January 21, 2022
To My Fellow Stockholders,
Fiscal 2021 was an unprecedented year for Haynes. We began the year experiencing the full impact of
the COVID-19 pandemic on our business, but concluded fiscal 2021 with significantly improved performance
and a team focused on building on our successes and unlocking the potential of our company. I’m very
proud of how our employees worked together to overcome the obstacles faced over this past year and to
achieve our fiscal 2021 goals related to cash generation, improving our gross margins, reducing our breakeven
volume and improving our safety processes and performance.
As we look back on fiscal year 2021, we not only effectively handled the ongoing impact of the
pandemic, but we also fundamentally and significantly improved our business in many areas. Our team
improved our safety processes, increased base pricing, reduced variable costs of manufacturing, implemented
numerous ESG initiatives, became profitable well below previous breakeven points and continued to
enhance our product and service differentiators. This transformation of the business operations, combined
with the significant positive effect of our newly developed capital allocation strategy on our balance sheet, has
resulted in a truly different company. We are now a company with impressive earnings potential and a
strong transformed balance sheet, both of which provide a foundation for growth and continued value
creation for our shareholders.
Haynes’ core strengths and key competitive advantages include inventing new alloys, providing
outstanding technical and commercial service to our customers and developing new applications for our
alloys. We believe our culture of innovation is our greatest strength and our competitive advantage. While
we are not one of the large companies in our industry, I believe we are the industry leader in innovation. We
continue to work closely with our end-users to help them find innovative solutions to their demanding
needs.
In the aerospace market, two of our proprietary alloys are already specified into engines for the more
fuel efficient Airbus and Boeing aircraft, and a third, our brand new HAYNES® 233™ alloy, is in the advanced
stages of testing. We also have our proprietary alloys specified into the most advanced and efficient
industrial gas turbines used for power generation. In addition, Haynes alloys are used in a wide array of
diverse applications in chemical processing that require advanced materials, including the processing of
fertilizers used in food production to feed the world’s growing population or acetic acid plants that produce
the building block component for adhesives, paints and other industrial applications. In addition, our
highly specialized alloys are used or are being considered for producing “green/clean energy” to protect the
environment for our children and generations beyond.
As fiscal year 2021 progressed, we were successful in achieving many of our goals, including a return to
quarterly profitability. Quantifying our fiscal year 2021 improvements:
• We have continued our focus on our most important goal, which is protecting our employees. Our
calendar year 2021 OSHA recordable rate dropped approximately 25% from our calendar year 2020
level;
• We generated $40.2 million in operating cash flow during the first nine months of the fiscal year and
used that cash for a capital allocation strategy to increase the value of the business. The strategy
included: continued commitment to funding our regular quarterly dividend; funding growth in our
work-in-process inventory as order entry improved; repurchasing our stock in an open-market
repurchase program; and investing in our U.S. pension assets as we worked to reduce what was the
largest liability on our balance sheet;
• We reduced our U.S. pension net liability by $79.1 million from approximately $105.2 million to
approximately $26.1 million over fiscal 2021 due to favorable market conditions combined with total
company plan contributions of $21.0 million. In addition, our retiree medical liability was reduced
by $10.4 million, and our U.K. pension liability improved by $3.0 million. All of the pension activities
combined resulted in a net liability improvement of $92.5 million, an impactful value-creating
balance sheet transformation;
• We finished the year with strong liquidity, an untapped credit facility and $47.7 million in cash on
our balance sheet, which leaves sufficient capacity to fund the currently expected growth in the
aerospace market;
• We improved our fourth quarter gross margin percentage by 1,260 basis points year-on-year, with a
gross margin of 17.5% in the fourth quarter of fiscal 2021, compared to 4.9% in the fourth quarter of
fiscal 2020. This was driven by volume increases as well as by our team’s relentless focus on both
increased pricing to capture the value of the alloys, products and service we provide, and reduced
variable costs of manufacturing;
• Based on the profits generated in both the third and fourth quarters of fiscal year 2021, we lowered
our breakeven point, given the current mix of products, by an estimated 25%;
• Our backlog increased by 14.4% in fiscal 2021, driven by a 16.2% increase in the fourth quarter. We
believe that, in fiscal 2022, our three core markets of aerospace, chemical processing and industrial gas
turbines will be experiencing positive growth rates at the same time, which could accelerate our
overall growth rate;
• Our ESG focus continues, with our latest milestone being the approval of a $1.8 million solar field
installation in our Mountain Home, North Carolina wire facility. This new 1MW array is expected to
generate half of that facility’s energy needs; and
• Finally, in the fourth quarter, as the fiscal year came to an end, we began to see the initial signs of a
recovery in our aerospace market. Fourth quarter revenue from the aerospace market was up almost
15% sequentially and 16% year-on-year. We believe these numbers represent the beginning of the
return of our largest market, however much more is expected. Aerospace volumes in fiscal 2021 were
31% below volumes of fiscal year 2020 and nearly 52% below volumes of fiscal 2019. Published
build rates of single aisle aircraft show significant growth expected in fiscal year 2022 and generally a
return to 2019 levels in fiscal year 2023.
We are a company prepared to continue to improve and strive to be best-in-class with our products,
services and financial performance. The efforts of the Haynes team have changed the future of our company.
Finally, our sincere thank you to our shareholders. We look forward to showing our shareholders what
Haynes is capable of achieving through our actions and increasingly favorable results in fiscal 2022.
Sincerely,
Michael L. Shor
President and Chief Executive Officer
January 21, 2022
Dear Stockholders of Haynes International, Inc.:
You are cordially invited to attend the Annual Meeting of Stockholders of Haynes International, Inc.
(“Haynes”) to be held Tuesday, February 22, 2022 at 10:00 a.m. (EST). As a result of continuing uncertainty
around the COVID-19 pandemic and its variants, this year’s annual meeting will be a virtual meeting of
stockholders. You may attend the meeting online, including submitting questions at
www.virtualshareholdermeeting.com/HAYN2022 when you enter your 16 digit control number included
with the proxy card. Instructions on how to attend and participate in the Annual Meeting via the webcast
are posted at www.virtualshareholdermeeting.com/HAYN2022. You will be able to vote your shares while
attending the Annual Meeting by following the instructions on the website.
Prior to the date of the virtual annual meeting, you will be able to vote at www.proxyvote.com or by
telephone as described in the accompanying Notice of Annual Meeting. The proposals to be voted upon are
described in the accompanying Notice of Annual Meeting and Proxy Statement. You may also submit
questions before the annual meeting. Questions will be subject to standard screening criteria such as relevancy,
tone and elimination of redundancy.
We hope you are able to attend the annual meeting virtually. Whether or not you attend, it is important
that your stock be represented and voted at the meeting. I urge you to please complete, date and return the
proxy card in the enclosed envelope, visit www.proxyvote.com to vote your shares electronically or vote by
telephone as described in the attached Notice of Annual Meeting. The vote of each stockholder is very
important. You may revoke your proxy at any time before it is voted at the annual meeting by giving written
notice to the Corporate Secretary of Haynes, by submitting a properly executed paper proxy bearing a
later date or by attending the annual meeting virtually and voting online during the meeting. Stockholders
may also revoke their proxies by entering a new vote over the Internet or by telephone.
On behalf of the Board of Directors and management of Haynes, I thank you for your continued
support.
Sincerely,
Haynes International, Inc.
Michael L. Shor
President and Chief Executive Officer
(This page has been left blank intentionally.)
HAYNES INTERNATIONAL, INC.
NOTICE OF ANNUAL MEETING OF STOCKHOLDERS
TO BE HELD FEBRUARY 22, 2022
Stockholders of Haynes International, Inc.:
The Annual Meeting of Stockholders of Haynes International, Inc. (“Haynes”) will be held virtually
on Tuesday, February 22, 2022 at 10:00 a.m. (EST) for the following purposes:
1. To elect Donald C. Campion as a director of Haynes to serve for a one-year term;
2. To elect Robert H. Getz as a director of Haynes to serve for a one-year term;
3. To elect Dawne S. Hickton as a director of Haynes to serve for a one-year term;
4. To elect Michael L. Shor as a director of Haynes to serve for a one-year term;
5. To elect Larry O. Spencer as a director of Haynes to serve for a one-year term;
6. To ratify the appointment of Deloitte & Touche LLP as Haynes’ independent registered public
accounting firm for the fiscal year ending September 30, 2022;
7. To approve Amendment No. 1 to the Haynes International, Inc. 2020 Incentive Compensation
Plan;
8. To hold an advisory vote on executive compensation; and
9. To transact such other business as may properly come before the meeting.
Only stockholders of record at the close of business on January 7, 2022 are entitled to notice of, and to
vote at, the annual meeting.
YOUR VOTE IS IMPORTANT. EVEN IF YOU EXPECT TO ATTEND THE ANNUAL MEETING
VIRTUALLY, PLEASE DATE, SIGN AND PROMPTLY MAIL THE ENCLOSED PROXY CARD.
A RETURN ENVELOPE IS PROVIDED FOR THIS PURPOSE. YOU MAY ALSO VOTE YOUR
PROXY BY VISITING WWW.PROXYVOTE.COM OR BY TELEPHONE AS DESCRIBED BELOW.
You can attend the meeting online and vote shares electronically during the annual meeting by visiting
www.virtualshareholdermeeting.com/HAYN2022 at the time of the meeting. Online check-in will begin at
9:45 a.m. EST, and you should allow approximately 15 minutes for the online check-in procedure. Please have
the control number on your proxy card available for check-in. Prior to the date of the annual meeting, you
will be able to vote at www.proxyvote.com, and the proxy materials will be available at that site. You may also
vote prior to the date of the meeting by telephone by calling 1-800-690-6903. Please consult your proxy
card for additional information regarding these alternative methods. You may also submit questions before
the annual meeting. Questions will be subject to standard screening criteria such as relevancy, tone and
elimination of redundancy.
We hope you are able to attend the virtual annual meeting. Whether or not you attend, it is important
that your stock be represented and voted at the meeting. I urge you to please complete, date and return the
proxy card in the enclosed envelope, visit www.proxyvote.com to vote your shares electronically or vote by
telephone using the information provided above. The vote of each stockholder is very important. You may
revoke your written proxy at any time before it is voted at the annual meeting by giving written notice to the
Corporate Secretary of Haynes, by submitting a properly executed paper proxy bearing a later date or by
attending the annual meeting virtually and voting online during the meeting. Stockholders may also revoke
their proxies by entering a new vote over the Internet or by telephone.
By Order of the Board of Directors,
Janice W. Gunst
Corporate Secretary
January 21, 2022
Kokomo, Indiana
Important Notice Regarding the Availability of Proxy Materials for the Annual Meeting of Stockholders
to be held on February 22, 2022: This Notice of Annual Meeting and Proxy Statement and the Company’s Fiscal
2021 Annual Report are available in the “Investor Relations” section of the Company’s website at
www.haynesintl.com
HAYNES INTERNATIONAL, INC. PROXY STATEMENT
TABLE OF CONTENTS
GENERAL INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PROPOSALS FOR 2023 ANNUAL MEETING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS . . . . . . . . . . . . . . . . . . . . .
SECURITY OWNERSHIP OF MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PROPOSALS TO BE VOTED UPON . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ELECTION OF DIRECTORS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Nominees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Business Experience of Nominated Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
CORPORATE GOVERNANCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Board Committee Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Meetings of the Board of Directors and Committees
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Meetings of Non-Management Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Independence of the Board of Directors and Committee Members . . . . . . . . . . . . . . . . . . . . .
Family Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Conflict of Interest and Related Party Transactions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Governance Committee and Director Nominations
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Code of Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Board of Directors’ Role in Risk Oversight . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Communications with Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Director Compensation Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Compensation Committee Interlocks and Insider Participation . . . . . . . . . . . . . . . . . . . . . . .
EXECUTIVE COMPENSATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Compensation Committee Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Compensation Discussion and Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Compensation Tables and Narrative Disclosure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
CEO Pay Ratio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Environmental, Social and Governance Matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Human Capital Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
AUDIT COMMITTEE REPORT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Page
1
2
3
4
5
5
5
6
8
8
10
10
10
11
11
11
12
13
13
13
15
15
15
15
27
41
42
44
46
RATIFICATION OF THE APPOINTMENT OF INDEPENDENT REGISTERED PUBLIC
ACCOUNTING FIRM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
46
APPROVAL OF AMENDMENT NO. 1 TO HAYNES INTERNATIONAL, INC. 2020
INCENTIVE COMPENSATION PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ADVISORY VOTE ON EXECUTIVE COMPENSATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
OTHER MATTERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
47
54
55
(This page has been left blank intentionally.)
ANNUAL MEETING OF STOCKHOLDERS
TO BE HELD FEBRUARY 22, 2022
GENERAL INFORMATION
This proxy statement is furnished in connection with the solicitation by the Board of Directors of
Haynes International, Inc. (“Haynes” or the “Company”) of proxies to be voted at the Annual Meeting of
Stockholders to be held at 10:00 a.m. (EST) on Tuesday, February 22, 2022, and at any adjournment thereof.
As a result of continuing uncertainty around the COVID-19 pandemic and its variants, the meeting will be
held virtually. This proxy statement and the accompanying form of proxy were first mailed to stockholders of
the Company on or about January 21, 2022.
You may revoke your written proxy at any time before it is voted at the annual meeting by giving
written notice to the Corporate Secretary of Haynes, by submitting a properly executed paper proxy
bearing a later date or by attending the virtual annual meeting and voting online during the meeting.
Stockholders may also revoke their proxies by entering a new vote over the Internet or by telephone.
All proxies returned prior to the annual meeting, and not revoked, will be voted in accordance with the
instructions contained therein. Any executed proxy not specifying to the contrary will be voted as follows:
(1) FOR the election of Donald C. Campion;
(2) FOR the election of Robert H. Getz;
(3) FOR the election of Dawne S. Hickton;
(4) FOR the election of Michael L. Shor;
(5) FOR the election of Larry O. Spencer;
(6) FOR ratification of the selection of Deloitte & Touche LLP as the Company’s independent
registered public accounting firm for its fiscal year ending September 30, 2022;
(7) FOR the approval of Amendment No. 1 to the Haynes International, Inc. 2020 Incentive
Compensation Plan;
(8) FOR approval of the compensation of the Named Executive Officers described herein, in a
non-binding, advisory capacity; and
(9)
IN the discretion of the proxy holders upon such other business as may properly come before the
annual meeting.
The vote with respect to approval of the compensation of the Company’s Named Executive Officers is
advisory in nature and will not be binding on the Company or the Board of Directors.
All stockholders of record as of January 7, 2022, the record date for the annual meeting, are entitled to
notice of and to vote at the annual meeting. As of the close of business on January 7, 2022, there were
outstanding and entitled to vote 12,455,839 shares of common stock of Haynes. Each outstanding share of
common stock is entitled to one vote on each matter properly brought before the annual meeting and can
be voted only if the record owner of that share, determined as of the record date, is present virtually or
represented by a properly completed proxy or a vote by any of the other authorized voting methods described
herein at the annual meeting. For beneficial owners who are not record holders, the brokers, banks or
nominees holding shares for beneficial owners must vote those shares as instructed. If the broker, bank or
nominee has not received instructions from the beneficial owner, the broker, bank or nominee generally has
discretionary voting power only with respect to matters that are considered routine matters. If you are
1
not the record holder of your shares and want to attend the virtual meeting and vote at the meeting, you
must obtain a legal proxy from your broker, bank or nominee and present it to the inspector of election with
your ballot when you vote at the meeting. Haynes has no voting securities outstanding other than the
common stock. Stockholders do not have cumulative voting rights.
A quorum will be present if holders of a majority of the outstanding shares of common stock are
present, virtually or by proxy or other authorized voting method, at the annual meeting. Shares registered in
the names of brokers or other “street name” nominees for which proxies are voted on some, but not all,
matters will be considered to be present at the annual meeting for quorum purposes, but will be voted only
as to those matters as to which a vote is indicated, and will not be voted as to the matters with respect to which
no vote is indicated (commonly referred to as “broker non-votes”). If a quorum is present, the nominees
for director will be elected by a majority of the votes cast. Abstentions and broker non-votes are treated as
votes not cast and will have no effect on the election of directors. The affirmative vote of the majority of the
shares present and entitled to vote on the matter is required for adoption of the proposal to ratify the
appointment of Deloitte & Touche LLP as the Company’s independent registered public accounting firm,
the approval of Amendment No. 1 to the Haynes International, Inc. 2020 Incentive Compensation Plan and
approval of the compensation of the Company’s Named Executive Officers. Accordingly, abstentions
applicable to shares represented at the meeting will have the same effect as votes against these proposals.
Broker non-votes will have no effect on the outcome of the proposal to approve Amendment No. 1 to the
Haynes International, Inc. 2020 Incentive Compensation Plan or the advisory proposal with respect to the
compensation of the Company’s Named Executive Officers because these are non-routine matters for which
brokers, banks or other nominees may not vote absent instructions, but will have the same effect as votes
against the proposal to ratify the appointment of Deloitte & Touche LLP because this proposal is a routine
matter for which brokers, banks or other nominees have discretionary voting power. With respect to any
other proposals which may properly come before the annual meeting, proposals will be approved upon the
affirmative vote of a majority of the shares of common stock present virtually or represented by proxy or
other authorized voting method and entitled to vote on such matters at the annual meeting.
A copy of the Haynes International, Inc. Fiscal Year 2021 Annual Report on Form 10-K, including
audited financial statements and a description of operations for the fiscal year ended September 30, 2021,
accompanies this proxy statement. The financial statements contained in the Form 10-K are not incorporated
by reference in this proxy statement, but they do contain important information regarding Haynes.
This solicitation of proxies is being made by Haynes, and all expenses in connection with this solicitation
of proxies will be borne by Haynes. Haynes expects to solicit proxies primarily by mail, but directors, officers
and other employees of Haynes may also solicit proxies electronically, in person or by telephone.
PROPOSALS FOR 2023 ANNUAL MEETING
Stockholders desiring to submit proposals to be included in the Proxy Statement for the 2023 Annual
Meeting pursuant to Rule 14a-8 of the Securities Exchange Act of 1934, as amended (the “Exchange Act”),
will be required to submit them to the Company in writing on or before September 23, 2022, provided that
if the date of the 2023 Annual Meeting is more than 30 days from the anniversary of the 2022 Annual Meeting,
then the deadline would be a reasonable time before Haynes begins to print and send its proxy materials.
Any such stockholder proposal must also be proper in form and substance, as determined in accordance with
the Exchange Act and the rules and regulations promulgated thereunder.
Stockholder proposals other than those to be included in the proxy statement for the 2023 Annual
Meeting of Stockholders, pursuant to Rule 14a-8 must be submitted in writing to the Corporate Secretary
of Haynes and received on or before November 24, 2022 and not earlier than October 25, 2022, provided
however, that in the event that the 2023 Annual Meeting of Stockholders is called for a date that is not
within twenty-five (25) days before or after the anniversary date of the 2022 Annual Meeting of Stockholders,
notice by the stockholder in order to be timely must be submitted and received not later than the close of
business on the tenth (10th) day following the day on which notice of the date of the 2023 Annual Meeting
of Stockholders was mailed or public disclosure of the date of the 2023 Annual Meeting is made, whichever
first occurs. In addition, any such stockholder proposal must be in proper written form. To be in proper
written form, a stockholder proposal (i) other than with respect to director nominations must set forth as to
each matter the stockholder proposes to bring before the 2023 Annual Meeting of Stockholders (a) a brief
2
description of the business desired to be brought before the annual meeting and the reasons for conducting
such business at the annual meeting, (b) the name and record address of the stockholder, (c) the class or series
and number of shares of capital stock of the Company which are owned beneficially or of record by the
stockholder, (d) a description of all arrangements or understandings between the stockholder and any other
person or persons (including their names) in connection with the proposal of such business by the
stockholder and any material interest of the stockholder in such business and (e) a representation that the
stockholder intends to appear in person or by proxy at the annual meeting to bring such business before the
meeting and (ii) with respect to director nominations must set forth the information described under the
heading “Governance Committee and Director Nominations” herein.
The mailing address of the principal executive offices of Haynes is 1020 West Park Avenue, P.O.
Box 9013, Kokomo, Indiana 46904-9013.
SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS
Listed below are the only individuals and entities known by the Company to beneficially own more
than 5% of the outstanding common stock of the Company as of January 7, 2022 (assuming that their
holdings have not changed from such other date as may be shown below):
Name
BlackRock, Inc.(2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
T. Rowe Price Associates, Inc.(3)
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dimensional Fund Advisors LP(4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Edenbrook Capital(5) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Vanguard Group(6) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Royce & Associates, LLC(7)
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Number
Percent(1)
1,966,666
1,517,033
1,022,316
776,977
767,943
706,908
15.8%
12.2%
8.2%
6.2%
6.2%
5.7%
(1) The percentage is calculated on the basis of 12,455,839 shares of common stock outstanding as of
January 7, 2022.
(2) The address of BlackRock, Inc. is 55 East 52nd Street, New York, New York 10022. Based solely on
Schedule 13G/A, filed January 25, 2021 with the Securities and Exchange Commission. Represents sole
voting power over 1,953,690 shares and sole dispositive power over 1,966,666 shares.
(3) The address of T. Rowe Price Associates, Inc. is 100 East Pratt Street, 10th floor, Baltimore, Maryland
21202. Based solely on Schedule 13G, filed February 16, 2021 with the Securities and Exchange
Commission. Represents sole voting power over 359,774 shares and sole dispositive power over
1,517,0233 shares.
(4) The address of Dimensional Fund Advisors LP is Building One, 6300 Bee Cave Road, Austin,
Texas 78746. Based solely on Schedule 13G, filed February 16, 2021 with the Securities and Exchange
Commission. Represents sole voting power over 981,593 shares and sole dispositive power over 1,022,316
shares.
(5) The address of Edenbrook Capital is 116 Radio Circle, Suite 202, Mount Kisco, New York 10549.
Based solely on Schedule 13G, filed February 4, 2021 with the Securities and Exchange Commission.
Represents shared voting and dispositive power over 776,977 shares.
(6) The address of The Vanguard Group is 100 Vanguard Blvd., Malvern, Pennsylvania 19355. Based
solely on Schedule 13G, filed February 8, 2021 with the Securities and Exchange Commission. Represents
sole voting power over 13,543 shares, shared voting power over 8,851 shares, sole dispositive power
over 754,779 shares and shared dispositive power over 13,164 shares.
3
(7) The address of Royce & Associates, LLC is 745 Fifth Avenue, New York, New York 10151. Based
solely on Schedule 13G, filed January 21, 2021 with the Securities and Exchange Commission. Represents
sole voting power over 706,908 shares and sole dispositive power over 706,908 shares.
SECURITY OWNERSHIP OF MANAGEMENT
The following table shows the ownership of shares of the Company’s common stock as of January 7,
2022 (except as described in any associated footnote), by each director, the Chief Executive Officer, the
Chief Financial Officer and the other three most highly compensated executive officers during fiscal year
2021 (the “Named Executive Officers”) and the directors and all executive officers as a group. Except as noted
below, the directors and executive officers have sole voting and investment power over the shares of
common stock shown in the table. The business address of each person indicated is c/o Haynes International,
Inc., 1020 West Park Avenue, P.O. Box 9013, Kokomo, Indiana 46904-9013.
Name
Michael L. Shor(2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Robert H. Getz(3)
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Donald C. Campion(4)
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dawne S. Hickton(5)
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Larry O. Spencer(6)
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Daniel W. Maudlin(7) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
David L. Strobel(8) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Venkat R. Ishwar(9)
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Marlin C. Losch III(10) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
All directors and executive officers as a group (14 persons)(11) . . . . . . . . . . . . . . . . . .
Number
Percent(1)
192,864
33,042
1.5%
*
29,645
17,390
9,604
87,735
47,230
74,887
83,284
*
*
*
*
*
*
*
831,517
6.4%
* Represents beneficial ownership of less than one percent of the outstanding common stock.
(1) The percentages are calculated on the basis of 12,455,839 shares of common stock outstanding as of
January 7, 2022, plus the number of shares that such person or group has the right to acquire beneficial
ownership of within sixty days of January 7, 2022, including applicable shares underlying stock
options held by such person or group which may be exercised within sixty days of January 7, 2022.
(2)
(3)
(4)
(5)
(6)
(7)
Shares of common stock beneficially owned by Mr. Shor include 41,589 shares of time-vesting
restricted stock subject to forfeiture, all of which Mr. Shor has the right to vote, 116,232 shares
underlying stock options which may be exercised within sixty days of January 7, 2022, 32,293 shares
owned with no restrictions and 2,650 shares of restricted stock the receipt of which has been deferred
to a future year as elected by the participant.
Included in this amount are 9,328 shares of restricted stock the receipt of which has been deferred to a
future year as elected by the participant.
Included in this amount are 5,150 shares of restricted stock the receipt of which has been deferred to a
future year as elected by the participant.
Included in this amount are 5,069 shares of restricted stock the receipt of which has been deferred to a
future year as elected by the participant.
Included in this amount are 9,604 shares of restricted stock the receipt of which has been deferred to a
future year as elected by the participant.
Shares of common stock beneficially owned by Mr. Maudlin include 12,444 shares of time-vesting
restricted stock subject to forfeiture, all of which Mr. Maudlin has the right to vote, 63,050 shares
underlying stock options which may be exercised within sixty days of January 7, 2022 and 12,241 shares
owned with no restrictions.
4
(8)
(9)
Shares of common stock beneficially owned by Mr. Strobel include 10,001 shares of time-vesting
restricted stock subject to forfeiture, all of which Mr. Strobel has the right to vote, 31,881 shares
underlying stock options which may be exercised within sixty days of January 7, 2022 and 5,348 shares
owned with no restrictions.
Shares of common stock beneficially owned by Dr. Ishwar include 8,268 shares of time-vesting
restricted stock subject to forfeiture, all of which Mr. Ishwar has the right to vote, 55,902 shares
underlying stock options which may be exercised within sixty days of January 7, 2022 and 10,717 shares
owned with no restrictions.
(10) Shares of common stock beneficially owned by Mr. Losch include 9,835 shares of time-vesting
restricted stock subject to forfeiture, all of which Mr. Losch has the right to vote, 56,854 shares
underlying stock options which may be exercised within sixty days of January 7, 2022 and 16,595 shares
owned with no restrictions.
(11) Includes 499,275 shares underlying stock options that may be exercised within sixty days of January 7,
2022, 121,561 shares of restricted stock and 31,801 shares of deferred restricted stock.
PROPOSALS TO BE VOTED UPON
1 through 5. ELECTION OF DIRECTORS
The Amended and Restated By-Laws of the Company provide that the number of directors constituting
the whole board shall be fixed from time to time by resolutions of the Board of Directors, but shall not be
less than three nor more than nine directors. By resolution, the Board of Directors has fixed the number of
directors at five. The terms of all incumbent directors will expire at the annual meeting. Directors elected
at the annual meeting will serve for a term ending at the 2023 annual meeting of stockholders and until their
respective successors are elected and qualified.
Nominees
Upon the unanimous recommendation of the Corporate Governance and Nominating Committee (the
“Governance Committee”), the Board of Directors has nominated the five directors who served in fiscal
2021 for election at the annual meeting. The Board of Directors believes that all of its nominees will be
available for re-election at the annual meeting and will serve if re-elected. The directors nominated for election
(the “Nominated Directors”) are:
Name
Age on
12/31/21
Robert H. Getz . . . . . . . . . . . . . . .
Donald C. Campion . . . . . . . . . . . .
Dawne S. Hickton . . . . . . . . . . . . .
Michael L. Shor . . . . . . . . . . . . . . .
Larry O. Spencer . . . . . . . . . . . . . .
59
73
64
62
68
Current Position
Chairman of the Board; Director
Director
Director
President and Chief Executive Officer; Director
Director
Served as
Director
Since
2006
2004
2017
2012
2020
The Board of Directors recommends that stockholders vote FOR the election of all of the Nominated
Directors. Unless authority to vote for any Nominated Director is withheld, the accompanying proxy or
alternative method of voting will be voted FOR the election of all the Nominated Directors. However, the
persons designated as proxies reserve the right to cast votes for another person designated by the Board of
Directors in the event that any Nominated Director becomes unable to, or for any reason will not, serve. If a
quorum is present, those nominees receiving a majority of the votes cast will be elected to the Board of
Directors.
5
Business Experience of Nominated Directors
Director Skills Summary
Michael Shor
Robert
Getz
Donald
Campion
Dawne
Hickton
Larry
Spencer
CEO/Equivalent Experience . . . . . . . . . . . . . . . . . . . .
Financial Experience . . . . . . . . . . . . . . . . . . . . . . . . . .
Metals Industry Experience . . . . . . . . . . . . . . . . . . . . .
Operational/Manufacturing Experience . . . . . . . . . . . . .
Global Operations Experience . . . . . . . . . . . . . . . . . . .
Strategy Experience . . . . . . . . . . . . . . . . . . . . . . . . . .
Technology/Systems Experience . . . . . . . . . . . . . . . . . .
Research & Development Experience . . . . . . . . . . . . . .
Environmental, Social and Governance Experience . . . . .
Human Capital Management . . . . . . . . . . . . . . . . . . . .
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☐
☒
☒
☒
☐
☒
☒
☒
☒
☒
☐
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☒
☐
☒
☒
☒
☒
☒
☐
☒
Robert H. Getz has been a director since March 31, 2006 and was elected as the
Company’s Chairman of the Board effective September 1, 2018. Mr. Getz also
serves as a member of the Compensation and Corporate Governance and
Nominating Committees. Mr. Getz is Managing Partner and Founder of
Pecksland Capital Partners, a private investment firm. Prior to 2016, Mr. Getz
served as a Managing Director and Partner of Cornerstone Equity Investors, LLC,
a private equity investment firm which he co-founded in 1996. Prior to the
formation of Cornerstone, Mr. Getz served as a Managing Director and Partner
of Prudential Equity Investors and Prudential Venture Capital. Mr. Getz has served
on the boards of numerous public and private technology, manufacturing and
metals and mining companies. Mr. Getz currently serves on the Board of Directors
of Techtronic Industries (HKG:0669), a manufacturer of power tools and equipment. He also serves on the
board of Ero Copper (TSX:ERO), a copper mining and exploration company. Mr. Getz formerly served
as a Director of Jaguar Mining until 2019. He also served as a Director of NewMarket Gold Inc. until 2016
and as Chairman of Crocodile Gold Corp until its merger with NewMarket in 2015. The board believes
that Mr. Getz’s experience as an investor and extensive record as a director of other domestic and international
companies, as well as his wide variety of operating experience, enable him to lead the board with his
valuable perspective on a variety of strategic issues.
Donald C. Campion has been a director since August 31, 2004. Mr. Campion also
serves as the Chairman of the Audit Committee and as a member of the
Compensation Committee of the Board. Mr. Campion has also served on several
company boards, both public and private. He currently serves on the board of
MasterCraft Boat Holdings, Inc. (NASDAQ: MCFT), a public company, where
he is Chairman of the Audit Committee and is a member of the Compensation
Committee. Mr. Campion previously served as Chief Financial Officer of
several companies, including VeriFone, Inc., Special Devices, Inc., Cambridge,
Inc., Oxford Automotive, Inc. and Delco Electronics Corporation. The Board
believes Mr. Campion’s substantial tax and accounting experience built through his
career in finance at several significant corporations, his work in engineering,
computer systems, human resources, global operations and lean manufacturing as well as his experience
serving as a director of other companies make him well qualified to serve as a director. Mr. Campion’s tax
and accounting acumen also qualify him as the Company’s Audit Committee financial expert.
6
Dawne S. Hickton has been a director since July 1, 2017. Ms. Hickton also serves
as Chair of the Compensation Committee and is a member of the Audit and
Corporate Governance and Nominating Committees of the Board. Ms. Hickton
is an Executive Vice President and President of the Critical Missions Solutions line
of business at Jacobs Engineering Group, Inc. (NYSE: J), a technical professional
services firm. Serving now in an advisory role, Ms. Hickton is a Founding
Partner of Cumberland Highstreet Partners, Inc., an executive strategic consulting
firm for manufacturing businesses. Ms. Hickton previously served as Vice Chair,
President and Chief Executive Officer of RTI International Metals, Inc. from 2007
until its sale to Alcoa Corporation in 2015. She was Chair of the Board of the
Federal Reserve Bank of Cleveland from 2018 to 2020 and was a Director of
Triumph Aerospace Group (NYSE: TGI) from 2015 to 2019 and a Director of FNB Corporation (NYSE:
FNB) from 2006 to 2013. In addition, she served on the University of Pittsburgh Board of Trustees from 2008
to June 2021 and is an Emeritus Board Member of the Smithsonian National Air & Space Museum. The
Board believes that Ms. Hickton’s leadership experience in specialty metals, her extensive experience on public
boards, as well as her knowledge of Haynes’ key markets are benefits to Haynes.
Michael L. Shor was elected as the Company’s President and Chief Executive Officer
effective September 1, 2018. Prior to that, Mr. Shor served as the Company’s
interim President and Chief Executive Officer from May 29, 2018 through
August 31, 2018. Mr. Shor has been a director since August 1, 2012, and served as
Chairman of the Board from February 2017 through August 2018. Mr. Shor
retired as Executive Vice President—Advanced Metals Operations & Premium
Alloys Operations of Carpenter Technology Corporation on July 1, 2011 after a
thirty-year career with Carpenter Technology. At Carpenter, Mr. Shor held
managerial positions in technology, marketing and operations before assuming
full responsibility for the performance of Carpenter’s operating divisions. From
November 2016 through February 2018, Mr. Shor was a member of the board of
AG&E Holdings Inc. (OTC-QB: AGNU), a leading parts distributor and service provider to the casino and
gaming industry. The Board believes Mr. Shor’s extensive management experience, and specific specialty
materials experience, provide valuable insight to lead the Company in its strategic direction, operational
excellence, growth initiatives and further development of its ESG activities.
Larry O. Spencer, General, USAF (Ret.) has served as a director since January 1,
2020 and serves as Chairman of the Corporate Governance and Nominating
Committee and a member of the Audit Committee. General Spencer currently
serves as President of the Armed Forces Benefit Association and 5Star Life
Insurance Company. General Spencer served until March 1, 2019 as President of
the United States Air Force Association, a position he held since his retirement as a
four-star general in 2015 after serving 44 years with the United States Air Force.
General Spencer held positions of increasing responsibility with the Air Force,
which included Vice Chief of Staff, the second highest-ranking military member in
the Air Force. General Spencer served as Vice Commander of the Oklahoma
City Logistics Center, where he led repair and overhaul operations for a myriad of
Air Force aircraft and engines. General Spencer was also the first Air Force officer to serve as the Assistant
Chief of Staff in the White House Military Office, and he served as Chief Financial Officer and Director of
Mission Support at a major command. General Spencer has also been a board director of the Whirlpool
Corporation since August 2016 and the Triumph Group, Inc. since February 2018. The Board believes it
benefits from General Spencer’s experiences as a leader of large, complex organizations and global business
operations and logistics and his knowledge of aerospace and insights into defense and government affairs.
7
Total Number of Directors . . . . . . . . . . . . . . . . . . . . . . . .
5
Board Diversity Matrix (as of 9/30/2021)
Female Male Non-Binary
Did Not
Disclose
Gender
Part I: Gender Identity
Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Part II: Demographic Background
African American or Black . . . . . . . . . . . . . . . . . . . . . .
Alaskan Native or Native American . . . . . . . . . . . . . . . .
Asian . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Hispanic or Latino . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Native Hawaiian or Pacific Islander . . . . . . . . . . . . . . . . .
White . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Two or More Races or Ethnicities . . . . . . . . . . . . . . . . . .
LGBTQ+ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Did Not Disclose Demographic Background . . . . . . . . . .
1
0
0
0
0
0
1
0
4
1
0
0
0
0
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
The Governance Committee values diversity and considers it as one criteria evaluated as a part of the
total package of attributes and qualifications a particular candidate possesses. The Governance Committee
construes the notion of diversity broadly, considering differences in viewpoint, professional experience,
education, skills and other individual qualities, including gender identity and similar matters, in addition to
race, gender, age, ethnicity and cultural background as elements that contribute to a diverse Board. As of
September 30, 2021, diverse persons constituted 50% of the independent members of the Board of Directors,
and the same directors are nominees for 2022.
The Board of Directors unanimously recommends that stockholders vote FOR the election of each of the
Nominated Directors.
Corporate Governance
Board Committee Structure
The Board of Directors has three standing committees: (i) an Audit Committee; (ii) a Compensation
Committee; and (iii) a Corporate Governance and Nominating Committee.
The Audit Committee is currently composed of three members, Messrs. Campion (who chairs the
Committee), Spencer and Ms. Hickton, all of whom are independent under the definitions and interpretations
of NASDAQ. Under the Audit Committee Charter, adopted by the Board of Directors and available in
the investor relations section of the Company’s website at www.haynesintl.com, the Audit Committee is
primarily responsible for, among other matters:
• Appointment, retention, termination and oversight, including the approval of compensation, of the
Company’s independent auditors;
• Pre-approving audit and non-audit services by the independent auditors;
• Reviewing the audit plan and the estimated fees;
• Reviewing and recommending approval to the full Board of securities disclosures and earnings press
releases;
• Evaluating and making recommendations to the Board concerning the financial structure and
financing strategy of the Company;
8
• Managing significant risks and exposures (including cybersecurity risks relating to financial
reporting) and policies with respect to risk assessment and risk management relating to financial
reporting;
• Reviewing operational and accounting internal controls, including any special procedures adopted in
response to the discovery of material control deficiencies;
• Reviewing the action taken by management on the internal auditors’ and independent auditors’
recommendations;
• Reviewing and approving the appointment, reassignment and replacement of the senior internal
audit executive;
• Reviewing the qualifications, performance and independence of the independent auditors;
• Reviewing the Company’s Code of Business Conduct and Ethics;
• Reviewing and approving the existence and terms of any transactions between the Company and any
related party; and
• Performing such additional activities, and considering such other matters, within the scope of its
responsibilities, as the Audit Committee or the Board deems necessary or appropriate.
The Compensation Committee is currently composed of three members, Ms. Hickton (who chairs the
Committee), and Messrs. Campion and Getz, all of whom are independent under the definitions and
interpretations of NASDAQ. Under the Compensation Committee Charter, adopted by the Board of
Directors and available in the investor relations section of the Company’s website at www.haynesintl.com, the
Compensation Committee is primarily responsible for, among other matters:
• Establishing the Company’s philosophy and policies regarding executive and director compensation,
and overseeing the development and implementation of executive and director compensation
programs;
• Setting the CEO’s compensation level and performance goals and approving awards for the CEO
under incentive compensation plans based on the performance evaluation conducted by the Board;
• Reviewing and approving the individual elements of total compensation for the executive management
of the Company;
• Reviewing and approving revisions to the Company’s executive officer salary range structure and
annual salary increase guidelines;
• Assuring that the Company’s executive incentive compensation program is administered in a manner
consistent with the Committee’s compensation philosophy and policies as to participation, target
annual incentive awards, corporate financial goals and actual awards paid to executive officers;
• Reviewing the Company’s employee benefit programs and approving changes, subject, where
appropriate, to stockholder or Board approval;
• Overseeing regulatory compliance with respect to compensation matters;
• Reviewing performance of executive officers other than the CEO and overseeing succession planning;
• Overseeing and making recommendations to the Board with respect to the Company’s incentive
compensation plans and equity-based plans;
• Preparing and issuing compensation evaluations and reports; and
• Performing other duties or responsibilities expressly delegated by the Board from time to time
relating to the Company’s executive compensation programs.
The Corporate Governance and Nominating Committee is currently composed of three members,
Mr. Spencer (who chairs the Committee), Mr. Getz and Ms. Hickton, all of whom are independent under
the definitions and interpretations of NASDAQ. Under the Governance Committee Charter, adopted by the
Board of Directors and available in the investor relations section of the Company’s website at
9
www.haynesintl.com, the Governance Committee is responsible for overseeing the performance and
composition of the Board of Directors to ensure effective governance. The Governance Committee identifies
and recommends the nomination of qualified directors to the Board of Directors as well as develops and
recommends governance principles for the Company. The Governance Committee is primarily responsible
for, among other things:
• Overseeing the search for qualified individuals to serve on the Board;
• Recommending to the Board those director nominees who, in the Committee’s opinion, the full
Board should recommend for stockholder approval at the annual meeting or for election at such other
times when vacancies exist or qualified candidates are identified and available;
• Assisting the Board in evaluating the continued suitability and effectiveness of incumbent director
candidates, both individually and as a group;
• Overseeing the administration of the Board, including reviewing and recommending the appointment
of directors to committees of the Board and monitoring and reviewing the functions of the
committees;
• Developing, approving and reviewing the Company’s Corporate Governance Guidelines;
• Recommending the organization and structure of the Board;
• Overseeing and reviewing annually the structure and effectiveness of the Board’s committee system;
and
• Performing any other duties assigned to it by the Board.
Meetings of the Board of Directors and Committees
The Board held ten meetings during the fiscal year ended September 30, 2021. During fiscal 2021, no
member of the Board attended fewer than 75% of the aggregate of meetings of the Board and meetings of
any committee of the Board of which he or she was a member. Meetings include those held in person, by
telephone or by any available electronic means. Scheduled meetings are supplemented by frequent informal
exchanges of information and, on occasion, actions taken by unanimous written consent without meetings.
All of the members of the Board are expected to attend Haynes’ annual meetings of stockholders. All of
the members of the Board attended Haynes’ 2021 annual meeting virtually. The following chart shows the
number of meetings in fiscal 2021 of each of the standing committees of the Board at which a quorum was
present:
Committee
Meetings in
Fiscal 2021
Audit Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Compensation Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Corporate Governance and Nominating Committee . . . . . . . . . . . . . . . . . . . . . . . .
8
9
4
Meetings of Non-Management Directors
Consistent with NASDAQ governance requirements, the non-management members of the Board of
Directors meet in an executive session at least twice per year, and usually in connection with every regularly-
scheduled in-person, telephonic or electronic board meeting, to: (a) review the performance of the
management team; (b) discuss their views on management’s strategic planning and its implementation; and
(c) address any other matters affecting the Company that may concern individual directors. The executive
sessions are designed to ensure that the Board of Directors is not only structurally independent, but also is
given ample opportunity to exercise independent thought and action. In fiscal 2021, the non-management
directors met in executive session six times. When meeting in executive session, the presiding person was
the Chairman.
Independence of the Board of Directors and Committee Members
Except for Mr. Shor, all of the members of the Board of Directors, including each member of the
Audit Committee, the Compensation Committee and the Governance Committee, meet the criteria for
10
independence set forth in the rules and regulations of the Securities and Exchange Commission, including
Rules 10A-3(b)(1) and 10C-1(b)(1) of the Exchange Act and the definitions and interpretations of NASDAQ.
The Board of Directors has determined that Mr. Campion, the Chairman of the Audit Committee, is an
“audit committee financial expert” (as defined by Item 407(d)(5)(ii) of Regulation S-K) and is “independent”
(under the definitions and interpretations of NASDAQ).
The roles of Chairman and Chief Executive Officer are split into two positions. The Board of Directors
believes that separating these roles aligns the Company with best practices for corporate governance of public
companies and accountability to stockholders. The Board also believes that the separation of roles provides
a leadership model that clearly distinguishes the roles of the Board and management. The separation of
the Chairman and Chief Executive Officer positions allows the Company’s Chief Executive Officer to direct
his or her energy toward operational and strategic issues while the non-executive Chairman focuses on
governance, leadership and providing counsel and advice to the Chief Executive Officer. The Company
believes that separating the Chairman and Chief Executive Officer positions enhances the independence of
the Board, provides independent business counsel for the Company’s Chief Executive Officer and facilitates
improved communications between Company management and Board members.
Family Relationships
There are no family relationships among the directors and executive officers of the Company.
Conflict of Interest and Related Party Transactions
It is the Company’s policy to require that all conflict of interest transactions between the Company and
any of its directors, officers or 5% or greater beneficial owners (each, an “insider”) and all transactions where
any insider has a direct or indirect financial interest, including related party transactions required to be
reported under Item 404(a) of Regulation S-K, must be reviewed and approved or ratified by the Audit
Committee of the Board of Directors. Management discloses the existence of any such transaction to the
Audit Committee. In addition, the material terms of any such transaction, including the nature and extent of
the insider’s interest therein, must be disclosed to the Audit Committee. The Audit Committee will then
review the terms of the proposed transaction to determine whether the terms of the proposed transaction
are fair to the Company and are no less favorable to the Company than those that would be available from an
independent third party. Following the Audit Committee’s review and discussion, the proposed transaction
will be approved or ratified only if it receives the affirmative votes of a majority of the members of the Audit
Committee who have no direct or indirect financial interest in the proposed transaction, even though the
disinterested directors may represent less than a quorum. Interested directors may be counted in determining
the presence of a quorum at a meeting of the Audit Committee which authorizes the contract or transaction.
Haynes did not enter into any transactions in fiscal 2021 with any insider.
Governance Committee and Director Nominations
Nominees for the Board of Directors are currently recommended for nomination to the Board of
Directors by the Governance Committee. The Governance Committee bases its recommendation for
nomination on criteria that it believes will provide a broad perspective and depth of experience in the Board
of Directors. In general, when considering independent directors, the Governance Committee will consider
the candidate’s experience in areas central to the Company, such as operational experience in a manufacturing
environment, aerospace or specialty metals industry experience, general business management experience,
finance and legal acumen and experience and demonstrated leadership capabilities as well as considering the
candidate’s personal qualities and accomplishments and their ability to devote sufficient time and effort to
their duties as directors. Important areas of experience and expertise include manufacturing, international
operations, finance and the capital markets, accounting and experience as a director or executive of other
companies, or similar experience in a governmental or non-profit setting. The Governance Committee
considers diversity as one criteria evaluated as a part of the total package of attributes and qualifications a
particular candidate possesses. The Governance Committee construes the notion of diversity broadly,
considering differences in viewpoint, professional experience, education, skills and other individual qualities,
including gender identity and similar matters, in addition to race, gender, age, ethnicity and cultural
background as elements that contribute to a diverse Board. As of September 30, 2021, diverse persons
11
constituted 50% of the independent members of the Board of Directors, and the same directors are
nominees for 2022. The Governance Committee has adopted Corporate Governance Guidelines which
establish, among other matters, a mandatory retirement age for Board members of 72, subject to exceptions
that may be granted by the Board. An exception was granted for Mr. Campion. In recent years, two
directors have retired pursuant to the Board’s retirement age policy, which the Board believes demonstrates
the Board’s adherence to proper board refreshment. In keeping with its commitment to enhancing diversity of
viewpoints and background on the Board, the two most recent directors appointed to the Board, each of
whom brings substantial experience in the form of executive leadership in the specialty metals industry and
the U.S. Air Force, respectively, further the Board’s goals of enhancing diversity of viewpoints and experience.
The Company benefits from their valuable perspectives on the competitive landscape confronting the
Company, emerging trends in the defense and aerospace industry as well as their general leadership skills.
Although the Governance Committee has no formal policy regarding the consideration of director
candidates recommended by stockholders, the Governance Committee will consider candidates recommended
by stockholders, provided the names of such persons, accompanied by relevant biographical information,
are properly submitted in writing to the Secretary of the Company in accordance with the procedure described
below for stockholder nominations. Candidates recommended by stockholders are evaluated in the same
manner using the same criteria as candidates recommended by the Board or Governance Committee or
individual directors or officers. In any case, the Governance Committee encourages the proposal of diverse
candidates.
Stockholders may nominate directors by providing timely notice thereof in proper written form to the
Secretary of Haynes. To be timely, a stockholder’s notice to the Secretary must be delivered to or mailed
and received at Haynes’ principal executive offices (a) in the case of an annual meeting, not less than ninety
days nor more than one hundred twenty days prior to the anniversary date of the immediately preceding
annual meeting; provided, however, that in the event that the annual meeting is called for a date that is not
within twenty-five days before or after such anniversary date, notice by the stockholder in order to be timely
must be so received not later than the close of business on the tenth day following the day on which notice
of the date of the annual meeting is mailed or public disclosure of the date of the annual meeting is made,
whichever first occurs; and (b) in the case of a special meeting of stockholders called for the purpose of
electing directors, not later than the close of business on the tenth day following the day on which notice of
the date of the special meeting is mailed or public disclosure of the date of the special meeting is made,
whichever first occurs.
To be in proper written form, a stockholder’s notice to the Secretary must set forth (a) as to each
person whom the stockholder proposes to nominate for election as a director (i) the name, age, business
address and residence address of the person, (ii) the principal occupation or employment of the person,
(iii) the class or series and number of shares of capital stock of the Company which are owned beneficially
or of record by the person and (iv) any other information relating to the person that would be required to be
disclosed in a proxy statement or other filings required to be made in connection with solicitations of
proxies for election of directors pursuant to Section 14 of the Exchange Act and the rules and regulations
promulgated thereunder; and (b) as to the stockholder giving the notice (i) the name and record address of
such stockholder, (ii) the class or series and number of shares of capital stock of the Company which are
owned beneficially or of record by such stockholder, (iii) a description of all arrangements or understandings
between such stockholder and each proposed nominee and any other person or persons (including their names)
pursuant to which the nomination(s) are to be made by such stockholder, (iv) a representation that such
stockholder intends to appear in person or by proxy at the meeting to nominate the persons named in its
notice and (v) any other information relating to such stockholder that would be required to be disclosed in a
proxy statement or other filings required to be made in connection with solicitations of proxies for election
of directors pursuant to Section 14 of the Exchange Act and the rules and regulations promulgated thereunder.
Such notice must be accompanied by a written consent of each proposed nominee to being names as a
nominee and to serving as a director if elected.
Code of Ethics
The Company has adopted a Code of Business Conduct and Ethics that applies to its Chief Executive
Officer, Chief Financial Officer and Chief Accounting Officer, as well as to its directors and other officers
12
and employees. This Code is posted on the Company’s website at https://haynesintl.com/investor-relations/
corporate-governance/code-of-business-conduct-and-ethics. The Audit Committee of the Board annually
reviews the Code of Business Conduct and Ethics and is informed of any whistleblower complaints
provided thereunder. In addition, the Chief Executive Officer discusses the importance of ethical conduct
and compliance with the Code in each quarterly employee meeting or update.
Board of Directors’ Role in Risk Oversight
As a part of its oversight function, the Board of Directors monitors how management operates the
Company. The full Board is engaged in the Company’s Enterprise Risk Management program, including
through regular reporting and discussion, and by working with management to identify and prioritize
enterprise risks—the specific financial, operational, business, reputational and strategic risks that the
Company faces, whether internal or external. These functions are distributed among the full Board, the
committees of the Board and management, as appropriate. Certain strategic and business risks, such as those
relating to the Company’s products, markets and capital investments (including environmental and social
risks), are overseen by the entire Board of Directors. The Audit Committee oversees management of market
and operational risks that could have a financial impact, such as those relating to internal controls or
liquidity. The Corporate Governance and Nominating Committee manages the risks associated with
governance issues, such as the independence of the Board of Directors, and the Compensation Committee
manages risks relating to the Company’s compensation plans and policies, including analysis of appropriate
incentives and measures.
In addition to the formal compliance program, the Board of Directors encourages management to
promote a corporate culture that understands risk management and incorporates it into the overall corporate
strategy and day-to-day business operations of the Company. The Company’s risk management structure
also includes a standing enterprise risk management committee comprised of members of the executive team
and led by the CEO, collectively undertaking an ongoing effort to assess and analyze the most likely areas
of current and future risk for the Company and to address them in its short-term and long-term planning
processes. This committee, or individual members thereof, periodically reports to the Board, and individual
members of the committee may also do so on an informal basis.
Communications with Board of Directors
Stockholders may communicate with the full Board of Directors by sending a letter to Haynes
International, Inc. Board of Directors, c/o Corporate Secretary, 1020 West Park Avenue, P.O. Box 9013,
Kokomo, Indiana 46904-9013. The Company’s Corporate Secretary will review the correspondence and
forward it to the chairman of the appropriate committee or to any individual director or directors to whom
the communication is directed, unless the communication is unduly hostile, threatening, illegal, does not
reasonably relate to the Company or its business or is similarly inappropriate. In addition, interested parties
may contact the non-management directors as a group by sending a written communication to the
Corporate Secretary as directed above. Such communication should be clearly addressed to the non-
management directors.
Director Compensation Program
Directors who are also Company employees do not receive compensation for their services as directors.
Following is a description of the Company’s compensation program for non-management directors in fiscal
2021. In consultation with its independent compensation consultant, Total Rewards Strategies, the
Compensation Committee reviews the cash and equity compensation paid to non-management directors
and recommends changes to the Board of Directors, as appropriate.
Equity Compensation
In consultation with its compensation consultant, for fiscal 2021, the Compensation Committee
established a target equity restricted stock grant amount of $105,000 for each non-employee Director and
$125,000 for the Chairman of the Board. In establishing the grants, the Compensation Committee considered
information provided by Total Reward Strategies on methods of encouraging long-term stock ownership
by directors, as well as information regarding how comparator group companies utilize restricted or deferred
stock.
13
Members of the Board of Directors are granted shares of time-based restricted stock annually. The
shares of restricted stock will vest in full on the earlier of (i) the first anniversary of the grant date, or
(ii) the failure of the director to be re-elected at an annual meeting of the stockholders of the Company as a
result of the director being excluded from the nominations for any reason other than “cause” as defined in
the applicable incentive compensation plan.
Cash Compensation
In consultation with its compensation consultant, the Board kept the 2021 annual cash Director
retainer and the Committee fees and Committee chairman fees unchanged from those in the prior year with
an annual retainer of $60,000 for each non-employee Director and with the Chairman of the Board
receiving an additional $45,000 retainer. Committee fees were $10,000 each for the Audit Committee
members, $7,500 each for the Compensation Committee members and $5,000 each for the Corporate
Governance and Nominating Committee members. Committee chairman fees were $17,500 for serving as
chairman of the Audit Committee, $12,500 for serving as chairman of the Compensation Committee and
$10,000 for serving as chairman of the Corporate Governance and Nominating Committee. All cash fees are
paid in quarterly installments.
2021 Director Compensation
For the first half of fiscal 2021, the Board of Directors continued the temporary reduction of all its
cash fees (including committee service-related fees) by 10% that initially took effect as of April 2020 in
response to the economic impact of COVID-19. Such reductions remained in place until April 2021 at which
time the fees were restored to previous levels.
