Burckhardt Compression
Annual Report 2020

Plain-text annual report

ANNUAL REPORT 2020 AT A GLANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION AT A GLANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 3 FURTHER IMPROVEMENT IN PROFITABILITY Despite the coronavirus pandemic, 2020 was characterized by higher sales, a further improvement in operating income, and a clear year-on-year increase in net income. Order intake also went up in spite of the challenges. CHF mn 700 600 500 400 300 200 ORDER INTAKE SALES OPERATING INCOME (EBIT) CHF 676.6 MN CHF 658.6 MN CHF 60.8 MN 100 NET INCOME 18 17 16 0 CHF 47.2 MN CHF mn 700 600 500 400 300 200 100 0 CHF mn CHF mn CHF mn CHF mn CHF mn CHF mn CHF mn CHF mn CHF mn CHF mn CHF mn 19 20 16 17 18 19 20 16 17 18 19 MILESTONES IN 2020 CHF mn 80 70 60 50 40 30 20 10 0 CHF mn COMPLETE TAKEOVER OF SHENYANG YUANDA COMPRESSOR On March 2016, Burckhardt Compression took a 60% stake in Shenyang Yuanda Compressor, based in Shenyang, China. In February 2021 it acquired the remaining 40% as planned. The leading Chinese manufacturer of recipro- cating compressors has extended Burckhardt Compression’s local presence to new market segments, has broadened its product port- folio so it can address a wider range of mar- ket needs, and has been providing immediate access to a well-established local supply 19 chain. 160 140 120 100 80 60 40 20 0 –20 –40 –60 –80 –90 –100 16 17 18 20 19 % 100 80 60 0 40 20 SPI –20 BCHN Apr 20 May 20 Jun 20 Jul 20 10-YEAR SERVICE CONTRACT FOR 9 LNG TANKERS International company BW LNG has signed a ten-year service contract with Burckhardt Compression for nine liquefied natural gas (LNG) tankers with Laby®-GI compressors. This marks a real milestone for Burckhardt Compression as it seeks to offer life-cycle solutions tailored to customer needs. The contract covers on-board services that will add value to the operation of the vessels, including lower life cycle costs, operational efficiency and preventive maintenance. Aug 20 Sep 20 20 NEW SERVICE CENTER IN SWEDEN The Service Center in Sweden, which was originally opened in partnership with Kompres- sorteknik is now a Burck- hardt Compression-owned subsidiary. This allows us to provide faster and better service to customers in Swe- den and the other Nordic countries. 20 BOIL-OFF GAS COMPRESSORS REDUCE SULFUR DIOXIDE AND CO2 EMISSIONS FROM CONTAINER SHIPS Burckhardt Compression received an order for eight low-pressure compressor systems for the management of boil-off gas (BOG). The systems are destined for two container ships, each with a capacity of 14,000 TEU (20-foot standard containers) and two container ships, each with 690 FEU (40-foot standard con- tainers). All these ships are equipped with low-pressure systems and are being built at a Chinese shipyard, with an option for a further 16 ships. HYDROGEN LIQUE- FACTION PLANT IN SOUTH KOREA 67.9% Burckhardt Compression won the order to build compres- sors for a new hydrogen liquefaction plant in South Korea. The two BCS API 618 23.8% process gas compressors will be used to compress hydro- gen as part of the liquefac- tion process. The new lique- faction plant is part of South Korea’s strategy to maintain its position as a world leader in the development of hydro- gen as a clean energy source. Scheduled to start production in 2023, the plant will be able to produce five tons of liquefied hydrogen per day to supply the country’s hydrogen filling stations. Oct 20 Nov 20 Dec 20 Jan 21 Feb 21 Mar 21 COMPRESSOR SYSTEM FOR NETWORK OF HYDROGEN FILLING STATIONS IN CALIFORNIA US company First Element Fuel Inc. is developing a network of hydrogen filling stations in collaboration with the state of California and various industry partners. To this end, the company placed an order with Burckhardt Compression to supply a com- pressor system for a hydrogen refilling plant in Northern California, which will extend periods between service intervals. The system is being built in Pune, India, with a shortened delivery time to fit with the overall project timetable. 700 600 500 700 600 500 CHF mn CHF mn 700 700 600 600 CHF mn 400 CHF mn 400 500 500 400 400 300 300 200 200 100 100 0 0 16 16 17 17 18 18 19 19 20 20 80 300 70 200 60 100 50 0 40 17 30 20 18 16 19 80 300 70 200 60 100 50 0 40 17 20 30 20 60 70 60 70 10 0 CHF mn 10 NET FINANCIAL POSITION 0 CHF mn CHF 350 -82.4 MN 17 350 300 300 50 19 16 20 17 18 18 16 40 50 40 30 20 30 20 19 250 250 10 10 0 0 CHF mn 200 CHF mn 200 16 16 17 17 18 18 19 19 20 80 70 60 50 40 30 20 10 0 80 70 60 50 40 30 20 10 80 70 CHF mn CHF mn 60 700 700 600 50 500 40 400 600 500 400 30 300 300 200 100 0 200 20 100 10 0 0 16 16 17 17 18 19 20 20 18 19 0 80 70 60 50 40 30 20 10 0 CHF mn CHF mn 80 80 70 70 60 60 50 50 40 40 30 30 20 20 10 10 0 0 16 16 17 17 18 18 19 19 20 20 350 300 250 200 150 100 50 0 18 16 19 17 20 18 19 20 16 17 18 16 19 17 20 18 16 19 17 20 18 19 16 20 17 18 19 20 16 17 18 CHF mn CHF mn 80 80 CHF mn CHF mn 350 350 CHF mn CHF mn 160 140 120 100 80 60 40 20 0 –20 –40 –60 –80 –90 –100 160 140 120 100 80 60 40 20 0 –20 –40 –60 –80 –90 –100 FISCAL YEAR 2020 +67.9% 16 16 17 17 18 18 19 19 20 20 300 300 50 100 150 200 CHF mn CHF mn 250 250 TOTAL SHAREHOLDER RETURN CHF mn SINCE IPO 20 200 160 160 +380.6% 150 140 140 120 120 100 100 100 50 80 80 0 60 60 40 40 20 20 0 0 –20 –20 –40 –40 –60 –60 % –80 –80 600 –90 –90 –100 –100 500 160 140 120 100 80 60 18 19 40 20 0 –20 –40 –60 –80 –90 –100 100 100 500 600 16 17 17 18 19 20 16 20 % % % 0 20 380.6% 16 19 380.6% 17 20 80 18 60 80 16 19 60 300 300 BCHN BCHN 200 200 100 100 0 0 141.1% 141.1% 40 40 20 0 20 SPI 0 SPI (100) SPI SPI –20 –20 BCHN BCHN % 600 500 400 300 200 100 BCHN 380.6% 141.1% 0 67.9% 67.9% (100) SPI Jun 06 23.8% 23.8% Jun 13 Jun 20 18 16 19 17 20 18 19 20 400 400 16 17 18 17 20 18 19 20 700 600 500 700 600 500 CHF mn 400 CHF mn 400 700 300 600 200 500 100 400 0 700 300 600 200 500 100 400 0 700 600 500 400 300 200 100 0 16 17 300 18 16 19 17 20 300 18 16 19 17 20 18 19 20 16 200 100 16 17 18 16 19 17 20 18 19 20 16 CHF mn CHF mn 0 200 100 SHAREHOLDERS’ EQUITY 0 CHF mn CHF mn CHF 18 17 20 80 219.6 MN 300 350 19 16 20 17 18 19 70 60 CHF mn CHF mn 50 CHF mn 50 CHF mn 40 350 30 300 20 250 10 200 0 CHF mn CHF mn 700 600 500 400 300 200 100 0 80 70 60 50 40 30 20 10 0 700 600 500 400 300 200 100 0 80 70 60 50 40 30 20 10 0 700 600 500 400 300 200 100 0 80 70 60 50 40 30 20 10 0 80 70 60 40 350 30 300 20 250 10 200 0 100 50 0 % 600 500 400 300 200 100 0 % 600 500 400 200 100 0 250 200 150 100 50 0 160 150 140 120 100 100 80 50 60 40 0 20 0 –20 –40 –60 –80 –90 –100 17 18 16 19 160 150 140 120 100 100 80 50 60 40 0 20 0 –20 –40 –60 –80 –90 –100 17 20 16 17 150 18 16 19 17 20 150 18 16 19 17 20 18 19 20 16 100 50 0 16 17 18 16 19 17 20 18 19 20 16 17 18 19 16 20 17 18 19 20 16 17 18 19 16 20 17 18 19 Jun 06 Jun 06 Jun 13 Jun 13 Jun 20 Jun 20 Apr 20 Apr 20 May 20 Jun 20 Jul 20 May 20 Jun 20 Jul 20 Aug 20 Aug 20 Sep 20 Sep 20 Oct 20 Nov 20 Dec 20 Jan 21 Feb 21 Mar 21 Oct 20 Nov 20 Dec 20 Jan 21 Feb 21 Mar 21 % 600 500 400 % 600 500 400 % 600 500 400 % 100 % 100 380.6% 380.6% 80 380.6% 80 300 % 300 BCHN % 300 BCHN BCHN 200 100 200 100 200 60 40 60 40 (100) 20 % 100 80 60 40 67.9% 67.9% 67.9% 23.8% 23.8% 23.8% 300 BCHN BCHN 380.6% 100 80 380.6% 0 60 (100) 40 Jun 06 100 0 80 60 141.1% 100 0 141.1% 20 141.1% 20 SPI SPI 0 0 20 67.9% SPI 0 67.9% SPI (100) SPI (100) SPI –20 BCHN –20 BCHN –20 BCHN 40 Jun 06 Jun 13 20 0 141.1% 141.1% 20 SPI SPI 0 (100) SPI (100) SPI –20 BCHN –20 BCHN Jun 06 Jun 06 Jun 13 Jun 13 Jun 20 Apr 20 Jun 20 May 20 Jun 20 Jul 20 Apr 20 May 20 Jun 20 Jul 20 Aug 20 Sep 20 Oct 20 Nov 20 Dec 20 Jan 21 Feb 21 Mar 21 Oct 20 Nov 20 Dec 20 Jan 21 Feb 21 Mar 21 Aug 20 Sep 20 Jun 06 Jun 13 Jun 20 Jun 13 Apr 20 Jun 20 May 20 Jun 20 Jul 20 Apr 20 May 20 Jun 20 Jul 20 Aug 20 May 20 Jun 20 Jul 20 Oct 20 Nov 20 Dec 20 Jan 21 Feb 21 Mar 21 Oct 20 Nov 20 Dec 20 Jan 21 Feb 21 Mar 21 Oct 20 Nov 20 Dec 20 Jan 21 Feb 21 Mar 21 Aug 20 Aug 20 Sep 20 Sep 20 Sep 20 Apr 20 Jun 20 23.8% 23.8% 24 ABOUT US | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION ABOUT US | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 5 ALWAYS CLOSE TO OUR CUSTOMERS Burckhardt Compression is the worldwide market leader for reciprocating compressor systems and the only manufacturer and service provider that covers a full range of reciprocating compressor technologies and services. GLOBAL MARKET LEADER FOR RECIPROCATING COMPRESSORS AND SERVICES 34 SUBSIDIARIES WORLDWIDE MORE THAN 2’500 EMPLOYEES IN OVER 80 COUNTRIES WORLDWIDE Agents Agents Burckhardt Compression Manufacturing/Assembly Locations 1844 Burckhardt Compression ESTABLISHED Manufacturing/Assembly Locations IN SWITZER- LAND Burckhardt Compression Subsidiaries, Associates and Service Centers Burckhardt Compression Subsidiaries, Associates and Service Centers Burckhardt Compression Manufacturing/Assembly Locations Burckhardt Compression Subsidiaries, Associates and Service Centers CHF 658.6 MN SALES IN 2020 REPRESENTED ON ALL CONTINENTS 3 MANUFACTURING SITES 5 ASSEMBLY LOCATIONS Its customized compressor systems are used in the gas gathering and processing, gas transport and storage, refinery, chemical, petro- chemical as well as in the industrial gas/hydrogen mobility and energy sectors. Burckhardt Compression’s leading technology, broad portfolio of compressor components and full range of services help customers around the world find the optimized solution for their reciprocating compressor systems. Since 1844 its highly skilled workforce has crafted superior solutions and set the benchmark in the gas compression industry. VISION MISSION GUIDING PRINCIPLES CUSTOMERS We are our customers’ first choice for gas compression solutions across the entire product life cycle. Systems Division: We provide optimum gas compression solutions for every customer. Services Division: We love to provide services that matter. Hands-on. In response to the Group’s substantial growth in recent years and its ongoing interna- tionalization, Burckhardt Compression has developed a uniform “Values and Behav- iors” document. This sets out the basic principles of our corporate culture and takes into account the intensified virtual way that our various global subsidiaries and sites collaborate with each other. In this context it is vital that all our employees share a common understanding of the values and principles that guide our actions. Our customer base includes some of the largest, most famous, and most innovative companies in the world. We serve – energy companies, – natural gas transportation and storage companies (onshore and offshore) – customers in the marine sector – H2 processing industries – petrochemical/chemical companies – industrial gas companies – general engineering compa- nies that design and con- struct production lines or entire plants for our end customers 6 CONTENTS | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION CONTENTS | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 7 CONTENTS 2 FURTHER IMPROVEMENT IN PROFITABILITY 3 MILESTONES IN 2020 4 ALWAYS CLOSE TO OUR CUSTOMERS 8 TO OUR SHAREHOLDERS 11 FIGURES 16 OUR COMPANY 16 17 18 20 History, Burckhardt Compression brand Product development and innovation, Main application areas Compressor systems Service and components business 22 OUR STRATEGY 22 23 24 Integrated business model, Resilience Mid-Range plan for 2018 to 2022, Energy mix and megatrends, Brand managment, Customers Employees, Acquisitions, Capacity, Research and development 30 SYSTEMS DIVISION: REVIEW OF THE FISCAL YEAR 31 32 Markets Distribution, Infrastructure, Outlook 38 SERVICES DIVISION: REVIEW OF THE FISCAL YEAR 39 40 Markets, Sales further strengthened New service centers, Outlook 46 46 47 48 52 54 SUSTAINABILITY REPORT Commitment, Stakeholders and risk management Economic sustainability Social sustainability Environmental sustainability Enhanced focus on sustainability 56 CORPORATE GOVERNANCE 56 57 58 64 67 68 69 69 71 73 75 76 Group structure and shareholders Capital structure Board of Directors Executive Management Compensation, shareholdings and loans, Shareholders’ participation rights, Changes of control and defensive measures, Auditors Information Policy COMPENSATION REPORT Basis, Compensation policy, Organization, duties, and powers, Compensation system Compensation paid with comparative figures for the previous year Overview of shareholdings and distributed shares Transactions with the Board of Directors, the Executive Management, and related parties, Motions for the Annual General Meeting, Evaluation of the compensation system Report of the statutory auditor on the compensation report FINANCIAL STATEMENTS OF BURCKHARDT COMPRESSION HOLDING AG, WINTERTHUR 112 Report on the statutory auditor on the audit of the financial statements 116 IMPRINT 78 FINANCIAL REPORT 106 78 79 80 81 82 83 84 102 Comments on financial report, Sales and gross profit, Operating income Financial income and tax expenses, Net income, Balance sheet, Cash flow Consolidated income statement Consolidated balance sheet Consolidated cash flow statement Consolidated statement of changes in equity Notes to the consolidated financial statements Report on the statutory auditor on the audit of the consolidated financial statements 8 TO OUR SHAREHOLDERS | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION TO OUR SHAREHOLDERS | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 9 TO OUR SHAREHOLDERS DEAR SHAREHOLDERS Despite the coronavirus pandemic, 2020 was characterized by higher sales, a further improvement in operating income and a clear year-on-year increase in net income. Order intake also went up in spite of the challenges. The company was quick to activate a comprehensive crisis management program, allow- ing it to counter the effects of the coronavirus pandemic effec- tively. Its highest priority at all times has been to safeguard the health of its employees and their families, as well as that of its customers and business partners. Markets recover at different speeds Temporary lockdowns in all parts of the world dominated the entire 2020 fiscal year. Asian markets, especially China, but also Central Asia, recovered the fastest. European business also regained ground and produced interesting contracts for us. The USA was comparatively hard hit by the pandemic-related economic downturn and only slowly began to recover toward the end of the 2020 fiscal year. Group: further improvement in profitability Despite the coronavirus pandemic, Group order intake in 2020 rose 11.4% year-on-year to CHF 676.6 mn – or 8.5% before the acquisitions of Arkos Field Services (Arkos) and the compressor business of The Japan Steel Works (JSW). Sales for the 2020 fiscal year amounted to CHF 658.6 mn, an increase of 4.6% on the previous year (1.6% before acquisitions). Gross profit increased by 10.9% to CHF 166.2 mn, giving a higher gross profit margin of 25.2% (previous year 23.8%). Consolidated operating profit (EBIT) rose to CHF 60.8 mn (previous year CHF 54.8 mn), representing an EBIT margin of 9.2% (previous year 8.7%). Group net income came to CHF 47.2 mn, beating the prior-year figure of CHF 39.9 mn by a substantial 18.4%. Owing to the improved financial results and the acquisi- tion of all the remaining shares of Shenyang Yuanda Compres- sor in January 2021, earnings per share for shareholders in Burckhardt Compression Group increased significantly from CHF 9.56 to CHF 13.00. Selling, marketing and general administrative expenses amounted to CHF 93.1 mn (14.1% of sales). Despite the inclusion of a full year of Arkos Field Services (previous year only four months), this is CHF 0.1 mn less than in fiscal year 2019. Research and development expenses rose by CHF 4.8 mn to CHF 15.4 mn due to the higher number of ongoing projects, including those involving innovative applications such as new marine solutions and H2 mobility and energy. Other operating income came to CHF 3.1 mn. This reduction of CHF 5.6 mn compared to the pre- vious year is largely attributable to currency translation effects and lower state subsidies in China. Total assets at the end of March 2021 amounted to CHF 797.5 mn, which is 9.7% lower than at the end of March 2020 (close of the 2019 fiscal year). This reduction was mainly due to a reduc- tion of property, plant and equipment as well as inventories. The net financial position at the end of the 2020 fiscal year amounted to CHF –82.4 mn (CHF –91.7 mn at the close of the 2019 fiscal year). Work in progress pre-financed by customer advance payments improved to CHF 11.5 mn from CHF –47.0 mn at the end of March 2020. The equity ratio lowered to 27.5% (previous year: 36.0%) mainly as a result of the derecognition of minorities from the acquisition of the remaining 40% of Shenyang Yuanda and the goodwill offset from the acquisition of the JSW compressor business. Systems Division: Higher order intake, increased sales and significantly higher EBIT After a weak first half, order intake at the Systems Division increased significantly in the second half of the year to reach CHF 404.6 mn (+12.0%, no impact from acquisitions). This will lead to much higher capacity utilization in the second half of the 2021 fiscal year. Owing to the high backlog in recent years, sales during the 2020 fiscal year increased by 5.5% (no impact from acquisitions) to CHF 409.8 mn. Gross profit went up 38.1% to CHF 59.1 mn, resulting in a gross profit margin of 14.4% (pre- vious year 11.0%, incl. final additional costs incurred in the LNGM business). The division more than doubled its EBIT mar- gin from 1.7% in the previous year to 3.9% for the 2020 fiscal year. As expected, the figure was much lower in the second half of the year than in the first. Services Division: Higher order intake and sales, slightly lower EBIT Order intake at the Services Division rose to CHF 272.1 mn, which is 10.5% higher compared to the previous year (increase of 3.1% before acquisitions). The prior-year figure does not include the compressor business of JSW and only includes four months of Arkos. As already mentioned in the half-year report, the order intake figure includes several major orders in the engineering/revamp/repair sector, as well as one order for a 10-year service partnership in the marine business. Pandemic- related travel restrictions had a significant impact, especially in the first quarter of the financial year. They had a particularly strong effect on the field services business and on the Service Centers, some of which had to be closed temporarily. In the USA, the unfavorable business environment was made even worse by the coronavirus, leading to a significant drop in demand in segments traditionally targeted by Arkos. Their downstream business, by contrast, expanded slightly. Sales in the Services Division grew by 3.1% (–5.1% before acquisitions) to CHF 248.8 mn. As expected, profit margins in the second half of 2020 were higher than in the first half but could not match the previous year’s figures. Gross profit remained almost unchanged at CHF 107.1 mn (previous year CHF 107.0 mn). The division’s gross profit margin slipped from 44.3% to 43.0%, mainly because of margin dilution resulting from the Arkos consolidation. EBIT fell by CHF 3.5 mn and includes a negative contribution from Arkos of CHF –2.0 mn. The EBIT margin decreased from 22.7% to 20.6%, mainly due to lower sales in the wake of the coronavirus pandemic, especially in Field Services, and to the temporary closure of some Service Centers. This inevitably led to lower gross profit as well as reduced capacity utilization. Acquisitions The organizational integration of Arkos Field Services is on track despite corona-related restrictions. In addition to struc- tural adjustments, two underutilized and unprofitable sites were closed. Arkos will continue to expand its downstream business in order to improve profitability. The results of the subsidiaries in the US include a contribution from corona-related government support programs. Following the completion on schedule at the end of Septem- ber 2020 of Shenyang Yuanda Compressor’s new factory in Shenyang, China, we acquired the remaining shares of Shenyang Yuanda Compressor in February 2021, so the company is now a wholly-owned subsidiary. The change of management went smoothly, as did further operational integration of the business into the Chinese and global management structures. On April 21, 2020 we completed the acquisition of JSW’s global compressor business, and we are now in the final phase of its integration. Main application areas and innovations Business with the petrochemical/chemical industry, gas trans- port and storage, and industrial gas has recovered and returned to pre-pandemic levels. We also took further orders in the LNGM and LPGM maritime sector and achieved initial successes with our newly developed compact marine compressor. Hydrogen Mobility and Energy – an application area that is growing in importance for us – saw a substantial increase in activity during the 2020 fiscal year. Some orders have already been taken for H2 mobility and energy applications. Accelerated digitalization The pandemic has given further impetus to the process of digi- talization. Customer acceptance test for example took place over video for the first time. Owing to the travel restrictions, our engineers conducted all the required tests on compressors in the workshop. Acceptance inspectors then assessed the results over video. Burckhardt Compression also developed Remote Support service that was put into practice with a first customer. The service will be fully integrated into the service portfolio from 2021. It allows customers to request support from our experts via Hololens – augmented reality smart- glasses – or tablets, and is ATEX-compliant in environments where there is a risk of explosion. The experts direct local main- tenance crews and issue precise instructions for each subse- quent stage in the process. This is another facility that helps us provide customers with access to our expert knowledge any- time and from anywhere. Demand for digital services is growing all the time, and we will continue to expand these. Expanded focus on sustainability and ESG Burckhardt Compression has a consistent and comprehensive commitment to sustainability, which is reflected in its strategic objectives as well as in its operating business. We are aware of our economic, social, and environmental responsibilities. We are further developing a sustainability strategy for the coming years. Based on a materiality analysis, we have augmented and expanded our previous goals, which focused mainly on improv- ing the product portfolio, services, and our attractiveness as an employer. The next annual report will be the first to include a Sustainability Report that will be revised and structured in accordance with international standards and that takes account of various ESG (environmental, social and governance) ratings. Outlook for the 2021 fiscal year as a whole Based on expected delivery dates for orders received in fiscal years 2019 and 2020, we currently expect group sales of between CHF 620 mn and CHF 650 mn for fiscal year 2021 as a whole, as well as slightly higher profit margins compared with the previous year. This is based on the assumptions that there is no further major outbreak of the coronavirus in markets rele- vant to Burckhardt Compression and that the economic recovery continues. Due to the distribution of order intake in the Systems Divi- sion in fiscal year 2020, sales in 2021 will be second-half loaded. Since the coronavirus impacted the order intake in the first half of fiscal year 2020 significantly, sales for the same period in 2021 will be lower. We expect the Services Division to record greater order intake as well as higher sales in the 2021 fiscal year following the easing of travel restrictions. The field service business and our Service Centers in particular will see better capacity utili- zation, while profitability at Arkos will continue to improve. Mid-Range Plan 2018–2022 Under the assumptions that there is no further major outbreak of the coronavirus in markets relevant to Burckhardt Compression and that the economy will continue to recover, Burckhardt Com- pression is confirming its sales target for the 2022 fiscal year of CHF 700 mn and its EBIT margin target of between 10% and 15%. We expect the sales split between the two divisions to shift from our original expectation, with the proportion contributed by the Systems Division overtaking that of the Services Division. Dividend The Board of Directors will propose a dividend of CHF 6.50 per share (CHF 6.00 in the previous year) at the annual general meeting. This corresponds to a payout ratio of 50.0% of net income per share (previous year: 62.8%). Due to the desire to strengthen the future equity ratio the payout ratio is at the lower end of the target range of 50% to 70%. 10 TO OUR SHAREHOLDERS | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION TO OUR SHAREHOLDERS | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 11 Thanks Above all we would like to say a big thank you to our employees around the world. The coronavirus pandemic meant that the 2020 fiscal year presented exceptional challenges over and above our normal day-to-day business. Our employees had to show great flexibility as they continued to serve our customers with the least possible disruption. We would also like to thank all of our shareholders and customers for their continued trust. With best wishes Ton Büchner Chairman of the Board of Directors Marcel Pawlicek CEO Winterthur, June 1, 2021 Ton Büchner Marcel Pawlicek Sales Gross profit in % of sales Sales Gross profit in % of sales Sales Gross profit in % of sales Operating income (EBIT) in % of sales Operating income (EBIT) in % of sales Operating income (EBIT) in % of sales FIGURES in CHF mn Order intake: – Systems Division – Services Division Total Sales and gross profit: – Systems Division – Services Division Total Operating income (EBIT): – Systems Division – Services Division Total Net income in % of sales Depreciation and amortization Cash flow: – from operating activities – from investing activities – from financing activities (incl. translation differences) Total Total balance sheet assets Non-current assets Current assets Shareholders’ equity in % of total balance sheet assets Net financial position (in CHF mn) Headcount as per end of fiscal year (full-time equivalents) Total remuneration Board of Directors (in TCHF) Total remuneration Executive Management (in TCHF) Share price as per end of fiscal year (in CHF) Market capitalization (in CHF mn) Market capitalization/shareholders’ equity (ratio) Net income per share (EPS) (in CHF) Dividend per share (in CHF) Number of issued shares 1 Motion to the Annual General Meeting 2019 2020 Change 2019/2020 361.2 246.1 607.3 388.3 42.8 11.0% 241.3 107.0 44.3% 629.6 149.8 23.8% 6.4 1.7% 54.7 22.7% 54.8 8.7% 39.9 6.3% 20.5 50.7 –49.7 6.3 7.3 883.0 234.1 648.9 317.5 36.0% –91.7 2’621 573 2’893 192.40 654.2 2.1 9.56 6.00 404.6 272.1 676.6 409.8 59.1 14.4% 248.8 107.1 43.0% 658.6 166.2 25.2% 16.2 3.9% 51.2 20.6% 60.8 9.2% 47.2 7.2% 21.1 132.2 –40.4 –106.7 –14.9 797.5 211.0 586.5 219.6 27.5% -82.4 2'538 610 3’147 315.00 1’071.0 4.9 13.00 6.501 3’400’000 3’400’000 12.0% 10.5% 11.4% 5.5% 38.1% 3.1% 0.1% 4.6% 10.9% 151.2% –6.3% 11.0% 18.4% 2.7% 160.7% –9.7% –9.9% –9.6% –30.8% –3.2% 6.5% 8.8% 63.7% 63.7% 136.7% 36.0% 8.3% 12 13 SUSTAINABLE VALUE CREATION, DRIVING INNOVATION FORWARD MORE PROJECTS SUCCESSFULLY COMPLETED WITHIN THE SCOPE OF THE MID-RANGE PLAN Hydrogen mixtures must be compressed oil-free for many industrial applications to avoid conta- minating the gas. However, the absence of oil lubrication reduces the service life of wearing parts and shortens the maintenance cycle. This year, Burckhardt Compression proved that new sealing technologies can solve this issue, thus overcoming an important challenge in the compression of hydrogen mixtures. A compressor with this sealing technology achieved 27’000 trouble-free operating hours at the customer’s site, which corresponds to more than three years of operation. 14 15 16 OUR COMPANY | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION OUR COMPANY | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 17 OUR COMPANY HISTORY The history of our company begins 177 years ago. Company founder Franz Burckhardt lays the cornerstone of Burckhardt Compression’s success on January 9, 1844 with the purchase of a commercial site for the company in Basel. During the found- ing years, his mechanical workshop makes machines for the textile industry. As the years go by, Franz Burckhardt expands the scope of the company’s operations, becoming a general builder of machinery. In 1856, the company starts producing steam-powered machines. Its first reciprocating compressor is designed in 1878 and enters the market in 1883. In 1890, August Burckhardt, the son of the now-deceased company father Franz Burckhardt, establishes “Maschinenfabrik Burckhardt” as a joint stock company to raise capital for the construction of a new factory on Dornacherstrasse in Basel. Another milestone is achieved in 1913 with the sale of the company’s first compressor for producing ammonia synthesis gas. This compressor has a discharge pressure of 300 bar and is delivered to BASF in Ludwigshafen, Germany – a customer that purchased one of Burckhardt’s first compressors back in 1885. In 1935, the Swiss company Sulzer delivers its first Sulzer Labyrinth Piston Compressor to the Hürlimann Brewery in Zurich and in 1951 the company receives an order from Imperial Chemical Industries (ICI) for 11 ultra-high-pressure compressors with a discharge pressure of 1,500 bar that will be used to pro- duce low-density polyethylene (LDPE). After years of collabora- tion between Burckhardt and Sulzer, Maschinenfabrik Burck- hardt is acquired by Sulzer in May 1969 and becomes a subsidiary of Sulzer Group. In 1982, in the wake of their greater collabora- tion, the reciprocating compressor activities of the Sulzer Group are transferred to a single legal entity called Maschinen- fabrik Sulzer-Burckhardt AG. In 1994, the merged entity cele- brates its 150th anniversary. In 1999, as part of a Group-wide restructuring program, Sulzer decides to consolidate Sulzer- Burckhardt’s Swiss activities at the site in Winterthur. The oper- ations in Basel are moved to Winterthur and the building on Dornacherstrasse in Basel is sold. In 2000, Sulzer decides to focus its activities on four divi- sions. Sulzer-Burckhardt is put up for sale because it does not fit with the new strategy. Together with the financial investor Zurmont Finanz AG, five members of the Executive Manage- ment of Maschinenfabrik Sulzer-Burckhardt AG buy out the company on April 30, 2002. In the wake of the management buy- out, Sulzer-Burckhardt’s name is changed to Burckhardt Com- pression in May 2002. In 2006, Zurmont decides to sell its shares in Burckhardt Compression by means of an IPO. The company is listed on the SIX Swiss Exchange on June 26, 2006 and it ranks among the 100 largest listed companies in Switzer- land by market capitalization at the end of 2019. In 2015, Burckhardt Compression purchases a 40% interest in Arkos Field Services, a provider of compressor services in the US, followed by the acquisition of the remaining shares in November 2019. This transaction makes Burckhardt Compres- sion the only independent provider of compressor systems and compressor services serving customers in every segment of the US market – upstream, midstream and downstream. In May 2016, the Group acquires a 60% majority interest in Shenyang Yuanda Compressor, the number one manufacturer of reciprocating compressor systems in China, followed by the acquisition of the remaining shares in February 2021, giving it 100% ownership. In June 2016, Burckhardt Compression introduces a divi- sional organizational structure with two divisions, Systems and Services, with the aim of addressing customer needs even bet- ter than before. In December 2017, Burckhardt Compression adopts a Mid-Range Plan for fiscal years 2018 to 2022. It serves as a strategic road map over the five-year period and lays out the company’s goals. In January 2019, Burckhardt Compression celebrates its 175th anniversary with guests from the worlds of business and politics as well as science and technology. Special events are organized at Burckhardt Compression’s sites around the world during the 2019 fiscal year to thank employees for their dedication and commitment. All employees and their fam- ilies join in the anniversary celebrations. In April 2020, Burckhardt Compression acquires the com- pressor business of The Japan Steel Works (JSW) to further strengthen its global market reach, especially in Japan. BURCKHARDT COMPRESSION BRAND Burckhardt Compression and its umbrella brand stand for qual- ity and worldwide leadership in innovative reciprocating com- pressor systems and technologies. Cutting-edge technology, a vast portfolio of compressors and components and a full range of services make Burckhardt Compression an ideal partner for customers around the world who want highly reliable, custom- tailored solutions for their reciprocating compressor systems. Our collaboration with external and internal customers is dedi- cated, solutions-oriented, and distinguished by genuine enthu- siasm for our reciprocating compressors. The umbrella brand and its corresponding logo in the form of the red-blue, stylized compressor valve plate have been internationally registered for many years. When making acquisitions, Burckhardt Compression decides during the integration process whether a brand is to be retained or integrated into an existing house brand. Other brands that belong to Burckhardt Compression Group are: – Shenyang Yuanda Compression, one of the largest manufac- turers of reciprocating compressors in China, whose products are mostly sold in its domestic market – BCS Compressor, products made by Shenyang Yuanda Com- pressor for export markets that leverage Burckhardt Com- pression’s global processes, supply chains and service organi- zation, and cost-effective engineering capabilities – Arkos Field Services, our exclusive services provider in the US – CSM, together with Burckhardt Compression Canada, our ser- vices provider in Canada – Prognost, the world’s leader in compressor monitoring and diagnostic systems – SAMR, a French manufacturer of sliding bearings Burckhardt Compression’s brand and patent attorneys will vig- orously and steadfastly defend the company against any imita- tions, counterfeiting, or patent infringements. There are clear rules governing the use of Burckhardt Compression brands and their perception is developed and promoted through active usage in our corporate and marketing communication activities. PRODUCT DEVELOPMENT AND INNOVATION Innovation management and systematic product development/ management serve to strengthen our competitive position and enable us to optimally address new applications for reciprocat- ing compressors by developing and delivering customer-ori- ented solutions. Burckhardt Compression’s prime objective is to develop reciprocating compressors and components that address customer needs and ensure its technology leadership in the market for reciprocating compressors. Quality, technol- ogy, materials, and design specifications are geared towards high operational reliability, optimal service intervals, and easy maintenance – the overall aim being to achieve the lowest pos- sible operating costs. Burckhardt Compression’s product devel- opment activities have been guided by a stage-gate process for many years. This process is first applied in the idea generation and screening phase and continues during the initial evaluation of product viability and market attractiveness, followed by the elaboration of product performance specifications, market analysis, and then the actual development and subsequent launch of the product. After a product has been successfully developed and placed into operation, a concluding review of the development project is conducted. All stage-gate milestones are subject to approval by the “Innovation Board”, which is headed by members of the Executive Management. MAIN APPLICATION AREAS Gas gathering and processing The production of marketable, transportable natural gas begins with pre-processing at the gas field itself using high-speed compressors. These remove condensates, acid gas, mercury, and water from the gas (regeneration gas compressors). Typi- cally such processes produce the corrosive gases carbon diox- ide (CO2) and hydrogen sulfide (H2S), which are then removed from the process using reciprocating compressors by means of injection into high-pressure disposal wells. Burckhardt Compression also provides onshore and offshore solutions for various applications associated with gas gathering and processing. Natural gas is transported over long distances to different consumers, which requires compressors to help raise the gas pressure in the pipeline and thereby reduce the volume. Gas transport and storage Thanks to its high availability, cost-effectiveness, and relatively low CO2 emissions when burnt, increasing demand for natural gas is expected in the medium term. If natural gas were used to replace coal in electricity generation, and to replace liquid fossil fuels (diesel, gasoline, and oil), global CO2 emissions would be reduced by around 25%. More stringent emissions reg- ulations (e.g. on sulfur emissions), especially in the maritime industry currently, provide additional incentives to switch to natural gas as a fuel. Liquid natural gas is increasingly being used as propulsion fuel for LNG (liquefied natural gas) carriers, merchant ships, and cruise ships. Growing demand and the development of new sources of natural gas are increasing the volume of international trade in natural gas, so transport and storage volumes are rising as well. This is especially evident in the non-pipeline mode of gas transportation via LNG carriers, which offers greater flexibility and avoids the geostrategic risks associated with gas pipeline infrastructure. 