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annual report 2013
www.bodycote.com | Stock code: BOY
23065.02 11 March 2014 1:46 PM Design Shell
At a glance
Operating an international network of facilities, Bodycote is the
world’s leading provider of thermal processing services.
Experienced in supporting large multinational customers and their supply
chains, as well as local niche specialists, Bodycote provides a vital link
in the manufacturing process for virtually every market sector including
aerospace and defence, automotive, power generation, oil & gas,
construction, medical and transportation.
Our structure
The Group operates in two major areas:
Aerospace, Defence & Energy (ADE)
Automotive & General Industrial (AGI)
Read more
page 16
Read more
page 18
Strategic report
01 Financial highlights
02 Chairman’s statement
04 Chief Executive’s review
06 Strategic report
07 Strategy and objectives
08 Business model
09 Measuring our progress
10 Core technologies
11 A twist to resist –
a component journey
12 Global network
14 Markets
15 Business performance
16 Business review – Aerospace,
Defence & Energy
18 Business review – Automotive &
General Industrial
20 Finance Director’s report
24 Principal risks and uncertainties
26 Corporate responsibility and
sustainability
31 Stress ball – a component journey
Governance
32 Board of Directors
34 Corporate governance statement
39 Directors’ report
42 Report of the Nomination
Committee
43 Report of the Audit Committee
47 Board report on remuneration
62 Directors’ responsibilities
statement
Financial statements
63 Independent auditor’s report –
Group financial statements
66 Consolidated income statement
66 Consolidated statement of
comprehensive income
67 Consolidated balance sheet
68 Consolidated cash flow
statement
69 Consolidated statement
of changes in equity
70 Group accounting policies
79 Notes to the consolidated
financial statements
108 Five year summary
109 Independent auditor’s report –
Company financial statements
110 Company balance sheet
111 Company accounting policies
113 Notes to the company financial
statements
Additional information
116 Principal subsidiary undertakings
118 Shareholder enquiries
120 Company information
For the online version of this report go
to bodycote.annualreport2013.com
Cover image
This photo-micrograph shows a structure of a 0.7% carbon steel in the normalised condition. Normalising involves heat treatment followed by air cooling and is used typically for heavily forged and cold
formed steel in order to return the structure to ‘normal’.
23065.02 11 March 2014 1:46 PM Design Shell
Financial highlights
Revenue
Headline operating profit2
Return on sales3
Operating profit
Headline profit before taxation2
Profit before taxation
Headline operating cash flow4
Operating cash flow5
Net cash / (debt)
Basic headline earnings per share6
Basic earnings per share
Ordinary dividend per share7
Special dividend per share7
Return on capital employed8
2013
£619.6m
£107.4m
17.3%
£102.1m
£103.7m
£98.4m
£108.9m
£104.6m
£15.0m
41.2p
38.5p
13.5p
10.0p
19.9%
2012
(Restated)1
£587.8m
£97.5m
16.6%
£93.0m
£94.5m
£90.0m
£110.8m
£103.0m
£(34.2)m
37.5p
35.9p
12.3p
–
17.9%
1 2012 restated for the adoption of IAS 19 (revised) ‘Employee Benefits’, which has the effect of reducing headline operating profit and operating profit by
£0.4m, reducing finance charge by £0.6m and increasing profit before taxation by £0.2m.
2 Headline operating profit and headline profit before taxation exclude amortisation of acquired intangibles of £4.5m (2012: £2.0m), reorganisation costs of
£0.8m (2012: £2.4m), profit on disposal of investments of £nil (2012: £2.4m) and acquisition costs of £nil (2012: £2.5m).
3 Return on sales is defined as headline operating profit as a percentage of revenue.
4 Headline operating cash flow is defined as operating cash flow stated before cash flow relating to restructuring of £4.3m (2012: £5.3m) and acquisition costs
of £nil (2012: £2.5m).
5 Operating cash flow is defined as cash generated by operations of £161.9m (2012: £150.7m) less net capital expenditure of £57.3m (2012: £47.7m).
6 A detailed reconciliation is provided in note 9 on page 87.
7 See note 8 on page 86.
8 The definition of return on capital employed has been amended and is now defined as headline operating profit of £107.4m (2012: £97.5m) divided by the
average of opening and closing capital employed of £539.6m (2012: £543.5m) as adjusted for certain items of goodwill written off. Capital employed is
defined as net assets adjusted for net cash/(debt).
Revenue
£m
499.8
435.4
570.7
587.8
619.6
Headline operating profit
£m
107.4
97.5
84.9
51.3
7.4
£107.4m
+10.2%
(2012: £97.5m)
£619.6m
+5.4%
(2012: £587.8m)
2009
2010
2011
2012
2013
2009
2010
2011
2012
2013
Dividend per share
pence
13.5
12.3
10.9
8.3
8.7
Headline earnings per share
pence
37.5
41.2
32.6
13.5p
+9.8%
(2012: 12.3p)
18.1
0.2
2009
2010
2011
2012
2013
2009
2010
2011
2012
2013
41.2p
+9.9%
(2012: 37.5p)
01
23065.02 11 March 2014 1:46 PM Design Shell
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY Chairman’s statement
“Bodycote has once again delivered
value in terms of total shareholder
return and remains in a strong
financial position.”
A.M. Thomson l Chairman
Overview
Against the backdrop of a soft economic environment, particularly
in Europe, I am pleased to report that Bodycote made further
progress in 2013. The ongoing execution of the Group’s strategy to
direct the mix of sales towards higher added-value work linked to
careful management of costs has enabled us once again to improve
our profitability and return on investment. Going forward we will
continue to seek out opportunities to expand the Group through
a combination of organic growth initiatives in new markets and
technologies, investment in capability in emerging markets and
acquisition of high quality businesses at reasonable prices.
Headline earnings per share at 41.2p grew by 10%, headline
operating margins exceeded 17% and operating profit was fully
backed by positive cash generation. As a result I am very pleased
to report a strong net cash position of £15m at 31 December 2013.
The return on capital employed increased to 19.9%.
Dividend
The Board is proposing a final ordinary dividend of 9.1p, an increase
of 10%, which will be paid on 2 May 2014 subject to shareholder
approval at the AGM. This brings the total ordinary dividend for
2013 to 13.5p (2012: 12.3p) costing £25.7m, which is a year-on-year
increase of 10%. The Board is also recommending a supplemental
distribution, by way of a special dividend, amounting to 10.0p per
share costing £19.1m.
Governance
As Chairman, one of my primary responsibilities is to ensure
that the Group operates to the highest standards in all aspects
of governance and risk management. Our aim within Bodycote
is to manage a growing business effectively, while ensuring
that proper operating procedures and internal controls are
maintained at all times in each of the 26 countries where we
operate. Transparency is central to this objective and you will find
more detail about our approach and progress over the last year
in the Corporate Governance section starting on page 32. The
Remuneration Committee report is in accordance with the new
reporting requirements of the large and medium sized companies
regulations. These came into force in October 2013.
02
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 During the year I met a number of Bodycote’s major shareholders
and received positive feedback from them on their views of the
Group. Going forward I will maintain this valuable dialogue with
our shareholders and look forward to meeting increasing numbers
of you at this year’s AGM, when there will be an opportunity to
discuss the Group’s business and prospects.
People
The people who work for the Company are undoubtedly our key
asset and I am certain that the existing opportunities for long-
term growth will ensure that our employees find Bodycote a place
where they will continue to enjoy rewarding careers. On behalf
of the Board I congratulate them all for delivering another year of
successful trading and excellent financial performance.
Summary
Bodycote has once again delivered value in terms of total
shareholder return and remains in a strong financial position.
I believe that the Group will continue to deliver positive returns in
the years ahead. Underpinned by the ongoing focus upon excellent
customer service, strong cash management and the quality of our
global workforce, I look forward to the future with confidence.
A.M. Thomson
Chairman
27 February 2014
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03
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY Chief Executive’s review
“In 2013 improvements in business
mix, plus the full year effect of
the 2012 acquisitions, enabled
Bodycote to achieve good growth
and strong returns, despite weak
markets in the early part of the
year.”
S.C. Harris l Group Chief Executive
Overview
Bodycote moved strongly ahead in 2013 despite mixed market
conditions. Reported revenue grew by £31.8m (5.4%) to £619.6m,
albeit helped by a positive contribution of £14.2m (2.4%) from
foreign exchange translation effects. This corresponds to a 3%
growth at constant exchange rates. The acquisitions made in 2012
contributed £32.4m, or 5.5%, with organic revenues declining by
£14.8m (2.5%). Nearly all of Bodycote’s markets were weak in the
first part of the year but, encouragingly, many strengthened as the
year progressed.
Margins increased once again with progress in both the Aerospace,
Defence & Energy (ADE) and Automotive & General Industrial (AGI)
businesses. Group margins rose to 17.3% from 16.6% in the prior
year. ADE now has a margin of 27.0% (2012: 26.8%) and AGI has
improved to 14.7% (2012: 13.4%). These margin improvements
are largely down to the continuing drive towards a better mix of
business, notably from increased revenues generated in S3P and
HIP Product Fabrication, and strong cost management. This can
be seen very clearly when looking at the organic performance of
the Group on a constant currency basis. Overall organic profit fell
only £0.4m on £14.8m of organic sales decline. Both ADE and AGI
saw organic sales declines, the former primarily driven by falling
oil & gas demand and the latter driven by weak general industrial
demand. The mix improvement and cost management efforts
held organic headline operating profit decline in ADE to £0.9m on
organic sales down £4.5m, while in AGI headline operating profit
increased by £0.8m notwithstanding a £10.3m drop in organic
revenues. Acquisitions added £6.7m of headline operating profit.
A key element of the Group’s success in these weak economic
conditions was its ability to maintain price increases at or above
cost inflation. In 2013, the business demonstrated its pricing power
once again with price increases some £1.6m greater than cost
increases.
In 2013 headline EPS grew by 10% to 41.2p while return on capital
employed grew to 19.9% (2012: 17.9%). The high quality of the
Group’s earnings was underscored by the cash performance
with a headline operating cash flow of £108.9m (2012: £110.8m),
corresponding to a headline operating cash conversation rate
of 101%. This was despite a 20% increase in capital spending.
One of the consequences of Bodycote’s focus on high returns on
investment and a constant focus on cash generation resulted in the
Group finishing the year with net cash of £15.0m. This compares to
£34.2m of net debt at the end of 2012.
04
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Bodycote plc annual report for the year ended 31 December 2013 The Group’s priority for the use of cash is firstly to fund organic
expansion followed by enhancement of the core dividend.
Acquisitions form the third priority after these first two items.
Supplemental distributions will only be made if cash generation
exceeds the immediate needs of the business and such a
distribution can be undertaken without compromising the Group’s
acquisition strategy or sacrificing its strong financial position.
Strategic progress
The Group’s expansion in China continued with one new plant
coming on stream in 2013. There is strong demand for Bodycote’s
service offering in China, which is geared towards non-Chinese
companies targeting the domestic Chinese market. Further facilities
are currently in the planning stage for the emerging markets.
The market in Brazil remained challenging in 2013 and even though
20 basis points of the Group’s margin improvement was derived
from a better operating performance in Brazil, the business has
yet to reach breakeven. Further progress is expected in 2014 with
the focus now firmly shifted to sales expansion following the
restructuring activities of previous years. Any improvement in the
Brazilian economy in this region should have a significant positive
impact, as operational gearing is likely to be very high on extra sales
generated.
The new technologies of S3P and HIP Product Fabrication are
starting to be meaningful contributors to the Group performance.
Investment in these exciting technologies has been a focus for
some five years now and they have moved from a virtual standing
start to adding 40 basis points to the Group’s margins in 2013
compared to 2012. Significant capacity expansion took place in S3P
during 2012 and 2013 and more expansion will occur in the coming
year. Meanwhile, extra Giga HIP capacity was brought online at the
end of 2013 which will further assist the growth in the HIP business
in 2014.
A significant focus in 2013 was the post-acquisition integration of
the three businesses acquired in 2012. The integration has been
virtually seamless and the new businesses together generated
a 13% return on investment in their first full year of Bodycote
ownership. No new acquisitions were made during the year.
The Group continues to be on the lookout for value enhancing
acquisitions.
Summary and outlook
In 2013 improvements in business mix, plus the full year effect of
the 2012 acquisitions, enabled Bodycote to achieve good growth
and strong returns, despite weak markets in the early part of the
year.
At this early stage in the year and on a constant currency basis,
the Board expects Bodycote’s growth initiatives to deliver further
progress in 2014.
S.C. Harris
Group Chief Executive
27 February 2014
23065.02 11 March 2014 1:46 PM Design Shell
05
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY Strategic report
To the Members of Bodycote plc
The Group Strategic report provides a review of the business for the
financial year and describes how we manage risks.
The report outlines the developments and performance of the Group
during the financial year, the position at the end of the year and discusses
the main trends and factors that could affect the future.
Key performance indicators are published to show the performance and
position of the Group. Pages 7 and 8 outline the Group’s strategy and
objectives, along with the business model.
The directors, in preparing this Strategic report, have complied with s414c of the Companies Act 2006.
This Strategic report has been prepared for the Group as a whole and therefore gives greater emphasis to those
matters which are significant to Bodycote plc and its subsidiary undertakings when viewed as a whole.
The Strategic report discusses the following areas:
Strategy and objectives
Business model
Measuring our progress
Core technologies
Global network
Markets
Business performance
Business review – Aerospace, Defence & Energy
Business review – Automotive & General Industrial
Finance Director’s report
Principal risks and uncertainties
Corporate responsibility and sustainability
06
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Bodycote plc annual report for the year ended 31 December 2013
Strategy and objectives
Bodycote’s objective is to create superior shareholder returns through the
provision of selected thermal processing services that are highly valued
by our customers, giving full regard to a safe working environment for our
employees and minimal environmental impact.
Our strategy is based on the following fundamentals:
—Serving the aerospace, defence and energy markets, with a focused network of globally coordinated facilities,
attuned to these customers’ specific needs and requirements.
—Serving the automotive and chosen general industrial markets through a regionally organised business,
catering for these customers’ specific local needs and proximity requirements.
—Capitalising on our selected technologies to provide our customers with the ability to create innovative,
differentiated products.
—Achieving the highest levels of customer service in terms of quality, delivery, reliability and technical problem
solving.
—Expanding with our customers to emerging markets with an emphasis on Eastern Europe, Brazil and China.
23065.02 11 March 2014 1:46 PM Design Shell
07
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY Business model
Provider of essential services to engineering manufacturers
Heat Treatment and Metal Joining
Heat treatments are controlled processes
Hot Isostatic Pressing (HIP)
HIP combines very high temperature
used to alter the microstructure of
materials such as metals and alloys to
impart properties which benefit the
working life of a component.
with inert gas under very high pressure.
HIP can be used to eliminate porosity
in castings and manufacture specialist
components with unique properties.
Metal joining includes specialised
processes used to join and assemble
parts, sometimes dissimilar in material.
➔
Surface Technology
Surface technologies are used extensively
to prolong the working life of components
and protect them from environmental
factors such as corrosion and abrasion.
The global leader
Customer focus
Bodycote is focused on continual
improvement of our quality of service and
takes an active role in finding solutions
to technical issues and promoting
mutual business development with our
customers.
Bodycote seeks to secure service-specific
arrangements with our customers which
provide protection from supply disruption
by leveraging Bodycote’s unique facility
network.
The supplier of choice
Service
Bodycote has become the supplier of
choice10 for many of the world’s most
respected and innovative engineering
companies by providing highly efficient,
cost-effective services to the highest
quality standards through strategic
investment in people and the latest
technology, equipment and quality
systems.
Creating value
For customers
Value-adding services.
Global supplier which can meet multiple
Global network
Bodycote’s global network of over
190 market-focused12,13 facilities in 26
countries brings economies of scale,
particularly for energy consumption
and equipment utilisation. This makes
Bodycote’s processing inherently
more efficient than customers’ in-
house operations29 and enhances our
competitive position in the sub-contract
market.
The capital intensive nature of Bodycote’s
business also provides significant
barriers to entry. The scope of Bodycote’s
network enables us to specialise more
effectively than competitors at individual
locations and provides comprehensive
back-up for our customers.
➔
Quality
Bodycote’s quality management systems,
validated by major engineering OEMs,
have been developed to meet the
requirements of international and national
accrediting bodies. All Bodycote facilities
hold industry and customer approvals
appropriate to the services they offer and
the markets they serve.
➔
Transferable know-how
The global Bodycote network provides
unique opportunities for the transfer of
knowledge and skills, and the transfer of
technology.
With some of the best metallurgists,
engineers and technicians in the industry,
Bodycote is ideally placed to provide
solutions for customers, whatever their
market or wherever in the world they
may be.
Bodycote’s scale enables continuous but
focused investment, both in the latest
processes and in the most efficient and
environmentally friendly equipment.
Expertise
Bodycote’s extensive facilities and
expertise mean that projects can extend
beyond customers’ in-house capabilities,
combining identification and provision
of technical solutions which address
in-service specification and deliver value-
adding material properties.
Our own enhancements and
improvement of standard processes
has led to Bodycote offering a range
of proprietary processes which far
outperform their standard counterparts.
For Bodycote
Mutually beneficial customer
relationships.
For investors
Financially stable and sustainable
business.
processing needs.
Wide customer base means Bodycote is
Good growth drivers.
Access to entire Bodycote knowledge
base, and expertise.
Cost and environmental benefits versus
in-house operations.
not reliant on any one customer.
Ideally positioned to promote growth
in emerging markets and selected
technologies.
Clearly focused strategy.
Superior return on investment.
Strong margins and cash flow.
08
Superscript numbers indicate references to other pages in the
report where further information can be found.
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Measuring our progress
Return on capital employed
(%)
Performance
Return on capital employed increased by 2.0 percentage points during the year, from
17.9% to 19.9%.
17.9%
16.3%
19.9%
Headline operating profit increased by 10.2% from £97.5m to £107.4m, while average capital
employed reduced by 0.7% to £539.6m.
Definition
Headline operating profit as a percentage of the average of opening and closing capital
employed as adjusted for certain items of goodwill written off.
Capital employed is defined as net assets adjusted for net cash/(debt).
Performance
Headline earnings per share increased by 3.7 pence during the year, from 37.5 pence to
41.2 pence.
Headline earnings increased by 11.1% from £70.2m to £78.0m, while the average number of
shares in issue remained static.
Definition
Headline earnings per share is defined in note 9 to the Group financial statements.
Performance
Return on sales increased by 0.7 percentage points during the year, from 16.6% to 17.3%.
Headline operating profit increased by 10.2% from £97.5m to £107.4m, while revenue increased
by 5.4% from £587.8m to £619.6m.
Definition
Headline operating profit as a percentage of revenue.
10.2%
1.4%
2009
2010
2011
2012
2013
Headline earnings per share
(pence)
41.2p
37.5p
32.6p
18.1p
0.2p
2009
2010
2011
2012
2013
Return on sales
(%)
16.6% 17.3%
14.9%
10.3%
1.7%
2009
2010
2011
2012
2013
Accident frequency
(number)
1.9
1.8
1.9
1.7
1.5
Performance
Bodycote works tirelessly to reduce workplace accidents and is committed to providing a safe
environment for everyone who works at or visits our locations. The accident frequency rate has
increased to 1.9 in the year (2012: 1.5). We believe the primary reason for this is the emphasis
we have placed on the reporting of incidents.
Definition
Accident frequency is defined as the number of lost time accidents x 200,000 hours
(approximately 100 man years), divided by the total number of employee hours worked.
2009
2010
2011
2012
2013
Carbon footprint
(tonne CO2e/£m sales)
669.1
639.4
579.7
603.4
603.6
2009
2010
2011
2012
2013
Performance
Excluding the year-on-year impact of acquisitions and at constant currency, the carbon footprint
decreased by 3% from 603.4 tonnes per £m sales to 583.1 tonnes per £m sales. In total and
at actual exchange rates, the carbon footprint remained in line with 2012. Acquisitions were
made in the USA, which has a higher energy to carbon conversion rate than most of the other
countries in which the Group operates.
Definition
Carbon footprint is defined as tonnes of CO2 equivalent emissions divided by £m revenue.
CO2 equivalent emissions are calculated by taking electricity and gas usage in kilowatt hours
and multiplying by country specific conversion factors provided by DEFRA (Department for
Environment, Food & Rural Affairs).
23065.02 11 March 2014 1:46 PM Design Shell
09
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY Core technologies
Thermal processing
The supplier of choice
Bodycote has become the supplier of choice for the world’s
most respected and innovative engineering companies by
providing highly efficient, cost-effective services to the highest
quality standards through strategic investment in people and
the latest technology, equipment and quality systems.
By outsourcing non-core but vitally important thermal processing
requirements to Bodycote, customers are able to concentrate
their business resources where they are needed most. Bodycote’s
services offer tangible benefits to customers such as reduced
equipment maintenance, capital expenditure, energy costs, people
costs and a major reduction in CO2 emissions.
Bodycote has a long history of successful outsourcing
relationships, working with a range of customers from global to
local manufacturers. In many cases, these relationships lead to
component and service-specific arrangements, which provide
protection for the customer from supply disruption by leveraging
Bodycote’s unique facility network, and optimising asset utilisation.
Such arrangements are normally exclusive in character and
provide the basis for mutual business development, with both
companies freed to concentrate capital and other resources on core
competencies.
Making innovations possible
Bodycote’s extensive facilities and expertise mean the identification
and provision of technical solutions can expand far beyond
customers’ in-house capabilities, helping to realise goals more
quickly and more cost-effectively.
Bodycote’s experienced staff are able to innovatively apply existing
or enhanced technologies to optimise customers’ specifications,
tailoring and combining processes to deliver value-adding services.
This may include the enhancement of specific processes and
equipment for a customer or verification of materials or designs,
prior to their application.
Bodycote provides thermal processing services which improve
material properties such as strength, durability and corrosion
resistance, enabling manufacturers’ components to work more
efficiently with significantly extended operational lifetimes.
Bodycote’s services consist of a number of core technologies:
heat treatment and metal joining, hot isostatic pressing (HIP)
and surface technology.
Heat treatment and metal joining
Heat treatments are controlled processes used to alter the
microstructure of materials, such as metals and alloys, to impart
properties which benefit the working life of a component, for
example: increased surface hardness, temperature resistance,
ductility and strength. Metal joining includes specialised processes
such as electron beam welding, vacuum and honeycomb brazing -
complex operations requiring a fusion of expertise and technology.
Bodycote offers an extensive range of heat treatment services and
specialist metal joining techniques from facilities around the world.
With unmatched capacity and computerised systems, Bodycote
facilities can process a wide range of component sizes to exacting
standards with reliable, repeatable results.
Hot isostatic pressing (HIP)
HIP combines very high temperature (up to 2,000°C) with inert
gas under very high pressure (up to 30,000 psi - equivalent to that
found at an ocean depth of 11,000m such as at the bottom of the
Mariana Trench in the Pacific Ocean). HIP can be used to eliminate
porosity in castings and consolidate encapsulated powders to
dense materials. Dissimilar materials can be bonded together to
manufacture unique cost-effective components. Every week a
typical Bodycote HIP plant will process many tons of titanium,
aluminium, steel and super-alloy castings, removing porosity and
improving the performance of parts such as turbine blades and
oilfield components.
With the largest operational capacity in the world and a wide variety
of sizes of equipment, Bodycote HIP is able to accommodate
large volumes of small product as economically as large individual
components.
Surface technology
Surface technologies are used extensively to prolong the working
life of components and protect them from environmental factors
such as corrosion and abrasion. The range of surface treatments
available from Bodycote covers a wide variety of applications,
providing manufacturers with solutions to meet requirements such
as durability, wear resistance, improved hardness and electrical
conductivity.
Bodycote is a provider of specialised plasma spray, high velocity
oxy fuel (HVOF) and thermally formed ceramic treatments and is
able to surface engineer components (including complex geometric
shapes and internal bores) that are designed to operate in the most
demanding of industrial applications.
10
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 A twist to resist - a component journey
23065.02 11 March 2014 1:46 PM Design Shell
11
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY Global network
Bodycote is experienced in all major market sectors and is able to
combine the capability and expertise of a network of over 190 worldwide
locations to deliver global, or local, services for customers.
Overview
As the only truly global provider of subcontract thermal processing
services, Bodycote is able to offer significant advantages to its
customers. Through an international network of plants, Bodycote
can effectively utilise a wealth of knowledge, experience and
specialist expertise to deliver quality service when and where it
is needed.
The network operates from over 190 worldwide locations, with
customers able to benefit from Bodycote’s comprehensive range
of services from multiple locations. Customers know that if their
business expands, Bodycote will have the capability to meet their
needs. They know that if they were to broaden their manufacturing
footprint, Bodycote would be able to assist them. They know that
they can obtain the same process to the same quality standards
from multiple locations.
Such a large network brings economies of scale, with technology
developed at one location being available globally if the market
requires it.
The Bodycote network has a wealth of technical accreditations,
some industry or customer specific, others more general. Individual
operations concentrate on the accreditations suited to their market.
Although Bodycote is headquartered in the UK, 90% of the Group’s
revenue is derived outside the UK. With facilities in 26 countries,
Bodycote is truly global.
North America
Bodycote is the largest provider of thermal processing services
in North America by a significant margin, with a comprehensive
network coverage. This network offers locations convenient to
customers in all areas where manufacturing and technical industries
are concentrated.
Our facilities offer the widest and deepest range of processes for
aerospace and energy applications and all the leading technologies
for automotive applications.
Group revenue by market sector
£m
Revenue by market sector — North America
£m
General industrial
Automotive
Aerospace and Defence
Energy
Total
242.4
153.9
139.9
83.4
619.6
General industrial
Automotive
Aerospace and Defence
Energy
Total
62.9
45.4
82.7
32.8
223.8
12
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013
Although Bodycote is headquartered in the UK, 90% of the Group’s
revenue is derived outside the UK. With facilities in 26 countries,
Bodycote is truly global.
Western Europe
Emerging markets
Bodycote is the number one provider of thermal processing
services in Western Europe with the largest network by far and a
comprehensive service offering.
The range of process offerings varies somewhat by country and
region, reflecting which types of industry are prominent in those
locations, thus enabling the Group to best meet the needs of
customers.
Bodycote has 28 facilities in emerging geographies covering
Eastern Europe, China, Brazil, India, Singapore and Dubai.
Bodycote is the number one thermal processing provider in both
Brazil and Eastern Europe and is the leading western provider
in China. These markets have a special emphasis in the Group’s
growth strategy for the future.
Revenue by market sector — Western Europe
£m
Revenue by market sector — Emerging markets
£m
General industrial
Automotive
Aerospace and Defence
Energy
Total
159.4
85.2
55.9
47.4
347.9
General industrial
Automotive
Aerospace and Defence
Energy
Total
20.1
23.3
1.3
3.2
47.9
23065.02 11 March 2014 1:46 PM Design Shell
13
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY
Markets
Aerospace, Defence & Energy markets
Automotive & General Industrial markets
Car and light truck production showed improvement in most
territories in 2013. Backed by the Group’s value-added technologies,
revenues increased year-on-year by 18% (15% at constant
exchange rates, of which 4% was organic and 11% coming from
acquisitions completed in 2012). Particularly pleasing was an
8% increase in sales in Europe (4% at constant exchange rates)
notwithstanding weak consumer demand.
As anticipated 2013 was a difficult year in heavy truck with very
weak demand in both North America and Europe for much of the
year. North American revenues were helped from a low base by the
acquisitions undertaken in 2012 but overall sales to the sector were
down 1% (4% at constant exchange rates).
Bodycote provides thermal processing services for a wide range
of heavy equipment. Cutbacks in capital expenditure in the mining
sector were a notable drag on demand and requirements for
agricultural equipment have been subdued. Together these areas
more than offset some increase in demand for construction
machinery and rail. With the benefit of currency movements overall
revenues increased by 2% but fell by 1% at constant exchange rates.
Civil aerospace revenues increased in 2013 by 10% (8% at
constant exchange rates, of which 5% was organic and 3% from
acquisitions), due to a combination of new contract gains and
market demand. Original equipment sales improved as both Boeing
and Airbus continued to increase production rates. Available seat
kilometres grew by 5% indicating an increase in aircraft flying
hours, which in turn drove an increase in demand for aftermarket
parts.
Sales into the defence sector, which accounted for around 5% of
Group sales, were weak as the effect of the widespread reduction
in military budgets took effect. Revenues were 6% lower than in
2012 (7% at constant exchange rates).
Demand for the Group’s services in the power generation
sector grew well with sales ahead by 11% in 2013 (9% at
constant exchange rates, of which 5% was organic and 4% from
acquisitions) compared to 2012. Additional capability came on
stream at the end of 2013. The organic growth was driven mainly by
our European operations.
Market conditions were markedly different in onshore and subsea
oil & gas during 2013. The majority of the Group’s revenues in the
onshore sector are in the USA covering both conventional and
fracking requirements. Customers for components for fracking
undertook significant destocking during the year, which resulted
in sales in North America being down 19% (21% at constant
exchange rates). Conversely, sales into subsea continued to
improve so that, in total, revenues to the oil & gas sector were
lower by 7% (8% at constant exchange rates).
14
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Business performance
Revenue
Operating profit
Profit on disposal of investments
Acquisition costs
Reorganisation costs
Operating profit prior to exceptional items
Amortisation of acquired intangible fixed assets
Headline operating profit
2013
£m
619.6
102.1
–
–
0.8
102.9
4.5
107.4
2012
(Restated)
£m
587.8
93.0
(2.4)
2.5
2.4
95.5
2.0
97.5
Group revenue was £619.6m, an increase of 5.4%, of which acquisitions accounted for 5.5%, with organic revenues down 2.5% and
foreign exchange rate movements having a positive impact of 2.4%.
Headline operating profit for the year increased by 10.2% from £97.5m to £107.4m, and headline operating margin was 17.3% (2012: 16.6%).
Acquisitions made in the prior year increased headline operating profit by £6.7m. The impact of foreign currency movements in the year was
an increase in headline operating profit of £3.6m. Despite a £14.8m decline in organic revenue, organic headline operating profit decreased
by only £0.4m.
Cash flow is analysed as follows:
Headline operating profit
Add back non-cash items:
Depreciation and amortisation
Impairment of fixed assets
Share-based payments
(Profit) / loss on disposal of property, plant and equipment
Headline EBITDA1
Net capital expenditure
Net working capital movement
Headline operating cash flow
Cash cost of restructuring
Acquisition costs
Operating cash flow
Interest
Taxation
Free cash flow
2013
£m
107.4
52.9
5.1
3.6
(0.1)
168.9
(57.3)
(2.7)
108.9
(4.3)
–
104.6
(3.3)
(22.5)
78.8
2012
(Restated)
£m
97.5
50.5
0.7
3.9
0.1
152.7
(47.7)
5.8
110.8
(5.3)
(2.5)
103.0
(2.5)
(19.3)
81.2
Strong profit growth, disciplined capital spending and working capital control have resulted in excellent operating cash flow of £104.6m
(2012: £103.0m). Group net cash at 31 December 2013 was £15.0m (2012: net debt £34.2m).
Capital expenditure continued to be managed carefully. Capital spend (net of asset sales) in 2013 was £57.3m (2012: £47.7m), being
1.0 times depreciation2 (2012: 0.9 times). There has been a continued focus on cash collection and receivable days at 31 December 2013
were 59 days (31 December 2012: 58 days). The net working capital outflow in the year is primarily a result of a decrease in payables, offset
by a modest decrease in receivables.
1 Earnings before interest, tax, depreciation, amortisation, share-based payments, impairment of fixed assets, profit or loss on disposal of property, plant and
equipment and exceptional items.
2 Net capital expenditure to depreciation ratio is defined as capital expenditure less proceeds from asset disposals as a proportion of depreciation and
amortisation plus impairment of fixed assets.
23065.02 11 March 2014 1:46 PM Design Shell
15
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY
Business review
Aerospace, Defence & Energy
Safe
landings
Landing gear
Critical landing gear must perform without fault every time the aircraft flies. The
nature and position of this critical component requires strength as well as wear
and corrosion protection to fulfil design requirements. A combination of thermal
processing techniques is used to ensure the materials’ desired characteristics are
achieved. Heat treatment is performed to change the properties of the materials
allowing the parts to endure their harsh punishment. Environmentally friendly
thermal spray processes such as HVOF have superseded traditional coating
methods to aid corrosion and wear resistance properties.
For further information about our services go to
www.bodycote.com/services
16
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Achievements in 2013
The ADE divisions made further progress during the year in gaining
new agreements with a range of customers and for a variety of end
uses. In HIP, new customers, who are key suppliers to the oil majors
in the subsea oil & gas market, have continued to be added as they
adopt the Group’s proprietary Product Fabrication (PF) offering.
Organisation and people
Total full-time equivalent headcount at 31 December 2013 was
1,945 (2012: 2,099), a decrease of 7.3% compared to revenue
growth in ADE of 1.5%.
Looking ahead
Order books for commercial aerospace OEMs remain strong,
although aircraft build rates in the higher volume platforms have
now reached manufacturers’ target levels. There is softness in
North American onshore oil & gas demand but offtake appears
to be improving slowly. Defence markets are expected to remain
weak. Bodycote expects to be able to continue to capitalise on its
world leading position and once again outperform the market.
Within the Aerospace, Defence & Energy (ADE) business, our
customers think and operate globally and increasingly expect
Bodycote to service them in the same way. Consequently, the
ADE business is organised globally. This gives Bodycote a notable
advantage as the only thermal processing company with a global
footprint and knowledge of operating in all of the world’s key
manufacturing areas. A number of Bodycote’s most important
customers fall within the compass of ADE and Bodycote intends
to continue to leverage its unique market position to increase
revenues in these market sectors. The business incorporates the
Group’s activities in hot isostatic pressing and surface technology
as well as the relevant heat treatment services, encompassing
64 facilities in total.
Results
Revenues for the ADE business were £261.8m in 2013 compared to
£258.0m in 2012, an increase of 1.5% (a 0.5% decline at constant
exchange rates made up of 1.8% organic decline and 1.3% increase
from acquisitions). Organic revenue reduction in the year reflects,
on the one hand, a further increase in demand from aerospace
and industrial gas turbine customers in all geographies and market
share gains, particularly for subsea oil & gas requirements, but on
the other very weak demand in North American onshore oil & gas.
Headline operating profit1 for ADE was £70.7m (2012: £69.1m). The
headline operating profit margin improved from 26.8% to 27.0% as
a result of a continuing improvement in mix of business.
In 2013, the Group added capacity in a number of aerospace-
focused facilities, including the establishment of a new Surface
Technology location in Houston, Texas. In the coming year it is
expected that capital expenditure will again be slightly above
depreciation as further capacity and capability are added to support
continuing growth in aerospace demand.
Net capital expenditure in 2013 was £20.4m (2012: £21.0m) which
represents 1.1 times depreciation (2012: 1.1 times).
Average capital employed in ADE in 2013 was £235.4m (2012:
£227.9m). The small increase is primarily due to investment in new
capacity to meet continued sales growth in the aerospace markets.
Return on capital employed in 2013 was 26.1% (2012: 26.1%).
1 Headline operating profit is reconciled to operating profit in note 2 to the financial statements. Bodycote plants do not exclusively supply services to
customers of a given market sector (see note 2 to the financial statements).
ADE revenue by geography
£m
ADE revenue by market sector
£m
Western Europe
North America
Emerging markets
Total
121.0
137.9
2.9
261.8
Aerospace & Defence
129.6
Energy
Automotive & General
Industrial
Total
67.4
64.8
261.8
23065.02 11 March 2014 1:46 PM Design Shell
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Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY
Business review
Automotive & General Industrial
Harvesting
strength
Harvester heads
There is nothing more important than keeping harvesters up and running during
harvest times. Unexpected breakdowns and repairs cost time and money,
so each component must be reliable and long lasting. Some components in
contact with abrasive crops require an extremely hard wearing surface and may
need more than one surface treatment.
Bodycote’s services help to ensure components do not wear out prematurely.
Processes such as carburising, carbonitriding, ferritic nitrocarburising,
marquenching and tempering may all be used to extend the life of harvesting
components.
For further information about our services go to
www.bodycote.com/services
18
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Whilst the Automotive & General Industrial (AGI) marketplace
has many multinational customers which tend to operate on a
regionally-focused basis, it also has very many medium-sized
and smaller businesses. Generally, there are more competitors
to Bodycote in AGI and much of the business is locally oriented,
meaning that proximity to the customer is very important.
Bodycote’s uniquely large network of 127 AGI facilities enables
the business to offer the widest range of technical capability
and security of supply, continuing to increase the proportion of
technically differentiated services that it offers. Bodycote has a long
and successful history of serving this wide-ranging customer base.
Results
AGI business revenues were £357.8m in 2013, compared to
£329.8m in 2012, an increase of 8.5% (5.7% at constant exchange
rates, made up of an organic decline of 3.1% and an increase from
acquisitions of 8.8%).
In 2013 sales into car & light truck have been good in all
geographies with revenues increasing by 3.7% (excluding
acquisitions and at constant exchange rates). Revenues to heavy
truck and general industrial markets have been soft in all territories.
Sales into heavy truck and general industrial sectors decreased
by 14.6% and 5.5% respectively, excluding acquisitions and at
constant exchange rates.
North American revenues declined by 10.2% excluding acquisitions
and at constant exchange rates, driven by the softening in general
industrial markets. In Europe, revenues declined by 1.7% (at constant
exchange rates). In the emerging markets, revenues declined by
0.8% (at constant exchange rates), with Brazil lower by 8.4% driven
by weaker demand from general industrial markets, but with Asia
ahead by 18.7% helped by the Group’s greenfield expansion.
Acquisitions made in 2012 increased revenue and headline operating
profit in the AGI division by £29.1m and £5.5m respectively.
Headline operating profit1 in AGI was £52.7m compared to £44.1m
in 2012. Headline margin increased to 14.7% (2012: 13.4%)
reflecting strong cost control, particularly in areas of demand
weakness and improved mix. Sales of the Group’s high added-value
services, and especially its S3P technology, grew strongly at high
margins.
Net capital expenditure in 2013 was £34.2m (2012: £23.1m), which
represents 1.0 times depreciation (2012: 0.7 times). In 2014 we
expect that capital expenditure will be just above depreciation
as we add further capacity in China, Mexico and for selected
technologies such as S3P, Corr-I-Dur® and low pressure carburising.
Return on capital employed in 2013 was 15.1% (2012: 12.0%). The
increase reflects continuing focus on improving capital returns by
increasingly targeting higher added-value activities. On average,
capital employed in 2013 was £304.2m (2012: £315.5m).
Achievements in 2013
The Group has continued to win business across all geographies.
In both North America and Europe our ability to support automotive
manufacturers as they move to newer technologies in pursuit of
better fuel efficiency has provided Bodycote with market share
growth. New outsourcing contracts and contributions from
differentiated technologies such as S3P meant that the revenue
declines stemming from the weak economic environment were
mitigated and margins improved.
AGI continued to see the benefits of restructuring and market
focus. The emphasis on improved efficiency has been a key
factor in the achievement of margin enhancements in the face of
declining revenues.
Organisation and people
At 31 December 2013, the number of full-time equivalent
employees in AGI was 3,614 compared to 3,619 at the end of 2012
and 1,630 less than its peak in July 2008. AGI revenues of £357.8m
compare to £363.3m in 2008 (at 2013 exchange rates), a decrease
of 1.5%.
Looking ahead
The AGI businesses will continue to build on their success of
enhancing their margins through capturing high value work. The
focus on improving customer service helps drive this effort while
the prioritisation of existing capacity in favour of higher value work
and investing in selected technologies such as S3P, Corr-I-Dur® and
low pressure carburising provides additional momentum. In addition
the Group will continue with its strategy of adding to its existing
footprint in emerging markets, with an emphasis on China and
Mexico in the near term.
1 Headline operating profit is reconciled to operating profit in note 2 to the financial statements. Bodycote plants do not exclusively supply services to
customers of a given market sector (see note 2 to the financial statements).
