Elementis plc
Annual report and accounts
2016
Elementis plc is a global specialty chemicals
company with operations worldwide that serve
customers in North and Latin America, Europe
and Asia in a wide range of markets and sectors.
The Company has a premium listing in the UK
on the London Stock Exchange and is a member
of the FTSE 250 and FTSE4Good Indices.
$659.5m
Revenue
c.1,400 Employees globally
Employees globally
Employees globally
#1
Market, technology
and innovation leader
in Rheology
segments
– Specialty Products
– Chromium
– Surfactants3
3 Business
14%
14%
Increase in Personal Care sales*
4%
Growth in global
Coatings sales*
* constant currency reflects prior year results translated at current year exchange rates
Cautionary statement:
The Annual Report and Accounts for the financial year ended 31 December 2016, as contained in this document
(‘Annual Report’), contain information which viewers or readers might consider to be forward looking statements
relating to or in respect of the financial condition, results, operations or businesses of Elementis plc. Any such
statements involve risk and uncertainty because they relate to future events and circumstances. There are many
factors that could cause actual results or developments to differ materially from those expressed or implied by any
such forward looking statements. Nothing in this Annual Report should be construed as a profit forecast.
Our business segments
Specialty Products
$460.4m
Revenue
Chromium
$168.8m
Revenue 1
Surfactants
$43.1m
Revenue 1
1
revenue includes internal sales
We provide high volume functional additives
to the coatings, personal care and
energy markets that improve the flow
characteristics and performance of our
customers’ products and
production processes.
Key facts
– Based in 13 manufacturing locations
in North and Latin America, Europe
and Asia.
– We have c.1,000 employees.
We are a leading producer of chromium
chemicals with a strong position in the
North American market.
We provide chromium chemicals to
customers that make their products more
durable and which are used in a wide range
of sectors and applications.
Key facts
– Only domestic chromium
producer in North America based
in five locations.
– We have c.250 employees.
We manufacture a wide range of surface
active ingredients and products that are
used as intermediates in the production of
chemical compositions.
Key facts
– Share a manufacturing plant
in Delden, Netherlands with Elementis
Specialty Products.
– We have c.150 employees.
Specialty Products segment sectors
Coatings
$361.7m
Revenue
Energy
$35.9m
Revenue
We offer a variety of rheology modifiers
and specialty additives to decorative and
industrial paints and coatings. We have
solutions for both waterborne and solvent
systems that enhance the performance,
look, feel and stability of paint.
We use rheological modifiers to enable
drilling mud performance over a wide
range of conditions. Our products provide
high viscosity and low shear rates which
are valuable in high angle and horizontal
wells. They are also designed to
withstand both high pressure and
extreme temperature.
Personal Care
$62.8m
Revenue
We have a high value niche
participation in the personal care
market. Hectorite gives us a distinct
competitive advantage and our
Rheoluxe® range of synthetic polymers
are popular with our customers due to
their ease of use and versatility.
Our manufacturing sites
Europe
Livingston
Asia
Anji
Changxing
Hsinchu
Songjiang
Specialty Products
Chromium
Americas
Charleston
Jersey City
Milwaukee
Newberry
New Martinsville
Palmital
St Louis
Amarillo
Castle Hayne
Corpus Christi
Dakota City
Milwaukee
Surfactants
Delden*
* Delden site shared with Specialty Products
How we will reignite growth
Pursue best growth
opportunities
Pursue supply chain
transformation
Innovate for
distinctiveness
and high margins
Create a culture of
high performance
Why invest in Elementis?
– We operate in high margin, segmented
markets and emerging economies where
products have many applications and
diverse end users, and our local market
presence is supported by a strong global
infrastructure.
– Our global R&D function has a broad
and differentiated product portfolio
that is underpinned by proprietary
technology, strong customer
relationships, technical know how
and expertise.
– We have a clear strategy to pursue the
best growth opportunities by utilising our
strong balance sheet to reinvest in growth
and finance returns to shareholders.
– We have a culture of high performance
with a simple and flat organisational
structure and we utilise systematic
performance management to improve
accountability and deliver results.
– We are improving the quality of our asset
base and operating efficiency to optimise
cash and returns.
– We have strong governance and risk
management controls and maintain
a high standard of business conduct,
ethics and corporate responsibility.
CEO’s statement
see pages 4 to 9
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Highlights
Contents
– Group earnings declined due to the negative impact
of currency on our Chromium segment and oil prices
on our Energy sector within our Specialty Products
segment.
– Progress overall in Specialty Products where
constant currency sales were up 3 per cent in 2016
and up 8 per cent in H2 2016 versus the same period
last year.
– Coatings sector up 4 per cent for the year*;
6 per cent growth* in Coatings Asia.
– Personal Care sector up 14 per cent*, with good
momentum in H2 which was up 23 per cent year
on year*.
– Energy down 16 per cent* for the year but H2 2016
sales improved by 15 per cent compared to H1*.
– Proposed acquisition of SummitReheis, a high
quality personal care business, was announced on
10 February 2017 – expected to complete mid-year
after regulatory requirements are satisfied.
– Continued strong cash generation – net cash position
increased to $77.5 million.
– Total dividends for the year increased by
2 per cent to 16.80 cents:
– Final dividend maintained at previous
year level.
– Special dividend increased by 4 per cent;
fifth consecutive payment.
*
constant currency reflects prior year results translated at current year
exchange rates
2015 restated – see note 31
Financial summary
Sales
IFRS profit for the year
2016
2015
$659.5m
$677.2m†
$68.1m
$94.6m†
Statutory basic earnings per share
14.7c
20.5c†
Net cash
Operating profit ∆
Profit before tax ∆
Diluted earnings per share ∆
$77.5m
$74.0m
$94.2m
$89.7m
16.8c
$121.5m†
$115.2m†
20.6c†
Operating cash flow ∆
$96.0m
$102.5m
Dividends to shareholders:
– Interim dividend
– Final proposed
– Special dividend proposed
2.70c
5.75c
8.35c
2.70c
5.75c
8.00c
– Total for the year
16.80c
16.45c
∆ after adjusting items – see note 5
†
restated – see note 31
Strategic report
2
Chairman’s statement
4
6
8
CEO’s overview
– Our strategic priorities
– 2016 in action
10 Our business model
12
16
17
Finance report
– Key performance indicators
– Risk management report
22 Corporate responsibility report
Corporate governance
30 Board of Directors
32 Chairman’s letter on governance
33 Corporate governance report
35 Nomination Committee report
36
Audit Committee report
39 Directors’ remuneration report
60 Directors’ report
62 Directors’ responsibility statement
63
Independent auditor’s report
Financial statements
70 Consolidated income statement
70 Consolidated statement
of comprehensive income
71 Consolidated balance sheet
72 Consolidated statement of
changes in equity
73 Consolidated cash flow statement
74 Notes to the Consolidated
financial statements
109 Parent company statutory accounts
111 Notes to the Company financial
statements of Elementis plc
Shareholder information
115 Glossary
116 Five year record
117 Shareholder services
118 Corporate information
118 Financial calendar
118 Annual General Meeting
118 Principal offices
Elementis plc Annual report and accounts 2016
1
Chairman’s statement
We are confident that we have the
foundations on which to make progress
in 2017 and beyond
Andrew Duff
Chairman
Financial results
In 2016, Group sales were $659.5 million compared to
$677.2 million† in the previous year and IFRS profit before tax
was $75.5 million compared to $120.8 million†. These results
were mainly due to the impact of currency on Chromium and oil
prices on Energy. Group basic earnings per share was 14.7 cents
compared to 20.5 cents† in 2015.
In addition the Group’s results will report a number of adjusting
items and these items are discussed more fully in the Finance
report. After taking account of these items, Group diluted earnings
per share after adjusting items was 16.8 cents compared to
20.6 cents† last year.
Balance sheet
The Group’s balance sheet remains strong after another year of
robust cash generation despite lower profits and higher dividend
payouts. The Group’s net cash position at the end of 2016 was
$77.5 million, compared to $74.0 million at the end of the
previous year.
The IAS 19 deficit, on the Group’s post retirement benefit plans,
changed from $29.0 million at the end of 2015 to $30.1 million.
The UK pension plan accounts for the majority of the Group’s
pension obligations.
Dividends
Under the dividend policy introduced in 2012, the Board undertook
to pay approximately one third of earnings, after adjusting
items, each year in a combination of interim and final dividends.
In addition, a special dividend is paid each year of up to 50 per
cent of the net cash balance at the end of the year, provided there
are no immediate investment plans for that cash. This year, the
Board is recommending a maintained final dividend, reflecting its
confidence in the Group’s business model and its medium term
prospects. In addition, as the year end net cash balance increased,
we will be distributing half of this by way of a special dividend,
notwithstanding our investment in the acquisition of SummitReheis.
Consequently, proposed total dividends for the year are increased
by 2 per cent to 16.80 cents per share, the components of which
are as follows:
– The Board is recommending a final dividend for 2016 of
5.75 cents per share (2015: 5.75 cents) and a special dividend
of 8.35 cents per share (2015: 8.00 cents).
– The Board declared an interim dividend at the time of the Interim
Results announcement of 2.70 cents per share (2015: 2.70 cents).
The markets in which we operate continued to
be challenging in 2016, adversely affecting our
two principal business segments.
In the Chromium segment, although the US business remained
structurally advantaged and maintained a consistently high degree
of stability, a strengthening US dollar and competitive pressures
impacted both volumes and margins on export sales from the US
to the rest of the world. As a result, the overall impact on volumes
and earnings in 2016 has been material.
In the Specialty Products segment, we saw good underlying
performance in all our sectors, with a resumption of growth in
our Chinese coatings activities and the delivery of good growth
in Personal Care. However, lower oil prices reduced demand
in our Energy sector by some 16 per cent versus 2015 and the
appreciation of the US dollar against most global currencies also
impacted results.
Our new CEO Paul Waterman joined us in February 2016 and
he has, initially with the support of our CFO at the time, Brian
Taylorson, set about developing a strategy for the business in order
to ‘reignite growth’ which aligns the management of the Company
in the delivery of this strategy, which was presented to analysts and
investors in November 2016. Following Brian’s decision to step
down after his many years of great service we appointed his
successor, Ralph Hewins, who took up his role in November 2016.
This growth strategy continues to build on the long standing
strengths of the Group, improving operational efficiency through a
range of ‘self help’ initiatives and focusing investment towards our
highest growth markets and in our high performing Personal Care
sector in particular. Since the end of the year, I am delighted to
report that we have reached agreement on the acquisition of
SummitReheis, which is a world leading personal care chemicals
business, and will increase our exposure to this attractive sector.
We expect the acquisition to complete mid-year after regulatory
requirements are satisfied. Our track record of consistent cash
generation over the last seven years has been an important
component of the Group’s investment case, contributing
significantly to total shareholder returns. I am pleased that in 2016,
despite the more challenging environment, the Group still delivered
a strong cash flow performance. This in turn means that we have
been able to increase our special dividend by 4 per cent.
† restated – see note 31
2
Elementis plc Annual report and accounts 2016
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The final and special dividends will be paid on 26 May 2017,
in pounds sterling at an exchange rate of £1.00:$1.2502 (equivalent
to a sterling amount of 11.2782 pence per share), to shareholders
on the register on 28 April 2017.
Health, safety and the environment
This is an area in which we have intensified focus in 2016.
Whilst our overall performance continues to be of a high standard
compared to the industry, management is seeking continuous
improvement. Our goal is for everyone to go home safely every day.
We continue to invest in measures to improve our environmental
impact. We will continue to be cooperative and proactive with
regulators, while striving always to exceed their expectations.
Board changes
This has been a year of change at the top of our Company.
As reported this time last year, Paul Waterman became CEO,
joining the Board on 8 February 2016, replacing David Dutro.
Ralph Hewins was appointed CFO-Designate and a Director of
the Company on 12 September 2016 and replaced Brian Taylorson
as CFO on 1 November 2016, when Brian stepped down from
the role and the Board. On behalf of the Board I would like to take
this opportunity to thank Brian for his significant contribution as
CFO during the past 14 years. He has been central to the strong
progress made by Elementis over many years and provided much
valued support to myself and to both Paul and Ralph during the
leadership transition.
Having served for nearly nine years, Andrew Christie will be
standing down as a Director and as Chairman of the Remuneration
Committee, in line with best practice, at the conclusion of the
Annual General Meeting on 25 April 2017. Steve Good will succeed
Andrew as Chairman of the Remuneration Committee at the
conclusion of the meeting. Andrew has served the Board with great
commitment over many years and I wish to extend my thanks to
him for his efforts on our behalf.
Following a review of the Board’s structure, capabilities,
international experience and diversity, it was decided to increase
the size of the Board from seven to eight members by appointing
an additional non-executive Director. Sandra Boss and Dorothee
Deuring joined the Board on 1 February 2017 and 1 March 2017
respectively. Both new Directors bring different expertise and
insights and will make strong contributions in our boardroom.
I am delighted to welcome them to Elementis and look forward
to working with them.
Governance
One of the primary points of focus for the Board in 2016 was the
successful implementation of the change of executive leadership.
The Board is pleased that the transition to the new CEO and CFO
team in Paul and Ralph was a smooth process. One of the
challenges that this type of change brings is that the dynamics
between non-executive and executive Directors need to be
re-established and I am pleased to report that your Board remains
cohesive and transparent, and has shared values that are based on
trust, integrity and a common purpose, which enables all Directors
to perform effectively, both collectively and as individuals. It is my
intention to ensure that these dynamics are further strengthened by
the recent Board additions.
74.0
77.5
64.2
54.1
44.0
Net cash
$m
90
75
60
45
30
15
0
2012
2013
2014
2015
2016
Total dividends per share
Cents
16.80
16.45
13.93
15.40
12.56
18
15
12
9
6
3
0
2012
2013
2014
2015
2016
People
The business owes its success to the contribution of all of its
talented individuals. One of the distinctive features of Elementis
is the dedication and commitment of its employees. Despite the
challenges and changes of 2016, this has been unwavering and,
on behalf of the Board, I would like to thank all of the staff for
everything they have done.
Outlook
The Board believes that the economic environment is likely to
continue to be uncertain as we go through the current year.
However, the management team is focused on self help measures
to deliver underlying operational improvements, as well as
concentrating on our strengths and the development of our
principal growth sectors, whatever the market environment.
We expect to maintain our distinctive margins and are looking
to grow share in our markets based on superior products and
customer service.
The Group has a solid financial platform, a new, energised
leadership team and a clear strategy for delivery. We are confident
that we have the foundations on which to make progress in 2017
and beyond.
The Board considers that it has applied fully all of the principles
and provisions of the Corporate Governance Code during 2016.
More information is provided in the Corporate governance report.
Andrew Duff
Chairman
1 March 2017
Elementis plc Annual report and accounts 2016
3
Chief Executive Officer’s overview
How we will reignite
growth in Elementis
Paul Waterman
Chief Executive Officer
It is an exciting time for Elementis. Having
joined the Company early in 2016 I have been
in the role long enough to develop an informed
view of how we need to progress.
I have spent time in this first year going to visit our people,
customers and sites around the world, and as I reflect on the
business we have today, there are a number of strengths that
we can build upon:
– We have a strong heritage, with the Company’s roots going back
over 150 years.
– We have a talented team of very motivated employees.
– We have distinctive technology that our customers value.
– Our teams are customer focused and quick to respond.
– We have a good position in China that continues to grow.
– Our Personal Care sector is doing well and offers a number
of opportunities.
Overall we are a high quality business, generating good free cash
flow, and have a prudently financed balance sheet that offers
options for the future.
Elementis offers its customers real distinctiveness and that has
enabled it to grow successfully. Ten years ago it made $58 million
profit and was worth around $0.7 billion. Today it is a great deal
more than that. The reality is also that more recently growth has
stalled, with earnings declining in the past two years. In 2016 this
decline was quite pronounced.
In looking back at 2016 I will start with safety. There is nothing
more important to us than our people going home safely every day.
Whilst we continue to deliver safety performance that is amongst
the leaders in the industry, we will not be satisfied until we
achieve our goal of no one getting hurt working at Elementis.
One immediate change was to make our VP Global HSE report
directly to me. In 2016 we initiated the ‘Take Two…for safetyTM’
programme to reduce risk in our operations.
In 2016 our people agenda was focused on transforming our
organisational structure. Elementis is a relatively small company
and every person counts. So getting the organisation operating
efficiently is essential to grow the business. We have made some
changes in 2016 to let us do that.
Prior to 2016 there were two main business segments – Chromium
and Specialty Products, and functions such as Marketing and
R&D were embedded into regional business activities. We have
now moved to a structure that is much flatter, where the Specialty
Products business sector leaders, such as in Personal Care,
Energy and the Coatings regions, all report to me, and we have
globalised the functions so they can develop capability across the
world and focus on fewer bigger things. We also created a global
supply chain organisation so that we can manage assets,
operations and procurement on a global basis.
In HR we have initiated new processes to develop the leaders for
tomorrow. We implemented a global HR management system
supported by ‘Workday’ so we can systematically manage our
people processes such as talent, succession planning and reward.
Turning to our business performance in 2016, the biggest decline
was in our Chromium segment.
We have great distinctiveness in this business with the only North
American manufacturing base combined with unique delivery
systems to our customers. This enabled us to maintain a strong
performance in North America in 2016. However, the rest of the
world business was vulnerable to the impacts of a stronger US
dollar, which had the impact of reducing volumes and margins
significantly. Results were also adversely impacted in the latter
part of the year by operational interruptions due to a hurricane and
a centrifuge failure at our Castle Hayne site. We will continue to
strengthen our North American base.
Towards the end of 2016 we saw the price of our key raw material,
chrome ore, rise significantly. As a result we are now implementing
price increases to protect our margins. Our expectation at this time
is that underlying Chromium profitability in 2017 will be comparable
to 2016.
4
Elementis plc Annual report and accounts 2016
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Group performance
Revenue
Specialty Products
Chromium
Surfactants
Inter-segment
Operating profit
Specialty Products
Chromium
Surfactants
Central costs
∆ after adjusting items – see note 5
†
restated – see note 31
In our Specialty Products segment, sales were up 3 per cent†
over 2015 on a constant currency basis, although this progress
masks some varied sector performance within this segment:
– In Energy the impact of the low oil price (mainly on North
American drilling) saw constant currency sales reduce by
16 per cent†. The second half did see some recovery in volumes
versus the second half of 2015 as the oil price rise boosted
activity and we should see this modest momentum carry over
into 2017.
– In Coatings constant currency sales growth of 4 per cent†
was supported by a strong performance in China, which saw
something of a rebound after the impact of destocking in 2015.
However, reported results from Asia were impacted by the
stronger US dollar.
– Our Americas activities continued to see growth in decorative
coatings (with New Martinsville products being a driver) as well
as a modest recovery in Latin America. Overall, sales growth
in the region was 2 per cent† at constant currency.
– In EMEA soft market conditions limited growth, but despite
that we achieved a 3 per cent† constant currency sales growth,
helped by a strong distributor performance, particularly in
southern Europe.
– The stand out performer in our Specialty Products segment
was Personal Care, which achieved a 14 per cent† growth
in constant currency sales. This was accomplished through
improved sales in all geographies, with particularly strong growth
in Asia, of our new Rheoluxe® line of products and strong sales
into aerosol anti-perspirants and colour cosmetics.
Revenue
restated†
2015
$million
453.2
181.1
53.8
(10.9)
677.2
Operating
profit
restated†
2015∆
$million
79.9
48.0
4.5
(10.9)
121.5
Effect of
exchange
rates
$million
(7.6)
–
(0.7)
–
(8.3)
Effect of
exchange
rates
$million
(3.9)
–
0.1
0.6
(3.2)
Increase/
(decrease)
2015
$million
14.8
(12.3)
(10.0)
(1.9)
(9.4)
Increase/
(decrease)
2015
$million
2.8
(20.9)
(5.2)
(0.8)
(24.1)
Revenue
2016
$million
460.4
168.8
43.1
(12.8)
659.5
Operating
profit
2016∆
$million
78.8
27.1
(0.6)
(11.1)
94.2
In the Surfactants segment, operating profit declined from
$4.5 million to a loss of $0.6 million. Volumes were 13 per cent
lower as Chinese textile and leather market demand softened,
whilst some specific customer orders were lower. We have
taken steps to lower costs at the Delden site and are conducting
a strategic review of the options for this business, which
offers flexible manufacturing capabilities across a wide range
of chemistries.
Looking at our overall financial performance, the strong cash
generation of the Group was a stand out with our year end net
cash balance at $77.5 million, enabling us to return cash to
shareholders by way of a special dividend.
So a decline in 2016 due to difficult markets in important parts of
our business – headwinds in Chromium, the low oil price affecting
Energy demand and the impact of foreign exchange on US dollar
profits. Looking ahead, I am convinced we cannot rely on the
external environment getting better. Equally, underlying growth in
the rest of our business has been limited.
† restated – see note 31
Elementis plc Annual report and accounts 2016
5
Chief Executive Officer’s overview continued
Our strategic priorities
Pursue best growth
opportunities
Pursue supply chain
transformation
Innovate for
distinctiveness
and high margins
Create a culture of
high performance
– Global KAM
– Coatings Asia
– Personal Care global growth
– Address disadvantaged
– Sustain innovation leadership
– Structure
assets
– Manufacturing productivity
– Pursue procurement savings
– Deliver new product pipeline
– Process
– Systematic performance
management
In 2016 we completed a strategy review on our Specialty Products
business and deeply analysed both Chromium and Surfactants.
All of this work has been undertaken with a good balance of
outsider input, fresh thinking and contributions from our
experienced teams. This has allowed us to get really clear on
where we can improve and I would highlight the following areas:
– We are quite dependent on business cycles and we need to
continue to find ways to make the business more resilient.
– We have been a little unfocused in our investment of money
and people in some areas such as Personal Care, Sales
and Technology.
– Growth opportunities, for example with our larger accounts
and in Asia outside China, have not got the focus they need.
– Our functions have been dispersed regionally and have missed
out on the chance to have a global focus and agenda.
– We have a number of assets which tie up capital but do not
generate the returns we need – we need to make clearer choices
about which assets we improve and which have a different future.
Our priorities are set out below.
1. Pursue best growth opportunities
We have selected three big areas of focus.
Global key account management
This is all about accelerating and globalising how we work and
grow with our major customers.
Over the last ten years the large regional coatings companies have
globalised. We want to grow with these companies by developing
a consistent global approach led by cross functional key account
teams that are focused on meeting clear goals.
Coatings Asia
We have an established operation in China and we are the clear
leader in the market, servicing customers through an experienced
sales force. The opportunity for Elementis is twofold: expanding
into the rest of Asia and building our decorative coatings activities
in the region.
Underpinning all that, we need to ensure our organisation is set
up to succeed and that we run our businesses with a culture of
high performance.
Personal Care global growth
In 2016 we made this sector report directly to me. I have also
committed more resources to support growth.
These opportunities to improve translate into a set of four strategic
priorities that we set out in November 2016. These priorities, taken
together, articulate how we will ‘reignite growth’ at Elementis.
None of these rely on hope or the environment getting better but on
us executing really well. Today is a low growth world and I don’t see
any signs of that changing. We cannot rely only on the hope that
customer markets will be strong or that we will grow much faster
than the competition. In short, we must also focus on self help.
We have a unique position with our hectorite mine. Hectorite
organoclay is a very important ingredient to give cosmetics
products the right viscosity or rheology. Just a small amount of it in
a product gives it the right texture and makes it look and feel good.
Hectorite gives Elementis a real competitive advantage: its colour is
white, it is all natural and its chemistry is very efficient and versatile.
These characteristics make it a highly valued ingredient in personal
care and we see major opportunities to further expand and grow.
Next to hectorite, we have recently launched a range of new
synthetic rheology modifiers called Rheoluxe®. We used the
expertise from our Coatings group to launch these associative
thickeners in Personal Care.
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Elementis plc Annual report and accounts 2016
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In addition to organic growth (which we believe can achieve double
digit growth over the medium term), we announced in February
2017 the proposed acquisition of SummitReheis. This will provide a
material and complementary addition to our Personal Care sector.
SummitReheis is a high quality, high margin specialty chemicals
business that produces a range of critical active ingredients and
materials tailored for use in personal care, pharmaceutical and
dental products.
SummitReheis’ anti-perspirant actives business (more than
60 per cent of its sales) is the global leader in the manufacture and
sale of active ingredients for anti-perspirants and has long standing
relationships with key consumer product companies across the
Americas, Europe and Asia.
It offers enhanced growth potential driven by the combination of
complementary products, customers and a broader geographical
presence which together offer cross-selling opportunities.
2. Pursue supply chain transformation
We have a good set of assets that are run safely.
Our Chromium sites are globally cost competitive due to low cost
energy and economies of scale, production cycles can easily be
switched on or off to meet demand shifts, and have a flexible
product mix. All the sites in the US are positioned well to service
the North American market.
For Specialty Products, whilst we have a number of ‘advantaged’
sites, we also have identified a number of sites that are ‘neutral’ or
‘disadvantaged’. We have to address those assets. Transformation
of a site could mean investment, simplification of processes within
the operations, product rationalisation or finding a lower cost option.
Transformation goes beyond our asset portfolio to improvements
in operations. This might involve:
– Cost reduction.
– Improving utilisation.
– Sourcing products from the lowest cost supply chain.
– Reducing cycle times.
– Product rationalisation.
– Improving procurement spend.
3. Innovate for distinctiveness and high margins
We have a great technology base but need to invest in and focus
our innovation. We have built industry leading expertise in four
areas of technology:
– Rheology is the control of the flow behaviour of materials.
Rheology modifiers bring this flow control to product
formulations.
– Surface active chemistry is another area of technology
critical to the service we provide to customers. Surface active
compounds modify materials to improve their compatibility
with other substances.
– Designing and synthesising polymers that deliver properties
on demand.
– Guiding and supporting customers in creating the formulations
sold to the end user.
We need to continue to strengthen our R&D pipeline of high value
projects. We have eliminated a significant number of small projects
with the intent of focusing on fewer, bigger and more material
opportunities to ensure the new products we do choose to get
behind are the most compelling. We manage this prioritisation on
a quarterly basis.
4. Create a culture of high performance
Beyond the organisational changes we have made, we are
making further changes to improve the way we run the business.
For example, our capital allocation can be more productive;
we have introduced a stage gate process for managing capital
projects and are re-focusing our spend to those areas that
support strategy execution and are the most attractive.
The new global Marketing and R&D functions are now ensuring
people and investment is spent on a clear pipeline that is
prioritised. A high performance culture involves strong performance
management: clear targets and measurement, ensuring
accountability rests clearly with individuals and rewarding success.
We are implementing standard management information and
reporting to measure and manage performance in a common way.
By focusing on these four priorities we believe we can improve
earnings and returns, whilst delivering improved cash flow and
maintaining a strong financial position.
Summary
In the short term market conditions will continue to be an important
factor in results given our current Chromium and Energy cyclical
exposure. The end markets appear healthier than in the past
couple of years but the key to our success will be not to depend
only on the markets but to focus on self help and ensure the culture
of high performance permeates the organisation. That gives me
confidence that focusing on our strategic priorities will reignite
growth for the Company.
All of this is with the intent of creating value. This is a strongly cash
generative business that gives us resources. We have shown great
discipline in the past, as shown in the dividend policy and record.
We will continue to be highly disciplined. It won’t necessarily be
a smooth progression with two parts of our portfolio exposed to
cycles, but what I can promise you is a relentless determination
to improve this business, even in a low growth world, and create
value for our shareholders.
I strongly believe we can reignite growth – earnings growth and
better returns, translating into a strong cash flow and a more
valuable business. I hope you are as excited by the future of
Elementis as I am.
Paul Waterman
CEO
1 March 2017
Elementis plc Annual report and accounts 2016
7
Chief Executive Officer’s overview continued
Global key
account management
Strategic
priority:
Coatings Asia
Strategic
priority:
Our R&D centre in
Hsinchu, Taiwan
2016 in action
– We have developed a consistent global approach led by
cross-functional key account teams that are focused on
meeting clear goals. There is now a standard business model
for Elementis that includes a common toolkit and plans for
each account.
– The KAM teams are focused on meeting these clear targets
and will be measured against key milestones.
– We have initiated quarterly leadership team meetings
to monitor progress and optimise resource allocation.
Opportunities to grow our customers
%
100
80
60
40
20
0
Other
Other
Top 30
accounts
Top 30
accounts
Elementis
coatings
Global coatings
market
Source: Kusumgar, Nerlfi & Growney
Our products are used in a number
of personal care applications
8
Elementis plc Annual report and accounts 2016
2016 in action
– The investment we made in our castor wax facility in Hsinchu,
Taiwan, which manufactures our organic thixotropes range of
products for the industrial coatings market, has generated
significant sales.
– For the sixth consecutive year running we have won the
‘Ringier Technical Innovation Award’ in China. We received
this award due to our development of organic thixotropes.
This product improves sag resistance in performance
coatings and can be utilised at lower temperatures resulting in
a shorter production cycle and lower manufacturing costs.
– During the year we were awarded the ‘HNTE Status’
(High New Technology Enterprise Status) by the Chinese
government, and in Taiwan we successfully obtained
‘Regional R&D Centre Status’ by the Taiwanese government.
Personal Care
global growth
Strategic
priority:
2016 in action
– We have grown our Personal Care team to improve
customer intimacy, build a local presence and bring better
value to our customers.
– At the In-Cosmetics show in Paris, we launched
Meadowderm®, a unique functionally active anti-ageing
ingredient for skin treatment.
– We have grown sales in Asia by over 40 per cent with
major success in China, where sales grew by nearly
70 per cent, and in India where sales were close to tripling.
– To demonstrate our commitment to sustainability our Bentone
Gel product range achieved Mass Balance certification in
accordance with the standard of the Roundtable on
Sustainable Palm Oil (RSPO) at the end of 2016. This adds to
our RSPO certification for organoclays received in 2014.
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Our New Martinsville plant in West Virginia, US
Our R&D centre in Sci Park in East Windsor, US
Pursue supply chain
transformation
Strategic
priority:
2016 in action
– We have made progress optimising the location of where
we make several products, rationalised 10 per cent of our
materials and established improved operating mechanisms.
– Production within our network of assets has been moved
to improve efficiency and reduce cost. Cycle times have been
reduced to create free capacity. Low investment
debottlenecking activities to avoid large capacity expansions
are being executed.
– We are continuing to focus on procurement by expanding
the number of raw material suppliers, looking at different
geographies and moving away from sole sources to lower
material costs.
Innovate for distinctiveness
and high margins
Strategic
priority:
2016 in action
In 2016 R&D was primarily targeted to projects for our
Personal Care and Coatings sectors.
– For Personal Care, new rheological additives for
anti-perspirants, skin care and hair care were introduced.
Hectorite based products comprised the major fraction
of these new rheology control materials. New synthetic
rheology modifiers, under the Rheoluxe® brand, expanded our
product offering and share in the skin and hair care markets.
Our research is aimed at further expansion of our presence in
these markets.
– New rheology modifiers, dispersants, wetting agents
and defoamers were sold to global customers for use in
decorative coatings. These new additives were primarily sold
into the higher sheen applications, where appearance is key.
– For the performance driven marine and protective coatings
market segment, a new generation of rheology control agents
were introduced. They simplify coatings manufacture and
improve the thickness of the film that can be applied onto a
vertical surface. Our innovation activity in this area continues
as we seek to place derivatives of the technology into
additional markets.
Elementis plc Annual report and accounts 2016
9
Our business model
Our business is
structured to
strengthen value.
During the year we restructured
our organisation to create
a flatter and more accountable
structure that enables our
global functions to more
effectively deploy their expertise
to support better the business.
Global key account
management and our
Innovation for distinctiveness
focus will help develop
and maintain our customer
relationships and this alongside
improvements in supply chain
and performance management,
will help us create greater value.
More detail can be found in the
CEO’s overview.
What we do
We make our customers’ formulations look, feel and perform at their best.
Supply chain and manufacturing excellence
supported by a strong asset base where safety
is aligned to operational performance.
Innovation that enhances our customers’
needs with proprietary technology, new
product development and innovation pipeline,
supported by differentiated technical service
and expertise.
Distinctive assets and a unique asset base that
are utilised to serve our customers better than
our competitors.
Customer responsiveness is delivered by
building and maintaining close relationships
with our customers so we can meet their
needs quickly.
Leadership which prioritises safety,
ethical behaviour and systematic
performance management.
We operate within a disciplined financial
framework to invest in the best opportunities.
We operate in three segments – Specialty Products, Chromium and Surfactants, supported with
global functions. Specialty Products has three distinct sectors – Coatings, Energy and Personal Care.
S p e c i alty Products
Energy
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Global functions:
Business Development.
Finance. Health, Safety and
Environment. Human Resources.
IT. Legal. Marketing. R&D. Supply
Chain and Manufacturing.
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urfactants
S
Chromium
Specialty Products, Chromium and
Surfactants split by revenue 2016
What this achieves
Engaged customers
who want to work with
us due to our proactive
relationships and
technical know how.
A reputation for
providing high
quality products
and services.
High and stable
returns and strong
cash generation
to enhance
shareholder value.
A capable and
committed workforce
that operates safely
and takes its social
and environmental
responsibilities
seriously.
10
Elementis plc Annual report and accounts 2016
Specialty Products
Chromium
Surfactants
What makes us distinct
In our global R&D and technical service
labs we work closely with our customers
on product development to meet
their needs.
We own the only high quality rheology
grade hectorite mine in the world,
providing a key raw material that has
certain molecular properties to enhance
formulation efficiency and rheology,
is white in colour and all natural.
We are the only US producer of
chromium chemicals with a strong
reputation for quality and operational
excellence, with high levels of customer
service and technical support.
Our unique delivery system in North
America allows us to deliver chromium
chemicals which is not only time and
cost efficient but also reduces product
handling risk.
We work in niche volumes and our
Delden plant is equipped with specialist
equipment that alongside our expertise
allows us to meet our customers’ needs.
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The markets we serve
– Coatings: industrial and decorative
– Paint and plastic pigment
– Oilfield production chemicals
– Energy: drilling and fracturing fluids
– Roofing and ceramic tiles
– Construction chemicals
for oil and gas extraction
– Personal Care: anti-perspirants,
nail polish, mascara, eye shadow,
lipsticks, creams, hair care and suncare
– Refractory
– Metal and plastic plating
– Metal alloys
– Wood preservative
– Leather tanning
– Textile and leather
– Water treatment
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What we make
– Chrome oxide
– Chromic acid
– Chrome sulphate
– Dichromate
– Surface active ingredients
– Products used for intermediates in the
production of chemical compositions
– Rheological modifiers
– Specialty additives
– Organoclays
– Defoamers
– Adhesion promoters
– Waxes and resins
– Flow and levelling additives
– Dispersing/wetting/slip and
coalescing agents
– Lanolin and other natural oil derivatives
Elementis plc Annual report and accounts 2016
11
Finance report
Revenue
Specialty Products
Chromium
Surfactants
Inter-segment
Operating profit
Specialty Products
Chromium
Surfactants
Central costs
∆ after adjusting items – see note 5
†
restated – see note 31
2016
$million
460.4
168.8
43.1
(12.8)
659.5
2015
restated†
$million
453.2
181.1
53.8
(10.9)
677.2
2016
Operating
profit
$million
77.5
23.6
(0.9)
(15.7)
84.5
Adjusting
items
$million
1.3
3.5
0.3
4.6
9.7
2016
Adjusted
operating
profit∆
$million
78.8
27.1
(0.6)
(11.1)
94.2
2015
Operating
profit†
$million
77.5
60.0
3.3
(13.7)
127.1
Adjusting
items
$million
2.4
(12.0)
1.2
2.8
(5.6)
2015
Adjusted
operating
profit∆
restated†
$million
79.9
48.0
4.5
(10.9)
121.5
Group results
Group sales in 2016 were $659.5 million compared to
$677.2 million† in the previous year, a reduction of 3 per cent,
or 1 per cent excluding currency movements. The stronger
US dollar impacted our results in non-US markets. Constant
currency sales in our Specialty Products segment increased by
3 per cent, with strong performances from our Personal Care and
Coatings Asia sectors (up 14 per cent and 6 per cent respectively).
Low oil prices affected sales within our Energy sector particularly
in the first half, but the performance improved towards the year
end. Constant currency sales in the Surfactants segment
were 19 per cent lower due to weakened end markets in Asia
and reduced volumes with specific customers. In our Chromium
segment, sales declined 7 per cent as a consequence of the
rest of world volume decline that resulted from the strength of
the US dollar and excess capacity in the global market.
IFRS profit before tax was $75.5 million compared to $120.8 million.
The decline was mainly due to the impact of currency on
Chromium and oil prices on Energy described above. Operating
profit∆ for the year was $94.2 million, compared to $121.5 million in
2015, a reduction of 22 per cent, or 20 per cent excluding currency
movements. Although Specialty Products’ margins remained
stable at constant currency, Group operating margin declined
by 4 per cent to 14 per cent of sales, due to weakness within
Surfactants and both the difficult trading conditions and non-repeat
of one time cost credits from 2015 within Chromium, which had
benefited by approximately $5.0 million from a legal settlement
and property easement fees.
Adjusting items
A number of items have been recorded under ‘adjusting items’ in
2016 by virtue of their size and/or one time nature (2015: recorded
as ‘non-recurring items’), in order to provide a better understanding
of the Group’s results. The net impact of these items on the
Group profit before tax for the year is an increase of $14.2 million
(2015: decrease of $5.6 million). The items fall into a number of
categories, as summarised in the table below.
Table of adjusting items
Increase in profit
Specialty Products
Chromium
Surfactants
Central costs
Total
Of which
Operating profit
Finance costs
Total
∆ after adjusting items – see note 5
†
restated – see note 31
12
Elementis plc Annual report and accounts 2016
Restructuring
1.3
–
0.3
1.4
3.0
Business
review
–
–
–
2.4
2.4
Environmental
provisions
–
5.5
–
2.5
8.0
3.0
–
3.0
2.4
–
2.4
3.5
4.5
8.0
Acquisition
costs
–
–
–
0.8
0.8
0.8
–
0.8
Total
1.3
5.5
0.3
7.1
14.2
9.7
4.5
14.2
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Restructuring
Following the appointment of a new Chief Executive Officer,
the Group has reorganised the management structure and various
parts of the business. Costs of this exercise including redundancy
costs, as well as recruitment and other costs associated with
changes in the management structure, were $3.0 million.
Other expenses
Other expenses are administration costs incurred and paid by
the Group’s pension schemes, which relate primarily to former
employees of legacy businesses, and were $1.4 million in 2016
compared to $2.1 million in the previous year. In 2015 costs were
higher due to the finalisation of the 2014 triennial funding exercise.
Business review
In the first half of 2016 a business review was undertaken
with external assistance to support development of the long
term strategy for Elementis. The one time cost of this exercise
was $2.4 million.
Environmental provisions
The Group’s environmental provision is calculated on a discounted
basis, reflecting the time period over which spending is estimated
to take place. Following discussions with our external advisors
the Group has concluded that it would be appropriate to reduce
the discount rate being used to value liabilities resulting in a charge
of $4.5 million. We continue to fund the remediation work on the
legacy Chromium site at Eaglescliffe that was closed in 2009.
The work programme is determined in part through consultation
with the local regulatory authorities and a re-assessment in the
year of the outstanding tasks and their timeframe has resulted in
a charge of $3.5 million.
Acquisition costs
On 10 February 2017 the Group announced its intention to
acquire SummitReheis. During 2016 transaction related costs
of $0.8 million were incurred in connection with this acquisition.
Further costs will be expensed in 2017.
Currency hedging
Although a large part of the Group’s business is transacted in US
dollars, the Group also transacts in other currencies, in particular
euros, pounds sterling and Chinese renminbi. In order to reduce
earnings volatility from these currency exposures, the Group takes
out cash flow hedges each year where these are readily available.
In 2015, overall currency movements were such that the net impact
of these hedge transactions was a charge to operating profit of
$5.0 million, while in 2015 there was a benefit of $2.6 million.
Central costs
Central costs are those costs that are not identifiable as expenses
of a particular business and comprise expenditures of the Board
of Directors and corporate office. In 2016 central costs∆ were
$11.1 million, compared to $10.9 million∆ in the previous year.
Net finance costs
Finance income
Finance cost of borrowings
Increase in environmental provisions
Net pension finance costs
Discount unwind on provisions
Net finance costs
∆ after adjusting items – see note 5
†
restated – see note 31
2016
$million
0.1
(0.8)
(0.7)
2015
$million
0.2
(1.2)
(1.0)
(4.5)
(1.0)
(1.4)
(7.6)
–
(1.8)
(1.4)
(4.2)
Net finance costs increased by $3.4 million in 2016 to $7.6 million
due to lower net borrowing and pension finance costs offset by an
increase of $4.5 million due to a change in the discount rate used
when calculating the environmental provisions. Net borrowing
costs relate mostly to amortised arrangement and commitment
fees on unutilised borrowing facilities, as well as interest income
and expense on deposits and borrowings. These costs were
lower than the previous year, at $0.7 million, due to lower average
borrowings for the year. Pension finance costs, which are a
function of discount rates under IAS 19 and the value of the
schemes’ deficit or surplus positions, were lower than the previous
year at $1.0 million driven mainly by the impact of the UK scheme
moving into a net surplus position during 2015, which resulted
in a pension interest credit for that scheme in 2016. Discount
unwind on provisions relates to the annual time value of the Group’s
environmental provisions, which are calculated on a discounted
basis and at $1.4 million were at a similar level to 2015.
Taxation
Tax charge
Reported tax charge
Adjusting items
After adjusting items
†
restated – see note 31
2016
Effective
rate
per cent
9.8
2.6
12.4
restated†
$million
26.2
(7.2)
19.0
$million
7.4
3.7
11.1
2015
Effective
rate
restated†
per cent
21.7
(5.2)
16.5
The tax charge on profits represents an effective rate after
adjusting items for the year ended 31 December 2016 of
12.4 per cent (2015: 16.5 per cent). The Group is international
and has operations in several jurisdictions and benefits from
cross border financing arrangements. Accordingly, tax charges
of the Group in future periods will be affected by the profitability
of operations in different jurisdictions, changes to tax rates
and regulations in the jurisdictions within which the Group has
operations, as well as the ongoing impact of the Group’s funding
arrangements. The decrease in tax rate arises from changes in the
geographical mix of profits. In 2015 there had been a reduction due
to the release of overseas provisions where the treatment of certain
items had been resolved. The effective tax rate between 2012
and 2014 averaged in the low 20s. We expect the effective rate to
return to this level, with the actual rate determined largely by the
geographical split of profits.
Earnings per share
Note 9 to the ‘Consolidated financial statements’ sets out a number
of calculations of earnings per share. To understand better the
underlying performance of the Group, earnings per share reported
under IFRS is adjusted for items classified as adjusting.
Elementis plc Annual report and accounts 2016
13
Finance report continued
Diluted earnings per share, after adjusting items, was 16.8 cents
compared to 20.6 cents† in the previous year. The year on year
reduction was a result of lower operating profit which more than
offset the impact of a lower tax rate in the current year. Basic
earnings per share was 14.7 cents compared to 20.5 cents† in
2015. This is after a reduction due to adjusting items of 2.3 cents
in the year compared to 0.3 cents† in the prior year. Adjusting items
in 2016 are described earlier in this report.
Distributions to shareholders
During 2016 the Group paid a final dividend in respect of the year
end 31 December 2015 of 5.75 cents per share (2015: 5.75 cents)
and a special dividend of 8.00 cents per share (2015: 6.95 cents).
An interim dividend of 2.70 cents per share (2015: 2.70 cents) was
paid on 30 September 2016 and the Board is recommending a
final dividend of 5.75 cents per share and a special dividend of
8.35 cents per share, both of which will be paid on 26 May 2017.
Cash flow∆
The cash flow is summarised below.
EBITDA1
Change in working capital
Capital expenditure
Other
Operating cash flow
Pension deficit payments
Interest and tax
Adjusting items
Other
Free cash flow
Dividends paid
Acquisitions and disposals
Currency fluctuations
Movement in net cash
Net cash at start of year
Net cash at end of year
1
2016
$million
122.2
13.4
(35.3)
(4.3)
96.0
(4.7)
(3.5)
(5.1)
(0.2)
82.5
(76.2)
–
(2.8)
3.5
74.0
77.5
2015
restated†
$million
148.4
(11.8)
(31.3)
(2.8)
102.5
(22.8)
(13.8)
20.1
(3.2)
82.8
(71.1)
–
(1.9)
9.8
64.2
74.0
EBITDA – earnings before interest, tax, depreciation and amortisation
but after adjusting items – see note 5
∆ after adjusting items – see note 5
†
restated – see note 31
∆ after adjusting items – see note 5
†
restated – see note 31
14
Elementis plc Annual report and accounts 2016
The Group delivered another positive cash flow performance in
the year, with reported net cash flow from operating activities
increasing from $111.6 million in 2015 to $117.9 million in
2016 and increasing net cash by $3.5 million to $77.5 million.
The challenging trading conditions resulted in a reduced
EBITDA figure, $26.2 million lower than 2015 at $122.2 million,
but this was mitigated by a positive performance within working
capital where there was a cash inflow of $13.4 million compared
to an outflow of $11.8 million in 2015. The working capital
improvement was driven by a reduction in Chromium inventory
and by supplier payment patterns towards the end of the year.