18 OUR COMPANY | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION OUR COMPANY | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 19 More than 40% of total natural gas transport volumes traded and transported worldwide is liquefied, which reduces gas transport volumes by a factor of 600. The LNG process chain begins with the extraction, purification, and liquefaction of the natural gas, followed by ship loading, transportation, and subsequent off-loading, then storage and re-gasification, and, ultimately, injection into a gas distribution grid. Burckhardt Compression offers unique solutions for compressing and reli- quefying boil-off gas (BOG) from liquid gases, for gas injection systems for two- or four-stroke marine diesel engines, and for recovering or storing natural gas and other hydrocarbons at onshore or offshore installations. Refinery Crude oil is processed into products such as gasoline, kerosene, diesel, heating oil, liquefied petroleum gas (LPG), and solvents and lubricants for a wide range of applications. Despite the electrification of cars, worldwide demand for these products is expected to continually grow over the medium term and most of the growth in demand will mainly come from non-OECD countries, especially in Asia. Additional factors encouraging investment in the refining industry are more stringent environ- mental regulations, cost-cutting pressure, plant expansion trends, the need to process both lower-quality grades of crude oil, and, in technologically more advanced processes, heavy petroleum by-products. New refineries are being built in areas where additional processing capacity is needed. For state- owned refineries, strategic issues regarding location and supply security are also of considerable importance. Burckhardt Com- pression offers Process Gas Compressors with the highest pos- sible availability and lowest life cycle costs for all relevant oil refining processes that require gas (mostly hydrocarbon gas/ hydrocarbon mixtures). Petrochemical/chemical industry The production of a vast range of petrochemical and chemical products such as polyolefins (polymers), lacquers, synthetic rubbers, adhesives and dyes, solvents, paints, fertilizer, deter- gents, and textiles entails, among other things, the processing of oil, natural gas, and even coal. Demand for petrochemical and chemical products, especially for polyolefins, is expected to steadily increase worldwide over the long term. Chemical recycling, which breaks petrochemical products down into the original gas, will not significantly affect our sales markets, as reciprocating compressors are still needed to make recycled petrochemical products. In this application area, too, compa- nies will continue their efforts to reduce costs by replacing smaller scale plants with larger ones, establishing strategic production sites, and extending value-added chains. An addi- tional source of growth is the growing production of natural gas from shale formations worldwide. In terms of potential, the USA is the leading market in this segment. Burckhardt Com- pression offers several product lines with individual, reliable and benchmark-setting reciprocating compressor solutions for a broad spectrum of applications. Industrial gas/H2 mobility and energy Industrial gases such as argon, helium, carbon dioxide, carbon monoxide, oxygen, nitrogen, and hydrogen are produced in air separation or hydrogen generation plants. The end market for industrial gases is quite broad, encompassing industries as diverse as metalworking and metallurgy, chemical companies, energy technology, food manufacturing, green technology, glass, pulp and paper manufacturing, electronics, construction, rubber and plastics processing, and healthcare. Growth drivers are regional growth and industry-specific growth. The produc- tion of hydrogen for the energy (refineries) and transportation sectors is presumably a particularly fast-growing section of this market. Demand for ultra-pure high-pressure hydrogen for fuel cells is increasing rapidly. Burckhardt Compression, with its oil-free compressors, offers great experience and a wide product range in precisely this area. COMPRESSOR SYSTEMS Burckhardt Compression’s reciprocating compressors lie at the heart of the compressor systems used in large-scale process- ing plants. Laby® – Labyrinth Piston Compressors The Labyrinth Piston Compressor offers unrivalled reliability and availability thanks to the unique labyrinth sealing system on its piston and piston rod gland, which enables oil-free and contact-free compression. The result is a longer service life, which has a positive impact on overall reliability and operating costs. This prevents piston ring debris from contaminating the gas as well as fric- tion-induced hot spots. The Laby® Compressor is designed to compress bone-dry, dirty, abrasive and other gases. The gas- tight casing reduces gas emissions and losses to the environ- ment to virtually zero. The Laby® Compressor easily manages the compression of LNG boil-off gas at suction temperatures down to minus –160 °C (–250 °F). Laby®-GI Compressors The Laby®-GI Compressor has a fully balanced design that eliminates unbalanced moments and forces, so it can be used on offshore vessels and installations. Strict guidelines on max- imum allowable vibration levels on deck structures must be observed for such applications. The Laby®-GI Compressor is mainly used for the compression of LNG boil-off gas. The unique combination of labyrinth seal design and tried-and-tested ring seal technology makes Laby®-GI Compressors the solution of choice for both low-temperature and high-pressure applica- tions. The proven technology guarantees maximum efficiency and lowest life cycle costs. Depending on the operating condi- tions, Laby®-GI Compressors can be engineered for lubricated or non-lubricated compression applications. Process Gas Compressors per API 618 Process Gas Compressors built by Burckhardt Compression are synonymous with unrivaled availability and long operating lives. Optimal sizing and the use of top-quality compressor components ensure low operating and maintenance costs. The design, the advanced Swiss technology, and superb quality together with the robust construction translate into excellent reliability and very low life cycle costs. Our Process Gas Compressors are built to customer-spe- cific application requirements in accordance with the API 618 guidelines. Burckhardt Compression offers non-lubricated and lubricated Process Gas Compressors, horizontal and vertical. They are especially suited to the high-pressure compression of hydrogen, hydrocarbon, and corrosive gases. In order to satisfy the demanding processes in refineries, Burckhardt Compression has extended its range and now offers a complete portfolio of Process Gas Compressors for refineries. In addition to our premium product line, which focuses on lower- ing operating costs through optimized design and high-quality components, we now also offer a robust, modular and CAPEX- optimized product line. Burckhardt Compression has global engineering and service organizations, and the Group’s own cen- ters of excellences leverage those resources to offer compre- hensive solutions that are entirely focused on the needs of the customer. We have many years of experience with hydrogen compres- sion systems for the refining industry and can now also offer hydrogen compression solutions for the mobility marketplace. These Process Gas Compressors, with lubricated or non-lubri- cated designs, can be operated at standard fuel pressures of up to 500 bar. Hyper Compressors The Hyper Compressor is a high-pressure reciprocating com- pressor for low density polyethylene (LDPE) plants with a dis- charge pressure of up to 3,500 bar. Burckhardt Compression has established an outstanding track record with nearly 60 years of experience in building this type of compressor. They are char- acterized by a long operational life and high safety standards, which can be traced to their unique construction design and Burckhardt Compression’s global one-stop maintenance and service capabilities. The most powerful compressor in the world, driven by a 33,000 kW electric motor and compression capacity of 400,000 metric tons of ethylene a year, was built by Burckhardt Compression in 2016. Burckhardt Compression is the world market leader for Hyper Compressors. Standard High-Pressure Compressors Burckhardt Compression’s Standard High-Pressure Compres- sors are extremely robust and reliable reciprocating compres- sors with a compact design and low weight. They are delivered skid-mounted with structural supports that dampen vibrations, so there is no need for a special foundation. Due to the low-pres- sure conditions per compressor speed range, greater piston dis- placement can be achieved at lower compression temperatures. The result is high compression efficiency, low wear and less maintenance expense. The air- and water-cooled compressors are used to compress air, hydrogen, nitrogen, helium, argon, nat- ural gas, and other non-corrosive gases and gas mixtures at land facilities and on ships. The standard high-pressure compressors are smaller than the other compressors in Burckhardt Compres- 20 OUR COMPANY | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION OUR COMPANY | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 21 sion’s portfolio of reciprocating compressors, with a maximum power of 220 kW, maximum discharge pressure of 400 bar and suction volumes of up to 1,500 Nm3/h. High-Speed Compressors High-speed compressors are basically process gas processors with shorter strokes and higher rotational speeds (1000–1800 RPM). These compressor systems are used for standardized nat- ural gas production and transport applications, and they are often powered by gas engines instead of electric motors. Due to the short-term nature of planning decisions in this industry, there is a strong desire to keep initial investment costs at a min- imum. With this in mind, Shenyang Yuanda Compressor launched compressors especially for natural gas production and transport companies. It is now marketed to selected other industries through Burckhardt Compression’s distribution channels. Initial project wins in Europe attest to this product’s great potential. Diaphragm Compressors Diaphragm compressors compress gas by means of a flexible membrane. These membranes are usually metallic and have a limited stroke so tend to be used for smaller quantities. The advantage of this technology is that the gas is hermetically sealed by the membrane during compression, so very high lev- els of gas purity can be achieved. The technology allows to compress the gas absolutely oil-free up to very high pressures. Burckhardt Compression’s diaphragm compressors are pro- duced by Shenyang Yuanda Compressor and are used for small hydrogen fueling stations as well as for the compression of small quantities of pure gas for medical and other purposes. SERVICE AND COMPONENTS BUSINESS The Services Division operates as a holistic provider of service expertise for reciprocating compressors and the associated system technology. Its comprehensive range of services is backed by OEM parts with high supply readiness and vast engi- neering know-how, from simple modifications to extensive ret- rofit and revamp projects, as well as turnkey solutions. Experi- enced field service technicians ensure close interaction with the customer and rapid response. Service Centers around the world also handle repairs of all kinds. Depending on the size of the project and site, Burckhardt Compression also offers 24/7 shift operation, so production systems can be put back into operation even faster. We also provide reliable, expert mon- itoring and diagnostic solutions as well as advisory services, all from a single source. Comprehensive engineering, revamp and repair expertise The reliability, availability and cost-effectiveness of reciprocat- ing compressor systems, and their compliance with current and foreseeable environmental and emission regulations are cru- cial, which is why operators of these systems appreciate part- ners who can offer them know-how and sound advice. Burck- hardt Compression stands out from other manufacturers and service providers because of its comprehensive in-house exper- tise. A wide range of complementary services are offered indi- vidually for all brands of reciprocating compressors and their auxiliary systems. Our internal specialists come from various technical fields and use proprietary, advanced software tools to model, calculate, and optimize reciprocating compressor performance, regardless of make or brand. They are capable of resolving even highly complex technical problems cost-effec- tively and efficiently. A highly motivated team carries out revamp projects of any complexity to the full satisfaction of customers and can prolong the operating life of older compres- sors by retrofitting them with the latest technology. This range of services also includes a valve service, overhaul of compres- sors and repairs to the current best practice level. This work is done by 50 service workshops around the world. Original spare parts for optimal compressor operation Original spare parts backed by Burckhardt Compression’s full warranty as an OEM stand for superior quality and ensure low life cycle costs as well as the optimal operation of compressor systems. These top-quality compressor components are tai- lored to specific system requirements. Compressor compo- nents such as valves, seals, and packings are subject to wear and tear, so these parts largely determine the duration of ser- vice intervals and operational availability and, ultimately, the overall life cycle costs of reciprocating compressors. Besides operational availability, Burckhardt Compression stands by its commitment to supply compressor parts and components over the long term. This business is being methodically expanded in close collaboration with numerous operators of reciprocating compressors. Monitoring and diagnosis for superior operational reliability Preventive services and rapid response times, based on online diagnostic data and analyses, play a vital role in optimizing compressor availability. Reliable condition monitoring and diag- nostic systems for reciprocating compressors and equipment, integrated within the top-level systems for monitoring an entire production facility, are effective tools for enhancing the operat- ing safety and prolonging the service intervals of a compressor system. Continuous machine diagnosis detects potential and actual anomalies at an early stage and thus helps to avoid costly and unexpected downtime. Other advantages include optimization of operating parameters and the central control and monitoring of compressors operating at different sites. The diagnostic systems made by our subsidiary PROGNOST Sys- tems GmbH are designed for use with all types of reciprocating compressors as well as with many other types of rotating machinery. They are backed by unrivaled technology and reli- ability and deliver value day after day in the oil, gas, and chem- icals industries. Field Service – close to the customer Geographic proximity, being close to wherever the compressor systems are installed, and cultivating relationships built on trust are likewise vital to Burckhardt Compression’s success. More than 300 experts in field service, from engineers to local site managers, provide a rapid response capability that covers all the necessary skills and is notable for a pronounced service mental- ity. Having a local presence simplifies interaction with the cus- tomer, shortens the supply chain, and reduces field service hours. This service network will continue to grow going forward. Customer training The objective of our ever-growing range of customer training and learning programs is to foster regular technical exchange with our customers on compressors and their operation, and to pass on Burckhardt Compression’s engineering expertise. Theo- retical and practical training programs for various types of compressors and for our own and third-party components are offered at the modern training center we have set up in Winter- thur, as well as at locations in Korea, China, India, and the USA; we also provide on-site training at customer sites for the sys- tems they have. As part of the digitalization strategy, online training has recently been accelerated to the point that it is already more important than physical face-to-face training. This trend will continue in coming years. 22 OUR STRATEGY | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION OUR STRATEGY | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 23 OUR STRATEGY INTEGRATED BUSINESS MODEL RESILIENCE Integrated business model as the key to our success Burckhardt Compression’s two divisions, Systems and Services, cooperate with each other closely, and between them cover the entire life cycle of reciprocating compressor systems. This means that customers get help and support throughout the whole life of their systems. The company’s wide portfolio of services ranges from the supply of new equipment, ongoing ser- vicing and spare parts to complete system overhauls and even repurposing conversions. Most compressors function as critical components of a larger system with an average life span of 40 years or more, so it is vital to have the support of a large organization that offers expertise in all aspects and has very well trained employees. The key to success for both divisions is a profound knowledge of the requirements of numerous different application areas, and a technical understanding of the systems and individual components. Resilience confirmed in coronavirus pandemic Burckhardt Compression’s business model, based on two strong divisions, proved its worth once again in the exceptional situa- tion caused by the coronavirus pandemic and contributed to the firm’s stability. Travel restrictions placed constraints mainly on the Services Division, while the markets in which the Systems Division operates recovered relatively quickly. The company’s deliberate decision to diversify geographi- cally in recent years has also proved correct. Because the Sys- tems Division has production facilities on different continents, the impact of local lockdowns on logistical supply chains and on production itself could be mitigated. The Services Division also benefited from a broad regional presence during the 2020 fiscal year. The effects of travel restrictions remained within bounds thanks to the global network of Service Centers that has been built up and continuously expanded in recent years. The graphic below shows the entire life cycle of a compres- sor project, including all project phases and decision-makers. It also displays the interaction between the two divisions and the long-term nature of a compressor project. BREAKING DOWN THE LIFE CYCLE OF A TYPICAL PROJECT Duration 1–3 Years 10–22 Months 1–12 Months 1–2 Months 2 Years (avg) 40 Years (avg) PHASE DECISION MAKER PROJECT PROGRESSION DIVISION IN CHARGE REVENUE RECOGNITION COSTS CAPEX NWC Evaluation and start of construction Manufacturing of compressor system Compressor installation Compressor start-up Warranty period Post-warranty End customer/ EPC/Licensor End customer/ EPC Decision to build plant and purchase order Compressor shipped & transfer of ownership End customer End customer Product acceptance Repair & main tenance; structural machine build Systems Division Systems Division and Services Division Services Division Systems at shipping (depending on incoterms); Services at completion of start-up Ad hoc Selling & marketing expenses Cost of goods sold (COGS) Cost of goods sold (COGS) Selling & marketing expenses & COGS CAPEX relatively stable, not directly linked to projects Fluctuating NWC Stable NWC MID-RANGE PLAN FOR 2018 TO 2022 Burckhardt Compression works with a Mid-Range Plan that is updated every five years. The current Mid-Range Plan covers fiscal years 2018 to 2022. The main objective of both divisions is to further strengthen Burckhardt Compression’s market lead- ership through organic growth and selective acquisitions. The Systems Division is aiming to improve its profitability while maintaining its global market leadership. Its sales target for 2022 is CHF 340 mn with an EBIT margin of 0% to 5%. We regularly exceeded this sales figure in the years between 2017 and 2020. The postponement of orders in the 2020 financial year will lead to a lower sales figures in fiscal year 2021. Thanks to the good order intake of recent years, Burckhardt Compres- sion believes that sales by the Systems Division in fiscal year 2022 will exceed the target set out in the Mid-Range Plan. The division should also diversify its presence in the various market segments and introduce new applications. The 2022 sales target for the Services Division, including Arkos Field Services, is CHF 360 mn, but will presumably not quite reach the specified sales number. The target range for its EBIT margin is 20% to 25%. Our focus areas for organic growth are the increasing installed base of own equipment and the ser- vice business for compressors made by other manufacturers, primarily of manufacturers that have left the market. Conse- quently, Burckhardt Compression will launch further opera- tional initiatives, including implementation of global processes, continued expansion of its local and regional presence, and a build-up of its maritime services network. As set out in the Letter to Shareholders, Burckhardt Com- pression currently expects sales of between CHF 620 mn and CHF 650 mn in fiscal year 2021 as well as slightly higher profit margins compared with the previous year. This is based on the assumptions that there is no further major outbreak of the corona virus in relevant markets for Burckhardt Compression and the economic recovery continous. Burckhardt Compression continues to confirm the targets set for the fiscal year 2022 of total sales in the region of CHF 700 million and an EBIT margin for the Group of 10% to 15%. The divisional margins assumed in the Mid-Range Plan remain unchanged; we expect sales in the Systems Division to be higher in fiscal year 2022 than in the Services Division. ENERGY MIX AND MEGATRENDS Growth potential supported by megatrends Various global trends speak in favor of Burckhardt Compres- sion’s business model. The transformation of the global energy mix toward natural gas and renewables is being supported by a huge range of applications and innovations. Sustainable ener- gies and natural gas applications already account for around half of Group sales. With the global population rising, demand for industrial gases for applications such as fertilizers, medical usage, and food and beverage packaging will also continue to grow. Global demand for petrochemical and chemical products continues to go up, with sustainability aspects such as recycling and the use of alternative raw materials becoming increasingly important to customers. Demand for natural gas as a fuel for mobility, heating, and cooking is rising as the middle class expands in countries all round the world. Hydrogen is becoming more and more important for applications in the mobility and energy sec- tors, a trend that was confirmed by strong demand in the 2020 fiscal year. Ever stricter environmental regulations for fuels in the marine sector require expensive new production processes. The tightening of emission targets calls for solutions using liq- uefied natural gas and, increasingly, hydrogen. Burckhardt Compression is very well placed to meet the challenges that lie ahead with new and innovative solutions. BRAND MANAGEMENT Burckhardt Compression constantly strives to optimize and strengthen its established brand internationally. Our corporate identity and long-term brand strategy express the organiza- tion’s values and principles and highlight Burckhardt Compres- sion’s position as a unique, long-term partner with a strong Swiss tradition. The BCS Compressor brand, referring to our Chinese manu- factured compressors sold abroad, was further developed dur- ing 2020. Digital applications and solutions were presented under the label name “Up! Solutions” and will continuously be developed further. CUSTOMERS Burckhardt Compression works hard to nurture customer rela- tionships based on partnership. Both divisions regularly con- duct customer surveys in a bid to understand customer needs even better, and such surveys were carried out while preparing the latest Mid-Range Plan. Insights from the surveys and the resulting projects and initiatives were integrated into the Plan. In 2020, the Services Division conducted a customer survey in 14 languages, which showed a further increase in customer satisfaction. 73% of respondents see Burckhardt Compression as a leading service provider, and for 60% the company is not only the preferred service partner for compressors made by 24 OUR STRATEGY | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION OUR STRATEGY | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 25 national regulations on emissions and exhaust fumes, new freight and cruise ships are increasingly being fitted with LNG- based engines. These vessels need small, reliable compressors to process relatively small amounts of vaporizing fuel. Two standardized compressor solutions were brought to the market, both of which have already met with an excellent response. New solutions for hydrogen applications Burckhardt Compression refined its solutions for hydrogen as a fuel. Further improvements were made to the sealing systems for oil-free compression of hydrogen at pressures of up to 500 bar. Numerous tests were conducted on these sealing systems, allowing systematic analysis and improvement of the test com- pressors. Investments were also made to standardize solutions in the various application areas. Online monitoring and condition-based maintenance A technical platform was created during the 2020 fiscal year for the online monitoring of customers’ compressors, which means that we will be able to offer new service and mainte- nance concepts. Improved performance of products for the petrochemical industry Several successful products were overhauled during the 2020 fiscal year with a view to even greater customer benefits. Thanks to targeted design adjustments, the Hyper Compressor was made even more efficient, for example. Specific improve- ments have also been made to large Laby compressors in order to address new market requirements. Improvements like this help Burckhardt Compression maintain and strengthen the competitiveness of the relevant products on an ongoing basis. Burckhardt Compression itself, but also for those made by other brands. EMPLOYEES The number of employees at the end of the fiscal year stood at 2,538, a reduction of 83 from the previous year’s figure of 2,621 (full-time equivalents). At the end of March 2021, 760 employees (30%) were based in Switzerland, 1,119 (44%) in BRIC countries, and 659 (26%) in other countries. ACQUISITIONS In April 2020 Burckhardt Compression took over the compres- sor business of The Japan Steel Works, based in Tokyo, Japan. In doing so, Burckhardt Compression further strengthened its market presence in Japan and globally. In February 2021, Burckhardt Compression acquired the remaining 40% of Shenyang Yuanda Compressor, the leading manufacturer of reciprocating compressors in China. Burck- hardt Compression acquired a 60% stake in the company in 2016, allowing it to enlarge its portfolio of reciprocating com- pressors and their areas of application, tap into additional sup- ply chains, and reinforce its presence in the important Chinese market. CAPACITY In 2020, Shenyang Yuanda Compressor’s new factory in Shenyang, China, was completed as planned at the end of September. The new production facility is around 60% larger and replaces the two previous locations. In Sweden, the Service Center originally developed together with our partner Kompressorteknik was completely integrated and is now a subsidiary of Burckhardt Compression. The planned official opening of a new site in Indo- nesia had to be postponed owing to the coronavirus. The site in Japan was expanded, while component manufacture was strengthened in Shanghai and Canada. RESEARCH AND DEVELOPMENT Compressor systems for marine use In addition to the successful Laby-GI for use on large LNG tank- ers, Burckhardt Compression launched further solutions for LNG-powered ships during the 2020 fiscal year. Owing to inter- 26 27 SYSTEMS DIVISION At the end of September 2020, Shenyang Yuanda Compressor’s new plant in Shenyang, China, was completed as planned and in February 2021 Burckhardt Compression acquired the remaining shares in the company. As a result of the investment in Shenyang Yuanda Compressor, additional market segments could be developed, the product portfolio was expanded to cover different market needs, and Burckhardt Compression gained direct access to a well-established local supply chain. 