
9
53
210
145
417
2012
£ million
13
44
212
152
421
2013
£ million
63
–
(1)
(1)
2012
£ million
36
32
(3)
(2)
61
63
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 2013
Americas
Europe, Middle East and Africa
Asia, Pacific and Australia
Group
Local business
Power Projects
Group
132
Fully
performing
£ million
29
69
18
116
74
42
116
Past
due
£ million
82
59
28
169
64
105
169
Impaired
£ million
35
20
6
61
12
49
61
Total
£ million
146
148
52
346
150
196
346
Aggreko plc Annual Report and Accounts 2013 16 TRADE AND OTHER RECEIVABLES CONTINUED
31 December 2012
Americas
Europe, Middle East and Africa
Asia, Pacific and Australia
Group
Local business
Power Projects
Group
Fully
performing
£ million
55
63
23
141
82
59
141
Past
due
£ million
65
57
30
152
62
90
152
Impaired
£ million
47
12
4
63
10
53
63
Total
£ million
167
132
57
356
154
202
356
Trade receivables are classified as impaired if they are not considered recoverable. 43% of the amounts past due
are less than 30 days past due (2012: 42%).
The Group assesses credit quality differently in relation to its two business models as explained below:
Local business
Our Local business serves customers in North, Central and South America, Europe, the Middle East, Africa,
Asia and Australasia. 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 London Olympics, which
was included in the Europe, Middle East and Africa business in 2012. 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. Receivables written off during the year as uncollectable as a percentage
of total gross debtors was 1% (2012: 2%).
Power Projects
Our Power Projects business concentrates on medium to very large contracts. Most projects in this business are
worth over £1 million. Customers are mainly in developing countries and include power utilities, governments,
armed forces, oil companies and mining companies.
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 Power Projects business although the risk of a major default is high.
The total trade receivables balance as at 31 December 2013 for our Power Projects business was £196 million
(2012: £202 million). Within this balance, receivable balances totalling £105 million (2012: £117 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 £91 million (2012:
£85 million) is deemed to be either acceptable or payment cover is not obtainable in a cost effective manner.
133
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
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
2013
£ million
2012
£ million
138
227
365
26
10
36
401
(15)
(23)
363
199
232
431
22
163
185
616
–
(23)
593
2013
£ million
36
38
100
–
45
182
401
2012
£ million
185
–
174
25
–
232
616
(ii) Borrowing facilities
The Group has the following undrawn committed floating rate borrowing facilities available at 31 December 2013
in respect of which all conditions precedent had been met at that date:
2013
£ million
30
185
202
–
72
–
489
2012
£ million
190
–
54
50
–
–
294
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
(iii) Interest rate risk profile of financial liabilities
Refer to Note 28.A3.
(iv) Interest rate risk profile of financial assets
Refer to Note 28.A3.
(v) Preference share capital
Refer to Note 28.A3.
18 FINANCIAL INSTRUMENTS
Refer to Note 28.A4.
(i) Fair values of financial assets and financial liabilities
Refer to Note 28.A4.
(ii) Summary of methods and assumptions
Refer to Note 28.A4.
134
Aggreko plc Annual Report and Accounts 2013 18 FINANCIAL INSTRUMENTS CONTINUED
(iii) Derivative financial instruments
Refer to Note 28.A4.
(iv) The exposure of the Group to interest rate changes when borrowings reprice
Refer to Note 28.A4.
19 TRADE AND OTHER PAYABLES
Trade payables
Other taxation and social security payable
Other payables
Accruals
Deferred income
2013
£ million
71
9
87
113
20
300
2012
£ million
124
8
76
107
23
338
The value of trade and other payables quoted in the table above also represent the fair value of these items.
20 PROVISIONS
At 1 January 2013
Utilised during year
At 31 December 2013
Reorganisation and
Poit integration
£ million
6
(6)
–
The provision for reorganisation and Poit integration comprises the estimated costs of the Group reorganisation
and also the integration of the Poit Energia acquisition into the Group. The provisions were generally in respect
of professional fees, severance costs, relocation costs and travel expenses directly related to the reorganisation
and integration.
21 DEFERRED TAX
At 1 January
Impact of reduction in UK CT rate
Deferred tax on acquisitions
Credit/(charge) to the income statement (Note 9)
Debit to equity
Exchange differences
At 31 December
2013
£ million
(28)
1
–
4
(3)
(2)
2012
£ million
8
–
1
(17)
(20)
–
(28)
(28)
The UK Corporation tax rate reduced from 24% to 23% from 1 April 2013 and results in a UK corporation tax
rate for the year ended 31 December 2013 of 23.3%. During the year, further changes in the UK corporation tax
rate were substantively enacted as part of the Finance Bill 2013 on 2 July 2013. These include reductions in the
main rate of corporation tax from 23% to 21% from 1 April 2014 and to 20% from 1 April 2015. The relevant
deferred tax balances have been re-measured accordingly.
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 £18 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.
135
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
21 DEFERRED TAX CONTINUED
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 £5 million (2012: £1 million)
of which £5 million (2012: £1 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 £13 million (2012: £8 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 2013
Credit/(charge) to the income statement
Debit to equity
Exchange differences
At 31 December 2013
Deferred tax assets
At 1 January 2013
Credit/(charge) to the income statement
At 31 December 2013
Accelerated capital
depreciation
£ million
(68)
4
–
–
Other temporary
differences
£ million
19
(1)
(3)
(2)
(64)
13
Accelerated capital
depreciation
£ million
4
(2)
Other temporary
differences
£ million
17
4
2
21
Total
£ million
(49)
3
(3)
(2)
(51)
Total
£ million
21
2
23
The net deferred tax liability due after more than one year is £28 million (2012: liability of £28 million).
22 SHARE CAPITAL
(i) Ordinary shares of 13549/775 pence
(2012: 13549/775 pence)
At 1 January
Share conversion (1 ordinary share for every
39.4 B shares as at 31 May 2012)
Employee share option scheme
At 31 December
(ii) Deferred ordinary shares of 618/25 pence
(2012: 618/25 pence)
2013
Number of
shares
2013
£000
2012
Number of
shares
2012
£000
268,366,083 36,789
266,719,246
36,563
–
663,462
–
91
94,280
1,552,557
13
213
269,029,545 36,880
268,366,083
36,789
At 1 January and 31 December
182,700,915 12,278
182,700,915
12,278
(iii) B shares of 618/25 pence (2012: 618/25 pence)
At 1 January
Transfer to capital redemption reserve
Share conversion
At 31 December
(iv) Deferred ordinary shares of 1/775 pence
(2012: 1/775 pence)
At 1 January
Share conversion
At 31 December
–
–
–
–
–
–
–
–
6,663,731
(2,947,585)
(3,716,146)
–
448
(198)
(250)
–
18,352,057,648
–
18,352,057,648
237
–
237
–
18,352,057,648
18,352,057,648
–
237
237
136
Aggreko plc Annual Report and Accounts 2013
22 SHARE CAPITAL CONTINUED
During the year 303,348 ordinary shares of 13549/775 pence each have been issued at prices ranging from £4.37
to £14.27 (US $22.52) to satisfy the exercise of options under the Savings-Related Share Option Schemes
(‘Sharesave’) by eligible employees. In addition 360,114 shares were allotted to US participants in the
Long-term Incentive Plan by the allotment of new shares at 13549/775 pence per share.
SHARE OPTIONS
Refer to Note 28.A5.
23 TREASURY SHARES
Treasury shares
2013
£ million
(24)
2012
£ million
(34)
Interests in own shares represents the cost of 1,331,750 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
Sharesave maturity
31 December
(i) Purchased at an average share price of £15.93 (2012: £21.64).
2013
Number of
shares
2,176,628
62,459
(855,501)
(51,836)
2012
Number of
shares
4,805,289
508,162
(3,136,823)
–
1,331,750
2,176,628
These shares represent 0.5% of issued share capital as at 31 December 2013 (2012: 0.8%).
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 and Aggreko Sharesave Plans. 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 2013 was £23 million (31 December 2012: £38 million).
24 CAPITAL COMMITMENTS
Contracted but not provided for (property, plant and equipment)
25 OPERATING LEASE COMMITMENTS – MINIMUM LEASE PAYMENTS
Commitments under non cancellable operating leases expiring:
Within 1 year
Later than 1 year and less than 5 years
After 5 years
Total
26 PENSION COMMITMENTS
Refer to Note 28.A6.
2013
£ million
15
2012
£ million
13
2013
£ million
2012
£ million
25
42
13
80
21
35
10
66
27 INVESTMENTS IN SUBSIDIARIES
The 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.
137
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
27 INVESTMENTS IN SUBSIDIARIES CONTINUED
Papua New
Guinea
Peru
Philippines
Poland
Republic of
Trinidad & Tobago
Romania
Russia
Rwanda
Senegal
Singapore
South Africa
South Korea
Spain
Thailand
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
Turkey
UAE
UK
UK
UK
UK+
UK**
UK
UK
UK
UK
UK
UK
UK
UK
UK
Uruguay
Uruguay
USA
USA
USA
Venezuela
Barbados
Belgium
Brazil
Angola
Argentina
Australia
Aggreko Angola Lda
Aggreko Argentina S.R.L.
Aggreko Generators Rental Pty
Limited
Aggreko Barbados Limited
Aggreko Belgium NV
Aggreko Energia Locacao de
Geradores Ltda
Cameroon
Aggreko Cameroon S.R.L.
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 Costa Rica S.A.
Aggreko Cote d’lvoire S.A.R.L.
Aggreko (Middle East) Limited
Aggreko DRC S.P.R.L.
Colombia
Costa Rica
Cote d’Ivoire
Cyprus*
Democratic Republic
of the Congo
Dominican Republic
Ecuador
Finland
France
Gabon
Germany
Hong Kong
India
Indonesia
Ireland
Italy
Japan
Kenya
Malaysia
Mauritius
Mexico
Mexico
Mexico
Mozambique
Namibia
New Zealand
Nigeria
Nigeria
Norway
Panama
Aggreko Dominican Republic
Aggreko Energy Ecuador CIA
Aggreko Finland Oy
Aggreko France S.A.R.L.
Aggreko Gabon S.A.R.L.
Aggreko Deutschland GmbH
Aggreko Hong Kong Limited
Aggreko Energy Rental India Private
Limited +++
PT Aggreko Energy Services (Indonesia)
Aggreko Ireland Limited
Aggreko Italia S.R.L.
Aggreko Japan Limited
Aggreko Kenya Energy Rentals Limited
Aggreko Malaysia SDN BHD
Aggreko Shanduka Mauritius
Limited***
Aggreko Energy Mexico SA de CV
Aggreko Services Mexico SA de CV
Aggreko SA de CV ++++
Aggreko Mocambique Limitada
Aggreko Namibia Energy Rentals
(Pty) Ltd
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 Energy Solutions Inc
Aggreko Polska Spolka Z Organiczona
Aggreko Trinidad Limited
Aggreko South East Europe S.R.L.
Aggreko Eurasia LLC
Aggreko Rwanda Limited
Aggreko Senegal S.A.R.L.