AGI revenue by geography
£m
AGI revenue by market sector
£m
Western Europe
North America
Emerging markets
Total
226.9
85.9
45.0
357.8
General Industrial
Automotive
Aerospace, Defence &
Energy
Total
187.1
144.4
26.3
357.8
23065.02 11 March 2014 1:46 PM Design Shell
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Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY
Finance Director’s report
Financial overview
Revenue
Headline operating profit
Amortisation of acquired intangible
fixed assets
Operating profit prior to exceptional
items
Profit on disposal of investments
Acquisition costs
Reorganisation costs
Operating profit
Net finance charge
Profit before taxation
Taxation
Profit for the year
2013
£m
619.6
107.4
(4.5)
102.9
–
–
(0.8)
102.1
(3.7)
98.4
(25.3)
73.1
2012
(Restated)
£m
587.8
97.5
(2.0)
95.5
2.4
(2.5)
(2.4)
93.0
(3.0)
90.0
(22.8)
67.2
Group revenue was £619.6m, an increase of 5.4%, of which acquisitions
accounted for 5.5%, with organic revenues down 2.5% and foreign
exchange rate movements having a positive impact of 2.4%.
Headline operating profit for the year increased by 10.2% from
£97.5m to £107.4m and headline operating margin was 17.3% (2012:
16.6%). Acquisitions in the prior year increased headline operating
profit by £6.7m. The impact of foreign currency movements in the
year was to increase headline operating profit by £3.6m. Despite a
£14.8m decline in organic revenue, organic headline operating profit
decreased by only £0.4m.
The amortisation of acquired intangible assets arises from
acquisitions in prior years and the level of the charge has increased
to £4.5m (2012: £2.0m) due to the full year impact of the
acquisitions completed during 2012.
Operating profit was £102.1m (2012: £93.0m) after charging £4.5m
(2012: £2.0m) in respect of the amortisation of acquired intangible
assets and £0.8m (2012: £2.4m) of reorganisation costs. During
2012 a profit on disposal of the Group’s investment in Ionbond of
£2.4m and acquisition costs of £2.5m were also recognised.
Headline operating cash flow1 for the Group was £108.9m (2012:
£110.8m). This was 101.4% of headline operating profit (2012:
113.6%). Net capital expenditure was 1.0 times depreciation (2012:
0.9 times) as the Group continued to focus on increasing the
utilisation of existing equipment. There was a working capital
outflow in the year mainly due to a decrease in the level of
payables and an increase in the level of inventories offset by a small
decrease in the level of receivables.
After deducting interest and tax, the Group recorded positive free
cash flow2 of £78.8m (2012: £81.2m).
Exceptional costs
Total exceptional costs charged to the income statement amounted
to £0.8m (2012: £2.5m). Redundancy and reorganisation costs of
£0.8m (2012: £2.4m) have been incurred in relation to the transfer
of accounting services for our Sweden, Finland and Denmark
operations to our Shared Service Centre in Prague. There was no
profit on disposal of investments (2012: £2.4m) and no acquisition
costs were expensed in the year (2012: £2.5m).
Restructuring provisions outstanding at 31 December 2013 totalled
£8.6m. Of the remaining costs, £4.1m is expected to be spent in 2014
and £4.5m in 2015 and later. All expenditure after the end of 2014
relates to ongoing environmental remediation, primarily in the USA.
Profit before tax
Headline profit before tax was £103.7m (2012: £94.5m). Profit
before tax was £98.4m (2012: £90.0m). These amounts are
reconciled as follows:
Headline operating profit
Net finance charge
Headline profit before tax
Amortisation of acquired intangible
fixed assets
Profit before tax prior to exceptional
items
Profit on disposal of investments
Acquisition costs
Reorganisation costs
Profit before tax
2013
£m
107.4
(3.7)
103.7
(4.5)
99.2
–
–
(0.8)
98.4
2012
(Restated)
£m
97.5
(3.0)
94.5
(2.0)
92.5
2.4
(2.5)
(2.4)
90.0
1 Headline operating cash flow is reconciled on page 15.
2 Free cash flow is reconciled on page 15.
3 2012 restated for the adoption of IAS 19 (revised) ‘Employee Benefits’,
which has the effect of reducing headline operating profit and operating
profit by £0.4m, reducing finance charge by £0.6m and increasing profit
before taxation by £0.2m.
4 Headline EBITDA is reconciled on page 15.
20
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Finance charge
The net finance charge was £3.7m compared to £3.0m in 20123.
The increase results primarily from higher average net debt during
the year due to the cost of acquisitions completed during 2012 and
a refinancing of the €125m revolving credit facility in 2013 (£0.2m
due to higher commitment fees and £0.2m from the amortisation
of upfront fees).
Net interest payable
Financing costs
Bank and other charges
Pension finance charge
Net finance charge
2013
£m
0.6
1.5
1.0
0.6
3.7
2012
(Restated)
£m
0.5
1.1
0.8
0.6
3.0
Taxation
The tax charge was £25.3m for the year (2012: £22.8m).
The effective tax rate of 25.7% (2012: 25.3%) resulted from the
blending of differing tax rates in each of the countries in which the
Group operates.
The headline tax rate for 2013 was 24.7% (2012: 25.6%),
being stated before accounting for exceptional items, including
amortisation of goodwill and acquired intangibles, which are
generally not allowable for tax purposes.
Subject to any future tax legislation changes, and with the Group
making most of its profits in countries other than the UK, the
headline tax rate is expected to remain around current levels, being
higher than the current UK statutory tax rate of 23%, which is due
to fall to 20% from 2015.
Earnings per share
Basic headline earnings per share (as defined in note 9) increased
to 41.2p from 37.5p. Basic earnings per share for the year increased
to 38.5p from 35.9p.
Dividend
The Board has recommended a final ordinary dividend of 9.1p
(2012: 8.3p) bringing the total ordinary dividend to 13.5p per share
(2012: 12.3p). The Board has also recommended a supplemental
distribution, by way of a special dividend, amounting to 10.0p per
share. If approved by shareholders, the final ordinary dividend of
9.1p per share for 2013 and the supplemental distribution of 10.0p
per share for 2013 will be paid on 2 May 2014 to all shareholders on
the register at the close of business on 11 April 2014.
Capital structure
The Group’s balance sheet at 31 December 2013 is summarised
below:
Property, plant and
equipment
Goodwill and intangible
assets
Current assets and
liabilities
Other non-current assets
and liabilities
Retirement benefit
obligations
Deferred tax
Total before net cash
Net cash
Net assets as at
31 December 2013
Net assets as at
31 December 2012
(restated)
Assets
£m
Liabilities
£m
Net Assets
£m
444.6
167.9
–
–
444.6
167.9
146.4
(166.1)
(19.7)
3.4
(13.1)
(9.7)
–
29.4
791.7
16.9
(18.5)
(61.6)
(259.3)
(1.9)
(18.5)
(32.2)
532.4
15.0
808.6
(261.2)
547.4
792.8
(288.7)
504.1
Net assets increased by £43.3m (8.6%) to £547.4m (20123:
£504.1m). At constant exchange rates, net assets increased by
£42.5m (8.4%). The major movements compared to 31 December
2012 were a reduction in net debt of £49.2m, together with an
increase in net deferred tax liabilities3 of £9.3m and a decrease in
property, plant and equipment of £4.1m.
The decrease in property, plant and equipment was due to additions
of £57.3m offset by depreciation of £51.9m, asset impairments of
£5.1m and foreign exchange variances.
Net deferred tax liabilities3 increased by £9.3m due to the inclusion
of deferred tax liabilities attributed to the 2012 acquisitions,
timing differences on depreciation and local provisions and a
reduction in deferred tax assets following the utilisation of tax
losses. Restructuring provisions were reduced by £2.9m, as Group
restructuring activities proceeded as planned.
Retirement benefit obligations3 decreased by £0.5m during the
year, largely as a result of benefit payments made from the scheme
offsetting the increase in liabilities generated from accrued interest,
in addition to the effect of the change in RPI to 3.4% (2012: 3.1%).
Net cash/(debt)
Group net cash at 31 December 2013 was £15.0m (2012: net debt
£34.2m). During the year, loans of £33.9m drawn under committed
facilities were repaid. The Group continues to have access to
committed facilities at competitive rates and therefore currently
deems this to be the most effective means of funding.
23065.02 11 March 2014 1:46 PM Design Shell
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Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY Finance Director’s report continued
Cash flow
The net increase in cash and cash equivalents was £13.7m (2012:
decrease of £7.6m), made up of net cash from operating activities
of £139.4m (2012: £131.2m), less investing activities of £58.2m
(2012: £130.6m) and less cash used in financing activities of £67.5m
(2012: £8.2m).
The increase in net cash flow from operating activities from
£131.2m to £139.4m was driven primarily by the increase in
headline EBITDA4 from £152.7m to £168.9m. Working capital
increased in line with levels of activity. Net current tax liabilities
decreased by £2.5m, mainly due to the timing of tax payments
made compared to the previous year. The continuing utilisation
of environmental and restructuring provisions resulted in a cash
outflow of £2.4m.
Net cash outflows from investing activities decreased from
£130.6m to £58.2m, primarily as a result of no acquisitions being
completed in 2013 compared to the prior year. The level of net
capital expenditure in 2013 was £57.3m (2012: £47.7m), consistent
with plans to maintain and improve the capacity and capability of
the Group, whilst keeping expenditure levels close to depreciation.
Net cash outflows used in financing activities increased from £8.2m
to £67.5m. 2013 saw the repayment of loans of £36.6m (2012:
£2.3m) and new bank loans raised of £nil (2012: £28.8m), together
with payment of dividends totalling £24.0m (2012: £21.3m).
There has been a continued focus on cash collection, although
receivable days at 31 December 2013 increased by one to 59 days
(2012: 58 days).
Net interest payments for the year were £3.3m (2012: £2.5m). Tax
payments were £22.5m (2012: £19.3m) reflecting the increase in
Group profits.
Capital expenditure
Net capital expenditure (capital expenditure less proceeds from
asset disposals) for the year was £57.3m (2012: £47.7m). The
multiple of net capital expenditure to depreciation was 1.0 times
(2012: 0.9 times), which reflects the Group’s continued careful
management of its capital expenditure programme. Major capital
projects that were in progress during 2013 included installation of
new Giga HIP capacity in Camas, Washington, expansion of our
production facilities in Silao, Mexico, completion of the Jinan facility
in China, and expansion of our vacuum furnace capacity in Holland,
Michigan and Derby, UK. The Group also continued to invest in the
implementation of a new ERP system.
Borrowing facilities
Total funding available to the Group under its committed facilities
at 31 December 2013 was £229.0m (2012: £226.4m), expiring
between August 2016 and March 2018, as well as access to a
US$10m committed letter of credit facility maturing in August 2016.
The €125m revolving credit facility was refinanced for a further five
years in February 2013 at a higher margin than the 2006 arranged
facility it replaced.
At 31 December 2013, the Group had the following committed
facilities:
Facility
Expiry
Date
Facility
£m
Loan and
Letter of
Credit
Utilisation
£m
Facility
Headroom
£m
£125m
Revolving Credit
€125m
Revolving Credit
31 August
2016
1 March
2018
$10m
Letter of Credit
31 August
2016
125.0
104.0
229.0
6.1
235.1
–
–
–
4.8
4.8
125.0
104.0
229.0
1.3
230.3
Capital management
The Group manages its capital to ensure that entities in the Group
will be able to continue as going concerns, while maximising the
return to shareholders. The capital structure of the Group consists
of debt, which includes borrowings, cash and cash equivalents,
and equity attributable to equity holders of the parent, comprising
capital, reserves and retained earnings.
The capital structure is reviewed regularly by the Board. The Group’s
policy is to maintain gearing, determined as the proportion of net
debt to total capital, within defined parameters, allowing movement
in the capital structure appropriate to the business cycle and
corporate activity. Due to the net cash position at 31 December
2013 the gearing ratio has fallen to 0% (2012: 7%).
Defined benefit pension arrangements
The Group has defined benefit pension obligations in the UK,
Germany, Switzerland, Liechtenstein and USA and cash lump sum
obligations in France, Italy and Turkey, the liabilities for which are
reflected in the Group balance sheet.
The net deficits in these arrangements are as follows:
Funded
UK
Other Western Europe
North America
Unfunded
Western Europe
Emerging markets
Total deficit
2013
£m
2012
(Restated)
£m
4.8
1.2
0.2
6.2
12.1
0.2
12.3
18.5
4.2
0.5
0.9
5.6
13.1
0.3
13.4
19.0
22
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 The UK plan is closed to new entrants but the 87 active members
continue to accrue benefits. The arrangements in France, Italy and
Turkey are open to new members. All other arrangements are
closed to new entrants.
UK Scheme liabilities remained broadly unchanged over the year
(2012: £85.6m, 2013: £85.7m). The actuarial assumptions used
to assess the present value of the liabilities are unchanged from
2012, with the exception of the RPI inflation assumption which has
increased from 3.1% in 2012 to 3.4% in 2013. Although this and
the interest accrued over the year marginally increased the value of
the liabilities, this increase was largely offset by benefit payments
made from the scheme.
Assets have decreased over the period from £81.4m to £80.9m,
leading to a deficit of £4.8m as at 31 December 2013.
The liability for unfunded Western European schemes reduced
by £1.0m, primarily in Germany. The key reason for the decrease
in the deficit in the Western European schemes is an increase in
corporate bonds yields and the impact of the settlement of certain
liabilities.
For the year ended 31 December 2013 the Group is required to
adopt IAS 19 (revised) ‘Employee Benefits’.
IAS 19 (revised) ‘Employee Benefits’ and the related consequential
amendments have impacted the accounting for the Group’s defined
benefit scheme by:
reclassifying pension scheme administration costs from finance
costs to operating costs in the income statement;
replacing the interest cost and expected return on plan assets
with a net interest charge on the net defined benefit liability; and
charging past service costs immediately to the income statement
as incurred.
As a result of this change in accounting policy the comparative
amounts have been restated as follows:
Consolidated balance sheet
Retained earnings
(as previously reported)
Increase in deferred tax asset
Increase in pension deficit
Retained earnings (as restated)
Consolidated statement of comprehensive income
Profit for the year (as previously reported)
Increase in operating costs
Reduction in finance costs
Profit for the year (as restated)
Other comprehensive expense
(as previously reported)
Increase in actuarial losses on defined benefit
pension schemes
Other comprehensive expense (as restated)
2012
£m
152.0
0.2
(0.5)
151.7
67.0
(0.4)
0.6
67.2
(18.1)
(0.2)
(18.3)
As
previously
reported
£m
1.1
1.2
2.3
97.9
2012
As
restated
£m
1.5
0.6
2.1
97.5
Variance
£m
0.4
(0.6)
(0.2)
(0.4)
Operating costs
Net finance charge
Total IAS 19 (revised)
charge
Headline operating profit
For the current year, the profit is £0.2m higher and other
comprehensive expense is £0.2m higher than it would have been
prior to the adoption of IAS 19 (revised).
Post balance sheet events
There are no post balance sheet events.
Going concern
In determining the basis of preparation for the Annual Report, the
directors have considered the Group’s business activities, together
with the factors likely to affect its future development, performance
and position. This includes an overview of the Group’s financial
position, cash flows, liquidity position and borrowing facilities.
The Group meets its working capital requirements through a
combination of cash resources, committed and uncommitted
facilities and overdrafts. The overdrafts and uncommitted facilities
are repayable on demand but the committed facilities are due
for renewal as set out below. There is sufficient headroom in the
committed facility covenants to assume that these facilities can be
operated as contracted for the foreseeable future.
Committed facilities as at 31 December 2013 were as follows:
£125m Revolving Credit Facility maturing 31 August 2016
€125m Revolving Credit Facility maturing 1 March 2018
$10m Letter of Credit Facility maturing 31 August 2016
On 18 February 2013, the €125m Revolving Credit Facility was
refinanced for the same amount, extending the maturity to 1 March
2018. The December 2013 weighted average life of the committed
facilities was 3.3 years.
The Group’s forecasts and projections, taking account of reasonable
potential changes in trading performance, show that the Group
should be able to operate within the level of its current committed
facilities.
The directors have reviewed forecasts and projections for the
Group’s markets and services, assessing the committed facility and
financial covenant headroom, central liquidity and the Group’s ability
to access further funding. The directors also reviewed downside
sensitivity analysis over the forecast period, thereby taking into
account the uncertainties arising from the current economic
environment. Following this review, the directors have formed a
judgement, at the time of approving the financial statements, that
there is a reasonable expectation that the Group has adequate
resources to continue in operational existence for the foreseeable
future. For this reason the directors continue to adopt the going
concern basis in preparing the financial statements.
D.F. Landless
Group Finance Director
27 February 2014
23065.02 11 March 2014 1:46 PM Design Shell
23
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY Principal risks and uncertainties
Effective management of risks is essential to the delivery of the Group’s objective of creating superior shareholder returns. The Board
is responsible for the Group’s risk management and the review of financial risk has been delegated to the Audit Committee. Under the
leadership of the Group Head of Risk, Bodycote has developed the risk management framework to identify, report and manage its business
critical risks. The Risk Committee, established in 2012, continued to meet during the year attended by senior managers from each of the
operating divisions. The role of the Risk Committee is to embed risk management and facilitate the implementation of risk management
measures throughout the Group.
A variety of approaches are used to identify and report risks, which are aggregated first at a sub-divisional level and then at Group level. For
each business critical risk, assurance activities have been documented in risk assurance maps and this is used to direct assurance activity.
The Group Head of Risk provides an update to the Audit Committee on the Group’s risk activities at every meeting and a comprehensive
review of the Group’s business critical risks is presented in December. In addition, the Board examines a specific risk topic at each Board
meeting.
The table below highlights the major risks that may affect Bodycote’s ability to deliver the strategy, as laid out on page 7. Details of the
Group’s financial risks (funding, foreign exchange, interest rate and counterparty risks), which are managed by the Group’s treasury function
are provided in note 18 to the financial statements. The mitigating activities described below will help to reduce the impact or likelihood of
the major risk occurring, although the Board recognises that it will not be possible to eliminate these risks entirely. Furthermore, there could
be risks that may be unknown or that may be judged to be insignificant at present, but may later prove to be significant. For this reason
business continuity plans have been prepared for all plants to provide for situations where specific risks have the potential to severely
impact the business.
Risk Description and Impact
Market and Customer Risks
Markets
Mitigation
Bodycote’s exposure to macroeconomic performance means that it suffers
from a certain level of sales volatility. A substantial proportion of Bodycote’s
sales are closely linked to the economic cycle. Sales in the markets served
by the AGI businesses (64% of the total Group) tend mainly to develop in line
with or ahead of the economic cycle, whereas ADE sales (36%) tend to track
behind the economic cycle. Sales can also be impacted by energy prices which
in turn can be affected by general economic activity. The high proportion of
fixed costs in the business means that a drop in sales may have a significant
impact on profitability. However Bodycote’s presence in 26 countries in a wide
variety of end-markets acts as a natural hedge to neutralise localised economic
volatility. Nevertheless, the Board is mindful of the potential impact on demand
for the Group’s services.
Loss of key customers
Bodycote benefits from many long-term relationships with key customers.
Damage to, or loss of, any of these relationships would be detrimental to
Group results and could affect the viability of one or more of Bodycote’s
facilities. However, the Board believes this is unlikely as Bodycote strives
to provide a high level of customer service and the Group’s network of
strategically located facilities ensures that it is the supplier of choice to
these major manufacturers. Furthermore there is no significant customer
dependency, with the Group’s top ten customers accounting for less than
13% of sales and the balance made up by many thousands of customers.
Corporate and Community Risks
Human resources
Implement strategic plan with medium-term objective of “above-
market” sales growth, a focus on targeted premium growth
business segments and a more balanced geographic spread.
Maintain flexibility of cost base for example, by ensuring that a
proportion of the workforce is employed on temporary contracts.
Respond quickly to changes in customer demand on a local or a
Group-wide level.
Wide geographical and market sector spread of Group sales.
Continued focus on customer service and quality processes to
maintain excellent relationships with major customers. Use key
account management to monitor customer satisfaction with the
Group’s service levels.
Ensure there is no significant customer dependency.
Bodycote is reliant on its ability to attract, develop and retain staff of the right
calibre to support its growth strategy. Competition for capable resources
is high and there is a risk that Bodycote may not be able to attract or retain
skilled individuals. As a market leader Bodycote is seen as a source of talent by
competitors, while the Group competes with employers from a wide range of
sectors to attract staff into the business.
Continue the implementation of the HR strategy to address the
long-term development and retention of staff.
Develop succession plans.
Ensure performance management processes are properly
implemented and used effectively.
24
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Risk Description and Impact
Mitigation
Corporate and Community Risks (continued)
Safety and health
Bodycote is committed to providing a safe work environment for its
employees. The nature of Bodycote’s activities presents safety and health risks
which can have a significant impact on individual employees. Furthermore
poor safety and health practices could lead to disruption of business, financial
penalties and loss of reputation.
Group-wide health and safety policies set by the Chief Executive.
Bodycote SHE management system standard, being implemented
based on OHSAS 18001 and ISO 14001.
Programme in place to focus on reduction of incidents which could
have a high impact.
Environment
Bodycote is committed to providing the highest level of protection to the
environment. Environmental contamination could lead to health risks,
disruption of business, financial costs and loss of reputation.
Historical use of chlorinated solvents and other hazardous chemicals by plants
operated by Bodycote or by plants acquired by Bodycote could have led to
ground contamination. The environmental regulations in many of the jurisdictions
in which Bodycote operates impose actual or potential obligations on Bodycote
to remediate contaminated sites. Bodycote incurs costs annually (2013: £1.6m)
in meeting its obligations and has a provision of £13.2m at 31 December 2013
in respect of required environmental remediation costs. If the provision is
insufficient to meet the cost of remediation, then this could have an impact on
the Group’s results. Some of the Group’s heat treatment plants continue to use
chlorinated solvents and hazardous chemicals in small quantities.
Operational Risks
Service quality
The Bodycote brand is reliant on the repeatable delivery of parts to agreed
specification to an agreed time. Deterioration in quality or service levels could
cause serious long-term damage to Bodycote’s reputation with financial
consequences such as the loss of a customer and the cost of damages or
litigation. Work that is released into use which is not in compliance with
specification could arise as a result of system or human failure. Bodycote has
stringent quality systems in place managed by qualified staff. Where necessary,
plants have relevant accreditations such as ISO 9001, Nadcap and TS 16949.
Major disruption at a facility
Safety compliance audits at all plants at least every two years.
Oversight of safety and health framework provided by the Group SHE
Committee.
Remediation of contaminated sites as required by local legislation.
Reduction in the use of hazardous substances, such as chlorinated
solvents.
Environmental procedures and measures in place conforming to
ISO 14001 (2013: 85% of plants).
Environmental due diligence of businesses for acquisition.
Maintain industry relevant accreditations.
Quality systems and processes operated at plant level, supervised
by divisional quality teams.
All plants subjected to internal and external quality audits and
inspections at least once a year.
Bodycote’s business processes have inherent risks and there is a possibility
that a major fire or utility outage could lead to closure of a facility’s operation.
In addition a number of sites are exposed to natural hazards, such as
earthquakes, flooding and storms. As a result there is a possibility that service
to Bodycote’s customers from the affected site could be disrupted. However
Bodycote’s global network of over 190 plants creates a framework to provide
backup capability for any affected facility.
OHSAS 18001 and ISO 14001 compliant SHE management systems
being used by Group Head of Safety, Health and Environment with
support of divisional safety and health teams.
Programmed equipment maintenance and inspections.
Independent insurer inspections to assess hazard and business
interruption risks.
Business continuity plans developed for all plants.
Information technology systems
The efficient operation of the Group will rely increasingly on the proper
development and operation of its IT systems. Bodycote is currently undergoing
a Group-wide implementation of a new ERP system. The impact of the
re-engineered business process will have significant long-term benefits
on Bodycote’s operational effectiveness. However, failure to manage the
implementation programme successfully could result in cost overruns and
potentially, disruption to the business.
Defined disaster recovery planning and data backup procedures.
Project approval and progress subject to Board review.
Project teams made up of skilled subject matter experts
supplemented with third party advisers.
Best practice project management processes in place with
assurance provided by third parties.
Regulatory Risks
Regulatory and legislative compliance
The global nature of Bodycote’s operations means that the Group has to comply
with a wide range of local and international legislative requirements, including
anti-bribery and anti-competition legislation, taxation legislation, employment law
and import and export controls. Failure to comply with legislation could lead to
substantial financial penalties, disruption to business, diversion of management
time, personal and corporate liability and loss of reputation.
Establish business processes supported by HR policies and the
Group Code of Conduct.
The “Open Door Line” whistleblower facility which is managed by a
third party.
Training and awareness programmes.
Engagement of local specialists to support Bodycote at local,
divisional and Group level.
Regular audit of the effectiveness of implemented procedures.
25
23065.02 11 March 2014 1:46 PM Design Shell
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY Corporate responsibility and sustainability
As a Group, Bodycote is committed to
acting responsibly as a good corporate
citizen, to reducing the environmental
impact of the Group’s activities and to
providing our employees with a safe
working environment.
26
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Bodycote’s stakeholder model shows how its interactions on various
levels contribute towards socioeconomic growth and development. These
exchanges, based on mutually beneficial relationships, provide the basis
for the Company’s growth and sustainability, which in return provides
benefits to employees, investors, suppliers, customers, the public sector
and wider society.
Investors / Funders
Capital is rewarded
through dividends and
share price.
Capital
Funds
Return on
Investment
Productivity
Sales
Employees
5,800 employees’
knowledge, expertise and
skill are a major part of the
Group’s intangible value.
£242.3m was paid out as
remuneration.
Bodycote:
Provides thermal processing
services that improve material
properties such as strength,
durability and corrosion resistance,
which in turn…
Improves the lifetime and
performance of products
Supports businesses and
protects lives
Remuneration
Products
Payment
Suppliers
Suppliers profit from the
location of the Group in
local communities and
from the Group’s need for
long-term stable supply
partnerships.
Services
Taxes
Public Sector
Tax payments fund
services available to the
public. In total employer social
taxes, net VAT, corporate
and other transactional
taxes amount to £91.7m
for the year.
Customers
Our services are provided
aerospace, defence,
energy and general
industrial industries.
Services
Society
Bodycote generates wealth
for society and contributes
to socioeconomic
development through its
sustainable business
practices, investments
23065.02 11 March 2014 1:46 PM Design Shell
27
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY Corporate responsibility and sustainability continued
Accident frequency1
1.8
1.7
1.9
1.5
2010
2011
2012
2013
Carbon footprint2
(tonne CO2e/£m sales)
639.4
579.7
603.4
603.6
2010
2011
2012
2013
Water consumption
(thousand m3/£m sales)
1.70
1.67
1.59
1.48
2010
2011
2012
2013
Chlorinated solvents
(kg/£m sales)
201.2
157.0
148.7
129.4
2010
2011
2012
2013
ISO 14001 accredited facilities
(%)
81
81
78
85
2010
2011
2012
2013
1 Accident frequency is defined as the number of lost time accidents per
200,000 hours worked.
2 CO2e is carbon dioxide equivalent, which represents the CO2 release due to
our energy usage.
28
Our approach
Bodycote’s objective is to create superior shareholder returns
through the provision of selected thermal processing services that
are highly valued by our customers and to achieve this in a safe
working environment, while continually seeking to minimise the
impact on the environment.
Bodycote is dedicated to improving the management of corporate
responsibility issues and is implementing policies and initiatives to
achieve this goal. The future success and growth of the Group is
intrinsically linked to our ability to ensure the Group’s operations are
sustainable and that we can nurture and develop our talent.
Our people
The strength of the Group primarily rests in its people and one
of the key challenges for management is to ensure availability of
appropriately qualified people to support its continued growth.
Bodycote is fortunate to have a competent and committed
international team that is well-respected in technical and
business circles.
Bodycote invests in the training and development of its people both
at local and Group level. At a local level the Company is committed
to providing the appropriate skills and technical training which will
allow its employees to operate effectively and safely in their roles
and deliver excellent customer service. At Group level a number
of initiatives are currently being rolled out to drive excellence
in management.
A tool to develop further understanding and skill in the area of
performance management is in place and is being used globally
through the management population. Through communication of
clear messages coupled with skills development, the organisation
aims to raise the capability of its management population in
driving performance. This initiative is backed by a performance
management IS system which supports the process.
Bodycote’s employment policies are non-discriminatory, complying
with all current legislation to engender equal opportunity
irrespective of race, gender, religion, disability, sexual orientation or
nationality. Harassment is not tolerated.
Female representation on our Board is currently 17% (2012: 14%)
and at manager level it is 23% (2012: 23%). We will increase female
representation on the Board if appropriate candidates are available
when Board vacancies arise. Females represent 17% (2012: 16%)
of our total workforce.
Core values
It is not just important what we do but how we do it and how
we behave in our company. How we operate as a Group and the
behaviours that we expect from all our employees are expressed in
our core values. Our values represent Bodycote and its people and
our commitment to the company and the business.
Our core values are straightforward and are summarised as follows:
Honesty and Transparency
We are honest and act with integrity. This is not something we take
for granted. Bodycote lives by a culture of honest and transparent
behaviour, which is at the core of all our business relationships.
Respect and Responsibility
We manage our business with respect, applying an ethical approach
to our dealings with those we interact with. We believe in taking
ownership and being mindful of the impact of our actions.
Creating Value
Creating value is the very essence of our business and needs to be
the focus of our endeavours. We create value for our customers,
our employees and our shareholders.
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Human rights
Bodycote’s human rights policy is consistent with the Universal
Declaration of Human Rights and the UN Global Compact’s ten
principles.
We prohibit forced, compulsory and underage labour and any form
of discrimination based on race, gender, religion, age, disability or
political affiliation. Appropriate mechanisms are in place to support
any contraventions of these rules.
Customers and suppliers
Bodycote has no significant suppliers who are wholly dependent
upon the Group’s business. Suppliers are paid in line with
contractual and legal obligations.
We endeavour to respond quickly to changing customer demand,
to identify emerging needs and to improve service availability and
quality. We stay close to our current and potential customers,
building long-term relationships.
Bodycote seeks to play a positive role in the local communities in
which it operates by providing employment opportunities, building
goodwill and a reputation as a good neighbour and employer.
Responsible business ethics
All Bodycote personnel are expected to apply a high ethical
standard, consistent with an international UK-listed company.
Directors and employees are expected to ensure that their personal
interests do not at any time conflict with those of Bodycote.
Shareholder employees are advised of and comply with share
dealing codes.
Bodycote has systems in place designed to ensure compliance with
all applicable laws and regulations and conformity with all relevant
codes of business practice. Further, Bodycote does not make
political donations.
With regard to competition, Bodycote aims to win business in a
differentiated high-value manner. The Group does not employ unfair
trading methods and it competes vigorously but fairly within the
requirements of the applicable laws. Employees are prohibited from
either giving or receiving any inducements.
Our Open Door Policy has been translated into all languages used
throughout the Group. The policy allows employees to report their
concern verbally or in writing and in confidence to an independent
third party provider to ensure anonymity. Reports are transcribed
and sent to the Group Head of Risk, who then passes the matter to
the appropriate individual in the business to be addressed.
Bribery and Competition Law online training courses have been
put in place, translated into the major languages used throughout
the Group, and relevant employees have completed the interactive
courses.
Operational SHE performance
Bodycote is committed to building and maintaining a high reliability
organisation; one that delivers consistently high performance
across all aspects of safety, health and environmental (SHE)
management. Its objective is to be known for the excellence of
its SHE performance in all of its business activities and at all of its
sites.
Safety and health
The nature of the Group’s operations is such that employees are
regularly exposed to hazards in the workplace. Bodycote aims to
manage these hazards and thereby minimise risks to employees
through the deployment of a robust safety management system
which includes appropriate policies and procedures.
Although Bodycote has reported a reduction in accident rate over
recent years, a review of operational activities and processes
towards the end of 2011 suggested a high likelihood of under-
reporting due to a number of factors. A three-year global
improvement strategy began in 2012, and one aspect of this was
to address the incident reporting and investigation processes.
Although regrettable and not acceptable, accidents represent
learning opportunities, and so accurate reporting is an essential part
of building a robust safety management system.
A number of specific actions were taken to encourage the
reporting of incidents, including the introduction in 2013 of a new
global incident reporting system and a common near-miss/unsafe
condition reporting system at every operational site. As a result, the
number of near-misses and unsafe conditions reported at the end
of 2013 was over three thousand, compared with just 58 at the end
of 2011.
The reported number of accidents leading to lost time has also
shown an increase, from 1.5 (per 200,000 hours worked) in 2012
to 1.9 (per 200,000 hours worked) in 2013. Whilst it cannot be
proven that this increase is due to better reporting, it is highly
likely that this is the principal reason, given the emphasis that has
been placed on incident reporting and the simultaneous safety
improvement activities.
Environment
A proactive approach to improving energy efficiency means that
Bodycote has implemented a variety of systems to reduce water
and gas consumption and re-use energy. The continuing focus on
lessening its impact on the environment has resulted in Bodycote
seeking accreditation to ISO 14001 at all of its facilities.
At every stage where Bodycote is involved in the manufacturing
cycle, our operational aim is to reduce the overall impact on the
environment, not just in our own operations, but also those of our
customers. Bodycote operates modern, efficient equipment, which
is operated around the clock so as to optimise thermal processing
cycles. Without Bodycote, many companies would be using older
in-house technology and running their equipment at reduced
capacity, both of which are a drain on energy resources. Working
with Bodycote enables our customers to commit more easily to
carbon reduction initiatives.
Bodycote also reduces the carbon footprint of its customers’
activities by increasing the lifespan of their products, by improving
metallurgical properties and by enhancing corrosion resistance.
For example, surface treatment technology is widely used in the
reclamation of damaged and worn components, offering a cost-
effective and energy-efficient alternative to the need to manufacture
new replacement parts, and treated parts often last up to twenty
times longer than the original.
So, whilst thermal processing is an energy-intensive business, it is
a vital part of the manufacturing chain and its use saves the energy
it consumes many times over.
23065.02 11 March 2014 1:46 PM Design Shell
29
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY Corporate responsibility and sustainability continued
Greenhouse gas emissions
Scope 1 emissions in the year amounted to 154,069 tCO2e (2012:
143,576 tCO2e). The intensity ratio1 amounted to 248.7 (2012:
244.3). Scope 1 emissions are direct emissions resulting from fuel
usage and the operation of facilities.
Chlorinated solvent use
The use of chlorinated solvents in Bodycote’s thermal processing
activities has been reduced in recent years as aqueous degreasing
facilities have been introduced. In 2013 the overall solvent use
decreased by 13% compared with the previous year.
Scope 2 emissions in the year amounted to 219,912 tCO2e (2012:
211,123 tCO2e). The intensity ratio1 amounted to 354.9 (2012:
359.1). Scope 2 emissions are indirect energy emissions resulting
from purchased electricity, heat, steam or cooling for own use.
The sum of both Scope 1 and Scope 2 emissions in the year
amounted to 373,981 tCO2e (2012: 354,699 tCO2e). The combined
intensity ratio1 amounted to 603.6 (2012: 603.4).
The financial control consolidation approach has been used to
report the above data. This method aligns with the reporting scope
in the financial statements.
The Group collects electricity and natural gas usage information
from each facility on a monthly basis. The Group then applies
Department for Environment, Food and Rural Affairs (DEFRA)
published national carbon conversion factors to calculate the total
tonnage of CO2e produced.
Group operational management actively monitors their monthly
CO2e emissions reported and the Group’s Executive Committee
reviews the level of CO2e emissions on a monthly basis.
All entities and facilities under financial control are included within
the disclosure. Emissions <1% of the Group’s total CO2e relating
to fugitive emissions and owned vehicles are not material and
are excluded. As such there are no material omissions from this
disclosure.
KPI – ISO 14001 accredited facilities
Reducing the environmental impact of the Group’s activities is
taken very seriously. Compliance with the requirements of ISO
14001 helps to minimise the risk of adverse environmental effects
at Bodycote’s locations. At the end of 2013, 85% of our operating
facilities had achieved ISO 14001 accreditation. Operational plants
which have not yet received accreditation to the standard are
working towards it, including several of the facilities acquired
in 2012 and 2013. The fall in percentage in 2012 was due to the
facilities acquired in 2012 which had not obtained accreditation.
A number of the acquired plants have obtained the ISO 14001
accreditation during the year.
Carbon footprint and water consumption
The absolute energy usage increased by 5%, in line with the
increase in sales.
When normalised, the total CO2e emissions per £m sales in 2013
were 603.6 Te, unchanged from 2012. However, factors affecting
this normalised value are the effect of foreign exchange rates and
acquisitions. If these are ignored, then the normalised value for
carbon emissions shows a reduction of 6%.
The Group’s total CO2 emission data is based on Scope 1 and
Scope 2 emissions, as defined by the UK Government’s DEFRA,
and data relating to this has been calculated to include country-
specific electricity conversion factors.
Water usage per £m sales decreased by 7%.
A greener, cleaner environment
Reducing any detrimental impact on the environment has become
a growing focus of industry worldwide and Bodycote can assist
with the drive towards carbon reduction and environmentally
friendly approaches in a number of ways. For example, certain heat
treatment and thermally sprayed surface treatments are leading
the way in the replacement of older, less environmentally friendly
processes such as chrome plating.
Future restrictions that will be placed on chrome plating due to
health and environmental issues have led many businesses,
including the major aerospace companies, to embark on initiatives
to replace it. These companies have highlighted thermal spray
coatings as the preferred replacement for chrome plating.
Bodycote has been involved in a number of initiatives to replace
chrome plate and results have shown that, in addition to the
environmental benefits, thermally sprayed tungsten carbide
outperforms hard chrome plate for both wear and corrosion
protection.
Modern thermal processing techniques have allowed designers and
manufacturers to use much lighter materials, such as aluminium
and titanium, and have significantly prolonged component lifetimes.
Through the effective use of thermal processing, parts can now be
lighter and overall component weight reduced, leading to improved
efficiency and reduced fuel consumption of products in service.
Cautionary statement
The Strategic report has been prepared solely to provide additional
information to shareholders to assess the Company’s strategies
and the potential for those strategies to succeed.
The Strategic report contains certain forward-looking statements.
These statements are made by the directors in good faith based on
the information available to them up to the time of their approval of
this report and such statements should be treated with caution due
to the inherent uncertainties, including both economic and business
risk factors, underlying any such forward-looking information.
Approval
The Group Strategic report of Bodycote plc was approved by the
Board of Directors and signed on its behalf by:
S.C. Harris
Group Chief Executive
27 February 2014
1 Emissions per £m of turnover
30
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Bodycote plc annual report for the year ended 31 December 2013 Stress ball - a component journey
New artwork to be placed - Component Journey
23065.02 11 March 2014 1:46 PM Design Shell
31
Strategic ReportGovernanceFinancial StatementsAdditional Informationwww.bodycote.comStock code: BOY Board of Directors
Stephen Harris
David Landless
Alan Thomson
Executive Directors
Non-Executive Directors
S.C. Harris, 55 l Group Chief Executive
Appointed: November 2008
Committees: Nomination and Executive (Chairman)
Qualifications: Chartered Engineer, graduated from Cambridge University,
Masters degree in Business Administration from the University of Chicago,
Booth School of Business.
Experience: Spent his early career in engineering with Courtaulds plc and
then moved to the USA to join APV Inc from 1984 until 1995, where he
held several senior management positions. He was appointed to the Board
of Powell Duffryn plc as an Executive Director in 1995 and then went on to
join Spectris plc as an Executive Director from 2003 to 2008. He was also a
Non-Executive Director of Brixton plc from 2006 to 2009.
External appointments: Non-Executive Director of Mondi plc.
D.F. Landless, 54 l Group Finance Director
Appointed: March 1999
Committees: Executive
Qualifications: Chartered Management Accountant, graduated from the
University of Manchester Institute of Science and Technology.
Experience: Started his career with Bowater and Carrington Viyella and then
at Courtaulds plc from 1984, being appointed a Finance Director in UK and
US divisions of Courtaulds plc from 1989 to 1997 and as Finance Director of
Courtaulds Coatings (Holdings) Limited from 1997 to 1999.