28 29 30 SYSTEMS DIVISION: REVIEW OF THE FISCAL YEAR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION SYSTEMS DIVISION: REVIEW OF THE FISCAL YEAR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 31 SYSTEMS DIVISION REVIEW OF THE FISCAL YEAR ORDER INTAKE CHF mn 500 400 300 200 100 0 OPERATING INCOME (EBIT) CHF mn 50 40 30 20 10 0 –10 FIGURES in CHF mn Order intake Sales and gross profit Operating income (EBIT) in % of sales SALES CHF mn 500 400 300 200 100 0 GROSS PROFIT CHF mn 100 80 60 40 20 0 Sales Gross profit in % of sales 2018 2019 2020 Change 2019/2020 428.0 361.2 404.6 12.0% 375.4 30.5 8.1% –8.7 –2.3% 388.3 42.8 11.0% +6.4 +1.7% 409.8 59.1 14.4% +16.2 +3.9% 5.5% 38.1% 151.2% Headcount at end of fiscal year (full-time equivalents) 1’506 1’517 1’429 –5.8% After a weak first half, order intake at the Systems Division increased significantly in the second half of the year, resulting in a clear year-on-year rise for 2020 as a whole. This is mainly due to the strong recovery of the Chinese market, as well as the performance of the Petrochemical/Chemical Industry and Gas Transport and Storage sectors. Despite the significantly lower capacity utilization resulting from the temporary drop in order intake, the overall gross profit margin increased more than 3 percentage points compared to the previous year. Sales increased for the year as a whole and the EBIT margin more than doubled. This improved profitability is the result of opera- tional improvements, a favorable product mix with higher mar- gin projects, and the fact that the final additional costs incurred in the LNGM business were lower than in the previous year. MARKETS Burckhardt Compression offers compressor system solutions in the following application areas: – Gas gathering and processing – Gas transport and storage – Marine – Refinery – Petrochemical/chemical industry – Industrial gases/H2 mobility and energy Despite continued tough competition and the impact of the coronavirus pandemic, Burckhardt Compression kept its lead- ing market position in the 2020 fiscal year. The company won major orders for LDPE lines and LNG terminals in China. In South Korea, we gained a large contract for a hydrogen liquefaction plant. A customer from Singapore ordered eight low-pressure compressor systems for new container ships in order to reduce its sulfur dioxide and CO2 emissions. In the refinery sector an order was acquired for a hydrocracking plant in North Africa. Gas gathering and processing Investment levels continued to fall in this application area owing to lower crude oil and natural gas prices. Gas transport and storage The LNG (liquefied natural gas) market continued its positive trend, opening up further potential market opportunities for Burckhardt Compression. The increasing importance of large LNG tankers reflects growing global demand for cleaner and cost-efficient energy. Operators of both freight and cruise ships are having to meet ever more stringent environmental stan- dards. Much stricter limits were introduced last year on emis- sions of nitric oxide and sulfur, for example. Burckhardt Com- pression has carved out a large market share in the LNG-fueled ship sector in recent years: alongside solutions for ME-GI engines, the company has been providing products for X-DF engines for some time now. Both systems allow ship operators to switch between diesel fuel injection, and injection of the boil- off gas that is already produced on board. The new products we launched for marine applications during the 2020 fiscal year – for LNG tankers as well as for commercial and cruise ships – were very well received by the market. Refinery Lower oil consumption prompted numerous companies in this sector to review expansion plans and postpone previously announced projects. Towards the end of the year, however, some companies launched projects to help them comply with stricter environmental standards. The pressure on margins among refinery operators is favoring the trend towards inte- grated production concepts along the whole value chain. Major nations are also planning to reduce their dependency on imported refinery products by increasing the proportion of local value creation. This will benefit the compressor business. Chemical and petrochemical industry The dominant factor in this application area is the growing worldwide demand for products made of industrial plastic, which is driving an expansion of production capacities, com- bined with a trend towards greater local value creation, not least in China. This should mean that order intake will rise in coming years. The lower consumption resulting from increased recycling of everyday products is more than offset by greater demand for high-end plastic products. Industrial gas/H2 mobility and energy Experience shows that the various client industries in this sec- tor grow more or less in line with global GDP. Plans to reduce CO2 emissions and the desire to switch to greener energy led to growing interest in the use of hydrogen as a fuel. Hydrogen could potentially make a large contribution to the decarboniza- tion of the economy, impacting everything from transport to steel production. Accordingly, researchers and practitioners have launched numerous initiatives and specific projects aimed at the further development of this energy carrier. Compressors play a key role in the hydrogen logistics chain. Burckhardt Com- pression has decades of experience in hydrogen compression and has been offering specific solutions for this type of applica- tion since 2019. It is not yet a mature market, but the long-term potential is enormous. 32 SYSTEMS DIVISION: REVIEW OF THE FISCAL YEAR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION SYSTEMS DIVISION: REVIEW OF THE FISCAL YEAR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 33 over the coming years as demand grows for industrial plastic products. The Industrial Gases/H₂ Mobility and Energy sector is diverse, but ultimately it is heavily influenced by global eco- nomic growth, which should rise again once the coronavirus pandemic is under control. Hydrogen solutions for mobility and energy, which Burckhardt Compression also offers, are set to become increasingly important. The lower order intake of the Systems Division in the first half of fiscal year 2020 will create significantly weaker first half-year sales in fiscal year 2021. The higher second-half order intake in the fiscal year 2020 of the Systems Division will only materialize in sales for the second-half of fiscal year 2021 and beyond. DISTRIBUTION The switch three years ago to selling new machines through a decentralized structure with regional responsibility for cus- tomer relationships and project negotiations (Front Sales), combined with regional centers for the preparation of technical offers (Application Engineering), has continued to prove suc- cessful. With growing interest in solutions for H2 mobility, Burckhardt Compression significantly intensified its sales activities during the 2020 fiscal year, particularly in Western Europe and North America. INFRASTRUCTURE Shenyang Yuanda Compressor’s new factory in Shenyang, China, was completed as planned at the end of September 2020 despite a six-week break prompted by the coronavirus pandemic. It replaces the two previous sites and is around 60% larger. The new factory is an investment in the future of our systems busi- ness. It allows us to structure our workflows and processes in accordance with the latest standards, thus making our opera- tions even more efficient. OUTLOOK The Systems Division defended its leading market position in the 2020 fiscal year. There were various new compressor devel- opments – including an oil-free high pressure Laby compressor for LNG tankers with high pressure systems, and a new com- pact Laby compressor for low pressure systems on LNG tank- ers, freighters, and cruise ships – which helped us to improve our leading position in the marine sector still further. The increasing standardization and modularization of different products allows us to further optimize costs. Thanks to its many years of experience with hydrogen and its wide range of products, Burckhardt Compression is able to take a leading role in the rapidly growing market for H₂ mobility and energy. Viewed by area of application, the Gas Gathering and Pro- cessing sector should see somewhat higher levels of invest- ment now that crude oil and natural gas prices are up again and consumption is rising. Within the Gas Transport and Storage sector, the continuing, and recently even stronger, trend toward more environmentally friendly and cost-effective energy should ensure a positive performance. With projects deferred in the fiscal year 2020, the Refinery business is likely to experience some catch-up demand this year, supported by efforts to com- ply with stricter environmental standards. Turning to the Pet- rochemical/Chemical Industry, order intake is expected to rise 34 35 SERVICES DIVISION Digitalization took a major step forward in the 2020 fiscal year. For the first time, customer acceptance tests were carried out over video, as the acceptance inspectors were unable to be on site due to travel restrictions. A Remote Support service was also developed and put into operation for a first customer. 36 37 38 SERVICES DIVISION: REVIEW OF THE FISCAL YEAR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION SERVICES DIVISION: REVIEW OF THE FISCAL YEAR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 39 SERVICES DIVISION REVIEW OF THE FISCAL YEAR ORDER INTAKE CHF mn 250 200 150 100 50 0 OPERATING INCOME (EBIT) SALES CHF mn 250 200 150 100 50 0 GROSS PROFIT CHF mn 120 100 80 40 20 0 CHF mn 60 50 40 30 20 10 0 FIGURES in CHF mn Order intake Sales and gross profit Operating income (EBIT) in % of sales Sales Gross profit in % of sales 2018 2019 2020 Change 2019/2020 230.7 246.1 272.1 10.5% 223.9 105.2 47.0% 58.2 26.0% 241.3 107.0 44.3% 54.7 22.7% 248.8 107.1 43.0% 51.2 20.6% 3.1% 0.1% –6.3% Headcount at end of fiscal year (full-time equivalents) 830 1’093 1’095 0.2% Order intake was up significantly at the Services Division during the 2020 fiscal year, primarily as a result of the Arkos acquisi- tion, while sales were at the same level as the prior year. The EBIT margin was slightly lower, mainly because of reduced capacity utilization in the Field Services sector in the wake of the coronavirus, and the partial closure of various Service Cen- ters because of the pandemic, as well as the dilutive effect from the Arkos acquisition. MARKETS The acquisition of the global compressor business of The Japan Steel Works Ltd. (JSW) was completed in April, and integration is currently in the final phase. The acquisition significantly strength- ens Burckhardt Compression’s market presence in Japan and reinforces its global leadership position. Several orders were gained in Japan and neighboring regions. Despite the great challenges created by the coronavirus, the integration of Arkos Field Services and the structural and orga- nizational changes are on track. Arkos will continue to optimize its mid-stream business and grow the downstream business, thus improving profitability. Results in the USA include a con- tribution from corona-related government support programs. Some more new long-term service contracts were won dur- ing the 2020 fiscal year; these will impact positively on sales in the years to come and increase planning certainty. Particular mention should be made of a contract signed with BW LNG for a 10-year service partnership covering nine LNG tankers. Burck- hardt Compression is benefiting here from a clear trend among customers to seek out not just a supplier but a competent part- ner that can offer a full range of services. Our service portfolio and customer care offering were further optimized to meet cus- tomer requirements, resulting in a positive order intake. Spare Parts The Spare Parts business posted further growth, with demand increasing for spare parts for compressors made by Burckhardt Compression as well other brands. One trend seen for some time now is certainly good news for Burckhardt Compression: spare parts for its own compressors as well as those made by other manufacturers are increasingly purchased together with service packages. The market continues to respond favorably to the strengthening of our business with third-party products, especially when this is combined with the offer of additional services. Engineering/Revamp/Repair Burckhardt Compression won several major orders, leading to a significant rise in order intake. However, pandemic-related travel restrictions had a clear negative impact on capacity uti- lization. Long-term service orders, which provide a solid plat- form for the further strengthening of the entire service busi- ness, are increasingly significant in this sector, as are complex engineering solutions for turnaround (TAR) projects. The repair business in our Service Centers around the world will also be- nefit from the recently completed standardization of repair standards across the group. Field Service Inevitably, this area also suffered from coronavirus-related mobility restrictions, resulting in underutilization of capacity. In the USA, the unfavorable business environment caused by the pandemic, allied with marked price falls in the energy sector, led to significantly reduced demand in the traditional midstream business at Arkos, though it slightly expanded its downstream business. Monitoring/Diagnostics 2020 saw the launch of new monitoring systems that allow pre- ventive service interventions based on the condition of the sys- tem rather than on time intervals. The Monitoring/Diagnostics sector of Prognost also saw orders deferred because of the pandemic. SALES FURTHER STRENGTHENED As in 2019, the ongoing drive to increase the efficiency of mar- keting processes by developing regional marketing structures remained a priority in 2020. The highly qualified local Field Ser- vice Representatives and local Repair Centers are responsible both for customer care and for evaluating local market oppor- tunities. The aim of the partnership model introduced in the previous year is to offer service capabilities close to customers, espe- cially in small but fast-growing markets, while limiting the amount of investment required. Regional and global Enginee- ring Services offer substantial support for local service provisi- on, which allows Burckhardt Compression to be a service part- ner for the entire service portfolio. 40 SERVICES DIVISION: REVIEW OF THE FISCAL YEAR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION SERVICES DIVISION: REVIEW OF THE FISCAL YEAR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 41 tunities are in the Asia-Pacific region, but also in Europe thanks to the large number of marine customers domiciled there. In North America, Burckhardt Compression will benefit from the expansion in service activities brought by the integration of Arkos. Preventive maintenance combined with monitoring solu- tions will also generate promising growth opportunities. New impetus is also expected to come from support solutions in the natural gas and hydrogen sector. Digitalization will be har- nessed systematically for new services and applications. The main aims here are to make further progress on the availability and use of operational and customer data, to make communica- tion more transparent, and to optimize business processes. During the year under review, for example, the range of services was successfully enhanced by a “Remote Assist Service”. Thanks to state-of-the-art technology, customers can use this service to request support from Burckhardt Compression experts, who will analyze the issue and give instructions to our local crew. The electronic customer portal was also improved during the year under review. The successes achieved so far show that the Services Divi- sion is on the right track. The expansion of our service pres- ence, engineering, and project management capabilities has been particularly well received. We expect the Services Division to record greater order intake as well as higher sales in the 2021 fiscal year following the easing of travel restrictions. The field service business and our Service Centers in particular will see better capacity utili- zation, while profitability at Arkos will continue to improve. NEW SERVICE CENTERS In Sweden, the Service Center originally developed together with Kompressorteknik has been a subsidiary of Burckhardt Compression since the 2020 fiscal year. The planned official opening of a new site in Indonesia had to be postponed owing to the coronavirus. The site in Japan was expanded while compo- nent manufacture was strengthened in Shanghai and Canada. OUTLOOK The Services Division continued to expand its service capabili- ties as well as reducing its response times for service provision even further by improving processes and focusing rigorously on customers. This was confirmed during the fiscal year 2020 by our latest customer survey, which also indicated that customer satisfaction in general continues to rise. In 2020, the Services Division was also able to sign new long-term service agree- ments for ships, thus further expanding its service business in the marine sector. The underlying attractive growth prospects for the Service business remain unchanged: – more and more customers are outsourcing their service oper- ations. Suppliers are increasingly becoming service partners. – The inventory of installed compressor systems made by Burckhardt Compression continues to grow. – Customers are seeking efficiency gains to make themselves more competitive. This requires retrofitting and conversions, not least driven by the need to comply with environmental reg- ulations (efficiency improvements and emissions reduction) – Preventive maintenance based on continuous monitoring of systems is growing in importance. We believe, therefore, that demand for comprehensive services from a single source will grow more strongly than the direct spare parts business. Customers increasingly expect engineer- ing solutions, competent advice on site and tailor-made main- tenance strategies, even for older installations. Our focus areas for organic growth are the increasing installed base of own equipment and the service business for compressors made by other manufacturers, primarily of manu- facturers that have left the market. The large number of LNG ships commissioned in recent years now require increasing amounts of servicing and spare parts, which creates additional potential business for Burck- hardt Compression. The most interesting potential lies in the provision of long-term service agreements tailored to the whole compressor life cycle. Geographically, the best growth oppor- 42 43 SUSTAINABILITY In the 2020 fiscal year, activities in the field of hydrogen increased substantially and this application area is expected to play an increa- singly important role. A number of orders have already been received for hydrogen mobility and energy applications, such as compressors for a hydrogen filling station network in California, US. 44 45 46 SUSTAINABILITY REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION SUSTAINABILITY REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 47 SUSTAINABILITY REPORT COMMITMENT Burckhardt Compression has made a long-term commitment to the economy, society, and the environment. The aim is to create the framework at all levels to continue the company’s 177-year history of success. This can only be achieved if a balance is found between the different interests of individual stakeholders. For Burckhardt Compression, the 2020 fiscal year marked the start of a systematic evolution in its sustainability approach. Sustainability activities are being expanded and focused more strategically. A materiality analysis involving the most impor- tant stakeholders was conducted as part of this process. The results and an outlook are presented at the end of this Sustain- ability Report. One milestone in this evolution will be a more comprehensive Sustainability Report that follows international standards and will be published for the first time alongside the 2021 Annual Report. Burckhardt Compression adjusted and recertified its health and safety system while also evolving its environmental man- agement system. In addition, findings from the employee survey were translated into workshops, initiatives and projects designed to further improve employee satisfaction. Burckhardt Compression’s sustainability credentials are evaluated by an external specialist (GAM) on a regular basis. During the latest assessment in 2018 we again achieved our goal of exceeding the average rating for a selected group of comparable Swiss companies. STAKEHOLDERS AND RISK MANAGEMENT Burckhardt Compression aims for a prudent and holistic approach. The appropriate involvement of the different stake- holder groups plays a central role here, as does integrated risk management. In addition to the specific involvement of the indi- vidual groups, in the 2020 fiscal year Burckhardt Compression began to establish a Speak Up channel (grievance channel) for all internal and external stakeholders. This complaints system can be used to report violations of our values and behavioral guidelines and is hosted by a third party. The system will be launched in the following reporting year. Investors Burckhardt Compression maintains open and transparent dialog with its investors and interested parties. The aim of Investor Relations is to accurately portray the company and its markets to enable a fair valuation of Burckhardt Compression stock. The company’s third Investor Day was held in Winterthur in Novem- ber 2020. Among other things, the company presented its focus points for sustainable value creation for all stakeholders within the current Mid-Range Plan period and beyond. Burckhardt Compression’s investor relations activities are evaluated by independent firms and receive consistently very good ratings considering the size of the company. Leading Swiss business newspaper “Finanz und Wirtschaft” gives it an A– rat- ing (A being the highest rating) for investor relations and trans- parency and a B– rating for growth. In the yearly ranking of annual reports conducted by Har- bourClub and business magazine “Bilanz”, Burckhardt Compres- sion’s 2019 annual report came in at a very good 37th (out of a total of 241 companies) in the “Value Reporting Print” category, and 57th for “Value Reporting Online”. In the 2020 survey of company boards carried out by zRating in collaboration with the newspaper “Finanz und Wirtschaft,” Burckhardt Compression scored 28 points and ranked 21st among the 172 Swiss listed companies covered by the survey. This rank- ing is based on criteria pertaining to board organization, inde- pendence, transparency, compensation, and sustainability. Customers Burckhardt Compression seeks long-term customer relations. The average useful life of its compressors is 30–50 years. Fol- lowing the project phase, the company provides its customers with the services and components they need throughout the entire compressor system life cycle. The longest-standing cus- tomer relationship dates back to 1885, when the company sup- plied BASF in Ludwigshafen with one of the first compressors ever built. Customer satisfaction is measured using various tools. A distinction is drawn between direct and indirect key perfor- mance indicators (KPIs). Findings are discussed during the claims and warranties meetings that form part of the manage- ment process with the leadership team. Action is initiated and implemented in accordance with the results. In 2020, customer satisfaction surveys were focused on the Services Division. Employees Open dialog with employees is a central priority for Burckhardt Compression and is carried out in all sorts of different ways. In addition to employee surveys and continuous exchange with line managers, employees are informed online several times a year in person by members of the Executive Management about the state of the business and other matters, with opportunities to have questions answered. In Switzerland, France, and India, various other instruments of dialog are used within collective bargaining and workers’ representation arrangements. Suppliers A smoothly functioning, comprehensive supply chain ensures well-ordered development and manufacturing processes. Burckhardt Compression buys its inputs from various global and regional suppliers. The company works closely with these suppliers right from the development phase and seeks to estab- lish long-term partnerships. The principles set out in the Burck- hardt Compression's own Code of Conduct are systematically implemented in all dealings with suppliers. In 2020, these prin- ciples evolved into a specific Code of Conduct for Business Partners. Suppliers are qualified using a set process and are evaluated through the measurement of key performance indi- cators. Exchanges and performance review take place on a reg- ular basis via on-site visits, virtual meetings, audits or virtual inspections. Strategic procurement is an integral part of Burckhardt Compression’s strategic management cycle. The relevant pro- curement managers report at regular intervals on the most important changes in the global procurement market, such as price trends for raw materials and finished products. The nec- essary decisions are made together with divisional manage- ment teams to ensure a smooth supply chain. We reward the best suppliers in the various categories each year to encourage them to achieve even more. Risk management As the world’s leading manufacturer of reciprocating compres- sors, Burckhardt Compression is exposed to a number of risks. The company has developed a comprehensive risk management system, which is integrated into the planning and leadership process. The Executive Management's assessment of risks is dis- cussed with the Audit Committee and Board of Directors twice a year. A distinction is made between operational, strategic, legal and financial risks. The aim of risk management is: – to systematically detect special risks; – to establish processes for monitoring, reducing, and, ideally, preventing risks; – to achieve a balance between risks and rewards. ECONOMIC SUSTAINABILITY Long-term success The Group’s ultimate goal is the long-term success of Burck- hardt Compression. This requires a stable operating environ- ment and the achievement of financial goals. As part of the effort to maintain economic sustainability, Burckhardt Compression regularly produces a Mid-Range Plan, usually covering a period of five financial years. This is periodi- cally reviewed and adjusted in line with the economic, political and technological environment. Process improvement The quest for continuous improvement by Burckhardt Compres- sion’s executives and employees lies at the very heart of the company. Every year, the personal objectives of executives and employees include the implementation of continuous and sus- tainable improvement projects. These projects are implemented using a method developed by Burckhardt Compression and evaluated by its executives. The company also works with suppliers, universities, insti- tutions, and advisors worldwide to develop and improve prod- ucts or processes in areas where it does not have the necessary expertise. Cooperation with external experts and specialists also fosters new ideas and maximizes creative potential within the company. Capital expenditure Burckhardt Compression has invested CHF 112.3 mn over the past five years (excluding acquisitions). Most of its capital expenditure during the period under review was spent in Win- terthur and at Shenyang Yuanda Compressor. Shenyang’s new factory was completed and stated work in September 2020. Acquisitions Over the past five years, Burckhardt Compression acquired the following businesses: Shenyang Yuanda Compressor Co. Ltd. (China), IKS Industrie- und Kompressorenservice GmbH (Ger- many), CSM Compressor Supplies & Machine Word Ltd. (Can- ada), Arkos Group LLC (USA), Compressor Business of the Japan Steel Works Ltd. (Japan). Acquisitions always have to meet the following three pre-defined criteria. 48 SUSTAINABILITY REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION SUSTAINABILITY REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 49 ACTUAL WARRANTY COSTS AS A PERCENTAGE OF SALES % 11 12 13 14 15 16 17 18 19 20 1.0 0.8 0.7 0.8 0.6 0.8 1.0 1.4 1.9 1.1 NET INCOME PER SHARE CHF 08 09 10 11 12 13 14 15 16 17 18 19 20 21.46 16.68 13.56 15.22 16.42 15.87 16.93 16.34 9.12 8.51 8.15 9.56 13.00 Acquisitions must always generate additional financial value for the company, strengthen the local presence or further expand the product range, and be able to integrate due to sim- ilar corporate culture or values. Promoting fair competition Burckhardt Compression is committed to fair competition and has zero tolerance for price fixing, cartels, or any other activi- ties that distort competition. This is also clearly stated in the company’s own Code of Conduct. Burckhardt Compression is protective of its operational and business expertise and works systematically to prevent the loss of, or unauthorized access to, its technical and commercial knowledge. Value-based management Added value generated for shareholders is measured by two key metrics: – Return on net operating assets (RONOA) – Earnings per share (EPS) Return on net operating assets for the period under review amounted to 14.0% (previous year 12.0%). Net income per share attributable to the shareholders of Burckhardt Compression for the period under review amounted to CHF 13.00 (previous year: CHF 9.56). The aim is to increase this still further. Warranty costs The effective warranty costs decreased in the 2020 fiscal year. In the fiscal years 2017 to 2019 extraordinary additional costs were incurred for the LNGM business. SOCIAL SUSTAINABILITY Corporate culture A well-founded and sound corporate culture forms the founda- tion for a company’s competitiveness. A comprehensive values program called “Values and Behaviors” ensures that employees in the Group’s different locations and companies share and actively uphold the same corporate values and principles. The internal Code of Conduct sets fundamental standards and prin- ciples for how employees should behave in relation to each other and to partners, stakeholders, and the environment. The code is reviewed and updated at regular intervals, most recently in the 2020 fiscal year. This shared understanding makes col- laboration between teams and across borders much easier. A Speak Up channel hosted by a third party, will be implemented in fiscal year 2021 and can be used to report violations of the values and behavioral guidelines. VALUES AND BEHAVIORS Our values Partnership Cooperation Performance Dedication Our success factors and behaviors Think Customer – Build relationship – Demonstrate quality focus – Live service orientation Take Ownership – Show initiative – Focus on results – Create lasting solutions Act Decisively – Take considered risks – Demonstrate agility – Persist without fear of failure Build Engagement – Align goals – Develp self and others – Inspire people Break Barriers – Promote collaboration – Embrace diversity – Transfer knowledge Champion Change – Remain adaptable – Support people – Adopt new practices All employees are trained in the company’s values and behaviors, which also form a compulsory part of the induction program for new employees. Members of the Executive Manage- ment have also stressed the importance of these common val- ues and behaviors in video podcasts. This ensures that the entire staff are aware of the corporate culture and act accord- ing to the defined values. Company executives are important role models in this regard. Sustainable HR policy Only satisfied employees will go the extra mile to meet the needs of our customers, so Burckhardt Compression is commit- ted to a sustainable personnel policy, as well as diversity in workforce and structures. High levels of employee loyalty and identification with the company are confirmed by the fact that the typical employee has been with the company for 8.5 years. Before the beginning of the year under review, the company conducted another worldwide employee survey. The impressive response rate of 91% reflects a high level of employee engage- ment. It was also pleasing to see the improvement in almost all the survey values at Group level. The findings were systemati- cally evaluated and resulted in the implementation of mea- sures designed to improve satisfaction even more in the main areas. Account was taken of the specific local needs of employ- ees at individual subsidiaries. The employee survey is carried out every two years in order to identify any changes and then respond accordingly. The next employee survey is planned for the fiscal year 2021. The employee turnover rate remained at 9.5%. This figure includes all departures, plus fixed-term employment contracts that came to an end. 4.3 percentage points of this are accounted for by voluntary departures, which is under the defined maxi- mum value of 6%. For the coming fiscal year, we have set our- selves a maximum value of 5%. The proportion of employees who changed jobs because of employment conditions or salary was lower than in the previous year. The most common reasons for departures were related to personal or family factors. 20% of the Board of Directors was female. 