2021 Director Compensation Table
The following table provides information regarding the compensation paid to the Company’s non-
employee members of the Board of Directors in fiscal 2021, giving effect to the adjustments discussed
above.
Name
R. H. Getz, Chairman . . . . . . . . . . . . . . . . . . . .
D. C. Campion, Director . . . . . . . . . . . . . . . . . . .
D. S. Hickton, Director . . . . . . . . . . . . . . . . . . . .
L. O. Spencer, Director . . . . . . . . . . . . . . . . . . . .
Fees Earned
or Paid
in Cash
($)
$110,188
$ 90,250
$ 90,250
$ 80,750
Restricted
Stock
Awards
($)(1)
$124,995
$105,004
$105,004
$105,004
Dividends
on Stock
Awards
($)
$9,390
$8,613
$9,268
$6,354
Total
($)
$244,573
$203,868
$204,522
$192,109
(1) Represents restricted stock with a grant date fair value equal to $22.64 per share, which was the
closing price of the Company’s common stock on the trading day prior to the date of the grant of
November 19, 2020 computed in accordance with FASB ASC Topic 718. The shares of restricted
stock are subject to vesting as described more fully under “Director Compensation Program—
Equity Compensation”.
Director Deferred Compensation Plan
The Company has a deferred compensation plan for directors and executives that permits directors to
defer up to 100% of their cash retainers and up to 100% of their annual equity grant. Several non-employee
directors elected to defer the receipt of shares upon vesting to a later date. Any deferral election also
results in deferral of the receipt of dividends on the relevant restricted stock throughout the deferral period.
Director Stock Retention Guidelines
The Board of Directors approved stock ownership guidelines for non-employee members of the Board
of Directors effective January 1, 2014. The guidelines provide that directors own common stock equal to
400% of their annual cash retainer within five (5) years of their date of election to the Board. For purposes
of this calculation, shares owned by an individual include shares or other equity interests owned directly or
14
indirectly, including those subject to risk of forfeiture (but not forfeited) under the Company’s 2009
Restricted Stock Plan, the 2016 Incentive Compensation Plan or the 2020 Incentive Compensation Plan, as
applicable, and shares subject to a deferral election. The guidelines also provide that directors retain a
certain amount of stock (based upon the value of shares owned) after meeting the ownership goal. As of
January 7, 2022 all of the directors met the guideline.
The share ownership amount for each non-employee director as of January 7, 2022 is summarized
below and is based on the closing price of the Company’s stock as of January 7, 2022.
Name
R. H. Getz . . . . . . . . . . . . . . . . . . . . . . . . . . . .
D. C. Campion . . . . . . . . . . . . . . . . . . . . . . . . .
D. S. Hickton . . . . . . . . . . . . . . . . . . . . . . . . . .
L. O. Spencer . . . . . . . . . . . . . . . . . . . . . . . . . .
Expenses
Number of
Non-vested
Shares
2,836
1,418
2,383
2,383
All Other
Shares
Total Share
Ownership
30,206
28,227
15,007
7,221
33,042
29,645
17,390
9,604
Ownership
Value as of
1/7/2022
$1,415,519
$1,269,992
$ 744,988
$ 411,435
The Company reimburses directors for their reasonable out-of-pocket expenses incurred in attending
meetings of the Board of Directors or any committee thereof and other expenses incurred by directors in
connection with their service to the Company.
Indemnification Agreements
Pursuant to individual written agreements, the Company indemnifies all of its directors against loss or
expense arising from such individuals’ service to the Company and its subsidiaries and affiliates and advances
attorneys’ fees and other costs of defense to such individuals in respect of claims that may be eligible for
indemnification under certain circumstances.
Compensation Committee Interlocks and Insider Participation
The members of the Compensation Committee as of September 30, 2021 were Ms. Hickton,
Mr. Campion and Mr. Getz. None of the members of the Compensation Committee are now serving or
previously have served as employees or officers of the Company or any subsidiary, and none of the Company’s
executive officers serve as directors of, or in any compensation related capacity for, companies with which
members of the Compensation Committee are affiliated.
Executive Compensation
Compensation Committee Report
The Compensation Committee of the Board of Directors has reviewed and discussed the following
Compensation Discussion and Analysis with management and, based on such review and discussion, has
recommended to the Board of Directors that the Compensation Discussion and Analysis be included in this
proxy statement and in the Company’s Annual Report on Form 10-K for the fiscal year ended September 30,
2021.
SUBMITTED BY THE COMPENSATION COMMITTEE
Dawne S. Hickton, Chair
Donald C. Campion
Robert H. Getz
Compensation Discussion and Analysis
2021 Business Summary
In fiscal 2021, the Company results, which reflected the beginning of the recovery from the COVID-19
pandemic, were as follows.
15
• Net revenues of $337.7 million in fiscal 2021 as compared to $380.5 million in fiscal 2020 and net
loss of $8.7 million in fiscal 2021 compared to a net loss of $6.5 million in fiscal 2020. The Company
returned to quarterly profitability in the second half of fiscal 2021 with a significantly lower
volume breakeven point driven by price increases, cost reductions and efficiency improvements.
• Backlog increased to $175.3 million at the end of fiscal 2021, up $22.0 million from $153.3 million at
the end of fiscal 2020. The Company believe that, in fiscal 2022, its three core markets of aerospace,
chemical processing and industrial gas turbines will be experiencing positive growth rates at the same
time, which could accelerate its overall growth rate.
• Net cash provided from operating activities of $23.3 million in fiscal 2021 compared to net cash
provided from operating activities of $36.2 million in fiscal 2020, a decrease of $12.9 million. The
Company generated $40.2 million in operating cash flow during the first nine months of the fiscal year
and used that cash for a capital allocation strategy to increase the value of the business. The strategy
included: continued commitment to funding the regular quarterly dividend; funding growth in the
Company’s work-in-process inventory as order entry improved; repurchasing stock in an open-market
repurchase program; and investing in the Company’s U.S. pension assets in an effort to reduce what
was the largest liability on the Company’s balance sheet.
• The Company reduced its U.S. pension net liability by $79.1 million from approximately $105.2 million
to approximately $26.1 million over fiscal 2021 due to favorable market conditions combined with
total Company plan contributions of $21.0 million. In addition, the Company’s retiree medical liability
was reduced by $10.4 million, and its U.K. pension liability improved by $3.0 million. All of those
pension activities combined resulted in a net liability improvement of $92.5 million, an impactful value-
creating balance sheet transformation. In addition, with the changes to the asset allocation, including
a customized liability-driven investing strategy, the Company expects significantly reduced volatility
going forward related to pension funding percentage (U.S. pension currently approximately 93%
funded) and reduced pension expense (fiscal year 2022 expense expected to decline $6 million).
Overview
This Compensation Discussion and Analysis describes the key principles and approaches used to
determine the compensation in fiscal 2021 for Michael L. Shor, the Company’s principal executive officer;
Daniel W. Maudlin, the Company’s principal financial officer; and David L. Strobel, Venkat R. Ishwar and
Marlin C. Losch III, the Company’s other three most highly compensated executive officers in fiscal 2021, as
well as other senior executives. Detailed information regarding the compensation of these named executive
officers, who are referred to as “Named Executive Officers” or “NEOs”, appears in the tables following this
Compensation Discussion and Analysis. This Compensation Discussion and Analysis should be read in
conjunction with those tables.
This Compensation Discussion and Analysis consists of the following parts:
Responsibility for Executive Compensation Decisions
Role of Executive Officers in Compensation Decisions
Executive Compensation Philosophy and Principles
Committee Procedures
Setting Named Executive Officer Compensation in Fiscal 2021
Responsibility for Executive Compensation Decisions
The Compensation Committee of the Board of Directors, whose membership is limited to independent
directors, acts pursuant to a Board-approved charter. The Compensation Committee is responsible for
approving the compensation programs for all executive officers, including the Named Executive Officers
(other than the Chief Executive Officer), and making decisions regarding specific compensation to be paid or
awarded to them. The Compensation Committee also recommends compensation for the Chief Executive
16
Officer to the full Board for its approval. The Compensation Committee has responsibility for establishing
and monitoring adherence to the Company’s compensation philosophies and objectives. The Compensation
Committee aims to ensure that the total compensation paid to the Company’s executives, including the
NEOs, is fair, reasonable and competitive. Although the Compensation Committee approves all elements of
an executive officer’s compensation, it approves equity grants and certain other incentive compensation
subject to approval by the full Board of Directors.
Role of Executive Officers in Compensation Decisions
No Named Executive Officer participates directly in the determination of his or her compensation. For
Named Executive Officers other than himself, the Company’s Chief Executive Officer provides the
Compensation Committee with performance evaluations and presents individual compensation
recommendations to the Compensation Committee, as well as compensation program design
recommendations. The Chief Executive Officer’s performance is evaluated by the Board of Directors.
Mr. Shor’s salary was initially established by the Executive Employment Agreement between Mr. Shor and
the Company entered into on September 1, 2018 (as reduced by the 10% temporary salary reduction put in
place in April 2020 for the Named Executive Officers and other executive officers of the Company and
reinstated in April 2021 (discussed below)) and is adjusted on an annual basis by the Board upon
recommendation of the Compensation Committee. The Chief Executive Officer and the Chief Financial
Officer work closely with the Compensation Committee on the development of the financial targets and
overall compensation awardable to the Named Executive Officers under the Company’s Management
Incentive Plan (“MIP”) as those amounts are determined by reference to the Company’s annual operating
budget. The Compensation Committee retains the full authority to modify, accept or reject all compensation
recommendations provided by management.
Executive Compensation Philosophy and Objectives
The Company’s compensation program is designed to attract, motivate, reward and retain key executives
who drive the Company’s success and enable it to consistently achieve corporate performance goals in the
competitive high-performance alloy business and increase stockholder value. The Company seeks to achieve
these objectives through a compensation package that:
• Pays for performance: The MIP provides incentives to the Company’s executive officers based upon
meeting or exceeding specified short-term financial goals, taking into consideration the ability of the
Company’s executives to influence financial results. In addition, grants of restricted stock,
performance shares and stock options provide an appropriate incentive to produce stockholder
returns through long-term corporate performance, including through the attainment of performance
targets applicable to performance share grants. Executive officers are further incentivized by
compensation that recognizes and rewards management for its efforts and perseverance during
extraordinary business or other conditions, including the COVID-19 pandemic.
• Supports the Company’s business strategy: The annual bonus provided by the MIP focuses the
Company’s executive officers on short-term goals, while the Company’s equity compensation plans
aim to engage management in the Company’s long-term performance. The Company believes both of
those elements serve to align management interests with creating stockholder value.
• Pays competitively: The Company sets compensation levels so that they are in line with those of
individuals holding comparable positions and producing similar results at other multi-national
corporations of similar size, value and complexity.
• Values stockholder input: In setting compensation levels, the Company takes into account the
outcome of stockholder advisory votes regarding executive compensation.
In addition to aligning management’s interests with the interests of the stockholders, a key objective of
the Company’s compensation plan is mitigating the risk in the compensation package by ensuring that a
significant portion of compensation is based on the long-term performance of the Company. This reduces
the risk that executives will place too much focus on short-term achievements to the detriment of the long-term
sustainability of the Company. The Compensation Committee also values and seeks diversity in the
executive team, including the Named Executive Officers. As of September 30, 2021, the ten-person executive
team included three diverse members.
17
As part of its oversight responsibilities, the Compensation Committee, along with a cross-functional
team with representatives from Human Resources, Legal and Finance, annually evaluates the risks arising
from the Company’s compensation policies and practices, with the assistance of its independent compensation
consultant. The Committee considered, among other factors, the design of the incentive compensation
programs, which are closely linked to corporate performance, the mix of short-term and long-term
compensation, the maximum payout levels for short- term and long-term incentives, the distribution of
compensation between equity and cash and other factors that mitigate risk. The Committee concluded that
the Company’s compensation policies and practices do not create risks that are reasonably likely to have a
material adverse effect on the Company.
At the Company’s 2021 annual meeting of stockholders, the stockholders voted on a non-binding
advisory proposal to approve the compensation of the Named Executive Officers. Approximately 96.27% of
the shares voted on the proposal were voted in favor of the proposal. In light of the approval by a substantial
majority of stockholders of the compensation programs described in the Company’s 2020 proxy statement,
the Compensation Committee did not implement material changes to the executive compensation programs
as a result of the stockholders’ advisory vote.
2021 Compensation Plan Highlights
The design of the Company’s executive compensation program for 2021 was generally consistent with
the design of the 2020 program. The following table highlights the features of the program:
•
•
•
•
•
Pay-for-performance philosophy, including
rewarding management for performance under
extraordinary circumstances
Pay positioning philosophy relative to
comparator group and mix of base salary and
annual and long-term incentive compensation
Annual incentive compensation metrics
Change-in-control agreements with best
practice features (double-trigger severance, less
than three times base salary and target bonus,
no tax gross-up, no enhanced retirement
benefits)
Compensation risk assessment
Committee Procedures
• Performance share awards to enhance the balance
of the long-term incentive program, together with
stock options and restricted stock
• Relative total shareholder return (TSR) as
performance share metric to ensure alignment
with shareholders
• Clawback policy consistent with SEC proposed
regulations mandated by Dodd Frank
• Share ownership and retention requirement for
management and directors
The Compensation Committee retains the services of Total Rewards Strategies, an independent
compensation consulting firm, to analyze the compensation and financial data of a comparator group of
companies. Total Rewards Strategies also provides the Compensation Committee with alternatives to consider
when making compensation decisions and provides opinions on compensation recommendations the
Compensation Committee receives from management. Total Rewards Strategies provided analyses and
opinions regarding executive compensation trends and practices to the Compensation Committee during
fiscal 2020 and fiscal 2021. Total Rewards Strategies did not provide any services to the Company other than
compensation consulting to the Compensation Committee in fiscal 2020 or fiscal 2021. Total Rewards
Strategies’ work for the Company in fiscal 2021 did not raise any conflicts of interest.
Comparator Group
• The Company uses the comparator group as a reference for its executive compensation program.
The Compensation Committee believes the comparator group is representative of the labor market
from which the Company recruits executive talent. Factors used to select the comparator group
companies include industry segment, market capitalization, revenue, profitability, labor markets,
business model, customer markets, institutional ownership and number of employees.
18
• The Compensation Committee reviews and approves the composition of the comparator group
annually. For the 2021 fiscal year, the Committee approved the fiscal 2021 comparator group which
is comprised of 23 companies, including industrial metals, mineral and manufacturing companies.
Ampco-Pittsburgh
CECO Environmental
CIRCOR International
Columbus-McKinnon
Core Molding Technologies
CTS
Ducommun
Insteel Industries
Market Rates
L.B. Foster
Lindsay Corp.
LSB Industries
Materion
Myers Industries
NN
Northwest Pipe
Olympic Steel
Shiloh Industries
Skyline Champion
Stoneridge
Synalloy Corp.
Timken Steel
Titan International
Universal Stainless & Alloy Products
Among other analyses, Total Rewards Strategies provides the 50th percentile, or median, of the
comparator group for base salary, cash bonus, long-term incentives and total overall compensation, or the
Median Market Rate. The Compensation Committee uses the Median Market Rate as a primary reference
point when determining compensation targets for each element of pay. When individual and targeted company
financial performance is achieved, the objective of the executive compensation program is to provide
overall compensation near the Median Market Rate of pay practices in the comparator group of companies.
Actual target pay for an individual may be more or less than the Median Market Rate based on the
Compensation Committee’s evaluation of the individual’s performance, experience and potential.
Consistent with the Compensation Committee’s philosophy of pay for performance, incentive payments
can exceed target levels only if overall Company financial targets are exceeded and will fall below target levels
if overall financial goals are not achieved.
Setting Named Executive Officer Compensation in Fiscal 2021
Michael L. Shor was appointed President and Chief Executive Officer of the Company on September 1,
2018, after serving as interim President and Chief Executive Officer since May 29, 2018. The disclosures
regarding Mr. Shor’s fiscal 2021 compensation within this section should be read with that background and
in conjunction with the disclosures provided under the “CEO Compensation” section and the notes to the
“Summary Compensation Table” provided herein.
Components of Compensation
The chief components of each Named Executive Officer’s compensation in fiscal 2021 were:
• base salary;
• a performance-based annual incentive award under the MIP;
• long-term compensation awards that include a combination of stock options, time-based restricted
stock and performance shares; and
• employee benefits, such as life, health and disability insurance benefits, and a qualified savings
(401(k)) plan.
Each element of compensation is designed to achieve a specific purpose and to contribute to a total
package that is competitive, appropriately performance-based and valued by the Company’s executives. The
Compensation Committee reviews information provided by Total Rewards Strategies and the Company’s
historical pay practices to determine the appropriate level and mix of compensation. This may include
consideration of compensating executives, whether in cash or any form of equity, for the additional time,
effort and flexibility required to continue to operate the business under extraordinary circumstances,
including, without limitation, the COVID-19 pandemic. In allocating compensation among elements, the
Company believes the compensation of the Company’s most senior executives, including the Named Executive
19
Officers, who have the greatest ability to influence Company performance, should be predominately
performance-based. As a result of this strategy, 63% of the Named Executive Officers’ total target
compensation, including the Chief Executive Officer’s compensation, was allocated to performance-based
pay in fiscal 2021.
Fiscal 2021 Target Compensation
Long-Term
Incentive
39%
Base Salary
37%
Target
Bonus
24%
Base Salary
Target Bonus
Long-Term Incentive
Base Salary
The Company provides executives with a base salary that is intended to attract and retain the quality of
executives needed to lead the Company’s complex businesses. Base salaries for executives are generally
targeted at the Median Market Rate of the comparator group, although individual performance, experience,
internal equity, compensation history and contributions of the executive are also considered. The
Committee reviews base salaries for Named Executive Officers annually and may make adjustments based
on individual performance, experience, market competitiveness, internal equity and the scope of
responsibilities.
The base salaries of the Named Executive Officers at the beginning of fiscal 2021 were held constant
with the levels established after the implementation of a 10% temporary salary reduction in April 2020 for
the Named Executive Officers and other executive officers of the Company in response to the adverse financial
impacts of the COVID-19 pandemic. These reductions were reversed effective as of January 1, 2021 for all
of the Named Executive Officers other than the Chief Executive Officer, whose salary remained at the reduced
amount until April 1, 2021. Other than the reversal of previous reductions, no Named Executive Officer
(or other executive officer of the Company) received any salary increase during fiscal 2021. More widely
across the Company, temporary furloughs occurred in early fiscal 2021. Most employees were required to take
a week of unpaid furlough in the fourth quarter of fiscal 2020 and were required to choose between a 7.7%
reduction in pay or a week of unpaid furlough in the first quarter of fiscal 2021. The furlough requirement did
not apply to the Named Executive Officers, or any other executive officer of the Company, due to the
previous 10% reduction of their base salaries in April 2020.
The following table provides annualized base salary information, giving effect to the salary reductions
described herein for the Named Executive Officers effective July 1, 2020 and base salary as of July 1, 2021
as a percentage of the Median Market Rate for 2021:
Named Executive Officer
Base Salary as
of July 1, 2020
Base Salary as
of July 1, 2021
Base Salary as a Percentage of
Median Market Rate for 2021
Michael L. Shor
. . . . . . . . . . . . . . . . . . . . . . . .
$573,750
Daniel W. Maudlin . . . . . . . . . . . . . . . . . . . . . .
$280,800
David L. Strobel
. . . . . . . . . . . . . . . . . . . . . . . .
$265,500
Venkat R. Ishwar . . . . . . . . . . . . . . . . . . . . . . . .
$263,700
Marlin C. Losch III . . . . . . . . . . . . . . . . . . . . . .
$256,500
$637,500
$312,000
$295,000
$293,000
$285,000
94%
82%
91%
101%
95%
20
Management Incentive Plan—Annual Cash Incentive
The purpose of the MIP is to provide an annual cash bonus based on the achievement of specific
operational and financial performance targets, tying compensation to the creation of value for stockholders.
Target cash bonus awards are determined for each executive position by competitive analysis of the
comparator group. In general, the median annual cash bonus opportunity of the comparator group is used
to establish target bonus opportunities, but consideration is given to the individual executive’s responsibilities
and contributions to business results and internal equity. The MIP allows the Board of Directors discretion
to administer the plan, including not paying out any compensation thereunder, accounting for unforeseen
one-time transactions or adjusting the performance measures based on external economic factors. During
fiscal 2021, the Board used its discretion to allow for an increase to the MIP as a result of the Company’s lump
sum contribution to the U.S. pension fund and increasing its working capital requirements as business
levels improved, each of which had an adverse impact on the operating cash flow results. Based upon fiscal
2020’s net income and 2021’s net loss and positive operating cash flow, no MIP payment was made for fiscal
2020, and MIP payments in excess of the target but less than the maximum were made for fiscal 2021.
MIP payments are made on a sliding scale in accordance with established performance targets and are earned
as of the end of the applicable fiscal year. MIP payments are sometimes referred to herein as a “bonus”.
For fiscal 2021, the target performance level was established by reference to the Company’s consolidated
annual operating budget. The annual operating budget is developed by management and presented by the
CEO and the CFO to the Board of Directors for its review and approval. The bonus target was intended to
represent corporate performance which the Board of Directors believed was more likely than not to be
achieved based upon management’s presentation of the annual operating budget. For fiscal 2021, the
Compensation Committee established targets by reference to the Company’s net income (loss) and operating
cash flow as the financial goals for MIP payouts.
The table below lists the 2021 MIP incentive awards that could have been earned at the minimum,
target and maximum levels by each Named Executive Officer as a percentage of his base salary:
Named Executive Officer
Michael L. Shor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Daniel W. Maudlin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
David L. Strobel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Venkat R. Ishwar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Marlin C. Losch III
MIP Incentive as % of Base Salary
Minimum
Target Maximum
40.0% 80.0% 120.0%
97.5%
32.5% 65.0%
90.0%
30.0% 60.0%
75.0%
25.0% 50.0%
90.0%
30.0% 60.0%
The Compensation Committee and the Board of Directors changed the MIP structure for fiscal 2021
by replacing net income as the sole financial metric with a dual metric of net income and operating cash
flow. The following table sets forth the targets for net income (loss), as well as actual net income (loss) for fiscal
2021:
($ in thousands)
Net Income
Threshold . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$(32,698)
Target . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$(25,152)
Maximum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$(15,091)
Fiscal 2021 Actual Net Loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$ (8,026)
The following table sets forth the targets for operating cash flow, as well as actual operating cash flow
for fiscal 2021:
($ in thousands)
Threshold . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Target . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating Cash Flow
$23,344
$33,349
21
($ in thousands)
Maximum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fiscal 2021 Actual Operating Cash Flow (adjusted for lump sum pension
Operating Cash Flow
$46,689
payment) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$38,265
Long-Term Incentives
Stockholders approved the 2016 Incentive Compensation Plan on March 1, 2016, and the 2020
Incentive Compensation Plan on February 25, 2020. In fiscal 2021, grants were made under the 2020 Plan.
The plans provide the Company with a means to grant compensation awards designed to attract and retain
key management, including the Named Executive Officers. The Compensation Committee administers the
plans and believes awards available under the plans provide an appropriate incentive to produce superior
returns to stockholders over the long term by offering participants an opportunity to benefit from stock
appreciation through stock ownership.
Competitive benchmarking to the comparator group, the executive’s responsibilities and the individual’s
contributions to the Company’s business results determine the level of long-term compensation for each NEO
and other executive officers. In general, the median value of long-term compensation in the comparator
group is used to determine the approximate value of long-term incentives. Fair value methodologies, which
are consistent with the Company’s expensing of equity awards under Financial Accounting Standards Board
ASC Topic 718 Compensation—Stock Compensation, were used in fiscal 2021 to determine the value of
stock options.
The Company currently does not have any formal plan requiring it to grant equity compensation on
specified dates. With respect to newly hired or promoted executives, the Company’s practice is typically to
consider stock equity grants at the first meeting of the Compensation Committee and Board of Directors
following such executive’s hire date. The recommendations of the Compensation Committee are subsequently
submitted to the Board of Directors for approval. The Company’s policy is to issue equity grants at a time
when the Company is in an “open window” for trading purposes, which customarily begins two days after the
filing of the Company’s required quarterly and annual reports with the Securities and Exchange
Commission, and that the grant value of all equity awards is equal to the fair market value on the date of
grant, which is determined using the closing price on the trading day prior to the grant date. The Compensation
Committee considers whether or not to grant additional equity awards to the management team on an
annual basis. This may include compensating executives for the additional time, effort and flexibility required
to continue to operate the business under any extraordinary circumstances, including the COVID-19
pandemic. In addition, a pool of shares (initially in the amount of 5,000 shares but decreasing over time as
grants are made) is available for management to provide “spot grants” to employees based upon performance.
The amount of equity compensation for the Named Executive Officers and other executive officers is
determined by the Committee as part of the total mix of compensation, including base salary, long-term
incentive compensation and short-term incentive compensation, provided that the Chief Executive Officer’s
compensation is subject to approval by the full Board. The Committee uses information provided by its
compensation consultant regarding the composition and median value of equity compensation for equivalent
executive officers in the comparator group as a reference point in its analysis of appropriate equity
compensation for the CEO and the other Named Executive Officers. The Committee then applies its
judgment and experience to balance the following factors in determining equity compensation for the CEO
and the other Named Executive Officers:
• responsibilities and duties of the relevant officer;
• individual performance;
• Company performance;
• stockholder return;
• internal pay equity;
• individual potential; and
22
• retention risk.
The Committee believes that a combination of performance shares, time-based restricted stock and
stock options aligns the executives’ interests with those of the stockholders and provides an appropriate
balance between long-term stock price appreciation and executive retention. In fiscal 2021, the regular annual
equity grants to the NEOs consisted of one-third stock options, one-third performance shares and one-third
time-based restricted stock.
Clawback Policy
The Board of Directors has adopted a clawback policy that is consistent with the proposed, but not yet
finalized, SEC regulations mandated by the Dodd-Frank Wall Street Reform and Consumer Protection Act
of 2010. The clawback policy provides for recoupment of performance-based executive compensation in
the event of an accounting restatement resulting from material noncompliance with financial reporting
requirements under federal securities laws. The policy applies to current and former executives and requires
reimbursement or forfeiture of any excess performance-based compensation received by an executive
during the three completed fiscal years immediately preceding the date on which the Company is required
to prepare an accounting restatement.
If needed to comply with the final regulations when issued, the Board of Directors will make changes
to that policy.
Anti-Pledging and Anti-Hedging Policies
Pledging is the practice in which a director or executive secures a loan by using equity compensation
obtained from the Company as collateral to secure the loan (“Pledging”). Any director, executive officer or
other employee of the Company is prohibited from Pledging. In addition, directors, executive officers and key
employees of the Company are prohibited from trading in any interest or position relating to the future
price of the Company’s securities, such as a put, call or short sale.
Stock Ownership and Retention Guidelines
The Board of Directors has approved stock ownership guidelines applicable to executive officers and
members of the Board of Directors. The guidelines established the goal that, within five (5) years from the
date of hiring, promotion or election, executive officers and directors each own an amount of the Company’s
common stock determined based upon a multiple of base salary, in the case of executive officers, or annual
retainer, in the case of board members. The multiples are as follows: in the case of the Chief Executive Officer,
300% of base salary; in the case of all other Named Executive Officers, 200% of base salary; in the case of
other executive officers, 100% of base salary; and in the case of non-employee members of the Board of
Directors, 400% of annual cash retainer. The calculation of shares owned by an individual includes shares
or other equity interests owned directly or indirectly, including those subject to risk of forfeiture (but not
forfeited) under the Company’s 2016 or 2020 Incentive Compensation Plan, as applicable, including
performance shares at target amount, whether or not then earned, shares subject to a deferral election and
shares subject to exercisable stock options with exercise prices lower than then current market value. The
guidelines also require that executive officers and directors retain at all times the required amount of
stock (based upon value of shares owned) after first meeting the ownership goal. As of September 30, 2021,
given the five (5) year accumulation period permitted by the guidelines, all of the executive officers of the
Company, including the Named Executive Officers, to whom the guidelines are applicable were in compliance
with the guidelines.
Stock Options
All options granted to the Company’s NEOs vest in three equal annual installments on the first, second
and third anniversaries of the grant date. The Company currently grants stock option awards under the 2020
Incentive Compensation Plan. Upon departure from the Company, executives retain the options; provided
that, in the event of termination of employment due to death, disability (for options granted under the 2016
and 2020 Plans) and retirement (for options granted under the 2016 and 2020 Plans), the options remain
exercisable for five years following the date of the event; in the case of termination for cause (as defined in
23
the 2016 and 2020 Plans), the options are forfeited and no longer exercisable; and in the case of termination
of employment for any reason other than those noted above, the options remain exercisable for a period
of, in the case of the CEO, six months following the date of termination, or in the case of any other NEO,
ninety days following the date of termination.
On November 24, 2020, executives, including the Named Executive Officers, were granted stock
options that expire after ten years. In determining the number of shares underlying the options to be
granted to the Named Executive Officers, the Compensation Committee established the value of such shares
underlying the options at $5.91 for the November 2020 grant using a fair value methodology. The options
vest one-third per year over three years from the date of grant.
Restricted Stock and Performance Shares
Grants of restricted stock and performance shares vest in accordance with the terms and conditions
established by the Compensation Committee. In fiscal 2021, the Compensation Committee set restrictions
on the vesting of the performance share grants based on the achievement of specific performance goals, while
vesting of the restricted stock grants is time-based.
Subject to certain exceptions, restricted stock and performance share grants are subject to forfeiture if
employment or service terminates prior to the end of the vesting period and, in the case of performance
shares, if performance goals are not met. The Company assesses, on an ongoing basis, the probability of
whether performance criteria will be achieved. The Company will recognize compensation expense over the
performance period if it is deemed probable that the goal will be achieved. The fair value of the Company’s
restricted stock is determined based upon the closing price of the Company’s common stock on the trading
day before the grant date. The plans provide for the adjustment of the number of shares covered by an
outstanding grant and the maximum number of shares for which awards may be granted in the event of a
stock split, extraordinary dividend or distribution or similar recapitalization event. Outstanding shares of
restricted stock are entitled to receive dividends on shares of common stock after the grant date, but no other
type of equity compensation award is entitled to receive dividends until after vesting or exercise, as
applicable.
2019 Fiscal Year Performance Share Awards
On November 21, 2018, executives, including the Named Executive Officers, were granted awards of a
target amount of performance shares. The actual number of shares that were ultimately earned, as well as
the number of shares of common stock that would be distributed in settling those performance shares, was
determined at the end of a three-year performance period starting on October 1, 2018 and ending on
September 30, 2021, based on the relative total shareholder return (TSR) of the Company compared to the
2018 TSR Peer Group. The total number of performance shares earned and shares of common stock
distributed could range from 0% to 200% of the target amount of performance shares granted to each
participant. Participants are required to be employees at the end of the performance period to receive a
payout, except in the event of death, disability or a change in control (in addition to other limited
circumstances). Participants received shares equal to 86.11% of the performance share target award amount
based upon the Company’s stock performance versus the stock of other companies in the TSR Peer
Group.
The TSR Peer Group for the 2019 fiscal year performance share granted consisted of the following
companies: Allegheny Technologies, Carpenter Technology, Commercial Metals, Howmet Aerospace Inc.
(formerly named Arconic, Inc.); Insteel Industries, Kaiser Aluminum, Materion Corporation, Olympic Steel,
and Universal Stainless & Alloy Products.
2021 Fiscal Year Grants
On November 24, 2020, executives, including the Named Executive Officers, were granted awards of
time-based restricted stock. Participants must be employees at the end of the three year vesting period to
have continuing rights to the awarded stock, except in the event of death, disability or a change in control (in
addition to other limited circumstances).
24
On November 24, 2020, executives, including the Named Executive Officers, were granted stock
options that expire after ten years. In determining the number of shares underlying the options to be
granted to the Named Executive Officers, the Compensation Committee established the value of such shares
underlying the options at $5.91 for the November 2020 grant using a fair value methodology. The options
vest one-third per year over three years from the date of grant.
On November 24, 2020, executives, including the Named Executive Officers, were also granted awards
of a target number of performance shares. The actual number of shares that may ultimately be earned, as
well as the number of shares of common stock that may be distributed in settling those performance shares,
will be determined at the end of a three-year performance period starting October 1, 2020 and ending
September 30, 2023, based on the relative TSR of the Company compared to the 2021 TSR Peer Group.
The total number of performance shares earned and shares of common stock distributed can range from 0%
to 200% of the target amount of performance shares granted. Participants must be employees at the end
of the performance period to receive a payout, except in the event of death, disability or a change in control
(in addition to other limited circumstances).
Relative TSR compares the results of investing in common stock of the Company versus the stock of
other companies in the TSR Peer Group, considering both the appreciation or depreciation in share price as
well as the value of dividends distributed during the three-year time period. Share price is calculated at the
beginning and end of the period using the average closing price for the twenty (20) business days immediately
prior to the start of the performance period (October 1) and immediately prior to the end of the performance
period (September 30).
The relative TSR performance metric for the fiscal 2021 to 2023 performance period is determined as
follows:
Haynes TSR Versus TSR Peer Group
Payout % of Target Award
50th %ile to 100th %ile
30th %ile to 49th %ile
<30th percentile
2.0x Haynes Percentile Ranking
50% + (2.5x {Haynes Percentile Ranking—30%})
0.0%
The 2021 TSR Peer Group is comprised of the following companies: Allegheny Technologies
Incorporated; Arconic Corporation; Carpenter Technology Corporation; Commercial Metals Company;
Insteel Industries Inc.; Kaiser Aluminum Corporation; Materion Corporation; Olympic Steel, Inc.; and
Universal Stainless & Alloy Products, Inc.
Benefits
The Named Executive Officers are eligible for the same level and offering of benefits made available to
other employees, including the Company’s 401(k) plan (which provides for a matching contribution to be
made by the Company), health care plan, life insurance plan and other welfare benefit programs. The
Company pays premiums for life insurance for each of the Named Executive Officers and other executive
officers. The Company’s benefits are designed to be competitive with other employers in the central/ northern
Indiana region to enable it to compete for and retain employees.
In addition, the Company maintains the Haynes International, Inc. Pension Plan, a defined benefit
pension plan for the benefit of certain eligible domestic employees, including certain of the Named Executive
Officers who were hired prior to December 31, 2005. As of December 31, 2005, the Pension Plan was
closed to new salaried employees and, as of December 31, 2007, the benefits of all salaried participants in
the Pension Plan were frozen, and no further benefits will accumulate.
Perquisites
The Company historically provided limited perquisites to certain executives to allow those executives to
increase their efficiency in business and community development opportunities. In recent years, the Company
determined that those perquisites were not required and decided to eliminate them over time. All perquisites
were eliminated before or during fiscal 2020. In fiscal 2021, no single perquisite exceeded $10,000 per
person.
25
Non-Qualified Deferred Compensation Plan
The Compensation Committee approved implementation of a non-qualified deferred compensation
plan for independent directors and executive officers effective November 20, 2017. The plan provides the
opportunity to defer current compensation and taxes until a future date, and to receive tax deferred investment
returns on deferred amounts. The plan allows directors to defer up to 100% of their annual cash retainers
and up to 100% of their annual equity grants. The plan allows eligible employees to defer up to 80% of their
base salary, up to 100% of MIP and up to 100% of long term incentive awards.
CEO Compensation
The Company entered into an Employment Agreement on September 1, 2018, as amended, under
which Mr. Shor agreed to serve as the President and Chief Executive Officer of the Company on a full-time
basis for an initial term ending on September 30, 2020, provided that the initial employment term
automatically extends for additional one-year periods commencing on October 1, 2020 and on each
anniversary thereafter, unless the Board or Mr. Shor provides written notice to the other to the contrary at
least 90 days prior to the end of the then current term.
Under the terms of Mr. Shor’s Employment Agreement, Mr. Shor is (a) entitled to receive a base salary
at a rate of $637,500 per year, subject to adjustment as approved by the Compensation Committee (b) eligible
to receive an annual bonus ranging from 40% to 120% of Mr. Shor’s base salary (with the target amount
set at 80%), based upon the achievement by the Company of specific performance requirements measured
over the Company’s fiscal year, as determined by the Compensation Committee, (c) eligible for grants of
equity awards under the Company’s equity incentive plans in the sole and absolute discretion of the
Board and (d) entitled to reimbursement for certain travel and relocation expenses. Mr. Shor is also entitled
to participate in the Company’s benefit plans and programs provided to Company executives generally,
subject to eligibility requirements and other terms and conditions of those plans. In addition, the Company
must use reasonable efforts to secure term life insurance coverage for Mr. Shor in an amount not less than
four times his annual salary, subject to certain stipulations. The September 1, 2018 Employment Agreement
terminated Mr. Shor’s interim Employment Agreement, provided that the equity awards granted to
Mr. Shor pursuant to his interim Employment Agreement dated May 29, 2018, remained outstanding on
the terms of the relevant award agreements and, to the extent earned, Mr. Shor remained entitled to payment
of the MIP bonus provided under the interim agreement. All of the incentive compensation payable
pursuant to the September 1, 2018 Employment Agreement is subject to recoupment under the terms of the
Company’s Clawback Policy.
Mr. Shor’s salary, as well as those of the other Named Executive Officers, was reduced by 10% as of
April 2020. The salaries of the other Named Executive Officers were reinstated to their previous levels as of
January 1, 2021, and Mr. Shor’s salary was reinstated to his previous salary as of April 1, 2021.
Tax Implications of the Compensation Committee’s Compensation Decisions
Section 162(m) of the Internal Revenue Code (“Code”) generally limits tax deductibility of
compensation paid by a public company to its chief executive officer and certain other executive officers in
any year to $1 million in the year compensation becomes taxable to the executive. Prior to the 2017 Tax Cuts
and Jobs Act, certain compensation was exempt from the deduction limit to the extent it met the
requirements to be considered “qualified performance-based compensation” as previously defined in
Section 162(m). The 2017 Tax Cuts and Jobs Act eliminated that exemption. Certain arrangements entered
into prior to November 2, 2017 are considered “grandfathered” and compensation paid under such
arrangements will continue to be deductible until the arrangements are materially modified.
The Compensation Committee has historically considered Section 162(m) in the design of incentive
plans to preserve the corporate tax deductibility of compensation. However, in light of the changes to
Section 162(m), the Committee anticipates that a larger portion of future compensation paid to the
Company’s NEOs will be subject to a tax deduction disallowance under Section 162(m). The Compensation
Committee recognizes that factors other than tax deductibility should be considered in determining the
forms and levels of executive compensation most appropriate and in the best interests of the Company and
26
its stockholders. Annually, the Compensation Committee reviews all compensation programs and payments,
including the tax impact on the Company.
Compensation Tables and Narrative Disclosure
The following tables, footnotes and narratives provide information regarding the compensation,
benefits and equity holdings in the Company for the persons who acted as CEO, CFO and the other
Named Executive Officers in fiscal 2021.
Summary Compensation Table
The narrative and footnotes below describe the total compensation disclosed in the below Summary
Compensation Table for fiscal 2019, 2020 and 2021 to the Named Executive Officers. For information on
the role of each element of compensation within the total compensation package, please see the discussion
above under “Compensation Discussion and Analysis”.
Salary—This column represents the base salary earned during fiscal 2019, 2020 and 2021, including
any amounts invested by the Named Executive Officers in the Company’s 401(k) plan. Base salary for fiscal
2020 and 2021 reflects the 10% reduction in salary effective as of April 2020 until January 2021.
Stock Awards—This column represents the fair value of the restricted stock and performance share
grants, computed in accordance with FASB ASC Topic 718.
Option Awards—This column represents the compensation expense the Company recognized for
financial statement reporting purposes, computed in accordance with Financial Accounting Standards
Board ASC Topic 718, with respect to stock options granted in fiscal 2019, 2020 and 2021. For options issued
in fiscal 2019, 2020 and 2021, compensation expense was calculated using a fair value methodology and
recognized over the vesting period of the stock option.
Non-Equity Incentive Plan Compensation—This column represents cash bonuses earned in fiscal 2019,
2020 and 2021 by the Named Executive Officers under the 2019, 2020 and 2021 MIP.
Change in Pension Value and Nonqualified Deferred Compensation Earnings—This column represents
the actuarial increase during fiscal 2019, 2020 and 2021 in the pension value for the Named Executive Officers
under the Haynes International, Inc. Pension Plan. A description of the Pension Plan can be found below
under “Pension Benefits”.
All Other Compensation—This column represents all other compensation paid or provided to the
Named Executive Officers for fiscal 2019, 2020 and 2021 not reported in previous columns, such as the
Company’s matching contributions to 401(k) plans, payment of insurance premiums and costs of providing
certain limited perquisites and benefits.
Name and Principal
Options(3)
Position
M. L. Shor(1) . . . . . . 2021 $603,663 $ 763,966 $340,002
President & CEO 2020 $606,750 $1,049,958 $339,964
Stock
Awards(2)
Salary
Year
Non-Equity
Incentive Plan
Compensation(4)
Change in
Pension
All Other
Comp(5)
Total
$714,000
— $ 70,051 $2,491,682
—
— $ 46,459 $2,043,131
D. W. Maudlin . . . . 2021 $303,120 $ 210,297 $ 93,603
$283,920
— $ 44,862 $ 935,802
2019 $579,616 $ 718,341 $659,292
$352,971
— $108,898 $2,419,118
VP of Finance &
CFO
2020 $297,438 $ 325,140 $ 93,586
— $ 13,421 $ 26,072 $ 755,657
2019 $304,530 $ 212,460 $210,240
$150,812
$ 18,645 $ 24,843 $ 921,530
D. L. Strobel . . . . . . 2021 $286,604 $ 154,645 $ 68,834
$247,800
— $ 30,240 $ 788,124
VP of
Manufacturing
2020 $281,039 $ 270,864 $ 68,828
2019 $279,903 $ 151,744 $209,072
—
—
— $ 22,514 $ 643,244
— $ 14,893 $ 655,612
27
Name and Principal
Position
Year
Salary
Stock
Awards(2)
Options(3)
Non-Equity
Incentive Plan
Compensation(4)
Change in
Pension
All Other
Comp(5)
Total
V. R. Ishwar . . . . . . 2021 $284,660 $ 153,627 $ 68,367
$205,100
$ 40,797 $ 39,585 $ 792,136
VP Marketing and
Technology
2020 $279,315 $ 242,178 $ 68,364
2019 $285,865 $ 154,979 $185,476
M. C. Losch III . . . . 2021 $277,888 $ 149,405 $ 66,499
— $117,399 $ 26,684 $ 733,940
$142,969 $ 34,905 $ 912,976
— $ 40,552 $ 773,744
$108,782
$239,400
VP Sales and
Distribution . . . 2020 $271,615 $ 265,753 $ 66,490
2019 $274,867 $ 149,016 $207,905
— $ 65,173 $ 30,885 $ 699,916
$ 93,517 $ 33,972 $ 863,875
$104,598
(1) Mr. Shor became interim President and Chief Executive Officer on May 29, 2018 and became permanent
President and Chief Executive Officer on September 1, 2018.
(2) The amounts listed in the table include restricted stock and performance share awards (PSA’s) as
valued in accordance with FASB ACS Topic 718. PSA’s are valued based on the target number of share
awards at grant date which is less than the maximum potential share awards that may be granted at
the end of the performance period. If the maximum number of share awards is granted, the stock award
amount granted in fiscal 2021 will be $1,187,924 for M. Shor, $326,999 for D. Maudlin, $240,464 for
D. Strobel, $232,317 for M. Losch III, and $238,882 for V. Ishwar.
(3) The options issued in fiscal 2019, 2020 and 2021 were valued pursuant to FASB ASC Topic 718 using a
fair value methodology.
(4) No amounts were earned in fiscal 2020 under the 2020 MIP. Please see the discussion of the MIP
under “Compensation Discussion and Analysis”.
(5) Amounts shown in the “All Other Compensation” column include the following:
28
Name
M. L. Shor . . . . . . . .
D. W. Maudlin . . . . .
D. L. Strobel
. . . . . .
V. R. Ishwar . . . . . . .
M.C. Losch III . . . . .
Dividends On
Restricted
Stock
Life
Insurance
Disability
Insurance
$46,168
$22,062
$12,544
$25,935
$ 8,534
$ 6,792
$12,605
$ 5,640
$ 2,572
$20,757
$ 6,655
$ 5,578
$21,616
$ 6,787
$ 5,380
$3,960
$3,960
$3,960
$2,191
$2,135
$2,196
$2,072
$2,020
$1,764
$2,057
$2,005
$2,059
$2,002
$1,951
$1,980
$8,166
$8,697
$6,368
$6,155
$5,657
$5,497
$5,246
$4,870
$1,623
$6,523
$6,045
$5,886
$6,966
$6,452
$6,281
401(k)
Company
Match
$11,757
$11,740
$13,480
$10,581
$ 9,746
$10,358
$10,318
$ 9,984
$ 8,934
$10,248
$ 9,579
$ 9,536
$ 9,968
$11,436
$ 5,668
Year
2021
2020
2019
2021
2020
2019
2021
2020
2019
2021
2020
2019
2021
2020
2019
401(m)
Company
Match
Other
Total
—
—
$2,326
—
—
—
—
—
—
—
— $ 2,400
$11,642
— $ 70,051
— $ 46,459
$70,220(1) $108,898
— $ 44,862
— $ 26,072
— $ 24,843
— $ 30,240
— $ 22,514
— $ 14,893
— $ 39,585
$ 26,684
$ 34,905
— $ 40,552
$ 30,885
$ 33,972
$ 204
—
— $ 4,259
$12,530
$2,133
(1)
Included, in the case of Mr. Shor only, relocation expenses of $68,013 as well as rent reimbursement of
$2,206.
Grants of Plan-Based Awards in Fiscal 2021
During fiscal 2021, the Named Executive Officers received four types of plan-based awards:
Management Incentive Plan—On November 24, 2020, the Named Executive Officers were awarded
grants under the Company’s 2020 MIP. Under the plan, certain employees of the Company, including the
Named Executive Officers, were eligible for cash awards if the Company met certain net income targets
established by the Compensation Committee for fiscal 2021. The amount of the cash awards could range
between 40% and 120% of base salary for Mr. Shor, 25% and 75% of base salary for Messrs. Ishwar and
Losch; 32.5% and 97.5% for Mr. Maudlin and 30% and 90% for Mr. Strobel, depending on the level of net
income earned or operating cash flow generated by the Company compared to the targeted amounts.
Stock Options—Non-qualified options were granted to the Named Executive Officers on November 24,
2020 under the Haynes International, Inc. 2020 Incentive Compensation Plan. Each option vests in three
equal installments on the first, second and third anniversaries of the grant date, remains exercisable for
ten years and has an exercise price equal to the closing stock price on the trading day prior to the date of grant.
Restricted Stock—On November 24, 2020, executives, including the Named Executive Officers, were
granted restricted stock under the Haynes International, Inc. 2020 Incentive Compensation Plan which are
subject to time-based vesting and will vest on the third anniversary of the date of grant, if the participant is
then employed by the Company, except in the event of death, disability or a change in control and certain
other circumstances.
Performance Share Awards—On November 24, 2020, executives, including the Named Executive
Officers, were granted awards of a target amount of performance shares. The actual number of performance
shares that may ultimately be earned, as well as the number of shares of common stock that may be
distributed in settling those performance shares, are determined at the end of a three-year performance
period and will depend on the calculated total shareholder return of the Company at the end of the
performance period as compared to the total shareholder return of a peer group of ten companies. The total
performance shares earned and shares of common stock distributed can range from 0% to 200% of the
target amount granted. Participants must be employees at the end of the performance period to receive a
payout, except in the event of death, disability or a change in control and certain other circumstances.
29
Grants of Plan-Based Awards Table
Name and Principal
Position
Estimated Future Pay
Under MIP.
Plan
Estimated Future Payouts
Under Equity Incentive
Plan Awards
Grant Type
Date
Threshold Target Max Threshold Target Max
All
Other
Stock
All
Other
Options
Ex or Base
Price of
Option(2)
Grant Date
FV of
Stock &
Option(3)
M. L. Shor . . . . . . . MIP
11/24/20 $255,000 $510,000 $765,500
Option
11/24/20
Restr. Stock-Time based
11/24/20
Performance Share Awards(1) 11/24/20
D. Maudlin . . . . . . . MIP
11/24/20 $101,400 $202,800 $304,200
Option
11/24/20
Restr. Stock-Time based
11/24/20
Performance Share Awards(1) 11/24/20
D. L. Strobel
. . . . . . MIP
11/24/20 $ 88,500 $177,000 $265,500
Option
11/24/20
Restr. Stock-Time based
11/24/20
Performance Share Awards(1) 11/24/20
V. R. Ishwar
. . . . . . MIP
11/24/20 $ 73,250 $146,500 $219,750
Option
11/24/20
Restr. Stock-Time based
11/24/20
Performance Share Awards(1) 11/24/20
M. C. Losch III
. . . . MIP
11/24/20 $ 85,500 $171,000 $256,500
Option
11/24/20
Restr. Stock-Time based
11/24/20
Performance Share Awards(1) 11/24/20
57,530
$22.64
$340,002
15,018
—
15,018 30,036
—
$340,008
$423,958
4,134
3,040
3,020
2,937
15,838
$22.64
$ 93,603
$ 93,594
$116,703
11,647
$22.64
$ 68,834
$ 68,826
$ 85,819
11,568
$22.64
$ 68,367
$ 68,373
$ 85,255
11,252
$22.64
$ 66,499
$ 66,494
$ 82,912
—
4,134 8,268
—
3,040 6,080
—
3,020 6,040
—
2,937 5,874
(1) Target number of performance shares that have not vested. This column represents the target number
of performance share to be earned over a three-year performance period and settled in shares of common
stock.
(2) The exercise price of each option is equal to the closing market price of shares of common stock on
the trading day prior to the grant date.
(3) Represents the grant date fair value calculated in accordance with FASB ASC Topic 718, but excludes
any forfeiture assumptions related to service-based vesting conditions as prescribed by SEC rules.
Outstanding Equity Awards at Fiscal Year-End
The table below provides information on the Named Executive Officers’ outstanding equity awards as
of September 30, 2021. The equity awards consist of stock options, shares of restricted stock (with time-based
vesting) and performance share awards. The table includes the following:
Number of Securities Underlying Unexercised Options (Exercisable)—This column represents options
to buy shares of common stock which are fully vested and subject to forfeiture only with respect to a break
in service.
Number of Securities Underlying Unexercised Options (Unexercisable)—This column represents
options to buy shares of common stock which are not fully vested. All options vest in three equal annual
installments on the first, second and third anniversaries of the grant date.
Option Exercise Price—All outstanding option exercise prices are equal to the closing market price of
shares of common stock on the day prior to grant date.
Option Expiration Date—This is the date upon which an option will expire if not yet exercised by the
option holder. In all cases, this is ten years from the date of grant.
30
Number of Shares or Units of Stock that Have Not Vested and Equity Incentive Plan Awards: Number of
Unearned Shares, Units or Other Rights That Have Not Vested—All shares of restricted stock and performance
share awards granted to the Named Executive Officers in fiscal 2021 are unvested.
Market Value of Shares or Units of Stock that Have Not Vested and Equity Incentive Plan Awards:
Market or Payout Value of Unearned Shares, Units or Other Rights that Have Not Vested—The market value
of unvested shares of restricted stock is based upon the September 30, 2021 closing price of the Company’s
common stock of $37.25 and is calculated in accordance with FASB ASC Topic 718.
Name
Grant
Date
M. L. Shor
. . . . . .
06/01/18
11/21/18
05/24/19(a)
05/24/19(b)
05/24/19(c)
11/19/19
9/15/20
11/24/20
D. W. Maudlin . . . .
11/25/11
11/20/12
11/26/13
11/25/14
11/24/15
11/22/16
11/21/17
11/21/18
05/24/19(a)
05/24/19(b)
05/24/19(c)
11/19/19
9/15/20
11/24/20
D. L. Strobel
. . . . .