Capital expenditure of $35.3 million in 2016 was $4.0 million higher
than in 2015 and exceeded depreciation and amortisation for the
year of $28.0 million (2015: $26.9 million) as the Group continued
to invest in its facilities.
Within Specialty Products investment has continued in the
decorative additives facility in New Martinsville, US, and also in
Delden, with an expansion of our organic thixotrope capabilities.
Spending on regional compliance HSE projects remains an
important part of the Group’s investment programme, with major
projects ongoing in Delden and throughout Asia.
The decline in pension payments from $22.8 million in 2015 to
$4.7 million is mainly attributable to the revised funding agreement
concluded with the UK Trustees in 2015, which has resulted in
significantly lower payments than in recent years.
Balance sheet
Intangible fixed assets
Tangible fixed assets
Working capital
Net tax liabilities
Provisions and retirement benefit obligations
Net cash
Total equity
†
restated – see note 31
2016
$million
359.9
217.3
118.0
(76.3)
(69.3)
77.5
627.1
2015
restated†
$million
362.5
211.2
138.5
(65.0)
(67.4)
74.0
653.8
Group equity decreased by $26.7 million in 2016 (2015: increase
of $13.4 million). Intangible fixed assets declined by $2.6 million
with amortisation charges of $3.4 million and currency translation
losses of $3.0 million offsetting additions of $3.8 million.
Tangible fixed assets increased by $6.1 million as additions of
$34.0 million exceeded the depreciation charge of $24.6 million
and the minor impact of currency translation and disposals.
Working capital decreased by $20.5 million driven primarily by
the increase in trade and other payables of $19.0 million and a
reduction of inventory balances of $5.4 million, most significantly
within Chromium. Net tax liabilities increased by $11.3 million,
as the tax charge on profits for the year of $7.4 million and
currency translation adjustments exceeded actual cash tax paid.
Movements in provisions and retirement benefit obligations
are discussed elsewhere in this report. Net cash increased by
$3.5 million as described in the previous section.
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The main dollar exchange rates relevant to the Group are set
out below.
Pounds sterling
Euro
2016
Year end
0.81
0.95
Average Year end
0.68
0.92
0.73
0.90
2015
Average
0.65
0.90
Provisions
The Group records a provision in the balance sheet when it has
a present obligation as a result of past events, which is expected
to result in an outflow of economic benefits in order to settle the
obligation. The Group calculates provisions on a discounted basis.
At the end of 2016 the Group held provisions of $39.2 million
(2015: $38.4 million), consisting of environmental provisions of
$31.4 million (2015: $29.5 million), self insurance provisions of
$2.5 million (2015: $3.1 million) and restructuring and other
provisions of $5.3 million (2015: $5.8 million). Within environmental
provisions, which increased by $1.9 million in 2016, there was
reduced spending of $6.1 million (2015: $9.1 million) offset by an
increase in the provision relating to the closed Eaglescliffe site
($3.5 million) and an adjustment relating to the discount rate used
to calculate the liability ($4.5 million), both of which have been
treated as adjusting items. The self insurance provision represents
the Group’s estimate of its liability arising from retained liabilities
under the Group’s insurance programme. Within the restructuring
and other provisions categories, which were set up following
various adjusting charges made during 2015 and 2016, the
$5.3 million balance includes the remaining liability under a right of
first refusal agreement, a provision for an ongoing regulatory case
in Europe and future payments relating to reorganisation measures
taken during 2015 and 2016. $2.2 million was spent against these
provisions in 2016.
Pensions and other post retirement benefits
Net (surplus)/liability:
UK
US
Other
2016
$million
2015
$million
(4.3)
29.4
5.0
30.1
(6.7)
30.7
5.0
29.0
UK plan
The largest of the Group’s retirement plans is the UK defined
benefit pension scheme (‘UK Scheme’) which at the end of 2016
had a surplus, under IAS 19, of $4.3 million (2015: $6.7 million).
The UK Scheme is relatively mature, with approximately two thirds
of its gross liabilities represented by pensions in payment, and is
closed to new members. Positive asset returns in the year of
19 per cent (2015: negative 2 per cent) partially offset the
$24.2 million financial cost of liabilities (2015: $27.4 million)
and other liability adjustments of $110.8 million (2015: $57.2 million
improvement) which arose due to lower discount rates based on
real corporate bond yields. Company contributions of $3.3 million
were substantially lower than the $21.1 million paid in 2015 as a
result of the funding agreement that was reached with the UK
Trustees in 2015 following the September 2014 triennial valuation.
Under this agreement the funding deficit is expected to be
eliminated by 30 September 2018 and the maximum annual
contributions by the Company for any year, in pounds sterling,
are as follows:
Year payable
2017
2018
Amount
(£million)
5.2
3.9
US plans
In the US, the Group reports two post retirement plans under
IAS 19: a defined benefit pension plan with a deficit value at the end
of 2016 of $23.1 million (2015: $24.4 million), and a post retirement
medical plan with a liability of $6.3 million (2015: $6.3 million).
The US pension plan is smaller than the UK plan and is closed
to future accruals. In 2016 the overall deficit value reduced by
$1.3 million as the financial cost of the liability for the year of
$5.4 million (2015: $5.1 million) and actuarial increases on the
liability of $3.1 million (2015: reduction of $4.1 million) exceeded
the benefit of the improved asset returns of 8 per cent
(2015: decline of 0.2 per cent) and employer contributions of
$2.2 million (2015: $2.7 million).
Other plans
Other liabilities at 31 December 2016 amounted to $5.0 million
(2015: $5.0 million) and relate to pension arrangements for a
relatively small number of employees in Germany and certain UK
legacy benefits.
Elementis plc Annual report and accounts 2016
15
Finance report continued
Key performance indicators
The Group maintains a standard set of key performance indicators (KPIs) against which each business reports on a monthly
basis. The principal financial KPIs are listed below. The Group’s main non-financial KPIs relate to our health, safety and environmental
performance. These KPIs are recordable incidents, lost time accidents and environmental incidents which are described more fully in the
Corporate responsibility report.
Our short term incentives include targets against the annual operating plan for profit before tax, operating profit and average trade working
capital to sales ratio.
Our long term incentives include targets against EPS and total shareholder return which are a subset of the Group’s financial KPIs.
Operating profit is the profit derived from the normal operations
of the business. Operating margin is the ratio of operating
profit, after adjusting items, to sales. The Group achieved
an operating profit of $94.2 million∆ for the year ended
31 December 2016 (2015: $121.5 million∆†). The Group’s
operating margin∆ was 14 per cent compared to
18 per cent in 2015.
The trade working capital to sales ratio is defined as the
12 month average trade working capital divided by sales,
expressed as a percentage. Trade working capital comprises
inventories, trade receivables and trade payables. It specifically
excludes prepayments, capital or interest related receivables
or payables, changes due to currency movements and items
classified as other receivables and other payables. The Group’s
12 month average trade working capital to sales ratio at
31 December 2016 was 22 per cent (2015: 25 per cent).
The return on operating capital employed (‘ROCE’) is defined
as operating profit after adjusting items divided by operating
capital employed, expressed as a percentage. Operating capital
employed comprises fixed assets (excluding goodwill), working
capital and operating provisions. Operating provisions include
self insurance and environmental provisions but exclude
retirement benefit obligations. The Group’s ROCE was 28 per
cent for the year ended 31 December 2016 (2015: 35 per cent).
ROCE for the Group including goodwill was 14 per cent in 2016
(2015: 18 per cent).
The Group’s contribution margin, which is defined as sales less
all variable costs, divided by sales and expressed as a
percentage, in 2016 was 47 per cent (2015: 46 per cent).
The operating cash flow is defined as the net cash flow from
operating activities less net capital expenditure but excluding
income taxes paid or received, interest paid or received,
pension contributions net of current service cost and adjusting
items. In 2016 the operating cash flow was $96.0 million∆
(2015: $102.5 millionƠ).
1. Operating profit/operating margin
2. Average trade working capital to sales ratio
3. Return on operating capital employed
4. Contribution margin
5. Operating cash flow
∆ after adjusting items – see note 5
†
restated – see note 31
16
Elementis plc Annual report and accounts 2016
Risk management report
The risk management approach at Elementis is mature and well
defined. The Board has overall responsibility for setting policy,
culture and tone, and providing support and oversight to
management. The CEO, supported by his leadership team,
is responsible for implementing Group policies, risk management
performance, identifying principal risks and ensuring resources are
allocated for effective risk management and mitigation. The Audit
Committee plays an important role in supporting the work of the
Board and has specific responsibility for monitoring financial
reporting, as well as the internal and external audit programmes,
one of the primary purposes of which is to provide assurance on
financial, operational and compliance controls. (See also Audit
Committee report.)
The implementation of a new, flatter and more accountable
organisational structure by the CEO has helped to introduce
greater transparency in the risk management process. One of the
benefits is that there is more focus at leadership team meetings
on principal risks and how these should be prioritised and
mitigated. Another key change introduced last year was that the
Global HSE function was made to report directly to the CEO,
putting operational safety and our environmental performance
at the heart of our priorities.
The Elementis leadership team, which comprises the CEO, CFO
and leaders of the business areas and global functions, meets
every month and HSE and risk management are standing agenda
items. In 2016, the leadership team carried out a review of the
Group’s business continuity plans, as well as its annual risk review.
The result of the risk review was the identification of the principal
risks that are presented in this risk management report. These
principal risks were also considered by the Board.
Risk review process
The risk review carried out by the leadership team and Board
involved identifying more than 50 risks and assessing these by
impact (strategic, financial, operational and reputational) and
likelihood of occurrence. Mitigation controls were also considered.
In terms of severity of financial impact, a materiality threshold
of $5 million in operating profit was set for the purposes of selecting
the ten principal risks that are disclosed overleaf. This compares
to nine risks disclosed last year. Excluded from the list this year are
lack of growth opportunities and energy sector volatility.
Changes in principal risks from last year
Many of the risks from last year are disclosed again this year
because it remains appropriate to do so. However, in some cases,
more granularity is given. For example, increased regulation
and technology obsolescence (disclosed together last year)
are disclosed as separate risks this year. We also disclose as a
principal risk: Industrial espionage, workplace security and loss/
theft of intellectual property. None of these are necessarily new
risks but disclosed to provide more specificity. For example,
industrial espionage would have been included under cyber
security last year, workplace security under operational incident
and loss or theft of intellectual property also under cyber security.
Principal risks and uncertainties
High
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Low
Medium
High
Risk trend
Risk increased
Risk decreased
Risk stable
Likelihood
Uncertain global economic conditions and
competitive pressures in the marketplace (including
from currency movement).
Business interruption as a result of a major event
(e.g. operations/HSE, IT, transport or workplace
incident caused by process/system failure, and/or
human error, or by fire, storm and/or flood), or a
natural catastrophe (e.g. a hurricane, pandemic
and/or terrorist incident).
Business interruption as a result of supply chain
failure of key raw materials and/or third party service
provision (e.g. infrastructure, transport or IT failure).
Increasing regulatory and product stewardship
challenges.
Major regulatory enforcement action, litigation
and/or other claims arising from products or
historical and/or ongoing operations.
Talent management and succession planning: failure
to attract, manage, develop and/or retain key talent.
Cyber security incident: systems security breach
and loss of network connectivity and integrity,
and/or loss of business and personal data.
Industrial espionage, workplace security and
loss/theft of intellectual property.
Disruptive technology advances: failure to identify
and mitigate the threat posed by new or imitation
technology.
Changes in international tax policy.
Elementis plc Annual report and accounts 2016
17
Finance report continued
Risk management report continued
The inclusion of changes to international tax policy as a principal
risk this year (last included in 2014) reflects the perception that
the risk has increased in prominence from last year. Regulators
are increasingly asking for greater transparency in tax reporting.
Our approach to taxation is to ensure that profits earned in the
countries in which economic activities are undertaken are properly
subject to tax in accordance with the tax legislation that applies in
each jurisdiction. We aim to fully comply with the requirements of
each of the relevant tax authorities and to ensure that we deal with
these authorities in an open and transparent manner.
Lack of growth opportunities was removed from this year’s list of
principal risks not because it has ceased to be a risk but because
the Company has specifically set out a number of strategic
priorities to reignite growth that involve self help as described in
the CEO’s overview. More details are provided on pages 6 to 7.
Energy sector volatility is also omitted this year. Whilst volatility
and uncertainty remain risks, leading indicators, such as oil price
and rig count data, suggest that the sector has reached a trough
and is gradually recovering.
Brexit risks
As reported in the 2016 Interim Results announcement, in
response to the outcome of the vote in the British referendum on
membership of the European Union on 23 June 2016, the Board
reviewed a number of risks to the Group of ‘Brexit’, including
sterling depreciation, UK and EU economic depression, increased
cost of capital and trade tariffs, and has considered there to be
no material impact on the principal risks faced by the Group.
The Board has not changed its position on this assessment.
Risks and their link to strategy
The most significant challenges facing the Group in 2017 are
risks that impact on the Group’s ability to deliver its operating plan,
achieve the strategic priorities (set out on pages 6 to 7) and
generate and preserve value for shareholders over the longer term.
Principal challenges
Deliver operating plans
Achieve strategic priorities
– Global key account management
– Asia growth
– Personal Care growth
– Supply chain transformation
– Innovate for distinctiveness
– Culture of high performance
Generate and preserve value
Principal risks
1, 3, 7, 8, 10
6, 9
1
1, 4
4, 9
2, 3
4, 9
6
5, 9, 10
The recently announced acquisition of SummitReheis also presents
certain risks if the actions required to close the transaction and the
integration are not managed well. However, these are key areas of
focus for the Board and leadership team.
Risk trends
Risks 2, 4, 6, 7, 8 and 10 are shown as increasing. In most cases
the increases in trend refer to both impact and likelihood, based
on Company experience, industry data and loss prediction through
modelling or scenario analysis. However, risk trends are also based
on the perception that the risk will impact the business financially or
operationally in a more material way than previously considered,
or the risk is more likely to occur than before. The assessments on
impact and likelihood are not scientific but necessarily judgemental
in nature and allow management to prioritise its focus and actions.
How we manage and mitigate major risks
This is set out in the table on pages 19 to 21.
Business viability assessment
The Board’s going concern and business viability statements are
set out in the Directors report on pages 60 to 61.
The basis of the assessment includes a detailed review of strategic
and operating plans, underpinned by one and three year financial
forecasts including profit and loss and cash flows. Consideration
is therefore given to capital expenditures, investment plans,
returns to shareholders and other financial commitments, as well
as to the Company’s debt bearing capacity, its financial resources,
borrowings and the availability of finance. No review of business
plans and financial forecasts is complete without a robust
assessment of the risks and opportunities in such planning models
and the assumptions used. These reviews include consideration
and discussion of the materials prepared and presented to
the Board by management and its advisers (where appropriate),
as well as additional information requested by the Board.
The Board’s programme of monitoring major risks is therefore
an important component of the business viability assessment.
Business and segment growth scenarios, rate of return on
investments, assumptions on global GDP growth rates, relevant
currency rates and commodity prices in business plans and
financial forecasts are all considered, with stress testing on financial
models where appropriate. Finally, a review of litigation and tax
reports, legal and compliance risks throughout the year and at a
formal year end risk review ensure that the viability statement is
made with a reasonable degree of confidence.
18
Elementis plc Annual report and accounts 2016
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Table of principal risks and uncertainties
Risk
Impact and link
to strategy
Mitigation
– Suboptimal global economic
conditions can affect sales,
capacity utilisation and cash
generation, as well as increase
competitive pressure in the
marketplace, impacting
profitability and operating
margins.
– The resultant non-delivery of
operating plans can lead to
market expectations of Group
earnings not being met and
slower delivery of stated
strategic priorities.
– Specialty Products is well positioned against a deterioration in
economic conditions due to its balanced geographical footprint,
broad differentiated product offering and the broad application
of its technology across different sectors.
– Chromium business model is flexible and can be adapted to
respond to variances in regional demand patterns.
– Financial performance (including monthly sales, profit and cash
flows) is closely monitored with full year forecasts updated three
times a year and variances investigated and explained.
– Contingency and cost reduction plans can be implemented in the
event of an economic downturn to reduce operating
costs, including freezing salaries and non-essential capital
expenditure items.
– Currency hedging taken out as appropriate.
– Such incidents can disrupt
our operations, impact
capacity utilisation and add
to operating costs, as well as
damage reputation, and slow
delivery of stated strategic
priorities.
– Good housekeeping, preventative maintenance, process
and other safety procedures help to mitigate the effects of
a major incident.
– Reliance on hectorite mine and flood risk mitigated by the
installation of drainage pumps at the mine in 2011.
– Insurance programme and business continuity plans that are
tested regularly help to mitigate the effects of a major incident.
– HSE management programme in place that includes
corporate compliance audits involving third party specialists,
where appropriate, and insurance property surveys.
Uncertain global
economic conditions
and competitive
pressures in the
marketplace (including
from currency
movement).
Severity
Likelihood
Business interruption as
a result of a major event
(e.g. operations/HSE, IT,
transport or workplace
incident caused by
process/system failure
and/or human error,
or by fire, storm and/or
flood), or a natural
catastrophe (e.g. a
hurricane, pandemic
and/or terrorist incident).
Severity
Likelihood
Business interruption
as a result of supply
chain failure of key raw
materials and/or third
party service provision
(e.g. transport,
infrastructure or
IT failure).
– Disruption to supply chain
(e.g. third party service,
infrastructure, transport or IT
failure) can impact capacity
utilisation and add to operating
costs and result in slower
delivery of stated strategic
priorities.
– Raw materials are sourced from a broad and diverse
supplier base.
– Strategic holding of key raw materials.
– Transport and carrier mitigation plans and insurance in place.
– Careful vetting, selection and audits/reviews of major suppliers.
Severity
Likelihood
Increasing regulatory
and product
stewardship challenges.
Severity
Likelihood
– New regulations restricting the
use or carriage of chemicals
can lead to loss of applications
and sales and/or add to
operating costs, and slower
delivery of stated strategic
priorities.
– Active REACh programme in which the businesses participate in
industry consortia, providing data and information to regulators
and experts, to support safety reviews of our products in a broad
range of applications.
– Strong global Product Stewardship team in place to support
the businesses.
– R&D team aims to develop new products and technologies for
use in an evolving market to meet the changing needs of our
sophisticated customers and in response to regulatory changes.
Key: Risk trends
Risk increased
Risk decreased
Risk stable
Elementis plc Annual report and accounts 2016
19
Finance report continued
Risk management report continued
Risk
Impact and link
to strategy
Mitigation
Major regulatory
enforcement action,
litigation and/or other
claims arising from
products and/or
historical or ongoing
operations.
Severity
Likelihood
– Can lead to higher operating
– Active compliance and risk management programmes in place
costs and reputational
damage, and result in
slower delivery of stated
strategic priorities as
management’s focus and
attention is distracted.
(including policies, procedures and training).
– Insurance programme and risk transfer strategy in place to
mitigate financial losses.
– Experienced General Counsel supported by in-house and external
legal teams.
– Regular reviews of litigation and compliance reports by the Board
and role of the Audit Committee, as well as the internal audit
programme, help ensure these key risks are managed effectively.
Talent management and
succession planning.
Severity
Likelihood
– Failure to attract, manage,
develop or retain key talent
can lead to loss of employees,
disrupt growth plans and/or
critical business functions,
and result in slower delivery
of stated strategic priorities.
Cyber security incident.
Severity
Likelihood
– Systems security breach and
loss of network connectivity
and integrity can disrupt key
operations and add to operating
costs.
– Loss of business and personal
data can disrupt key operations
and add to operating costs,
and result in slower delivery
of stated strategic priorities.
Industrial espionage,
workplace security and
loss/theft of intellectual
property.
Severity
Likelihood
– Such incidents can disrupt key
operations, add to operating
costs, distract management
attention and damage
reputation, as well as result
in slower delivery of stated
strategic priorities.
– Experienced Chief HR Officer supported by in-house and external
consulting teams.
– Management and critical business leader succession planning
is a key area of focus for the Board and leadership team that is
kept under review.
– Implementation of a global HR management system last year
to introduce greater systematic processes and transparency,
including job grading, to facilitate talent review, reward and
succession planning.
– Talent review using the nine box matrix talent model.
– Experienced Chief Information Officer supported by in-house and
external consulting teams, with oversight from IT Steering
Committee chaired by the CEO.
– Security controls that include: policies and procedures; staff
awareness and training; risk management and compliance;
systems and information management and protection; process
management; and continuous assessments and monitoring.
– Use of regional back-up data centres in third party locations,
cloud-based systems with secure entry point and administration
controls, encryption technology and multiple authentication
systems, and website-blocking and next generation firewalls with
intrusion detection capability.
– Business continuity and emergency response plans exist that
aim to restore network connectivity, recover lost data and return
operations to their normal pre-incident level.
– HR processes in place to ensure all new hires undergo appropriate
background and reference checks.
– Implementation of security arrangements at work locations,
such as secure entry points/barriers/gates and CCTV or other
alarm/monitoring systems in place. Security assessments and
compliance audits are carried out, and employees are given safety
briefings and training where appropriate.
– Employment and computer use policies (supported by training)
ensure employees are made aware of their obligations with regards
to confidential information and access controls exist to protect
intellectual property.
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Elementis plc Annual report and accounts 2016
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Risk
Impact and link
to strategy
Mitigation
Disruptive technology
advances: failure to
identify and mitigate the
threat posed by new
or imitation technology.
– New technology, methods
of production or processes
can give competitors a market
advantage, and result in slower
delivery of stated strategic
priorities.
– R&D team aims to develop new products and technologies
for use in an evolving market to meet the changing needs of
our sophisticated customers and in response to competition.
Severity
Likelihood
Changes in international
tax policy.
Severity
Likelihood
– Changes in international tax
policy can lead to uncertainty
and non-compliance with
local tax regulations, poor
forecasting of applicable tax
rates or miscalculation of the
appropriate amount of tax,
all of which can negatively
impact financial performance,
incur additional costs and
damage reputation.
– Experienced CFO supported by finance and tax team, as well as
professional advisers, with Board oversight ensure tax planning
and compliance is given appropriate attention.
– Group tax rate is monitored closely with at least four updated
forecasts each year.
– Tax reports and forecasts reviewed by the Board at least twice
a year.
– Role of internal audit and use of professional advisers on transfer
pricing arrangements and tax compliance.
Key: Risk trends
Risk increased
Risk decreased
Risk stable
These principal risks and uncertainties should be read in conjunction with note 29 on contingent liabilities on page 107.
Ralph Hewins
CFO
1 March 2017
Elementis plc Annual report and accounts 2016
21
Corporate responsibility report
Operating safe and secure facilities in a
responsible manner is one of our top
business priorities. This means keeping our
people safe by providing them with a work
environment that is hazard-free, wherever
possible, and the necessary training and
support to enable them to perform their day
to day duties without getting hurt. It also
means managing our businesses to high
standards and in compliance of applicable
laws and regulations, as well as the impact
that our activities can have on the environment
both globally and locally.
Our responsibilities can be summarised as:
– People.
– Safety.
– Environment.
– Supply chain.
– Product stewardship.
22
Elementis plc Annual report and accounts 2016
Leadership
Our Board sets the tone for our overall approach to and culture
on corporate responsibility (CR) matters, and exercises oversight
in this area, whilst the CEO and leadership team are responsible
for setting day to day policies and keeping our performance
under review.
Over the years, Elementis has participated in various programmes
to demonstrate its commitment to corporate responsibility and
sustainability issues. These have included the following:
– Achieving membership of the FTSE4Good index, a leading global
responsible investment index, since September 2009.
– Supporting the principles of the UN Global Compact on human
rights, labour, environment and anti-corruption.
– Managing our facilities to standards established by globally
recognised institutions such as the National Fire Protection
Association, International Society of Automation and American
Petroleum Institute. Elementis is also an active member in several
associations such as the California Construction and Industrial
Materials Association, the Royal Society for the Prevention of
Accidents and is a business member of the European Chemical
Industry Council.
– Achieving accreditation certificates: of our 18 operating facilities,
nine have achieved ISO 9001 (quality management) certification,
five have achieved ISO 14001 (environmental management)
certification, three have achieved OHSAS 18001 (safety
management) certification and our other sites are managed
to similarly high standards.
– Performing at the highest levels: our principal chromium facility
in Castle Hayne, North Carolina, is accredited under the STAR
programme, which is the highest recognition level under OSHA’s
voluntary protection programme that recognises employees and
employers who have achieved exemplary occupational safety
and health.
– Participating since 2013 in the Carbon Disclosure Programme
and winning an award in 2014 for the biggest improvement in
disclosure rating.
– Achieving certification under Roundtable for Sustainable Palm Oil
(RSPO) for our organoclay range of products in 2014 and
our Bentone gels product range in 2016, as well as Good
Manufacturing Practice (2012) certification in 2014 from the
European Federation for Cosmetics Ingredients. The primary
beneficiary of these certifications is our Personal Care sector
as it demonstrates our commitment to quality, safety,
sustainability and innovation for the personal care industry.
– Participating in the EcoVadis sustainable supply management
programme and achieving silver recognition in 2014.
– Participating in other sustainable initiatives, such as the
Repasack programme, which recycles and reuses bags for
packaging products.
The above is not an exhaustive list of achievements but an
indication of the activity that takes place routinely. There are many
more successes and achievements on both a team and individual
level that frequently go unnoticed or unreported which Elementis
can be proud of. Some examples of these are given later.
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People
Our greatest asset is without doubt our employees.
Their dedication and hard work is what drives our success
at all levels within the organisation. Despite being spread across
three regions (39 per cent in the Americas, 26 per cent in
Europe and 35 per cent in Asia), our employees identify with
a single set of corporate values which are to be innovative,
successful, responsible and leaders in the sectors in which
we operate. To foster our performance and success culture,
the leadership team provides the example for others to follow
and we have policies and guidance that encourage and support
positive behaviours.
To help employees understand and adopt these values, principles
and standards in their daily work life, information and training
is provided, supported by comprehensive whistleblowing
procedures and an anti-retaliation policy. All new employees are
required to undertake training on the Code and refresher training
is given to all employees periodically. The Board and leadership
team consider the Code to be critical to the Group’s continuing
success and in how it meets its corporate responsibilities.
The Code is translated into six languages and supported with
interactive online training to help employees stay up to date
with their responsibilities.
Our values and standards of business conduct and ethics
The Elementis Code of Conduct (the ‘Code’) sets out our core values
and the standards of conduct expected of everyone who works for
Elementis in any of its worldwide operations. Our values are:
– Being a responsible employer.
– Having high levels of concern for the health and safety of the
Group’s employees, contractors, customers, neighbours and
the general public.
– Caring about the environment and communities in which the
Group operates, including making a commitment to promote
and adopt sustainable and responsible business policies and
practices.
– Maintaining high standards in business conduct and ethics,
including complying with all applicable laws and regulations.
– Desiring to innovate and create new products and technologies
to support growth in the Company and develop solutions for
our customers to improve the performance of their products
and processes.
The Code is based around five core principles of conduct and
it is expected that everyone to whom this code applies will:
– Behave with Honesty and Integrity.
– Follow the Letter and Spirit of the Law.
– Treat each other Fairly.
– Act in the best interests of Elementis.
– Protect Elementis’s property and documents.
Under each principle are more detailed provisions to guide
employees on the behaviour and standards that are expected
of them. The areas covered include the following: fair dealing,
confidentiality and privacy, record keeping, communications,
trade practices and anti-trust compliance, insider trading and fair
disclosure, bribery and other corrupt practices, product liability,
international business dealings, political contributions and
activities, maintaining a safe, healthy and affirmative workplace,
equal opportunities, anti-harassment, offensive materials, alcohol
and drugs, conflicts of interest, gifts and hospitality, theft and
misuse of Company assets, corporate opportunities, intellectual
property, and network use, integrity and security.
Underpinning our Code is a compliance training programme.
During the year, the CEO established a cross functional
Elementis Compliance Team (‘ECT’) that meets on a quarterly
basis to consider compliance training needs and improvements,
assign training courses to all and selected groups of employees
and monitor training completion rates. The ECT considers
possible improvements and makes recommendations on
identifying and mitigating compliance risks for the Company.
The ECT reports to the General Counsel and Chief Compliance
Officer. Examples of training courses in 2016 include: global health
and safety, information security, preventing sexual harassment
and trade secrets.
Diversity
We are fully committed to equality of opportunity and our policy
of non-discrimination applies throughout the Group and to
all aspects of our employment practices. A summary of our
employment policies appears on page 60 of the Directors’ report.
Further information about what the Board is doing on gender
diversity at Board and below Board level is set out in the Corporate
governance report on page 33.
Our total workforce (including contractors and temporary workers)
numbers around 1,400 and the table below shows the breakdown
by gender diversity for different managerial groups.
Gender diversity statistics (at 31 December 2016)
Male
75.9%
79.0%
976
218
All employees
Management
Executive
management*
Senior manager**
Board***
* defined as being within the four tiers below Board level
** as defined under the prescribed regulations
*** as at 1 March 2017
78.5%
95.7%
66.7%
208
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Female
24.1%
21.0%
21.5%
4.3%
33.3%
310
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3
We consider diversity of our people, in all its aspects, an important
element in the well-functioning of our business. Appointments shall
always be made on merit and we seek to leverage the benefits of
a wide and diverse talent pool. Staff turnover across the Group for
2016 was 6.3 per cent (2015: 5.4 per cent).
Elementis plc Annual report and accounts 2016
23
Corporate responsibility report continued
Human rights
We support the statements in the Universal Declaration of
Human Rights, as well as the International Labour Organization’s
Declaration on Fundamental Principles and Rights at Work,
the latter being freedom of association and the effective recognition
of the right to collective bargaining, the elimination of forced or
compulsory labour, the abolition of child labour and the elimination
of discrimination in respect of employment and occupation.
We also support the principles of the UN Global Compact which
includes those on fundamental human rights. We prohibit the
use of child and forced labour and are committed to the principles
of freedom of association, equality of treatment and non-
discrimination. Over 40 per cent of our employees are union
members and just under 30 per cent are subject to collective
bargaining agreements.
Business practices are in place with our contractors, customers
and suppliers in relation to anti-corruption, privacy and safety
matters.
Health, Safety and Environment
Commitment and strategy
We are committed to providing a healthy and safe workplace for
employees, contractors and site visitors, and minimising our impact
on the environment from our operations.
Beyond preventing environmental incidents and pollution, and
managing emissions, discharges and waste, we have a shared
responsibility globally for conserving natural resources, identifying
initiatives to lessen the effects on biodiversity and reducing
greenhouse gas emissions.
This commitment reflects a culture within Elementis that is ethical
and respects the expectations of the communities in which we
operate, as well as the regulatory agencies, to comply with all
applicable laws and regulations. We recognise the importance
of environmental, social and governance (‘ESG’) expectations of
our external stakeholders and aim to meet these too.
Modern slavery
In many countries, modern slavery (e.g. forced or child labour) is
a crime and a violation of fundamental human rights. Elementis’s
policy is to prohibit the use of modern slavery in all its forms in our
business activities and we have taken the following steps to ensure
the absence of modern slavery practices from our Company and
supply chain:
Leadership
The CEO is responsible for health, safety and environment (‘HSE’)
at Elementis. Reporting directly to the CEO, the VP Global HSE
works closely with his HSE team and operations management on
HSE policy, planning, performance, hazard and risk assessment,
training, improvement and investment. An illustration of our HSE
management system is shown below.
– Recruitment and employment policies make it clear that any
form of modern slavery is prohibited and will not be tolerated,
and incorporate appropriate checks and vetting when taking
on new employees.
– Our Purchasing Code of Practice was updated last year to
incorporate additional requirements to ensure compliance with
the Modern Slavery Act 2015. These include notifying suppliers
of our policy, carrying out risk assessments on suppliers and
supplier audits on a periodical basis.
The required Modern Slavery Act compliance statement will be
published on our corporate website later in the year.
Documented
policies and
procedures
Employee
training
Hazard and risk
assessments
Communication
of safety and
environmental
matters
Our HSE
management
programmes
conform to
international standards
Emergency
planning
and response
Incident
investigation
Performance
reports
Management
of change
Internal audits
External
audits
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Elementis plc Annual report and accounts 2016
Health and safety principles
We have a dedicated and experienced team to lead our safety
programme. Recognised and generally accepted good
engineering practices are followed in line with industry standards.
Site management supported by our Group HSE staff continually
strive to create an injury free work environment by promoting
safe behaviours and developing a culture where safety is not
compromised by operational pressures. Internal and external
audits are conducted to verify that standards are being met and
to identify opportunities for improvement.
Safety performance
We use recordable incidents as our principal measure of safety
performance. Recordable incidents (as defined by the US
Occupational Safety and Health Administration) are work related
injuries and illnesses that require medical treatment beyond first
aid, work restrictions to normal duties or time away from work.
To monitor performance and trends among more serious injuries
and illnesses, we also record lost time accidents (‘LTA’) that require
greater than three days away from work not including the day
of incident.
We are pleased to report that there were no fatalities to employees
or contractors working at our sites during 2016 (2015: zero).
There were 13 recordable incidents across the Group in 2016
(2015: ten). Of those recordable incidents five required days
away from work greater than three days (2015: two). The most
concerning incident occurred during a routine operation when
two employees received acid burns whilst offloading sulphuric
acid from a railcar. The Board, CEO and leadership team took this
incident very seriously and arranged an all employee call to review
learnings from the incident and agreed actions to prevent a repeat.
In addition, the CEO has taken action to address the increasing
trend. This includes making the Global HSE function report directly
to him and increasing the level of HSE leadership and visibility at
both the leadership team and throughout the Group.
During 2016, three of our manufacturing locations achieved
significant safety performance milestones and were presented with
the Elementis Diamond Award for safety excellence. The sites and
the milestone in which they achieved are:
– Hectorite mine – for exceeding 25 years without a
recordable accident requiring time away from work.
– Corpus Christi – for exceeding 13 years without a
recordable incident.
– Changxing – for exceeding 14 years without a
recordable incident.
As well as the total number of recordable incidents, we use the
total recordable incident rate (‘TRIR’) as a performance indicator.
The TRIR in 2016 was 1.03 per 200,000 hours worked (2015: 0.77).
The accompanying chart shows that our performance has been
maintained at around one recordable incident per 200,000 hours.
Within the chemical industry, this is very similar to companies that
are generally viewed as having ‘industry best’ safety performance
based on data for the American Chemistry Council (‘ACC’)
Responsible Care® (‘RC’) members (who achieved 0.76 in 2015, the
latest data available). This performance is significantly better than
the general chemical industry in the US (2.1 in 2015, the latest data
available from the US Bureau of Labor Statistics). That said, our
goal is zero incidents.
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Recordable incident rate
Recordable incidents per 200,000 hours worked
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US chemical industry
Elementis
ACC (RC)
2011
2012
2013
2014
2015
2016
Contractor safety
Our commitment to safety includes contractor safety. Contractor
selection and retention takes account of their safety performance.
When on site, following induction, contractors are required to
comply with the same safety practices and procedures expected
of employees. As a result, we are confident that contractors
experience a similar high level of safety to our own employees.
In 2016, there was one recordable injury suffered by a contractor
across all manufacturing locations (2015: two).
Elementis plc Annual report and accounts 2016
25
Corporate responsibility report continued
Health and safety initiatives
During 2016, our leadership team continued to focus on both
occupational health and safety and process safety improvements.
A major initiative in 2016 was the introduction of the DuPont™
‘TakeTwo…for Safety™’ programme encouraging employees to
stop and think in a structured way about potential hazards before
starting a task. Training is given in local languages appropriate to
the location of the site.
Our process safety programmes include process hazard analyses
(‘PHA’) on installations handling highly hazardous chemicals and
Pre-Startup Safety Reviews (‘PSSR’) before commissioning key
equipment. Mechanical integrity inspections are conducted as
a predictive and preventative exercise to reduce the likelihood
of incidents.
As in previous years, there are corporate and site-specific
objectives established with the management of each
manufacturing location. Corporate objectives address general
opportunities to improve performance, based for example on
industry best practice, or learnings from incidents across the
Group. Site-specific objectives reflect the particular needs at each
location, as well as to align practices with corporate objectives.
A further initiative in 2016 was the development of key performance
metrics made up of leading indicators. By tracking performance
on activities such as near miss reporting, management of change,
PHA and audits, the aim is to identify vulnerabilities that could lead
to incidents. Standard lagging indicators such as the TRIR are still
reported to show the effectiveness of safety management.
Safety and environmental incident management
We remain well prepared to manage safety and environmental
incidents in a timely and resilient way should the need arise.
Formal procedures for incident reporting, emergency response
and investigation are in place. In the event of a serious incident
details will be communicated rapidly to emergency services and
senior management. Operations teams are trained to ensure
safe evacuation and plant shut down. Sites handling hazardous
materials have employees trained to deal with leaks and
environmental spills, and arrangements are in place to access the
services of external contractors with expertise in dealing with larger
releases. Corporate and local Business Continuity Plans have been
in place since 2006 and these are rehearsed at site and corporate
level as a commitment for timely and effective business recovery in
the event of a major accident or environmental incident.
On a day-to-day basis, incident reporting continues to be a key
management tool for reporting, investigating and acting on unsafe
conditions and behaviours, and environmental spills and releases.
Employees are encouraged to report safety near misses and
environmental leaks and spills. The benefit is that these reports
are recognised as warnings of the potential for more serious
incidents in slightly different circumstances. The number of reports
submitted shows widespread commitment and understanding of
this concept by our employees. In addition, our leadership team
routinely communicate current safety concerns and reinforces
commitment to safety by a variety of means such as issuing
safety alert bulletins based on learning from incidents, and safety
stand-downs where time out is taken to discuss safety with
management. Company-wide teleconference calls are held during
the year to discuss safety messages from the CEO and Vice
President of Global HSE.
Environmental impact
Our activities are closely regulated via robust environmental
permits, which Elementis complies with.
We record and categorise environmental incidents into tiers based
on the severity or actions taken by regulatory authorities. Tier 3
incidents are those that have an impact on the environment and
require reporting to an external authority and where enforcement
action is likely. Tier 2 incidents have a minor impact and require
notification but are likely to result in minimal or no action by the
authorities. Tier 1 incidents require no external reporting and
are recorded internally and investigated so that continual
improvements can be made to reduce the likelihood of future
Tier 2 and Tier 3 incidents.
In 2016, we maintained a high level of environmental performance.
There were no Tier 3 or Tier 2 incidents (2015: zero Tier 3;
zero Tier 2).
Biodiversity
Our policy is that biodiversity, the variety and variability of life,
should be protected insofar as it is reasonably practicable by
reducing or avoiding the impact on, and potential for damage to,
sensitive species, habitats and ecosystems as a direct or indirect
result of our operations or activities.
Biodiversity surveys are conducted at all of our 18 global facilities
which help to frame our actions. These plans are based on site
level impact assessments and ensure that biodiversity
considerations are taken into account.
Our membership of RSPO means Elementis is committed to
protecting and conserving the rich biodiversity found in tropical
palm forests by using palm oil sourced from sustainable palm
plantations that are responsible and responsive to the issues
of soil degradation, biodiversity, local peoples and land rights.
Other examples of our efforts and specific action plans
implemented to enhance biodiversity can be found on our website.
Environmental performance
We monitor key environmental statistics for each manufacturing
facility. Energy and water consumption, air emissions, effluent
discharges and solid waste disposal will all vary according to
production output – which is a function of demand – as well as
changes in fuel and production processes. However, they are
also affected by changes in product mix and plant efficiencies
related to operational requirements, and special events (planned
and unplanned).
26
Elementis plc Annual report and accounts 2016
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As is standard practice in the chemical industry, emission values
may be calculated from energy use or based on representative
sampling, as well as continuous monitoring.
We continue to work proactively to improve environmental
performance. Performance during 2016 is shown in the
following sections.
Energy consumption
We consume energy from several sources (electricity, steam,
natural gas, LPG, biomass and oil) at manufacturing sites,
principal offices and laboratories. For comparison purposes,
energy consumption is converted into consistent energy units,
Gigajoules (GJ).
Energy consumption reduced in 2016 as shown in Table 1 below.
How we are improving energy efficiency
We look for opportunities to improve our energy efficiency as it
lowers cost and reduces our impact on the environment. Examples
of initiatives include the following:
– The Delden facility in the Netherlands completed the final year
of a four year energy efficiency initiative. We replaced the nitrogen
compressor unit and invested in a boiler plant room to bring
substantial energy savings projected to be over 10,000 GJ
per year.
– The building optimisation project at SciPark in East Windsor,
New Jersey, which comprises a technical centre and
management headquarters, is achieving 11 per cent savings
on gas consumption and 10 per cent on electricity consumption
since the programme was started.
Greenhouse gas emissions
Global warming and climate change are global concerns that
are affected by greenhouse gas (‘GHG’) emissions. We report
GHG emissions for our global operations as Scope 1 and Scope 2
according to the requirements of The Companies Act 2006
Table 1: Energy consumption
(Strategic Report and Directors’ Report) Regulations 2013.
Our GHG emissions reporting process was audited by
PricewaterhouseCoopers, our internal auditors, during 2015. The
audit report found the procedures to be appropriate and the data
collection and conversion process to be robust and supportable.
The principal GHG due to operations at Elementis locations is
carbon dioxide from energy use. These GHG emissions are
calculated from energy purchased. Energy units are converted
into carbon dioxide equivalent (‘CO2e’) using official data provided
by the UK Department for Environment, Food and Rural Affairs
(‘DEFRA’). DEFRA data was used for UK generated electricity.
Emission factors associated with non-UK electricity consumption
in 2016 were derived from International Energy Agency (‘IEA’) data.
These factors vary significantly between countries and from year
to year depending on the fuel mix for generation and proportion of
imported electricity.
There are also GHG emissions from chemical reactions in
production processes, waste water treatment and carbon dioxide
used for process cooling. GHG emissions are reported for all
18 manufacturing sites, the principal offices and laboratories,
as well as a site undergoing closure procedures in Eaglescliffe,
UK. A number of much smaller sales offices have been excluded
because the level of CO2e emissions was deemed not to make a
material contribution to the total.
We provide two intensity ratios: tonnes CO2e per tonne of
production and tonnes CO2e per kWh of energy consumed.
Over a period of years both of these indicators should give an
indication of energy efficiency improvements including cleaner
fuels consumed. Note that the intensity ratios are subject to
variations due to changes in the mix of products manufactured,
volumes and energy efficiency improvements.
GHG emissions are shown in Table 2 below.
2016
2015
2014
Absolute
(’000s)
4,794
Per tonne of
production
12.5
Absolute
(’000s)
4,864
Per tonne of
production
12.7
Absolute
(’000s)
5,046
Per tonne of
production
12.1
Energy consumed (GJ)
For reference: one GJ = 277.7778 kWh
Table 2: Greenhouse gas emissions
Scope 1: Combustion of fuel and operation of facilities (tonnes CO2e)
Scope 2: Electricity, heat, steam and cooling purchased for own use (tonnes CO2e)
Total
Scope 1 & 2 (tonnes CO2e)
Intensity ratio:
(tonnes CO2e/tonne production)
Supplementary intensity ratio:
(kg CO2e/kWh energy consumed)
Out of Scope:
Biofuel (tonnes CO2e)
Note: CO2e values were derived using DEFRA and IEA published factors
Current reporting
period
(2016)
194,687
88,365
Prior year for
comparison
(2015)
208,610
78,750
Base year for
comparison
(2013)
221,076
89,500
283,052
287,360
310,576
0.74
0.26
0.75
0.26
7,904
3,408
0.77
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Elementis plc Annual report and accounts 2016
27
Corporate responsibility report continued
In this fourth year of GHG emissions reporting, table 2 shows
that the total Scope 1 and 2 CO2e emissions in 2016 have reduced
by 9 per cent since the base year. In part the total is affected
by changes in production volumes and product mix. However,
a significant and sustainable improvement was achieved in 2015
when the organoclay sites in China at Changxing and Anji switched
from using coal to biomass, comprised of renewable organic
material (bamboo and wood pellets), as an energy source.
Following guidance from DEFRA, CO2 emissions from biofuel use
are excluded from the Scope 1 total to balance the CO2 absorbed
by fast growing bioenergy sources during their growth. For
completeness these CO2 emissions are shown as out of scope
emissions. However, a CO2e allowance is included in the Scope 1
total to account for the small amount of methane and nitrous oxide
GHG emissions, which are not absorbed during growth.
Elsewhere we continue to use cleaner energy sources such as
natural gas, which represented 96 per cent of energy required
for combustion.
Other emissions to air
Emissions of the oxides of sulphur and nitrogen, and volatile
organic compounds (‘VOCs’), arising from our operations are
controlled to comply with regulatory permits. As the volumes are
not considered to be significant, they are not reported separately
here but will be available on our corporate website. Any emission
to air above regulatory permitted levels would normally be reported
as an environmental incident.
Discharges to water
Our production activity generates process effluent that is routinely
tested to ensure that the quality meets strict permit limits prior
to discharge. Typical analysis includes chemical and biological
oxygen demand and total suspended solids. The volumes of
these discharges are not considered to be significant and are
not reported here but will be available on our corporate website.
However, any discharge to water above regulatory permitted
levels would be reported as an environmental incident.
Water consumption
Water scarcity is a global issue. We operate mostly in locations
where this is not an immediate issue, nevertheless, we recognise
the need to conserve water and keep abreast of water supply risks.