External appointments: Non-Executive Director of Luxfer Holdings plc.
A.M. Thomson, 67 l Chairman
Appointed: December 2007
Committees: Nomination (Chairman) and Remuneration
Qualifications: Chartered Accountant, graduated from Glasgow University
with a Masters degree.
Experience: Worked on a variety of audits for Arthur Andersen and Price
Waterhouse, followed by senior management positions with Rockwell
International plc, Raychem Ltd and Courtaulds plc. Joined Rugby Group plc
as a Group Finance Director from 1992 to 1995 followed by Smiths Group
plc from 1995 to 2006. He was also a Non-Executive Director of Laporte
Plc from 1996 to 2002 and of Johnson Matthey Plc from 2002 to 2011. Past
President of the Institute of Chartered Accountants of Scotland.
External appointments: Chairman of Hays PLC and Hamsard 3054 Ltd
(Polypipe) as well as Non-Executive Director of Alstom SA and
HSBC Bank plc.
32
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Bodycote plc annual report for the year ended 31 December 2013 John Biles
Eva Lindqvist
Raj Rajagopal
Ute Ball
K. Rajagopal, 60 l Non-Executive Director
Appointed: September 2008
Committees: Audit, Remuneration and Nomination
Qualifications: A Chartered Mechanical Engineer, graduated with a
BTech (Mechanical Engineering IIT) in Madras, India, followed by a PhD
in Mechanical Engineering from the University of Manchester and was
awarded a honorary Doctor of Science degree by Cranfield University. A
Fellow of the Royal Academy of Engineering, the Institute of Engineering
and Technology (IET) and the Institute of Mechanical Engineers.
Experience: Joined BOC Edwards after obtaining his PhD and worked in
various positions in operations management including Operations Director.
Promoted to Managing Director of Edwards in 1993 and Chief Executive of
BOC Edwards in 1996. Appointed Executive Director of BOC Group plc in
2000 until 2006. Past member of UK Council for Science and Technology and
the Audit Commission. He was Non-Executive Director of Foseco plc from
2005 until 2008 and FSI International (A NASDAQ company) 2000 to 2005.
External appointments: Chairman of UMI3 since 2010 and of HHV Pumps
Ltd since 2009. Non-Executive Director of W.S. Atkins plc since 2008, Spirax-
Sarco Engineering plc from 2009 and E2V Technologies PLC from 2010.
U.S. Ball l Group Company Secretary
Springwood Court, Springwood Close, Tytherington Business Park,
Macclesfield, Cheshire SK10 2XF
Tel: +44 (0)1625 505300 Fax: +44 (0)1625 505313.
Registered Number 519057 England and Wales.
J.A. Biles, 66 l Senior Independent Director
Appointed: August 2007
Committees: Audit (Chairman), Remuneration and Nomination
Qualifications: Chartered Accountant, qualified with Price Waterhouse & Co
after graduating from Exeter University in Chemistry and Physics.
Experience: Worked on a variety of audits and M&A activities at Price
Waterhouse, followed by 5 years at EMI plc. In 1981 he joined Racal
Electronics and held three successive financial Director roles in defence
and energy electronics. In 1991 he was appointed Group Finance Director
of Chubb Security PLC. He then joined FKI plc, the engineering group, as
Finance Director in 1998 where he remained until 2004. From 2004 until
2011 he joined ArmorGroup International plc as Non-Executive Director and
from 2005 to 2012 Charter International plc, from 2005 to 2011 Hermes
Fund Managers Limited and Northern Ireland Electricity plc (previously
Viridian Group plc) from 2005 to 2011.
External appointments: Non-Executive Director of Sutton & East Surrey
Water plc, HellermanTyton Group plc and Skyepharma PLC.
E. Lindqvist, 56 l Non-Executive Director
Appointed: June 2012
Committees: Remuneration (Chair, appointed 1 January 2013), Audit and
Nomination
Qualifications: Engineer, graduated with a Masters from Linköping Institute
of Technology, Diploma in Marketing from IHM Business School and MBA
Financial Analysis from University of Melbourne.
Experience: Began her career in various positions with Ericsson working in
Continental Europe, North America and Asia from 1981 to 1990 followed by
Director roles with Ericsson from 1993 to 1999. Joined Teliasonera in 2000
as Senior Vice President moving to Xelerated as Chief Executive from 2007
to 2011. Non-Executive Director of Transmode Holdings AB from 2007 to
2013 and of Blekinge Institute of Technology from 2010 to 2013.
External appointments: Appointed as Non-Executive Director of Assa Abloy
AB in 2008, Tieto Corporation from 2010, Almi-Innovationsbron since 2007,
Episerver in 2011 as well as Sweco AB, Caverion Oy and Micronic Mydata
AB since 2013.
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33
Financial StatementsAdditional Informationwww.bodycote.comStock code: BOYGovernanceStrategic Report Corporate governance statement
Chairman’s message
As Chairman I have taken a leading role in supporting the governance agenda and upholding good principles of corporate behaviour at
Bodycote recognising that good governance serves to ensure that the business is run to achieve growth on a controlled and ongoing basis.
There have been various changes during the year to the narrative and remuneration reporting regulations. The Board has reviewed and
discussed the impact of these new regulations and has implemented them where appropriate. The important governance developments at
Bodycote over the last year are detailed in Governance reporting below.
We have made a number of improvements in Board processes and will continue to do so in the coming year. During Q3 of 2014 we will
update our review of the Group’s strategy, capitalising on the work performed in September 2013.
The policy of the Board is to manage the affairs of the Company in accordance with the principles of corporate governance contained in the
UK Corporate Governance Code by promoting wide discussions on topics to which Board members contribute and demonstrate mutual
engagement. We strive to maintain best practice and continually seek to improve our practices for the benefit of our shareholders.
I also wish to invite all shareholders to attend the AGM, which will be held at our Macclesfield head office on the 29 April 2014. This event
provides an excellent opportunity to meet the Executive and independent Non-Executive Directors.
A.M. Thomson
Chairman
Key actions in 2013
Priorities for 2014
Implement actions from the 2012 external Board Evaluation
Continued focus on management development and succession
Process recommendations from the 2013 strategy review
Board visits to meet the Swedish team and one of the US teams
planning
New Remuneration Committee Chairman appointed and smooth
Recruit a new independent director to chair the Audit Committee as
transition and handover completed
of the 2015 AGM
Continued emphasis on external Board training
Board Succession Planning
Governance reporting
Board diversity
Bodycote is a global business with operations in 26 countries and diversity is an integral part of how we do business. The Nomination
Committee considers diversity when making appointments to the Board, taking into account relevant skills, experience, knowledge,
personality, ethnicity and gender. Our prime responsibility, however, is the strength of the Board and our overriding aim in any new
appointment must always be to select the best candidate. We have made progress in addressing the issue of Board gender and diversity
by appointing Eva Lindqvist to the Board as a Non-Executive Director on 1 June 2012. We will further address this issue when we discuss
Board Succession Planning in the coming year. The Board is kept deliberately small and currently comprises two Executive Directors and
three Non-Executive Directors and a Non-Executive Chairman. We believe it is difficult to set targets or timescales for the percentage of
women, or any other group, on our Board and do not propose to set a target for the percentage of women on our Board.
Female representation on our Board is currently 17% and at manager level it is 23%. We will increase female representation on the Board if
appropriate candidates are available when Board vacancies arise. Females represent 17% of our total workforce.
The Corporate responsibility and sustainability section on page 28 contains further details of the male and female representation within the
Group, including Board representation.
Board evaluation
Following 2012’s external Board Evaluation, the Board agreed to undertake an internal evaluation in 2013.
To ensure that all aspects of good governance would be covered by the review the Company Secretary distributed to each member a
tailored questionnaire. Questions were framed under the following seven headings:
Remit and objectives;
Composition, training and resources;
Corporate governance / risk management;
Stakeholder engagement;
Board meetings and visits;
Board procedures and administration; and
Evaluation and effectiveness.
34
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 At a meeting of the Nominations Committee in October 2013, the directors assessed the conclusions reached and a number of
recommendations are now in the process of being implemented. Additional emphasis will be placed on risk management and certain
operational matters. The Board evaluation covered the activities of the main Board and each of its Committees.
As in previous years, the Chairman has assessed the performance of each Board member by conducting individual interviews and we can
confirm that all directors continue to perform effectively and demonstrate commitment to their roles.
The overall conclusion is that the Board is performing well and high governance standards have been adopted. It was apparent that the
Executive is strongly challenged when appropriate. The Board is satisfied with the Chairman’s commitment and performance.
Arising from the exercise, the Board has concluded that its focus should remain on divisional growth strategies, technology development,
risk and sustainability as well as continued training.
The Executive Directors Messrs S.C. Harris and D.F. Landless were also appraised in February 2014.
Led by the Senior Independent Non-Executive Director, the Directors have carried out an evaluation of the Chairman’s performance in
October 2013.
Training
All new directors are subject to a tailored induction programme covering a diverse range of topics including trading assessment methods,
investor relations, organisational and legal matters. The Board receives training via ad hoc presentations and papers from advisers and
the Company Secretary. External periodic training on important topics takes place through the Deloitte Academy and during the year the
directors received training on trends in financial reporting, corporate governance, remuneration reporting and cyber crime.
Succession planning
Succession planning ensures that appropriate senior leadership resources are in place to achieve Bodycote’s strategic objectives. The plans
are reviewed annually by the Nomination Committee.
The Board further develops its knowledge and gains greater visibility of executive talent and management succession by visiting the
Group’s sites and meeting with key talent and senior executives.
The road map for Non-Executive refreshment was reviewed by the Nomination Committee at the December 2013 meeting.
Non-Executive Tenure
6
6
5
Tenure in years
1
Eva
Lindqvist
Raj
Rajagopal
Alan
Thomson
John
Biles
As a number of our Non-Executive Directors have a tenure of 6 years or more, it is planned to refresh the Board gradually over the next
three years.
Compliance reporting
In respect of the financial year 2013 Bodycote’s obligation under the Disclosure and Transparency Rules is to prepare a corporate
governance statement with reference to The UK Corporate Governance Code issued by the FRC in September 2012 (the ‘Code’).
In respect of the year ended 31 December 2013 Bodycote has complied with the provisions of the Code with the exception of provision
E1.1. As in previous years, the Board has taken the view that generally it is the responsibility of the Chief Executive and the Finance Director
to manage relationships with institutional investors. The Chairman also meets institutional investors to discuss overall strategy, governance
and any concerns that shareholders may have. Only where these more usual channels of communication have failed would the Board
expect the Senior Independent or other Non-Executive Directors to become involved, notwithstanding that the Code specifies attendance
of the Senior Independent Non-Executive Director (SID) at meetings with major shareholders. During the year the SID contacted major
shareholders and offered to facilitate meetings with them should they have any concerns they wished to discuss. To date, no meetings have
been requested. Regular feedback by the Company’s advisers on investor meetings and results presentations is circulated to all directors.
Apart from this distinct area, Bodycote was in compliance with the provisions of the Code throughout 2013.
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35
Financial StatementsAdditional Informationwww.bodycote.comStock code: BOYGovernanceStrategic Report Corporate governance statement continued
Operation of the Code
Taken together with the Report of the Audit Committee, the Report of the Nomination Committee and the Board report on remuneration
presented on pages 42 to 61, this statement explains how Bodycote has applied the principles of good corporate governance set out in the
2012 Code.
Leadership
The Board is responsible to shareholders for good corporate governance, setting the Company’s strategic objectives, values and standards
and ensuring the necessary resources are in place to achieve the objectives.
The Board met on nine occasions during 2013, including a specific meeting to review and update the Company’s long-term strategy.
The Board of Directors comprises six members, of whom four are Non-Executive Directors and two are Executive Directors, led by the
Company’s part-time Non-Executive Chairman, Mr. A.M. Thomson, who also chairs the Nomination Committee. The Chief Executive is
Mr. S.C. Harris and the Senior Independent Non-Executive Director (SID) is Mr. J.A. Biles, who also chairs the Audit Committee.
Ms E. Lindqvist is Chairman of the Remuneration Committee. Brief biographical details of all Directors are given on pages 32 and 33. During
the year the Board made regular visits to UK and overseas facilities. In particular sites in Austria and Liechtenstein were visited. Such events
involved meetings with local management and the unit work force to better understand technical and operational performance in countries
where Bodycote has a significant presence.
Matters reserved for the Board were reviewed during the year and updated broadly based on the guidance of the Institute of Chartered
Secretaries and Administrators issued in July 2013. Certain defined powers and issues reserved for the Board to decide, are inter alia:
Strategy;
Approval of financial statements and circulars;
Capital projects, acquisitions and disposals;
Annual budgets;
Directors’ appointments, service agreements, remuneration and succession planning;
Policies for financial statements, treasury, safety, health and environment, donations;
Committees’ terms of reference;
Board and committee chairmen and membership;
Investments;
Equity and bank financing;
Internal control and risk management;
Corporate governance;
Key external and internal appointments; and
Employee share incentives and pension arrangements.
In advance of Board meetings, directors are supplied with up-to-date information regarding the trading performance of each operating
division and sub-division, the Group’s overall financial position and its achievement against prior year, budgets and forecasts. They are also
supplied with the latest available information on safety, health and environmental and risk management issues and details of the safety and
health performance of the Group, and each division, in terms of severity and frequency rates for accidents at work. Senior management
from across the Group and advisers attend some of the meetings to provide updates. The exposure to members of senior management
from across the businesses helps enhance the Board’s understanding of the business, the implementation of strategy and the changing
dynamics of the markets in which we operate.
Where required, a director may seek independent professional advice, the cost of which is reimbursed by the Company. All directors have
access to the Company Secretary and they may also address specific issues to the SID. In accordance with the Articles of Association, all
newly appointed directors and any who have not stood for re-election at the two previous Annual General Meetings, if eligible, must submit
themselves for re-election. However, this has been superseded by the directors’ decision to stand for yearly re-election. Non-Executive
Directors, including the Chairman, are appointed for fixed terms not exceeding three years from the date of first election by shareholders,
after which the appointment may be extended by mutual agreement. A statement of the directors’ responsibilities is set out on page 62.
The Board also operates three committees. These are the Nomination Committee, the Remuneration Committee and the Audit Committee.
In accordance with the recommendations of the Code, Board members serve for a period of six years which will only be extended in certain
circumstances. If letters of appointment are extended beyond six years, the fixed term is reduced to one year.
36
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Bodycote plc annual report for the year ended 31 December 2013 In order that necessary actions can be taken promptly, a Finance Sub-Committee, comprising the Chairman (or failing him any other
Non-Executive Director), the Chief Executive and the Finance Director operates between the dates of scheduled Board meetings and is
authorised to make decisions, within limits defined by the Board, in respect of certain finance, treasury, tax or investment matters.
Board
Chief
Executive
Audit
Committee
Remuneration
Committee
Nomination
Committee
Finance
Director
Executive
Committee
Finance
Committee
Independence of Non-Executive Directors
The Board considers that Messrs J.A. Biles, Dr K. Rajagopal and Ms E. Lindqvist are all independent for the purposes of the Code. The
Chairman was considered independent upon appointment.
Commitment
Attendance of directors at regular scheduled meetings of the Board and its Committees is shown in the table below:
Director
Eligible
Attended
Eligible
Attended
Eligible
Attended
Eligible
Attended
Full Board
Audit
Committee
Remuneration
Committee
Nomination
Committee
A.M. Thomson
S.C. Harris
J.A. Biles
K. Rajagopal
E. Lindqvist
D.F. Landless
9
9
9
9
9
9
9
9
9
9
9
9
–
–
4
4
4
–
–
–
4
4
4
–
5
–
5
5
5
–
5
–
5
5
5
–
3
3
3
3
3
–
3
3
3
3
3
–
All directors attended the maximum number of Audit, Remuneration and Nomination Committee meetings that they were scheduled to
attend. In addition, where not a member, Messrs Thomson, Harris and Landless attended by invitation the whole or part of some of the
meetings of the Audit, Nomination and Remuneration Committees.
Proposals for re-election
The Board decided, in line with the Code, that all directors will retire annually and, other than in the case of any director who has decided to
stand down from the Board, will offer themselves for re-election at the Annual General Meeting. Accordingly Messrs A.M. Thomson,
S.C. Harris, D.F. Landless, J.A. Biles, Dr K. Rajagopal and Ms E. Lindqvist will stand for re-election at the 2014 AGM. The Board recommends
to shareholders that they re-elect or elect all the directors. In accordance with the recommendations of the Code, Board members will
serve for a period of six years which may be extended in certain circumstances.
The performance of each director was evaluated as indicated above and the Board confirms in respect of each that their performance
continues to be effective and that each continues to demonstrate commitment to his or her respective role.
Internal control and risk management
The Board is responsible for the Group’s system of internal control and for reviewing its effectiveness. Such a system is designed to
manage rather than eliminate the risk of failure to achieve business objectives and can only provide reasonable and not absolute assurance
against material misstatement or loss. The Board has applied Principle C.2 of the Code by establishing a continuous process for identifying,
evaluating and managing the Group’s significant risks, including risks arising out of Bodycote’s corporate and social engagement. The
Board continuously and regularly reviews the process, which has been in place from the start of 2000 to the date of approval of this report
and which is in accordance with Internal Control: Guidance for directors on the Combined Code published in September 1999 and with
revised guidance on internal control published October 2005. The Board’s monitoring covers all controls, including financial, operational
and compliance controls and risk management systems. It is based principally on reviewing reports from management and from internal
audit to consider whether any significant weaknesses are promptly remedied and indicate a need for more extensive monitoring. The Audit
Committee assists the Board in discharging these review responsibilities.
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Financial StatementsAdditional Informationwww.bodycote.comStock code: BOYGovernanceStrategic Report Corporate governance statement continued
The Group prepares a comprehensive annual budget which is closely monitored and updated quarterly. The Group’s authority matrix clearly
sets out authority limits for those with delegated responsibility and specifies what can only be decided with central approval.
Internal Audit monitors the Group’s internal financial control system and its reviews are conducted on the basis of plans approved by the
Audit Committee, to which Internal Audit reports are submitted on a regular basis.
Every Bodycote site provides assurance on specified financial and non-financial controls through a control self assessment process. The
results are validated by Internal Audit through spot checks and are reported to the Audit Committee. In addition the President and the Vice
President of Finance of each Division sign a Letter of Representation annually.
During 2013, in compliance with provision C.2.1, management performed a specific assessment for the purpose of this Annual Report.
Management’s assessment, which has been reviewed by the Audit Committee and the Board, included a review of the Group’s key
strategic and operational risks, which is summarised from work performed by the Head of Risk and the Group’s Risk Committee to identify
risks (by means of workshops, interviews, investigations and by reviewing departmental or divisional risk registers). The risks identified
were assessed using conventional impact and likelihood scoring (both before and after mitigating actions), and further assessment,
monitoring and review work was carried out in 2013. The Group’s risk management framework is progressively being embedded throughout
the Group. The principal risks and uncertainties affecting the Group are shown on pages 24 and 25. No significant previously unidentified
risks were uncovered as part of this process, and the necessary actions have been or are being taken to remedy any significant failings or
weaknesses identified as part of the reviews.
Investor relations
The Chief Executive and Finance Director regularly talk with and meet institutional investors, both individually and collectively, and this
has enabled institutional investors to increase their understanding of the Group’s strategy. The business of the Annual General Meeting
comprises a review of the Group’s operations for the benefit of shareholders attending. In addition, internet users are able to view up-to-
date news on the Group and its share price via the Bodycote website at www.bodycote.com. Users of the website can access recent
announcements and copies of results presentations and can enrol to hear live presentations. On a regular basis, Bodycote’s financial
advisers, corporate brokers and financial public relations consultants provide the directors with opinion surveys from analysts and investing
institutions following visits and meetings with the Chief Executive and Finance Director. The Chairman and SID are available to discuss
any issues not resolved by the Chief Executive and Finance Director. On specific issues, such as the introduction of long-term incentive
and share matching schemes in 2006 and changes thereto in 2009, 2010 and 2013, the Company has sought and will continue to seek the
views of leading investors.
By order of the Board:
U.S. Ball
Secretary
27 February 2014
Springwood Court
Springwood Close
Tytherington Business Park
Macclesfield
Cheshire
SK10 2XF
38
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Directors’ report
The directors are pleased to submit their report and the audited financial statements for the year ended 31 December 2013.
The Chairman’s statement, the Chief Executive’s review, the Strategic report, and all the information contained on pages 31 to 61 together
comprise the Directors’ report for the year ended 31 December 2013.
Strategic report
The Strategic report is provided on pages 6 to 30 of this Annual Report. This is a review of the development of the businesses of the Group,
the financial performance during the year ended 31 December 2013, key performance indicators, a description of the principal risks and
uncertainties facing the Group and information about the use of financial instruments. The Strategic review has been prepared solely to
assist the shareholders in assessing the Group’s strategies and the potential of those strategies. It should not be relied on by any other
party for any other purpose. Forward-looking statements have been made by the directors in good faith using information available up to
the date of this report and such statements should be regarded with caution because of the inherent uncertainties in economic trends and
business risks. Since the end of the financial year no important events affecting the business of the Group have occurred.
Dividends
The Board has recommended a final ordinary dividend of 9.1p (2012: 8.3p) bringing the total ordinary dividend to 13.5p per share
(2012: 12.3p). The Board has also recommended a supplemental distribution, by way of a special dividend, amounting to 10.0p per share.
If approved by shareholders, the final ordinary dividend of 9.1p per share for 2013 and the supplemental distribution of 10.0p per share for
2013 will be paid on 2 May 2014 to all shareholders on the register at the close of business on 11 April 2014.
Share capital
The Company’s issued ordinary share capital as at 31 December 2013 was £33.1m and during the year was increased by the issue of
32,084 ordinary shares between 21 March and 9 September 2013 for a total consideration of £47,250.11, in connection with the Company’s
executive share incentive schemes. At the Annual General Meeting on 24 April 2013 the shareholders authorised the Company to purchase
up to 19,142,409 of its own shares. This authority expires at the conclusion of the forthcoming Annual General Meeting to be held on
29 April 2014, at which time a further authority will be sought from shareholders.
Capital structure
Details of the issued share capital are shown in note 23. The Company has one class of ordinary shares, which carries no right to fixed
income. Each share carries the right to one vote at general meetings of the Company. There are no specific restrictions on the size of a
holding nor on the transfer of shares, both of which are governed by the general provisions of the Articles of Association and prevailing
legislation. The directors are not aware of any agreements between holders of the Company’s shares that may result in restrictions on
the transfer of securities or on voting rights. Details of employee share schemes are set out in note 26 and shares held by the Bodycote
Employee Benefit Trust abstain from voting and waive dividend rights. No person has any special rights of control over the Company’s
share capital and all issued shares are fully paid. The appointment and replacement of Directors is governed by the Company’s Articles of
Association, the UK Corporate Governance Code, the Companies Act and related legislation. The Articles of Association may be amended by
a special resolution of shareholders. The powers of the directors are described in the Corporate governance statement on page 34. Under
the Articles of Association the Company has authority to issue ordinary shares with a nominal value of £11,023,234.
There are also a number of other agreements that take effect, alter, crystallise or terminate upon a change of control of the Company
following a takeover bid such as commercial contracts, bank loan agreements, property lease agreements, employment contracts and
employee share plans. None of these are considered to be significant in terms of their likely impact on the business of the Group as
a whole, and the directors are not aware of any agreements between the Company and themselves or employees that provide for
compensation for loss of office or employment that occurs because of a takeover bid except where specifically mentioned in this report.
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Financial StatementsAdditional Informationwww.bodycote.comStock code: BOYGovernanceStrategic Report Directors’ report continued
Directors
The current directors and their biographical details are listed on pages 32 and 33 and all served throughout the year. Under the Articles of
Association of the Company each director must retire from office and stand for re-election by shareholders as a minimum at every third
Annual General Meeting in order to continue to serve as a director. However in line with the UK Corporate Governance Code and to further
increase accountability, all directors retired at the Annual General Meeting in 2013 and stood for re-election by the shareholders. Going
forward all directors will retire at the Annual General Meeting and will stand for re-election by the shareholders, if they wish to continue to
serve as directors of the Company. Accordingly, those directors retiring and offering themselves for re-election at the 2014 Annual General
Meeting are Messrs A.M. Thomson, S.C. Harris, D.F. Landless, J.A. Biles, Dr K. Rajagopal and E.Lindqvist. The service agreements for
Messrs Harris and Landless are terminable by twelve months’ notice. The remaining directors do not have a service agreement with the
Company and their appointments are terminable by six months’ notice.
Directors’ interests in contracts and shares
Details of the Executive Directors’ service contracts and details of the directors’ interests in the Company’s shares and share incentive
plans are shown in the Board report on remuneration on pages 47 to 61. No director has had any dealings in any shares or options in the
Company since 31 December 2013. Qualifying third party indemnity provision (as defined by section 234 of the Companies Act 2006) has
remained in force for the directors for the year ended 31 December 2013 and, as at the date of this report, remains in force for the benefit
of the current directors in relation to certain losses and liabilities which they may incur (or have incurred) to third parties in the course of
their duties. Apart from these exceptions, none of the directors had a material interest in any contract of significance in relation to the
Company and its subsidiaries at any time during the financial year.
Potential conflicts of interest
During 2008 the duties owed by directors to a Company were codified and extended by the Companies Act 2006 so that directors not only
had to declare actual conflicts of interests in transactions as they arose, but also had a duty to avoid such conflicts whether real or potential.
Potential conflicts of interest could arise where a single director owes a fiduciary duty to more than one organisation (a ‘Situational Conflict’)
which typically will be the case where a director holds directorships in more than one Company. In order to ensure that each director was
complying with the new duties, each director provided the Company with a formal declaration to disclose what Situational Conflicts affected
him or her. The Board reviewed the declarations and approved the existence of each declared Situational Conflict until September 2014 and
permitted each affected director to attend and vote at Bodycote directors’ meetings, on the basis that each such director continued to keep
Bodycote’s information confidential, and provided overall that such authorisation remained appropriate and in the interests of shareholders.
Where such authorisation becomes inappropriate or not in the interests of Bodycote shareholders, the Chairman or the Nomination
Committee can revoke an authorisation. No such revocations have been made.
Employment
The Group recognises the value that can be added to its future profitability and strength by the efforts of employees. The commitment of
employees to excel is key to the Group’s continued success. Through their attendance at, or participation in strategy, production, safety
and health meetings at site level, employees are kept up to date with the performance and progress of the Group, the contribution to
the Group made by their site and are advised of safety and health issues. The Group publishes in 11 languages, via the Group intranet, an
electronic magazine for all staff detailing the Group’s activities, performance and some of its personalities. Under the Group’s Open Door
Line employees’ concerns can be voiced over the phone on an anonymous basis in the local language. Approximately 3,600 Bodycote
employees are connected to the Bodycote intranet, which improves knowledge of Group activities, and assists greatly with technology
exchange and coordination. It is the Group’s policy to give full and fair consideration to applications for employment from disabled persons,
having regard to their particular aptitudes and abilities, and to encourage the training and career development of all personnel employed
by the Group, including disabled persons. Should an employee become disabled, the Group, where practicable, will seek to continue the
employment and arrange appropriate training. An equal opportunities policy is in operation in the Group.
Greenhouse gas emissions
Details of greenhouse gas emissions are included within the Corporate responsibility and sustainability section of this report.
Donations
There were no political contributions in 2012 or 2013.
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Bodycote plc annual report for the year ended 31 December 2013 Shareholders
An analysis of the Company’s shareholders and the shares in issue at 17 February 2014 together with details of the interests of major
shareholders in voting shares notified to the Company pursuant to chapter 5 of the Disclosure and Transparency Rules are given on pages
118 and 119.
Auditor
In accordance with the provisions of section 489 of the Companies Act 2006, a resolution for the reappointment of Deloitte LLP as Auditor
is to be proposed at the forthcoming Annual General Meeting. Each person who is a director at the date of approval of this Annual Report
confirms that:
so far as each director is aware, there is no relevant audit information of which the Company’s Auditor is unaware; and
each director has taken all the steps that he ought to have taken as a director to make himself aware of any relevant audit information and
to establish that the Company’s Auditor is aware of that information.
This statement is given and should be interpreted in accordance with the provisions of section 418 of the Companies Act 2006.
Annual General Meeting
The 2014 Annual General Meeting will be held on 29 April 2014 in accordance with the notice being sent to shareholders with this report.
By order of the Board:
U.S. Ball
Secretary
27 February 2014
Springwood Court
Springwood Close
Tytherington Business Park
Macclesfield
Cheshire
SK10 2XF
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Financial StatementsAdditional Informationwww.bodycote.comStock code: BOYGovernanceStrategic Report Report of the Nomination Committee
Role of the Nomination Committee
The Nomination Committee is a sub-committee of the Board whose principal purpose is to advise on the appointment and, if necessary,
dismissal of Executive and Non-Executive Directors. The Committee’s terms of reference, which are listed on the Company’s website,
include all matters required by the UK Corporate Governance Code. Further information on “The Code” can be found on the Financial
Reporting Council’s website www.frc.org.uk. The terms of reference are reviewed periodically by the Company Secretary and the Chairman
and any changes are then referred to the Board for approval. No changes were made to the terms of reference during the year.
Composition of the Nomination Committee
As recommended by the Code, the Chairman of the Board acts as the Chairman of the Committee which also comprises Messrs J. A.
Biles, S.C. Harris, Dr. R. Rajagopal and Ms. E. Lindqvist. The Chairman may not chair the Committee when it is dealing with the matter of
succession to the Chairmanship of the Company. Only members of the Committee have the right to attend the Committee meetings. Other
individuals and external advisers may be invited to attend for all or part of any meeting as and when appropriate. The quorum necessary for
the transaction of business is two, each of whom must be an independent Non-Executive Director.
The Company Secretary is secretary to the Committee.
The Committee has the authority to seek any information that is required, from any officer or employee of the Company or its subsidiaries.
In connection with its duties, the Committee is authorised by the Board to take such independent advice (including legal or other
professional advice, at the Company’s expense) as it considers necessary, including requests for information from, or commissioning
investigations by, external advisers.
Policy on appointments to the Board
Board appointments are made on merit, against objective criteria. The issue of diversity was debated by the Board in 2012 and a formal
policy adopted. Further details on diversity can be found in the corporate governance statement on page 34. The Board’s policy is to appoint
the best possible candidates whilst embracing diversity in all its forms, but has chosen not to set any measurable objectives.
The process of identifying candidates for Board appointments commences with drawing up a job specification which includes, in the
case of Non-Executive appointments, an estimate of the time commitment required. The Committee will then engage executive search
consultants to assist in ensuring a comprehensive listing of potential candidates from a range of backgrounds.
As a number of our Non-Executive Directors have a tenure of over 6 years or are close to it, we have started the search process and plan to
refresh the Board step by step over the next three to four years.
Main Activities of the Nomination Committee
In 2013 the Committee formally met three times and reviewed the skills of the Board, with a view to considering the current and future
skills and experience which the Board might require.
The committee discussed succession planning, Board diversity and reviewed the performance of the Chief Executive and other senior
executives. In particular, the need to broaden the Board membership with respect to gender, ethnicity and age was discussed.
The Committee considered and authorised the potential conflicts of interest which might arise where a director has fiduciary responsibilities
in respect of other organisations. The committee concluded that no inappropriate conflicts of interest exist. The Committee also assigned
the Chairman to review and agree with the Chief Executive the Group’s objectives for the forthcoming year.
In December 2013 the Nominations committee reviewed the Board’s size and composition, the frequency of the process for Board and
committee meetings, best practice for the handling of a number of Board issues including drawing up a training programme for the
directors. The terms of reference of the Committee were reviewed earlier in the year and updated broadly in line with the Model Terms of
Reference issued by the Institute of Chartered Secretaries and Administrators in June 2013.
Following 2012’s external Board Evaluation the Board agreed to undertake an internal evaluation in 2013. Further details of the review can
be found in the Corporate Governance section of the Annual Report. Recommendations arising from the 2013 Board Evaluation have been
addressed or are in the process of being addressed.
As Chairman of the Committee I will be available at the 2014 Annual General meeting to answer questions relating to the work of the
Committee.
On behalf of the Nomination Committee:
A.M. Thomson
Chairman of the Nomination Committee
27 February 2014
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Bodycote plc annual report for the year ended 31 December 2013 Report of the Audit Committee
Introduction
Our Committee has continued to focus on the integrity of Bodycote’s financial reporting, risk management and internal controls and on
the quality of the external and internal audit processes. We will continue to keep our activities under review as the regulatory environment
changes. This year I have given more emphasis to the work actually done by the Committee in addition to the other matters we report upon.
Membership
The members of the Audit Committee are J. A. Biles, Dr K. Rajagopal and E. Lindqvist, all of whom are independent Non-Executive
Directors. Their biographical details are shown on page 33 and their remuneration on page 59. The Company Secretary is the Secretary to
the Audit Committee.
Mr Biles has been Chairman of the Audit Committee since 16 August 2007 when he was appointed a Director of the Company. The Board
considers that Mr Biles has recent and relevant financial experience. He qualified as a Chartered Accountant with Price Waterhouse & Co,
served as a plc Finance Director (FKI PLC 1998-2004 and Chubb Security PLC 1991-1997) and has chaired the Audit Committees of several
other plcs.
Objective
The Committee’s objective is to provide effective governance over the Group’s financial reporting, including the adequacy of related
disclosures, the management and oversight of the Group’s systems of internal control, financial risks and the performance of internal audit
and the external auditors.
Role and responsibilities
The Audit Committee is a sub-committee of the Board whose main role is to encourage and safeguard the highest standards of integrity,
financial reporting, financial risk management and internal controls.
The responsibilities of the Audit Committee are set out in its Terms of Reference, which include all matters required by the Disclosure and
Transparency Rules and the Code, and are available on the Company’s website. These responsibilities include:
reviewing the form and content of the interim and year end accounts and results announcements;
reporting to the Board on the appropriateness of the Group’s accounting policies and practices and significant areas of judgement;
advising the Board on whether the Committee believes that the Annual Report and Accounts, taken as a whole, is fair, balanced and
understandable and provides the information necessary for shareholders to assess the Company’s strategy, business model and
performance;
reviewing risk management and internal controls;
overseeing the relationship with the external auditors; and
assessing the performance and reviewing the scope, results and effectiveness of internal audit.
Committee meetings
The Audit Committee met four times during 2013 and in February 2014 and all members attended all meetings. The Committee Chairman
also invited the Chairman, Chief Executive, Group Finance Director, Group Financial Controller and Group Head of Risk to attend all
meetings. Other Executives from the Group were also invited, as appropriate, to attend certain meetings to provide a deeper level of insight
into key issues. The Committee Chairman also invited the external auditors, Deloitte LLP, to every meeting.
Mr Biles also had preparatory meetings separately with Deloitte and the Group Head of Risk prior to most Committee meetings to review
their reports and discuss issues in detail.
Main activities of the Committee during the year
As part of the process of working with the Board to carry out its responsibilities and to maximise effectiveness, meetings of the Committee
generally take place just prior to Board Meetings.
At its meetings, the Committee focused on the following main areas:
Financial reporting
The primary role of the Committee in relation to financial reporting has been to review with management and the external auditors the
appropriateness of the interim and annual financial statements concentrating on, amongst other matters:
the quality and acceptability of accounting policies and practices;
the application and impact of significant judgements or matters where there was significant discussion with the external auditors;
the clarity of disclosures and compliance with Financial Reporting Standards;
whether the Annual Report and Accounts, taken as a whole, is fair, balanced and understandable and provides the information necessary
for shareholders to assess the Group’s strategy, business model and performance; and
correspondence with the Financial Reporting Council.
Reports from management were considered on significant matters, including in respect of litigation, treasury and tax matters and also
reports from the external auditors on the outcome of their work. The committee challenged both management and Deloitte to ensure that
the scope of the audit was appropriate and Deloitte had applied the necessary level of professional scepticism in their work.
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Financial StatementsAdditional Informationwww.bodycote.comStock code: BOYGovernanceStrategic Report Report of the Audit Committee continued
Principal areas of judgement
The principal areas of judgement considered by us in relation to the 2013 accounts were as follows.
Impairment of goodwill, intangible and tangible fixed assets. The Committee challenged the assumptions, particularly the discount rate
and growth factors, used in the discounted cash flow calculations for each cash generating unit, the sensitivity analysis applied and the
projected future cash flows used to support the carrying values of the goodwill and intangibles and tangible assets.
Restructuring, reorganisation and environmental provisions. The Committee received reports and challenged the basis and completeness
of the assumptions used to calculate the provisions. In particular the Committee considered the increase in the reorganisation provision,
relating to the transfer of accounting to the Shared Service Centre in Prague. The Committee discussed with management the key
judgements behind all provisions and agreed with their recommendations.
Taxation. A number of judgements are involved in calculating tax provisions and the level of deferred tax assets to be recognised.
The Committee reviewed the associated risks and challenged management’s assessment concerning the Group’s key tax risks and
management’s forecast of the future profitability of the relevant businesses.
Going Concern. The Committee challenged the validity of the Going Concern assumption used in preparation of the Annual Report
and Accounts, in particular considering the Group’s forecast liquidity position, available borrowing facilities, covenant compliance and
sensitivity analysis.
Pension Liabilities. Management took external professional advice in determining pension liabilities. The Committee challenged the
assumptions used, particularly in respect of inflation, the discount rate and life expectancy.
Risk management
The Group’s risk assessment process and the way that significant financial risks are managed and mitigated is a key area of focus for the
Committee at each meeting. The committee work on risk was guided by the Group’s assessment of its principal risks and uncertainties.
At each meeting the Committee reviewed a report from the Group Head of Risk who has primary responsibility for developing the Group’s
risk management framework. The Committee reviewed changes to significant risks and mitigating actions identified by management.
The Committee also received quarterly reports on calls to the Open Door Line (whereby employees may report matters of concern) and
assessed both how such calls are dealt with and whether there was any indication of material risk. The Committee also reviewed and
challenged the effectiveness of management’s business continuity and disaster recovery arrangements.
Internal control
At each meeting the committee reviewed the process by which the Group evaluated its internal control environment. In particular we
considered and challenged reports from the internal auditors on effectiveness of internal controls and requested certain changes to those
controls. During the year there has been a focus on controls to minimise the risk of fraud.
Internal audit
The Group Head of Risk presented a report to the Committee at each meeting on the status of internal audit plans for the current year,
points arising from audits completed and follow up action plans to address areas of weakness. We also received reports on actual or
suspected frauds and thefts by third parties and employees. None had any material financial impact on the Group and where necessary,
systems and procedures were altered to minimise the risk of recurrence. In December 2013 the plan for 2014 was presented to the
Committee and accepted following discussion and challenge as to scope and areas of focus.
External audit
At the April and December meetings the external auditors presented their audit plans for the interim review and year end audit respectively.
The Committee considered and challenged both the scope and materiality to be applied to the Group audit and its components. In particular
the Committee considered carefully the scope in respect of smaller and more remote locations. As a consequence it decided that those
few local audits that were not previously undertaken by Deloitte LLP would be for the 2013 audit.
Cyber risk
The members of the Committee completed the cyber risk questionnaire produced by the Department for Business Innovation and Skills and
the Committee was further briefed on this important area by specialists from Deloitte LLP.
Training
Updates were presented to the Committee on any new accounting developments and any changes in corporate governance requirements
that may affect the Group. Committee members also attended training briefings by accounting firms and other advisors.
Overview
The Committee reviewed the Annual Report and Accounts. Taken as a whole, in the light of their knowledge of the Group and its
performance, the outcome of the activities described above and based on robust discussion with both management and the external
auditors, the Committee has concluded that they are fair, balanced and understandable and provide the information necessary for
shareholders to assess the Group’s strategy, business model and performance, and reported to the Board accordingly.