09/17/18
11/21/18
05/24/19(a)
05/24/19(b)
05/24/19(c)
11/19/19
9/15/20
11/24/20
V. R. Ishwar . . . . . .
11/25/11
11/20/12
11/26/13
11/25/14
11/24/15
Option Awards
Restricted Stock Awards
Performance Share
Awards
Number of
securities
underlying
unexercised
options
(Exercisable)(1)
Number of
securities
underlying
unexercised
options
(Unexercisable)
Option
Exercise
Price
Option
Expiration
Date
Number of
Shares that
Have
Not
Vested
Market
Value of
Shares That
Have
Not
Vested
Market
Value of
Shares
that
Have Not
Vested
Number of
Awards Not
Vested(4)
15,000
19,435
8,889
9,795
10,757
11,731
—
—
1,200
3,300
4,000
7,500
7,300
4,800
5,800
5,749
3,016
3,323
3,650
3,229
—
—
5,000
4,105
3,651
4,023
4,418
2,375
—
—
1,900
3,500
4,000
7,200
7,100
—
9,717
4,444
4,898
5,379
23,462
—
57,530
—
—
—
—
—
—
—
2,874
1,508
1,662
1,825
6,459
—
15,838
—
2,052
1,825
2,012
2,209
4,750
11,647
—
—
—
—
—
06/01/28
11/21/28
05/24/29
05/24/29
05/24/29
11/19/29
11/24/30
11/25/21
11/20/22
11/26/23
11/25/24
11/24/25
11/22/26
11/21/27
11/21/28
05/24/29
05/24/29
05/24/29
11/19/29
11/24/30
9/17/28
11/21/28
05/24/29
05/24/29
05/24/29
11/19/29
11/24/30
11/25/21
11/20/22
11/26/23
11/25/24
11/24/25
$42.58
$33.98
$30.54
$33.59
$36.65
$37.00
$22.64
$55.88
$47.96
$52.78
$46.72
$37.75
$40.86
$31.76
$33.98
$30.54
$33.59
$36.65
$37.00
$22.64
$35.34
$33.98
$30.54
$33.59
$36.65
$37.00
$22.64
$55.88
$47.96
$52.78
$46.72
$37.75
31
9,105(2)
$339,161
—
—
—
—
—
—
—
—
—
—
—
—
—
$342,365
$307,313
$559,421
9,188
$294,718
—
—
15,018
$870,210
—
—
—
—
—
—
—
$100,314
—
—
—
$ 94,243
$121,063
$153,992
—
$ 71,632
—
—
—
$ 69,322
$121,063
$113,240
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
2,529
$ 81,121
—
—
4,134
$239,542
—
—
—
—
—
—
—
—
—
1,860
$ 59,662
—
3,040
$176,151
—
—
—
—
—
—
—
—
—
—
—
—
—
9,191(2)
8,250(3)
15,018(2)
—
—
—
—
—
—
—
2,693(2)
—
—
—
2,530(2)
3,250(3)
4,134(2)
—
1,923(2)
—
—
—
1,861(2)
3,250(3)
3,040(2)
—
—
—
—
—
Option Awards
Restricted Stock Awards
Number of
securities
underlying
unexercised
options
(Exercisable)(1)
Number of
securities
underlying
unexercised
options
(Unexercisable)
Option
Exercise
Price
Option
Expiration
Date
Number of
Shares that
Have
Not
Vested
Market
Value of
Shares That
Have
Not
Vested
Name
Grant
Date
11/22/16
11/21/17
11/21/18
05/24/19(a)
05/24/19(b)
05/24/19(c)
11/19/19
9/15/20
11/24/20
M. C. Losch II . . . .
11/25/11
11/20/12
11/26/13
11/25/14
11/24/15
11/22/16
11/21/17
11/21/18
05/24/19(a)
05/24/19(b)
05/24/19(c)
11/19/19
9/15/20
11/24/20
4,200
5,050
4,193
3,016
3,323
3,650
2,359
—
—
1,900
3,400
4,000
7,200
6,900
4,025
4,850
4,031
3,651
4,023
4,418
2,294
—
—
—
—
2,096
1,508
1,662
1,825
4,718
11,568
—
—
—
—
—
—
—
2,016
1,825
2,012
2,209
4,589
$40.86
$31.76
$33.98
$30.54
$33.59
$36.65
$37.00
$22.64
$55.88
$47.96
$52.78
$46.72
$37.75
$40.86
$31.76
$33.98
$30.54
$33.59
$36.65
$37.00
11/22/26
11/21/27
11/21/28
05/24/29
05/24/29
05/24/29
11/19/29
11/24/30
11/25/21
11/20/22
11/26/23
11/25/24
11/24/25
11/22/26
11/21/27
11/21/28
05/24/29
05/24/29
05/24/29
11/19/29
11,252
$22.64
11/24/30
—
—
1,964(2)
—
—
—
1,848(2)
2,500(3)
3,020(2)
—
—
—
—
—
—
—
1,889(2)
—
—
—
1,798(2)
3,250(3)
2,937(2)
Performance Share
Awards
Market
Value of
Shares
that
Have Not
Vested
—
—
—
—
—
—
Number of
Awards Not
Vested(4)
—
—
73,159
—
—
—
—
—
—
—
—
$ 68,838
$ 93,125
$112,495
1,848
$ 59,277
—
3,020
$174,992
—
—
—
—
—
—
—
$ 70,365
—
—
—
$ 66,976
$121,063
$109,403
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
1,797
$ 57,641
—
2,937
$170,183
(1) Except as noted, vest in three equal annual installments on the first, second and third anniversaries of
the grant date.
(2) Vest on the third anniversary of the grant date.
(3) Vested in two equal annual installments on the first and second anniversaries of the grant date.
(4) Vest on the third anniversary of the grant date if the Company has met a relative total shareholder
return goal.
Option Exercises and Stock Vested
The following table provides information concerning the exercise of stock options and vesting of
restricted stock awards for the Named Executive Officers in fiscal 2021.
Option Exercises and Stock Vested
The following table provides information concerning the exercise of stock options and vesting of
restricted stock awards for the Named Executive Officers in fiscal 2021.
32
Option Awards
Stock Awards
Performance Share Awards
Name
Number of
Shares Acq.
on Exercise
Value
realized
on Exercise
Number of
Shares Acq.
on Vesting
M. L. Shor . . . . . . . . . . . . . . . . .
D. W. Maudlin . . . . . . . . . . . . . .
D. L. Strobel . . . . . . . . . . . . . . . .
V. R. Ishwar . . . . . . . . . . . . . . . .
M. C. Losch III . . . . . . . . . . . . . .
—
—
—
—
—
$ —
$ —
$ —
$ —
$ —
8,250
6,100
4,250
5,000
5,650
Value
realized on
Vesting(1)
$311,933
$187,350
$159,453
$151,075
$177,171
Number of
Shares Acq.
on Vesting
7,838
2,318
1,656
1,691
1,626
Value
realized on
Vesting
$291,966
$ 86,346
$ 61,686
$ 62,990
$ 60,569
(1) This column is calculated by multiplying the number of shares acquired by the closing price of a share
of Common Stock on the vesting date. The Named Executive Officers had the following stock awards
vest in fiscal 2021:
Name
Type of Award
M.L. Shor . . . . . . . . . . . . . . Time-BasedRestrictedStock
Time-BasedRestrictedStock
D.W. Maudlin . . . . . . . . . . . . Time-BasedRestrictedStock
Time-BasedRestrictedStock
D.L. Strobel . . . . . . . . . . . . . Time-BasedRestrictedStock
Time-BasedRestrictedStock
Time-BasedRestrictedStock
V.R. Ishwar . . . . . . . . . . . . . Time-BasedRestrictedStock
Time-BasedRestrictedStock
M.C. Losch II . . . . . . . . . . . . Time-BasedRestrictedStock
Time-BasedRestrictedStock
Pension Benefits
Number
of Shares
Acquired
on
Vesting
(#)
Closing
Price
on
Vesting
Date
($/Share)
—
8,250
2,850
3,250
—
3,250
1,000
2,500
2,500
2,400
3,250
—
$37.81
$22.62
$37.81
—
$37.81
$36.57
$22.62
$37.81
$22.62
$37.81
Value
Realized
on
Vesting
($)
—
$311,933
$ 64,467
$122,833
—
$122,833
$ 36,570
$ 56,550
$ 94,525
$ 54,288
$122,883
Vesting
Date
—
9/15/2021
11/21/2020
9/15/2021
—
9/15/2021
9/17/2021
11/21/2020
9/15/2021
11/21/2020
9/15/2021
The Company maintains a defined benefit pension plan for the benefit of eligible domestic employees
designated as the Haynes International, Inc. Pension Plan. The pension plan is qualified under Section 401
of the Internal Revenue Code, permitting the Company to deduct for federal income tax purposes all amounts
the Company contributes to the pension plan pursuant to funding requirements. The following table sets
forth the present value of accumulated benefits payable in installments after retirement, based on retirement
at age 65. As of December 31, 2005, the Pension Plan was closed to new salaried employees and, as of
December 31, 2007, the benefits of all salaried participants in the Pension Plan were frozen, and no further
benefits will accumulate. No payments were made to any of the Named Executive Officers pursuant to the
Pension Plan in fiscal 2021.
Year
Plan Name
Number of Years
Credited Service
Present Value of
Accumulated
Benefit
M. L. Shor . . . . . . . . . . . . . . . . . . . . . . . . . . .
2021 DefinedBenefit
D. W. Maudlin . . . . . . . . . . . . . . . . . . . . . . . .
2021 DefinedBenefit
D. L. Strobel . . . . . . . . . . . . . . . . . . . . . . . . . .
2021 DefinedBenefit
V. R. Ishwar . . . . . . . . . . . . . . . . . . . . . . . . . .
2021 DefinedBenefit
M. C. Losch III . . . . . . . . . . . . . . . . . . . . . . . .
2021 DefinedBenefit
N/A
3
N/A
26
20
—
$ 89,018
—
$982,529
$575,950
33
Participants in the pension plan are eligible to receive an unreduced pension annuity upon the first to
occur of (i) reaching age 65, (ii) reaching age 62 and completing ten years of benefit service or (iii) completing
30 years of benefit service. The final option is available only for salaried employees who were plan
participants in the pension plan on March 31, 1987. For salaried employees who retire on or after July 2,
2002 under option (i) or (ii) above, the normal monthly pension benefit provided under the pension plan is
the greater of (i) 1.6% of the employee’s average monthly earnings multiplied by years of benefit service, plus
an additional 0.5% of the employee’s average monthly earnings, if any, in excess of Social Security covered
compensation multiplied by years of benefit service up to 35 years, or (ii) the employee’s accrued benefits as
of September 30, 2002. For salaried employees who retire on or after July 2, 2002 under option (iii) above
(with 30 years of benefit service), the normal monthly pension provided under the pension plan is equal to one
of the following as elected by the participant: (i) the accrued benefit as of March 31, 1987 plus any
supplemental retirement benefit payable to age 62; (ii) the accrued benefit as of March 31, 1987 plus any
supplemental retirement benefit payable to any age elected by the participant (prior to 62) and thereafter the
actuarial equivalent of the benefit payable for retirement under options (i) and (ii) above; or (iii) if the
participant is at least age 55, the actuarial equivalent of the benefit payable for retirement under options
(i) and (ii) above. There are provisions for delayed retirement, early retirement benefits, disability retirement,
death benefits, optional methods of benefits payments, payments to an employee who leaves after five or
more years of service and payments to an employee’s surviving spouse. Participants’ interests are vested and
they are eligible to receive pension benefits after completing five years of service. However, all participants
as of October 1, 2001 became 100% vested in their benefits on that date. Vested benefits are generally paid to
retired employees beginning at or after age 55.
In addition, the Company’s 2020 Incentive Compensation Plan provides for the vesting of restricted
stock, restricted stock units, performance shares and performance units in the case of “retirement” or
involuntary severance of service other than for “cause” or other terminations of employment not specifically
covered in the 2020 Plan. During fiscal 2021, time-based restricted stock was granted under the 2020 Plan,
and one of the Named Executive Officers was retirement-eligible. Had a Named Executive Officer’s
employment been terminated on September 30, 2021 involuntarily for any reason other than “cause” or
other terminations of employment not specifically covered in the 2020 Plan, the restricted stock granted to
such Named Executive Officer on November 24, 2020 would have vested as of that termination date.
Non-Qualified Deferred Compensation Plan
The Compensation Committee approved implementation of a non-qualified deferred compensation
plan for independent directors and executive officers effective November 20, 2017. The plan provides the
opportunity to defer current compensation and taxes until a future date, and to receive tax deferred investment
returns on deferred amounts. The plan allows directors to defer up to 100% of their annual cash retainer,
annual committee cash retainers and annual equity grants. The plan allows eligible employees to defer up to
80% of their base salaries, up to 100% of MIP and up to 100% of long term incentive awards.
Mr. Shor deferred 2,650 shares in 2017 while serving as an independent director.
Executive
Executive
Contributions
in 2021
Haynes
Contributions
in 2021
Aggregate
Earnings from
Deferred
Shares
in 2021
Aggregate
Withdrawals
Distributions
in 2021
M.L. Shor . . . . . . . . . . . . . . . . . . . . . .
—
—
$55,756
—
Potential Payments Upon Termination of Employment
Aggregate
Balance at
09/30/2021
$108,041
As described in this Compensation Discussion and Analysis, Mr. Shor has an Employment Agreement,
and the other Named Executive Officers have termination benefits agreements, that provide for payments to
the Named Executive Officers at, following or in connection with a termination of their employment in
the circumstances described in those agreements.
Conditions and Obligations Applicable to Receipt of Termination Payments Under All Circumstances
Under the applicable compensation agreements, each Named Executive Officer has agreed not to
compete with, or solicit the employees of, the Company during and for a one-year period (two years for
34
Mr. Shor) after termination of employment. Further, each Named Executive Officer is obligated to
maintain the confidentiality of Company information and to assign all inventions, improvements, discoveries,
designs, works of authorship, concepts or ideas or expressions thereof to the Company. The Company is
entitled to cease making payments or providing benefits due under the applicable agreement if the Named
Executive Officer breaches the confidentiality, non-competition or non-solicitation provisions of the
agreement.
As a condition to the receipt of the payments and other benefits to be received by the Named Executive
Officers under the applicable agreements upon termination of employment, each Named Executive Officer
must execute and deliver to the Company a release of all claims against the Company, including claims arising
out of his or her employment with the Company. Certain payments to Mr. Shor are required to be made
or commence on the date that the release executed by him in connection with the termination of his
employment becomes effective (generally seven days following execution thereof by Mr. Shor). In addition
to the release, Named Executive Officers may be asked to sign letter agreements reaffirming their applicable
confidentiality, non-competition and non-solicitation obligations and may enter into extended non-
competition agreements with the Company.
Payments Made Upon Death or Disability
Upon death or total disability, the Company’s compensation plans and arrangements for the Named
Executive Officers provide as follows:
• Each Named Executive Officer, or his or her heirs, estate, personal representative or legal guardian,
as appropriate, is entitled to receive a lump sum payment equal to the sum of (i) the Named Executive
Officer’s earned but unpaid base salary and bonus through the termination date; (ii) any reimbursable
expenses incurred by the Named Executive Officer and not reimbursed as of the termination date
and (iii) a bonus for the fiscal year in which the termination date occurs in an amount equal to his or
her target bonus for such fiscal year pro-rated based upon the number of days he or she worked in
the fiscal year in which the termination date occurs.
• All unvested stock options held by the Named Executive Officer will vest immediately and all
options will remain exercisable for six months from the termination date in the case of options
granted under the 2009 Restricted Stock Plan or five years in the case of options granted under the
2016 or 2020 Incentive Compensation Plans, but in no event later than the expiration date of such
stock options as specified in the applicable option agreement.
• All restrictions on transfer of any shares of restricted stock held by the Named Executive Officer on
the termination date, including vesting conditions, will lapse as of the termination date and
performance-based restricted stock and performance shares will be deemed earned in the case of
performance shares at target level, so long as the Named Executive Officer has been continuously
employed by the Company between the grant date and the termination date.
• In the case of death, the Named Executive Officer’s designated beneficiary is entitled to receive the
death benefit under a Company-provided life insurance policy in the amount of the Named Executive
Officer’s base salary (four times base salary for Mr. Shor).
• In the case of total disability, the Named Executive Officer will be entitled to disability benefits
under the Company’s executive long-term disability plans. Each Named Executive Officer is entitled
to disability benefits under a group plan and an individual plan. The group plan provides for a
monthly benefit equal to 50% of monthly base salary, subject to a maximum benefit of $10,000 per
month. The individual plan provides for a monthly benefit equal to 70% of monthly base salary,
subject to a maximum benefit of $5,000 per month. Benefits under the plan are payable monthly
beginning 90 days after the employee becomes disabled and continuing until age 65.
Potential Payments Upon Termination In Connection With A Change of Control
The information below generally describes payments or benefits payable to the Named Executive
Officers (including Mr. Shor) under agreements between the Named Executive Officers and the Company
or under the Company’s compensation plans and arrangements in the event of a change of control of the
Company or the termination of the Named Executive Officer’s employment, whether prior to or following a
35
change of control of the Company. Any such payments or benefits that a Named Executive Officer has
elected to defer would be provided in accordance with the requirements of Internal Revenue Code
Section 409A. Payments or benefits under other plans and arrangements that are generally available to the
Company’s employees on similar terms are not described. Certain capitalized terms used in this discussion are
defined under the caption “Certain Definitions” below.
In the case of all Named Executive Officers, the Company’s 2009 Restricted Stock Plan and the 2016
and 2020 Incentive Compensation Plans provide that all restrictions imposed on shares of restricted stock
subject to restricted stock awards under the plan, including vesting conditions, lapse upon a change of control
and performance based restricted stock and performance shares will be deemed earned, in the case of
performance shares, at target level. Similarly, all unvested stock options issued pursuant to the Company’s
stock option plans vest automatically upon the occurrence of a “change of control” (as defined below),
provided that an Award shall be treated, to the extent determined by the Committee to be appropriate
and permitted under Section 409A of the Code, in accordance with one of the following methods as
determined by the Committee in its sole discretion: (i) upon at least ten (10) days’ advance notice to the
affected persons, cancel any outstanding Awards and pay to the holders thereof, in cash or stock, or any
combination thereof, the value of such Awards based upon the price per Share received or to be received by
other stockholders of the Company in the event or (ii) provide for the assumption of or the issuance of
substitute awards that will substantially preserve the otherwise applicable terms of any affected Awards
previously granted under the Plan. In addition, in the case of all Named Executive Officers, upon termination
in connection with a change of control as described in this section, the maximum compensation that any
such Named Executive Officer would be entitled to receive is equal to the greater of (i) the safe harbor amount
under Section 280G of the Internal Revenue Code, as amended, or (ii) the total change of control
compensation to which such individual is entitled under the applicable agreement less any excise tax payable
under Section 4999 of the Internal Revenue Code, as amended.
In the event that the employment of a Named Executive Officer (other than Mr. Shor) is terminated by
the Company without “cause” (as defined below) or by the Named Executive Officer for “good reason” (as
defined below) within 12 months following a change of control,
• The Named Executive Officer is entitled to receive a lump sum cash payment equal to the sum of
(i) the Named Executive Officer’s earned but unpaid base salary through the termination date; (ii) the
Named Executive Officer’s base salary that would be payable for the period from the termination
date through the first anniversary thereof; (iii) any accrued but unpaid compensation, including any
unpaid bonus compensation; and (iv) any reimbursable expenses incurred by the Named Executive
Officer and not reimbursed as of the termination date.
• The Named Executive Officer is entitled to a bonus for the fiscal year in which termination occurs
equal to the Named Executive Officer’s target bonus, calculated as if one hundred percent of the target
amount had been earned, subject to proration based upon the number of days worked during the
applicable fiscal year.
• Any unvested stock options held by the Named Executive Officer will vest immediately and all
options will remain exercisable for one year from the termination date, but in no event later than the
expiration date of such stock options as specified in the applicable option agreement.
• The Named Executive Officer and his or her dependents may be entitled to elect medical,
hospitalization and dental insurance benefits that he or she received immediately prior to termination
for a period of one year following the termination date, unless the Named Executive Officer obtains
comparable benefits from another employer.
• The Named Executive Officer is entitled to receive a lump sum cash payment in an amount equal to
the cost the Company would have incurred for non-voluntary life insurance coverage under its life
insurance plan for the twelve months following the termination date in excess of the then current
aggregate premium or other amount payable generally by similarly situated plan participants for such
coverage and an additional amount equal to the taxes on such payment.
If Mr. Shor’s employment is terminated by the Company without “cause” or by Mr. Shor for “good
reason” prior to or within 24 months after a change of control,
36
• Mr. Shor is entitled to receive a lump sum payment equal to the sum of (i) his earned but unpaid
base salary through the termination date; (ii) any bonus earned prior to the termination date that
remains unpaid on the termination date; and (iii) any reimbursable expenses incurred by Mr. Shor and
not reimbursed as of the termination date.
• Mr. Shor is entitled to a bonus for the fiscal year in which termination occurs equal to his target
bonus, calculated as if one hundred percent of the target amount had been earned, subject to proration
based upon the number of days worked during the applicable fiscal year.
• Mr. Shor is entitled to a cash payment equal to two times his annual salary as in effect immediately
prior to the termination date, payable in equal monthly installments of one-twenty- fourth of the total
amount of the cash payment.
• Any unvested stock options held by Mr. Shor as of the termination date will become vested and
exercisable and will remain exercisable after the termination date for a period equal to the lesser of
(i) one year following the termination date or (ii) the expiration of the original exercise period of such
option.
• Mr. Shor and his dependents are entitled to medical, hospitalization and life insurance benefits that
he received immediately prior to termination through and including the termination date.
Payments Upon Termination Not Related to a Change of Control
If the employment of any of the Named Executive Officers is terminated by the Company for “cause”,
or is terminated by the Named Executive Officer without “good reason”, the Named Executive Officer would
be entitled to receive a lump sum cash payment equal to the sum of (i) the Named Executive Officer’s
earned but unpaid base salary through the termination date; (ii) any accrued but unpaid compensation,
including any unpaid bonus compensation and (iii) any reimbursable expenses or permitted health and
welfare expenses incurred by the Named Executive Officer and not reimbursed as of the termination date.
If, prior to or more than 24 months after a change of control, Mr. Shor’s employment is terminated by
the Company without “cause” or by Mr. Shor for “good reason”:
• Mr. Shor is entitled to receive a lump sum payment equal to the sum of (i) his earned but unpaid
base salary through the termination date; (ii) any bonus earned prior to the termination date that
remains unpaid on the termination date; (iii) any reimbursable expenses incurred by Mr. Shor and not
reimbursed as of the termination date and (iv) if not otherwise included above, an amount equal to
his target bonus for such fiscal year prorated based upon the number of days he worked during the
fiscal year. He would also be entitled to continuation of health and welfare benefits through the
termination date.
• Mr. Shor is entitled to a continuation of his annual salary as in effect immediately prior to such
termination date through the end of the then current employment term, payable in accordance with
the then prevailing payroll practices of the Company.
• All unvested stock options held by Mr. Shor will terminate immediately and all vested options will
remain exercisable for six months from the termination date but in no event later than the expiration
date of such stock options as specified in the applicable option agreement.
If, prior to or more than 12 months after any change of control, the employment of any Named
Executive Officer (other than Mr. Shor) is terminated by the Company without “cause” or is terminated by
the Named Executive Officer with “good reason”:
• Each Named Executive Officer, or his or her heirs, estate, personal representative or legal guardian,
as appropriate, is entitled to receive a lump sum payment equal to the sum of (i) the Named Executive
Officer’s earned but unpaid base salary and bonus through the termination date; (ii) any reimbursable
expenses incurred by the Named Executive Officer and not reimbursed as of the termination date;
(iii) a bonus for the fiscal year in which the termination date occurs in an amount equal to his target
bonus for such fiscal year pro-rated based upon the number of days he or she worked in the fiscal year
in which the termination date occurs.
37
• All unvested stock options held by the Named Executive Officer will terminate immediately and all
vested options will remain exercisable for six months from the termination date but in no event later
than the expiration date of such stock options as specified in the applicable option agreement.
Certain Definitions
A termination for “cause”, as defined in the Termination Benefits Agreements and Mr. Shor’s
Employment Agreement, means a termination by reason of the good faith determination of the Company’s
Board of Directors that the Named Executive Officer (1) continually failed to substantially perform his
duties to the Company (other than a failure resulting from his medically documented incapacity due to
physical or mental illness), including, without limitation, repeated refusal to follow the reasonable directions
of the Company’s Chief Executive Officer (or, in Mr. Shor’s case, the Board), knowing violation of the law
in the course of performance of his duties with the Company, repeated absences from work without a
reasonable excuse or intoxication with alcohol or illegal drugs while on the Company’s premises during
regular business hours, (2) engaged in conduct which constituted a material breach of the confidentiality, non-
competition or non-solicitation provisions of the applicable agreement, (3) was indicted (or equivalent
under applicable law), convicted of or entered a plea of nolo contendere to the commission of a felony or
crime involving dishonesty or moral turpitude, (4) engaged in conduct which is demonstrably and materially
injurious to the financial condition, business reputation, or otherwise of the Company or its subsidiaries
or affiliates or (5) perpetuated a fraud or embezzlement against the Company or its subsidiaries or affiliates,
and in each case the particular act or omission was not cured, if curable, in all material respects by the
Named Executive Officer within thirty (30) days (or by Mr. Shor within 15 days) after receipt of written
notice from the Board. Under the 2020 Incentive Compensation Plan, the term “cause” is defined by reference
to the Termination Benefits Agreements, in the case of the Named Executive Officers other than Mr. Shor,
and, in Mr. Shor’s case, by reference to his Employment Agreement.
The term “change of control” has varying definitions under the different plans and agreements, but
generally means the first to occur of the following: (i) any person becomes the beneficial owner, directly or
indirectly, of securities of the Company representing a majority of the combined voting power of the
Company’s then outstanding securities (assuming conversion of all outstanding non-voting securities into
voting securities and the exercise of all outstanding options or other convertible securities); (ii) the following
individuals cease for any reason to constitute a majority of the number of directors then serving: individuals
who, on the effective date, constitute the Board of Directors and any new director (other than a director whose
initial assumption of office is in connection with an actual or threatened election contest, including but not
limited to a consent solicitation, relating to the election of directors of the Company) whose appointment or
election by the Board of Directors or nomination for election by the Company’s stockholders was approved
or recommended by a vote of at least two-thirds (2∕3) of the directors then still in office who either were
directors on the effective date or whose appointment, election or nomination for election was previously so
approved or recommended; (iii) there is consummated a merger or consolidation of the Company or any
direct or indirect subsidiary of the Company with any other corporation other than (x) a merger or
consolidation which would result in the voting securities of the Company outstanding immediately prior to
such merger or consolidation continuing to represent, either by remaining outstanding or by being
converted into voting securities of the surviving entity or any parent thereof, a majority of the combined
voting power of the securities of the Company or such surviving entity or any parent thereof outstanding
immediately after such merger or consolidation, or (y) a merger or consolidation effected to implement a
recapitalization of the Company (or similar transaction) in which no person is or becomes the beneficial
owner, directly or indirectly, of securities of the Company representing a majority of the combined voting
power of the Company’s then outstanding securities; or (iv) the stockholders of the Company approve a plan
of complete liquidation or dissolution of the Company or there is consummated an agreement for the sale
or disposition by the Company of all or substantially all of the Company’s assets, or to an entity a majority
of the combined voting power of the voting securities of which is owned by substantially all of the
stockholders of the Company immediately prior to such sale in substantially the same proportions as their
ownership of the Company immediately prior to such sale.
The term “good reason” means the occurrence of any of the following actions or failures to act if it is
not consented to by the Named Executive Officer in writing: (a) a material adverse change in the Named
Executive Officer’s duties, reporting responsibilities, titles or elected or appointed offices; (b) a material
38
reduction by the Company in the Named Executive Officer’s base salary or annual bonus opportunity, not
including any reduction resulting from changes in the market value of securities or other instruments paid or
payable to the Named Executive Officer; or (c) solely with respect to Mr. Shor, any change of more than
50 miles in the location of the principal place of Mr. Shor’s employment. None of the actions described in
clauses (a) and (b) above shall constitute “good reason” if it was an isolated and inadvertent action not taken
in bad faith by the Company and if it is remedied by the Company within 30 days after receipt of written
notice thereof given by the Named Executive Officer (or, if the matter is not capable of remedy within 30 days,
then within a reasonable period of time following such 30-day period, provided that the Company has
commenced such remedy within said 30-day period); provided that “good reason” ceases to exist for any
action described in clauses (a) and (b) above on the 60th day following the later of the occurrence of such
action or the Named Executive Officer’s knowledge thereof, unless the Named Executive Officer has given the
Company written notice thereof prior to such date.
Quantification of Payments and Benefits
The following tables quantify the potential payments and benefits upon termination or a change of
control of the Company for each of the Named Executive Officers assuming the Named Executive Officer’s
employment terminated on September 30, 2021, given the Named Executive Officer’s compensation and
service level as of that date and, if applicable, based on the Company’s closing stock price of $37.25 on that
date. Other assumptions made with respect to specific payments or benefits are set forth in applicable
footnotes to the tables. Information regarding the present value of pension benefits for each of the Named
Executive Officers is set forth above under the caption “Pension Benefits” on page 36. Due to the number of
factors that affect the nature and amount of any payments or benefits provided upon a termination or
change of control, including, but not limited to, the date of any such event, the Company’s stock price and
the Named Executive Officer’s age, any actual amounts paid or distributed may be different. None of the
payments set forth below would be grossed-up for taxes.
Executive Benefits and Payments
Upon Termination
Death
Disability
Voluntary or
For Cause
Term.
Invol. Term.
Not for Cause or Term.
for Good Reason
Change of
Control
M. L. Shor
Performance-based Cash
Payment(1)
. . . . . . . . . . . . . .
Cash Severance . . . . . . . . . . . . .
Stock Options(4)
. . . . . . . . . . . .
Restricted Stock—Time(5)
. . . . .
Performance share awards(6) . . . .
Life, Long-Term Disability and
Health Insurance Benefits . . . .
. . . . .
Reduction due to 280G(10)
$ 510,000
—
$ 929,217
$1,548,259
$1,240,723
$ 510,000
—
$ 929,217
$1,548,259
$1,240,723
—
—
—
—
—
$2,550,000(7) $ 675,121(8) —
—
—
—
$ 510,000
$ 637,500(2)
$ 929,217
$1,548,259
—
$ 510,000(3)
$1,275,000(3)
$ 929,217
$1,548,259
$1,240,723
—
—
16,425
$
$ 717,306
Executive Benefits and Payments
Upon Termination
Death
Disability
Voluntary or
For Cause
Term.
Invol. Term.
Not for Cause or Term.
for Good Reason
Change of
Control
D. W. Maudlin
Performance-based Cash
Payment(1)
. . . . . . . . . . . . . .
$202,800
$ 202,800
Cash Severance . . . . . . . . . . . . .
Stock Options(4)
. . . . . . . . . . . .
Restricted Stock—Time(5)
. . . . .
Performance share awards(6) . . . .
Life, Long-Term Disability and
Health Insurance Benefits . . . .
—
$259,703
$469,611
$348,474
—
$ 259,703
$ 469,611
$ 348,474
$624,000(7) $1,700,604(8)
39
—
—
—
—
—
—
$202,800
—
$259,703
$469,611
—
$202,800(9)
$312,000(9)
$259,703
$469,611
$348,474
—
$ 14,656
Executive Benefits and Payments
Upon Termination
Death
Disability
Voluntary or
For Cause
Term.
Invol. Term.
Not for Cause or Term.
for Good Reason
Change of
Control
D.L. Strobel
Performance-based Cash
Payment(1)
. . . . . . . . . . . . . .
Cash Severance . . . . . . . . . . . . .
Stock Options(4)
. . . . . . . . . . . .
Restricted Stock—Time(5)
. . . . .
Performance share awards(6) . . . .
Life, Long-Term Disability and
Health Insurance Benefits . . . .
$177,000
—
$198,995
$375,257
$254,157
$177,000
—
$198,995
$375,257
$254,157
$590,000(7) $987,331(8)
V. R. Ishwar
—
—
—
—
—
—
$177,000
—
$198,995
$375,257
—
$177,000(9)
$295,000(9)
$198,995
$375,257
$254,157
—
$ 14,537
Executive Benefits and Payments
Upon Termination
Performance-based Cash Payment(1)
.
Cash Severance . . . . . . . . . . . . . . . .
Stock Options(4)
. . . . . . . . . . . . . . .
Restricted Stock—Time(5)
. . . . . . . .
Performance share awards(6) . . . . . . .
Life, Long-Term Disability and
Health Insurance Benefits . . . . . . .
Death
Disability
$146,500
—
$194,339
$347,617
$254,492
$146,500
—
$194,339
$ 347617
$254,492
Voluntary or
For Cause
Term.
Invol. Term.
Not for Cause or Term.
for Good Reason
—
—
—
—
—
$146,500
—
$194,339
$347,617
—
Change of
Control
$146,500(9)
$293,000(9)
$194,339
$347,617
$254,492
$586,000(7)
—(8) —
—
$ 14,523
Executive Benefits and Payments
Upon Termination
Performance-based Cash Payment(1)
.
Cash Severance . . . . . . . . . . . . . . . .
Stock Options(4)
. . . . . . . . . . . . . . .
Restricted Stock—Time(5)
. . . . . . . .
Performance share awards(6) . . . . . . .
Life, Long-Term Disability and
Health Insurance Benefits . . . . . . .
M. C. Losch III
Death
Disability
$171,000
—
$193,066
$367,807
$246,670
$171,000
—
$193,066
$367,807
$246,670
Voluntary or
For Cause
Term.
Invol. Term.
Not for Cause or Term.
for Good Reason
—
—
—
—
—
$171,000
—
$193,066
$367,807
—
Change of
Control
$171,000(9)
$285,000(9)
$193,066
$367,807
$246,670
$570,000(7) $833,249(8) —
—
$ 14,467
(1) Represents base salary as of September 30, 2021, multiplied by the target percentage of the fiscal year
2021 MIP.
(2)
In the case of termination by the Company without cause, Mr. Shor would be paid through the end of
his Employment Agreement which expires on September 30, 2022.
(3) Represents the amount payable to Mr. Shor if his employment is terminated within 24 months after a
change of control by the Company without “cause” or by Mr. Shor for “good reason”.
(4) Represents market value of $37.25 per share minus the exercise price for all unvested options (but not
less than zero). The number of unvested options for each Named Executive Officer is set forth in the
Outstanding Equity Awards at Fiscal Year End table on page 34 above.
(5) Represents the market value of $37.25 of all time-based restricted stock awards at target in the case of
40
death or disability and in the case of a change of control. The number of time-based restricted stock
awards for each Named Executive Officer is set forth in the Outstanding Equity Awards at Fiscal Year
End table on page 34 above.
(6) Represents the market value at $37.25 of all unvested performance share awards at target in the case of
death or disability and in the case of a change of control. The number of unvested performance
share awards for each Named Executive Office is set forth in the Outstanding Equity Awards at Fiscal
Year End table on page 34 above.
(7) Represents death benefit under a life insurance policy, the premiums on which are paid by the Company,
equal to four times base salary for Mr. Shor and two times base salary for the other Named Executive
Officers.
(8) Represents the present value of benefits payable under the Company’s executive long-term disability
plans, determined using the same discount rate used to determine the Company’s funding obligation
under the pension plan.
(9) Represents the amount payable to the Named Executive Officer if his or her employment is terminated
within 12 months (24 months for Mr. Shor) after a change of control by the Company without
“cause” or by the Named Executive Officer for “good reason”.
(10) Code Section 280G provides guidelines that govern payments triggered by a change in control. If such
payments exceed 2.99 times the average annual compensation (safe harbor limit) for certain individuals,
the payments may result in adverse tax consequences and excise taxes. The Company does not provide
any gross-up payments for such tax consequences or excise taxes. If the change in control compensation
exceeds the safe harbor limit, the severance value will be reduced to the safe harbor limit. This amount
represents the severance reduction for Mr. Shor.
CEO Pay Ratio
As required by Section 953(b) of the Dodd-Frank Wall Street Reform and Consumer Protection Act,
and Item 402(u) of Regulation S-K, the Company is providing the following information about the
relationship of the annual total compensation of Michael Shor, President and Chief Executive Officer of
the Company, to the annual total compensation of the “median” Company employee, determined as described
below (the “CEO Pay Ratio”):
For fiscal 2021:
• the annual total compensation of the employee identified as the median employee of the Company
(other than the Chief Executive Officer) was $66,477; and
• the annual total compensation of the Chief Executive Officer for purposes of determining the CEO
Pay Ratio was $2,491,682.
Based on this information, the ratio of the annual total compensation of the Chief Executive Officer to
the median employee’s annual total compensation was estimated to be 37.5 to 1 for fiscal 2021.
The increase from the prior year’s ratio is primarily attributable to the fact that Mr. Shor’s annual total
compensation increased as a result of higher incentive compensation earned in fiscal 2021 as operating results
of the Company improved.
This CEO Pay Ratio is a reasonable estimate calculated in a manner consistent with SEC rules based
on the Company’s payroll and employment records and the methodology described below. The SEC rules
for identifying the median compensated employee and calculating the CEO Pay Ratio based on that employee’s
annual total compensation allow companies to adopt a variety of methodologies, to apply certain exclusions
and to make reasonable estimates and assumptions that reflect their compensation practices. As such, the
pay ratio reported by other companies may not be comparable to the pay ratio reported above, as other
companies may have different employment and compensation practices and may utilize different
methodologies, exclusions, estimates and assumptions in calculating their own pay ratios.
41
To identify the median of the annual total compensation of all of the Company’s employees, as well as
to determine the annual total compensation of the “median employee”, the methodology and the material
assumptions, adjustments and estimates used were as follows:
The Company determined that, as of September 30, 2020, the Company’s employee population
consisted of approximately 1,037 individuals globally. The Company selected September 30, 2020, which
was the last day of fiscal 2020, as the date upon which the Company would identify the “median employee”.
The “median employee” is required to be updated only after the passage of three years or if recalculation
would cause a material change in the ratio.
In accordance with the “de minimis exemption” adjustment permitted by SEC rules, which allows the
exclusion of certain employees working in jurisdictions outside of the United States of America in an
aggregate maximum equal to less than five percent of the Company’s total employees, all employees of the
Company’s affiliates located in China (ten employees) and Singapore (four employees) and Japan (two
employees) were excluded from the calculation used to determine the median employee. To identify the
median employee from the employee population, the Company collected actual salary, bonus paid, other
lump sums, life insurance premiums and 401(k) plan matches paid by the Company during the 12-month
period ended September 30, 2020. In making this determination, the Company annualized the compensation
of all newly hired employees during this period.
Environmental, Social and Governance Matters
In addition to the information set forth below, further information regarding the Company’s
environmental, social and governance activities can be found under the Sustainability tab on the Company’s
website at https://haynesintl.com/company-information/sustainability.
Governance and Social Matters
The Company is committed to a culture of openness, trust and integrity in all aspects of its business. It
is critical that all employees, vendors and customers understand and accept that, in everything it does, the
Company will conduct itself from the perspective of “doing the right thing for the right reason” at all times.
The Company has a number of policies in place governing social and ethical issues, including, without
limitation:
• Code of Business Conduct and Ethics
• Anti-Harassment Policy
• Human Rights Policy
• Human Trafficking Policy
• Anti-Corruption Policy
• Conflict Minerals Policy
• Gift Policy
• Supplier Code of Conduct
• Business Continuity Plan
All Company employees must certify compliance with the Code of Business Conduct and Ethics
annually, and regular training is provided to employees regarding these and other policies. In addition, the
Company maintains a whistleblower hotline with access available on an anonymous basis online or by
telephone.
Environmental Matters
The Company is conscious of its environmental impact and is actively working to lighten its carbon
footprint including projects to measure greenhouse gas emissions and develop goals of reduction. Consistent
with that effort, the Company is in the process of installing a 1MW solar fixed ground mount array system
42
to reduce the dependence on nonrenewable energy sources at its wire facility located in Mountain Home,
North Carolina. This solar system should provide over 50% of the electricity needs for the facility. In addition,
since fiscal year 2010, the Company has invested more than $2.0 million in energy conservation programs,
and as a result, the Company now saves approximately $1.6 million in energy costs per year. The Company has
specific targets in place for reducing electricity and natural gas consumption in its energy conservation
programs.
The Company has an enterprise level environmental policy, which focuses on fostering a safe workplace,
while protecting the environment and complying with laws and health and safety management systems. The
Company maintains an environmental management system certified to the ISO 14001:2015 standard, and
Kokomo operations are ISO 50001:2018 certified. The Company’s facilities are subject to periodic inspection
by various regulatory authorities. The Company utilizes available resources to improve quality, environmental
and health and safety management systems, as well as set objectives and targets for each. This policy is
communicated to contractors and vendors who provide services on site, and the Company periodically audits
selected suppliers from an environmental compliance perspective.
In addition, the ever-increasing demand for clean energy generation has led to the development of
several emerging technologies that require high-temperature alloys that can withstand demanding operating
conditions. The Company is in the process of adopting industrial acoustic imagers to identify oil leaks,
temperature losses and other issues. The Company is also in the final process of installing a compressed air
control system designed to minimize excess energy use. Since the invention of HASTELLOY® X alloy in 1954,
the Company’s alloys have made it possible for aerospace engines to run at high temperatures for long
periods of time. This has been further enhanced with alloys used in new generation engines such as
HAYNES 282®. Engines being placed in service today reportedly consume 15% less fuel, produce 50% less
pollutants and reduce the noise footprint near airports compared to the previous generation of airplane
engines. The environmental related improvements stem in part from the increased use of alloys, such as
HASTELLOY® X, HAYNES® 188, 230®, 282®, 242®, 244® and other Haynes invented alloys.
In addition to the Company’s alloys for energy production and powering modern aircraft in a more
environmentally friendly manner, the Company’s alloys are used in chemical plants that produce ecologically
safe agrichemicals which help to feed the world’s growing population. Company-invented HASTELLOY®
G-35®, HYBRID-BC1® and C-276 alloys are commonly used in these applications. In addition,
HASTELLOY® C-22®, C-2000® and B-3® alloys are used by the pharmaceutical companies for production
of chemicals.
Renewable power generation offers the promise of producing power from nature’s resources, such as
wind, sun, rivers and oceans, with minimal depletion to the Earth’s resources and damage to the environment.
Many renewable energy technologies require the capture of energy at very high temperatures in extreme
environments for which the Company’s alloys are well suited. For example, the Company’s materials withstand
intense heat in concentrated solar power plants to facilitate storable thermal power to generate electricity
after the sun sets.
Safety Matters
Safety is the Company’s top priority. Listed below are certain improvement efforts the Company has
implemented in order to reduce occurrences of injuries, occupational diseases and work-related fatalities.
• Each year, employees receive emergency preparedness training.
• The Company conducts severe weather and fire drills periodically.
• Employees attend refresher training annually. This training includes coverage of the following items:
Lock Out Tag Out, Confined Spaces, First Aid and Bloodborne Pathogens, Fire Prevention and
Emergency Action Plan, Hearing Conservation, Hand Safety, Personal Protective Equipment
requirements, Working Around Mobile Equipment and Walking and Working Surfaces.
• All of the Company’s manufacturing sites have a volunteer Emergency Response Team (ERT). The
ERT members are state-certified trained in first aid and HAZMAT response.
• Company supervisors receive OSHA-10 Hour and Incident Investigation training.
43
• The Company conducts routine departmental safety audits.
The Company extends its health and safety policies to suppliers, visitors and contractors. When
suppliers, visitors and contractors come on site, they receive safety training. The training includes a review
of relevant policies, required personal protection.
Human Capital Resources
The Company values its workforce as one of its most important assets. Accordingly, the Company has
adopted and maintains a number of programs and practices designed to attract and retain the best available
personnel.
Succession and Recruitment
The Company has an organizational development and succession planning process in place for human
capital strategic planning. The strategic development process is continually updated and often consists of
multi-year succession and development plans for individuals. Such succession plans have been utilized
throughout the Company to prepare employees for future roles and leadership opportunities.
In response to the COVID-19 pandemic and other market forces that have altered, and are expected to
continue to alter, the workforce and the manner in which it functions, the Company is redefining the way in
which many roles within the Company may be performed. For example, through experience with the
COVID-19 pandemic, the Company has learned that a portion of its non-production employees are able to
perform many of their job functions outside of the office. In addition, virtual meetings have been used to
substantially reduce travel as well as in-person contact. The Company is evaluating the effects of these and
other changes on its current and future workforce, including their potential to provide the Company access to
a broader recruiting pool for potential new employees, including workers in specialized areas such as
metallurgy and others with specialties relating to the Company’s products, flexible role descriptions and/or
working arrangements and other matters.
The Company attempts to promote from within when opportunities occur, given employee growth and
progression. The Company also utilizes outside recruiters due to the challenging and competitive hiring
environment. In order to encourage development of a future workforce for the Company, the Company
continues to sponsor a Ph.D. candidate and Senior Metallurgical Engineers Research Project from Purdue
University, as well as providing internships in various departments and locations throughout the Company.
COVID-19 Pandemic
Economic conditions have limited hiring and succession planning implementation in some areas. In
fiscal 2020 and 2021, the Company predominantly hired new personnel in order to backfill crucial positions.
Hiring for succession planning or bench strength has subsided during the economic downturn in business
related to the COVID-19 pandemic and other factors.
COVID-19 and the ongoing economic downturn created additional risk related to key person retention
and succession planning. In response to the economic conditions created by the COVID-19 pandemic,
previously implemented voluntary retirement incentives, reductions-in-force, and compensation reductions,
created additional challenges to developing and retaining staff. This creates higher risk of turnover of key
employees. In addition, other industries did not experience the same downturn as the Company did, and
alternative opportunities are available for current employees and potential candidates.
Strong competition and limited workforce issues challenge the Company’s acquisition and retention of
employees with specific skill sets. Limited dedicated resources and commitment for developmental positions
may also impact the success and rate of succession and development efforts. Nonetheless, the Company
has established formal and informal development activities to promote employee retention and position the
Company for success in the long term.
Retirement and Exit Programs
The Company has established a phased retirement program to sustain the Company’s access to
institutional knowledge of employees with specialized skill sets who would like to phase into retirement. At
44
the same time, the program is designed to facilitate a smooth transition for their successors. This program
has been limited in its use but strategically beneficial.
The Company also utilizes exit interviews and on-boarding interviews to provide feedback regarding
turnover and employee desires for growth and development. Both have recently been strengthened and
expanded. These interviews are also utilized to identify drivers of voluntary turnover and departures from
the Company. Employee turnover rate and reasons, including voluntary and involuntary departures, are
monitored annually. The global turnover rate in fiscal 2021 was 14%, compared to 22% in fiscal 2020 and
an average of 14% in the previous two fiscal years. Both voluntary and involuntary terminations, including
retirements, are used to calculate the turnover rate. The reduction-in-force resulting from the COVID-19
pandemic accounted for most of the increased turnover rate in fiscal 2020, however turnover was more
normalized in fiscal 2021.
Compensation Equity
The Company conducts inflation-adjusted compensation analysis to promote competitive compensation.
This analysis takes into account ranges for the geographical area, education level and job title under
consideration. The Company’s Human Resources Department develops offers for new salaried employees
and also develops and administers promotions to maintain the internal integrity of the compensation levels
for comparable positions. The Company works with managers to ensure that high potential employees
and those individuals with unique talents are appropriately developed and compensated. For example, the
Board of Directors authorized a pool of restricted stock that can be used to compensate high potential
employees and for retention purposes. Further, bonus programs have been implemented at the LaPorte and
Mountain Home facilities, as well as those in Europe and Asia, for retention and recognition purposes,
and all salaried employees who are not eligible to participate in the Management Incentive Plan were given
bonuses in fiscal 2021. The Compensation Committee, with the recommendation of the full Board in the case
of incentive compensation, determines annual salaries and other elements of compensation of the
Company’s executive management team, taking into account similarly situated executives employed by a
peer group of companies while also considering input of the Compensation Committee’s independent
compensation consultant.
Diversity and Inclusion
The Company considers diversity as a criteria evaluated as a part of the attributes and qualifications a
candidate possesses. The Company construes the notion of diversity broadly, considering differences in
viewpoint, professional experience, education, skills and other individual qualities, in addition to race, gender,
age, ethnicity and cultural backgrounds as elements that contribute to a diverse Company.
Management also considers similar broad concepts of diversity in its selection of vendors, contractors
and other service providers. As a federal government subcontractor, the Company follows applicable federal
rules and regulations relating to diversity and other matters, including reporting requirements.
Company Culture
The Company has controls in place relating to compliance with the Company’s Code of Business
Conduct and Ethics, including a requirement for annual employee certification of that code as well as an
established whistleblower hotline and related procedures. In addition, human capital management, and more
specifically employee hiring and retention, are included within the Company’s Enterprise Risk Management
program, which is subject to Board oversight through regular reporting.
Community Involvement
The Company has used internships and partnerships with universities to enrich recruiting efforts,
particularly for technical roles such as research, alloy development and engineering. The Company has also
utilized outreach and partnerships with local community resources at all major locations such as community
and technical colleges, workforce development agencies, industry groups and other entities to strengthen
the Company’s hiring process and expand the future workforce candidate pool.
45
Employee Engagement and Wellness
The Company has a long-standing tuition reimbursement program to assist employees with the
continuation of their education. In addition, employee assistance programs offer counseling for emotional,
financial and family issues. Continuing financial planning education is provided by the Company’s 401(k)
plan administrator to assist employees in financial and retirement planning. For many years, the Company’s
investment in human capital has involved commitments to worker training, apprenticeship programs and
funding college scholarships.
Management and Board Oversight
Management is engaged in the Company’s efforts regarding management of human capital resources at
all levels through regular informational meetings, the Company’s Enterprise Risk Management program and
organized succession planning. The Board oversees these activities through regular reports by senior
management regarding new or altered programs and as part of the Enterprise Risk Management process. In
addition, the Corporate Governance and Nominating Committee of the Board is actively engaged in
monitoring and encouraging diversity at the Board level while the Compensation Committee also focuses
on achieving and maintaining internal and external pay equity for the executive team and the Board members
while overseeing incentive compensation more broadly throughout the organization. In promoting external
pay equity, the Board and the Compensation Committee make use of peer comparisons and benchmarking
measures.
Audit Committee Report
The Audit Committee reviews the Company’s financial reporting process on behalf of the Board of
Directors. In fulfilling its responsibilities, the Audit Committee has reviewed and discussed the audited
financial statements contained in the Annual Report on Form 10-K for the year ended September 30, 2021
with the Company’s management and the independent auditors. These reviews included quality, not just
acceptability, of accounting principles, reasonableness of significant judgments and clarity of disclosures
in financial statements. Management is responsible for the financial statements and the reporting process,
including administering the systems of internal control. The independent registered public accounting firm is
responsible for performing an independent audit of the Company’s financial statements and expressing an
opinion on the conformity of those financial statements with generally accepted accounting principles, as well
as expressing an opinion on the effectiveness of the Company’s internal control over financial reporting.
The Audit Committee discussed with the independent registered public accounting firm the matters
required to be discussed by the applicable requirements of the PCAOB and the Commission. In addition,
the Audit Committee has discussed with the independent registered public accounting firm the auditors’
independence from the Company and its management, including the matters in the written disclosures and
letter received by the Audit Committee, as required by Independence Standards Board Standard No. 1,
Independence Discussions with Audit Committees, as amended, and considered the compatibility of non-audit
services with the auditors’ independence.
In reliance on the reviews and discussions referred to above, the Audit Committee recommended to the
Board of Directors that the audited financial statements be included in the Company’s Annual Report on
Form 10-K for the year ended September 30, 2021 for filing with the SEC, and the Board of Directors has so
approved the audited financial statements.
Respectfully submitted,
Donald C. Campion, Chair
Dawne S. Hickton
Larry O. Spencer
6. RATIFICATION OF THE APPOINTMENT OF INDEPENDENT REGISTERED PUBLIC
ACCOUNTING FIRM
In accordance with its charter, the Audit Committee has selected the firm of Deloitte & Touche LLP
(“Deloitte”), an independent registered public accounting firm, to be the Company’s auditors for the fiscal
46
year ended September 30, 2022, and the Board of Directors is asking stockholders to ratify that selection.
The Company is not required to have the stockholders ratify the selection of Deloitte as the independent
auditor. The Company nonetheless is doing so because the Company believes it is a matter of good corporate
practice. If the stockholders do not ratify the selection, the Audit Committee will reconsider the retention
of Deloitte, but ultimately may decide to retain Deloitte as the Company’s independent auditor. Even if the
selection is ratified, the Audit Committee, in its discretion, may change the appointment at any time if it
determines that such a change would be in the best interests of the Company and its stockholders. Before
selecting Deloitte, the Audit Committee carefully considered that firm’s qualifications as an independent
registered public accounting firm for the Company. This included a review of its performance in prior years,
including the firm’s efficiency, integrity and competence in the fields of accounting and auditing. The
Company has been advised by Deloitte that neither it nor any of its associates has any direct or material
indirect financial interest in the Company.
Deloitte has acted as the independent registered public accounting firm for Haynes and its predecessors
since 1998. Its representatives are expected to be present at the annual meeting and will have an opportunity
to make a statement if they desire to do so and will be available to respond to appropriate questions
concerning the audit of the Company’s financial statements.
Audit Fees—The Company has paid, or expects to pay, audit fees (including cost reimbursements) to
Deloitte for the fiscal years ended September 30, 2020 and 2021, including fees for an integrated audit
which included the Sarbanes-Oxley attestation audit and reporting to the Securities and Exchange
Commission (SEC), of $1,030,052 and $1,080,884, respectively.
Audit-Related Fees—The Company has paid, or expects to pay, fees (including cost reimbursements) to
Deloitte for audit-related services during fiscal 2020 and 2021 of $7,105 and $7,613, respectively. These
services related primarily to benefit plan audits and special projects.
Tax Fees—The Company has paid, or expects to pay, fees (including cost reimbursements) to Deloitte
for services rendered related to tax compliance, tax advice and planning during fiscal 2020 and 2021 of
$378,419 and $290,788, respectively. Services included preparation of federal and state tax returns, tax
planning and assistance with various business issues including correspondence with taxing authorities.
All Other Fees—The Company did not incur any additional fees for services rendered by Deloitte in
the fiscal years ended September 30, 2020 and 2021.
The Audit Committee reviewed the audit and non-audit services rendered by Deloitte and concluded
that such services were compatible with maintaining the auditors’ independence. All audit and non-audit
services performed by the Company’s independent registered public accounting firm are approved in advance
by the Board of Directors or the Audit Committee to ensure that such services do not impair the auditors’
independence.
The Company’s policies require that the scope and cost of all work to be performed for the Company
by its independent registered public accounting firm must be pre-approved by the Audit Committee. Prior
to the commencement of any work by the independent registered public accounting firm on behalf of the
Company, the independent registered public accounting firm provides an engagement letter describing
the scope of the work to be performed and an estimate of the fees. The Audit Committee and the Chief
Financial Officer must review and approve the engagement letter and the fee estimate before authorizing the
engagement. The Audit Committee pre-approved 100% of the services rendered by Deloitte in fiscal 2020
and 2021.
The Board of Directors unanimously recommends that stockholders vote FOR this proposal.
7. APPROVAL OF AMENDMENT NO. 1 TO HAYNES INTERNATIONAL, INC. 2020 INCENTIVE
COMPENSATION PLAN
The stockholders are being asked to approve an amendment (the “Amendment”) to the Haynes
International, Inc. 2020 Incentive Compensation Plan (the “2020 Plan”) and the reservation of 375,000
additional shares of common stock (or common stock equivalents) for issuance thereunder.
47
On January 11, 2022, upon recommendation of the Compensation Committee, the Board of Directors
approved the Amendment and submittal of the Amendment to the stockholders for their consideration and
approval. The Amendment will become effective if, and as of the date, approved by the stockholders. The
Amendment would amend the current 2020 Plan, and awards would continue to be issued thereunder.
Capitalized terms used but not defined herein shall have the meanings ascribed to them in the Plan.
The Amendment is intended to promote the interests of the Company and its stockholders by enabling
the Company to continue to provide its directors, executive officers and other management employees with
appropriate incentives and rewards to encourage them to enter into and continue in the employ of the
Company, to acquire a proprietary interest in the long-term success of the Company and to reward the
performance of individuals in fulfilling their personal responsibilities for long range and annual achievements.