Aggreko (Singapore) PTE Limited
Aggreko Energy Rental South Africa
(Proprietary) Limited
Aggreko South Korea Limited
Aggreko Iberia SA
Aggreko (Thailand) Limited
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 Enerji ve Isi Kontrol Ticaret
Anonim Sirketi
Aggreko Middle East Limited FZE
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
Aggreko US Limited
Aggreko Generators Limited ++++
Aggreko Luxembourg Holdings ++++
Aggreko Quest Trustee Limited ++++
CS1 Limited ++++
Dunwilco (680) Limited ++++
Rotor-Wheel UK Limited ++++
Aggreko Uruguay S.A.
Delebau S.A.
Aggreko Holdings Inc +
Aggreko USA LLC +
Aggreko LLC
Aggreko de Venezuela C.A.
*
Registered in Cyprus
** Administered from Dubai and registered in the UK
*** Aggreko ownership is 70%, remainder is held by Shanduka Africa Investments Limited
+
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
138
Aggreko plc Annual Report and Accounts 2013 28 NOTES TO THE GROUP ACCOUNTS – APPENDICES
28.A1 ACCOUNTING POLICIES
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, foreign currency options 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.
CASH FLOW HEDGES
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 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 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.
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.
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.
139
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
28.A2 OTHER INTANGIBLE ASSETS
Cost
At 1 January
Acquisitions
Disposals
Exchange adjustments
At 31 December
Accumulated amortisation
At 1 January
Charge for the year
Disposals
Exchange adjustments
At 31 December
Net book values:
At 31 December
2013
£ million
2012
£ million
45
–
(2)
(4)
39
19
5
(2)
(1)
21
18
31
16
–
(2)
45
15
5
–
(1)
19
26
Amortisation charges in the year mainly comprised amortisation of assets arising from business combinations and
have been recorded in administrative expenses.
28.A3 BORROWINGS
(i) Interest rate risk profile of financial liabilities
The interest rate profile of the Group’s financial liabilities at 31 December 2013, after taking account of the interest
rate swaps used to manage the interest profile, was:
Floating
rate
£ million
Fixed
rate
£ million
Total
£ million
Weighted average
interest rate
%
Weighted average
period for which
rate is fixed
Years
Fixed rate debt
Currency:
US Dollar
Euro
Canadian Dollars
New Zealand Dollars
South African Rand
Mexican Pesos
Russian Rubles
Brazil Reais
Indian Rupees
Singapore Dollars
Romanian Lieu
Colombian Peso
Other currencies
11
17
14
6
5
10
6
16
8
5
8
4
4
287
–
–
–
–
–
–
–
–
–
–
–
–
As at 31 December 2013
114
287
298
17
14
6
5
10
6
16
8
5
8
4
4
401
4.3
–
–
–
–
–
–
–
–
–
–
–
–
6.9
–
–
–
–
–
–
–
–
–
–
–
–
140
Aggreko plc Annual Report and Accounts 2013 28.A3 BORROWINGS CONTINUED
(i) Interest rate risk profile of financial liabilities continued
Currency:
US Dollar
Euro
Canadian Dollars
Australian Dollars
New Zealand Dollars
South African Rand
Mexican Pesos
Russian Rubles
Brazilian Reais
Indian Rupees
Peruvia Neuvo Sol
Colombian Peso
Other currencies
As at 31 December 2012
Floating
rate
£ million
Fixed
rate
£ million
Total
£ million
Weighted average
interest rate
%
Weighted average
period for which
rate is fixed
Years
Fixed rate debt
206
–
16
8
10
7
7
6
19
10
5
6
5
305
295
16
–
–
–
–
–
–
–
–
–
–
–
311
501
16
16
8
10
7
7
6
19
10
5
6
5
616
4.3
5.0
–
–
–
–
–
–
–
–
–
–
–
7.9
0.6
–
–
–
–
–
–
–
–
–
–
–
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 £60 million (2012: £78 million) of borrowings in the
above table as fixed rate.
The notional principal amount of the outstanding interest rate swap contracts at 31 December 2013 was
£60 million (2012: £78 million).
(ii) Interest rate risk profile of financial assets
Cash at bank
and in hand
£ million
Short-term
deposits
£ million
Total
£ million
Currency:
US Dollar
Euro
Brazilian Reais
Argentinian Pesos
Australian Dollar
Other currencies
At 31 December 2013
Currency:
US Dollar
Euro
United Arab Emirates Dirham
Brazilian Reais
Chilean Pesos
Other currencies
At 31 December 2012
8
1
2
2
2
8
23
4
1
3
3
3
9
23
–
–
–
15
–
–
15
–
–
–
–
–
–
–
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 market rates for the currency concerned.
8
1
2
17
2
8
38
4
1
3
3
3
9
23
141
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
28.A3 BORROWINGS CONTINUED
(iii) Preference share capital
Authorised:
Redeemable preference shares of 25p each
2013
Number
2013
£000
2012
Number
199,998
50
199,998
2012
£000
50
No redeemable preference shares were allotted as at 31 December 2013 and 31 December 2012. The Board
is authorised to determine the terms, conditions and manner of redemption of redeemable shares.
28.A4 FINANCIAL INSTRUMENTS
As stated in our accounting policies Note 28.A1 on page 139 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 2013. Fair value is the price that would be received to sell
an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement
date. 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
Foreign currency options
Forward foreign currency contracts
2013
2012
Book
value
£ million
Fair
value
£ million
Book
value
£ million
Fair
value
£ million
(36)
(365)
15
23
(8)
11
(1)
(36)
(365)
15
23
(8)
11
(1)
(185)
(431)
–
23
(13)
11
(1)
(185)
(431)
–
23
(13)
11
(1)
(ii) Summary of methods and assumptions
Interest rate swaps and foreign currency derivatives
Fair value is based on market price of these instruments at the balance sheet date. In accordance with IFRS 13,
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. Forward foreign currency contracts and currency options 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.
142
Aggreko plc Annual Report and Accounts 2013 28.A4 FINANCIAL INSTRUMENTS CONTINUED
(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.
Current:
Interest rate swaps – cash flow hedge
Forward foreign currency contracts – cash flow hedge
Currency options – cash flow hedge
Non-current:
Interest rate swaps – cash flow hedge
Currency options – cash flow hedge
2013
2012
Assets
£ million
Liabilities
£ million
Assets
£ million
Liabilities
£ million
–
–
11
–
–
11
–
(1)
–
(8)
–
(9)
–
–
5
–
6
11
–
(1)
–
(13)
–
(14)
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:
Interest rate swaps
Currency options
Forward foreign currency contracts
2013
£ million
(8)
11
(1)
2
2012
£ million
(13)
11
(1)
(3)
The net fair value losses at 31 December 2013 on open forward exchange contracts that hedge the foreign currency
risk of future anticipated revenues are £1 million (2012: £1 million) and that hedge the foreign currency risk of
future anticipated expenditure are £nil. These will be allocated to revenues when the forecast revenues occur
(2012 anticipated future expenditure: £nil). The net fair value liabilities at 31 December 2013 on open interest
swaps that hedge interest risk are £8 million (2012: liabilities of £13 million). These will be debited to the income
statement finance cost over the remaining life of each interest rate swap. Currency options are financial assets
which are considered to have two components (intrinsic element and time element). The intrinsic element hedges
the foreign currency risk of future anticipated revenues and this will be allocated to revenues when the forecast
revenues occur. The time element is expensed to the income statement in line with the life of the options.
Hedge of net investment in foreign entity
The Group has designated as a hedge of the net investment in its overseas subsidiaries foreign currency
denominated borrowings as detailed in the table below. The fair value of these borrowings were as follows:
US Dollar
Euro
Canadian Dollars
Australian Dollars
New Zealand Dollars
South African Rand
Mexican Pesos
Singapore Dollars
Russian Rubles
2013
£ million
287
17
14
–
6
5
10
5
6
2012
£ million
500
16
16
8
10
6
8
–
6
The foreign exchange gain of £8 million (2012: gain of £18 million) on translation of the borrowings into
Sterling has been recognised in exchange reserves.
143
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
28.A4 FINANCIAL INSTRUMENTS CONTINUED
(iv) The exposure of the Group to interest rate changes when borrowings reprice is as follows:
As at 31 December 2013
Total borrowings
Effect of interest rate swaps and other fixed rate debt
As at 31 December 2012
Total borrowings
Effect of interest rate swaps and other fixed rate debt
<1 year
£ million
36
–
36
1-5 years
£ million
183
(45)
138
>5 years
£ million
182
(242)
Total
£ million
401
(287)
(60)
114
<1 year
£ million
184
(16)
168
1-5 years
£ million
199
–
199
>5 years
£ million
233
(295)
Total
£ million
616
(311)
(62)
305
As at 31 December 2013 and 31 December 2012 all of the Group’s floating debt was exposed to repricing within
3 months of the balance sheet date. 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 122.
The effective interest rates at the balance sheet date were as follows:
Bank overdrafts
Bank borrowings
Private placement
2013
6.2%
3.1%
4.2%
2012
8.6%
2.7%
4.2%
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 2013
Borrowings
Derivative financial instruments
Trade and other payables
As at 31 December 2012
Borrowings
Derivative financial instruments
Trade and other payables
<1 year
36
1
72
109
<1 year
184
1
131
316
1-2 years
38
–
1
39
1-2 years
–
–
–
–
2-5 years
145
–
8
153
2-5 years
199
–
3
202
>5 years
182
8
61
251
>5 years
233
13
80
326
No trade payable balances have a contractual maturity greater than 90 days.
144
Aggreko plc Annual Report and Accounts 2013 28.A4 FINANCIAL INSTRUMENTS CONTINUED
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.
As at 31 December 2013
Forward foreign exchange contracts – cashflow hedges
Outflow
Inflow
As at 31 December 2012
Forward foreign exchange contracts – cashflow hedges
Outflow
Inflow
<1 year
(76)
75
(1)
<1 year
53
(52)
1
All of the Group’s forward foreign currency exchange contracts are due to be settled within one year of the
balance sheet date.
28.A5 SHARE CAPITAL
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.