Water consumption is minimised where possible by treatment and
recycling. Examples of this are water recycled from the residue
disposal areas at the Castle Hayne chromium facility and a closed
loop cooling system installed to the spray driers at the Specialty
Products site at Newberry Springs, California.
Water consumption is related to production output, product mix,
plant utilisation and cleaning activities. The net result in 2016 shows
a steady reduction. See Table 3 below.
Solid and liquid waste
As part of our commitment to the environment, we seek to reduce
the quantity of all types of waste. The first concern is to reduce
the amount of waste that is classed as hazardous. Beyond that
non-hazardous waste is minimised and recycled. Non-hazardous
waste is predominantly the inert residue from the chromate kiln
operations, which is deposited in permitted impoundments and
licenced landfill sites adjacent to the manufacturing facilities.
Hazardous waste increased in 2016 largely due to chromite kiln
brick disposal. Non-hazardous waste reduced slightly in 2016.
The solid waste arising in 2016 is considered to be within the
normal variability of operations and maintenance activities.
See Table 4 below.
Innovation and sustainability
Our global R&D efforts continue to maintain focus on activity that
supports and contributes to a more sustainable future. We remain
committed to:
– Reducing the use of materials that contribute to
greenhouse gases.
– Expanding our use of bio-based materials in our products.
– Facilitating the global migration of decorative coatings from
solvent-based systems to aqueous ones.
Table 3: Water consumption
Water consumption
Water consumed (m3)
Table 4: Waste disposal
2016
2015
2014
Absolute
(’000s)
1,745
Per tonne of
production
6.67
Absolute
(’000s)
1,778
Per tonne of
production
6.93
Absolute
(’000s)
1,811
Per tonne of
production
7.08
Waste disposal
Hazardous waste disposed (tonnes)
Non-hazardous waste disposed (tonnes)
2016
2015
2014
Absolute
(’000s)
1.54
95
Per 1,000
tonnes of
production
5.90
363
Absolute
(’000s)
0.94
100
Per 1,000
tonnes of
production
3.68
391
Absolute
(’000s)
0.79
104
Per 1'000
tonnes of
production
3.09
405
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Customers, suppliers, supply chain and quality
During 2016 we continued to participate in trade shows and
industry forums, as well as conducting workshops, training
seminars and hosting collaborative laboratory sessions to
work with customers on a one on one basis. We continue
to be responsive to questions from our customers on social
responsibility and environmental awareness programmes.
We continue to buy only RSPO certified quaternary amines for all
of our Personal Care sector requirements and we continually strive
to maximise the use of natural products.
In our Specialty Products portfolio 11 of our global facilities
(85 per cent) have achieved ISO 9001 certifications spanning
the US, Europe and Asia. Another example of our commitment
to quality is the use of Statistical Quality Control tools to support
continual quality improvement and increase operating efficiencies,
with the added benefit of helping cost management initiatives.
Product stewardship
We strive to provide innovative products that create value for
our customers and that are safe for people and the environment
when used for their intended purpose. An integral part of this
process is our commitment to excellence in product safety and
global compliance and these core values drive our global Product
Stewardship programme.
To support the highest levels of product safety and regulatory
compliance we have comprehensive product safety and product
stewardship processes in place to ensure the following:
– The hazards of our products are fully understood and
communicated to our customers.
– Any risks are managed to minimise potential impacts to people
and the environment.
– Our products are sold in compliance with all applicable local and
country laws and regulations.
Within this context, we regularly review the risks of the chemicals
we manufacture, recommend risk management where appropriate,
monitor changes in regulations, and make health, safety, and
compliance information available to customers, government
authorities and the public.
Notable product stewardship accomplishments during 2016
were the continued successful implementation of the Globally
Harmonised System (GHS) standard around the world, the
expansion of the number of our products and manufacturing sites
in the Roundtable for Sustainable Palm Oil (RSPO) programme,
and the on time completion of the US EPA Chemical Data
Reporting (CDR) programme.
EU REACh, as well as the new REACh programmes in China,
Korea and Taiwan, continue to be managed to provide the highest
levels of product safety and compliance whilst assuring our
products are available for use by our global business partners.
We continue to invest in the scientific and regulatory expertise
needed to meet the market demands for safer and more
sustainable products in an environment of ever increasing
number and complexity of chemical regulations.
Approval of Strategic report
The Strategic report comprises the following sections: Chairman’s
statement, CEO’s overview, Business model, Finance report
(incorporating Key performance indicators and the Risk
management report) and Corporate responsibility report (which
incorporates information relating to greenhouse gas emissions
required to be included in the Directors’ report). The Strategic
report was approved by the Board and has been signed on its
behalf by:
Ralph Hewins
CFO
1 March 2017
Elementis plc Annual report and accounts 2016
29
Board of Directors as at 31 December 2016
1. Andrew Duff
Chairman Age: 57
Committee membership: N (c)
Andrew was appointed non-executive Chairman and Chairman
of the Nomination Committee in April 2014. He has been non-
executive chairman of Severn Trent plc since July 2010 and was
a non-executive director of Wolseley plc from 2004 to 2013,
where he was also the senior independent director and chairman
of the remuneration committee. From 2003 to 2009, he was CEO
of npower, the successor entity to Innogy plc which in 2000 was
demerged from National Power and then sold to RWE, the German
electricity and gas company, where he was also a member of the
group executive committee. Before that he spent 16 years at BP
in downstream international markets. He is a member of the CBI
President’s Committee, trustee of Macmillan Cancer Support and
Earth Trust and a fellow of the Energy Institute. Andrew holds a
BSc (Honours) degree in Mechanical Engineering.
2. Paul Waterman
Chief Executive Officer Age: 52
Paul was appointed CEO in February 2016. Before joining
Elementis he was global CEO of the BP lubricants business from
July 2013 after having overseen the BP Australia/New Zealand
downstream business and been country president of BP Australia
since August 2010. Prior to that he was CEO of BP’s global
aviation, industrial, marine and energy lubricants businesses (2009
to 2010) and CEO of BP lubricants Americas (2007 to 2009). He
joined BP after it acquired Burmah-Castrol in 2000 having joined
the latter in 1994 after roles at Reckitt Benckiser and Kraft Foods.
Paul holds a BSc degree in Packaging Engineering from Michigan
State University and an MBA in Finance and International Business
from New York University, Stern School of Business.
3. Ralph Hewins
Chief Financial Officer Age: 53
Ralph joined Elementis in September 2016 as an executive
Director and CFO-Designate and became CFO in November 2016.
He has a strong track record in finance, strategy development and
implementation, and mergers and acquisitions. During his 30 year
career with BP Lubricants, Ralph enjoyed a number of significant
leadership positions, including roles in financial management,
sales and marketing, corporate development (M&A), strategy
and planning, as well as being CFO of BP Lubricants/Castrol
since 2010. He also served on the Board of Castrol India Ltd from
2010 until 2016. Ralph holds an MA degree in Modern History
and Economics from the University of Oxford and an MBA
from INSEAD.
4. Andrew Christie
Non-executive Director Age: 60
Committee membership: A, N, R (c)
Andrew was appointed a non-executive Director in August 2008
and Chairman of the Remuneration Committee in October 2013.
He has over 30 years of investment banking and international
corporate finance experience. He is a partner of Smith Square
Partners LLP, a corporate finance advisory firm, and before
that was, until March 2008, a UK managing director in the
European Investment Banking Group at Credit Suisse.
In his prior role at Credit Suisse, he was head of Investment
Banking, Asia Pacific, based in Hong Kong and before that held
the same position with Barclays de Zoete Wedd. He has been a
non-executive director of Helios Underwriting plc since July 2013
and holds an MBA and a BSc degree in Engineering.
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Key
A – Audit Committee
R – Remuneration Committee
N – Nomination Committee
(c) – Chairman of Committee
Company Secretary
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Elementis plc Annual report and accounts 2016
5. Steve Good
Non-executive Director Age: 55
Committee membership: A, N, R
Steve was appointed a non-executive Director in October 2014.
He has been a non-executive director of Cape plc since July 2015
(where he is chairman of the remuneration committee), Anglian
Water Services Limited since April 2015, and chairman of
Zotefoams plc since April 2016, having been a non-executive
director since October 2014. He was CEO of Low & Bonar plc,
the industrial textile manufacturing business, from 2009 to 2014.
Prior to joining Low & Bonar he spent ten years with BTP plc
(now part of Clariant) in a variety of leadership positions managing
international speciality chemicals businesses. He has a BA degree
in Economics and Finance and is a chartered accountant.
6. Anne Hyland
Non-executive Director Age: 56
Committee membership: A (c), N, R
Anne was appointed a non-executive Director in June 2013 and
Chairman of the Audit Committee in August 2013. She is CFO
of Kymab Ltd, a biopharmaceutical company specialising in
advanced therapeutic antibody discovery and development.
Previous to that, she was CFO and company secretary of BBI
Diagnostics Group Ltd and Vectura Group plc. Prior to her role at
Vectura, she held a number of senior finance positions including
director of corporate finance at then FTSE 100 Celltech Group
plc, Medeva plc and KPMG. She is also a trustee of the charity
Sustrans which campaigns for national cycling networks.
Anne is a chartered accountant, a corporate tax adviser and
holds a degree in Business Studies from Trinity College, Dublin.
7. Nick Salmon
Senior Independent Director Age: 64
Committee membership: A, N, R
Nick was appointed a non-executive Director in October 2014
and Senior Independent Director in December 2014. He is a
non-executive director of Interserve plc and independent chairman
of South East Water Limited. He was a non-executive director of
United Utilities Group plc between April 2005 and July 2014, where
he was also the senior independent director between 2007 and
2014. He was chief executive of Cookson Group plc from July 2004
to December 2012 when Cookson demerged to create two new
listed companies. He was formerly executive vice-president of
Alstom S.A. and chief executive of Babcock International Group plc.
He held other senior management positions that included at GEC
and GEC Alsthom in the UK and in France as well as at the China
Light and Power Company in Hong Kong. Nick holds a BSc degree
in Mechanical Engineering and is a fellow of the Royal Academy
of Engineering.
David Dutro
Former Chief Executive Officer, stepped down from the Board
on 7 February 2016.
Brian Taylorson
Former Chief Financial Officer, stepped down from the Board
on 31 October 2016.
8. Wai Wong
Company Secretary
Wai was appointed as Company Secretary in May 2007. He is also
a trustee of the Elementis Group Pension Scheme and manages
insurance, risk and corporate responsibility matters at Group level.
Prior to joining Elementis, he held a number of senior company
secretarial positions including at John Menzies plc, ICSA and
PricewaterhouseCoopers. He has a BCom (Honours) degree in
Business Studies and Law from the University of Edinburgh and an
LLM degree in Corporate and Commercial Law from Queen Mary
College, University of London. He is a fellow of the Institute of
Chartered Secretaries and Administrators.
Board additions in 2017
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9. Sandra Boss
Non-executive Director Age: 49
Sandra was appointed a non-executive Director on
1 February 2017. She is an external member of the Bank
of England’s Prudential Regulation Authority board (since
September 2014). She is also an independent director of Enstar
Group Limited, a NASDAQ-listed insurance group, where she is
a member of its compensation, nominating and governance
committees (since November 2015). She was a senior partner
at McKinsey & Company from 2005 to 2014 (and a partner from
2000), where she specialised in investment banking and risk,
and held several senior management positions both in the UK
and the US since joining in 1994. She has a BA degree in
American Studies and Economics from Stanford University and
an MBA degree from Harvard Business School. Sandra has also
held non-executive and advisory appointments with the Institute
of International Finance, the McKinsey Master Retirement Trust
and the Edith Wharton Restoration.
10. Dorothee Deuring
Non-executive Director Age: 48
Dorothee was appointed a non-executive Director on
1 March 2017. She is a non-executive director of Bilfinger SE,
a German listed industrial services provider (where she is also
a member of its audit committee), and Röchling Group SE,
a privately owned group processing engineering plastics (both
since 2016), as well as managing her own corporate advisory
consultancy serving a number of European clients in the
pharma/biotech sector. Her previous executive roles included
managing director and head of Corporate Advisory Group
(Europe) at UBS in Zurich, head of M&A chemicals and
healthcare at a private investment bank in Germany and as a
senior executive in the corporate finance department at the
Roche group. Dorothee has an MSc degree in Chemistry from
the Université Louis Pasteur, Strasbourg, and an MBA from
INSEAD. She is active in various industry bodies.
Elementis plc Annual report and accounts 2016
31
Corporate governance report
Chairman’s letter
The Board was fully engaged in the process of transitioning to a
new executive leadership last year. Paul Waterman was appointed
CEO to succeed David Dutro at the start of the year and Ralph
Hewins was appointed CFO towards the end of the year, when
Brian Taylorson stepped down from the role. Individually and
together these are significant changes to make in any organisation.
Both David and Brian served for a substantial period and made
material contributions to the growth and success of the Company.
However, the transition to a new team is only natural and
represents a new stage in the development of the Company.
An important aspect to manage well was the dynamics in the
boardroom between its executive and non-executive members,
and it is pleasing to be able to say that the quality and transparency
of interactions between members and the cohesiveness of the
Board as a whole continue to be strong at this early stage.
The addition of Sandra Boss and Dorothee Deuring to the Board
and the retirement of Andrew Christie will undoubtedly mean
these dynamics and interactions continuing to evolve over 2017.
I am nevertheless satisfied with the progress so far.
These changes complete the Board refreshment process that
was initiated in 2013. During this period, the Board has sought
to provide stability and continuity to the leadership team and
our wider investment community. The recruitment of Sandra and
Dorothee increases the Board’s number from seven to eight but,
more importantly, it broadens its international profile and expertise
and improves its overall resilience. I have every confidence that as
the Board matures in its new form, its performance and the
support and guidance it gives to the leadership team will be
enhanced for the betterment of the Company.
Below Board level, Paul has restructured his leadership team
into a flatter and more accountable organisation and with a more
rigorous focus on performance management. Ralph has also
reviewed the structure of the global finance team with a view
to providing better support to the business and functional areas.
These changes mean the Board will be having more, deeper
interactions with the next level of management that will help
inform its understanding of the available talent within the Group.
In summary, a lot has been done in terms of organisational design
to ensure that Elementis has the people resources and capabilities
to deliver on the strategic priorities laid out in last year’s Capital
Markets Day and as described elsewhere in this Annual Report.
Deloitte LLP were appointed the Group’s auditors at the 2016 AGM
and they have spent 2016 getting to know our people, businesses
and processes, and completing an audit transition process.
In April last year, Andrew Christie, Chairman of the Remuneration
Committee, and I undertook a series of meetings with a number
of our major shareholders, to discuss the Directors’ remuneration
report ahead of the AGM vote. We were pleased that almost
80 per cent of our shareholders supported the resolution.
32
Elementis plc Annual report and accounts 2016
The Board visited our Songjiang facility
in Shanghai, China in October 2016
The Board held two of its meetings overseas in 2016. In June
it visited our management headquarters in East Windsor,
New Jersey, US and in October our Songjiang facility in Shanghai,
China. The annual trip to East Windsor is important because it is
where most of our leadership team is based, so the visit provides
important face-to-face time for Board members and the leadership
and wider business teams. The trip to Shanghai enabled some
of our Board members who had not visited before to see our
operations there and meet the local leadership team. I would
like to thank all our staff who welcomed us during these visits.
The Nomination Committee had a busy year and a report of
its activities is given later. The external effectiveness evaluation
in 2015 was followed last year by an internally produced
questionnaire survey process. The key areas of focus for the
Board were identified as: Board and leadership team transition;
management information/performance management; delivery of
strategic priorities; and talent management. Further details of this
evaluation can be found in the Nomination Committee report.
Statement of compliance
The Board is of the view that it has applied fully throughout 2016
all of the provisions of the UK Corporate Governance Code (Code)
(2016 version).
The sections that follow describe how the Board has applied the
principles and provisions of the Code.
Andrew Duff
Chairman
1 March 2017
Compliance with the Code
Board composition
As identified on pages 30 and 31, during 2016, the Board
comprised two executive Directors (CEO and CFO) and five
non-executive Directors (including the Chairman and Senior
Independent Director). In 2017, the number of non-executives
will increase to six (as explained in the Chairman’s statement on
page 3). The Chairman is responsible for leadership of the Board,
whilst the CEO is responsible for running the Group’s businesses.
The roles of Chairman and CEO are separate, clearly defined
and no individual has unfettered powers of decision making.
The Chairman is supported by the Senior Independent Director
who is available to shareholders if the normal channels for raising
any concern prove to be ineffective or inappropriate.
It is the Chairman’s responsibility to set the style and tone in
which the Board operates and ensure there is a proper forum for
constructive discussion and challenge, as well as a framework
and the conditions to enable the Board as a whole, and its
individual Directors, to contribute effectively in the performance
of their roles. Such a framework and conditions include: access
to relevant and quality information, internal and external advice
and leadership and business teams; support and development
opportunities; understanding the views of market analysts and
major shareholders; and maintaining constructive relationships
between executive and non-executive members of the Board.
Information about the executive Directors’ service contracts and the
non-executive Directors’ letters of appointment with the Company
(including remuneration and fee levels) is set out in the Directors’
remuneration report. All non-executive Directors are appointed for
three year terms that can be renewed by mutual agreement, subject
to annual re-election by shareholders, satisfactory performance and
meeting independence requirements.
Board evaluation
The Board carried out an internal evaluation of its performance
during the latter part of 2016. More details are set out in the
Nomination Committee report.
Having carried out such an evaluation, and following a review of
its structure and the decision to increase its size from seven to
eight members, the Board considers that its composition contains
the appropriate balance of diversity of views, qualifications,
skills, experience and personal attributes necessary to carry out
its duties and responsibilities and to provide appropriate depth
and resilience.
Board diversity
The Board’s policy is that appointments should be made on the
basis of qualification and merit. The Board agrees that diversity,
which should be construed in its broadest sense and incorporate
gender diversity, is an important factor in Board effectiveness and
supports the Code’s principles and provisions on gender diversity.
The Board is supportive of the Hampton-Alexander review which
sets a target for the percentage of women on boards to reach one
third by 2020. The appointments of Sandra Boss and Dorothee
Deuring during 2017 will mean that Elementis has achieved this
target which the Board is proud of.
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The Company is currently reviewing its wider diversity policies
which will also include looking at our recruitment, employment
and talent management practices at below Board level. As an
organisation, it is standard practice to require that any recruitment
adviser retained ensures female candidates are included in any
long and short list presented for consideration, and this was the
case in respect of the CEO and CFO search processes last year,
as well as in the non-executive recruitment process.
Director attendance in 2016
Audit
Committee
–
Nomination
Committee
7/7*
Remuneration
Committee
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Board
8/8
8/8
3/3
8/8
8/8
8/8
8/8
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4/4
4/4*
4/4
Andrew Duff
Paul Waterman1
Ralph Hewins2
Andrew Christie
Steve Good
Anne Hyland
Nick Salmon
Past Directors
David Dutro3
Brian Taylorson4
* Chairman of Committee
1 appointed to the Board on 8 February 2016
2 appointed to the Board on 12 September 2016
retired from the Board on 7 February 2016
3
retired from the Board on 31 October 2016
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0/0
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7/7
7/7
7/7
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8/8
8/8
8/8
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–
Board independence
The Board considers all the non-executive Directors to be
independent in character and judgement throughout 2016 and
is satisfied that each Director exercises independent judgement.
The non-executive Directors provide constructive challenge and
help support the executive Directors in developing strategy and
business priorities. The Directors are required at all times to avoid
conflicts of interest, act for a proper purpose and in the best
interests of the Company, consistent with their statutory duties.
No individual or group dominates decision making.
Board operation
The Board has a formal programme of activities that are
undertaken at scheduled meetings throughout the year and
this is supplemented by ad hoc meetings, conference calls or
other Board events, as and when appropriate. There were eight
formal meetings in 2016 and the attendance record of each
Director is shown in the table above. The Board is supported
in its activities by Board committees that have been delegated
specific responsibilities, as set out in their terms of reference,
and a formal schedule of matters reserved for the Board allows
certain decisions to be retained by the Board and others to be
delegated to the executive Directors within certain parameters.
The schedule of matters reserved for the Board includes
the following:
– Approval of strategic and annual operating plans.
– Approval of financial statements, and major acquisitions
and disposals.
– Approval of risk management and compliance programmes,
as well as Group insurance arrangements.
– Approval of major projects and capital expenditures.
– Approval of major legal settlements and litigation.
Elementis plc Annual report and accounts 2016
33
Corporate governance report continued
From time to time, where appropriate, the Chairman and,
in connection with remuneration proposals, the Chairman of the
Remuneration Committee will organise a programme of meetings
with major shareholders to update them on any significant
developments in business strategy, corporate governance matters
or consult them on proposals for executive remuneration.
The AGM gives all of the Company’s shareholders the
opportunity to speak with the Directors and the Chairmen of the
Audit, Nomination and Remuneration Committees are available to
answer questions.
The Notice of AGM is dispatched at least 20 working days before
the meeting. The Company proposes separate resolutions for
substantially separate issues. In line with best practice voting is
conducted by poll. Shareholders have the option to vote either for
or against a resolution, or to withhold their vote. The results of the
meeting are announced to London Stock Exchange and published
on the corporate website.
Directors’ and officers’ liability insurance
The Company maintains liability insurance for the Directors and
officers of the Company and its subsidiaries. Since 2008, the
Directors of the Company have been in receipt of an indemnity from
the Company in respect of any liability or loss that may arise out of,
or in connection with, the execution of their powers, duties and
responsibilities as Directors of the Company, or of any subsidiary,
to the extent permitted under the Companies Act 2006. Copies of
these indemnities, which continue to remain in place, are available
for inspection at the Company’s registered office during normal
business hours and will be available for inspection at the AGM.
By order of the Board
Wai Wong
Company Secretary
1 March 2017
The Board reviews the business, financial and operational and
HSE performance of the Group at each of its formal meetings,
including major business initiatives, threats and opportunities,
as well as progress on product innovation and new customers.
Board and committee dates are scheduled at least a year in
advance, as are overseas site visits, and a 12 month forward
planner helps to ensure that the Board spends an appropriate
amount of its time focused on the strategic issues affecting the
Group’s businesses.
To assist the Board in carrying out its duties, information of an
appropriate quality is issued in a timely manner ahead of Board
and committee meetings. If there are any unresolved matters
concerning Board decisions, of which there were none in 2016,
these would be recorded in the minutes of meetings.
Induction, development and support
All new Directors participate in an induction programme that
includes meeting members of the leadership team, the internal
and external auditors, the Company’s joint corporate brokers,
and, if appropriate, major shareholders. Tailored training on the
duties and responsibilities of a Director of a listed company is
provided (as required) and new Directors are also expected to
undertake a programme of site visits.
All Directors have access to the advice and services of the
Company Secretary and may take independent professional
advice, as appropriate, at the expense of the Company. Directors
are given the opportunity throughout the year to undertake training
and attend seminars to keep their skills and knowledge up to date,
and receive internal briefings on technical and/or other regulatory
developments that they need to be made aware of. The Company
Secretary supports the Chairman in ensuring that the Board and
Board committees operate within the governance framework
adopted and that communication and information flows within
the Board and its committees and between management and
non-executive Directors are effective.
Communications with shareholders
The CEO and CFO are the Company’s principal contact
with investors, analysts and the financial press. The Company
maintains a comprehensive programme of activities to
ensure their needs are met. This includes stock exchange
announcements, investor meetings, the Annual Report and
updates to the corporate website.
The Board receives regular feedback from shareholders following
meetings with management in results and other investor
roadshows. Analysts’ forecasts and research reports about the
Company and the wider chemicals sector, as well as presentations
and reports from the Company’s joint corporate brokers, are
provided to all Directors, helping non-executive Directors to
develop a clear understanding of the views of major shareholders.
The Chairman and Senior Independent Director are available for
contact by shareholders at any time.
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Nomination Committee report
The Chairman and members of the Nomination Committee
(the ‘Committee’) are shown on pages 30 to 31, together with their
biographical information. Seven meetings were held during 2016
and the attendance records of Committee members are shown
on page 33. The CEO is invited to attend all of its meetings, except
when the discussion concerns him or when it is a meeting of
non-executives only, and other executives are invited to attend
where appropriate.
The Committee’s terms of reference are available on the Company’s
website and the following is a summary of its responsibilities:
– Reviewing the size and composition of the Board, together with
the skills, knowledge, experience and diversity of its members
and making recommendations for change as necessary.
– Carrying out an annual performance evaluation of the Board,
its committees and individual members.
– Succession planning for the Board and leadership team.
The following is a description of the work of the Committee to show
how it has discharged its responsibilities in 2016:
– April: Meeting to discuss general CFO succession plans,
non-executive Director succession plans and Board skill-set
and diversity.
– May: Meeting to ratify CFO recruitment process (appointment
of adviser, role specification, etc) and discuss list of candidates
with a view to selecting a preferred candidate.
– June: Meeting to discuss progress on the CFO recruitment
process, Board evaluation process for 2016 and non-executive
Director succession plans (including diversity in its broadest
sense and agreeing the choice of recruitment adviser and a role
specification).
– July: Meeting to discuss Board performance evaluation approach
(and approve a draft questionnaire to be used), non-executive
Director recruitment process and progress, and executive
leadership team structure and plans.
– October: Meeting to discuss Board diversity and the Hampton-
Alexander review (including agreeing an aspirational target and
considering the Board’s diversity policy and wider Company
policy and plans in this area), update on the non-executive
Director recruitment process (including consideration of
candidates and Board skill-set).
– November: Meeting of non-executive Directors only.
– December: Meeting to select Sandra Boss as the preferred
candidate and approve her recommendation to the Board for
appointment as a non-executive Director.
– December: Separate meeting to approve the appointment
of Sandra Boss, consider increasing the size of the Board to
broaden its skill-set and increase resilience, discuss the results
of the Board evaluation, review the Chairman’s performance and
review the Committee’s terms of reference.
CFO recruitment process
The Committee led the selection process for the appointment of
a new CFO. A role specification was drawn up detailing the skills,
experience and capabilities required. The Committee considered
this and other procedural matters such as confidentiality and
timetable. Russell Reynold Associates, who have no connection
with the Company, were engaged as the adviser for the process.
A long list of candidates was identified and a short list of three
candidates (including a female candidate) were interviewed by
all of the Directors in different stages. Following these interviews,
the Committee recommended to the Board the appointment of
Ralph Hewins as the Company’s CFO.
Non-executive Director recruitment process
Noting that Andrew Christie would have served for nine years by
August 2017, the Board took the opportunity to review its size and
composition and decided that a new non-executive Director would
be appointed early in 2017, to increase its international profile and
expertise, as well as strengthen the skill-set and resilience of the
Board. The candidate would replace Andrew Christie but there
would be an overlapping period. A role specification was agreed
reflecting the skills and diverse background that the Board wanted
and Korn Ferry Hay group, who had previously acted for the
Company before as Korn Ferry Whitehead Mann and who have no
connection with the Company other than as a recruitment adviser,
were engaged as the adviser for the search process.
A long list was reviewed by the Committee from which a short list
of six candidates (including at least half who were female) was
selected for interview. The group of finalists met with all Directors
before the Committee decided to recommend Sandra Boss for
appointment by the Board. In reaching its recommendation, the
Committee concluded that the calibre of the finalist candidates was
such that the Board would benefit by broadening its international
profile and expertise, as well as by improving its resilience. It was
therefore decided that the Board should increase its number from
seven to eight by appointing Dorothee Deuring as an additional
non-executive Director.
2016 Board evaluation
Following the external Board evaluation in 2015, the Committee
decided to conduct last year’s Board evaluation without external
assistance. A qualitative questionnaire survey was produced
in-house covering all aspects of the Board’s structure, composition
and operation, Board interactions (internal and external), and
business strategy, risks and priorities. In addition, there were
specific sections on the Audit, Nomination and Remuneration
Committees (including how well they were chaired and organised,
the quality of Committee papers as well as their effectiveness).
Furthermore, I met with each of the Directors to discuss their
performance and any developmental needs. The outcome of the
review highlighted that the Board and its committees are effective
and well run, the executive and non-executive Director interactions
are positive and the impressions of the CEO and CFO are that both
are hungry to reignite growth in the Company. The areas to focus
attention on included: Board and leadership team transition,
management information/performance management, delivery of
strategic priorities and talent management.
Following the evaluation review, the Board is satisfied that all
our Directors contribute effectively and demonstrate appropriate
commitment to their role and, therefore, shareholders are asked
to support their election/re-election at the AGM. Shareholders may
find the biographical information provided on pages 30 and 31
useful to help them understand how a Director’s background or
experience influences the contribution he or she makes to the
operation and effectiveness of the Board. This will also assist
shareholders in assessing the skills and experience of the Board,
as a whole, when determining how to vote on certain resolutions at
the AGM. The information should also be read in conjunction with
the Notice of Meeting accompanying this Annual Report proposing
the election/re-election of all Directors at the 2017 AGM, with the
exception of Andrew Christie.
Andrew Duff
Chairman, Nomination Committee
1 March 2017
Elementis plc Annual report and accounts 2016
35
Audit Committee report
The members of the Audit Committee (the ‘Committee’) are shown
on pages 30 to 31, together with their biographical information.
As well as being Chairman, I am the Committee member with
recent and relevant financial experience required under governance
rules. Steve Good and Nick Salmon have relevant industry and
sector experience and complement Andrew Christie’s investment
banking and my corporate finance experience. There were four
meetings held last year and the attendance records of Committee
members are shown on page 33. The Chairman of the Board, both
executive Directors and representatives of both the external auditor
(Deloitte LLP) and internal audit provider (PricewaterhouseCoopers
LLP) have a standing invitation to attend all Committee meetings,
except when an agenda item concerns either the external or
internal auditor or is only for Committee members to meet with the
external or internal auditor without management or anyone else
being present.
During the year, the Committee’s terms of reference, a copy of
which is available on the Company’s website, were reviewed and
updated. The following is a summary of the Committee’s
responsibilities:
– Monitor the integrity of Group financial statements, financial
reporting and related statements, as well as the clarity and
completeness of disclosures (including narrative reports and
governance statements accompanying financial and related
statements).
– Ensure the appropriateness of accounting policies, any changes
to them, and any significant estimates and judgements made.
– Review the effectiveness of internal control, compliance and risk
management systems (including whistleblowing arrangements).
– Oversee all aspects of the relationship with the internal and
external auditors, such as: negotiating and approving their terms
of appointment, fees, the scope, manner and programme of
work; monitoring resourcing, performance and effectiveness,
independence and objectivity taking into account relevant UK
professional and regulatory guidelines; approving the policy on
non-audit services; making recommendations to the Board for
their dismissal or changes; and supervising any tender process.
The following is a description of the work of the Committee to show
how it has discharged its responsibilities in 2016:
February
– Met with KPMG without management present.
– Reviewed in combination with KPMG’s audit report the 2015
Annual Report (and associated preliminary results statement),
management representation letter to the auditors, internal control
and going concern statements, tax, litigation and compliance
reports (including whistleblowing arrangements) and the
effectiveness, independence and objectivity of the auditors.
– Recommended to the Board the approval of the 2015
Annual Report.
– Recommended to the Board the appointment of Deloitte
as external auditor of the Company.
– Considered non-audit services and fees undertaken by
KPMG during 2015.
36
Elementis plc Annual report and accounts 2016
June
– Reviewed PwC’s H1 internal audit programme report and
management’s responses to the audit findings.
– Considered Deloitte’s transition and audit plan for 2016.
Approved Deloitte’s letter of engagement and proposed
fee for H1 and year-end audit.
July
– Considered in combination with Deloitte’s H1 review report
the 2016 interim results announcement (incorporating a
management report and condensed financial statements
and notes), management representation letter to the auditors
and the half year litigation, compliance and tax reports,
as well as the half year going concern statement.
– Reviewed and confirmed the Company’s compliance
programme.
– Approved the updated non-audit services policy taking into
account revised regulatory requirements and guidance.
– Considered briefings on the FRC’s Corporate Reporting Review
and UK Corporate Governance Code 2016 and Guidance on
Audit Committees.
December
– Met with PwC without management present to consider the
Group’s internal audit programme.
– Reviewed the effectiveness of the internal audit programme and
PwC’s performance, supported by the results of a survey
questionnaire completed by finance staff.
– Received PwC’s H2 internal audit programme report.
– Reviewed the adequacy of resources made available to PwC and
the arrangements they have in place to ensure they can deliver an
effective internal audit service.
– Approved the re-appointment of PwC as internal auditors, agreed
fees and programme of work for 2017.
– Approved Committee Terms of Reference that had been updated
to include the Financial Reporting Council’s ‘Enhancing
Confidence in Audit’ and amendments to the UK Corporate
Governance Code.
– Received an update on the audit plan and progress from Deloitte.
Significant accounting and other issues
The primary areas of accounting judgement considered by
the Committee in relation to the 2016 financial statements are
listed below.
Restructuring
The new Chief Executive Officer reorganised the management
structure and various parts of the business. The costs of this
exercise, including redundancy costs, as well as recruitment and
other costs associated with changes in the management structure,
was $3.0 million. The Committee considered these costs and their
presentation as adjusting items as shown in note 5.
Environmental provisions
The Committee considered the Group’s decision to reduce the
discount rate it uses to value liabilities which resulted in a charge of
$4.5 million. In addition, continuing remediation work on the legacy
Chromium site at Eaglescliffe was reviewed and, based on the
estimated outstanding tasks and their timeframe, resulted in a
charge of $3.5 million.
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ACT and deferred tax assets
The Board continues to monitor the justification for, and carrying
values of, ACT recoverable and deferred tax assets as part of the
Group tax strategy.
Retirement benefit obligations
The Committee considered the assumptions used for the IAS 19
calculation of the surplus/deficit across the Group’s different
schemes. In addition the Committee considered the availability of
the pension surplus recognised on the UK pension scheme taking
into consideration any future contributions.
Revenue recognition
The Group’s revenue recognition accounting policy was considered
during the year, including the assessment over the international
shipments which resulted in a restatement to the Group’s revenue
recognition as disclosed in note 31. The Committee satisfied itself
that the Group had appropriately recognised revenues in
accordance with their contractual obligations during the period,
paying particular attention to period end cut-off.
Auditor rotation and tendering and Competition and
Markets Authority order – statement of compliance
As reported this time last year, the Committee carried out an audit
tender process in 2015 that resulted in the appointment of Deloitte
LLP as auditor in April 2016.
The Committee therefore confirms that the Company is compliant
with the order on mandatory tendering of audit contracts.
Audit effectiveness, objectivity and independence
As Chairman of the Committee I meet with the audit partner
frequently, including for both audit planning and review meetings.
The Committee meets the audit partner and usually the senior
manager at all four of its formal meetings but it is the CFO and
finance teams who have most exposure to the audit team.
To help the Committee carry out a formal review of the external
auditor’s performance, a questionnaire based evaluation is usually
undertaken towards the end of each year end audit cycle by
members of our finance team globally. The questionnaire used is
the template produced by KPMG’s Audit Committee Institute which
considers comprehensively different aspects of the audit process.
The Committee also monitors audit effectiveness by reviewing
Audit Quality Inspection reports published by the FRC.
Since 2016 was Deloitte’s first audit, we decided not to undertake
a questionnaire survey of the field locations but to review Deloitte’s
performance by reference to the quality of its audit report and
opinion, its engagement with management and its quality
assurance procedures. The Committee concluded Deloitte’s
performance to be satisfactory and that the audit is effective as
measured against their letter of engagement and the scope of
services agreed.
The Committee considers the auditor’s objectivity and
independence at least twice a year. It receives reports from
Deloitte on its internal quality control and independence rules,
and keeps under review the level of non-audit services Deloitte
provides. The Committee is of the view that Deloitte were
objective and independent throughout the 2016 audit process
notwithstanding the level of non-audit services provided.
Non-audit services
In 2016, non-audit services of $0.3 million from Deloitte were
approved by the Committee (2015: $0.8 million to KPMG). These
services consisted mainly of tax advisory services for our Taiwan
entity and due diligence support in relation to the acquisition of
SummitReheis. Deloitte’s knowledge of the business meant it could
provide these services cost effectively and the safeguards
described earlier mean the Committee does not consider the
provision of these services to affect the auditor’s independence
and objectivity.
The Company’s policy on non-audit services contains guidance
on the types of non-audit work that the external auditors may be
considered for. This guidance is in addition to other specified
factors that must be taken into consideration, such as the expertise
and resources of the firm, whether the services could risk
jeopardising audit independence and the fee relative to the audit
fee. Examples of services that the external auditors may and may
not be allowed to perform under the policy can be found on the
Company’s corporate website. The policy was reviewed during the
year to ensure compliance with new EU rules on the provision of
non-audit services by auditors.
Under the policy, the CFO may approve individual engagements
where the fee is up to 15 per cent of the Group’s audit fee for the
year, provided that the total non-audit fees in the year do not
exceed 50 per cent of that Group audit fee. Decisions above these
thresholds must be referred to the Committee for determination.
Internal control and risk management system
The Committee’s formal remit includes reviewing the effectiveness
of the internal control, compliance and risk management systems
which it carries out in support of the Board’s formal review of
significant risks and material controls, as summarised in the Risk
management report. The focus of the Committee’s work when it
reviews internal audit reports is mainly on financial, operational and
compliance risks. PwC, who provides an outsourced internal audit
function, plays a significant role in the Group’s internal control
process, which is designed for the purposes of preventing material
financial loss and fraud, safeguarding the value of assets (including
reputation) and ensuring compliance with laws, regulations and
Group policies.
The Group’s internal control and risk management system is only
designed to manage, rather than eliminate, the risk of failure to
achieve business objectives and therefore the Board can only
provide reasonable, and not absolute, assurance against material
mis-statement or loss. The Board is of the view that an ongoing
process for identifying, evaluating and managing significant risks
faced by the Group was in place throughout the financial year
under review and up to the date that this Annual Report was
approved. No significant internal control failings or weaknesses
were reported last year so none is disclosed here.
Set out below is a summary of the key features of the Group’s
internal control and risk management system.
Control environment
The Group has policies and procedures that set out the
responsibilities of business and site management, including
authority levels, reporting disciplines and responsibility for
risk management and internal control. In addition, annual
compliance statements on internal control are certified by
each operating segment.
Elementis plc Annual report and accounts 2016
37
Fair, balanced and understandable
The Board and Committee understand the governance
requirements for the Annual Report, taken as a whole, to be fair,
balanced and understandable, and that ‘fair’ should mean
reasonable and impartial, ‘balanced’ should mean even handed in
terms of being positive and negative and ‘understandable’ should
mean simple, clear and free from jargon or unnecessary clutter.
The Board and Committee consider the Annual Report for 2016,
taken as a whole, to be fair, balanced and understandable, and
provides the information necessary for shareholders to assess
the Company’s position and performance, business model and
strategy. In coming to this view, the Board and Committee took
the following into consideration: (i) meetings between the
Committee Chair and the audit partner, as well as between the
auditor and the Committee without management being present;
(ii) discussions at the audit clearance meeting; (iii) discussions with
management on the progress of the audit at different stages of the
audit process; and (iv) feedback obtained from members of the
leadership and finance teams, as well as from the Company’s
brokers and other advisers.
Anne Hyland
Chairman, Audit Committee
1 March 2017
Audit Committee report continued
Risk identification and review
A formal risk review process exists at Board and leadership team
levels for the identification, evaluation, mitigation and ongoing
monitoring of risks. See separate Risk management report.
Financial reporting
The Group operates a comprehensive financial reporting system
including forecasts, consolidation and monthly reporting. Board
reports include full management accounts, comprising monthly
and year to date profit and loss statements, cash flow statements
and balance sheet, with segmental and individual business
performance analyses, as well as relevant performance indicators.
Actual monthly results are monitored against budget, forecasts
and the previous year’s results. Any significant variances are
investigated and acted upon as appropriate. As well as monthly
management accounts, each operating division prepares an
annual and a three year operating plan which is approved by the
Board. Thereafter a formal re-forecasting exercise is undertaken
three times a year.
Investment appraisal
There are clearly defined investment guidelines for capital
expenditure. All investment expenditure is subject to formal
authorisation procedures, with major proposals being considered
by the Board.
Internal audit programme
An internal audit programme is proposed by PwC in consultation
with the CFO and approved by the Audit Committee each year,
setting out a programme of audits over the course of the next 12
months. The programme covers the monitoring of the effectiveness
of internal controls and the design of processes to test the
effectiveness of controls. As well as conducting audits of operating
facilities, sales offices and toller sites on a two to three year
rotational basis, the internal audit programme includes reviews of
Group functions and processes. Examples of some of the internal
audits conducted during 2016 include: EU Shared Services Centre,
IT resilience, cyber security, Specialty Products’ sites in the US and
China and Chromium’s Castle Hayne and Corpus Christi sites.
Controls assurance
The controls assurance framework at Elementis is threefold:
– Board leadership supported by an open and transparent culture
of ‘no surprises’, good governance and compliance. This means
knowing and understanding the businesses, quality interactions
between the Board and the leadership teams (including a regular
programme of presentations and reports to the Board, as well as
operational site visits).
– Internal and external audit programme, regular litigation and
compliance reviews with the General Counsel and a programme
of compliance audits, regulatory inspections, environmental
reviews and property surveys by external specialists.
– Code of Business Conduct and Ethics on which all employees
are given training and are required to self certify compliance with,
supplemented by an online compliance training programme, an
anti-bribery and corruption policy, which contractors are also
required to sign up to, whistleblowing arrangements and an
anti-retaliation policy.
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Elementis plc Annual report and accounts 2016
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Directors’ remuneration report
Chairman’s annual statement on remuneration
The remuneration policy approved by shareholders in 2014 was
amended with shareholder support in 2015, following a Board
refreshment process, and, consequently, the Remuneration
Committee (the ‘Committee’) is not presenting a new remuneration
policy for shareholder approval at this year’s AGM in April.
LTIP
The performance period for the 2014 LTIP awards ended in 2016.
Neither of the threshold targets under the EPS and TSR conditions
was met and, accordingly, none of the 2014 awards will vest in
April 2017.
We welcomed Paul Waterman as CEO this time last year and
Ralph Hewins as CFO towards the end of 2016. Shareholders
will have read, elsewhere in this Annual Report, about the strategy
review that Paul undertook in his first few months at Elementis
which culminated in a Capital Markets Day in November 2016.
Under the leadership of Paul and Ralph, the business will be
implementing the actions required to deliver growth plans set by
the Board, to create value for our shareholders over the medium
term. The remuneration packages for both Paul and Ralph are in
line with the policy approved in 2015 and provide a significant
weighting on performance-related pay.
The Committee will take into consideration the strategic priorities
outlined by Paul and Ralph at the Capital Markets Day when
reviewing the remuneration policy report this year and it is quite
possible that changes will be made to our remuneration policy
for Board members and the leadership team. We will consult with
our major shareholders in good time and before presenting the
changes for a shareholder vote next year.
Variable remuneration outcome for 2016
Bonus plan
As reported elsewhere in this Annual Report, trading conditions in
2016 presented challenges to the Group hence the Company is
reporting performance that is below the minimum target thresholds
and no bonus subject to financial performance measures (PBT
and average working capital (‘AWC’)) is payable in respect of 2016,
which make up 70 per cent of the overall bonus opportunity. In
respect of bonus subject to non-financial objectives (‘NFO’), which
has a 30 per cent weighting, I can report that these have been met
mostly and the percentage vesting is as follows:
Max bonus
opportunity as
% of salary
134.43*
37.91**
114.41***
Director
P Waterman
R Hewins
B Taylorson
* pro-rated from 8 February 2016 (from 150%)
** pro-rated from 12 September 2016 (from 125%)
*** pro-rated to 30 November 2016 (from 125%)
% of
NFO met
27.5/30
30/30
30/30
Bonus vesting
as % of max
opportunity
36.97
11.37
34.32
The Committee and the Board are fully satisfied that the bonus
payments in 2016, which are for delivering objectives for the
executive Directors set by the Board, are justified. The personal
objectives set were related to growing the business, improving
the overall effectiveness of the organisation, managing change
and the risk from the transition to the new executive leadership
and maintaining investor confidence. More details are given later.
Elementis delivered total shareholder return over the three year
period of 9 per cent, compared to 18 per cent from the FTSE
All Share Index (excluding investment trusts). EPS for 2016 was
16.8 cents compared to 23.0 cents in 2013.
2017 policy implementation
The following summarises the application of our remuneration
policy in the current year.
Salaries
The Committee awarded Paul Waterman and Ralph Hewins a
salary increase of 2.8 per cent and 2.9 per cent, respectively,
with effect from 1 January 2017, which is in line with the average
increase for the US and UK salaried workforce.
Bonus plan
The remuneration policy approved by shareholders in 2015 gives
the Committee flexibility in setting bonus plan targets (financial and
non-financial), their weighting and the basis of measurement.
In respect of the 2017 bonus plan, the Committee has decided
to retain the non-financial component with the same weighting of
30 per cent of the bonus opportunity. This will be based on the
delivery of specific and measurable objectives that are related to
the Company’s strategic priorities set by the Board. In terms of
the financial metrics (70 per cent of bonus opportunity), these
will continue to be based on PBT and AWC, with a respective
weighting relative to total bonus opportunity of 50 per cent and
20 per cent. For the PBT condition, threshold, plan and stretch
targets are set at levels the Committee considers to be
appropriately stretching, after taking into account both the 2017
operating plan and external market data. The AWC condition will
also utilise a target range based on the 2017 operating plan. Details
of bonus targets and objectives will be disclosed on a retrospective
basis in next year’s report.