Under applicable NASDAQ rules, stockholder approval is required in order to make awards under the
2020 Plan, as amended by the Amendment, to directors and executive officers of the Company. In addition,
stockholder approval is required to grant incentive options to employees under Section 422 of the Code.
Description of the Amendment
The following is a summary of the principal features of the Amendment and its operation. The
summary is qualified in its entirety by reference to the 2020 Plan as amendment by the Amendment, which
is set forth in Appendix A.
• Committee Discretion. The 2020 Plan provides for significant Committee discretion in the
interpretation and administration of the 2020 Plan. The Amendment supplements existing language
by clarifying that the Committee is empowered to use its discretion to accelerate vesting of Awards
under circumstances the Committee determines appropriate.
• Adjustment of 2020 Plan Limits. Subject to customary adjustments for changes in the Company’s
corporate structure (e.g. a reorganization, stock split or merger), the Amendment increases the number
of Shares in the aggregate pools available for grant under the 2020 Plan to (i) 575,000 shares for
Restricted Stock, Restricted Stock Units and Performance Shares and (ii) 400,000 shares for Options
and Stock Appreciation rights. These numbers include the remaining shares available for issuance
under the 2020 Plan in effect as of the date hereof, plus an additional amount added to those existing
pools for grants going forward. The additional amounts are 325,000 shares for Restricted Stock,
Restricted Stock Units and Performance Shares and 50,000 shares for Options and Stock Appreciation
Rights. In addition, the Amendment increases the number of Shares available to be granted to an
employee in any calendar year pursuant to an Award of Shares (or Share equivalents) in the form of
Restricted Stock, Restricted Stock Units, Performance Shares or Performance Units from 40,000
to 60,000. The Amendment clarifies the existing cap on annual cash Awards to an individual employee
by specifying that MIP payments are not included in calculating the cap of $1,500,000. The
Amendment also caps annual compensation to individual non-management directors at (i) any
combination of equity awards with a maximum aggregate value of $350,000 per person per year,
which represents a $100,000 increase from the 2020 Plan maximum limitation, and (ii) total maximum
compensation, including cash and equity, of $500,000 per person per year, which represents an
increase of $150,000 from the 2020 Plan maximum limitation.
The proposed increases in Shares under the 2020 Plan supplement, but do not replace, the Shares
remaining in the pools established in the original 2020 Plan. The Company wishes to increase the
number of Shares available for grant under the 2020 Plan in order to have Shares available to assist in
recruiting, retaining and motivating employees as well as to continue to align employee and
shareholder interests. The proposed increase would also allow the Company to manage affordability
to prevent dilution and facilitate disciplined annual Share granting practices.
• Revision of Certain Service Termination Provisions. The Amendment adjusts the treatment of
Performance Share Awards upon Retirement, as follows: upon Retirement, Performance Share
Awards and associated Dividend Equivalents will be paid out as if the target level of performance
had been achieved, prorated based upon time served during the Performance Period, each to be paid
as soon as reasonably possible after termination, subject to certain restrictions. Pursuant to the
48
2020 Plan prior to giving effect to the Amendment, upon Retirement, Performance Shares were paid
in full at target level of performance without proration.
Description of the 2020 Plan
The following is a summary of the principal features of the 2020 Plan and its operation. The summary is
qualified in its entirety by reference to the 2020 Plan itself which is set forth in Appendix A to the Company’s
Proxy Statement for its 2020 annual meeting of shareholders.
• 2020 Plan Limits. Subject to customary adjustments for changes in the Company’s corporate
structure (e.g. a reorganization, stock split or merger), in the aggregate no more than (i) 250,000
shares (or share equivalents) may be awarded under the 2020 Plan in the form of Restricted Stock,
Restricted Stock Units, Performance Shares or Performance Units, and (ii) 350,000 shares underlying
Options and Stock Appreciation Rights may be granted under the 2020 Plan. These numbers
include securities authorized but not awarded under the Haynes International, Inc. 2016 Incentive
Compensation Plan. In addition, the 2020 Plan caps annual awards (i) to employees at any combination
of (a) $1,500,000 in cash awards, including Performance Units, (b) 40,000 Restricted Stock shares
or units or Performance Shares or (c) 100,000 Options or Stock Appreciation Rights, and (ii) to non-
management directors at any combination of awards with a maximum aggregate value of $250,000.
In addition, total maximum compensation to non-management directors, including cash and equity,
may not exceed $350,000 per person per year. The 2020 Plan contains additional restrictions
pertaining to incentive Options to provide for their qualification as such. Certain shares, including
those subject to awards that are forfeited, cancelled or terminated, will be eligible for reissuance under
the 2020 Plan and shares shall not be deemed to have been issued pursuant to the 2020 Plan with
respect to any portion of an award settled in cash. See Section 4.6 of the 2020 Plan.
• Eligibility. All of the Company’s executive officers and non-management directors and such other
management employees of the Company and its subsidiaries as are selected by the Compensation
Committee are eligible to participate in and receive awards under the 2020 Plan, except that incentive
options may be granted only to employees. Subject to limitations under the 2020 Plan, the
Compensation Committee is authorized to determine the timing and amounts of grants made to
participants. Non-management directors may not receive any performance-based awards under the
2020 Plan.
• Administration. The Compensation Committee has the authority and responsibility to administer
the 2020 Plan. The Compensation Committee consists solely of members who are “non-management
directors” within the meaning of Rule 16b-3 of the Securities Exchange Act of 1934, as amended,
and “independent directors” under the NASDAQ rules. The Compensation Committee may exercise
broad discretionary authority in the administration of the 2020 Plan, including the authority to
determine the recipients of awards and, so long as not inconsistent with the 2020 Plan, the terms and
conditions of such awards.
• Amendments and Termination. No awards may be made under the 2020 Plan after March 1, 2030.
The 2020 Plan may be terminated at any time prior to that date by the Board of Directors, in its sole
discretion, and the Board may also amend the 2020 Plan or any award made thereunder at any
time, provided that no termination, amendment or modification of the 2020 Plan or any award made
thereunder (other than with respect to performance share or performance unit awards) may adversely
affect in any material way any award previously granted under the 2020 Plan, without the written
consent of the participant of such award. Furthermore, stockholder approval will be required for
any amendment to the extent necessary to comply with applicable law and the regulations, rules or
requirements of NASDAQ or any other stock exchange on which the Company’s common stock is
listed or traded. Currently, NASDAQ rules would require stockholder approval for a material revision
of the 2020 Plan, which would generally include: (i) any material increase in the number of shares
to be issued under the 2020 Plan (other than to reflect a reorganization, stock split, merger, spinoff
or similar transaction), (ii) any material increase in benefits to participants, including any material
change to (a) permit a repricing (or decrease in exercise price) of outstanding options, (b) reduce the
price at which shares or options to purchase shares may be offered, or (c) extend the duration of
the 2020 Plan, (iii) any material expansion of the class of participants eligible to participate in the
2020 Plan and (iv) any expansion in the types of options or awards provided under the 2020 Plan.
49
• Types of Awards. Six different types of equity awards may be made under the 2020 Plan; which
awards may be free-standing or granted in tandem. They are as follows:
• Options. Options entitle the participant to elect to purchase up to a specified number of
shares of the Company’s common stock at a specified price (the exercise price). The exercise
price cannot be less than the fair market value of the common stock when the options are granted.
Under the 2020 Plan, Options may be incentive options (unavailable to non-management
directors) or non-qualified Options. No Options may be exercised more than ten years from the
date of grant. Unless another vesting schedule is provided, one-third of the options granted
will vest on each of the first three anniversaries of the grant date.
As detailed in the 2020 Plan, Options are generally payable at the time of exercise via any of the
following methods: (i) personal or bank cashier’s check, (ii) subject to Compensation
Committee approval, delivery of unrestricted shares of common stock owned by the participant
having a value at the time of exercise equal to the option price, (iii) subject to Compensation
Committee approval, the participant surrendering such number of vested options sufficient in
value to cover the option price, or (iv) any combination of the foregoing.
• Stock Appreciation Rights. A stock appreciation right entitles the participant to receive, for
each share as to which the award is granted, payment, in cash, in shares of common stock, or in
some combination of both, of an amount equal in value to the excess of the fair market value
of a share of the Company’s common stock on the date of exercise over the specified purchase
price designated at the grant date (which may not be less than the fair market value of a share of
common stock on the date of grant). Unless otherwise provided, a stock appreciation right
shall not vest more rapidly than ratably over a period of three years from the grant date, beginning
on the first anniversary of the grant date. Participants holding Stock Appreciation Rights have
no dividend rights with respect to the shares subject to such rights.
• Restricted Stock. Restricted Stock represents shares of the Company’s common stock actually
issued in the name of the participant, but which the participant has no right to sell, pledge or
otherwise transfer until it is determined in the future how many shares the participant is entitled
to retain, free of such restrictions, and how many shares, if any, must be forfeited back to the
Company. Unless otherwise provided, the participant has beneficial ownership of the shares of
Restricted Stock, including the right to vote the shares and to receive dividends thereon. In general,
restrictions on the transfer of shares received as a Restricted Stock award lapse no sooner than
(i) in the case of employees, the first anniversary of the date of grant and (ii) in the case of non-
management directors, the earlier of such time as may be determined by the Compensation
Committee and the failure of such director to be re-elected at an annual meeting of stockholders
or the removal of a Non-Employee Director from office by any other means by action of the
stockholders of the Company.
• Restricted Stock Units.
In lieu of or in addition to awarding shares of Restricted Stock, the
Compensation Committee may award Restricted Stock Units. Restricted Stock Units constitute
a promise by the Company to issue up to a fixed number of shares of Common Stock to the
award participant or the cash equivalent thereof at some point in the future, with the number of
such shares that are actually issued and the number of shares that are forfeited or the amount
of cash paid, as applicable, determined by the number of shares underlying the Restricted Stock
Units and relevant conditions attached to the award by the Compensation Committee. Unlike
Restricted Stock awards, Restricted Stock Units have no voting rights and do not entitle
participants to dividends, but shall, unless otherwise provided by the Compensation Committee
receive dividend equivalents at the time and at the same rate as dividends are paid on shares
with the same record and pay dates.
• Performance Shares/Units. Performance Shares or units represent the right to payment of
shares or cash subject to the achievement of relevant performance goals during a performance
period. Under the original 2020 Plan, upon Retirement, Performance Shares and associated
dividends were paid in full without proration. Upon achievement of relevant performance goals,
Performance Units are distributed to participants in the form of cash, while Performance
50
Shares are distributed to participants in the form of cash, stock or some combination of both,
generally at the Compensation Committee’s discretion. Unless otherwise provided by the
Compensation Committee or prohibited by the 2020 Plan (such as in the case of a change in
control), the Compensation Committee has the authority to reduce or eliminate the number of
Performance Units or Performance Shares to be converted and distributed, or to cancel any part
or all of a grant of Performance Shares or units. If determined by the Compensation Committee,
a cash payment in an amount equal to the dividend payable on one share may be made to a
participant for each performance share held by such participant on the record date for the
dividend.
• Change in Control. Unless, prior to a grant, the Compensation Committee provides otherwise,
upon a change in control of the Company (as defined in the 2020 Plan) (i) any and all options and
Stock Appreciation Rights would immediately vest and be exercisable for a one year period, but in no
event exercisable later than the expiration date of such options or Stock Appreciation Rights,
(ii) Restricted Stock and Restricted Stock Units would immediately fully vest and (iii) outstanding
Performance Shares or Performance Units will vest automatically, with payment made or Shares
issued based upon actual performance of the Company in the period prior to the Change in Control,
but in no event less than the amount that would have been paid or issued if the target level of
performance established by the Committee prior to the occurrence of the Change in Control had
been achieved.
• Other Acceleration of Vesting or Forfeiture of Awards. The exercisability of Options and the
vesting or forfeiture of Restricted Stock, restricted units, performance stock and Performance Units
under the 2020 Plan, would also be impacted as described below. In addition, under the 2020 Plan, the
Compensation Committee has discretion to accelerate the vesting of Stock Appreciation Rights
upon the occurrence of events that are specified in the applicable award agreement.
• Options (other than Incentive Options) and Stock Appreciation Rights: Upon the death, disability
(as defined in the 2020 Plan) or retirement (as defined in the 2020 Plan) of a participant, all non-
incentive Options and Stock Appreciation Rights granted under the 2020 Plan would vest immediately
and remain exercisable for five years, but in no event later than the expiration date of such options
or Stock Appreciation Rights. If a participant is terminated for cause (as defined in the 2020 Plan) all
non-incentive Options and Stock Appreciation Rights granted under the 2020 Plan, whether vested
or not, would immediately be forfeited. Upon a termination for any other reason, unless otherwise
provided in an award agreement, all unvested non-incentive Options and Stock Appreciation
Rights would terminate immediately and vested non-incentive Options would remain exercisable for
a period of 90 days (six months in the case of the Chief Executive Officer of the Company).
• Incentive Options: Upon the death, disability or retirement of a participant, all incentive Options
granted under the 2020 Plan would vest immediately and remain exercisable for 90 days, in the case of
death or retirement, and one year, in the case of disability. If a participant is terminated for cause
all incentive Options granted under the 2020 Plan, whether vested or not, would immediately be
forfeited. Upon a termination for any other reason, unless otherwise provided in an award agreement,
all unvested incentive Options would terminate immediately and vested incentive Options would
remain exercisable for a period of 90 days (including for the Chief Executive Officer of the Company).
• Restricted Stock and Restricted Stock Units: Upon a participant’s death or disability, Restricted
Stock and Restricted Stock unit awards would fully vest. If a participant retires prior to vesting of any
Restricted Stock or Restricted Stock unit, all unvested awards would fully vest; provided that, in the
case of awards subject to performance criteria, the number of shares that will vest will be determined
as if target performance criteria had been achieved with the remainder of such shares being forfeited
and returned to the Company. If the employment or directorship of an employee or a non-employee
director is terminated involuntarily for any reason other than for cause, then all unvested awards
would fully vest on the day of such event as to all shares subject to the award; provided that, in the
case of awards subject to a performance criteria, the number of shares that vest will be determined as
if target performance criteria had been achieved, subject to proration determined by multiplying
the amount of the shares subject to the award by the number of months the participant worked at
least one day during the applicable performance period. If employment is terminated voluntarily or
for cause, all unvested shares would be forfeited.
51
• Performance Shares and Performance Units: Upon a participant’s death, retirement or disability,
performance share or unit awards would be paid out in a lump sum without proration as if all
unfinished performance periods had ended with one hundred percent (100%) of the performance
goals achieved at target level. If the participant is not retirement eligible and terminates employment
voluntarily during the performance period, Performance Units or Performance Shares would be
forfeited upon such termination. If a participant’s employment is terminated for cause during the
performance period, then Performance Shares or performance unit awards would also be forfeited. If
employment is otherwise involuntarily terminated, Performance Shares or performance unit awards
would be paid out based upon target performance, but pro-rated with respect to the period of the
participant’s service during the performance period.
• Performance-Based Awards. The 2020 Plan provides that Performance Shares and Performance
Units will be earned based on the attainment of performance goals established by the Compensation
Committee. The Compensation Committee also has discretion to tie vesting of other awards under
the 2020 Plan to the achievement of performance objectives. Performance objectives may be based on
one or more of the following criteria, in each case applied to the Company on a consolidated basis
and/or to a subsidiary, affiliate or business unit of the Company, and which the Compensation
Committee may use as an absolute measure, or as a measure of comparable performance relative to
a peer group of companies: (1) return on total stockholder equity; (2) earnings per share; (3) income
before taxes; (4) earnings before any or all of interest, taxes, minority interest, depreciation and
amortization; (5) economic profit; (6) sales or revenues; (7) return on assets, capital or investment;
(8) market share; (9) cost reduction goals; (10) implementation or completion of critical projects or
processes; (11) operating cash flow; (12) free cash flow; (13) net income; (14) accounts receivable; (15)
costs; (16) debt to equity ratio; (17) diversity; (18) economic value added; (19) index comparisons;
(20) inventory; (21) operating margin; (22) peer company comparisons; (23) production levels; (24)
productivity; (25) profit margin; (26) return on sales; (27) safety; (28) sales growth; (29) stock price;
(30) succession planning and talent development; (31) sustainability; (32) total segment profit; (33)
total stockholder return (actual or relative); (34) working capital and (35) any combination of, or a
specified increase or decrease in, any of the foregoing. The 2020 Plan provides flexibility to establish
additional criteria, or modify or amend existing criteria, subject to certain limitations, as well as
individualized goals for employees. In the Compensation Committee’s reasonable discretion,
measurement of achievement of performance goals may be calculated excluding the impact of
extraordinary or non-recurring items during any applicable performance period to the extent set
forth in the applicable award agreement.
• Transferability of Awards. Restricted Stock, Restricted Stock Units, Performance Shares or
Performance Units and Stock Appreciation Rights granted under the 2020 Plan will not be
transferable by a participant. During a participant’s lifetime, options granted under the 2020 Plan
are not transferrable and may only be exercised by the participant or his or her guardian or legal
representative.
• Federal Income Tax Consequences. The following discussion is limited to a summary of the U.S.
federal income tax consequences of the grant, exercise, and vesting of awards under the 2020 Plan. The
tax consequences of the grant, exercise, or vesting of awards may vary depending upon the particular
circumstances, and it should be noted that income tax laws, regulations, and interpretations change
frequently. Participants should rely upon their own tax advisors for advice concerning the specific tax
consequences applicable to them, including the applicability and effect of state, local, and foreign
tax laws.
Tax Consequences to Participants.
• Non-Qualified Options.
In general, the Company anticipates that (i) a participant will not
recognize income at the time a non-qualified option is granted, (ii) a participant will recognize
ordinary income at the time of exercise in an amount equal to the excess of the fair market value
of the shares on the date of exercise over the option exercise price paid for the shares and
(iii) at the time of sale of shares acquired pursuant to the exercise of the non-qualified option,
appreciation (or depreciation) in value of the shares after the date of exercise will be treated as
either short-term or long-term capital gain (or loss) depending on how long the shares have
been held.
52
• Incentive Options. The Company anticipates that a participant will not recognize income at
the time an incentive option is granted or exercised. However, the excess of the fair market value
of the shares on the date of exercise over the option exercise price paid may constitute a
preference item for the alternative minimum tax. If shares are issued to the optionee pursuant to
the exercise of an incentive option, and if no disqualifying disposition of such shares is made
by such optionee within two years after the date of the grant or within one year after the issuance
of such shares to the optionee, then upon the sale of such shares, any amount realized in excess
of the option price will be taxed to the optionee as a long-term capital gain and any loss sustained
will be a long-term capital loss. If shares acquired upon the exercise of an incentive option are
disposed of prior to the expiration of either holding period described above, the optionee generally
will recognize ordinary income in the year of disposition in an amount equal to the excess (if
any) of the fair market value of such shares as of the time of exercise (or, if less, the amount
realized on the disposition of such shares if a sale or exchange) over the option price paid for such
shares. Any further gain (or loss) realized by the participant generally will be taxed as short-term
or long-term capital gain (or loss) depending on the holding period.
• Stock Appreciation Rights.
In general, the Company anticipates that a participant will not
recognize income upon the grant of Stock Appreciation Rights. The participant generally will
recognize ordinary income when the Stock Appreciation Rights are exercised in an amount equal
to the cash and the fair market value of any unrestricted shares received on the exercise.
• Restricted Stock.
In general, the Company anticipates that a participant will not be subject to
tax until the shares of Restricted Stock are no longer subject to forfeiture or restrictions on transfer
for purposes of Section 83 of the Code. At that time, the participant will be subject to tax at
ordinary income rates on the fair market value of the restricted shares (reduced by any amount
paid by the participant for such restricted shares). However, a participant who so elects under
Section 83(b) of the Code within 30 days of the date of award of the shares will have taxable
ordinary income on the date of award of the restricted shares equal to the excess of the fair market
value of such shares (determined without regard to the restrictions) over the purchase price, if
any, of such restricted shares. Any appreciation (or depreciation) realized upon a later disposition
of such shares will be treated as long-term or short-term capital gain depending upon how
long the shares have been held. If a Section 83(b) election has not been made, any dividends
received with respect to restricted shares that are subject to forfeiture and transfer restrictions
generally will be treated as compensation that is taxable as ordinary income to the participant.
• Restricted Stock Units and Performance Shares or Units.
In general, the Company anticipates a
participant will not recognize income upon the grant of a Restricted Stock unit award or a
performance share or unit award. Upon settlement of the awards, the participant generally will
recognize ordinary income in an amount equal to the cash and the fair market value of any
unrestricted shares received.
• Dividends or Dividend Equivalents. Any dividend or dividend equivalents awarded with respect
to awards granted under the 2020 Plan and paid in cash or unrestricted shares will be taxed to
the participant at ordinary income rates when such cash or unrestricted shares are received by the
participant.
• Section 409A. The 2020 Plan permits the grant of various types of awards that may or may
not be exempt from Section 409A of the Internal Revenue Code. In general, if an award is subject
to Section 409A, and if the requirements of Section 409A are not met, the award could be
subject to tax at an earlier time than described above and could be subject to additional taxes
and penalties. All awards granted under the 2020 Plan will be designed either to be exempt from,
or to comply with the requirements of, Section 409A.
Tax Consequences to the Company.
• To the extent that a participant recognizes ordinary income in the circumstances described
above, the Company will be entitled to a corresponding deduction provided that, among other
things, the income meets the test of reasonableness, is an ordinary and necessary business expense,
and is not an “excess parachute payment” within the meaning of Section 280G of the Internal
Revenue Code.
53
The Board of Directors unanimously recommends that stockholders vote FOR the approval of the
Amendment.
8. ADVISORY VOTE ON EXECUTIVE COMPENSATION
As described in detail under the heading “Executive Compensation” the Company’s executive
compensation programs are designed to attract, motivate and retain talented executives. In addition, the
programs are structured to create an alignment of interests between the Company’s executives and
stockholders so that a significant portion of each executive’s compensation is linked to maximizing
stockholder value. Under the programs, the Named Executive Officers are provided with opportunities to
earn rewards for the achievement of specific annual and long-term goals that are directly relevant to the
Company’s short-term and long-term success. Accordingly, as a result of the Company’s financial performance
in recent years MIP payments for fiscal 2018 and 2019 were made at levels between the minimum and
target payment levels, and no MIP payouts were made for fiscal 2020. Similarly, equity awards for which
vesting depended upon achievement of a measurement of income for those periods were forfeited. The
effectiveness of this alignment is demonstrated by the fact that financial underperformance by the Company
and underperformance of its stock price in recent years has resulted in only partial or no payouts under
the Company’s management incentive plan and forfeiture of equity incentive awards that did not meet
required performance targets, as well as the lack of value creation due to stock option exercise prices being
above the trading price of the Company’s common stock. The Company believes it has undertaken significant
efforts to improve its operational and financial performance, which did improve during fiscal 2021.
Operating margins and financial results in the second half of fiscal 2020 and the first half of fiscal 2021
were significantly adversely affected by the economic and other impacts of the COVID-19 pandemic.
Please read the “Compensation Discussion and Analysis” beginning on page 18 for additional details
about the Company’s executive compensation philosophy and programs, including information about the
Fiscal Year 2021 compensation of the Named Executive Officers.
The Compensation Committee of the Board of Directors continually reviews the Company’s
compensation programs to ensure they achieve the desired objectives. As a result of its review process, in
fiscal year 2021 the Compensation Committee took the following actions with respect to the Company’s
executive compensation practices:
• established corporate performance goals under the MIP based on the Company’s attainment of
certain net income and operating cash flow levels, creating a clear and direct relationship between
executive pay and corporate performance;
• made grants of Restricted Stock subject to time-based vesting and Performance Shares subject to the
achievement of performance conditions, in order to reward executive officers for the achievement
of both long-term and strategic goals;
• established base salary and overall compensation at levels that are in line with those of individuals
holding comparable positions and producing similar results at other multi-national corporations of
similar size, value and complexity; and
• designed the elements of the compensation program to retain and incentivize the Named Executive
Officers and align their interests with those of the stockholders.
The Company seeks your advisory vote on the compensation of the Named Executive Officers. The
Company asks that you support the compensation of the Named Executive Officers as described in this
proxy statement by voting in favor of this proposal. This proposal, commonly known as a “say-on-pay”
proposal, gives the Company’s stockholders the opportunity to express their views on the compensation of
the Named Executive Officers. This vote is not intended to address any specific item of compensation, but
rather the overall compensation of the Named Executive Officers and the philosophy, policies and practices
described in this proxy statement. The say-on-pay vote is advisory, and therefore not binding on the Company,
the Compensation Committee or the Board of Directors. The Board of Directors and the Compensation
Committee will review the voting results and consider them, along with any specific insight gained from
stockholders of Haynes and other information relating to the stockholder vote on this proposal, when making
future decisions regarding executive compensation.
54
The Board of Directors unanimously recommends that stockholders vote FOR this proposal.
9. OTHER MATTERS
As of the date of this proxy statement, the Board of Directors of Haynes has no knowledge of any
matters to be presented for consideration at the annual meeting other than those referred to above. If
(a) any matters unknown to the Board of Directors as of the date of this proxy statement should properly
come before the annual meeting; (b) a person not named herein is nominated at the annual meeting for
election as a director because a nominee named herein is unable to serve or for any reason will not serve;
(c) any proposals properly omitted from this proxy statement and the form of proxy should come before the
annual meeting; or (d) any matters should arise incident to the conduct of the annual meeting, then the
proxies will be voted with respect to such matters in accordance with the recommendations of the Board of
Directors of the Company.
By Order of the Board of Directors,
Janice W. Gunst
Corporate Secretary
January 21, 2022
55
(This page has been left blank intentionally.)
56
APPENDIX A
AMENDMENT NO. 1
TO HAYNES INTERNATIONAL, INC.
2020 INCENTIVE COMPENSATION PLAN
This Amendment No. 1 (this “Amendment”) to the Haynes International, Inc. 2020 Incentive
Compensation Plan (the “Plan”) shall become effective as of the date approved by the stockholders of
Haynes International, Inc. (the “Company”).
WHEREAS, on February 25, 2020, the stockholders of the Company approved the Plan;
WHEREAS, Haynes desires to amend certain provisions of the Plan as set forth herein;
NOW, THEREFORE, the following amendments shall be made to the Plan:
1. The second paragraph of Article III of the Plan is hereby amended and replaced in its entirety
with the following:
In furtherance, and not in limitation, of the above, the Committee shall have the authority in its sole
discretion, subject to and not inconsistent with the express provisions of the Plan, to administer the Plan
and to exercise all the powers and authorities either specifically granted to it under the Plan or necessary or
advisable in the administration of the Plan, including, without limitation, the authority to grant Awards;
to determine the persons to whom and the time or times at which Awards shall be granted; to determine the
type and number of Awards to be granted, the number of Shares to which an Award may relate and the
terms, conditions, restrictions and performance criteria relating to any Award; to accelerate vesting of any
Award under appropriate circumstances, as determined by the Committee in its sole discretion; to determine
Performance Goals no later than ninety (90) days after the start of the applicable Performance Period; to
determine whether, to what extent, and under what circumstances an Award may be settled, cancelled,
forfeited, exchanged, or surrendered; and to make adjustments in the terms and conditions of, and the
Performance Goals (if any) included in, Awards. The Committee shall certify as to whether any Performance
Goals were met prior to the payment of any Performance Unit or Performance Share. For the avoidance of
doubt, the Committee may exercise its discretion to accelerate or otherwise alter the vesting schedule set forth
herein or in any Award Agreement in the best interests of the Company.
2. Section 4.2 of the Plan is hereby amended and restated in its entirety by adding a phrase at the end
of Section 4.2(i), and increasing the number of shares in Section 4.2(ii) from 40,000 to 60,000 as follows:
4.2. Annual Limitation on Awards to Employees.
In any calendar year, no Awards to any one Employee
may exceed any combination of (i) $1,500,000 in cash awards, including Performance Units which, for the
avoidance of doubt, shall not include cash payments under the Management Incentive Plan, (ii) 60,000
shares of performance-based Restricted Stock, performance-based Restricted Stock Units, shares of
time-based Restricted Stock, time-based Restricted Stock Units or Performance Shares, or (iii) 100,000
Options (including Incentive Options and Non-Qualified Options) or Stock Appreciation Rights.
3. Section 4.3 of the Plan is hereby amended and restated in its entirety by increasing the annual equity
value limit for non-employee directors by $100,000 and the annual limit on total compensation for
non-employee directors by $150,000 as follows:
4.3 Annual Limitation on Awards to Non-Employee Directors.
In any calendar year, no Awards to any
one Non-Employee Director hereunder may exceed a maximum aggregate value of $350,000, determined
based upon the closing price of the Company’s common stock on the trading day prior to the grant date.
In addition, total maximum compensation, including cash and Awards hereunder, to any one Non-Employee
Director may not exceed $500,000, determined based upon the closing price of the Company’s common stock
on the day prior to the grant date, in any calendar year.
4. Section 4.5 of the Plan is hereby amended and restated in its entirety by increasing the number of
Options and Stock Appreciation Rights by 50,000 and the number of shares of Restricted Stock, Restricted
Stock Units and Performance Shares by 325,000 as follows:
A-1
4.5 Number of Shares. Subject to adjustment as provided in Section 4.7 herein, the following limitations
shall apply in the aggregate as specified in the categories set forth below:
(a) For Restricted Stock, Restricted Stock Units and Performance Shares, no more than 575,000
Shares (or Share equivalents) may be granted in the aggregate hereunder;
(b) For Options and Stock Appreciation Rights, no more than 400,000 Shares (or Share equivalents)
may be granted in the aggregate hereunder.
5. Section 8.6 is hereby amended and restated in its entirety by providing for proration of Performance
Shares and related Dividend Equivalents upon Retirement, as follows:
In the event of the Participant’s
8.6 Termination of Employment Due to Death, Retirement or Disability.
Termination by reason of death or Disability during a Performance Period, the Participant shall receive a
lump sum payout of the related outstanding Performance Units and Performance Shares calculated as if all
unfinished Performance Periods had ended with one hundred percent (100%) of the Performance Goals,
achieved at target level, valued as of the first business day of the calendar year following the date of
Termination of Employment and payable as soon thereafter as reasonably possible but not later than the
15th day of the third month after the end of the calendar year in which such death or Disability occurred,
provided, however, that, in the case of the Participant’s Retirement during the Performance Period, then upon
such Retirement, the amount of the Participant’s Performance Units and number of Performance Shares
shall be adjusted. The revised Awards shall be determined by multiplying the amount of the Performance
Units and the number of Performance Shares, as applicable, at the target level by the number of months the
Participant worked at least one day during the respective Performance Period divided by the number
of months in the Performance Period, to be paid, if at all, as set forth in this Section 8.6. Where the amount
or part of Dividend Equivalents is determined by the number of Performance Shares that are paid out or
is otherwise determined by a performance measure, and the related Performance Period for the Dividend
Equivalents was not completed at death or Disability, then the Dividend Equivalents will be calculated as
though one hundred percent (100%) of the goals were achieved at target level and paid as soon as reasonably
possible, provided, however, that, in the case of Retirement, Dividend Equivalents shall be prorated by
multiplying the amount of the Performance Units and the number of Performance Shares, as applicable, by
the number of months the Participant worked at least one day during the respective Performance Period
divided by the number of months in the Performance Period, to be paid, if at all, as set forth in this Section 8.6.
6. The Shares subject to Awards granted under this Plan may be either authorized but unissued or
reacquired Shares, subject to the terms of Section 4.6.
7. Capitalized terms used but not defined herein shall have the meanings ascribed to them in the Plan.
Except as expressly amended hereby, no other changes or modifications to the Plan are intended or implied
and, in all other respects, the Plan is hereby specifically ratified, restated and confirmed. To the extent
that any provision of the Plan is inconsistent with this Amendment, the terms of this Amendment shall
control. The Plan and this Amendment shall be read and construed as one document.
A-2
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
(Mark One)
☒
☐
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT
OF 1934
For the fiscal year ended September 30, 2021
or
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE
ACT OF 1934
For the transition period from to
Commission file number 001-33288
HAYNES INTERNATIONAL, INC.
(Exact name of registrant as specified in its charter)
Delaware
(State or other jurisdiction of
incorporation or organization)
1020 West Park Avenue, Kokomo, Indiana
(Address of principal executive offices)
06-1185400
(I.R.S. Employer Identification No.)
46904-9013
(Zip Code)
Securities registered pursuant to Section 12(b) of the Act:
Registrant’s telephone number, including area code (765) 456-6000
Title of each class
Common Stock, par value $.001 per share
Trading Symbol
HAYN
Name of each exchange on which registered
NASDAQ Global Market
Securities registered pursuant to section 12(g) of the Act: None.
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.☐ Yes ☒ No
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. ☐ Yes ☒ No
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange
Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to
such filing requirements for the past 90 days.
☒ Yes ☐ No
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to
Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to
submit such files).
☒ Yes ☐ No
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting
company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and
“emerging growth company” in Rule 12b-2 of the Exchange Act.
Large accelerated filer ☐
Smaller reporting Company ☐
Emerging growth company ☐
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its
internal control over financial reporting under Section 404(b) of the Sarbanes Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm
that prepared or issued its audit report. ☒ Yes ☐ No
Non-accelerated filer ☐
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying
Accelerated filer ☒
with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). ☐ Yes ☒ No
As of March 31, 2021, the aggregate market value of the registrant’s common stock held by non-affiliates of the registrant was $264,030,452
based on the closing sale price as reported on the NASDAQ Global Market. Shares of common stock held by each executive officer and director and by
each person who owns 10% or more of the outstanding common stock have been excluded in that such persons may be deemed to be affiliates. This
determination of affiliate status is not necessarily a conclusive determination for other purposes.
12,565,790 shares of Haynes International, Inc. common stock were outstanding as of November 18, 2021.
Portions of the registrant’s Proxy Statement to be delivered to stockholders in connection with the 2022 Annual Meeting of Stockholders
DOCUMENTS INCORPORATED BY REFERENCE
have been incorporated by reference into Part III of this report.
TABLE OF CONTENTS
Page No.
Part I
Item 1.
Item 1A.
Item 1B.
Item 2.
Item 3.
Item 4.
Part II
Item 5.
Item 6.
Item 7.
Item 7A.
Item 8.
Item 9.
Item 9A.
Item 9B.
Part III
Item 10.
Item 11.
Item 12.
Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Risk Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unresolved Staff Comments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Legal Proceedings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Mine Safety Disclosures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases
of Equity Securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Selected Financial Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . .
Management’s Discussion and Analysis of Financial Condition and Results of Operations . . . .
Quantitative and Qualitative Disclosures About Market Risk . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financial Statements and Supplementary Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Changes in and Disagreements with Accountants on Accounting and Financial Disclosure . . . .
Controls and Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Directors, Executive Officers and Corporate Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Executive Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Security Ownership of Certain Beneficial Owners and Management and Related Stockholder
Matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Certain Relationships and Related Transactions, and Director Independence . . . . . . . . . . . . . . . .
Principal Accountant Fees and Services . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . .
Item 13.
Item 14.
Part IV
Exhibits, Financial Statement Schedules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 15.
Index to Exhibits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Signatures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3
20
35
35
36
37
38
40
41
57
58
97
97
97
98
98
98
98
99
99
100
102
1
This Annual Report on Form 10-K contains statements that constitute “forward-looking statements” within the
meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933 and Section 21E
of the Securities Exchange Act of 1934, each as amended. All statements other than statements of historical fact, including
statements regarding market and industry prospects and future results of operations or financial position, made in this
Annual Report on Form 10-K are forward-looking. In many cases, you can identify forward-looking statements by
terminology, such as “may”, “should”, “expects”, “intends”, “plans”, “anticipates”, “believes”, “estimates”,
“predicts”, “potential” or “continue” or the negative of such terms and other comparable terminology. The
forward-looking information may include, among other information, statements concerning the Company’s outlook for
fiscal year 2022 and beyond, overall volume and pricing trends, cost reduction strategies and their anticipated results,
market and industry trends, capital expenditures, dividends and the impact of the COVID-19 pandemic on the economy,
demand for our products and our operations, including the measures taken by governmental authorities to address the
pandemic, which may precipitate or exacerbate other risks and/or uncertainties. There may also be other statements of
expectations, beliefs, future plans and strategies, anticipated events or trends and similar expressions concerning matters
that are not historical facts. Readers are cautioned that any such forward-looking statements are not guarantees of future
performance and involve risks and uncertainties, including, without limitation, those risk factors set forth in Item 1A of
this Annual Report on Form 10-K. Actual results may differ materially from those in the forward-looking statements as a
result of various factors, risks and uncertainties many of which are beyond the Company’s control.
The Company has based these forward-looking statements on its current expectations and projections about
future events, including our expectations with respect to the impact of the COVID-19 pandemic. Although the Company
believes that the assumptions on which the forward-looking statements contained herein are based are reasonable, any of
those assumptions could prove to be inaccurate. As a result, the forward-looking statements based upon those assumptions
also could be incorrect.
The Company undertakes no obligation to publicly update or revise any forward-looking statements, whether as
a result of new information, future events or otherwise.
2
Item 1. Business
Overview
Part I
Haynes International, Inc. (“Haynes”, “the Company”, “we”, “our” or “us”) is one of the world’s largest
producers of high-performance nickel- and cobalt-based alloys in flat product form such as sheet, coil and plate forms.
The Company is focused on developing, manufacturing, marketing and distributing technologically advanced,
high-performance alloys, which are sold primarily in the aerospace, chemical processing and industrial gas turbine
industries. The Company’s products consist of high-temperature resistant alloys, or HTA products, and corrosion-resistant
alloys, or CRA products. HTA products are used by manufacturers of equipment that is subjected to extremely high
temperatures, such as jet engines for the aerospace market, gas turbine engines used for power generation and industrial
heating equipment. CRA products are used in applications that require resistance to very corrosive media found in chemical
processing, power plant emissions control and hazardous waste treatment. Management believes Haynes is one of the
principal producers of high-performance alloy products in sheet, coil and plate forms, and sales of these forms, in the
aggregate, represented approximately 60% of net product revenues in fiscal 2021. The Company also produces its products
as seamless and welded tubulars, represented approximately 14% of net product revenues and in wire form, represented
approximately 10% of net product revenues. The company also produces in slab, bar and billet form and sales of these
forms, in the aggregate, represented approximately 16% of net product revenues.
The Company has significant manufacturing facilities in Kokomo, Indiana; Arcadia, Louisiana; and Mountain
Home, North Carolina. The Kokomo facility specializes in flat products, the Arcadia facility specializes in tubular
products, and the Mountain Home facility specializes in wire products. The Company’s products are sold primarily through
its direct sales organization, which includes 11 service and/or sales centers in the United States, Europe and Asia. All of
these centers are Company-operated. In fiscal 2021, approximately 78% of the Company’s net revenue was generated by
its direct sales organization, and the remaining 22% was generated by a network of independent distributors, resellers and
sales agents that supplement its direct sales efforts primarily in the United States, Europe and Asia, some of whom have
been associated with the Company for over 30 years.
Available Information
The address of the Company’s website is www.haynesintl.com. The Company provides a link to its reports filed
or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934 on its website as soon as reasonably
practicable after filing with the U.S. Securities and Exchange Commission. The filings available on the Company’s website
date back to February 3, 2011. For all filings made prior to that date, the Company’s website includes a link to the website
of the U.S. Securities and Exchange Commission, where such filings are available. Information contained or referenced
on the Company’s website is not incorporated by reference into, and does not form a part of this Annual Report on
Form 10-K. For a statement of the Company’s profits and losses and total assets, please see the financial statements of the
Company included in Item 8 of this Annual Report on Form 10-K.
Business Strategy
The Company has undergone a significant positive transformation driven by a focus on price increases and cost
reductions. One result of this transformation has been a 25% reduction in its volume breakeven point from roughly 5
million pounds shipped to below 4 million pounds with the current product mix; as proven this fiscal year with the
Company’s profitable third quarter results at only 3.7 million pounds shipped. This lower breakeven point may be affected
by product mix going forward but is expected to provide favorable incremental gross margin leverage with increasing
volumes as anticipated in fiscal year 2022.
The COVID-19 global pandemic had a significant impact on the Company’s financial results with substantial
reductions in volumes and revenue in both fiscal years 2020 and 2021. During this period, the Company adjusted its
strategy to pivot to a cost reduction and cash generation focus. This proved to be successful as the cash generated allowed
for the implementation of a value-creating capital allocation strategy launched in the fourth quarter of fiscal 2021, further
3
described below. The cost reductions achieved that are related to process and yield improvements are expected to be not
only sustainable but more fully realized as volumes improve.
As volumes have begun to improve, the Company has returned to profitability, and the strategy has pivoted back
to growing the business by increasing revenues, gross margin percentage and cash flow, while continuing to be the
customers’ provider of choice for high-performance alloys and value-added processes. The Company has implemented a
series of focus initiatives designed to unlock the potential of the Company by increasing volumes, improving pricing and
relentlessly pursuing reduced costs, with the goal of expansion of the gross margin percentage. These goals are pursued
within the overarching goal of safety, which continues to be the Company’s core priority.
While maintaining this focus, the Company continues to evaluate new opportunities and applications for its
products, particularly in its core markets of aerospace, chemical processing and industrial gas turbines, but also in the areas
of renewable clean energy sources and other developing technologies relating to environmental and climate change issues.
This includes new generation jet engines with better fuel efficiency and less emissions, as well as the use or consideration
for use of HAYNES® alloys in advanced ultra-supercritical power plants, concentrated solar power, fuel cells, waste-to-
energy and use of supercritical-CO2 power cycles for energy generation. Innovation is a foundational strength of the
Company with its exceptional technical expertise.
The following provides further discussion on certain focus initiatives that are core to this strategy.
• Set prices to ensure the Company is compensated for the high-value differentiated products and services
it provides. The Company favorably adjusted pricing year-over-year; which is expected to continue as
additional agreements are renewed. These price increases are in addition to raw material price increases and
contribute to improving margins. The Company is also focused on price increases to offset inflationary
increases in the Company’s costs.
• Optimize processes to reduce costs. The Company is pursuing operational improvements, which include
specific cost reduction projects. This ongoing pursuit includes initiatives in many different areas such as
material management, productivity enhancements, yield and efficiency improvements and process
optimization. These cost reductions are sustainable and expected to have a larger favorable impact with
increasing volumes.
•
Increase revenues by inventing new alloys, developing new applications and expanding into new markets.
The Company believes it is an industry leader in inventing new alloys to meet its customers’ specialized and
demanding requirements. The Company continues to work closely with customers and end users of its
products to identify opportunities to develop and manufacture new high-performance alloys. The Company’s
technical programs have yielded many new proprietary alloys with multiple applications, an accomplishment
that the Company believes distinguishes it from its competitors.
Developing new applications for its new and existing alloys is also a key strength and strategy of the
Company. The Company leverages its technical expertise to develop unique applications for its products,
especially proprietary and specialty alloys that can yield higher margins. These new applications, including
use in unique special projects and new programs, are an important part of the Company’s growth and
profitability strategy.
Through development of new alloys and new applications, the Company is seeking to participate in additional
markets with new revenue streams beyond the core markets of aerospace, chemical processing and industrial
gas turbine. The Company believes that medical/pharmaceutical, consumer electronics, petrochemical and
emerging technologies such as renewable and clean energy, hydrogen production and next-generation
nuclear power generation all present possible significant growth opportunities for its products.
•
Increase revenues and provide additional product differentiation by providing value-added processing
services and leveraging the Company’s global distribution network. The Company believes that its network
of service and sales centers throughout the United States, Europe and Asia distinguishes it from its
4
competitors, many of whom operate only mills. The Company’s service and sales centers enable it to develop
close customer relationships through direct interaction with customers and to respond to customer orders
quickly, while also providing value-added cutting services such as laser, plasma and water-jet cutting. These
services allow the Company’s customers to minimize their processing costs and outsource non-core
activities.
•
Increasing market share by leveraging its unique business model. The Company is both a mill and a service
center. This allows for mill flexibility and value-added services for the customer as described above. This
business model focuses on superior customer service. The Company’s strategy leverages this differentiator
to grow market share, as reflected by its recent market share growth in the industrial gas turbine market. In
addition, the Company believes that the maintenance, repair and overhaul, or MRO, business represents a
recurring revenue stream that can be expanded post-pandemic. Products used in the Company’s end markets
require periodic replacement due to the extreme environments in which they are used, which drives demand
for recurring MRO work.
• Continue to expand the Company’s environmental, social, and governance (ESG) initiatives. The
Company is committed to a culture of openness, trust and integrity in all aspects of its business. These high
standards governing business conduct are for the good of the Company, its employees, its shareholders and
its customers. The Company has a number of policies in place governing ethical conduct and believes that
all people should be treated with respect in an inclusive and diverse environment. In addition, the Company
has always been conscious of its environmental impact and is actively working to lighten its carbon footprint.
This includes a notable solar power project at its North Carolina facility that is expected to provide over 50%
of the electricity needed to power the facility upon completion of the project. Another important ESG
consideration is the customers’ use of the Company’s products. The Company’s products are used as a part
of the ever increasing demand for more efficient, cleaner and renewable energy that has led to the
development of several emerging technologies requiring high-performance alloys for demanding operating
conditions.
• Capitalize on strategic equipment investment. The Company expects to continue to improve operations and
gain traction in realizing a return on investment of capital in manufacturing facilities and equipment.
Management believes that the Company’s capital investments will enable it to continue to satisfy long-term
customer demand for value-added products.
•
•
Increase profitability through strategic acquisitions and alliances. The Company intends to continue to
examine opportunities that enable it to enhance shareholder value. These opportunities may include product
line additions, market expansion opportunities or other cost synergies. The Company also plans to continue
to evaluate strategic relationships in the industry in order to enhance its competitive position and relationships
with customers.
Implementation of a value-creating capital allocation strategy. The Company implemented a share
repurchase program in the third quarter of fiscal 2021 because management believes the market presents a
unique opportunity to repurchase shares well below the intrinsic value of the Company. This belief arises
from several factors, including the outlook of the Company’s end markets, particularly the anticipated
recovery in commercial aerospace, combined with the Company’s gross margin expansion strategies. In the
third quarter, the Company also established strategies to de-risk the U.S. pension plan and strive to decrease
and eventually eliminate the associated liability, which was the largest liability on its balance sheet. The
U.S. Pension net liability was $105 million at the beginning of the fiscal year and decreased to $26 million
at the end of the fiscal year; a drop of $79 million. A glide path was adopted to help secure funding
improvements realized this fiscal year including a customized liability driven investing (LDI) strategy
designed to reduce interest rate risk and equity risk. The strategy also included an accelerated funding
strategy with the intention of fully funding the plan in two to three years. This strategy included a lump-sum
contribution of $15 million into the plan in the fourth quarter of fiscal 2021. The funding percentage started
the fiscal year at 68% and ended the year at 91%.
5
Products
The global specialty alloy market includes stainless steel, titanium alloys, general-purpose nickel alloys and
high-performance nickel- and cobalt-based alloys. The Company believes that the high-performance alloy sector
represents less than 10% of the total alloy market. The Company competes primarily in the high-performance nickel- and
cobalt-based alloy sectors, which includes HTA products and CRA products. In each year of fiscal 2019, 2020 and 2021,
HTA products accounted for approximately 80%, 81% and 75% of the Company’s net revenues, and sales of the
Company’s CRA products accounted for approximately 20%, 19% and 25% of the Company’s net revenues. These
percentages are based on data which include revenue associated with sales by the Company to its foreign subsidiaries, but
exclude revenue associated with sales by foreign subsidiaries to their customers. Management believes, however, that the
effect of including revenue data associated with sales by its foreign subsidiaries would not materially change the
percentages presented in this section.
High-temperature Resistant Alloys. HTA products are used primarily in manufacturing components for the hot
sections of gas turbine engines. Stringent safety and performance standards in the aerospace industry result in development
lead times typically as long as eight to ten years in the introduction of new aerospace-related market applications for HTA
products. However, once a particular new alloy is shown to possess the properties required for a specific application in the
aerospace market, it tends to remain in use for extended periods. HTA products are also used in gas turbine engines
produced for use in applications such as naval and commercial vessels, electric power generation, power sources for
offshore drilling platforms, gas pipeline booster stations and emergency standby power generators.
Corrosion-resistant Alloys. CRA products are used in a variety of applications, such as chemical and
petrochemical processing, power plant emissions control, hazardous waste treatment, sour gas production and
pharmaceutical vessels. Historically, the chemical processing market has represented the largest end-user sector for CRA
products. Due to maintenance, safety and environmental considerations, the Company believes this market continues to
represent an area of potential long-term growth. In addition to the use of CRA products in the chemical and petrochemical
processing industry, the Company has seen an increased demand for some of these alloys in applications such as gas-to-
liquid and synthetic gas. For improved efficiency within relevant applications, higher operating temperatures and harsher
environmental conditions are required and, as a consequence, high-temperature, corrosion-resistant alloys are used. Some
of our HTA products offer excellent resistance to oxidation, sulfidation, metal dusting and other high-temperature
degradation modes. The Company expects this area of the chemical and petrochemical industry to represent potential long-
term growth opportunities for HTA products. Unlike aerospace applications within the HTA product market, the
development of new market applications for CRA products generally does not require long lead times.
Material Resources
Patents and Trademarks
The Company currently maintains a total of approximately 22 published U.S. patents and applications and
approximately 295 foreign counterpart patents and applications targeted at countries with significant or potential markets
for the patented products. Since fiscal 2003, the Company’s technical programs have yielded nine new proprietary alloys.
The alloys being commercialized saw significant further advancement in the process during fiscal 2019, 2020 and 2021.
The Company will continue to actively promote its new alloys through customer engineering visits, technical presentations
and papers.
In the aerospace, industrial gas turbine and high temperature markets, one of the alloys that has already seen
significant commercial success is HAYNES® 282® alloy. This alloy has an excellent combination of high temperature
strength, formability and fabricability. There have been a significant number of customer tests and evaluations of this
product for the hot sections of gas turbines in the aerospace and industrial gas turbine markets, and for other high
temperature applications. The alloy has already been specified into major aerospace and industrial gas turbine applications,
as well as for certain high temperature components in the automotive and industrial applications. Another new alloy for
use in the aerospace and industrial gas turbine markets is HAYNES® 244® alloy. It combines high strength to 1400 degrees
Fahrenheit with a low coefficient of thermal expansion. Commercialization is ongoing for this alloy, and it has been
specified into certain aerospace engine programs and is being evaluated on others.
6
In the chemical processing industry, customers have found extensive applications for HASTELLOY® G-35®
alloy, particularly in wet phosphoric acid production. Management expects demand for this alloy will continue to grow.
Commercialization is also ongoing for HASTELLOY® HYBRID-BC1® alloy. HYBRID-BC1® alloy is a CRA product
with applications in the chemical processing and petrochemical industries that has demonstrated resistance to hydrochloric
and sulfuric acid as well as several organic acids.
In the oil and gas industry, HASTELLOY® C-22HS® alloy has found multiple applications. Commercialization
of this alloy continues as is the testing, evaluation and promotion of this alloy with special emphasis on applications for
this industry.
In addition to the successful commercialization of the above alloys, the Company continues to develop
applications for four new alloys which are still being scaled up at the mill and are in the early stages of the
commercialization process. HAYNES® NS-163® alloy is a nitride dispersion strengthened material that represents an
entirely new metallurgical approach to achieving very high creep resistance at high temperatures. Technical process
developments are still under investigation. HAYNES® HR-224® alloy is an HTA product with superior resistance to
oxidation and excellent fabricability, and is being assessed in certain current and emerging technology applications.
HAYNES® HR-235® alloy has excellent resistance to metal dusting in high temperature carbonaceous environments.
Good progress in developing new applications for the alloy for petrochemical and syngas production applications has been
made this past fiscal year. Most recently, HAYNES® 233TM alloy was introduced to provide excellent oxidation resistance
coupled with superior creep strength at temperatures to 2100°F or higher. This combination of properties is believed not
to have been achieved previously in a readily fabricable alloy. Significant progress has been made over the past year in
developing applications for this new alloy.
Patents or other proprietary rights are an important element of the Company’s business. The Company’s strategy
is to file patent applications in the U.S. and any other country that represents an important potential commercial market to
the Company. In addition, the Company seeks to protect technology that is important to the development of the Company’s
business. The Company also relies upon trade secret rights to protect its technologies and its development of new processes,
applications and alloys. The Company protects its trade secrets in part through confidentiality and proprietary information
agreements with its customers and employees. Trademarks on the names of many of the Company’s alloys have also been
applied for or granted in the U.S. and certain foreign countries.
While the Company believes its patents are important to its competitive position, significant barriers to entry may
exist beyond the expiration of any patent period. These barriers to entry include the unique equipment required to produce
these materials and the exacting processes required to achieve the desired metallurgical properties. These processing
requirements include optimal melting and thermo-mechanical processing parameters for each alloy. Management believes
that the current alloy development programs and these barriers to entry reduce the impact of patent expirations on the
Company.
Raw Materials
Raw materials represented an estimated 34% of cost of sales in fiscal 2021. Nickel, a major component of many
of the Company’s products, accounted for approximately 45% of raw material costs, or approximately 15% of total cost
of sales in fiscal 2021. Other raw materials include cobalt, chromium, molybdenum and tungsten. Melt materials consist
of virgin raw material, purchased scrap and internally produced scrap.
The average nickel price per pound for cash buyers for the 30-day period ended on September 30, 2019, 2020
and 2021, as reported by the London Metals Exchange, was $8.02 $6.74 and $8.80 respectively. Prices for certain other
raw materials which are significant in the manufacture of the Company’s products, such as cobalt, chromium and
molybdenum were higher in fiscal 2021 compared to fiscal 2020.
The Company’s business model includes mill manufacturing and global distribution facilities, which create a long
working capital cycle and contribute to a long position as it relates to commodity price risk, especially for product sold
out of distribution facility inventory at spot prices. In addition, the type of high-performance products the Company
produces require multiple production steps to create the final yielded product that is sold to the customer. These refining
7
steps generate high revert scrap pounds that are recycled back through the melt at metal value. This scrap cycle also
contributes to a long position as it relates to commodity price risk.