20% of the Exec- utive Management and 14.9% of the worldwide staff are women. Burckhardt Compression has a fundamental belief that mixed- gender teams perform better. Modern employment conditions Employment conditions at Burckhardt Compression are always being adapted to the latest requirements, and the coronavirus pandemic lent even more impetus to this process during the 2020 fiscal year. The health of employees and their families has always been a priority during this time. The company has always ensured that the workforce at production plants could rely on appropriate protective measures. A strategy was quickly devel- 50 SUSTAINABILITY REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION SUSTAINABILITY REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 51 oped for office-based workers so that they could work from home with all the necessary infrastructure. Regular communi- cation through various channels ensured that the most press- ing issues could be sorted out quickly at any time. Thanks to the committed cooperation of all employees, the company coped well with the challenges presented by the coronavirus pan- demic. Some innovations, such as large-scale home-working, were a new experience for Burckhardt Compression and proved positive for employees in some respects. The option to work from home more will therefore be retained in future, providing greater flexibility in the way people’s working life is organized. Attractive employer Burckhardt Compression ranked as one of the most attractive Swiss employers in 2021. This ranking is based on an indepen- dent survey of employees carried out by data analysts Statista via an online access panel, combined with input from the read- ers of “Handelszeitung” and “Le Temps”. More than 1,500 employ- ers with 200 or more employees in Switzerland were identified for the survey. In the overall ranking, Burckhardt Compression achieved an impressive 26th place, while within the mechanical engineering sector it ranked third. Employee development Burckhardt Compression appreciates its employees’ expertise and promotes knowledge sharing. Employee orientation pro- grams ensure that new hires are familiarized with their area of work and our corporate culture. Personal training and develop- ment is part of the annual appraisal and performance review process and is financed by the company. To ensure the ongoing development of technological expertise and management skills within the company, employees around the world participate in internal technical, product, and leadership training modules, which are conducted across the Group several times a year. Burckhardt Compression conducts an annual appraisal and performance review with every employee (MyPerformance@ BC), which includes personal development goals and suggesti- ons for continuous improvement. Periodic reviews of progress made toward performance goals, formal meetings with emplo- yees and goal-setting are also part of our evaluation system. GEOGRAPHIC BREAKDOWN OF THE WORKFORCE, 2020 100% = 2’538 Employees (full-time equivalents) Other 26.0% BRIC countries 44.1% Switzerland 29.9% GLOBAL WORKFORCE BY GENDER Employees (full-time equivalents) 872 939 1’072 1’217 1’257 11 12 13 14 15 16 17 18 19 20 111 139 160 168 175 277 302 324 379 379 Men Women EMPLOYEE TURNOVER RATIO Others 2.4% Involuntary 2.8% 2016: 10.2% 2017: 9.8% 2018: 9.8% 2019: 9.5% 2020: 9.5% Voluntary 4.3% 1’830 1’912 2’022 2’242 2’158 GLOBAL WORKFORCE BY AGE, 2020 100% = 2’538 Employees (full-time equivalents) < 30 12.4% > 50 24.6% 30 – 50 63.0% GLOBAL WORKFORCE BY DIVISION, 2020 100% = 2’538 Employees (full-time equivalents) Corporate 8.4% Services 39.8% Systems 51.8% Promoting new talent and career development Burckhardt Compression promotes and supports new talent at all levels and is committed to the Swiss system of apprentice training. The company currently has 42 apprentices in Switzer- land and 17 in India receiving vocational training in eight differ- ent trades. Burckhardt Compression is a founding member of the initiative launched under the auspices of the Swiss Federal Office for Professional Education and Technology and the Swiss-Indian Chamber of Commerce to establish an apprentice- ship system in India based on the Swiss model; the company is also a corporate sponsor of the AZW Training Center in Winter- thur for vocational career pathways. Apprentices with a good performance record are generally retained by Burckhardt Com- pression upon completion of their apprenticeship. Approximately CHF 1.5 mn is spent on apprenticeships each year (cash out). An internal talent review process is in place to identity potential new managers and specialists at an early stage and guide them through selective talent development programs. Vacant job positions at all levels are also advertised internally. External and internal candidates must go through a proprietary screening process. The systematic evaluation and development of the company’s future managers, which has taken place inter- nally with success for many years, enabled the company once again to fill various management vacancies during the past year with internal candidates. Because it is well known and has a positive external reputation, Burckhardt Compression can recruit very good external candidates when there are no inter- nal candidates for open leadership positions. Burckhardt Compression runs an Internal Management Development Program (IMDP) every three years, most recently in 2019. Promising mid- and upper-management talents from around the world receive training through this program. This is composed of various modules that deliberately take partici- pants beyond their normal field of activity in order to give them a comprehensive understanding of the company. As part of the program, participants also work in multinational project teams with a strategic focus on the Mid-Range Plan. Occupational health and safety Occupational safety is a high priority at Burckhardt Compres- sion. Every employee should be made aware of potential work- place risks and accident prevention measures, so regular train- ing sessions are held on these topics, supplemented by annual audits conducted by external experts. Internal safety inspec- tions are performed to identify and mitigate hazards. Action is taken on the basis of the inspections’ findings. The health and well-being of employees is another high prior- ity. Burckhardt Compression knows that physical and mental health is closely linked to performance, which is why it launched the Dr BeWell program in 2019. Implemented locally, this includes 52 SUSTAINABILITY REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION SUSTAINABILITY REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 53 a varied range of physical exercises as well as preventative mea- sures and special topics. The program is just one of the ways in which Burckhardt is improving employee satisfaction, health, and motivation is improved and and reducing absences. In the fiscal year 2020, the health and safety system at all Burckhardt Compression locations was certified under the new ISO 45001 standard (replaces OHSAS 18001). The only excep- tions were the subsidiaries SAMR, Prognost, Arkos, and Shenyang Yuanda, all of which have their own health and safety systems. Numerous measures ranging from detailed risk assessments and safety inspections accompanied by manage- ment to workplace safety training and mandatory protective footwear requirements for certain employees have led to a fur- ther improvement in the relevant key performance indicators. In Switzerland the number of illness-related absences per employee amounted to 9.3 days for the reporting year (previous year 9.2 days). Due to a more comprehensive survey method, the figures in this report are not comparable with those from previous annual reports. Social environment Burckhardt Compression is well embedded in its social environ- ment and works actively with the local community and author- ities in all its locations. The company supports employees who are committed to doing good for the community. This applies in particular to executives and employees who become involved with politics and industry associations in order to help solve social challenges. Burckhardt Compression supports community and cultural projects at different locations in order to strengthen local social cohesion. Employees are encouraged to become person- ally involved in such projects. Personnel in India, for example, are helping to mitigate the impact of the pandemic on poorer sections of the population by making donations of goods and money and taking on voluntary work. ENVIRONMENTAL SUSTAINABILITY “We are a company that cares about the environment and that strongly supports responsible and prudent consumption of energy and our planet’s finite natural resources. By exercising foresight and prudence, we help to minimize the use of energy, water, and chemicals of all kinds, and reduce harmful emis- sions.” (Code of Conduct) Product design and innovation Environmental protection starts with product design and devel- opment. Here, the focus is on sustainable and efficient develop- ment, taking into account the entire life cycle of a product. This is indispensable since Burckhardt Compression’s compressor systems have an average service life of 30 to 50 years. When- ever it makes sense, customers are included early on in the development stage of new products, in order to find joint inno- vative solutions and verify ideas. In a pilot project currently underway in India, a life cycle analysis (LCA) is being conducted to determine the environmen- tal impact from raw material extraction to the decommission- ing and disposal of a compressor to derive targeted measures to improve the overall impact. Areas of application The high functionality of the products made by Burckhardt Compression allows optimal operation of compressor systems in many different processes. In numerous application areas, compressors play a critical role in reducing environmental damage and facilitating sustainable energy provision, for exam- ple with renewable fuels. The following products and solutions developed in recent years promise to bring greater customer benefits while improv- ing the environmental footprint. – Compressor systems for marine applications: The dual-fuel propulsion system developed for LNG carriers can be powered by environmentally friendly natural gas instead of marine die- sel oil. The Laby®-GI fuel gas compressors by Burckhardt Compression compress the boil-off gas from the LNG tanks, which is then injected directly into a diesel engine. The dual- fuel propulsion system for LNG carriers reduces CO2, SOX and NOX emissions by up to 30% when powered by natural gas. – Process gas compressors for hydrogen fueling applications: Innovative ring geometries enable process gas compressors to be operated without oil lubricants in fueling applications for hydrogen-powered trains, trucks, or buses, with pressures of up to 500 bar. The technological advantages of reciprocat- ing compressors for this market are unrivaled efficiency and long service lives. – Process gas compressors per API 618: These compressors are used specifically in industrial processes for the desulfuriza- tion of fuels. – PROGNOST®-SILver: Systems for monitoring and diagnosing the condition of reciprocating compressors are key tools for increasing operational reliability, extending service intervals, and preventing failures. Procurement Burckhardt Compression uses its suppliers’ experience to con- tinuously improve its products, because an important part of the value creation is provided by them. They are therefore held to the same high standards as Burckhardt Compression itself by a newly developed Code of Conduct for Business Partners ELECTRICITY CONSUMPTION MWh 11 12 13 14 15 16 17 18 19 20 3’707 4’136 3’672 5’305 5’385 6’773 6’933 7’029 7’231 6’736 WATER CONSUMPTION m3 11 12 13 14 15 16 17 18 19 20 WASTE t 11 12 13 14 15 16 17 18 19 20 35’040 28’251 14’851 17’792 18’865 29’157 24’310 29’019 30’311 24’800 246 197 235 280 326 284 321 343 352 341 Figures without Shenyang Yuanda Compressor and are they are also integrated into the Burckhardt Compres- sion's environmental and quality policy. Checks are made on site or when goods arrive to ensure adherence to specifications and are verified by reviewing the required audit reports. Manufacturing and logistics In our efforts to transfer knowledge and production know-how between our various production and engineering centers, we are also transferring safe, efficient, and environmentally friendly production and engineering processes. The fundamen- tal improvement program PULL@BCAG facilitates optimization of internal logistics processes and transportation, as well as reducing transport runs by consolidating deliveries and con- tainers. PULL@BCAG does far more than traditional projects because it expresses Burckhardt Compression’s underlying phi- losophy of work. Procuring equipment locally helps the company keep close to customers – as well as reducing transportation. Environmental management In fiscal year 2018, all Burckhardt Compression locations were certified in accordance with ISO 14001, with the exception of the SAMR, Prognost, Arkos, and Shenyang Yuanda subsidiaries, which have their own environmental management systems. In addition to compliance with the applicable standards, activities here were primarily focused on environmentally relevant aspects, with the aim of reducing energy consumption. A com- prehensive chemicals concept was also developed; harmful chemicals were substituted by less harmful ones, and their storage was optimized. The Winterthur site has launched a comprehensive program to reduce greenhouse gas emissions as part of the target agreement with the canton of Zurich. A multi-year project to save energy in our offices and work- shops is underway at the Winterthur site. Associated measures form part of a comprehensive 10-year program under a target agreement made with Canton Zurich to reduce greenhouse gas emissions. Emissions are measured regularly at the site in Win- terthur. They were reduced by 44% in the fiscal year 2020, with most of the reduction attributable to the current coronavirus pandemic. Travel restrictions meant that many business trips were replaced with virtual meetings, which had a substantial impact on greenhouse gas emissions. 54 SUSTAINABILITY REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION SUSTAINABILITY REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 55 BURCKHARDT COMPRESSION MATERIALITY MATRIX e c n a v e l e r r e d l o h e k a t S Shenyang Yuanda Compressor’s new factory in Shenyang takes much of the energy it needs from district heating sys- tems. It also has very effective insulation for its exterior walls. Insulated sandwich wall panels reduce the amount of energy required for heating. Employees’ work and safety clothing is washed at a central laundry rather than in separate washing machines for each department. This saves both water and en- ergy. A new sand mixer was installed for Shenyang Yuanda Compressor’s foundry in 2019. The sand that is used for the casting molds can now be reprocessed and reused. The factory in Pune won the GreenCo Star Performer Award again. GreenCo is a rating system established by the Confed- eration of Indian Industry (CII), which takes a holistic approach to measuring the results of companies’ environmental initia- tives. The prize was awarded because the factory managed to cut its energy consumption by 22% compared with the base year of 2015/16, as well as achieving a 38% year-on-year reduc- tion in fresh water consumption. This latter achievement was made possible in part by a rainwater collection system with an average collection potential of around 80%. Washing rather than disposing of oily cotton cleaning rags used in manufactur- ing processes saved 660 kg of cotton. Recycling and disposal Hazardous goods and chemicals are transported, stored and disposed of in accordance with applicable laws and regulations. Internal collection points help employees sort and dispose of waste correctly and allow recycling of most waste materials. Specialized companies are used to dispose of specific materials (e.g. metals) properly and environmentally. The waste management concept introduced in collaboration with external consultants in Winterthur was continued and expanded and will lead to even greater separation of waste in the future. The replacement of conventional lighting with LEDs in Winterthur continued. Burckhardt Compression also further optimized its chemicals concept at the Winterthur site. Com- bustible chemicals were replaced by less combustible ones, and all container labelling was amended. Oil storage tanks were ret- rofitted with spill containment systems and special transport tanks, which improves chemical safety practices and process efficiency. The substitution of hazardous chemicals further reduced consumption of VOC gases (Volatile Organic Com- pounds), which are harmful to the environment. These and other measures are part of the EOHS system that has been introduced at all Group sites in compliance with ISO 14001 and 45001. ENHANCED FOCUS ON SUSTAINABILITY During the 2020 fiscal year, Burckhardt Compression carried out a materiality assessment to underpin its commitment to sustainability and take its strategy forward. The aim was to identify the most important sustainability topics for the Burck- hardt Compression Group as a whole. Materiality assessment The standards set out in the Global Reporting Initiative (GRI) served as a framework for identifying these issues. The first step was to consolidate potentially relevant topics in an expanded list. This list was compiled after analyzing selected sustainability standards, investor assessments (ESG ratings), competitors, customers, and other relevant companies in the industrial sector. The second step was to evaluate these topics from the perspective of stakeholders and from an impact per- spective. Burckhardt Compression did this by surveying the assessments and expectations of the various stakeholder groups online and in personal conversations. Impact on the environment, society, and the economy was determined by means of a structured assessment based on OECD due dili- gence guidance for responsible business conduct. Results The analysis resulted in a materiality matrix in which 8 of 29 topics were identified as material to Burckhardt Compression. This materiality matrix helps to guide and focus decisions on the further integration of sustainability into Burckhardt Compression’s business activities. It is reviewed at regular intervals and adjusted if required. Topics identified as material form the strategic core of Burckhardt Compression’s future approach to sustainability. More relevant topics are continu- ously integrated into operational business activities. The remaining topics are dealt with as part of the normal course of business, taking stakeholder expectations into account. From fiscal year 2021, Burckhardt Compression will gradu- ally integrate key sustainability topics into its business activi- ties and align them more closely with the Sustainable Develop- ment Goals. Future reporting will also be updated to include key figures that meaningfully document progress made on sus- tainability. Material topics Operational topics Other topics Sales & project implementation practices Economic contribution Greenhouse gas emissions & climate change Energy use & efficiency Business conduct Working conditions Resource / material efficiency Product health & safety Occupational health & safety Diversity, inclusion & equal opportunity Data security & privacy Environmental impacts of application purpose Longevity & cyclability Intellectual property & access to knowledge Biodiversity Forced labor / child labor Conflict & security Training & development Waste & hazardous substances Non-greenhouse gas air emissions value chain impacts supply chain own operations use / end-of-life Land degradation Political accountability Corporate citizenship & community impacts Tax contribution & allocation Water & wastewater Asset & process integrity Social impacts of application purpose Noise, vibration, odor & electromagnetic radiation Land rights / indigenous rights Impacts on society, environment, and economy MATERIAL TOPICS Greenhouse gas emissions & climate change Impacts on climate change, including greenhouse gas emissions along the value chain, and mitigation of climate change risks. Energy use & efficiency Energy consumption, efficiency, and sources for the production, provision, and operation of Burckhardt Compression’s products and services. Longevity & cyclability Fostering a long life cycle and the circularity of materials and products in Burckhardt Compression’s business activities, including maintenance and repair services. Environmental impacts of application purpose Environmental impacts of the use case of Burckhardt Compression’s products and services, including contributing towards a sustainable energy transition. Working conditions Employment terms including working hours, compensation, and labor-management relations as well as the satisfaction of employees with those terms. Occupational health & safety Maintaining and promoting a safe and healthy working environment for workers involved in the production and provision of Burckhardt Compression products and services. Product health & safety Maintaining and promoting the safe and healthy operation of Burckhardt Compression products and maintained products of other brands. t n e m n o r i v n E y t e i c o S y Business conduct m o n o c E Ensuring and promoting that Burckhardt Compression’s business activities are conducted in compliance with regulations, standards, and ethical principles. 56 CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 57 CORPORATE GOVERNANCE Burckhardt Compression is committed to responsible corpo- rate governance. The company adheres to the Directive on In- formation Relating to Corporate Governance (DCG) issued by SIX Swiss Exchange, where applicable to Burckhardt Compres- sion, and the “Swiss Code of Best Practice for Corporate Gover- nance” issued by economiesuisse. In the 2020 fiscal year, Burckhardt Compression has set-up a new Code of Conduct for business partners. In this fiscal year, Burckhardt Compression started to refresh the Code of Con- duct for its employees, which will be released in the next fiscal year. In addition, a Speak Up channel for all internal and exter- nal stakeholders of Burckhardt Compression will be launched in the next fiscal year as well. 1.1.2. Listed Group companies Burckhardt Compression Holding AG, a corporation organized under the laws of Switzerland with legal domicile in Winterthur, is the only listed Group company. Burckhardt Compression reg- istered shares (BCHN) are listed on the SIX Swiss Exchange in Zurich (ISIN: CH0025536027; security number 002553602). Its market capitalization as of March 31, 2021 amounted to CHF 1’071’000’000. 1.1.3. Unlisted Group companies Information on the unlisted companies included in the scope of consolidation of Burckhardt Compression Holding AG is given in the financial report on page 107, Note 102, “Subsidiaries”. This report is structured in accordance with the DCG’s out- line and numbering. Unless otherwise noted, the information presented reflects the situation on March 31, 2021. With the exception of Burckhardt Compression Holding AG, none of the companies included in the scope of consolidation hold any BCHN shares. 1. GROUP STRUCTURE AND SHAREHOLDERS 1.1. Group structure 1.1.1. Management structure Burckhardt Compression is managed through a divisional orga- nizational structure consisting of two divisions, the Systems Division (compressor manufacturing business) and the Services Division (compressor services and components). The manage- ment structure of the Burckhardt Compression Group is given in the organizational chart below: CEO M. Pawlicek CHRO S. Pitt President Systems Division F. Billard CFO R. Brändli President Services Division R. Dübi 1.2. Significant shareholders According to information available to the company from the disclosure notifications of the SIX Swiss Exchange AG, the shareholders listed in the following table reported sharehold- ings of at least 3% of the voting rights as per March 31, 2021. In accordance with the company’s Bylaws, the voting rights of NN Group N.V. and Atlantic Value General Partner Limited (Mon- drian) are limited in each case to 5.0% of the total number of BCHN registered shares recorded in the share register: Name Country % of shares MBO Aktionärsgruppe (Valentin Vogt, Harry Otz, Leonhard Keller, Martin Heller, Ursula Heller, Marcel Pawlicek) NN Group N.V. CH NL Atlantic Value General Partner Limited (Mondrian) GB BlackRock, Inc. UBS Fund Management (Switzerland) AG FEDERATED HERMES, INC. US CH US 12.4 10.3 5.0 3.0 3.0 3.0 More detailed information on the disclosure notifications is available on the website of the SIX Swiss Exchange’s Disclosure Office (https://www.ser-ag.com/de/resources/notifications- market-participants/significant-shareholders.html#/). 1.3. Cross-shareholdings Burckhardt Compression Holding AG has no cross-sharehold- ings with any other company or group of companies. tion is also valid if shares are acquired through the exercise of subscription, option, or conversion rights, with the exception of shares acquired through inheritance, division of an estate or marital property law. Legal entities and partnerships associated with each other by uniformly managed capital or votes or in any other way, as well as private and legal entities or partnerships which form an association to evade registration restrictions, are regarded as one person. Individual persons who have not expressly declared in their registration application that they hold the shares for their own account (nominees) will be entered in the Share Register with voting rights if the nominee concerned provides proof that he is subject to supervision by an accredited bank and financial mar- ket regulator and if he has concluded an agreement with the Board of Directors concerning his status. Nominees holding up to 2% of the issued shares will be entered in the Share Register with voting rights without having to sign an agreement with the Board of Directors. Nominees holding more than 2% of the issued shares will be entered in the Share Register with 2% vot- ing rights and, for the remaining shares, without voting rights. Above this 2% cap, the Board of Directors may have nominees entered in the Share Register with voting rights if they disclose the names, the addresses, the nationalities, and the sharehold- ings of the persons for whom they hold more than 2% of the issued share capital. 2.7. Convertible bonds and options The company does not have any outstanding convertible bonds and has not issued any option rights. 2. CAPITAL STRUCTURE 2.1. Capital The issued share capital of Burckhardt Compression Holding AG amounts to CHF 8’500’000, comprising 3’400’000 fully paid registered shares with a nominal value of CHF 2.50 each. 2.2. Details on authorized and conditional capital The Board of Directors is empowered to increase the company’s share capital by a maximum of CHF 1’275’000 at any time until July 6, 2021 by issuing a maximum of 510’000 fully paid regis- tered shares with a nominal value of CHF 2.50 each (authorized share capital). The date and amount of the issuance, the time of dividend entitlement, and, if applicable, the type of contribu- tion will be determined by the Board of Directors. Partial increases in capital are permitted. The transferability of the shares shall be subject to the registration restrictions set forth in the Bylaws, if any. The Board of Directors is authorized to exclude shareholders’ subscription rights, in part or whole, in favor of third parties if the new shares are used to i) acquire companies through an exchange of shares or ii) to finance the purchase of companies in whole or part. The Board of Directors is also authorized to exclude subscription rights of sharehold- ers if the newly created shares are issued by means of a public offering. Shares for which subscription rights have been granted but not exercised will be allotted by the Board of Directors at its own discretion. Apart from the above, Burckhardt Compres- sion Holding AG has no other authorized and/or conditional share capital. 2.3. Changes in capital There has been no movement in share capital since the IPO in June 2006. 2.4. Shares and participation certificates Voting rights may only be exercised after the shareholder has been registered in the Share Register. All shares are entitled to full dividend rights. Voting rights per shareholder are restricted to 5% of the total number of the registered shares recorded in the commercial register. This does not apply to shareholders who were in possession of more than 5% of the shares of Burck- hardt Compression Holding AG before the Initial Public Offering (IPO). The voting rights of treasury shares – held by Burckhardt Compression Holding AG – will be suspended. The company has not issued any participation certificates. 2.5. Dividend-right certificates The company has not issued any dividend-right certificates. 2.6. Limitations on transferability and nominee registrations No person or entity will be registered as a shareholder in the Share Register for more than 5% of the issued share capital. This entry restriction is also applicable to persons whose shares are held, in whole or in part, by nominees. This restric- 58 CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 59 3. BOARD OF DIRECTORS From left: David Dean, Dr. Stephan Bross, Ton Büchner, Dr. Monika Krüsi, Urs Leinhäuser 3.1. Members and 3.2. Other activities and interests The Bylaws stipulate that the Board of Directors consists of a minimum of three and a maximum of seven members. Since the Annual Shareholder Meeting 2020, all members are non-execu- tive and independent members of the Board of Directors in the context of the Swiss Code of best Practice for Corporate Gov- ernance from economiesuisse. The composition of the Board of Directors is as follows: Name Nationality Function First elected Term expires Ton Büchner¹ Urs Leinhäuser Dr. Monika Krüsi Dr. Stephan Bross David Dean¹ Valentin Vogt² CH/NL CH CH/IT DE CH CH AC = Audit Committee NCC = Nomination and Compensation Committee SSC = Strategy and Sustainability Committee 1 From July 4, 2020 2 Until July 3, 2020 Chairman, non-executive; Chairman SSC Member, non-executive; member AC Member, non-executive; member SSC, Chair NCC Member, non-executive; member NCC Member, non-executive; Chairman AC Chairman, non-executive; Chairman SSC 2020 2007 2012 2014 2019 2002 2021 2021 2021 2021 2021 2020 Valentin Vogt was CEO of Burckhardt Compression Group from the year 2000 until March 31, 2011. No Board member has served as a member of the Executive Management of a Burckhardt Compression Group company. None of the directors have mate- rial business relationships with a Burckhardt Compression Group company. The competencies of the Board members are depicted in the following matrix: Independence of the Board of Directors Since the Annual Shareholder Meeting 2020, all members are non-executive and independent members of the Board of Direc- tors in the context of the Swiss Code of best Practice for Cor- porate Governance from economiesuisse. Non-executive mem- bers of the Board of Directors are considered independent if they have never, or not within the last three years, worked for Burckhardt Compression, and who have no or only relatively minor business relationships with the company. Ton Büchner Urs Leinhäuser Monika Krüsi Stephan Bross David Dean Valentin Vogt Executive competence (>200 FTEs) Strategic competence Competence in non-European cultures Supply chain competence Competence in BC markets Technological competencies Financial competencies M&A competence Board-level competencies CEO coaching competencies • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • The company’s General Counsel, who serves as Secretary to the Board of Directors, has a degree in law (Dr. iur.). 60 CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 61 Biographical details and information on other activities and commitments of the individual members of the Board of Di- rectors are given below: TON BÜCHNER (1965) Independent Board Member since 2020 Education Master of Business Administration, IMD Business School, Switzerland Master of Science in civil engineering, Delft University of Technology, Netherlands Professional background 2012–2017 Chairman of the Executive Management and CEO, AkzoNobel NV, Netherlands 2007–2011 CEO, Sulzer AG, Switzerland 2003–2006 President, Sulzer Pumps, Switzerland 2000–2002 President, Sulzer Turboma- chinery Services, Switzerland 1994–2000 various management positions, Sulzer AG, Switzerland Duties and responsibilities as a director of Burckhardt Compression Holding AG – Chairman of the Board of Directors – Chairman of the Strategy and Sustainability Committee Other activities and commitments – Member of the Board of Directors, Novartis, Switzerland – Chairman of the Board of Directors, Swiss Prime Site AG, Switzerland – Advisor, Ammega, Switzerland URS LEINHÄUSER (1959) DR. MONIKA KRÜSI (1962) DR. STEPHAN BROSS (1962) DAVID DEAN (1959) VALENTIN VOGT (1960) Independent Board Member since 2007 Independent Board Member since 2012 Independent Board Member since 2014 Independent Board Member since 2019 Independent Board Member until 2020 Education Engineering degree, University of Braunschweig, Germany Professional background Since 2018 Executive Management member (CTO), KSB SE & Co. KGaA, Germany 2017 Executive Management member, Technology, KSB AG, Germany 2014–2017 Senior Vice President, Pumps, KSB AG, Germany 2007–2013 Senior Vice President, Service, KSB AG, Germany 2002–2007 Head of Product Manage- ment and Development Engineered Pumps, KSB AG, Germany 1997–2001 Head of Development and Services Fluid Flow Technical Systems, KSB AG, Germany 1996–1997 Head of Fluid Mechanics Research, KSB AG, Germany 1993–1996 R&D Engineer, KSB AG, Germany Duties and responsibilities as a director of Burckhardt Compression Holding AG – Member of the Board of Directors – Member of the Nomination and Education Swiss certified expert for accounting and controlling Swiss certified accountant Completed executive education programs at Harvard Business School, Boston, USA, and at the IMD, Lausanne, Switzerland Professional background Since 2019 Self-employed, Switzerland 2004–2019 CEO, Bossard Group, Switzerland 1998–2004 CFO, Bossard Group, Switzerland 1993–1998 Deputy CFO and Corporate Controller, Bossard Group, Switzerland Duties and responsibilities as a director of Burckhardt Compression Holding AG – Member of the Board of Directors – Chairman of the Audit Committee Other activities and commitments – Board member, Bossard Group, Education Lic. oec. HSG St. Gallen, Switzerland Professional background Since 2011 Self-employed, Switzerland 2000–2011 CEO, Burckhardt Compres- sion Group, Switzerland 1992–2000 General Manager, Sulzer Metco AG, Switzerland 1989–1992 CFO, Sulzer Metco AG, Switzerland 1986–1989 CFO, Alloy Metals, USA 1985–1986 Controller, Sulzer AG, Switzerland Duties and responsibilities as a director of Burckhardt Compression Holding AG – Chairman of the Board of Directors – Chairman of the Strategy Committee Other activities and commitments – Chairman of the Board, Kistler Holding AG, Switzerland – Board member, Bucher Industries AG, Switzerland Switzerland – Board member, Ernst Göhner Stiftung – Board member, Komax Group, Beteiligungen AG, Switzerland Switzerland – Chairman of the Swiss Employers’ – Board member, Brugg Group, Association, Switzerland Compensation Committee Switzerland – Chairman of the Board of Directors, Haag-Streit Group, Switzerland (a division of Metall Zug Group) Education PhD. in Business Informatics, MBA University of Zurich, Switzerland Professional background Since 2003 Partner, MKP Consulting AG, Switzerland 2001–2003 Partner, Venture Incubator Partners AG, Switzerland 1991–2001 Associated Partner, McKinsey & Co., Inc., Switzerland 1986–1990 Credit Suisse, Switzerland Duties and responsibilities as a director of Burckhardt Compression Holding AG – Member of the Board of Directors – Chair of the Nomination and Compensation Committee – Member of the Strategy and Sustainability Committee Other activities and commitments – Chair of the Board of Directors, Repower AG, Switzerland – Chair of the Board of Directors of Oskar Ruegg AG, Schweiz – Board member, 360°, Switzerland – Board member, Otto Suhner AG, Switzerland – Board member, Signal AG, Switzerland – Board member, BGRB Holding AG, Switzerland – Board member, Technopark Luzern, Switzerland Education Degree in Business Administration, University of Applied Sciences, Zurich, Switzerland IMD Lausanne (SSE) Professional background Since 2016 Partner/Consultant ADULCO GmbH, Switzerland 2014–2016 Self-employed, Switzerland 2011–2014 CFO and Deputy CEO, Member of Executive Management, Autoneum Holding AG, Switzerland 2003–2011 CFO and Head Corporate Center, Member of Group Executive Committee, Rieter Holding AG, Switzerland 1999–2003 CFO, Member of Group Executive Committee, Mövenpick Holding, Switzerland 1997–1999 Head of Finance and Controlling, Piping Systems Division, Georg Fischer AG, Switzerland 1995–1997 Head of Corporate Control- ling, Georg Fischer AG, Switzerland 1992 Managing Director, Cerberus, Denmark 1988–1994 Group Controller, Cerberus AG, Switzerland 1986–1988 Tax Consultant, Deputy Head, Tax Consultancy Department, Refidar Moore Stephens, Switzerland 1983–1986 Tax Inspector, Cantonal Tax Department SH, Switzerland Duties and responsibilities as a director of Burckhardt Compression Holding AG – Member of the Board of Directors – Member of the Audit Committee Other activities and commitments – Chairman of the Board of Directors, Avesco AG, Switzerland – Board member, Ammann Group Holding AG, Switzerland – Board member, Liechtensteinische Landesbank AG, Liechtenstein – Board member, VAT Group AG, Switzerland – Board member, PENSADOR Partner AG, Zurich 62 CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 63 3.3. Rules in the Bylaws concerning the number of per- mitted activities Members of the Board of Directors may not hold more than ten (10) additional board memberships, whereof not more than four (4) in listed companies. 