The Committee has discretion to modify the overall amount of
bonus payable in exceptional circumstances and acting in the best
interests of the Company. The actual criteria and weighting will be
reviewed annually to ensure they remain appropriate.
LTIP
Turning to the LTIP for 2017, the Committee does not plan to make
any changes to the structure or operation of the plan, so the
performance conditions will continue to be based on EPS and
TSR performance (split 50:50). As in previous years, EPS is defined
as being the fully diluted EPS after adjusting items and TSR is
measured against constituents of the FTSE All Share index
(excluding investment trusts). EPS target setting for the 2017
awards is based on the same structure as last year and the range
is unchanged (average annual EPS growth of 3 per cent to
10 per cent) which the Committee considers to be appropriately
challenging through the cycle.
Elementis plc Annual report and accounts 2016
39
Directors’ remuneration report continued
In respect of Brian Taylorson stepping down as CFO, the Company
served 12 months’ notice in accordance with Brian’s service
contract, which will run to 16 May 2017. His 2014 LTIP award
lapses as the performance conditions were not achieved and his
2015 and 2016 awards will lapse on his leaving date. Since ceasing
to hold office as CFO and a Director at the end of October 2016,
Brian, who is available to the Board as required and remains
under notice, has continued to receive his basic salary, contractual
benefits and pension supplement. Brian provided support to
Ralph on a full time basis until the end of November 2016
to ensure a smooth transition. Consequently, the Committee
decided to scale back his 2016 bonus entitlement by one month.
Brian will not be participating in the 2017 bonus scheme or LTIP.
Brian’s departure from office will result in no cost to the Company
beyond paying contractual remuneration up until the date his
contract ceases. Further details are included in the Annual report
on remuneration.
Summary
The Committee has considered at length the structure and
operation of the incentive plans, as well as the target setting,
and believe these to be challenging and appropriate, and in the
past year reflected the transition to a new senior management
team. The Committee is committed to maintaining appropriate
and testing targets for the calculation of performance-related pay.
On behalf of the Directors, I ask our shareholders to support
the actions the Committee has taken.
This Directors’ remuneration report for 2016 was prepared by
the Committee and has been approved by the Board.
Signed on behalf of the Board by:
Andrew Christie
Chairman, Remuneration Committee
1 March 2017
Non-executive Director fees
The fee levels for all non-executive Directors (Chairman’s fee,
basic fee and additional role fee) were reviewed in December 2016
and the outcome, which received the full support of the Board,
was to make the following adjustments:
– Chairman: 2.9 per cent increase.
– Basic fee: 2.9 per cent increase.
– Additional role fee: 2.9 per cent increase.
The additional role fee applies only to the SID and the Chairman of
the Audit or Remuneration Committee.
CFO transition
Ongoing remuneration
As previously published on the Company’s website, Ralph Hewins’s
starting remuneration package is as follows:
– Basic salary: £325,000 p.a.
– Benefits: as per policy.
– Bonus opportunity: 125 per cent of basic salary (with 50 per cent
share based deferral).
– LTIP award: 175 per cent of basic salary.
– Pension: salary supplement of 25 per cent of basic salary.
One of the Committee’s stated objectives is to rebalance the
proportion of fixed to variable remuneration, to provide a greater
incentive to the executive Directors to deliver strong, sustainable
financial performance and enhanced returns to shareholders.
This was reflected in both Paul Waterman’s and Ralph Hewins’s
salary levels, which were positioned below their predecessors,
and took other factors into consideration including incentive
pay opportunities.
Buyout awards
In addition, certain buyout awards were agreed to replace
remuneration forfeited by Ralph when he left BP to join Elementis.
These have also been published on our website previously and
details are set out in the Annual report on remuneration.
Director departures
David Dutro retired as CEO last year and the Committee, having
taken advice from New Bridge Street (‘NBS’), mitigated the cost
to the Company by not making any payment in lieu of notice.
Instead it exercised discretion under the rules of the Long Term
Incentive Plan (‘LTIP’) to waive pro-rating for time in respect of
the 2014 award, which was not expected to vest. As anticipated,
the performance conditions for the 2014 LTIP awards were not
met and these awards will lapse in full. David Dutro’s retirement
from office resulted in no cost to the Company beyond paying
contractual remuneration (fixed elements only) up until the date
his employment ceased.
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Elementis plc Annual report and accounts 2016
Remuneration policy report
Effective date and duration of remuneration policy
This part of the Directors’ remuneration report (the ‘Remuneration policy report’), which is mostly restated for reference purposes only
(and updated where appropriate), sets out the remuneration policy for the Directors of the Company that was approved by shareholders
at the 2015 AGM. The remuneration policy is effective for three years from 22 April 2015.
Where the text in this Remuneration policy report is in bold and underlined, this shows a change in implementation different from last year
(but within the approved policy), or an update or re-wording of the text from last year.
Policy table
The information in the table below sets out the remuneration policy for the different elements that make up total remuneration applying
to Directors.
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Basic salary
Purpose and link to Company's strategy
How it operates in practice
Maximum potential value
Targeted at a level to attract and retain the world class executives who are essential
to drive the business forward and deliver the Company’s strategic goals.
Formal salary review normally every three years, with benchmarking analysis utilised
for reference purposes against relevant market comparators, as appropriate, taking into
account the size of the Company (revenue and market capitalisation), complexity of the
roles (including changes to both size and roles) and individual performance.
Annual salary increases that are broadly in line with the local workforce (in percentage
of salary terms), subject to Committee approval.
Increases beyond the average of those granted to the local workforce (in percentage
of salary terms) may be awarded in certain circumstances, such as where there is a
material change in responsibility or experience of the individual, to recognise exceptional
performance over a sustained period or a significant increase in the complexity, size or
value of the Company.
Where new joiners or recent promotions have been placed on a below market rate
of pay initially, a series of increases above those granted to the local workforce
(in percentage of salary terms) may be given over the following few years subject to
individual performance and development in the role.
Salaries are normally reviewed in December and any changes are effective from
1 January in the following year.
There is no prescribed maximum for salary increases. The Committee will be guided
by the general increase for the local workforce and/or broader workforce as a whole,
as well as the circumstances listed above.
Salaries for 2017:
CEO $848,100
CFO £334,425
Benefits
Purpose and link to Company’s strategy
To aid retention and to remain competitive in the marketplace.
How it operates in practice
Maximum potential value
Healthcare benefits in order to minimise business disruption.
Executive Directors may also participate along with other employees in the Group’s
HMRC approved SAYE or other equivalent savings based share schemes to share in the
success of the Group.
Life assurance and private medical health insurance are provided.
Provision of either a company car (for business and personal purposes) or a car
allowance, in both cases having a value that is consistent and commensurate with the
executive’s status and seniority.
Participation in all employee/savings based share option schemes as above.
In addition, benefits in the US, where it is standard, include cover for dental costs,
accidental death and disablement, long term disability and club membership.
SAYE/savings based schemes are subject to individual limits. These are $2,000 per
month in the US and in the UK up to the HMRC prescribed limit (£500 per month).
Other benefits: the Committee will determine the level of benefit as it considers
appropriate, taking into consideration local market practice.
Elementis plc Annual report and accounts 2016
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Directors’ remuneration report continued
Remuneration policy report continued
Annual bonus scheme
Purpose and link to Company’s strategy
How it operates in practice
Maximum potential value
Framework used to assess performance
To incentivise the senior management team to exceed the annual operating plans
approved by the Board at the start of each financial year.
To ensure that a significant proportion of an executive’s total remuneration is based
on corporate/business financial performance that is linked to the Company’s annual
operating plan.
To enable incentive pay to help build and maintain meaningful executive shareholdings
thereby providing greater long term focus.
An annual bonus is earned based on over performance against selected performance
measures which are linked to the Company’s key performance indicators, or the
achievement of strategic and/or operational objectives.
Bonus payments are paid following the approval of full year results. Payments are based
on salaries at the time of payment.
Bonus deferral element: 50 per cent of any cash bonus payable must be awarded in
shares and deferred for two years. Dividends to accrue to deferred share award holders
(or holders of conditional share awards). Deferred shares or conditional awards are
forfeitable for gross misconduct (dismissal for cause).
The Committee may seek recovery and/or withholding of bonuses paid that are later
found to have been based on performance that was mis-stated or incorrectly calculated,
or where the amount of any bonus may have been reduced or withheld due to reasons
of gross misconduct. Recovery and withholding provisions will apply from awards made
in 2015 and apply for a period of three years following payment of any bonus. Detailed
provisions are incorporated into the rules of the various schemes which govern the
terms of a bonus payment and or the making of any deferred share or conditional award.
CEO: 150 per cent of basic salary.
CFO: 125 per cent of basic salary.
A higher annual bonus limit of 200 per cent of basic salary may apply for new recruits.
The performance measure(s) will be based mainly on financial performance although the
Committee reserves the right to select other qualitative or non-financial targets (including
the basis of their measurement) as it considers to be appropriate and which are aligned
to the Company’s strategic objectives for the year ahead.
The financial element of the bonus may include (but are not limited to) the Company’s
key performance indicators which include:
– Profit before tax or other measures of profitability.
– Group average trade working capital to sales ratio expressed as a percentage
(‘AWC’) or other cash flow indicators.
Targets for financial metrics are set relative to the annual operating plan, taking into
account general GDP factors, external market data, current and past performance of
the business, together with any organic or acquisitive growth plans.
For any profit related metric, targets will be set at threshold, plan and stretch levels and
the amount payable for threshold performance shall be determined by the Committee
each year when reviewing annual bonus plans and approving bonus scheme targets.
The Committee keeps performance metrics under review on an annual basis to ensure
they continue to remain appropriate and has the discretion to introduce new metrics or
remove existing ones and amend their relative weightings. As a result, the performance
metrics and weightings may vary in line with the Company’s evolving strategy during
the life of the policy. The profit related element of annual bonus shall not be less than
50 per cent of the overall bonus opportunity.
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Long term incentives
Purpose and link to Company’s strategy
How it operates in practice
Maximum potential value
Framework used to assess performance
The LTIP is the sole long term incentive mechanism and is intended to align the interests
of the executives with the Group’s long term performance, business strategy and
broader interests of shareholders.
When granting awards under the LTIP the Committee generally takes into consideration
the need to motivate and retain the executive Directors and other participants.
The number of options/conditional shares awarded, up to the maximum limit,
is based on the average mid-market closing price of a share on the date preceding
the date of award.
Nil cost options or conditional shares are awarded annually. Options are exercisable
three years from, and within ten years of, the date of award. Share awards vest on the
third anniversary of the date of award.
A post-vesting holding period of two years will apply to annual awards granted
from 2015.
For US participants (e.g. the CEO) the award of conditional shares may be structured in
the form of restricted stock units in order to comply with US tax rules on deferred
compensation particularly in view of the holding period being introduced.
Recovery and withholding provisions similar to those described in respect of annual
bonus payments but relating to the vesting of LTIP awards will apply from 2015 awards.
Dividend rights: dividends will accrue during the three year performance period in
respect of LTIP awards to the extent that they vest. In the case of awards structured as
nil cost options, dividends payable would only be paid when the options are exercised
and when the employee becomes the beneficial owner of the shares.
Tax rules mean US participants will generally exercise and sell at least part of any
options/shares that vest on the date of vesting, in order to meet tax liabilities. This will
continue to be our practice for options/shares not subject to the holding period.
Awards are subject to the achievement of challenging performance conditions and
normally subject to continued service over the vesting period.
CEO: 200 per cent of basic salary at the time of the award.
CFO: 175 per cent of basic salary at the time of the award.
A higher limit of 250 per cent of basic salary may apply to annual awards made
to new recruits.
Awards are subject to achievement of financial (EPS, ROCE or any other relevant
Company financial KPI) and/or relative TSR performance conditions measured over
three financial years beginning with the financial year in which the award is made.
TSR will be measured against the constituents of a broad equity index, or a bespoke
group of appropriate comparator companies.
In determining the target range for any financial measures that may apply,
the Committee ensures they are challenging by taking into account current and
anticipated trading conditions, the long term business plan and external market data.
For any financial performance condition, threshold vesting will start from 0 per cent and
for any relative TSR performance condition, threshold vesting will start at 3.85 per cent.
In both cases this will increase on a straight line basis with 100 per cent vesting for
achieving the stretch targets, which for the TSR performance condition will require at
least upper quartile performance.
Elementis plc Annual report and accounts 2016
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Directors’ remuneration report continued
Remuneration policy report continued
Pension
Purpose and link to Company’s strategy
To aid retention and remain competitive in the marketplace.
How it operates in practice
To provide appropriate retirement benefits commensurate with local market practice,
seniority of the role and tenure with the Company.
Policy for new recruits is a contribution to a non-Company pension scheme and/or cash
in lieu.
The policy for the CEO and the CFO is set out below.
CEO
An annual salary supplement of 20 per cent of basic salary and, for US employees,
participation in two defined contribution schemes being: (i) a US 401(k) Plan, which is
similar to a money purchase scheme, and (ii) a Non-Qualified Deferred Compensation
Plan (the ‘Defined Contribution plans’). The latter plan mirrors the 401(k) Plan except
it allows for contributions in respect of pensionable remuneration over an annual
compensation limit set by the US Internal Revenue Service (2016: $265,000).
The employer match under these two plans includes a regular match of up to 4 per cent
of total pensionable remuneration and a supplemental match of up to 4 per cent, based
on age and length of service.
CFO
An annual salary supplement of 25 per cent of basic salary.
Maximum potential value
The policy for new executives is for a Company contribution of up to 30 per cent
of salary.
Share ownership guidelines
Purpose and link to Company’s strategy
How it operates in practice
Non-executive Chairman and Directors’ fees
Purpose and link to Company’s strategy
How it operates in practice
Under the policy the maximum for the CEO is 20 per cent of his salary and up to
8 per cent of pensionable remuneration depending on the amount of personal
contributions made into the Defined Contribution plans.
The maximum for the CFO is an annual salary supplement of 25 per cent of his
basic salary.
Legacy arrangements exist for existing employees.
To align an executive’s interests with those of shareholders and to encourage executives
to participate and share in the long term success of the Group.
Executive Directors are expected to build up a shareholding in the Company that is
equal in value to 200 per cent of their basic annual salaries.
Shares vesting from share awards, or transferred pursuant to an exercise of any option,
granted under any share incentive or employee share saving scheme may not be sold
(other than to meet a tax liability) until the above shareholding level has been met.
The Committee monitors compliance with these guidelines and can make changes to
them from time to time.
To attract individuals with the relevant skills, knowledge and experience that the Board
considers necessary in order to maintain an optimal mix that ensures the effectiveness
of the Board as a whole in carrying out its duties and responsibilities.
Non-executive Directors’ fees are determined by the Chairman and the executive
Directors, having regard to fees paid to non-executive Directors in other UK quoted
companies and the time commitment and responsibilities of the role.
In the case of the Chairman, the fee level is determined by the Committee. As well as
taking into consideration the above factors, the Committee sets the fee at an appropriate
level necessary to attract a role holder qualified to effectively lead the board of a
company of a similar size and prestige as Elementis.
Fees will be reviewed annually with changes taking effect from 1 January in the
following year.
Fees are payable in cash and non-executive Directors are not eligible to participate in
any pension, bonus or share incentive schemes. No individual is allowed to vote on his/
her own remuneration.
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Differences in executive remuneration policy compared
to other employees
The Committee is made aware of pay structures across the wider
Group when setting the remuneration policy for executive Directors.
The Committee considers the general basic salary increase for the
broader Group and, in particular the employees based in the US,
UK and Europe, when determining salary increases for the
executive Directors.
The same principles and values behind the design of remuneration
for the executive Directors apply to other members of the
leadership team and employees throughout the rest of the Group,
with modifications to reflect local market practice and the level
of seniority and ability to influence Group performance. Overall,
the remuneration policy for executive Directors is more heavily
weighted towards variable pay than for other employees. This
ensures that there is a clear link between the value created for
shareholders and the remuneration received by the executive
Directors given it is the executive Directors who are considered to
have the greatest potential to influence shareholder value creation.
The level of variable pay varies by level of employee within the
Group and is informed by the specific responsibilities of each role
and local market practice as appropriate.
How the views of employees are taken into account
The Group does not actively consult with employees on executive
remuneration. The Group has a diverse workforce operating in
nine different countries, with various local pay practices,
which would make any cost effective consultation impractical.
However, as noted above, when setting the remuneration policy
for executive Directors, the Committee takes into account the
pay and employment conditions for other employees in the Group.
This process ensures that any annual increase to the basic pay
of executive Directors is not out of proportion with that proposed
for other employees.
Link between policy, strategy and structure
The remuneration policy is principally designed to attract, motivate
and retain the executive Directors and other members of the
leadership team to execute effectively our corporate and business
strategies in order to deliver our annual operating plans and
sustainable year on year profitable growth, as well as to generate
and preserve value for our shareholders over the longer term,
without encouraging excessive levels of risk taking. The principles
and values that underpin our remuneration strategy are applied on
a consistent basis for all our Group employees.
It is our policy to reward all employees fairly, responsibly and by
reference to local market practices, by providing an appropriate
balance between fixed and variable remuneration.
The Committee’s policy is to adequately reward the Directors if they
meet or exceed the targets set under the variable components of
their remuneration packages.
The remuneration structure for executive Directors is made up
of two elements: fixed remuneration (consisting of basic salary,
benefits including for example non-contributory health insurance
and life assurance and pension provision), and variable
remuneration (annual bonus scheme and long term share
incentives).
Choice of performance measures and approach
to target setting
The performance metrics that are used for annual bonus and long
term incentive plans are drawn from a suite of Company KPIs
monitored by the Board that are closely linked to the financial KPIs
on page 16.
In the annual bonus scheme, the financial measures currently used
include PBT and AWC. PBT (defined as reported Group profit
before tax, after adjusting items) is a clear measure of the
Company’s trading performance and AWC encourages the most
efficient use of working capital and ensures earnings are converted
into cash. These metrics are aligned with the Company’s objectives
and strategy. Since 2016 non-financial criteria have formed
a component of the performance measures in the bonus
scheme and these can be based on Company specific
business objectives, such as the achievement of specific
strategic or operational goals including metrics that
take account of business or corporate performance in
environmental, social and governance areas and typically
incorporate specific HSE related targets or objectives.
With regards to long term performance targets, EPS growth or
ROCE targets may be used and these are aligned with the long
term levels of shareholder value creation and growth of the
Company. A relative TSR condition ensures that there is clear
alignment between shareholders and executives.
Where appropriate, targets are set based on sliding scales that
take account of internal planning and external data. Only modest
rewards are available for delivering performance at threshold levels
or above with maximum rewards requiring outperformance of our
challenging plans approved at the start of each year.
The Committee keeps the EPS target range under annual review,
for each new award, to ensure it continues to remain appropriate.
Elementis plc Annual report and accounts 2016
45
Directors’ remuneration report continued
Remuneration policy report continued
Reward scenario analysis
CEO
£’000
3,000
2,500
2,000
1,500
1,000
500
0
42%
31%
41%
27%
33%
24%
43%
100%
Fixed
On target
Maximum
CFO
£’000
3,000
2,500
2,000
1,500
1,000
500
0
31%
22%
47%
41%
40%
29%
31%
On target
Maximum
100%
Fixed
Fixed
Annual bonus
LTIP
Fixed
Annual bonus
LTIP
The bar charts above illustrate the potential pay opportunities for executive Directors under three different scenarios for 2017. The CEO’s
remuneration has been converted into pounds sterling using the average exchange rate for 2016 ($1.3649:£1.00).
– Fixed: Comprises fixed pay being the value of salary, benefits and pension (benefits are included at an annualised level for 2016 and for
the CEO, the employer’s matching contributions to Defined Contribution plans are included at the estimated level of 4.5 per cent
of salary).
– On target: The amount receivable assumes performance in which 50 per cent of annual bonus is payable and 50 per cent of long term
incentive awards vest.
– Maximum: the maximum amount receivable should all stretch targets be met and vesting under both the annual bonus scheme and LTIP
is 100 per cent.
When valuing the LTIP awards under the ‘On target’ and ‘Maximum’ scenarios, these are based on face value as a percentage of salary.
The LTIPs also relate to awards to be made in 2017 rather than any awards vesting in 2017. For example, if the level of award for the CEO
is 200 per cent of basic salary, then the ‘On-target’ scenario assumes that 50 per cent will vest and that value is included in the chart
illustration. LTIPs exclude any dividend rights and excludes buy-out awards.
Recruitment policy
For executive Director recruitment and/or promotion situations, the Committee will follow the policy outlined below:
Element
Basic salary
Benefits
Pension
Annual bonus
Policy
Basic salary levels will be set in accordance with the Company’s remuneration policy, taking into account
the experience and calibre of the individual (e.g. typically around market rates prevalent in companies of
comparable size and complexity) or salary levels may be set below this level (e.g. if the individual was promoted
to the Board). Where it is appropriate to offer a below market rate of pay initially, a series of increases to the
desired salary positioning may be given over the following few years subject to individual performance and
development in the role.
New Directors may be entitled to benefits such as life assurance, private medical health insurance, cover for
dental costs, accidental death and disablement, long term disability and provision of either a company car
(for business and personal purposes) or a car allowance, or any other appropriate benefit.
Where necessary the Committee may approve the payment of reasonable relocation expenses to facilitate
recruitment for a maximum period of 12 months.
A Company contribution into a pension plan and/or cash supplement of up to 30 per cent of salary.
Legacy pension arrangements for promotees which may include defined benefit or US style arrangements may
continue to operate on their existing terms.
The annual bonus would operate as outlined for current executive Directors but to aid recruitment where
necessary the maximum bonus opportunity is 200 per cent of basic salary. Bonus will be pro-rated for the
proportion of the year served. Depending on the timing and responsibilities of the appointment it may be
necessary to set different performance measures and targets initially.
46
Elementis plc Annual report and accounts 2016
Element
Long term incentives Awards under the LTIP will be granted in line with the policy outlined for the current executive Directors on an
Policy
annual basis but to aid recruitment where necessary the maximum award is 250 per cent of basic salary.
Buy out awards
An award may be made shortly after an appointment (subject to the Company not being in a prohibited period).
For an internal hire, existing awards would continue over their original vesting period and remain subject to
their terms as at the date of grant. In addition, if the grant of awards for that individual precedes his or her
appointment as a Board Director for that financial year, the Committee’s policy would include flexibility to top
up awards for that year (subject to the overall individual salary limit) based on the executive’s new salary.
In the case of an external hire, if it is necessary to buy out incentive pay or benefit arrangements (which would
be forfeited on leaving the previous employer), this would be provided for taking into account the form (cash
or shares) and timing and expected value (i.e. likelihood of meeting any existing performance criteria) of the
remuneration being forfeited.
Replacement share awards may be granted using the Company’s LTIP (up to the individual limit) or outside of
the LTIP if necessary and as permitted under the Listing Rules.
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Outside board appointments
The Company’s policy is to support an executive should they wish
to take on an external board appointment, provided that there
is no conflict of interest and the role does not interfere with the
executive’s commitment or duties. If an executive does take on
an external appointment they may retain any fees paid and will be
restricted generally to only one such external appointment.
Service contracts
Executive Directors’ service contracts contain a termination notice
period not exceeding 12 months.
Name
Date of contract*
Paul Waterman, CEO 6 November 2015
27 June 2016
Ralph Hewins, CFO
Notice period
12 months
12 months
*
The date of the service contract is not the same as the date of
appointment which for Paul Waterman was 8 February 2016 and
Ralph Hewins 12 September 2016.
Copies of the executive Directors’ service contracts are available
for inspection at the Company’s registered office during normal
business hours and will be available for inspection at the AGM.
Policy on payment for loss of office
For the executive Directors, the terms covering termination were
agreed at the date their contracts were made and both are required
to mitigate their loss in the event of loss of office by making efforts
to secure a new position. Payments in lieu of notice to both the
CEO and CFO may be reduced or ceased if either secures a
new position. In both cases, the payments will only be ceased
if the salary in a new position is equal to or more than the
salary on termination; if not the monthly payments will be
reduced by the gross salary earned by the CEO or CFO in his
new position each month.
It is the Company’s policy to follow current market practice and
preclude the inclusion of any payment (benefits, bonus or pension)
other than basic salary in the calculation of termination payments
and a notice period of 12 months. Payments will be phased on a
monthly basis over the remaining notice period.
Termination payments
CEO and CFO
The maximum amount payable under both the CEO’s and CFO’s
contract is basic salary, benefits and pension for 12 months while
each serves his notice period.
The Company may pay compensation in lieu of the notice period
of his basic salary only, to be paid in monthly instalments (pro-rated
for the actual notice period). This would apply if the Company
terminates his contract for any reason other than for cause,
or if he serves notice to terminate his contract in 12 months’ time.
Any entitlement to a bonus for any part of a financial year worked
(including any period of notice worked) prior to cessation of
employment is subject to the rules of the scheme and subject
to performance. No bonus is payable for any period of notice
not worked.
The above summary only addresses contractual rights to payments
in lieu of notice, or during the relevant Director’s notice period,
and may not reflect any settlement or compromise sums which are
separately agreed at the point of termination.
Committee discretion with regard to incentive plans
For any outstanding LTIP awards these are governed by rules of
the plan and only in limited circumstances is discretion permitted.
In such circumstances, the Committee retains the use of discretion
in its administration of the LTIP as contained in the plan rules.
In the specific event of loss of office any discretion exercised would
depend on the circumstances at that time and the performance
achieved during the performance period. In the event of the death
of an executive Director and an award has not yet vested the
Committee, acting in its absolute discretion, may determine vesting
from maturity rather than date of death. If an executive Director
ceases employment due to injury, ill health, disability, redundancy
within the meaning of UK legislation or its overseas equivalent,
transfer out of the Group/sale of business or retirement with
employer’s consent (a ‘Good Leaver’ event) and an award has
not yet vested the Committee, acting in its absolute discretion,
may allow early vesting at the date of cessation rather than at date
of vesting. All such awards would still be subject to performance
conditions, which the Committee may not waive, as well as
pro-rating for time which the Committee, acting fairly and
reasonably, may waive in part or in full if it considers acting fairly
and reasonably it is appropriate to do so.
Similar provisions apply in the event of a change of control, with
performance measured up to the date of the relevant event and
normally scaling back pro-rated for time.
Elementis plc Annual report and accounts 2016
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Directors’ remuneration report continued
Non-executive Directors’ terms of appointment
Non-executive Directors are appointed for a three year term,
subject to annual re-election by shareholders. For non-executive
Directors who have served for nine years or more, they may be
appointed for a further year at a time. Each letter of appointment
provides that the Director’s appointment can be terminated by
the Company on six months’ notice on any grounds without claim
for compensation.
Non-executive Directors are not eligible to participate in any
pension, bonus or share incentive schemes. No individual is
allowed to vote on his/her own remuneration.
The table below provides further details of the letters of
appointment that the non-executive Directors held with the
Company during 2016.
Date of
appointment
Name
Non-executive Directors
A Duff
A Christie
S Good
A Hyland
N Salmon
01/04/14
11/08/08
20/10/14
01/06/13
20/10/14
Date of last
re-appointment
Date of
expiry
N/A
11/08/14
N/A
01/06/16
N/A
25/04/17
10/08/17
19/10/17
31/05/19
19/10/17
Copies of all letters of appointment of non-executive Directors
are available for inspection at the Company’s registered office
during normal business hours and will be available for inspection
at the AGM.
Shareholder engagement
The Committee encourages dialogue with the Company’s
shareholders and would consult with major shareholders and
shareholder representative bodies ahead of any significant future
changes to remuneration policy.
Remuneration policy report
continued
It is the Committee’s policy to exercise these discretions in a way
that would be in the best interests of the Company and depending
on the individual circumstances of each case.
The Company operates an annual cash bonus scheme in which
participation and payments are made subject to the discretion
of the Committee. It is the Committee’s policy to exercise any
discretion in the Company’s best interests and depending on the
individual circumstances of each case.
Following the introduction of bonus deferral requirements, the rules
of the annual bonus scheme have been amended to incorporate
the deferral requirement as well as recovery and withholding
provisions as summarised in the remuneration policy table.
The rules will include discretion for the Committee, acting fairly
and reasonably, to waive deferral on the occurrence of a Good
Leaver event.
Under the amended rules of the LTIP, the holding period will apply
to all participants who receive awards unless the Committee
determines otherwise in its discretion, for example for awards
made to below Board level participants. The holding period will
expire on the earlier of two years and the date of specific events,
such as a Good Leaver event or a change of control, although the
Committee does have discretion to end the holding period for any
other reason. This discretion will not be applied in a way that
creates adverse tax consequences for US participants.
For US participants, grants under the LTIP and Deferred Share
Bonus Plan will be treated as ‘restricted stock units’ so as to result
in deferral of US income taxation until the shares are delivered to
the participants. However, US social security tax will apply to the
value of the grants at vesting (but not again on delivery of the
shares). In order to avoid adverse US tax consequences, certain of
the LTIP and Deferred Share Bonus Plan rules otherwise applicable
to the holding/deferral period have been modified for US
participants (e.g. delivery of shares will result from any separation
from service of the Company and its affiliates regardless of Good
Leaver status).
Legacy matters
Legacy awards or other commitments prior to the approval by
shareholders of this policy report on 22 April 2015, including
those made prior to 27 June 2012 but not modified or renewed
after that date, to current or former Directors may still be paid
notwithstanding that they have only been incorporated by reference
and not been fully described in this Remuneration policy report.
These legacy awards and commitments comprise the LTIP
awards made in 2014, as more fully described in the ‘Annual report
on remuneration’.
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Annual report on remuneration
This Annual report on remuneration shows how the Company’s
policies and practices on Directors’ remuneration will be applied in
2017 and how they were applied in relation to payments in respect
of the financial year ended 2016. This report and the Chairman’s
annual statement on remuneration will be put to an advisory
shareholder vote at the 2017 AGM.
The Committee considers that the bonus targets are commercially
sensitive and therefore plans to disclose them only on a
retrospective basis in next year’s Directors’ remuneration report.
Bonus payments are based on salaries at the time of payment.
All employee share plans
Executive Directors will be entitled to participate in any all employee
share plans on the same terms as any other eligible employee.
Implementation of remuneration policy for 2017
This first section of the Annual report on remuneration describes
how the Committee intends to implement the remuneration policy
for the financial year ending 31 December 2017.
LTIP
For the year to 31 December 2017, the CEO’s and the CFO’s
awards will be 200 per cent and 175 per cent, respectively, of their
basic salaries.
Basic salaries
The Committee considered carefully salary increases for 2017 and
decided to award Paul Waterman and Ralph Hewins each a salary
increase as shown in the table below, which is consistent with the
average increase last year for the respective US and UK workforce.
The performance targets that are intended to apply to the awards
to be granted in the current year are the same as for 2016 in
respect of both the EPS and TSR conditions, which are capable
of paying out independently. For definitions, see page 39.
Salary as at
1 January 2017
$848,100
£334,425
Paul Waterman
Ralph Hewins
* or date of appoinment if later
Salary as at
1 January 2016
$825,000*
£325,000*
Increase
2.8%
2.9%
Pension and benefits
For the year to 31 December 2017, Paul Waterman and Ralph
Hewins will receive the benefits set out in the Remuneration
policy report.
For the EPS condition, the chart shows that awards will vest on a
linear scale from 0 per cent to 100 per cent for average annual EPS
growth of 3 per cent to 10 per cent, respectively (2016: 3 per cent
to 10 per cent). The EPS growth range has taken into account an
assumption of the global inflationary environment and the range
selected provides a strong link to the business strategy and is set
at a level which the Committee considers to be appropriately
challenging through the cycle.
Vesting schedule: EPS performance condition
Percentage of award subject to EPS performance vesting
Information concerning Brian Taylorson’s remuneration in 2017
is set out on page 57.
Annual bonus
The maximum bonus opportunity will be 150 per cent of basic
salary for Paul Waterman and 125 per cent of basic salary for
Ralph Hewins.
100
80
60
40
20
100% vesting
above 10% p.a.
Any bonus will be payable dependent on the achievement of
financial and non-financial performance targets split 70:30.
Of the financial elements these will have the following weights:
PBT 50 per cent and AWC 20 per cent (relative to total bonus
opportunity). PBT is defined as reported Group profit before tax,
after adjusting items, and AWC is the 12 month average working
capital to sales ratio expressed as a percentage. For both the PBT
and AWC conditions, targets will be set on a sliding scale with the
threshold, plan and stretch targets set at levels considered to be
sufficiently challenging and bonus accrual at these levels under
both conditions are 0 per cent, 50 per cent and 100 per cent,
respectively, and linear in between.
For Paul Waterman and Ralph Hewins, the non-financial
performance measures, which will be specific, measurable and
objective, are linked to the achievement of Company specific
objectives that are based on the strategic priorities set out at the
Capital Markets Day held in November last year.
Each of the performance elements (PBT, AWC and non-financial
objectives) is separate and capable of paying out independently.
The Committee has discretion to modify the overall amount of
bonus payable in exceptional circumstances and acting in the best
interests of the Company.
No vesting
below 3% p.a.
0
2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12%
Average EPS growth (% p.a.)
For the TSR condition, the chart shows that awards will vest on a
linear scale from 3.85 per cent to 100 per cent for median to upper
quartile performance, respectively. The TSR condition will be
measured against the companies comprising the FTSE All Share
Index (excluding investment trusts).
Vesting schedule: TSR performance condition
Percentage of award subject to TSR performance vesting
100
80
60
40
20
0
No vesting
below Median
3.85% vesting
at Median
100% vesting
at Upper quartile
or better
Median
Elementis’s position relative to the FTSE All Share Index
(excluding investment trusts)
Upper quartile
Elementis plc Annual report and accounts 2016
49
Directors’ remuneration report continued
Annual report on remuneration continued
Non-executive Directors’ remuneration
For the year to 31 December 2017, the fees payable to the Chairman and non-executive Directors will be as shown below:
Chairman
Non-executive Director
Additional fees:
Senior Independent Director
Chairman of Audit or Remuneration Committee
Fees were increased by 2.9 per cent in line with the UK salaried workforce increase in 2016.
2017
£
180,075
47,330
8,230
8,230
2016
£
175,000
46,000
8,000
8,000
Remuneration payable to Directors for 2016 (audited)
Although the Company reports its results in US dollars the remainder of this report on remuneration is presented in pounds sterling
because the majority of the Directors are UK based and paid in pounds sterling.
A breakdown of the Directors’ emoluments for the year ended 31 December 2016 is set out in the table below.
£’000
Executive Directors
Paul Waterman, CEO1
Ralph Hewins, CFO2
Past Directors
David Dutro3
Brian Taylorson4
Non-executive Directors
Andrew Duff (Chairman)
Andrew Christie
Steve Good
Anne Hyland
Nick Salmon
Total
Total
Notes
1
Fixed
Performance related
Year
Salary/fees
Benefits
Pension
Sub-total
Bonus
LTIP
Sub-total
Total
2016
2015
2016
2015
2016
2015
2016
2015
2016
2015
2016
2015
2016
2015
2016
2015
2016
2015
2016
2015
541
–
100
–
73
571
290
338
175
175
54
54
46
46
54
54
54
54
1,387
1,292
39
–
10
–
7
25
18
20
–
–
–
–
–
–
–
–
–
–
74
45
140
–
25
–
18
167
87
238
–
–
–
–
–
–
–
–
–
–
270
405
720
–
135
–
98
763
395
596
175
175
54
54
46
46
54
54
54
54
1,731
1,742
230
–
38
–
–
–
119
–
–
–
–
–
–
–
–
–
–
–
387
–
505
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
505
–
735
–
38
–
–
–
119
–
–
–
–
–
–
–
–
–
–
–
892
–
1,455
–
173
–
98
763
514
596
175
175
54
54
46
46
54
54
54
54
2,623
1,742
Paul Waterman, who was appointed CEO on 8 February 2016, is based in the US and paid in US dollars. He received an annual salary of $825,000
(2015: nil). His pension comprises 20 per cent of his salary and employer contributions to defined contribution pension schemes. All remuneration shown
has been pro-rated for his 8 February 2016 start date (where relevant). FX used is the 2016 average rate of $1.3649:£1.00. Bonus shown is equivalent to
42.5 per cent of salary. The LTIPs relate to the tranche of his buyout award that vests on 7 March 2017 and has been valued using the average share price
for the three months ended 31 December 2016 and based on 91.2 per cent vesting.
Ralph Hewins was appointed CFO-Designate and a Director on 12 September 2016 and CFO on 1 November 2016. His pension is made up of a salary
supplement of 25 per cent. All remuneration shown has been pro-rated for his 12 September 2016 start date (where relevant). Bonus shown is equivalent
to 38.0 per cent of salary.
David Dutro, who was CEO until 7 February 2016, was based in the US and paid in US dollars. He received an annual salary of $875,500 (2015:
$875,500). His pension comprises 20 per cent of his salary and employer contributions to defined contribution pension schemes. All remuneration shown
has been pro-rated to 7 February 2016. LTIP value assumes that the 2014 awards will lapse in full.
Brian Taylorson was CFO until 31 October 2016 and worked on a full time basis until the end of November 2016. His pension in 2016 comprised a salary
supplement of 30 per cent of his salary. Bonus shown is equivalent to 41.0 per cent of salary and has been pro-rated to 30 November 2016. All other
remuneration shown has been pro-rated to 31 October 2016. LTIP value assumes the 2014 awards will lapse in full.
2
3
4
50
Elementis plc Annual report and accounts 2016
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Determination of annual bonus outcome for performance in 2016
This section shows the performance targets set in respect of the 2016 annual bonus scheme, the level of performance achieved and the
amount of bonus payable to Directors.
Full year bonus
Max as % salary (pro-rated)
PBT ($ million)
AWC (%)
Non-financial
Total full year payment
FY 2016 bonus plan targets
Percentage vesting
Relative
weighting of
performance
conditions
56%
14%
30%
100%
Threshold
Plan
Stretch
108.1
–
–
116.8
21.6
–
122.8
–
–
Actual
result
89.7
22.1
–
Paul
Waterman
CEO
134.43
nil %
nil %
27.5%
27.5%
Ralph
Hewins
CFO
37.91
nil %
nil %
30%
30%
Brian
Taylorson
Past
Director1
114.41
nil %
nil %
30%
30%
1 David Dutro, who served as CEO until 7 February 2016, did not participate in the 2016 bonus plan.
No bonus became payable for the PBT and Average Working Capital elements of the bonus plan. However, certain non-financial
objectives were achieved as follows:
Paul Waterman
Key personal objectives included: (i) initiating a strategy review and developing a strategic plan for reigniting growth at the Company
over the medium term; (ii) restructuring the leadership team and aligning it behind the delivery of the strategic plan; (iii) identifying the
organisational and resourcing needs and developing a succession and development plan for key management roles; and (iv) reviewing
and improving accountabilities for operational risk and improving health and safety performance in the Group.
Achievements included: (i) the completion of a strategic review culminating in widespread acceptance at a Capital Markets Day with focus
on growth in Personal Care and Asia; (ii) initiating the implemention of KAM and the development of a globally coordinated supply chain;
and (iii) the reshaping and implementation of a new leadership structure, with globalised functions such as marketing and R&D, supported
by a new performance management system and the ‘on-boarding’ of a new CFO. Performance fell short of expectations on health and
safety performance in relation to the targets for reduced total recordable injuries and Lost Time Accidents. The Committee determined
that in the light of the above achievements and the strong performance in the role, 27.5 per cent out of 30 per cent should become
payable in respect of the non-financial element of the bonus plan.
Ralph Hewins
Key personal objectives included: (i) managing an effective hand over process with the retiring CFO; (ii) designing a new finance
organisation to support the business in the delivery of its strategy and of its operating model; and (iii) supporting the CEO and leadership
team in the delivery of the Capital Markets Day.
Achievements included: (i) getting up to speed quickly on the control environment and the financial support needs of the business;
(ii) leading the preparation for, and helping to present, a well received Capital Markets Day; and (iii) aligning the internal audit programme
with business priorities and risks, as well as delivering a smooth year end process with appropriate support and engagement for a newly
appointed external auditor. After the year end, Ralph also contributed significantly in the acquisition of SummitReheis, including arranging
the appropriate and most cost effective debt in support of the transaction. The Committee determined that Ralph had made an excellent
contribution to the above objectives and should receive the full 30 per cent award in respect of the non-financial element of the bonus plan.
Brian Taylorson
Key personal objectives included: (i) assisting the CEO to develop a strategic growth plan; (ii) developing relationships between the CEO
and the wider investment, financial and adviser community; and (iii) effecting a smooth transition to Ralph Hewins as CFO. The Committee
determined that Brian has achieved in full all of the objectives he was set and, accordingly, all 30 per cent should become payable in
respect of the non-financial element of the bonus plan.
Elementis plc Annual report and accounts 2016
51
Directors’ remuneration report continued
Annual report on remuneration continued
Directors’ share based awards
Determination of 2014 LTIP awards
Of the Directors in place during the year, only David Dutro and Brian Taylorson held awards made in 2014, shown in the table on page 55
headed ‘Directors’ scheme interests’. These awards have a vesting date of 1 April 2017. The performance conditions (EPS and TSR,
split 50:50) relate to performance over the three financial years ended 31 December 2016. Under the EPS condition, all of the awards
subject to that condition would have vested in full if EPS grew during the three financial years ended 2016 by an average of RPI
+10 per cent p.a. or more. Under the TSR condition, all of the awards subject to that condition would have vested in full if the Company’s
TSR performance (against the FTSE All Share index excluding investment trusts) in the three financial years ended 31 December 2016 was
at or above upper quartile. Over the performance period, the Company’s EPS growth did not achieve the minimum growth threshold and
its TSR performance was 9 per cent which placed it at the 42nd percentile of companies in the FTSE All Share index. Accordingly, none of
the 2014 awards will vest on 1 April 2017 and the LTIP component of the total remuneration figure in the table on page 50 is valued at nil.
Buyout awards in respect of Paul Waterman’s recruitment
The Committee agreed to make replacement awards to Paul Waterman (as explained in last year’s report) with a value of c.$1.5 million,
representing all equity related remuneration being forfeited by him on joining Elementis. Two tranches of awards of restricted stock units
(‘RSUs’) were made on 7 March 2016, each over 225,645 ordinary shares in Elementis.
Within each tranche was a portion (57.5 per cent or 129,745 shares) that was subject only to a service requirement of one or two
years from the date of award (reflecting a minimum vesting value of the forfeited awards). The balance of the award (42.5 per cent
or 95,900 shares) in each tranche was subject to performance conditions based on the following metrics: financial (cash) targets
(30 per cent weight), operational (HSE) targets (30 per cent weight) and specific business objectives related to cost and talent
management (40 per cent weight). These metrics were in nature similar and equivalently challenging to those of the forfeited awards.
The first tranche is due to vest on 7 March 2017 and based on the performance assessment (where applicable), 91.2 per cent of this
award will vest, equivalent to 205,793 shares.
Details of the buyout awards and the performance outcome relating to tranche 1 are shown below.
Grant date
Type of
share award
Award
Tranche 1 Nil cost option 07.03.16
(restricted
stock unit)
Tranche 2 Nil cost option 07.03.16
(restricted
stock unit)
Face value
of award
at grant
(£000s)1
519
Number
of awards
225,645
225,645
519
A summary of
performance
End of the
targets and
vesting
measures
period
07.03.2017 As above
07.03.2018 As above
Percentage that would vest
at threshold performance
57.5% of the award is subject to a time
service condition only, reflecting
a minimum vesting value of the forfeited
awards. Of the 42.5% of the
award subject to performance
conditions, 30% is subject to
cash targets where threshold vesting
is 2/3rds and threshold vesting for the
remaining performance conditions (which
are all non-financial objectives) vary.
1
The share price used to determine the number of awards granted was 230.20 pence, being the average mid-market closing share price on the dealing day
preceding the date of grant.
Tranche 1 overall vesting outcome
57.5 per cent or 129,745 shares: service only condition – will be met: per cent vesting, 100 per cent or 129,745 shares.
42.5 per cent or 95,900 shares: performance conditions (as below) – partially achieved: per cent vesting, 79.3 per cent or 76,048 shares.
100 per cent or 225,645 shares: per cent vesting in total; 91.2 per cent or 205,793 shares.
Performance related outcome (in respect of 42.5 per cent of the award or 95,900 shares)
Cash targets $m (30% weight)
Threshold
73.2
Payout
20%
Plan
78.3
Payout
25%
Stretch
83.2
Payout
30%
Result
77.5
Payout
24.3%
HSE targets (30% weight)
Goals
Environmental performance in 2016 vs set metrics
Safety performance in 2016 vs set metrics
Payout
15%
15%
Result
Achieved
Did not achieve
Payout
15%
nil
52
Elementis plc Annual report and accounts 2016
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Goals
Business segment and central cost targets
Talent management and succession planning objectives
Total performance elements achieved:
Payout
20%
20%
Result
Achieved
Achieved
Payout
20%
20%
79.3%
Tranche 2 performance measures
Similar cash, HSE and operational objectives were set in respect of the tranche 2 awards and, as these are considered commercially
sensitive, they will be disclosed in next year’s remuneration report.