Although alternative sources of supply are available, the Company currently purchases nickel through an
exclusive arrangement with a single supplier to ensure consistent quality and supply. The Company purchases raw
materials through various arrangements including fixed-term contracts and spot purchases, which involve a variety of
pricing mechanisms. In cases where the Company prices its products at the time of order placement, the Company attempts
to establish selling prices with reference to known costs of materials, thereby reducing the risk associated with changes in
the cost of raw materials. However, to the extent that the price of nickel fluctuates rapidly, there may be a favorable or
unfavorable effect on the Company’s gross profit margins. The Company periodically purchases material forward with
certain suppliers in connection with fixed price agreements with customers. In the event a customer fails to meet the
expected volume levels or the consumption schedule deviates from the expected schedule, a rapid or prolonged decrease
in the price of raw materials could adversely affect the Company’s operating results.
The Company values inventory utilizing the first-in, first-out (“FIFO”) inventory costing methodology. Under
the FIFO inventory costing method, the cost of materials included in cost of sales may be different from the current market
price at the time of sale of finished product due to the length of time from the acquisition of the raw material to the sale of
the finished product. In a period of decreasing raw material costs, the FIFO inventory valuation method normally results
in higher costs of sales as compared to last-in, first out method. Conversely, in a period of rising raw material costs, the
FIFO inventory valuation method normally results in lower costs of sales.
End Markets
The global specialty alloy market includes stainless steels, titanium alloys, general purpose nickel alloys and
high-performance nickel- and cobalt-based alloys. Of this total market, the Company primarily competes in the
high-performance nickel- and cobalt-based alloy sector, which demands diverse specialty alloys suitable for use in
precision manufacturing. Given the technologically advanced nature of the products, strict requirements of the end users
and higher-growth end markets, in general the Company believes the high-performance alloy sector provides greater
growth potential, the opportunity for higher profit margins and greater opportunities for service, product and price
differentiation as compared to the stainless steels and general-purpose nickel alloys markets. While stainless steel and
general-purpose nickel alloys are generally sold in bulk through third-party distributors, the Company’s products are sold
in smaller-sized orders which are customized and typically handled on a direct-to-customer basis.
The Company believes it is an industry leader in developing new alloys to meet its customers’ specialized and
demanding requirements. The Company continues to work closely with customers and end users of its products to identify
opportunities to develop and manufacture new high-performance alloys. The Company’s technical programs have yielded
many new proprietary alloys with multiple applications, an accomplishment that the Company believes distinguishes it
from its competitors.
Developing new applications for its new and existing alloys is also a key strength and strategy of the Company.
The Company leverages its technical expertise to develop unique applications for its products, especially proprietary and
specialty alloys that can yield higher margins. These new applications, including use in unique special projects and new
programs, are an important part of the Company’s growth and profitability strategy.
Aerospace. The Company has manufactured HTA products for the aerospace market since the late 1930s and
has developed numerous proprietary alloys for this market. Customers in the aerospace market tend to be the most
demanding with respect to meeting specification requirements, precise tolerances and achieving new product performance
standards. Stringent safety standards and continuous efforts to reduce equipment weight, reduce emissions, and develop
more fuel-efficient designs require close coordination between the Company, the aero-engine OEM’s, and its customers
in the selection and development of HTA products. As a result, sales to aerospace customers tend to be made through the
Company’s direct sales force. Demand for the Company’s products in the aerospace market is based on the new and
replacement market for jet engines and the maintenance needs of operators of commercial and military aircraft. The
Company’s HTA products are used for static components in the hot sections of the aero-engine. The hot sections are
8
subjected to substantial wear and tear and require periodic maintenance, repair and overhaul. The Company views the
maintenance, repair and overhaul (MRO) business as an area of continuing long-term growth post-pandemic.
Chemical Processing. The chemical processing market represents a large base of customers with diverse CRA
and HTA applications driven by demand for key end-use markets such as automobiles, housing, health care,
biopharmaceuticals, agriculture and metals production. Both CRA and HTA supplied by the Company have been used in
the chemical processing market since the early 1930s. Demand for the Company’s products in this market is driven by the
level of MRO and expansion requirements of existing chemical processing facilities, as well as the construction of new
facilities. The expansion of manufacturing of chemicals from natural gas in North America is expected to be a driver of
demand in this market. In addition, the Company believes the extensive worldwide network of Company-owned service
and sales centers, as well as its network of independent distributors and sales agents who supplement the Company’s direct
sales efforts outside of the U.S., provide a competitive advantage in marketing its CRA and HTA products in the chemical
processing market.
Industrial Gas Turbine. Demand for the Company’s products in the industrial gas turbine market is driven
primarily by utility-scale electricity generation, both for base load as well as for backup generation during times of peak
power demand. The benefit of these turbines are their relatively low cost, high efficiency, rapid response and reliability,
especially as weather-controlled renewables have become major sources of electricity. An additional demand consideration
is the drive to lower emissions from coal-fired generating facilities, since natural gas has gained acceptance as a cleaner,
lower-cost alternative to coal. Industrial gas turbines are also used for power and propulsion in certain classes of ships
and ferries, most commonly as derivatives of popular aero turbine engines. Demand is also generated by mechanical drive
units used for oil and gas production and pipeline transportation and for back-up sources of power generation for hospitals
and shopping malls. The Company also has a strong presence in micro turbine applications, which provide decentralized
power and thermal heating for many key markets. The Company’s products have allowed turbines to operate with higher
temperatures and efficiencies for much longer service intervals.
Other Markets. Other markets in which the Company sells its HTA products and CRA products include flue-gas
desulfurization (FGD), oil and gas, waste incineration, industrial heat treating, automotive, thermocouples, sensors and
instrumentation, biopharmaceuticals, solar and nuclear fuel. The FGD market has been driven by both legislated and self-
imposed standards for lowering emissions from fossil fuel fired electric generating facilities. This market has softened and
is expected to continue to soften in the U.S. if the trend to switch from coal to natural gas for power plants continues, but
has continued potential in other regions of the world. The Company also sells its products for use in the oil and gas market,
primarily in connection with sour gas production. In addition, incineration of municipal, biological, industrial and
hazardous waste products typically produces very corrosive conditions that demand high performance alloys. The
Company continues to look for opportunities to introduce and expand the use of its alloys in emerging technologies such
as solar, fuel cells, ultra-supercritical steam and supercritical-CO2 power plants, and nuclear fuel applications. Markets
capable of providing growth are being driven by increasing performance, reliability and service life requirements for
products used in these markets, which could provide further applications for the Company’s products.
Through development of new alloys and new applications, the Company continues to seek to participate in
additional markets with new revenue streams beyond the core markets of aerospace, chemical processing and industrial
gas turbine industries. The Company believes that medical/pharmaceutical, consumer electronics, petrochemical and
emerging technologies such as renewable and clean energy, hydrogen production, next-generation nuclear power
generation and additive manufacturing all present possible significant growth opportunities for its products.
Sales and Marketing and Distribution
The Company sells its products primarily through its direct sales organization, which operates from 14 total
locations in the U.S., Europe and Asia, 11of which are service and/or sales centers. All of the Company’s service and/or
sales centers are operated either directly by the Company or through its directly or indirectly wholly-owned subsidiaries.
Approximately 78% of the Company’s net revenue in fiscal 2021 was generated by the Company’s direct sales
organization. The remaining 22% of the Company’s fiscal 2021 net revenues was generated by a network of independent
distributors and sales agents who supplement the Company’s direct sales in the U.S., Europe and Asia. Going forward,
the Company expects its direct sales force to generate approximately 75% of its total net revenues.
9
Providing technical assistance to customers is an important part of the Company’s marketing strategy. The
Company provides performance analyses of its products and those of its competitors for its customers. These analyses
enable the Company to evaluate the performance of its products enabling the products to be included as part of the technical
specifications used in the production of customers’ products. The Company’s market development professionals are
assisted by its engineering and technology staff in directing the sales force to new opportunities. Management believes the
Company’s combination of direct sales, technical marketing, engineering and customer support provides an advantage
over other manufacturers in the high-performance alloy industry. This framework allows the Company to obtain direct
insight into customers’ alloy needs and to develop proprietary alloys that provide solutions to customers’ demanding
applications.
The Company continues to focus on growing its business in foreign markets, operating from service and sales
centers in Asia and Europe (particularly the U.K.).
While the Company is making concentrated efforts to expand foreign sales, the majority of its revenue continues
to be provided by sales to U.S. customers. The Company’s domestic expansion effort includes, but is not limited to, the
continued expansion of ancillary product forms, the continued development of new high-performance alloys, the addition
of equipment in U.S. service and sales centers to improve the Company’s ability to provide a product closer to the form
required by the customer and the continued effort, through the technical expertise of the Company, to find solutions to
customer challenges.
The following table sets forth the approximate percentage of the Company’s fiscal 2021 net revenues generated
through each of the Company’s distribution channels.
From
Domestic
Locations
From
Foreign
Locations
Total
Company mill direct/service and sales centers . . . . . . . . . . . .. . . . . . . . . . . . . . . . . .
Independent distributors/sales agents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
52 %
21 %
73 %
26 %
1 %
78 %
22 %
27 % 100 %
The Company’s top twenty customers accounted for approximately 44%, 43% and 34% of the Company’s net
revenues in fiscal 2019, 2020 and 2021, respectively. No customer or group of affiliated customers of the Company
accounted for more than 10% of the Company’s net revenues in fiscal 2019, 2020 or 2021.
Manufacturing Process
High performance alloys require an extensive knowledge of both the specific alloy systems, as well as the process
parameters required to deliver a tightly controlled product to customer specifications. These products are tightly controlled
from a chemistry standpoint, and require specialized equipment capable of delivering the physical and metallurgical
properties that our customers require for their specialized applications. The number of process steps are typically more
extensive for these high performance alloy systems as compared to what would be required for stainless or carbon steel
products. This longer production cycle contributes to slower inventory turns. The Company manufactures its
high-performance alloys in various forms, including sheet, coil, plate, billet/ingot, tubular, wire and other forms. The
Company also performs value-added cutting services to supply certain customers with product cut to their specification.
At the Kokomo, Indiana facility, the manufacturing process begins with raw materials being combined, melted
and refined in a precise manner to produce the chemical composition specified for each high-performance alloy. The
Company’s primary melt facility utilizes two different melting processes. The ARC/AOD process utilizes electric melting
and gas refinement to remove carbon and other undesirable elements, thereby allowing more tightly-controlled chemistries,
which in turn produce more consistent properties in the high-performance alloys. The other primary melt method utilizes
vacuum induction melting, which involves the melting of raw materials through electromagnetic induction while under
vacuum conditions to produce the desired tightly-controlled chemistry. The control systems allow for statistical process
control monitoring in real time to improve product quality. For most high-performance alloys, this molten material is cast
into electrodes and additionally refined through electroslag remelting. The resulting ingots are then forged or rolled to an
10
intermediate shape and size depending upon the intended final product form. Intermediate shapes destined for flat products
are then sent through a series of hot and cold rolling, annealing, pickling, leveling and shearing operations before being
cut to final size.
The Company has a four-high Steckel rolling mill for use in hot rolling high-performance alloys, created
specifically for that purpose. The four-high Steckel rolling mill was installed in 1982 and is one of the most powerful
four-high Steckel rolling mills in the world. The mill is capable of generating over 12.0 million pounds of separating force
and rolling a plate up to 72 inches wide. The mill includes integrated computer controls (with automatic gap control and
programmed rolling schedules), two coiling Steckel furnaces and seven heating furnaces. Computer-controlled rolling
schedules for each of the hundreds of combinations of product shapes and sizes the Company produces allow the mill to
roll numerous widths and gauges to exact specifications without stoppages or changeovers.
The Company also operates a three-high hot rolling mill and a two-high hot rolling mill, each of which is capable
of custom processing much smaller quantities of material than the four-high Steckel rolling mill. These mills provide the
Company with significant flexibility in running smaller batches of varied products in response to customer requirements.
The Company believes the flexibility provided by the three-high and two-high mills provides the Company with an
advantage over its major competitors in obtaining smaller specialty orders.
The coil and sheet operation includes the ability to cold roll to tight tolerances, bright anneal, oxidize anneal and
pickle, along with finishing processes that slit and cut to size. In recent years, the Company has invested and successfully
brought on-line additional cold rolling capability, as well as annealing capacity to support the added rolling capacity. This
added annealing capacity gives the Company the ability to offer either bright annealed finish or anneal and pickled finish
that will be determined by specifications, application or type of alloy.
The Company also produces bar and billet product through a series of bar mills and a forge press operation that
is located at the Kokomo, Indiana facility.
The Arcadia, Louisiana facility uses feedstock produced at the Kokomo facility as well as outside suppliers to
manufacture welded and seamless alloy pipe and tubing and purchases extruded tube hollows to produce seamless titanium
tubing. The manufacturing processes at Arcadia require cold pilger mills, weld mills, draw benches, annealing furnaces,
pickling facilities, and various finishing lines. The company has also invested in specialized ultrasonic testing, eddy
current testing, including its own specimen testing laboratory.
The Mountain Home, North Carolina facility manufactures high-performance alloy wire and small diameter bar
products. Finished wire, bar, and powder products are also warehoused at this facility for quick delivery. The facility has
recently made investments in various pieces of equipment to expand their portfolio to include bar products.
Backlog
The Company defines backlog to include firm commitments from customers for delivery of product at established
prices. At any given time, approximately 50% of the orders in the backlog include prices that are subject to adjustment
based on changes in raw material costs. Historically, approximately 70% of the Company’s backlog orders have shipped
within six months and approximately 90% have shipped within 12 months. The backlog figures do not typically reflect
that portion of the Company’s business conducted at its service and sales centers on a spot or “just-in-time” basis. For
additional discussion of backlog, see Item 7. Management’s Discussion and Analysis of Financial Condition and Results
of Operations contained in this Annual Report on Form 10-K.
11
Consolidated Backlog at Fiscal Quarter End
2017
2018
2019
2020
2021
(in millions)
1st quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2nd quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3rd quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4th quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Research and Technical Support
$ 167.3 $ 205.7 $ 237.8 $ 237.6 $ 145.1
140.9
150.9
175.3
253.0
254.9
235.2
204.7
174.6
153.3
170.8
180.9
177.3
212.3
220.6
216.0
The Company’s technology facilities are located at the Kokomo headquarters and consist of 19,000 square feet
of offices and laboratories, as well as an additional 90,000 square feet of paved storage area. The Company has six fully
equipped technology testing laboratories, including a mechanical and wear test lab, a metallographic lab, an electron
microscopy lab, a corrosion lab, a high-temperature lab and a welding lab. These facilities also contain a reduced scale,
fully equipped melt shop and process lab. As of September 30, 2021, the technology, engineering and technological testing
staff consisted of 26 persons, 13 of whom have engineering or science degrees, including 7 with doctoral degrees, with
the majority of degrees in the field of metallurgical engineering or materials science.
During fiscal 2021, research and development projects were focused on new alloy development, new product
form development, supportive data generation and new alloy concept validation, relating to products for the aerospace,
industrial gas turbine, chemical processing and oil and gas industries. In addition, significant projects were conducted to
generate technical data in support of major market application opportunities in areas such as renewable energy, fuel cell
systems, biotechnology (including toxic waste incineration and pharmaceutical manufacturing) and power generation.
Competition
The high-performance alloy market is a highly competitive market in which eight to ten major producers
participate in various product forms. The Company’s primary competitors in flat rolled products include Special Metals
Corporation, a subsidiary of Precision Castparts Corp., Allegheny Technologies, Inc. and VDM Metals GmbH, a
subsidiary of Acerinox, S.A.. The Company faces strong competition from domestic and foreign manufacturers of both
high-performance alloys (similar to those the Company produces) and other competing metals. The Company may face
additional competition in the future to the extent new materials are developed, such as plastics, ceramics or additive
manufacturing that may be substituted for the Company’s products. The Company also believes that it will face increased
competition from non-U.S. entities in the next five to ten years, especially from competitors located in Eastern Europe and
Asia. Additionally, in past years, the Company’s domestic business has been challenged by a strong U.S. dollar, which
makes the goods of foreign competitors less expensive to import into the U.S and makes the Company’s products more
expensive to export outside the U.S.
In recent years, the Company experienced strong price competition from competitors. Increased competition
requires the Company to price its products competitively, which pressures the Company’s gross profit margin and net
income. The Company continues to respond to this competition through alloy and application development, increasing
emphasis on service centers, offering value-added services, improving its cost structure and striving to improve delivery
times and reliability.
With the global effects of the COVID-19 pandemic, pricing pressure has increased in many of the Company’s
industries. The Company’s effectiveness in managing its cost structure and pricing for the value provided will likely be a
key determinant of future profitability and competitiveness.
Human Capital Resources
The Company values its workforce as one of its most important assets. Accordingly, the Company has adopted
and maintains a number of programs and practices designed to attract and retain the best available personnel.
12
Succession and Recruitment
The Company has an organizational development and succession planning process in place for human capital
strategic planning. The strategic development process is continually updated and often consists of multi-year succession
and development plans for individuals. Such succession plans have been utilized throughout the Company to prepare
employees for future roles and leadership opportunities.
In response to the COVID-19 pandemic and other market forces that have altered, and are expected to continue
to alter, the workforce and the manner in which it functions, the Company is redefining how many roles within the
Company may be performed. For example, through experience with the COVID-19 pandemic, the Company has learned
that many non-production employees are able to perform all or substantially all of their job functions outside of the office.
In addition, virtual meetings have been used to substantially reduce travel as well as in-person contact. The Company is
evaluating the effects of these and other changes on its current and future workforce, including their potential to provide
the Company access to a broader recruiting pool for potential new employees, including workers in specialized areas such
as metallurgy and others with specialties relating to the Company’s products, flexible role descriptions and/or working
arrangements and other matters.
The Company attempts to hire from within when opportunities occur, given employee growth and progression.
The Company also utilizes outside recruiters due to the challenging and competitive hiring environment. In order to
encourage development of a future workforce for the Company, the Company continues to sponsor a Ph.D candidate and
Senior Metallurgical Engineers Research Project from Purdue University, as well as providing internships in various
departments and locations throughout the Company.
COVID-19 – Pandemic
Economic conditions have limited hiring and succession planning implementation in some areas. In fiscal 2020
and 2021, the Company predominantly hired new personnel in order to backfill crucial positions. Hiring for succession
planning or bench strength has subsided during the economic downturn in business related to the COVID-19 pandemic
and other factors.
The onset of COVID-19 in the United States in fiscal 2020 and the ongoing economic downturn created additional
risk related to key person retention and succession planning. In response to the economic conditions created by the
COVID-19 pandemic, previously implemented voluntary retirement incentives, reductions-in-force, and compensation
reductions, created additional challenges to developing and retaining staff. This creates higher risk of turnover of key
employees. In addition, other industries did not experience the same downturn as the Company did, and alternative
opportunities are available for current employees and potential candidates.
Strong competition and limited workforce issues challenge the Company’s acquisition and retention of employees
with specific skill sets. Limited dedicated resources and commitment for developmental positions may also impact the
success and rate of succession and development efforts. Nonetheless, the Company has established formal and informal
development activities to promote employee retention and position the Company for success in the long term.
Retirement and Exit Programs
The Company has established a phased retirement program to sustain the Company’s access to institutional
knowledge of employees with specialized skill sets who would like to phase into retirement. At the same time, the program
is designed to facilitate a smooth transition for their successors. This program has been limited in its use but strategically
beneficial.
The Company also utilizes exit interviews and on-boarding interviews to provide feedback regarding turnover
and employee desires for growth and development. Both have recently been strengthened and expanded. These interviews
are also utilized to identify drivers of voluntary turnover and departures from the Company. Employee turnover rate and
reasons, including voluntary and involuntary departures, are monitored annually. The global turnover rate in fiscal 2021
was 14%, compared to 22% in fiscal 2020 and an average of 14% in the previous two fiscal years. Both voluntary and
13
involuntary terminations, including retirements, are used to calculate the turnover rate. The reduction-in-force resulting
from the COVID-19 pandemic accounted for most of the increased turnover rate in fiscal 2020, however turnover was
more normalized in fiscal 2021.
Compensation Equity
The Company conducts inflation-adjusted compensation analysis to promote competitive compensation. This
analysis takes into account ranges for the geographical area, education level and job title under consideration. The
Company’s Human Resources Department develops offers for new salaried employees and also develops and administers
promotions to maintain the internal integrity of the compensation levels for comparable positions. The Company works
with managers to ensure that high potential employees and those individuals with unique talents are appropriately
developed and compensated. For example, the Board of Directors authorized a pool of restricted stock that can be used to
compensate high potential employees and for retention purposes. Further, bonus programs have been implemented at the
LaPorte and Mountain Home facilities, as well as those in Europe and Asia, for retention and recognition purposes, and
all salaried employees who are not eligible to participate in the Management Incentive Plan were given bonuses in fiscal
2021. The Compensation Committee, with the recommendation of the full Board in the case of incentive compensation,
determines annual salaries and other elements of compensation of the Company’s executive management team, taking into
account similarly situated executives employed by a peer group of companies while also considering input of the
Compensation Committee’s independent compensation consultant.
Diversity and Inclusion
The Corporate Governance and Nominating Committee of the Board (the “Governance Committee”) considers
diversity as a criteria evaluated as a part of the attributes and qualifications a Board candidate possesses. The Governance
Committee construes the notion of diversity broadly, considering differences in viewpoint, professional experience,
education, skills and other individual qualities, in addition to race, gender, age, ethnicity and cultural backgrounds as
elements that contribute to a diverse Board. In keeping with this diversity commitment, the two most recent directors
appointed to the Board, each of whom brings substantial experience in the form of executive leadership in the specialty
metals industry and the U.S. Air Force, respectively, further the Board’s goal of enhancing diversity.
Management also considers similar broad concepts of diversity in its hiring practices as well as its selection of
vendors, contractors and other service providers. As a federal government subcontractor, the Company follows federal
rules and regulations relating to diversity and other matters, including reporting requirements.
Company Culture
The Company has controls in place relating to compliance with the Company’s Code of Business Conduct and
Ethics, including a requirement for annual employee certification of that code as well as an established whistleblower
hotline and related procedures. In addition, human capital management, and more specifically employee hiring and
retention, are included within the Company’s Enterprise Risk Management program, which is subject to Board oversight
through regular reporting.
Community Involvement
The Company has used internships and partnerships with universities to enrich recruiting efforts, particularly for
technical roles such as research, alloy development and engineering. The Company has also utilized outreach and
partnerships with local community resources at all major locations such as community and technical colleges, workforce
development agencies, industry groups and other entities to strengthen the Company’s hiring process and expand the future
workforce candidate pool.
Employee Engagement and Wellness
The Company has a long-standing tuition reimbursement program to assist employees with the continuation of
their education. In addition, employee assistance programs offer counseling for emotional, financial and family issues.
14
Continuing financial planning education is provided by the Company’s 401(k) plan administrator to assist employees in
financial and retirement planning. For many years, the Company’s investment in human capital has involved commitments
to worker training, apprenticeship programs and funding college scholarships.
Management and Board Oversight
Management is engaged in the Company’s efforts regarding management of human capital resources at all levels
through regular informational meetings, the Company’s Enterprise Risk Management program and organized succession
planning. The Board oversees these activities through regular reports by senior management regarding new or altered
programs and as part of the Enterprise Risk Management process. In addition, the Corporate Governance and Nominating
Committee of the Board is actively engaged in monitoring and encouraging diversity at the Board level while the
Compensation Committee also focuses on achieving and maintaining internal and external pay equity for the executive
team and the Board members while overseeing incentive compensation more broadly throughout the organization. In
promoting external pay equity, the Board and the Compensation Committee make use of peer comparisons and
benchmarking measures.
Employee Statistics
As of September 30, 2021, the Company employed 1,073 full-time employees and 37 part-time employees
worldwide. All eligible hourly employees at the Kokomo, Indiana and Arcadia, Louisiana plants (539 in the aggregate)
are covered by two collective bargaining agreements.
On July 1, 2018, the Company entered into a five-year collective bargaining agreement with the United
Steelworkers of America Local 2958, which covers eligible hourly employees at the Kokomo, Indiana plant. This
agreement will expire in June 2023.
On December 21, 2020, the Company entered into a collective bargaining agreement with the United
Steelworkers of America Local 1505, which covers eligible hourly employees at the Company’s Arcadia, Louisiana plant.
This agreement will expire in December 2025.
Management believes that current relations with the union are satisfactory.
Environmental Compliance
The Company has an enterprise level environmental policy, which focuses on fostering a safe workplace, offering
high quality products while protecting the environment, compliance with law and health and safety management systems,
utilization of all available resources to improve the quality, environmental, health and safety management systems and
setting, implementing and reviewing quality, environmental, health and safety objectives and targets. This policy is
communicated to contractors and vendors who provide services on site, and the Company periodically audits selected
suppliers from an environmental compliance perspective. The Company maintains an environmental management system
certified to ISO 14001 standards and, for its Kokomo operations, ISO 50001 standards. The Company maintains multiple
policies designed to comply with the Occupational Safety and Health Administration standards and has ISO 45001
certification.
The Company’s facilities and operations are subject to various foreign, federal, state and local laws and
regulations relating to the protection of human health and the environment, including those governing the discharge of
pollutants into the environment and the storage, handling, use, treatment and disposal of hazardous substances and wastes.
In the U.S., such laws include, without limitation, the Occupational Safety and Health Act, the Clean Air Act, the Clean
Water Act, the Toxic Substances Control Act and the Resource Conservation and Recovery Act. As environmental laws
and regulations continue to evolve, it is likely the Company will be subject to increasingly stringent environmental
standards in the future, particularly under air quality and water quality laws and standards related to climate change issues,
such as reporting of greenhouse gas emissions. Violations of these laws and regulations can result in the imposition of
substantial penalties and can require facility improvements. Expenses related to environmental compliance, which are
primarily included in Cost of sales on the Consolidated Statements of Operations, were approximately $2.3 million for
15
fiscal 2021 and are currently expected to be approximately $3.0 million for fiscal 2022.
The Company’s facilities are subject to periodic inspection by various regulatory authorities, who from time to
time have issued findings of violations of governing laws, regulations and permits. In the past five years, the Company
has paid administrative fines, none of which have had a material effect on the Company’s financial condition, for alleged
violations relating to environmental matters, requirements relating to its Title V Air Permit and alleged violations of record
keeping and notification requirements relating to industrial waste water discharge. Capital expenditures of approximately
$1.3 million were made for pollution control improvements during fiscal 2021, with additional expenditures of
approximately $2.8 million for similar improvements planned for fiscal 2022.
The Company has received permits from the Indiana Department of Environmental Management and the North
Carolina Department of Environment and Natural Resources to close and provide post-closure environmental monitoring
and care for certain areas of its Kokomo and Mountain Home, North Carolina facilities, respectively.
The Company is required among other things to monitor groundwater and to continue post-closure maintenance
of the former disposal areas at each site. As a result, the Company is aware of elevated levels of certain contaminants in
the groundwater on the Company’s property. These levels are stable or decreasing, but additional testing and corrective
action by the Company could be required. The Company is unable to estimate the costs of any further corrective action at
these sites, if required. Accordingly, the Company cannot assure that the costs of any future corrective action at these or
any other current or former sites would not have a material effect on the Company’s financial condition, results of
operations or liquidity.
The Company may also incur liability for alleged environmental damages associated with the off-site
transportation and disposal of hazardous substances. Generators of hazardous substances which are transported to disposal
sites where environmental problems are alleged to exist are subject to claims under the Comprehensive Environmental
Response, Compensation and Liability Act of 1980, or CERCLA, and state counterparts. CERCLA imposes strict, joint
and several liabilities for investigatory and cleanup costs upon hazardous substance generators, site owners and operators
and other potentially responsible parties. The Company is currently named as a potentially responsible party at one site.
There can be no assurance that the Company will not be named as a potentially responsible party at other sites in the future
or that the costs associated with those sites would not have a material adverse effect on the Company’s financial condition,
results of operations or liquidity.
Legal Compliance
In addition to environmental laws and regulations, the Company must comply with a wide variety of other laws
and regulations, including, without limitation, federal and state securities laws, Delaware corporate law and safety laws
and regulations. The Company continues to engage in collaboration with key stakeholders, such as customers and
regulators, to adapt to changing regulatory expectations. Compliance with law and government regulations is not expected
to have any material effect upon capital expenditures, earnings or the competitive position of the Company.
Environmental, Social and Governance Matters
In addition to the information set forth below, further information regarding the Company’s environmental, social
the Company’s website at
the Sustainability
found under
tab on
and governance activities can be
www.haynesintl.com/company-information/sustainability.
16
Governance and Social Matters
The Company is committed to a culture of openness, trust and integrity in all aspects of its business. It is critical
that all employees, vendors and customers understand and accept that, in everything it does, the Company will conduct
itself from the perspective of “doing the right thing for the right reason” at all times.
The Company has a number of policies in place governing social and ethical issues, including, without limitation:
• Code of Business Conduct and Ethics
• Anti-Harassment Policy
• Human Rights Policy
• Human Trafficking Policy
• Anti-Corruption Policy
• Conflict Minerals Policy
• Gift Policy
• Supplier Code of Conduct
All Company employees must certify compliance with the Code of Business Conduct and Ethics annually, and
regular training is provided to employees regarding these and other policies. In addition, the Company maintains a
whistleblower hotline with access available on an anonymous basis online or by telephone.
Environmental Matters
The Company is in the process of installing a 1MW solar fixed ground mount array system to reduce the
dependence on nonrenewable energy sources at its wire facility located in Mountain Home, North Carolina. This solar
system should provide over 50% of the electricity needs for the facility. In addition, since fiscal year 2010, the Company
has invested more than $2.0 million in energy conservation programs, and as a result, the Company now saves
approximately $1.1 million in energy costs per year. The Company has specific targets in place for reducing electricity
and natural gas consumption in its energy conservation programs.
The Company has an enterprise level environmental policy, which focuses on fostering a safe workplace, while
protecting the environment and complying with laws and health and safety management systems. The Company maintains
an environmental management system certified to the ISO 14001:2015 standard, and Kokomo operations are ISO
50001:2018 certified. The Company’s facilities are subject to periodic inspection by various regulatory authorities. The
Company utilizes available resources to improve quality, environmental and health and safety management systems, as
well as set objectives and targets for each. This policy is communicated to contractors and vendors who provide services
on site, and the Company periodically audits selected suppliers from an environmental compliance perspective.
The Company is conscious of its environmental impact and is actively working to lighten its carbon footprint
including projects to measure greenhouse gas emissions and develop goals of reduction. The ever-increasing demand for
clean energy generation has led to the development of several emerging technologies that require high-temperature alloys
for demanding operating conditions.
Since the invention of HASTELLOY® X alloy in 1954, the Company’s alloys have made it possible for aerospace
engines to run at high temperatures for long periods of time. This has been further enhanced with alloys used in new
generation engines such as HAYNES 282®. Engines being placed in service today reportedly consume 15% less fuel,
17
produce 50% less pollutants and reduce the noise footprint near airports compared to the previous generation of airplane
engines. The environmental related improvements stem in part from the increased use of alloys, such as HASTELLOY®
X, HAYNES® 188, 230®, 282®, 242®, 244® and other Haynes invented alloys.
In addition to the Company’s alloys for energy production and powering modern aircraft in a more
environmentally friendly manner, the Company’s alloys are used in chemical plants that produce ecologically safe
agrichemicals which help to feed the world’s growing population. Company-invented HASTELLOY® G-35®, HYBRID-
BC1® and C-276 alloys are commonly used in these applications. In addition, HASTELLOY® C-22®, C-2000® and B-3®
alloys are used by the pharmaceutical companies for production of chemicals.
Renewable power generation offers the promise of producing power from nature’s resources, such as wind, sun,
rivers and oceans, with minimal depletion to the Earth’s resources and damage to the environment. Many renewable
energy technologies require the capture of energy at very high temperatures in extreme environments for which the
Company’s alloys are well suited. For example, the Company’s materials withstand intense heat in concentrated solar
power plants to facilitate storable thermal power to generate electricity after the sun sets.
Safety Matters
Safety is the Company’s top priority. Listed below are certain improvement efforts the Company has
implemented in order to reduce occurrences of injuries, occupational diseases and work-related fatalities.
• Each year, employees receive emergency preparedness training, and the Company conducts severe weather
and fire drills periodically.
• Employees attend refresher training annually. This training includes coverage of the following items: Lock
Out Tag Out, Confined Spaces, First Aid and Bloodborne Pathogens, Fire Prevention and Emergency Action
Plan, Hearing Conservation, Hand Safety, Personal Protective Equipment requirements, Working Around
Mobile Equipment and Walking and Working Surfaces.
• All of the Company’s manufacturing sites have a volunteer Emergency Response Team (ERT). The ERT
members are state-certified trained in first aid and HAZMAT response.
• Company supervisors receive OSHA-10 Hour and Incident Investigation training.
• The Company conducts routine departmental safety audits.
The Company extends its health and safety policies to suppliers, visitors and contractors. When suppliers, visitors
and contractors come on site, they receive safety training. The training includes a review of relevant policies, required
personal protection equipment, emergency procedures and specific hazards that may be encountered.
18
Executive Officers of the Company
The following table sets forth certain information concerning the persons who served as executive officers of the
Company as of September 30, 2021. Except as indicated in the following paragraphs, the principal occupations of these
persons have not changed during the past five years.
Name
Michael L. Shor . . . . . . . . . . . . . . . . . . . .
Daniel W. Maudlin . . . . . . . . . . . . . . . . .
Janice W. Gunst . . . . . . . . . . . . . . . . . . . .
Venkat R. Ishwar . . . . . . . . . . . . . . . . . . .
Marlin C. Losch . . . . . . . . . . . . . . . . . . . .
Jean C. Neel . . . . . . . . . . . . . . . . . . . . . . .
Scott R. Pinkham . . . . . . . . . . . . . . . . . . .
David L. Strobel . . . . . . . . . . . . . . . . . . .
Gregory W. Tipton . . . . . . . . . . . . . . . . .
David S. Van Bibber . . . . . . . . . . . . . . . .
Age
62
55
49
69
61
62
54
60
60
50
Position with Haynes International, Inc.
President and Chief Executive Officer
Vice President—Finance, Treasurer and Chief Financial Officer
Vice President—General Counsel & Corporate Secretary
Vice President—Marketing & Technology
Vice President—Sales & Distribution
Vice President—Corporate Affairs
Vice President—Tube & Wire Products
Vice President—Operations
Vice President & Chief Information Officer
Controller and Chief Accounting Officer
Mr. Shor was elected President and Chief Executive Officer of the Company in September 2018. Prior to that,
he served as interim President and Chief Executive Officer of the Company from May 2018 through September 2018 and
Chairman of the Board of the Company from February 2017 through September 2018. Mr. Shor has been a director since
2012.
Mr. Maudlin has served as the Vice President-Finance, Treasurer and Chief Financial Officer of the Company
since December 2012.
Ms. Gunst has served as Vice President—General Counsel and Corporate Secretary of the Company since
August 2011.
Dr. Ishwar has served as Vice President—Marketing & Technology of the Company since January 2010.
Mr. Losch has served as Vice President—Sales & Distribution of the Company since January 2010.
Ms. Neel has served as Vice President—Corporate Affairs of the Company since April 2000.
Mr. Pinkham has served as Vice President—Tube and Wire Products of the Company since September 2018.
Prior to that, he served as Vice President—Manufacturing of the Company since March 2008.
Mr. Strobel has served as Vice President—Operations of the Company since September 2018. Prior to that, he
was a consultant to manufacturing companies through his company Silver Eagle Consulting. Mr. Strobel was also Senior
Vice President and Chief Technology Officer of Carpenter Technology Corporation from June 2015 to August 2016 and
Senior Vice President – Operations of Carpenter Technology from September 2011 to June 2015.
Mr. Tipton has served as Vice President and Chief Information Officer of the Company since January 2019. Prior
to that, he served as Chief Information Officer Americas for Dometic from August 2016 to December 2018 and as Director
of Information Technology for Dometic from December 2012 to October 2016.
Mr. Van Bibber has served as Controller and Chief Accounting Officer of the Company since December 2012.
19
Item 1A. Risk Factors
The following risk factors should be considered carefully in addition to the other information contained in this
filing.
The risks and uncertainties described below are not the only ones we face and represent risks that our management
believes are material to investors regarding an investment in our Company and our business. Additional risks and
uncertainties not presently known to us or that we currently deem not material may also harm our business. If any of the
following risks actually occur, our business, financial condition or results of operations could be harmed.
Risks Related to the COVID-19 Pandemic
Our results of operations, financial condition and cash flows have been and may continue to be adversely affected by
pandemics, epidemics or other public health emergencies, such as COVID-19.
Our business, results of operations, financial condition, cash flows and stock price have been, and may continue
to be, adversely affected by pandemics, epidemics or other public health emergencies, such as the global outbreak of
COVID-19. In March 2020, the World Health Organization characterized COVID-19 as a pandemic, and the President of
the United States declared the COVID-19 outbreak a national emergency. The outbreak resulted in governments around
the world implementing increasingly stringent measures to help control the spread of the virus, including quarantines,
“shelter in place” and “stay at home” orders, travel restrictions, business curtailments, school closures, and other measures.
In addition, governments and central banks in several parts of the world have enacted fiscal and monetary stimulus
measures to counteract the impacts of COVID-19.
The outbreak of COVID-19 and preventive or protective actions taken by governmental authorities may continue
to have a material adverse effect on our operations, supply chain, customers and transportation networks, including
business shutdowns or disruptions. We have already experienced many effects of COVID-19, including partial shutdowns,
quarantine of certain employees, temporary and permanent layoffs, pay cuts and mandatory unpaid furloughs, decreased
demand for our products, increased pricing pressures and changes to our business strategies and management attention.
More recently, we have experienced additional effects of the COVID-19 pandemic, including raw material shortages,
unavailability of transportation and logistics resources, unusual inflation, shortages of hydrogen or other natural gases
necessary in the operation of our business, hiring and retention challenges and limited availability of outside conversion
resources. Further, the U.S. government and certain of its agencies have issued orders requiring specific steps to be taken
with respect to COVID-19 by certain employers and contractors. The costs relating to these programs are currently
unknown. These events and others have caused, and may continue to cause, lower revenue and lower volumes, leading to
unfavorable fixed cost absorption. The extent to which COVID-19 may continue to adversely impact our business depends
on future developments, which are highly uncertain and, in many cases, beyond our control including the severity and
duration of the outbreak and the effectiveness of actions taken globally to contain or mitigate its effects. Over the preceding
18 months, the fluctuation in levels of the virus’s effects on different portions of the global economy have continued to
affect our business as well as other businesses. Management is actively monitoring the impact of the global situation on
our financial condition, liquidity, operations, suppliers, industry and workforce. Given the daily evolution of the
COVID-19 pandemic and the global responses to curb its spread, we are not able to estimate the effects of the pandemic
on our results of operations, financial condition or liquidity in a particular future quarter or year.
The aerospace market, our largest market, has been hit particularly hard by the addition of COVID-19 issues to
the safety concerns with the Boeing 737 MAX, which remains grounded in China, and we cannot determine what further
effect that exacerbating factor will have on the aerospace market. Even after the COVID-19 pandemic has subsided, we
may experience materially adverse impacts to our business due to any resulting economic recession or depression.
Additionally, concerns over the economic impact of COVID-19 have caused extreme volatility in financial and other
capital markets which has and may continue to adversely impact our stock price and our ability to access capital markets.
Our indebtedness may also increase due to our need to increase borrowing to fund operations during a period of reduced
revenue. To the extent the COVID-19 pandemic adversely affects our business and financial results, it may also have the
effect of heightening many of the other risks described herein.
20
Risks Related to Our Markets
Our revenues may fluctuate widely based upon changes in demand for our customers’ products.
Demand for our products is dependent upon and derived from the level of demand for the machinery, parts and
equipment produced by our customers, which are principally manufacturers and fabricators of machinery, parts and
equipment for highly specialized applications. Historically, certain of the markets in which we compete have experienced
unpredictable, wide demand fluctuations, such as the current conditions in the aerospace industry and in the broader global
economy as a result of the COVID-19 pandemic. Because of the comparatively high level of fixed costs associated with
our manufacturing processes, significant declines in our markets have had, and may continue to have, a disproportionately
adverse impact on our operating results.
We have, in several instances, experienced substantial year-to-year declines in net revenues, primarily as a result
of decreases in demand in the industries to which our products are sold. In fiscal 2002, 2003, 2009, 2010, 2013, 2016,
2020 and 2021, our net revenues, when compared to the immediately preceding year, declined by approximately 10.3%,
21.2%, 31.1%, 13.0%, 16.7%, 16.6%, 22.4% and 11.3%, respectively. We may experience similar fluctuations in our net
revenues in the future. Additionally, demand is likely to continue to be subject to substantial year-to-year fluctuations as
a consequence of industry cyclicality, as well as other factors such as global economic uncertainty, and such fluctuations
may have a material adverse effect on our business. Currently, the COVID-19 pandemic has significantly decreased
demand for our products across all of our markets, but particularly in the aerospace industry, which also continues to be
affected by issues relating to the Boeing 737 MAX (which remains grounded in China). Passenger airline travel has
decreased significantly since the beginning of the pandemic and remains volatile. As a result, volatility in the aerospace
market has continued and may continue for an unknown period of time.
Profitability in the high-performance alloy industry is highly sensitive to changes in sales volumes.
The high-performance alloy industry is characterized by high capital investment and high fixed costs. The cost
of raw materials is the primary variable cost in the manufacture of our high-performance alloys and, in fiscal 2021,
represented approximately 34% of our total cost of sales. Other manufacturing costs, such as labor, energy, maintenance
and supplies, often thought of as variable, have a significant fixed element. Profitability is, therefore, very sensitive to
changes in volume, and relatively small changes in volume can result in significant variations in earnings. Our ability to
effectively utilize our manufacturing assets depends greatly upon continuing demand in our end markets, successfully
increasing our market share in IGT and other areas and continued acceptance of our new products into the marketplace.
The COVID-19 pandemic has significantly decreased demand, and therefore, sales volume of our products. Failure to
effectively utilize our manufacturing assets, including as a result of the COVID-19 pandemic, may continue to negatively
impact our business.
We operate in cyclical markets.
A significant portion of our revenues is derived from the highly cyclical aerospace, power generation and
chemical processing markets. Our sales to the aerospace industry constituted 37.9% of our total sales in fiscal 2021. Our
chemical processing and industrial gas turbine sales constituted 18.7% and 19.8%, respectively, of our total sales in fiscal
2021. Each of these markets has been adversely impacted by the global economic effects of the COVID-19 pandemic.
The commercial aerospace industry is historically driven by demand from commercial airlines for new aircraft.
The U.S. and international commercial aviation industries continue to face challenges arising from the global economic
climate, the safety issues with the Boeing 737 MAX airliner (which remains grounded in China), competitive pressures
and fuel costs. Demand for commercial aircraft is influenced by industry profitability, trends in airline passenger traffic
(including the dramatic decrease and subsequent fluctuations and uncertainties caused by COVID-19), the state of U.S.
and world economies, the ability of aircraft purchasers to obtain required financing and numerous other factors, including
the effects of terrorism and health and safety concerns (including those arising from COVID-19). Continued supply chain
disruptions in this or any of our other markets could materially and adversely affect our results of operations and financial
condition.
21
The military aerospace cycle is highly dependent on U.S. and foreign government funding which is driven by,
among other factors, the effects of terrorism, a changing global political environment, U.S. foreign policy, the retirement
of older aircraft and technological improvements to new engines that increase reliability. Accordingly, the timing, duration
and magnitude of cyclical upturns and downturns cannot be forecasted with certainty. Downturns or reductions in demand
for our products sold into the aerospace market could have a material adverse effect on our business.
The industrial gas turbine market is also cyclical in nature. Demand for power generation products is global and
is affected by the state of the U.S. and world economies, the availability of financing to power generation project sponsors,
the increase in renewable energy and the political environments of numerous countries. The availability of fuels and related
prices also have a large impact on demand. Decreased demand for our products in the industrial gas turbine industry may
have a material adverse effect on our business.
We also sell products into the chemical processing industry, which is also cyclical in nature. Customer demand
for our products in this market may fluctuate widely depending on U.S. and world economic conditions, the availability
of financing, and the general economic strength of the end use customers in this market. Cyclical declines or sustained
weakness in this market could have a material adverse effect on our business.
Our business depends, in part, on the success of commercial aircraft programs and our ability to accelerate production
levels to timely match order increases in new or existing programs.
The success of our business will depend, in part, on the success of new and existing commercial aircraft
programs. We are currently under contract to supply components for a number of commercial aircraft programs. As a
result of COVID-19 and other factors, commercial aircraft build rates have slowed and are not expected to return to pre-
COVID levels for several years, particularly in the area of multi-aisle aircraft, the demand for which has decreased more
than other aircraft due to the reduced demand for international travel. Further cancellation, reductions or delays of orders
or contracts by our customers or in any of these programs, or regulatory or certification-related groundings or other delays
or cancellations to new or existing aircraft programs or to the production schedules for any aircraft programs, including as
may be related to any prolonged period of the current decrease in passenger air traffic, could exacerbate the material
adverse effect on our business. Issues with the Boeing 737 MAX passenger airliners continue in parts of the world,
particularly China, which has not yet cleared the aircraft for commercial flights. The effect of any future action on our
business is currently unknown, but changes in production schedules to date have had, and future changes may also have,
a material adverse effect on our business.
The competitive nature of our business results in pressure for price concessions to our customers and increased
pressure to reduce our costs.
We are subject to substantial competition in all of the markets we serve, and we expect this competition to
continue. As a result, we have made price concessions to our customers in the aerospace, chemical processing and power
generation markets from time to time, and we expect customer pressure for further price concessions to continue.
Maintenance of our market share will depend, in part, on our ability to sustain a cost structure that enables us to be
cost-competitive. If we are unable to adjust our costs relative to our pricing, our profitability will suffer. With the global
effects of the COVID-19 pandemic, pricing pressure has increased in many of our industries. Our effectiveness in
managing our cost structure and pricing for the value provided will be a key determinant of future profitability and
competitiveness.
Aerospace demand is primarily dependent on two manufacturers.
A significant portion of our aerospace products are sold to fabricators and are ultimately used in the production
of new commercial aircraft. There are only two primary manufacturers of large commercial aircraft in the world, The
Boeing Company and Airbus. A significant portion of our aerospace sales are dependent on the number of new aircraft
built by these two manufacturers, which is in turn dependent on a number of factors over which we have little or no control.
Those factors include demand for new aircraft from around the globe, utilization levels of commercial and military aircraft,
success of new commercial and military aircraft programs and factors that impact manufacturing capabilities, such as the
availability of raw materials and manufactured components, changes in highly exacting performance requirements and
22
product specifications, U.S. and world economic conditions, changes in the regulatory environment and labor relations
between the aircraft manufacturers and their work forces, most of which have been and continue to be adversely affected
by the economic effects of the COVID-19 pandemic. Significant interruptions and slowdowns in the number of new
aircraft built by the aircraft manufacturers has and may continue to have a material adverse effect on our business. As
noted above, future actions relating to the safety issues with the Boeing 737 MAX passenger airliner, as well as the ongoing
effects of the COVID-19 pandemic, have had and may continue to have a material adverse effect on our business.
During periods of lower demand in other alloy markets, some of our competitors may use their available capacity to
produce higher volumes of high-performance alloys, which leads to increased competition in the high-performance
alloy market.
We have experienced increased competition from competitors who produce both stainless steel and
high-performance alloys. As a result of the competition in our markets, we have made price concessions to our customers
from time to time, and we expect customer pressure for further price concessions to continue, particularly given the effects
of the COVID-19 pandemic. Maintenance of our market share will depend, in part, on our ability to sustain a cost structure
that enables us to be cost-competitive. If we are unable to adjust our costs relative to our pricing, our profitability will
suffer. Our effectiveness in managing our cost structure through changing circumstances will be a key determinant of
future profitability and competitiveness.
Periods of reduced demand and excess supply as well as the availability of substitute lower-cost materials can adversely
affect our ability to price and sell our products at the profitability levels we require to be successful.
Additional worldwide capacity and reduced demand for our products could significantly impact future worldwide
pricing, which would adversely impact our business. In recent years, several of our competitors have added capacity that
represents direct competition with the Company’s business. In addition, continued availability of substitute materials may
also cause significant fluctuations in future results as our customers opt for a lower-cost alternative. The impacts of the
COVID-19 pandemic have also reduced demand for our products globally and have significantly increased customer
requests to reduce pricing or delay delivery.
We change prices on our products as we deem necessary. In addition to the above general competitive impact,
other market conditions and various economic factors beyond our control can adversely affect the timing of our pricing
actions. The effects of any pricing actions may be delayed due to long manufacturing lead times or the terms of existing
contracts. There is no guarantee that the pricing actions we implement will be effective in maintaining our profit margin
levels.
Risks Related to Raw Materials
Rapid fluctuations in the prices of nickel, cobalt and other raw materials may materially adversely affect our business.
To the extent that we are unable to adjust to rapid fluctuations in the price of nickel, cobalt and other raw materials
that we use in large quantities, there may be a negative effect on our gross profit margins. In fiscal 2021, nickel, a major
component of many of our products, accounted for approximately 45% of our raw material costs, or approximately 15%
of our total cost of sales. We enter into several different types of sales contracts with our customers, some of which allow
us to pass on increases in nickel or other raw material prices to our customers. In other cases, we fix the nickel or other
raw materials component of our prices for a period of time through the life of a long-term contract. In yet other cases, we
price our products at the time of order, which allows us to establish prices with reference to known costs of our raw material
inventory, but which does not allow us to offset an unexpected rise in the price of raw materials. The COVID-19 pandemic
has affected raw material pricing by increasing the unpredictability of our profitability, and its future effects are unknown.
We may not be able to successfully offset rapid changes in the price of nickel, cobalt or other raw materials in the future.
In the event that raw material price increases occur that we are unable to pass on to our customers, our cash flows or results
of operations could be materially adversely affected.
23
Our business cycle is long, involving multiple steps. These refining steps generate high revert scrap pounds that
are recycled back through the melt at metal value. This scrap cycle also contributes to a long position as it relates to
commodity price risk.
Our results of operations may also be negatively impacted if both customer demand and raw material prices
rapidly fall at the same time. Because we value our inventory utilizing the first-in, first-out inventory costing methodology,
a rapid decrease in raw material costs has a negative effect on our operating results. In those circumstances, we recognize
higher material cost in cost of sales relative to lower raw material market prices that drive the sales price.
In addition, we periodically enter into forward purchase agreements for our raw material supply. If we enter into
a forward purchase agreement which is not matched to one or more customer contracts with fixed raw material prices, a
rapid or prolonged decrease in the price of significant raw materials could adversely impact our business.
Our business is dependent on a number of raw materials that may not be available.
We use a number of raw materials in our products which are found in only a few parts of the world and are
available from a limited number of suppliers. The availability of these materials may be influenced by private or
government cartels, changes in world politics, additional regulation, labor relations between the materials producers and
their work force, unstable governments in exporting nations, inflation, general economic conditions and export quotas
imposed by governments in nations with rare earth element supplies. The ability of key material suppliers to meet quality
and delivery requirements or to provide materials on terms acceptable to us is beyond our control and can also impact our
ability to meet commitments to customers. The COVID-19 pandemic has adversely affected the availability of certain raw
materials through its effects on the labor market, availability of transportation for materials and other factors. Future
shortages or price fluctuations in raw materials could result in decreased sales as well as margins, or otherwise adversely
affect our business. The enactment of new or increased import duties on raw materials imported by us could also decrease
availability, thereby adversely affect our business.
If suppliers are unable to meet our demands, we may not have alternative sources of supply. In some cases, we
have entered into exclusive supply agreements with respect to raw materials, which could adversely affect our business if
the exclusive supplier cannot meet quality and delivery requirements to provide materials on terms acceptable to us.
The manufacturing of the majority of our products is a complex process and requires long lead times. We may
experience delays or shortages in the supply of raw materials. If we are unable to obtain adequate and timely deliveries of
required raw materials, we may be unable to timely manufacture sufficient quantities of products. This could cause us to
lose sales, incur additional costs, delay new product introductions or suffer harm to our reputation.
Risks Related to Our Production and Operations
Our operations are dependent on production levels at our Kokomo facility.
Our principal assets are located at our primary integrated production facility in Kokomo, Indiana and at our
production facilities in Arcadia, Louisiana and in Mountain Home, North Carolina. The Arcadia and Mountain Home
plants, as well as all of the domestic and foreign service centers, rely to a significant extent upon feedstock produced at
the Kokomo facility. During fiscal 2020, we endured a temporary shut-down of most of the Company’s production
operations due to the effects of the COVID-19 pandemic which impacted our operations and financial results. We have
also been affected by shortages of labor, transportation and other services and raw materials in our Kokomo and other
production facilities as a result of the COVID-19 pandemic. Any further production failures, shutdowns (including those
associated with COVID-19) or other significant problems at the Kokomo facility could have a material adverse effect on
our financial condition and results of operations. We maintain property damage insurance to provide for reconstruction of
damaged equipment, as well as business interruption insurance to mitigate losses resulting from any production shutdown
caused by an insured loss. Although we believe that our insurance is adequate to cover any such losses, that may not be
the case. Additionally, our insurance policies include deductibles that would require us to incur losses that could have an
adverse effect on our financial results in the event a significant interruption occurs. One or more significant uninsured
losses at our Kokomo facility may have a material adverse effect on our business.
24
In addition, from time to time we schedule planned outages on the equipment at our Kokomo facility for
maintenance and upgrades. These projects are subject to a variety of risks and uncertainties, including a variety of market,
operational and labor-related factors, many of which may be beyond our control. The COVID-19 pandemic made it
necessary for us to shut down portions of our operations in fiscal 2020. The pandemic, and its effect on our markets and
our business, has also required us to temporarily or permanently lay off certain personnel. Certain portions of our
operations continue to be affected by personnel shortages. Should a planned or unplanned shut down on a significant piece
of equipment, or a significant decrease in personnel or lack of necessary new personnel, last substantially longer than
originally planned, there could be a material adverse effect on our business.
Our production may be interrupted due to equipment failures, energy or personnel shortages, lack of critical spares, or
other events affecting our factories.