3.4. Election and term of office Each member of the Board of Directors, the Board Chairman, and each member of the Nomination and Compensation Com- mittee are elected annually by the Annual General Meeting. The members of the Board of Directors shall be automatically reti- red from the Board of Directors in the year in which they reach the age of 70. 3.5. Internal organization The Board of Directors has the final responsibility for the busi- ness strategy and the management of the Burckhardt Com- pression Group. It has final authority and defines the guidelines regarding strategy, organization, financial planning, and ac- counting for the Burckhardt Compression Group. The Board of Directors has delegated executive manage- ment responsibility to the CEO of the Burckhardt Compression Group. The Board of Directors appoints a secretary for the Board and for the company. The Secretary does not need to be a member of the Board. This role is currently assigned to the company’s General Counsel. The Board of Directors meets as often as business requires, but at least four times per year. In fiscal year 2020, the Board of Directors and Board committees convened the meetings shown in the table below. The Board of Directors has a quorum when the majority of the members are present. Decisions are passed by a simple majority. In the event of a tie, the Chairman has the casting vote. The CEO, the two Presidents of the Systems and Services Divisions, the CFO, the CHRO, and the General Counsel, in his role as secretary, are regularly invited to attend Board meet- ings to report on developments in their respective business areas. The Board of Directors has set up the following committees: Audit Committee The Audit Committee advises and supports the Board in all matters related to external and internal audits, risk management, accounting policies and practices, and com- pliance with accounting standards issued. The CEO, the CFO, the head of the internal audit unit, and representatives of the external auditors also participated in the Audit Committee’s or- dinary meetings. The members are David Dean (Chair) and Urs Leinhäuser. Nomination and Compensation Committee This committee advises and assists the Board of Directors on appointing, asses- sing and dismissing members of the Executive Management, and draws up proposals for the appointment or dismissal of members of the Board of Directors. Furthermore, the Nomina- tion and Compensation Committee advises and assists the Board of Directors on questions relating to the compensation of the directors and the Executive Management members. The CEO and the CHRO also attend the ordinary meetings of the NCC. The members are Dr. Monika Krüsi (Chair) and Dr. Stephan Bross. Meetings 04/28/2020, BOD meeting 05/15/2020, AC meeting 05/26/2020, NCC meeting 05/27/2020, AC meeting 05/27/2020, BOD meeting 08/28/2020, BOD meeting 09/10/2020, BOD meeting 10/29/2020, NCC meeting 10/30/2020, AC meeting 10/30/2020, BOD meeting 11/12/2020, SSC meeting 12/10/2020, SSC meeting 12/11/2020, BOD meeting 02/25/2021, AC meeting 03/02/2021, BOD meeting 03/03/2021, extra. NCC meeting BOD = Board of Directors AC = Audit Committee NCC = Nomination and Compensation Committee SSC = Strategy and Sustainability Committee Governing body BOD AC NCC AC BOD BOD BOD NCC AC BOD SSC SSC BOD AC BOD NCC Duration 3 hours 1.5 hours 3.5 hours 3.5 hours 7 hours 5.5 hours 1 hour 2 hours 3 hours 6.5 hours 1 hour 3 hours 6.5 hours 3 hours 5 hours 2.5 hours Valentin Vogt • Ton Büchner Urs Leinhäuser • • • • • • • • • • • • • • • • • • • • • Monika Krüsi Stephan Bross David Dean • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Strategy and Sustainability Committee The Strategy and Sustainability Committee supports the CEO in developing cor- porate strategy and advises the Board of Directors on strategic matters such as acquisitions and divestments. It evaluates the implementation of company strategy on a regular basis and submits proposals to the Board of Directors if adjustments or other measures are deemed necessary. The members are Ton Büchner (Chair) and Dr. Monika Krüsi. In addition, the Strategy and Sustainability Committee organizes and prepares the annu- al strategy day in collaboration with the CEO. Self-evaluation of the Board of Directors In fiscal year 2020, the Board of Directors conducted a self-evaluation looking at the work of the Board of Directors and its individual commit- tees. The evaluation process covered purpose, scope, composi- tion, and responsibilities and was done as an internal evaluation only. Each of the Board members completed a questionnaire and the detailed findings were presented back to the Board. Impro- vement measures were defined and will be regularly reviewed. 3.6. Definition of areas of responsibility The Board of Directors has delegated the executive manage- ment of the company and the Group to the CEO of Burckhardt Compression Group, with the exception of the following mat- ters: – Definition of the Group’s business policies and strategy – Definition of the top-level organizational structure of the Group – Approval of the periodic forecasts, the annual report, and reporting and accounting policies – Ensuring adequate internal control systems based on the recommendations of the Audit Committee – Determination of the appropriate capital structure – Appointment and dismissal of members to and from the Exec- utive Management, as well as compensation of the Executive Management – Decisions on new subsidiaries, major capital expenditure proj- ects, acquisitions, financing transactions, the insurance con- cept, and the provision of guarantees if such decisions exceed the powers conferred on the CEO. The powers of the Executive Management and of the Group company executives are listed in detail in the organization re- gulation (https://www.burckhardtcompression.com/investors/ corporate-governance). 3.7. Information and control instruments vis-a-vis the executive committee Financial reporting and planning Order intake, the income statement, balance sheet, liquidity planning and cash flow, headcount, personnel costs, and capital expenditure are conso- lidated and annotated on a monthly basis. A rolling forecast of Group results for the current and coming fiscal years is also prepared and annotated four times a year (April, July, October, and January). Targets for the coming fiscal year are determined based on the January forecast. The financial report and the forecasts are distributed to the members of the Executive Ma- nagement and all members of the Board of Directors. At every meeting of the Board of Directors, the members of the Execu- tive Management report on the course of business and on all issues of relevance to the Group. Internal Group Audit and internal control system (ICS) The internal audit reports to the Chairman of the Audit Committee of the Board of Directors. Management responsibility for the unit has been delegated to the Head of Group Controlling, who is also responsible for planning and conducting the audits. The CFO is responsible for coordination between the Audit Commit- tee and the head of the Internal Group Audit. The Internal Group Audit team consists of qualified staff from the Finance and Controlling departments of Burckhardt Compression AG and several selected financial specialists from the Group’s subsidi- aries. Qualified subject matter experts from other fields (e.g. IT, Legal, or Human Resources) may be consulted, depending on the auditing assignment. These employees perform the internal audit duties assigned to them in addition to their regular duties and in this additional capacity they report directly to the Head of Internal Group Audit, who in turn reports in this function di- rectly to the Chairman of the Board of Directors’ Audit Commit- tee. This efficient organization is tailored to the needs and size of the Burckhardt Compression Group and fosters an active ex- change of information and best practice with the objective of creating sustained added value for the Burckhardt Compression Group by means of continual process improvement. The inter- nal auditors undergo regular training for the performance of their tasks. The training received is coordinated by the head of the internal Group audit. The schedule for internal audits is de- termined by the Audit Committee of the Board of Directors on an annual basis and may be changed or expanded by the Audit Committee as and when required. The internal auditors’ reports were distributed to the management of the audited company, the members of the Audit Committee of the Board of Directors, the Executive Management members, and to the external company auditors. The statutory auditor assesses the effectiveness of the internal control system (ICS) in a written report submitted to the Audit Committee and the Board of Directors once a year. Risk management Burckhardt Compression has an integrated risk management policy. In a two-stage process, key risks are identified using an anticipatory approach and grouped under one of three risk categories – strategic, financial, or operational – that have been defined by the Board of Directors. The risks are then evaluated, managed and stringently monitored, avoi- ded, mitigated, or transferred to third parties through approp- riate risk management measures. The first stage of risk ma- nagement consists of a continuous risk management process, in which the divisions and larger companies at Burckhardt Com- pression Group systematically identify and assess the risks in a regular rhythm, define the necessary risk mitigation measu- 64 CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 65 res together with the responsible persons, and set and monitor deadlines for implementation. Internal and external factors are included in the evaluation of potential risks. The second stage of the risk management process consists of a periodic risk management review that takes place twice a year at the meetings of the Board of Directors’ Audit Commit- tee. To this end, the CEO prepares an overview of the main risks faced by Burckhardt Compression Group and an assessment of the likelihood of these risks occurring and the effects they would have. This overview is presented to the Audit Committee together with the risk mitigation measures, the people respon- sible for implementing them, and an implementation timetable. The Audit Committee then reports to the Board of Directors about the findings of the risk management review. 4. EXECUTIVE MANAGEMENT 4.1. Members of the Executive Management and 4.2. Other activities and commitments Name Nationality Function Marcel Pawlicek Rolf Brändli Sandra Pitt Fabrice Billard Rainer Dübi CH CH DE/CH FR/CH CH CEO CFO CHRO President Systems Division President Services Division Biographical details and information on other activities and commitments of the members of the Executive Management: MARCEL PAWLICEK (1963) ROLF BRÄNDLI (1968) Education Degree in Business Administration, HWV Zurich, Switzerland Professional background Since 2008 CFO, Burckhardt Compres- sion Group, Switzerland 2001–2008 Head of Finance & Adminis- tration, Sulzer Brasil S.A., Brazil; Regional Controller, Sulzer Pumps South America & South Africa 1997–2001 Regional Controller Asia/ Pacific, Sulzer International Ltd.; General Manager, Sulzer Hong Kong Ltd., Hong Kong, SAR China 1994–1997 Management Consultant, OBT Treuhand AG Zurich, Switzerland Education Degree in Mechanical Engineering, HTL Winterthur, Switzerland, MBA Marketing and International Business, Fordham University, New York, USA Professional background Since 2011 CEO, Burckhardt Compres- sion Group, Switzerland 2008–2011 Head of Design & Manufac- turing, Burckhardt Compression AG, Switzerland 2001–2008 Head of CSS, Burckhardt Compression AG, Switzerland 1999–2001 Head Sales and Contracting HPI, Sulzer-Burckhardt AG, Switzerland 1989–1999 Project Manager and Mar- keting & Sales Manager for Burckhardt compressors, Sulzer Inc., USA 1986–1989 Design Engineer, Sulzer- Burckhardt AG, Switzerland Other activities and commitments – President of the Swiss-CIS/Georgia Chamber of Commerce – Vice President of AZW Winterthur, Switzerland From left: Rainer Dübi, Fabrice Billard, Marcel Pawlicek, Sandra Pitt, Rolf Brändli 66 CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 67 SANDRA PITT (1971) FABRICE BILLARD (1970) RAINER DÜBI (1969) Education Degree in Business Administration/Busi- ness Informatics, Germany, MBA International Finance/International HR, American University Washington, USA Professional background Since 2015 CHRO, Burckhardt Com- pression Group, Switzerland 2013–2015 Head Corporate HR, AFG Management AG, Switzerland 2012–2013 Head of HR Central Europe, Holcim (Schweiz) AG, Switzerland 2010–2012 Head of HR, Holcim (Schweiz) AG, Switzerland 2007–2009 Head of HR, BASF Group Switzerland, BASF Schweiz AG, Switzerland 2006–2007 HR Specialist Region Europe, BASF AG, Germany 2003–2006 Internal Consultant Perfor- mance Management, BASF AG, Germany 2002–2003 HR Coordinator Europe, BASF AG, Germany Education Master of Science in Aeronautics and Aerospace Engineering, Ecole Centrale Paris, France Education Degree in Mechanical Engineering, HTL Winterthur, MASBA School of Management, Switzerland Professional background Since 2016 President Systems Division, Burckhardt Compression Group, Switzerland 2015–2016 Chief Strategy Officer, Sulzer, Switzerland 2012–2015 Head Business Unit Mass Transfer Technology, Sulzer Chemtech, Switzerland/Singapore 2010–2012 Head Europe, Middle East, India, Russia & Africa Business Unit, Mass Transfer Technology, Sulzer Chemtech, Switzerland 2008–2010 Vice President Business Development, Sulzer Chemtech, Switzerland 2005–2008 Head Global Customer Services, Sulzer Pumps, Switzerland 2004–2005 Strategic Development Manager, Sulzer Corporate, Switzerland 1999–2004 Principal, The Boston Consulting Group, Switzerland/France Professional background Since 2019 President Services Division, Burckhardt Compression Group, Switzerland 2012–2019 Head of Design & Manufac- turing, Burckhardt Compression AG, Switzerland 2010–2012 Senior Sales Manager, Burckhardt Compression AG, Switzerland 2007–2010 Manager Sizing, Burckhardt Compression AG, Switzerland 2003–2007 Sizing Project Engineer, Burckhardt Compression AG, Switzerland 2001–2003 Commissioning Lead Engineer, Alstom, Switzerland 1999–2001 Commissioning Engineer, ABB, Switzerland 4.3. Rules in the Bylaws concerning the number of permitted activities Members of the Executive Management may not hold more than five (5) additional board memberships, whereof not more than two (2) additional may be in listed companies. 4.4. Management contracts There are no management contracts with third parties. 5. COMPENSATION, SHAREHOLDINGS AND LOANS The principles and elements of compensation paid to members of the Board of Directors and the Executive Management as well as the authority and the mechanisms used to determine such compensation are explained in the Compensation Report on pages 69 to 77. The shareholdings of the members of the Board of Directors and the Executive Management in Burckhardt Compression Holding AG are listed in the Compensation Report on pages 69 to 77 and in the financial statements, note 103, “Share capital and shareholders” on page 108. Burckhardt Compression Group did not grant any loans, credit or collateral to any of the members of the Board of Direc- tors or the Executive Management in fiscal year 2020 and there are no arrangements of this nature outstanding. 6.4. Inclusion of items on the agenda Shareholders who together represent at least 10% of the share capital can ask for an item to be included on the agenda of the General Meeting. The Board of Directors must receive written proposals for items to be included on the agenda, specifying the issue to be discussed and the shareholders’ proposals, at the latest 40 days before the date of the General Meeting. 6.5. Entries in the Share Register The record date for registered shareholders to be entered in the Share Register prior to an Annual General Meeting will be stated in the invitation to the Annual General Meeting. 7. CHANGES OF CONTROL AND DEFEN- SIVE MEASURES 7.1. Obligation to make an offer Once a shareholder acquires 33⅓% of share capital and voting rights, he/she will be under an obligation to submit a public ten- der offer. The Bylaws contain neither an opting-out nor an opt- ing-up clause. 7.2. Clauses on change of control There are no provisions for special severance payments for members of the Board of Directors or members of the Executive Management in the event of a change of control over Burck- hardt Compression Holding AG. 6. SHAREHOLDERS’ PARTICIPATION RIGHTS 8. AUDITORS 6.1. Voting rights restrictions and representation of voting rights No person or entity will be registered as a shareholder in the Share Register for more than 5% of the issued share capital. This entry restriction is also applicable to persons whose shares are held, in whole or in part, by nominees. This restriction is also valid if shares are acquired through the exercise of subscription, option, or conversion rights. This restriction on voting rights does not apply to shareholders who were in possession of more than 5% of the shares of Burckhardt Compression Holding AG before the IPO. There is no provision for measures to remove restrictions. A shareholder may be represented at the Annual General Meeting by the independent proxy holder or by another person with legal capacity. All shares held by a shareholder can only be represented by one person. 8.1. Duration of mandate and term of office of the auditor in charge PricewaterhouseCoopers AG (PwC) has been the statutory audi- tor of Burckhardt Compression Holding AG since 2002 and is also in charge of the audit of the consolidated financial state- ments. The statutory auditor is elected by the General Meeting of Shareholders for one year at a time. Burckhardt Compression plans to tender its external audit contracts at least every 10 years and examine all bids received. The most recent invita- tion to tender was issued during the fiscal year 2012. PwC was awarded the contract in March 2013 as decided by the Board of Directors and PwC was re-elected as statutory auditor by the General Meeting of Shareholders in 2013. The auditor in charge will be changed after a maximum period of seven years. Sandra Böhm Uglow has served as auditor in charge since the 2020 reporting period. 6.2. Statutory quorums A majority of at least two-thirds of the voting rights repre- sented is required for changes to the company’s Bylaws. 8.2. Auditor’s fees Total fees for auditing services provided by PwC worldwide dur- ing fiscal year 2020 amounted to TCHF 354 (previous year: TCHF 343). 6.3. Convocation of the General Meeting of Shareholders None of the applicable rules deviate from the law. 68 CORPORATE GOVERNANCE | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION COMPENSATION REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 69 COMPENSATION REPORT 8.3. Additional fees The additional fees for services provided by PwC worldwide during fiscal year 2020 are in the amount of TCHF 78 (previous year: TCHF 0). Additional services rendered by PwC outside the audit mandate in the previous year are compatible with the audit assignment. 8.4. Information tools of the external auditors The Audit Committee assists the Board of Directors in monitor- ing the Company’s accounting and financial reporting. It assesses the internal control procedures, the management of business risks, the audit plan and scope, the conduct of the audits, and their results. The Audit Committee also reviews the auditor’s fees. The statutory auditor is present during the examination of the consolidated annual and semi-annual financial statements. Once a year, the members of the Audit Committee receive from the statutory auditor a summary of the audit findings and sug- gested improvements. The Audit Committee held three regular meetings during the 2020 reporting period, each lasting between 1.5 and 3.5 hours. The auditor in charge and another representative of the auditor took part in these meetings. 9. INFORMATION POLICY 1. BASIS Burckhardt Compression Holding AG reports order intake, sales, operating results, balance sheet, cash flow, and changes in shareholders’ equity on a semi-annual basis, together with com- ments on the trend of business and the outlook for the future. Burckhardt Compression Holding AG provides price-sensitive information in accordance with the ad hoc disclosure require- ments set out in the Listing Rules of the SIX Swiss Exchange. Burckhardt Compression Holding AG will send potentially price- sensitive information to all interested parties via an email dis- tribution list. Financial reports are available on our website (www.burckhardtcompression.com) and will be delivered to interested parties on request. Key dates for 2021 and 2022 July 2, 2021 Annual General Meeting (virtual) November 2, 2021 Results for the first half of 2021 (closing September 30, 2021) June 8, 2022 2021 Annual Report (closing March 31, 2022) July 1, 2022 Annual General Meeting Details of these dates, possible changes, the company profile, current share prices, presentations, and contact addresses can be found at www.burckhardtcompression.com, where inter- ested parties can also subscribe to the email distribution list. This Compensation Report describes the policies and system in place for the compensation of the Board of Directors and the Executive Management of Burckhardt Compression, together with information on their annual compensation. This report was prepared in accordance with the provisions of the Swiss Federal Ordinance Against Excessive Compensation in Listed Compa- nies (OAEC), the Directive on Information relating to Corporate Governance (DCG) issued by the SIX Swiss Exchange, and the Bylaws of Burckhardt Compression Holding AG. 2. COMPENSATION POLICY Burckhardt Compression has established a transparent and long-term-oriented compensation system. The objectives pur- sued with this system are to ensure that the compensation of the Board of Directors and the company executives is market- competitive competitive and to achieve a good balance between the interests of the shareholders, the directors, and executive management. Market-competitive pay is a basic prerequisite for attracting well-qualified directors and executives and ensuring that they remain with the company for the long run. 3. ORGANIZATION, DUTIES, AND POWERS The Nomination and Compensation Committee (NCC) is com- prised of at least two members of the Board of Directors. The members of the NCC are elected individually and annually by the Annual General Meeting and their term of office shall expi- re at the end of the next Annual General Meeting. The Annual General Meeting of July 3, 2020 elected Dr. Monika Krüsi and Dr. Stephan Bross to the Nomination and Compensation Com- mittee. The Board of Directors appointed Dr. Monika Krüsi Chair of the Nomination and Compensation Committee. The NCC meets at least twice a year. The CEO and CHRO attend these meetings in an advisory capacity, except during deliberation on meeting topics that pertain to themselves. The Nomination and Compensation Committee held three meetings during the 2020 fiscal year. The duties and powers of the NCC are set forth in the com- pany’s Bylaws and Organizational Regulations (www.burck- hardtcompression.com/corporate-governance). The NCC sup- ports the Board of Directors in the performance of its duties pertaining to the compensation and personnel policies of the company and the entire Group as prescribed by law or the com- pany’s Bylaws. The most important duties and powers of the NCC with regard to compensation are given in the table below. The Annual General Meeting of Burckhardt Compression Hol- ding AG casts the following votes in relation to the compensa- tion of the Board of Directors and Executive Management: – a prospective vote on the maximum aggregate amount of fixed compensation for the Board of Directors and the Execu- tive Management for the fiscal year following the Annual Ge- neral Meeting – a retrospective vote on the maximum aggregate amount of variable compensation for the Executive Management for the fiscal year preceding the Annual General Meeting. Furthermore, the Annual General Meeting casts a consultative vote on the Compensation Report. 4. COMPENSATION SYSTEM Burckhardt Compression Group’s compensation system con- sists of a mix of fixed and variable components. In accordance with the Bylaws of Burckhardt Compression Holding AG, vari- able compensation can be paid in whole or part in the form of shares, conditional rights to receive shares, or in comparable instruments of the company. Topic Proposal/recommendation by Approval authority Compensation principles and guidelines Compensation Report Compensation of Board of Directors Compensation of Executive Management Loans to members of the Executive Management NCC NCC NCC NCC CEO BOD BOD BOD BOD NCC 70 COMPENSATION REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION COMPENSATION REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 71 4.1. Compensation system for the Board of Directors Compensation for the Board of Directors consists of a fixed component, 80% of which is paid in cash, 20% in shares; a fixed cash supplement for directors who serve on a formal Board committee; and a fixed lump-sum for expenses. The number of shares awarded is based on the average share price (daily clos- ing price on the SIX exchange) for the period between the announcement of the full-year results and the Annual General Meeting. The fixed component amounts to CHF 81’000 for members of the Board of Directors. On July 3, 2020 the Annual General Meeting approved the proposal to adjust the fixed component paid to the Chairman of the Board of Directors on the basis of a benchmark study of 13 engineering firms in Switzerland. As a result, the fixed component was raised as per July 4, 2020 from CHF 134’000 per year to CHF 184’000 per year. The fixed cash supplement for directors serving on a formal Board committee is CHF 10’000 a year. The lump sum for expenses is CHF 4’000 for members of the Board of Directors and CHF 6’000 per year for the chairman of the Board of Directors. 4.2. Compensation system for the Executive Management Compensation of the Executive Management consists of three components: – a fixed base salary – a variable performance- and profit-related annual bonus paid in cash – variable performance- and profit-related long-term incentive bonus awarded in the form of free shares. Base salary The functions performed by members of the Exec- utive Management are assigned to so-called Global Grades as defined by a global functional grading system (Willis Towers Watson Global Grading System). Market data for each Global Grade based on Willis Towers Watson’s Global 50 Remuneration Planning Report and the results of annual executive perfor- mance appraisals are taken into consideration when determining the base salary of the members of the Executive Management. Annual Bonus The members of the Executive Management receive a variable performance- and profit-related bonus in addition to their base salaries. A new annual bonus plan for the Executive Management went into effect in fiscal year 2020. The annual bonus is calculated from the net income of Burckhardt Compression Group – if a minimum financial threshold of 4% return on sales at the net profit level is achieved – and a per- centage rate determined by the Global Grade. The percentage rate applied for the CEO is 0.28%. The percentage rate for other members of the Executive Management – depending on their Global Grade – ranges from 0.12% to 0.16%. The annual bonus is limited to 50% of base salary. Long-term incentive pay Members of the Executive Manage- ment additionally receive long-term incentive pay awarded in the form of free shares. The long-term bonus program is valid for a six-year period (fiscal years 2017–2022). Long-term incen- tive pay is based on the attainment of the targets for organic growth (sales) and net income of Burckhardt Compression Group for fiscal years 2018 to 2022 of the Mid-Range Plan period as well as for the 2017 fiscal year. The basis upon which the long-term incentive pay is calcu- lated consists of a fixed, predefined amount per Global Grade. If the sales and net income targets set in the Mid-Range Plan are attained by the end of the fiscal year 2022, this fixed amount will be multiplied by a factor of 1.0 (0.5 each for sales and net income) and awarded in the form of shares (free shares). The targeted amount of the long-term bonus for the entire six-year period is CHF 900’000 for the CEO and between CHF 450’000 and CHF 600’000 for the other members of the Executive Ma- nagement, depending on their Global Grade. The sales target in the Mid-Range Plan (aggregate) for the six years amounts to CHF 3’819 mn; the net income target (aggregate) is CHF 300 mn. If the targets are only partially achieved, the factors will be re- duced by a corresponding amount. Minimum financial targets have been defined for both cumulative sales and for cumulative net income. The minimum cumulative sales target is set at CHF 3’346 mn, minimum cumulative net income at CHF 195 mn. If cumulative sales or net income fall short of these minimum thresholds, the corresponding factor will be reduced to zero. If the Mid-Range Plan targets for sales or net income are excee- ded, the corresponding factors will be increased up to a maxi- mum amount of 0.6 each (1.2 in total). An interim evaluation of the attained targets was conduc- ted after three years. Members of the Executive Management whose employment with the company had not been terminated as of July 31, 2020 were on that date awarded a number of free shares for the fiscal years 2017, 2018, and 2019, based on attain- ment of the targets. These free shares were distributed at the end of July 2020. The factors used for the multiplication of the fixed amount in the interim evaluation are limited to 0.3 each (total 0.6). If cumulative sales or net income fall short of the minimum thresholds, the corresponding factor is reduced to zero. The second allotment of free shares for the fiscal years 2020, 2021, and 2022 will be distributed at the end of July 2023, subject to approval by the Annual General Meeting and provided that the employment contract for the respective Executive Ma- nagement members has not been terminated. Persons subse- quently appointed to the Executive Management will be en- titled to long-time incentive pay on a pro rata basis. The number of shares awarded will be based on the average share price for the periods from the announcement of the full-year results to the annual general meetings for the fiscal years 2019 and 2022, respectively. All shares received will not be subject to any restrictions upon the date of transfer. Employment contract terms Employment contracts with Executive Management members are entered into for an indefi- nite period with a notice period of six months. 5. COMPENSATION PAID WITH COMPARATIVE FIGURES FOR THE PREVIOUS YEAR 5.1. Compensation paid to the Board of Directors The following aggregate compensation was paid to the mem- bers of the Board of Directors for the fiscal years 2020 and 2019: in CHF 1’000 Name Function Members of the Board of Directors Ton Büchner¹ Chairman Chairman Member Member Member Member Valentin Vogt² Urs Leinhäuser Dr. Monika Krüsi Dr. Stephan Bross David Dean Total Approved by the 2020 AGM for FY 2020 in CHF 1’000 Name Function Members of the Board of Directors Valentin Vogt Chairman Urs Leinhäuser Dr. Monika Krüsi Dr. Stephan Bross David Dean³ Hans Hess⁴ Total Member Member Member Member Deputy Chairman Approved by the 2018 AGM for FY 2019 1 From July 4, 2020 2 Until July 3, 2020 3 From July 7, 2019 4 Until July 6, 2019 5 This amount includes a contingency reserve of CHF 15’000. 6 This amount includes a contingency reserve of CHF 11’000. The total fixed compensation in the fiscal year under review is CHF 37’000 above the previous fiscal year. This increase is due to the adjustment of the fixed component paid to the Chairman of the Board of Directors. The Annual General Meeting of July 3, 2020 approved aggregate fixed compensation in the amount of CHF 640’000 (gross, incl. social insurance contributions) for the Board of Directors (5 persons) for fiscal year 2020. The amount of compensation actually paid was CHF 30’000 less than the approved amount. Fees 145 36 91 101 91 91 555 Fees 144 91 101 91 68 23 518 Social insurance contributions and other benefits 14 5 10 10 4 12 55 Social insurance contributions and other benefits 18 10 11 4 9 3 55 2020 Total 159 41 101 111 95 103 610 6405 2019 Total 162 101 112 95 77 26 573 5806 72 COMPENSATION REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION COMPENSATION REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 73 5.2. Compensation paid to the Executive Management The following compensation was paid to the members of the Executive Management for the fiscal years 2020 and 2019: in CHF 1’000 Name Function Fixed base salary, cash Social insurance contributions and other benefits Total fixed compen- sation (gross) Variable annual bonus, cash Share-based long-term incentive pay Total variable compen- sation (gross) Social insurance contributions and other benefits 2020 Total Executive Management Marcel Pawlicek CEO Other members of the Executive Management Total Approved by the 2019 AGM for FY 2020 in CHF 1’000 Name Function Executive Management Marcel Pawlicek CEO Other members of the Executive Management Total Approved by the 2018 AGM for FY 2019 438 1’127 1’565 115 263 378 553 1’390 1’943 2’120¹ 125 267 392 150 375 525 88 199 287 363 841 1’204 916 2’231 3’147 Fixed base salary, cash Social insurance contributions and other benefits Total fixed compen- sation (gross) Variable annual bonus, cash Share-based long-term incentive pay Total variable compen- sation (gross) Social insurance contributions and other benefits 2019 Total 431 1’210 1’641 111 271 382 542 1’481 2’023 2’1203 107 285 392 98 231 329 45 104 149 250 620 870 792 2’101² 2’893 1 This amount includes a contingency reserve of CHF 200’000. 