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Bodycote plc annual report for the year ended 31 December 2013 External Audit
Appointment
The Committee considers the re-appointment of the external auditors each year and as part of this process considers the independence of
the auditors and the effectiveness of the external audit process. Having reviewed the performance of Deloitte in 2013, the Committee has
decided to recommend to the Board that Deloitte be reappointed for the 2014 audit and a resolution to this effect will be put to the 2014
AGM. The Committee reviewed and agreed the fee for 2013.
The external auditors are required to change the lead partner every five years and other partners periodically in order to protect
independence and objectivity and provide fresh challenge to the Group. The current lead partner, Mrs N. Mitchell, has been in place for four
years.
Deloitte has been the Company’s auditor for 12 years and the Committee has decided, in accordance with the 2012 UK Corporate
Governance Code, that the audit will be put out to tender in 2014 to coincide with the end of Mrs Mitchell’s five year tenure.
Independence
The independence of the external auditors has been confirmed by Deloitte every half year and was last confirmed in February 2014. The
Committee considered Deloitte’s presentation and confirmed that it considered the auditors to be independent.
Effectiveness of the external audit process
We have adopted a formal framework for the review of the effectiveness of the external audit process and audit quality which includes the
following aspects:
assessment of the engagement partner, other partners and the audit team;
audit approach and scope, including identification of risk areas;
execution of the audit;
interaction with management;
communication with and support to the audit committee;
insights, management letter points, added value and reports; and
independence, objectivity and scepticism.
An assessment questionnaire has been completed by each member of the Committee, by the Group Finance Director and other
senior finance Executives. The feedback from the process is considered by the Audit Committee and provided to external auditors and
management. The full formal questionnaire is completed every three years with key areas being completed every year.
The committee assessed the effectiveness of management in the external audit process by considering timely identification and resolution
of areas of accounting judgement, the quality and timeliness of papers analysing those judgements and other documents provided for
review by the external auditors and the Committee.
We have considered the FRC Audit Quality Review Team report on Deloitte dated May 2013. If our audit is selected for quality review we
have asked to see any resulting reports.
After considering the above matters the Committee felt that the external audit had been effective.
Non-audit services
The external auditor may be invited to provide services where their position as auditors renders them best placed to undertake the work.
However, no contracts in excess of £20,000 can be awarded to the external auditor without prior approval from the Chairman of the
Committee or, in his absence, another member of the Committee. Non-audit fees paid to the auditor are shown in note 3 on page 84 and
amounted to 11% of the audit fee.
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Financial StatementsAdditional Informationwww.bodycote.comStock code: BOYGovernanceStrategic Report Report of the Audit Committee continued
Internal audit
The internal audit programme is managed by the Group Head of Risk and provides independent assurance over the key financial processes
and controls in operation across the Group. The Group has engaged Ernst & Young LLP to provide additional and specialist resources. An
annual internal audit plan is reviewed and approved by the Committee before the start of each financial year. This plan takes account of the
Group’s strategic objectives and risks and provides the degree of coverage deemed appropriate by the Committee. Accounting centres are
visited at least every two years and plants every five years.
Internal audit reports include control weaknesses identified, recommendations for improvements and actions agreed with management to
improve control. The status of these actions is monitored closely by the Committee until they are completed. The Committee noted that the
2013 programme was successfully completed and management actions were completed by agreed implementation dates.
Since the beginning of 2013, additional assurance has been obtained through control self-assessment. Internal auditors have received
self-certification from every plant and accounting centre that internal controls have been complied with and noting any non-compliance. A
summary of results is presented to the Committee. The accuracy of returns is monitored by Internal Audit by verification visits to a random
sample of sites.
The effectiveness of internal audit is reviewed and discussed annually with the Group Head of Risk and the Ernst & Young engagement
partner. In 2013 internal audit was assessed as effective.
Financial Reporting Council
In September 2013 a letter was received from the Financial Reporting Council (FRC) asking for additional information and clarification in
connection with our 2012 Annual Report and Accounts. Management provided clarification and answered all questions, which after review
by and approval of the Audit Committee Chairman, were provided to the FRC.
In October the FRC acknowledged that their enquiries had been satisfactorily concluded. The appropriate additional information has been
included in this Annual Report and Accounts, where material and relevant.
Committee evaluation
The Committee’s activities formed part of the review of Board effectiveness which was undertaken internally this year. Based on this and
as a result of the work done during the year, the Committee has concluded that it has acted in accordance with its terms of reference and
carried out its responsibilities effectively.
On behalf of the Audit Committee:
J.A. Biles
Audit Committee Chairman
27 February 2014
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Bodycote plc annual report for the year ended 31 December 2013 Board report on remuneration
Introduction
As Chairman of the Remuneration Committee (“Committee”) I am delighted to present our Remuneration Report, based on the new policy
and disclosure requirements on directors’ remuneration, as required by the Large and Medium-sized Companies and Groups (Accounts and
Reports) (Amendment) Regulations 2013 (the “Regulations”), for which we will be seeking your approval at our Annual General Meeting.
You will see that there are two main sections to the report. The first part (Section A) summarises the policy of the Board with regard to the
remuneration of the Directors and is a re-statement of the existing policy using the new guidelines. The second part (Section B) describes
how that policy has been implemented during the year and will be implemented in 2014.
In accordance with the Regulations, the policy section (Section A) will be put to a binding vote at, and will then be applicable immediately
after, the forthcoming Annual General Meeting of the Company in April 2014. It is intended that the policy section will be put forward to
shareholders every three years. The Annual Report on remuneration will continue to be put to the AGM each year on an advisory basis.
2013 performance and remuneration outcomes
Bodycote has made good and steady progress in 2013. Reported revenues increased by 5.4% (3.0% at constant exchange rates). Headline
operating profit grew by 10.2% and our share price increased by 47.9% in 2013, compared to an increase of 28.8% in the FTSE 250 as a
whole.
2013 base salary increases for the Executive Directors in the year were 2.7% for the CEO and 2.7% for the FD. These increases were in the
context of average 2013 salary increases across the Group of around 3%.
Annual bonuses for the Executive Directors, which are based on a mix of Group operating profit, Group cash flow and personal strategic
objectives, paid out at the level of 59.1% and 43.9% of base salary for the CEO and FD, respectively (equivalent to 50.6% and 48.8% of
maximum opportunity).
Awards under the Co-investment Plan (‘CIP’) made in May 2010 vested in May 2013 at 100% of maximum based on absolute Total
Shareholder Return (TSR) growth of the three financial years ending April 2013.
Awards under the Bodycote Incentive Plan (‘BIP’) made in February 2011 are due to vest in March 2014 at 98.4% of maximum based on a
combination of ROCE and EPS growth over the three financial years ending December 2013.
Following a contractual review of pension provision during 2013, the Committee decided that the level of salary supplement in lieu of
pension for Stephen Harris should be adjusted to 25% of salary. For David Landless, the level will be adjusted to 25%, up to the cap of the
defined benefit pension scheme; above that amount to his actual base salary, the salary supplement in lieu of pension remains at 16%.
Both of these changes will come into effect as of April 2014.
Changes to remuneration arrangements
From 2013, the Committee decided that participants receiving awards under the CIP and BIP will be eligible to receive dividend equivalents
on vested shares. This change will more closely align the interests of Executives with those of shareholders as well as bringing this aspect
of plan operation into line with typical market practice. The Committee consulted with key shareholders on this point and they were
supportive of the change.
Apart from this, the Remuneration Committee decided not to make changes to the remuneration framework and policy this year. The
decisions we have taken have been within the terms of our existing policies.
E. Lindqvist
Chairman of the Remuneration Committee
27 February 2014
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Financial StatementsAdditional Informationwww.bodycote.comStock code: BOYGovernanceStrategic Report Board report on remuneration continued
Section A: Directors’ Remuneration Policy
Remuneration Policy
The objective of Bodycote’s Executive Remuneration Policy is to provide remuneration that will reward and thereby retain talented people
in the business and enable the recruitment of appropriately skilled and experienced newcomers. Therefore, the Executive Remuneration
Policy is to set levels that attract and retain the talent responsible for executing strategy while ensuring the Company pays no more than is
necessary.
Executive Remuneration Policy
The table below shows the Policy to be approved by shareholders on 29 April 2014, taking effect once approved by the AGM in 2014 and
which we expect to apply for a period of three years.
Pay table
Pay element and link
to strategy
Base salary
To ensure competitive
salaries to attract and
retain the talent required
to execute the strategy
while ensuring the
Company pays no more
than is necessary
Pension
Provides a market-
competitive benefit in
order to attract the talent
required to execute the
strategy and provide a
market-competitive level
of provision for post-
retirement income
Other benefits
Provides market-
competitive benefits at
an appropriate cost
Maximum value
Operation
Whilst the Committee has not set a
maximum level of salary, ordinarily,
salary increases will not exceed the
average increase awarded to other
Group employees.
Increases may be above this level in
certain exceptional circumstances,
which may, for example, include:
Increase in scope or responsibility
A new Executive Director is being
moved to market positioning over
time
Company contribution (or cash
equivalent) of 30% of salary.
The Committee has not set a
maximum level of benefit, given
that the cost of certain benefits will
depend on the individual’s particular
circumstances. However benefits will
be set at an appropriate level against
market practice and needs for specific
roles and individual circumstances.
Base salaries for Executive Directors are typically reviewed annually
(or more frequently if specific circumstances necessitate this) by
the Committee in December each year.
Salary levels are set and reviewed taking into account a number of
factors including:
Role, experience and performance of the executive
The Company’s guidelines for salaries for all employees in the
Group for the forthcoming year
The competitiveness of total remuneration assessed against
FTSE 250 companies and other companies of similar size and
complexity, as appropriate
The Group operates a defined contribution scheme. The policy
for Executive Directors is to make a contribution to this scheme
or a cash allowance of equivalent value1. Base salary is the only
pensionable element of remuneration.
The same general approach applies to all employees, although
contribution levels vary by seniority.
The Company provides a range of cash benefits and benefits in
kind to Executive Directors in line with market practice. These
include the provision of company car (or allowance), private medical
insurance, short- and long-term sick pay and death in service cover.
This will also extend to the reimbursement of taxable work-related
expenses, such as travel and relocation.
The provision of other benefits payable to an Executive Director
is reviewed by the Committee on an annual basis to ensure
appropriateness in terms of the type and level of benefits provided.
The Company provides a long-term savings vehicle into which the
Executive Directors may elect to waive a proportion of pension
allowance.
In the case of non-UK Executives, the Committee may consider
providing additional allowances in line with relevant market
practice.
1 Cash in lieu of pensions entitlements are, for Stephen Harris, 22% of salary and, for David Landless, 22% of salary up to the cap of the Company’s defined
benefit pension scheme (in which he ceased to participate in April 2012) and 16% of salary above this cap. From April 2014, the Committee has determined
that the entitlement should be 25% of salary for Stephen Harris and, for David Landless, 25% of salary up to the scheme cap and 16% above the cap.
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Bodycote plc annual report for the year ended 31 December 2013 Pay element and link
to strategy
Annual bonus
To incentivise delivery
of corporate strategy
and reward delivery of
superior performance
Maximum value
Operation
The maximum potential is 130% of
base salary for the CEO and 100%
of base salary for other Executive
Directors.
The level of bonus paid each year is determined by the Committee
after the year end based on performance against targets. At least
70% of the bonus will be based on the achievement of Group
financial targets.
For 2014:
70% of bonus is determined by Group headline operating profit
against set targets
10% of bonus is determined by Group headline operating cash
flow against set targets
20% of bonus is determined by the achievement of personal
objectives, which may vary year-on-year to ensure that objectives
are aligned with the business plan but our policy is to set goals
which relate to the achievement of business strategy
The weighting of these measures and specific targets are reviewed
on an annual basis to ensure alignment to strategy and are set to
be in line with budget. Information on measures and weights that
will apply for 2013 and 2014 are shown on page 57 of the Board
report on remuneration.
The Committee considers the performance conditions selected for
the annual bonus to appropriately support the Company’s strategic
objectives and provide a balance between generating profit and
cash to enable the Group to pay a dividend, reward its employees
and make future investments; and achieve other strategic goals to
drive long-term sustainable return.
At the threshold performance level there will normally be no more
than 30% vesting. Awards commence vesting progressively from
this point with maximum performance resulting in awards’ vesting
in full.
Bonus payments are subject to the Committee’s Malus Policy as
outlined on page 51.
Bodycote Incentive
Plan (‘BIP’)
To incentivise delivery of
long-term shareholder
value
Aids retention of senior
management
The maximum face value of an award
which may be granted under the plan
in any year is up to 175% of base
salary for the Executive Directors.
The BIP is our primary long-term incentive plan. Conditional shares
are awarded annually with vesting dependent on performance
conditions measured over at least three years. Awards will
be based on financial (and/or share price based) performance
conditions as determined by the Committee.
The performance conditions for awards granted in 2014 are as
follows:
50% of the award is subject to a return on capital employed
(‘ROCE’) performance condition and 50% of the award is subject
to an earnings per share (‘EPS’) performance condition.
At the threshold performance level there will be zero
vesting. Awards commence vesting progressively from zero
on achievement of threshold performance with maximum
performance resulting in awards vesting in full.
In addition, for any award to vest (regardless of targets achieved)
EPS must not be below a defined hurdle level.
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Financial StatementsAdditional Informationwww.bodycote.comStock code: BOYGovernanceStrategic Report Board report on remuneration continued
Pay element and link
to strategy
Bodycote Incentive
Plan (‘BIP’)
continued
Maximum value
Operation
Executive Directors can receive a
maximum matching share award of up
to 40% of base salary.
Co-Investment
Plan (‘CIP’)
To provide a link between
short and long-term
incentive arrangements
and to provide further
alignment with
shareholders
The Committee reviews levels of awards and targets annually.
In determining the performance targets applicable to awards,
the Committee takes into account the current and forecast
performance for the business and its sector, along with broker
consensus to ensure stretch targets are set. Targets for each
award are set out in the relevant section of the Board report on
remuneration. Targets that apply to awards made in 2013 are shown
on page 58.
The Committee considers the performance conditions selected
for the BIP to appropriately underpin the Company’s strategic
objectives. Due to the nature of the Company’s activities the
Committee consider ROCE to provide shareholders with an
appropriate measure of how well the Company is performing and is
being managed, while EPS provides a measure of the level of value
created for shareholders. ROCE and EPS are our top two KPIs as
shown on page 58 of the Annual Report.
The Committee retains the discretion in exceptional circumstances
to adjust the vesting outcome or the targets for awards as long as
the adjusted targets are no less stretching. In such an event the
Committee will consult with major shareholders and will clearly
explain the rationale for the changes in the report on remuneration.
Dividend equivalents are payable in respect of the shares which
vest.
BIP awards are subject to the Committee’s Malus Policy as outlined
on page 51.
Executive Directors are invited annually to purchase shares up to
40% of basic salary (net of tax).
The CIP provides for the grant of awards of performance based
matching shares to participants on an annual basis in a maximum
ratio of 1:1 to the gross investment made in deferred shares. The
deferred shares must be held for at least three years. The matching
shares will be based on share price related performance conditions
as determined by the Committee.
For 2014:
The matching shares are subject to an absolute Total Shareholder
Return (‘TSR’) performance measure which is expressed as
percentage Compound Annual Growth Rate (‘CAGR’) in excess of
CPI:
Threshold performance results in a 0.5:1 match
Maximum performance results in a 1:1 match
The calibration of performance targets is reviewed by the
Committee on an annual basis and is chosen in order to align with
business strategy. Targets for the cycle vesting in respect of the
year are disclosed in the Board report on remuneration.
Dividend equivalents are payable in respect of the matching shares
which vest.
The Committee considers it appropriate to use an absolute TSR
performance measure for awards made under the CIP so that
participants are incentivised to and rewarded for providing absolute
returns for shareholders.
CIP awards are subject to the Committee’s Malus Policy as outlined
on page 51.
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Bodycote plc annual report for the year ended 31 December 2013 Pay element and link
to strategy
Shareholding
requirement
To provide alignment
between Executive
Directors and
shareholders
Malus
To provide the
Committee flexibility
to adjust remuneration
levels in exceptional
circumstances
Maximum value
Operation
Executive Directors are required to
hold at least 100% of basic salary.
Not applicable
The Board operates a shareholding retention policy under
which Executive Directors are expected, within five years from
appointment, to build up a shareholding in the Company. The
expectation is to hold at least 100% of basic salary. For the
purposes of this requirement, only beneficially-owned shares will
be counted.
The Malus Policy came into effect from 1 January 2013 and has
been introduced to provide the Committee with discretionary
powers to use malus performance based remuneration should
exceptional circumstances occur. This Malus Policy is in respect
of annual bonuses and long-term incentive awards. Exceptional
circumstances necessitating malus would include:
Fraud;
Misconduct;
Significant misstatement of financial results; or
Miscalculation of performance conditions.
Should the Committee, in its opinion, consider such circumstances
to have occurred during a performance period from 2013 onwards
then the Malus Policy will provide the Committee discretion to
determine that any amounts paid or awards vested by reference to
the relevant period, shall be subject to malus. Malus will start to
apply to awards made from 2013.
The Committee expects the mechanism to use malus for any such
amounts will be to reduce future annual bonus payments, reduce
the value of subsisting awards that have, at the relevant time, not
yet vested or by reducing the level of award to be made at the
following grant date.
The Committee reserves the right to make any remuneration payments and payments for loss of office notwithstanding that they are not
in line with the policy set out on page 53 where the terms of the payment were agreed (i) before the policy came into effect or (ii) at a time
when the relevant individual was not a director of the Company and, in the opinion of the Committee, the payment was not in consideration
for the individual becoming a director of the Company. For these purposes “payments” include the Committee satisfying awards of variable
remuneration and, in relation to an award over shares, the terms of the payment being “agreed” at the time the award is granted.
Executive Directors’ remuneration is reviewed annually and takes into account a number of factors. The Company adopts a policy of
positioning fixed pay for all its employees at a level which is competitive to market but which does not require the Company to pay any
more than is necessary. Senior and high performing individuals at all levels and across all functions within the organisation are invited to
participate in both annual and long-term incentive arrangements, which are similar to those offered to the Executive Directors to ensure
reward strategy is calibrated to provide substantive reward only on achievement of superior performance.
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Illustrative remuneration outcomes at different performance levels
The chart below demonstrate the total amount of remuneration payable to the Executive Directors should they achieve below, at or above
target performance.
£2,500,000
£2,000,000
£1,500,000
£1,000,000
£500,000
£0
£2,275,970
46%
27%
£1,291,618
24%
29%
£605,114
£1,459,943
46%
27%
£775,591
25%
24%
£392,817
100%
47%
27%
100%
51%
27%
Minimum
On-Target
Maximum
Minimum
On-Target
Maximum
Chief Executive
Finance Director
Fixed Elements
Annual Variable Element
Long-Term Variable Elements
For the purposes of this analysis, the following assumptions have been made:
Fixed elements comprise base salary and other benefits:
—For the CEO: base salary of £484,306 and maximum potential benefits of £120,808
—For the Finance Director: base salary of £309,312, and maximum potential benefits of £83,505
Base salary reflects the base salary as at 1 Jan 2014
Benefits reflect benefits received in 2013
For on-target performance, an assumption of 60% of annual bonus is applied and vesting of 25% for the BIP and 0.5:1 match for the CIP
The value of the BIP and the CIP is based on the percentage of salary prior to the year of grant. The actual value on vesting will depend
on the share price on the vesting date which is likely to be different from the date of grant
The CIP assumes maximum contribution from the CEO and Finance Director
No share price increase has been assumed
52
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Bodycote plc annual report for the year ended 31 December 2013 Recruitment policy
When recruiting new Executive Directors, the Company’s policy is to pay what is necessary to attract individuals with the skills and
experience appropriate to the role to be filled, taking into account remuneration across the Group, including other senior Executives, and
that offered by other FTSE 250 companies and other companies of similar size and complexity. New Executive Directors will generally
be appointed on remuneration packages with the same structure and pay elements as described in the pay policy table on page 48. Each
element of remuneration to be included in the package offered to a new director would be considered separately and collectively in this
context.
On appointment to the Board or for a Non-Executive director taking an executive role:
Base salary levels will be set in consideration of the new recruit’s existing salary, location, skills and experience and expected contribution
to the new role, the current salaries of other Executive Directors in the Company and current market levels for the role;
Pension will be considered in light of the retirement arrangements which are in place for the other Executive Director(s) with a
contribution level considered by the Committee to be appropriate in light of the new recruit’s package as a whole, market practice at the
time and on a broadly equivalent basis to existing provisions for other Executives;
Other benefits will be considered in light of the provision in place for the other Executive Director(s). If it is in the best interests of
the Company and shareholders, the Committee may consider providing additional benefits, potentially including relocation costs, tax
equalisation or advisers’ fees;
The initial notice period may be longer than the Company’s one year policy (up to a maximum of two years). However, this will reduce by
one month for every month served, until the Company’s policy position is reached;
For annual bonus, the Company would consider whether it was appropriate for the new recruit to participate in the same annual incentive
plan applicable to the current Executive Directors. If this was considered appropriate, the same financial measures, weighting, payout
scale and target as well as maximum bonus opportunity (as a percentage of salary) which apply to the existing director(s) would generally
apply to the new recruit;
The Committee will determine when long-term incentive awards will be granted during the year; and
The Company is required to set out the maximum amount of variable pay which could be paid to a new director in respect of his/her
recruitment. In order to provide the Company with sufficient flexibility in a recruitment scenario, the Committee has set this figure as
450% of base salary. This covers the maximum annual bonus and the maximum face value of any long-term incentive awards. This level
of variable pay would only be available in exceptional circumstances, and in order to achieve such a level of variable pay, stretching targets
would need to be met. For the avoidance of doubt, this 450% variable pay limit excludes the value of any “buyout” payments or awards
associated with forfeited awards.
For an external appointment, although there are no plans to offer additional cash and/or share-based payments on recruitment, the
Committee reserves the right to do so when it considers this to be in the best interests of the Company and shareholders. Such payments
may take into account remuneration relinquished when leaving the former employer and would reflect the nature, time horizons and
performance requirements attached to that remuneration. Shareholders will be informed of any such payments at the time of appointment.
The Committee may make awards on hiring an external candidate to “buyout” awards which will be forfeited on leaving the previous
employer. Our approach to this is to carry out a detailed review of the awards which the individual will lose and calculate the estimated
value of them. In doing so, we will consider the vesting period, the option exercise period if applicable, whether the awards are cash
or share based, performance related or not, the Company’s recent performance and payout levels and any other factors we consider
appropriate. If a buyout award is to be made, the structure and level will be carefully designed and will generally reflect and replicate the
previous awards as accurately as possible. We will make the award subject to appropriate malus provisions in the event that the individual
resigns or is summarily terminated within a certain timeframe. An explanation will be provided at the time of recruitment of why a buyout
award has been granted.
Shareholders will be informed of any Director appointment and the individual’s remuneration arrangements as soon as practicable following
the appointment via an announcement to the regulatory news services.
Fee levels for a new Chairman or new Non-Executive Directors will be determined in accordance with the policy set out on page 48.
Termination remuneration policy
It is the Company’s policy that Executive Directors have service contracts with a one-year notice period and terminable by one year’s notice
by the employer at any time, and by payment of one year’s basic salary and other fixed benefits in lieu of notice by the employer. All future
appointments to the Board will comply with this requirement.
Currently, under the terms of the Executive Directors’ contracts, the Company may at its choice, in lieu of giving notice, terminate an
Executive Director’s service contract by making a payment equivalent to:
One year’s annual base salary, 25% of base salary in respect of all other remuneration and benefits (other than annual bonus and
incentives) and annual bonus equal to the average bonus paid up to three years prior to the date of notice.
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Our policy is not to have a change in control clause in Executive Directors’ service contracts. Stephen Harris does not have a change
of control clause. David Landless’ service contract was agreed in accordance with what was considered best practice at the time of its
execution in 2001 and provides for one year’s remuneration if his employment is terminated on a change of control. This provision has been
preserved. To the extent that executive contracts are renewed, or new appointments made, the Committee will continue to adopt a policy
of not having change of control clauses in service contracts. In any case, legally appropriate factors would be taken into account to mitigate
any compensation payment, covering basic salary, annual incentives and benefits, which may arise on the termination of employment of
any Executive Director, other than payments made on a change in control or for payments in lieu of notice.
In the event that an Executive Director leaves the Company, the Committee’s policy for exit payments is to consider the reasons for
cessation and consequently whether any exit payments other than those contractually required are warranted.
On cessation of employment, awards under the BIP and CIP will lapse in full, unless the Committee in its absolute discretion determines
otherwise. In instances where the Committee determines that awards should not lapse in full, the Committee will consider the
performance conditions applying to any unvested awards and the performance period which has elapsed. Awards will usually be subject
to some form of time pro-rating reduction to reflect the unexpired portion of the performance or deferral period concerned. Awards that
are subject to performance conditions will usually only vest to the extent that these conditions are satisfied. Awards which do not lapse on
cessation of employment may either vest at that time or on their originally anticipated vesting date.
On termination, the accumulated funds invested in the Bodycote Investment Incentive Plan (further information on this long-term savings
vehicle is available on page 57) will normally be released to the participant subject to Committee discretion.
On change of control the awards will generally vest subject to performance and time apportionment as determined by the Committee and
in accordance with the rules of the relevant plan.
Service contracts
All Directors’ service contracts are available for inspection at the Company’s registered office.
A summary of the key terms of the Executive Directors Service Contracts is set out below:
S.C. Harris
Date of service contract 6 October 2008
Notice period
12 months
Remuneration
Annual base salary
D.F. Landless
26 September 2001
12 months
Annual base salary
Potential for cash in lieu of pension
Potential for cash in lieu of pension
Reimbursement of expenses (if satisfactory
Reimbursement of expenses (if satisfactory
evidence provided)
Private medical insurance
Company car allowance
evidence provided)
Private medical insurance
Company car allowance
Entitlement to receive an annual performance
Entitlement to receive an annual performance
related bonus award
related bonus award
Entitlement to one year’s remuneration if
employment is terminated on a change of control
Termination
Company has right to terminate on payment of a
termination payment with agreement of executive
Company has right to terminate on payment of a
termination payment
Non-Competition
During employment and for 12 months thereafter
During employment and for 12 months thereafter
Other than the contents of the contracts, there are no other obligations that may give rise to remuneration.
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Bodycote plc annual report for the year ended 31 December 2013 Chairman and Non-Executive Directors Policy
The Chairman and each Non-Executive Director hold letters of appointment which have been agreed which set out the terms of their
appointment, including membership of the Board Committees, the fees to be paid and the time commitment expected from the Director.
It is the Board’s policy that the Chairman and Non-Executive fees are reviewed on an annual basis. The fees for the Chairman are reviewed
by the Board in the absence of the Chairman. The fees for the Non-Executive Directors are reviewed by the Chairman and Executive
Directors. When reviewing fees, the primary source for comparative market data is FTSE 250 companies and other companies of similar
size and complexity, as appropriate.
Fees for the Chairman and Non-Executives are set at a level that will attract individuals with the necessary experience and ability to make a
significant contribution to the Group’s affairs. The Committee seeks to recruit Non-Executive Directors with the experience to contribute to
the Board with a balance of personal skills that will make a major contribution to the Board and it’s committee structures.
The Company’s policy is that the Chairman and Non-Executive Directors receive a fixed fee for their services as members of the Board
and its Committees. The fee structure may also include additional fees for chairing a Board Committee and/or for further responsibilities
(for example, Senior Independent Directorship). Fee levels take into account the level of time commitment and duties and responsibilities
involved. The Chairman and Non-Executive Directors are not entitled to any pension or other employment benefits or to participate in any
incentive scheme. In line with the Articles of Association, accumulative Non-Executive Director fees are capped at £500,000 p.a.
Director
A.M. Thomson
J.A. Biles
K. Rajagopal
E. Lindqvist
Date of appointment
Notice period
1 December 2007
16 August 2007
24 September 2008
1 June 2012
6 months
6 months
6 months
6 months
Fees retained for external Non-Executive Directorships
To broaden the experience of Executive Directors, they may hold positions in other companies as Non-Executive Directors provided that
permission is sought in advance. Any external appointment must not conflict with the Directors’ duties and commitments to Bodycote plc.
Stephen Harris has held such a position at Mondi plc since 1 March 2011 and in accordance with Group policy he retained fees for the year
of £82,919.45. David Landless was appointed a Non-Executive Director of Luxfer Holdings plc with effect from 1 March 2013 and retained
fees for the year of £40,238. In addition, David Landless was given 1,924 of Luxfer American Depositary Receipts valued at $30,000 at the
date of grant on 1 March 2013.
Statement of consideration of employment conditions elsewhere in the Company
The Company adopts a policy of positioning fixed pay for all its employees at a level which is competitive to market but which does not
require the Company to pay any more than is necessary. Senior and high performing individuals at all levels and across all functions within
the organisation are invited to participate in both annual and long-term incentive arrangements, similar to the Executive Directors to ensure
reward strategy is calibrated to provide substantive reward only on achievement of superior performance.
The Committee does not consult directly with employees when formulating Executive Director pay policy. However, it does take into
account information provided by the Human Resources function and feedback from employee satisfaction surveys.
In formulating Executive Director pay policy, the Committee receives information on all employee pay conditions throughout the Group.
Statement of consideration of shareholder views
The Committee always welcomes the views of shareholders in respect of pay policy as well as those views expressed on behalf of
shareholders by their respective proxy advisers. The Committee documents all remuneration related comments made at the Company’s
AGM and feedback received during consultation with shareholders throughout the year. Any feedback received is fully considered by the
Committee and, where appropriate, amendments are made to remuneration policy.
During 2013, the Committee decided that participants receiving awards under the CIP and BIP will be eligible to receive dividend
equivalents on un-vested shares payable at the time of vesting. The Committee consulted with key shareholders on this point and they
were supportive of the change.
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Section B: Annual Report on Remuneration
Committee membership
During 2013 the Committee was chaired by Eva Lindqvist. The Committee also comprised J.A. Biles, A.M. Thomson and Dr K. Rajagopal.
The Committee’s full terms of reference are available on the Group’s website. None of the Committee members has any personal financial
interest (other than as a shareholder), conflict of interest, cross-Directorships or day-to-day involvement in the running of the business.
Committee activities
During 2013 the Committee met five times to consider amongst other matters:
Theme
Best practice
Agenda items
The Company’s Remuneration Policy in light of the new Regulations, discussions and feedback from the
Company’s AGM in 2013 and the revised Corporate Governance Code and ABI guidelines on Executive
Remuneration
Pay Policy
Review of the current UK corporate governance environment and the implications for the Company
Consideration and approval of the Pay Policy to be put to shareholders and as summarised in Section A of
the Remuneration Report for 2013
Implementation Report
Consideration and approval of the Implementation Report to be put to shareholders and as summarised in
Executive Directors’
and senior executives’
remuneration
Section B of the Remuneration Report for 2013
Basic salaries payable to each of the Executive Directors
The annual bonus and payments for the financial year ended 31 December 2013
The annual bonus structure and performance targets for the financial year ended 31 December 2014
The conditional awards and vestings made under the Bodycote Incentive Plan (‘BIP’) and Co-investment
Plan (‘CIP’) during the year
Pension arrangements for senior executives
Reporting
Consideration and approval of the Remuneration Report for 2013
Advisers to the Committee
During the year the Committee undertook a review of the Remuneration Committee adviser and appointed Towers Watson to provide
independent advice relating to remuneration matters. During the year, Towers Watson provided advice on matters under consideration by
the Committee and updates on good practice, legislative requirements and market practice. Towers Watson’s fees for this work amounted
to £26,575. Up until 1 June 2013, Ernst & Young provided advice to the Remuneration Committee. Ernst & Young’s fees for these services
amounted to £14,376. Legal advice was provided by Eversheds and fees amounted to £915. The Remuneration Committee is satisfied that
the advice provided on executive remuneration is objective and independent and that no conflict of interest arises as a result of these other
services.
The Committee also received assistance from the Chief Executive and Company Secretary, although they do not participate in
discussions relating to the setting of their own remuneration. The Committee in particular consulted with the Chief Executive and received
recommendations from him in respect of his direct reports.
Statement of shareholder voting
The table below displays the voting results on the remuneration resolutions at the 2013 AGM:
Votes cast
For
Against
Number of abstentions
2012 remuneration report (% votes)
76%
94%
3%
4,678,767
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Bodycote plc annual report for the year ended 31 December 2013 Remuneration for 2013
This section of the report explains how Bodycote’s Remuneration Policy has been implemented during the financial year.
Base salary
The base salaries of the Executive Directors are reviewed on an annual basis. As described in the policy section, a number of factors are
taken into account when salaries are reviewed, principally market level salaries payable in FTSE 250 companies and other companies of
similar size and complexity and the individual’s role, experience and performance. The 2013 base salary increases and comparative figures
can be found in the Remuneration Committee Chairman’s letter.
Base salaries are reviewed in January every year.
Name
S.C. Harris
D.F. Landless
Position
CEO
FD
Salary from 1 January 2013
Salary from 1 January 2014
£470,200
£300,300
£484,306
£309,312
Pension
Stephen Harris is entitled to a salary supplement in lieu of pension at a rate of 22% of basic salary, of which £103,444 was waived during
the year. In addition, in the event of death, a death in service benefit of eight times basic salary will become payable.
From April 2012, David Landless ceased to participate in the Group’s UK contributory defined benefit and defined contribution pension
schemes due to his prospectively reaching the lifetime limits. Instead Mr Landless receives a salary supplement of 22% of basic salary up
to the defined benefit scheme cap and 16% of base salary above the cap, of which £61,840 was waived during the year.
Taxable benefits
The Company provides other cash benefits and benefits in kind to Directors as well as sick pay and life insurance. These include the
provision of company car (or allowance) and family level private medical insurance.
Name
S.C. Harris
D.F. Landless
Car/car allowance
£13,600
£18,759
Fuel
£2,400
£1,200
Healthcare
Salary supplement
£1,364
£1,706
£103,444
£ 61,840
Long-term savings vehicle
During the financial year the Company made discretionary contributions into the Bodycote Investment Incentive Plan. The plan is entirely
cash based to provide an alternative long-term savings vehicle for senior Executives. The Committee considers the plan an essential tool
to aid retention while recognising the need for Executives to have flexibility in long-term financial planning. Company contributions are
discretionary, vary year-on-year and are made in lieu of other elements of pay and therefore are cost neutral to the Company and any risk in
relation to the value of investments made in the plan is borne entirely by participants.
Annual performance-related bonus
The annual bonus potential for the period to 31 December 2013 for Executive Directors was split 70% in respect of Group operating profit,
10% Group operating cash flow and 20% on personal strategic objectives. The choice of these performance conditions, and their respective
weightings reflected the Committee’s belief that any incentive compensation should be tied both to the overall performance of the Group
and to those areas of the business that the relevant individual can directly influence.
The performance of the Company during the year included headline operating profit of £107.4m (a 10.2% increase on the previous year) and
operating cash flow of £104.6m (a 1.6% increase on last year).
In light of the above performance, the Committee concluded that 50.6% of maximum bonus is payable to the Chief Executive and 48.8% of
maximum bonus is payable to the Finance Director. As described in the policy section, 100% of annual bonus is payable in cash.
The Board has considered whether to include targets which applied to the bonus arrangements for Executive Directors in 2013 and which
will apply for 2014 but determined that these figures are commercially sensitive. It is the Committee’s intention to include the 2013 targets
in next year’s Remuneration Report. Personal objectives for the Chief Executive broadly cover driving growth, improving customer service,
safety and implementation of major projects.
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Bodycote Incentive Plan (BIP)
Awards with performance periods ending in the year
BIP awards made in 2011 had a three-year performance period ending on 31 December 2013 with 50% of the award subject to satisfaction
of a ROCE target and 50% subject to an EPS target. The threshold and maximum targets along with the vesting schedule are set out in the
tables below:
ROCE
EPS
Performance target
Vesting of element
(% of maximum)
Performance target
Vesting of element
(% of maximum)
Threshold performance
Maximum performance
Performance achieved
14.6%
20.0%
19.9%
0%
100%
96.9%
28.3p
39.8p
41.2p
0%
100%
100%
In addition, if EPS at the end of the performance period was below 16p then no awards would vest.
Over the period, ROCE was 19.9% and the EPS figure for the year of 41.2p represented growth of 9.9%. This performance resulted in the
ROCE and EPS targets being achieved at a level of 96.9% and 100% respectively. This resulted in an overall vesting level of 98.5%. The
number and value of shares which vested to each of the Executive Directors is set out on page 61 of this report.
Awards made in the year
BIP awards of face value of 175% of salary were made to both Executive Directors in February 2013 and will vest in March 2016, subject
to the achievement of ROCE and EPS growth performance targets. The performance period will end on 31 December 2015. The vesting
of these awards will be based on ROCE and EPS targets summarised in the table below. The Committee has reviewed the performance
targets and these have altered accordingly to ensure that they remain stretching and underpin the Company objectives.
ROCE
EPS
Performance target
Vesting of element
(% of maximum)
Performance target
Vesting of element
(% of maximum)
Threshold performance
Maximum performance
18.7%
23.0%
0%
100%
42.0p
61.3p
0%
100%
In addition, if EPS at the end of the performance period were to be below 42p then no awards would vest.
The Committee has decided that the ROCE figure of 23% is a good aspiration for the Group and is cognisant of the fact that overdriving
incentives on capital employed can lead to unintended consequences in terms of short-term capital starvation for the business. As of 2013
dividend equivalents are payable in respect of the shares which vest.
The number and value of shares which were awarded to the Executive Directors during the year is set out on page 61 of this report.
Co-investment Plan (CIP)
Awards with performance periods ending in the year
As described in the policy section of this report, CIP awards are subject to an absolute TSR target. The CIP awards made in 2010 had a
three-year performance period ending on 30 April 2013. The absolute TSR performance targets applicable to this award are set out below:
Absolute TSR performance
4% CAGR + CPI
10% CAGR + CPI
Vesting level
50% (0.5:1 match)
100% (1:1 match)
Over the three-year period, the Company achieved absolute TSR growth of 37%. This performance resulted in the TSR targets being achieved
at a level of 100%. The number and value of shares which vested to each of the Executive Directors is set out on page 61 of this report.
Awards made in the year
CIP awards were made to both Executive Directors in May 2013 and will vest in May 2016, subject to the achievement of absolute TSR
targets summarised in the table below. The Committee has reviewed the performance targets and felt that they remain appropriately
stretching. Therefore, no change has been made to the absolute TSR performance targets used in the previous year. As of 2013 dividend
equivalents are payable in respect of the shares which vest.
Performance target
Threshold
Target
Vest
Target
Vest
Maximum
Absolute TSR
CAGR TSR CPI + 4%
50% (0.5:1 match)
CAGR TSR CPI + 10%
100% (1:1 match)
The number and value of shares which were awarded to the Executive Directors during the year is set out on page 61 of this report.
58
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013
Implementation of policy in 2014
Base salary is reviewed on an annual basis. The 2014 base salary increases for the Directors from 1 January 2014 were 3% for the Chief
Executive and 3% for the Finance Director. As 2014 base salary increases for the Group take place after the publication of this report, the
comparative figure for 2014 can only be provided in next year’s report.
As described in the Committee Chairman’s introduction, following a contractual review of pension provision during 2013, the Committee
decided that the level of salary supplement in lieu of pension for Stephen Harris should be adjusted to 25% of salary. For David Landless,
the level will be adjusted to 25% up to the defined benefit pension scheme cap. Above that amount up to his actual base salary, the salary
supplement in lieu of pension remains at 16%. Both of these changes will come into effect as of April 2014. The Committee does not intend
to change the benefit arrangements for the Executive Directors in 2014. For 2014 the Committee has determined that the annual bonus
opportunity for Executive Directors and senior executives will again be contingent on meeting targets relating to safety, operating profit,
cash management and personal objectives. The Committee has reviewed targets for the year to ensure they remain appropriately stretching
and relevant for the Company’s business strategy.
The Committee will review the performance measures for awards under the CIP and the BIP in 2014 to ensure they remain appropriately
stretching in light of the Company’s expectations of performance and those of external analysts.