Our manufacturing processes depend on certain sophisticated and high-value equipment, some of which has been
in operation for a long period of time for which there may be only limited or no production alternatives. Failures of this
equipment, or the lack of critical spares or skilled personnel to timely repair this equipment, could result in production
delays, revenue loss and significant repair costs. In addition, our factories rely on the availability of electrical power and
natural gas, transportation for raw materials and finished products and employee access to our workplace that are subject
to interruption in the event of severe weather conditions or other natural or manmade events (including the COVID-19
pandemic). We have recently experienced a significant decrease in the availability of certain industrial gas resources that
may impact our operations. While we maintain backup resources to the extent practicable, a severe or prolonged equipment
outage, failure or other interruptive event affecting areas where we have significant manufacturing operations may result
in loss of manufacturing or shipping days, which could have a material adverse effect on our business. Natural or manmade
events (including the COVID-19 pandemic) that interrupt significant manufacturing operations of our customers also have
had, and could continue to have a material adverse effect on our business.
Issues related to our agreements with Titanium Metals Corporation could require us to make significant payments and
could disrupt our operations and materially affect our financial results.
We entered into a Conversion Services Agreement and an Access and Security Agreement with Titanium Metals
Corporation (TIMET) in November 2006 that provide for the performance of certain titanium conversion services through
November 2026. In 2012, TIMET was acquired by Precision Castparts Corp. which owns Special Metals Corporation, a
direct competitor of ours. Events of default under the Conversion Services Agreement include (a) a change in control in
which the successor does not assume the agreement, (b) a violation by us of certain non-compete obligations relating to
the manufacture and conversion of titanium and (c) failure to meet agreed-upon delivery and quality requirements. If an
event of default under the Conversion Services Agreement occurs, TIMET could require us to repay the unearned portion
of the $50.0 million fee paid to us by TIMET when the agreement was signed, plus liquidated damages of $25.0 million.
Our obligations to pay these amounts to TIMET are secured by a security interest in our four-high Steckel rolling mill,
through which we process a substantial amount of our products. In addition, the Access and Security Agreement with
TIMET includes, among other terms, an access right that would allow TIMET to use certain of our operating assets,
including the four-high mill, to perform titanium conversion services in the event of our bankruptcy or the acceleration of
our indebtedness. Exercise by TIMET of its rights under its security interest following a default and non-payment of the
amounts provided in the Conversion Services Agreement or exercise of the access rights under the Access and Security
Agreement could cause significant disruption in our Kokomo operations, which would have a material adverse effect on
our business.
In addition, the Conversion Services Agreement contains a requirement that we reserve a significant amount of
capacity exclusively for TIMET. That agreement does not contain a volume commitment on TIMET’s part. The
agreement also severely limits our ability to manufacture titanium for any customer other than TIMET. In recent years,
our levels of business with TIMET have fluctuated. In fiscal 2020, our levels of business with TIMET decreased as a
result of the COVID-19 pandemic and other factors. Should TIMET continue to underutilize its reserved capacity, we
would not be able to reallocate that capacity, which could negatively impact our business.
25
Our operations could result in injury to our workers or third parties.
Our manufacturing operations could result in harm to our workers or third parties in our facilities. Our
manufacturing processes involve the use of heavy equipment, vehicles and chemicals, among other matters, that could
lead to harm, injury, death or illness. In addition to harm to individuals, any such occurrences could result in reputational
harm, adverse effects on employee morale, litigation and other costs, any of which could materially and adversely affect
our business.
Although collective bargaining agreements are in place for certain employees, union or labor disputes could still disrupt
the manufacturing process.
Our operations rely heavily on our skilled employees. Any labor shortage, disruption or stoppage caused by any
deterioration in employee relations or difficulties in the renegotiation of labor contracts could reduce our operating margins
and income. Approximately 55% of our U.S. employees are affiliated with unions or covered by collective bargaining
agreements. The Company entered into two collective bargaining agreements with the United Steel Workers of America
which cover eligible hourly employees at the Company’s Arcadia, Louisiana and Kokomo, Indiana facilities. Failure to
negotiate new labor agreements when required could result in a work stoppage at one or more of our facilities. In addition,
other Company facilities could be subject to union organizing activity. Although we believe that our labor relations have
generally been satisfactory, it is possible that we could become subject to additional work rules imposed by agreements
with labor unions, or that work stoppages or other labor disturbances could occur in the future, any of which could reduce
our operating margins and income and place us at a disadvantage relative to non-union competitors.
Product liability and product warranty risks could adversely affect our operating results.
We produce many critical products for commercial and military aircraft, industrial gas turbines, chemical
processing plants and pharmaceutical production facilities. Failure of our products could give rise to substantial product
liability and other damage claims as well as reputational harm. We maintain insurance addressing this risk, but our
insurance coverage may not be adequate or insurance may not continue to be available on terms acceptable to us.
Additionally, we manufacture our products to strict contractually-established specifications using complex
manufacturing processes. If we fail to meet the contractual requirements for a product, we may be subject to warranty
costs to repair or replace the product itself and additional costs related to customers’ damages or the investigation and
inspection of non-complying products. These costs are generally not insured.
Risks Related to our Research and Technology Activities
Failure to successfully develop, commercialize, market and sell new applications and new products could adversely
affect our business.
We believe that our proprietary alloys, technology, applications development, technical services and metallurgical
manufacturing expertise provide us with a competitive advantage over other high-performance alloy producers. Our ability
to maintain this competitive advantage depends on our ability to continue to offer products and technical services that have
equal or better performance characteristics than competing products at competitive prices. Our future growth will depend,
in part, on our ability to address the increasingly demanding needs of our customers by inventing new alloys, enhancing
the properties of our existing alloys, timely developing new applications for our existing and new alloys, and timely
developing, commercializing, marketing and selling new alloys and products. If we are not successful in these efforts, or
if our new alloys/products and product enhancements do not adequately meet the requirements of the marketplace and
achieve market acceptance, our business could be negatively affected.
Failure to protect our intellectual property rights could adversely affect our business.
We rely on a combination of confidentiality, invention assignment and other types of agreements and trade secret,
trademark and patent law to establish, maintain, protect and enforce our intellectual property rights. Our efforts in regard
to these measures may be inadequate, however, to prevent others from misappropriating our intellectual property rights.
26
In addition, laws in some non-U.S. countries affecting intellectual property are uncertain in their application, which can
affect the scope or enforceability of our intellectual property rights. Any of these events or factors could diminish or cause
us to lose the competitive advantages associated with our intellectual property, which could have a material adverse effect
on our business.
Risks Related to Our Cybersecurity Activities
We are subject to risks relating to our cybersecurity measures and to misappropriation of information generally.
We have put in place a number of systems, processes and practices designed to protect against intentional or
unintentional misappropriation or corruption of our systems and information or disruption of our operations including
unauthorized access to our networks, servers and data, encryption of network access and the introduction of malware.
Despite our cybersecurity efforts, we could be subject to breaches of security systems which may result in unauthorized
access, misappropriation, corruption or disruption of the information we are trying to protect, in which case we could
suffer material harm. For example, access to our proprietary information regarding new alloy formulations would allow
our competitors to use that information in the development of competing products. Current employees have, and former
employees may have, access to a significant amount of information regarding our Company which could be disclosed to
our competitors or otherwise used to harm us. Any misappropriation or corruption of our systems and information or
disruption of our operations could have a material adverse effect on our business.
Our information technology systems could be subject to attack.
Our information technology systems could be subject to sabotage by employees or third parties, including attacks
in which the systems could be shut down with a demand for payment of “ransom”, which could slow or stop production
or otherwise adversely affect our business. Any such attack could disrupt our operations and could have a material adverse
effect on our business.
We depend on our information technology infrastructure to support the current and future information requirements
of our operations which exposes us to risk.
Management relies on our information technology infrastructure, including hardware, network, software, people
and processes, to provide useful information to support assessments and conclusions about operating performance. Our
inability to produce relevant or reliable measures of operating performance in an efficient, cost-effective and
well-controlled fashion may have significant negative impacts on our business.
Risks Related to Our Finance Activities
We value our inventory using the FIFO method, which could put pressure on our margins.
The cost of our inventories is determined using the first-in, first-out (FIFO) method. Under the FIFO inventory
costing method, the cost of materials included in cost of sales may be different than the current market price at the time of
sale of finished product due to the length of time from the acquisition of raw material to the sale of the finished product.
In a period of decreasing raw material costs, the FIFO inventory valuation normally results in higher costs of sales as
compared to the last-in, first-out method. This could result in compression of the gross margin on our product sales.
Changes in tax rules and regulations, or interpretations thereof, may adversely affect our effective tax rates.
We are a U.S. based company with customers and suppliers in foreign countries. We import various raw materials
used in our production processes, and we export goods to our foreign customers. The United States, the European
Commission, countries in the EU, including the United Kingdom, and other countries where we do business may change
relevant tax, border tax, accounting and other laws, regulations and interpretations, that may unfavorably impact our
effective tax rate or result in other costs to us. In addition, the Company has deferred tax assets on its balance sheet which
could be subjected to unfavorable impacts if tax rates are reduced, such as those that occurred at the end of calendar year
2017.
27
We could be required to make additional contributions to our defined benefit pension plans or recognize higher related
expense in our statement of operations as a result of adverse changes in interest rates and the capital markets.
Our estimates of liabilities and expenses for pension benefits incorporate significant assumptions, including the
rate used to discount the future estimated liability, the long-term rate of return on plan assets and several assumptions
relating to the employee workforce (salary increases, retirement age and mortality). We currently expect that we will be
required to make future minimum contributions to our defined benefit pension plans. Many domestic and international
competitors do not provide defined benefit plans and/or retiree health plans (which we do provide), and those competitors
may have a resulting cost advantage. A decline in the value of plan investments in the future, an increase in costs or
liabilities, including those caused by the lowering of the rate used to discount future payouts, or unfavorable changes in
laws or regulations that govern pension plan funding could materially change the timing and amount of required pension
funding or the amount of related expense recognized in our statement of operations. A requirement to fund any deficit
created in the future could have a material adverse effect on our business.
The carrying value of goodwill and other intangible assets may not be recoverable.
Goodwill and other intangible assets are recorded at fair value on the date of acquisition. We review these assets
at least annually for impairment. Impairment may result from, among other things, deterioration in performance, adverse
market conditions, adverse changes in applicable laws or regulations and a variety of other factors. A sustained downturn
resulting from the COVID-19 pandemic or otherwise may result in the carrying value of our goodwill or other intangible
assets exceeding their fair value, which may require us to recognize impairment to those assets. Any future impairment
of goodwill or other intangible assets could have a material adverse effect on our business.
We may not be able to obtain financing on terms that are acceptable to us.
The global capital markets have been adversely affected, and may continue to be adversely affected, by the
economic effects of the COVID-19 pandemic. Terms for borrowers have become significantly less favorable. As a result
of this and other issues, we may not be able to obtain needed financing on terms that are acceptable to us.
Our working capital requirements may negatively affect our liquidity and capital resources.
Our working capital requirements can vary significantly, depending in part on the timing of our delivery
obligations under various customer contracts and the payment terms with our customers and suppliers. If our working
capital needs exceed our cash flows from operations, we would look to our cash balances and availability for borrowings
under our existing credit facility to satisfy those needs, as well as potential sources of additional capital, which may not be
available on satisfactory terms and in adequate amounts, if at all.
Risks Related to Our Global Operations
We are subject to risks associated with global trade matters
We are subject to macroeconomic downturns in the United States and abroad that may affect the general economic
climate, our performance and the demand of our customers. Previous turmoil in the global economy has had, and future
turmoil may have, an adverse impact on our business and our financial condition. In addition to the impact that the global
financial crisis previously had, we may face significant challenges if conditions in the global economy worsen. Economic
turmoil has resulted and may continue to result from the COVID-19 pandemic, which has adversely impacted and may
continue to adversely impact our business. Transportation and logistics resources, including shipping and transportation
services, have been in short supply, which has had, and may continue to have, and adverse effect on our business. Further,
any global trade wars or similar economic turmoil, including new or existing tariffs, could adversely affect our
business. For example, the U.S. and China have imposed tariffs on large amounts of products imported into each of the
countries from one another. Moreover, these new tariffs, or other changes in trade policy, have resulted in, and may
continue to trigger, retaliatory actions on the part of these countries and potentially other countries in the future. Talks
between the two countries are ongoing, but the outcome is highly uncertain and could affect our ability to buy raw materials
from China and sell products into the Chinese market. A “trade war” or other governmental action related to tariffs or
28
international trade agreements or policies has the potential to adversely impact demand for our products, our costs,
customers, suppliers and/or the U.S. economy or certain sections thereof, and, thus, adversely affect our business. Our
competitors outside of the United States may not be subject to these tariffs or other measures, and therefore, could have a
significant competitive advantage over us in that respect. In addition, the long-term effect of the exit of the United
Kingdom from the European Union is currently unknown and could adversely affect our business.
A global recession or disruption in global financial markets could adversely affect us.
A global recession or disruption in the global financial markets, including any significant tariff impositions or
trade wars, presents risks and uncertainties that we cannot predict. During recessionary economic conditions or financial
market disruptions, we face risks that may include:
•
•
•
•
•
declines in revenues and profitability from reduced or delayed orders by our customers;
supply problems associated with any financial constraints faced by our suppliers;
restrictions on our access to credit sources;
reductions to our banking group or to our committed credit availability due to combinations or failures of
financial institutions; and
increases in corporate tax rates to finance government spending programs.
The risks inherent in our international operations may adversely impact our revenues, results of operations and
financial condition.
We anticipate that we will continue to derive a significant portion of our revenues from operations in international
markets. As we continue to expand internationally, we will need to hire, train and retain qualified personnel for our direct
sales efforts and retain distributors and train their personnel in countries where language, cultural or regulatory
impediments may exist. Distributors, regulators or government agencies may not continue to accept our products, services
and business practices, and costs related to international trade have increased and may continue to increase. In addition,
we purchase raw materials on the international market. The sale and shipment of our products and services across
international borders, as well as the purchase of raw materials from international sources, subject us to the trade regulations
of various jurisdictions, including tariffs and other possible punitive measures. Compliance with such regulations is costly.
Any failure to comply with applicable legal and regulatory obligations could impact us in a variety of ways that include,
but are not limited to, significant criminal, civil and administrative penalties, including imprisonment of individuals, fines
and penalties, denial of export privileges, seizure of shipments and restrictions on certain business activities. Failure to
comply with applicable legal and regulatory obligations could result in the disruption of our shipping, sales and service
activities. Our international sales operations expose us and our representatives, agents and distributors to risks inherent in
operating in foreign jurisdictions any one or more of which may adversely affect our business, including:
•
•
•
•
our ability to obtain, and the costs associated with obtaining, U.S. export licenses and other required export
or import licenses or approvals;
changes in duties and tariffs, quotas, taxes, trade restrictions, license obligations and other non-tariff barriers
to trade;
policy changes affecting the market for our products;
burdens of complying with the Foreign Corrupt Practices Act and a wide variety of foreign laws and
regulations;
•
business practices or laws favoring local companies;
29
•
•
•
•
•
fluctuations in foreign currencies;
restrictive trade policies of foreign governments;
longer payment cycles and difficulties collecting receivables through foreign legal systems;
difficulties in enforcing or defending agreements and intellectual property rights; and
foreign political or economic conditions.
Any material decrease in our international revenues or inability to expand our international operations as a result
of these or other factors would adversely impact our business.
Export sales could present risks to our business.
Export sales account for a significant percentage of our revenues, and we believe this will continue to be the case
in the future. Risks associated with export sales include: political and economic instability, including weak conditions in
the world’s economies; accounts receivable collection; export controls; changes in legal and regulatory requirements;
policy changes affecting the markets for our products; changes in tax laws and tariffs; trade duties; the effect of the United
Kingdom’s exit from the European Union and exchange rate fluctuations (which may affect sales to international
customers and the value of profits earned on export sales when converted into dollars). Any of these factors could
materially adversely affect our business.
Political and social turmoil could adversely affect our business.
The war on terrorism, as well as political and social turmoil (including global recessions or interruptions in
financial markets, whether or not related to COVID-19), could put pressure on economic conditions in the United States
and worldwide. These political, social and economic conditions could make it difficult for us, our suppliers and our
customers to forecast accurately and plan future business activities, and could adversely affect the financial condition of
our suppliers and customers and affect customer decisions as to the amount and timing of purchases from us. As a result,
our business could be materially adversely affected.
Risks Related to Our Legal and Environmental Activities
We may be adversely impacted by costs related to environmental, health and safety laws, regulations, and other
liabilities.
We are subject to various foreign, federal, state and local environmental, health and safety laws and regulations,
including those governing the discharge of pollutants into the environment, the storage, handling, use, treatment and
disposal of hazardous substances and wastes and the health and safety of our employees. Under these laws and regulations,
we may be held liable for all costs arising out of any release of hazardous substances on, under or from any of our current
or former properties or any off-site location to which we sent or arranged to be sent wastes for disposal or treatment, and
such costs may be material. We could also be held liable for any and all consequences arising out of human exposure to
such substances or other hazardous substances that may be attributable to our products or other environmental damage. In
addition, some of these laws and regulations require our facilities to operate under permits that are subject to renewal or
modification. These laws, regulations and permits can require expensive pollution control equipment or operational
changes to limit actual or potential impacts to the environment. Violations of these laws, regulations or permits can also
result in the imposition of substantial penalties, permit revocations and/or facility shutdowns.
We have received permits from the environmental regulatory authorities in Indiana and North Carolina to close
and to provide post-closure monitoring and care for certain areas of our Kokomo and Mountain Home facilities that were
used for the storage and disposal of wastes, some of which are classified as hazardous under applicable regulations. We
are required to monitor groundwater and to continue post-closure maintenance of the former disposal areas at each site.
30
As a result, we are aware of elevated levels of certain contaminants in the groundwater and additional corrective action
could be required. Additionally, it is possible that we could be required to undertake other corrective action for any other
solid waste management unit or other conditions existing or determined to exist at our facilities. We are unable to estimate
the costs of any further corrective action, if required. However, the costs of future corrective action at these or any other
current or former sites could have a material adverse effect on our business.
We may also incur liability for alleged environmental damages associated with the off-site transportation and
disposal of hazardous substances. Our operations generate hazardous substances, many of which we accumulate at our
facilities for subsequent transportation and disposal or recycling by third parties off-site. Generators of hazardous
substances which are transported to disposal sites where environmental problems are alleged to exist are subject to liability
under CERCLA and state counterparts. In addition, we may have generated hazardous substances disposed of at sites
which are subject to CERCLA or equivalent state law remedial action. We have been named as a potentially responsible
party at one site. CERCLA imposes strict, joint and several liabilities for investigatory and cleanup costs upon hazardous
substance generators, site owners and operators and other potentially responsible parties regardless of fault. If we are
named as a potentially responsible party at other sites in the future, the costs associated with those future sites could have
a material adverse effect on our business.
Environmental laws are complex, change frequently and have tended to become increasingly stringent over time,
including those relating to greenhouse gases. While we have budgeted for future capital and operating expenditures to
comply with environmental laws, changes in any environmental law may directly or indirectly increase our costs of
compliance and liabilities arising from any past or future releases of, or exposure to, hazardous substances and may
materially adversely affect our business. See “Business—Environmental Matters.”
Government regulation is increasing and if we fail to comply with such increased regulation, we could be subject to
fines, penalties and expenditures.
The United States Congress has adopted several significant pieces of legislation, such as the Sarbanes-Oxley Act
of 2002 and the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010, including conflict minerals
regulations, that affect our operation as well as those of other publicly traded companies. In addition, regulations relating
to data protection and privacy law have become increasingly stringent. Further, the government has enacted significant
laws and regulations related to the COVID-19 pandemic (including vaccination and other safety-related requirements)
with which we must comply. We may be subject to significant fines and penalties, as well as reputational risks or customer
disqualification or dissatisfaction, if we fail to comply with these laws or their implementing regulations, and the
increasingly stringent regulations could require us to make additional unforeseen expenditures. Any such fines, penalties
or expenditures could have a material adverse effect on our business.
Our business is affected by federal rules, regulations and orders applicable to some of our customers who are
government contractors.
A number of our products are manufactured and sold to customers who are parties to U.S. government contracts
or subcontracts. Consequently, we are indirectly subject to various federal rules, regulations and orders applicable to
government contractors. From time to time, we are also subject to government inquiries and investigations of our business
practices due to our participation in government programs. These inquiries and investigations are costly and consuming of
internal resources, and costs are expected to increase. Violations of applicable government rules and regulations could
result in civil liability, in cancellation or suspension of existing contracts or in ineligibility for future contracts or
subcontracts funded in whole or in part with federal funds, any of which could have a material adverse effect on our
business.
Our business could be materially and adversely affected by climate change and related matters.
We analyze climate change risks in two separate categories: transition risks and physical risks. Transition risks
are those risks relating to the transition of the global economy to a focus on more climate-friendly technologies. This
transition could have adverse financial impacts on us in several ways. For instance, more stringent environmental policies
or regulations could lead to increased expenses relating to green-house gas emissions or other emissions that could increase
31
our operating costs. Enhanced emissions-reporting or shifting technology could require us to write off or impair assets or
retire existing assets early. Increased environmental mandates could also increase our exposure to litigation. We could be
required to incur increased costs and significant capital investment to transition to lower emissions technology. In addition,
overall market shifts could increase costs of our raw materials and cause unexpected shifts in energy costs. Market shifts
could also bring a prompt change in our overall revenue mix and sources, resulting in reduced demand in alloys and a
decrease in revenues. Focus on sustainability has increased, and the entire industry could be stigmatized as not friendly
to the environment, which could adversely affect our reputation and our business, including due to difficulties in employee
hiring and retention and our ability to access capital. Any of these matters could materially and adversely affect our
business, financial condition or results of operations.
Physical risks from climate change that could affect our business include acute weather events such as floods,
tornadoes or other severe weather and ongoing changes such as rising temperatures or extreme variability in weather
patterns. These events could lead to increased capital costs from damage to our facilities, increased insurance premiums
or reduced revenue from decreased production capacity based on supply chain interruptions. Any of these events could
have a material adverse effect on our business, financial condition or results of operations.
Our business subjects us to risk of litigation claims, including those that might not be covered by insurance.
Litigation claims may relate to the conduct of our business, including claims pertaining to product liability,
commercial disputes, employment actions, employee benefits, compliance with domestic and federal laws and personal
injury. Due to the uncertainties of litigation, we might not prevail on claims made against us in the lawsuits that we
currently face, and additional claims may be made against us in the future. The outcome of litigation cannot be predicted
with certainty, and some of these lawsuits, claims or proceedings may be determined adversely to us. The resolution in
any reporting period of one or more of these matters could have a material adverse effect on our business, particularly in
the event that adverse outcomes are not covered by insurance.
Our insurance may not provide enough coverage or may not be available on terms that are acceptable to us.
We maintain various forms of insurance, including insurance covering claims related to our properties and risks
associated with our operations. Our existing property and liability insurance coverages contain exclusions and limitations
on coverage. From time-to-time, in connection with renewals of insurance, we have experienced additional exclusions and
limitations on coverage, larger self-insured retentions and deductibles and significantly higher premiums. Costs associated
with cybersecurity insurance coverage have increased dramatically, and we may be required to pay higher premiums or
deductibles or accept lower levels, or no, coverage for fiscal 2022. In the future, our insurance coverage may not cover
claims to the extent that it has in the past and the costs that we incur to procure insurance may increase significantly, either
of which could have an adverse effect on our business. Furthermore, the insurance industry, or our carriers specifically,
may continue to alter their business models in manners that are unfavorable to us, resulting in insufficient or more costly
coverage, which could adversely affect our business.
32
General Risk Factors
An interruption in energy services may cause manufacturing curtailments or shutdowns.
We rely upon third parties for our supply of energy resources consumed in the manufacture of our products. The
potential for curtailment of certain energy resources exists which could have a material adverse effect on our business.
The prices for and availability of electricity, natural gas, hydrogen, oil and other energy resources are subject to volatile
market conditions. These market conditions often are affected by political and economic factors, weather issues and other
factors, including those caused by the COVID-19 pandemic, which may be beyond our control. Disruptions in the supply
of energy resources have temporarily impaired, and could continue to impair, our ability to manufacture products for
customers. Further, increases in energy costs, which are outside of our control, or changes in costs relative to energy costs
paid by competitors, has and may continue to adversely affect our business. To the extent that these uncertainties cause
suppliers and customers to be more cost sensitive, increased energy prices may have an adverse effect on our business.
If we are unable to recruit, hire and retain skilled and experienced personnel, our ability to effectively manage and
expand our business will be harmed.
Our success largely depends on the skills, experience and efforts of our officers and other key employees who
may terminate their employment at any time. The loss of any of our senior management team could harm our business.
Our ability to retain our skilled workforce and our success in attracting and hiring new skilled employees will be a critical
factor in determining whether we will be successful in the future. We face challenges in hiring, training, managing and
retaining employees in certain areas including metallurgical researchers, equipment technicians and sales and marketing
staff. We also face hiring challenges relating to the location of our business. All of these risks have been exacerbated as
a result of the COVID-19 pandemic and the cost savings measures the Company has implemented as a result. In addition,
the COVID-19 pandemic has effected significant changes in the U.S. and international workforce which change the way
we approach recruitment and retention of talent. If we are unable to recruit, hire and retain skilled employees, our new
product and alloy development and commercialization could be delayed and our marketing and sales efforts could be
hindered, which would adversely impact our business.
Healthcare costs, including those related to healthcare legislation, have and may continue to impact our business.
The Patient Protection and Affordable Care Act and other legislation relating to healthcare have increased our
annual employee healthcare cost obligations. In addition, costs associated with healthcare generally, including our retiree
healthcare plans, are expected to continue to increase. We may also incur increased healthcare costs pursuant to legislation
or rule-making mandated in connection with the COVID-19 pandemic. This area of law is expected to continue to change,
and we cannot predict the effect that healthcare legislation or regulation, and the costs of healthcare in general, will
ultimately have on our business.
Any significant delay or problems in any future expansion of our operations could materially adversely affect our
business, financial condition and results of operations.
We have undertaken, and may continue to undertake, significant capital projects in order to enhance, expand
and/or upgrade our facilities and operational capabilities, including rebuilding the A&K line and 4-HI rolling system
upgrades. Our ability to achieve the anticipated increased revenues or otherwise realize acceptable returns on these
investments or other strategic capital projects that we may undertake is subject to a number of risks, many of which are
beyond our control, including the ability of management to ensure the necessary resources are in place to properly execute
these projects on time and in accordance with planned costs, the ability of key suppliers to deliver the necessary equipment
according to schedule, customer demand (which fluctuates as a result of the cyclical markets in which we operate, as well
as other factors) and our ability to implement these projects with minimal impact to our existing operations. In addition,
the cost to implement any given strategic capital project ultimately may prove to be greater than originally anticipated. If
we are not able to achieve the anticipated results from the implementation of any of our strategic capital projects, or if we
incur unanticipated implementation costs or delays, our business may be materially adversely affected.
33
We consider acquisitions, joint ventures and other business combination opportunities, as well as possible business unit
dispositions, as part of our overall business strategy, which involve uncertainties and potential risks that we cannot
predict or anticipate fully.
We intend to continue to strategically position our businesses in order to improve our ability to compete.
Strategies we may employ include seeking new or expanding existing specialty market niches for our products, expanding
our global presence, acquiring businesses complementary to existing strengths and continually evaluating the performance
and strategic fit of our existing business units. From time to time, management of the Company holds discussions with
management of other companies to explore acquisitions, joint ventures and other business combination opportunities as
well as possible business unit dispositions. As a result, the relative makeup of our business is subject to change.
Acquisitions, joint ventures and other business combinations involve various inherent risks, such as: assessing accurately
the value, strengths, weaknesses, contingent and other liabilities and potential profitability of acquisition or other
transaction candidates; the potential loss of key personnel of an acquired business; integration of technological systems;
our ability to achieve identified financial and operating synergies anticipated to result from an acquisition or other
transaction; diversion of the attention of certain management personnel from their day-to-day duties; and unanticipated
changes in business and economic conditions affecting an acquisition or other transaction. International acquisitions could
be affected by many additional factors, including, without limitation, export controls, exchange rate fluctuations, domestic
and foreign political conditions and deterioration in domestic and foreign economic conditions.
Our stock price is subject to fluctuations that may not be related to our performance as a result of being traded on a
public exchange.
The stock market can be highly volatile. The market price of our common stock is likely to be similarly volatile,
and investors in our common stock may experience a decrease in the value of their stock, including decreases unrelated to
our operating performance or prospects. The price of our common stock could be subject to wide fluctuations in response
to a number of factors, including, but not limited to, those described elsewhere in this “Risk Factors” section and those
listed below:
•
fluctuations in the market price of nickel (or other raw materials, such as cobalt, molybdenum or
ferrochrome) or energy;
• market conditions in the end markets into which our customers sell their products, principally aerospace,
power generation and chemical processing;
•
•
•
•
implementation of barriers to free trade between the United States and other countries;
announcements of technological innovations or new products and services by us or our competitors;
the operating and stock price performance of other companies that investors may deem comparable to us;
announcements by us of acquisitions, alliances, joint development efforts or corporate partnerships in the
high-temperature resistant alloy and corrosion-resistant alloy markets;
• market conditions in the technology, manufacturing or other growth sectors; and
•
rumors relating to us or our competitors.
We may not continue to pay dividends at the current rate or at all.
Any future payment of dividends, including the timing and amount thereof, will depend upon our Board of
Director’s assessment of the economic environment, our operations, financial condition, projected liabilities, compliance
with contractual restrictions in our credit agreement, restrictions imposed by applicable law and other factors.
34
Provisions of our certificate of incorporation and by-laws could discourage potential acquisition proposals and could
deter or prevent a change in control.
Some provisions in our certificate of incorporation and by-laws, as well as Delaware statutes, may have the effect
of delaying, deterring or preventing a change in control. These provisions, including those regulating the nomination of
directors, may make it more difficult for other persons, without the approval of our Board of Directors, to launch takeover
attempts that a stockholder might consider to be in his or her best interest. These provisions could limit the price that some
investors might be willing to pay in the future for shares of our common stock.
Recent actions by proxy advisory firms and large institutional shareholders may affect our stock price.
In recent periods, both Institutional Shareholder Services and Glass Lewis, two primary proxy advisory firms, as
well as large institutional investors, have emphasized the importance of disclosure regarding the environmental, social and
governance actions taken by publicly traded companies. If we are unable to achieve acceptable scores relating to these
matters, our stock price and reputation may be affected.
Item 1B. Unresolved Staff Comments
There are no unresolved comments by the staff of the U.S. Securities and Exchange Commission.
Item 2. Properties
Manufacturing Facilities. The Company owns manufacturing facilities in the following locations:
• Kokomo, Indiana—manufactures and sells all product forms, other than tubular and wire goods;
• Arcadia, Louisiana—manufactures and sells welded and seamless tubular goods; and
• Mountain Home, North Carolina—manufactures and sells high-performance alloy wire and small diameter
bar.
The Kokomo plant, the Company’s primary production facility, is located on approximately 180 acres of
industrial property and includes over 1.0 million square feet of building space. There are three sites consisting of (1) a
headquarters and research laboratory; (2) primary and secondary melting, forge press and several smaller hot mills; and
(3) the Company’s four-high Steckel rolling mill and sheet product cold working equipment, including two cold rolling
mills and three annealing furnaces. All alloys and product forms other than tubular and wire goods are produced in
Kokomo.
The Arcadia plant is located on approximately 42 acres of land and includes 202,500 square feet of buildings on
a single site. Arcadia uses feedstock produced in Kokomo to fabricate welded and seamless high-performance alloy pipe
and tubing and purchases extruded tube hollows to produce seamless titanium tubing. Manufacturing processes at Arcadia
require cold pilger mills, weld mills, draw benches, annealing furnaces and pickling facilities.
The Mountain Home plant is located on approximately 29 acres of land and includes approximately 100,000
square feet of building space. The Mountain Home facility is primarily used to manufacture finished high-performance
alloy wire. Finished wire products are also warehoused at this facility.
The owned facilities located in the United States are subject to a mortgage which secures the Company’s
obligations under its U.S. revolving credit facility with a group of lenders led by JPMorgan Chase Bank, N.A. For more
information, see Note 8 to the Consolidated Financial Statements included in this Annual Report on Form 10-K.
35
Service and Sales Centers. The service and sales centers, which stock and sell all product forms, contain
equipment capable of precision laser and water jet processing services to cut and shape products to customers’ precise
specifications. The Company owns service and sales centers in the following locations:
• Openshaw, England
• Lenzburg, Switzerland
The Openshaw plant, located near Manchester, England, consists of approximately 5 acres of land and over
85,000 square feet of buildings on a single site.
In addition, the Company leases service and sales centers, which stock and sell all product forms, in the following
locations:
• LaPorte, Indiana
• La Mirada, California
• Houston, Texas
• Windsor, Connecticut
• Shanghai, China
Sales Centers. The Company leases sales centers, which sell all product forms, in the following locations:
• Paris, France
• Singapore
• Milan, Italy
• Tokyo, Japan
During fiscal 2021, the Company consolidated its sales center in Zurich, Switzerland into the Lenzburg,
Switzerland service center.
On January 1, 2015, the Company entered into a finance lease agreement for the building that houses the assets
and operations of LaPorte Custom Metal Processing (LCMP). The finance asset and obligation are recorded at the present
value of the minimum lease payments. The asset is included in Property, plant and equipment, net on the Consolidated
Balance Sheet and is depreciated over the 20 year lease term. The long-term component of the finance lease obligation is
included in Long-term obligations (See Note 19. Long-term Obligations).
All owned and leased service and sales centers not described in detail above are single site locations and are less
than 100,000 square feet, except for the LaPorte service center which is approximately 230,000 square feet.
Item 3. Legal Proceedings
The Company is subject to extensive federal, state and local laws and regulations. Future developments and
increasingly stringent regulations could require the Company to make additional unforeseen expenditures for these matters.
The Company is regularly involved in litigation, both as a plaintiff and as a defendant, relating to its business and
operations. Such litigation includes, without limitation, federal and state EEOC administrative and judicial actions,
litigation of commercial matters, asbestos litigation and litigation and administrative actions relating to environmental
36
matters. For more information, see “Item 1. Business—Environmental Matters.” Litigation and administrative actions may
result in substantial costs and may divert management’s attention and resources, and the level of future expenditures for
legal matters cannot be determined with any degree of certainty.
Item 4. Mine Safety Disclosures
Not applicable.
37
Part II
Item 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity
Securities.
The Company’s common stock is listed on the NASDAQ Global Market (“NASDAQ”) and traded under the
symbol “HAYN”.
As of November 1, 2021, there were approximately 56 holders of record of the Company’s common stock.
The Company has historically paid quarterly cash dividends. Any decision to pay future cash dividends will be
made by the Company’s Board of Directors and will depend upon the Company’s earnings, financial condition and other
factors.
Set forth below is information regarding the Company’s stock repurchases during the fourth quarter of fiscal
2021.
Period
Maximum Number
(or Approximate
Dollar
Value[000's]) of
Shares (or Units)
that May Yet Be
Purchased Under
the Plans or
Programs
Total Number of
Shares (or Units)
Purchased as
Part of Publicly
Announced Plans
or Programs
Total Number of
Shares (or Units)
Purchased
Average Price Paid
per Share (or Unit
July 1-31, 2021 . . . . . . . . . . . . . . . . . . . . . . . .
August 1-31, 2021 . . . . . . . . . . . . . . . . . . . . .
September 1-30, 2021 . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
— $
—
136,729
136,729
$
—
—
36.46
36.46
— $
—
112,978
112,978 $
—
—
15,755
15,755
Cumulative Total Stockholder Return
The graph below compares the cumulative total stockholder return on the Company’s common stock to the
cumulative total return of the Russell 2000 Index, S&P MidCap 400 Index, and Peer Groups for each of the last five fiscal
years ended September 30. The cumulative total return assumes an investment of $100 on September 30, 2016 and the
reinvestment of any dividends during the period. The Russell 2000 is a broad-based index that includes smaller market
capitalization stocks. The S&P MidCap 400 Index is the most widely used index for mid-sized companies. Management
believes that the S&P MidCap 400 is representative of companies with similar market and economic characteristics to
Haynes. Furthermore, management also believes the Russell 2000 Index is representative of the Company’s current market
capitalization status and this index is also provided on a comparable basis. The companies included in the Peer Group
Index: Allegheny Technologies, Inc., Howmet Aerospace Inc.(formerly Arconic, Inc)., Carpenter Technology Corp.,
Commercial Metals, Inc., Insteel Industries, Inc., Kaiser Aluminum Corporation, Materion Corporation, Olympic Steel,
Inc., and Universal Stainless & Alloy Products, Inc. Management believes that the companies included in the Peer Groups,
taken as a whole, provide a meaningful comparison in terms of competition, product offerings and other relevant factors.
The total stockholder return for the peer groups is weighted according to the respective issuer’s stock market capitalization
at the beginning of each period.
38
COMPARISON OF 5 YEAR CUMULATIVE TOTAL RETURN
Among Haynes, The Russell 2000 Index, The S&P MidCap 400
Index and our Peer Group
Haynes International Inc.
S&P MidCap 400 Index
Russell 2000 Index
Peer Group
$200
$180
$160
$140
$120
$100
$80
$60
$40
$20
$0
2016
2017
2018
2019
ASSUMES $100 INVESTED ON SEP. 30, 2016
ASSUMES DIVIDEND REINVESTED
FISCAL YEAR ENDING SEP. 30, 2021
2020
2021
Haynes International, Inc. . . . . . . . . . . . . . . . . . . . . . . . .
Russell 2000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
S&P MidCap 400 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Peer Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2016
100.00
100.00
100.00
100.00
2017
99.09
120.74
117.52
116.97
2018
100.24
139.14
134.21
121.42
2019
104.05
126.77
130.87
119.85
2020
51.43
127.27
128.04
88.92
2021
115.51
187.94
183.97
160.07
39
Item 6. Selected Financial Data
This information should be read in conjunction with “Management’s Discussion and Analysis of Financial
Condition and Results of Operations” and the consolidated financial statements and related notes thereto included
elsewhere in this Annual Report on Form 10-K.
Amounts below are in thousands, except backlog, which is in millions, share and per share information and
average nickel price.
Statement of Operations Data:
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cost of sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Selling, general and administrative expense . . . . .
Research and technical expense . . . . . . . . . . . . . . .
Operating income (loss) . . . . . . . . . . . . . . . . . . . . .
Nonoperating retirement benefit expense . . . . . . .
Interest expense (income), net . . . . . . . . . . . . . . . .
Provision for (benefit from) income taxes . . . . . . .
Net income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income (loss) per share:
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dividends declared per common share . . . . . . . . .
Weighted average shares outstanding:
$
$
$
$
$
Year Ended September 30,
2019
2018
2020
2017
$
395,209
349,520
41,569
3,855
265
16,803
679
(7,027)
(10,190) $
$
435,326
379,491
47,030
3,785
5,020
8,238
836
17,697
(21,751) $
(0.83) $
(0.83) $
$
0.88
(1.75) $
(1.75) $
$
0.88
2021
337,661
297,931
43,470
3,403
(7,143)
1,470
1,170
(1,100)
(8,683)
380,530 $
335,898
40,307
3,713
612
6,822
1,288
(1,020)
(6,478) $
(0.53) $
(0.53) $
0.88 $
(0.71)
(0.71)
0.88
490,215
424,712
44,195
3,592
17,716
3,446
900
3,625
9,745
0.78
0.78
0.88
$
$
$
$
$
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12,397,099
12,397,099
12,419,564
12,419,564
12,445,212
12,480,908
12,470,664
12,470,664
12,499,609
12,499,609
Note that the Company implemented ASU 2017-07, Compensation – Retirement Benefits (Topic 715) on
October 1, 2018 on a retrospective basis. This guidance requires non-service costs components of retirement expense to
be reclassified outside of operating income to a new category titled “Nonoperating retirement benefit expense” in the
statement of operations. Gross margins were favorably impacted by the reclassification of the non-service cost
components of retirement expense. All prior periods have been adjusted for this change in accounting.
2017
2018
September 30,
2019
2020
2021
Balance Sheet Data:
Working capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Property, plant and equipment, net . . . . . . . . . . . . . . . . . . . . . . . . .
Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total debt and other finance obligations . . . . . . . . . . . . . . . . . . . . .
Long-term portion of debt and other finance obligations. . . . . . . . .
Accrued pension and postretirement benefits(1) . . . . . . . . . . . . . . . .
Stockholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cash dividends paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$ 300,468
192,556
621,819
7,896
7,896
208,476
333,772
11,009
$ 304,151
179,400
588,694
8,127
7,980
170,180
333,220
11,013
$ 311,793 $ 313,320
159,819
560,724
7,809
7,614
199,223
301,501
11,058
169,966
593,800
7,979
7,809
215,741
296,275
11,011
$ 287,393
147,248
546,455
7,613
7,385
109,722
343,321
11,175
Consolidated Backlog at Fiscal Quarter End(2):
1st quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2nd quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3rd quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4th quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$ 167.3
170.8
180.9
177.3
$ 205.7 $ 237.8 $ 237.6
204.7
253.0
174.6
254.9
153.3
235.2
212.3
220.6
216.0
$ 145.1
140.9
150.9
175.3
2017
2018
2019
2020
2021
40
Average nickel price per pound(3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Year Ended September 30,
2020
2019
2018
2017
2021
$ 5.10 $ 5.68 $ 8.02 $ 6.74 $ 8.80
(1)
(2)
(3)
Significant volatility in the pension and postretirement benefits liability has occurred due to many factors such as
changes in the discount rate used to value the future liability, variation in the return on assets and trends of
postretirement health care expenses incurred by the Company. These changes have been reflected in the Pension
and Postretirement Benefits Liability and a corresponding change to the accumulated other comprehensive loss
account. During fiscal 2021 as a part of a broader capital allocation strategy, the U.S. pension asset allocation
was changed to 30% equity and 70% fixed income as a part of a customized liability driven investment strategy
designed to secure the improved funding percentage and reduce interest rate and equity risk. In addition, a lump
sum funding of $15 million occurred in the fourth quarter of fiscal 2021. As a result, the net liability has dropped
$89.5 million and this volatility is expected to be significantly reduced going forward.
The Company defines backlog to include firm commitments from customers for delivery of product at established
prices. There are orders in the backlog at any given time which include prices that are subject to adjustment based
on changes in raw material costs, which can vary but is roughly 50% of the orders. Historically, approximately
70% of the backlog orders have shipped within six months and approximately 90% have shipped within
12 months. The backlog figures do not typically reflect that portion of the business conducted at service and sales
centers on a spot or “just-in-time” basis.
Represents the average price for a cash buyer as reported by the London Metals Exchange for the 30 days ending
on the last day of the period presented.
Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations
Please refer to page 2 of this Annual Report on Form 10-K for a cautionary statement regarding forward-looking
information.
Overview of Business
The Company is one of the world’s largest producers of high-performance nickel- and cobalt-based alloys in flat
product form, such as sheet, coil and plate. The Company is focused on developing, manufacturing, marketing and
distributing technologically advanced, high-performance alloys, which are used primarily in the aerospace, chemical
processing and industrial gas turbine industries. The global specialty alloy market includes stainless steel, titanium alloys,
general-purpose nickel alloys and high-performance nickel- and cobalt-based alloys. The Company competes primarily in
the high-performance nickel- and cobalt-based alloy sector, which includes high-temperature resistant alloys, or HTA
products, and corrosion-resistant alloys, or CRA products. The Company believes it is one of the principal producers of
high-performance alloy flat products in sheet, coil and plate forms. The Company also produces its products as seamless
and welded tubulars and in bar, billet and wire forms.
The Company has manufacturing facilities in Kokomo, Indiana; Arcadia, Louisiana; and Mountain Home, North
Carolina. The Kokomo facility specializes in flat products, the Arcadia facility specializes in tubular products and the
Mountain Home facility specializes in wire and small-diameter bar products. The Company distributes its products
primarily through its direct sales organization, which includes 11 service and/or sales centers in the United States, Europe
and Asia. All of these centers are Company-operated.
41
Overview of Markets
The following table includes a breakdown of net revenues, shipments and average selling prices to the markets
served by the Company for the periods shown.
2017
2018
Year Ended September 30,
2019
2020
2021
Amount
% of
Total
Amount
% of
Total
Amount
% of
Total
Amount
% of
Total
Amount
% of
Total
Net Revenues
(dollars in millions)
Aerospace . . . . . . . . . . . . . . . $ 192.5
70.5
Chemical processing . . . . . . .
61.5
Industrial gas turbine . . . . . . .
43.2
Other markets . . . . . . . . . . . .
Total product . . . . . . . . . . . .
367.7
Other revenue(1) . . . . . . . . . . .
27.5
Net revenues . . . . . . . . . . . . . $ 395.2
U.S. . . . . . . . . . . . . . . . . $ 235.5
Foreign . . . . . . . . . . . . . . $ 159.7
48.7 % $ 226.9
79.2
17.8
52.4
15.6
53.4
10.9
411.9
93.0
23.4
7.0
100.0 % $ 435.3
59.6 % $ 258.3
40.4 % $ 177.0
52.1 % $ 258.1
89.7
18.2
59.4
12.0
57.9
12.3
465.1
94.6
25.1
5.4
100.0 % $ 490.2
59.3 % $ 300.7
40.7 % $ 189.5
52.7 % $ 192.0
63.1
18.3
56.6
12.1
11.8
45.1
356.8
94.9
23.7
5.1
100.0 % $ 380.5
61.3 % $ 230.8
38.7 % $ 149.7
50.5 % $ 128.1
63.1
16.6
66.8
14.9
58.1
11.8
316.1
93.8
21.6
6.2
100.0 % $ 337.7
60.7 % $ 179.1
39.3 % $ 158.6
Shipments by Market
(millions of pounds)
Aerospace . . . . . . . . . . . . . . .
Chemical processing . . . . . . .
Industrial gas turbine . . . . . . .
Other markets . . . . . . . . . . . .
Total Shipments . . . . . . .
Average Selling Price Per
Pound
8.8
3.2
4.5
1.6
18.1
48.6 %
17.7
24.9
8.8
100.0 %
9.8
3.9
2.9
1.8
18.4
53.3 %
21.2
15.8
9.8
100.0 %
10.3
4.3
3.4
2.0
20.0
51.5 %
21.5
17.0
10.0
100.0 %
7.2
2.8
3.3
1.3
14.6
49.3 %
19.2
22.6
8.9
100.0 %
5.0
2.8
4.2
2.0
14.0
37.9 %
18.7
19.8
17.2
93.6
6.4
100.0 %
53.0 %
47.0 %
35.7 %
20.0
30.0
14.3
100.0 %
Aerospace . . . . . . . . . . . . . . . $ 21.76
22.28
Chemical processing . . . . . . .
13.77
Industrial gas turbine . . . . . . .
26.36
Other markets . . . . . . . . . . . .
Total product(2) . . . . . . . . . . .
20.30
21.81
Total average selling price . . .
$ 23.05
20.54
18.27
29.14
22.38
23.66
$ 25.11
20.80
17.44
28.35
23.21
24.46
$ 26.56
22.21
16.96
35.85
24.33
25.95
$ 25.81
22.40
15.95
28.46
22.56
24.10
(1)
(2)
Other revenue consists of toll conversion, royalty income, scrap sales and revenue recognized from the TIMET
agreement (see Note 16 in the Notes to the Consolidated Financial Statements). Other revenue does not include
associated shipment pounds.
Total product price per pound excludes “Other Revenue”.
Aerospace demand was moderately impacted in fiscal 2017 due to delays in the transition to new engine platforms
combined with some softness in demand driven by lower oil and fuel costs. Underpinning demand for new engines is a
desire for more fuel-efficiency and lower emissions, which had been tempered as a result of previous decreases in fuel
prices. The slight pull-back was temporary, and in fiscal 2018, aerospace volume hit record levels, and revenue in that
market increased 17.9% in that timeframe. Growth continued in fiscal 2019, with continued traction of the new generation
engine platforms in spite of the grounding of the Boeing 737 MAX aircraft. One of the Company’s core focus initiatives
was to increase prices, which contributed to the revenue increase. Fiscal 2019 sales into the aerospace market represented
a record year in both volume and revenue. Sales in the first half of fiscal 2020 were reduced with the continued grounding
and subsequent production halt of the Boeing 737 MAX aircraft. Sales in the second half of fiscal 2020 were further
severely impacted by the global COVID-19 pandemic causing significant reductions in air travel, which impacted both
new plane builds and aftermarket sales. Sales into the aerospace market have also been impacted by high inventory levels
of metal in the supply chain, which take time to work through the inventory and slows order volume to the Company.
Volume shipped into the aerospace market declined 30.1% in fiscal 2020 compared to the prior year. Volumes continued
to decline in the first quarter of fiscal year 2021, then began to increase by the end of fiscal 2021. Sales into the aerospace
market in fiscal year 2021 were 50% of the fiscal year 2019 levels. Continued growth is expected as the number of people
flying has improved and announced aircraft build rates have significantly increased. Single-aisle aircraft build rates
announced in the industry show significant growth in 2022 and back to 2019 levels in 2023.
42
Chemical processing revenue in fiscal 2018 increased 12.3% due to recovery in the base business, as well as a
moderate increase in specialty application projects. This growth continued in fiscal 2019 with net revenues into the
chemical processing market increasing 13.2%. The main driver of demand in this market is capital spending in the
chemical processing sector, driven by end-user demand for housing, automotive, energy and agricultural products. The
chemical processing market is sensitive to oil prices, currency fluctuations and fiscal policies as well as world economic
conditions and GDP growth. Additional drivers of demand in this market include the increase in North American
production of natural gas liquids and the further downstream processing of chemicals that may utilize equipment that
requires high-performance alloys. Increased sales to the chemical processing industry in fiscal 2018 and 2019 were related
to improvement in global spending in the chemical processing sector combined with the Company’s focus initiatives aimed
at improving volumes. Fiscal 2020 and 2021 volume and sales were significantly impacted by the global COVID-19
pandemic. Volume shipped into the chemical processing industry market declined 34.9% in fiscal 2020 compared to the
prior year and generally remained at that level across fiscal year 2021. Demand in this market is expected to rise with the
economic impact of the COVID decreasing (subject to continuing fluctuations) and higher oil prices fueling additional
capital expenditures in the chemical industry.
Sales to the industrial gas turbine market declined in years leading up to fiscal 2018, and fiscal 2018 volumes
represented less than half the volume of fiscal 2012 peak levels. Reported significant overcapacity in large-frame turbines
primarily used for electrical power generation combined with growth in renewable energy facilities have taken a toll on
demand for large-frame gas turbines. Two of the large OEM producers of large-frame turbines have restructured their
power generation businesses due to weak demand. Sales and volume began to recover in fiscal 2019 and the first half of
fiscal 2020. The recovery included a market share gain which began to gain traction in fiscal 2020. Industrial gas turbines
are beneficial in electricity generating facilities due to low capital cost at installation, fewer emissions than traditional
fossil fuel-fired facilities and favorable natural gas prices provided by availability of non-conventional (shale) gas supplies.
The global COVID-19 pandemic impacted this market, however sales declines were mitigated by the Company’s market
share gains as well as restocking beginning to occur in the supply chain. Sales declined only 4.7% in fiscal 2020 compared
to the prior year, then increased 18.0% in fiscal 2021 as the market share gain showed its full impact. The Company
continues its push for additional market share going forward.
The industries in the other markets category focus on upgrading overall product quality, improving product
performance through increased efficiency, prolonging product life and lowering long-term costs. Companies in these
industries are looking to achieve these goals through the use of “advanced materials” which support the increased use of
high-performance alloys in an expanding number of applications. Sales into the other markets category improved in both
fiscal 2018 and 2019. Sales in fiscal 2020 were significantly impacted by the global COVID-19 pandemic. Sales in fiscal
year 2021 increased 28.8% as the Company strategically sought increased mill volumes especially in the flue-gas
desulphurization industry to help improve fixed costs absorption challenges in the overall low volume environment in
early fiscal year 2021. Going forward, in addition to supporting and expanding the traditional businesses of oil and gas,
flue-gas desulfurization, automotive and heat treating, the Company expects increased levels of activity in non-traditional
markets such as fuel cells and alternative energy applications in the long term, post pandemic.
Other revenue consists primarily of toll conversion, but also includes royalty income, scrap sales and revenue
recognized from the TIMET agreement. The demand for toll conversion includes TIMET conversion demand completed
on the Company’s four-high Steckel hot rolling mill in Kokomo, Indiana, as well as conversion work completed through
LaPorte Custom Metal Products. Other revenue demand levels vary year-to-year based upon demand drivers in the
respective markets of the Company’s tolling customers. The global COVID-19 pandemic impacted tolling revenue,
particularly revenue from those tolling customers that sell into the aerospace market. In fiscal 2021, other revenue
represented 6.4% of net sales. Other revenue does not include associated shipment pounds because the metal is not owned
by the Company.
COVID-19 Pandemic
COVID-19 related disruptions negatively impacted the Company’s financial and operating results in the second
half of fiscal 2020 and throughout fiscal 2021 and could continue to materially affect the Company’s financial condition
and results of operations. In particular, the pandemic negatively impacted the aerospace supply chain. The Company has,
during this time period, accepted, with select aerospace customers, requests to delay the shipment of orders and in some
43
cases cancellations. Markets other than aerospace have also been depressed with uncertainty and tight cash management
impacting customer ordering patterns. The Company has taken significant actions to position itself to manage through the
current market disruption caused by COVID-19.
Summary of Capital Spending
Capital spending was $9.4 million and $5.9 million in fiscal 2020 and 2021, respectively, and the forecast for
capital spending in fiscal 2022 is approximately $17.7 million, which is approaching the Company’s depreciation levels.
Capital Allocation Strategy
On July 28, 2021, the Company announced a multi-faceted capital allocation strategy which includes 1) a share
repurchase plan because management believes that repurchasing the Company’s stock at current market prices represents
an attractive capital allocation strategy for the Company. Management of the Company feels this is a unique opportunity
to repurchase shares well below the intrinsic value of the Company given the outlook of the markets it serves, particularly
the anticipated recovery in commercial aerospace, combined with gross margin expansion strategies 2) the recent adoption
of a glide path for the U.S. pension plan to help secure improvements in funding percentage realized this fiscal year and
3) a U.S. pension plan accelerated funding strategy with the intention of fully funding the plan in approximately three
years or less. These steps represent significant actions to de-risk the U.S. pension plan and strive to eliminate the largest
liability on our balance sheet.