2 This amount includes Rainer Dübi’s compensation for the 2019 fiscal year and pro rata compensation for Martin Wendel until August 31, 2019. 3 This amount includes a contingency reserve of CHF 250’000. The CEO’s fixed compensation for the period under review is comparable to the level from the previous fiscal year. The total amount of fixed compensation for the other members of the Executive Management is CHF 91’000 less than in the prior-year period. This is because fixed compensation was paid to 5 per- sons during the reporting period, whereas in the previous year compensation was paid to 6 persons over 5 months. The Annual General Meeting of July 6, 2019 approved a total sum of CHF 2’120’000 (gross, including social insurance contributions) for the fixed compensation of the entire Executive Management for the fiscal year 2020. The amount of fixed compensation actually paid (gross, including social insurance contributions) was CHF 177’000 less than the approved amount. The annual bonus for the Executive Management in fiscal year 2020 was the same as in the previous year. Personnel expenses for the Executive Management’s long-term incentive pay rose by CHF 196’000 from the previous year. The provision made for the long-term incentive pay has been adjusted based on the assessment of business performance over a multi-year period. Such an adjustment is in accordance with Swiss GAAP FER, requiring that the related expenses must be allocated over the program’s vesting period, which can lead to adjustments within individual fiscal years. The total variable compensation for the individual members of the Executive Management for the period under review ranged from 36% to 40% of total compensation. 6. OVERVIEW OF SHAREHOLDINGS AND DISTRIBUTED SHARES 6.1. Detailed overview of distributed shares In the fiscal years 2019 and 2020 the following shares were dis- tributed: Name Function Members of the Board of Directors Ton Büchner1 Chairman Valentin Vogt2 Chairman Urs Leinhäuser Dr. Monika Krüsi Member Member Dr. Stephan Bross Member David Dean3 Hans Hess4 Total Member Deputy Chairman Executive Management CEO Marcel Pawlicek Other members of the Executive Management Total5 Total 1 From July 4, 2020 2 Until July 3, 2020 3 From July 7, 2019 4 Until July 6, 2019 5 Shares are not allocated or are not distributed under the long-term incentive pay program every year. Shares distributed in FY 2019 Shares distributed in FY 2020 0 104 63 63 63 0 15 308 0 0 0 308 0 146 71 71 71 53 0 412 1’376 3’043 4’419 4’831 74 COMPENSATION REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION COMPENSATION REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 75 6.2. Detailed overview of shareholdings As of March 31, 2021, the members of the Executive Manage- ment, and the Board of Directors (and related persons) owned the following numbers of shares of Burckhardt Compression Holding AG: Name Function Members of the Board of Directors Ton Büchner1 Chairman Chairman Member Member Member Member CEO CFO CHRO President Systems Division President Services Division Valentin Vogt2 Urs Leinhäuser Dr. Monika Krüsi Dr. Stephan Bross David Dean Total Executive Management Marcel Pawlicek Rolf Brändli Sandra Pitt Fabrice Billard Rainer Dübi Total Total Board of Directors and Executive Management As a % of all outstanding shares 1 From July 4, 2020 2 Until July 3, 2020 31/03/2021 Total shares 31/03/2020 Total shares 5’000 n/a 1’714 1’119 349 408 8’590 41’937 2’423 908 1’300 824 47’392 55’982 1.7% n/a 203’392 1’643 1’048 278 355 206’716 42’111 1’702 278 600 600 45’291 252’007 7.4% 9. EVALUATION OF THE COMPENSATION SYSTEM Burckhardt Compression’s compensation system is regularly reviewed by the Nomination and Compensation Committee and the Board of Directors and may be modified if necessary. A compensation benchmark based on external salary sur- veys compiled by Willis Towers Watson and presented in its Global 50 Remuneration Planning Report is one element of the integrated compensation system for the Executive Manage- ment. During the 2020 fiscal year benchmarking was carried out using this market data; account was also taken of insights from the market benchmarking carried out in 2019 with 13 listed Swiss industrial companies. 7. TRANSACTIONS WITH THE BOARD OF DIRECTORS, THE EXECUTIVE MANAGEMENT, AND RELATED PARTIES No other payments or fees for additional services were paid to the members of the Board of Directors or the Executive Ma- nagement or to related parties during the fiscal year 2020. No signing bonuses were paid during the fiscal year 2020. At the reporting date no loans, credit lines, or pension benefits over and above those provided by mandatory occupational pension plans had been granted to members of the company’s boards. 8. MOTIONS FOR THE ANNUAL GENERAL MEETING 8.1. Approval of the maximum aggregate amount of variable compensation for the Executive Management for fiscal year 2020 The Board of Directors proposes that an aggregate amount of CHF 1’204’000 (gross, including social insurance contributions and other benefits) be approved as variable compensation for the Executive Management for fiscal year 2020. 8.2. Consultative vote on the Compensation Report for fiscal year 2020 The Board of Directors proposes that shareholders approve the Compensation Report for fiscal year 2020 in a consultative vote. 8.3 Approval of the maximum aggregate amount of fixed compensation for the members of the Board of Directors for fiscal year 2022 The Board of Directors proposes that a maximum aggregate amount of CHF 750’000 (gross, including social insurance con- tributions and other benefits) be approved as fixed compensa- tion for the Board of Directors for fiscal year 2022. The propo- sed amount includes a contingency reserve of CHF 110’000. 8.4. Approval of the maximum aggregate amount of fixed compensation for members of the Executive Management for fiscal year 2022 The Board of Directors proposes that a maximum aggregate amount of CHF 2’400’000 (gross, including social insurance contributions and other benefits) be approved as fixed compen- sation for the Executive Management for fiscal year 2022. The proposed sum includes a contingency reserve of CHF 375’000. 76 COMPENSATION REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION COMPENSATION REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 77 Report of the statutory auditor to the General Meeting of Burckhardt Compression Holding AG Winterthur We have audited the remuneration report of Burckhardt Compression Holding AG for the year ended 31 March 2021. The audit was limited to the information according to articles 14–16 of the Ordinance against Excessive Compensation in Stock Exchange Listed Companies (Ordinance) contained in the tables on pages 71 to 72 of the remuneration report. Board of Directors’ responsibility The Board of Directors is responsible for the preparation and overall fair presentation of the remuneration report in accord- ance with Swiss law and the Ordinance against Excessive Compensation in Stock Exchange Listed Companies (Ordinance). The Board of Directors is also responsible for designing the remuneration system and defining individual remuneration packages. Auditor’s responsibility Our responsibility is to express an opinion on the accompanying remuneration report. We conducted our audit in accordance with Swiss Auditing Standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the remuneration report complies with Swiss law and articles 14–16 of the Ordinance. An audit involves performing procedures to obtain audit evidence on the disclosures made in the remuneration report with regard to compensation, loans and credits in accordance with articles 14–16 of the Ordinance. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatements in the remuneration report, whether due to fraud or error. This audit also includes evaluating the reasonableness of the methods applied to value components of remuneration, as well as assessing the overall presentation of the remuneration report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Opinion In our opinion, the remuneration report of Burckhardt Compression Holding AG for the year ended 31 March 2021 complies with Swiss law and articles 14–16 of the Ordinance. PricewaterhouseCoopers AG Sandra Böhm Uglow Audit expert Auditor in charge Winterthur, 27 May 2021 Oliver Illa Audit expert PricewaterhouseCoopers AG, Bahnhofplatz 17, Postfach, CH-8400 Winterthur, Switzerland Telefon: +41 58 792 71 00, Telefax: +41 58 792 71 10, www.pwc.ch PricewaterhouseCoopers AG is a member of the global PricewaterhouseCoopers network of firms, each of which is a separate and independent legal entity. 78 FINANCIAL REPORT Burckhardt Compression Holding AG’s fiscal year 2020 com- prises the period from April 1, 2020 to March 31, 2021. COMMENTS ON FINANCIAL REPORT Summary in CHF 1’000 Order intake Sales Gross profit Operating income (EBIT) in % of sales Net income Total assets Total equity Earnings per share attributable to shareholders of Burckhardt Compression Holding AG (in CHF) FTEs as per end of fiscal year 1 Excluding the effects of currency translation and acquisitions: 9.9% 2020 2019 Change 2019/2020 676’631 658’580 166’157 60’816 9.2% 47’201 797’497 219’603 13.00 2’538 607’303 629’585 149’785 54’795 8.7% 39’871 883’002 317’506 9.56 2’621 11.4%1 4.6% 10.9% 11.0% 18.4% –9.7% –30.8% 36.0% –3.2% SALES AND GROSS PROFIT OPERATING INCOME Consolidated operating income rose by 11.0% to CHF 60.8 mn, yielding an EBIT-margin of 9.2% (previous year: 8.7%). Selling, marketing and general administrative expenses amounted to CHF 93.1 mn (14.1% of sales). Despite the inclusion of a full year of Arkos Field Services (previous year only four months), this is CHF 0.1 mn less than in fiscal year 2019. Research and develop- ment expenses rose by CHF 4.8 mn to CHF 15.4 mn, due to the higher number of ongoing projects, including those involving innovative applications such as new marine solutions and H2 mobility and energy. Other operating income was mainly con- sisting of the contribution from the real estate company in Win- terthur and came to CHF 3.1 mn. This reduction of CHF 5.6 mn compared to prior year is largely attributable to currency trans- lation effects and lower state subsidies in China. Sales in the 2020 fiscal year increased by 4.6% to CHF 658.6 mn. Excluding the effects of currency translation and acquisitions, year-on-year sales growth was 4.4%. Owing to the high order backlog in recent years, sales at the Systems Division rose by 5.5% (no impact from acquisitions) to CHF 409.8 mn, while the Services Division reported a 3.1% increase to CHF 248.8 mn (excluding acquisitions: –5.1%). Sales grew mainly across the regions Europe and Middle East, while China clearly remained the strongest region. Gross profit increased by 10.9% to CHF 166.2 mn, giving a higher gross profit margin of 25.2% (previous year: 23.8%). The gross profit at the Systems Division went up 38.1% to CHF 59.1 mn, resulting in a gross profit margin of 14.4% (previ- ous year: 11.0%, including final additional costs incurred in the LNGM business), despite the low capacity utilization in the sec- ond half of the period under review. Gross profit at the Services Division remained with CHF 107.1 mn almost unchanged to the previous year. The Division’s gross profit margin slipped from 44.3% to 43.0%, mainly because of margin dilution resulting from the consolidation of Arkos Field Services as well as reduced capacity utilization due to the temporary closure of some service centers in the wake of the coronavirus pandemic. 79 FINANCIAL INCOME AND TAX EXPENSES CASH FLOW Cash and cash equivalents lowered by CHF 14.9 mn to CHF 75.4 mn by the end of fiscal year 2020. Cash flow from operating activities increased by CHF 81.5 mn to CHF 132.2 mn, mainly due to changes in net working capital. The net cash out- flow from investing activities was amounting to CHF –40.4 mn (previous year: CHF –49.7 mn), including CHF 21.2 mn for the acquisition of JSW’s compressor business. Total cash outflow from financing activities was at CHF –109.5 mn, including the payment of dividends amounting to CHF 30.0 mn and the pay- ment of CHF 50.4 mn for the first installment of the acquisition of the remaining 40% of the shares of Shenyang Yuanda Com- pressor Co. Ltd. The net financial position (net debt) improved to CHF –82.4 mn (prior year: CHF –91.7 mn). Financial expenses lowered by CHF 3.1 mn to CHF 1.6 mn, mainly as a result of positive foreign exchange impacts on inter- company loans. Income tax expenses increased by CHF 4.3 mn to CHF 12.0 mn. The resulting tax rate increased to 20.3%. The very low prior year level of 16.2% was affected by a one-off reduction of income tax expenses in Switzerland due to an according tax reform and a higher share of taxable income in locations with tax exemptions. NET INCOME Group net income increased by 18.4% to CHF 47.2 mn or 7.2% of sales (previous year: 6.3%). Owing to the acquisition of the remaining shares of Shenyang Yuanda Compressor Co. Ltd. per January 2021, earnings per share attributable to shareholders of Burckhardt Compression increased significantly from CHF 9.56 to CHF 13.00 (+36.0%). BALANCE SHEET The balance sheet total lowered by 9.7% to CHF 797.5 mn. Prop- erty, plant and equipment decreased by 11.1% to CHF 180.1 mn, mainly due to the netting of the new real estate in Shenyang with related government grants. Inventories lowered by 28.0% to CHF 190.4 mn, mainly due to the lower work in progress as per closing date. Trade accounts receivables ended the fiscal year at CHF 260.4 mn, slightly above the previous year. 27.9% of the accounts receivables were overdue more than 60 days as per year-end (prior year: 37.2%). While several long-term over- due positions could be collected in the year under review, the majority of overdue receivables is still related to projects in China. The balance between advance payments from custom- ers compared to work in progress and advance payments to suppliers ended the year at CHF 11.5 mn (previous year: CHF –47.0 mn). The equity ratio lowered to 27.5% (previous year: 36.0%) mainly as a result of the derecognition of minori- ties from the acquisition of the remaining 40% of Shenyang Yuanda Compressor and the goodwill offset from the acquisi- tion of the JSW compressor business. Total net operating assets ended the year at CHF 357.2 mn (previous year: CHF 383.7 mn). FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 80 81 CONSOLIDATED INCOME STATEMENT CONSOLIDATED BALANCE SHEET Notes 2020 2019 Notes 03/31/2021 03/31/2020 in CHF 1’000 Sales Cost of goods sold Gross Profit Selling and marketing expenses General and administrative expenses Research and development expenses Other operating income Other operating expenses Operating income Share of results of associates Financial income and expenses Earnings before taxes Income tax expenses Net income Share of net income attributable to shareholders of Burckhardt Compression Holding AG Share of net income attributable to non-controlling interests Basic earnings per share (in CHF) Diluted earnings per share (in CHF) 658’580 –492’423 166’157 –47’997 –45’064 –15’358 21’055 –17’977 60’816 – –1’616 59’200 –11’999 47’201 44’034 3’167 13.00 13.00 629’585 –479’800 149’785 –50’455 –42’753 –10’513 41’955 –33’224 54’795 –2’494 –4’741 47’560 –7’689 39’871 32’390 7’481 9.56 9.56 7 8 8 14 9 10 11 11 in CHF 1’000 Non-current assets Intangible assets Property, plant and equipment Investment in associates Deferred tax assets Other financial assets Total non-current assets Current assets Inventories Trade receivables Other current receivables Prepaid expenses and accrued income Cash and cash equivalents Total current assets Total assets Equity Share capital Capital reserves Treasury shares Retained earnings and other reserves Equity attributable to shareholders of Burckhardt Compression Holding AG Non-controlling interests Total equity Liabilities Non-current liabilities Non-current financial liabilities Deferred tax liabilities Non-current provisions Other non-current liabilities Total non-current liabilities Current liabilities Current financial liabilities Trade payables Customers’ advance payments Other current liabilities Accrued liabilities and deferred income Current provisions Total current liabilities Total liabilities Total equity and liabilities 12 13 14 10 15 16 17 18 19 19 20 10 21 22 20 23 24 21 12’351 180’080 – 14’514 4’005 210’950 190’435 260’395 56’981 3’366 75’370 12’943 202’632 – 14’513 4’034 234’122 264’479 256’121 33’377 4’584 90’319 586’547 648’880 797'497 883’002 8’500 486 –2’206 212’324 219’104 499 219’603 133’070 11’097 14’485 3’916 8’500 435 –5’216 269’763 273’482 44’024 317’506 88’713 13’620 14’311 7’616 162’568 124’260 24’726 92’474 131’677 73’817 66’065 26’567 415’326 93’259 91’337 145’297 13’895 77’122 20’326 441’236 577’894 565’496 797’497 883’002 The enclosed notes are an integral part of the consolidated financial statements. The enclosed notes are an integral part of the consolidated financial statements. FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 82 83 CONSOLIDATED CASH FLOW STATEMENT CONSOLIDATED STATEMENT OF CHANGES IN EQUITY in CHF 1’000 Cash flow from operating activities Net income Income tax expenses Financial income and expenses Share of results of associates Depreciation Amortization Change in inventories Change in trade receivables Change in other current assets Change in trade payables Change in customers’ advance payments Change in provisions Change in other liabilities Adjustment for non-cash items Interest received Interest paid Income taxes paid Total cash flow from operating activities Cash flow from investing activities Purchase of property, plant and equipment Sale of property, plant and equipment Purchase of intangible assets Increase in financial assets Acquisition of group companies net of cash acquired Total cash flow from investing activities Cash flow from financing activities Increase in financial liabilities Decrease in financial liabilities Purchase of treasury shares Acquisition of non-controlling interests Dividends paid Total cash flow from financing activities Notes 2020 2019 in CHF 1’000 10 9 14 13 12 10 13 12 4 4 47’201 11’999 1’616 – 17’476 3’632 77’305 3’906 10’902 -1’448 –17’977 4’045 –20’517 6’435 449 –2’365 –10’464 132’195 –17’425 1’226 –2’938 – –21’227 –40’364 100’154 –126’109 –3’153 –50’400 –29’954 –109’462 39’871 7’689 4’741 2’494 17’416 3’133 –36’129 5’331 –6’544 1’180 23’494 –70 1’947 2’455 227 –2’865 –13’627 50’743 –29’484 2’555 –4’851 –2’100 –15’783 –49’663 43’010 –5’710 –3’735 – –22’289 11’276 Share capital Capital reserves Treasury shares Hedge reserve Translation reserve Goodwill offset Other retained earnings 8’500 446 –1’582 –1’405 367 –103’830 399’968 32’390 –13’682 789 –3’735 –11 101 Equity attributable to share- holders of Burckhardt Compression Holding AG 302’464 32’390 –13’682 789 Non- controlling interests Total equity 42’570 7’481 –4’101 345’034 39’871 –17’783 789 –20’363 –20’363 –1’926 –22’289 –3’735 – –90 2’948 2’948 –9’324 –9’324 –3’735 – 2’948 –9’324 8’500 435 –5’216 –616 –13’315 –121’835 405’529 273’482 44’024 317’506 –18’005 –18’005 –18’005 8’500 435 –5’216 –616 374 –3’153 51 6’163 –13’315 –121’835 405’529 44’034 10’186 273’482 44’034 10’186 374 44’024 3’167 317’506 47’201 308 10’494 374 –20’180 –20’180 –9’774 –29’954 –6’214 –3’153 – 3’907 3’907 –24’872 –64’674 –24’872 –64’674 –3’153 – 3’907 –24’872 –37’226 –101’900 Balance at 04/01/2019 Result for the period Currency translation differences Changes of cash flow hedges Dividends paid Changes in treasury shares Share-based payments (distributed) Share-based payments (provision in equity) Revaluation of 40% Investment Arkos1 Goodwill on acquisition1 Balance at 03/31/2020 Balance at 04/01/2020 Result for the period Currency translation differences Changes of cash flow hedges Dividends paid Changes in treasury shares Share-based payments (distributed) Share-based payments (provision in equity) Goodwill on acquisition1 Acquisition of non-controlling interests1 Balance at 03/31/2021 8’500 486 –2’206 –242 –3’129 –146’707 362’402 219’104 499 219’603 1 See note 4 “Business Combinations and Other Changes in the Scope of Consolidation” Currency translation differences on cash and cash equivalents 2’682 –5’047 Net change in cash and cash equivalents Cash and cash equivalents at beginning of period Cash and cash equivalents at end of period Net change in cash and cash equivalents –14’949 7’309 90’319 75’370 –14’949 83’010 90’319 7’309 The enclosed notes are an integral part of the consolidated financial statements. The enclosed notes are an integral part of the consolidated financial statements. FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 84 85 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 1. GENERAL INFORMATION Burckhardt Compression is a manufacturer and service pro- vider for a full range of reciprocating compressor technologies and services. Its customized compressor systems are used in the upstream oil & gas, gas transport and storage, refinery, chemical, petrochemical and industrial gas sectors. Burckhardt Compression’s leading technology, broad portfolio of compres- sor components and the full range of services help customers around the world to find their optimized solution for their recip- rocating compressor systems. Burckhardt Compression Holding AG is a company limited by shares incorporated and domiciled in Switzerland. The address of its registered office is: Franz-Burckhardt-Strasse 5, 8404 Winterthur, Switzerland. Burckhardt Compression regis- tered shares (BCHN) are listed on the SIX Swiss Stock Exchange in Zurich (ISIN: CH0025536027). Burckhardt Compression Holding AG’s fiscal year 2020 com- prises the period from April 1, 2020 to March 31, 2021. These consolidated financial statements were authorized for issue by the Board of Directors on May 27, 2021 and will be submitted to shareholders for approval at the annual general meeting sched- uled for July 3, 2021. 2. ACCOUNTING POLICIES 2.1 Basis of Preparation The consolidated financial statements of Burckhardt Compres- sion Holding AG have been prepared in accordance with the entire Swiss GAAP FER accounting and reporting standards. In addition, the provisions of the Listing Rules of the SIX Swiss Exchange and Swiss accounting law were complied with. The consolidated financial statements have been prepared under the historical cost convention unless otherwise stated in the following consolidation and accounting policies. 2.2 Use of Judgments and Estimates These consolidated financial statements include estimates and assumptions that affect the reported figures and related dis- closures. Actual results may differ from these estimates. Esti- mates and underlying assumptions are reviewed on an ongoing basis. Revisions to estimates are recognized prospectively. 2.3 Principles of Consolidation The consolidated financial statements include all entities where Burckhardt Compression Holding AG has the power to control the financial and operating policy, usually as a result of directly or indirectly owning more than 50% of the voting rights. All of the assets and liabilities as well as the income and expenses of these companies are fully included. Non-control- ling interests are presented separately in the balance sheet and the income statement. Intercompany transactions, balances and unrealized gains or losses on transactions between group companies are eliminated. Group companies are disclosed in note 34. Acquired companies are fully consolidated from the date on which control was effectively transferred. When a company is acquired in a step up acquisition, the existing interest is reval- ued at the time when the company is first consolidated. The revaluation of shares previously owned is offset against retained earnings. Companies which have been divested are included in the consolidated financial statements until the date on which control ceased. Capital consolidation is based on the acquisition method (purchase method). At the time of the acqui- sition, all previously recognized assets and liabilities of the company are initially valued at fair value. Acquisition-related costs are expensed as incurred. The net assets acquired are compared with the purchase price, and any resulting goodwill is directly offset against equity. In the notes to the financial statements, the effects of a theoretical capitalization and any impairment are shown using an amortization period of five years. In the event of a possible subsequent sale, the goodwill offset against shareholders' equity at the time of the acquisi- tion is recognized in the income statement against the pro- ceeds of the sale. Associates are those entities in which Burckhardt Compres- sion has significant influence, but no control, over the financial and operating policies. Significant influence is generally pre- sumed to exist when Burckhardt Compression holds, directly or indirectly, between 20% and 50% of the voting rights. Associ- ates are accounted for using the equity method. The propor- tionate share of net income is shown in the consolidated income statement. Associates are disclosed in note 34. 2.4 Foreign Currency Translation The consolidated financial statements of Burckhardt Compres- sion are prepared in Swiss francs (CHF). Foreign Currency Translation at Company Level Foreign currency transactions are recorded at the exchange rate of the transaction date. Monetary assets and liabilities which are denominated in foreign currencies are translated at period-end exchange rates. Resulting translation differences are recorded in the income statement. Foreign Currency Translation for Consolidation Purposes Assets and liabilities of foreign subsidiaries are translated into CHF using period-end exchange rates. Average exchange rates are used for the translation of the income statements. Transla- tion differences arising from the consolidation of financial statements are recorded as a separate component of equity. Likewise, exchange differences arising on inter-company loans with equity character are directly recorded in equity. Major Foreign Currency Exchange Rates Average rates Period-end rates 2020 1.08 0.92 13.63 2019 1.10 03/31/2021 03/31/2020 1.06 1.11 0.99 14.16 0.94 14.30 0.96 13.44 1 EUR 1 USD 100 CNY 2.5. Impairment of Assets All non-current assets are tested for impairment when indica- tors exist that the carrying amount of the asset might exceed its recoverable amount. Where the carrying amount of an asset is higher than the recoverable amount, the asset is impaired to its recoverable amount. The recoverable amount is the higher of an asset's fair value less cost to sell and its value in use. Im- pairment tests are performed based on discounted cash flows at the level of the corresponding cash-generating units, repre- senting the lowest level at which such assets are evaluated for recoverability. 2.6 Intangible Assets and Goodwill Acquired software licenses are capitalized on the basis of the costs incurred to acquire and bring to use the specific software. The estimated useful life for software generally amounts to three to five years. Internal costs associated with developing or maintaining software are recognized as an expense as incurred. Other intangible assets are recorded at acquisition or pro- duction costs less accumulated amortization. The amortization expense is calculated on a straight-line basis over the esti- mated useful life of the asset. Goodwill resulting from acquisitions is offset against equity at the date of acquisition. The consequences of a theoretical capitalization and amortization of goodwill (using an amortiza- tion period of five years) are disclosed in note 12. 2.7 Property, Plant and Equipment Items of property, plant and equipment are stated at cost less accumulated depreciation. They are depreciated on a straight- line basis over their estimated useful lives. Land is stated at cost and is not depreciated, except land use rights in China, which are depreciated over their useful lives. The estimated useful lives are as follows: – Buildings: 20 to 50 years – Machinery: 5 to 15 years – Technical equipment: 5 to 10 years – Other non-current assets: maximum 5 years 2.8 Other Financial Assets Other financial assets include loans and long-term rental depos- its. They are stated at cost less appropriate impairment losses. other order-related production costs. Inventories are stated at weighted average costs or standard costs based on their type and use. Valuation allowances are recognized for slow-moving and excess inventory items. 2.10 Trade and Other Current Receivables Trade receivables and other current receivables are stated at nominal value less valuation allowances for doubtful amounts. Impairments are assessed case by case. An impairment loss is recognized when there is objective evidence that Burckhardt Compression will not be able to collect the full amount due, such as substantial financial problems of the customer or a declaration of bankruptcy. 2.11 Cash and Cash Equivalents Cash and cash equivalents includes cash in hand, deposits held at call with banks and other short-term highly liquid invest- ments with original maturities of three months or less. 2.12 Financial Liabilities Financial liabilities mainly consist of bank debts and a bond. They are recognized at their nominal value. Borrowing related costs are expensed as incurred in the income statement. 2.13 Provisions Provisions are recognized for warranty obligations, unprofitable contracts, personnel expenses and various commercial risks where Burckhardt Compression has an obligation towards third parties arising from past events, the amount of the liability can be reliably measured and it is probable that the settlement will result in an outflow of resources. The amount of the provisions is based on the expected expenditures required to cover all obli- gations and liabilities. 2.14 Treasury Shares Treasury shares are stated at acquisition cost and deducted from equity. No subsequent valuation is made. If the treasury shares are disposed of, the resulting gain or loss is recognized as an addition to or a reduction of capital reserves. 2.15 Transactions with non-controlling interests Transactions with non-controlling interests that do not result in a loss of control are treated as a transaction with sharehold- ers of Burckhardt Compression. A change in ownership interest results in an adjustment between the carrying amounts of the controlling and the non-controlling interests. Any difference between the amount of the adjustment to non-controlling interests and any consideration paid or received is recognised in retained earnings within the equity attributable to sharehold- ers of Burckhardt Compression. The related cash flows are pre- sented as financing activities in the cash flow statement 2.9 Inventories Inventories are stated at the lower of cost or net realizable value. The cost of work in progress and finished goods com- prises material costs, direct and indirect production costs and 2.16 Government Grants Grants from governments or similar organizations are recog- nized at their nominal value when there is reasonable assurance FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION86 87 Credit risks of banks and financial institutions are moni- tored and managed centrally. Generally, only independently rated parties with a strong credit rating are accepted, and the total volume of transactions is split among several banks to reduce the individual risk with one bank. Interest Rate Risks Interest rate risks arise from fluctuations in interest rates which could have a negative impact on the financial position of Burckhardt Compression. Assets and liabilities at variable rates expose Burckhardt Compression to cash flow interest rate risk. Capital Risks The capital managed by Burckhardt Compression is its consol- idated equity. With regard to its capital management policies, Burckhardt Compression seeks to secure the continuation of its business activities, to achieve an acceptable return for the shareholders and to finance the growth of the business to a cer- tain extent from own cash flow. In order to achieve these objec- tives Burckhardt Compression can adjust the dividend pay- ments, repay share capital, issue new shares or divest parts of the assets. that the grant will be received, and Burckhardt Compression will comply with all attached conditions. Government grants related to income are deferred and rec- ognized as income over the period necessary to match them with the related costs which they are intended to compensate. Government grants related to assets are deducted directly from the carrying amount of the asset which they are intended to compensate. 2.17 Derivative Financial Instruments Burckhardt Compression uses derivative financial instruments to mitigate currency risks. The risk management policy is described in note 3. The derivative financial instruments are rec- ognized at fair value. Where such derivative financial instru- ments are linked to specific projected transactions and cash flows, the hedging is deemed to be effective and documented accordingly, changes in the fair value of the cash flow hedges are recognized in equity as long as the hedged item has not been recognized on the balance sheet. Otherwise, the gain or loss relating to fair value changes of the derivative financial instru- ments is recognized immediately in the income statement as part of other operating income or other operating expenses. 2.18 Revenue Recognition Burckhardt Compression recognizes revenue arising from the sale of goods and the rendering of services upon completion of the contract, net of sales or value-added taxes, credits, dis- counts and rebates. Revenue and the related cost of goods sold are recognized in the accounts when the risks and rewards have passed to the customers subject to the conditions of sale. The following conditions must be met in this regard: – Deliveries have been made and/or the service as per contract has been performed. – A contractually-agreed sales price exists or can be reliably estimated. – Collection of the payment is reasonably assured. – The costs (including those yet to be incurred) can be reliably measured. 2.19 Research and Development Research and development costs are expensed as incurred. 