Auditable section
Total single figure table
Incumbent
Executive Directors
S.C. Harris
D.F. Landless
Non-Executive Directors
A.M. Thomson
J. Vogelsang4
J.A. Biles
K. Rajagopal
E. Lindqvist5
Total
salary/
fees
£000
Total
other
benefits1
£000
Total
fixed
pay
£000
Annual
bonus
£000
Financial
year
2013
2012
2013
2012
2013
2012
2013
2012
2013
2012
2013
2012
2013
2012
470
458
300
292
150
150
15
57
61
58
46
46
56
27
121
118
84
82
–
–
–
–
–
–
–
–
–
–
591
576
384
374
150
150
15
57
61
58
46
46
56
27
278
435
132
214
–
–
–
–
–
–
–
–
–
–
Total
BIP2
£000
1,760
2,132
1,178
1,428
Total
CIP3
£000
Total
LTI
£000
Total
variable
pay
£000
460
697
44
19
2,220
2,829
1,222
1,447
2,498
3,264
1,354
1,661
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Total
£000
3,089
3,840
1,738
2,035
150
150
15
57
61
58
46
46
56
27
Notes accompanying the total single figure table
1 Other benefits consist of company car (or allowance), family level private medical insurance and salary supplement. Life assurance cover and sick pay are
also provided.
2 These figures relate to BIP awards made in 2011 with performance periods ending on 31 December 2013. The shares vested in March 2014 at a share price
of 761.5p.
3 These figures relate to CIP awards made in 2010 with performance periods ending 30 April 2013. The shares vested in May 2013 at a share price of 554.5p.
4 J. Vogelsang retired at the AGM on 24 April 2013.
5 E. Lindqvist was appointed on 1 June 2012.
23065.02 11 March 2014 1:46 PM Design Shell
59
Financial StatementsAdditional Informationwww.bodycote.comStock code: BOYGovernanceStrategic Report Board report on remuneration continued
Directors’ shareholdings
The interests of directors and their connected persons in ordinary shares as at 31 December 2013, including any interests awarded under
the CIP or BIP are presented below.
As at 27 February 2014, the interests of the Directors were unchanged from those at 31 December 2013.
Executive Directors
S.C. Harris
D.F. Landless
Non-Executive Directors
A.M. Thomson
J.A. Biles
K. Rajagopal
E. Lindqvist
Beneficial
570,030
500,545
43,231
24,172
22,368
5,000
Shares subject
to performance
conditions BIP1
Shares subject
to performance
conditions CIP1
575,196
374,619
–
–
–
–
14,011
16,747
–
–
–
–
1 Figures relate to unvested awards under the BIP and CIP.
As described in the policy section, the Board operates a shareholding retention policy under which Executive Directors and other senior
executives are expected, within five years of appointment to build up a shareholding in the Company. In respect of Executive Directors the
expectation is to hold at least 100% of basic salary. For the purposes of this requirement, only beneficially-owned shares will be counted.
As at 31 December 2013, the Committee is satisfied that Executive Directors have fulfilled this requirement.
Comparison of overall performance and pay
The chart below shows the value over the last five financial years of £100 invested in Bodycote plc compared with that of £100 invested in
the FTSE All Share Industrial Index. The points plotted are the values at financial year ends. The table also shows how total remuneration for
the Chief Executive developed during the same period.
Historical TSR Performance
Growth in the value of a hypothetical £100 holding over five years
FTSE All Share Industrial Index comparison based on spot values
£700
£600
£500
£400
£300
£200
£100
£0
Dec 08
Dec 09
Dec 10
Dec 11
Dec 12
Dec 13
Bodycote FTSE All Share Industrial Index
CEO total remuneration table
Single figure of remuneration (£000)
Annual variable element award (as a % of maximum) opportunity
Long-term incentive vesting (as a % of maximum)
2009
954
5%
0%
2010
906
98%
0%
2011
3,252
95%
100%
2012
3,840
73%
100%
2013
3,089
46%
99%
The total value of salary, non-pension benefits and bonus decreased 15.9% for the Chief Executive in 2013 compared to the previous
financial year (2012: £910,124; 2013: £765,657). The equivalent average percentage change for the senior management population as a
whole was 5.5% lower than 2012. The salary increase for the Chief Executive in 2013 compared to the previous financial year was 2.7%
(2012: £457,800; 2013: £470,200). Non-pension benefits decreased by 0.3% for the Chief Executive in 2013 compared to 2012 (2012:
£17,414; 2013: £17,364). Bonus payable decreased by 36.1% for the Chief Executive in 2013 compared to 2012 (2012: £434,910; 2013:
£278,093).
60
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013
Relative importance of pay spend
The table below shows the total spend on pay, the levels of distributions to shareholders and the Company’s corporation tax paid in 2012
and 2013.
Staff and employee costs
Distribution to shareholders
Corporation tax
CIP and BIP awards granted and vesting during the year
Awards or grants were made under the CIP and BIP Schemes as follows:
2013
£m
242.3
24.0
22.5
2012
£m
228.8
21.3
19.3
BIP: Awards consisting of shares were granted to both Executive Directors equivalent to the value of 175% of their base salary on
24 April 2013 which will vest after three years. Details of the awards are set out below. Awards are subject to continued employment and
the achievement of the performance conditions specified on page 58.
CIP: Awards consisting of shares were granted to both Executive Directors equivalent in value to 2% of S.C. Harris’ salary and equivalent to
6% of D.F. Landless’ salary on 21 May 2013 which will vest after three years. Details of the awards are set out below. Maximum take up is
40% of their base salary and awards are subject to continued employment and the achievement of the performance conditions specified on
page 58.
Directors’ interests under the Bodycote Incentive Plan
Interests as at
1 Jan 2013
Awarded in
year1
Vested in
year2
At 31 Dec
2013
Market price
at award date
Market value
at date of
vesting
Vesting date
S.C. Harris
819,765
–
391,345
–
–
146,776
–
575,196
D.F. Landless
542,878
–
262,004
–
–
93,745
–
374,619
£1.79
£5.45
£1.79
£5.45
£5.45
4 Mar 2013
–
Mar 2016
£5.45
4 Mar 2013
–
Mar 2016
1 Mid-market closing price of a share the day before grant was £4.82. The face value of the award to Stephen Harris was £799,634. The face value of the award
to David Landless was £510,760.
2 Subject to satisfaction of the relevant performance conditions (details of which are set out on page 58). The awards vesting during the year vested at a level of
98.4%.
Directors’ interests under the Bodycote Co-Investment Plan
S.C. Harris
D.F. Landless
Interests as at
1 Jan 2013
Awarded in
year1
Vested in
year2
At 31 Dec
2013
Market price
at award date
Market value
at date of
vesting
Vesting date
93,550
–
18,980
–
–
3,403
–
5,777
82,942
–
8,010
–
–
14,011
–
16,747
£1.93
£5.55
£1.93
£5.55
£5.55
–
21 May 2013
May 2016
£5.55
21 May 2013
–
May 2016
1 Mid-market closing price of a share the day before grant was £5.51. The face value of the award to Stephen Harris was £18,887. The face value of the award to
David Landless was £32,062.
2 Subject to satisfaction of the relevant performance conditions (details of which are set out on page 58). The awards vesting during the year vested in full.
E. Lindqvist
Chairman of the Remuneration Committee
27 February 2014
23065.02 11 March 2014 1:46 PM Design Shell
61
Financial StatementsAdditional Informationwww.bodycote.comStock code: BOYGovernanceStrategic Report Directors’ responsibilities statement
Responsibility of Directors for the preparation of the Annual Report and financial statements
The Directors are responsible for preparing the Annual Report, the Board report on remuneration and the 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 are required to
prepare the Group financial statements in accordance with International Financial Reporting Standards (IFRSs) as adopted by the European
Union and Article 4 of the IAS Regulation and have elected to prepare 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 accounts unless they are satisfied that they give a true and fair view of the state of affairs of the Company
and of the profit or loss of the Company for that period.
In preparing the parent Company financial statements, the Directors are required to:
select suitable accounting policies and then apply them consistently;
make judgements and accounting estimates that are reasonable and prudent;
state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the
financial statements; and
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will continue in
business.
In preparing the Group financial statements, International Accounting Standard 1 requires that Directors:
properly select and apply accounting policies;
present information, including accounting policies, in a manner that provides relevant, reliable, comparable and understandable
information;
provide additional disclosures when compliance with the specific requirements in IFRSs are insufficient to enable users to understand
the impact of particular transactions, other events and conditions on the entity’s financial position and financial performance; and
make an assessment of the Company’s ability to continue as a going concern.
The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions
and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial
statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for
taking reasonable steps for the prevention and detection of fraud and other irregularities.
The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the Company’s
website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation
in other jurisdictions.
Directors’ responsibility statement
We confirm that to the best of our knowledge:
the financial statements, prepared in accordance with International Financial Reporting Standards as adopted by the EU, give a true and
fair view of the assets, liabilities, financial position and profit or loss of the Company and the undertakings included in the consolidation
taken as a whole;
the Strategic report includes a fair review of the development and performance of the business and the position of the Company and the
undertakings included in the consolidation taken as a whole, together with a description of the principal risks and uncertainties that they
face; and
the Annual Report and financial statements, 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.
By order of the Board:
S.C. Harris
Group Chief Executive
27 February 2014
D.F. Landless
Group Finance Director
27 February 2014
62
23065.02 11 March 2014 1:46 PM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Independent auditor’s report
To the Members of Bodycote plc
Opinion on financial statements of Bodycote plc
In our opinion:
the financial statements give a true and fair view of the state of the Group’s and of the parent company’s affairs as at 31 December 2013
and of the Group’s profit 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 parent 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.
The financial statements comprise the Consolidated Income Statement, the Consolidated Statement of Comprehensive Income, the
Consolidated and Company Balance Sheets, the Consolidated Cash Flow Statement, the Consolidated Statement of Changes in Equity,
the Statement of Group and Company Accounting Policies and the related notes 1 to 28 and 1 to 11 for the Group and Company financial
statements respectively. The financial reporting framework that has been applied in the preparation of the Group financial statements is
applicable law and IFRSs as adopted by the European Union. The financial reporting framework that has been applied in the preparation of
the parent company financial statements is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted
Accounting Practice).
Going concern
As required by the Listing Rules we have reviewed the directors’ statement on page 23 that the Group is a going concern. We confirm that:
we have concluded that the directors’ use of the going concern basis of accounting in the preparation of the financial statements is
appropriate; and
we have not identified any material uncertainties that may cast significant doubt on the Group’s ability to continue as a going concern.
However, because not all future events or conditions can be predicted, this statement is not a guarantee as to the Group’s ability to
continue as a going concern.
Our assessment of risks of material misstatement
The assessed risks of material misstatement described below are those that had the greatest effect on our audit strategy, the allocation of
resources in the audit and directing the efforts of the engagement team:
Risk
How the scope of our audit responded to the risk
Impairment of non current assets
Given the Group’s significant asset base and the continued
macro-economic uncertainties in certain global territories, this risk
concerns the carrying value of intangible and tangible fixed assets.
The Group’s assessment of the carrying value of intangible and
tangible fixed assets requires significant judgement, as described in
note 10 with particular attention to cash flow, growth rates, discount
rates and sensitivity assumptions.
Environmental provisions
Given the nature of the Group’s operations, a risk arises in
connection with the appropriateness, completeness and valuation
of environmental provisions, in particular, their judgemental nature
relative to the likely period of utilisation.
We challenged the assumptions used in the impairment model
for intangible and tangible assets, described in note 10. As part
of our procedures we considered historical trading performance
by comparing recent growth rates of both revenue and operating
profit across the Group’s geographical and market segments,
assessing the appropriateness of the assumptions concerning
growth rates and inputs to the discount rate against latest market
expectations, and considering management’s assertions of the
future utilisation of assets by the Group following a review of
the strategic plan for the business by CGU. In performing our
procedures, we used our internal valuation specialists and third
party evidence to assess the appropriateness of the discount rate
applied.
We evaluated the environmental provisions, as detailed in note
22 to the financial statements, by testing the basis for the
recognition of provisions in consideration of those regulatory
and legal requirements, assessing the value of the provision
recognised and challenging the status and utilisation of provisions.
As part of our audit procedures we reviewed third party evidence
and assumptions detailing the assessment of environmental
liabilities for the Group together with correspondence from the
Group’s internal environmental remediation team. As part of these
procedures we also challenged the qualifications of management’s
experts. Where applicable, we also corroborated environmental
provisions to regulatory and legal correspondence.
23065.02 11 March 2014 9:16 AM Design Shell
63
GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report Independent auditor’s report continued
To the Members of Bodycote plc
Risk
How the scope of our audit responded to the risk
Taxation
The tax risk concerns the judgements and estimates applied in
the determination of tax balances, in particular in relation to the
recognition of deferred tax assets for tax losses across the Group
as disclosed in note 19 and provisions for liabilities attributed to
specific uncertain tax positions linked to the Group’s complex
corporate structure.
Pensions
This risk concerns the appropriateness of actuarial assumptions
in calculating the Group’s IAS 19 liability. The valuation of the
Group’s IAS 19 deficit involves significant judgement as described
in note 28, in particular in relation to the discount rate, inflation and
mortality assumptions.
In conjunction with taxation audit specialists, we have
considered and challenged the appropriateness of management’s
assumptions, forecasts and estimates in relation to the likelihood
of generating future taxable, as opposed to accounting, profits to
support the recognition of deferred tax assets as disclosed in note
19 to the financial statements.
We have also assessed the assumptions and judgements
concerning the adequacy of tax provisions for uncertain tax
positions by viewing the latest correspondence from the different
tax authorities and drawing on the experience of our country
specialists in respect of similar situations.
We have considered the appropriateness of the assumptions
underpinning the valuation of scheme assets and liabilities.
Specifically we challenged the discount rate, inflation and mortality
assumptions applied in calculating the scheme liabilities by using
our internal pension specialists to assess and benchmark the
assumptions applied against comparable third party data.
The Audit Committee’s consideration of these risks is set out on page 44.
Our audit procedures relating to these matters were designed in the context of our audit of the financial statements as a whole, and not to
express an opinion on individual accounts or disclosures. Our opinion on the financial statements is not modified with respect to any of the
risks described above, and we do not express an opinion on these individual matters.
Revenue
Full audit scope
86%
Review at group level
14%
Profit before tax
Full audit scope
93%
Review at group level
7%
64
Our application of materiality
We define materiality as the magnitude of misstatement in the financial statements that
makes it probable that the economic decisions of a reasonably knowledgeable person would
be changed or influenced. We use materiality both in planning the scope of our audit work and
in evaluating the results of our work.
We determined materiality for the Group to be £6.8 million, which is below 7.5% of adjusted
pre-tax profit and 1% of equity. We use adjusted pre-tax profit to exclude the effect of
volatility from our determination. Adjusted pre-tax profit excludes non-recurring exceptional
items of £0.8 million as disclosed in note 3.
We agreed with the Audit Committee that we would report to the Committee all audit
differences in excess of £145,000, as well as differences below that threshold that, in our
view, warranted reporting on qualitative grounds. We also report to the Audit Committee on
disclosure matters that we identified when assessing the overall presentation of the financial
statements.
An overview of the scope of our audit
Our Group audit was scoped by obtaining an understanding of the Group and its environment,
including Group-wide controls, and assessing the risks of material misstatement at the Group
level. Based on that assessment, we focused our group audit scope primarily on the audit
work at 15 locations. In addition, following the reorganisation of a number of the Group’s
finance functions into a Shared Service Centre in Prague, we planned and performed our
audit work and the shape of audit teams for the countries affected to focus on direct Group
oversight, leadership and control in the first year of transition.
As a consequence of the audit scope determined, we achieved full scope coverage of
approximately 86% of revenue, 93% of profit before tax, and 87% of net assets. Our audit
work at each location was executed at levels of materiality applicable to each individual entity
which was lower than Group materiality.
The Group audit team continued to follow a programme of planned visits that has been
designed so that a senior member of the Group audit team visits each of the locations
included as full scope for the Group audit at least once every three years and the most
significant of them at least once a year. In years when we do not visit a significant component
we will include the component audit team in our team briefing, discuss their risk assessment,
attend close meetings by conference call and video conferencing and review documentation
of the findings from their work.
23065.02 11 March 2014 9:16 AM Design Shell
Bodycote plc annual report for the year ended 31 December 2013
Opinion on other matters prescribed by the Companies Act 2006
In our opinion:
the part of the Directors’ Remuneration Report to be audited has been properly prepared in accordance with the Companies Act 2006; and
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.
Matters on which we are required to report by exception
Adequacy of explanations received and accounting records
Under the Companies Act 2006 we are required to report to you if, in our opinion:
we have not received all the information and explanations we require for our audit; or
adequate accounting records have not been kept by the parent company, or returns adequate for our audit have not been received from
branches not visited by us; or
the parent company financial statements are not in agreement with the accounting records and returns.
We have nothing to report in respect of these matters.
Directors’ remuneration
Under the Companies Act 2006 we are also required to report if in our opinion certain disclosures of directors’ remuneration have not been
made or the part of the Directors’ Remuneration Report to be audited is not in agreement with the accounting records and returns. We have
nothing to report arising from these matters.
Corporate Governance Statement
Under the Listing Rules we are also 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. We have nothing to report arising from our review.
Our duty to read other information in the Annual Report
Under International Standards on Auditing (UK and Ireland), we are required to report to you if, in our opinion, information in the annual
report is:
materially inconsistent with the information in the audited financial statements; or
apparently materially incorrect based on, or materially inconsistent with, our knowledge of the Group acquired in the course of
performing our audit; or
otherwise misleading.
In particular, we are required to consider whether we have identified any inconsistencies between our knowledge acquired during the
audit and the directors’ statement that they consider the annual report is fair, balanced and understandable and whether the annual report
appropriately discloses those matters that we communicated to the audit committee which we consider should have been disclosed. We
confirm that we have not identified any such inconsistencies or misleading statements.
Respective responsibilities of directors and auditor
As explained more fully in the Directors’ Responsibilities Statement, the directors are responsible for the preparation of the 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 financial
statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to
comply with the Auditing Practices Board’s Ethical Standards for Auditors. We also comply with International Standard on Quality Control 1
(UK and Ireland). Our audit methodology and tools aim to ensure that our quality control procedures are effective, understood and applied.
Our quality controls and systems include our dedicated professional standards review team, and reviews by our strategically focused
second partner and independent partner.
This report is made solely to the company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our
audit work has been undertaken so that we might state to the company’s members those matters we are required to state to them in an
auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other
than the company and the company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance
that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of
whether the accounting policies are appropriate to the Group’s and the parent company’s circumstances and have been consistently applied
and adequately disclosed; the reasonableness of significant accounting estimates made by the directors; and the overall presentation
of the financial statements. In addition, we read all the financial and non-financial information in the annual report 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.
Nicola Mitchell (Senior statutory auditor)
for and on behalf of Deloitte LLP
Chartered Accountants and Statutory Auditor
Manchester United Kingdom
27 February 2014
23065.02 11 March 2014 9:16 AM Design Shell
65
GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report Consolidated income statement
For the year ended 31 December 2013
Revenue
Cost of sales and overheads
Operating profit prior to exceptional items
Profit on disposal of investments
Acquisition costs
Reorganisation costs
Operating profit
Investment revenue
Finance costs
Profit before taxation
Taxation
Profit for the year
Attributable to:
Equity holders of the parent
Non-controlling interests
Earnings per share
Basic
Diluted
All activities have arisen from continuing operations.
* Restated for the adoption of IAS 19 (revised) ‘Employee Benefits’.
Note
1
3
5
6
7
9
2013
£m
619.6
(516.7)
102.9
–
–
(0.8)
102.1
0.1
(3.8)
98.4
(25.3)
73.1
73.0
0.1
73.1
Pence
38.5
38.5
2012
(Restated)*
£m
587.8
(492.3)
95.5
2.4
(2.5)
(2.4)
93.0
0.2
(3.2)
90.0
(22.8)
67.2
67.1
0.1
67.2
Pence
35.9
35.9
Consolidated statement of comprehensive income
For the year ended 31 December 2013
Profit for the year
Items that will not be reclassified to profit or loss:
Actuarial losses on defined benefit pension schemes
Tax on items not reclassified
Total items that will not be reclassified to profit or loss
Items that may be reclassified subsequently to profit or loss:
Exchange losses on translation of foreign operations
Movements on hedges of net investments
Total items that may be reclassified subsequently to profit or loss
Other comprehensive expense for the year
Total comprehensive income for the year
Attributable to:
Equity holders of the parent
Non-controlling interests
2013
£m
73.1
(0.3)
(0.1)
(0.4)
(3.1)
(1.3)
(4.4)
(4.8)
68.3
68.3
–
68.3
2012
(Restated)*
£m
67.2
(5.5)
1.4
(4.1)
(14.2)
–
(14.2)
(18.3)
48.9
48.8
0.1
48.9
66
23065.02 11 March 2014 9:16 AM Design Shell
Bodycote plc annual report for the year ended 31 December 2013
Consolidated balance sheet
At 31 December 2013
Non-current assets
Goodwill
Other intangible assets
Property, plant and equipment
Other investments
Deferred tax assets
Trade and other receivables
Current assets
Inventories
Current tax assets
Trade and other receivables
Cash and bank balances
Assets held for sale
Total assets
Current liabilities
Trade and other payables
Current tax liabilities
Obligations under finance leases
Borrowings
Derivative financial instruments
Provisions
Net current liabilities
Non-current liabilities
Borrowings
Retirement benefit obligations
Deferred tax liabilities
Obligations under finance leases
Provisions
Other payables
Total liabilities
Net assets
Equity
Share capital
Share premium account
Own shares
Other reserves
Hedging and translation reserves
Retained earnings
Equity attributable to equity holders of the parent
Non-controlling interests
Total equity
Note
10
11
12
13
19
15
14
15
15
16
21
20
17
18
22
17
28
19
20
22
21
23
2013
£m
135.7
32.2
444.6
1.7
29.4
1.7
645.3
18.7
16.5
108.9
16.9
2.3
163.3
808.6
132.1
27.1
0.1
1.6
–
6.9
167.8
(4.5)
–
18.5
61.6
0.2
9.5
3.6
93.4
261.2
547.4
33.1
177.1
(5.5)
140.1
4.7
197.3
546.8
0.6
547.4
2012
(Restated)
£m
131.8
35.0
448.7
1.6
33.5
1.6
652.2
18.4
0.6
109.5
10.0
2.1
140.6
792.8
132.9
13.7
0.2
43.4
0.1
8.9
199.2
(58.6)
0.3
19.0
56.4
0.3
9.4
4.1
89.5
288.7
504.1
33.1
177.1
(11.3)
141.6
10.5
151.7
502.7
1.4
504.1
The financial statements of Bodycote plc, registered number 519057, were approved by the Board of Directors and authorised for issue on
27 February 2014.
They were signed on its behalf by:
S.C. Harris
Director
D.F. Landless
Director
23065.02 11 March 2014 9:16 AM Design Shell
67
GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Consolidated cash flow statement
For the year ended 31 December 2013
Net cash from operating activities
Investing activities
Purchases of property, plant and equipment
Proceeds on disposal of property, plant and equipment and intangible assets
Purchases of intangible fixed assets
Acquisition of businesses
Purchase of sundry investments
Disposal of investments
Net cash used in investing activities
Financing activities
Interest received
Interest paid
Dividends paid
Repayments of bank loans
Payments of obligations under finance leases
New bank loans raised
Proceeds on issue of ordinary share capital
Own shares purchased / settlement of share options
Net cash used in financing activities
Net increase / (decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of year
Effect of foreign exchange rate changes
Cash and cash equivalents at end of year
Note
24
24
2013
£m
139.4
(56.2)
1.9
(3.0)
–
(0.9)
–
(58.2)
0.1
(3.4)
(24.0)
(36.6)
(0.1)
–
–
(3.5)
(67.5)
13.7
1.6
–
15.3
2012
£m
131.2
(48.8)
4.7
(3.6)
(84.7)
(0.9)
2.7
(130.6)
0.3
(2.8)
(21.3)
(2.3)
(0.2)
28.8
0.3
(11.0)
(8.2)
(7.6)
9.5
(0.3)
1.6
68
23065.02 11 March 2014 9:16 AM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Consolidated statement of changes in equity
For the year ended 31 December 2013
Share
capital
£m
Share
premium
account
£m
Own
shares
£m
Other
reserves
£m
Hedging
and
translation
reserves
£m
Retained
earnings
£m
Equity
attributable
to equity
holders of
the parent
£m
Non-
controlling
interests
£m
Total
equity
£m
33.0
–
33.0
–
176.9
–
176.9
–
(6.7)
–
(6.7)
–
143.1
–
143.1
–
24.7
–
24.7
–
110.3
(0.3)
110.0
67.1
481.3
(0.3)
481.0
67.1
1 January 2012 (as previously
reported)
Impact of IAS 19 (revised)
1 January 2012 (as restated)
Net profit for the year
Exchange differences on
translation of overseas
operations
Actuarial losses on defined
benefit pension schemes net of
deferred tax
Total comprehensive income
for the year
Issue of share capital
Acquired in the year / settlement
of share options
Share-based payments
Deferred tax on share-based
payment transactions
Dividends paid
Realisation of revaluation surplus
–
–
–
0.1
–
–
–
–
–
–
–
–
0.2
–
–
–
–
–
–
–
–
–
(4.6)
–
–
–
–
–
–
–
–
(5.0)
3.9
–
–
(0.4)
Net profit for the year
Exchange differences on
translation of overseas
operations
Movement on hedges of net
investments
Actuarial losses on defined
benefit pension schemes net of
deferred tax
Total comprehensive income
for the year
Acquired in the year / settlement
of share options
Share-based payments
Deferred tax on share-based
payment transactions
Dividends paid
Disposed with subsidiary
Purchase of non-controlling
interests
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
5.8
–
(5.1)
3.6
–
–
–
–
–
–
–
–
31 December 2013
33.1
177.1
(5.5)
140.1
1.3
–
1.3
0.1
–
–
0.1
–
–
–
–
–
–
1.4
0.1
(0.1)
–
–
–
–
–
–
–
–
482.6
(0.3)
482.3
67.2
(14.2)
(4.1)
48.9
0.3
(11.0)
3.9
1.0
(21.3)
–
504.1
73.1
(3.1)
(1.3)
(0.4)
68.3
(3.5)
3.6
(0.3)
(24.0)
–
(0.8)
547.4
(14.2)
–
(14.2)
–
(4.1)
(4.1)
(14.2)
–
–
–
–
–
–
63.0
–
(1.4)
–
1.0
(21.3)
0.4
–
73.0
(3.0)
(1.3)
–
–
48.8
0.3
(11.0)
3.9
1.0
(21.3)
–
502.7
73.0
(3.0)
(1.3)
–
(0.4)
(0.4)
(4.3)
72.6
68.3
(4.2)
–
(0.3)
(24.0)
1.5
(3.5)
3.6
(0.3)
(24.0)
–
–
–
–
–
(1.5)
–
4.7
–
–
197.3
546.8
(0.8)
0.6
31 December 2012
33.1
177.1
(11.3)
141.6
10.5
151.7
Included in other reserves is the capital redemption reserve arising on redemption of the Group’s B shares of £129.4m (2012: £129.4m) and
the share-based payments reserve of £9.2m (2012: £10.9m).
The own shares reserve represents the cost of shares in Bodycote plc purchased in the market. At 31 December 2013 2,035,618 (2012:
4,373,136) ordinary shares of 17 ³/11p each were held by the Bodycote International Employee Benefit Trust to satisfy share-based payments
under the Group’s incentive schemes (see note 26).
23065.02 11 March 2014 9:16 AM Design Shell
69
GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report Group accounting policies
Year ended 31 December 2013
Basis of accounting
The financial statements of the Group have been prepared in accordance with International Financial Reporting Standards (IFRS). The
financial statements have also been prepared in accordance with IFRS adopted by the European Union and therefore the Group financial
statements comply with article 4 of EU IAS Regulation as adopted for use in the EU.
The Group has adopted Standards and Interpretations issued by the International Accounting Standards Board (IASB) and the International
Financial Reporting Interpretations Committee of the IASB (IFRIC). Individual standards and interpretations have to be adopted by the
European Commission (EC) and the process leads to a delay between the issue and adoption of new standards and in some cases
amendment by the EC.
International Financial Reporting Standards are subject to ongoing amendment by the IASB and subsequent endorsement by the EC and
are therefore subject to change.
The financial statements have been prepared on the historical cost basis, with the exception of accounting for certain financial instruments.
Historical cost is generally based on the fair value of the consideration given in exchange for the assets. The principal accounting policies
adopted are set out below.
Going concern
The directors have at the time of approving the financial statements a reasonable expectation that the Company and the Group have
adequate resources to continue in operational existence for the foreseeable future. Thus they continue to adopt the going concern basis of
accounting in preparing the financial statements. Further detail is contained in the Finance Director’s report on page 23.
Basis of consolidation
The consolidated financial statements incorporate the financial statements of the Company and entities controlled by the Company (its
subsidiaries) made up to 31 December each year. Control is achieved where the Company has the power to govern the financial and
operating policies of an investee entity so as to obtain benefits from its activities.
The results of subsidiaries acquired or disposed during the year are included in the consolidated income statement from the effective date
of acquisition or up to the effective date of disposal, as appropriate. Where necessary, adjustments are made to the financial statements of
subsidiaries to bring the accounting policies used into line with those used by the Group. All intra-group transactions, balances, income and
expenses are eliminated on consolidation.
Non-controlling interests in subsidiaries are identified separately from the Group’s equity therein. Those interests of non-controlling
shareholders that are present ownership interests entitling their holders to a proportionate share of net assets upon liquidation may initially
be measured at fair value or at the non-controlling interests’ proportionate share of the fair value of the acquiree’s identifiable net assets.
The choice of measurement is made on an acquisition-by-acquisition basis. Other non-controlling interests are initially measured at fair value.
Subsequent to acquisition, the carrying amount of non-controlling interests is the amount of those interests at initial recognition plus the
non-controlling interests’ share of subsequent changes in equity. Total comprehensive income is attributed to non-controlling interests even
if this results in the non-controlling interests having a deficit balance.
Changes in the Group’s interests in subsidiaries that do not result in a loss of control are accounted for as equity transactions. The carrying
amount of the Group’s interests and the non-controlling interests are adjusted to reflect the changes in their relative interests in the
subsidiaries. Any difference between the amount by which the non-controlling interests are adjusted and the fair value of the consideration
paid or received is recognised directly in equity and attributed to the owners of the Company.
When the Group loses control of a subsidiary, the profit or loss on disposal is calculated as the difference between (i) the aggregate
of the fair value of the consideration received and the fair value of any retained interest and (ii) the previous carrying amount of the
assets (including goodwill), less liabilities of the subsidiary and any non-controlling interests. Amounts previously recognised in other
comprehensive income in relation to the subsidiary are accounted for (i.e. reclassified to profit or loss or transferred directly to retained
earnings) in the same manner as would be required if the relevant assets or liabilities were disposed of. The fair value of any investment
retained in the former subsidiary at the date when control is lost is regarded as the fair value on initial recognition for subsequent
accounting under IAS 39 Financial Instruments: Recognition and Measurement or, when applicable, the costs on initial recognition of an
investment in an associate or jointly controlled entity.
Critical judgements in applying the Group’s accounting policies
In the process of applying the Group’s accounting policies, which are described above, the Directors have made the following judgements
that have the most significant effect on the amounts recognised in the financial statements (apart from those involving estimations, which
are dealt with below) and have been identified as being particularly complex or involve subjective assessments.
Taxation
The Group is subject to taxes in numerous jurisdictions. Significant judgement is required in determining the worldwide provision for tax.
There are many transactions and calculations for which the ultimate tax determination is uncertain during the ordinary course of business.
The Group recognises liabilities for anticipated tax audit issues based on estimates of whether additional taxes will be due. Where the
final tax outcome of these matters is different from the amounts that were initially recorded, such differences will impact the current tax
provision, deferred tax provisions and income statement in the period in which such determination is made.
70
23065.02 11 March 2014 9:16 AM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Provisions for environmental liabilities
The Group provides for the costs of environmental remediation that have been identified, either as part of acquisition due diligence, or in
other circumstances where remediation by the Group is required. The provision is reviewed annually. Due to the significant uncertainty
associated with the future level of such environmental liabilities there can be no guarantee that the assumptions used to estimate the
provision will result in an accurate prediction of the actual costs that will be incurred. The directors take account of the advice of experts in
quantifying the expected costs of future remediation.
Key sources of estimation uncertainty
The key assumptions concerning the future, and other key sources of estimation uncertainty at the balance sheet date, that have a
significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year, are discussed
below.
Impairment of goodwill and fixed assets
Determining whether goodwill and fixed assets are impaired requires an estimation of the value in use of the cash-generating units to
which the assets have been allocated. The value in use calculation requires the entity to estimate the future cash flows expected to arise
from the cash-generating unit and a suitable discount rate in order to calculate present value. The carrying amount of goodwill at the
balance sheet date was £135.7m (2012: £131.8m). Details of the accounting policies applied in respect of impairment are set out on page
75.
Retirement benefit schemes
Accounting for retirement benefit schemes under IAS 19 (revised) requires an assessment of the future benefits payable in accordance with
actuarial assumptions, which are set out in note 28. Details of the accounting policies applied in respect of retirement benefit schemes are
set out on page 73.
Goodwill on acquisition
Accounting for goodwill arising in a business combination requires an assessment of the net fair value of the identifiable assets, liabilities
and contingent liabilities of the subsidiary or associate at the acquisition date. Details of the accounting policies applied in respect of
goodwill arising on acquisition are set out on page 72.
In establishing the fair value for intangible assets recognised on acquisition and their estimated useful lives, the Group has to make
various subjective assessments of projected data and takes account of the individual circumstances of the entity acquired. This includes
consideration of trading data such as historic sales and profitability levels, assessment of the discount rate used to calculate present value,
the likelihood of loss of customers, the ability of former owners to compete, together with the estimated impact of competition.
Provisions for restructuring costs
Provisions for restructuring costs are recognised when the Group has a detailed formal plan for the restructuring and has raised a valid
expectation in those affected that it will carry out the restructuring by starting to implement the plan or announcing its main features to
those affected by it.
The measurement of a restructuring provision includes only the direct expenditures arising from the restructuring which are those amounts
that are both necessarily required by the restructuring and not associated with the ongoing activities of the Group. Uncertainty arises in the
estimation of site clean up and dilapidation costs. The Group has to make a subjective assessment of the cost involved based on previous
experience, there can be no guarantee that the assumptions used to estimate the provision will result in a wholly accurate prediction of the
actual costs that may be incurred.
Investments in associates
An associate is an entity over which the Group is in a position to exercise significant influence, but not control or joint control, through
participation in the financial and operating policy decisions of the investee.
The results and assets and liabilities of associates are incorporated in these financial statements using the equity method of accounting.
Investments in associates are carried in the balance sheet at cost as adjusted by post-acquisition changes in the Group’s share of the net
assets of the associate, less any impairment in the value of individual investments. Losses of an associate in excess of the Group’s interest
in that associate (which includes any long-term interests that, in substance, form part of the Group’s net investment in the associate) are
recognised only to the extent that the Group has incurred legal or constructive obligations or made payments on behalf of the associate.
Any excess of the cost of acquisition over the Group’s share of the fair values of the identifiable assets, liabilities and contingent liabilities
of the associate at the date of acquisition is recognised as goodwill. The goodwill is included within the carrying amount of the investment.
Any deficiency of the cost of acquisition below the Group’s share of the fair values of the identifiable assets, liabilities and contingent
liabilities of the associate at the date of acquisition (i.e. discount on acquisition) is credited in profit and loss in the period of acquisition.
Where a Group company transacts with an associate of the Group, profits and losses are eliminated to the extent of the Group’s interest in
the relevant associate. Losses may provide evidence of an impairment of the asset transferred, in which case appropriate provision is made
for impairment.
23065.02 11 March 2014 9:16 AM Design Shell
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report Group accounting policies continued
Year ended 31 December 2013
Non-current assets held for sale
Non-current assets (and disposal groups) classified as held for sale are measured at the lower of carrying amount and fair value less costs
to sell.
Non-current assets and disposal groups are classified as held for sale if their carrying amount will be recovered through a sale transaction
rather than through continuing use. This condition is regarded as met only when the sale is highly probable and the asset (or disposal group)
is available for immediate sale in its present condition. Management must be committed to the sale which should be expected to qualify for
recognition as a completed sale within one year from the date of classification.
Goodwill
Goodwill arising in a business combination is recognised as an asset at the date that control is acquired (the acquisition date). Goodwill
is measured as the excess of the cost of acquisition over the Group’s interest in the net fair value of the identifiable assets, liabilities and
contingent liabilities of a subsidiary or associate at the date of acquisition. If after restatement, the Group’s interest in the net fair value of
the acquiree’s identifiable assets, liabilities and contingent liabilities exceeds the cost of the business combination, the excess is recognised
immediately in profit or loss.
Goodwill is not amortised but is reviewed for impairment at least annually. For the purpose of 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 at least 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, the impairment loss is allocated
first to reduce the carrying amount of any goodwill allocated to the unit and then to assets of the unit on a pro-rata basis. An impairment
loss recognised for goodwill is not reversed in a subsequent period.
On disposal of a subsidiary or associate, the attributable amount of goodwill is included in the determination of the profit or loss on
disposal. Goodwill arising on acquisitions before the date of transition to IFRS has been retained at the previous UK GAAP amounts, subject
to being tested for impairment at that date. Goodwill written off to reserves under UK GAAP prior to 1998 has not been reinstated and is
not included in determining any subsequent profit or loss on disposal.
Revenue recognition
Revenue is measured at the fair value of the consideration received or receivable and represents amounts receivable for goods and services
provided in the normal course of business, net of discounts, VAT and other sales-related taxes.
Revenue is recognised on the completion of services rendered.
Interest income is accrued on a time basis, by reference to the principal outstanding and at the effective interest rate applicable, which is
the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset to that asset’s net carrying
amount.
Dividend income from investments is recognised when the shareholder’s rights to receive payment have been established.
Other operating income represents scrap sales, rents receivable and other operating income.
The Group as lessee
Leases are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership to the
lessee. All other leases are classified as operating leases.
Assets held under finance leases are recognised as assets of the Group at their fair value or, if lower, at the present value of the minimum
lease payments, each determined at the inception of the lease. The corresponding liability to the lessor is included in the balance sheet as a
finance lease obligation. Lease payments are apportioned between finance charges and reduction of the lease obligation so as to achieve a
constant rate of interest on the remaining balance of the liability.
Finance charges are charged directly against income.
Rentals payable under operating leases are charged to income on a straight-line basis over the term of the relevant lease.
Benefits received and receivable as an incentive to enter into an operating lease are also spread on a straight-line basis over the lease term.
The Group as lessor
Amounts due from lessees under finance leases are recorded as receivables at the amount of the Group’s net investment in the leases.
Finance lease income is allocated to accounting periods so as to reflect a constant periodic rate of return on the Group’s net investment
outstanding in respect of the leases.
72
23065.02 11 March 2014 9:16 AM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Foreign currencies
Transactions in currencies other than pounds sterling are recorded at the rates of exchange prevailing on the dates of the transactions. At
each balance sheet date, monetary assets and liabilities that are denominated in foreign currencies are retranslated at the rates prevailing
on the balance sheet date. Non-monetary items that are measured in terms of historical cost in a foreign currency are not retranslated.
Gains and losses arising on retranslation are included in net profit or loss for the period.
Exchange differences are recognised in profit or loss in the period in which they arise except for:
exchange differences on transactions entered into to hedge certain foreign currency risks (see pages 75 and 76); and
exchange differences on monetary items receivable from or payable to a foreign operation for which settlement is neither planned nor
likely to occur (therefore forming part of the net investment in the foreign operation) which are recognised initially in the consolidated
statement of comprehensive income and reclassified from equity to profit or loss on disposal or partial disposal of the net investment.