Buyout awards in respect of Ralph Hewins’s recruitment
As previously published on the Company’s website, buyout or replacement awards were agreed with Ralph Hewins in order
to compensate him for forfeiting remuneration triggered when he decided to leave BP to join Elementis. These comprise:
(i) 2014 equity and related awards that were mostly due to vest on 28 March 2017;
(ii) all other remaining 2015 and 2016 equity and related awards that will not vest for another two to three years; and
(iii) his lost 2016 bonus (pro-rated).
The value of (i) will depend on the actual percentage of the BP awards that will vest based on performance, as well as BP’s share price
at the date the BP awards are replaced. These awards will be satisfied (or replaced) through an award in March 2017 of Elementis shares
(or nil cost options) with no performance conditions (reflecting the profile of the forfeited awards) but subject to a two year holding period.
The share price of BP and Elementis that will be used to value the BP award and determine the number of Elementis shares to award will
be the average mid-market closing share price on the dealing day preceding the date of grant.
The awards in (ii) were replaced entirely through a 2016 award on 19 September 2016 of Elementis nil cost options over 240,693 ordinary
shares in Elementis, which is equivalent in value to 154 per cent of Ralph Hewins’s starting salary. These awards are subject to the same
EPS and TSR performance conditions as those made in April 2016 to other participants of the Elementis LTIP and will ordinarily also vest
in April 2019.
Type of
share award
Nil cost option
Grant date
19.09.16
Number of awards
240,693
Face value of
award at grant
(£000s)1
501
End of the
performance
period
31.12.2018
Percentage that
would vest
at threshold
performance
0% of the award
subject to the EPS
condition and
3.85% of the
award subject to
the TSR condition.
A summary of
performance
targets and
measures
Average annual
EPS growth of
3% to 10% and
TSR performance
of median to
upper quartile.
1
The share price used to determine the number of awards granted was 208.20 pence, being the average mid-market closing share price on the dealing day
preceding the date of grant.
The value of (iii) agreed was £139,500 (duly pro-rated) and will be satisfied in March 2017 partly by cash (two thirds) and partly through an
award of Elementis shares or nil cost options (one third). The shares would be deferred for three years with no performance conditions,
reflecting the vesting profile of the forfeited remuneration.
All share based buyout awards to both Paul Waterman and Ralph Hewins were, or will be (where applicable), made under our
remuneration recruitment policy and as permitted under the Listing Rules. Awards are made as part of a stand alone contractual
arrangement borrowing from the terms of the rules of the 2008 LTIP (as amended), save for vesting periods, individual limits and
performance targets (as applicable). The deferred bonus award will borrow from the terms of our Deferred Share Bonus Plan.
All share based awards will be satisfied from repurchased trust held shares.
The Committee took advice from New Bridge Street when valuing the forfeited remuneration and structuring replacement awards and is
satisfied that the value of the replacement or buyout awards for Ralph Hewins is no more than the value of the remuneration forfeited and
that the nature and vesting conditions of the replacement awards are broadly similar to those awards being forfeited.
Elementis plc Annual report and accounts 2016
53
Directors’ remuneration report continued
Annual report on remuneration continued
Annual LTIP awards granted in the year (audited)
LTIP awards made in 2016 are set out in the table below and are subject to EPS and TSR performance conditions (split 50:50) over the
three years to 31 December 2018 as shown in the table below.
Award holder
Paul Waterman Nil cost option
Type of share
award
Grant date
04.04.16
Number
of awards
487,816
Face value of
award at grant
(£000s)1
1,163
(restricted
stock unit)
Brian Taylorson Nil cost option 04.04.16
255,395
609
The end
date of the
performance
period
31.12.2018
Percentage
that would vest
at threshold
performance
0% of the
award subject
to the EPS
condition and
3.85% of the
award subject
to the TSR
condition.
A summary of
performance
targets and
measures
Average annual
EPS growth of
3% to 10%
and TSR
performance of
median to upper
quartile.
1
The share price used to determine the number of awards granted was 238.40 pence, being the average mid-market closing share price on the dealing day
preceding the date of grant.
Details of awards in savings based share schemes are shown in the table on page 55.
Sourcing shares for our share plans
Employee share plans comply with the Investment Association’s (previously ABI) guidelines on dilution which provide that overall issuance
of shares under all plans should not exceed an amount equivalent to 10 per cent of the Company’s issued share capital over any ten year
period, with a further limitation of 5 per cent in any ten year period on discretionary plans. Based on the number of awards that remain
outstanding as at the year end, the Company’s headroom for all plans is 4.6 per cent and for discretionary plans 3.8 per cent of issued
share capital.
54
Elementis plc Annual report and accounts 2016
Directors’ scheme interests (audited)
The interests of the persons who were Directors during the year in the issued shares of the Company were:
Interest
type Grant date
Option
price (p)
01.01.16
Scheme interests
Granted
during
2016
Exercised
during
2016
Lapsed
during
2016
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options
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Nil
Nil
Nil
31.12.16
225,645
225,645
487,816
939,106
240,693
240,693
–
–
267,507†
91,200
358,707
8,311
–
–
193,663†
189,947Ω
255,395Ω
647,316
–
–
–
–
–
–
–
–
–
–
–
–
9,523
289,750
–
233,030
532,303
–
–
214,398
–
–
–
214,398
A 07.03.2016
A 07.03.2016
B 04.04.2016
C 19.09.2016
–
–
–
–
–
–
–
–
225,645
225,645
487,816
939,106
240,693
240,693
D 22.08.2014
B 02.04.2013
B 01.04.2014
B 27.04.2015
242.93
–
–
–
D 01.10.2014
B 26.06.2012
B 02.04.2013
B 01.04.2014
B 27.04.2015
B 04.04.2016
216.58
–
–
–
–
–
9,523
289,750
267,507
324,230
891,010
8,311
177,517
214,398
193,663
189,947
–
783,836
–
–
–
–
–
–
–
–
–
255,395
255,395
–
177,517
–
–
–
–
177,517
Executive Directors
Paul Waterman*
Total scheme interests
Ralph Hewins*
Total scheme interests
Past Directors
David Dutro**
Total scheme interests
Brian Taylorson**
Total scheme interests
Notes
*
**
†
Ω
A
Paul Waterman and Ralph Hewins were appointed Directors on 8 February and 12 September 2016 respectively.
David Dutro and Brian Taylorson ceased to be Directors on 7 February and 31 October 2016 respectively.
As the performance conditions were not met, these awards will lapse in full on 1 April 2017.
These awards will lapse on the earlier of the normal vesting date (36 months from grant) and 16 May 2017.
Replacement awards structured as Restricted Stock Units made under standalone arrangements that borrow terms from the LTIP as amended. Vesting
conditions as set out on page 52.
LTIP awards are subject to performance conditions. The same EPS growth (RPI plus 4 per cent to 10 per cent p.a.) and relative TSR performance
conditions apply in respect of the awards made in 2013, 2014 and 2015, as described in the Remuneration policy report. These also applied to the 2016
award except that the EPS condition was average annual growth of 3 per cent to 10 per cent. These awards ordinarily vest on the third anniversary of the
grant date and would expire on the tenth anniversary.
Replacement awards structured as nil cost options made under standalone arrangements that borrow terms from the LTIP as amended. Vesting conditions
as set out on page 53.
Savings based share options schemes are not subject to performance conditions. David Dutro’s options were held under the US sharesave scheme and
would ordinarily vest on the second anniversary of the grant date and expire three months thereafter. Following his retirement, these options lapsed after
the exercise period permitted under the scheme rules expired at the end of April 2016. Brian Taylorson’s options are held under the UK SAYE scheme.
Further details on these schemes are shown in note 24 to the ‘Consolidated financial statements’ on page 105.
B
C
D
Elementis plc Annual report and accounts 2016
55
Directors’ remuneration report continued
Annual report on remuneration continued
Directors’ share interests (audited)
The interests of the Directors (including any connected persons) during the year (and from the year end to 1 March 2017) in the issued
shares of the Company were:
Share interests
01.01.16*
Acquired
during 2016
Disposed
during 2016
–
–
35,000
–
–
–
–
–
–
50,000
10,000
10,000
10,000
10,000
520,818
440,778
–
93,834
520,818
–
–
–
–
–
–
–
–
Shareholding level
met as at
31.12.16
No3
No3
n/a
n/a
n/a
n/a
n/a
n/a
n/a
31.12.16
35,000
–
50,000
10,000
10,000
10,000
10,000
–
534,612
Executive Directors
Paul Waterman
Ralph Hewins
Non-executive
Directors
Andrew Duff
Andrew Christie
Steve Good
Anne Hyland
Nick Salmon
Past Directors
David Dutro1
Brian Taylorson2
*
1
2
Or from date of appointment if later.
David Dutro disposed of his shareholding shortly after his employment ceased.
Brian Taylorson retained 93,834 shares following the exercise and sale of options over 177,517 shares granted under the LTIP in 2012 at a price of
186.06 pence, giving him a pre-tax gain of c.£330k.
As per the Remuneration policy, share awards vesting over time will contribute to meeting the shareholding level.
3
The market price of ordinary shares at 31 December 2016 was 277.4 pence (2015: 229.1 pence) and the range during 2016 was
180.6 pence to 277.4 pence (2015: 208.2 pence to 320.5 pence).
As at 1 March 2017, the Trustee of the Company’s ESOT held 455,000 shares (2015: 160,000). As executive Directors, Paul Waterman and
Ralph Hewins, as potential beneficiaries under the ESOT, are deemed to have an interest in any shares that become held in the ESOT.
As at 1 March 2017, no person who was then a Director had any interest in any derivative or other financial instrument relating
to the Company’s shares and, so far as the Company is aware, none of their connected persons had such an interest. Between
31 December 2016 and 1 March 2017 there was no change in the relevant interests of any such Directors nor, so far as the Company
is aware, in the relevant interests of any of their connected persons.
Other than their service contracts, letters of appointment and letters of indemnity with the Company, none of the Directors had an interest
in any contract of significance in relation to the business of the Company or its subsidiaries at any time during the financial year.
Retirement benefits
The table overleaf shows the breakdown of the retirement benefits of the executive Directors, comprising employer contributions to
defined contribution plans and salary supplements paid in cash. Neither David Dutro nor Brian Taylorson accrued any benefits under any
defined benefit scheme in 2016, which are closed to new members.
Paul Waterman received a salary supplement of 20 per cent of his basic salary (pro-rated) and participated in the Defined Contribution
plans, the details of which can be found in the Remuneration policy report. The amount shown in the table overleaf represents employer
matching contributions and both this and the salary supplement are included in the Directors’ emoluments table shown on page 50.
Ralph Hewins received a salary supplement of 25 per cent of his basic salary (pro-rated) in lieu of any other retirement benefit. The amount
received is shown in the table overleaf and in the Directors’ emoluments table. Brian Taylorson also received a salary supplement in lieu
of any other retirement benefit which was 30 per cent of his basic salary. The amount shown overleaf has been pro-rated for the period
in which he served as a Director. David Dutro received a salary supplement of 20 per cent of his basic salary (pro-rated) and, as he
also participated in the Defined Contribution plans, he received a further amount in employer matching contributions as shown in the
table overleaf.
56
Elementis plc Annual report and accounts 2016
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Directors’ retirement benefits (audited)
Paul Waterman
Ralph Hewins
Past Directors
David Dutro
Brian Taylorson
Defined Contribution plans
Salary supplement
2016
£’000
23
–
4
–
2015
£’000
–
–
53
–
2016
£’000
117
25
14
87
2015
£’000
–
–
114
238
Payment for loss of office
David Dutro did not receive any payment for loss of office as a Director of the Company or any other payments in relation to the cessation
of his employment. After he left the Board on 7 February 2016, he continued to work and support Paul Waterman until 29 February 2016.
During that period, he continued to receive his fixed remuneration (comprising basic salary, benefits and pension). He did not participate
in the 2016 bonus plan and his LTIP awards and sharesave options were treated in accordance with the rules of the plans as follows: the
2013 LTIP awards lapsed in April 2016 as the performance conditions were not achieved; the 2014 LTIP awards (which were not pro-rated
for time served) will lapse on 1 April 2017 also due to performance conditions not being achieved; the 2015 LTIP awards will ordinarily vest
in April 2018 subject to performance (these awards will be pro-rated for time served); and any outstanding sharesave options held may be
exercised in accordance with the rules.
Brian Taylorson did not receive any payment for loss of office as a Director of the Company or any other payments in relation to the
cessation of his employment. After he left the Board on 31 October 2016, he continued to work and support Ralph Hewins on a full time
basis until the end of November 2016 and then as required during the remainder of his notice period which ends on 16 May 2017.
From 1 November 2016 to 16 May 2017, he has received and will continue to receive his fixed remuneration (comprising basic salary,
benefits and pension). He will not be participating in the 2017 bonus plan and his LTIP awards and savings based options were treated in
accordance with the rules of the plans as follows: the 2014 LTIP award will lapse on 1 April 2017 as the performance conditions were not
achieved; the 2015 and 2016 awards will lapse on expiry of his notice period which ends on 16 May 2017; and any outstanding savings
based options held may be exercised in accordance with the rules.
Total shareholder return performance and change in CEO’s pay
The graph below illustrates the Company’s total shareholder return for the eight years ended 31 December 2016, relative to the FTSE 250
Index, along with a table illustrating the change in CEO pay since 2009. The table also details the varying award vesting rates year on year
for the annual bonus scheme and LTIP.
As the Company’s shares are denominated and listed in pence, the graph below looks at the total return to 31 December 2016 of £100
invested in Elementis on 31 December 2008 compared with that of the total return of £100 invested in the FTSE 250 Index. This index was
selected for the purpose of providing a relative comparison of performance because the Company is a member of it.
TSR performance (rebased to 100)
£
1200
1000
800
600
400
200
0
2008
2009
2010
2011
2012
2013
2014
2015
2016
Elementis plc
FTSE 250 index
2015
2016
763
1,553*
0% 27.5%
0% 91.2%**
Includes remuneration for Paul Waterman and David Dutro for the period in which each was CEO during 2016 as shown in the Directors’ emoluments table.
CEO pay (total remuneration – £’000s)
Annual bonus award against maximum opportunity
LTIP vesting against maximum opportunity
*
** Relates to Paul Waterman’s replacement awards vesting in March 2017.
2014
2013
2009
576
1,573
1,031 2,964 3,560 2,252
0% 100% 100% 81% 56% 50%
0% 100% 100% 100% 65%
88%
2010
2012
2011
Elementis plc Annual report and accounts 2016
57
Directors’ remuneration report continued
Other information about the Committee’s membership
and operation
Committee composition
The Chairman and members of the Committee are shown on
pages 30 to 31, together with their biographical information. Eight
meetings were held during 2016 and the attendance records of
Committee members are shown on page 33. All meetings were
also attended by the Chairman of the Board, to ensure that all
non-executive Board members were kept fully informed on the
operation and work of the Committee. Both executive Directors
also attend meetings by invitation, as appropriate, although they
are not present when their own remuneration arrangements are
discussed or, if they are, they do not participate in the decision
making process.
Terms of reference
A full description of the Committee’s terms of reference, which
was reviewed and revised last year, is available on the Company’s
website and the following is a summary of its responsibilities:
– Determining the levels of remuneration for the Chairman and
executive Directors and keeping these under review.
– Making awards under the annual bonus scheme and LTIP,
including setting performance targets.
– Monitoring and making recommendations on the design,
structure and level of remuneration for all senior executives,
ensuring that these are appropriately linked to the Group’s
strategy and aligned with the Board’s risk profile.
Evaluation, training and development
On an annual basis the Committee’s effectiveness is reviewed as
part of the evaluation of the Board. Following the evaluation last
year, there were no major issues to report.
During 2016 Committee members attended various external
seminars on the latest developments on executive remuneration
and all Board members received briefings from the Company
Secretary and the Committee’s remuneration advisers throughout
the year, to keep them updated on topical matters and
developments relating to executive remuneration.
Remuneration advisers
The Committee’s external advisers are New Bridge Street (‘NBS’)
who were appointed after a tender in 2008. This was reviewed
again in 2013 and as a result they were retained as advisers.
The Committee is satisfied that there is no over reliance on NBS,
who have no connection with the Company other than as
remuneration advisers. Fees (excluding VAT) in 2016 were less
than £36,000 and related to advisory services for the structure of
remuneration packages for the new CEO and CFO, the departure
of two executive Directors in the year, the review of the 2015
remuneration report, the operation of the Company’s share plans
and a review of below Board level incentives.
Annual report on remuneration
continued
Relative importance of spend on pay
The table below shows the total remuneration paid across the
Group together with the total dividends paid in respect of 2016 and
the preceding financial year.
Remuneration against distributions
£m
Remuneration paid to all employees
(see note 8 to the Consolidated
financial statements)1
Total dividends paid in the year2
1.
2016
2015 Change
77.7
55.1
67.4
46.0
15.3%
19.8%
The amounts for 2016 and 2015 have been converted from dollars
into pounds sterling using the average USD/GBP exchange rates for
those years.
2. 2016 and 2015 include a special dividend payment of $37.0 million (£27.1
million) and $32.1 million (£20.8 million) respectively.
Percentage change in CEO’s pay
The following table shows the change from 2015 to 2016 of the
CEO’s pay with regard to the three elements set out below and the
corresponding change of these elements across all employees
within the Group.
% Change from 2015 to 2016*
Salaries Benefits Bonus**
7.5% 84.0% 27.5%
12.9% 16.6% 86.5%
CEO pay (total remuneration)
All employees
*
All percentages are based on converting relevant local currencies into
pounds sterling using the average rates for the respective year.
Change in bonus relates to payments in respect of the relevant
financial years.
**
Statement of shareholder voting
The resolution to approve the 2015 Directors’ remuneration report
(excluding the remuneration policy) was passed on a poll at the
Company’s last AGM held on 27 April 2016. Set out in the table
below are the votes cast by proxy in respect of that resolution.
Approval of 2015 Directors’ remuneration report
Votes
for
Votes
against
287,022,138 78.37 79,194,588
%
For
%
Against
Votes
withheld
21.63 1,405,108
Report
Votes withheld are not included in the final figures as they are not
recognised as a vote in law.
A number of shareholders voted against the remuneration report
due to the decision not to pro-rate the departing CEO’s 2014 LTIP
award despite the fact that they were not expected to vest and did
in fact lapse. Shareholders’ concerns are understood and the
Company will reflect on these concerns in future years.
58
Elementis plc Annual report and accounts 2016
In addition, Willis Towers Watson (‘WTW’) were engaged by
management during the year to support on a below Board review
of incentives. As part of this engagement, a representative from
WTW attended two of the Committee’s meetings held during
the year to present alongside management on observations and
recommendations. Fees in relation to attendance at these two
meetings totalled less than $4,000. The Company and Committee
are satisfied that the advice received was independent and objective.
WTW were also engaged separately by management to design
and implement a new HR system. The above fees do not include
the costs involved in supporting management on either of these
projects. WTW have no other connection with the Company
beyond that as an employee benefit consultant.
Auditable sections of the Directors’ remuneration report
The sections of the Annual report on remuneration that are
required to be audited by law are as follows: Remuneration
payable to Directors for 2016 and Retirement benefits; and
tables headed Annual LTIP awards granted in the year, Directors’
scheme interests, Directors’ share interests and Directors’
retirement benefits.
Andrew Christie
Chairman, Remuneration Committee
1 March 2017
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Elementis plc Annual report and accounts 2016
59
Directors’ report
Report and financial statements
The Directors submit their report and the audited financial
statements for the year ended 31 December 2016.
It is also Group policy for employees who have a disability to
reasonably accommodate them, where practicable, and to provide
training, career development and promotion, as appropriate.
This Directors’ report includes the Corporate governance reports
from pages 30 to 59.
Strategic report, future development, GHG emissions
and R&D
The Strategic report can be found on pages 2 to 29.
That report, which forms part of this Directors’ report,
also includes information about:
– Future developments in the business of the Group.
– Greenhouse gas emissions.
– R&D activities.
Takeover Directive disclosures
The management report, for the purposes of the UK Listing
Authority’s Disclosure and Transparency Rules, comprises the
following sections: the Strategic report, this Directors’ report, the
Directors’ responsibility statement and the biographical information
on the Directors on pages 30 and 31.
Dividend
Details about the final dividend for the year, as well as a special
dividend, are disclosed in the Chairman’s statement on pages
2 and 3.
Directors and their share interests
The current Directors and their biographical details are detailed on
pages 30 and 31. Changes to the Directors during the year and up
to the date of this report, are set out below:
Name
David Dutro
Paul Waterman
Ralph Hewins
Brian Taylorson
Sandra Boss
Title
CEO
CEO
CFO
CFO
Non-
executive
Director
Effective date
Resigned 7 February 2016
Appointed 8 February 2016
Appointed 12 September 2016
Resigned 31 October 2016
Appointed 1 February 2017
Dorothee Deuring Non-
Appointed 1 March 2017
executive
Director
The interests of Directors in the share capital of the Company are
set out in the Directors’ remuneration report.
Employment policies and equal opportunities
Elementis policies seek to create a workplace that has an open
atmosphere of trust, honesty and respect. Harassment or
discrimination of any kind based on race, colour, religion, gender,
age, national origin, citizenship, mental or physical disabilities,
sexual orientation, veteran status, or any other similarly protected
status is not tolerated. This principle applies to all aspects of
employment, including recruitment and selection, training and
development, promotion and retirement.
Employees are free to join a trade union or participate in collective
bargaining arrangements.
It is Group policy not to discriminate on the basis of any unlawful
criteria and its practices include the prohibition on the use of child
or forced labour.
Elementis supports the wider fundamental human rights of its
employees worldwide, as well as those of our customers and
suppliers, and further details are set out in the Corporate
responsibility report. Compliance with the Modern Slavery Act will
be published on the Company’s corporate website later in the year.
Employee communications and involvement
The Company is committed to employee involvement throughout
the business. Employees are kept informed of the performance and
strategy of the Group through email. Telephone conference calls
are held by the CEO to employees worldwide and these serve as
an informal forum for employees to ask questions about the Group.
The Company operates savings based share option schemes
in the US and UK to encourage and support employee share
ownership.
Going concern
The Directors have assessed the Group as a going concern,
having given consideration to the factors likely to affect its future
performance and development, the Group’s financial position and
the principal risks and uncertainties facing the Group, including
the Group’s exposure to credit, liquidity and market risk and the
mechanisms for dealing with these risks.
The Group’s net cash position at the year end of 2016 was
$77.5 million and it has access to a syndicated revolving credit
facility of $100 million, which has an expiry date of October 2018.
There is a mechanism in the agreement for the facility to be
increased by a further $100 million subject to other terms.
Under this principal borrowing facility, the Group performs
covenant tests for net debt:EBITDA ratio, interest cover and net
worth. No breaches in the required covenant tests were reported
during the year. The Group also uses various short and medium
term forecasts to monitor anticipated future compliance and these
include stress testing assumptions to identify the headroom on
these covenant tests.
After the year end and in connection with the acquisition of
SummitReheis, the Group refinanced the above facility by replacing
it with a new $275 million revolving credit facility and a new term
loan facility for $200 million. These new facilities were arranged
through a syndicate of initially four banks for a period of five years
and on terms that are in line with the Group’s existing facility.
However, these new facilities are subject to the SummitReheis
acquisition closing.
The Directors are satisfied that, after considering all of the above,
it is appropriate for the Group and the Company to adopt the
going concern basis of accounting in preparing these Group and
the parent company financial statements, and that there are no
material uncertainties to the ability of the Group and Company to
continue to do so over a period of at least 12 months from the date
of approval of the financial statements.
60
Elementis plc Annual report and accounts 2016
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Business viability statement
In accordance with Corporate Governance Code provision C.2.2,
the Directors have reviewed the Group’s current position and carried
out a robust assessment of the principal risks and uncertainties that
might threaten the business model, future performance, solvency
and liquidity of the Group, including resilience to such threats, and
consider that they have a reasonable expectation that the Group will
be able to continue in operation and meet its liabilities as they fall due
over a period of at least three years.
A period of three years was chosen as being consistent with
the Group’s business and financial planning models, R&D plans,
a number of key supply contracts and external borrowing facilities,
and three years is the period used for mid-term business planning
purposes. Whilst the Directors have no reason to believe that
the Group will not be viable over a longer period, a three year
period allows the Directors to make the viability statement with
a reasonable degree of confidence whilst providing shareholders
with an appropriate longer term outlook. The Directors’ viability
assessment of the Group’s prospects is based on reviews of
annual operating and three year business plans, the Group’s
strategy and strategic priorities, principal risks and how these
are managed and mitigated. How these reviews were carried out,
the principal risks and how they are being managed are more
fully described and explained in the risk management section
of the Strategic report on pages 17 to 21, together with relevant
assumptions and qualifications.
Share capital
The Company’s share capital consists of ordinary shares, as set
out in note 9 on page 114. All of the Company’s issued ordinary
shares are fully paid up and rank equally in all respects. The rights
attached to them, in addition to those conferred on their holders
by law, are set out in the Company’s Articles of Association
(the ‘Articles’). Other than those specific provisions set out in the
Articles, there are no restrictions on the transfer of ordinary shares
or on the exercise of voting rights attached to them. From time to
time the ESOT holds shares in the Company for the purposes of
various share incentive plans and the rights attaching to them are
exercised by independent trustees, who may take into account
any recommendation by the Company. As at 31 December 2016
the ESOT held 455,000 shares in the Company (2015:160,000).
A dividend waiver is in place in respect of all shares that may
become held by the Trust.
Directors, Articles and purchase of shares
The Directors’ powers are conferred on them by UK legislation
and by the Company’s Articles. Rules about the appointment
and replacement of Directors are also set out in the Articles.
The Board has the power conferred on it by shareholders to
purchase its own shares and is seeking renewal of that power
at the forthcoming AGM within the limits set out in the Notice
of Meeting.
Significant agreements – change of control
There are few significant agreements which the Company is party
to that take effect, alter or terminate in the event of change of
control of the Company. The Company is a guarantor under the
Group’s existing $100 million revolving credit facility and, in the
event of a change of control, any lender among the facility
syndicate, of which there are four with commitments ranging from
$20 million to $30 million, may withdraw from the facility and that
lender’s participation in any loans drawn down are required to be
repaid. In respect of the replacement facilities (see page 60), any
lender among the facility syndicate may withdraw from the facility
and that lender’s participation in any loans drawn down would be
required to be repaid.
The rules of the Company’s various share incentive schemes set
out the consequences of a change of control of the Company on
the rights of the participants under those schemes. Under the rules
of the respective schemes, participants would generally be able
to exercise their options on a change of control, provided that the
relevant performance conditions have been satisfied and, where
relevant, options are not exchanged for new options granted by
an acquiring company.
Substantial shareholders
As at 1 March 2017, the following interests in voting rights over the
issued share capital of the Company had been notified.
AXA Investment Managers S.A.
APG Asset Management N.V.
Blackrock, Inc
Ameriprise Financial, Inc.
and its group
FMR LLC
Aberdeen Asset Managers Limited
Percentage of
issued
ordinary
share capital
9.98
7.10
5.59
5.02
5.00
4.98
Ordinary
shares
46,255,532
32,912,296
25,927,077
23,267,180
23,192,771
23,089,702
Deloitte LLP were appointed the Company’s auditors by
shareholders at the 2016 AGM and a resolution is included in the
Notice of Meeting for the 2017 AGM to re-appoint Deloitte LLP
as auditors.
The Directors who held office at the date of approval of this
Directors’ report confirm that, in so far as they are each aware,
there is no relevant audit information of which the Company’s
auditors are unaware; and each Director has taken all the steps
that they ought to have taken as Directors to make themselves
aware of any relevant audit information and to establish that the
Company’s auditors are aware of that information.
Political donations
The Group made no political donations during the year (2015: nil).
A resolution is being proposed at the 2017 AGM to renew
the authorisation from shareholders for the Company and
its subsidiaries to make political donations or incur political
expenditure up to a maximum annual limit of £50,000.
Information about this proposal is explained in the Notice of
Meeting accompanying this Annual Report.
Directors’ conflicts of interest
Brian Taylorson, up until his resignation on 31 October 2016 as
CFO, was in receipt of a conflict authorisation from the Company
in respect of him acting as a trustee of the Elementis Group
Pension Scheme. Ralph Hewins, CFO, was appointed a trustee
of the Elementis Group Pension Scheme in November last year
and is also in receipt of a conflict authorisation from the Company.
The conflict authorisation enables Ralph Hewins to continue to act as
a trustee notwithstanding that this role could give rise to a situation in
which there is a conflict of interest. The Board considers that it is
appropriate for the trustees of the UK pension scheme to benefit from
the financial expertise of the CFO and that his contribution at trustees’
meetings demonstrates the Board’s commitment to supporting the
UK pension scheme. The Board’s conflict authorisation is subject to
annual review and, under the terms of the conflict resolution, reciprocal
provisions have been put in place with a view to safeguarding
information that is confidential to the Group as well as to the trustees.
Were a conflict of interest to arise, Ralph Hewins is required to excuse
Elementis plc Annual report and accounts 2016
61
Directors’ report continued
himself from reading the relevant papers and absent himself from
participating in relevant discussions. No other Directors were in receipt
of a conflict authorisation from the Board during the year.
Other information
Information about financial risk management and exposure to
financial market risks are set out in note 21 to the financial
statements on page 94.
Annual General Meeting
The AGM of the Company will be held on Tuesday 25 April 2017.
The Notice of Meeting is included in a separate document sent
to shareholders.
Events after the balance sheet date
On 10 February 2017 the Group announced its intention to acquire
SummitReheis, a global leader in the fast growing anti-perspirant
actives market with operations in the US, Europe and Asia, for
consideration of $360 million. Details of the proposed acquisition
and its financing are included in note 30 to the Consolidated
financial statements.
By order of the Board
Wai Wong
Company Secretary
1 March 2017
Directors’ responsibility statement
The Directors are responsible for preparing the Annual Report
and the financial statements in accordance with applicable law
and regulations.
Company law requires the Directors to prepare financial statements
for each financial year. Under that law the Directors are required to
prepare the Group financial statements in accordance with
International Financial Reporting Standards (IFRSs) as adopted by
the European Union and Article 4 of the IAS Regulation and have
elected to prepare the parent company financial statements in
accordance with United Kingdom Generally Accepted Accounting
Practice (United Kingdom Accounting Standards and applicable
law), including FRS 101 ‘Reduced Disclosure Framework’. Under
company law the Directors must not approve the accounts unless
they are satisfied that they give a true and fair view of the state of
affairs of the Company and of the profit or loss of the Company for
that period.
– Make an assessment of the Company’s ability to continue as a
going concern.
The Directors are responsible for keeping adequate accounting
records that are sufficient to show and explain the Company’s
transactions and disclose with reasonable accuracy at any time
the financial position of the Company and enable them to ensure
that the financial statements comply with the Companies Act 2006.
They are also responsible for safeguarding the assets of the
Company and hence for taking reasonable steps for the prevention
and detection of fraud and other irregularities.
The Directors are responsible for the maintenance and integrity of
the corporate and financial information included on the Company’s
website. Legislation in the United Kingdom governing the
preparation and dissemination of financial statements may differ
from legislation in other jurisdictions.
In preparing the parent company financial statements, the Directors
are required to:
Responsibility statement
We confirm that to the best of our knowledge:
– Select suitable accounting policies and then apply them
– The financial statements, prepared in accordance with the
consistently.
– Make judgements and accounting estimates that are reasonable
and prudent.
– State whether applicable UK Accounting Standards have been
followed, subject to any material departures disclosed and
explained in the financial statements.
– Prepare the financial statements on the going concern basis
unless it is inappropriate to presume that the Company will
continue in business.
In preparing the Group financial statements, International
Accounting Standard 1 requires that Directors:
relevant financial reporting framework, give a true and fair view of
the assets, liabilities, financial position and profit or loss of the
Company and the undertakings included in the consolidation
taken as a whole.
– The Strategic report includes a fair review of the development
and performance of the business and the position of the
Company and the undertakings included in the consolidation
taken as a whole, together with a description of the principal risks
and uncertainties that they face.
– The Annual Report and financial statements, taken as a whole,
are fair, balanced and understandable and provide the
information necessary for shareholders to assess the Company’s
performance, business model and strategy.
– Properly select and apply accounting policies.
– Present information, including accounting policies, in a manner
that provides relevant, reliable, comparable and understandable
information.
– Provide additional disclosures when compliance with the specific
requirements in IFRSs are insufficient to enable users to
understand the impact of particular transactions, other events
and conditions on the entity’s financial position and financial
performance.
By order of the Board
Ralph Hewins
CFO
1 March 2017
62
Elementis plc Annual report and accounts 2016
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Independent auditor’s report to the members of Elementis plc
Opinion on financial statements of Elementis plc
In our opinion:
– the financial statements give a true and fair view of the state of the Group’s and of the parent company’s affairs as at 31 December 2016
and of the Group’s profit for the year then ended;
– the Group financial statements have been properly prepared in accordance with International Financial Reporting Standards (IFRSs) as
adopted by the European Union;
– the parent company financial statements have been properly prepared in accordance with United Kingdom Generally Accepted
Accounting Practice, including FRS 101 ‘Reduced Disclosure Framework’; and
– the financial statements have been prepared in accordance with the requirements of the Companies Act 2006 and, as regards the
Group financial statements, Article 4 of the IAS Regulation.
The financial statements that we have audited comprise:
– the Consolidated Income Statement;
– the Consolidated Statement of Comprehensive Income;
– the Consolidated Balance Sheet;
– the Consolidated Statement of Changes in Equity;
– the Consolidated Cash Flow Statement;
– the Consolidated Financial Statement related notes 1 to 31;
– the Parent Company Balance Sheet;
– the Parent Company Statement of Changes in Equity; and,
– the Parent Company Statutory Accounts related notes 1 to 11.
The financial reporting framework that has been applied in the preparation of the Group financial statements is applicable law and IFRSs
as adopted by the European Union. The financial reporting framework that has been applied in the preparation of the parent company
financial statements is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting
Practice), including FRS 101 ‘Reduced Disclosure Framework’.
Summary of our audit approach
Key risks
The key risks that we identified in the current year were:
Materiality
Scoping
Significant changes
in our approach
– Environmental provisions;
– Post-retirement benefits;
– Deferred tax assets; and
– Revenue recognition.
Within this report, any new risks are identified with
prior year identified with
.
and any risks which are the same as the
The materiality that we used in the current year was $4.7 million which was determined on the
basis of 6.2 per cent of profit before tax.
We have performed full scope audits of five components comprising 88 per cent of the Group’s
revenue and 94 per cent of the Group’s profit before tax.
After his appointment during the year, the CEO reorganised the leadership team and we have
structured our component audit teams to follow this structure as closely as possible. This
resulted in the identification of six components, of which five are considered to be significant to
the Group.
We have included an additional risk over revenue recognition given the proportion of audit effort
and allocation of resources as part of our audit strategy.
Elementis plc Annual report and accounts 2016
63
Independent auditor’s report to the members of Elementis plc continued
Going concern and the Directors’ assessment of the principal risks that would threaten the solvency or
liquidity of the Group
We confirm that we have nothing material to add or draw
attention to in respect of these matters.
We agreed with the Directors’ adoption of the going
concern basis of accounting and we did not identify
any such material uncertainties. However, because
not all future events or conditions can be predicted,
this statement is not a guarantee as to the Group’s
ability to continue as a going concern.
As required by the Listing Rules we have reviewed the
Directors’ statement regarding the appropriateness of the
going concern basis of accounting contained within note 1
to the financial statements and the Directors’ statement on
the longer-term viability of the Group contained within the
Directors’ report on page 61.
We are required to state whether we have anything material
to add or draw attention to in relation to:
– the Directors’ confirmation on page 17 that they have
carried out a robust assessment of the principal risks
facing the Group, including those that would threaten its
business model, future performance, solvency or liquidity;
– the disclosures on pages 19 to 21 that describe those risks
and explain how they are being managed or mitigated;
– the Directors’ statement in note 1 to the financial
statements about whether they considered it appropriate
to adopt the going concern basis of accounting in
preparing them and their identification of any material
uncertainties to the Group’s ability to continue to do so
over a period of at least 12 months from the date of
approval of the financial statements; and
– the Directors’ explanation on page 61 as to how they have
assessed the prospects of the Group, over what period
they have done so and why they consider that period to
be appropriate, and their statement as to whether they
have a reasonable expectation that the Group will be able
to continue in operation and meet its liabilities as they fall
due over the period of their assessment, including any
related disclosures drawing attention to any necessary
qualifications or assumptions.
Independence
We are required to comply with the Financial Reporting
Council’s Ethical Standards for Auditors and confirm that we
are independent of the Group and we have fulfilled our other
ethical responsibilities in accordance with those standards.
We confirm that we are independent of the Group
and we have fulfilled our other ethical responsibilities
in accordance with those standards. We also confirm
we have not provided any of the prohibited non-audit
services referred to in those standards.
Our assessment of risks of material misstatement
The assessed risks of material misstatement described below are those that had the greatest effect on our audit strategy,
the allocation of resources in the audit and directing the efforts of the engagement team.
Environmental provisions
Risk description
In line with other companies within the chemicals industry, Elementis holds provisions for the
monitoring and remediation of a number of operating and legacy sites, including those sold off
or no longer occupied. In accordance with Elementis’s environmental provision policy, a provision
is recognised for the restoration of contaminated land when the land is contaminated. As at
31 December 2016, Elementis holds a provision of $31.4 million (2015: $29.5 million) against
these liabilities.
The accounting for these provisions involves judgement as to the estimated future cash flows
required to remediate these sites. The determination of these cash flows and the discount rates
applied is fundamental to this audit risk.
The Group’s accounting policy is included within note 1 to the consolidated financial statements,
where this is included as a critical accounting judgement. There is additional disclosure included
within note 15. The Audit Committee discussion is included on page 36.
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Elementis plc Annual report and accounts 2016
How the scope of our audit
responded to the risk
We have audited the assumptions used in management’s calculation of the provision.
Our procedures included:
– Holding discussions with management and the Group’s external environmental consultants on
the identified environmental issues to confirm our understanding of the current situation and to
understand the process by which management and the external consultants prepared the cash
flow forecasts.
– Performing searches of external databases to determine completeness of the identified
environmental issues and sites.
– Assessing recent forecasting accuracy against actual performance.
– For a sample of locations, agreeing the forecast cash flows to supporting documentation and
historical experience and assessed the expected monitoring time frames.
– Involving our internal valuation specialists to challenge the appropriateness of the discount rates
applied by comparison to our own internal benchmark data.
Key observations
As a result of our work, we have concluded that the provisions held by Elementis in relation to
environmental remediation and monitoring appear reasonable. We note that management had
reassessed the discount rate used in the calculation of the provision, which has resulted in a
one-off charge to the income statement of $4.5 million.
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Post-retirement benefits
Risk description
Elementis provides post-retirement benefits, including defined benefit pensions and post-
retirement medical benefits, to employees in a number of locations, primarily the US and the UK.
There are significant judgements made in valuing the Group’s obligations in respect of these
schemes, namely the discount rates, inflation rates and mortality assumptions and a change in
one of these assumptions could give rise to a material impact on the financial statements and the
Group has engaged actuarial specialists to assist management in this regard. The Group has
valued the net liability for all schemes (after offsetting against the scheme assets) of $30.1 million
(2015: $29.0 million). The gross liability for all schemes was $842.8 million (2015: $869.9 million).
The Group’s accounting policy is included within note 1, where this is also included as a key source
of estimation uncertainty.
Additional disclosures on the assumptions used in valuing the schemes are included within note 23
of the financial statements, which includes details of the principal assumptions used, as well as the
key movements in the assets and obligations of the schemes. The Audit Committee’s consideration
in respect of this risk is included on page 37.
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How the scope of our audit
responded to the risk
For each of the material schemes held by the Group, we have performed the following substantive
audit procedures:
– Involved our own actuarial specialists to challenge the appropriateness of the key assumptions
used in the valuation of the schemes’ liabilities, to determine whether they are reasonable by
comparison to external benchmark data and by consideration of the methodology used to derive
the assumptions.
– Tested the completeness and accuracy of the information provided to the Group’s actuarial
specialists.
Key observations
From the work performed, we are satisfied that the methodology and assumptions applied in
determining the scheme liabilities are appropriate.
Deferred tax assets
Risk description
The Group has recognised deferred tax assets of $16.1 million (2015: $14.2 million), including
$23.0 million (2015: $34.0 million) in respect of Advanced Corporation Tax (‘ACT’) credits as a result
of franking credits paid on historical dividends pre-1999.
There is inherent uncertainty involved in forecasting the future profits which support the extent to
which these assets can be recovered.
The Group’s accounting policy is included within note 1, where this is also included as a key source
of estimation uncertainty, as well as additional disclosure within note 16. The Audit Committee’s
consideration in respect of this risk is included on page 37.
Elementis plc Annual report and accounts 2016
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Independent auditor’s report to the members of Elementis plc continued
How the scope of our audit
responded to the risk
We have engaged our own internal tax specialist to assist in understanding and assessing the
Group structuring put in place to determine whether the ACT credits were kept available for future
use by the Group. We have considered the relevant tax legislation and the measures implemented
by management to ensure that the ACT credits are available for future use. We have reviewed
correspondence with HMRC and other supporting documentation to determine the historic
amounts paid in respect of ACT and assessed management’s determination of the amounts
available for use by the Group. We have reviewed and challenged the technical advice that
management have received in respect of the ACT credits.
We have also assessed the forecast future profits by:
– considering the process by which management had prepared its forecasts;
– assessing recent forecasting accuracy against actual performance;
– determining whether the 2017 projections for the UK were consistent with the budget for 2017
as adopted by management and approved by the Board of Directors; and
– determining whether the cash flow projections for 2018 and 2019 (as included in management’s
three year plan) were in line with our understanding of trends in the business.
Key observations
From the work performed, we are satisfied that the judgements made by management are
reasonable in the context of the information currently available to them and no matters were
identified by our work that was not adequately reflected in the estimate of the amounts recoverable.
Revenue recognition
Risk description
Revenue is recognised when significant risks and rewards of ownership have been transferred to
the buyer and an adjustment is made at the period end for goods which have been despatched but
have not yet met the criteria for recognition. This adjustment is made using management’s best
estimate of the date at which goods reach the destination port. Management have determined that
a more prudent revenue recognition policy, based on the shipping terms, is to recognise revenue
at a reliable estimate of the date at which goods reach the destination port and that therefore they
have applied this accounting policy change retrospectively.
The accounting policy is described in note 1 and additional disclosure on the restatement, including
the financial impact, is given in note 31 and is also given in the Audit Committee report on page 37.
How the scope of our audit
responded to the risk
We have performed the following procedures in order to address the risk:
– reviewed and assessed the commercial arrangements covering shipments, to determine the
correct point of revenue recognition for different shipment arrangements and agreements with
customers;
– selected a sample of international shipments made pre-year end for time periods varying by
destination port and therefore transit time for shipments and agreed these to customer order,
shipment and invoice details, cash receipts and goods receipt notes; and
– substantively tested post year end credit notes raised to determine if revenue was inappropriately
recognised in the year.
Key observations
From the work performed, we agree with management’s assessment and application of the new
accounting policy.
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.
66
Elementis plc Annual report and accounts 2016
Our application of materiality
We define materiality as the magnitude of misstatement in the financial statements that makes it probable that the economic decisions
of a reasonably knowledgeable person would be changed or influenced. We use materiality both in planning the scope of our audit work
and in evaluating the results of our work.
Based on our professional judgement, we determined materiality for the financial statements as a whole as follows:
Group materiality
$4.7 million (2015: $6.0 million)
Basis for determining
materiality
Materiality was set on the basis of forecast profit before tax, and is calculated at 6.2 per cent of
profit before tax.
In 2015 the previous auditor set materiality on the basis of 4.9 per cent of profit before tax.
Rationale for the
benchmark applied
We have used profit before tax as the benchmark for our determination of materiality as
we consider this to be a critical performance measure for the Group on the basis that it is a
key metric to analysts and investors and has substantial prominence in the Annual Report.
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PBT $75.5m
Group materiality $4.7m
Component materiality range $2.35m to $2.8m
Audit Committee reporting threshold $0.235m
We agreed with the Audit Committee that we would report to the Committee all audit differences in excess of $235,000 (2015: $300,000),
as well as differences below that threshold that, in our view, warranted reporting on qualitative grounds. We also report to the Audit
Committee on disclosure matters that we identified when assessing the overall presentation of the financial statements.
An overview of the scope of our audit
Our Group audit was scoped by obtaining an understanding of the Group and its environment, including Group wide controls, and
assessing the risks of material misstatement at the group level.
After his appointment during the year, the CEO reorganised the leadership team and we have structured our component audit teams
to follow this structure as closely as possible. This resulted in the identification of six components, of which five are considered to be
significant to the Group:
– the Specialty Products operations in the US,
– the Chromium operations in the US;
– the Specialty Products operations in the UK;
– the Specialty Products operations in Taiwan, including the Chinese operations; and
– the Surfactants operations in the Netherlands.
All five of these locations were subject to full scope audits performed by local component teams, except the Specialties UK operations
where the Group audit team performed the audit without the involvement of a component team.
Our audit work at the five locations was executed at levels of materiality applicable to each individual entity which were lower than Group
materiality and ranged from $2.5 million to $2.8 million (2015: $0.4 million to $4.7 million).