2.20 Income Taxes Income tax expenses include all income tax on the taxable prof- its of the group. Deferred income tax is recorded in full using the liability method. Deferred income tax assets and liabilities arise on temporary differences between the carrying amounts of assets and liabilities under Swiss GAAP FER and their related tax values. The tax rates and laws enacted or substantively enacted at the balance sheet date are used to determine deferred income tax. Deferred income tax assets result from tax loss carry-forwards, tax credits as well as temporary valu- ation differences of assets and liabilities. They are recognized to the extent that realization through future taxable profits is probable. 2.21 Off-Balance-Sheet Transactions Contingent liabilities and other non-recognizable commitments are valued and disclosed on each balance sheet date. 2.22 Share-Based Payments Share-based payments with compensation through equity instruments are valued at fair value at the grant date. The cor- responding personnel expenses are distributed over the vesting periods. 2.23 Employee Benefits There are various pension plans within Burckhardt Compression based on local conditions in their respective countries. An eco- nomic obligation is recognized as a liability if the requirements for the recognition of a provision are met under Swiss GAAP FER. An economic benefit is capitalized provided that Burck- hardt Compression is entitled to such benefit in the future, for example, to offset future pension expenses. For Swiss pension plans, economic benefits and/or eco- nomic obligations are determined on the basis of the annual financial statements of the pension funds prepared in accor- dance with Swiss GAAP FER 26. Freely available employer con- tribution reserves are recognized as financial asset. For foreign plans, the economic impact is determined according to coun- try-specific methods. 2.24 Alternative Performance Measures Alternative Performance Measures are key figures not defined by Swiss GAAP FER. Burckhardt Compression uses alternative performance measures as guidance parameters for both inter- nal and external reporting to stakeholders. For the definition of Alternative Performance Measures please visit https://www.burckhardtcompression.com/investors/ reports-financial-results/key-figures. 3. FINANCIAL RISK MANAGEMENT Basic Principles The goal of the group-wide risk management policy is to mini- mize the negative impact of changes in the financing structure and financial markets, particularly with regard to currency fluctuations. Derivative financial instruments such as foreign exchange contracts may be used to address the respective risks. Burckhardt Compression pursues a conservative, risk- averse financial policy. Financial risk management is based on the principles and regulations established by the Board of Directors. These govern Burckhardt Compression’s financial policy and outline the conduct and powers of the group’s trea- sury department, which is responsible for the group-wide man- agement of financial risks. The financial principles and regula- tions govern areas such as financing policy, the management of foreign currency risk, the use of derivative financial instru- ments and the investment policy applicable to financial resources not required for operational purposes. Liquidity Risks Each Burckhardt Compression group company is responsible for managing its liquidity so that day-to-day business can be handled smoothly, while the group treasury is responsible for maintaining the group’s overall liquidity. Some of the group sub- sidiaries may secure loans from local creditors within the limits approved by the group management. The group treasury pro- vides the local group companies with the necessary funds or invests their excess liquidity. The group treasury maintains suf- ficient liquidity reserves and open credit and guarantee lines to fulfill the financial obligations at all times. The actual and future cash flows and cash reserves are compiled monthly in a rolling liquidity forecast. The Executive Board and the Board of Directors are informed about the liquid- ity situation and outlook with the regular financial reporting. Currency Risks Burckhardt Compression hedges all major USD-denominated sales transactions of its non-US entities to the extent that such transactions are not fully or partially naturally hedged. EUR- denominated sales and purchase transactions of the Swiss company are fairly evenly balanced when viewed over a period of 1–2 years and are therefore, to a certain extent, naturally hedged at the net profit level over said period. These foreign- exchange flows are regularly monitored by the group treasury; if there is evidence of a sustained shift in these flows, major sales and purchase transactions will be hedged on a case-by- case basis. For this, the group treasury normally uses forward exchange contracts. The other companies belonging to Burck- hardt Compression group may, after consultation with group treasury, hedge the foreign-exchange risks of their sales and purchase transactions through local qualified institutions or group treasury, the objective being the optimization of the net profit of each group company as reported in its functional local currency. The group management regularly monitors the changes in the most important currencies and may adjust the hedging policy accordingly in the future. As a globally active corporation, Burckhardt Compression is also exposed to cur- rency risks resulting from the translation into Swiss francs of items in the balance sheets of the foreign group companies. Burckhardt Compression does not hedge these translation risks. Credit Risks Credit risk in respect of trade receivables is limited due to the diverse nature and quality of the customer base. Such risk is minimized by means of regular credit checks, advance pay- ments, letters of credit and other tools. There is no concentra- tion of customer-related risks within Burckhardt Compression Group as the most important customers in the project business, which account for a large share of Burckhardt Compression’s overall business, vary from one year to the next. In past years Burckhardt Compression experienced no major impairments of receivables. FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION88 89 will be the only independent one-stop provider for equipment and service in the upstream, midstream and downstream business. The following table shows the fair value of assets and lia- bilities acquired at the acquisition date and the goodwill arising from this transaction. in CHF 1’000 Property, plant and equipment Inventories Deferred Tax Asset Trade receivables & Prepaid expenses Cash and cash equivalents Current liabilities Non-current liabilities Net assets acquired at fair value (excluding pre-existing relationships) Trade receivables & Prepaid expenses with BC Current liabilities with BC Non-current liabilities with BC Net assets acquired at fair value (including pre-existing relationships) Shares previously owned (40%) Goodwill Revaluation of shares previously owned Total Less cash and cash equivalents acquired Net cash outflow on acquisition 15’263 16’842 2’861 16’571 1’766 –11’901 –14’009 27’393 244 –2’664 –25’733 –760 –9’020 18’005 9’324 17’549 –1’766 15’783 A complete list of all Group companies is shown in note 34. 4. BUSINESS COMBINATIONS AND OTHER CHANGES IN THE SCOPE OF CONSOLIDATION Shenyang Yuanda Compressor Co. Ltd. (China) On February 23, 2021, Burckhardt Compression acquired the remaining 40% of the shares of Shenyang Yuanda Compressor Co. Ltd. Together with the already existing interest of 60%, Burck- hardt Compression now holds 100% of the Chinese company. The purchase price for the remaining 40% amounts to CHF 101.9 mn. The parties have agreed that the purchase price shall be paid in two installments. CHF 50.4 mn was paid at closing and the remaining CHF 51.5 mn will be paid 12 months after the closing date. Burckhardt Compression recognized CHF 50.4 mn as an acquisition of non-controlling interest in the cash flow from financing activities. The acquisition led to a reduction of non-controlling interests in the consolidated statement of equity in the amount of CHF 37.2 mn. The difference of CHF 64.7 mn between the purchase price and the carrying value of the non-controlling interests was recognized in retained earnings. The Japan Steel Works Ltd. (Japan) On April 21, 2020, Burckhardt Compression acquired the global compressor business from the Japan Steel Works Ltd. (JSW), a Japanese business based in Tokyo, in an asset deal. With the acquisition of the global compressor business from JSW, Burckhardt Compression is strengthening its market presence in Japan. The following table shows the fair value of assets and lia- bilities acquired at the acquisition date and the goodwill arising from this transaction. in CHF 1’000 Inventories Non-current liabilities Current liabilities Net assets / liabilities acquired at fair value Goodwill from acquisition Total purchase price Less cash and cash equivalents acquired Less purchase price not yet paid (deferred consideration) Net cash outflow on acquisition 719 –1’794 –212 –1’287 24’872 23’585 – –2’358 21’227 Arkos Group LLC (USA) On November 25, 2019, Burckhardt Compression acquired the remaining 60% shares of Arkos Group LLC, a well-established U.S. compression and equipment service provider in the field of gas compression. Together with the already existing interest of 40%, Burckhardt Compression now holds 100% of the US com- pany. With the acquisition of the remaining ownership of Arkos, Burckhardt Compression together with Arkos Field Services in CHF 1’000 Sales Cost of goods sold Gross profit Gross profit as % of sales Operating income Operating income as % of sales Geographic information Sales by customer location in CHF 1’000 Europe Africa North America South America Middle East China 5. SEGMENT REPORTING Systems Division Burckhardt Compression’s Systems Division covers a complete range of reciprocating compressor technologies. Its customized compressor systems are used in the upstream oil & gas, gas transport and storage, refinery, chemical, petrochemical and industrial gas sectors. Depending on the customers’ needs, Burckhardt Compression offers solutions to minimize life cycle costs of the reciprocating compressor systems or solutions to minimize the capital expenditure. Services Division Burckhardt Compression’s Services Division is a one-stop pro- vider of a full range of services for reciprocating compressors and stands for top-quality, high-performance components for all makes of reciprocating compressors, as replacement parts, or to repair or upgrade existing installations. Original spare parts backed by Burckhardt Compression’s manufacturing guarantees stand for superior quality and ensure together with various complementary service modules both low life cycle costs as well as the optimal operation of compressor systems. Others Certain expenses related to the corporate center are not attrib- utable to a particular segment. They are reported in the column “Others”. Furthermore, “Others” includes real estate income and expenses as well as expenses for strategic projects. Systems Division Services Division Others 2020 2019 2020 2019 2020 2019 409’793 388’256 –350’731 –345’482 248’787 241’329 –141’692 –134’318 59’062 14.4% 16’182 3.9% 42’774 11.0% 6’443 1.7% 107’095 43.0% 51’246 20.6% 107’011 44.3% 54’692 22.7% – – – – – – – – –6’612 –6’340 – – Total 2020 658’580 –492’423 166’157 25.2% 60’816 9.2% 2019 629’585 –479’800 149’785 23.8% 54’795 8.7% 2020 2019 Capital expenditure for property, plant and equipment in CHF 1’000 190’129 2’834 74’507 7’206 35’782 135’434 4’121 Europe Africa 66’609 North America 5’691 South America 20’215 Middle East 214’116 240’251 China 2020 2019 5’127 329 1’072 22 60 18’222 639 5’228 6 1’997 11 282 21’117 843 Other Asia & Australia 134’006 157’264 Other Asia & Australia Total 658’580 629’585 Total 25’471 29’484 6. PERSONNEL EXPENSES 7. RESEARCH AND DEVELOPMENT EXPENSES in CHF 1’000 Wages and salaries Social security and pension expenses Other personnel expenses Total personnel expenses 2020 2019 –155’630 –151’390 –31’469 –28’908 –13’219 –16’188 –200’318 –196’486 Research and development activities in the fiscal year 2020 focused on the development of new marine solutions for LNG- carriers as well as for merchant ships. Furthermore, we centered our activities to further enhance our compressor solutions for the hydrogen economy as well as on strengthening our existing prod- uct portfolio. The personnel expenses contain governmental contributions from overall six countries related to the Corona Virus situation in the amount of CHF 8.0 mn (prior year: CHF 0.0 mn). FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 90 91 8. OTHER OPERATING INCOME AND EXPENSES in CHF 1’000 Currency exchange gains Other operating income Total other operating income Currency exchange losses Other operating expenses Total other operating expenses 8’833 12’222 26’016 15’939 21’055 41’955 –8’562 –9’415 –24’863 –8’361 –17’977 –33’224 Total other operating income and expenses 3’078 8’731 Other operating income includes real estate income of CHF 6.8 mn (prior year: CHF 6.8 mn). Other operating expenses include real estate expenses amounting to CHF 4.1 mn (prior year: CHF 3.3 mn). 9. FINANCIAL INCOME AND EXPENSES in CHF 1’000 Interest expenses Interest income Other financial income (+) and expenses (–) Total financial income and expenses 2020 2019 –3’274 –3’760 653 1’005 614 –1’595 –1’616 –4’741 Other financial income and expenses include the exchange rate gains and losses on intercompany loans. 1O. INCOME TAXES Income Tax Expenses in CHF 1’000 Current income tax expenses Deferred income tax income (+) and expenses (–) –14’322 2’323 –13’468 5’779 Total income tax expenses –11’999 –7’689 Reconciliation of Income Tax Expenses Tax Loss Carry-Forwards 11. EARNINGS PER SHARE 2020 2019 in CHF 1’000 Earnings before taxes Expected income tax expenses Effect of non-recognition of tax loss carry forwards Effect of income tax of prior periods Effect of changes in tax rates Effect of Goodwill amortization for tax purposes Effect of non-deductible expenses / income not subject to tax Total income tax expenses as % of earnings before taxes 2020 2019 59’200 –13’006 –2’633 47’560 –8’333 –2’654 –1’000 85 – 1’058 1’591 3’049 – 2’155 –11’999 20.3% –7’689 16.2% in CHF 1’000 Expiring in the next 3 years Expiring in 4 years or later Total tax loss carry forwards Potential deferred tax assets from tax loss carry forwards Effect of non-recognized tax loss carry forwards Effective deferred tax assets from tax loss carry forwards 03/31/2021 03/31/2020 in CHF 1’000 2020 2019 333 42’333 42’666 9’801 595 36’049 36’644 7’690 Net income attributable to the shareholders of Burckhardt Compression Holding AG Average number of outstanding shares Earnings per share (CHF) 44’034 3’386’013 32’390 3’386’838 13.00 9.56 –5’480 –2’718 4’321 4’972 The average number of outstanding shares is calculated based on the issued shares minus the weighted average number of treasury shares. There are no conversion rights or option rights outstanding; therefore, there is no potential dilution of earnings per share. The effective tax rate of Burckhardt Compression Group of 20.3% (prior year: 16.2%) corresponds to the weighted average tax rate based on the profit before income taxes and the tax rate of each group company. The higher tax rate is mainly due to the fact that the effective income tax rate in the previous year was influenced by the tax reform in Switzerland (STAF). The exceptionally low tax rate in the previous year was also affected by the higher share of taxable income in countries with lower tax rates. Current Income Taxes Net current income tax liabilities in CHF 1’000 Balance as per 04/01/2020 / 04/01/2019 Changes in the consolidation scope Recognized in the income statement (without withholding taxes) Income taxes paid Translation differences Balance as per 03/31/2021 / 03/31/2020 thereof current tax assets thereof current tax liabilities 2020 2019 1’944 – 13’322 2’091 166 13’468 –10’464 –13’627 –126 4’676 936 5’612 –154 1’944 829 2’773 12. INTANGIBLE ASSETS Acquisition Costs in CHF 1’000 Software Other intangible assets Intangible assets under construction 2020 Total Software Other intangible assets Intangible assets under construction Balance as per 04/01/2020 / 04/01/2019 Changes in the consolidation scope Additions Disposals Reclassifications Currency translation differences 31’992 – 285 –963 1’303 287 Balance as per 03/31/2021 / 03/31/2020 32’904 632 – 30 – – 23 685 2’106 – 2’623 – –1’303 5 3’431 34’730 – 2’938 –963 – 315 29’630 – 1’540 –2’473 3’698 –403 37’020 31’992 754 – 6 –36 –15 –77 632 2’495 – 3’305 – –3’683 –11 2’106 Accumulated Amortization in CHF 1’000 Balance as per 04/01/2020 / 04/01/2019 Changes in the consolidation scope Additions Disposals Reclassifications Software Other intangible assets Intangible assets under construction 2020 Total Software Other intangible assets Intangible assets under construction –21’297 – –3’567 963 – –196 –490 – –65 – – –17 –572 – – – – – – – –21’787 – –20’993 – –3’632 –3’050 963 – –213 2’470 –15 291 –517 – –83 36 15 59 –24’669 –21’297 –490 – – – – – – – 2019 Total 32’879 – 4’851 –2’509 – –491 34’730 2019 Total –21’510 – –3’133 2’506 – 350 –21’787 2020 2019 Deferred Income Taxes Net deferred income tax liabilities in CHF 1’000 Balance as per 04/01/2020 / 04/01/2019 Changes in the consolidation scope Recognized in the income statement Recognized in equity Translation differences Balance as per 03/31/2021 / 03/31/2020 thereof deferred tax assets thereof deferred tax liabilities 2020 2019 Currency translation differences Balance as per 03/31/2021 / 03/31/2020 –24’097 –893 – –2’323 98 –299 –3’417 14’514 11’097 6’287 –2’861 –5’779 419 1’041 –893 14’513 13’620 Net Book Value in CHF 1’000 Software Other intangible assets Intangible assets under construction 2020 Total Software Other intangible assets Intangible assets under construction 2019 Total As per 04/01/2020 / 04/01/2019 As per 03/31/2021 / 03/31/2020 10’695 8’807 142 113 2’106 3’431 12’943 12’351 8’637 10’695 237 142 2’495 2’106 11’369 12’943 FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 92 93 Goodwill Goodwill from acquisitions is fully offset against equity at the date of acquisition. The theoretical amortization of goodwill is based on the straight-line method and an amortization period of five years. Goodwill from new acquisitions is fixed to Swiss francs using the closing rate at acquisition date. Therefore, there are no exchange rate differences in the movement sched- ules. The impact of the theoretical capitalization and amortiza- tion of goodwill is disclosed below. in CHF 1’000 Acquisition costs Balance as per 04/01/2020 / 04/01/2019 Additions from acquisitions Balance as per 03/31/2021 / 03/31/2020 in CHF 1’000 Accumulated amortization Balance as per 04/01/2020 / 04/01/2019 Amortization expense Balance as per 03/31/2021 / 03/31/2020 in CHF 1’000 Net book value Theoretical net book value as per 04/01/2020 / 04/01/2019 Theoretical net book value as per 03/31/2021 / 03/31/2020 in CHF 1’000 Theoretical impact on equity Equity as per balance sheet Theoretical capitalization of goodwill Theoretical equity including net book value of goodwill in CHF 1’000 Theoretical impact on net income Net income as per income statement Amortization of goodwill Theoretical net income after goodwill amortization 2020 2019 121’835 24’872 146’707 2020 –86’506 –25’083 –111’589 2020 35’329 35’118 103’830 18’005 121’835 2019 –68’290 –18’216 –86’506 2019 35’540 35’329 03/31/2021 03/31/2020 219’603 35’118 254’721 2020 47’201 –25’083 22’118 317’506 35’329 352’835 2019 39’871 –18’216 21’655 13. PROPERTY, PLANT & EQUIPMENT Acquisition Costs in CHF 1’000 Land and buildings Machinery and equipment Other business assets Assets under con struction 2020 Total Land and buildings Machinery and equipment Other business assets Assets under con struction 2019 Total Balance as per 04/01/2020 / 04/01/2019 168’706 129’007 – Changes in the consolidation scope – 30’199 – 382 2’964 2’839 20’188 – 19’286 348’100 165’526 128’508 28’568 3’234 11’285 – – 8’145 745 25’471 – 3’919 3’367 15’982 Additions Disposals Reclassifications Currency translation differences Balance as per 03/31/2021 / 03/31/2020 Accumulated Depreciation in CHF 1’000 –11’842 –7’093 –1’186 –141 –20’262 –4’439 –1’079 –3’584 –1’236 1’333 7’738 2’230 1’145 –32’972 –25’325 1’185 1’493 262 620 446 4’629 –4’851 –3’834 –1’648 –44 –3’156 –1’484 157’343 134’846 33’617 6’807 332’613 168’706 129’007 30’199 20’188 348’100 Land and buildings Machinery and equipment Other business assets Assets under con struction 2020 Total Land and buildings Machinery and equipment Other business assets Assets under con struction 2019 Total 330’748 15’263 23’268 –9’146 –216 –11’817 Balance as per 04/01/2020 / 04/01/2019 –35’226 –90’727 –19’515 – Changes in the consolidation scope – – Additions Disposals Reclassifications –4’749 –9’000 –3’727 5’081 6’363 1’028 – – – Currency translation differences –462 –1’317 –282 Balance as per 03/31/2021 / 03/31/2020 –35’356 –94’681 –22’496 – – – – – – – –145’468 –34’340 –84’374 –20’846 – – – – –17’476 –4’751 –9’717 –2’948 12’472 2’387 1’014 3’190 – 216 – – –2’061 1’262 2’350 1’089 –152’533 –35’226 –90’727 –19’515 – – – – – – – –139’560 – –17’416 6’591 216 4’701 –145’468 Net Book Value in CHF 1’000 Land and buildings Machinery and equipment Other business assets Assets under con struction 2020 Total Land and buildings Machinery and equipment Other business assets Assets under con struction 2019 Total As per 04/01/2020 / 04/01/2019 As per 03/31/2021 / 03/31/2020 133’480 38’280 10’684 11’121 121’987 40’165 20’188 6’807 202’632 131’186 7’722 180’080 133’480 38’280 10’684 44’134 8’145 20’188 191’188 202’632 Relocation Shenyang Yuanda Compressor Co. Ltd (SYCC) Back in 2018, SYCC started the relocation of its manufacturing and assembly facility, to the newly established China Germany Equipment Manufacturing Industrial Park, which is also located in the city of Shenyang. The relocation was completed end of 2020. In the course of this transaction SYCC has purchased and built new PPE and at the same time has given back existing PPE to the Chinese government. The whole transaction is subsidized by the Chinese government. Overall SYCC in the period 2018 to 2020 invested more than CHF 30 mn for this project. With the completion of the relocation project land use rights, buildings and machinery that were built or acquired in the course of the relocation have been offset with the granted subsidies by the government (Netting of assets and liabilities; shown under reclassifications). FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 94 95 14. INVESTMENTS IN ASSOCIATES in CHF 1’000 Balance as per 04/01/2020 / 04/01/2019 Changes in the consolidation scope Share of net results Currency translation differences Balance as per 03/31/2021 / 03/31/2020 15. OTHER FINANCIAL ASSETS Other financial assets mainly include time deposits. 16. INVENTORIES in CHF 1’000 Raw materials, supplies and consumables Work in progress Finished products and trade merchandise Advance payments to suppliers Valuation allowance Total inventories The capital invested in work in progress and advance payments to suppliers is fully financed by advance payments from customers, leaving a positive balance as of March 31, 2021 of CHF 11.5 mn (prior year: CHF –47.0 mn). 17. TRADE RECEIVABLES in CHF 1’000 Trade receivables, gross Allowance for bad debts Trade receivables, net in CHF 1’000 Allowance for bad debts Balance as per 04/01/2020 / 04/01/2019 Changes in the consolidation scope Additions Release Utilization Currency translation adjustments Balance as per 03/31/2021 / 03/31/2020 2020 – – – – – 2019 11’539 –9’020 –2’494 –25 – The allowance for bad debts at the end of the 2020 and 2019 fiscal years was entirely related to accounts receivables which were more than 90 days overdue as per closing date. in CHF 1’000 Maturity profile of trade receivables Not due Overdue 1–30 days Overdue 31–60 days Overdue 61–90 days Overdue more than 90 days Balance as per 03/31/2021 / 03/31/2020 03/31/2021 03/31/2020 147’068 20’165 20’334 9’957 62’871 260’395 56.5% 7.7% 7.8% 3.8% 24.2% 100.0% 129’255 17’170 14’410 9’348 85’938 256’121 50.5% 6.7% 5.6% 3.6% 33.6% 100.0% Trade receivables overdue more than 90 days are mainly related to projects in China. 03/31/2021 03/31/2020 18. OTHER CURRENT RECEIVABLES in CHF 1’000 Notes receivable VAT receivables Derivative financial instruments Current tax assets Other current receivables Total other current receivables 03/31/2021 03/31/2020 9’770 6’151 1’067 936 39’057 56’981 15’497 7’483 620 829 8’948 33’377 The increase in other current receivables is mainly attributable to outstanding government grants in connection with the relo- cation project of Shenyang Yuanda Compressor Co. Ltd in China (see note 13). 36’223 100’587 51’526 19’578 –17’479 190’435 33’608 164’648 55’017 27’607 –16’401 264’479 03/31/2021 03/31/2020 271’098 –10’703 260’395 2020 –8’911 – –2’288 36 934 –474 –10’703 265’032 –8’911 256’121 2019 –8’343 – –3’195 1’614 252 761 –8’911 19. SHARE CAPITAL AND TREASURY SHARES 03/31/2021 03/31/2020 Number of shares issued 3’400’000 3’400’000 The nominal value per share amounts to CHF 2.50. All shares are registered shares and are paid in full. The breakdown of equity into its individual components is shown in the statement of changes in equity. The Board of Directors is empowered to increase the company’s share capital by a maximum of CHF 1’275’000 at any time until July 6, 2021 by issuing a maxi- mum of 510’000 fully paid registered shares with a nominal value of CHF 2.50 each (authorized capital). At the upcoming annual general meeting of shareholders on July 3, 2021, the Board of Directors of Burckhardt Compression Holding AG will propose a dividend for the 2020 fiscal year of CHF 6.50 (prior year: CHF 6.00). As of March 31, 2021, non-distributable reserves amounted to CHF 1.7 mn (prior year: CHF 1.7 mn). 03/31/2021 03/31/2020 Number of treasury shares 9’634 21’616 All treasury shares are held for the share-based long-term incentive program within the Burckhardt Compression Group. FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 96 97 20. FINANCIAL LIABILITIES Maturities of Non-Current Financial Liabilities 22. OTHER NON-CURRENT LIABILITIES 26. CONTINGENT LIABILITIES 03/31/2021 03/31/2020 920 14’466 100’080 199 17’405 133’070 15’693 16’267 2’395 2’106 52’252 88’713 Due within 5 years Due beyond 5 years Total non-current financial liabilities On September 30, 2020, Burckhardt Compression issued a bond for a total of CHF 100 mn with a coupon of 1.5%. The issue price was 100% of the nominal value. It will be redeemed at par value on September 30, 2024. The bond is listed on the SIX Swiss Exchange. in CHF 1’000 Non-current financial liabilities Current financial liabilities Total financial liabilities 03/31/2021 03/31/2020 in CHF 1’000 133’070 24’726 157’796 88’713 93’259 Due within 2 years Due within 3 years 181’972 Due within 4 years The average effective interest rate amounted to 2.0% in fiscal year 2020 (prior year: 1.8%). Some credit agreements are subject to financial covenants such as a minimum equity ratio or net financial indebtedness to EBITDA. None of the credit lines which are subject to financial covenants were drawn as per March 31, 2021. Currencies of Financial Liabilities in CHF 1’000 03/31/2021 03/31/2020 Financial liabilities in CHF Financial liabilities in USD Financial liabilities in other currencies Total financial liabilities 112’850 129’350 32’919 12’027 33’554 19’068 157’796 181’972 21. PROVISIONS in CHF 1’000 Balance as per 04/01/2020 / 04/01/2019 Changes in the consolidation scope Additions Release Utilization Currency translation differences Employee- related Warranties, penalties, unprofitable contracts Other 2020 Total Employee- related 8’072 – 4’497 –197 24’792 2’006 5’943 –876 1’773 – 3’317 –553 –1’003 –5’664 –1’419 139 225 – 34’637 2’006 13’757 –1’626 –8’086 364 Warranties, penalties, unprofitable contracts 24’061 302 6’155 –1’314 –3’502 –910 24’792 Other 2019 Total 3’756 – 693 –2’379 –81 –216 1’773 35’186 1’074 10’514 –6’693 –3’891 –1’553 34’637 7’369 772 3’666 –3’000 –308 –427 8’072 Balance as per 03/31/2021 / 03/31/2020 11’508 26’426 3’118 41’052 Thereof non-current Thereof current 5’514 5’994 8’784 17’642 187 14’485 2’931 26’567 4’984 3’088 9’164 15’628 163 1’610 14’311 20’326 Employee-related provisions include employee benefit obliga- tions (see note 31), provisions for long-term service awards and ordinary termination benefits. Other non-current liabilities mainly consist of various govern- ment grants in China. 23. OTHER CURRENT LIABILITIES in CHF 1’000 Notes payable VAT payables Derivative financial instruments Current tax liabilities Other current liabilities Total other current liabilities 03/31/2021 03/31/2020 2’128 3’859 717 5’612 61’501 73’817 2’471 1’148 421 2’773 7’082 13’895 Other current liabilities mainly consist of deferred purchase price payments for Shenyang Yuanda Compressor Co. Ltd. and the compressor business of the Japan Steel Works Ltd. (see note 4). Furthermore, they also include various social securities payables and different taxes payables such as withholding taxes. Guarantees Burckhardt Compression guarantees essentially for securing customer advance payments and for eventual warranty claims from customers. Guarantees are issued by third-party banks or by Burckhardt Compression Holding AG. In addition, standing guarantees have been issued by Burckhardt Compression Hold- ing AG to secure credit lines and guarantee limits granted by foreign banks. in CHF 1’000 Guarantees issued by banks for Burckhardt Compression Guarantees issued by Burckhardt Compression Holding AG Total guarantees 03/31/2021 03/31/2020 121’597 373’497 178’904 331’635 495’094 510’539 Other Contingent Liabilities As per March 31, 2021, Burckhardt Compression does not have any other contingent liabilities. In the previous year, Burckhardt Compression held call options to acquire the remaining 40% stake of Shenyang Yuanda Compressor Co. Ltd. The call option has been exercised in fiscal year 2020 (see note 4). 24. ACCRUED LIABILITIES AND DEFERRED INCOME 27. COMMITMENTS in CHF 1’000 Contract-related liabilities Vacation and overtime Salary and bonus payments Miscellaneous Total accrued liabilities and deferred income 03/31/2021 03/31/2020 Operating Leases 44’877 3’179 11’176 6’833 66’065 57’033 3’478 10’272 6’339 77’122 in CHF 1’000 03/31/2021 03/31/2020 Operating leases due in less than 1 year Operating leases due in 1 to 5 years Operating leases due in more than 5 years Total operating lease commitments 2’645 10’644 4’752 18’041 2’930 11’467 5’831 20’228 Purchase commitments Purchase commitments for capital expenditure as per March 31, 2021 amounted to CHF 4.4 mn (prior year: CHF 11.1 mn). In the previous year purchase commitments were mainly connected to the relocation activities in Shenyang (see note 13). 25. DERIVATIVE FINANCIAL INSTRUMENTS Burckhardt Compression uses derivative financial instruments to mitigate currency risks. The risk management policy is described in note 3. On the balance sheet, derivative financial instruments are shown as “Other Current Receivables” and “Other Current Liabilities”. in CHF 1’000 Contract value Positive fair values Negative fair values 03/31/2021 03/31/2020 125’932 1’067 717 85’803 620 421 FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 98 99 28. PLEDGED ASSETS 31. EMPLOYEE BENEFIT OBLIGATIONS 32. IMPACTS OF COVID-19 Since the outbreak of the Covid-19 pandemic, Burckhardt Com- pression has taken all the necessary measures to protect the health of its employees, customers, suppliers and business partners. Burckhardt Compression countered the temporary weakening of its business by implementing cost-saving mea- sures already at an early stage. These measures also include government support in various countries and are recognized in the corresponding expense category as cost reduction. The pandemic had no significant impact on the valuation of assets and liabilities in the balance sheet. 33. EVENTS AFTER THE BALANCE SHEET DATE There were no events between the balance sheet date and the date these consolidated financial statements were approved by the Board of Directors which would require additional disclo- sures or changes in the consolidated financial statements. As per March 31, 2021, Burckhardt Compression had pledged assets with a carrying amount of CHF 143.2 mn (prior year: CHF 135.5 mn) to secure mortgage loans and guarantees. The pledged assets consisted mainly of land and buildings, and to a lesser degree of inventories and trade receivables. 29. SHARE-BASED PAYMENTS Since 2017, there is a long-term incentive plan for the members of the Executive Board and certain other employees in place. Long-term incentive pay is awarded in the form of free shares. None of the shares are subject to any restrictions upon the date of transfer. In 2020, participants of the long-term incentive plan were granted 26’982 shares at a fair value of CHF 230.50. In 2019, 383 shares at a fair value of CHF 235 were granted to partici- pants of the long-term incentive plan. Personnel expenses in 2020 for share-based payments amounted to CHF 3.9 mn (prior year: CHF 2.9 mn). 