On consolidation, the assets and liabilities of the Group’s overseas operations are translated at exchange rates prevailing on the balance
sheet date. Income and expense items are translated at the average exchange rates for the period unless exchange rates fluctuate
significantly. Exchange differences arising, if any, are classified as equity and transferred to the Group’s translation reserve. Such translation
differences are recognised as income or as expenses in the period in which the operation is disposed of.
Goodwill and fair value adjustments arising on the acquisition of a foreign entity are treated as assets and liabilities of the foreign entity and
translated at the closing rate. The Group has elected to treat goodwill and fair value adjustments arising on acquisitions before the date of
transition to IFRS as sterling-denominated assets and liabilities.
Borrowing costs
Borrowing costs are recognised in profit or loss in the period in which they are incurred. Borrowing costs directly attributable to the
acquisition, construction or production of qualifying assets, which are assets that take a substantial period of time to get ready for their
intended use, are added to the cost of those assets, until such time as the assets are substantially ready for their intended use.
Government grants
Government grants relating to property, plant and equipment are treated as deferred income and released to profit and loss over the
expected useful lives of the assets concerned.
Operating profit
Operating profit is stated after charging restructuring costs, goodwill impairment, amortisation of acquired intangible assets and after the
post-tax share of results of associates but before investment income and finance costs.
Exceptional items
The Group considers exceptional items to be those which derive from events or transactions which are considered significant for separate
disclosure by virtue of their size or incidence in order for the user to obtain a proper understanding of the Group’s financial performance.
These items are including, but not limited to, impairment charges and other one off items which meet this definition.
Retirement benefit costs
Payments to defined contribution retirement benefit schemes are recognized as an expense when employees have rendered service
entitling them to the contributions. Payments made to state-managed retirement benefit schemes are dealt with as payments to defined
contribution schemes where the Group’s obligations under the schemes are equivalent to those arising in a defined contribution retirement
benefit scheme.
For defined benefit retirement benefit schemes, the cost of providing benefits is determined using the Projected Unit Credit Method, with
actuarial valuations being carried out at the end of each reporting period. Remeasurement comprising actuarial gains and losses, the effect
of the asset ceiling (if applicable) and the return on scheme assets (excluding interest) are recognised immediately in the balance sheet with
a charge or credit to the statement of comprehensive income in the period in which they occur. Remeasurement recorded in the statement
of comprehensive income is not recycled. Past service cost is recognized in profit or loss in the period of scheme amendment. Net –
interest is calculated by applying a discount rate to the defined benefit liability or asset. Defined benefit costs are split into three categories:
current service cost, past-service cost and gains and losses on curtailments and settlements;
net – interest expense or income; and
remeasurement.
The Group presents the first two components of defined benefit costs within cost of sales and administrative expenses (see note 3) in its
consolidated income statement. Curtailment gains and losses are accounted for as past-service cost.
Net – interest expense or income is recognised within finance costs (see note 6).
The retirement benefit obligation recognised in the consolidated balance sheet represents the deficit or surplus in the Group’s defined
benefit schemes. Any surplus resulting from this calculation is limited to the present value of any economic benefits available in the form of
refunds from the schemes or reductions in future contributions to the schemes.
A liability for a termination benefit is recognised at the earlier of when the entity can no longer withdraw the offer of the termination benefit
and when the entity recognises any related restructuring costs.
23065.02 11 March 2014 9:16 AM Design Shell
73
GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report Group accounting policies continued
Year ended 31 December 2013
Taxation
The tax expense represents the sum of the tax currently payable and deferred tax.
The tax currently payable is based on taxable profit for the year. Taxable profit differs from net profit as reported in the income statement
because it excludes items of income or expense that are taxable or deductible in other years and it further excludes items that are never
taxable or deductible. The Group’s liability for current tax is calculated using tax rates that have been enacted or substantively enacted by
the balance sheet date.
Deferred tax is the tax expected to be payable or recoverable on differences between the carrying amounts of assets and liabilities in the
financial statements and the corresponding tax bases used in the computation of taxable profit, and is accounted for using the balance
sheet liability method. Deferred tax liabilities are generally 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 or from the initial recognition (other
than in a business combination) of other assets and liabilities in a transaction that affects neither the tax profit nor the accounting profit.
Deferred tax liabilities are recognised for taxable temporary differences arising on investments in subsidiaries and associates, and interests
in joint ventures, except where the Group is able to control the reversal of the temporary difference and it is probable that the temporary
difference will not reverse in the foreseeable future. Deferred tax assets arising from deductible temporary differences associated with such
investments and interests are only recognised to the extent that it is probable that there will be sufficient taxable profits against which to
utilise the benefits of the temporary differences and they are expected to reverse in the foreseeable future.
The carrying amount of deferred tax assets is reviewed at each balance sheet date and reduced to the extent that it is no longer probable
that sufficient taxable profits will be available to allow all or part of the asset to be recovered.
Deferred tax is calculated at the tax rates that are expected to apply in the period when the liability is settled or the asset is realised based
on tax laws and rates that have been enacted or substantively enacted at the balance sheet date. Deferred tax is charged or credited in the
income statement, except when it relates to items charged or credited in other comprehensive income, in which case the deferred tax is
also dealt with in other comprehensive income.
The measurement of deferred tax liabilities and assets reflects the tax consequences that would follow from the manner in which the
Group expects, at the end of the reporting period, to recover or settle the carrying amount of its assets and liabilities.
Deferred tax assets and liabilities are offset when there is a legally enforceable right to set off current tax assets against current tax
liabilities and when they relate to income taxes levied by the same taxation authority and the Group intends to settle its current tax assets
and liabilities on a net basis.
Property, plant and equipment
Property, plant and equipment are stated at cost less accumulated depreciation and any recognised impairment loss.
Depreciation is charged so as to write off the cost of assets, other than land and properties under construction, less their residual values,
over their estimated useful lives, using the straight-line method, on the following bases:
Freehold buildings
Leasehold property
Fixtures and fittings
Plant and machinery
Motor vehicles
2%
over the period of the lease
10%–20%
5%–20%
20%–33%
Assets held under finance leases are depreciated over their expected useful lives on the same basis as owned assets or, where shorter,
over the term of the relevant lease. The gain or loss arising on the disposal or retirement of an asset is determined as the difference
between the sales proceeds and the carrying amount of the asset and is recognised in income.
Assets in the course of construction are carried at cost, plus appropriate borrowing costs, less any recognised impairment loss.
Depreciation commences when the assets are ready for their intended use.
Business combinations
Acquisitions of subsidiaries and businesses are accounted for using the acquisition method. The consideration for each acquisition
is measured at the aggregate of the fair values (at the date of exchange) of assets given, liabilities incurred or assumed, and equity
instruments issued by the Group in exchange for control of the acquiree. Acquisition-related costs are recognised in profit or loss as
incurred.
Subsequent changes in such fair values are adjusted against the cost of acquisition where they qualify as measurement period adjustments.
All other subsequent changes in the fair value of contingent consideration classified as an asset or liability are accounted for in accordance
with relevant IFRSs.
74
23065.02 11 March 2014 9:16 AM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 The acquiree’s identifiable assets, liabilities and contingent liabilities that meet the conditions for recognition under IFRS 3 (2008) are
recognised at their fair value at the acquisition date, except that:
deferred tax assets or liabilities and liabilities or assets related to employee benefit arrangements are recognised and measured in
accordance with IAS 12 Income Taxes and IAS 19 (revised) Employee Benefits respectively; and
liabilities or equity instruments related to the replacement by the Group of an acquiree’s share-based payment awards are measured in
accordance with IFRS 2 Share-based Payment.
Assets (or disposal groups) that are classified as held for sale in accordance with IFRS 5 Non-current Assets Held for Sale and Discontinued
Operations are measured in accordance with that Standard.
Impairment of tangible and intangible assets excluding goodwill
At each balance sheet date, the Group reviews the carrying amounts of its tangible and intangible assets to determine whether there
is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset
is estimated in order to determine the extent of the impairment loss (if any). Where the asset does not generate cash flows that are
independent from other assets, the Group estimates the recoverable amount of the cash-generating unit to which the asset belongs.
Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows
are discounted to their present value using a discount rate that reflects current market assessments of the time value of money and the
risks specific to the asset for which the estimates of future cash flows have not been adjusted.
If the recoverable amount of an asset (or cash-generating unit) is estimated to be less than its carrying amount, the carrying amount of the
asset (cash-generating unit) is reduced to its recoverable amount. An impairment loss is recognised as an expense immediately.
Where an impairment loss subsequently reverses, the carrying amount of the asset (cash-generating unit) is increased to the revised
estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been
determined had no impairment loss been recognised for the asset (cash-generating unit) in prior years. A reversal of an impairment loss is
recognised as income immediately.
Inventories
Inventories are stated at the lower of cost and net realisable value. Cost comprises direct materials and, where applicable, direct labour
costs and those overheads that have been incurred in bringing the inventories to their present location and condition. Net realisable value
represents the estimated selling price less all estimated costs of completion and costs to be incurred in marketing, selling and distribution.
Financial instruments
Financial assets and financial liabilities are recognised on the Group’s balance sheet when the Group becomes a party to the contractual
provisions of the instrument.
Loans and receivables
Trade receivables, loans, and other receivables that have fixed or determinable payments that are not quoted in an active market are
classified as ‘loans and receivables’. Loans and receivables are measured at amortised cost using the effective interest method, less any
impairment. Interest income is recognised by applying the effective interest rate, except for trade receivables, which do not carry any
interest and are stated at their nominal value as reduced by appropriate allowances for estimated irrecoverable amounts.
Cash and cash equivalents
Cash and cash equivalents comprise cash in hand and demand deposits and other short-term highly liquid investments that are readily
convertible to a known amount of cash and are subject to an insignificant risk of changes in value.
Financial liabilities and equity
Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity
instrument is any contract that evidences a residual interest in the assets of the Group after deducting all of its liabilities.
Bank borrowings
Interest-bearing bank loans and overdrafts are recorded at the proceeds received, net of transaction costs. Finance charges, including
premiums payable on settlement or redemption and direct issue costs, are accounted for on an accruals basis to the income statement
using the effective interest method and are added to the carrying amount of the instrument to the extent that they are not settled in the
period in which they arise.
Other financial liabilities
Other financial liabilities are not interest-bearing and are stated at their nominal value.
Derecognition of financial liabilities
The Group derecognises financial liabilities when, and only when, the Group’s obligations are discharged, cancelled or they expire.
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report Group accounting policies continued
Year ended 31 December 2013
Equity instruments
Equity instruments issued by the Company are recorded at the proceeds received, net of direct issue costs.
Impairment of financial assets
Financial assets are assessed for indicators of impairment at each balance sheet date. Financial assets are impaired where there is
objective evidence that, as a result of one or more events that occurred after the initial recognition of the financial asset, the estimated
future cash flows of the investment have been impacted.
Objective evidence of impairment could include:
significant financial difficulty of the customer or counterparty; or
default or delinquency in payments.
For certain categories of financial asset, such as trade receivables, assets that are assessed not to be impaired individually are subsequently
assessed for impairment on a collective basis. Objective evidence of impairment for a portfolio of receivables could include the Group’s past
experience of collecting payments, an increase in the number of delayed payments in the portfolio past the average credit period, as well as
observable changes in national or local economic conditions that correlate with default on receivables.
The carrying amount of the financial asset is reduced by the impairment loss directly for all financial assets with the exception of trade
receivables, where the carrying amount is reduced through the use of an allowance account. When a trade receivable is considered
uncollectable, it is written off against the allowance account. Subsequent recoveries of amounts previously written off are credited against
the allowance account. Changes in the carrying amount of the allowance account are recognised in profit or loss.
Derivative financial instruments
The Group uses derivative financial instruments, in particular interest rate swaps, foreign currency swaps and forward exchange contracts,
to manage the financial risks arising from the business activities and the financing of those activities. The Group does not use derivative
financial instruments for speculative purposes.
The use of financial derivatives is governed by the Group’s policies approved by the Board of Directors, which provide written principles on
the use of financial derivatives.
Derivative financial instruments are recognised as assets and liabilities measured at their fair value on the balance sheet date. Changes
in the fair value of any derivative instruments that do not fulfil the criteria for hedge accounting contained in IAS 39 Financial Instruments:
Recognition and Measurement are recognised immediately in the income statement. A derivative is presented as a non-current asset or a
non-current liability if the remaining maturity of the instrument is more than 12 months and it is not expected to be realised or settled within
12 months.
Hedge accounting
The Group uses foreign currency debt and cross currency swaps to hedge its exposure to changes in the underlying net assets of overseas
operations arising from foreign exchange rate movements.
The Group maintains documentation of the relationship between the hedged item and the hedging instrument at the inception of a hedging
transaction together with the risk management objective and the strategy underlying the designated hedge. The Group also documents its
assessment, both at the inception of the hedging relationship and subsequently on an ongoing basis, of the effectiveness of the hedge in
offsetting movements in the fair values or cash flows of the hedged items.
When hedge accounting is used, the relevant hedging relationships are classified as fair value hedges, cash flow hedges or net investment
hedges.
Note 18 sets out the details of the fair values of the derivative instruments used for hedging purposes.
Fair value hedge
Changes in the fair value of derivatives that are designated and qualify as fair value hedges are recorded in the income statement, together
with any changes in the fair value of the hedged asset or liability that are attributable to the hedged risk. The change in the fair value of the
hedging instrument and the change in the hedged item attributable to the hedged risk are recognised in the line of the income statement
relating to the hedged item.
Cash flow hedge
Cash flow hedging matches the cash flows of hedged items against the corresponding cash flow of the derivative. The effective part of any
gain or loss on the derivative is recognised directly in other comprehensive income and the hedged item is accounted for in accordance
with the policy for that financial instrument. Any ineffective part of any gain or loss is recognised immediately in the income statement.
Hedge accounting is discontinued when the hedging instrument expires or is sold, terminated, or exercised, or 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 forecast
transaction occurs. If a hedged transaction is no longer expected to occur, the net cumulative gain or loss recognised in equity is transferred
to net profit or loss for the period.
76
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Bodycote plc annual report for the year ended 31 December 2013 Net investment hedge
Hedges of net investments in foreign operations are accounted for similarly to cash flow hedges. To the extent the hedge is effective,
changes in the fair value of the hedging instrument arising from the hedged risk are recognised in the consolidated statement of
comprehensive income and accumulated in the hedging and translation reserve. The gain or loss relating to the ineffective portion is
recognised immediately in the income statement and is included in other operating expenses.
Gains and losses accumulated in equity are included in the income statement in the event that the foreign operation is disposed of.
Provisions
Provisions are recognised when the Group has a present obligation (legal or constructive) as a result of a past event, when it is probable
that the Group will be required to settle that obligation and when a reliable estimate can be made of the amount of the obligation.
The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the balance
sheet date, taking into account the risks and uncertainties surrounding the obligation. Where a provision is measured using the cash flows
estimated to settle the present obligation and the effect of the adjustment is material in relation to the financial statements, its carrying
amount is the present value of those cash flows.
Share-based payments
The Group has applied the requirements of IFRS 2 ‘Share-based Payment’.
The Group issues equity-settled share-based payments to certain employees. Equity-settled share-based payments are measured at fair
value at the date of grant. The fair value determined at the grant date of the equity-settled share-based payments is expensed on a straight-
line basis over the vesting period. At each balance sheet date, the Group revises its estimate of the number of equity instruments expected
to vest as a result of the effect of non-market based vesting conditions. The impact of the revision of the original estimates, if any, is
recognised in profit or loss such that the cumulative expense reflects the revised estimates with a corresponding adjustment to the equity-
settled employee benefits reserve.
General information
Bodycote plc is a company incorporated in the United Kingdom under the Companies Acts 1948 to 1980. The address of the registered
office is given on page 33.
The nature of the Group’s operations and its principal activities are included within the Group’s Strategic report.
Information on the Group’s objectives, policies and processes are included within the Group’s Strategic report.
These financial statements are presented in pounds sterling because that is the currency of the primary economic environment in which
the Group operates. Foreign operations are included in accordance with the policies set out in the Foreign Currencies accounting policy
above.
Adoption of new and revised Standards
In the current year, the following new and revised Standards and Interpretations have been adopted and have affected the amounts
reported in these financial statements.
IAS 1 (amended) ‘Presentation of Financial Statements’
The Group has applied the amendments to IAS 1 titled ‘Presentation of Items of Other Comprehensive Income’. The amendment increases
the required level of disclosure within the statement of comprehensive income.
The impact of this amendment has been to analyse items within the statement of comprehensive income between items that will not be
classified subsequently to profit or loss and items that will be reclassified subsequently to profit or loss in accordance with the respective
IFRS standard to which the item relates. The financial statements have also been amended to analyse income tax on the same basis. The
amendments have been applied retrospectively, and hence the presentation of items of comprehensive income has been restated to reflect
the change. Other than the above mentioned presentation changes, the application of the amendments to IAS 1 do not result in any impact
on the profit or loss, comprehensive income and total comprehensive income.
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report Group accounting policies continued
Year ended 31 December 2013
IAS 19 (revised) ‘Employee Benefits’
In the current year, the Group has applied IAS 19 (as revised in June 2011) ‘Employee Benefits’ and the related consequential amendments.
The Group has applied IAS 19 (revised) retrospectively and in accordance with the transitional provisions as set out in IAS 19.173. These
transitional provisions do not have an impact on future periods. The amendments to IAS 19 change the accounting for defined benefit
schemes and termination benefits. The most significant change relates to the accounting for changes in defined benefit obligations and
scheme assets. The amendments require the recognition of changes in defined benefit obligations and in fair value scheme assets when
they occur, and hence eliminate the ‘corridor approach’ permitted under the previous version of IAS 19 and accelerate the recognition of
past service costs. All actuarial gains and losses are recognised immediately through other comprehensive income in order for the net
pension asset or liability recognised in the consolidated balance sheet to reflect the full value of the scheme deficit or surplus. Furthermore,
the interest cost and expected return on scheme assets used in the previous version of IAS 19 are replaced with a ‘net-interest’ amount
under IAS 19 (revised), which is calculated by applying a discount rate to the net defined benefit liability or asset. IAS 19 (revised) also
introduces more extensive disclosures in the presentation of the defined benefit cost.
These consolidated financial statements are the first financial statements in which the Group has adopted IAS 19 (revised). IAS 19
(revised) has been adopted retrospectively in accordance with IAS 8 ‘Accounting Policies, Changes in Accounting Estimates and Errors’.
Consequently, the Group has adjusted opening equity as of 1 January 2012 and the figures for 2012 have been restated as if IAS 19
(revised) had always been applied. The opening 2012 retirement benefit obligation, deferred tax asset and equity are £0.5m higher, £0.2m
higher and £0.3m lower than would have been prior to the adoption of IAS 19 (revised). The 2012 retirement benefit obligation, deferred tax
asset and equity are £0.5m higher, £0.2m higher and £0.3m lower than would have been prior to the adoption of IAS 19 (revised). For the
current period, the consolidated income statement is £0.2m higher and other comprehensive expense is £0.2m higher than it would have
been prior to the adoption of IAS 19 (revised). For the comparative period, the consolidated income statement is £0.2m higher and other
comprehensive expense is £0.2m higher than it would have been prior to the adoption of IAS 19 (revised).
IFRS 13 ‘Fair Value Measurement’
IFRS 13 establishes a single source of guidance under IFRS for all fair value measurements. IFRS 13 does not change when an entity is
required to use fair value, but rather provides guidance on how to measure fair value under IFRS. IFRS 13 defines fair value as an exit price.
As a result of the guidance in IFRS 13, the Group re-assessed its policies for measuring fair values, in particular, its valuation inputs such as
non-performance risk for fair value measurement of liabilities. IFRS 13 also requires additional disclosures.
Application of IFRS 13 has not materially impacted the fair value measurements of the Group. Additional disclosures where required, are
provided in the individual notes relating to the assets and liabilities whose fair values were determined.
At the date of authorisation of these financial statements, the following Standards and Interpretations which have not been applied in these
financial statements were in issue but not yet effective (and in some cases had not yet been adopted by the EU):
IFRS 9
IFRS 10
IFRS 11
IFRS 12
IAS 27 (revised)
IAS 28 (revised)
Financial Instruments
Consolidated Financial Statements
Joint Arrangements
Disclosure of Interests in Other Entities
Separate Financial Statements
Investments in Associates and Joint Ventures
Amendments to IAS 32
Offsetting Financial Assets and Financial Liabilities
Amendments to IAS 36
Recoverable Amount Disclosures for Non-Financial Assets
The directors do not expect that the adoption of the standards listed above will have a material impact on the financial statements of the
Group in future periods, except as follows:
IFRS 9 will impact both the measurement and disclosures of Financial Instruments.
Beyond the information above, it is not practicable to provide a reasonable estimate of the effect of these standards until a detailed review
has been completed.
78
23065.02 11 March 2014 9:16 AM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Notes to the consolidated financial statements
Year ended 31 December 2013
1. Revenue
Heat treatment and metal joining, hot isostatic pressing and surface technology services
Other operating income (see note 3)
Investment revenue (see note 5)
2013
£m
619.6
3.5
0.1
2012
£m
587.8
5.2
0.2
Total Revenue (as defined in IAS 18 Revenue)
623.2
593.2
2. Business and geographical segments
The Group has in excess of 190 locations across the world serving a range of market sectors with various thermal processing services.
The range and type of services offered is common to all market sectors.
In accordance with IFRS 8 ‘Operating Segments’, the segmentation of Group activity reflects the way the Group is managed by the
chief operating decision maker, being the Group Chief Executive, who on a monthly basis reviews the operating performance of six
operating segments, split between the Aerospace, Defence & Energy (ADE) and Automotive & General Industrial (AGI) business areas,
as follows:
ADE – Western Europe;
ADE – North America;
ADE – Emerging markets;
AGI – Western Europe;
AGI – North America; and
AGI – Emerging markets.
The split of operating segments by geography reflects the divisional reporting structure of the Group.
In accordance with the aggregation criteria of IFRS 8, the operating segments are aggregated into the Group’s two key business areas,
ADE and AGI, the split being driven by customer behaviour and requirements. Customers in the ADE segment tend to operate and
purchase more globally and have long supply chains, whilst customers in the AGI segment tend to purchase more locally and have
shorter supply chains.
Bodycote plants do not exclusively supply services to customers of a given market sector. Allocations of plants between ADE and AGI
is therefore derived by reference to the preponderance of markets served.
Group
Revenue
Total revenue
Result
Headline operating profit prior to share-based payments and
unallocated corporate expenses
Share-based payments
Unallocated corporate expenses
Headline operating profit / (loss)
Amortisation of acquired intangible fixed assets
Operating profit / (loss) prior to exceptional items
Reorganisation costs
Segment result
Investment revenue
Finance costs
Profit before taxation
Taxation
Profit for the year
Inter-segment sales are not material in either year.
The Group does not rely on any individual major customers.
Head Office
and
eliminations
2013
£m
AGI
2013
£m
Consolidated
2013
£m
ADE
2013
£m
261.8
357.8
–
619.6
71.9
(1.2)
–
70.7
(1.3)
69.4
–
69.4
54.2
(1.5)
–
52.7
(3.2)
49.5
–
49.5
–
(1.7)
(14.3)
(16.0)
–
(16.0)
(0.8)
(16.8)
126.1
(4.4)
(14.3)
107.4
(4.5)
102.9
(0.8)
102.1
0.1
(3.8)
98.4
(25.3)
73.1
79
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Notes to the consolidated financial statements continued
Year ended 31 December 2013
2. Business and geographical segments (continued)
Aerospace, Defence & Energy
Revenue
Total revenue
Result
Headline operating profit prior to share-based payments
Share-based payments
Headline operating profit
Amortisation of acquired intangible fixed assets
Segment result
Automotive & General Industrial
Revenue
Total revenue
Result
Headline operating profit prior to share-based payments
Share-based payments
Headline operating profit
Amortisation of acquired intangible fixed assets
Segment result
Group
Revenue
Total revenue
Result
Headline operating profit prior to share-based payments and
unallocated corporate expenses
Share-based payments
Unallocated corporate expenses
Headline operating profit / (loss)
Amortisation of acquired intangible fixed assets
Operating profit / (loss) prior to exceptional items
Profit on disposal of investments
Acquisition costs
Reorganisation costs
Segment result
Investment revenue
Finance costs
Profit before taxation
Taxation
Profit for the year
80
Western
Europe
2013
£m
North
America
2013
£m
Emerging
markets
2013
£m
121.0
137.9
32.1
(0.3)
31.8
(0.3)
31.5
39.6
(0.9)
38.7
(1.0)
37.7
2.9
0.2
–
0.2
–
0.2
Western
Europe
2013
£m
North
America
2013
£m
Emerging
markets
2013
£m
Total
ADE
2013
£m
261.8
71.9
(1.2)
70.7
(1.3)
69.4
Total
AGI
2013
£m
226.9
85.9
45.0
357.8
36.1
(1.0)
35.1
(0.2)
34.9
ADE
2012
£m
15.6
(0.5)
15.1
(2.8)
12.3
2.5
–
2.5
(0.2)
2.3
54.2
(1.5)
52.7
(3.2)
49.5
Restated*
Head Office
and
eliminations
2012
£m
AGI
2012
£m
Consolidated
2012
£m
258.0
329.8
–
587.8
70.9
(1.8)
–
69.1
(1.1)
68.0
–
(0.8)
–
67.2
45.6
(1.5)
–
44.1
(0.9)
43.2
–
(1.7)
–
41.5
–
(2.1)
(13.6)
(15.7)
–
(15.7)
2.4
–
(2.4)
(15.7)
116.5
(5.4)
(13.6)
97.5
(2.0)
95.5
2.4
(2.5)
(2.4)
93.0
0.2
(3.2)
90.0
(22.8)
67.2
23065.02 11 March 2014 9:16 AM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 2. Business and geographical segments (continued)
Aerospace, Defence & Energy
Revenue
Total revenue
Result
Headline operating profit / (loss) prior to share-based payments
Share-based payments
Headline operating profit / (loss)
Amortisation of acquired intangible fixed assets
Operating profit / (loss) prior to exceptional items
Acquisition costs
Segment result
Automotive & General Industrial
Revenue
Total revenue
Result
Headline operating profit prior to share-based payments
Share-based payments
Headline operating profit
Amortisation of acquired intangible fixed assets
Operating profit prior to exceptional items
Acquisition costs
Segment result
Other information
Group
Capital additions
Depreciation and amortisation
Balance sheet
Assets:
Segment assets
Other investments
Consolidated total assets
Liabilities:
Segment liabilities
Allocation of head office net liabilities
Adjusted segment net assets
Restated*
Western
Europe
2012
£m
North
America
2012
£m
Emerging
markets
2012
£m
Total
ADE
2012
£m
115.9
140.4
1.7
258.0
27.4
(0.5)
26.9
(0.3)
26.6
–
26.6
43.7
(1.3)
42.4
(0.8)
41.6
(0.8)
40.8
(0.2)
–
(0.2)
–
(0.2)
–
(0.2)
Restated*
Western
Europe
2012
£m
North
America
2012
£m
Emerging
markets
2012
£m
70.9
(1.8)
69.1
(1.1)
68.0
(0.8)
67.2
Total
AGI
2012
£m
221.6
61.8
46.4
329.8
30.8
(1.0)
29.8
(0.2)
29.6
–
29.6
ADE
2013
£m
21.1
20.6
312.5
–
312.5
(63.6)
248.9
(5.1)
243.8
13.1
(0.5)
12.6
(0.5)
12.1
(1.7)
10.4
AGI
2013
£m
35.4
36.1
440.2
–
440.2
(130.2)
310.0
(6.4)
303.6
1.7
–
1.7
(0.2)
1.5
–
1.5
45.6
(1.5)
44.1
(0.9)
43.2
(1.7)
41.5
Head Office
and
eliminations
2013
£m
Consolidated
2013
£m
2.7
0.7
54.2
1.7
55.9
(67.4)
(11.5)
11.5
–
59.2
57.4
806.9
1.7
808.6
(261.2)
547.4
–
547.4
23065.02 11 March 2014 9:16 AM Design Shell
81
GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report Notes to the consolidated financial statements continued
Year ended 31 December 2013
2. Business and geographical segments (continued)
Aerospace, Defence & Energy
Capital additions
Depreciation and amortisation
Balance sheet
Assets:
Segment assets
Liabilities:
Segment liabilities
Segment net assets
Automotive & General Industrial
Capital additions
Depreciation and amortisation
Balance sheet
Assets:
Segment assets
Liabilities:
Segment liabilities
Segment net assets
Group
Capital additions
Depreciation and amortisation
Balance sheet
Assets:
Segment assets
Other investments
Consolidated total assets
Liabilities:
Segment liabilities
Allocation of head office net liabilities
Adjusted segment net assets
Western
Europe
2013
£m
7.4
10.0
North
America
2013
£m
13.4
10.3
148.5
161.2
(34.7)
113.8
Western
Europe
2013
£m
17.3
22.8
(27.2)
134.0
North
America
2013
£m
9.9
8.1
Emerging
markets
2013
£m
0.3
0.3
2.8
(1.7)
1.1
Emerging
markets
2013
£m
8.2
5.2
Total
ADE
2013
£m
21.1
20.6
312.5
(63.6)
248.9
Total
AGI
2013
£m
35.4
36.1
263.2
114.1
62.9
440.2
(99.1)
164.1
(18.6)
95.5
(12.5)
50.4
(130.2)
310.0
Restated*
Head Office
and
eliminations
2012
£m
Consolidated
2012
£m
3.7
1.9
28.0
1.6
29.6
(92.6)
(63.0)
63.0
–
52.4
52.9
791.2
1.6
792.8
(288.7)
504.1
–
504.1
AGI
2012
£m
25.9
31.7
453.0
–
453.0
(127.7)
325.3
(36.1)
289.2
ADE
2012
£m
22.8
19.3
310.2
–
310.2
(68.4)
241.8
(26.9)
214.9
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23065.02 11 March 2014 9:16 AM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 2. Business and geographical segments (continued)
Aerospace, Defence & Energy
Capital additions
Depreciation and amortisation
Balance sheet
Assets:
Segment assets
Liabilities:
Segment liabilities
Segment net assets
Automotive & General Industrial
Capital additions
Depreciation and amortisation
Balance sheet
Assets:
Segment assets
Liabilities:
Segment liabilities
Segment net assets
Restated*
Western
Europe
2012
£m
6.4
9.7
North
America
2012
£m
16.4
9.4
147.0
160.5
(35.8)
111.2
(31.4)
129.1
Emerging
markets
2012
£m
–
0.2
2.7
(1.2)
1.5
Western
Europe
2012
£m
16.9
22.6
Restated*
North
America
2012
£m
4.9
4.0
Emerging
markets
2012
£m
4.1
5.1
Total
ADE
2012
£m
22.8
19.3
310.2
(68.4)
241.8
Total
AGI
2012
£m
25.9
31.7
276.4
112.1
64.5
453.0
(97.5)
178.9
(17.3)
94.8
(12.9)
51.6
(127.7)
325.3
* Restated for the adoption of IAS 19 (revised) ‘Employee Benefits’ and the reclassification of one facility from ADE to AGI following a reassessment of its
customers.
Geographical information
The Group’s revenue from external customers and information about its segment assets (non-current assets excluding financial
instruments, deferred tax assets and other financial assets) by country are detailed below:
USA
France
UK
Germany
Sweden
Netherlands
Others
Revenue from
external customers
Non-current assets
2013
£m
216.1
93.8
64.2
63.9
42.0
26.7
112.9
619.6
2012
£m
194.2
90.1
63.9
60.5
42.1
24.1
112.9
587.8
2013
£m
237.4
68.5
71.5
65.1
43.8
20.2
107.7
614.2
2012
£m
233.3
70.1
72.7
64.7
44.3
20.8
111.2
617.1
23065.02 11 March 2014 9:16 AM Design Shell
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Notes to the consolidated financial statements continued
Year ended 31 December 2013
3. Operating profit
Revenue
Cost of sales
Gross profit
Other operating income
Distribution costs
Administration expenses*
Other operating expenses
Headline operating profit
Amortisation of acquired intangible fixed assets*
Operating profit prior to exceptional items
Exceptional items*
Operating profit
*Administration expenses total £114.9m (2012: £108.7m).
Exceptional items comprise:
Profit on disposal of investments
Acquisition costs
Reorganisation costs
Further details of these items are included in the Finance Director’s report on page 20.
Profit for the year has been arrived at after charging/(crediting):
Net foreign exchange gains
Inventory expensed
Depreciation of property, plant and equipment
Amortisation of intangible fixed assets
(Gain) / loss on disposal of property, plant and equipment
Staff costs (see note 4)
Acquisition costs
Impairment loss on trade receivables
Impairment of fixed assets
The analysis of auditor’s remuneration on a worldwide basis is as follows:
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:
The audit of the Company's subsidiaries
Total audit fees
Taxation compliance services
Total non-audit fees
2013
£m
619.6
(386.2)
233.4
3.5
(18.0)
(109.6)
(1.9)
107.4
(4.5)
102.9
(0.8)
102.1
2013
£m
–
–
0.8
0.8
2013
£m
(0.1)
55.4
51.9
5.5
(0.1)
242.3
–
0.5
5.1
2013
£m
0.1
0.7
0.8
0.1
0.1
0.9
2012
(Restated)
£m
587.8
(368.7)
219.1
5.2
(17.6)
(104.2)
(5.0)
97.5
(2.0)
95.5
(2.5)
93.0
2012
£m
(2.4)
2.5
2.4
2.5
2012
£m
–
53.3
48.7
4.2
0.1
228.8
2.5
0.4
0.7
2012
£m
0.1
0.6
0.7
0.1
0.1
0.8
In addition to the amounts shown above, the auditor received fees of £5,580 (2012: £6,000) for the audit of the Group’s pension
schemes.
Fees paid to Deloitte LLP and its associates for non-audit services to the Company are not required to be disclosed because the
consolidated financial statements are required to disclose such fees on a consolidated basis.
A description of the work of the Audit Committee is set out in the Audit Committee report and includes an explanation of how auditor
objectivity and independence is safeguarded when non-audit services are provided by the auditor.
84
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Bodycote plc annual report for the year ended 31 December 2013
4. Staff costs
The average monthly number of employees (including Executive Directors) was:
ADE:
Western Europe
North America
Emerging markets
AGI:
Western Europe
North America
Emerging markets
Shared services
Head office
Their aggregate remuneration comprised:
Wages and salaries
Social security costs
Other pension costs
2013
Number
2012
Number
1,006
997
20
1,951
897
784
122
31
5,808
2013
£m
205.0
30.2
7.1
242.3
999
1,087
14
2,038
622
867
78
30
5,735
2012
£m
193.7
29.0
6.1
228.8
Included in wages and salaries are share-based payments of £3.6m (2012: £3.9m).
Disclosure of individual directors’ remuneration, share interests, share options, long term incentive schemes, pension contributions
and pension entitlements required by the Companies Act 2006 and those specified for audit by the Listing Rules of the Financial
Conduct Authority are shown in the tables in the Board Report on Remuneration on pages 47 to 61 and form part of these financial
statements.
5.
Investment revenue
Interest on bank deposits
Other interest receivable
Total interest and investment revenue
All investment revenue relates to bank balances and other receivables.
6. Finance costs
Interest on bank overdrafts and loans*
Total interest expense
Net interest on the defined benefit liability
Other finance charges*
Total finance costs
* Amounts arising on financial liabilities measured at amortised cost.
2013
£m
–
0.1
0.1
2013
£m
0.6
0.6
0.6
2.6
3.8
2012
£m
0.1
0.1
0.2
2012
(Restated)
£m
0.5
0.5
0.6
2.1
3.2
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Notes to the consolidated financial statements continued
Year ended 31 December 2013
7. Taxation
Current taxation – charge for the year
Current taxation – adjustments in respect of previous years
Deferred tax (see note 19)
2013
£m
19.7
(0.2)
5.8
25.3
2012
£m
23.8
(0.5)
(0.5)
22.8
UK corporation tax is calculated at 23.25% (2012: 24.50%) of the estimated assessable profit for the year. Taxation for other
jurisdictions is calculated at the rates prevailing in the respective jurisdictions.
The charge for the year can be reconciled to the profit per the income statement as follows:
Profit before tax
Tax at the UK corporation tax rate of 23.25% (2012: 24.50%)
Tax effect of expenses that are not deductible in determining taxable profit
Deferred tax assets recognised
Tax effect of other adjustments in respect of previous years:
Current tax
Deferred tax
Effect of different tax rates of subsidiaries operating in other jurisdictions
Tax expense for the year
Tax on items taken directly to equity is a charge of £0.4m (2012: credit of £2.4m).
Tax on exceptional items is £0.2m (2012: £1.3m).
8. Dividends
Amounts recognised as distributions to equity holders in the year:
Final dividend for the year ended 31 December 2012 of 8.3p (2011: 7.3p) per share
Interim dividend for the year ended 31 December 2013 of 4.4p (2012: 4.0p) per share
Proposed final dividend for the year ended 31 December 2013 of 9.1p (2012: 8.3p) per share
Proposed special dividend for the year ended 31 December 2013 of 10.0p (2012: nil) per share
2013
£m
98.4
22.9
(6.1)
0.9
(0.1)
(0.2)
7.9
25.3
2013
£m
15.7
8.3
24.0
17.4
19.1
2012
(Restated)
£m
90.0
22.1
0.3
(2.8)
(0.5)
(1.7)
5.4
22.8
2012
£m
13.8
7.5
21.3
15.7
–
The proposed final dividend and special dividend are subject to approval by shareholders at the Annual General Meeting and have not
been included as liabilities in these financial statements.
The dividend is waived on shares held by the Bodycote International Employee Benefit Trust.
86
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Bodycote plc annual report for the year ended 31 December 2013
9. Earnings per share
The calculation of the basic and diluted earnings per share is based on the following data:
Earnings
Earnings for the purpose of basic earnings per share being net profit attributable to
equity holders of the parent
Number of shares
Weighted average number of ordinary shares for the purpose of basic earnings per share
Effect of dilutive potential ordinary shares:
Share options
2013
£m
2012
(Restated)
£m
73.0
67.1
Number
Number
189,406,006
186,981,962
–
19,307
Weighted average number of ordinary shares for the purpose of diluted earnings per share
189,406,006
187,001,269
Earning per share:
Basic
Diluted
Headline earnings
Net profit attributable to equity holders of the parent
Add back:
Amortisation of acquired intangible fixed assets (net of tax)
Profit on disposal of investments (net of tax)
Acquisition costs (net of tax)
Reorganisation costs (net of tax)
Headline earnings
Earnings per share from headline earnings:
Basic
Diluted
10. Goodwill
Cost
At 1 January
Exchange differences
Recognised on acquisition of businesses
At 31 December
Accumulated impairment
At 1 January
Exchange differences
At 31 December
Carrying amount
Pence
Pence
38.5
38.5
£m
73.0
4.4
–
–
0.6
78.0
35.9
35.9
£m
67.1
1.9
(2.2)
1.6
1.8
70.2
Pence
Pence
41.2
41.2
2013
£m
202.9
(2.3)
4.5
205.1
71.1
(1.7)
69.4
135.7
37.5
37.5
2012
£m
175.5
(2.1)
29.5
202.9
72.9
(1.8)
71.1
131.8
23065.02 11 March 2014 9:16 AM Design Shell
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Notes to the consolidated financial statements continued
Year ended 31 December 2013
10. Goodwill (continued)
The Group recorded a £4.5m adjustment to goodwill which relates to the confirmation of various preliminary estimates for acquisitions
made in 2012. The adjustments can be summarised as deferred tax adjustments as detailed in note 19, purchase price variances
arising from the settlement of working capital balances against target working capital amounts and amendments to fixed asset
values following receipt of detailed third party valuations as detailed in note 12. The adjustments were made during the 12 month
retrospective measurement period, as permitted by IFRS 3 ‘Business Combinations’. These adjustments are not considered significant
in relation to the financial statements.