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 (£)
31-Oct-08
4.3
4.4
211,082
5
32.4
5.3
3.8
30-Oct-09
7.6
5.5
70,609
5
37.0
5.3
2.8
30-Oct-09 20-Nov-09
7.5
5.5
16,577
3
42.6
1.4
2.1
7.6
5.5
8,439
4
39.7
4.3
2.5
25-Oct-10
16.9
12.4
48,187
3
43.4
3.3
1.0
25-Oct-10
16.9
12.4
111,294
3
43.4
3.3
1.0
25-Oct-10
16.9
12.9
3,119
4
40.0
4.3
1.4
25-Oct-10
16.9
12.4
13,793
5
38.1
5.3
1.7
2.0
1.2
1.4
3.3
1.4
3.2
1.4
3.0
0.9
6.8
0.9
6.8
0.9
6.8
0.9
7.4
Sharesave
UK
Sharesave
Australia
Sharesave
Canada
Sharesave
International
Sharesave
UAE
Sharesave
UK
Sharesave
Sharesave
25-Oct-10
16.9
12.4
21,402
5
38.1
5.3
1.7
25-Oct-10
16.9
12.9
3,962
5
38.1
5.3
1.7
28-Oct-11
17.3
12.6
74,416
3
41.6
3.3
0.9
28-Oct-11
17.3
13.4
3,869
3
41.6
3.3
0.9
28-Oct-11
17.3
12.7
8,065
3
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
41.6
3.3
0.9
3
41.6
3.3
0.9
0.9
7.4
0.9
7.1
0.8
6.9
0.8
6.5
0.8
6.8
0.8
6.8
0.8
7.2
28-Oct-11
17.3
12.6
13,707
5
38.8
5.3
1.5
0.8
7.7
145
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
28.A5 SHARE CAPITAL CONTINUED
Sharesave
Australia
28-Oct-11
17.3
13.4
2,378
5
38.8
5.3
1.5
Sharesave
28-Oct-11
17.3
12.7
588
5
38.8
5.3
1.5
Sharesave
International
Sharesave
Australia
Sharesave
France
Sharesave
France
US
Stock Plan
Sharesave
UK
28-Oct-11
17.3
12.8
889
5
38.8
5.3
1.5
28-Oct-11
17.3
12.1
31,756
5
38.8
5.3
1.5
28-Oct-11
17.3
13.6
10,826
4
41.2
4.3
1.2
28-Oct-11
17.3
13.6
6,725
5
38.8
5.3
1.5
28-Oct-11
17.3
14.7
75,769
2
32.2
2.1
0.6
16-Oct-12
22.8
19.1
65,861
3
30.4
3.3
0.3
0.8
7.3
0.8
7.6
0.8
7.6
0.8
7.9
0.8
7.0
0.8
7.2
0.8
4.3
1.0
6.2
Sharesave
16-Oct-12
22.8
18.9
8,193
3
30.4
3.3
0.3
Sharesave
Canada
Sharesave
France
Sharesave
Germany
Sharesave
France
Sharesave
Netherlands
Sharesave
Spain
Sharesave
UAE
16-Oct-12
22.8
19.1
1,648
3
30.4
3.3
0.3
16-Oct-12
22.8
19.2
8,226
4
38.4
3.3
0.6
16-Oct-12
22.8
19.2
1,466
3
30.4
3.3
0.3
16-Oct-12
22.8
19.2
1,320
3
30.4
5.3
0.3
16-Oct-12
22.8
19.2
5,182
3
30.4
5.3
0.3
16-Oct-12
16-Oct-12
22.8
22.8
19.2
19.3
470 142,689
3
30.4
5.3
0.3
3
30.4
5.3
0.3
1.0
6.3
1.0
6.2
1.0
7.9
1.0
6.1
1.0
6.1
1.0
6.1
1.0
6.1
1.0
6.1
US
Stock Plan
Sharesave
UK
Sharesave
Australia
Sharesave
Canada
Sharesave
France
Sharesave
Germany
Sharesave
Ireland
Sharesave
Netherlands
16-Oct-12
22.8
19.4
08-Oct-13
14.7
13.0
67,808 131,591
3
33.4
3.5
1.0
2
29.2
2.1
0.3
08-Oct-13
14.7
13.0
7,911
3
33.4
3.5
1.0
08-Oct-13
14.7
13.0
11,222
3
33.4
3.5
1.0
08-Oct-13
14.7
13.0
2,987
4
32.9
4.5
1.4
08-Oct-13
14.7
13.0
735
3
33.4
3.5
1.0
08-Oct-13
14.7
13.0
1,186
3
33.4
3.5
1.0
08-Oct-13
14.7
13.0
11,778
3
33.4
3.5
1.0
1.0
5.3
1.7
3.9
1.7
3.9
1.7
3.9
1.7
4.3
1.7
3.9
1.7
3.9
1.7
3.9
Sharesave
UAE
Sharesave
Chile
Sharesave
Mexico
08-Oct-13
14.7
13.0
161,005
3
33.4
3.5
1.0
08-Oct-13
14.7
13.0
1,124
3
33.4
3.5
1.0
08-Oct-13
14.7
13.0
2,469
3
33.4
3.5
1.0
Sharesave
New
Zealand
08-Oct-13
14.7
13.0
2,530
3
33.4
3.5
1.0
Sharesave
Singapore
US
Stock Plan
08-Oct-13
14.7
13.0
19,577
3
33.4
3.5
1.0
08-Oct-13
14.7
12.5
83,239
2
35.1
2.2
0.5
1.7
3.9
1.7
3.9
1.7
3.9
1.7
3.9
1.7
3.9
1.7
3.7
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 (£)
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 (£)
146
Aggreko plc Annual Report and Accounts 2013 28.A5 SHARE CAPITAL CONTINUED
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 2013
Granted
Exercised
Lapsed
Sharesave
schemes
Number of
Shares
1,174,842
354,115
(297,592)
(194,480)
Weighted
average
exercise
price
(£)
10.65
13.03
5.49
15.80
US Stock
option plans
Number of
Shares
146,248
83,239
(57,592)
(20,573)
Weighted
average
exercise
price
(£)
16.82
12.52
14.64
17.02
Long-term
Incentive
Plans
Number of
Shares
921,902
484,810
(360,114)
(147,443)
Weighted
average
exercise
price
(£)
nil
nil
nil
nil
Outstanding at 31 December 2013
1,036,885
11.97
151,322
15.22
899,155
nil
Weighted average contractual life (years)
2
1
1
The weighted average share price during the year for options exercised over the year was £6.97 (2012: £4.97).
The total credit for the year relating to employee share based payment plans was £2 million (2012: charge of
£13 million), all of which related to equity-settled share based payment transactions.
Options outstanding over ordinary shares as at 31 December 2013 (including those of the Executive Directors),
together with the exercise prices and dates of exercise, are as follows:
Sharesave – Nov 2007
Sharesave – Oct 2008 France 4 year
Sharesave – Oct 2008 5 year
Sharesave – Oct 2008 France 5 year
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 French 5 year – Oct 2010
Long-term Incentive Plan – Apr 2011
US Stock Option Plan – Oct 2011
Sharesave UK 3 year – 28 Oct 2011
Sharesave International 3 year – 28 Oct 2011
Price per
share
Earliest
exercise date
Jan 2013
Jan 2014
Jan 2014
Jan 2013
Jan 2013
Jan 2013
Jan 2013
Jan 2013
Jan 2014
Jan 2015
Jan 2015
Jan 2015
Latest
exercise date
£5.04 Nov 2012 May 2013
£4.91 Nov 2012 May 2013
Jun 2013
£4.37
Jun 2014
£4.37
Jun 2014
£4.37
Jun 2013
£5.53
Jun 2013
US$8.77
Jun 2013
US$8.77
Jun 2013
€ 6.02
Jun 2013
CAD$9.53
Jun 2014
€ 6.02
Jun 2015
£5.53
Jun 2015
US$8.77
Jun 2015
€ 6.02
– Apr 2013 Oct 2013
Jan 2013
Jun 2014
Jun 2014
Jun 2014
Jun 2014
Jun 2014
Jun 2015
Jun 2016
Jun 2016
Jun 2016
Jun 2016
Jun 2016
Jun 2016
– Apr 2014 Oct 2014
Jan 2014
Jun 2015
Jun 2015
Jun 2015
Jun 2015
Jun 2015
US$22.52 Nov 2012
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$23.69 Nov 2013
Jan 2015
Jan 2015
Jan 2015
Jan 2015
Jan 2015
£12.39
US$19.57
CA$20.21
AU$20.21
€ 14.39
€ 14.52
£12.39
US$19.57
CA$20.21
AU$20.21
€ 14.39
€ 14.52
£12.60
US$19.43
CA$20.38
AU$20.23
€ 14.60
2013
Number
–
–
–
125,092
8,617
–
–
–
–
–
4,558
30,143
20,207
1,295
–
–
37,818
77,985
724
4,860
4,855
1,996
8,000
11,797
296
3,602
416
3,384
153,863
12,805
61,290
92,096
4,508
3,106
14,368
2012
Number
31,435
4,390
25,921
132,220
8,617
94,166
113,029
16,577
22,232
3,515
5,953
30,143
20,207
1,295
502,140
8,287
40,645
81,742
902
4,860
6,305
2,855
11,337
11,818
296
3,602
416
3,962
157,350
70,310
70,822
104,964
5,397
3,869
15,819
Market
price (£)1
5.73
5.73
4.33
4.33
4.33
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
147
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
28.A5 SHARE CAPITAL CONTINUED
Sharesave French 4 year – 28 Oct 2011
Sharesave UK 5 year – 28 Oct 2011
Sharesave International 5 year – 28 Oct 2011
Sharesave French 5 year – 28 Oct 2011
Long-term Incentive Plan – Apr 2012
US Stock Option Plan – 16 Oct 2012
Sharesave UK 3 year – 16 Oct 2012
Sharesave International 3 year – 16 Oct 2012
Sharesave French 4 year – 16 Oct 2012
Long-term Incentive Plan – Aug 2013
US Stock Option Plan – 8 Oct 2013
Sharesave UK 3 year – 8 Oct 2013
Sharesave International 3 year – 8 Oct 2013
Sharesave French 4 year – 8 Oct 2013
1 Market price as at the date of grant.
£19.11
US$31.00
CA$30.26
AU$29.61
€ 23.74
€ 23.74
Price per
share
€ 15.52
£12.60
US$19.43
AU$20.23
€ 14.60
€ 15.52
Earliest
exercise date
Jan 2016
Jan 2017
Jan 2017
Jan 2017
Jan 2017
Jan 2017
Latest
exercise date
Jun 2016
Jun 2017
Jun 2017
Jun 2017
Jun 2017
Jun 2017
– Apr 2015 Oct 2015
Jan 2015
Jun 2016
Jun 2016
Jun 2016
Jun 2016
Jun 2016
Jun 2017
Feb 2017
Jan 2016
Jun 2017
Jun 2017
Jun 2017
Jun 2017
Jun 2017
Jun 2017
Jun 2017
Jun 2017
Jun 2017
Jun 2018
US$31.15 Nov 2014
Jan 2016
Jan 2016
Jan 2016
Jan 2016
Jan 2016
Jan 2017
– Aug 2016
US$20.14 Nov 2015
Jan 2017
Jan 2017
Jan 2017
Jan 2017
Jan 2017
Jan 2017
Jan 2017
Jan 2017
Jan 2017
Jan 2018
£13.03
US$20.60
CAD$21.29
AU$22.12
NZ$25.53
SGD$26.12
MXN269.78
CLP 10377.02
€ 15.49
€ 15.49
2013
Number
8,113
12,946
24,377
2,378
684
5,566
260,482
55,771
20,794
69,266
1,648
6,153
3,568
7,437
484,810
82,746
130,418
161,005
11,222
7,911
2,530
19,577
2,469
1,124
13,699
2,987
2012
Number
10,672
13,707
26,491
2,378
889
6,339
262,412
67,651
65,861
142,689
1,648
8,193
8,438
8,226
–
–
–
–
–
–
–
–
–
–
–
–
Market
price (£)1
17.28
17.28
17.28
17.28
17.28
17.28
21.86
22.78
22.78
22.78
22.78
22.78
22.78
22.78
16.42
14.72
14.72
14.72
14.72
14.72
14.72
14.72
14.72
14.72
14.72
14.72
2,087,362 2,242,992
28.A6 PENSIONS
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
2013 was £7 million (2012: £7 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.