30. RELATED PARTY TRANSACTIONS Members of the Board of Directors and of the Executive Board Except for the remuneration as disclosed in the Compensation Report section of this Annual Report, no further relations or transactions existed in 2020 and 2019 with the members of the Board of Directors and of the Executive Board. Associated Companies In the current year, there were no transactions with associated companies. In the previous year, the following transactions were carried out with associated companies (mainly Arkos Group companies until November 25, 2019). in CHF 1’000 2020 2019 Sales of goods and services Purchase of goods and services – – 3’285 317 Burckhardt Compression has various pension plans to which most of its employees contribute. With the exception of com- panies in Switzerland and Germany, these pension plans are defined contribution pension arrangements. Under these, as a rule, payments are made into pension funds administered by third parties. Burckhardt Compression has no payment obliga- tions beyond making these defined contributions. Burckhardt Compression’s pension plans in Switzerland consist of two independent pension funds: “Sulzer Vorsorgeein- richtung” (SVE), a base plan for all employees, and “Johann Jakob Sulzer Stiftung” (JJS), a plan for employees with salaries exceeding a certain limit. The majority of the active partici- pants in the two pension funds are employed at companies not belonging to Burckhardt Compression. The board of trustees for the base plan comprises ten employer representatives and ten employee representatives of the contributing companies and is responsible for asset allocation and risk management. The pension plans contain a cash balance benefit formula. Under Swiss law, the pension funds guarantee the vested ben- efit amount as confirmed annually to members. Interest may be added to member balances at the discretion of the board of trustees. At retirement date, members have the right to take their retirement benefit as a lump sum, an annuity or part as a lump sum with the balance converted to an annuity. The pen- sion funds may adapt the contribution and benefits at any time. In case of underfunding, this may involve special payments from the employer. The surplus or underfunding cannot be determined per company. The coverage of the collective plans as a whole as of December 31, 2020 amounted to 117.6% (SVE; prior year: 117.1%) and 115.8% (JJS; prior year: 116.2%). The tech- nical interest rate used by both collective plans amounted to 2.0% (prior year: 2.0%). Employer Contribution Reserves Burckhardt Compression does not have any employer contribu- tion reserves. Economic Benefits / Economic Obligations and Pension Benefit Expenses Economic portion of the organization in CHF 1’000 Pension plans with surplus Unfunded pension plans Total 03/31/2021 – 03/31/2020 – –2’104 –2’104 –1’927 –1’927 Change to prior year period recog- nized in the current result of the period 2020 – –83 –83 Currency translation differences Contributions of the fiscal year Pension benefit expenses 2020 – –94 –94 2020 –8’119 – –8’119 2020 –8’119 –83 –8’202 2019 –7’987 83 –7’904 FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 100 34. GROUP COMPANIES AND ASSOCIATES Company Registered office Registered capital Interest in capital & h c r a e s e R t n e m p o l e v e d g n i r e e n i g n e & g n i r u t c a f u n a M Burckhardt Compression AG 1 Burckhardt Compression Immobilien AG 1 Winterthur, Switzerland Winterthur, Switzerland Burckhardt Compression (Deutschland) GmbH Neuss, Germany Burckhardt Compression (Italia) S.r.l. Milan, Italy Burckhardt Compression (France) S.A.S. Cergy Saint Christophe, France Burckhardt Compression (España) S.A. Madrid, Spain Burckhardt Compression (UK) Ltd. Bicester, United Kingdom Burckhardt Compression (US) Inc. Houston, USA Burckhardt Compression (Canada) Inc. Mississauga, Canada Burckhardt Compression (Japan) Ltd. Tokyo, Japan Burckhardt Compression (Shanghai) Co. Ltd. Shanghai, China Burckhardt Compression (India) Private Ltd. Pune, India Burckhardt Compression (Brasil) Ltda. São Paolo, Brazil Burckhardt Compression (Middle East) FZE Dubai, United Arab Emirates Burckhardt Compression Korea Ltd. Seoul, South Korea Burckhardt Kompresör San. ve Tic. Ltd. Istanbul, Turkey Burckhardt Compression Singapore Pte Ltd. Singapore, Singapore Burckhardt Compression South Africa (Pty) Ltd. Sunnyrock, South Africa Burckhardt Compression Korea Busan Ltd. Burckhardt Compression (Saudi Arabia) LLC Burckhardt Compression North America Service LLC Busan, South Korea Dammam, Saudi Arabia Wilmington, USA CSM Compressor Inc. Edmonton, Canada CHF 2’000’000 CHF 5’000’000 EUR 30’000 EUR 400’000 EUR 300’000 EUR 550’000 GBP 250’000 USD 18’250’000 CAD 200’000 JPY 50’000’000 CNY 14’238’000 INR 331’140’000 BRL 5’803’000 AED 2’000’000 KRW 250’000’000 TRY 800’000 SGD 700’000 ZAR 3’000’000 KRW 7’000’000’000 SAR 1’000’000 USD 1’800’000 CAD 10’000 g n i t c a r t n o C • • • • • • 100% • • 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% • • • • 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • s e l a S e c i v r e S Company Registered office Registered capital Interest in capital & h c r a e s e R t n e m p o l e v e d • • g n i r e e n i g n e & g n i r u t c a f u n a M • • Shenyang Yuanda Compressor Co. Ltd.1 Shenyang, China Liaoning Yuanyu Industrial Machinery Co. Ltd. Kaiyuan, China Shenyang Yuanda Compressor Automatic Control System Co. Ltd. Shunyuan Resources Recycling Equipment Industry (Liaoning) Co. Ltd.2 Shenyang, China Shenyang, China Compressor Tech Holding AG 1 Zug, Switzerland PROGNOST Systems GmbH Rheine, Germany PROGNOST Systems Inc. Houston, USA PROGNOST Machinery Diagnostics Equipment and Services LLC Société d’Application du Métal Rouge SAS Abu Dhabi, United Arab Emirates Pont Sainte Marie Cedex, France CNY 100’000’000 CNY 39’000’000 CNY 5’000’000 CNY 65’000’000 CHF 200’000 EUR 200’000 USD 240’000 AED 300’000 EUR 501’000 100% 100% 60% 40% 100% 100% 100% 100% 100% • • • • • 101 e c i v r e S • • • • • • • g n i t c a r t n o C • • • s e l a S • • • • • • • Arkos Group LLC Houston, USA USD 11’752’000 100% Arkos Field Services, LP Houston, USA Arkos Realty & Investments, LP Houston, USA – – 100% • • • • • 100% 1 Company is directly held by Burckhardt Compression Holding AG. All other companies are indirectly held by Burckhardt Compression Holding AG. 2 Company is accounted for using the equity method. All other companies are fully consolidated. FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 102 103 Report of the statutory auditor to the General Meeting of Burckhardt Compression Holding AG Winterthur Report on the audit of the consolidated financial statements Opinion We have audited the consolidated financial statements of Burckhardt Compression Holding AG and its subsidiaries (the Group), which comprise the Consolidated Income Statement for the year ended 31 March 2021, the Consolidated Balance Sheet as at 31 March 2021, Consolidated Cash Flow Statement and Consolidated Statement of Changes in Equity for the year then ended, and notes to the consolidated financial statements, including a summary of significant accounting policies. In our opinion, the consolidated financial statements (pages 80 to 101) give a true and fair view of the consolidated finan- cial position of the Group as at 31 March 2021 and its consolidated financial performance and its consolidated cash flows for the year then ended in accordance with Swiss GAAP FER and comply with Swiss law. Basis for opinion We conducted our audit in accordance with Swiss law and Swiss Auditing Standards. Our responsibilities under those provisions and standards are further described in the “Auditor’s responsibilities for the audit of the consolidated financial statements” section of our report. We are independent of the Group in accordance with the provisions of Swiss law and the requirements of the Swiss audit profession and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Our audit approach Overview Overall Group materiality: CHF 2’960’000 We concluded full scope audit work at five reporting units in three countries. Our audit scope addressed over 69% of the Group’s sales. As key audit matter the following area of focus has been identified: Accounting for work in progress of the systems division Materiality Audit scope Key audit matters PricewaterhouseCoopers AG, Bahnhofplatz 17, Postfach, CH-8400 Winterthur, Switzerland Telefon: +41 58 792 71 00, Telefax: +41 58 792 71 10, www.pwc.ch PricewaterhouseCoopers AG is a member of the global PricewaterhouseCoopers network of firms, each of which is a separate and independent legal entity. Materiality The scope of our audit was influenced by our application of materiality. Our audit opinion aims to provide reasonable assurance that the consolidated financial statements are free from material misstatement. Misstatements may arise due to fraud or error. They are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the consolidated financial statements. Based on our professional judgement, we determined certain quantitative thresholds for materiality, including the overall Group materiality for the consolidated financial statements as a whole as set out in the table below. These, together with qualitative considerations, helped us to determine the scope of our audit and the nature, timing and extent of our audit procedures and to evaluate the effect of misstatements, both individually and in aggregate, on the consolidated financial statements as a whole. Overall Group materiality CHF 2’960’000 How we determined it 5% of profit before tax Rationale for the materiality benchmark applied We chose profit before tax as the benchmark because, in our view, it is the benchmark against which the performance of the Group is most commonly measured, and it is a generally accepted benchmark. We agreed with the Audit Committeethat we would report to them misstatements above CHF 250’000 identified during our audit as well as any misstatements below that amount which, in our view, warranted reporting for qualitative reasons. Audit scope We tailored the scope of our audit in order to perform sufficient work to enable us to provide an opinion on the consoli- dated financial statements as a whole, taking into account the structure of the Group, the accounting processes and controls, and the industry in which the Group operates. The audit strategy for the audit of the consolidated financial statements was determined taking into account the work performed by the Group auditor and the component auditors in the PwC network. The Group auditor performed the audit of the consolidation, the disclosures and the presentation of the consolidated financial statements. Where audits were performed by component auditors, we ensured that, as Group auditor, we were adequately involved in the audit in order to assess whether sufficient appropriate audit evidence was obtained from the work of the component auditors to provide a basis for our opinion. Our involvement comprised analysing the reporting, communication with the component auditors, communicating the risks identified at Group level and determining the materiality thresholds for the audits performed by component auditors. Report on key audit matters based on the circular 1/2015 of the Federal Audit Oversight Authority Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the consolidated financial statements of the current period. These matters were addressed in the context of our audit of the consolidated financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters. Accounting for work in progress of the systems division Key audit matter How our audit addressed the key audit matter Burckhardt Compression Group has projects in the sys- tems division, which are accounted for as work in progress in accordance with Swiss GAAP FER. As at 31 March 2021, work in progress from systems division projects in the amount of CHF 100.6 million was recognised in the balance sheet. Management estimates the costs to be incurred until their completion, possible penalties as well as net realisable value. This involves significant scope for judgement and an Our audit procedures regarding the accounting for work in progress of systems division projects included in particular the following: • We assessed the design and the existence of the key controls regarding the systems division projects and tested the effectiveness of selected controls. FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 104 105 incorrect estimate could have a significant impact on the result for the period. Please refer to page 85 (Accounting policies – Inventories) and page 94 (Inventories) in the notes to the consolidated financial statements. • We selected a sample of systems division pro- jects, based on the contract volumes, the contri- bution margin and changes in the margin com- pared to the planning phase, and focused our testing on the following: – We assessed the contract related calculations to determine whether the contractual terms had been recorded appropriately. – We discussed with the project controllers and project managers the progress of the projects based on the latest project reports, the costs still to be incurred until their completion and changes in the estimated margin. – We obtained written information from the legal representatives of the Group. We in- spected this written information with regard to indications of potential quality deficien- cies or penalties and assessed whether these matters were presented appropriately in the consolidated financial statements. During the audit, we conducted onsite inspec- tions of various compressors still under con- struction. For the systems division projects completed dur- ing the year under review, we compared various final parameters with the estimates made in the planning phase in order to assess, with hindsight, the accuracy of the estimates made by Manage- ment. • • The results of our audit support the accounting of work in progress of the systems division in the 2020 consolidated financial statements. Responsibilities of the Board of Directors for the consolidated financial statements The Board of Directors is responsible for the preparation of the consolidated financial statements that give a true and fair view in accordance with Swiss GAAP FER and the provisions of Swiss law, and for such internal control as the Board of Directors determines is necessary to enable the preparation of consolidated financial statements that are free from mate- rial misstatement, whether due to fraud or error. In preparing the consolidated financial statements, the Board of Directors is responsible for assessing the Group’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Board of Directors either intends to liquidate the Group or to cease operations, or has no realistic alternative but to do so. Auditor’s responsibilities for the audit of the consolidated financial statements Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Swiss law and Swiss Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these consolidated financial statements. A further description of our responsibilities for the audit of the consolidated financial statements is located at the website of EXPERTsuisse: http://expertsuisse.ch/en/audit-report-for-public-companies. This description forms part of our auditor’s report. Report on other legal and regulatory requirements In accordance with article 728a paragraph 1 item 3 CO and Swiss Auditing Standard 890, we confirm that an internal control system exists which has been designed for the preparation of consolidated financial statements according to the instructions of the Board of Directors. We recommend that the consolidated financial statements submitted to you be approved. PricewaterhouseCoopers AG Sandra Böhm Uglow Audit expert Auditor in charge Winterthur, 27 May 2021 Oliver Illa Audit expert FINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL REPORT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 106 107 FINANCIAL STATEMENTS OF BURCKHARDT COMPRESSION HOLDING AG, WINTERTHUR BALANCE SHEET in CHF 1’000 Cash and cash equivalents Other current receivables due from third parties Other current receivables due from group companies Total current assets Financial assets – Non-current loans due from group companies – Investments in subsidiaries Total non-current assets Total assets Current liabilities Trade payables due to third parties Other current liabilities due to third parties Accrued liabilities and deferred income Current provisions Deferred payments Current loans due to group companies Total current liabilities Non-current loans due to third parties Total non-current liabilities Share capital Legal reserves from retained earnings Free reserves from retained earnings – Profit brought forward – Net income Treasury shares Total equity Total equity and liabilities Notes 03/31/2021 03/31/2020 275 17 85 377 664 7 – 671 102 104’020 273’681 377’701 32’500 171’781 204’281 378’078 204’952 2 8 2’612 121 49’756 1’089 53’588 100’000 100’000 8’500 1’700 179’210 37’286 –2’206 224’490 2 4 167 155 – 300 628 – – 8’500 1’700 168’883 30’457 –5’216 204’324 103 104 INCOME STATEMENT in CHF 1’000 Income Dividend income from group companies Interest income from group companies Income from services provided to group companies Total income Expenses Operating expenses Financial expenses Direct Taxes Total expenses Net income 2020 2019 39’182 922 192 40’296 –2’026 –802 –182 –3’010 31’293 294 192 31’779 –1’262 – –60 –1’322 37’286 30’457 NOTES TO THE FINANCIAL STATEMENTS OF BURCKHARDT COMPRESSION HOLDING AG 101 Accounting policies The financial statements as per March 31, 2021 are in compli- ance with the requirements of Swiss corporate law. All the values in the annual financial statements are reported in thousand Swiss Francs unless otherwise indicated. Burckhardt Compression Holding AG’s fiscal year 2020 com- The financial statements have been prepared in accordance with the provisions of commercial accounting as set out in the Swiss Code of Obligations (Art. 957 to 963b CO). The following disclosures are not being made separately in the statutory financial statements pursuant to Art. 961d (1) CO as Burckhardt Compression Holding AG is presenting its con- solidated financial statements according to Swiss GAAP FER: – Additional disclosures in the notes (auditor’s fee; disclosure on non-current interest-bearing liabilities) prises the period from April 1, 2020 to March 31, 2021. 102 Subsidiaries The equity interests held directly and indirectly by Burckhardt Compression Holding AG are shown in note 34 “Group Companies”. 378’078 204’952 – Cash flow statement – Management report The treasury shares are stated at acquisition cost and deducted from equity. No subsequent valuation is made. If the treasury shares are disposed of, the resulting gain or loss is recognized in the profit and loss statement. Burckhardt Compression Holding AG uses derivative finan- cial instruments exclusively as hedges of the exposure to vari- ability in cash flows that is attributable to a particular risk associated with a recognized asset or liability or a highly prob- able future transaction (cash flow hedges). At inception of the hedge, Burckhardt Compression Holding AG documents the hedging relationship and the effectiveness between the hedg- ing instrument and the hedged item. The derivative financial instruments are off-balance sheet items. FINANCIAL STATEMENTS OF BURCKHARDT COMPRESSION HOLDING AG, WINTERTHUR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL STATEMENTS OF BURCKHARDT COMPRESSION HOLDING AG, WINTERTHUR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 108 109 Detailed overview of shareholdings As per March 31, 2021, the members of the Executive Board and the Board of Directors (and related persons) owned the follow- ing numbers of shares of Burckhardt Compression Holding AG: Shareholders 03/31/2021 03/31/2020 Function Chairman Chairman Member Member Member Member CEO CFO CHRO President Systems Division President Services Division Members of the Board of Directors Ton Büchner 1 Valentin Vogt 2 Urs Leinhäuser Dr. Monika Krüsi Dr. Stephan Bross David Dean Total Executive Board Marcel Pawlicek Rolf Brändli Sandra Pitt Fabrice Billard Rainer Dübi Total Total Board of Directors and Executive Board As a % of all outstanding shares 1 from July 4, 2020 2 until July 3, 2020 Total shares 5'000 n/a 1'714 1'119 349 408 8'590 41'937 2'423 908 1'300 824 47'392 55'982 1.7% Total shares n/a 203’392 1’643 1'048 278 355 206'716 42’111 1’702 278 600 600 45’291 252'007 7.4% 103 Share capital and shareholders The share capital amounts to CHF 8’500’000 and is composed of 3’400’000 shares, each with a nominal value of CHF 2.50. All shares are registered shares and are paid in full. The Board of Directors is empowered to increase the company’s share capital by a maximum of CHF 1’275’000 at any time until July 6, 2021 by issuing a maximum of 510’000 fully paid registered shares with a nominal value of CHF 2.50 each (authorized capital). No person will be registered in the Share Register as share- holder with voting rights with respect to more than five percent of the issued share capital. This entry restriction is also appli- cable to persons whose shares are totally or partially held by nominees. This restriction is also valid if shares are purchased when practicing subscription, warrant and conversion rights, with the exception of shares acquired by succession, distribu- tion of inheritance or matrimonial regime. Legal entities and partnerships associated with each other by uniformly managed capital or votes or in any other way, as well as private and legal entities or partnerships, which form an association to evade the entry restriction, are regarded as one person. Individual persons, who have not expressly declared in the application of entry that they hold the shares for their own account (Nominees), will be entered in the Share Register with voting rights, if the Nominee concerned establishes his subor- dination to an accredited banking supervision and securities authority, and if he/she has concluded an agreement with the Board of Directors of the company concerning his/her position. Nominees holding two or less than two percent of the issued shares will be entered in the Share Register with voting rights without an agreement with the Board of Directors. Nominees holding more than two percent of the issued shares will be entered in the Share Register with two percent voting rights and, for the remaining shares, without voting right. Above this limit of two percent, the Board of Directors may enter in the Share Register Nominees with voting rights if they disclose the names, addresses, nationality, and shareholdings of the per- sons for whom they hold more than two percent of the issued shares. As of March 31, 2021, there is no such declaration between a nominee-shareholder and the board of directors. Shareholder groups which had existed before June 23, 2006 are excluded from the voting rights restrictions. According to information available to the company from the disclosure notifications of the SIX Swiss Exchange Ltd., the fol- lowing shareholders reported shareholdings of at least 3% of the share capital and voting rights as of March 31, 2021 (accord- ing to the statutory bylaws the voting rights of NN Group N.V., and Atlantic Value General Partner Ltd. (Mondrian) are limited to 5% of the total number of the registered BCHN shares recorded in the commercial register): Shareholders Name MBO shareholder pool (Valentin Vogt, Harry Otz, Leonhard Keller, Martin Heller, Ursula Heller, Marcel Pawlicek) NN Group N.V. Atlantic Value General Partner Limited (Mondrian) BlackRock, Inc. UBS Fund Management (Switzerland) AG FEDERATED HERMES INC. Ameriprise Financial Inc. Credit Suisse Funds AG Vontobel Fonds Services AG The number of shares held by the members of the Executive Board and the non-executive members of the Board of Directors (and related persons) as per March 31, 2021 are shown under point 6.2 within the compensation report. 03/31/2021 03/31/2020 % of shares 12.40 10.31 5.03 3.04 3.01 3.01 < 3.00 < 3.00 < 3.00 % of shares 12.40 10.31 5.03 3.04 3.01 < 3.00 3.49 3.24 3.05 Country CH NL GB US CH US US CH CH FINANCIAL STATEMENTS OF BURCKHARDT COMPRESSION HOLDING AG, WINTERTHUR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL STATEMENTS OF BURCKHARDT COMPRESSION HOLDING AG, WINTERTHUR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 110 104 Treasury shares Number at the beginning of the period Purchases Sales Number at the end of the period The average selling price did amount to CHF 228.57 (2019: CHF 263.63) 105 Further disclosures pursuant to Article 959c par. 2 of the Swiss Code of Obligations: Full-time employees Burckhardt Compression Holding AG does not employ any employees. Liabilities to pension funds in CHF 1’000 Total liabilities to pension funds Net release of undisclosed reserves in CHF 1’000 Net release of undisclosed reserves Derivative financial instruments in CHF 1’000 2020 2019 21’616 15’000 –26’982 9’634 5’999 16’000 –383 21’616 03/31/2021 03/31/2020 0 0 03/31/2021 03/31/2020 0 0 03/31/2021 03/31/2020 Forward foreign exchange contracts (negative current fair value on cash flow hedge) 0 0 Guarantees in CHF 1’000 Guarantees 03/31/2021 03/31/2020 260’045 236’662 Burckhardt Compression Holding AG issues advance payment guarantees and performance bonds in the name of Burckhardt Compression AG and in favor of a small number of selected cus- tomers. In addition, standing guarantees have been given to secure credit lines and guarantee limits granted by foreign banks. The credit lines and guarantee facilities extended to Burck- hardt Compression AG by financial institutions do not require any assets or shares of Burckhardt Compression Holding AG to be pledged as collateral. Remuneration of the Board of Directors and the Executive Board Type and amount of remuneration of the members of the Board of Directors and the Executive Board as well as the principles and basic elements of the company’s compensation policy are depicted and explained in the compensation report on pages 69 to 77. Events after the balance sheet date There were no additional events after the balance sheet date which affect the annual results or would require an adjustment to the carrying amounts of Burckhardt Compression Holding AG’s assets and liabilities. Proposal by the Board of Directors for the appropriation of retained earnings in CHF 1’000 Retained earnings at the beginning of the period Distributed dividend Net income of the year Retained earnings at the disposal of the Annual General Meeting The Board of Directors proposes the following appropriation – Gross dividend Retained earnings carried forward The Board of Directors will propose payment of a gross dividend of CHF 6.50 per registered share at the Annual General Meeting of Shareholders on July 3, 2021. Gross dividend Less 35% withholding tax Net dividend 111 2020 2019 199’340 –20’180 37’286 216’446 189’247 –20’364 30’457 199’340 –22'100 –20’400 194’346 178’940 2020 2019 2018 6.50 –2.30 4.20 6.00 –2.10 3.90 6.00 –2.10 3.90 FINANCIAL STATEMENTS OF BURCKHARDT COMPRESSION HOLDING AG, WINTERTHUR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL STATEMENTS OF BURCKHARDT COMPRESSION HOLDING AG, WINTERTHUR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 112 113 Report of the statutory auditor to the General Meeting of Burckhardt Compression Holding AG Winterthur Report on the audit of the financial statements Opinion We have audited the financial statements of Burckhardt Compression Holding AG, which comprise the balance sheet as at 31 March 2021, income statement and notes for the year then ended, including a summary of significant accounting policies. In our opinion, the financial statements (pages 106 to 111) as at 31 March 2021 comply with Swiss law and the company’s articles of incorporation. Basis for opinion We conducted our audit in accordance with Swiss law and Swiss Auditing Standards. Our responsibilities under those provisions and standards are further described in the “Auditor’s responsibilities for the audit of the financial statements” section of our report. We are independent of the entity in accordance with the provisions of Swiss law and the requirements of the Swiss audit profession and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Our audit approach Overview Overall materiality: CHF 1’500’000 Materiality We tailored the scope of our audit in order to perform sufficient work to enable us to provide an opinion on the financial statements as a whole, taking into account the structure of the entity, the accounting processes and controls, and the industry in which the entity operates. Audit scope Impairment testing of investments in subsidiaries As key audit matter the following area of focus has been identified: Key audit matters PricewaterhouseCoopers AG, Bahnhofplatz 17, Postfach, CH-8400 Winterthur, Switzerland Telefon: +41 58 792 71 00, Telefax: +41 58 792 71 10, www.pwc.ch PricewaterhouseCoopers AG is a member of the global PricewaterhouseCoopers network of firms, each of which is a separate and independent legal entity. Materiality The scope of our audit was influenced by our application of materiality. Our audit opinion aims to provide reasonable assurance that the financial statements are free from material misstatement. Misstatements may arise due to fraud or error. They are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements. Based on our professional judgement, we determined certain quantitative thresholds for materiality, including the overall materiality for the financial statements as a whole as set out in the table below. These, together with qualitative consider- ations, helped us to determine the scope of our audit and the nature, timing and extent of our audit procedures and to evaluate the effect of misstatements, both individually and in aggregate, on the financial statements as a whole. Overall materiality CHF 1’500’000 How we determined it 0.4% of total assets Rationale for the materiality benchmark applied We chose total assets as the benchmark because, in our view, it is a relevant benchmark for holding company, and it is a generally accepted benchmark for holding companies. We agreed with the Audit Committee that we would report to them misstatements above CHF 150’000 identified during our audit as well as any misstatements below that amount which, in our view, warranted reporting for qualitative reasons. Audit scope We designed our audit by determining materiality and assessing the risks of material misstatement in the financial state- ments. In particular, we considered where subjective judgements were made; for example, in respect of significant accounting estimates that involved making assumptions and considering future events that are inherently uncertain. As in all of our audits, we also addressed the risk of management override of internal controls, including among other matters consideration of whether there was evidence of bias that represented a risk of material misstatement due to fraud. Report on key audit matters based on the circular 1/2015 of the Federal Audit Oversight Authority Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial statements of the current period. These matters were addressed in the context of our audit of the financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters. Impairment testing of investments in subsidiaries Key audit matter How our audit addressed the key audit matter Investments in subsidiaries is a significant asset category on the balance sheet (CHF 273.7 million). Impairment test- ing of investments whose book value is greater than the book value of the underlying net assets requires Manage- ment to consider capitalised earnings. Doing so involves significant scope for judgement, particu- larly to determine the assumptions to use concerning future business results. In identifying the potential need for impairment of invest- ments in subsidiaries, Management uses a predefined impairment testing process. Please refer to page 107 (Subsidiaries) in the notes to the financial statements. In our audit of investments in subsidiaries, we performed the following main audit procedures: • We compared the book value of the investments in the year under review with their pro-rata share of the respective company’s equity or the company’s valuation, based on capitalised earnings. • We checked for plausibility the key assumptions applied by Management (revenue and margin growth). We consider the valuation process and the assumptions used to be an appropriate and adequate basis for the impairment testing of the investments in Group companies as at 31 March 2021. FINANCIAL STATEMENTS OF BURCKHARDT COMPRESSION HOLDING AG, WINTERTHUR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSIONFINANCIAL STATEMENTS OF BURCKHARDT COMPRESSION HOLDING AG, WINTERTHUR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 114 Responsibilities of the Board of Directors for the financial statements The Board of Directors is responsible for the preparation of the financial statements in accordance with the provisions of Swiss law and the company’s articles of incorporation, and for such internal control as the Board of Directors determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Board of Directors is responsible for assessing the entity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Board of Directors either intends to liquidate the entity or to cease operations, or has no realistic alternative but to do so. Auditor’s responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from ma- terial misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Swiss law and Swiss Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. A further description of our responsibilities for the audit of the financial statements is located at the website of EXPERT- suisse: http://expertsuisse.ch/en/audit-report-for-public-companies. This description forms part of our auditor’s report. Report on other legal and regulatory requirements In accordance with article 728a paragraph 1 item 3 CO and Swiss Auditing Standard 890, we confirm that an internal control system exists which has been designed for the preparation of financial statements according to the instructions of the Board of Directors. We further confirm that the proposed appropriation of available earnings complies with Swiss law and the company’s articles of incorporation. We recommend that the financial statements submitted to you be approved. PricewaterhouseCoopers AG Sandra Böhm Uglow Audit expert Auditor in charge Winterthur, 27 May 2021 Oliver Illa Audit expert FINANCIAL STATEMENTS OF BURCKHARDT COMPRESSION HOLDING AG, WINTERTHUR | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION 116 IMPRINT | ANNUAL REPORT 2020 | BURCKHARDT COMPRESSION IMPRINT The statements in this review relating to matters that are not historical facts are forward-looking statements that are not guarantees of future performance and involve risks and uncer- tainties, including but not limited to: future global economic conditions, foreign exchange rates, regulatory rules, market conditions, the actions of competitors, and other factors beyond the control of the company. The Annual Report is published in German and English and is avail- able on the internet under www.burckhardtcompression.com/ financial-reports. The English version is binding. The financial report is available in English only. Publisher Burckhardt Compression Holding AG, Winterthur Concept/Layout Source Associates AG, Zurich Photography Scanderbeg Sauer Photography, Zurich Mr. Hong Ze, Shenyang, China PR consultant PEPR, Oetwil am See Burckhardt Compression Holding AGCH-8404 Winterthur, SwitzerlandTel. +41 52 262 55 00Fax +41 52 262 00 51info@burckhardtcompression.comwww.burckhardtcompression.com

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