Goodwill acquired in a business combination is allocated, at acquisition, to the business units that are expected to benefit from that
business combination. After recognition of impairment losses, the carrying amount of goodwill has been allocated to the Group’s
operating segments as follows:
ADE:
Western Europe
North America
AGI:
Western Europe
North America
Emerging markets
2013
£m
26.7
44.7
17.6
40.5
6.2
135.7
2012
£m
26.7
44.9
17.4
36.6
6.2
131.8
The Group tests goodwill at least annually for impairment, or more frequently if there are indications that goodwill might be impaired.
The recoverable amounts of the cash generating units are determined from value in use calculations. The key assumptions for those
calculations are the discount rates, growth rates and expected changes to selling prices and direct costs in respect of future cash
flows. Management estimates discount rates using pre-tax rates that reflect current market assessments of the time value of money
and the risks specific to the cash generating units. This rate is risk adjusted, for specific countries, where the Group perceives a risk
premium is appropriate. The rates used to discount the forecast cash flows for cash generating units are between 12.3% (2012: 11.3%)
and 14.3% (2012: 13.3%). The recoverable amount is the sum of the discounted cash flows as forecasted for the coming five years,
together with a further estimate of cashflows in perpetuity.
The forecasted sales reflect management’s expectation of how sales will develop at this point in the economic cycle. The expected
profit margin reflects management’s experience of each cash generating unit’s profitability at the forecast level of sales. As outlined in
the Business review, these forecasts take into account the current and expected economic environment both in respect of geography
and market sectors. Cash flows after five years are based on an estimated growth rate of 3.1% (2012: 3.2%), being the historical
weighted average growth in GDP in the markets that the Group operates in. Growth rates by cash generating unit range from 2.75% to
6%. This rate does not exceed the average long-term growth rate for the relevant markets.
If the goodwill allocated to a cash generating unit represents more than 15% of the Group’s total goodwill carrying value then the cash
generating unit is considered to be individually significant. The Group considers the North America ADE Heat Treatment and North
America AGI Heat Treatment cash generating units to be significant cash generating units. The long term growth rates applied to cash
flows after five years and the rates used to discount the forecast cash flows for these significant cash generating units are shown
below:
Cash generating unit
North America ADE Heat Treatment
North America AGI Heat Treatment
Goodwill
carrying
value
£m
42.1
40.5
Long term
growth rate
%
Discount
rate
%
3.2
3.2
12.3
12.3
The Group has conducted sensitivity analyses on the key assumptions applied to the value in use calculations for each cash generating
unit. A decline in sales of 10.9% per annum in perpetuity would result in the recoverable amount of goodwill for the Group being
reduced to its carrying value. The directors do not believe such a decline to be likely.
Declines in sales of 36.1% and 6.5% per annum in perpetuity for North America ADE Heat Treatment and North America AGI Heat
Treatment cash generating units, respectively, would result in the recoverable amount of goodwill for these cash generating units being
reduced to their carrying values. The directors do not believe such declines to be likely.
The Board has concluded that no impairment charge is required in 2013.
88
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Bodycote plc annual report for the year ended 31 December 2013
11. Other intangible assets
Cost
At 1 January 2012
Exchange differences
Additions
Acquired on acquisition of businesses
Disposals
At 1 January 2013
Exchange differences
Additions
Disposals
At 31 December 2013
Amortisation
At 1 January 2012
Exchange differences
Charge for the year
At 1 January 2013
Exchange differences
Charge for the year
Disposals
At 31 December 2013
Carrying amount
At 31 December 2013
At 31 December 2012
The amortisation periods for intangible assets are:
Software
Non-compete agreements
Customer relationships
Non-
compete
agreements
£m
Customer
relationships
£m
Software
£m
14.6
(0.4)
3.6
–
(0.1)
17.7
–
3.0
(0.5)
20.2
10.0
(0.3)
2.2
11.9
–
1.0
(0.5)
12.4
7.8
5.8
–
–
–
2.9
–
2.9
–
–
–
2.9
–
–
0.1
0.1
–
0.7
0.8
2.1
2.8
10.1
(1.2)
–
24.8
–
33.7
(1.1)
–
–
32.6
5.8
(0.4)
1.9
7.3
(0.8)
3.8
–
10.3
22.3
26.4
Total
£m
24.7
(1.6)
3.6
27.7
(0.1)
54.3
(1.1)
3.0
(0.5)
55.7
15.8
(0.7)
4.2
19.3
(0.8)
5.5
(0.5)
23.5
32.2
35.0
Years
3 to 5
4 to 5
10 to 15
Intangible assets are amortised on a straight-line basis and the amortisation is recognised within administration expenses.
23065.02 11 March 2014 9:16 AM Design Shell
89
GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Notes to the consolidated financial statements continued
Year ended 31 December 2013
12. Property, plant and equipment
Land and buildings
Freehold
£m
Long
leasehold
£m
Short
leasehold
£m
Plant and
machinery
£m
Fixtures
and fittings
£m
Assets under
construction
£m
Cost or valuation
At 1 January 2012
Additions
Acquisition of businesses
Exchange differences
Transfer from assets held for sale
Recategorisation
Disposals
Disposal of subsidiaries
At 1 January 2013 (as previously
reported)
Restatement of acquisition of
businesses
At 1 January 2013 (as restated)
Additions
Acquisition of businesses
Exchange differences
Transfer to assets held for sale
Recategorisation
Disposals
At 31 December 2013
Accumulated depreciation and
impairment
At 1 January 2012
Charge for the year
Acquisition of businesses
Impairment losses incurred
Exchange differences
Transfer from assets held for sale
Recategorisation
Eliminated on disposals
Eliminated on disposal of subsidiaries
At 1 January 2013 (as previously
reported)
Restatement of acquisition of
businesses
At 1 January 2013 (as restated)
Charge for the year
Impairment losses incurred
Exchange differences
Transfer to assets held for sale
Recategorisation
Eliminated on disposals
At 31 December 2013
Carrying amount
At 31 December 2013
At 31 December 2012 (as previously
reported and as restated)
205.5
0.9
6.4
(6.3)
2.1
3.9
(2.4)
(0.1)
210.0
–
210.0
0.8
–
1.8
(0.7)
11.1
(2.4)
220.6
71.8
5.8
–
0.3
(2.2)
0.4
0.3
(0.7)
–
75.7
–
75.7
5.8
0.7
0.8
(0.5)
5.4
(2.1)
85.8
134.8
134.3
1.6
–
–
–
–
0.2
–
–
1.8
–
1.8
0.8
–
(0.1)
–
0.2
–
2.7
0.8
0.3
–
–
–
–
–
–
–
1.1
–
1.1
0.4
–
–
–
–
–
1.5
1.2
0.7
Total
£m
997.3
48.8
30.7
(32.1)
2.1
–
(15.0)
(0.5)
18.3
0.1
0.5
(0.8)
–
(1.3)
(0.4)
–
710.4
13.0
22.0
(22.6)
–
21.4
(10.5)
(0.4)
32.8
1.0
0.4
(1.1)
–
0.8
(1.6)
–
28.7
33.8
1.4
(1.3)
–
(25.0)
(0.1)
–
16.4
733.3
32.3
37.5
1,031.3
(0.4)
16.0
0.2
–
(0.5)
–
(1.4)
(0.2)
14.1
10.4
0.6
0.4
–
(0.5)
–
(0.4)
(0.5)
–
(8.1)
725.2
21.0
(0.5)
(1.1)
–
25.2
(18.8)
751.0
443.8
40.1
8.1
0.4
(14.0)
–
0.1
(8.9)
(0.1)
(0.2)
32.1
1.2
(0.1)
0.2
(0.4)
0.5
(3.9)
29.6
26.6
1.9
0.2
–
(0.9)
–
–
(1.5)
–
10.0
469.5
26.3
(0.4)
9.6
0.7
–
(0.4)
–
(1.9)
(0.1)
7.9
(8.1)
461.4
43.0
3.0
(0.4)
–
(3.5)
(17.4)
486.1
6.2
264.9
6.4
263.8
(0.2)
26.1
2.0
0.1
0.3
(0.4)
–
(3.9)
24.2
5.4
6.0
–
(8.7)
37.5
32.2
(0.3)
(0.4)
–
(35.6)
–
1,022.6
56.2
(0.9)
(0.1)
(1.1)
–
(25.3)
33.4
1,051.4
–
–
–
–
–
–
–
–
–
–
–
–
–
1.3
–
–
–
–
1.3
553.4
48.7
8.7
0.7
(17.6)
0.4
–
(11.6)
(0.1)
582.6
(8.7)
573.9
51.9
5.1
0.3
(0.9)
–
(23.5)
606.8
32.1
444.6
37.5
448.7
90
23065.02 11 March 2014 9:16 AM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 12. Property, plant and equipment (continued)
The carrying amount of leased assets is £nil (2012: £0.6m).
The Group has pledged land and buildings having a carrying amount of approximately £nil (2012: £0.5m) to secure banking facilities
granted to the Group.
At 31 December 2013 the Group had entered into contractual commitments for the acquisition of property, plant and equipment
amounting to £0.8m (2012: £3.7m).
In addition to the above, property, plant and equipment amounting to £2.3m (2012: £2.1m) has been classified as held for sale.
It is the directors view that there are no material differences between the value of the land owned and their carrying value in the
balance sheet.
Following a review of the Group accounts, the Group has restated opening cost and accumulated depreciation of certain assets related
to acquisitions made in 2012. There is nil effect on the net book value of the Group’s property, plant and equipment.
13. Subsidiaries and other investments
A list of the significant investments in subsidiaries, including the name, country of incorporation and proportion of ownership interest is
given on pages 116 to 117.
Sundry investments
2013
£m
1.7
The sundry investments relate to the Bodycote Investment Incentive Plan, as explained in the Board Report on Remuneration.
14. Inventories
Raw materials
Work-in-progress
Finished goods and goods for resale
15. Other financial assets
Trade and other receivables
Amounts falling due within one year:
Amount receivable for the supply of services
Other debtors and prepayments*
Amounts falling due after more than one year:
Other debtors and prepayments*
1.7
1.6
* Other financial assets include prepayments and other debtors, which are not included as financial assets under IFRS 7.
The average credit period given to customers for the supply of services as at 31 December 2013 is 59 days (2012: 58 days). An
allowance has been made for estimated irrecoverable amounts from the supply of services of £6.1m (2012: £6.2m). This allowance has
been determined by reference to past default experience.
The directors consider that the carrying amount of trade and other receivables approximates their fair value.
23065.02 11 March 2014 9:16 AM Design Shell
91
2012
£m
1.6
2012
£m
11.9
6.2
0.3
18.4
2012
£m
92.4
17.1
109.5
2013
£m
12.6
5.7
0.4
18.7
2013
£m
93.4
15.5
108.9
GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Notes to the consolidated financial statements continued
Year ended 31 December 2013
15. Other financial assets (continued)
Credit risk
The Group’s principal financial assets are bank balances, cash and trade and other receivables.
The Group’s credit risk is primarily attributable to its trade receivables. The amounts presented in the balance sheet are net of
allowances for doubtful receivables. An allowance for impairment is made where there is an identified loss event which, based on
previous experience, is evidence of a reduction in the recoverability of cash flows.
The credit risk on liquid funds and derivative financial instruments is limited because the counterparties are banks with high credit-
ratings assigned by international credit-rating agencies.
The Group has no significant concentration of credit risk, with exposure spread over a large number of counterparties and customers.
Further disclosure of the Group’s financial instrument risk management activities is set out in note 18.
Included in the Group’s trade receivable balance are debtors with a carrying amount of £17.9m (2012: £20.6m) which are past due at
the reporting date for which the Group has not provided as there has not been a significant change in credit quality and the amounts
are still considered recoverable. The Group does not hold any collateral over these balances.
The average credit terms offered to customers is 41 days, with a range from 17 days to 75 days.
Ageing of past due but not impaired receivables:
Amounts overdue by up to 1 month
Amounts overdue by 1–2 months
Amounts overdue by 2–3 months
Amounts overdue by more than 3 months
Movement in the allowance for doubtful debts:
At 1 January
Impairment losses recognised
Allowance acquired with subsidiaries
Amounts written off as uncollectable
Impairment losses reversed
Exchange differences
At 31 December
2013
£m
13.2
2.7
0.4
1.6
17.9
2013
£m
6.2
2.1
–
(0.6)
(1.6)
–
6.1
2012
£m
16.0
2.2
0.5
1.9
20.6
2012
£m
6.2
1.6
0.2
(0.4)
(1.2)
(0.2)
6.2
In determining the recoverability of a trade receivable the Group considers any change in the quality of the trade receivable from the
date credit was initially granted up to the reporting date. The concentration of credit risk is limited due to the customer base being
large and unrelated. Accordingly the directors believe that there is no further credit provision required in excess of the allowance for
doubtful debts.
Included in the allowance for doubtful debts are individually impaired trade receivables with a gross balance of £8.9m (2012: £8.9m).
The impairment recognised represents the difference between the carrying amount of these trade receivables and the present value of
the expected proceeds. The Group does not hold any collateral over these balances.
Ageing of impaired trade receivables:
Less than 3 months
3–12 months
Over 12 months
2013
£m
3.2
1.6
4.1
8.9
2012
£m
2.7
1.8
4.4
8.9
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Bodycote plc annual report for the year ended 31 December 2013
15. Other financial assets (continued)
Cash and bank balances
Cash and bank balances comprise cash held by the Group and short-term bank deposits with an original maturity of three months
or less. The carrying amount of these assets approximates to their fair value. A breakdown of significant cash and bank balances by
currency is as follows:
Sterling
US Dollar
Euro
Swedish Krona
Chinese Yuan
Polish Zloty
Indian Rupee
Czech Republic Koruna
Turkish Lira
Romanian Leu
Canadian Dollar
Brazilian Real
Swiss Franc
Danish Krone
Thai Baht
Mexican Peso
Other
2013
£m
2012
£m
6.8
3.0
2.7
0.9
0.8
0.7
0.5
0.4
0.1
0.1
0.1
0.1
0.1
–
–
–
0.6
0.9
2.3
2.6
0.6
0.6
0.5
0.6
0.2
0.2
0.2
0.1
0.1
0.1
0.4
0.3
0.1
0.2
Total cash and bank balances
16.9
10.0
16. Assets held for sale
Assets held for sale comprise the following:
Property, plant and equipment
2013
£m
2.3
2012
£m
2.1
It is expected that the disposal of these assets will be completed during 2014. The assets held for sale are analysed between operating
segments as follows:
ADE:
North America
AGI:
Western Europe
North America
17. Borrowings
Borrowings at amortised cost:
Bank overdrafts
Loans
The borrowings are repayable as follows:
On demand or within one year
In the second year
In the third to fifth years
After five years
Less: Amount due for settlement within 12 months (shown under current liabilities)
Amount due for settlement after 12 months
23065.02 11 March 2014 9:16 AM Design Shell
2013
£m
0.6
1.7
–
2.3
2013
£m
1.6
–
1.6
1.6
–
–
–
1.6
(1.6)
–
2012
£m
0.7
1.2
0.2
2.1
2012
£m
8.4
35.3
43.7
43.4
0.1
0.1
0.1
43.7
(43.4)
0.3
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Notes to the consolidated financial statements continued
Year ended 31 December 2013
17. Borrowings (continued)
Analysis of borrowings by currency:
Sterling
£m
Euro
£m
US Dollar
£m
Other
currencies
£m
Bank overdrafts
At 31 December 2013
Bank overdrafts
Loans
At 31 December 2012
–
–
0.5
10.0
10.5
–
–
4.5
10.5
15.0
1.1
1.1
1.1
13.9
15.0
The weighted average interest rates paid were as follows:
Bank overdrafts and loans
0.5
0.5
2.3
0.9
3.2
2013
%
2.4
Total
£m
1.6
1.6
8.4
35.3
43.7
2012
%
2.5
Loans and finance leases of £0.3m (2012: £0.9m) were arranged at fixed interest rates and expose the Group to fair value interest rate
risk. The remaining borrowings are arranged at floating rates, thus exposing the Group to cash flow interest rate risk.
The directors estimate the fair value of the Group’s borrowings as follows:
Bank overdrafts
Loans
The other principal features of the Group’s borrowings are as follows:
(i) Bank overdrafts are repayable on demand. No overdrafts are secured.
2013
£m
1.6
–
2012
£m
8.4
35.3
(ii) At 31 December 2013 the Group has two principal borrowing facilities which are secured by upstream guarantees provided by
subsidiaries:
(a) Drawings of £nil (2012: £nil) under a Revolving Credit Facility of £125m. This unsecured facility commenced on 27 July 2011 and
matures on 31 August 2016. The multi currency drawings under this facility carry an interest rate of between 1.15% and 2.00%
above LIBOR (the applicable margin at 31 December 2013 was 1.15%).
(b) Drawings of £nil (2012: £33.5m) under a Revolving Credit Facility of €125m. This unsecured facility commenced on 18 February
2013 and matures on 1 March 2018. The multi currency drawings under this facility carry an interest rate of between 1.40% and
2.30% above LIBOR (the applicable margin at 31 December 2013 was 1.40%).
At 31 December 2013 the Group had available £229.0m (2012: £192.9m) of undrawn committed borrowing facilities.
All borrowings are classified as financial liabilities measured at amortised cost.
18. Derivative financial instruments
Currency derivatives that are designated and effective as hedging instruments carried at fair value
Asset / (liability)
Current
Forward foreign exchange contracts
Total
Forward foreign exchange contracts
Notional
amount
2013
£m
1.0
1.0
Fair
value
2013
£m
–
–
Notional
amount
2012
£m
3.6
3.6
Fair
value
2012
£m
(0.1)
(0.1)
The Group utilises currency derivatives to hedge material future transactions and cash flows. The Group uses foreign currency forward
contracts in the management of its exchange rate exposures. The contracts are primarily denominated in the currencies of the Group’s
principal markets. The unrecognised gains and losses were not significant in either 2013 or 2012.
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18. Derivative financial instruments (continued)
In accordance with IFRS 7 ‘Improving Disclosures about Financial Instruments’, the Group’s financial instruments are considered to be
classified as level 2 instruments. Fair value measurements are those derived from inputs other than quoted prices included within level
1 that are observable for the asset or liabilities, either directly (i.e. as prices) or indirectly (i.e. derived from prices).
Fair value is determined using quoted forward exchange rates and yield curves derived from quoted interest rates matching maturities
of the contracts.
The Group’s interest rate risk is primarily in relation to its fixed rate borrowings (fair value risk) and floating rate borrowings (cash flow
risk). From time to time the Group will use interest rate derivative contracts to manage its exposure to interest rate movements within
Group policy. However, at the balance sheet date, the Group had no interest rate derivative contracts.
Asset / (liability)
Forward foreign exchange contracts
On demand or within one year
Asset / (liability)
Forward foreign exchange contracts
On demand or within one year
Sterling
2013
£m
–
–
Sterling
2012
£m
0.3
0.3
Euro
2013
£m
0.6
0.6
Euro
2012
£m
(3.5)
(3.5)
US Dollar
2013
£m
Other
currencies
2013
£m
Total
fair value
2013
£m
–
–
(0.6)
(0.6)
US Dollar
2012
£m
3.1
3.1
Other
currencies
2012
£m
–
–
–
–
Total
fair value
2012
£m
(0.1)
(0.1)
Financial risk management
The Group’s treasury function provides a centralised service to the Group for funding, foreign exchange, interest rate management and
counterparty risk. Treasury activities have the objective of minimising risk and treasury operations are conducted within a framework of
policies and guidelines reviewed and authorised by the Board.
The Group uses a number of derivative instruments that are transacted, for risk management purposes only, by specialist treasury
personnel. The use of financial instruments, including derivatives, is permitted when approved by the Board, where the effect is to
minimise risk for the Group. Speculative trading of derivatives or other financial instruments is not permitted. There has been no
significant change during the financial year, or since the end of the year, to the types or scope of financial risks faced by the Group.
Liquidity risk
Liquidity risk is defined as the risk that the Group might not be able to settle or meet its obligations on time or at a reasonable price.
Liquidity risk arises as a result of mismatches between cash inflows and outflows from the business. This risk is monitored on a
centralised basis through regular cash flow forecasting, a three-year rolling strategic plan, an annual budget agreed by the Board each
December and a quarterly re-forecast undertaken during the financial year. To mitigate the risk, the resulting forecast net debt/cash
is measured against the liquidity headroom policy which, at the current net debt/cash levels, requires committed facilities (plus term
loans in excess of one year) to exceed net debt by 50% (minimum facilities of £75m).
As at 31 December 2013, the Group had revolving credit committed borrowing facilities of £229.0m (2012: £226.4m) which exceeded
net cash of £15.0m (2012: net debt of £34.2m) by £244.0m (2012: £192.2m). The Group also uses uncommitted short-term bank
facilities to manage short-term liquidity but these facilities are excluded from the liquidity headroom policy. The Group manages longer-
term liquidity through committed bank facilities and will, if appropriate, raise funds on capital markets. As at 31 December 2013 the
Group’s principal committed bank facilities have the following maturity dates:
£125m Revolving Credit Facility 31 August 2016 (2.7 years)
€125m Revolving Credit Facility 1 March 2018 (4.2 years)
$10m Letter of Credit Facility 31 August 2016 (2.7 years)
Cash management pooling, netting and concentration techniques are used to minimise borrowings. As at 31 December 2013, the
Group had gross cash of £16.9m (2012: £10.0m).
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Notes to the consolidated financial statements continued
Year ended 31 December 2013
18. Derivative financial instruments (continued)
Interest rate risk
Interest rate risk arises on borrowings and cash balances (and derivative liabilities and assets) which are at floating interest rates.
Changes in interest rates could have the effect of either increasing or decreasing the Group’s net profit. Under the Group’s interest
rate management policy, the interest rates on each of the Group’s major currency monetary assets and liabilities are managed to
achieve the desired mix of fixed and variable rates for each major net currency exposure. The major interest rate risk is to UK rates but
exposures also exist to rates in the USA, Europe and Sweden. Measurement of this interest rate risk and its potential volatility to the
Group’s reported financial performance is undertaken on a monthly basis and the Board uses this information to determine, from time
to time, an appropriate mix of fixed and floating rates.
As at 31 December 2013, 18% of gross debt and 0% of gross cash were at fixed rates (2012: 2% of gross debt, 0% of gross cash).
The average tenure of the fixed rate debt was 3.1 years (2012: 3.5 years).
Currency risk
Bodycote has operations in 26 countries and is therefore exposed to foreign exchange translation risk when the profits and net assets
of these entities are consolidated into the Group accounts.
90% of the Group’s sales are in currencies other than sterling (EUR 36%, USD 35% and SEK 7%). Cumulatively over the year, sterling
rates moved such that the sales for the year were £14.2m better than if sales had been translated at the rates prevailing in 2012.
It is Group policy not to hedge exposure for the translation of reported profits.
The Group’s balance sheet translation policy is not to actively hedge currency net assets. However, where appropriate, the Group
will still match centrally held currency borrowings to the net assets. The Group principally borrows in sterling but also maintains debt
in US Dollar, Euro and Swedish Krona, consistent with the location of the Group’s assets. The Group recognises foreign exchange
movements in equity for the translation of net investment hedging instruments and balances.
Transaction foreign exchange exposures arise when entities within the Group enter into contracts to pay or receive funds in a currency
different from the functional currency of the entity concerned. It is Group policy to hedge exposure to cash transactions in foreign
currencies when a commitment arises, usually through the use of foreign exchange forward contracts. Even though approximately
90% of the Group’s sales are generated outside the UK, the nature of the business is such that cross border sales and purchases are
limited and, other than interest, such exposures are immaterial for the Group.
Market risk sensitivity analysis
The Group has measured the estimated charge to the income statement and equity of either an instantaneous increase or decrease
of 1% (100 basis points) in market interest rates or a 10% strengthening or weakening in sterling against all other currencies from the
applicable rates as at 31 December 2013, for all financial instruments with all other variables remaining constant. This analysis is for
illustrative purposes only. The sensitivity analysis excludes the impact of market risks on net post employment benefit obligations.
Interest rate sensitivity
The interest rate sensitivity analysis is based on the following assumptions:
changes in market interest rates affect the interest income or expense of variable interest financial instruments;
changes in market interest rates only affect the income statement in relation to financial instruments with fixed interest if these are
recognised at their fair value; and
changes in market interest rates affect the fair value of derivative financial instruments designated as hedging instruments.
Under these assumptions, a one percentage point fall or rise in market interest rates for all currencies in which the Group has variable
net cash or net borrowings at 31 December 2013 would reduce or increase profit before tax by approximately £0.2m (2012: £0.4m).
There is no significant impact on equity.
Currency sensitivity
Taking the 2013 sales by currency, a 10% weakening/strengthening in the 2013 cumulative average rates for all currencies versus
sterling would have given rise to a +£61.7m/-£50.5m movement in sales respectively. The impact on headline operating profit is
affected by the mix of losses and profits in the various currencies. However, taking the 2013 operating profit mix, a 10% weakening/
strengthening in 2013 cumulative average rates for all currencies would have given rise to a +£11.7m/-£9.6m movement in headline
operating profit.
Counterparty risk
Counterparty risk encompasses settlement risk on derivative financial instruments and money market contracts and credit risk on cash,
time deposits and money market funds. The Group monitors its credit exposure to its counterparties via their credit ratings (where
applicable) and through its policy, thereby limiting its exposure to any one party to ensure there is no significant concentration of credit
risk. Group policy is to enter into such transactions only with counterparties with a long-term credit rating of A-/A3 or better. However,
acquired businesses occasionally have dealings with banks with lower credit ratings. Business with such banks is moved as soon as
practicable.
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19. Deferred tax
The following are the major deferred tax liabilities and (assets) recognised by the Group and movements thereon during the current
and prior reporting periods:
Accelerated
tax
depreciation
£m
Retirement
benefit
obligations
£m
Tax losses
£m
Other
£m
Total
£m
At 1 January 2012 (as previously reported)
Impact of IAS 19 (revised)
At 1 January 2012 (as restated)
Charge / (credit) to income
Credit to equity
Acquisition of subsidiaries
Transfers
Exchange differences
Effect of change in tax rate:
Income statement
At 1 January 2013
Charge / (credit) to income
Charge to equity
Acquisition of subsidiaries
Transfers
Exchange differences
Effect of change in tax rate:
Income statement
At 31 December 2013
39.5
–
39.5
2.8
–
–
(0.1)
(1.5)
(0.8)
39.9
1.6
–
1.0
(0.6)
(0.1)
–
41.8
(4.4)
–
(4.4)
(1.1)
–
–
(0.8)
0.2
0.4
(5.7)
2.1
–
–
–
(0.1)
–
(3.7)
(3.2)
(0.2)
(3.4)
(0.7)
(1.4)
–
0.1
0.1
–
(5.3)
(0.1)
0.1
–
0.2
(0.1)
–
(5.2)
The following is the analysis of the deferred tax balances for financial reporting purposes:
Deferred tax liabilities
Deferred tax assets
(4.7)
–
(4.7)
(0.9)
(1.0)
(0.2)
0.8
0.2
(0.2)
(6.0)
2.6
0.3
2.3
0.4
0.1
(0.4)
(0.7)
2013
£m
61.6
(29.4)
32.2
27.2
(0.2)
27.0
0.1
(2.4)
(0.2)
–
(1.0)
(0.6)
22.9
6.2
0.4
3.3
–
(0.2)
(0.4)
32.2
2012
£m
56.4
(33.5)
22.9
Other deferred tax assets relate to provisions recognised in the financial statements that are not yet deductible for tax purposes, in
particular in relation to restructuring charges, share-based payments and local profit differences that are expected to reverse over time.
At the balance sheet date, the Group has unused tax losses of £146.5m (2012: £122.3m) available for offset against future profits. A
deferred tax asset has been recognised in respect of £12.9m (2012: £18.7m) of such losses, based on management forecasts of future
taxable profits against which the assets can be recovered in the relevant jurisdictions. No deferred tax asset has been recognised
in respect of the remaining £133.6m (2012: £103.6m) of such losses where there remains uncertainty over the timing of utilisation
relating to future profitability. The majority of losses may be carried forward indefinitely.
A deferred tax liability of £0.4m (2012: £0.3m) relating to the temporary differences on unremitted earnings of overseas subsidiaries
has not been recognised as the Group is able to control the timing of the reversal of these temporary differences and it is probable
that they will not reverse in the foreseeable future. Temporary differences arising in connection with interests in associates and joint
ventures are insignificant.
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Notes to the consolidated financial statements continued
Year ended 31 December 2013
20. Obligations under finance leases
Amounts payable under finance leases:
Within one year
In the second to fifth years inclusive
Less: future finance charges
Present value of lease obligations
Analysed as:
Amount due for settlement after 12 months
Amount due for settlement within 12 months (shown under current liabilities)
The present value of minimum lease payments is denominated in the following currencies:
Sterling
US Dollar
Minimum
lease payments
Present value of
minimum lease payments
2013
£m
0.1
0.2
0.3
–
0.3
2012
£m
0.2
0.3
0.5
–
0.5
2013
£m
0.1
0.2
0.3
0.2
0.1
0.3
0.3
–
0.3
2012
£m
0.2
0.3
0.5
0.3
0.2
0.5
0.4
0.1
0.5
It is the Group’s policy to lease certain of its fixtures and equipment under finance leases. The average lease term is 3.2 years. For the
year ended 31 December 2013, the average effective borrowing rate was 8.4% (2012: 8.0%). Interest rates are fixed at the contract
date. All leases are on a fixed repayment basis and no arrangements have been entered into for contingent rental payments. The fair
value of the Group’s lease obligations approximates to their carrying amount.
The Group’s obligations under finance leases are secured by the lessors’ rights over the leased assets.
21. Other financial liabilities
Trade and other payables
Amounts falling due within one year:
Trade creditors
Other taxes and social security*
Other creditors
Accruals and deferred income
Amounts falling due after more than one year:
Other creditors
2013
£m
40.9
18.6
13.8
58.8
2012
£m
35.2
18.3
20.6
58.8
132.1
132.9
3.6
4.1
* Other financial liabilities include other taxes and social security, which are not included as financial liabilities in IFRS 7.
Trade creditors and accruals principally comprise amounts outstanding for trade purchases and ongoing costs. The average credit period
taken for trade purchases as at 31 December 2013 is 40 days (2012: 45 days).
The directors consider that the carrying amount of trade payables approximates to their fair value.
The following table details the Group’s remaining contractual maturity for its financial liabilities. The table has been drawn up based
on the undiscounted cash flows of financial liabilities based on the earliest date on which the Group can be required to pay. The table
includes both interest and principal cash flows.
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21. Other financial liabilities (continued)
Non-interest bearing*
Finance lease liability
Bank loans and overdrafts
Derivative financial instruments
Non-interest bearing*
Finance lease liability
Bank loans and overdrafts
Derivative financial instruments
Less than
1 year
2013
£m
139.0
0.1
1.6
0.9
141.6
Less than
1 year
2012
£m
141.8
0.2
43.8
3.7
189.5
1–2 years
2013
£m
2–5 years
2013
£m
5+ years
2013
£m
2.0
0.1
–
–
2.1
5.1
0.2
–
–
5.3
6.0
–
–
–
6.0
1–2 years
2012
£m
2–5 years
2012
£m
5+ years
2012
£m
2.2
0.1
0.1
–
2.4
6.3
0.2
0.1
–
6.6
5.0
–
0.2
–
5.2
Total
2013
£m
152.1
0.4
1.6
0.9
155.0
Total
2012
£m
155.3
0.5
44.2
3.7
203.7
* Non-interest bearing financial liabilities include other taxes and social security, which are not included as financial liabilities in IFRS 7. These are payable in
less than one year.
Of the £1.6m (2012: £44.2m) bank loans and overdrafts outflows disclosed above, £nil (2012: £nil) and £nil (2012: £33.5m) of bank
loans are drawn under committed facilities maturing on 31 August 2016 and 1 March 2018 respectively. The overdrafts are on-demand
and some are part of pooling arrangements, which include offsetting cash balances. Of the £0.9m (2012: £3.7m) derivative financial
instruments outflows disclosed above, £0.9m (2012: £3.6m) are matched by derivative cash inflows.
22. Provisions
At 1 January 2013
Increase in provision
Release of provision
Utilisation of provision
Exchange difference
At 31 December 2013
Included in current liabilities
Included in non-current liabilities
Restructuring
£m
Restructuring
Environmental
£m
Environmental
£m
4.4
1.2
–
(3.1)
0.1
2.6
7.1
0.2
–
(1.2)
(0.1)
6.0
6.8
1.6
(0.1)
(0.4)
(0.1)
7.8
Total
£m
18.3
3.0
(0.1)
(4.7)
(0.1)
16.4
6.9
9.5
16.4
The restructuring provision relates to the remaining costs associated with the closure of various Heat Treatment sites and with the
establishment of an accounting Shared Service Centre in Prague.
The Group provides for the costs of environmental remediation that have been identified, either as part of acquisition due diligence,
or in other circumstances where remediation by the Group is required. This provision is reviewed annually and is separated into
Restructuring Environmental and Environmental to separately identify environmental provisions relating to the restructuring programme
from those arising in the ordinary course of business.
The increase in restructuring provisions is due to the ongoing implementation of the global restructuring initiatives. In addition, £0.8m
(2012: £2.4m) of reorganisation and redundancy costs have been recognised in relation to the establishment of an accounting Shared
Service Centre in Prague.
The majority of cash outflows in respect of these liabilities are expected to occur within five years.
Whilst the Group’s use of chlorinated solvents and other hazardous chemicals continues to reduce, the Group remains exposed to
contingent liabilities in respect of environmental remediation liabilities. In particular, the Group could be subjected to regulatory or
legislative requirements to remediate sites in the future. However, it is not possible at this time to determine whether and to what
extent any liabilities exist, other than for those recognised above. Therefore no provision is recognised in relation to these items.
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Notes to the consolidated financial statements continued
Year ended 31 December 2013
23. Share capital
Issued and fully paid:
191,456,172 (2012: 191,424,088) ordinary shares of 17 ³/11p each
24. Notes to the cash flow statement
Profit for the year
Adjustments for:
Investment revenue
Finance costs
Taxation
Depreciation of property, plant and equipment
Amortisation of intangible assets
(Profit) / loss on disposal of property, plant and equipment
Share-based payments
Impairment of fixed assets
Profit on disposal of investments
EBITDA*
Increase in inventories
Decrease in receivables
(Decrease) / increase in payables
Decrease in provisions
Cash generated by operations
Cash outflow from settlement of derivative financial instruments
Income taxes paid
Net cash from operating activities
2013
£m
2012
£m
33.1
33.1
2013
£m
73.1
(0.1)
3.8
25.3
51.9
5.5
(0.1)
3.6
5.1
–
168.1
(0.3)
0.2
(4.3)
(1.8)
161.9
–
(22.5)
139.4
2012
(Restated)
£m
67.2
(0.2)
3.2
22.8
48.7
4.2
0.1
3.9
0.7
(2.4)
148.2
(1.8)
0.3
6.8
(2.8)
150.7
(0.2)
(19.3)
131.2
* Earnings before interest, tax, depreciation, amortisation, impairment of fixed assets, profit or loss on disposal of property, plant and equipment and
share-based payments.
Cash and cash equivalents comprise:
Cash and bank balances
Bank overdrafts (included in borrowings)
25. Operating lease arrangements – the Group as lessee
Minimum lease payments under operating leases recognised as an expense
2013
£m
16.9
(1.6)
15.3
2013
£m
16.0
At the balance sheet date, the Group had outstanding commitments for future minimum lease payments under non-cancellable
operating leases, which fall due as follows:
Within one year
In the second to fifth years inclusive
After five years
2013
£m
11.1
24.1
13.2
48.4
2012
£m
10.0
(8.4)
1.6
2012
£m
14.8
2012
£m
10.8
22.9
15.0
48.7
Operating lease payments represent rentals payable by the Group for certain of its land and buildings, fixtures and fittings and motor
vehicles.
100
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Bodycote plc annual report for the year ended 31 December 2013
26. Share-based payments
Equity-settled share option schemes
The Company operated one share option scheme in relation to Group employees during the year. Options are exercisable at the middle
market closing price for the working day prior to the date of grant and are exercisable three years from the date of grant if stated
performance criteria have been met. Options lapse if not exercised within ten years of the date of grant or if the participant leaves
Group employment.
Details of the share options outstanding during the year are as follows:
Date of grant
Sep-03
Movements in share options are summarised as follows:
Outstanding at the beginning of the year
Exercised during the year
Outstanding and exercisable at the end of the year
Option
price in
pence
Exercise
period
No. of options outstanding
2013
2012
147.27
2006–2013
–
32,084
Number
of shares
under
option
2013
32,084
(32,084)
–
Weighted
average
exercise
price
2013
pence
147.27
147.27
Number
of shares
under
option
2012
192,505
(160,421)
–
32,084
Weighted
average
exercise
price
2012
pence
141.25
140.10
147.27
The weighted average share price at the date of exercise for share options exercised during the year was 602.53 pence. No options
were outstanding at 31 December 2013. The average share price during the year was 572.97 pence.
The inputs into the Black–Scholes model are as follows:
Weighted average share price
Weighted average exercise price
Expected volatility
Expected life
Risk-free rate
Expected dividends
pence
pence
%
years
%
%
2012
157.5
157.5
42.7
3.0
4.0
4.3
Expected volatility was determined by calculating the historical volatility of the Group’s share price over the previous three years.
The expected life used in the model has been adjusted, based on management’s best estimate, for the effects of non-transferability,
exercise restrictions, and behavioural considerations.
Bodycote Incentive Plan (BIP)
The Company operates the BIP under which Executive Directors and senior executives received a conditional award of Bodycote
shares up to a maximum of 175% of base salary. Vestings of awards are based upon two performance measures, over a three year
period.
Fifty percent of the award is subject to a return on capital employed (ROCE) performance condition and fifty percent of the award is
subject to an earnings per share (EPS) performance condition.
In the event that threshold performance for both EPS and ROCE is not achieved none of the conditional awards will vest.
Bodycote Co-investment Plan (CIP)
The CIP permits executives to invest in shares up to a value equivalent to 40% of net basic salary. The CIP provides for the grant of
awards of matching shares to participants on an annual basis in a maximum ratio of 1:1 to the gross investment made in deferred
shares. Deferred shares must be held for three years and matching shares are subject to an absolute Total Shareholder Return (TSR)
target. The threshold target for CIP matching awards is TSR growth of not less than 4% per annum compound in excess of growth in
the Consumer Prices Index (CPI) for a threshold matching ratio of 1:2. Ten percent per annum compound growth in excess of growth in
the CPI will be required for a vesting matching ratio of 1:1.
23065.02 11 March 2014 9:16 AM Design Shell
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Notes to the consolidated financial statements continued
Year ended 31 December 2013
26. Share-based payments (continued)
The number of outstanding share awards is as follows:
At 1 January
Granted during the year
Exercised during the year
Expired during the year
At 31 December
BIP
2013
4,186,265
840,131
(1,879,726)
(196,734)
CIP
2013
313,318
42,849
(171,806)
(7,427)
BIP
2012
5,384,567
1,002,056
(2,103,870)
(96,488)
2,949,936
176,934
4,186,265
CIP
2012
235,982
77,336
–
–
313,318
Average fair value of share awards granted during the year at date of
grant (pence)
510.5
338.0
364.3
163.7
Fair value of awards granted during the year (£)
4,289,205
144,834
3,650,791
126,632
Exercise Price = £nil.
The inputs to the Black–Scholes Simulation model, used to determine the charge to the income statement for BIP are as follows:
Weighted average share price
Weighted average exercise price
Expected life
Expected dividend yields
pence
pence
years
%
2013
545.8
nil
3.0
2.2
The inputs to the Monte Carlo Simulation model, used to determine the charge to the income statement for CIP are as follows:
Weighted average share price
Weighted average exercise price
Expected volatility
Expected life
Risk-free rate
Expected dividend yields
pence
pence
%
years
%
%
2013
550.5
nil
39.4
3.0
0.5
2.2
2013
394.0
nil
3.0
2.6
2012
369.8
nil
50.0
3.0
4.0
2.3
The Group recognised total expenses of £3.6m (2012: £3.9m) related to equity-settled share-based payment transactions.