The Trustee of the Scheme has control over the operation, funding and investment strategy of the Scheme but
works closely with the Company to agree funding and investment strategy.
A valuation of the Scheme was carried out as at 31 December 2011 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
Growth in average pay levels
Increase in pensions
4.2%
4.9%
3.3%
At the valuation date, the market value of the Scheme’s assets (excluding AVCs) was £59 million which was
sufficient to cover 78% of the benefits that had accrued to members, after making allowances for future increases
in earnings.
148
Aggreko plc Annual Report and Accounts 2013 28.A6 PENSIONS CONTINUED
As part of the valuation at 31 December 2011, the Company and the trustees have agreed upon a Schedule
of Contributions and a Recovery Plan. During 2012 the Company contributions for benefits building up in the
future were 28.6% of pensionable earnings. Since 1 February 2013 the Company has paid contributions of 35.9%
of pensionable earnings. To address the Scheme deficit the Company made contributions of £0.6 million in
January 2012, £3.5 million in December 2012 and £2.5 million in January 2013.
The Company plans to make further additional contributions of £2 million in 2014 and £1.25 million each year
until the year ended 31 December 2018. Employee contributions are 6% of pensionable earnings.
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 £1 million were paid to the scheme during
the year (2012: £1 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
Longevity at age 65 for current pensioners (years)
Men
Women
Longevity at age 65 for future pensioners (years)
Men
Women
The assets in the Scheme were:
Equities
– UK Equities
– Overseas Equities
– Diversified Growth
– Absolute Return
Property
Index-linked Bonds
Fixed interest Bonds
Bonds
Cash
Total
31 Dec 2013
5.2%
3.5%
3.7%
4.5%
3.7%
31 Dec 2012
4.8%
3.2%
3.3%
4.5%
3.3%
23.9
26.5
26.6
29.3
23.8
26.3
26.5
29.1
Value at
31 Dec 2013
£ million
Value at
31 Dec 2012
£ million
Value at
31 Dec 2011
£ million
8
10
7
7
4
22
6
13
1
78
12
14
–
–
4
16
–
19
5
70
11
12
–
–
4
16
–
15
1
59
There is a risk of asset volatility leading to a deficit in the Scheme. Working with the Company, the Trustee has
agreed investment derisking triggers which, when certain criteria are met, will decrease corporate bond and fixed
interest gilt holdings and increase the holding of index linked bonds. Over time, this will result in an investment
portfolio which better matches the liabilities of the Scheme thereby reducing the risk of asset volatility. However
there remains a significant level of investment mismatch in the Scheme. This is deliberate and is aimed at
maximising the Scheme’s long term investment return whilst retaining adequate control of the funding risks.
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
2013
£ million
78
(84)
(6)
2012
£ million
70
(74)
(4)
2011
£ million
59
(65)
(6)
149
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE GROUP ACCOUNTS CONTINUED
For the year ended 31 December 2013
28.A6 PENSIONS CONTINUED
An alternative method of valuation is the estimated cost of buying out benefits at 31 December 2013 with
a suitable insurer. This amount represents the amount that would be required to settle the Scheme liabilities
at 31 December 2013 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 2013 is around
£111 million which gives a Scheme shortfall on a buyout basis of approximately £33 million.
The components of the defined benefit cost as follows:
Current service costs
Net interest cost
– Interest expense on liabilities
– Interest income on assets
Administrative expenses and taxes
2013
£ million
2
2012
£ million
2
3
(3)
–
2
3
(3)
–
2
The majority of the £2 million cost was included within administrative expenses in the income statement.
Changes in the present value of the defined benefit obligation are as follows:
Present value of obligation at 1 January
Service cost
Interest cost
Benefits paid
Remeasurements
– Effect of changes in demographic assumptions
– Effect of changes in financial assumptions
– Effect of experience adjustments
Present value of obligation at 31 December
Defined benefit obligation by participant status
Actives
Deferreds
Pensioners
2013
£ million
74
2
3
(1)
2012
£ million
65
2
3
(1)
–
6
–
84
41
27
16
84
1
5
(1)
74
34
24
16
74
The measurement of the defined benefit obligation is particularly sensitive to changes in key assumptions as
described below:
– The discount rate has been selected following actuarial advice and taking into account the duration of the
liabilities. A decrease in the discount rate of 0.5% p.a. would result in a £13 million increase in the present
value of the defined benefit obligation. The weighted average duration of the defined benefit obligation
liabilities is around 27 years.
for pension increases, salary increases and deferred revaluations. An increase in the inflation rate of 0.5% p.a.
would result in a £12 million increase in the present value of the defined benefit obligation.
– The inflation assumption adopted is consistent with the discount rate used. It is used to set the assumptions
– The longevity assumptions adopted are based on those recommended by the Scheme Actuary advising the
Trustee of the Scheme and reflect the most recent mortality information available at the time of the Trustee
actuarial valuation. The increase in the present value of the defined benefit obligation due to members living
one year longer would be £2 million.
There is a risk that changes in the above assumptions could increase the deficit in the Scheme. Other assumptions
used to value the defined benefit obligation are also uncertain, although their effect is less material.
150
Aggreko plc Annual Report and Accounts 2013 28.A6 PENSIONS CONTINUED
Present value of Scheme assets are as follows:
Fair value of Scheme assets at 1 January
Interest income
Employer contributions
Benefits paid
Remeasurements – return on plan assets (excluding interest income)
Fair value of Scheme assets at 31 December
Analysis of the movement in the balance sheet
At 1 January
Defined benefit cost included in income statement
Contributions
Benefits paid
Total remeasurements
At 31 December
Cumulative actuarial gains and losses recognised in equity
At 1 January
Actuarial losses recognised in the year
At 31 December
2013
£ million
70
3
5
(1)
1
78
2013
£ million
(4)
(2)
5
–
(5)
2012
£ million
59
3
6
–
2
70
2012
£ million
(6)
(2)
6
1
(3)
(6)
(4)
2013
£ million
30
5
35
2012
£ million
28
2
30
The actual return on Scheme assets was £5 million (2012: £5 million).
Expected cash flows in future years
Expected employer contributions for the year ended 31 December 2014 are £4 million. Expected total benefit
payments: approximately £1 million per year for next ten years.
151
Aggreko plc Annual Report and Accounts 2013ACCOUNTS COMPANY BALANCE SHEET (COMPANY NUMBER: SC177553)
As at 31 December 2013
Fixed assets
Tangible assets
Investments
Current assets
Debtors
Cash at bank and in hand
Creditors – amounts falling due within one year
Bank loans and overdrafts
Derivative financial instruments
Other creditors
Net current assets
Total assets less current liabilities
Creditors – amounts falling due after more than one year
Bank loans and overdrafts
Derivative financial instruments
Retirement benefit obligation
Net assets
Shareholders’ equity
Called up share capital
Share premium
Capital redemption reserve
Treasury shares
Hedging reserve
Profit and loss account
Total shareholders’ funds
Notes
2013
£ million
2012
£ million
32
33
34
35
36
37
35
36
39
40
41
41
41
41
41
5
666
671
571
2
573
(2)
–
(322)
249
920
(357)
(8)
(5)
550
49
20
6
(24)
(6)
505
550
5
562
567
659
4
663
(148)
(1)
(209)
305
872
(422)
(13)
(3)
434
49
19
6
(34)
(10)
404
434
The financial statements on pages 152 to 162 were approved by the Board of Directors on 6 March 2014 and
signed on its behalf by:
K Hanna
Chairman
A G Cockburn
Chief Financial Officer
152
Aggreko plc Annual Report and Accounts 2013
COMPANY STATEMENT OF TOTAL RECOGNISED GAINS AND LOSSES
For the year ended 31 December 2013
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
2013
£ million
184
(4)
4
184
2012
£ million
96
(2)
–
94
153
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE COMPANY ACCOUNTS
For the year ended 31 December 2013
29 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 assets and liabilities (including derivative instruments) at
fair values 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. These policies
have been consistently applied to all years presented, unless otherwise stated.
Tangible assets
Tangible 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 assets
Tangible 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).
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 119, 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 120.
154
Aggreko plc Annual Report and Accounts 2013 29 COMPANY ACCOUNTING POLICIES CONTINUED
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.
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 121 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.
30 DIVIDENDS
Refer to Note 10 of the Group Accounts.
31 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 assurance related services
– Tax advising
32 TANGIBLE ASSETS
Cost
At 1 January 2013
Additions
Disposals
At 31 December 2013
Accumulated depreciation
At 1 January 2013
Charge for the year
Disposals
At 31 December 2013
Net book values:
At 31 December 2013
At 31 December 2012
The tangible assets of the Company comprise vehicles, plant and equipment.
2013
£000
178
30
–
2012
£000
182
34
–
Total
£ million
24
2
(17)
9
19
2
(17)
4
5
5
155
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE COMPANY ACCOUNTS CONTINUED
For the year ended 31 December 2013
33 INVESTMENTS
Cost of investments in subsidiary undertakings:
At 1 January 2013
Additions
Net impact of share-based payments
At 31 December 2013
£ million
562
115
(11)
666
Details of the Company’s subsidiary undertakings are set out in Note 27 to the Group Accounts. The Directors
believe that the carrying value of the investments is supported by their underlying net assets.
2013
£ million
567
1
3
–
571
2012
£ million
652
–
5
2
659
2013
£ million
2012
£ million
130
227
357
2
–
2
359
190
232
422
1
147
148
570
2013
£ million
2
30
100
–
45
182
359
2012
£ million
148
–
165
25
–
232
570
34 DEBTORS
Amounts due from subsidiary undertakings
Other debtors
Deferred tax asset (Note 38)
Prepayments and accrued income
35 BANK LOANS AND OVERDRAFTS
Amounts falling due after more than 1 year
Bank borrowings
Private placement notes
Amounts falling due within 1 year
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
156
Aggreko plc Annual Report and Accounts 2013 35 BANK LOANS AND OVERDRAFTS CONTINUED
(ii) Borrowing facilities
The Company has the following undrawn committed floating rate borrowing facilities available at 31 December 2013
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
2013
£ million
30
185
202
–
72
–
489
2012
£ million
190
–
54
50
–
–
294
(iii) Interest rate risk profile of financial liabilities
The interest rate profile of the Company’s financial liabilities at 31 December 2013, after taking account of the
interest rate swaps used to manage the interest profile, was:
Currency:
US Dollar
Euro
South African Rand
Mexican Pesos
Russian Rubles
Romanian Lieu
Canadian Dollar
New Zealand Dollar
Singapore Dollars
At 31 December 2013
Sterling
US Dollar
Euro
South African Rand
Mexican Pesos
Russian Rubles
Australian Dollars
Canadian Dollar
New Zealand Dollar
At 31 December 2012
Floating
rate
£ million
Fixed
rate
£ million
Total
£ million
Fixed rate debt
Weighted
average
interest rate
%
Weighted
average
period for
which rate
is fixed
Years
–
18
5
10
6
8
14
6
5
72
2
205
–
6
7
6
7
16
10
259
287
–
–
–
–
–
–
–
–
287
–
295
16
–
–
–
–
–
–
311
287
18
5
10
6
8
14
6
5
359
2
500
16
6
7
6
7
16
10
570
4.3
–
–
–
–
–
–
–
–
–
4.3
5.0
–
–
–
–
–
–
6.9
–
–
–
–
–
–
–
–
–
7.9
0.6
–
–
–
–
–
–
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 effect of the Company’s interest rate swaps is to classify £60 million (2012: £78 million) of borrowings
in the above table as fixed rate.