As this was our first year as auditor, the Senior Statutory auditor and senior members of the Group audit team visited each component
team at least once, and in some cases twice, during the year. Going forward, the Senior Statutory Auditor plans to visit the US component
team at least once each year and all other locations at least once every two years. In addition to the planned programme of visits, we send
detailed instructions to our component teams, include them in our team briefing, discuss their risk assessment, and review documentation
of the findings from their work.
At the parent entity level we also tested the consolidation process and carried out analytical procedures to confirm our conclusion that
there were no significant risks of material misstatement of the aggregated financial information of the remaining components not subject
to audit or audit of specified account balances.
Elementis plc Annual report and accounts 2016
67
Independent auditor’s report to the members of Elementis plc continued
12%
Revenue
88%
6%
Profit
before tax
94%
Full audit scope
Review at Group level
Full audit scope
Review at Group level
Opinion on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of the audit:
– the part of the Directors’ remuneration report to be audited has been properly prepared in accordance with the Companies Act 2006;
– the information given in the Strategic report and the Directors’ report for the financial year for which the financial statements are prepared
is consistent with the financial statements; and
– the Strategic report and the Directors’ report have been prepared in accordance with applicable legal requirements.
In the light of the knowledge and understanding of the Company and its environment obtained in the course of the audit, we have not
identified any material misstatements in the Strategic report and the Directors’ report.
Matters on which we are required to report by exception
Adequacy of explanations received and accounting records
Under the Companies Act 2006 we are required to report to
you if, in our opinion:
– we have not received all the information and explanations
we require for our audit; or
– adequate accounting records have not been kept by
the parent company, or returns adequate for our audit
have not been received from branches not visited by us;
– or the parent company financial statements are not in
agreement with the accounting records and returns.
Directors’ remuneration
Under the Companies Act 2006 we are also required to report
if in our opinion certain disclosures of Directors’ remuneration
have not been made or the part of the Directors’ remuneration
report to be audited is not in agreement with the accounting
records and returns.
Corporate Governance Statement
Under the Listing Rules we are also required to review part
of the Corporate governance statement relating to the
Company’s compliance with certain provisions of the UK
Corporate Governance Code.
We have nothing to report in respect of these matters.
We have nothing to report arising from these matters.
We have nothing to report arising from our review.
68
Elementis plc Annual report and accounts 2016
Our duty to read other information in the Annual Report
Under International Standards on Auditing (UK and Ireland),
we are required to report to you if, in our opinion, information
in the Annual Report is:
– materially inconsistent with the information in the audited
financial statements; or
– apparently materially incorrect based on, or materially
inconsistent with, our knowledge of the Group acquired in
the course of performing our audit; or
– otherwise misleading.
In particular, we are required to consider whether we have
identified any inconsistencies between our knowledge
acquired during the audit and the Directors’ statement that
they consider the Annual Report is fair, balanced and
understandable and whether the Annual Report appropriately
discloses those matters that we communicated to the Audit
Committee which we consider should have been disclosed.
We confirm that we have not identified any such
inconsistencies or misleading statements.
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Respective responsibilities of Directors and auditor
As explained more fully in the Directors’ responsibility statement, the Directors are responsible for the preparation of the financial
statements and for being satisfied that they give a true and fair view. Our responsibility is to audit and express an opinion on the financial
statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). We also comply with International
Standard on Quality Control 1 (UK and Ireland). Our audit methodology and tools aim to ensure that our quality control procedures are
effective, understood and applied. Our quality controls and systems include our dedicated professional standards review team and
independent partner reviews.
This report is made solely to the Company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006.
Our audit work has been undertaken so that we might state to the Company’s members those matters we are required to state to them
in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone
other than the Company and the Company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable
assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an
assessment of: whether the accounting policies are appropriate to the Group’s and the parent company’s circumstances and have been
consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the Directors; and the
overall presentation of the financial statements. In addition, we read all the financial and non-financial information in the Annual Report to
identify material inconsistencies with the audited financial statements and to identify any information that is apparently materially incorrect
based on, or materially inconsistent with, the knowledge acquired by us in the course of performing the audit. If we become aware of any
apparent material misstatements or inconsistencies we consider the implications for our report.
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Kerr Mitchell, FCA (Senior Statutory Auditor)
for and on behalf of Deloitte LLP
Chartered Accountants and Statutory Auditor
London, United Kingdom
1 March 2017
Elementis plc Annual report and accounts 2016
69
Consolidated income statement
for the year ended 31 December 2016
Revenue
Cost of sales
Gross profit
Distribution costs
Administrative expenses
Profit on property disposal
Operating profit
Other expenses
Finance income
Finance costs
Profit before income tax
Tax
Profit for the year
Attributable to:
Equity holders of the parent
Earnings per share
Basic (cents)
Diluted (cents)
Consolidated statement of comprehensive income
for the year ended 31 December 2016
Profit for the year
Other comprehensive income:
Items that will not be reclassified subsequently to profit and loss:
Remeasurements of retirement benefit obligations
Deferred tax associated with retirement benefit obligations
Items that may be reclassified subsequently to profit and loss:
Exchange differences on translation of foreign operations
Effective portion of change in fair value of net investment hedge
Effective portion of changes in fair value of cash flow hedges
Fair value of cash flow hedges transferred to income statement
Exchange differences on translation of share options reserves
Other comprehensive income
Total comprehensive income for the year
Attributable to:
Equity holders of the parent
Total comprehensive income for the year
70
Elementis plc Annual report and accounts 2016
Note
2
2
3
4
6
9
9
2016
$million
659.5
(420.5)
239.0
(80.0)
(74.5)
–
84.5
(1.4)
0.1
(7.7)
75.5
(7.4)
68.1
68.1
14.7
14.6
2015
restated
$million
677.2
(418.2)
259.0
(85.8)
(63.1)
17.0
127.1
(2.1)
0.2
(4.4)
120.8
(26.2)
94.6
94.6
20.5
20.3
2016
$million
68.1
2015
restated
$million
94.6
(2.6)
(0.5)
(16.5)
(1.4)
(0.3)
0.9
(0.7)
(21.1)
47.0
47.0
47.0
17.4
(6.6)
(20.9)
(0.6)
(0.9)
(0.1)
–
(11.7)
82.9
82.9
82.9
Consolidated balance sheet
as at 31 December 2016
Non-current assets
Goodwill and other intangible assets
Property, plant and equipment
ACT recoverable
Deferred tax assets
Total non-current assets
Current assets
Inventories
Trade and other receivables
Cash and cash equivalents
Total current assets
Total assets
Current liabilities
Bank overdrafts and loans
Trade and other payables
Derivatives
Current tax liabilities
Provisions
Total current liabilities
Non-current liabilities
Loans and borrowings
Retirement benefit obligations
Deferred tax liabilities
Provisions
Total non-current liabilities
Total liabilities
Net assets
Equity
Share capital
Share premium
Other reserves
Retained earnings
Total equity attributable to equity holders of the parent
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2016
31 December
$million
Note
2015
31 December
restated
$million
10
11
16
16
12
13
20
19
14
15
19
23
16
15
17
18
359.9
217.3
23.0
16.1
616.3
121.3
96.0
82.6
299.9
916.2
(5.0)
(98.9)
(0.4)
(6.7)
(9.5)
(120.5)
(0.1)
(30.1)
(108.7)
(29.7)
(168.6)
(289.1)
627.1
44.4
20.9
75.2
486.6
627.1
362.5
211.2
34.0
14.2
621.9
126.7
92.0
79.1
297.8
919.7
(5.1)
(79.9)
(0.3)
(0.2)
(9.5)
(95.0)
–
(29.0)
(113.0)
(28.9)
(170.9)
(265.9)
653.8
44.4
20.2
93.0
496.2
653.8
Total equity
627.1
653.8
The financial statements on pages 70 to 108 were approved by the Board on 1 March 2017 and signed on its behalf by:
Paul Waterman
CEO
Ralph Hewins
CFO
Elementis plc Annual report and accounts 2016
71
Consolidated statement of changes in equity
for the year ended 31 December 2016
Share
capital
$million
44.4
–
44.4
Share
premium
$million
18.7
–
18.7
Translation
reserve
restated
$million
(40.3)
(0.2)
(40.5)
Hedging
reserve
$million
(6.9)
–
(6.9)
Other
reserves
$million
163.6
–
163.6
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
44.4
–
–
–
–
–
–
–
–
–
–
1.5
–
–
–
1.5
20.2
–
(21.5)
–
–
–
(0.1)
–
–
–
–
(21.5)
(21.5)
–
–
–
–
–
–
(62.0)
(0.9)
–
–
–
(1.0)
(1.0)
–
–
–
–
–
–
(7.9)
–
–
–
–
–
–
(2.6)
(2.6)
(2.6)
–
(0.2)
2.1
–
–
1.9
162.9
Retained
earnings
restated
$million
464.6
(3.5)
461.1
Total
equity
restated
$million
644.1
(3.7)
640.4
94.6
94.6
–
–
–
17.4
(6.6)
2.6
13.4
108.0
(0.6)
–
–
(1.2)
(71.1)
(72.9)
496.2
(21.5)
(0.1)
(0.9)
17.4
(6.6)
–
(11.7)
82.9
(0.6)
1.3
2.1
(1.2)
(71.1)
(69.5)
653.8
44.4
20.2
(62.0)
(7.9)
162.9
496.2
653.8
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
44.4
–
–
–
–
–
–
–
–
–
–
0.7
–
–
–
0.7
20.9
–
0.9
–
–
(17.9)
–
–
–
–
–
–
(17.9)
(17.9)
–
–
–
–
–
–
(79.9)
(0.3)
–
–
–
0.6
0.6
–
–
–
–
–
–
(7.3)
–
68.1
68.1
(0.7)
–
–
–
(2.4)
(3.1)
(3.1)
–
–
2.6
–
–
–
(2.6)
(0.5)
2.4
(0.7)
67.4
(0.9)
–
–
–
–
2.6
162.4
0.1
(76.2)
(77.0)
486.6
(18.6)
0.9
(0.3)
(2.6)
(0.5)
–
(21.1)
47.0
(0.9)
0.7
2.6
0.1
(76.2)
(73.7)
627.1
Balance at 1 January 2015
Restatement (see note 31)
Balance at 1 January 2015 restated
Comprehensive income
Profit for the year
Other comprehensive income
Exchange differences
Fair value of cash flow hedges transferred to the
income statement
Effective portion of changes in fair value of cash
flow hedges
Remeasurements of retirement benefit obligations
Deferred tax adjustment on pension scheme deficit
Transfer
Total other comprehensive income
Total comprehensive income
Transactions with owners
Purchase of own shares
Issue of shares by the Company
Share based payments
Deferred tax on share based payments recognised
within equity
Dividends paid
Total transactions with owners
Balance at 31 December 2015
Balance at 1 January 2016
Comprehensive income
Profit for the year
Other comprehensive income
Exchange differences
Fair value of cash flow hedges transferred to the
income statement
Effective portion of changes in fair value of cash
flow hedges
Remeasurements of retirement benefit obligations
Deferred tax adjustment on pension scheme deficit
Transfer
Total other comprehensive income
Total comprehensive income
Transactions with owners
Purchase of own shares
Issue of shares by the Company
Share based payments
Deferred tax on share based payments recognised
within equity
Dividends paid
Total transactions with owners
Balance at 31 December 2016
72
Elementis plc Annual report and accounts 2016
Consolidated cash flow statement
for the year ended 31 December 2016
Operating activities:
Profit for the year
Adjustments for:
Other expenses
Finance income
Finance costs
Tax charge
Depreciation and amortisation
(Decrease)/increase in provisions
Pension payments net of current service cost
Share based payments
Operating cash flow before movement in working capital
Decrease in inventories
(Increase)/decrease in trade and other receivables
Increase /(decrease) in trade and other payables
Cash generated by operations
Income taxes paid
Interest paid
Net cash flow from operating activities
Investing activities:
Interest received
Disposal of property, plant and equipment
Purchase of property, plant and equipment
Acquisition of intangible assets
Net cash flow from investing activities
Financing activities:
Issue of shares by the Company and the ESOT
Dividends paid
Purchase of shares by the ESOT
Decrease in borrowings
Net cash used in financing activities
Net increase in cash and cash equivalents
Cash and cash equivalents at 1 January
Foreign exchange on cash and cash equivalents
Cash and cash equivalents at 31 December
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Note
2016
$million
2015
restated
$million
68.1
94.6
1.4
(0.1)
7.7
7.4
28.0
(3.5)
(4.7)
2.6
106.9
1.7
(9.6)
22.5
121.5
(2.7)
(0.9)
117.9
0.1
0.3
(34.0)
(1.6)
(35.2)
0.7
(76.2)
(0.9)
–
(76.4)
6.3
79.1
(2.8)
82.6
2.1
(0.2)
4.4
26.2
26.9
2.8
(22.8)
2.1
136.1
14.2
14.2
(38.9)
125.6
(12.7)
(1.3)
111.6
0.2
1.6
(30.3)
(1.1)
(29.6)
1.4
(71.1)
(0.6)
(3.9)
(74.2)
7.8
73.7
(2.4)
79.1
20
Elementis plc Annual report and accounts 2016
73
Notes to the Consolidated financial statements
for the year ended 31 December 2016
1. Accounting policies
Elementis Plc is a company incorporated in the UK. The Group financial statements have been prepared and approved by the directors in
accordance with International Financial Reporting Standards as adopted by the EU (‘adopted IFRS’). The Company has elected to prepare
its parent company financial statements in accordance with FRS 101. These are presented on pages 109 to 114.
Basis of preparation
The financial statements have been prepared on the historical cost basis except that derivative financial instruments and financial
instruments held for trading or available for sale are stated at their fair value. Non-current assets held for sale are stated at the lower of
carrying amount and fair value less costs to sell. The preparation of financial statements requires the application of estimates and
judgements that affect the reported amounts of assets and liabilities, revenues and costs and related disclosures at the balance sheet
date. The accounting policies set out below have been consistently applied across Group companies to all periods presented in these
Consolidated financial statements.
The financial statements have been prepared on a going concern basis. The rationale for adopting this basis is discussed in the Directors’
report on page 60.
Reporting currency
As a consequence of the majority of the Group’s sales and earnings originating in US dollars or US dollar linked currencies, the Group has
chosen the US dollar as its reporting currency. This aligns the Group’s external reporting with the profile of the Group, as well as with
internal management reporting.
Critical accounting judgements and key sources of estimation uncertainty
When applying the Group’s accounting policies, management must make a number of key judgements on the application of applicable
accounting standards and estimates and assumptions concerning the carrying amounts of assets and liabilities that are not readily
apparent from other sources. These estimates and judgements are based on factors considered to be relevant, including historical
experience, which may differ significantly from the actual outcome. The key assumptions concerning the future and other key sources of
estimation uncertainty that have a significant risk of causing a material adjustment to the amounts recognised in the financial statements
are discussed below. The development of the estimates and disclosures related to each of these matters has been discussed by the
Audit Committee.
Critical accounting judgements
The following are the critical judgements, apart from those involving estimations (which are dealt with separately below), that the directors
have made in the process of applying the Group’s accounting policies and that have the most significant effect on the amounts
recognised in the financial statements.
a. Revenue recognition
In making its judgement, the Directors have considered the detailed criteria for the recognition of revenue from the sale of goods set
out in IAS 18 Revenue and, in particular, whether the Group had transferred the significant risks and rewards of ownership of the
goods. Following further assessment of the terms of shipment, the Directors have concluded that international shipments should not
be recognised within revenue until they reach the destination port, as they believe that this more accurately reflects the commercial
substance of the transaction. Due to this change in the accounting policy, the prior year comparatives have been restated to provide
comparable information. More information on this restatement of the comparative balances is given in note 31.
b. Recognition of a defined benefit pension asset
In accordance with IAS 19, for any pension plan in surplus, the amount recognised as an asset is limited to an asset ceiling, being the
present value of any potential refund or a reduction in future contributions. Following the guidance in IFRIC 14, the Group has
assessed the nature of the minimum funding requirement of the UK scheme alongside the unconditional right to a refund of any
surplus under any winding up of the plan and concluded it is appropriate to recognise the full value of any pension surplus.
Key sources of estimation uncertainty
The key assumptions concerning the future, and other key sources of estimation uncertainty at the reporting period that may have a
significant risk of causing a material misstatement to the carrying amounts of assets and liabilities within the next financial year, are
discussed below.
a. Provisions
A provision is recognised in the balance sheet when the Group has a present legal or constructive obligation as a result of a past
event, and it is probable that an outflow of economic benefits will be required to settle the obligation. If the effect is material, provisions
are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time
value of money and, where appropriate, the risks specific to the liability.
A provision for restructuring is recognised when the Group has approved a detailed and formal restructuring plan, and the
restructuring has either commenced or has been announced publicly. In accordance with the Group’s environmental policy and
applicable legal requirements, a provision for site restoration in respect of contaminated land is recognised when the land is
74
Elementis plc Annual report and accounts 2016
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contaminated. Provisions for environmental issues are judgemental by their nature, particularly when considering the size and timing
of remediation spending, and more difficult to estimate when they relate to sites no longer directly controlled by the Group.
b. Pension and other post retirement benefits
In respect of the Group’s defined benefit schemes, the Group’s net obligation in respect of defined benefit pension plans is calculated
by estimating the amount of future benefit that employees have earned in return for their service in the current and prior periods, that
benefit is discounted to determine its present value, and the fair value of any plan assets is deducted. The liability discount rate is the
yield at the balance sheet date on AA credit rated bonds that have maturity dates approximating to the terms of the Group’s
obligations. Pension and post retirement liabilities are calculated by qualified actuaries using the projected unit credit method.
Following the introduction of the revised IAS19 Employee Benefits standard, the net interest on the defined benefit liability consists of
the interest cost on the defined benefit obligation and the interest income on plan assets, both calculated by reference to the discount
rate used to measure the defined benefit obligation at the start of the period.
The Group recognises actuarial gains and losses in the period in which they occur through the statement of comprehensive income.
The Group also operates a small number of defined contribution schemes and the contributions payable during the year are
recognised as incurred. Due to the size of the Group’s pension scheme assets and liabilities, relatively small changes in the
assumptions can have a significant impact on the expense recorded in the income statement and on the pension liability recorded in
the balance sheet.
c. Taxation
Income tax on the profit or loss for the year comprises current and deferred tax. Income tax is recognised in the income statement
except to the extent that it relates to items recognised directly in equity or in other comprehensive income. Current tax is the expected
tax payable on the taxable income for the year, using tax rates enacted or substantively enacted at the balance sheet date, and any
adjustment to tax payable in respect of previous years. Deferred tax is provided on temporary differences between the carrying
amounts of assets and liabilities for financial reporting purposes and the amounts used for taxation purposes. The following temporary
differences are not provided for: the initial recognition of goodwill; the initial recognition of assets or liabilities that affect neither
accounting nor taxable profit other than in a business combination; and differences relating to investments in subsidiaries to the extent
that they will probably not reverse in the foreseeable future. The amount of deferred tax provided is based on the expected manner of
realisation or settlement of the carrying amount of assets and liabilities, using tax rates enacted or substantively enacted at the
balance sheet date. A deferred tax asset is recognised only to the extent that it is probable that future taxable profits will be available
against which the asset can be utilised. In 2014, an asset of $42.0 million was recognised relating to UK advance corporation credits
which had previously been unrecognised because of uncertainty over the availability of UK taxable profits and hence a tax liability
against which to utilise the credits. During 2014 the Group transferred some profitable product manufacturing to the UK from
overseas, restructured the financing of an overseas subsidiary and gained greater certainty on future UK pension contributions, all of
which led to a reasonable expectation that UK taxable profits would arise in the future and therefore that the tax credits should be
recognised. Deferred tax assets are reduced to the extent that it is no longer probable that the related tax benefit will be realised.
The Group is required to estimate the income tax in each of the jurisdictions in which it operates. This requires an estimation of current
tax liability together with an assessment of the temporary differences which arise as a consequence of different accounting and tax
treatments. The Group operates in a number of countries in the world and is subject to many tax jurisdictions and rules. As a
consequence the Group is subject to tax audits, which by their nature are often complex and can require several years to conclude.
Management’s judgement is required to determine the total provision for income tax. Amounts are accrued based on management’s
interpretation of country specific tax law and likelihood of settlement. However, the actual tax liabilities could differ from the position
and in such events an adjustment would be required in the subsequent period which could have a material impact. Tax benefits are
not recognised unless it is probable that the tax positions are sustainable. Once considered to be probable, management reviews
each material tax benefit to assess whether a provision should be taken against full recognition of the benefit on the basis of potential
settlement through negotiation. This evaluation requires judgements to be made including the forecast of future taxable income.
d.
Impairment of goodwill and other indefinite lived intangible assets
Each year the Group carries out impairment tests of its goodwill and other indefinite lived intangible assets which requires estimates to
be made of the value in use of its cash-generating units (CGUs). These value in use calculations are dependent on estimates of future
cash flows and long-term growth rates of the CGUs. Further details of these estimates are given in note 10.
Basis of consolidation
The Consolidated financial statements include the financial statements of the Company and its subsidiaries for the year. IFRS 10
Consolidated financial statements introduces new principles for control which focuses on whether the Group is exposed to, or has rights
to, variable returns from its involvement with entities and has the ability to affect those returns through its power over those entities. The
Group’s consolidation scope and the accounting treatment of its investments in other entities was unaffected by the adoption of IFRS 10.
The results of subsidiaries acquired or disposed of during a period are included in the Consolidated financial statements from the date that
control commences until the date that control ceases.
Elementis plc Annual report and accounts 2016
75
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
1. Accounting policies (continued)
The Group adopted IFRS 3 (revised) Business Combinations for business combinations where the acquisition date was on or after
1 January 2010. This measures goodwill at the acquisition date as the fair value of the consideration transferred, the recognised amount of
any non-controlling interests in the acquiree plus, if the business combination is achieved in stages, the fair value of the existing equity
interest in the acquiree, less the fair value of the identifiable assets acquired and liabilities assumed. Acquisition costs are accounted
for as an expense in the period incurred. For acquisitions that were made by the Group between its initial adoption of IFRS in 2005 and
31 December 2009 goodwill represents the excess of the cost of the acquisition over the Group’s interest in the fair value of the identifiable
assets, liabilities and contingent liabilities of the acquired. Transaction costs, other than those associated with the issue of debt or equity
securities, that the Group incurred in connection with business combinations were capitalised as part of the cost of the acquisition.
In accordance with the transitional rules of IFRS 1, the Company has not restated business combinations that took place prior to the date
of transition to IFRS of 1 January 2004. As a consequence the Scheme of Arrangement entered into in 1998 whereby the Company
acquired Elementis Holdings Limited and applied the true and fair override to account for the transaction as a merger has not been
restated under IFRS.
Intragroup balances and any unrealised gains and losses or income and expenses arising from intragroup transactions, are eliminated in
preparing the Consolidated financial statements. Unrealised losses are eliminated in the same way as unrealised gains, but only to the
extent that there is no evidence of impairment.
Foreign currency
a. Foreign currency transactions
Transactions in foreign currencies are translated at the foreign exchange rate ruling at the date of the transaction. Monetary assets
and liabilities denominated in foreign currencies at the balance sheet date are translated at the foreign exchange rate ruling at that
date. Foreign exchange differences arising on translation are recognised in the income statement. Non-monetary assets and liabilities
denominated in foreign currencies that are stated at fair value are translated at exchange rates ruling at the dates the fair value was
determined.
b. Financial statements of foreign operations
The assets and liabilities of foreign operations, including goodwill and fair value adjustments arising on consolidation, are translated
at exchange rates ruling at the balance sheet date. The revenues and expenses of foreign operations are translated at the average
rates of exchange ruling for the relevant period. Exchange differences arising since 1 January 2004 on translation are taken to the
translation reserve. They are recognised in the income statement upon disposal of the foreign operation. The Group may hedge a
portion of the translation of its overseas net assets through pounds sterling and Euro borrowings. From 1 January 2005, the Group
has elected to apply net investment hedge accounting for these transactions where possible. Where hedging is applied, the effective
portion of the gain or loss on an instrument used to hedge a net investment is recognised in equity. Any ineffective portion of the
hedge is recognised in the income statement.
Associates
Associates are those entities in which the Group has significant influence, but not control over the financial and operating policies. The
Consolidated financial statements include the Group’s share of the post-acquisition total recognised gains and losses and the net assets
of associates on an equity accounted basis. Where the Group’s share of losses exceeds its investment in an associate, the Group’s
carrying amount is reduced to nil and recognition of further losses is discontinued except to the extent that the Group has incurred a legal
or constructive obligation.
Property, plant and equipment
Items of property, plant and equipment are stated at cost less accumulated depreciation and impairment losses. Freehold land is not
depreciated. Leasehold property is depreciated over the period of the lease. Freehold buildings, plant and machinery, fixtures, fittings and
equipment are depreciated over their estimated useful lives on a straight line basis. Depreciation methods, useful lives and residual values
are assessed at the reporting date. No depreciation is charged on assets under construction until the asset is brought into use.
Estimates of useful lives of these assets are:
Buildings
Plant and machinery
Fixtures, fittings and equipment
10 – 50 years
2 – 20 years
2 – 20 years
The cost of replacing part of an item of property, plant and equipment is recognised in the carrying amount of the item if it is probable that
the future economic benefits embodied within it will flow to the Group and its cost can be measured reliably. The costs of the day-to-day
servicing of property, plant and equipment are recognised in the income statement as incurred. Management regularly considers whether
there are any indications of impairment to carrying values of property, plant and equipment. Impairment reviews are based on risk
adjusted discounted cash flow projections. Significant judgement is applied to the assumptions underlying these projections which include
estimated discount rates, growth rates, future selling prices and direct costs. Changes to these assumptions could have a material impact
on the financial position of the Group and on the result for the year.
76
Elementis plc Annual report and accounts 2016
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Intangible assets
a. Goodwill
All business combinations since the transition to IFRS on 1 January 2004 are accounted for by applying the purchase method. In
respect of business acquisitions that have occurred since the transition date, goodwill represents the difference between the cost of
the consideration given and the fair value of net identifiable assets, liabilities and contingent liabilities acquired. In respect of
acquisitions prior to this date, goodwill is included on the basis of its deemed cost, which represents the amount recorded under
previous GAAP. Goodwill is allocated to cash-generating units and tested annually for impairment. Changes to the assumptions used
in impairment testing could have a material impact on the financial position of the Group and of the result for the year.
b. Research and development
Expenditure on pure research is recognised in the income statement as an expense as incurred. Under IAS 38, expenditure on
development where research findings are applied to a plan or design for the production of new or substantially improved products and
processes is capitalised if the product or process will give rise to future economic benefits and where the cost of the capitalised asset
can be measured reliably. Expenditure capitalised is stated as the cost of materials, direct labour and an appropriate proportion of
overheads less accumulated amortisation. The length of development lifecycles, broad nature of much of the research undertaken
and uncertainty until a late stage as to ultimate commercial viability of a potential product can mean that the measurement criteria of
IAS 38 regarding the probability of future economic benefits and the reliability of allocating costs may not be met, in which case
expenditure is expensed as incurred.
c. Other intangible assets
Other intangible assets are stated at cost or when arising in a business combination, estimated fair value, less accumulated
amortisation.
d. Amortisation
Amortisation is charged to the income statement on a straight line basis over the estimated useful lives of intangible assets unless
such lives are indefinite. On this basis there is no amortisation of intangible assets relating to brand. Goodwill is systematically tested
for impairment at each balance sheet date. Other intangible assets, comprising customer lists, trademarks, patents and non-compete
clauses, are amortised over their estimated useful lives which range from 5-10 years.
Impairment
The carrying amount of non-current assets other than deferred tax is compared to the asset’s recoverable amount at each balance
sheet date where there is an indication of impairment. For goodwill, assets that have an indefinite useful life and intangible assets that are
not yet available for use, the recoverable amount is estimated at each balance sheet date. An impairment loss is recognised whenever
the carrying amount of an asset or its cash-generating unit exceeds its recoverable amount. Impairment losses are recognised in the
income statement.
Impairment losses recognised in respect of cash-generating units are allocated first to reduce the carrying amount of any goodwill
allocated to cash-generating units and then to reduce the carrying amount of the other assets in the unit on a pro rata basis. A cash-
generating unit is the smallest identifiable group of assets that generates cash inflows that are largely independent of the cash inflows
from other assets or groups of assets.
The recoverable amount is the greater of their fair value less costs to sell and value in use. In assessing value in use, the estimated future
cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value
of money and the risks specific to the asset. For an asset that does not generate largely independent cash inflows, the recoverable
amount is determined for the cash-generating unit to which the asset belongs.
Leased assets
Leases which result in the Group receiving substantially all of the risks and rewards of ownership of an asset are treated as finance leases.
An asset held under a finance lease is recorded in the balance sheet and depreciated over the shorter of its estimated useful life and the
lease term. Future instalments net of finance charges are included within borrowings. Minimum lease payments are apportioned between
the finance charge, which is allocated to each period to produce a constant periodic rate of interest on the remaining liability and charged
to the income statement and reduction of the outstanding liability. Rental costs arising from operating leases are charged on a straight line
basis over the period of the lease.
Investments
Investments comprising loans and receivables are stated at amortised cost.
Government grants
Grants against capital expenditure from government and other bodies are shown separately in the balance sheet. Such grants are
released to the profit and loss account over the same period for which the relevant assets are depreciated.
Elementis plc Annual report and accounts 2016
77
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
1. Accounting policies (continued)
Inventories
Inventories are stated at the lower of cost and net realisable value. Net realisable value is the estimated selling price, less estimated
costs of completion and selling expenses. Cost, which is based on a weighted average, includes expenditure incurred in acquiring stock
and bringing it to its existing location and condition. In the case of manufactured inventories and work in progress, cost includes an
appropriate share of overheads attributable to manufacture, based on normal operating capacity.
Trade receivables
Trade receivables are non-interest bearing and are stated at their nominal amount which is the original invoiced amount less provision
made for bad and doubtful receivables. Estimated irrecoverable amounts are based on the ageing of receivables and historical
experience. Individual trade receivables are written off when management deem them no longer to be collectable.
Non-current assets held for sale and discontinued operations
A non-current asset or a group of assets containing a non-current asset (a disposal group), is classified as held for sale if its carrying
amount will be recovered principally through sale rather than through continuing use, it is available for immediate sale and is highly
probable within one year. On initial classification as held for sale, non-current assets and disposal groups are measured at the lower
of previous carrying amount and fair value less costs to sell with any adjustments taken to profit or loss. The same applies to gains and
losses on subsequent remeasurement.
A discontinued operation is a component of the Group’s business that represents a separate major line of business or geographic area of
operations or is a subsidiary acquired exclusively with a view to resale, that has been disposed of, has been abandoned or that meets the
criteria to be classified as held for sale.
Cash and cash equivalents
Cash and cash equivalents comprise cash balances and call deposits with an original maturity of three months or less. Bank overdrafts
that are repayable on demand and form an integral part of the Group’s cash management are included as a component of cash and cash
equivalents for the purpose of the statement of cash flows.
Borrowings
Borrowings are initially measured at cost (which is equal to the fair value at inception), and are subsequently measured at amortised cost
using the effective interest rate method. Any difference between the proceeds, net of transaction costs and the settlement or redemption
of borrowings is recognised over the terms of the borrowings using the effective interest rate method.
Trade payables
Trade payables are non-interest bearing borrowings and are initially measured at fair value and subsequently carried at amortised cost.
Share capital
Incremental costs directly attributable to issue of ordinary shares and share options are recognised as a deduction from equity.
When share capital recognised as equity is repurchased, the amount of the consideration paid, including directly attributable costs,
is recognised as a deduction from equity. Repurchased shares by the Company are classified as treasury shares and are presented
as a deduction from total equity.
Derivative financial instruments
The Group uses derivative financial instruments to hedge its exposure to foreign exchange and interest rate risks. The Group does not
hold or issue derivative financial instruments for trading purposes. However, derivatives that do not qualify for hedge accounting are
accounted for as trading instruments. Due to the requirement to measure the effectiveness of hedging instruments, changes in market
conditions can result in the recognition of unrealised gains or losses on hedging instruments in the income statement.
Derivative financial instruments are recognised initially at fair value. The gain or loss on remeasurement to fair value is recognised
immediately in the income statement. However, where derivatives qualify for hedge accounting, recognition of any resultant gain or loss
depends on the nature of the item being hedged. The fair value of forward exchange contracts is their quoted market price at the balance
sheet date, being the present value of the quoted forward price.
a. Cash flow hedges
Where a derivative financial instrument is designated as a hedge of the variability in cash flows of a recognised asset or liability, or a
highly probable forecast transaction, the effective part of any gain or loss on the derivative financial instrument is recognised directly
in the hedging reserve. Any ineffective portion of the hedge is recognised immediately in the income statement.
b. Fair value hedges
Where a derivative financial instrument is designated as a hedge of the variability in a fair value of a recognised asset or liability or an
unrecognised firm commitment, all changes in the fair value of the derivative are recognised immediately in the income statement.
The carrying value of the hedged item is adjusted by the change in fair value that is attributable to the risk being hedged (even if it is
normally carried at cost or amortised cost) and any gains or losses on remeasurement are recognised immediately in the income
statement (even if those gains would normally be recognised directly in reserves).
78
Elementis plc Annual report and accounts 2016
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Termination benefits
Termination benefits are recognised as an expense when the Group is demonstrably committed, without realistic possibility of withdrawal,
to a formal detailed plan to terminate employment before the normal retirement date. Termination benefits for voluntary redundancies are
recognised if the Group has made an offer encouraging voluntary redundancy, it is probable that the offer will be accepted, and the
number of acceptances can be estimated reliably.
Revenue
Revenue from the sale of goods is measured at the fair value of the consideration received or receivable, net of returns, trade discounts
and rebates. Revenue is recognised in the income statement only where there is evidence that the significant risks and rewards of
ownership have been transferred to the customer and where the collectability of revenue is reasonably assured. This may occur,
depending on the individual customer relationship, when the product has been transferred to a freight carrier, when the customer has
received the product or, for consignment stock held at customers’ premises, when usage reports for the relevant period have been
compiled. Where goods are shipped but the Group continues to bear insurance risk until they reach their destination, revenue is only
recognised when the goods reach their destination.
Other expenses
Other expenses are administration costs incurred and paid by the Group’s pension schemes, which relate primarily to former employees
of legacy businesses.
Finance income and finance costs
Finance income comprises interest income on funds invested and changes in the fair value of financial assets at fair value taken to the
income statement. Interest income is recognised as it accrues, using the effective interest method. Finance costs comprise interest
expense on borrowings, unwinding of the discount on provisions, dividends on preference shares classified as liabilities, foreign currency
losses and changes in the fair value of financial assets at fair value taken to the income statement. All borrowing costs are recognised in
the income statement using the effective interest method.
Share based payments
The fair value of equity settled share options, cash settled shadow options and LTIP awards granted to employees is recognised as an
expense with a corresponding increase in equity. The fair value is measured at grant date and spread over the period during which the
employees become unconditionally entitled to the options/awards. The fair value of the options/awards granted is measured using a
binomial model, taking into account the terms and conditions upon which the options/awards were granted. The amount recognised as
an employee expense is adjusted to reflect the actual number of share options/awards that vest except where forfeiture is only due to
share prices not achieving the threshold for vesting.
Own shares held by Employee Share Ownership Trust (ESOT)
Transactions of the Group sponsored ESOT are included in the Consolidated financial statements. In particular, the ESOT’s purchases
of shares in the Company are charged directly to equity.
Non-statutory performance measures
In the analysis of the Group’s operating results, earnings per share and cash flows, information is presented to provide readers with
additional performance indicators that are prepared on a non-statutory basis. This presentation is regularly reviewed by management
to identify items that are unusual and other items relevant to an understanding of the Group’s performance and long term trends with
reference to their materiality and nature. This additional information is not uniformly defined by all companies and may not be comparable
with similarly titled measures and disclosures by other organisations. The non-statutory disclosures should not be viewed in isolation or
as an alternative to the equivalent statutory measure. Information for separate presentation is considered as follows:
– Material costs or reversals arising from a significant restructuring of the Group’s operations are presented separately.
– Disposal of entities or investments in associates or joint ventures or impairment of related assets are presented separately.
– Other matters arising due to the Group’s acquisition, such as adjustments to contingent consideration, payment of retention bonuses,
acquisition costs and fair value adjustments for acquired assets made in accordance with IFRS 13 are separately disclosed in
aggregate.
– If a change in an accounting estimate for provisions, including environmental provisions, results in a material gain or loss, that is
presented separately.
– Other items the directors may deem to be unusual as a result of their size and/or nature.
Adoption of new and revised standards
In the current year, the Group has applied a number of amendments to IFRSs issued that are mandatorily effective for accounting periods
that begin on or after 1 January 2016. Their adoption has not had any material impact on the disclosures or on the amounts reported in
these financial statements:
– Amendments to IFRS 10, 12 and IAS 28 Investment Entities: Applying the Consolidation Exception
– Amendments to IFRS 11 Accounting for Acquisitions of Interests in Joint Operations
Elementis plc Annual report and accounts 2016
79
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
1. Accounting policies (continued)
– Amendments to IAS 1 Disclosure Initiative
– Amendments to IAS 16 and IAS 38 Clarification of Acceptable Methods of Depreciation and Amortisation
– Amendments to IAS 16 and IAS 41 Agriculture: Bearer Plants
– Amendments to IAS 27 Equity Method in Separate Financial Statements
– Annual Improvements to IFRSs 2012-2014 Cycle.
New and revised IFRSs in issue but not yet effective
At the date of authorisation of these financial statements, the Group has not applied the following new and revised IFRSs that have been
issued but are not yet effective and, in some cases, had not yet been adopted by the EU:
– IFRS 9 Financial Instruments
– IFRS 15 Revenue from Contracts with Customers
– IFRS 16 Leases
– IFRS 2 (amendments) Classification and Measurement of Share-Based Payment Transactions
– IAS 7 (amendments) Disclosure Initiative
– IAS 12 (amendments) Recognition of Deferred Tax Assets for Unrealised Losses
– IFRS 10 and IAS 28 (amendments) Sale of Contribution of Assets between an Investor and its Associate or Joint Venture
– IFRS 4 (amendments) Applying IFRS 9 Financial Instruments with IFRS 4 Insurance Contracts
– IFRIC 22 Foreign Currency Transactions and Advance Consideration
– IAS 40 (amendments) Transfers of Investment Property
– Annual Improvements to IFRSs: 2014-16 Cycle.
The Directors do not expect that the adoption of the Standards listed above will have a material impact on the financial statements of the
Group in future periods, except as noted below:
– IFRS 9 will impact both the measurement and disclosures of financial instruments;
– IFRS 15 may have an impact on revenue recognition and related disclosures. The Group is currently assessing the impact of the new
standard on its financial statements; and
– IFRS 16 will have a material impact on the reported assets, liabilities, income statement and cash flows of the Group. Furthermore,
extensive disclosures will be required by IFRS 16.
Beyond the information above, it is not practicable to provide a reasonable estimate of effect of these standards until a detailed review has
been completed.
2. Operating segments
Business segments
The Group has determined its operating segments on the basis of those used for management, internal reporting purposes and the
allocation of strategic resources. In accordance with the provisions of IFRS 8, the Group’s chief operating decision maker is the Board of
Directors. The three reportable segments, Specialty Products, Surfactants and Chromium, each have distinct product groupings and,
with the exception of Surfactants which shares a common management structure with Specialty Products, separate management
structures. Segment results, assets and liabilities include items directly attributable to a segment and those that may be reasonably
allocated from corporate activities. Presentation of the segmental results is on a basis consistent with those used for reporting Group
results. Principal activities of the reportable segments are as follows:
Specialty Products:
– Production of rheological and other specialty additives, compounded products and colourants.
Surfactants:
– Production of surface active ingredients.
Chromium:
– Production of chromium chemicals.
Inter-segment pricing is set at a level that equates to the manufacturing cost of the product plus a commercially appropriate mark up.
Unallocated items and those relating to corporate functions such as tax and treasury are presented in the tables below as central costs.
80
Elementis plc Annual report and accounts 2016
Segmental analysis for the year ended 31 December 2016
Revenue
Internal revenue
Revenue from external customers
Operating profit before allocations
Head office cost allocations
Profit/(loss) before interest
Other expenses
Finance income
Finance expense
Taxation – after adjusting items
Taxation – on adjusting items
Profit for the period
Fixed assets
Inventories
Trade and other receivables
ACT recoverable
Deferred tax assets
Cash and cash equivalents
Segment assets
Trade and other payables
Operating provisions
Bank overdrafts and loans
Derivatives
Current tax liabilities
Retirement benefit obligations
Deferred tax liabilities
Segment liabilities
Net assets
Capital additions
Depreciation and amortisation
Information by geographic area
Revenue from external customers
Non-current assets
Capital additions
Depreciation and amortisation
Specialty
Products
$million
460.4
–
460.4
79.7
(2.2)
77.5
–
–
–
–
–
77.5
495.5
78.4
62.4
–
–
–
636.3
(60.8)
(3.4)
–
–
–
–
–
(64.2)
572.1
21.4
(16.8)
2016
Chromium
$million
168.8
(12.6)
156.2
24.5
(0.9)
23.6
–
–
–
–
–
23.6
72.9
39.3
24.9
–
–
–
137.1
(22.8)
(17.9)
–
–
–
–
–
(40.7)
96.4
11.6
(8.5)
United
Kingdom
$million
20.5
33.4
1.1
(1.2)
Segment
totals
$million
672.3
(12.8)
659.5
103.6
(3.4)
100.2
–
–
–
–
–
100.2
590.2
121.3
94.2
–
–
–
805.7
(91.5)
(23.6)
–
–
–
–
–
(115.1)
690.6
36.2
(27.0)
Rest of
Europe
$million
167.8
40.7
8.9
(2.6)
Surfactants
$million
43.1
(0.2)
42.9
(0.6)
(0.3)
(0.9)
–
–
–
–
–
(0.9)
21.8
3.6
6.9
–
–
–
32.3
(7.9)
(2.3)
–
–
–
–
–
(10.2)
22.1
3.2
(1.7)
North
America
$million
223.8
445.4
23.4
(20.0)
Central
costs
$million
–
–
–
(19.1)
3.4
(15.7)
(1.4)
0.1
(7.7)
(11.1)
3.7
(32.1)
(13.0)
–
1.8
23.0
16.1
82.6
110.5
(7.4)
(15.6)
(5.1)
(0.4)
(6.7)
(30.1)
(108.7)
(174.0)
(63.5)
1.6
(1.0)
Rest of
the World
$million
247.4
57.7
4.4
(4.2)
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o
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Total
$million
672.3
(12.8)
659.5
84.5
–
84.5
(1.4)
0.1
(7.7)
(11.1)
3.7
68.1
577.2
121.3
96.0
23.0
16.1
82.6
916.2
(98.9)
(39.2)
(5.1)
(0.4)
(6.7)
(30.1)
(108.7)
(289.1)
627.1
37.8
(28.0)
Total
$million
659.5
577.2
37.8
(28.0)
Elementis plc Annual report and accounts 2016
81
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
2. Operating segments (continued)
Segmental analysis for the year ended 31 December 2015
Revenue
Internal revenue
Revenue from external customers
Operating profit before allocations
Head office cost allocations
Profit/(loss) before interest
Other expenses
Finance income
Finance expense
Taxation – after adjusting items
Taxation – on adjusting items
Profit for the period
Fixed assets
Inventories
Trade and other receivables
ACT recoverable
Deferred tax assets
Cash and cash equivalents
Segment assets
Trade and other payables
Operating provisions
Bank overdrafts and loans
Derivatives
Current tax liabilities
Retirement benefit obligations
Deferred tax liabilities
Segment liabilities
Net assets
Capital additions
Depreciation and amortisation
Information by geographic area
Revenue from external customers
Non-current assets
Capital additions
Depreciation and amortisation
Specialty
Products
restated
$million
453.2
(0.1)
453.1
79.7
(2.2)
77.5
–
–
–
–
–
77.5
494.0
76.4
55.1
–
–
–
625.5
(47.2)
(2.4)
–
–
–
–
–
(49.6)
575.9
16.1
(16.2)
2015
Chromium
restated
$million
181.1
(10.8)
170.3
60.9
(0.9)
60.0
–
–
–
–
–
60.0
70.1
45.6
27.1
–
–
–
142.8
(17.1)
(19.0)
–
–
–
–
–
(36.1)
106.7
10.5
(7.9)
United
Kingdom
$million
31.3
40.0
1.4
(1.3)
Segment
totals
restated
$million
688.1
(10.9)
677.2
144.2
(3.4)
140.8
–
–
–
–
–
140.8
584.9
126.6
89.8
–
–
–
801.3
(74.1)
(24.0)
–
–
–
–
–
(98.1)
703.2
31.2
(25.9)
Rest of
Europe
$million
161.3
35.6
6.7
(2.8)
Central
costs
restated
$million
–
–
–
(17.1)
3.4
(13.7)
(2.1)
0.2
(4.4)
(19.0)
(7.2)
(46.2)
(11.2)
0.1
2.2
34.0
14.2
79.1
118.4
(5.8)
(14.4)
(5.1)
(0.3)
(0.2)
(29.0)
(113.0)
(167.8)
(49.4)
0.2
(1.0)
Rest of the
World
$million
254.5
55.8
2.7
(4.2)
Surfactants
$million
53.8
–
53.8
3.6
(0.3)
3.3
–
–
–
–
–
3.3
20.8
4.6
7.6
–
–
–
33.0
(9.8)
(2.6)
–
–
–
–
–
(12.4)
20.6
4.6
(1.8)
North
America
$million
230.1
442.3
20.6
(18.6)
Total
restated
$million
688.1
(10.9)
677.2
127.1
–
127.1
(2.1)
0.2
(4.4)
(19.0)
(7.2)
94.6
573.7
126.7
92.0
34.0
14.2
79.1
919.7
(79.9)
(38.4)
(5.1)
(0.3)
(0.2)
(29.0)
(113.0)
(265.9)
653.8
31.4
(26.9)
Total
$million
677.2
573.7
31.4
(26.9)
82
Elementis plc Annual report and accounts 2016
3. Finance income
Interest on bank deposits
4. Finance costs
Interest on bank loans
Pension and other post retirement liabilities
Increase in environmental provisions due to change in discount rate (see note 5)
Unwind of discount on provisions
5. Adjusting items and Alternative Performance Measures
Land sale
Restructuring
Business review
Environmental provisions
Increase in provisions due to additional remediation work identified
Increase in provisions due to change in discount rate
Acquisition costs
Other
Tax (credit)/charge in relation to adjusting items
Recognition of reduced tax assets
Cash flows relating to adjusting items
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f
o
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2016
$million
0.1
2015
$million
0.2
2016
$million
0.8
1.0
4.5
1.4
7.7
2016
$million
–
3.0
2.4
3.5
4.5
0.8
–
14.2
(3.7)
–
10.5
(5.1)
2015
$million
1.2
1.8
–
1.4
4.4
2015
$million
(17.0)
4.2
–
–
–
7.2
(5.6)
2.5
4.7
1.6
(7.7)
A number of items have been recorded under ‘adjusting items’ in 2016 by virtue of their size and/or one time nature, in order to provide a
better understanding of the Group’s results. The net impact of these items on the Group profit before tax for the year is an increase of
$14.2 million (2015: decrease of $5.6 million).