Further details of each strategy are as follows:
• Share Repurchase Plan: On July 28, 2021, the Board of Directors authorized the use of up to $20.0 million
of available cash to purchase shares of the Company's common stock for a period of one year. The Board
adopted the repurchase plan because it believed that repurchasing the Company’s stock at then-current
market prices presented an attractive capital allocation strategy for the Company given the available options
for the use of capital. Under the share repurchase plan, the Company is authorized to repurchase outstanding
shares of its common stock in the open market or in privately negotiated transactions. In the fourth quarter
of fiscal 2021, the Company repurchased 112,978 shares with an aggregate purchase price of $4.2 million,
under this authorization. As of September 30, 2021, there is $15.8 million remaining under the July 2021
authorization that is available to be re-purchased. The share repurchase plan may be suspended, modified or
discontinued at any time, and the Company has no obligation to repurchase any amount of its common stock
under the plan. The Company intends to make all repurchases and to administer the plan in accordance with
applicable laws and regulatory guidelines, including Rule 10b5-1 and Rule 10b-18 under the Securities
Exchange Act of 1934, as amended.
• Recent Adoption of Pension Plan Glide Path: The Company adopted a glide path strategy that changed the
U.S. pension plan asset allocation with the intention of securing the improvement in pension plan funding
percentage from 68% at September 30, 2020 to over 91% as of September 30, 2021. This improved funding
was driven by better than expected return on plan assets combined with favorable movement of interest rates
as well as pension contributions of $21 million. In addition, this strategy includes a customized liability-
driven investment strategy that is expected to substantially reduce the plan’s future interest rate risk and an
asset allocation designed to reduce the plan’s equity risk, both of which are expected to reduce the volatility
of pension expense going forward.
• Accelerated Funding Strategy: The Company also increased pension funding levels to further reduce the
pension liability as it strives to be fully funded with a zero net liability, in approximately two to three years,
depending on future valuations and market conditions. The Company began this strategy with additional
funding of $15.0 million in plan contributions in fiscal 2021 in addition to the current $6.0 million funding
level ($21 million total). Additional future funding levels will be determined based upon market conditions
and the Company’s financial position.
44
Valuation of the Pension Plan and the Retiree Healthcare Plan
The actuarial valuation of the U.S. pension and retiree healthcare plans on September 30, 2021 included a
favorable increase in the discount rates used to measure the plan liabilities along with other favorable items including
higher than expected return on plan assets and continued favorable retiree health care spending. The U.S. defined benefit
pension net liabilities decreased from $105.2 million at the beginning of the year to $26.1 million at September 30, 2021.
The funding percentage of assets to benefit obligation increased from 68.0% as of September 30, 2020 to 91.3% as of
September 30, 2021. These amounts do not include the United Kingdom pension plan which is an $8.4 million net asset
(shown in other assets on the consolidated balance sheet) or two small nonqualified pension plans with a liability of $0.6
million. In addition, the post-retirement health care liability, which is unfunded, declined from $93.3 million at
September 30, 2020 to $83.0 million at September 30, 2021. This favorable valuation is expected to reduce expense in
fiscal 2022 by $6.0 million, reflected primarily in the Nonoperating Retirement Benefit Expense in the Statement of
Operations.
Volumes and Pricing
In fiscal 2019, volume shipped in the fourth quarter was 5.4 million pounds. Moving into the first half of fiscal
2020, volumes were negatively impacted by the grounding and subsequent production halt of the Boeing 737 MAX
aircraft. The second half of fiscal 2020 was then significantly impacted by the global COVID-19 pandemic, which lowered
volumes in the third and fourth quarter. Moving into fiscal year 2021, the pandemic continued to dramatically impact
volumes with first quarter volumes bottoming at 2.8 million pounds. The second quarter began to improve with 3.5 million
pounds, and the third and fourth quarters were 3.7 and 4.0 million pounds shipped, respectively.
While volumes shipped into the aerospace market began to improve in the fourth quarter of fiscal 2021, significant
growth is still expected as the market begins its recovery. Aerospace volumes in fiscal 2021 were 31.3% below volumes
of fiscal year 2020 and 51.7% below volumes of fiscal 2019. Published build rates of single aisle aircraft show significant
growth expected in fiscal year 2022 and generally a return to 2019 levels in fiscal year 2023.
Volumes in the chemical processing market were relatively flat in fiscal year 2021 compared to 2020 with demand
continuing to be impacted by the pandemic as well as weather-related events and supply chain challenges. Industrial gas
turbine volumes were up 25.5% in fiscal year 2021 compared to 2020 driven by market share gain initiatives gaining
traction. Volume in other markets grew 62.2% in fiscal year 2021 compared to 2020, led by increases in shipments to the
flue gas desulphurization (FGD), oil & gas, nuclear and wear resistant markets. The largest growth occurred in the FGD
market as business conditions continue to improve in the aerospace market. The Company expects to see a reduction in
FGD shipments as it utilizes manufacturing capacity on higher-value products.
The product average selling price per pound in fiscal 2021 was $22.56, which is a 7.3% decrease over last fiscal
year. The decrease is significantly driven by changes in product mix (both alloy and form) to lower value products and
markets to increase volumes and combat fixed cost absorption headwinds. This is most evident in other markets with a
20.6% reduction in average selling price per pound to products described in the preceding paragraph in the FGD market.
This lower value mix is expected to improve as the Company utilizes its manufacturing capacity on higher value products
when demand in the aerospace market recovers. Multiple price increases have been announced, which is expected to offset
inflation and continue to improve profitability.
The average market price of nickel as reported by the London Metals Exchange for the 30-days ending
September 30, 2021 was $8.80 as compared to the prior year 30-days ending September 30, 2020 average market price of
$6.74 per pound. The Company values inventory utilizing the first-in, first-out (“FIFO”) inventory costing methodology.
In a period of decreasing raw material costs, the FIFO inventory valuation normally results in higher costs of sales as
compared to the last-in, first out method. Conversely, in a period of rising prices, the FIFO inventory valuation normally
results in lower costs of sales as compared to the last-in, first out method.
45
Gross Profit Margin Trend Performance
The following tables show net revenue, gross profit margin and gross profit margin percentage for fiscal 2020
and fiscal 2021.
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross Profit Margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross Profit Margin % . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$ 108,453
18,743
17.3%
$ 111,563 $
19,296
17.3%
December 31 March 31
June 30
80,576 $
2,639
3.3%
September 30
79,938
3,954
4.9%
Trend of Gross Profit Margin and Gross Profit Margin
Percentage for Fiscal 2020
Quarter Ended
Trend of Gross Profit Margin and Gross Profit Margin
Percentage for Fiscal 2021
Quarter Ended
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross Profit Margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross Profit Margin % . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
72,177
987
1.4%
$
82,063 $
8,385
10.2%
December 31 March 31
June 30
88,143 $
13,658
15.5%
September 30
95,278
16,700
17.5%
The significant drop in volumes resulting from the COVID-19 pandemic compressed margins significantly in the
third and fourth quarters of fiscal 2020 and most significantly the first quarter of fiscal 2021. These low volume levels
created a significant fixed cost absorption headwind which required a direct charge to cost of goods sold for excess fixed
overhead per pound incurred due to abnormally low production levels that could not be capitalized into inventory. In the
third and fourth quarter of fiscal 2020, the Company charged $5.9 million and $4.0 million, respectively. In fiscal 2021,
the direct charges continued each quarter at $5.9 million, $2.8 million, $2.0 million and $0.8 million. As volumes recover,
the direct charge diminishes. No direct charges are expected going forward.
The Company’s focus initiatives have reduced the volume breakeven point by over 25%. The Company
previously struggled to be profitable at roughly 5.0 million pounds. In fiscal 2021 with the current product mix, the
Company can generate profits at lower volumes as demonstrated in the third quarter of fiscal 2021, producing a positive
net income at only 3.7 million pounds shipped. The gross profit margin percentage improved over fiscal 2021 and ended
in the fourth quarter above the pre-pandemic levels at 17.5%. Going forward, the Company anticipates improvement in
volumes and net revenue driven by the expected aerospace market recovery.
Controllable Working Capital
Controllable working capital, which includes accounts receivable, inventory, accounts payable and accrued
expenses, was $238.7 million at September 30, 2021, a decrease of $26.3 million or 9.9% from $264.9 million at
September 30, 2020. This decrease resulted primarily from accounts payable and accrued expenses increasing by $35.5
million in the aggregate, partially offset by accounts receivable increasing by $6.8 million and inventory increasing by
$2.4 million. As compared to the third quarter ended June 30, 2021, controllable working capital increased $6.4 million,
or 2.8%. This increase resulted primarily from inventory increasing $17.8 million as we built work-in-process inventory
to support the increasing demand and accounts receivable increasing $6.0 million, partially offset by increases in accounts
payable and accrued expenses of $17.4 million in the aggregate.
Dividends Declared
On November 18, 2021, the Company announced that the Board of Directors declared a regular quarterly cash
dividend of $0.22 per outstanding share of the Company’s common stock. The dividend is payable December 15, 2021 to
stockholders of record at the close of business on December 1, 2021. The aggregate cash payout based on current shares
outstanding will be approximately $2.8 million, or approximately $11.1 million on an annualized basis if current dividend
levels are maintained.
46
Backlog
Set forth below is information relating to the Company’s backlog and the 30-day average nickel price per pound
as reported by the London Metals Exchange. This information should be read in conjunction with the consolidated financial
statements and related notes thereto and the remainder of “Management’s Discussion and Analysis of Financial Condition
and Results of Operations” included in this Annual Report on Form 10-K.
Quarter Ended
Quarter Ended
December 31, March 31,
June 30, September 30, December 31, March 31, June 30, September 30,
2019
2020
2020
2020
2020
2021
2021
2021
Backlog
Dollars (in thousands) . . . $
Pounds (in thousands) . . .
Average selling price per
237,620 $ 204,709 $ 174,639 $
6,930
8,231
5,643
153,266 $
5,485
145,143 $ 140,892 $ 150,915 $
5,607
5,622
6,642
175,299
7,084
pound . . . . . . . . . . . . . . $
28.87 $
29.54 $
30.95 $
27.94 $
25.89 $
25.06 $
22.72 $
24.75
Average nickel price per
pound
London Metals
Exchange(1) . . . . . . . . . . $
6.26 $
5.39 $
5.76 $
6.74 $
7.62 $
7.47 $
8.14 $
8.80
(1)
Represents the average price for a cash buyer as reported by the London Metals Exchange for the 30 days ending
on the last day of the period presented.
Order entry rates continued to increase each quarter of fiscal 2021. Backlog was $175.3 million at September 30,
2021, an increase of approximately $24.4 million, or 16.2%, from $150.9 million at June 30, 2021. The backlog dollars
increased during the fourth quarter of fiscal 2021 due to an 8.9% increase in backlog average selling price combined with
a 6.7% increase in backlog pounds. The increase in average selling price was due to a higher-value product mix in the
backlog.
Backlog increased by $22.0 million, or 14.4%, from $153.3 million at September 30, 2020 to $175.3 million at
September 30, 2021 due to a 29.2% increase in backlog pounds partially offset by an 11.4% decrease in backlog average
selling price. The increase in backlog pounds was primarily driven by increases in demand in the chemical processing and
industrial gas turbine markets. The decrease in average selling price was due to a lower-value product mix in the backlog.
Revenues by geographic area
Net revenues in fiscal 2019, 2020 and 2021 were generated primarily by the Company’s U.S. operations. Sales
to domestic customers comprised approximately 61%, 61% and 53% of the Company’s net revenues in fiscal 2019, 2020
and 2021, respectively. In addition, the majority of the Company’s operating costs are incurred in the U.S., as all of its
manufacturing facilities are located in the U.S. It is expected that net revenues will continue to be highly dependent on the
Company’s domestic sales and manufacturing facilities in the U.S.
The Company’s foreign and export sales were approximately $189.5 million, $149.8 million and $158.6 million
for fiscal 2019, 2020 and 2021, respectively. Additional information concerning foreign operations and export sales is set
forth in Note 14 to the Consolidated Financial Statements included in this Annual Report on Form 10-K.
47
Quarterly Market Information
Quarter Ended
Quarter Ended
December 31, March 31, June 30, September 30, December 31, March 31, June 30, September 30,
2019
2020
2020
2020
2020
2021
2021
2021
$
$
$
Net revenues (in thousands)
Aerospace . . . . . . . . . . . . . $
Chemical processing . . . . .
Industrial gas turbine . . . . .
Other markets . . . . . . . . . .
Total product revenue . . . .
Other revenue . . . . . . . . . .
Net revenues . . . . . . . . . . . . . $
Shipments by markets (in
thousands of pounds)
Aerospace . . . . . . . . . . . . .
Chemical processing . . . . .
Industrial gas turbine . . . . .
Other markets . . . . . . . . . .
Total shipments . . . . . . . . . . .
Average selling price per
pound
58,843 $
16,712
13,763
11,875
101,193
7,260
59,172
15,832
16,701
12,762
104,467
7,096
108,453 $ 111,563
$ 40,375
12,143
13,673
11,203
77,394
3,182
$ 80,576
2,303
788
825
306
4,222
2,261
689
990
386
4,326
1,523
578
768
302
3,171
Aerospace . . . . . . . . . . . . . $
Chemical processing . . . . .
Industrial gas turbine . . . . .
Other markets . . . . . . . . . .
25.55 $
21.21
16.68
38.81
26.17
22.98
16.87
33.06
$ 26.51
21.01
17.80
37.10
Total average selling price
(product only; excluding
other revenue) . . . . . . . . . . .
Total average selling price
23.97
24.15
24.41
(including other revenue) . . .
25.69
25.79
25.41
Results of Operations
$
$
$
33,590
18,483
12,439
9,259
73,771
6,167
79,938
1,142
789
752
264
2,947
29.41
23.43
16.54
35.07
25.03
27.13
24,555
15,256
13,967
12,779
66,557
5,620
72,177
904
601
798
489
2,792
27.16
25.38
17.50
26.13
23.84
25.85
$
$
$
30,601 $ 33,950 $
15,068
16,436
15,546
77,651
4,412
82,063 $ 88,143 $
17,010
17,835
13,709
82,504
5,639
1,177
682
1,064
599
3,522
1,354
814
1,147
415
3,730
26.00 $ 25.07 $
22.09
15.45
25.95
20.90
15.55
33.03
22.05
22.12
23.30
23.63
38,966
15,813
18,534
16,056
89,369
5,909
95,278
1,528
722
1,178
538
3,966
25.50
21.90
15.73
29.84
22.53
24.02
This section of this Form 10-K generally discusses 2021 and 2020 items and year-to-year comparisons between
2021 and 2020. For discussion related to 2019 items and year-to-year comparisons between 2020 and 2019 that are not
included in this Form 10-K, please refer to Part II, Item 7. Management’s Discussion and Analysis of Financial Condition
and Results of Operations in our 2020 Form 10-K, filed with the United States Securities and Exchange Commission on
November 19, 2020.
48
Year Ended September 30, 2021 Compared to Year Ended September 30, 2020
($ in thousands, except per share figures)
Net revenues . . . . . . . . . . . . . . . . . . . . . $
Cost of sales . . . . . . . . . . . . . . . . . . . . . .
Gross profit . . . . . . . . . . . . . . . . . . . . . .
Selling, general and administrative
expense . . . . . . . . . . . . . . . . . . . . . . . .
Research and technical expense . . . . . .
Operating income (loss) . . . . . . . . . .
Nonoperating retirement benefit
expense . . . . . . . . . . . . . . . . . . . . . . . .
Interest income . . . . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . .
Income (loss) before income taxes . . . .
Provision for (benefit from) income
taxes . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income (loss) . . . . . . . . . . . . . . $
Net income (loss) per share:
Basic . . . . . . . . . . . . . . . . . . . . . . . . . $
Diluted . . . . . . . . . . . . . . . . . . . . . . . . $
Weighted average shares outstanding:
Year Ended September 30,
Change
2020
2021
Amount
380,530 100.0 % $
335,898
44,632
88.3 %
11.7 %
337,661 100.0 % $ (42,869)
297,931
39,730
88.2 % (37,967)
(4,902)
11.8 %
%
(11.3)%
(11.3)%
(11.0)%
40,307
3,713
612
6,822
(44)
1,332
(7,498)
(1,020)
(6,478)
(0.53)
(0.53)
10.6 %
1.0 %
0.2 %
1.8 %
(0.0)%
0.4 %
(2.0)%
(0.3)%
(1.7)% $
$
$
43,470
3,403
(7,143)
12.9 %
1.0 %
(2.1) %
3,163
(310)
(7,755)
7.8 %
(8.3)%
(1,267.2)%
0.4 %
(0.0) %
0.4 %
(2.9) %
(5,352)
28
(146)
(2,285)
(0.3) %
(80)
(2.6) % $ (2,205)
(78.5)%
(63.6)%
(11.0)%
30.5 %
7.8 %
34.0 %
1,470
(16)
1,186
(9,783)
(1,100)
(8,683)
(0.71)
(0.71)
Basic . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted . . . . . . . . . . . . . . . . . . . . . . . .
12,470,664
12,470,664
12,499,609
12,499,609
49
The following table includes a breakdown of net revenues, shipments and average selling prices to the markets
served by the Company for the periods shown.
By market
Year Ended
September 30,
Change
2020
2021
Amount
%
Net revenues (dollars in thousands)
Aerospace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Chemical processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Industrial gas turbine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total product revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pounds by market (in thousands)
Aerospace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Chemical processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Industrial gas turbine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total shipments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Average selling price per pound
Aerospace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Chemical processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Industrial gas turbine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total product (excluding other revenue) . . . . . . . . . . . . . . .
Total average selling price (including other revenue) . . . .
$
$
$
$
191,980
63,170
56,576
45,099
356,825
23,705
380,530
7,229
2,844
3,335
1,258
14,666
26.56
22.21
16.96
35.85
24.33
25.95
$
$
$
$
128,072
63,147
66,772
58,090
316,081
21,580
337,661
$
$
(63,908)
(23)
10,196
12,991
(40,744)
(2,125)
(42,869)
4,963
2,819
4,187
2,041
14,010
25.81
22.40
15.95
28.46
22.56
24.10
$
$
(2,266)
(25)
852
783
(656)
(0.75)
0.19
(1.01)
(7.39)
(1.77)
(1.85)
(33.3)%
— %
18.0 %
28.8 %
(11.4)%
(9.0)%
(11.3)%
(31.3)%
(0.9)%
25.5 %
62.2 %
(4.5)%
(2.8)%
0.9 %
(6.0)%
(20.6)%
(7.3)%
(7.1)%
Net Revenues. Net revenues were $337.7 million in fiscal 2021, a decrease of 11.3% from $380.5 million in fiscal
2020. Volume was 14.0 million pounds in fiscal 2021, a decrease of 4.5% from 14.7 million pounds in fiscal 2020, with
decreases in aerospace and chemical processing, partially offset by increases in industrial gas turbine and other markets.
The decrease in volume is primarily caused by COVID-19 and issues in the aerospace supply chain due to the 737 MAX,
partially offset by increased volumes in the industrial gas turbine and flue gas desulphurization markets. The product
average selling price was $22.56 per pound in fiscal 2021, a decrease of 7.3%, or $1.77, from $24.33 per pound in fiscal
2020. The product average selling price per pound decreased as a result of a lower-value product mix and other pricing
considerations (such as customer mix, timing of customer agreement adjustors, etc.) as compared to fiscal 2020, which
decreased the product average selling price per pound by approximately $3.02, partially offset by higher raw material
market prices, which increased average selling price per pound by approximately $1.25.
Sales to the aerospace market were $128.1 million in fiscal 2021, a decrease of 33.3% from $192.0 million in
fiscal 2020, due to a 31.3% decrease in volume coupled with a 2.8% decrease in average selling price per pound. The
decrease in volume was due to the impact of COVID-19 on the aerospace market and the reduced demand in the supply
chain for the Boeing 737 MAX. The lower average selling price per pound shipped reflects a lower-value product mix,
increased competition and other pricing factors, which decreased average selling price per pound by $1.89, partially offset
by higher raw material market prices, which increased average selling price per pound by approximately $1.14.
Sales to the chemical processing market were $63.1 million in fiscal 2021, relatively flat with sales of $63.2
million in fiscal 2020 on comparable volumes and average selling price per pound. The average selling price per pound
reflects an increase in raw material market prices, which increased average selling price per pound by approximately $1.48,
partially offset by a lower-value product mix and increased competition and other pricing factors, which decreased average
selling price per pound by approximately $1.29.
50
Sales to the industrial gas turbine market were $66.8 million in fiscal 2021, an increase of 18.0% from
$56.6 million in fiscal 2020, due to an increase in volume of 25.5%, partially offset by a decrease in average selling price
per pound of 6.0%, or $1.01. The increase in volume is primarily attributable to the impact of the Company’s share gain
initiative. The decrease in average selling price per pound primarily reflects lower pricing due to competition and other
factors combined with a lower-value product mix, which decreased average selling price per pound by approximately
$2.23, partially offset by higher raw material market prices, which increased the average selling price per pound by
approximately $1.22.
Sales to other markets were $58.1 million in fiscal 2021, an increase of 28.8% from $45.1 million in fiscal 2020,
due to a 62.2% increase in volume, partially offset by a 20.6%, or $7.39, decrease in average selling price per pound. The
increase in volume was primarily due to an increase in sales to the flue-gas desulfurization market. The decrease in average
selling price reflects a lower-value product mix, increased competition and other factors, which decreased average selling
price per pound by approximately $8.64, partially offset by higher raw material market prices, which increased average
selling price per pound by approximately $1.25.
Other Revenue. Other revenue was $21.6 million in fiscal 2021, a decrease of 9.0% from $23.7 million in fiscal
2020. The decrease in other revenue is primarily attributable to decreased toll conversion services.
Cost of Sales. Cost of sales was $297.9 million, or 88.2% of net revenues, in fiscal 2021 compared to
$335.9 million, or 88.3% of net revenues, in fiscal 2020. This decrease was primarily due to lower volumes sold combined
with continued traction in the Company’s cost reduction initiatives, partially offset by lower fixed-cost absorption.
Gross Profit. As a result of the above factors, gross profit was $39.7 million in fiscal 2021, a decrease of
$4.9 million from $44.6 million in fiscal 2020. Gross profit as a percentage of net revenue increased to 11.8% in fiscal
2021 as compared to 11.7% in fiscal 2020 despite shipped volumes decreasing by 4.5%, reflecting the continued traction
of the Company’s cost reduction initiatives and pricing initiatives.
Selling, General and Administrative Expense. Selling, general and administrative expense was $43.5 million for
fiscal 2021, an increase of $3.2 million, or 7.8%, from $40.3 million in fiscal 2020. This increase is primarily attributable
to higher incentive compensation expenses, which were partially offset by significant cost-saving measures taken as a
result of the COVID-19 pandemic, including headcount reductions and other measures. Selling, general and administrative
expense as a percentage of net revenues increased to 12.9% in fiscal 2021 compared to 10.6% in fiscal 2020.
Research and Technical Expense. Research and technical expense was $3.4 million, or 1.0% of net revenues, for
fiscal 2021, compared to $3.7 million, or 1.0% of net revenues, in fiscal 2020.
Operating Income/(Loss). As a result of the above factors, operating loss in fiscal 2021 was $(7.1) million,
compared to operating income of $0.6 million in fiscal 2020.
Nonoperating retirement benefit expense. Nonoperating retirement benefit expense was $1.5 million in fiscal
2021, compared to $6.8 million in fiscal 2020. The decrease in expense was primarily driven by favorable retiree health
care spending and higher than expected return on plan assets in the September 30, 2020 valuation.
Income Taxes. Income tax benefit was $1.1 million during fiscal 2021, a difference of $0.1 million from a benefit
of $1.0 million in the same period of fiscal 2020, driven by a tax rate change in the United Kingdom that resulted in an
increase to deferred tax expense of $0.4 million, partially offset by an increase in loss before taxes of $2.3 million, which
resulted in a higher tax benefit.
Net Income/(Loss). As a result of the above factors, net loss for fiscal 2021 was $(8.7) million, a change of $2.2
million from net loss of $(6.5) million in fiscal 2020.
51
Liquidity and Capital Resources
Comparative cash flow analysis (2020 to 2021)
The Company had cash and cash equivalents of $47.7 million at September 30, 2021, inclusive of $17.3 million
that was held by foreign subsidiaries in various currencies, compared to $47.2 million at September 30, 2020.
Additionally, there were zero borrowings against the line of credit outstanding as of September 30, 2021. The Company
has access to a total of $100 million of availability on the line of credit, subject to a borrowing base formula and certain
reserves. During fiscal 2021, the Company’s primary sources of cash were cash on-hand and cash from operations as
detailed below.
Net cash provided by operating activities was $23.3 million in fiscal 2021 compared to net cash provided by
operating activities of $36.2 million in fiscal 2020, a decrease of $12.9 million. The decrease was primarily driven by
increases in accounts receivable of $6.2 million in fiscal 2021 compared to decreases in accounts receivable of $26.7
million during fiscal 2020, increases in inventory of $0.8 million in fiscal 2021 compared to decreases in inventory of
$15.3 million during fiscal 2020 and increases in other assets of $4.9 million in fiscal 2021 as compared to decreases in
other assets of $0.6 million during fiscal 2020 as well as a net loss of $(8.7) million in fiscal 2021 as compared to net loss
of $(6.5) million in fiscal 2020. In addition, changes in accrued pension and postretirement benefits reflect the lump-sum
payment of $15.0 million into the U.S. pension plan in the fourth quarter of fiscal 2021. These changes were partially
offset by increases in accounts payable of $33.9 million in fiscal 2021 as compared to a decrease in accounts payable of
$21.2 million during fiscal 2020.
Net cash used in investing activities was $5.9 million in fiscal 2021, which was lower than cash used in investing
activities during the same period of fiscal 2020 of $9.4 million, driven by lower additions to property, plant and equipment.
Net cash used in financing activities was $17.4 million in fiscal 2021, which was greater than cash used in
financing activities during fiscal 2020 of $11.1 million, primarily as a result of purchases of treasury stock of $5.0 million
in fiscal 2021 as compared to $0.2 million in fiscal 2020 and payment for debt issuance costs of $1.0 million in fiscal 2021
as compared to $0.0 million in fiscal 2020. Dividends paid of $11.2 million in fiscal 2021 were comparable to the prior
year.
U.S. revolving credit facility
On October 19, 2020, the Company and JPMorgan Chase Bank, N.A. entered into a Credit Agreement (the
“Credit Agreement”) and related Pledge and Security Agreement with certain other lenders (the “Security Agreement”,
and, together with the Credit Agreement, the “Credit Documents”). The Credit Documents, which have a three-year term
expiring in October 2023, replaced the Third Amended and Restated Loan and Security Agreement and related agreements,
dated as of July 14, 2011, as amended, previously entered into between the Company, Wells Fargo Capital Finance, LLC
and certain other lenders. The Credit Agreement provides for revolving loans in the maximum amount of $100.0 million,
subject to a borrowing base and certain reserves. The Credit Agreement permits an increase in the maximum revolving
loan amount from $100.0 million up to an aggregate amount of $170.0 million at the request of the borrower if certain
conditions are met. Borrowings under the Credit Agreement bear interest, at the Company’s option, at either JPMorgan’s
“prime rate”, plus 1.25% - 1.75% per annum, or the adjusted Eurodollar rate used by the lender, plus 2.25% - 2.75% per
annum (with a LIBOR floor of 0.5%). Effective October 25, 2021, the Credit Agreement will replace LIBOR with SOFR
as the financial services industry and market participants are transitioning away from interbank offering rates. As of
September 30, 2021, the Credit Agreement had a zero balance. As of the same date, management believes the Company
was in compliance with all applicable financial covenants under the Credit Agreement.
The Company must pay monthly, in arrears, a commitment fee of 0.425% per annum on the unused amount of
the U.S. revolving credit facility total commitment. For letters of credit, the Company must pay a fronting fee of 0.125%
per annum as well as customary fees for issuance, amendments and processing.
The Company is subject to certain covenants as to fixed charge coverage ratios and other customary covenants,
including covenants restricting the incurrence of indebtedness, the granting of liens and the sale of assets. The covenant
pertaining to fixed charge coverage ratios is only effective in the event the amount of excess availability under the revolver
52
is less than the greater of (i) 12.5% of the maximum credit revolving loan amount and (ii) $12.5 million. The Company is
permitted to pay dividends and repurchase common stock if certain financial metrics are met. The Company may pay
quarterly cash dividends up to $3.5 million per fiscal quarter so long as the Company is not in default under the Credit
Documents. As of September 30, 2021, the most recent required measurement date under the Credit Agreement,
management believes the Company was in compliance with all applicable financial covenants under the Credit Agreement.
The Company currently believes it is not at material risk of not meeting its financial covenants over the next twelve months.
Borrowings under the Credit Agreement are collateralized by a pledge of substantially all of the U.S. assets of
the Company, including the equity interests in its U.S. subsidiaries, but excluding the four-high Steckel rolling mill and
related assets, which are pledged to Titanium Metals Corporation (“TIMET”) to secure the performance of the Company’s
obligations under a Conversion Services Agreement with TIMET (see discussion of TIMET at Note 16 in the Company’s
Notes to Consolidated Financial Statements in this Annual Report on Form 10-K). Borrowings under the Credit
Documents are also secured by a pledge of a 100% equity interest in each of the Company’s direct foreign subsidiaries.
Future sources of liquidity
The Company’s sources of liquidity for the next twelve months are expected to consist primarily of cash generated
from operations, cash on-hand and, if needed, borrowings under the U.S. revolving credit facility. At September 30, 2021,
the Company had cash of $47.7 million, an outstanding balance of zero on the U.S. revolving credit facility (described
above) and access to a total of approximately $100.0 million, subject to a borrowing base formula and certain reserves.
Management believes that the resources described above will be sufficient to fund planned capital expenditures, any
regular quarterly dividends declared and working capital requirements over the next twelve months.
The Company’s primary uses of cash over the next twelve months are expected to consist of expenditures related
to:
• Funding operations;
• Capital spending;
• Dividends to stockholders
• Repurchases of Company’s stock; and
• Pension and postretirement plan contributions.
Capital investment in fiscal 2021 was $5.9 million, and the plan for capital spending in fiscal 2022 is
$17.7 million.
53
Share Repurchase Program
On July 28, 2021, the Board of Directors authorized the use of up to $20 million to purchase shares of the
Company's common stock through July 27, 2022. The Board adopted the repurchase plan because it believes that
repurchasing the Company’s stock at current market prices presents an attractive capital allocation strategy for the
Company given the available options for the use of capital. In the fourth quarter of fiscal 2021, the Company repurchased
112,978 shares with an aggregate purchase price of $4.2 million, under this authorization. As of September 30, 2021,
there was $15.8 million remaining under the July 2021 authorization that is available to be used in the share repurchase
program. The share repurchase plan may be suspended, modified or discontinued at any time, and the Company has no
obligation to repurchase any amount of its common stock under the plan.
Contractual Obligations
The following table sets forth the Company’s contractual obligations for the periods indicated, as of
September 30, 2021:
Contractual Obligations
Payments Due by Period
Total
Less than
1 year
1-3 Years
3-5 Years
(in thousands)
More than
5 years
Credit facility fees(1) . . . . . . . . . . . . . . . . . . . . . . . .
Operating lease obligations (2) . . . . . . . . . . . . . . . .
Finance lease obligations . . . . . . . . . . . . . . . . . . . .
Raw material contracts (primarily nickel) . . . . . . .
Capital projects and other commitments . . . . . . . .
Pension plan(3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-qualified pension plans . . . . . . . . . . . . . . . . . .
Other postretirement benefits(4) . . . . . . . . . . . . . . .
Environmental post-closure monitoring . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
884 $
431 $
453 $
— $
3,663
14,607
31,036
7,753
26,663
622
82,964
566
$ 168,758
2,077
1,012
31,036
7,753
6,000
95
3,459
71
51,934
$
1,436
2,056
—
—
12,000
190
6,817
163
150
2,081
—
—
8,663
190
6,234
144
$
23,115 $ 17,462 $
—
—
9,458
—
—
—
147
66,454
188
76,247
(1)
(2)
(3)
(4)
As of September 30, 2021, the revolver balance was zero, therefore no interest is due. However, the Company is
obligated to the Bank for unused line fees and quarterly management fees.
Represents payments for all operating lease obligations, including short term lease obligations.
The Company has a funding obligation to contribute $26,663 to the domestic pension plan. These payments will
be tax deductible. All benefit payments under the domestic pension plan will come from the plan and not the
Company.
Represents expected other postretirement benefits based upon anticipated timing of payments.
Inflation or Deflation
The Company may be favorably or unfavorably impacted by inflation or deflation, resulting in a material impact
on its operating results. The Company attempts to pass onto customers both increases in consumable costs and material
costs because of the value-added contribution the material makes to the final product, however, the Company may not be
able to successfully offset a rapid increase in raw material costs adjustments to customer selling prices. In the event of
raw material price declines, the Company’s customers may delay order placement, resulting in lower volumes. In the event
of raw material price increases that the Company is unable to pass on to its customers, the Company’s cash flows or results
of operations could be materially adversely affected.
54
Critical Accounting Policies and Estimates
Overview
Management’s Discussion and Analysis of Financial Condition and Results of Operations discusses the
Company’s consolidated financial statements, which have been prepared in accordance with accounting principles
generally accepted in the United States of America. The preparation of these financial statements requires management to
make estimates and assumptions that affect the reported amounts of assets and liabilities and the disclosure of contingent
assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the
reporting period. On an ongoing basis, management evaluates its estimates and judgments, including those related to bad
debts, inventories, income taxes, asset impairments, retirement benefits, matters related to product liability and other
lawsuits and environmental matters. The process of determining significant estimates is fact specific and takes into account
factors such as historical experience, current and expected economic conditions, product mix, pension asset mix and, in
some cases, actuarial techniques and various other factors that are believed to be reasonable under the circumstances. The
results of this process form the basis for making judgments about the carrying values of assets and liabilities that are not
readily apparent from other sources. The Company routinely reevaluates these significant factors and makes adjustments
where facts and circumstances dictate. Actual results may differ from these estimates under different assumptions or
conditions.
The Company’s accounting policies are more fully described in Note 2 in the Notes to the Consolidated Financial
Statements included in Item 8 of this Annual Report on Form 10-K. The Company has identified certain critical accounting
policies, which are described below. The following listing of policies is not intended to be a comprehensive list of all of
the Company’s accounting policies. In many cases, the accounting treatment of a particular transaction is specifically
dictated by generally accepted accounting principles, with no need for management’s judgment in their application. There
are also areas in which management’s judgment in selecting any available alternative would not produce a materially
different result.
Revenue Recognition
The Company recognizes revenue when performance obligations under the terms of customer contracts are
satisfied which occurs when control of the goods has been transferred to the customer and services have been performed.
Allowances for sales returns are recorded as a component of net sales in the periods in which the related sales are
recognized. The Company determines this allowance based on historical experience. Additionally, the Company
recognizes revenue attributable to an up-front fee received from Titanium Metals Corporation (“TIMET”) as a result of a
twenty-year agreement, entered into on November 17, 2006 to provide conversion services to TIMET. See Note 16
Deferred Revenue for a description of accounting treatment relating to this up-front fee.
Pension and Postretirement Benefits
The Company has defined benefit pension and postretirement plans covering most of its current and former
employees. Significant elements in determining the assets or liabilities and related income or expense for these plans are
the expected return on plan assets (if any), the discount rate used to value future payment streams, expected trends in health
care costs and other actuarial assumptions. Annually, the Company evaluates the significant assumptions to be used to
value its pension and postretirement plan assets and liabilities based on current market conditions and expectations of
future costs. If actual results are less favorable than those projected by management, additional expense may be required
in future periods.
The selection of the U.S. pension plan’s (the Plan) assumption for the expected long-term rate of return on plan
assets is based upon the Plan’s target allocation. The return on assets is based on fair value of the plan assets and their
investment allocation at the beginning of the fiscal year. The Company also realizes that historical performance is no
guarantee of future performance.
In the short term, substantial decreases in plan assets will result in higher plan funding contribution levels and
higher pension expenses. A decrease of 25 basis points in the expected long-term rate of return on plan assets would result
55
in an increase in annual pension expense of about $0.7 million. To the extent that the actual return on plan assets during
the year exceeds or falls short of the assumed long-term rate of return, an asset gain or loss is created. For funding purposes,
gains and losses are generally amortized over a 6-year period.
Decreases in discount rates used to value future payment streams will result in higher liabilities for pension and
postretirement plans. A decrease of 25 basis points would result in $9.6 million higher liability for the U.S. pension plan
and $3.5 million higher liability for the postretirement plan. This increase in liability would also increase the accumulated
other comprehensive loss that would be amortized as higher pension and postretirement expense over an amortization
period of approximately 6.0 and 10.0 years, respectively.
Salaried employees hired after December 31, 2005 and hourly employees hired after June 30, 2007 are not
covered by the pension plan; however, they are eligible for an enhanced matching program of the defined contribution
plan (401(k)). Effective December 31, 2007, the U.S. pension plan was amended to freeze benefits for all non-union
employees in the U.S. Effective September 30, 2009, the U.K. pension plan was amended to freeze benefits for employees
in the plan.
Impairment of Long-lived Assets
The Company reviews long-lived assets for impairment whenever events or circumstances indicate that the
carrying amount of an asset may not be recoverable. Recoverability of long-lived assets to be held and used is measured
by a comparison of the carrying amount of the asset to the undiscounted future cash flows expected to be generated by the
asset. If the carrying amount of an asset exceeds its estimated future cash flows, an impairment charge is recognized in the
amount by which the carrying amount exceeds the fair value of the asset.
Income Taxes
The Company accounts for deferred tax assets and liabilities using enacted tax rates for the effect of temporary
differences between book and tax basis of recorded assets and liabilities. A valuation allowance is required if it is more
likely than not that some portion or all of the deferred tax assets will not be realized. The determination of whether or not
a valuation allowance is needed is based upon an evaluation of both positive and negative evidence. In its evaluation of
the need for a valuation allowance, the Company assesses prudent and feasible tax planning strategies. The ultimate amount
of deferred tax assets realized could be different from those recorded, as influenced by potential changes in enacted tax
laws and the availability of future taxable income.
For the three years ended September 30, 2021, the Company recognized a cumulative loss before income taxes
for the U.S. jurisdiction of $20.5 million. A valuation allowance was not recorded against the U.S. jurisdiction’s net
deferred tax assets based on management’s evaluation of the positive and negative evidence, including expected future
taxable income.
Recently Issued Accounting Pronouncements
See Note 2—Summary of Significant Accounting Policies of Notes to Consolidated Financial Statements for
information regarding New Accounting Standards.
56
Item 7A. Quantitative and Qualitative Disclosures About Market Risk
Market risk is the potential loss arising from adverse changes in market rates and prices. The Company is exposed
to various market risks, including changes in interest rates, foreign currency exchange rates, the price of raw materials,
particularly nickel and cobalt, as well as the costs of supplies.
Changes in interest rates affect the Company’s interest expense on variable rate debt. All of the Company’s
revolver availability was at a variable rate at September 30, 2020 and 2021. The Company’s outstanding variable rate debt
was zero at September 30, 2020 and 2021. The Company has not entered into any derivative instruments to hedge the
effects of changes in interest rates.
The foreign currency exchange risk exists primarily because the Company’s foreign subsidiaries maintain
receivables and payables denominated in currencies other than their functional currency. Foreign currency forward
contracts are entered into as a means to partially offset the impact of cash transactions occurring at the foreign affiliates in
currencies other than the entities’ functional currency. The U.S. operations transact their foreign sales in U.S. dollars,
thereby avoiding fluctuations in foreign exchange rates. The Company is not party to any currency contracts as of
September 30, 2021.
Fluctuations in the price of nickel and cobalt, subject the Company to commodity price risk. The Company
manages its exposure to this market risk through internally established policies and procedures, including negotiating raw
material escalators within product sales agreements and continually monitoring and revising customer quote amounts to
reflect the fluctuations in market prices for nickel. The Company does not presently use derivative instruments to manage
this market risk but may in the future. The Company monitors its underlying market risk exposure from a rapid change in
nickel prices on an ongoing basis and believes that it can modify or adapt its strategies as necessary. The Company
periodically purchases raw material forward with certain suppliers. However, there is a risk that the Company may not be
able to successfully offset a rapid increase or decrease in the cost of raw material in the future.
57
Item 8. Financial Statements and Supplementary Data
HAYNES INTERNATIONAL, INC. AND SUBSIDIARIES
INDEX TO CONSOLIDATED FINANCIAL STATEMENTS
Audited Consolidated Financial Statements of Haynes International, Inc. and Subsidiaries as of September 30, 2020
and 2021 and for the years ended September 30, 2019, September 30, 2020 and September 30, 2021
Report of Independent Registered Public Accounting Firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Consolidated Balance Sheets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Consolidated Statements of Operations . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Consolidated Statements of Comprehensive Income (Loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Consolidated Statements of Stockholders’ Equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Consolidated Statements of Cash Flows . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Notes to Consolidated Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Page
59
62
63
64
65
66
67
58
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
To the Stockholders and the Board of Directors of Haynes International, Inc.
Opinions on the Financial Statements and Internal Control over Financial Reporting
We have audited the accompanying consolidated balance sheets of Haynes International, Inc. and subsidiaries (the
“Company”) as of September 30, 2021 and 2020, the related consolidated statements of operations, comprehensive income
(loss), stockholders’ equity, and cash flows for each of the three years in the period ended September 30, 2021, and the
related notes (collectively referred to as the “financial statements”). We also have audited the Company’s internal control
over financial reporting as of September 30, 2021, based on criteria established in Internal Control — Integrated
Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO).
In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of
the Company as of September 30, 2021 and 2020, and the results of its operations and its cash flows for each of the three
years in the period ended September 30, 2021, in conformity with accounting principles generally accepted in the United
States of America. Also, in our opinion, the Company maintained, in all material respects, effective internal control over
financial reporting as of September 30, 2021, based on criteria established in Internal Control — Integrated Framework
(2013) issued by COSO.
Basis for Opinions
The Company’s management is responsible for these financial statements, for maintaining effective internal control over
financial reporting, and for its assessment of the effectiveness of internal control over financial reporting, included in the
accompanying Management’s Annual Report on Internal Control over Financial Reporting. Our responsibility is to express
an opinion on these financial statements and an opinion on the Company’s internal control over financial reporting based
on our audits. We are a public accounting firm registered with the Public Company Accounting Oversight Board (United
States) (PCAOB) and are required to be independent with respect to the Company in accordance with the U.S. federal
securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and
perform the audits to obtain reasonable assurance about whether the financial statements are free of material misstatement,
whether due to error or fraud, and whether effective internal control over financial reporting was maintained in all material
respects.
Our audits of the financial statements included performing procedures to assess the risks of material misstatement of the
financial statements, whether due to error or fraud, and performing procedures to respond to those risks. Such procedures
included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Our audits
also included evaluating the accounting principles used and significant estimates made by management, as well as
evaluating the overall presentation of the financial statements. Our audit of internal control over financial reporting
included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness
exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our
audits also included performing such other procedures as we considered necessary in the circumstances. We believe that
our audits provide a reasonable basis for our opinions.
Definition and Limitations of Internal Control over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the
reliability of financial reporting and the preparation of financial statements for external purposes in accordance with
generally accepted accounting principles. A company’s internal control over financial reporting includes those policies
and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the
transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded
as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles,
and that receipts and expenditures of the company are being made only in accordance with authorizations of management
59
and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of
unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial
statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also,
projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate
because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
Critical Audit Matter
The critical audit matter communicated below is a matter arising from the current-period audit of the financial statements
that was communicated or required to be communicated to the audit committee and that (1) relates to accounts or
disclosures that are material to the financial statements and (2) involved our especially challenging, subjective, or complex
judgments. The communication of critical audit matters does not alter in any way our opinion on the financial statements,
taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate opinion on the
critical audit matter or on the accounts or disclosures to which it relates.
Income Taxes – Valuation Allowance — Refer to Notes 2 and 7 to the financial statements
Critical Audit Matter Description
The Company accounts for deferred tax assets and liabilities using enacted tax rates for the effect of temporary differences
between the book and tax basis of recorded assets and liabilities. A valuation allowance against net deferred tax assets is
required if it is more likely than not that some portion or all of the net deferred tax assets will not be realized. The
determination of whether or not a valuation allowance is needed is based upon an evaluation of both positive and negative
evidence.
For the three years ended September 30, 2021, the Company recognized a cumulative loss before income taxes for the
U.S. jurisdiction of $20.5 million. A valuation allowance was not recorded against the U.S. jurisdiction’s net deferred tax
assets based on management’s evaluation of the positive and negative evidence, including expected future taxable income.
We identified the valuation of deferred tax assets as a critical audit matter because of the material net deferred tax assets
and history of recorded losses before income taxes for the U.S. jurisdiction. These factors required a high degree of auditor
judgment and an increased extent of effort, including the need to involve our income tax specialists, when performing
audit procedures to evaluate the reasonableness of management’s determination of whether it is more likely than not that
the net deferred tax assets will be realized.
How the Critical Audit Matter Was Addressed in the Audit
Our audit procedures to assess management’s assertion that it is more likely than not that the net deferred tax assets will
be realized included the following, among others:
• We tested the effectiveness of the control over the valuation of deferred tax assets, including management’s
projections of future taxable income and the determination of whether it is more likely than not that the deferred
tax assets will be realized.
• With the assistance of our income tax specialists, we considered the appropriateness of the sources of projected
future taxable income.
• We evaluated the reasonableness of management’s estimates of projected future taxable income by comparing
the estimates to historical losses generated by the U.S. jurisdiction which were adjusted for income and expenses
that were not considered to be reflective of future earnings.
• We evaluated whether the projected future taxable income and identification of income and expenses used to
60
adjust historical losses were consistent with evidence obtained in other areas of the audit.
/s/ Deloitte & Touche LLP
Indianapolis, IN
November 18, 2021
We have served as the Company's auditor since fiscal year 1998.
61
HAYNES INTERNATIONAL, INC. AND SUBSIDIARIES
CONSOLIDATED BALANCE SHEETS
(in thousands, except share and per share data)
ASSETS
Current assets:
Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts receivable, less allowance for doubtful accounts of $545 and $553
at September 30, 2020 and September 30, 2021, respectively. . . . . . . . . . . . .
Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income taxes receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Property, plant and equipment, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Goodwill . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other intangible assets, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
LIABILITIES AND STOCKHOLDERS’ EQUITY
Current liabilities:
Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income taxes payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued pension and postretirement benefits. . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred revenue—current portion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term obligations (less current portion) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred revenue (less current portion) . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . .
Deferred income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating lease liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued pension benefits (less current portion) . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued postretirement benefits (less current portion). . . . . . . . . . . . . . . . . . . . . . .
Total liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Commitments and contingencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Stockholders’ equity:
Common stock, $0.001 par value (40,000,000 shares authorized, 12,681,280
and 12,757,778 shares issued and 12,622,371 and 12,562,140 shares
outstanding at September 30, 2020 and September 30, 2021, respectively) . .
Preferred stock, $0.001 par value (20,000,000 shares authorized, 0 shares
issued and outstanding) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Additional paid-in capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . .
Accumulated earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Treasury stock, 58,909 shares at September 30, 2020 and 195,638 shares at
September 30, 2021 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accumulated other comprehensive loss . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .
Total stockholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total liabilities and stockholders’ equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30,
2020
September 30,
2021
$
47,238 $
47,726
$
$
51,118
246,124
3,770
3,285
351,535
159,819
30,551
8,974
4,789
5,056
560,724 $
17,555 $
14,757
—
3,403
2,500
38,215
8,509
12,829
2,131
1,719
105,788
90,032
259,223
—
57,964
248,495
1,292
6,129
361,606
147,248
16,397
10,829
4,789
5,586
546,455
47,680
20,100
379
3,554
2,500
74,213
8,301
10,329
3,459
664
26,663
79,505
203,134
—
13
13
—
257,583
120,943
(2,437)
(74,601)
301,501
560,724 $
$
—
262,057
101,015
(7,423)
(12,341)
343,321
546,455
The accompanying notes are an integral part of these consolidated financial statements.
62
HAYNES INTERNATIONAL, INC. AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF OPERATIONS
(in thousands, except per share data)
Year Ended Year Ended Year Ended
September 30,
September 30,
September 30,
2021
2020
2019
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cost of sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Selling, general and administrative expense . . . . . . . . . . . . . . . . . . . . . . . . . . .
Research and technical expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . .
Operating income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Nonoperating retirement benefit expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income (loss) before income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .
Provision for (benefit from) income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income (loss) per share:
$ 490,215 $ 380,530 $ 337,661
297,931
39,730
43,470
3,403
(7,143)
1,470
(16)
1,186
(9,783)
(1,100)
(8,683)
335,898
44,632
40,307
3,713
612
6,822
(44)
1,332
(7,498)
(1,020)
(6,478) $
424,712
65,503
44,195
3,592
17,716
3,446
(86)
986
13,370
3,625
9,745 $
$
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
0.78 $
0.78 $
(0.53) $
(0.53) $
(0.71)
(0.71)
Weighted Average Common Shares Outstanding
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12,445
12,481
12,471
12,471
12,500
12,500
Dividends declared per common share . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . .
$
0.88 $
0.88 $
0.88
The accompanying notes are an integral part of these consolidated financial statements.
63
HAYNES INTERNATIONAL, INC. AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME (LOSS)
(in thousands)
Net income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss), net of tax:
Pension and postretirement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign currency translation adjustment . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .
Comprehensive income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Year Ended Year Ended Year Ended
September 30,
September 30,
September 30,
2021
2020
2019
(8,683)
(6,478) $
9,745 $
$
(34,453)
(3,620)
(38,073)
$ (28,328) $
15,630
3,690
19,320
12,842 $
59,006
3,254
62,260
53,577
The accompanying notes are an integral part of these consolidated financial statements.
64
Equity
333,220
9,745
(11,037)
(38,073)
215
—
(370)
2,575
296,275
(6,478)
(11,158)
19,320
422
—
(198)
3,318
301,501
(8,683)
(11,245)
62,260
—
(4,986)
4,474
343,321
HAYNES INTERNATIONAL, INC. AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITY
(in thousands, except share data)
Balance October 1, 2018 . . . . . . . . . . . . . . 12,504,478
Shares
Net income (loss) . . . . . . . . . . . . . . . . .
Dividends paid ($0.88 per share) . . . . .
Other comprehensive income (loss) . . .
Exercise of stock options . . . . . . . . . . .
Issue restricted stock (less
forfeitures) . . . . . . . . . . . . . . . . . . . . .
Purchase of treasury stock . . . . . . . . . .
Stock compensation . . . . . . . . . . . . . . .
12,084
8,294
(11,356)
Balance September 30, 2019 . . . . . . . . . . . 12,513,500
Net income (loss) . . . . . . . . . . . . . . . . .
Dividends paid ($0.88 per share) . . . . .
Other comprehensive income (loss) . . .
Exercise of stock options . . . . . . . . . . .
Reclass due to adoption of ASU
2018-02 . . . . . . . . . . . . . . . . . . . . . . .
Issue restricted stock (less
Common Stock
Additional
Paid-in
Par Capital
$ 13 $ 251,053
Accumulated Treasury Comprehensive Stockholders’
Accumulated
Other
Total
Stock
Income (Loss)
$ (1,869) $
(42,565) $
Earnings
$ 126,588
9,745
(11,037)
(38,073)
215
2,575
$ 13 $ 253,843
$ 125,296
(6,478)
(11,158)
(370)
$ (2,239) $
(80,638) $
19,320
12,400
422
13,283
(13,283)
—
forfeitures) . . . . . . . . . . . . . . . . . . . . .
Purchase of treasury stock . . . . . . . . . .
Stock compensation . . . . . . . . . . . . . . .
101,911
(5,440)
Balance September 30, 2020 . . . . . . . . . . . 12,622,371
3,318
$ 13 $ 257,583
Net income (loss) . . . . . . . . . . . . . . . . .
Dividends paid and accrued ($0.88
per share) . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss) . . .
Issue restricted stock (less
forfeitures) . . . . . . . . . . . . . . . . . . . . .
Purchase of treasury stock . . . . . . . . . .
Stock compensation . . . . . . . . . . . . . . .
76,498
(136,729)
Balance September 30, 2021 . . . . . . . . . . . 12,562,140
$ 120,943
(8,683)
(11,245)
(198)
$ (2,437) $
(74,601) $
62,260
4,474
$ 13 $ 262,057
$ 101,015
$ (7,423) $
(12,341) $
(4,986)
The accompanying notes are an integral part of these consolidated financial statements.
65
HAYNES INTERNATIONAL, INC. AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CASH FLOWS
(in thousands)
Cash flows from operating activities:
Net income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Adjustments to reconcile net income (loss) to net cash provided by (used
in) operating activities:
Depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amortization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pension and post-retirement expense - U.S. and U.K. . . . . . . . . . . . . . . . .
Change in long-term obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Stock compensation expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Loss on disposition of property . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Change in assets and liabilities:
Accounts receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts payable and accrued expenses . . . . . . . . . . . . . . . . . . . . . . . . . .
Income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued pension and postretirement benefits . . . . . . . . . . . . . . . . . . . . . .
Net cash provided by (used in) operating activities . . . . . . . . . . . . . . . . . . . .
Cash flows from investing activities:
Additions to property, plant and equipment . . . . . . . . . . . . . . . . . . . . . . . . . .
Net cash provided by (used in) investing activities . . . . . . . . . . . . . . . . . . . .
Cash flows from financing activities:
Revolving credit facility borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Revolving credit facility repayments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dividends paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Proceeds from exercise of stock options . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Payment for purchase of treasury stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Payment for debt issuance cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Payments on long-term obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net cash provided by (used in) financing activities . . . . . . . . . . . . . . . . . . . .
Effect of exchange rates on cash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Increase (decrease) in cash and cash equivalents:. . . . . . . . . . . . . . . . . . . . . . . .