The notional principal amount of the outstanding interest rate swap contracts at 31 December 2013 was
£60 million (2012: £78 million).
157
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE COMPANY ACCOUNTS CONTINUED
For the year ended 31 December 2013
35 BANK LOANS AND OVERDRAFTS CONTINUED
(iv) Preference share capital
Authorised:
Redeemable preference shares of 25 pence each
2013
Number
2013
£000
2012
Number
199,998
50
199,998
2012
£000
50
No redeemable preference shares were allotted as at 31 December 2013 and 31 December 2012. The Board
is authorised to determine the terms, conditions and manner of redemption of redeemable shares.
36 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 2013. 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 – cash flow hedge
Forward foreign currency contracts – cash flow hedge
2013
2012
Book
value
£ million
Fair
value
£ million
Book
value
£ million
Fair
value
£ million
(2)
(307)
(357)
(8)
–
(2)
(307)
(357)
(8)
–
(148)
(195)
(422)
(13)
(1)
(148)
(195)
(422)
(13)
(1)
(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.
158
Aggreko plc Annual Report and Accounts 2013 36 FINANCIAL INSTRUMENTS CONTINUED
(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.
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
2013
2012
Assets
£ million
Liabilities
£ million
Assets
£ million
Liabilities
£ million
–
–
–
–
–
–
(8)
(8)
–
–
–
–
–
(1)
(13)
(14)
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
2013
£ million
2012
£ million
–
(8)
–
(8)
–
(13)
(1)
(14)
The net fair value losses at 31 December 2013 on open interest rate swaps that hedge interest risk are £8 million
(2012: losses of £13 million). These will be debited to the profit and loss account interest charge over the remaining
life of each interest rate swap. The net fair value losses at 31 December 2013 on open forward exchange contracts
that hedge the foreign currency risk of future anticipated expenditure are £nil (2012: £1 million).
(iv) The exposure of the Company to interest rate changes when borrowings reprice is as follows:
As at 31 December 2013
Total borrowings
Effect of interest rate swaps and other fixed rate debt
As at 31 December 2012
Total borrowings
Effect of interest rate swaps and other fixed rate debt
<1 year
£ million
2
–
1-5 years
£ million
175
(45)
2
130
>5 years
£ million
182
(242)
(60)
Total
£ million
359
(287)
72
<1 year
£ million
148
(16)
132
1-5 years
£ million
189
–
189
>5 years
£ million
233
(295)
Total
£ million
570
(311)
(62)
259
As at 31 December 2013 and 31 December 2012 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
2013
1.9%
1.8%
4.2%
2012
1.9%
2.2%
4.2%
159
Aggreko plc Annual Report and Accounts 2013ACCOUNTS NOTES TO THE COMPANY ACCOUNTS CONTINUED
For the year ended 31 December 2013
37 OTHER CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Amounts owed to subsidiary undertakings
Accruals and deferred income
38 DEFERRED TAX
At 1 January
Debit to the profit and loss account
Debit 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
39 PENSION COMMITMENTS
FRS 17 Deficit in the scheme (Refer to Note 28.A6 of the Group Accounts)
Related deferred tax asset
2013
£ million
307
15
322
2012
£ million
195
14
209
2013
£ million
5
(1)
(1)
2012
£ million
8
(3)
–
3
1
2
3
1
(1)
1
1
5
–
5
5
1
(1)
1
1
2013
£ million
(6)
1
2012
£ million
(4)
1
(5)
(3)
160
Aggreko plc Annual Report and Accounts 2013 40 SHARE CAPITAL
(i) Ordinary shares of 13549/775 pence
(2012: 13549/775 pence)
At 1 January
Share conversion (1 ordinary share for every
39.4 B shares at 31 May 2012)
Employee share option scheme
2013
Number of
shares
2013
£000
2012
Number of
shares
2012
£000
268,366,083
36,789
266,719,246
36,563
–
663,462
–
91
94,280
1,552,557
13
213
At 31 December
269,029,545
36,880
268,366,083
36,789
(ii) Deferred ordinary shares of 618/25 pence
(2012: 618/25 pence)
At 1 January and 31 December
182,700,915
12,278
182,700,915
12,278
(iii) B shares of 618/25 pence (2012: 618/25 pence)
At 1 January
Transfer to capital redemption reserve
Share conversion
At 31 December
(iv) Deferred ordinary shares of 1/775 pence
(2012: 1/775 pence)
At 1 January
Share conversion
At 31 December
–
–
–
–
–
–
–
–
6,663,731
(2,947,585)
(3,716,146)
–
18,352,057,648
–
18,352,057,648
237
–
237
–
18,352,057,648
18,352,057,648
448
(198)
(250)
–
–
237
237
During the year 303,348 ordinary shares of 13549/775 pence each have been issued at prices ranging from £4.37
to £14.27 (US$22.52) to satisfy the exercise of options under the Savings-Related Share Option Schemes
(‘Sharesave’) by eligible employees. In addition 360,114 shares were allotted to US participants in the
Long-term Incentive Plan by the allotment of new shares at 13549/775 pence per share.
161
Aggreko plc Annual Report and Accounts 2013ACCOUNTS
NOTES TO THE COMPANY ACCOUNTS CONTINUED
For the year ended 31 December 2013
41 RECONCILIATION OF MOVEMENTS IN SHAREHOLDERS’ FUNDS
1 January 2013
Profit for the financial year
Dividends
Fair value gains on interest rate swaps
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
49
–
–
–
–
Share
premium
account
£ million
19
–
–
–
–
Capital
redemption
reserve
£ million
6
–
–
–
–
Treasury
shares
£ million
(34)
–
–
–
–
Hedging
reserve
£ million
(10)
–
–
5
–
Profit and
loss account
£ million
404
184
(66)
–
(2)
Capital and
reserves
£ million
434
184
(66)
5
(2)
–
–
–
–
–
–
–
–
1
–
–
–
–
–
–
6
11
–
–
–
(1)
(24)
–
–
(1)
–
–
(6)
(11)
(5)
1
–
–
–
(5)
–
1
(1)
505
550
31 December 2013
49
20
1 January 2012
Profit for the financial year
Dividends
Employee share awards
Issue of ordinary shares to employees under
share option schemes
Actuarial losses on retirement benefits
Return of capital to shareholders
New share capital subscribed
Purchase of treasury shares
31 December 2012
Called up
share capital
£ million
49
–
–
–
Share
premium
account
£ million
16
–
–
–
Capital
redemption
reserve
£ million
6
–
–
–
Treasury
shares
£ million
(49)
–
–
–
Hedging
reserve
£ million
(10)
–
–
–
Profit and
loss account
£ million
382
96
(58)
14
Capital and
reserves
£ million
394
96
(58)
14
–
–
–
–
–
49
–
–
–
3
–
19
–
–
–
–
–
6
26
–
–
–
(11)
(34)
–
–
–
–
–
(10)
(26)
(2)
(2)
–
–
404
–
(2)
(2)
3
(11)
434
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 £184 million (2012: £96 million).
162
Aggreko plc Annual Report and Accounts 2013 SHAREHOLDERS
Shareholder Information
Financial Summary
Glossary
Definition and Calculation of
Non GAAP Measures
164
166
167
168
163
Aggreko plc Annual Report and Accounts 2013SHAREHOLDERS 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 2014.
OVERSEAS DIVIDEND PAYMENTS
Capita Asset Services 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 Asset Services, 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.
Stockbrokers
UBS – London
Citigroup Global Markets –
London
Auditors
PricewaterhouseCoopers –
Glasgow
Chartered Accountants
Registrars and Transfer Office
Capita Asset Services
Shareholder Solutions
The Registry
34 Beckenham Road
Beckenham
Kent BR3 4TU
United Kingdom
Tel 0871 664 0300
(From outside the UK:
+44 (0)20 8639 3399)
Calls cost 10p per minute plus
network extras
Website www.capitaregistrars.com
Email ssd@capitaregistrars.com
Year ended
31 December 2013
6 March 2014
20 March 2014
23 April 2014
24 April 2014
25 April 2014
27 May 2014
6 months ending
30 June 2014
Early August 2014
Mid September 2014
Late October 2014
Late October 2014
Late November 2014
OFFICERS AND ADVISERS
Secretary and Registered Office
Peter Kennerley
8th Floor
120 Bothwell Street
Glasgow G2 7JS
United Kingdom
Tel 0141 225 5900
Fax 0141 225 5949
Email investors@aggreko.com
Company No. SC 177553
FINANCIAL CALENDAR
Results announced
Reports posted
Ex-dividend date
Annual General Meeting
Dividend record date
Dividend payment date
164
Aggreko plc Annual Report and Accounts 2013
BEWARE OF SHARE FRAUD
Fraudsters use persuasive and high-pressure tactics to lure investors into scams. They may offer to sell shares that
turn out to be worthless or non-existent, or to buy shares at an inflated price in return for an upfront payment.
While high profits are promised, if you buy or sell shares in this way you will probably lose your money.
HOW TO AVOID SHARE FRAUD
or sell shares.
authorised by the FCA.
– Keep in mind that firms authorised by the FCA are unlikely to contact you out of the blue with an offer to buy
– Do not get into a conversation, note the name of the person and firm contacting you and then end the call.
– Check the Financial Services Register from www.fca.org.uk to see if the person and firm contacting you is
– Beware of fraudsters claiming to be from an authorised firm, copying its website or giving you false contact details.
– Use the firm’s contact details listed on the Register if you want to call it back.
– Call the FCA on 0800 111 6768 if the firm does not have contact details on the Register or you are told they
– Search the list of unauthorised firms to avoid at www.fca.org.uk/scams.
– Consider that if you buy or sell shares from an unauthorised firm you will not have access to the Financial
– Think about getting independent financial and professional advice before you hand over any money.
– Remember: if it sounds too good to be true, it probably is!
5,000 people contact the Financial Conduct Authority about share fraud each year, with victims losing an
average of £20,000.
Ombudsman Service or Financial Services Compensation Scheme.
are out of date.
REPORT A SCAM
If you are approached by fraudsters please tell the FCA using the share fraud reporting form at www.fca.org.uk/scams,
where you can find out more about investment scams.
You can also call the FCA Consumer Helpline on 0800 111 6768.
If you have already paid money to share fraudsters you should contact Action Fraud on 0300 123 2040.