27. Related party transactions
Transactions between the Company and its subsidiaries, which are related parties, have been eliminated on consolidation and are not
disclosed in this note.
The remuneration of the Board of Directors, who are considered key management personnel of the Group, was as follows:
Short-term employee benefits
Share-based payments
2013
£m
1.7
1.4
3.1
2012
£m
1.8
1.3
3.1
Further information about the remuneration of the individual directors is provided in the Board Report on Remuneration on pages
47 to 61.
102
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Bodycote plc annual report for the year ended 31 December 2013
28. Retirement benefit schemes
Defined contribution schemes
The Group operates defined contribution retirement benefit schemes for employees in the United Kingdom, France, Belgium, Canada
and the United States of America. The assets of the schemes are held separately from those of the Group in funds under the control
of trustees. Where there are employees who leave the schemes prior to vesting fully in the contributions, the contributions payable by
the Group are reduced by the amount of forfeited contributions.
The Group’s employees in Denmark, Finland, Sweden, Italy and the Netherlands are members of state-managed retirement benefit
schemes operated by the governments of each country. The relevant subsidiaries are required to contribute a specified percentage of
payroll costs to the retirement benefit schemes to fund the benefits. The only obligation of the Group with respect to these retirement
benefit schemes is to make the specified contributions.
The total cost charged to income of £5.8m (2012: £5.1m) represents contributions payable to these schemes by the Group at rates
specified in the rules of the plans. As at 31 December 2013 contributions of £0.2m (2012: £0.3m) due in respect of the current
reporting period had not been paid over to the schemes.
Defined benefit schemes
The Group operated a number of pension schemes and provided leaving service benefits to certain employees during the year. The
defined benefit obligation less fair value of assets at the end of the year and total expense recognised in the income statement are
summarised below as follows:
UK scheme
Non-UK schemes
Total expense recognised in income statement
UK scheme
Non-UK schemes
2013
£m
(4.8)
(13.7)
(18.5)
2013
£m
1.2
1.0
2.2
2012
(Restated)
£m
(4.2)
(14.8)
(19.0)
2012
(Restated)
£m
1.1
1.0
2.1
Further details of the Group’s defined benefit arrangements are given in the Finance Director’s report on pages 22 and 23.
UK scheme
The Group sponsors the Bodycote UK Pension Scheme which is a funded defined benefit arrangement for certain UK employees, and
pays out pensions at retirement based on service and final pensionable pay. The scheme is funded by the Group and current employee
members. The scheme exposes the Company to actuarial risks such as longevity risk, interest rate risk and market (investment) risk.
The scheme operates under UK trust law and the trust is a separate legal entity from the Group. The scheme is governed by a board
of trustees, composed of two member representatives, two employer representatives and one independent trustee. The trustees
are required by law to act in the best interests of scheme members and are responsible for setting certain policies (e.g. investment,
funding) together with the Company.
Funding of the scheme is based on a separate actuarial valuation for funding purposes for which the assumptions may differ from
the assumptions above. Funding requirements are formally set out in the Statement of Funding Principles, Schedule of Contributions
and Recovery Plan agreed between the trustees and the Group. The actuarial valuation of the scheme was carried out by a qualified
independent actuary as at 6 April 2011 and updated on an approximate basis to 31 December 2013.
The contributions made by the employer over the financial year have been £1.5m, comprising £0.4m in respect of benefit accrual and
£1.1m in respect of deficit recovery and ongoing expense.
It is the policy of the Group to recognise all actuarial gains and losses in the year in which they occur outside of the profit and loss
account and in Other Comprehensive Income.
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Notes to the consolidated financial statements continued
Year ended 31 December 2013
28. Retirement benefit schemes (continued)
Reconciliation of opening and closing balances of the present value of the defined benefit obligation
Defined benefit obligation at start of year
Current service cost
Interest expense
Contributions by plan participants
Actuarial losses arising from changes in financial assumptions
Benefits paid, death in service insurance premiums and expenses
Defined benefit obligation at end of year
Reconciliation of opening and closing balances of the fair value of the assets
Fair value of assets at start of year
Interest income
Return on scheme assets excluding interest income
Scheme administration expenses
Contributions by employer
Contributions by plan participants
Age related rebate
Benefits paid, death in service insurance premiums and expenses (incl. age related rebate)
Fair value of assets at end of year
Total expense recognised in the income statement
2013
£m
85.6
0.6
3.8
0.2
0.2
(4.7)
85.7
2013
£m
81.4
3.6
(0.7)
(0.4)
1.5
0.2
–
(4.7)
80.9
2013
£m
0.6
0.2
0.4
1.2
2012
£m
82.2
0.6
3.9
0.2
2.7
(4.0)
85.6
2012
(Restated)
£m
80.4
3.8
(0.2)
(0.4)
1.5
0.2
0.1
(4.0)
81.4
2012
(Restated)
£m
0.6
0.1
0.4
1.1
Current service cost
Net interest on the defined benefit liability
Scheme administration expenses
Total expenses
Assets
Equities
Bonds
Cash
Diversified growth funds
2013
Quoted
£m
2013
Unquoted
£m
2012
Quoted
£m
2012
Unquoted
£m
12.1
–
0.7
24.5
37.3
–
43.4
–
0.2
43.6
10.7
(0.1)
0.1
22.8
33.5
–
47.7
–
0.2
47.9
None of the fair value of the assets shown above include any of the Group’s own financial instruments or any property occupied by, or
other assets used by the Group.
The scheme’s present strategic target is to allocate 40% of the investment portfolio to ‘return-generating’ asset classes and 60% to
‘liability-matching’ asset classes, namely Liability Driven Investment (LDI). The LDI portion of assets has been put in place to reduce
interest rate and inflation risk.
104
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Bodycote plc annual report for the year ended 31 December 2013
28. Retirement benefit schemes (continued)
Assumptions
RPI inflation
CPI inflation
Salary increases
Rate of discount
Allowance for pension in payment increases of RPI or 3% p.a. if less
Allowance for revaluation of deferred pensions
Mortality – current pensioners:
Actuarial tables used
Life expectancy for members currently aged 65
Mortality – future pensioners:
Actuarial tables used
Life expectancy at age 65 for members currently aged 40
Cash commutation
2013
% per
annum
3.40
2.60
3.00
4.50
2.50
2.60
2012
% per
annum
3.10
2.60
3.00
4.50
2.35
2.60
S1PxA YoB
CMI 2010
1.5% long
term trend
2013
S1PxA YoB
CMI 2010
1.5% long
term trend
2012
22.7
22.7
S1PxA YoB
CMI 2010
1.5% long
term trend
2013
S1PxA YoB
CMI 2010
1.5% long
term trend
2012
25.5
25.5
Members
commute
75% of
maximum
permitted
Members
commute
75% of
maximum
permitted
The weighted average duration of the defined benefit obligation at 31 December 2013 is approximately 19 years, this is unchanged
from 31 December 2012.
Present value of defined benefit obligations, fair value of assets and deficit
Present value of defined benefit obligation
Fair value of plan assets
Deficit in the scheme
2013
£m
85.7
(80.9)
4.8
2012
£m
85.6
(81.4)
4.2
As all actuarial gains and losses are recognised, the deficit shown above at 31 December 2013 is that recognised in the balance sheet.
The best estimate of contributions to be paid into the plan for the year ending 31 December 2014 is £1.6m.
Amounts recognised in Other Comprehensive Income
Return on scheme assets excluding interest income
Effects of changes in financial assumptions underlying the present value of the liabilities
Total loss recognised in Other Comprehensive Income
2013
£m
(0.7)
(0.2)
(0.9)
2012
£m
(0.2)
(2.7)
(2.9)
23065.02 11 March 2014 9:16 AM Design Shell
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Notes to the consolidated financial statements continued
Year ended 31 December 2013
28. Retirement benefit schemes (continued)
Impact of changes to assumptions
0.25% change in discount rate
0.25% change in price inflation (and associated assumptions)
1 year change in life expectancy at age 65
Combined non-UK disclosures
The Group operates schemes in the USA and continental Europe.
2013
2012
Increase
£m
Decrease
£m
Increase
£m
Decrease
£m
(4.0)
1.2
2.0
4.0
(1.1)
(2.0)
(4.0)
1.3
2.0
4.0
(1.1)
(2.0)
In Europe, the Group operates defined benefit pension, post retirement and long-service arrangements for certain employees in
Belgium, France, Germany, Italy, Turkey, Switzerland and Liechtenstein.
Reconciliation of opening and closing balances of the present value of the defined benefit obligation
Defined benefit obligation at start of year
Current service cost
Interest expense
Actuarial (gains) / losses arising from changes in financial assumptions
Experience losses / (gains) on liabilities
Benefits paid, death in service insurance premiums and expenses
Curtailments
Employee contributions
Settlements
Exchange rate loss / (gain)
Defined benefit obligation at end of year
Reconciliation of opening and closing balances of the fair value of plan assets
Fair value of assets at start of year
Interest income
Return on scheme assets excluding interest income
Contributions by employer
Contributions by employees
Benefits paid, death in service insurance premiums and expenses
Settlements
Exchange rate loss
Fair value of assets at end of year
Total expense recognised in the income statement
Current service cost
Net interest on the defined benefit liability
Curtailments
Settlements
Total expenses
2013
£m
23.8
0.7
0.6
(0.7)
0.3
(2.1)
–
0.1
(0.1)
0.4
23.0
2013
£m
9.0
0.2
0.2
0.2
0.1
(0.4)
–
–
9.3
2013
£m
0.7
0.4
–
(0.1)
1.0
2012
(Restated)
£m
22.0
0.5
0.8
3.2
(0.4)
(1.6)
(0.1)
0.1
–
(0.7)
23.8
2012
(Restated)
£m
9.7
0.3
0.3
0.2
0.1
(1.2)
(0.1)
(0.3)
9.0
2012
(Restated)
£m
0.5
0.5
(0.1)
0.1
1.0
106
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Bodycote plc annual report for the year ended 31 December 2013
28. Retirement benefit schemes (continued)
Assets
Equities
Bonds
Cash
Insurance contracts
2013
Quoted
£m
2013
Unquoted
£m
2012
Quoted
£m
2012
Unquoted
£m
1.7
0.2
1.3
–
3.2
–
–
–
6.1
6.1
1.2
0.3
1.4
–
2.9
–
–
–
6.1
6.1
None of the fair value of the assets shown above include any of the Group’s own financial instruments or any property occupied by, or
other assets used by the Group.
Assumptions for 2013
USA – metallurgical
USA – non-metallurgical
France
Germany
Italy
Turkey
Liechtenstein
Switzerland
Salary
increases
% per annum
Rate of
discount
% per annum
Inflation
% per annum
Pension
increases
% per annum
n/a
n/a
3.00
2.50
n/a
n/a
2.50
3.00
5.10
5.00
3.00
3.70
2.91
9.30
2.00
2.00
n/a
n/a
2.00
n/a
1.50
5.00
n/a
n/a
n/a
n/a
n/a
1.75
n/a
n/a
n/a
n/a
Duration
The weighted average durations of the defined benefit obligations of the overseas schemes at 31 December 2013 range from 9 years
to 16 years. The durations ranged from 9 years to 17 years as at 31 December 2012.
Present value of defined benefit obligations, fair value of assets and deficit
Present value of defined benefit obligation
Fair value of plan assets
Deficit in the schemes
2013
£m
23.0
(9.3)
13.7
2012
£m
23.8
(9.0)
14.8
As all actuarial gains and losses are recognised, the deficit shown above at 31 December 2013 is that recognised in the balance sheet.
Amounts recognised in Other Comprehensive Income
(Loss) / gain on experience on plan liabilities
Return on scheme assets excluding interest income
Effects of changes in financial assumptions underlying the present value of the liabilities
Total gain / (loss) recognised in Other Comprehensive Income
2013
£m
(0.3)
0.2
0.7
0.6
2012
£m
0.4
0.3
(3.2)
(2.5)
The only funded plans are those operated in USA, Switzerland and Liechtenstein. The best estimate of contributions to be paid into the
plans for the year ending 31 December 2014 is £0.3m.
Sensitivities (changes to total defined benefit obligations)
0.25% change in discount rate
0.25% change in price inflation (and associated assumptions)
2013
Increase
£m
Decrease
£m
(0.8)
0.4
0.9
(0.4)
The scheme sensitivities are designed to give a broad indication of the effect of changes to the assumptions, and are applied to adjust
the defined benefit obligation at the end of the reporting period.
23065.02 11 March 2014 9:16 AM Design Shell
107
GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Five year summary
Revenue
Profit:
Headline operating profit
Amortisation of acquired intangible fixed assets
Operating profit prior to exceptional items
Impairment charge
Profit on disposal of investments
Acquisition costs
Reorganisation costs
Profit / (loss) before interest and tax
Net interest payable
Profit / (loss) before taxation
Taxation
Profit / (loss) after taxation
Non-controlling interests
Profit / (loss) attributable to the equity holders of the
parent
Headline earnings per share (pence)
Dividend per share (pence)
Special dividend per share (pence)
Assets employed
Intangible fixed assets
Tangible fixed assets
Other assets and liabilities
Financed by
Share capital
Reserves
Shareholders’ funds
Non-controlling interests
Net (cash) / borrowings
Capital employed
Net assets per share (pence)
Return on capital employed (%):
Headline operating profit divided by the average of opening
and closing capital employed as adjusted for certain items
of goodwill written off
2013
£m
619.6
107.4
(4.5)
102.9
–
–
–
(0.8)
102.1
(3.7)
98.4
(25.3)
73.1
(0.1)
73.0
41.2
13.5
10.0
167.9
444.6
(80.1)
532.4
33.1
513.7
546.8
0.6
(15.0)
532.4
285.6
2012
£m
587.8
97.5
(2.0)
95.5
–
2.4
(2.5)
(2.4)
93.0
(3.0)
90.0
(22.8)
67.2
(0.1)
67.1
37.5
12.3
–
166.8
448.7
(77.2)
538.3
33.1
469.6
502.7
1.4
34.2
538.3
262.6
Restated
2011
£m
570.7
2010
£m
499.8
84.9
(0.9)
84.0
(4.2)
–
–
–
79.8
(4.2)
75.6
(19.8)
55.8
(0.2)
55.6
32.6
10.9
–
111.5
443.9
(73.2)
482.2
33.0
448.0
481.0
1.3
(0.1)
482.2
251.5
51.3
(0.9)
50.4
–
–
–
–
50.4
(5.9)
44.5
(17.3)
27.2
(0.1)
27.1
18.1
8.7
–
118.1
458.0
(74.3)
501.8
32.8
416.0
448.8
1.7
51.3
501.8
236.4
2009
£m
435.4
7.4
(1.3)
6.1
(31.5)
–
–
(25.4)
(50.8)
(4.0)
(54.8)
3.4
(51.4)
1.0
(50.4)
0.2
8.3
–
118.8
461.8
(72.5)
508.1
32.5
387.8
420.3
2.3
85.5
508.1
223.4
19.9
17.9
16.3
10.2
1.4
108
23065.02 11 March 2014 9:16 AM Design Shell
Bodycote plc annual report for the year ended 31 December 2013 Independent auditor’s report
To the Members of Bodycote plc
We have audited the parent company financial statements of Bodycote plc for the year ended 31 December 2013 which comprise the
Parent Company Balance Sheet, Company Accounting Policies and the related notes 1 to 11. The financial reporting framework that
has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted
Accounting Practice).
This report is made solely to the company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our
audit work has been undertaken so that we might state to the company’s members those matters we are required to state to them in an
auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other
than the company and the company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
Respective responsibilities of directors and auditor
As explained more fully in the Directors’ Responsibilities Statement, the directors are responsible for the preparation of the parent company
financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit and express an opinion on the
parent company financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those
standards require us to comply with the Auditing Practices Board’s Ethical Standards for Auditors.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance
that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of:
whether the accounting policies are appropriate to the parent company’s circumstances and have been consistently applied and adequately
disclosed; the reasonableness of significant accounting estimates made by the directors; and the overall presentation of the financial
statements 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. In addition, we read all the financial and non-financial information in the annual report
to identify material inconsistencies with the audited financial statements. If we become aware of any apparent material misstatements or
inconsistencies we consider the implications for our report.
Opinion on financial statements
In our opinion the parent company financial statements:
give a true and fair view of the state of the company’s affairs as at 31 December 2013;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006.
Opinion on other matters prescribed by the Companies Act 2006
In our opinion:
the part of the Directors’ Remuneration Report to be audited has been properly prepared in accordance with the Companies Act 2006;
and
the information given in the Directors’ Report for the financial year for which the financial statements are prepared is consistent with the
parent company financial statements.
Matters on which we are required to report by exception
We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:
adequate accounting records have not been kept by the parent company, or returns adequate for our audit have not been received from
branches not visited by us; or
the parent company financial statements and the part of the Directors’ Remuneration Report to be audited are not in agreement with the
accounting records and returns; or
certain disclosures of directors’ remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit.
Other matter
We have reported separately on the group financial statements of Bodycote plc for the year ended 31 December 2013 and the information
in the Board Report on Remuneration that is described as having been audited.
Nicola Mitchell (Senior statutory auditor)
for and on behalf of Deloitte LLP
Chartered Accountants and Statutory Auditor
Manchester, UK
27 February 2014
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report Company balance sheet
At 31 December 2013
Fixed assets
Tangible fixed assets
Investments
Current assets
Debtors:
– due within one year
– due after one year
Cash at bank and in hand
Current liabilities
Creditors: Amounts falling due within one year
Net current assets
Total assets less current liabilities
Creditors: Amounts falling due after more than one year
Net assets
Capital and reserves
Called-up share capital
Share premium account
Other reserves
Profit and loss account
Shareholders’ funds
Note
2
3
4
4
5
5
7
7
7
7
2013
£m
6.7
393.2
399.9
14.9
5.6
–
20.5
(14.0)
6.5
406.4
(1.1)
405.3
33.1
177.1
133.9
61.2
405.3
2012
£m
4.6
393.2
397.8
15.7
7.9
0.3
23.9
(12.5)
11.4
409.2
(5.4)
403.8
33.1
177.1
129.6
64.0
403.8
The financial statements of Bodycote plc, registered number 519057, were approved by the Board of Directors and authorised for issue on
27 February 2014.
They were signed on its behalf by:
S.C. Harris
Director
D.F. Landless
Director
110
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Bodycote plc annual report for the year ended 31 December 2013 Company accounting policies
Accounting convention
The financial statements have been prepared under the historical cost convention and in accordance with applicable law and United
Kingdom accounting standards. The principal accounting policies are summarised below. They have all been applied consistently throughout
the year and the preceding year in dealing with items that are considered material in relation to the Company’s financial statements. In
accordance with Section 408 of the Companies Act 2006 a separate profit and loss account dealing with the results of the Company has
not been presented.
Going concern
The Directors have at the time of approving the financial statements a reasonable expectation that the Company has adequate resources to
continue in operational existence for the foreseeable future. Thus they continue to adopt the going concern basis of accounting in preparing
the financial statements. Further detail is contained in the Finance Director’s Report on page 23.
Investments
Investments are held at cost less provision for impairment.
Foreign currencies
Transactions in currencies other than pounds sterling are recorded at the rates of exchange prevailing on the dates of the transactions. At
each balance sheet date, monetary assets and liabilities that are denominated in foreign currencies are retranslated at the rates prevailing
on the balance sheet date. Non-monetary items that are measured in terms of historical cost in a foreign currency are not retranslated.
Gains and losses arising on retranslation are included in net profit or loss for the period.
Pension costs
For defined benefit and defined contribution schemes, the amount charged to the profit and loss account in respect of pension costs is the
contributions payable in the year. For further details see note 28 to the consolidated financial statements.
Leases
Assets held under finance leases and other similar contracts, which confer rights and obligations similar to those attached to owned assets,
are capitalised as tangible fixed assets and are depreciated over the shorter of the lease terms and their useful lives. The capital elements
of future lease obligations are recorded as liabilities, while the interest elements are charged to the profit and loss account over the period
of the lease to produce a constant rate of charge on the balance of capital repayments outstanding. Hire purchase transactions are dealt
with similarly, except that assets are depreciated over their useful lives.
Rental costs under operating leases are charged to the profit and loss account on a straight-line basis over the period of the lease.
The Company as lessor
Amounts due from lessees under finance leases are recorded as receivables at the amount of the Company’s net investment in the leases.
Finance lease income is allocated to accounting periods so as to reflect a constant periodic rate of return on the Company’s net investment
outstanding in respect of the leases.
Tangible fixed assets
Tangible fixed assets are stated at cost net of depreciation and any provision for impairment. Depreciation is provided on a straight-line
basis, to reduce the carrying value to the estimated residual value at the point of sale, at the following annual rates:
Fixtures and fittings
Software
10% to 20%
20% to 33%
Residual value is calculated on prices prevailing at the date of acquisition.
Taxation
Current UK corporation tax and foreign tax is provided at amounts expected to be paid (or recovered) using the tax rates and laws that have
been enacted or substantively enacted by the balance sheet date.
Deferred tax is recognised in respect of all timing differences that have originated but not reversed at the balance sheet date where
transactions or events that result in an obligation to pay more tax in the future or a right to pay less tax in the future have occurred at the
balance sheet date. Timing differences are differences between the Company’s taxable profits and its results as stated in the financial
statements that arise from the inclusion of gains and losses in tax assessments in periods different from those in which they are
recognised in the financial statements.
A net deferred tax asset is regarded as recoverable and therefore recognised only when, on the basis of all available evidence, it can
be regarded as more likely than not that there will be suitable taxable profits from which the future reversal of the underlying timing
differences can be deducted.
Deferred tax is measured at the average tax rates that are expected to apply in the periods in which the timing differences are expected to
reverse based on tax rates and laws that have been enacted or substantively enacted by the balance sheet date. Deferred tax is measured
on a discounted basis to reflect the time value of money over the period between the balance sheet date and the dates on which it is
estimated that the underlying timing differences will reverse. The discount rates used reflect the post-tax yields to maturity that can be
obtained on government bonds with similar maturity dates and currencies to those of the deferred tax assets or liabilities.
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report Company accounting policies continued
Related party transactions
The Company has taken advantage of the exemption contained in FRS 8 ‘Related Party Transactions’ not to disclose transactions or
balances with wholly-owned entities of the Group.
Share-based payments
The Company has applied the requirements of FRS 20 ‘Share-based Payment’.
The Company issues equity-settled share-based payments to certain employees. Equity-settled share-based payments are measured at fair
value at the date of grant. The fair value determined at the grant date of the equity-settled share-based payments is expensed on a straight-
line basis over the vesting period. At each balance sheet date, the Company revises its estimate of the number of equity instruments
expected to vest as a result of the effect of non-market based vesting conditions. The impact of the revision of the original estimates, if
any, is recognised in profit or loss such that the cumulative expense reflects the revised estimates with a corresponding adjustment to the
equity-settled employee benefits reserve.
112
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Bodycote plc annual report for the year ended 31 December 2013 Notes to the company financial statements
Year ended 31 December 2013
1. Profit/(loss) for the year
Bodycote plc reported a profit for the financial year ended 31 December 2013 of £21.0m (2012: loss of £7.6m restated for the adoption
of IAS 19 (revised) ‘Employee Benefits’).
The auditor’s remuneration for audit and other services is disclosed in note 3 to the consolidated financial statements.
Disclosure of individual directors’ remuneration, share interests, share options, long-term incentive schemes, pension contributions
and pension entitlements required by the Companies Act 2006 and those specified for audit by the Listing Rules of the Financial
Conduct Authority are shown in the tables in the Board Report on Remuneration on pages 47 to 61 and form part of these financial
statements.
2. Tangible fixed assets
Cost
At 1 January 2013
Additions
At 31 December 2013
Depreciation
At 1 January 2013
Charge for the year
At 31 December 2013
Net book value
At 31 December 2013
At 31 December 2012
3.
Investments
Cost
At 1 January 2013
At 31 December 2013
Provision for impairment
At 1 January 2013
At 31 December 2013
Net book value
At 31 December 2013
At 31 December 2012
Fixtures and
fittings
£m
Software
£m
0.8
–
0.8
0.3
0.1
0.4
0.4
0.5
8.3
2.6
10.9
4.2
0.4
4.6
6.3
4.1
Shares
£m
Sundry
investments
£m
400.0
400.0
7.4
7.4
392.6
392.6
0.6
0.6
–
–
0.6
0.6
Total
£m
9.1
2.6
11.7
4.5
0.5
5.0
6.7
4.6
Total
£m
400.6
400.6
7.4
7.4
393.2
393.2
The sundry investments relate to the Bodycote Investment Incentive Plan, as explained in the Board Report on Remuneration.
Details of principal subsidiary undertakings of the Company are shown on pages 116 to 117.
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Notes to the company financial statements continued
Year ended 31 December 2013
4. Debtors
Amounts falling due within one year:
Amounts owed by subsidiary undertakings
Corporation tax recoverable
Deferred taxation (note 6)
Other debtors and prepayments
Amounts falling due after more than one year:
Amounts owed by subsidiary undertakings
Other debtors
5. Creditors
Amounts falling due within one year:
Trade creditors
Amounts owed to subsidiary undertakings
Other taxes and social security
Other creditors
Accruals and deferred income
2013
£m
1.1
4.0
0.9
8.9
14.9
4.9
0.7
5.6
20.5
2013
£m
0.6
0.2
0.9
1.4
10.9
14.0
2012
£m
1.6
5.9
1.4
6.8
15.7
7.5
0.4
7.9
23.6
2012
£m
1.0
0.1
0.8
2.3
8.3
12.5
Amounts falling due after more than one year:
Amounts owed to subsidiary undertakings
1.1
5.4
6. Deferred tax asset
At 1 January 2013
Profit and loss charge
At 31 December 2013
Deferred tax is recognised as follows:
Other timing differences
Deferred tax asset
£m
1.4
(0.5)
0.9
2012
£m
1.4
1.4
2013
£m
0.9
0.9
114
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Bodycote plc annual report for the year ended 31 December 2013
7. Capital and reserves
Share capital:
Ordinary shares (allotted, called-up and fully paid)
At 1 January 2013
Allotted in the year
At 31 December 2013
Number of
shares
191,424,088
32,084
191,456,172
£m
33.1
–
33.1
Details of share options in issue on the Company’s share capital and share-based payments are set out in note 26 to the consolidated
financial statements.
Reserves:
At 1 January 2013
Dividends paid
Profit for the year
Share-based payments
Acquisition of own shares
Settlement of share options
At 31 December 2013
Share
premium
account
£m
177.1
–
–
–
–
–
177.1
Other
reserves
Profit and
loss account
£m
129.6
–
–
3.5
(3.5)
4.3
133.9
£m
64.0
(24.0)
21.0
–
–
0.2
61.2
Total
£m
370.7
(24.0)
21.0
3.5
(3.5)
4.5
372.2
The other reserves are stated after deducting £5.5m (2012: £11.3m) relating to shares held in the Bodycote International Employee
Benefit Trust. The Bodycote International Employee Benefit Trust holds Bodycote plc shares and satisfies awards made under various
employee incentive schemes when issuance of new shares is not appropriate.
At 31 December 2013 2,035,618 (2012: 4,373,136) ordinary shares of 17 ³/11p each were held by the Bodycote International Employee
Benefit Trust and, following recommendations by the employer, are provisionally allocated to satisfy awards under employee incentive
schemes. The trust waives payment of dividend. The market value of these shares was £13.6m (2012: £19.8m).
Included in other reserves is the capital redemption reserve of £129.4m (2012: £129.4m).
8. Contingent liabilities
The Company has guaranteed bank overdrafts, loans and letters of credit of certain subsidiary undertakings amounting to £6.7m
(2012: £47.2m).
9. Financial commitments
Annual commitments under non-cancellable operating leases are as follows:
Within one year
In the second to fifth years inclusive
After five years
2013
£m
0.3
0.7
–
1.0
2012
£m
0.3
0.8
0.1
1.2
Operating lease payments represent rentals payable by the Company for its land and buildings and motor vehicles.
10. Pension commitments
The Company participates in a Group defined benefit scheme, the details of which are disclosed in note 28 to the consolidated financial
statements. However, the Company is unable to identify its share of the underlying assets and liabilities and has therefore accounted
for the scheme as if it were a defined contribution scheme. Full disclosures concerning the scheme as required by IAS 19 (revised) are
set out in note 28 to the consolidated financial statements. These also satisfy the requirements of FRS17 ‘Retirement Benefits’.
The contributions made by the Company over the financial year to both the defined contribution and the defined benefit schemes
amounted to £0.3m (2012: £0.2m) and £0.4m (2012: £0.4m) respectively. As at 31 December 2013, contributions of £nil (2012: £nil) due
in respect of the current reporting period had not been paid over to the schemes.
11. Related party transactions
During the current and prior year, the Company has not entered into any transactions with related parties who are not wholly-owned
members of the Group.
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GovernanceAdditional Informationwww.bodycote.comStock code: BOYFinancial StatementsStrategic Report
Principal subsidiary undertakings
Except where stated, these companies are wholly-owned subsidiaries and have only one class of issued shares. Subsidiaries marked * are
held directly by Bodycote plc.
Thermal Processing – Heat Treatment and Metal Joining
Company name
Plants
Bodycote Heat Treatments Limited*
Cambridge, Chard, Coventry, Derby, Gillingham,
Great Barr, Hazel Grove, Macclesfield, Rotherham,
Skelmersdale, Stillington and Woodford
Bodycote Hardiff GmbH
Landsberg
Bodycote Wärmebehandlung GmbH
Ebersbach, Eching, Essen, Esslingen, Karben,
Korntal, Langenfeld, Langenselbold, Lüdenscheid,
Menden, Nürnberg, Otterfing, Remscheid, Sömmerda,
Sprockhövel and Wehingen
Bodycote Hardingscentrum BV
Diemen, Hengelo, Tilburg and Venlo
Bodycote Hardiff BV
Bodycote Värmebehandling AB
Bodycote SAS
Techniques Metallurgiques Avancees SAS
Nitruvid SAS
Bodycote Belgium SA
Bodycote Lämpökäsittely Oy
Bodycote Varmebehandling A/S
Bodycote Italia Srl
Apeldoorn
Göteborg, Hudiksvall, Karlskoga, Malmö, Mora,
Stockholm, Värnamo, Västerås and Vellinge
Ambazac, Amiens, Beaugency, Billy-Berclau,
Cernay, Chanteloup les Vignes, Chassieu, Condé sur
Noireau, Duttlenheim, Gemenos, Lagny sur Marne,
La Monnerie le Montel, La Talaudière, Le Subdray,
Neuilly en Thelle, Nogent, Pusignan, Serres Castet, St
Aubin les Elbeuf, St Nicolas d’Aliermont, St Rémy en
Mauges, Villaz and Voreppe
Metz-Tessy
Argenteuil
Brussels
Pieksämäki, Tampere, Vaasa and Vantaa
Ejby and Herlev
Gorgonzola
Bodycote Trattamenti Termici SPA
Madone and Rodengo
Bodycote Austria GmbH
Kapfenberg, Marchtrenk and Vienna
Bodycote Rheintal Wärmebehandlung AG
Bodycote Schweiz Wärmebehandlung AG
Schaan
Urdorf
Bodycote HT S.r.o
Bodycote Polska Sp z.o.o
Brno, Krnov, Liberec and Prague
Chelmno, Czestochowa, Swiebodzin, Warsaw and
Zabrze
Bodycote Tratamente Termice SRL
Bodycote Hökezelö KFT
Brasov and Cugir
Budapest
Bodycote Istas Isil Islem Sanayi ve Ticaret AS (79.3% owned) Ankara, Bursa, Istanbul and Izmir
Bodycote Thermal Processing, Inc.
Athens AL, Fremont, Huntington Park, Rancho
Dominguez, Santa Fe Springs, Vernon, Westminster
CA, Berlin, South Windsor, Suffield, Waterbury CT,
Conyers GA, Melrose Park IL, Elkhart, Fort Wayne,
Greensburg, Indianapolis IN, Wichita KS, Lafayette
LA, Ipswich, Worcester MA, Canton, Grand Rapids,
Holland, Livonia MI, Eden Prairie MN, Lumberton,
Reidsville NC, Laconia NH, Roselle NJ, Rochester
NY, Cincinnati, Cleveland, Columbus, London OH,
Oklahoma City, Tulsa OK, York PA, Fountain Inn SC,
Morristown TN, Arlington, Fort Worth, Houston TX,
New Berlin, Sturtevant WI
Country of
incorporation
England
Germany
Germany
Netherlands
Netherlands
Sweden
France
France
France
Belgium
Finland
Denmark
Italy
Italy
Austria
Liechtenstein
Switzerland
Czech Republic
Poland
Romania
Hungary
Turkey
USA
116
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Bodycote plc annual report for the year ended 31 December 2013 Thermal Processing – Heat Treatment and Metal Joining (continued)
Company name
Plants
Bodycote Thermal Processing Canada, Inc.
Kitchener and Newmarket ON
Bodycote Thermal Processing Mexico Limited
Guaymas and Silao, Mexico
Bodycote Brasimet Processamento Termico Ltda
Campinas, Joinville, Jundiaí and Sao Leopoldo
Bodycote Wuxi Technology Co. Limited
Bodycote (Ningbo) Heat Treatment Co. Limited
Wuxi
Ningbo
Bodycote (Jinan) Heat Treatments Technology Co. Limited
Jinan
Bodycote Metallurgical Services India Pvt Limited
Ranjangaon
Thermal Processing — Hot Isostatic Pressing
Company name
Bodycote H.I.P. Ltd*
Bodycote IMT Inc.
Bodycote Heiß-Isostatisches Pressen GmbH
Bodycote Hot Isostatic Processing NV
Bodycote SAS
Bodycote Hot Isostatic Pressing AB
Thermal Processing — Surface Engineering
Plants
Chesterfield and Hereford
Princeton KY, Andover MA, London OH and Camas WA
Haag
Sint-Niklaas
Magny-Cours
Surahammar
Company name
Plants
Bodycote Surface Technology Limited*
Bodycote K-Tech, Inc.
Bodycote Ytbehandling AB
Bodycote Singapore Pte Ltd
Knowsley, Newport, Neath, Skelmersdale,
Stonehouse, Wolverhampton and Dubai
Hot Springs AR and Houston TX
Katrineholm, Karlstad and Västra Frölunda
Singapore
Country of
incorporation
Canada
England
Brazil
China
China
China
India
Country of
incorporation
England
USA
Germany
Belgium
France
Sweden
Country of
incorporation
England
USA
Sweden
Singapore
.
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117
GovernanceFinancial Statementswww.bodycote.comStock code: BOYAdditional InformationStrategic Report Shareholder enquiries
Enquiries on the following administrative matters can be addressed to the Company’s registrars at The Registry, 34 Beckenham Road,
Beckenham, Kent BR3 4TU. Telephone 0871 664 0300 (calls to 0871 numbers cost 10p per minute plus network extras – lines are open
8.30am until 5.30pm, Monday to Friday) or +44 (0)208 639 3399; fax: +44 (0)1484 600911; and email: shareholderenquiries@capita.co.uk.
Change of address
Lost share certificates or dividend cheques
Dividend mandates
Amalgamation of holdings
Forms for some of these matters can be downloaded from the registrars’ website at www.capitaassetservices.com. Shareholders can
easily access and maintain their shareholding online by registering at www.capitashareportal.com. To register shareholders will require their
investor code, which can be located on a share certificate or tax voucher.
Share dealing service
Information on a low cost share dealing service offered by our registrar is available from Capita on 0871 664 0364 (calls cost 10p per minute
plus network extras; lines are open 8.00am to 4.30pm, Monday to Friday). For the online service, Capita’s commission rates are 1% of the
value of the deal (minimum charge £21.00) and for the telephone service, Capita’s commission rates are 1.50% of the value of the deal
(minimum charge £28.50). Maximum deal size for online trades is £25,000. Rates for deals above £25,000 will be advised at the time of
dealing.
Dividend reinvestment plan (‘DRIP’)
This plan allows you to use your dividends to buy further shares in Bodycote plc. For any shareholders who wish to re-invest dividend
payments in the Company, a facility is provided by Capita Asset Services in conjunction with Capita Registrars. Under this facility, cash
dividends are used to purchase additional shares. Shares are bought on the dividend payment date at the current market price. Any cash left
over which is insufficient to purchase a whole share will be carried forward and held without interest, in a Client Money bank account. Any
shareholder requiring further information should contact Capita on 0871 664 0381 (calls cost 10p per minute plus any network extras from
within the UK; lines are open from 9.00am to 5.30pm Monday to Friday), or from overseas on +44 (0)208 639 3402; fax: +44 (0)208 639
1023. Email: shares@capita.co.uk or visit www.capitaassetservices.com.
Overseas shareholders
If you live outside the UK, Capita has partnered with Deutsche Bank to provide you with a service that will convert your sterling dividends
into your local currency at a competitive rate. You can choose to receive payment directly into your local bank account, or alternatively, you
can be sent a currency draft. You can sign up for this service on the Share Portal (by clicking on ‘your dividend options’ and following the
on screen instructions) or by contacting the Customer Support Centre. For further information contact Capita on 0871 664 0385 (UK calls
cost 10p per minute plus network extras), or from overseas on +44 (0)208 639 3405. Lines are open 9.00am to 5.30pm, Monday to Friday,
excluding public holidays. Email: ips@capita.co.uk.
Duplicate share register accounts
If you are receiving more than one copy of our report, it may be that your shares are registered in two or more accounts on our register of
members. If that was not your intention you might consider merging them into one single entry. Please contact Capita who will be pleased
to carry out your instructions.
Shareholder analysis
Analysis of share register as at 17 February 2014:
Holding range
1 to 1,000
1,001 to 10,000
10,001 to 100,000
100,001 to 500,000
500,001 and over
Type of shareholders
Directors’ interests
Major institutional and corporate holdings
Other shareholdings
Number of
shareholders
952
915
241
85
73
Number of
shares
401,338
2,864,501
8,049,627
18,901,711
161,238,995
%
42.0
40.4
10.6
3.8
3.2
%
0.2
1.5
4.2
9.9
84.2
2,266
100.0
191,426,172
100.0
% of
shareholders
% of total
shares
0.4
29.4
70.2
100.0
0.7
97.7
1.6
100.0
118
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Bodycote plc annual report for the year ended 31 December 2013 As at 17 February 2014 the following voting rights in the Company had been notified in accordance with the Disclosure and Transparency
Rules.
Standard Life Investments Ltd
Baillie Gifford & Co
Black Rock Inc.
Schroders plc
Norges Bank
Kames Capital
Number of
shares
28,748,101
9,402,000
9,354,379
9,169,630
7,647,875
5,978,494
%
15.0
4.9
4.9
4.8
4.0
3.1
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119
GovernanceFinancial Statementswww.bodycote.comStock code: BOYAdditional InformationStrategic Report Company information
Advisers
Auditor
Deloitte LLP
Principal Bankers
HSBC Bank plc, Barclays Bank PLC, The Royal Bank of Scotland plc, Svenska Handelsbanken AB, Lloyds TSB Bank plc, UniCredit Bank AG,
ING Bank NV, Wells Fargo Bank, NA and KBC Bank NV
Solicitors
Eversheds LLP and Herbert Smith LLP
Financial calendar
Annual General Meeting
Final dividend for 2013
Interim results for 2014
Interim dividend for 2014
Results for 2014
29 April 2014
2 May 2014
July 2014
November 2014
February 2015
120
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Bodycote plc annual report for the year ended 31 December 2013 To view the Bodycote Annual Report online visit
http://bodycote.annualreport2013.com
23065.02 11 March 2014 1:46 PM Design Shell
www.bodycote.com
For the online version of this report go
to bodycote.annualreport2013.com
B
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Bodycote plc
Springwood Court
Springwood Close
Tytherington Business Park
Macclesfield
Cheshire
SK10 2XF
Tel: +44 (0)1625 505300
Fax: +44 (0)1625 505313
Email: info@bodycote.com
© Bodycote plc 2014
Produced by Jones and Palmer
www.jonesandpalmer.co.uk
23065.02 11 March 2014 1:46 PM Design Shell