Restructuring
Following the appointment of a new Chief Executive Officer, the Group has reorganised the management structure and various parts of
the business. Costs of this exercise including redundancy costs, as well as recruitment and other costs associated with changes in the
management structure, was $3.0 million.
Business review
In the first half of 2016 a business review was undertaken with external assistance to support development of the long term strategy for
Elementis. The one time cost of this exercise was $2.4 million.
Environmental provisions
The Group’s environmental provisions is calculated on a discounted basis, reflecting the time period over which spending is estimated
to take place. Following discussions with our external environmental advisers the Group has concluded that it would be appropriate to
reduce the discount rate being used to value liabilities resulting in a charge of $4.5 million. We continue to fund the remediation work on
the legacy Chromium site at Eaglescliffe that was closed in 2009. The work programme is determined in part through consultation with
the local regulatory authorities and a re-assessment in the year of the outstanding tasks and their timeframe has resulted in a charge of
$3.5 million.
Acquisition costs
On 10 February 2017 the Group announced its intention to acquire SummitReheis. During 2016 transaction related costs of $0.8 million
were incurred in connection with this acquisition. Further costs will be expensed in 2017.
Elementis plc Annual report and accounts 2016
83
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
5. Adjusting items and Alternative Performance Measures (continued)
To support comparability with the financial statements as presented in 2015, the reconciliation to the adjusted consolidated income
statement is shown below
Revenue
Cost of sales
Gross profit
Distribution costs
Administrative expenses
Profit on property disposal
Operating profit
Other expenses
Finance income
Finance costs
Profit before income tax
Tax
Profit for the year
Attributable to:
Equity holders of the parent
Earnings per share
Basic (cents)
Diluted (cents)
2016 Profit
and loss
$million
659.5
(420.5)
239.0
(80.0)
(74.5)
–
84.5
(1.4)
0.1
(7.7)
75.5
(7.4)
68.1
Adjusting
items
$million
–
–
–
–
9.7
–
9.7
–
–
4.5
14.2
(3.7)
10.5
2016 After
Adjusting
items
$million
659.5
(420.5)
239.0
(80.0)
(64.8)
–
94.2
(1.4)
0.1
(3.2)
89.7
(11.1)
78.6
2015 Profit
and loss
restated
$million
677.2
(418.2)
259.0
(85.8)
(63.1)
17.0
127.1
(2.1)
0.2
(4.4)
120.8
(26.2)
94.6
2015 After
adjusting
items
restated
$million
677.2
(418.2)
259.0
(85.8)
(51.7)
–
121.5
(2.1)
0.2
(4.4)
115.2
(19.0)
96.2
Adjusting
items
$million
–
–
–
–
11.4
(17.0)
(5.6)
–
–
–
(5.6)
7.2
1.6
68.1
10.5
78.6
94.6
1.6
96.2
14.7
14.6
2.3
2.2
17.0
16.8
20.5
20.3
0.3
0.3
20.8
20.6
To support comparability with the financial statements as presented in 2015, a reconciliation from reported profit/(loss) before interest to
adjusted profit before income tax by segment is shown below for each year.
Reported profit/(loss) before interest
Adjusting Items
Restructuring
Business review
Increase in environmental provisions due to
additional remedial work identified
Acquisition costs
Adjusted profit /(loss) before interest
Other expenses
Finance income
Finance costs
Adjusting items
Finance costs
Adjusted profit before income tax
2016
Specialty
Products
$million
77.5
Surfactants
$million
(0.9)
Chromium
$million
23.6
Segment
totals
$million
100.2
Central
costs
$million
(15.7)
Total
$million
84.5
1.3
–
–
–
78.8
–
–
–
78.8
0.3
–
–
–
(0.6)
–
–
–
(0.6)
–
–
3.5
–
27.1
–
–
–
27.1
1.6
–
3.5
–
105.3
–
–
–
105.3
1.4
2.4
–
0.8
(11.1)
(1.4)
0.1
(7.7)
4.5
(15.6)
3.0
2.4
3.5
0.8
94.2
(1.4)
0.1
(7.7)
4.5
89.7
84
Elementis plc Annual report and accounts 2016
Reported profit/(loss) before interest
Adjusting Items
Land sale
Restructuring
Other
Adjusted profit/(loss) before interest
Other expenses
Finance income
Finance costs
Adjusted profit before income tax
2015
Specialty
Products
restated
$million
77.5
Surfactants
$million
3.3
Chromium
restated
$million
60.0
Segment
totals
restated
$million
140.8
Central
costs
$million
(13.7)
Total
restated
$million
127.1
–
2.1
0.3
79.9
–
–
–
79.9
–
0.5
0.7
4.5
–
–
–
4.5
(17.0)
0.7
4.3
48.0
–
–
–
48.0
(17.0)
3.3
5.3
132.4
–
–
–
132.4
–
0.9
1.9
(10.9)
(2.1)
0.2
(4.4)
(17.2)
(17.0)
4.2
7.2
121.5
(2.1)
0.2
(4.4)
115.2
A reconciliation from reported profit for the year to EBITDA is provided to support understanding of the summarised cash flow included
within the Finance report on page 14.
Profit for the year
Adjustments for
Finance income
Finance costs and other expenses after adjusting items
Tax charge
Depreciation and amortisation
Adjusting items
EBITDA
2016
$million
68.1
(0.1)
4.6
7.4
28.0
14.2
122.2
2015
restated
$million
94.6
(0.2)
6.5
26.2
26.9
(5.6)
148.4
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Elementis plc Annual report and accounts 2016
85
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
6.
Income tax expense
Current tax:
Recognition of UK Advance Corporation Tax credits
UK corporation tax
Overseas corporation tax
Adjustments in respect of prior years:
United Kingdom
Overseas
Total current tax
Deferred tax:
United Kingdom
Overseas
Adjustment in respect of prior years:
United Kingdom
Overseas
Total deferred tax
Income tax expense for the year
Comprising:
Adjusting items*
Overseas taxation on adjusting items
UK taxation on adjusting items
Recognition of UK ACT and losses
UK ACT and deferred tax charge
Taxation on adjusting items
Income tax expense for the year after adjusting items
*
see note 5 for details of adjusting items
2016
$million
2015
restated
$million
–
6.6
9.9
–
(1.1)
15.4
0.2
(8.4)
–
0.2
(8.0)
7.4
1.9
1.8
–
–
3.7
11.1
–
5.2
8.8
1.3
(2.9)
12.4
2.4
8.0
3.4
–
13.8
26.2
(2.5)
–
–
(4.7)
(7.2)
19.0
The tax charge on profits represents an effective rate after adjusting items for the year ended 31 December 2016 of 12.4 per cent
(2015: 16.5 per cent). The Group is international. It has operations in several jurisdictions and benefits from cross border financing
arrangements. Accordingly, tax charges of the Group in future periods will be affected by the profitability of operations in different
jurisdictions, changes to tax rates and regulations in the jurisdictions within which the Group has operations, as well as the ongoing
impact of the Group’s funding arrangements.
The total charge for the year can be reconciled to the accounting profit as follows:
2016
per cent
2015
restated
per cent
Profit before tax
Tax on ordinary activities at 20 per cent (2015: 20.25 per cent)*
Difference in overseas effective tax rates
Income not taxable and impact of tax efficient financing
Expenses not deductible for tax purposes
Adjustments in respect of prior years
Recognition of adjusting tax items
Tax charge and effective tax rate for the year
*
20.3
4.1
(4.1)
0.3
(2.7)
3.9
21.7
the UK corporation tax rate will reduce to 19 per cent from 1 April 2017 and 17 per cent from 1 April 2020; these reductions were substantively enacted on
26 October 2015.
20.0
(3.6)
(6.0)
0.6
(1.2)
–
9.8
2016
$million
75.5
15.1
(2.7)
(4.6)
0.5
(0.9)
–
7.4
2015
restated
$million
120.8
24.5
4.9
(5.0)
0.4
(3.3)
4.7
26.2
86
Elementis plc Annual report and accounts 2016
7. Profit for the year
Profit for the year has been arrived at after charging/(crediting):
Employee costs
Net foreign exchange losses/(gains)
Research and development costs
Depreciation of property, plant and equipment
Amortisation of intangible assets
Total depreciation and amortisation expense
Cost of inventories recognised as expense
Fees available to the Company’s auditor and its associates:
Audit of the Company’s financial statements
Audit of the Company’s subsidiaries
Audit related assurance services
Tax compliance services
Other tax advisory services
8. Employees
Employee costs:
Wages and salaries
Social security costs
Pension costs
Average number of FTE employees*:
Specialty Products
Surfactants
Chromium
Central
Total
*
full time equivalent including contractors
S
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f
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a
t
i
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n
2016
$million
106.0
5.2
7.9
24.6
3.4
28.0
312.1
0.2
0.5
0.2
–
0.1
2015
restated
$million
103.3
(3.5)
7.8
23.6
3.3
26.9
323.1
0.2
0.6
0.1
0.3
0.4
2016
$million
2015
$million
94.0
7.1
4.9
106.0
90.8
7.4
5.1
103.3
Number
Number
980
153
247
15
1,395
999
149
259
14
1,421
Elementis plc Annual report and accounts 2016
87
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
9. Earnings per share
The calculation of the basic and diluted earnings per share attributable to the ordinary equity holders of the parent is based on
the following:
Earnings:
Earnings for the purpose of basic earnings per share
Adjusting items net of tax
Adjusted earnings
Number of shares:
Weighted average number of shares for the purposes of basic earnings per share
Effect of dilutive share options
Weighted average number of shares for the purposes of diluted earnings per share
Earnings per share:
Basic
Diluted
Basic after adjusting items
Diluted after adjusting items
2016
$million
2015
restated
$million
68.1
10.5
78.6
2016
million
462.8
3.9
466.7
2016
cents
14.7
14.6
17.0
16.8
94.6
1.6
96.2
2015
million
462.2
4.0
466.2
2015
restated
cents
20.5
20.3
20.8
20.6
88
Elementis plc Annual report and accounts 2016
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10. Goodwill and other intangible assets
Cost:
At 1 January 2015
Exchange differences
Additions
At 31 December 2015
Exchange differences
Additions
At 31 December 2016
Amortisation:
At 1 January 2015
Charge for the year
At 31 December 2015
Charge for the year
At 31 December 2016
Carrying amount:
At 31 December 2016
At 31 December 2015
At 1 January 2015
Goodwill
$million
Brand
$million
Other
intangible
assets
$million
331.0
(6.3)
–
324.7
(3.5)
–
321.2
–
–
–
–
–
321.2
324.7
331.0
23.1
(1.0)
–
22.1
0.5
–
22.6
–
–
–
–
–
22.6
22.1
23.1
35.2
(1.0)
1.1
35.3
–
3.8
39.1
16.3
3.3
19.6
3.4
23.0
16.1
15.7
18.9
Total
$million
389.3
(8.3)
1.1
382.1
(3.0)
3.8
382.9
16.3
3.3
19.6
3.4
23.0
359.9
362.5
373.0
Goodwill acquired in a business combination is allocated, at acquisition, to the cash-generating units (‘CGUs’) that are expected to benefit
from that business combination. The carrying value of goodwill relates to Elementis Specialty Products ($318.5 million) and Elementis
Surfactants ($2.7 million). There is no goodwill associated with Elementis Chromium.
The Group tests annually for impairment, or more frequently if there are indications that goodwill might be impaired. The recoverable
amounts of the CGUs are determined from value in use calculations. The key assumptions for the value in use calculations are those
regarding the discount rates, growth rates and expected changes to selling prices and direct costs during the period. Management
estimates discount rates using pre-tax rates that reflect current market assessments of the time value of money and the risks specific to
the CGUs. In order to stress test the results over a wider range of conditions, management has expanded its testing to include discount
rates based on a variety of equity risk premiums and different capital structures that reflect the potential variability of risk within the CGUs.
In this exercise a range of discount rates from 11.3 per cent to 12.3 per cent (2015: 8.0 per cent to 14.0 per cent) was used.
The Group prepares cash flow forecasts derived from the most recent three year plans approved by management for the next three years
and extrapolates cash flows for the following 17 years based on estimated growth rates of 2.5 per cent. The rates do not exceed the
average long term growth rate for the relevant markets and also take into account potential, future capacity limitations for the Chromium
business. Changes in selling prices and direct costs are based on past practices and expectations of future changes in the market. The
results of the impairment testing using the assumptions discussed show that there is no indication that goodwill might be impaired.
The brand intangibles represent the value ascribed to the trading name and reputation of the Deuchem, Fancor, Watercryl and Hi-Mar
acquisitions. The Group considers these to have significant and ongoing value to the business that will be maintained and it is therefore
considered appropriate to assign these assets an indefinite useful life. Brand intangibles are tested annually for impairment using similar
assumptions to the goodwill testing. The remaining intangible assets comprise the value ascribed to customer lists, patents and non-
compete clauses, which are being amortised over periods of five to ten years.
Elementis plc Annual report and accounts 2016
89
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
11. Property, plant and equipment
Cost:
At 1 January 2015
Additions
Exchange differences
Disposals
Reclassifications
At 31 December 2015
Additions
Exchange differences
Disposals
Reclassifications
At 31 December 2016
Accumulated depreciation:
At 1 January 2015
Charge for the year
Exchange differences
Disposals
Reclassifications
At 31 December 2015
Charge for the year
Exchange differences
Disposals
Reclassifications
At 31 December 2016
Net book value:
At 31 December 2016
At 31 December 2015
At 1 January 2015
Land and
buildings
$million
Plant and
machinery
$million
Fixtures
fittings and
equipment
$million
Under
construction
$million
Total
$million
151.1
0.2
(6.3)
(1.0)
7.5
151.5
–
(5.9)
(0.9)
(9.8)
134.9
99.3
3.3
(4.1)
(0.1)
0.2
98.6
3.4
(5.6)
(0.1)
(12.0)
84.3
50.6
52.9
51.8
537.3
0.8
(22.5)
(3.5)
35.3
547.4
1.2
(32.9)
(3.7)
(31.2)
480.8
420.9
18.6
(20.1)
(3.0)
(0.3)
416.1
19.7
(31.3)
(3.6)
(56.5)
344.4
136.4
131.3
116.4
49.0
0.1
(1.5)
(1.4)
1.3
47.5
–
(0.3)
(0.7)
2.8
49.3
37.7
1.7
(1.1)
(1.4)
0.1
37.0
1.5
(0.4)
(0.6)
0.1
37.6
11.7
10.5
11.3
32.2
29.2
(0.8)
–
(44.1)
16.5
32.8
(0.3)
(0.2)
(30.2)
18.6
–
–
–
–
–
–
–
–
–
–
–
18.6
16.5
32.2
769.6
30.3
(31.1)
(5.9)
–
762.9
34.0
(39.4)
(5.5)
(68.4)
683.6
557.9
23.6
(25.3)
(4.5)
–
551.7
24.6
(37.3)
(4.3)
(68.4)
466.3
217.3
211.2
211.7
Group capital expenditure contracted but not provided for in these financial statements amounted to $nil (2015: $nil).
12. Inventories
Raw materials and consumables
Work in progress
Finished goods and goods purchased for resale
Inventories are disclosed net of provisions for obsolescence of $4.8 million (2015: $5.1 million).
2016
$million
42.2
8.9
70.2
121.3
2015
restated
$million
47.8
11.5
67.4
126.7
90
Elementis plc Annual report and accounts 2016
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13. Trade and other receivables
Trade receivables
Other receivables
Prepayments and accrued income
14. Trade and other payables
Trade payables
Other taxes and social security
Other payables
Accruals and deferred income
15. Provisions
2016
$million
88.7
3.3
4.0
96.0
2016
$million
52.7
1.0
10.1
35.1
98.9
2015
restated
$million
84.5
2.2
5.3
92.0
2015
$million
51.1
0.5
8.0
20.3
79.9
At 1 January 2016
Charged/(credited) to the income statement:
Increase in provisions due to change in discount rate
Set up/(release) of provisions
Unwinding of discount
Utilised during the year
Currency translation differences
At 31 December 2016
Due within one year
Due after one year
Environmental
$million
29.5
Self insurance
$million
3.1
Restructuring
$million
1.3
Other
$million
4.5
Total
$million
38.4
4.5
3.5
1.4
(6.1)
(1.4)
31.4
6.5
24.9
–
(0.3)
–
(0.2)
(0.1)
2.5
0.2
2.3
–
1.7
–
(1.7)
–
1.3
1.3
–
–
–
–
(0.5)
–
4.0
1.5
2.5
4.5
4.9
1.4
(8.5)
(1.5)
39.2
9.5
29.7
Environmental provisions relate to manufacturing and distribution sites including certain sites no longer owned by the Group. These
provisions have been derived using a discounted cash flow methodology and reflect the extent to which it is probable that expenditure will
be incurred over the next 20 years. Included within environmental provisions are amounts in respect of all anticipated costs related to the
closure and remediation of the Chromium UK site at Eaglescliffe.
Of the $9.4 million charged to provisions, $4.5 million relates to the reduction of the discount rate used to calculate the environmental
provision and $3.5 million relates to additional remediation work identified at Eaglescliffe. Further details on these charges are included
within Adjusting items (note 5).
Self-insurance provisions at 31 December 2016 represent the aggregate of outstanding claims plus a projection of losses incurred but not
reported. The self-insurance provisions are expected to be utilised within five years.
Elementis plc Annual report and accounts 2016
91
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
16. Deferred tax and ACT recoverable
At 1 January 2015
(Charge)/credit to the income statement
Charge to other comprehensive income
Charge to retained earnings
Currency translation differences
At 1 January 2016
(Charge)/credit to the income statement
Charge to other comprehensive income
Charge to retained earnings
Currency translation differences
At 31 December 2016
Retirement
benefit
plans
$million
20.9
(4.1)
(6.6)
–
(0.3)
9.9
0.2
(0.5)
–
0.6
10.2
Accelerated
tax
depreciation
$million
(23.6)
0.7
–
–
–
(22.9)
(6.5)
–
–
–
(29.4)
Amortisation
of US
goodwill
$million
(94.4)
–
–
–
–
(94.4)
(0.1)
–
–
–
(94.5)
Temporary
differences
$million
11.5
(3.2)
–
(1.2)
1.5
8.6
6.8
–
(0.4)
(1.5)
13.5
Unrelieved
tax
losses
$million
7.3
(7.2)
–
–
(0.1)
–
7.6
–
–
–
7.6
Deferred tax assets
Deferred tax liabilities
10.9
(0.7)
0.3
(29.7)
–
(94.5)
4.9
8.6
–
7.6
Total
$million
(78.3)
(13.8)
(6.6)
(1.2)
1.1
(98.8)
8.0
(0.5)
(0.4)
(0.9)
(92.6)
16.1
(108.7)
Deferred tax assets have been recognised to the extent that it is considered more likely than not that there will be taxable profits from
which the future reversal of the underlying timing differences can be deducted. Where this is not the case, deferred tax assets have not
been recognised. There are no significant temporary differences arising in connection with interests in subsidiaries and associates.
Deferred tax liabilities are reduced for any deferred tax assets which exist within a jurisdiction where consolidated tax returns are filed and
where tax assets and liabilities may be netted.
An asset of $42.0 million was recognised in 2014 relating to UK advance corporation tax credits which had previously been unrecognised
because of uncertainty over future UK taxable profits. During 2014 the Group made certain changes to its manufacturing and financing
structures, which together with greater certainty over the funding of the UK pension deficit, led to the view that UK taxable profits would
increase and therefore that the tax credits should be recognised. Movements in the ACT recoverable balance are shown below.
At 1 January
Recognition of UK Advance Corporation Tax credits
Utilisation
Currency translation differences
At 31 December
17. Share capital
At 1 January
Issue of shares
At 31 December
Details of share capital are set out in note 10 to the Parent company financial statements.
2016
$million
34.0
2.7
(8.3)
(5.4)
23.0
2016
$million
44.4
–
44.4
2015
$million
42.0
(1.3)
(4.3)
(2.4)
34.0
2015
$million
44.4
–
44.4
92
Elementis plc Annual report and accounts 2016
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18. Other reserves
Balance at 1 January 2015
Restatement (see note 31)
Balance at 1 January 2015 (restated)
Share based payments
Exchange differences
Decrease in fair value of derivatives
Transfer
At 1 January 2016
Share based payments
Exchange differences
Increase in fair value of derivatives
Transfer
Balance at 31 December 2016
Capital
redemption
reserve
$million
158.8
–
158.8
–
–
–
–
158.8
–
–
–
–
158.8
Translation
reserve
$million
(40.3)
(0.2)
(40.5)
–
(21.5)
–
–
(62.0)
–
(17.9)
–
–
(79.9)
Hedging
reserve
$million
(6.9)
–
(6.9)
–
–
(1.0)
–
(7.9)
–
–
0.6
–
(7.3)
Share options
reserve
$million
4.8
–
4.8
1.9
–
–
(2.6)
4.1
2.6
(0.7)
–
(2.4)
3.6
Total
$million
116.4
(0.2)
116.2
1.9
(21.5)
(1.0)
(2.6)
93.0
2.6
(18.6)
0.6
(2.4)
75.2
The translation reserve comprises all foreign currency differences arising from the translation of the financial statements of foreign
operations as well as from the translation of liabilities that hedge the Company’s net investment in a foreign subsidiary. The hedging
reserve comprises the effective portion of the cumulative net change in the fair value of cash flow hedging instruments related to hedged
transactions that have not yet occurred.
19. Borrowings
Bank loans
The borrowings are repayable as follows:
Within one year
In the second year
The weighted average interest rates paid were as follows:
Bank loans
Group borrowings were denominated as follows:
Bank loans
31 December 2015
31 December 2016
2016
$million
5.1
2015
$million
5.1
5.0
0.1
5.1
2016
%
1.2
5.1
–
5.1
2015
%
1.2
US dollar
Taiwan dollar
Brazilian real
Other
Total
1.7
2.0
3.3
2.9
–
0.1
0.1
0.1
5.1
5.1
Of the US dollar borrowings, $nil million was unsecured (2015: $0.4 million), bearing interest at the relevant interbank rates plus a margin.
The Taiwan dollar and remaining US dollar borrowings consisted of those secured by time deposits and those secured by charges over
various land and buildings in Taiwan.
20. Cash and cash equivalents
Cash and cash equivalents for the purpose of the consolidated cash flow statement comprise the following:
Cash and cash equivalents
2016
$million
82.6
2015
$million
79.1
Elementis plc Annual report and accounts 2016
93
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
21. Financial risk management
The Group has exposure to the following risks from its use of financial instruments:
– Credit risk.
– Liquidity risk.
– Market risk.
The Board of Directors has overall responsibility for the establishment and oversight of the Group’s risk management framework.
The Group’s risk management policies are established to identify and analyse the risks faced by the Group, to set appropriate risk
limits and controls and to monitor risks and adherence to limits. Risk management policies and systems are reviewed regularly to
reflect changes in market conditions and the Group’s activities.
The Group’s Audit Committee oversees how management monitors compliance with the Group’s risk management policies and
procedures and reviews the adequacy of the risk management framework in relation to the risks faced by the Group. The Group’s Audit
Committee is assisted in its oversight role by Internal Audit. Internal Audit undertakes both regular and ad hoc reviews of risk management
controls and procedures, the results of which are reported to the Audit Committee.
Credit risk
Credit risk is the risk of financial loss to the Group if a customer or counterparty to a financial instrument fails to meet its contractual
obligations, and arises principally from the Group’s receivables from customers.
Trade and other receivables
The Group’s exposure to credit risk is influenced mainly by the individual characteristics of each customer. The demographics of the
Group’s customer base, including the default risk of the industry and country in which customers operate, has less of an influence on
credit risk. No single customer accounts for a significant proportion of the Group’s revenue.
Each new customer is analysed individually for creditworthiness before the Group’s standard payment and delivery terms and conditions
are offered. The Group’s review includes external ratings, where available, and in some cases bank references. Purchase limits are
established for each customer, which represent the maximum open amount without requiring approval from the Board. Customers that
fail to meet the Group’s benchmark creditworthiness may transact with the Group only on a prepayment basis.
The Group establishes an allowance for impairment that represents its estimate of incurred losses in respect of trade and other
receivables. The main components of this allowance are a specific loss component that relates to individually significant exposures,
and a collective loss component established for groups of similar assets in respect of losses that have been incurred but not yet identified.
The collective loss allowance is determined based on historical data of payment statistics for similar assets.
Investments
The Group limits its exposure to credit risk through a treasury policy that imposes graduated limits on the amount of funds that can be
deposited with counterparties by reference to the counterparties’ credit ratings, as defined by Standard & Poor’s or Moody’s.
Management does not expect any counterparty to fail to meet its obligations.
Liquidity risk
Liquidity risk is the risk that the Group will not be able to meet its financial obligations as they fall due. The Group’s approach to managing
liquidity is to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities when due, under both normal and
stressed conditions, without incurring unacceptable losses or risking damage to the Group’s reputation. The Group’s funding policy is to
have committed borrowings in place to cover at least 125 per cent of the maximum forecast net borrowings for the next 12 month period.
At the year end the Group had $113.4 million (2015: $115.1 million) of undrawn committed facilities, of which $100.0 million expires after
more than one year.
Market risk
Market risk is the risk that changes in market prices, such as foreign exchange rates and interest rates, that will affect the Group’s income
or the value of its holdings of financial instruments. The objective of market risk management is to manage and control market risk
exposures within acceptable parameters, whilst optimising the return on risk.
The Group uses derivatives in the ordinary course of business, and also incurs financial liabilities, in order to manage market risks. All such
transactions are carried out within the guidelines set by the Board.
Currency risk
The Group is exposed to currency risk on sales, purchases and borrowings that are denominated in a foreign currency other than the
respective functional currencies of Group entities, primarily the US dollar and the euro. The Group hedges up to 100 per cent of current
and forecast trade receivables and trade payables denominated in a foreign currency. The Group uses forward exchange contracts to
hedge its currency risk, most with a maturity of less than one year from the reporting date.
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Elementis plc Annual report and accounts 2016
Interest on borrowings is denominated in currencies that match the cash flows generated by the underlying operations of the Group,
primarily US dollar, but also euro and pounds sterling. This provides an economic hedge and no derivatives are entered into. In respect of
other monetary assets and liabilities denominated in foreign currencies, the Group ensures that its net exposure is kept to an acceptable
level by buying or selling foreign currencies at spot rates when necessary to address short term imbalances. The Group’s investment in
overseas subsidiaries is hedged by US dollar denominated drawdowns under the syndicated facility, which mitigates the currency risk
arising from the translation of a subsidiary’s net assets.
Interest rate risk
The Group’s policy is to borrow at both fixed and floating interest rates and to use interest rate swaps to generate the required interest
profile. The policy does not require that a specific proportion of the Group’s borrowings are at fixed rates of interest.
Other market price risk
Equity price risk arises from available-for-sale equity securities held within the Group’s defined benefit pension obligations. In respect of
the US schemes, management monitors the mix of debt and equity securities in its investment portfolio based on market expectations.
The primary goal of the Group’s investment strategy is to maximise investment returns, without excessive risk taking, in order to meet
partially the Group’s unfunded benefit obligations; management is assisted by external advisors in this regard. In respect of the UK
scheme, the investment strategy is set by the trustees and the Board is kept informed.
The Group does not enter into commodity contracts other than to meet the Group’s expected usage and sale requirements; such
contracts are not settled net.
Capital management
The Board’s policy is to maintain a strong capital base so as to maintain investor, creditor and market confidence and to sustain future
development of the business. The Board monitors the return on operating capital employed (‘ROCE’) both including and excluding goodwill,
as defined on page 16. The Group’s target is to achieve a ROCE (including goodwill) in excess of our weighted average cost of capital.
The Board encourages employees to hold shares in the Company through the Group’s savings related share option schemes. At present,
employees, including executive directors, hold 0.2 per cent (2015: 0.4 per cent) of ordinary shares, or 1.8 per cent (2015: 1.8 per cent)
assuming that all outstanding options vest or are exercised.
Current dividend policy is to pay a progressive dividend of approximately one third of earnings per share after adjusting items. Additionally if
the Group finishes the year in a net balance sheet cash position, and there are no immediate investment plans for that cash, the Group may
recommend an additional special dividend of up to 50 per cent of the net cash amount. These dividend policies remain under review to
ensure that they remain appropriate to the circumstances and strategy of the Group.
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Recognised in profit or loss
Interest income on bank deposits
Net change in fair value of cash flow hedges transferred from equity
Financial income
Interest on bank loan
Net pension interest
Net change in fair value of cash flow hedges transferred from equity
Financial costs
Net financial costs
None of the above relates to financial assets or liabilities held at fair value through profit and loss.
Recognised directly in equity
Effective portion of changes in fair value of cash flow hedge
Fair value of cash flow hedges transferred to income statement
Effective portion of change in fair value of net investment hedge
Foreign currency translation differences for foreign operations
Recognised in
Hedging reserve
Translation reserve
2016
$million
2015
$million
0.1
–
0.1
(0.8)
(1.0)
(5.0)
(6.8)
(6.7)
0.2
2.6
2.8
(1.2)
(1.8)
–
(3.0)
(0.2)
2016
$million
2015
$million
(0.3)
0.9
(1.4)
(16.5)
0.6
(17.9)
(0.9)
(0.1)
(0.6)
(20.9)
(1.0)
(21.5)
Derivatives used for hedging included within current assets amounted to $nil at 31 December 2016 (2015: $nil) and $0.4 million within
current liabilities (2015: $0.3 million).
Elementis plc Annual report and accounts 2016
95
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
21. Financial risk management (continued)
Loans and borrowings
Current liabilities
Unsecured bank loan
Secured bank loan
Non-current liabilities
Secured bank loan
Terms and debt repayment schedule
The terms and conditions of outstanding loans were as follows:
2016
$million
2015
$million
–
5.1
–
0.4
4.7
–
Unsecured bank loan
Secured bank loan
Secured bank loan
Secured bank loan
Secured bank loan
Total interest-bearing liabilities
Currency
USD
USD
TWD
BRL
EUR/JPY
Year of
maturity
2016
2017
2017
2017
2017
Face value
$million
–
2.0
2.9
0.1
0.1
5.1
2016
Carrying
amount
$million
–
2.0
2.9
0.1
0.1
5.1
Face value
$million
0.4
1.3
3.3
–
0.1
5.1
2015
Carrying
amount
$million
0.4
1.3
3.3
–
0.1
5.1
The loans bear interest at interest rates of between 0.9 per cent and 2.7 per cent. The secured bank loans are secured by guarantees
provided by subsidiary companies and against land and buildings in Taiwan with a carrying value of $1.6 million.
Exposure to credit risk
The carrying amount of financial assets represents the maximum credit exposure. The maximum exposure to credit risk at the reporting
date was:
Trade receivables
Other receivables
Cash and cash equivalents
The maximum exposure to credit risk for trade receivables at the reporting date by geographic region was:
North America
Europe
Rest of the World
Carrying amount
2016
$million
88.7
3.3
82.6
174.6
Carrying amount
2016
$million
17.9
25.8
45.0
88.7
2015
restated
$million
84.5
2.2
79.1
165.8
2015
restated
$million
19.0
27.3
38.2
84.5
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Elementis plc Annual report and accounts 2016
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Impairment losses
The ageing of trade receivables at the reporting date was:
Not past due
Past due 0-30 days
Past due 31-120 days
Past due >121 days
Total
Gross
2016
$million
78.8
8.9
1.2
0.4
89.3
Impairment
2016
$million
(0.3)
–
–
(0.3)
(0.6)
The movement in the allowance for impairment in respect of trade receivables during the year was as follows:
Balance at 1 January
Impairment movements
Balance at 31 December
Gross
2015
$million
76.6
6.8
1.3
0.4
85.1
2016
$million
0.6
–
0.6
Impairment
2015
$million
(0.3)
–
–
(0.3)
(0.6)
2015
$million
0.8
(0.2)
0.6
The provision for impairment relates primarily to customers of Elementis Chromium who, due to their payment history and geographic
location, are assessed as having a higher exposure to credit risk than is acceptable. A provision is therefore deemed to be appropriate.
Liquidity risk
The following are the contractual maturities of financial liabilities, including interest payments and excluding the impact of netting
agreements:
Non-derivative financial liabilities:
Unsecured bank loan
Secured bank loan
Trade and other payables*
* excludes derivatives
Non-derivative financial liabilities:
Unsecured bank loan
Secured bank loan
Trade and other payables*
* excludes derivatives
31 December 2016
Carrying
amount
$million
Contractual
cash flows
$million
6 months
or less
$million
6-12
months
$million
1 year
or more
$million
–
5.1
63.8
68.9
–
(5.1)
(63.8)
(68.9)
–
(5.1)
(63.8)
(68.9)
–
–
–
–
–
–
–
–
31 December 2015
Carrying
amount
$million
Contractual
cash flows
$million
6 months
or less
$million
6-12
months
$million
1 year
or more
$million
0.4
4.7
59.6
64.7
(0.4)
(4.7)
(59.6)
(64.7)
–
(4.6)
(59.6)
(64.2)
(0.4)
(0.1)
–
(0.5)
–
–
–
–
Bank loans have been drawn under committed facilities and can be refinanced on maturity from the same facilities. The contractual
maturities indicated reflect the maturing of the loans rather than the end date of the facilities.
Elementis plc Annual report and accounts 2016
97
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
21. Financial risk management (continued)
Currency risk
Exposure to currency risk
The Group’s exposure to currency risk was as follows based on notional amounts:
Trade receivables
Trade payables
Gross balance sheet exposure
Forward exchange contracts
Net exposure
2016
Euro
$million
22.6
(11.7)
10.9
(23.5)
(12.6)
USD
$million
47.8
(27.9)
19.9
–
19.9
Other
$million
18.3
(13.1)
5.2
23.5
28.7
USD
restated
$million
46.3
(26.7)
19.6
–
19.6
2015
Euro
restated
$million
21.5
(11.3)
10.2
(39.1)
(28.9)
Other
restated
$million
16.7
(13.1)
3.6
39.1
42.7
The main exchange rates relevant to the Group are set out in the Finance report on page 15.
Sensitivity analysis
A 10 per cent strengthening of US dollar against the following currencies at 31 December would have increased/(decreased) equity and
profit or loss by the amounts shown below. The analysis assumes that all other variables, in particular interest rates, remain constant.
31 December 2016
GBP
Euro
RMB
TWD
31 December 2015
GBP
Euro
RMB
TWD
Equity restated
$million
Profit or loss
$million
(6.5)
(3.2)
(3.0)
(2.7)
(6.3)
(3.4)
(3.2)
(2.7)
2.6
(3.9)
(1.4)
(0.3)
2.3
(4.5)
(0.6)
(0.4)
A 10 per cent strengthening of USD against all currencies will have increased/(decreased) the carrying amount of variable rate instruments
as follows:
Variable rate instruments
Financial liabilities
Carrying amount
2016
$million
2015
$million
(0.3)
(0.3)
Cash flow sensitivity analysis for variable rate instruments
A change of 100 basis points in interest rates at the reporting date would have increased/(decreased) profit or loss by the amounts shown
below. This analysis assumes that all other variables, in particular foreign currency rates, remain constant.
Variable rate instruments
2016
Profit or loss
100bp
decrease
$million
–
100bp
increase
$million
–
2015
Profit or loss
100bp
decrease
$million
–
100bp
increase
$million
–
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Fair values
Fair values versus carrying amounts
The fair values of financial assets and liabilities, together with carrying amounts shown in the balance sheet, are as follows:
Trade and other receivables
Cash and cash equivalents
Derivative contracts used for hedging:
Assets
Liabilities
Unsecured bank facility
Secured bank loan
Trade and other payables*
Unrecognised gain/(loss)
* excludes derivatives
31 December 2016
31 December 2015
Carrying
amount
$million
92.0
82.6
Fair value
$million
92.0
82.6
–
(0.4)
–
(5.1)
(97.6)
71.5
–
–
(0.4)
–
(5.1)
(97.6)
71.5
–
Carrying
amount
restated
$million
86.7
79.1
–
(0.3)
(0.4)
(4.7)
(79.9)
80.5
–
Fair value
restated
$million
86.7
79.1
–
(0.3)
(0.4)
(4.7)
(79.9)
80.5
–
Basis for determining fair values
The Group measures fair values in respect of financial instruments in accordance with IFRS 13, using the following fair value hierarchy
that reflects the significance of the inputs used in making the measurements:
Level 1: Quoted market price (unadjusted) in an active market for an identical instrument.
Level 2: Valuation techniques based on observable inputs, either directly or indirectly.
Level 3: Valuation techniques using significant unobservable inputs.
The following summarises the significant methods and assumptions used in estimating the fair values of financial instruments.
Derivatives (level 2)
The fair value of forward exchange contracts is based on their listed market price, if available. If a listed market price is not available,
then fair value is estimated by discounting the difference between the contractual forward price and the current forward price for the
residual maturity of the contract using a risk-free interest (based on government bonds).
Non-derivatives financial liabilities (level 2)
Fair value is calculated based on the present value of future principal and interest cash flows, discounted at the market rate of interest at
the reporting date.
Trade and other receivables, Trade and other payables (level 3)
The fair value of trade and other receivables is estimated as the present value of future cash flows, discounted at the market rate of interest
at the reporting date.
Interest rates used for determining fair value
The interest rates used to discount estimated cash flows, where applicable, are based on the government yield curve at the reporting
date plus an adequate constant credit spread, and were as follows:
Borrowings
2016
%
0.9-2.7
2015
%
0.9-2.7
At both 31 December 2015 and 31 December 2016 there was no difference between the carrying value and fair value of financial instruments.
Elementis plc Annual report and accounts 2016
99
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
22. Operating leases
Minimum lease payments under operating leases recognised as an expense in the year
2016
$million
4.1
2015
$million
4.1
At the balance sheet date, the Group has outstanding commitments under non-cancellable operating leases, which fall due as follows:
Within one year
In the second to fifth years inclusive
After five years
2016
$million
3.9
10.0
12.6
26.5
2015
$million
4.3
9.4
12.5
26.2
Operating lease payments represent rentals payable by the Group for certain of its properties, plant and machinery. Leases have varying
terms and renewal rights.
23. Retirement benefit obligations
The Group has a number of contributory and non-contributory post retirement benefit plans providing retirement benefits for the majority
of employees and executive directors. At 31 December 2016 the main schemes in the UK and US were of the defined benefit type,
the benefit being based on number of years of service and either the employee’s final remuneration or the employee’s average
remuneration during a period of years before retirement. The assets of these schemes are held in separate trustee administered funds
or are unfunded but provided for on the Group balance sheet. In the Netherlands the arrangement with the previous insurers of the
defined benefit pension scheme came to an end on 31 December 2014 and the Group contracted with a new industry wide pension
fund for 2015 onwards. As a result, the plan is now accounted for as a defined contribution plan.
In addition the Group operates an unfunded post retirement medical benefit (‘PRMB’) scheme in the US. The entitlement to these benefits
is usually based on the employee remaining in service until retirement age and completion of a minimum service period.
Other employee benefit schemes included in the table below relate to two unfunded pension schemes, a long term service award scheme
in Germany and a special benefits programme for a small number of former employees of the Eaglescliffe plant.
Net defined benefit liability
The net liability was as follows:
2016
Total market value of assets
Present value of scheme liabilities
Net asset/(liability) recognised in the balance sheet
2015
Total market value of assets
Present value of scheme liabilities
Net asset/(liability) recognised in the balance sheet
UK pension
scheme
$million
US pension
schemes
$million
US PRMB
scheme
$million
Other
$million
Total
$million
702.9
(698.6)
4.3
109.8
(132.9)
(23.1)
–
(6.3)
(6.3)
–
(5.0)
(5.0)
812.7
(842.8)
(30.1)
UK pension
scheme
$million
US pension
schemes
$million
US PRMB
scheme
$million
Other
$million
Total
$million
732.8
(726.1)
6.7
108.1
(132.5)
(24.4)
–
(6.3)
(6.3)
–
(5.0)
(5.0)
840.9
(869.9)
(29.0)
Employer contributions in 2016 were $3.3 million (2015: $21.1 million) to the UK scheme and $2.2 million (2015: $2.7 million) to US
schemes. Contributions in 2017 are expected to be in the range $10 million to $15 million. Further details on agreed future payments
to the UK pension scheme are included in the Finance report.
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Movement in net defined benefit liability
The following table shows a reconciliation from the opening balances to the closing balances for the net defined benefit liability and its
components.
2016
Balance at 1 January
Included in profit or loss
Current service cost
Running costs
Net interest expense
Included in other comprehensive income
Re-measurements:
Return on plan assets excluding interest income
Actuarial gains arising from demographic assumptions
Actuarial gains/(losses) from financial assumptions
Actuarial gains/(losses) arising from experience adjustment
Exchange differences
Contributions:
Employers
Deficit in schemes at 31 December
2015
Balance at 1 January
Included in profit or loss
Current service cost
Running costs
Net interest expense
Included in other comprehensive income
Re-measurements:
Return on plan assets excluding interest income
Actuarial gains/(losses) arising from demographic
assumptions
Actuarial gains arising from financial assumptions
Actuarial gains/(losses) arising from experience adjustment
Exchange differences
Contributions:
Employers
Deficit in schemes at 31 December
UK pension
scheme
$million
US pension
schemes
$million
US PRMB
scheme
$million
Other
$million
Total
$million
6.7
(0.7)
(1.1)
0.3
(1.5)
107.5
–
(119.5)
8.7
(0.9)
(4.2)
3.3
4.3
(24.4)
(0.5)
(0.3)
(1.0)
(1.8)
4.3
0.9
(3.5)
0.2
–
1.9
1.2
(23.1)
(6.3)
(0.1)
–
(0.2)
(0.3)
–
–
(0.4)
(0.3)
–
(0.7)
1.0
(6.3)
(5.0)
(0.1)
–
(0.1)
(0.2)
–
–
(0.5)
–
0.3
(0.2)
0.4
(29.0)
(1.4)
(1.4)
(1.0)
(3.8)
111.8
0.9
(123.9)
8.6
(0.6)
(3.2)
5.9
(5.0)
(30.1)
UK pension
scheme
$million
US pension
schemes
$million
US PRMB
scheme
$million
Other
$million
Total
$million
(28.4)
(23.7)
(0.8)
(1.7)
(0.6)
(3.1)
(40.3)
7.3
23.1
26.8
0.2
17.1
21.1
6.7
(0.6)
(0.4)
(0.8)
(1.8)
(4.3)
(0.3)
6.7
(2.8)
–
(0.7)
1.8
(24.4)
(7.4)
(0.1)
–
(0.2)
(0.3)
–
–
0.4
0.1
–
0.5
0.9
(6.3)
(6.3)
(65.8)
–
(0.2)
(0.2)
–
–
0.7
–
0.6
1.3
0.2
(5.0)
(1.5)
(2.1)
(1.8)
(5.4)
(44.6)
7.0
30.9
24.1
0.8
18.2
24.0
(29.0)
Elementis plc Annual report and accounts 2016
101
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
23. Retirement benefit obligations (continued)
Plan assets
Plan assets comprise:
2016
Equities
Bonds
Cash/liquidity funds
2015
Equities
Bonds
Cash/liquidity funds
UK pension
scheme
$million
US pension
schemes
$million
US PRMB
scheme
$million
246.0
359.5
97.4
702.9
68.2
5.4
36.2
109.8
–
–
–
–
UK pension
scheme
$million
US pension
schemes
$million
US PRMB
scheme
$million
290.6
349.2
93.0
732.8
69.6
35.0
3.5
108.1
–
–
–
–
Total
$million
314.2
364.9
133.6
812.7
Total
$million
360.2
384.2
96.5
840.9
*
including LDI repurchase agreement liabilities
To reduce volatility risk a liability driven investment (‘LDI’) strategy forms part of the Trustees’ management of the UK defined benefit
scheme’s assets, including government bonds, corporate bonds and derivatives. The bond assets category in the table above includes
gross assets of $477.3 million (2015: $447.0 million) and associated repurchase agreement liabilities of $117.8 million (2015: $97.8 million).