165
Aggreko plc Annual Report and Accounts 2013SHAREHOLDERS FINANCIAL SUMMARY
Revenue £m
Trading profit3 £m
2013
2012
2011
2010
2009
1,573
1,583
2013
2012
2011
2010
2009
1,396
1,230
1,024
Trading margin3 %
Dividend per share pence
253
352
381
338
312
26.302
23.91
2013
2012
2011
2010
2009
22
24
24
25
25
2013
2012
2011
2010
2009
20.79
18.90
12.60
Profit before tax3 £m
Diluted eps3 pence
2013
2012
2011
2010
2009
333
360
324
304
2013
2012
2011
2010
2009
244
Average number of employees
Net operating assets £m
2013
2012
2011
2010
2009
5,749
5,316
2013
2012
2011
2010
2009
4,262
3,714
3,620
Return on average capital employed3 %
Capital expenditure £m
92.03
100.40
86.76
78.98
62.42
1,598
1,708
1,354
1,066
2013
2012
2011
2010
2009
Net debt £m
2013
2012
2011
2010
132
2009
176
21
24
363
365
28
29
32
593
884
228
269
161
2013
2012
2011
2010
2009
Shareholders’ funds £m
2013
2012
2011
2010
2009
881
814
603
440
418
1,140
1,045
1 Trading profit represents operating profit before gain on sale
of property, plant and equipment.
2 The Board is recommending a final dividend of 17.19 pence
per ordinary share, which, when added to the interim dividend
of 9.11 pence, gives a total for the year of 26.30 pence per
ordinary share.
3 2012 numbers are pre-exceptional items.
166
Aggreko plc Annual Report and Accounts 2013 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.
ERP system
A software package which is designed to manage all the
operational and accounting functions of our business.
g/kWh
Emissions in grams per kilowatt hour.
Hub
A large service centre where large items of equipment
are stored and serviced.
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.
Profit after tax
Profit attributable to equity shareholders.
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.
Spoke
A small service centre which provides a logistics point
from where equipment can be prepared and sent out
quickly to customers.
kVA
A thousand volt amperes.
Local business
The part of our business that looks after customers
local to our service centres in North and Latin
America, Europe, the Middle East, Africa, Asia
and Australasia.
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.
167
Aggreko plc Annual Report and Accounts 2013SHAREHOLDERS DEFINITION AND CALCULATION OF NON GAAP MEASURES
RETURN ON AVERAGE CAPITAL EMPLOYED (ROCE)
DEFINITION:
Calculated by dividing operating profit for a period by the average
net operating assets at 1 January, 30 June and 31 December.
CALCULATION:
Operating profit
Average net operating assets
1 January
30 June
31 December
Average (i.e. total of 1 Jan, 30 June
and 31 Dec divided by 3)
Accounts reference
Income statement
December
2013
£ million
358
December
2012
£ million
385
Note 4(g) of 2013 & 2012 Accounts
Refer to Note (a) below
Note 4(g) of 2013 & 2012 Accounts
1,708
1,773
1,598
1,354
1,667
1,708
1,693
1,576
21%
24%
2,131
(358)
1,773
2,121
(454)
1,667
ROCE (operating profit divided by average operating assets)
Note (a):
Per June 2013 Interim Accounts
Note 6(e)
Assets
Liabilities
Net operating assets
RATIO OF REVENUE TO AVERAGE
GROSS RENTAL ASSETS
DEFINITION:
Revenue for the period (excluding pass through fuel) divided by the
average gross rental assets at 1 January, 30 June and 31 December.
CALCULATION:
Revenue
Less pass-through fuel (Note 1)
Revenue excl. pass-through fuel
Average gross rental assets
1 January
30 June
31 December
Average (i.e. total of 1 Jan, 30 June
and 31 Dec divided by 3)
Revenue/gross rental assets
Accounts reference
Income statement
December
2013
£ million
1,573
(42)
December
2012
£ million
1,583
(40)
1,531
1,543
Note 14
Note 11 of June 13 Interim Accounts
Note 14
2,328
2,508
2,373
2,013
2,219
2,328
2,403
2,187
64%
71%
Note 1: Pass-through fuel relates to three contracts in our Power Projects business where we provide fuel on a pass-through basis.
168
Aggreko plc Annual Report and Accounts 2013
ENTERPRISE VALUE
DEFINITION:
Market value plus net debt.
CALCULATION:
Issued share capital (number of shares, millions)
Share price (£)
Market value (issued share capital times
share price) (£m)
Net debt (£m)
Enterprise value (£m)
Accounts reference
Note 22
Cash flow statement
December
2013
269
17.09
4,598
363
4,961
EARNINGS BEFORE INTEREST, TAXES,
DEPRECIATION AND AMORTISATION (EBITDA)
CALCULATION:
Operating profit (Earnings Before Interest
and Taxation)
Depreciation
Amortisation
EBITDA
Accounts reference
Income statement
Note 5
Note 5
December
2013
£ million
December
2012
£ million
358
273
5
636
385
236
5
626
INTEREST COVER: EBITDA DIVIDED
BY NET FINANCE COSTS
CALCULATION:
EBITDA (£ million)
Net finance cost (£ million)
Interest cover (times)
Accounts reference
Per above
Income statement
December
2013
636
25
December
2012
626
25
26
25
169
Aggreko plc Annual Report and Accounts 2013SHAREHOLDERS
DEFINITION AND CALCULATION OF NON GAAP MEASURES CONTINUED
NET DEBT TO EBITDA
CALCULATION:
Net debt (£ million)
EBITDA (£ million)
Net debt/EBITDA (times)
GEARING
DEFINITION:
Net debt as a percentage of equity.
CALCULATION:
Net debt (£ million)
Shareholders’ equity (£ million)
Gearing (percentage)
Accounts reference
Cash flow statement
Per above
December
2013
363
636
December
2012
593
626
0.6
0.9
Accounts reference
Cash flow statement
Balance sheet
December
2013
363
1,140
December
2012
593
1,045
32%
57%
DIVIDEND COVER
DEFINITION:
Basic earnings per share (EPS) divided by full year declared dividend.
CALCULATION:
Basic EPS (pence)
Full year declared dividend
Interim dividend (pence)
Final dividend (pence)
Dividend cover (times)
Accounts reference
Income statement
Note 10
Note 10
December
2013
92.15
December
2012
100.67
9.11
17.19
26.30
8.28
15.63
23.91
3.5
4.2
170
Aggreko plc Annual Report and Accounts 2013
UNDERLYING REVENUE
DEFINITION:
Underlying excludes pass-through fuel revenue from Power Projects and revenue from London Olympics
and the Poit Energia acquisition from the Local business as well as currency. A bridge between reported
and underlying revenue and trading profit is provided at page 46 of the Financial Review. As an example
of how underlying is calculated in more detail the table below reconciles reported and underlying revenue.
CALCULATION:
As reported
Adjustments:
Pass-through fuel
Poit Energia acquisition
2012 London Olympics
Currency1
Underlying
2013
£ million
1,573
2012
£ million
1,583
Change
%
–
(42)
(12)
–
–
(40)
–
(60)
(10)
1,519
1,473
4%
1 Currency is calculated by taking local currency numbers in 2012 at 2013 exchange rates and comparing this to 2012 numbers at 2012 actual
exchange rates.
171
Aggreko plc Annual Report and Accounts 2013SHAREHOLDERS
aggreko is people
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Laura Serrano Lopez Laurence Biche Laurence Hequet Laurence Reid Laurence Roberts Laurent Bouchet Lawrence Donnelly Lawrence Muchwenge Lawrence Mukenya Laxmikant Kulkarni Lazaro Santos Lazarus Tychicus
Leah Bertsch Leandro Alexandre Leandro Andrade Leandro Bonnet Leandro Carvalho Oliveira Leandro Da Silva Leandro Escalante Leandro Marques Leandro Sanchez Leandro Silva Leanne Wilson Leanne Wiltshire Lee Baker Lee
Bate Lee Cox Lee Geary Lee Handyside Lee Miller Lee Phillips Lee Saucier Lee Stevison Lee Vickers Leen Den Hartog Leif Thomas Olsson Len Wyatt Leo Bakhuizen Leo Orellana Leobaldo Chirinos Barroso Leocegildo Madine Leolito
Domacia Leon Demicoli Leonard Kuria Leonard Mix Leonard OPray Leonardo Domingos Leonardo Lofgren Villarroel Leonardo Ochoa Leonardo Palladino Leonardo Perez Trejos Leonardo Renepont Leonardo Salinas Leonardo
Santos Leonel Flores Leonel Monterosa Leonel Ruiz Leong Cheng Lim Leonito Lauron Leori Cesar Sanchez Leroy Edwards LeRoy Green Lesley Greenlees Lesley Henderson Leslie Miller Levent Aygur Lewis Maldonado Chacon Lewis
Scremin Liam Mark Mathers Liang Zhouping Lidiane Oliveira Lidiane Santos Lilian Heeren Lillian Tern Lina Vera Bohorquez Lincoln Fullerton Linda Anderson Linda Black Linda Duhen Linda Smith Linda Trainer Lindivania Jesus
Lindolfo Ramos Lino Molino Linsay McColl Linzi Barr Lionel Chautard Lionel Williams Lisa Berard Lisa Bienvenu Lisa De Marzi Lisa Edelstein Lisa Hemmingsley Lisa Townsley Liu Jun Liudmila Karaseva Lixia Feng Liyakath Ali Lizandro
Ituriaga Lloyd Freitag Loany Urriola Lobang Sapta Loic Barland Loic Marchand Loice Khakali Lois Akoth Allela Lombardo Rubi Garcia Lonnie Lacombe Lopamudra Bhattacharya Lope Magsino Loradel Pascor Lorena Aguilera
Perez Lorena Storace Lorenzo Lamas Loreto Juan Lorna Craig Lorne Stevens Lorraine McCaig Lorraine Trim Lorrie Kerr Lou Frost Lou Pennachetti Louis D’Costa Louise Bonin Louise Boyle Louise Bryant Louise Burden Louise May
Louise Pope Louise Yvonne Jordan Luana Mariz Luana Souza Luc Guelque Luca Alibardi Luca Biancoli Luca Bove Lucas Caputo Lucas Carvalho Lucas Chen Lucas Machado Lucas Mazza Lucas Munson Lucas Onkoba Lucas Pereira
Luciana Candido Luciana Teixeira Luciano Antunes Luciano Araujo Luciano Santana Luciano Vivanco Lucigrey Nogueira Lucineto Silva Lucio Acosta Ludmila Vaccaro Ludovic Boisnier Luigi Coppola Luis Acosta Luis Adao Luis
Alfaro Luis Brandino Luis Camilo Luis Cantrel Luis Cortés Malpica Luis Duran Teran Luis Ferran Luis Ferrer Goñi Luis Freitas Luis Garrido Barrios Luis Jimenez Pernia Luis Lara Suarez Luis Leiton Russi Luis Linares Hernandez Luis Marquez
Carvajal Luis Muchassel Luis Nunes Luis Peralta Rivera Luis Perez Garcia Luis Polo Luis Ramirez Olvera Luis Rivera Luis Tello Luis Tovar Polo Luis Maria Dagostino Luisana Alvarez Diaz Luiz Alves Luiz Filho Luiz Mendes Luiz Silva
Luiz Silva Luiz Silva Brito Luiz Eduardo Junior Luiz Roberto Santos Luiza Neta Lukas Mwangi Luke Colahan Luke Masebo Luke Prettol Lukia Nahia Musoke Lulekwa Tyutyumba Lunico Muianga Luz Calma Lydia Taylor Lyn
Furmage Lyndy Dugas Lynette Thornton Lynn Bourque Lynn Roach Lynne Adams Lynne Livingstone Lynne Wightman Lynsey Conn M. Kannan Ma Xiaoting Ma Xin Maaike Bazen Maarten Martens Madeline Negron Madhavan
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Manuel Briones Manuel Carrillo Mendoza Manuel Cortes Carcamo Manuel Fajardo Lazo Manuel Farias Olmedo Manuel Flores Manuel Roa Fuentes Maodo Diaw MAR Orario Maraoi Affouet Nadège Marc Ficht Marc Griffin
Marc Lopez Marc Moreau Marc Navarro Marc Peters Marc Singirankabo Marc Vatel Marc Luc Roland Vidor Marcel Molendijk Marcel Van Dongen Marcela Diaz Correa Marcelino Junior Marcello Teles Marcelo Barbosa
Marcelo Cartes Marcelo Cesal Marcelo Ciranna Marcelo Lima Marcelo Oliveira Marcelo Pennancino Marcelo Rodriguez Marcelo Silva Marcelo Varlese Marcelo Vega Marcia Pereira Marcia Rhor Marcin Szarek Marcio De Paiva
Marcio Marques Marcio Monteiro Marco Boer Marco Carraro Marco Castillo Gil Marco Geerts Marco Gomes Marco Poccia Marco Rebelo Marco Rodriguez Marco Torres Marcos Castillo Marcos Cavadas Marcos Contreras
Marcos Costa Marcos Cuenca Marcos Cuevas Romero Marcos Jr. Marcos Lima Marcos Lizama Marcos Moya Marcos Pereira Marcos Portela Marcos Rodriguez Marcos Rodriguez Marcos Stramaro Marcus Cobb Marcus Lecher
Marcus Pinheiro Marcus Ribeiro Marcus Saul Marcus Silva Mareeswaran Veeraraj Marek Kozak Margaret Burton Margassery Prasad Marge Perez Margot Vals Rodriguez Maria Anderson Maria Caride Maria Costa Maria De Faria
Maria Delgado Maria Edward Maria Espeche Maria Hernandez Maria Perez Maria Roa Garcia Maria Rosa Maria Villanueva Maria Ione Samonte Mariame Sindjeu Mariamo Hassane Mariana De Brito Mariana Ribalon
Mariano Castro Mariano Martinez Mariano Miguel Mariano Souto Maricel Lejano Marie Purdie Marie Ramalho-Rouy Marie Turville Marie Marc Mballa Marie-Claire Luijkx Mariellys Martinez Paiva Marine Deruy Mario Amparano
Arvayo Mario Barbosa Mario Diaz Mario Domenden Mario Gaona Lopez Mario Gibson Mario Mago Mario Pereira Mario Silva Mario Toro Marion Barlow Marion Lesas Marion Pons Marisol Fernandez Marius Basson Marius
Darie Marius Hugo Marix Gabasa Marjorie Angeles Marjorie Otalora Mark Adams Mark Asher Mark Aviles Mark Butler Mark Cheetam Mark Clark Mark Cunningham Mark Daglish Mark D’Costa Mark Fox Mark
Fresonke Mark Gaskins Mark Glaze Mark Gonzales Mark Hamill Mark Hill Mark Jones Mark McMillan Mark O’Brien Mark Purvis Mark Ramos Mark Reed Mark Reijnders Mark Shedd Mark Sheppard Mark Sperratore Mark
Stavrakis Sr. Mark Sweeney Mark Townsend Mark Jr. Stavrakis Marla Santos Marlise Van Tonder Marlo Acuesta Marlon Aquino Marlon Cruces Parra Marnie McGregor Marnix Hollemans Marnix Weegenaar Marouane
Houmam Marselo Rodriquez Marshall Montet Marten Voelker Martha Villamizar de Burgos Martijn Peereboom Martin Borngraber Martin Bowler Martin Brennan Martin Byrne Martin Carter Martin Clark Martin
Collins Martin Colquhoun Martin Evans Martin Felipe Tchamsarian Martin Fitzgerald Martin Foster Martin Giallonardo Martin Jackson Martin Juarez Martin Kerr Martin Leopold Martin Lesaffre Martin Lupercio Martin Medina
Martin Michael Martin Mosalvez Monsalvez Martin Ogeto Martin Risberg Martin Tagliafico Martin Valentini Martin Walsh Martin Williams Martine Canipel Martine Paties Martinian Kashaija Marty Moffitt Marty Mowery
Marvin Gabuat Marvin Lee Mary Brydon Mary Dobbin Mary Landry Mary Munge Mary Slowinski Mary Lou Alexo Maseline Omondi Massimo Capra Massimo Grigoletto Mateen Younas Matheus Linhares Mathew Cherian
Mathias Kern Mathieu Delaunay Mathieu Maciel Mathivanan Palani Mathys Smith Matias Arean Amicone Matias Caballero Matias Debiaggi Matias Etchevarrieta Matias Fuentes Criado Matias Nieto Matias Vereda Matrinio Caabay
Matt Barry Matt Cluck Matt Connearney Matt Cruz Matt Gaudet Matt Naylor Matt Oakes Matt Provost Matt Twyman Matt Wagner Matt Watson Matt Langston Matteo Avelli Matteo Sarubbi Neto Matthew Ammons Matthew
Barr Matthew Bell Matthew Black Matthew Borden Matthew Brewer Matthew Caesar Matthew Dalton Matthew Dent Matthew Eccles Matthew Flood Matthew Fredericks Matthew Friis Matthew Lanigan Matthew McGonigle Matthew
Meadows Matthew Pateman Matthew Scott Matthew Shelar Matthew Toten Maureen Lambert Mauricio Acosta Mauricio Candido Mauricio Castañeda Hernandez Mauricio Fabbroni Mauricio Ferreira Mauricio Gonzalez
Mauricio Monte Mauricio Silva Mauricio Talone Mauricio Torres Balladares Mauricio Valadez Maurizio Passetti Mauro Del Rio Mauro Goncalves Mauro Gutierrez Mauro Martins Mauro Peralta Mauro Viana Correa Max Polak
Maxim Kutas Maximiliano Almela Maximiliano Filoso Maximino Montenegro Mayk Quintela Mayra Pena Enciso Md. Uddin Meagan Greaves Meera Mathai Megan Martin Meganathan Ekambaram Mei Fen Koh Melanie
Deavall Melanny Lopez Melchiecedec Baisac Meleny Gamez Melinda Antonissen-Levi Melissa Douglas Melissa Hallaron Melky Kambuno Melvin Otieno Melvin Shedd Melvine Caraca Melwin Cardoza Menene Dahoué Meng
Kee Ho Meque Mabunda Mercedes Moreno Briceño Merill Salazar Mervin Balbes Mervin Garcia Leuno Mervyn Boole Methil Gopakumar Metro Werezak Meyer Manurung Mhairi Bryce Micah Powell Michael Baldwin Michael
Ballantine Michael Bruno Michael Buzza Michael Cabanag Michael Camacho Michael Campos Michael Claus Michael Corcoran Michael Eckenfels Michael Galyean Michael Griffin Michael Harrower Michael Hetherington Michael
Hubbard Michael Hughson Michael Jeffrey Michael Kimmings Michael Lovelace Michael McCulloch Michael McGushin Michael McHugh Michael McMahon Michael Moreau Michael Murray Michael Mwangi Michael Ocera
Michael Oosthuizen Michael Osanyintolu Michael Perez Michael Pinat Michael Pinna Michael Prinsloo Michael Recuelo Michael Scharvogel Michael Szypula Michael Terwane Michael Tipp Michael Videler Michael Walloch
Michael West Michael Reyes Salagubang Michael Allan Romero Pablo Michael Lawrence De Souza Michal Lubanski Michel Czubik Michel Sanhueza Vaez Michel Venegas Saavedra Michella Cardoso Michelle Betancourt
Moreno Michelle Briggs Michelle Casey Michelle Cox Michelle McGavin Michelle Poirrier Michelle Price Michelle Russo Michelle Silveira Michelle Wiedenhoffer Michelle Fung Perez Michelle Jennifer Bayley Michelle
Tracy Mcgloughlin Mick Ducharme Mick Gallacher Mickael Goncalves Miguel Caicedo Guerrero Miguel Cruz Miguel Fuensalida Miguel Garcia Carrasquel Miguel Guerrero Miguel Hidalgo Miguel Huerta Miguel Nhamposse
Miguel Romero Miguel Toledo Ahumada Miguel Vallejos Miguel Villegas Miguel Michelangelli Coronado Miguel Angel Barros Miguel Angel Lattanzi Miguel Angel Martinez Miguel Angel Navarro Mike Barber Mike Bartels
Mike Clarke Mike Currah Mike Dean Mike Delahoussaye Mike Dilks Mike England Mike Fogg Mike Glanville Mike Kalinowski Mike Karlin Mike Kelly Mike Kirkland Mike Kubacki Mike Latiolais Mike Martin Mike Mayers
Mike Messenger Mike Munson Mike O’Bryan Mike Riely Mike Schneider Mike Simms Mike Steffney Mike Van Imschoot Mike Westra Mike Yarbrough Mikey Cowley Mikhail Osiptsov Milan Shah Mileika Villoldo Milena
Gualdron Tolosa Milena Mello Milind Kulkarni Milton Reis Neto Milton Savanguane Min Oo Zaw Mindy Brimer Minh Tran Minningala De Silva Minu Arun Mirjam Benner Mirko Dautanac Mishann Childers Mitch
Boudreaux Mitch Jardine Mitch Stewart Mitchell Burton Moacir Porta Mochamad Zainudin Mohabat Khan Mohamed Hammami Mohamed Imran Mohamed Mazouz Mohamed Mohamed Rafeek Mohamed Nahet Mohamed
Siraj Mohammad Ali Mohammad Azeem Mohammad Haque Mohammad Nazib Mohammed Jeelani Mohammed Khan Mohammed Rafeeq Mohanraj Durairaj Moira Morgan Monica Borel Monica Boutte Monica Hutton