Repurchase agreements are entered into with counterparties to better offset the scheme’s exposure to interest and inflation rates, whilst
remaining invested in assets of a similar risk profile. Interest rate and inflation rate derivatives are also employed to complement the use of
fixed and indexed linked bonds in matching the profile of the schemes liabilities.
All equities, bonds and liquidity funds have quoted prices in active markets. Other assets include insured annuities, an insurance fund and
various swap products.
Within the UK pension scheme, the current asset allocation is approximately 40 per cent in a liability matching fund consisting of gilts
(fixed interest and index linked), bonds, cash and swaps and 60 per cent in an investment fund that includes various equity and equity
like funds. The aim of the trustees is to manage the risk relative to the liabilities associated with the scheme’s investments through a
combination of diversification, inflation protection and hedging of risk (currency, interest rate and inflation risk). The US scheme currently
has over 60 per cent of its asset value invested in a range of equity funds designed to target higher returns and thus reduce the pension
deficit, with the balance invested in fixed income bonds and cash. The strategy is that as the deficit reduces, a greater proportion of
investments will be made into liability matching funds.
Changes in the fair value of plan assets for the major schemes are as follows:
UK pension
scheme
$million
US pension
schemes
$million
US PRMB
scheme
$million
Total
$million
732.8
24.6
(1.1)
107.5
3.3
0.1
(36.6)
(127.7)
702.9
108.1
4.2
(0.3)
4.3
1.2
–
(7.7)
–
109.8
–
–
–
–
–
–
–
–
–
840.9
28.8
(1.4)
111.8
4.5
0.1
(44.3)
(127.7)
812.7
2016
Opening fair value of plan assets
Expected return
Running costs
Actuarial loss
Contributions by employer
Contributions by employees
Benefits paid
Exchange differences
Closing fair value of plan assets
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2015
Opening fair value of plan assets
Expected return
Running costs
Actuarial gain
Contributions by employer
Contributions by employees
Benefits paid
Exchange differences
Closing fair value of plan assets
UK pension
scheme
$million
US pension
schemes
$million
US PRMB
scheme
$million
Total
$million
813.7
26.8
(1.7)
(40.3)
21.1
0.1
(43.8)
(43.1)
732.8
114.7
4.1
(0.4)
(4.3)
1.8
–
(7.8)
–
108.1
–
–
–
–
–
–
–
–
–
928.4
30.9
(2.1)
(44.6)
22.9
0.1
(51.6)
(43.1)
840.9
Defined benefit obligation
Changes in the present value of the defined benefit obligation for the major schemes are as follows:
2016
Opening defined benefit obligation
Service cost
Interest cost
Contributions by employees
Actuarial gains
Benefits paid
Exchange differences
Closing defined benefit obligation
2015
Opening defined benefit obligation
Service cost
Interest cost
Contributions by employees
Actuarial losses
Benefits paid
Exchange differences
Closing defined benefit obligation
UK pension
scheme
$million
US pension
schemes
$million
US PRMB
scheme
$million
Total
$million
(726.1)
(0.7)
(24.2)
(0.1)
(110.8)
36.6
126.7
(698.6)
(132.5)
(0.5)
(5.2)
–
(2.4)
7.7
–
(132.9)
(6.3)
(0.1)
(0.2)
–
(0.7)
1.0
–
(6.3)
UK pension
scheme
$million
US pension
schemes
$million
US PRMB
scheme
$million
(842.1)
(0.8)
(27.4)
(0.1)
57.2
43.8
43.3
(726.1)
(138.4)
(0.6)
(4.9)
–
3.6
7.8
–
(132.5)
(7.4)
(0.1)
(0.2)
–
0.5
0.9
–
(6.3)
(864.9)
(1.3)
(29.6)
(0.1)
(113.9)
45.3
126.7
(837.8)
Total
$million
(987.9)
(1.5)
(32.5)
(0.1)
61.3
52.5
43.3
(864.9)
Elementis plc Annual report and accounts 2016
103
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
23. Retirement benefit obligations (continued)
Actuarial assumptions
A full actuarial valuation was carried out on 30 September 2014 for the UK scheme and at 31 December 2016 for the US schemes.
The principal assumptions used by the actuaries for the major schemes have been updated by the actuaries at the balance sheet date
and were as follows:
2016
Rate of increase in salaries
Rate of increase in pensions in payment
Discount rate
Inflation
2015
Rate of increase in salaries
Rate of increase in pensions in payment
Discount rate
Inflation
The assumed life expectancies on retirement are:
Retiring at 31 December 2016
Males
Females
Retiring in 20 years
Males
Females
UK
%
4.30
3.10
2.60
3.30
4.10
3.00
3.70
3.10
2016
years
21
22
21
23
US
%
3.00/3.45
n/a
3.85
2.00
3.00/3.45
n/a
4.10
2.25
US
2015
years
21
23
22
24
2016
years
23
25
25
26
UK
2015
years
22
25
25
26
The main assumptions for the PRMB scheme are a discount rate of 3.85 per cent (2015: 4.1 per cent) per annum and a health
care cost trend of 6.5 per cent (2015: 6.5 per cent) per annum for claims pre age 65 reducing to 4.5 per cent per annum by 2021
(2015: 4.5 per cent). Actuarial valuations of retirement benefit plans in other jurisdictions have either not been updated for IAS 19
purposes or disclosed separately because of the costs involved and the considerably smaller scheme sizes and numbers of
employees involved.
At 31 December 2016, the weighted average duration of the defined benefit obligations for the major schemes was as follows:
UK: 15 years
US: 10 years
Sensitivity analysis
The sensitivities regarding the principal assumptions used to measure the scheme liabilities are set out below:
Assumption
Discount rate
Rate of inflation
Rate of salary growth
Rate of mortality
Change in assumption
Increased/decreased by 0.5%
Increased/decreased by 0.5%
Increased/decreased by 0.5%
Increased by 1 year
Impact on scheme liabilities
Decreased/increased by 7%
Increased/decreased by 4%
Increased/decreased by 0%
Increased by 4%
These sensitivities have been calculated to show the movement of the defined obligation following a change in a particular assumption in
isolation, assuming no other changes in market conditions.
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24. Share based payments
The Company has several share incentive schemes for certain directors and employees of the Group.
A Long Term Incentive Plan was adopted in 2008 (amended in 2010 and 2015) (‘LTIP’) for selected senior executives including the
executive directors, business presidents and general counsel. Awards of nil cost share options or conditional share awards are normally
made annually and the maximum value of any grant to an individual is two times the CEO’s basic salary. Awards vest after three years and
are subject to EPS and TSR performance conditions over a three year period. Vested awards are then exercisable for up to seven years,
subject to the rules of the plan. For US participants prior to 2015 (for tax reasons), the default practice is for options to be exercised at the
date of vesting. From 2015, US participants received awards structured as restricted stock units.
Buyout awards for our CEO and CFO were made in 2016. These awards were made under our remuneration recruitment policy and as
permitted under the Listing Rules. Further detail on these buy out awards can be found in the Annual report on remuneration, on pages
52 and 53.
Two tranches of awards of restricted stock units, over 225,645 ordinary shares per tranche, were made to the CEO on 7 March 2016.
The first tranche will vest on the 7 March 2017, and the second tranche on 7 March 2018. Within each tranche was a portion
(57.5 per cent) that was subject only to a service requirement of one or two years from the date of award (reflecting a minimum vesting
value of the forfeited awards). The balance of the award (42.5 per cent) in each tranche was subject to performance conditions based on
the following metrics: financial (cash) targets (30 per cent weight), operational (HSE) targets (30 per cent weight) and specific business
objectives related to cost and talent management (40 per cent weight). These metrics were in nature similar and equivalently challenging
to those of the forfeited awards.
One buyout award was made to the CFO on 19 September 2016. This is a nil cost option over 240,693 ordinary shares in Elementis.
This award is subject to the same EPS and TSR performance conditions as those made in April 2016 to other participants of the Elementis
LTIP and will ordinarily vest in April 2019.
For other executives, shareholders approved at the 2012 AGM an approved and unapproved executive share option scheme (‘2012
ESOS’). This scheme replaced the previous approved and unapproved executive share option scheme (‘2003 ESOS’) which expired in
2013. The last awards made under the 2003 scheme were in 2012. Under the 2003 and 2012 ESOS, options are usually granted annually
to purchase shares in the Company at an exercise price per share based on the Company’s average mid-market closing share price on
the dealing day preceding the date of grant with no discount applied. The number of options that are granted are based on a percentage
of the participant’s basic salary. Options vest after three years and are subject to EPS and TSR performance conditions. Vested options
are then exercisable for up to seven years, subject to the rules of the schemes. The Company operates two shadow executive share
option schemes for a number of executives, who are employed or based in China, that are structured in almost all respects as the 2003
and 2012 ESOS.
The Company also operates a 2008 UK Savings Related Share Option Scheme, which is a save as you earn (‘SAYE’) scheme, under
which UK employees can enter into contracts to save currently up to a maximum of £500 per month with a bank or building society
for a period of three or five years and use the proceeds from their savings accounts to purchase shares in the Company on the exercise
of their options. The option price is the average mid-market closing share price over the five working days preceding the invitation date,
discounted by 20 per cent. Options may be exercised typically within six months following the end of the savings period. A similar scheme
exists for US employees. Under the 2008 US Sharesave Scheme, US employees can enter into contracts to save up to a maximum of
$2,000 per month with a bank or similarly approved institution, for a period of two years, and use the proceeds from their savings
accounts to purchase shares in the Company on the exercise of their options. The option price is the average mid-market closing share
price on the date of the grant, discounted by 15 per cent. Options may be exercised typically within three months following the end of the
savings period. Options granted under the two savings based schemes are held subject to the rules of the schemes.
Options were valued (as shown in the table below) using the binomial option pricing model. The fair value per option granted and the
assumptions used in the calculations are as follows:
Fair value per option (pence)
Expected volatility (per cent)
Risk free rate (per cent)
Expected dividend yield (per cent)
2016
142.6
28.0
0.5
1.9
2015
136.8
27.0
0.9
1.1
Expected volatility was determined by calculating the historical volatility of the Company’s share price over the previous five years.
The expected life used in the model has been adjusted, based on management’s best estimate, for the effects of non-transferability,
exercise restrictions and behavioural considerations. The Group recognised total expenses of $2.3 million (2015: $2.1 million) related
to share based payment transactions during the year.
Elementis plc Annual report and accounts 2016
105
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
24. Share based payments (continued)
At 31 December 2016 the following options/awards to subscribe for ordinary shares were outstanding:
At
1 January
2016
’000
Granted
Exercised
’000
’000
Expired
’000
At
31 December
2016
’000
Exercise
price (p)
Exercisable
Year of grant
From
UK savings related share option scheme
01/10/16
2011
01/10/15
2012
01/10/17
2012
01/10/16
2013
01/10/18
2013
01/10/17
2014
01/10/18
2015
01/10/19
2016
121.66
168.06
168.06
206.14
206.14
216.58
207.32
175.81
US savings related share option scheme
22/08/16
2014
24/08/17
2015
31/08/18
2016
242.93
201.79
185.30
To
01/04/17
01/04/16
01/04/18
01/04/17
01/04/19
01/04/18
01/04/19
01/04/20
22/11/16
24/11/17
31/11/18
4
6
5
40
3
107
86
–
251
147
311
–
458
–
–
–
–
–
–
–
175
175
–
–
370
370
–
–
–
–
–
Executive share option schemes/awards granted under the long term incentive plan*
2010+
2011+
2012+
2012*
2013+
2013*
2014+
2014*
2015+
2015*
2016∆
2016∆
2016+
2016*
2016∆
06/04/20
04/04/21
27/06/22
27/06/22
02/04/23
02/04/23
01/04/24
01/04/24
01/04/25
27/04/25
07/03/26
07/03/26
04/04/26
04/04/26
19/09/26
06/04/13
04/04/14
27/06/15
27/06/15
02/04/16
02/04/16
01/04/17
01/04/17
01/04/18
27/04/18
07/03/17
07/03/18
04/04/19
04/04/19
04/04/19
57.00
149.90
194.30
Nil
260.70
Nil
286.50
Nil
290.20
Nil
Nil
Nil
238.40
Nil
Nil
307
319
590
178
632
1,058
559
937
588
924
–
–
–
–
–
6,092
–
–
–
–
226
226
933
1,333
241
2,959
(4)
(6)
–
(33)
–
(2)
(2)
–
(47)
(4)
(9)
–
(13)
(50)
(75)
(157)
(178)
–
–
–
–
–
–
–
–
–
–
–
(460)
–
–
(5)
(5)
(3)
(62)
(43)
–
(118)
(143)
(75)
(7)
(225)
–
–
–
–
(632)
(1,058)
(33)
–
(34)
(233)
–
–
(38)
–
–
(2,028)
–
–
–
2
–
43
41
175
261
–
227
363
590
257
244
433
–
–
–
526
937
554
691
226
226
895
1,333
241
6,563
+
These options include cash settled shadow executive options granted to a number of executives on the same basis as the executive options (with the
same performance conditions and exercise provisions). These shadow options are included in the calculation of the total expenses recognised by the
Group related to share based payments. The closing balance of the 2010, 2011, 2012, 2013, 2014, 2015 and 2016 options shown above include
approximately 68,000, 54,000, 58,000, nil, 59,000, 67,000 and 85,000 shadow options respectively.
∆ Awards made as one-off agreements that borrow from the terms of the LTIP.
The weighted average exercise prices of options disclosed in the previous table were as follows:
At 1 January
Granted
Exercised
Expired
At 31 December
2016
Average
exercise
price (p)
121.4
91.8
108.8
113.4
110.9
2015
Average
exercise
price (p)
104.9
132.1
77.8
71.4
121.4
The weighted average share price at the date of exercise of share options exercised during the year was 220 pence (2015: 252 pence).
106
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25. Related party transactions
The Company is a guarantor to the UK pension scheme under which it guarantees all current and future obligations of UK subsidiaries
currently participating in the pension scheme to make payments to the scheme, up to a specified maximum amount. The maximum amount
of the guarantee is that which is needed (at the time the guarantee is called on) to bring the scheme’s funding level up to 105 per cent of its
liabilities, calculated in accordance with section 179 of the Pensions Act 2004. This is also sometimes known as a Pension Protection Fund
(‘PPF’) guarantee, as having such a guarantee in place reduces the annual PPF levy on the scheme.
26. Movement in net cash/(borrowings)
Change in net cash resulting from cash flows:
Increase in cash and cash equivalents
Decrease in borrowings repayable within one year
Decrease in borrowings repayable after one year
Currency translation differences
Increase in net cash
Net cash at beginning of year
Net cash at end of year
2016
$million
2015
$million
6.3
(0.1)
0.1
6.3
(2.8)
3.5
74.0
77.5
7.8
3.6
0.3
11.7
(1.9)
9.8
64.2
74.0
27. Dividends
An interim dividend of 2.70 cents per share (2015: 2.70 cents) was paid on 30 September 2016 and the Group is proposing a final
dividend of 5.75 cents per share (2015: 5.75 cents) for the year ended 31 December 2016 and a special dividend of 8.35 cents per share
(2015: 8.00 cents). The total dividend for the year, excluding the special dividend, is 8.45 cents per share (2015: 8.45 cents) and 16.80 cents
per share (2015: 16.45 cents) including the special dividend.
The amount payable for the final dividend and special dividend, based on the anticipated number of qualifying ordinary shares registered
on the record date, is $65.4 million.
The payment of this dividend will not have any tax consequences for the Group.
28. Key management compensation
Salaries and short term employee benefits
Other long term benefits
Share based payments
2016
$million
3.4
0.4
1.6
5.4
2015
$million
3.0
0.7
1.3
5.0
The key management compensation given above is for the Board and the two business presidents. Directors’ remuneration is set out in the
Directors’ remuneration report on pages 39 to 59.
29. Contingent liabilities
As is the case with other chemical companies, the Group occasionally receives notices of litigation relating to regulatory and legal matters.
A provision is recognised when the Group believes it has a present legal or constructive obligation as a result of a past event, and it is
probable that an outflow of economic benefits will be required to settle the obligation. Where it is deemed that an obligation is merely
possible and that the probability of a material outflow is not remote, the Group would disclose a contingent liability. No contingent liability
was considered to be reportable at 31 December 2016.
30. Events after the balance sheet date
On 10 February 2017 the Group announced its intention to acquire SummitReheis, a global leader in the fast growing anti-perspirant
actives market with operations in the US, Europe and Asia, for consideration of $360 million. Completion of the acquisition is expected
to take place in the second quarter of 2017 following receipt of anti-trust clearances in the US and Germany. As at 31 December 2015,
SummitReheis had total assets of $208 million and net assets of $12 million. For the year ended 31 December 2016, SummitReheis is
expected to report revenue of $134 million and underlying EBITDA of approximately $28 million.
The Group intends to fund the acquisition through its existing cash resources and new debt facilities of $475 million, which will also be
used to refinance the existing $100 million revolving credit facility. The new debt, which has a five year term, will be provided through a fully
underwritten $275 million revolving credit facility and $200 million term loan facility and may be drawn, amongst other conditions, once the
acquisition closing conditions have been met.
Elementis plc Annual report and accounts 2016
107
Notes to the Consolidated financial statements
for the year ended 31 December 2016 continued
31. Prior year restatement
During 2016 the Directors considered the detailed criteria for the recognition of revenue from the sale of goods set out in IAS 18 Revenue
and, in particular, when the Group had transferred the significant risks and rewards of ownership of the goods. Following further assessment
of the terms of shipment, the Directors have concluded that international shipments should not be recognised within revenue until they reach
the destination port, as they believe that this more accurately reflects the commercial substance of the transaction in that risks and rewards
of ownership pass to the customer at this point. Due to this change in the accounting policy, the prior year comparatives have therefore been
restated to provide comparable information.
The financial statement line items impacted have been set out below.
Consolidated income statement
2015
restated
$million
677.2
(418.2)
259.0
127.1
120.8
(26.2)
94.6
2015
reported
$million
95.3
(21.7)
83.4
Adjusting items
(note 5)
$million
–
–
–
(5.6)
(5.6)
7.2
1.6
Restatement
$million
(0.7)
0.2
(0.5)
2015
reported
$million
Restatement
$million
137.5
121.4
464.6
(40.3)
119.5
103.8
(0.6)
500.4
(62.0)
6.8
(10.5)
(3.5)
(0.2)
7.2
(11.8)
0.4
(4.2)
–
2015
Restated
Adjusted
$million
677.2
(418.2)
259.0
121.5
115.2
(19.0)
96.2
2015
restated
$million
94.6
(21.5)
82.9
2015
restated
$million
144.3
110.9
461.1
(40.5)
126.7
92.0
(0.2)
496.2
(62.0)
Revenue
Cost of sales
Gross profit
Operating Profit
Profit before income tax
Tax charge
Profit for the year
2015
reported
$million
678.8
(418.8)
260.0
128.1
121.8
(26.5)
95.3
Restatement
$million
(1.6)
0.6
(1.0)
(1.0)
(1.0)
0.3
(0.7)
Consolidated statement of comprehensive income
Profit for the year
Exchange differences on translation of foreign operations
Total comprehensive income for the year
Balance Sheet
At 1 January 2015
Inventories
Trade and other receivables
Retained earnings
Translation reserve
At 31 December 2015
Inventories
Trade and other receivables
Current tax liabilities
Retained earnings
Translation reserve
108
Elementis plc Annual report and accounts 2016
Parent company statutory accounts
Elementis PLC
Balance sheet
at 31 December 2016
Fixed assets
Investments
Current assets
Debtors
Creditors: amounts falling due within one year
Creditors
Net current assets
Total assets less current liabilities
Creditors: amounts falling due after more than one year
Amounts due to subsidiary undertakings
Net assets
Capital and reserves
Called up share capital
Share premium account
Capital redemption reserve
Other reserves
Share option reserve
Profit and loss account
Equity shareholders’ funds
Note
2016
£million
2015
£million
6
7
8
9
767.8
766.2
12.7
12.7
(0.6)
12.1
779.9
(270.4)
509.5
23.1
12.0
83.3
250.5
2.8
137.8
509.5
(0.6)
12.1
778.3
(215.8)
562.5
23.1
11.5
83.3
250.5
2.9
191.2
562.5
The Company recognised a loss for the financial year ended 31 December 2016 of £2.0 million (2015: £225.2 million profit).
The financial statements of Elementis plc, registered number 3299608, on pages 109 to 114 were approved by the Board on
1 March 2017 and signed on its behalf by:
Paul Waterman
CEO
Ralph Hewins
CFO
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Elementis plc Annual report and accounts 2016
109
Parent company statutory accounts
Elementis PLC continued
Statement of changes in equity
For the year ended 31 December 2016
Balance at 1 January 2015
Comprehensive income
Profit for the year
Transfer
Total other comprehensive income
Total comprehensive income
Transactions with owners
Issue of shares by the Company
Share based payments
Transfer
Dividends paid
Total transactions with owners
Balance at 31 December 2015
Balance at 1 January 2016
Comprehensive income
Profit for the year
Total other comprehensive income
Total comprehensive income
Transactions with owners
Issue of shares by the Company
Share based payments
Transfer
Dividends paid
Total transactions with owners
Balance at 31 December 2016
Share
capital
£million
23.1
Share
premium
£million
10.5
Capital
redemption
reserve
$million
83.3
Other
reserves
£million
81.5
Share
options
reserve
£million
3.1
Retained
earnings
£million
179.5
–
–
–
–
–
–
–
–
–
23.1
–
–
–
–
1.0
–
–
–
1.0
11.5
–
–
–
–
–
–
–
–
83.3
–
169.0
169.0
169.0
–
–
–
–
250.5
–
–
–
–
–
(0.2)
–
(0.2)
2.9
225.2
(169.0)
(169.0)
56.2
–
1.4
0.2
(46.1)
(44.5)
191.2
Total
£million
381.0
225.2
–
–
225.2
1.0
1.4
–
(46.1)
(43.7)
562.5
23.1
11.5
83.3
250.5
2.9
191.2
562.5
–
–
–
–
–
–
–
–
23.1
–
–
–
0.5
–
–
–
0.5
12.0
–
–
–
–
–
–
–
–
83.3
–
–
–
–
–
–
–
–
250.5
–
–
–
–
–
(0.1)
–
(0.1)
2.8
(2.0)
–
(2.0)
–
1.7
0.1
(53.2)
(51.4)
137.8
(2.0)
–
(2.0)
0.5
1.7
–
(53.2)
(51.0)
509.5
The £169 million movement shown within other comprehensive income for 2015 is in respect of a re-presentation of prior years’
impairment reversals. The above analysis is provided to demonstrate a greater level of transparency in relation to the Company’s
distributable reserves, which amount to £137.8 million (2015: £191.2 million) at the end of the period.
110
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Notes to the Company financial statements of Elementis Plc
for the year ended 31 December 2016
1. General information
Elementis plc is a public company limited by shares and is
incorporated and domiciled in England. The address of its
registered office is, Caroline House, 55-57 High Holborn, London
WC1V 6DX. The principal activity of the Company is to act as an
investment and holding company.
2. Basis of preparation
The Company’s financial statements have been prepared in
compliance with applicable United Kingdom accounting standards,
including Financial Reporting Standard 101 – ‘Reduced disclosure
framework – Disclosure exemptions from EU-adopted IFRS for
qualifying entities’ (‘FRS 101’), and with the Companies Act.
As a qualifying entity whose results are consolidated in the
Elementis plc Consolidated financial statements on pages
70 to 108, the Company has taken advantage of the disclosure
exemption requirements of FRS 101 regarding the requirement to
prepare a statement of cash flows and certain financial instrument,
share based pay and key management personnel compensation
disclosures.
3. Summary of significant accounting policies
The principal accounting policies applied in the preparation of
these financial statements are set out below. These policies
have been consistently applied to all the years presented,
unless otherwise stated. The Company has adopted FRS 101
in these financial statements.
Taxation
Deferred tax is provided on temporary differences between the
carrying amounts of assets and liabilities for financial reporting
purposes and the amounts used for taxation purposes. Advance
corporation tax recoverable by deduction from future corporation
tax is carried forward within deferred taxation or as ACT
recoverable within debtors as appropriate.
Share based payments
The fair value of share options granted to employees is recognised
as an expense with a corresponding increase in equity. Where the
Company grants options over its own shares to the employees of
its subsidiaries it recognises in its individual financial statements an
increase in the cost of investment in its subsidiaries equivalent to
the equity settled share based payment charge recognised in its
subsidiaries’ financial statements, with the corresponding credit
being recognised directly in equity. The fair value is measured at
grant date and spread over the period during which the employees
become unconditionally entitled to the options. The fair value of the
options granted is measured using a binomial model, taking into
account the terms and conditions upon which the options were
granted. The amount recognised as an expense is adjusted to
reflect the actual number of share options that vest except where
forfeiture is only due to share prices not achieving the threshold
for vesting.
Classification of financial instruments issued by the Company
Financial instruments issued by the Company are treated as equity
only to the extent that they meet the following two conditions:
Foreign currencies
Transactions in foreign currencies are recorded at the rates of
exchange ruling at the date of the transaction. Monetary assets
and liabilities denominated in foreign currencies are translated
using the contracted rate or the rate of exchange ruling at the
balance sheet date and the gains and losses on translation are
included in the profit and loss account.
a.
b.
Investments
Investments in Group undertakings are included in the balance
sheet at cost less impairment.
Dividends on shares presented within shareholders’ funds
Dividends unpaid at the balance sheet date are only recognised as
a liability at that date to the extent that they are appropriately
authorised and are no longer at the discretion of the Company.
Pensions and other post retirement benefits
The Company participates in the Elementis Group defined benefit
pension scheme. The assets of the scheme are held separately
from those of the Company. Details of the latest actuarial valuation
carried out in September 2014 can be found in the 2016 Elementis
plc Annual report and accounts. Following the introduction of the
revised reporting standard, any surplus or deficit in the Elementis
Group defined benefit pension scheme is to be reported in the
financial statements of Elementis Holdings Ltd, which employs the
majority of active members of the scheme and is responsible for
making deficit contributions under the current funding plan.
They include no contractual obligations upon the Company to
deliver cash or other financial assets or to exchange financial
assets or financial liabilities with another party under conditions
that are potentially unfavourable to the Company.
Where the instrument will or may be settled in the Company’s
own equity instruments, it is either a non-derivative that
includes no obligation to deliver a variable number of the
Company’s own equity instruments or is a derivative that will
be settled by the Company’s exchanging a fixed amount of
cash or other financial assets for a fixed number of its own
equity instruments.
To the extent that the definition is not met, the proceeds of issue
are classified as a financial liability. Where the instrument so
classified takes the legal form of the Company’s own shares,
the amounts presented in these financial statements for called
up share capital and share premium account exclude amounts
in relation to those shares.
Finance payments associated with financial liabilities are dealt
with as part of interest payable and similar charges. Finance
payments associated with financial instruments that are classified
as part of shareholders’ funds, are dealt with as appropriations
in the reconciliation of movements in shareholders’ funds.
4. Profit for the financial year attributable to shareholders
As permitted by Section 408 of the Companies Act 2006,
the Company has not presented its own profit and loss account.
A loss of £2.0 million (2015: £225.2 million profit) is dealt within
the financial statements of the Company.
Elementis plc Annual report and accounts 2016
111
Notes to the Company financial statements of Elementis Plc
for the year ended 31 December 2016 continued
5. Directors’ remuneration
Details of directors’ remuneration for the Company are included in the Directors’ remuneration report within the Elementis plc Annual
report and accounts on pages 39 to 59.
6.
Investments
Cost at 1 January 2016
Additions
Net book value 31 December 2016
Net book value 31 December 2015
Unlisted
shares at cost
£million
0.1
–
0.1
0.1
Unlisted
loans
£million
759.0
–
759.0
759.0
Capital
contributions
£million
7.1
1.6
8.7
7.1
Total
£million
766.2
1.6
767.8
766.2
The investment in unlisted loans is with Elementis Holdings Limited, an indirect wholly owned subsidiary. The investments in unlisted
shares are in Elementis Group BV and Elementis Overseas Investments Limited, both wholly owned subsidiaries. Capital contributions
relate to share based payment awards made to employees of subsidiary companies.
The trading subsidiaries of Elementis plc, all of which are wholly owned, are as follows:
Subsidiary undertakings
Deuchem Co., Ltd
Additives and resins
Additives and resins
Deuchem (HK) Trading Co Ltd
Additives and resins
Deuchem (Shanghai) Chemical Co. Ltd
Chromium chemicals
Elementis Chromium Inc
Chromium chemicals
Elementis Chromium LLP
Elementis Deuchem (Shanghai) Chemical Ltd Additives and resins
Chromium chemicals
Elementis LTP Inc
Organoclays
Elementis Specialties (Anji) Ltd
Organoclays
Elementis Specialties (Changxing) Ltd
Elementis Specialties do Brasil Quimica Ltda Coatings additives
Elementis Specialties Inc
Elementis Specialties Netherlands BV
Elementis UK Limited trading as:
Elementis Specialties
Rheological additives, colourants, waxes,
other specialty additives
Surfactants and coatings additives
Rheological additives, colourants, waxes,
other specialty additives
Country of incorporation and operation
Taiwan1
People’s Republic of China – Hong Kong
Special Administrative Region2
People’s Republic of China3
United States of America4
United Kingdom5
People’s Republic of China6
United States of America7
People’s Republic of China8
People’s Republic of China9
Brazil10
United States of America7
The Netherlands11
United Kingdom5
1 Registered office 92, Kuang-Fu Road North Road, Hsinchu Industrial Park, Hukou, Hsinchu County Taiwan 303
2 Registered office 11F Haribest Industrial, 45-47 Au Pui Wan Street, Fo Tan, Shatin Hong Kong
3 Registered office 99 Lianyang Road, Songjiang Industrial Zone, Shanghai China
4 Registered office Suite 1257, 300 Delaware Avenue, Wilmington, Delaware 19801 US
5 Registered office Caroline House, 55-57 High Holborn, London WC1V 6DX UK
6 Registered office Room 223, No. 2 Lane 1000, Changta Road, Shihudang Town, Songjiang District, Shanghai China
7 Registered office 1209 Orange Street, Wilmington, Delaware, 19801 US
8 Registered office Huibutai, Majiadu Village, Dipu Town, Anji County, Huzhou City, Zhejiang Province China
9 Registered office Sian Town, Changxing County, Zhejiang Province China
10 Registered office Rodovia Nelson Leopoldino, SP 375, Km 13,8, s/n, Bairro Rural, Palmital, São Paulo Brazil
11 Registered office Langestraat 167, Delden, 7491 AE The Netherlands
112
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Non-trading and dormant subsidiaries of Elementis plc, all of which are wholly owned within the Group, are as follows:
Non-trading
Dormant
Dormant
Dormant
Dormant
Dormant
Non-trading (in liquidation)
Dormant
Dormant
Dormant
Dormant
Dormant
Non-trading
Non-trading
Non-trading
Dormant
Dormant
Non-trading
Non-trading
Non-trading
Non-trading
Dormant
Non-trading
Dormant
Non-trading
Dormant
Non-trading
Non-trading
Dormant
Non-trading
Non-trading
Non-trading
Non-trading
Non-trading
Non-trading
Non-trading
Dormant
Dormant
Dormant
Dormant
Dormant
Agrichrome Ltd
American Chrome & Chemicals Inc
Deuchem Holding Inc
Deuchem International Inc
Elementis America Shared Services Inc
Elementis Australia Ltd
Elementis Benelux NV
Elementis BV
Elementis Catalysts Inc
Elementis Chemicals Inc
Elementis Chromium America Inc
Elementis Finance (Australia) Ltd
Elementis Finance (Germany) Ltd
Elementis Finance (Ireland) Ltd
Elementis Finance (US) Ltd
Elementis Germany GmbH
Elementis Germany Ltd
Elementis Global LLC
Elementis GmbH
Elementis Group (Finance) Ltd
Elementis Group BV
Elementis Group Ltd
Elementis Holdings Ltd
Elementis London Ltd
Elementis Nederland BV
Elementis New Zealand Ltd
Elementis NZ Ltd
Elementis Overseas Investments Ltd
Elementis Pigments Inc
Elementis S.E.A. (Malaysia) Sdn Bhd
Elementis Securities Ltd
Elementis Service Centre NV
Elementis Services GmbH
Elementis Specialties (India) Private Ltd
Elementis US Holdings Inc
Elementis US Ltd
H & C Acquisitions Ltd
H & C Lumber Inc
Harcros Chemicals Canada Inc
Iron Oxides s.a.de. CV
NB Chrome Ltd
1 Registered office Caroline House, 55-57 High Holborn, London WC1V 6DX UK
2 Registered office 1209 Orange Street, Wilmington, Delaware, 19801 US
3 Registered office Regus Brussels Airport, Pegasuslaan 5,1831 Diegem Belgium
4 Registered office Langestraat 167, Delden, 7491 AE, The Netherlands
5 Registered office Suite 1257, 300 Delaware Avenue, Wilmington, Delaware 19801 US
6 Registered office 8th Floor, Block E, Iveagh Court, Harcourt Road, Dublin 2 Ireland
7 Registered office Stolberger Str.370, 50933, Köln Germany
8 Registered office KPMG, P O Box 1584, 18 Viaduct Harbour Avenue, Maritime Square, Auckland New Zealand
9 Registered office 10th Floor, Menara Hap Seng, No. 1 & 3 Jalan P. Ramlee, 50250 Kuala Lumpur Malaysia
10 Registered office Pegasuslaan 5, 1831 Machelen (Brab.) Belgium
11 Registered office 703, 7th Floor, Olympus, 5/C, Altamount Road, Mumbai 400026, India
12 Registered office C/o Stewart McKelvey Stirling Scales,44 Chipman Hill, Suite 1000 ON E2L 4S6 Canada
United Kingdom1
United States of America2
Samoa
Samoa
United States of America2
United Kingdom1
Belgium3
Netherlands4
United States of America2
United States of America2
United States of America5
United Kingdom1
United Kingdom1
Ireland6
United Kingdom1
Germany7
United Kingdom1
United States of America2
Germany7
United Kingdom1
Netherlands4
United Kingdom1
United Kingdom1
United Kingdom1
Netherlands4
United Kingdom1
New Zealand8
United Kingdom1
United States of America2
Malaysia9
United Kingdom1
Belgium10
Germany7
India11
United States of America2
United Kingdom1
United Kingdom1
United States of America2
Canada12
Mexico
United Kingdom1
Notes:
Other than Elementis Group BV and Elementis Overseas Investments Ltd, none of the undertakings is held directly by the Company.
Equity capital is in ordinary shares and voting rights equate to equity ownership.
All undertakings listed above, with the exception of Elementis Specialties (India) Private Ltd for which the relevant date is 31 March, have accounting periods
ending 31 December.
Undertakings operating in the United Kingdom are incorporated in England and Wales. In the case of corporate undertakings other than in the United Kingdom
their country of operation is also their country of incorporation.
All undertakings listed above have been included in the Consolidated financial statements of the Group for the year.
Elementis plc Annual report and accounts 2016
113
Notes to the Company financial statements of Elementis Plc
for the year ended 31 December 2016 continued
7. Debtors
Group relief receivable
8. Creditors: amount falling due within one year
Accruals and deferred income
9. Called up share capital
Called-up allotted and fully paid:
Ordinary shares of 5 pence each
At 1 January
Issue of shares
At 31 December
2016
£million
12.7
2015
£million
12.7
2016
£million
0.6
2015
£million
0.6
2016
Number
’000
2016
£million
2015
Number
’000
2015
£million
462,976
520
463,496
23.1
0.1
23.2
461,637
1,339
462,976
23.1
–
23.1
During the year a total of 519,527 ordinary shares with an aggregate nominal value of £25,977 were allotted and issued for cash to various
employees at subscription prices between nil pence and 243 pence on the exercise of options under the Group’s share option schemes.
The total subscription monies received by the Company for these shares was £0.6 million. The holders of ordinary shares are entitled to
receive dividends and entitled to one vote per share at meetings of the Company.
10. Related party transactions
The Company is a guarantor to the Elementis Group defined benefit pension scheme under which it guarantees all current and future
obligations of UK subsidiaries currently participating in the pension scheme to make payments to the scheme, up to a specified
maximum amount. The maximum amount of the guarantee is that which is needed (at the time the guarantee is called on) to bring
the scheme’s funding level up to 105 per cent of its liabilities, calculated in accordance with section 179 of the Pensions Act 2004.
This is also sometimes known as a Pension Protection Fund (‘PPF’) guarantee, as having such a guarantee in place reduces the annual
PPF levy on the scheme.
114
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Association of British Insurers
HMRC
Her Majesty’s Revenue and Customs
Glossary
ABI
ACC
ACT
AGM
AWC
American Chemistry Council
Advance Corporation Tax
Annual General Meeting
Average working capital
Board
Board of Directors of Elementis plc
CEO
CFO
CGU
CO2
Chief Executive Officer
Chief Financial Officer
Cash generating units
Carbon dioxide
Company
Elementis plc
CR
Corporate responsibility
HSE
HR
IFC
IFRS
ISS
KAM
KPI
kWH
LTA
LTIP
NIC
Health, safety and environment
Human Resources
Inside front cover
International Financial Reporting Standards
Institutional Shareholder Services
Key account management
Key performance indicator
Kilowatt hour
Lost time accident
Long term incentive plan
National Insurance Contributions
DB Scheme Defined benefit scheme
OSHA
Occupational Safety and Health Administration
DEFRA
Department for Environment and Rural Affairs
EBITDA
Earnings before interest, tax, depreciation
and amortisation
EPS
ESOS
ESOT
EU
FRC
Earnings per share
Executive share option scheme
Employee share ownership trust
European Union
Financial Reporting Council
GAAP
Generally Accepted Accounting Principles
GDP
GHG
GJ
Gross domestic product
Greenhouse gases
Gigajoule
Group
Elementis plc and its subsidiaries
PBT
P.A.
R&D
REACh
ROCE
SAYE
SID
TSR
UK
UN
US
VOC
Profit before tax
Per Annum
Research and development
Registration, Evaluation, Authorisation and
Restriction of Chemicals
Return on capital employed
Save as you earn
Senior Independent Director
Total shareholder return
United Kingdom
United Nations
United States
Volatile organic compound
Elementis plc Annual report and accounts 2016
115
Five year record
Turnover
Specialty Products
Surfactants
Chromium
Operating profit after adjusting items
Specialty Products
Surfactants
Chromium
Central costs
Adjusting items
Profit before interest
Other expenses
Net interest payable
Profit before tax
Tax
Profit attributable to equity holders of the parent
Basic
Earnings per ordinary share (cents)
Earnings per ordinary share after adjusting items (cents)
Diluted
Earnings per ordinary share (cents)
Earnings per ordinary share after adjusting items (cents)
Dividend per ordinary share (cents)
Interest cover (times)*
Equity attributable to equity holders of the parent
Net cash
2016
$million
460.4
42.9
156.2
659.5
78.8
(0.6)
27.1
(11.1)
94.2
(9.7)
84.5
(1.4)
(7.6)
75.5
(7.4)
68.1
2016
$million
14.7
17.0
14.6
16.8
16.80
134.6
627.1
77.5
Weighted average number of ordinary shares
in issue during the year (million)
*
** 2015 restated per note 5 but not prior years. This is not expected to be material
*** restated following the adoption of IAS 19 Employee Benefits standard
ratio of operating profit after adjusting items to interest on net borrowings
462.8
2015
restated
$million
2014
$million
2013
restated**
$million
2012
restated**
$million
453.1
53.8
170.3
677.2
79.9
4.5
48.0
(10.9)
121.5
5.6
127.1
(2.1)
(4.2)
120.8
(26.2)
94.6
2015
restated**
$million
20.5
20.8
20.3
20.6
16.45
121.5
653.8
74.0
519.7
66.9
203.8
790.4
98.5
4.9
58.3
(11.6)
150.1
6.3
156.4
(1.9)
(6.3)
148.2
27.2
175.4
2014
$million
38.1
25.1
37.7
24.8
15.40
115.5
644.1
64.2
502.8
72.2
201.8
776.8
99.1
5.6
55.1
(13.2)
146.6
(1.7)
144.9
(2.0)
(8.6)
134.3
(27.6)
106.7
458.7
72.5
225.8
757.0
90.1
4.8
62.8
(13.8)
143.9
–
143.9
(2.5)
(8.0)
133.4
(33.1)
100.3
2013
restated***
$million
2012
restated
$million
23.3
23.3
23.0
23.0
13.93
63.7
543.9
54.1
22.2
22.2
21.8
21.8
12.56
55.3
479.2
44.0
462.2
460.7
456.9
451.8
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Shareholder services
Elementis corporate website
The Group operates a website which can be found at www.elementisplc.com. This site is frequently updated to provide shareholders
with information about the Group and each of its operating divisions. In particular, the Group’s press releases and announcements can
be found on the site together with copies of the Group’s accounts.
Registrars
Enquiries concerning shares or shareholdings, such as the loss of a share certificate, consolidation of share certificates, amalgamation
of holdings or dividend payments, should be made to the Company’s registrars:
Equiniti Limited
Aspect House
Spencer Road
Lancing
West Sussex
BN99 6DA
Tel: 0371 384 2379 or +44 (0) 121 415 7043
Lines are open 8.30 a.m. to 5.30 p.m., Monday to Friday.
Website: www.shareview.co.uk
In any correspondence with the registrars, please refer to Elementis plc and state clearly the registered name and address of the
shareholder. Please notify the registrars promptly of any change of address.
Payment of dividends
It is in the best interests of shareholders and the Company for dividends to be paid directly into bank or building society accounts.
Any shareholder who wishes to receive dividends in this way should contact the Company’s registrars to obtain a dividend mandate form.
Registrars’ text phone
For shareholders with hearing difficulties:
Callers inside the UK telephone: 0371 384 2255
Callers outside the UK telephone: +44 (0) 121 415 7028
Web based enquiry service
Equiniti provides a range of shareholders’ services online. The portfolio service provides access to information on share balances,
balance movements, indicative share prices and information on recent dividends and also enables address and dividend mandate
details to be amended online. For further information and practical help on transferring shares or updating your details, please visit
www.shareview.co.uk.
Equiniti also provides a share dealing service that enables shares to be bought or sold by UK shareholders by telephone or over the
internet. For telephone share dealing please call 0345 603 7037 between 8.30 a.m. and 4.30 p.m. (lines are open until 6.00 p.m. for
enquiries) and for internet share dealing please visit: www.shareview.co.uk/dealing.
Elementis plc Annual report and accounts 2016
117
Corporate information
Company Secretary
Wai Wong
Registered office
Caroline House
55-57 High Holborn
London
WC1V 6DX
UK
Registered number
3299608
Financial calendar
1 March 2017
25 April 2017
25 April 2017*
27 April 2017
28 April 2017
26 May 2017
1 August 2017*
7 September 2017*
8 September 2017*
29 September 2017*
27 October 2017*
* provisional date
Auditors
Deloitte LLP
Joint Corporate Brokers
UBS Investment Bank
N+1 Singer
Preliminary announcement of final results for the year ended 31 December 2016
Annual General Meeting
Trading update
Ex-dividend date for final and special dividend for 2016 payable on ordinary shares
Record date for final and special dividend for 2016 payable on ordinary shares
Payment of final and special dividend for 2016 on ordinary shares
Interim results announcement for the half year ending 30 June 2017
Ex-dividend date for interim dividend for 2017 payable on ordinary shares
Record date for interim dividend for 2017 payable on ordinary shares
Payment of interim dividend for 2017 on ordinary shares
Trading update
Annual General Meeting
The Annual General Meeting of Elementis plc will be held on 25 April 2017 at 9.30 a.m. at the offices of Herbert Smith Freehills LLP,
Exchange House, Primrose Street, London EC2A 2EG. The Notice of Meeting is included in a separate document. Details of the ordinary
and special business of the Annual General Meeting are contained within the Notice.
Principal offices
Elementis plc
Caroline House
55-57 High Holborn
London
WC1V 6DX
UK
Tel: +44 (0) 20 7067 2999
Fax: +44 (0) 20 7067 2998
Email: elementis.info@elementis.com
Website: www.elementisplc.com
Elementis Global
Elementis Specialty Products
Elementis Chromium
Elementis Surfactants
469 Old Trenton Road
East Windsor
NJ 08512
US
Tel: +1 609 443 2000
Websites: www.elementis.com
(Specialty Products and Surfactants)
www.elementischromium.com
(Chromium)
118
Elementis plc Annual report and accounts 2016
Elementis plc
Caroline House
55-57 High Holborn
London
WC1V 6DX
UK
Tel: +44 (0) 20 7067 2999
Fax: +44 (0) 20 7067 2998
www.elementisplc.com