Monica Parra Menchaca Monica Saavedra Monica Saputo Monico Calinisan Montse Roca Moonie Moon Morag Hamill Moreno Vardanega Moses Githembe Moses Kafuko Moses Koluo Moses Urassa Moses Wafula Moses
Lawrence Mafabi Mouhadoul Kane Mouhamadou Niang Moussa Kaboré Moussa Tiene Moustapha Mbaye Moustapha Thiam Mozhukunnam Kuriakose Mteus Ngovene Muhamed Male Mugarura Muhammad Ali Muhammad Amir
Khan Muhammad Hakeem Muhammad Khalid Muhammad Khan Muhammad Mir Muhammad Padli Muhammad Sajid Muhammad Tayyab Muhilalladin Muhilalladin Muhuppuarachchige Perera Mukesh Gaur Mukul Dole Mukunda
Methsiri Ramanayaka Arachchilage Munir Issa Muralidhar Orampati Murat Yilmaz Muriel Lima Murtuja Unnibhavi Murugan Dhevan Murugan Govindaraj Murugu Sampath Mushin Abedi Mussa Hassane Mussie Tesfaymariam
Muyiwa Akintunde Muzammil Abdul Mylene Remolacio Myrella Fernandez Myriam Garcia Perez Mzuzuri Mrisho Nadarajah Vadival Nadine Gaffney Nadiya Abbas Nagesh Shekhadar Naing Htwe Soe Najibdeen
Fuad Nakeeb Carne Namdev Kundalik Holkar Nan Jean-Jose Nancy Lilie Nancy Rodriguez Pedraza NandaKumar Ramachandran Nanka Fernandez Herrera Nara Inacio Narciso Causon Narciso Mina Narciso Sayson Narcisse
Tchoutou Narendra Shrivastava Nashat Khan Nasrullah Nasrullah Natalia Como Natalia Detsyk Natalia Robles Natalie Delaps Natalie Dore Natalie Roy Natalie Schepper Natalio Trinidad Natasha Anderson Natasha Darlington
Natasha Kelly Natesan Ganapathy Nathalie Clairville Nathan Beattie Nathan Bird Nathan Cookson Nathan Eyears Nathan Francis Nathan Lacey Nathan May Nathan Stockley Nathan White Nathan Wyatt Nathaniel Durr
Naveed Satti Naveen D. Costa Nayla Melo Nayryn Polo Ndiaye Oumar Neeraj Bhadkamkar Neiddy Bruces Alfonzo Neil Butterly Neil Conquest Neil Fitzpatrick Neil Hamilton Neil MacInnes Neil Macmillan Neil McCullagh
Neil Pickersgill Neil Raymond Neil Robison Neil Ruffle Neil Sheppard Neil Smith Neil Weedon Neil Williams Neil Robert Hawes Neill Roberts Neill Sebatch Nelilson Freitas Nelson Ayala Nelson Bohorquez Morales Nelson
Bravo Munoz Nelson Hermosilla Henriquez Nelson Hinojosa Navarrette Nelson Jose Nelson Macule Nelson Perez Nelson Torres Nelson Santiago Molina Nerissa Capila Nestor Aguirre Nestor Del Real Ruiz Nestor Juliano
Nestor Sanchez Nestor Ramon Costero Neyson George N’Goran Sasso Mathieu Nicholas Bii Nicholas Datlen Nicholas Ducote Nicholas Hannaway Nicholas Higginbottom Nicholas Otieno Nicholas van Santen Nick Adams
Nick Cambiano Nick Crane Nick Frayser Nick Masalonis Nick Mercia Nick Osborne Nick Paice Nick Poirrier Nick Steffens Nick Stokhof Nick Wiederhold Nicolas Bastien Nicolas Dunn Nicolas Dupont Nicolas Gasco Nicolas
Gilpin Nicolas Guida Nicolas Julien Nicolas Protais Nicolas Suarez Nicolas Torres Vargas Nicolas Vargas Nicole Angier Nicole Dore Nicole Gomez Nicole Marceaux Nicole Tan Nicte Ovando Hidalgo Nielle Oliveira Niels Van
Schaik Nigel D’Souza Nigel Payne Nijesh Nalupurakkal Nik Baumann Niki Lipscombe Nikki Batenburg-Brooker Nikki Bickley Nikolas Duffy Nikolay Zyatkov Nilantha Kumara Nilesh Sharma Nilo Marolina Nilvia Heredia Nimal
Karunarathne Nimmy Johnson Nina Skaug Nino Mackenzie Nireo Cauna Mendoza Nishantha Atukoralage Nita Pickens Nitin Hattigote Nitish Kalra Niwatuwe Yasaratne Noe Redoblado Noel Adriano Noel Fernandez Noel
Guzman Noel Laguna Noel McGallagly Noelia Morelli Noemie Gallardo Nogbou Dieudonné Nolan Conn Noleen Naidoo Nonilon Caparino Norbert Richters Norberto Gonzalez Norde Fegidero Noreen McCarthy Norm
Cantrelle Norma Dautreuil Norman Peterson Norzialito Genoso Nouhoun Cissé Novhan Edward Nursahman Sukiman Nuwan Disanayake Disanayake Mudiyanselage Nyein Naing Sitt Ocampo Dayao Octavio Magana Munguia
Odete Jose Okta Pratama Olayiwola Kasimu Oleg Davydov Oleg Ogula Oleg Raschupkin Olga Rakhmanina Olga Zaitseva Oliver Hartebrodt Oliver Ngiendo Oliver Schmidt Oliver Vergara Olivier Douay Olivier Gbogou Olivier
kouadio Olivier Rumley Olubunmi Idowu Oluseyi James Omar Poral Omar Rozo Rodriguez Omar Sernaqui Omar Araujo Luis Omar Pérez Solorzano Ombir Singh Onofre Chiluvane Onur Talas Orlando Batista Orlando Pinho
Oscar Brandolino Oscar Garcia Oscar Marchesi Oscar Portillo Oscar Rego Oscar Delgado Fernandez Oscar Paez Salon Oscar Valencia Epalza Osvaldo Gonzalez Osvaldo Souza Neto Osvaldo Zabala Oswaldo Sanz Gonzalez
Ouattara Junior Adama Ouattara Karamoko Owen Coll Owen Tullan Pablito Sipe Pablo Agnone Pablo Alvarez Benitez Pablo Cabandie Pablo Cocca Pablo Da Silva Pablo Dianda Pablo Florez Torres Pablo Garofano
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 167 for more details.
Pablo Gomez Pablo Hammer Pablo Herter Pablo Marchi Pablo Martinez Pablo Nazir Batrarse Pablo Orellana Gonzalez Pablo Prata Pablo Rodriguez Pablo Ruiz Pablo Sanchez Pablo Torres Garzon Pablo Varela Otamendi
Padmanabhan Rajagopal Pam Weik Pamela Stormonth Panagiotis Zacharatos Panicker Prabhakara Pankaj Nikam Pankaj Torawane Panneer Doss Paola Parada Munoz Paola Vilches Iduan Papa Niang Paresh Sonar
Parthasarathy Ganapathy Parthasarathy Ramu Pascal Engels Pascal Leipelt Pascal Mbabazi Passmore Nhapwanga Pastuszka Ireneusz Pat McKell Patrice Gilliams Patrice Riou Patricia Diaz Toledo Patricia Dodd Patricia
Parra Bello Patricia Rosa Silva Patricia Viator Patricia Waweru Patricio Garcia Briones Patricio Gomes Patricio Rulli Patricio Vidal Vega Patrick Addae Patrick Boerman Patrick Brennan Patrick Da Silva Patrick Galet Patrick Musembi
Patrick Pool Patrick Schwidder Patrick Van Nimmen Patrick Wagner Patrick Williams Pattie Love Paul Bonar Paul Brechin Paul Butler Paul Cannon Paul Coleman Paul Cotton Paul Cunningham Paul Daly Paul Davies Paul
Doyle Paul Dunn Paul Epley Paul Feeley Paul Garcia Lavado Paul Hawkins Paul Hines Paul Kawalya Paul Kersten Paul Kwik Paul Langeweg Paul Lewis Paul Long Paul Lynch Paul Maloy Paul McGarry Paul McIntyre
Paul Mesquita Paul Mitei Paul Nagelkerke Paul Ndawula Paul Nicholson Paul Nicholson Paul Ortiz Paul Renshaw Paul Robertson Paul Simon Paul Smith Paul Sortigosa Paul Thompson Paul Van Schijndel Paul Venter Paul
Walsh Paul Webster Paul Whelchel Paul Wilkes Paul Allington Paul Dennis Van De Graaf Paul Francis Craven Paula Huber Pauline Walker Paulo Cumbula Paulo De Sa Paulo Fernandes Paulo Ferreira Paulo Kelly Paulo Moreira
Paulo Serva Pavel Efremov Pawel Andersohn Pearl Schuhmacher Pedrito Mapalo Pedro Aguirre Pedro Carvalho Pedro Dima Pedro Filho Pedro Fornerod Pedro Fusco Pedro Marini-Gedda Pedro Munoz Pedro Peña Gonzalez
Pedro Samanamud Gutierrez Pedro Santos Pedro Rosales Murillo Percidio Chauque Perfecto Malatag Pete Cochran Pete Harris Pete Hinton Peter Bartley Peter Brouwer Peter Carty Peter Davy Peter Fernandes Peter Grainger
Peter Kennerley Peter McDonald Peter Ostberg Peter Restaino Peter Schakel Peter Shannon Peter Shaw Peter Smith Peter Thibodeaux Peter Thomas Peter Walker Peter Walton Peter Witchell Peter Joseph Devers Peter Mubiru Mivule
Petr Ryabov Petra Dietrich Petrut Dragota Phelipe Medeiros Phil Johnson Philani Manana Philip Betts Philip Bicada Philip Brown Philip Buckley Philip Burns Philip Craven Philip Du Plessis Philip Hales Philip Olmsted Philip Watts Philip
Mario Lendich Philipp Ullrich Philippe Boisaubert Philippe Giniaux Philippe Mersch Philippe Tome Phillepe Warren Phillip Nichols Phillip Page Phillip Ritson Phillip Vass Phillip Wright Philomena Fernandes Phindile Khanyile Phumi
Nhlapo Phumzile Mmakola Piencia Bernard Antonio Mendes Piera Ferrante Pierre Birara Pierre Patrice Billong Pierrie Joubert Pietro Baccolo Pilar Granados Pillai Chandran Pinto Cavele Pius Githinji Poh Meng Yeo Pooja
Bhandari Poonam Mahamuni Poppy Jack Porter Angel Poyyail Ernest Prabhakar Kesavan Prabhakaran Subbaraja Pradeep Pazhayampallil Prakash Andrade Prakash Chellamuthu Prakash Ghimire Prakash Kunhiraman
Prakash Ramalingam Pramila D’Souza Pramod Narayanan Pramod Surendran Prasad Dessai Prasad Kulakunnath Prasanna Deshpande Pratheep Kumar Kannankara Sukumaran Praveen Radhakrishnan Preethi Santhanam
Premkumar Mani Preston Steele Prince Momodu Priscila De Souza Priscila Melo Priscila Sales Priyantha Mutukumarage Prosper Sam Prosper Uruvugundi Prospero Jr. Morales Pubudu Dharshana Wahalawatte Purong Tang
Purushottam Kawarkhe Puthoor Dharmapalan Pythagore Djamen Queenie Labial Quendolyn Bryant Quintin Ewaskow R. Saravana Kumar Rachel Pereira Rachel Porter Rachel Van Zuilekom-Verheul Radhakrishnan Viswanathan
Radmila Kerezovic Raf Santos Rafael Alves Rafael Bautista Rafael Cardenas Pombo Rafael Cardoso Azevedo Rafael Fonseca Rafael Mota Rafael Nieto Rafael Nogueira Rafael Paula Rafael Silva Rafael Souza Rafael Jr. Pagliawan
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