Cash and cash equivalents:
Beginning of period . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
End of period . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Supplemental disclosures of cash flow information:
Interest (net of capitalized interest) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Income taxes paid (refunded), net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Capital expenditures incurred, but not yet paid . . . . . . . . . . . . . . . . . . . . . . .
Dividends declared but not yet paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Year Ended Year Ended Year Ended
September 30,
September 30,
September 30,
2021
2020
2019
$
9,745 $
(6,478) $
(8,683)
18,871
255
8,819
316
2,575
(2,500)
1,872
138
(5,002)
11,702
(1,080)
(204)
5,534
(7,994)
43,047
(10,041)
(10,041)
16,600
(16,600)
(11,011)
215
(370)
—
(150)
(11,316)
(454)
21,236
19,422
228
13,624
97
3,318
(2,500)
(1,219)
30
26,713
15,283
567
(21,196)
(2,028)
(9,664)
36,197
19,100
467
8,100
9
4,474
(2,500)
(2,436)
173
(6,159)
(777)
(4,926)
33,869
2,859
(20,305)
23,265
(9,374)
(9,374)
(5,949)
(5,949)
30,000
(30,000)
(11,058)
422
(198)
—
(297)
(11,131)
508
16,200
—
—
(11,175)
—
(4,986)
(997)
(285)
(17,443)
615
488
9,802
31,038 $
31,038
47,238 $
47,238
47,726
928 $
(3,650) $
490 $
26 $
1,242 $
2,255 $
75 $
139 $
855
(1,580)
666
210
$
$
$
$
$
The accompanying notes are an integral part of these consolidated financial statements.
66
HAYNES INTERNATIONAL, INC. AND SUBSIDIARIES
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
(in thousands, except share and per share data and as otherwise noted)
Note 1. Background and Organization
Description of Business
Haynes International, Inc. and its subsidiaries (the “Company”, “Haynes”, “we”, “our” or “us”) develops,
manufactures, markets and distributes technologically advanced, high-performance alloys primarily for use in the
aerospace, industrial gas turbine and chemical processing industries. The Company’s products are high-temperature
resistant alloys (“HTA”) and corrosion-resistant alloys (“CRA”). The Company’s HTA products are used by manufacturers
of equipment that is subjected to extremely high temperatures, such as jet engines for the aerospace industry, gas turbine
engines for power generation, waste incineration and industrial heating equipment. The Company’s CRA products are
used in applications that require resistance to extreme corrosion, such as chemical processing, power plant emissions
control and hazardous waste treatment. The Company produces its high-performance alloys primarily in sheet, coil and
plate forms. In addition, the Company produces its products as seamless and welded tubulars, and in slab, bar, billets and
wire forms.
High-performance alloys are characterized by highly engineered, often proprietary, metallurgical formulations
primarily of nickel, cobalt and other metals with complex physical properties. The complexity of the manufacturing
process for high-performance alloys is reflected in the Company’s relatively high average selling price per pound,
compared to the average selling price of other metals, such as carbon steel sheet, stainless steel sheet and aluminum. The
high-performance alloy industry has significant barriers to entry such as the combination of (i) demanding end-user
specifications, (ii) a multi-stage manufacturing process and (iii) the technical sales, marketing and manufacturing expertise
required to develop and sell new applications.
COVID-19 Pandemic
COVID-19 related disruptions negatively impacted the Company’s financial and operating results in the second
half of fiscal 2020 and the full year of fiscal 2021 and could continue to materially affect the Company’s financial condition
and results of operations. In particular, the pandemic negatively impacted the aerospace supply chain. The Company has,
during this time period, accepted, with select aerospace customers, requests to delay the shipment of orders and in some
cases cancellations. Markets other than aerospace have also been depressed with uncertainty and tight cash management
impacting customer ordering patterns. The Company has taken significant actions to position itself to manage through the
current market disruption caused by COVID-19.
Note 2. Summary of Significant Accounting Policies
A.
Principles of Consolidation and Nature of Operations
The consolidated financial statements include the accounts of Haynes International, Inc. and its wholly-owned
subsidiaries. All intercompany transactions and balances are eliminated. The Company has manufacturing facilities in
Kokomo, Indiana; Mountain Home, North Carolina; and Arcadia, Louisiana with service centers in LaPorte, Indiana;
LaMirada, California; Houston, Texas; Windsor, Connecticut; Openshaw, England; Lenzburg, Switzerland; Shanghai,
China; and sales offices in Paris, France; Singapore; Milan, Italy; and Tokyo, Japan.
B.
Cash and Cash Equivalents
The Company considers all highly liquid investment instruments, including investments with original maturities
of three months or less at acquisition, to be cash equivalents, the carrying value of which approximates fair value due to
the short maturity of these investments.
67
C.
Accounts Receivable
The Company maintains allowances for doubtful accounts for estimated losses resulting from the inability of its
customers to make required payments. The Company markets its products to a diverse customer base, both in the United
States of America and overseas. Trade credit is extended based upon evaluation of each customer’s ability to perform its
obligation, which is updated periodically.
D.
Revenue Recognition
The Company recognizes revenue when performance obligations under the terms of customer contracts are
satisfied which occurs when control of the goods has been transferred to the customer and services have been performed.
Allowances for sales returns are recorded as a component of net sales in the periods in which the related sales are
recognized. The Company determines this allowance based on historical experience. Additionally, the Company
recognizes revenue attributable to an up-front fee received from Titanium Metals Corporation (TIMET) as a result of a
twenty-year agreement entered into on November 17, 2006 to provide conversion services to TIMET. See Note 16,
Deferred Revenue for a description of accounting treatment relating to this up-front fee.
E.
Inventories
Inventories are stated at the lower of cost or net realizable value. The cost of inventories is determined using the
first-in, first-out (FIFO) method. The Company writes down its inventory for estimated obsolescence or unmarketable
inventory in an amount equal to the difference between the cost of inventory and the estimated market or scrap value, if
applicable, based upon assumptions about future demand and market conditions.
F.
Goodwill and Other Intangible Assets
The Company has goodwill, trademarks, customer relationships and other intangibles as of September 30, 2021.
As the customer relationships have a definite life, they are amortized over fifteen years. The Company reviews customer
relationships for impairment whenever events or circumstances indicate that the carrying amount of an asset may not be
recoverable. Recoverability of the assets is measured by a comparison of the carrying amount of the asset to the
undiscounted future cash flows expected to be generated by the asset. If the carrying amount of an asset exceeds its
estimated future cash flows, an impairment charge is recognized in the amount by which the carrying amount exceeds the
fair value of the asset.
Goodwill and trademarks (indefinite lived) are tested for impairment at least annually as of January 31 for
goodwill and August 31 for trademarks (the annual impairment testing dates), or more frequently if impairment indicators
exist. If the carrying value of the trademarks exceeds the fair value (determined using an income approach, based upon a
discounted cash flow of an assumed royalty rate), impairment of the trademark may exist resulting in a charge to earnings
to the extent of the impairment. The impairment test for goodwill is performed by comparing the fair value of a reporting
unit with its carrying amount and recognizing an impairment loss in the event that the carrying amount is greater than the
fair value. Any goodwill impairment loss recognized would not exceed the total carrying amount of goodwill allocated to
that reporting unit. No impairment was recognized in the years ended September 30, 2019, 2020 or 2021 because the fair
value exceeded the carrying values.
During fiscal 2019, 2020 and 2021, there were no changes in the carrying amount of goodwill.
68
Amortization of the customer relationships and other intangibles was $255, $228 and $467 for the years ended
September 30, 2019, 2020 and 2021, respectively. The following represents a summary of intangible assets at
September 30, 2020 and 2021:
September 30, 2020
Trademarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Customer relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2021
Trademarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Customer relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross
Amount
$
Accumulated Carrying
Amortization Amount
3,800
1,242
14
5,056
—
(858)
(277)
(1,135) $
3,800 $
2,100
291
6,191 $
$
$
Gross
Amount
Accumulated Carrying
Amortization Amount
3,800
1,105
681
5,586
—
(995)
(316)
(1,311) $
3,800 $
2,100
997
6,897 $
$
$
$
Estimated future Aggregate Amortization Expense:
Year Ending September 30,
2022 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2023 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2024 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2025 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2026 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
465
462
142
123
120
474
G.
Property, Plant and Equipment
Additions to property, plant and equipment are recorded at cost with depreciation calculated primarily by using
the straight-line method based on estimated economic useful lives, which are generally as follows:
Buildings and improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Machinery and equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Land improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
40 years
5 — 14 years
20 years
Expenditures for maintenance and repairs and minor renewals are charged to expense; major renewals are
capitalized. Upon retirement or sale of assets, the cost of the disposed assets and the related accumulated depreciation are
removed from the accounts and any resulting gain or loss is credited or charged to operations.
The Company records capitalized interest for long-term construction projects to capture the cost of capital
committed prior to the placed in service date as a part of the historical cost of acquiring the asset. Interest is not capitalized
when the balance on the revolver is zero.
The Company reviews long-lived assets for impairment whenever events or circumstances indicate that the
carrying amount of an asset may not be recoverable. Recoverability of long-lived assets to be held and used is measured
by a comparison of the carrying amount of the asset to the undiscounted future cash flows expected to be generated by the
asset. If the carrying amount of an asset exceeds its estimated future cash flows, an impairment charge is recognized in the
amount by which the carrying amount exceeds the fair value of the asset. No impairment was recognized during the years
ended September 30, 2019, 2020 or 2021.
69
H.
Environmental Remediation
When it is probable that a liability has been incurred or an asset of the Company has been impaired, a loss is
recognized assuming the amount of the loss can be reasonably estimated. The measurement of environmental liabilities by
the Company is based on currently available facts, present laws and regulations and current technology. Such estimates
take into consideration the expected costs of post-closure monitoring based on historical experience. Amounts accrued
for post-closure monitoring are presented in Note 19, Long-term Obligations.
I.
Pension and Postretirement Benefits
The Company has defined benefit pension and postretirement plans covering most of its current and former
employees. Significant elements in determining the assets or liabilities and related income or expense for these plans are
the expected return on plan assets, the discount rate used to value future payment streams, expected trends in health care
costs and other actuarial assumptions. Annually, the Company evaluates the significant assumptions to be used to value
its pension and postretirement plan assets and liabilities based on current market conditions and expectations of future
costs. If actual results are less favorable than those projected by management, additional expense may be required in future
periods. Salaried employees hired after December 31, 2005 and hourly employees hired after June 30, 2007 are not covered
by the pension plan; however, they are eligible for an enhanced matching program of the defined contribution plan
(401(k)). Effective December 31, 2007, the U.S. pension plan was amended to freeze benefits for all non-union employees
in the U.S. Effective September 30, 2009, the U.K. pension plan was amended to freeze benefits for employees in the plan.
Effective January 1, 2007, a plan amendment of the postretirement medical plan caps the Company’s liability related to
retiree health care costs at $5,000 annually. Effective October 1, 2009, the U.S. postretirement plan was closed for all
non-union employees.
J.
Foreign Currency Exchange
The Company’s foreign operating entities’ financial statements are denominated in the functional currencies of
each respective country, which are the local currencies. All assets and liabilities are translated to U.S. dollars using
exchange rates in effect at the end of the year, and revenues and expenses are translated at the weighted average rate for
the year. Translation gains or losses are recorded as a separate component of comprehensive income (loss) and transaction
gains and losses are reflected in the consolidated statements of operations.
Gains and losses arising from the impact of foreign currency exchange rate fluctuations on transactions in foreign
currency are included in selling, general and administrative expense. The Company has entered into foreign currency
forward contracts (See Note 21, Foreign Currency Forward Contracts) with the purpose to reduce income statement
volatility resulting from transaction gains and losses.
K.
Research and Technical Costs
Research and technical costs related to the development of new products and processes are expensed as incurred.
Research and technical costs for the fiscal years ended September 30, 2019, 2020 and 2021 were $3,592, $3,713 and
$3,403, respectively.
L.
Income Taxes
The Company accounts for deferred tax assets and liabilities using enacted tax rates for the effect of temporary
differences between book and tax basis of recorded assets and liabilities. A valuation allowance is required if it is more
likely than not that some portion or all of the deferred tax assets will not be realized. The determination of whether or not
a valuation allowance is needed is based upon an evaluation of both positive and negative evidence. In its evaluation of
the need for a valuation allowance, the Company utilizes prudent and feasible tax planning strategies. The ultimate amount
of deferred tax assets realized could be different from those recorded, as influenced by potential changes in enacted tax
laws and the availability of future taxable income. The Company records uncertain tax positions on the basis of a two-step
process whereby (1) it is determined whether it is more likely than not that the tax positions will be sustained based on the
technical merits of the position and (2) for those tax positions that meet the more-likely-than-not recognition threshold,
70
we recognize the largest amount of tax benefit that is greater than 50 percent likely to be realized upon ultimate settlement
with the related tax authority (See Note 7, Income Taxes).
M.
Stock-based Compensation
As described in Note 12, the Company has incentive compensation plans that provide for the issuance of restricted
stock, restricted stock units, performance shares, stock options and stock appreciation rights to key employees and non-
employee directors. To date, the Company has only issued restricted stock, performance shares and stock options. The
stock-based compensation grants typically have a vesting period before the employee can take receipt of the stock or
becomes eligible to exercises stock options. Employees earn and receive dividends from the restricted stock during this
vesting period and accumulated dividends related to performance shares are paid to the employees at the time that the
shares are received by the employee after the end of the vesting period. The Company recognizes compensation expense
under the fair-value based method as a component of operating expenses.
N.
Financial Instruments and Concentrations of Risk
The Company may periodically enter into forward currency exchange contracts to minimize the variability in the
Company’s operating results arising from foreign exchange rate movements. The Company does not engage in foreign
currency speculation. At September 30, 2020 and 2021, the Company had no foreign currency exchange contracts
outstanding. To date, all foreign currency contracts have been settled prior to the end of the month in which they were
initiated.
Financial instruments which potentially subject the Company to concentrations of credit risk consist of cash and
cash equivalents and accounts receivable. At September 30, 2021, and periodically throughout the year, the Company has
maintained cash balances in excess of federally insured limits. The carrying amounts of cash and cash equivalents, accounts
receivable and accounts payable approximate fair value because of the relatively short maturity of these instruments.
During 2019, 2020 and 2021, the Company did not have sales to any group of affiliated customers that were
greater than 10% of net revenues. The Company generally does not require collateral with the exception of letters of credit
with certain foreign sales. Credit losses amounted to $530, $139 and $74 in fiscal 2019, 2020 and 2021, respectively, and
were within management’s expectations. The Company does not believe it is significantly vulnerable to the risk of near-
term severe impact from business concentrations with respect to customers, suppliers, products, markets or geographic
areas.
O.
Accounting Estimates
The preparation of financial statements in conformity with accounting principles generally accepted in the United
States of America (U.S. GAAP) requires management to make estimates and assumptions that affect the reported amounts
of assets and liabilities and the disclosure of contingent assets and liabilities at the date of the financial statements and the
reported amounts of revenues and expenses during the reporting period. On an on-going basis, management evaluates its
estimates and judgments, including those related to bad debts, inventories, income taxes, asset impairment, incremental
borrowing rates, retirement benefits and environmental matters. The process of determining significant estimates is fact
specific and takes into account factors such as historical experience, current and expected economic conditions, product
mix, pension asset mix and in some cases, actuarial techniques, and various other factors that are believed to be reasonable
under the circumstances, the results of which form the basis for making judgments about the carrying values of assets and
liabilities that are not readily apparent from other sources. The Company routinely reevaluates these significant factors
and makes adjustments where facts and circumstances dictate. Actual results may differ from these estimates under
different assumptions or conditions.
P.
Earnings Per Share
The Company accounts for earnings per share using the two-class method. The two-class method is an earnings
allocation that determines net income per share for each class of common stock and participating securities according to
participation rights in undistributed earnings. Non-vested restricted stock awards that include non-forfeitable rights to
71
dividends are considered participating securities. Basic earnings per share is computed by dividing net income available
to common stockholders for the period by the weighted average number of common shares outstanding for the period. The
computation of diluted earnings per share is similar to basic earnings per share, except the denominator is increased to
include the number of additional common shares that would have been outstanding if the potentially dilutive common
shares had been issued.
Basic and diluted net income per share were computed as follows:
(in thousands, except share and per share data)
Numerator: Basic and Diluted
Years ended September 30,
2020
2021
2019
Net income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Undistributed income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Percentage allocated to common shares (a) . . . . . . . . . . . . . . . . . . . .
Undistributed income (loss) allocated to common shares. . . . . . . .
Dividends paid on common shares outstanding. . . . . . . . . . . . . . . .
Net income (loss) available to common shares . . . . . . . . . . . . . . . .
$
$
9,745
(11,037)
(1,292)
100.0 %
(1,292)
10,987
9,695
(6,478) $
(11,158)
(17,636)
100.0 %
(17,636)
11,071
(6,565)
(8,683)
(11,245)
(19,928)
100.0 %
(19,928)
11,098
(8,830)
Denominator: Basic and Diluted
Weighted average common shares outstanding. . . . . . . . . . . . . . . .
Adjustment for dilutive potential common shares. . . . . . . . . . . . . .
Weighted average shares outstanding - Diluted . . . . . . . . . . . . . . .
12,445,212
35,696
12,480,908
12,470,664
—
12,470,664
12,499,609
—
12,499,609
Basic net income (loss) per share . . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted net income (loss) per share . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
0.78
0.78
$
$
(0.53) $
(0.53) $
(0.71)
(0.71)
Number of stock option shares excluded as their effect would be
anti-dilutive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Number of restricted stock shares excluded as their effect would be
anti-dilutive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Number of deferred restricted stock shares excluded as their effect
would be anti-dilutive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Number of performance share awards excluded as their effect
would be anti-dilutive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(a) Percentage allocated to common shares - weighted average
Common shares outstanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unvested participating shares . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
371,151
285,699
385,548
—
—
—
96,999
165,794
34,498
47,195
30,529
76,266
12,445,212
—
12,445,212
12,470,664
—
12,470,664
12,499,609
—
12,499,609
Q.
Recently Issued Accounting Pronouncements
In February 2016, the Financial Accounting Standards Board (“FASB”) issued Accounting Standards Update
(“ASU”) 2016-02, Leases (Topic 842). This new guidance requires that a lessee recognize assets and liabilities on the
balance sheet for all leases with a lease term of more than twelve months, with the result being the recognition of a right
of use asset and a lease liability. The new lease accounting requirements are effective for fiscal years beginning after
December 15, 2018, including interim periods within those fiscal years. The Company adopted the provisions of ASU
2016-02 on October 1, 2019 using the modified retrospective transition method, which did not require the Company to
adjust comparative periods. The Company’s right-of-use assets (“ROU”) and lease liabilities are recognized on the lease
commencement date in an amount that represents the present value of future lease payments. ROU assets are included in
Other assets, and the related lease obligation is included in Operating lease liabilities on the consolidated balance sheets.
The adoption of the standard had no material impact on the Consolidated Financial Statements.
72
The Company elected the package of practical expedients included in this guidance which allowed it to not
reassess: (i) whether any expired or existing contracts contain leases; (ii) the lease classification for any expired or existing
leases; and, (iii) the initial direct costs for existing leases. The Company has elected the practical expedient to not separate
lease components from non-lease components for all asset classes. The Company will recognize lease expense for
operating leases in the consolidated statements of operations on a straight-line basis over the lease term. The Company
also made a policy election to not recognize ROU asset and lease liabilities for short-term leases with an initial term of 12
months or less for all asset classes. Leases with the option to extend their term are reflected in the lease term when it is
reasonably certain that the Company will exercise such options. The Company has expanded the disclosure of operating
leases included in Note 20 Leases.
In February 2018, the FASB issued ASU 2018-02, Income Statement – Reporting Comprehensive Income
(Topic 220) Reclassification of Certain Tax Effects from Accumulated Other Comprehensive Income, which allows a
reclassification from accumulated other comprehensive income (loss) to accumulated earnings for stranded tax effects
resulting from the Tax Cuts and Jobs Act. This update is effective for fiscal years beginning after December 15, 2018.
The Company adopted the provisions of this standard on October 1, 2019 which had an impact of increasing accumulated
other comprehensive loss and increasing accumulated earnings by $13,283.
In August 2018, the FASB issued ASU 2018-13, Fair Value Measurement (Topic 820). This new guidance
removes and modifies disclosure requirements on fair value statements. This update is effective for fiscal years beginning
after December 15, 2019. The Company adopted this guidance on October 1, 2020. This guidance did not have a material
impact on the disclosures in the Notes to Consolidated Financial Statements.
In June 2016, the FASB issued ASU 2016-13, Financial Instruments – Credit Losses (Topic 326) which
introduced the expected credit losses methodology for the measurement of credit losses on financial assets measured at
amortized cost basis, replacing the previous incurred loss methodology. The new current expected credit loss (CECL)
methodology does not have a minimum threshold for recognition of impairment losses, and entities will need to measure
expected credit losses on assets that have a low risk of loss. This update is effective for fiscal years beginning after
December 15, 2019. The Company adopted this standard on October 1, 2020. This standard did not have a material
impact on the Company’s Consolidated Financial Statements.
In March 2020, the FASB issued ASU 2020-04, Reference Rate Reform (Topic 848). This new update provides
optional expedients to ease the potential burden of accounting for the effects of reference rate reform as it pertains to
contracts, hedging relationships and other transactions affected by the discontinuation of the London Interbank Offered
Rate (“LIBOR”) or by another reference rate expected to be discontinued. These amendments are effective immediately
and may be applied prospectively to modifications made or relationships entered into or evaluated on or before
December 31, 2022. The Company is in the process of evaluating the impact of the pronouncement.
Note 3. Revenues from Contracts with Customers
The Company applies a five-step analysis to: (i) identify the contract with a customer; (ii) identify the
performance obligations in the contract; (iii) determine the transaction price; (iv) allocate the transaction price to the
performance obligations in the contract; and (v) recognize revenue when, or as, the Company satisfies a performance
obligation. The Company’s revenue from contracts with customers is generated primarily from providing high-
performance alloys, manufactured to the specifications of its customers, along with conversion services to certain
customers.
Performance Obligations
Revenue is recognized when performance obligations under the terms of contracts with the customer are satisfied,
which occurs when control of the goods and services has been transferred to the customer. This predominately occurs
upon shipment or delivery of the product or when the service is performed.
The Company may occasionally have customer agreements involving production and shipment of goods that
would require revenue to be recognized over time due to there being no alternative use for the product without significant
73
economic loss and an enforceable right to payment including a normal profit margin from the customer in the event of
contract termination. As of September 30, 2020 and September 30, 2021, the Company did not have any customer
agreements that would require revenue to be recorded over time.
Each customer purchase order or contract for goods transferred represents a single performance obligation for
which revenue is recognized at either a point in time or over-time as described in the preceding paragraph. The standard
terms and conditions of a customer purchase order include limited warranties and the right of customers to have products
that do not meet specifications repaired or replaced, at the Company’s option. Such warranties do not represent a separate
performance obligation.
The customer agreement with Titanium Metals Corporation (“TIMET”) (See Note 16) includes the performance
obligation to provide conversion services for up to ten million pounds of titanium metal annually over a twenty-year period
which ends in fiscal 2027. The transaction price under this contract included a $50,000 up-front fee as well as conversion
service fees based upon the fulfillment of conversion services requested at the option of TIMET. The $50,000 fee is
allocated to the obligation to provide manufacturing capacity over time and, therefore, is recognized in income on a
straight-line basis over the 20-year term of that agreement. The fees for conversion services are based on quantity of
service and are recognized as revenue at the time the service is performed.
Transaction Price
Each customer purchase order or contract sets forth the transaction price for the products and services purchased
under that arrangement. Some customer arrangements may include variable consideration, such as volume rebates, which
generally depend upon the Company’s customers meeting specified performance criteria, such as a purchasing level over
a period of time. The Company exercises judgment to estimate the most likely amount of variable consideration at each
reporting date.
Revenue is measured as the amount of consideration expected to be received in exchange for the transfer of goods
or services to customers. Revenue is derived from product sales or conversion services, and is reported net of sales
discounts, rebates, incentives, returns and other allowances offered to customers, if applicable. Payment terms vary from
customer to customer depending upon credit worthiness, prior payment history and other credit considerations.
Amounts billed to customers for shipping and handling activities to fulfill the Company’s promise to transfer of
the goods are included in revenues and costs incurred by the Company for the delivery of goods and are classified as cost
of sales in the consolidated statements of operations. Shipping terms may vary for products shipped outside the United
States depending on the mode of transportation, the country where the material is shipped and any agreements made with
the customers.
Contract Balances
As of September 30, 2020 and September 30, 2021, accounts receivable with customers were $51,663 and
$58,517, respectively. Allowance for doubtful accounts as of September 30, 2020 and September 30, 2021 were $545 and
$553, respectively, and are presented within accounts receivable, less allowance for doubtful accounts on the consolidated
balance sheet.
Contract liabilities are recognized when the Company has received consideration from a customer to transfer
goods or services at a future point in time when the Company performs under the purchase order or contract. As of
September 30, 2020 and September 30, 2021, no contract liabilities have been recorded except for $15,329 and $12,829,
respectively, for the TIMET agreement and $1,200 and $1,060 for accrued product returns, respectively.
Practical Expedients
The Company has elected to use the practical expedient that permits the omission of disclosure for remaining
performance obligations which are expected to be satisfied within one year or less. Aside from the TIMET agreement, the
Company does not have any remaining performance obligations in excess of one year or contracts that it does not have the
74
right to invoice as of September 30, 2021. The Company does not adjust for the time value of money as the majority of
its contracts have an original expected duration of one year or less; contracts that are greater than one year are related to
net revenues that are constrained until the subsequent sales occur.
Disaggregation of Revenue
Revenue is disaggregated by end-use markets. The following table includes a breakdown of net revenues to the
markets served by the Company for the fiscal years ended September 30, 2019, 2020 and 2021.
Net revenues (dollars in thousands)
Aerospace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Chemical processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Industrial gas turbine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total product revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
Year Ended
September 30,
2020
$
$
191,980 $
63,170
56,576
45,099
356,825
23,705
380,530 $
2019
258,104
89,651
59,430
57,946
465,131
25,084
490,215
2021
128,072
63,147
66,772
58,090
316,081
21,580
337,661
See Note 14 for revenue disaggregated by geography and product group.
Note 4. Inventories
Inventories are stated at the lower of cost or net realizable value. The cost of inventories is determined using the
first-in, first-out (“FIFO”) method. The following is a summary of the major classes of inventories:
Raw Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Work-in-process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Finished Goods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30,
2020
September 30,
2021
$
$
22,163 $
110,717
111,744
1,500
246,124 $
22,711
138,609
85,797
1,378
248,495
Note 5. Property, Plant and Equipment
The following is a summary of the major classes of property, plant and equipment:
September 30,
Land and land improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .
Buildings and improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Machinery and equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Construction in process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less accumulated depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . .
$
2020
10,066 $
46,135
301,496
2,705
360,402
(200,583)
2021
10,266
46,241
306,161
3,344
366,012
(218,764)
$ 159,819 $ 147,248
As of September 30, 2020 and 2021, the Company had $138 and $145, respectively, of assets under a finance
lease for equipment related to the service center operation in Shanghai, China. Additionally, the Company had $6,640 and
$6,073 of assets under finance leases for two buildings at the LaPorte, Indiana service center as of September 30, 2020
and 2021, respectively.
75
Note 6. Accrued Expenses
The following is a summary of the major classes of accrued expenses:
September 30,
Employee compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 8,826
2,798
Taxes, other than income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . .
1,200
Accrued product returns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
714
Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
464
Professional fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
195
Finance lease obligation, current . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
59
Employee termination liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
—
Management incentive compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . .
501
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$ 14,757
2020
2021
$ 9,424
2,798
1,060
1,000
836
228
—
3,411
1,343
$ 20,100
Note 7. Income Taxes
The components of income (loss) before provision for income taxes and the provision for income taxes are as
follows:
Year Ended September 30,
2020
2021
2019
Income (loss) before income taxes:
U.S. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Provision for (benefit from) income taxes:
Current:
$
790 $ (9,831) $ (11,417)
1,634
2,333
$ 13,370 $ (7,498) $ (9,783)
12,580
U.S. Federal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$ (267) $
2,259
2
1,994
(371) $
541
29
199
741
349
228
1,318
Deferred:
U.S. Federal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Valuation allowance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total provision for (benefit from) income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,423
132
62
14
1,631
(2,986)
(2,266)
470
56
(317)
(810)
415
1,801
(2,418)
(1,219)
$ 3,625 $ (1,020) $ (1,100)
76
The provision for income taxes applicable to results of operations differed from the U.S. federal statutory rate as
follows:
Statutory federal tax rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tax provision for income taxes at the statutory rate . . . . . . . . . . . . . . . . . . . . . . . .
Foreign tax rate differentials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . .
Provision for state taxes, net of federal taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
U.S. tax on distributed and undistributed earnings of foreign subsidiaries . . . . . .
Tax credits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Federal and state tax rate change impact on deferred tax asset . . . . . . . . . . . . . . .
Change in valuation allowance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .
Stock compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Provision for (benefit from) income taxes at effective tax rate . . . . . . . . . . . . . . .
Effective tax rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . .
Year Ended September 30,
2020
21.00 %
2019
21.00 %
2021
21.00 %
$ 2,808
(157)
247
486
(499)
314
14
655
(243)
$ 3,625
$ (1,575)
107
(145)
(289)
(1,058)
(60)
1,801
24
175
$ (1,020)
$ (2,054)
(59)
(84)
198
(691)
790
415
138
247
$ (1,100)
27.1 %
13.6 %
11.2 %
During fiscal 2019, the Company’s effective tax rate was higher than the federal statutory rate primarily due to
state income taxes, the global intangible low-tax income tax (GILTI) and the forfeiture of stock options, restricted stock
and performance share awards that occurred during the year.
During fiscal 2020, the Company’s effective tax rate was lower than the federal statutory rate primarily due to an
increased valuation allowance on tax credits that are not expected to be able to be utilized before they expire.
During fiscal 2021, the Company’s effective tax rate was lower than the federal statutory rate primarily due to an
increase in the UK tax rate and decreases in the state tax rates and apportionment, both of which resulted in a decrease in
net deferred tax assets.
Deferred tax assets (liabilities) are comprised of the following:
September 30,
2020
2021
Deferred tax assets:
Pension and postretirement benefits . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . $ 44,626 $ 22,318
2,976
TIMET Agreement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,498
Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2,034
Accrued compensation and benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .
3,376
Accrued expenses and other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
11,638
Tax attributes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
299
Other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(3,891)
Valuation allowance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3,585
2,350
1,474
3,703
4,892
404
(3,476)
Total deferred tax assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . $ 57,558 $ 40,248
Deferred tax liabilities:
Property, plant and equipment, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ (27,434) $ (25,669)
(1,296)
Intangible and other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
(345)
Other liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total deferred tax liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ (29,138) $ (27,310)
(1,186)
(518)
Net deferred tax assets (liabilities) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 28,420 $ 12,938
As of September 30, 2021, the Company had U.S. and state tax net operating loss carryforwards of $21,048 and
$23,728, respectively, tax credits of $5,895 and foreign net operating loss carryforwards of $3,010. These U.S. losses may
be carried forward indefinitely. The other tax attributes begin to expire in 2026, 2022, and 2024, respectively. The
77
Company has recorded a valuation allowance against the foreign net operating loss carryforwards of $742 and federal and
state tax credits of $3,149 because management does not believe that it is more likely than not that the amounts will be
realized.
Undistributed earnings of certain of the Company’s foreign subsidiaries amounted to approximately $70,949 at
September 30, 2021. The Company considers most of those earnings reinvested indefinitely and, accordingly, aside from
the one-time transition tax associated with the Tax Cuts and Jobs Act, no additional provision for U.S. income taxes has
been provided. If such funds were to be repatriated, there could be minor currency gain/loss that would be subject to tax
and any distribution could also be subject to applicable non-U.S. income and withholding taxes.
As of September 30, 2021, the Company is open to examination in the U.S. for the 2017 through 2021 tax years
and in various foreign jurisdictions from 2016 through 2021. The Company is also open to examination in various states
in the U.S., none of which were individually material.
As of September 30, 2020 and 2021, the Company had no uncertain tax positions.
Note 8. Debt
U.S. revolving credit facility
On October 19, 2020, the Company and JPMorgan Chase Bank, N.A. entered into a Credit Agreement (the
“Credit Agreement”) and related Pledge and Security Agreement with certain other lenders (the “Security Agreement”,
and, together with the Credit Agreement, the “Credit Documents”). The Credit Documents, which have a three-year term
expiring in October 2023, replaced the Third Amended and Restated Loan and Security Agreement and related agreements,
dated as of July 14, 2011, as amended, previously entered into between the Company and Wells Fargo Capital Finance,
LLC with certain other lenders. As of September 30, 2021, the Credit Agreement had a zero balance. The Credit
Agreement provides for revolving loans in the maximum amount of $100.0 million, subject to a borrowing base and certain
reserves. The Credit Agreement permits an increase in the maximum revolving loan amount from $100.0 million up to an
aggregate amount of $170.0 million at the request of the borrower if certain conditions are met. Borrowings under the
Credit Agreement bear interest, at the Company’s option, at either JPMorgan’s “prime rate”, plus 1.25% - 1.75% per
annum, or the adjusted Eurodollar rate used by the lender, plus 2.25% - 2.75% per annum (with a LIBOR floor of 0.5%).
Effective October 25, 2021, the Credit Agreement will replace LIBOR with SOFR as the financial services industry and
market participants are transitioning away from interbank offering rates.
The Company must pay monthly, in arrears, a commitment fee of 0.425% per annum on the unused amount of
the U.S. revolving credit facility total commitment. For letters of credit, the Company must pay a fronting fee of 0.125%
per annum as well as customary fees for issuance, amendments and processing.
The Company is subject to certain covenants as to fixed charge coverage ratios and other customary covenants,
including covenants restricting the incurrence of indebtedness, the granting of liens and the sale of assets. The covenant
pertaining to fixed charge coverage ratios is only effective in the event the amount of excess availability under the revolver
is less than the greater of (i) 12.5% of the maximum credit revolving loan amount and (ii) $12.5 million. The Company is
permitted to pay dividends and repurchase common stock if certain financial metrics are met. The Company may pay
quarterly cash dividends up to $3.5 million per fiscal quarter so long as the Company is not in default under the Credit
Documents.
Borrowings under the Credit Agreement are collateralized by a pledge of substantially all of the U.S. assets of
the Company, including the equity interests in its U.S. subsidiaries, but excluding the four-high Steckel rolling mill and
related assets, which are pledged to Titanium Metals Corporation (“TIMET”) to secure the performance of the Company’s
obligations under a Conversion Services Agreement with TIMET (see discussion of TIMET at Note 16). Borrowings
under the Credit Agreement are also secured by a pledge of a 100% equity interest in each of the Company’s direct foreign
subsidiaries.
The Company’s U.K. subsidiary (Haynes International Ltd.) has an overdraft facility of 1,700 Pounds Sterling
78
($2,285), all of which was available on September 30, 2021. The Company’s French subsidiary (Haynes
International, S.A.R.L.) has an overdraft banking facility of 240 Euro ($278), all of which was available on September 30,
2021. The Company’s Swiss subsidiary (Haynes International AG) has an overdraft banking facility of 1,000 Swiss Francs
($1,068), all of which was available on September 30, 2021.
Note 9. Pension Plan and Retirement Benefits
Defined Contribution Plans
The Company sponsors a defined contribution plan (401(k)) for substantially all U.S. employees. The Company
contributes an amount equal to 50% of an employee’s contribution to the plan up to a maximum contribution of 3% of the
employee’s salary, except for all salaried employees and certain hourly employees (those hired after June 30, 2007 that
are not eligible for the U.S. pension plan). The Company contributes an amount equal to 60% of an employee’s contribution
to the plan up to a maximum contribution of 6% of the employee’s salary for these groups. Expenses associated with this
plan for the years ended September 30, 2019, 2020 and 2021 totaled $1,940, $1,950 and $1,748, respectively.
The Company sponsors certain profit sharing plans for the benefit of employees meeting certain eligibility
requirements. There were no contributions to these plans for the years ended September 30, 2019, 2020 and 2021.
Defined Benefit Plans
The Company has non-contributory defined benefit pension plans which cover certain employees in the U.S. and
the U.K.
Benefits provided under the Company’s U.S. defined benefit pension plan are based on years of service and the
employee’s final compensation. The Company’s funding policy is to contribute annually an amount deductible for federal
income tax purposes based upon an actuarial cost method using actuarial and economic assumptions designed to achieve
adequate funding of benefit obligations. In fiscal 2021, the Company accelerated funding as part of its capital allocation
strategy and plans to continue to accelerate funding in fiscal 2022 and possibly in fiscal 2023 if needed as it strives to
achieve a zero net liability.
The Company has non-qualified pensions for a few former executives of the Company. Non-qualified pension
plan expense for the years ended September 30, 2019, 2020 and 2021 was $98, $57 and $37, respectively. Accrued
liabilities in the amount of $681 and $623 for these benefits are included in accrued pension and postretirement benefits
liability at September 30, 2020 and 2021, respectively.
In addition to providing pension benefits, the Company provides certain health care and life insurance benefits
for retired employees. Certain employees, depending on date of hire, become eligible for health care, and substantially all
employees become eligible for life insurance, if they reach normal retirement age while working for the Company. The
Company’s liability related to total retiree health care costs is limited to $5,000 annually.
The Company made contributions of $4,500, $6,000, and $21,000 to fund its domestic Company-sponsored
pension plan for the years ended September 30, 2019, 2020 and 2021, respectively. The Company’s U.K. subsidiary made
contributions of $737, $517 and $0 for the years ended September 30, 2019, 2020 and 2021, respectively, to the U.K.
pension plan.
79
The Company uses a September 30 measurement date for its plans. The status of employee pension benefit plans
and other postretirement benefit plans is summarized below:
Change in Benefit Obligation:
Projected benefit obligation at beginning of year . . . . . . . . . . . . . .
Service cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Actuarial (gains) losses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Benefits paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Administrative expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Projected benefit obligation at end of year . . . . . . . . . . . . . . . . . . .
Change in Plan Assets:
Fair value of plan assets at beginning of year . . . . . . . . . . . . . . . . .
Actual return on assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Employer contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Benefits paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Administrative expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fair value of plan assets at end of year . . . . . . . . . . . . . . . . . . . . . .
Funded Status of Plan:
Unfunded status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Defined Benefit
Pension Plans
Year Ended
September 30,
2020
2021
Postretirement
Health Care Benefits
Year Ended
September 30,
2020
2021
$ 321,478
5,546
8,866
24,183
(13,676)
(1,007)
$ 345,390
$ 345,390
5,795
7,481
(27,225)
(14,965)
(1,010)
$ 315,466
$ 113,834
1,416
3,493
(22,564)
(2,840)
—
93,339
$
$ 93,339
1,095
2,292
(10,943)
(2,819)
—
$ 82,964
$ 225,917
27,795
6,517
(13,676)
(1,007)
$ 245,546
$ 245,546
47,132
21,000
(14,965)
(1,010)
$ 297,703
$
$
— $
—
2,840
(2,840)
—
— $
—
—
2,819
(2,819)
—
—
$ (99,844) $ (17,763)
$ (93,339) $ (82,964)
The actuarial loss incurred during the fiscal year ended September 30, 2020 for the Defined Benefit Pension Plan
was primarily driven from a decrease in the discount rate applied against future expected benefit payments which resulted
in an increase in the defined benefit obligation. The actuarial gain incurred during the fiscal year ended September 30,
2021 for the Defined Benefit Pension Plan was driven by higher returns on pension assets than were expected and an
increase in the discount rate which resulted in an increase in pension assets and a decrease in the defined benefit obligation.
Conversely, the actuarial gains incurred during the fiscal year ended September 30, 2020 and 2021 for the Postretirement
Health Care Plan was primarily driven by reductions in healthcare costs incurred over the past three years.
Amounts recognized in the consolidated balance sheets are as follows:
Accrued pension and postretirement benefits:
Defined Benefit
Pension Plans
September 30,
2020
2021
Postretirement
Non-Qualified
Health Care Benefits Pension Plans
September 30,
2020 2021
September 30,
2021
2020
All Plans
Combined
September 30,
2020
2021
Current . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Non-current . . . . . . . . . . . . . . . . . . . . . . . . .
(99,844)
Accrued pension and postretirement benefits . . . . $ (99,844)
Accumulated other comprehensive loss:
— $
— $ (3,307)
(90,032)
$ (93,339)
(17,763)
$ (17,763)
$ (3,459)
(79,505)
$ (82,964)
$ (96)
(585)
$ (681)
(3,554)
$ (95) $
(528)
(97,796)
$ (623) $ (193,864) $ (101,350)
(3,403)
(190,461)
$
Net loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prior service cost . . . . . . . . . . . . . . . . . . . . . .
84,873
1,837
Total accumulated other comprehensive loss . . . . $ 86,710
19,150
1,599
$ 20,749
$
239
—
239
(10,704)
—
$ (10,704)
—
—
85,112
—
1,837
—
$ — $ — $ 86,949
8,446
1,599
10,045
$
The non-current portion of the defined benefit pension plan portion of accrued pension and postretirement benefits
amounts to $99,844 and $17,763 in fiscal 2020 and 2021, respectively. These amounts include the UK pension plan net
pension asset of $5,359 and $8,372, respectively, which is included in Other assets on the consolidated balance sheets as
well as the US pension plan accrued pension liability of $105,203 and $26,135, respectively, which are recorded in accrued
pension benefit (less current portion) on the consolidated balance sheet.
80
The accumulated benefit obligation for the pension plans was $333,618 and $308,284 at September 30, 2020 and
2021, respectively.
The cost of the Company’s postretirement benefits is accrued over the years that employees provide service to
the date of their full eligibility for such benefits. The Company’s policy is to fund the cost of claims on an annual basis.
The components of net periodic pension cost and postretirement health care benefit cost are as follows:
Service cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected return on assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amortization of prior service cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Recognized actuarial loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net periodic cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
Service cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Recognized actuarial loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net periodic cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Assumptions
Defined Benefit Pension Plans
Year Ended September 30,
2020
5,546
8,866
(15,061)
228
7,288
6,867
2019
5,239 $
10,652
(14,907)
228
1,449
2,661 $
2021
5,628
7,481
(16,356)
239
7,721
4,713
$
$
2019
Postretirement
Health Care Benefits
Year Ended September 30,
2020
$ 318 $ 1,416
3,493
1,848
$ 6,158 $ 6,757
2021
$ 1,095
2,292
—
$ 3,387
4,353
1,487
A 5.0% annual rate of increase for the costs of covered health care benefits for ages under 65 and a 5.0% annual
rate of increase for ages over 65 were assumed for 2020 and 2021 and remained at 5.0% for the under 65 and over 65 age
groups in the years thereafter.
The actuarial present value of the projected pension benefit obligation and postretirement health care benefit
obligation for the plans at September 30, 2020 and 2021 were determined based on the following assumptions:
Discount rate (postretirement health care) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Discount rate (U.S. pension plan) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Discount rate (U.K. pension plan) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rate of compensation increase (U.S. pension plan only) . . . . . . . . . . . . . . . . . . . . . . . .
2.50 %
2.25 %
1.50 %
2.50 %
2.75 %
2.63 %
2.00 %
2.50 %
September 30,
September 30,
2020
2021
81
The net periodic pension and postretirement health care benefit costs for the plans were determined using the
following assumptions:
Discount rate (postretirement health care plan) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Discount rate (U.S. pension plan) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Discount rate (U.K. pension plan) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected return on plan assets (U.S. pension plan) . . . . . . . . . . . . .. . . . . . . . . . . . . . .
Expected return on plan assets (U.K. pension plan) . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rate of compensation increase (U.S. pension plan only) . . . . . . . . . . . . . . . . . . . . . . . .
Plan Assets and Investment Strategy
2019
Defined Benefit
Pension and
Postretirement Health
Care Plans
Year Ended
September 30,
2020
3.13 %
2.88 %
1.70 %
7.25 %
2.20 %
2.50 %
4.13 %
4.00 %
2.80 %
7.25 %
3.20 %
2.50 %
2021
2.50 %
2.25 %
1.50 %
7.25 %
2.00 %
2.50 %
The Company’s pension plan assets by level within the fair value hierarchy at September 30, 2020 and 2021, are
presented in the table below. The pension plan assets were accounted for at fair value. A financial instrument’s
categorization within the valuation hierarchy is based upon the lowest level of input that is significant to the fair value
measurement. Investments in U.S and International equities, and Fixed Income are held in mutual funds and common /
collective funds which are valued using net asset value (NAV) provided by the administrator of the fund, and individual
fixed income securities which consists of Level 1 and Level 2 assets. During fiscal 2021, the Company transitioned its
investment in fixed income securities out of common collective funds to a diversified portfolio of bonds that more closely
match the duration and risk of the projected benefit obligation. As of September 30, 2021, the fixed income portfolio
consisted of 257 issuances of fixed income securities from 210 issuers. For more information on a description of the fair
value hierarchy, see Note 17.
September 30, 2020
Level 1
Active
Level 2
Markets for Other
Identical
Assets
Observable
Inputs
NAV
Total
U.S. Pension Plan Assets:
U.S. common stock mutual funds . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
— $
— $ 74,224
$ 74,224
Common /collective funds
Bonds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
U.S. common stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
International equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total U.S. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
U.K. Plan Assets:
Equities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Bonds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total U.K. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total pension plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
$
$
—
—
—
— $
— $
—
—
— $
— $
89,426
—
33,088
—
—
26,828
— $ 223,566
89,426
33,088
26,828
$ 223,566
6,594
— $
12,529
—
—
2,857
— $ 21,980
— $ 245,546
$
6,594
12,529
2,857
$ 21,980
$ 245,546
82
U.S. Pension Plan Assets:
U.S. corporate and government bonds . . . . . . . . . . . . . . . . . . . . . .
U.S. common stock mutual funds . . . . . . . . . . . . . . . . . . . . . . . . . .
Common /collective funds
September 30, 2021
Level 1
Active
Markets for
Identical
Assets
Level 2
Other
Observable
Inputs
NAV
Total
$ 23,654
$ 169,953 $
— $ 193,607
— $ 44,743 $ 44,743
— $
U.S. common stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
International equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total U.S. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
—
—
$ 23,654
—
—
19,672
16,245
$ 169,953 $ 80,660 $ 274,267
19,672
16,245
U.K. Plan Assets:
Equities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Bonds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total U.K. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total pension plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
— $
—
—
— $
8,202
— $ 8,202 $
12,890
—
—
2,344
— $ 23,436 $ 23,436
$ 169,953 $ 104,096 $ 297,703
12,890
2,344
$
$ 23,654
The primary financial objectives of the plans are to minimize cash contributions over the long term and preserve
capital while maintaining a high degree of liquidity. A secondary financial objective is, where possible, to avoid significant
downside risk in the short run. The objective is based on a long-term investment horizon so that interim fluctuations should
be viewed with appropriate perspective.
It is the policy of the U.S. pension plan to invest assets with an allocation to equities as shown below based on a
matrix which determines the allocation between equities and fixed income based on the funding percentage of the plan.
The balance of the assets is maintained in fixed income investments, and in cash holdings, to the extent permitted by the
plan documents.
Target asset classes as a percent of total assets as of September 30, 2021:
Asset Class
Equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fixed Income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Real Estate and Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Target(1)
30 %
70 %
— %
(1)
The Company adjusts the target allocation based on the fair value of pension assets as a percentage of the
projected pension obligation. In October 2021, the Company adjusted the target allocation to equity assets of
19% and fixed income assets of 81%. As a result of this change in allocation, the Company anticipates an
expected long-term rate of return on plan assets of 5.25%
In choosing the assumption for the expected long-term rate of return on U.S. pension plan assets, the Company
takes into account the plan’s target asset allocation as well as capital market assumptions relating to the asset classes. The
Company believes that its assumption the long-term rate of return on plan assets is reasonable, and comparable to the asset
return assumptions of other companies, given the target allocation of the plan assets. Note that over very long historical
periods, the realized return on plan assets has met or exceeded the expected rate of return. Also note that in recognition of
the variability of future market returns, it is reasonable to consider a modest range around the expected future return, and
there exists the potential for the use of a lower, or higher, expected rates of return in the future.
The U.K. pension plan assets follow a more conservative investment objective due to the higher funding status
of the plan.
83
Contributions and Benefit Payments
The Company has not yet determined the amounts to contribute to its domestic pension plans, domestic other
postretirement benefit plans and the U.K. pension plan in fiscal 2022.
Pension and postretirement health care benefits, which include expected future service, are expected to be paid
out of the respective plans as follows:
Fiscal Year Ending September 30
2022 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 15,712 $
2023 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2024 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2026 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2027 - 2031 (in total) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
16,090
16,471
16,749
16,978
86,154
Pension
5,335
5,584
5,486
5,445
5,483
27,238
Postretirement
Health Care
Note 10. Legal, Environmental and Other Contingencies
Legal
The Company is regularly involved in litigation, both as a plaintiff and as a defendant, relating to its business and
operations, including environmental, commercial, asbestos, employment and federal and/or state Equal Employment
Opportunity Commission administrative actions. Future expenditures for environmental, employment, intellectual
property and other legal matters cannot be determined with any degree of certainty.
Environmental
The Company has received permits from the Indiana Department of Environmental Management and the North
Carolina Department of Environment and Natural Resources to close and provide post-closure environmental monitoring
and care for certain areas of its Kokomo, Indiana and Mountain Home, North Carolina facilities, respectively.
The Company is required to, among other things, monitor groundwater and to continue post-closure maintenance
of the former disposal areas at each site. As a result, the Company is aware of elevated levels of certain contaminants in
the groundwater, and additional testing and corrective action by the Company could be required. The Company is unable
to estimate the costs of any further corrective action at these sites, if required. Accordingly, the Company cannot assure
that the costs of any future corrective action at these or any other current or former sites would not have a material effect
on the Company’s financial condition, results of operations or liquidity.
As of September 30, 2021, the Company has accrued $566 for post-closure monitoring and maintenance
activities, of which $496 is included in long-term obligations as it is not due within one year. Accruals for these costs are
calculated by estimating the cost to monitor and maintain each post-closure site and multiplying that amount by the number
of years remaining in the post-closure monitoring.
84
Expected maturities of post-closure monitoring and maintenance activities (discounted) included in long-term
obligations are as follows at September 30, 2021.
Expected maturities of post-closure monitoring and maintenance activities (discounted)
Year Ending September 30,
2023 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2024 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2025 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2026 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2027 and thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
68
89
67
68
204
496
Note 11. Stockholder’s Equity
Dividends
During fiscal years 2019, 2020, and 2021, the Company paid dividends of $11,011, $11,058 and $11,175,
respectively.
Treasury Stock
Treasury stock activity for fiscal years 2019, 2020 and 2021 are as follows:
Number of shares at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . .
Repurchases of common stock to satisfy employee payroll taxes . . . . .
Repurchases of common stock from share repurchase plan. . . . . . . . . .
Number of shares at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Share Repurchase Plan
Year Ended
September 30,
Year Ended
September 30,
Year Ended
September 30,
2019
42,113
11,356
—
53,469
2020
53,469
5,440
—
58,909
2021
58,909
23,751
112,978
195,638
On July 28, 2021, the Board of Directors authorized the use of up to $20 million of available cash to purchase
shares of the Company's common stock through July 27, 2022. The Board adopted the repurchase plan because it believes
that repurchasing the Company’s stock at current market prices presents an attractive capital allocation strategy for the
Company given the available options for the use of capital. Under the share repurchase plan, the Company is authorized
to repurchase outstanding shares of its common stock in the open market or in privately negotiated transactions pursuant
to two separate agreements with a broker. Under the first agreement, the timing and amount of share repurchases will be
determined by a 10b5-1 trading plan, and the Company may purchase additional shares under the second agreement at
management’s discretion (subject to all applicable laws) based upon its evaluation of market conditions and other factors,
in compliance with Rule 10b-18.
In the fourth quarter of fiscal 2021, the Company repurchased 112,978 shares with an aggregate purchase price
of $4,245, excluding commissions of $2, under the 10b5-1 agreement. As of September 30, 2021, there is $15,755
remaining under the July 2021 authorization that is available to be repurchased. The share repurchase plan may be
suspended, modified or discontinued at any time, and the Company has no obligation to repurchase any amount of its
common stock under the plan. The Company intends to make all repurchases and to administer the plan in accordance
with applicable laws and regulatory guidelines, including Rule 10b5-1 and Rule 10b-18 under the Securities Exchange
Act of 1934, as amended.
In addition to the above-mentioned share repurchase plan, the Company repurchased 23,751 shares with an
aggregate purchase price of $741 in order to satisfy payroll taxes related to employee stock-based compensation plans.
85
Note 12. Stock-based Compensation
Restricted Stock Plan
On March 1, 2016, the Company adopted the 2016 Incentive Compensation Plan which provides for grants of
restricted stock, restricted stock units and performance shares, among other awards. Up to 275,000 shares of restricted
stock, restricted stock units and performance shares may be granted in the aggregate under this plan. Following the
adoption of the 2016 Incentive Compensation Plan, the Company ceased granting awards from the 2009 restricted stock
plan, although awards remain outstanding thereunder. On January 24, 2020, the Company adopted the 2020 Incentive
Compensation Plan which provides for grants of restricted stock, restricted stock units and performance shares, among
other awards. Up to 250,000 shares of restricted stock, restricted stock units and performance shares may be granted in
the aggregate under this plan. Following the adoption of the 2020 Incentive Compensation Plan, the Company ceased
granting awards from the 2016 Incentive Compensation Plan, although awards remain outstanding thereunder.
Grants of restricted stock are comprised of shares of the Company’s common stock subject to transfer restrictions,
which vest in accordance with the terms and conditions established by the Compensation Committee. The Compensation
Committee may set vesting requirements based on the achievement of specific performance goals or the passage of time.
Employees earn and receive dividends from the restricted stock during this vesting period.
Restricted shares are subject to forfeiture if employment or service terminates prior to the vesting date or if any
applicable performance goals are not met. The Company will assess, on an ongoing basis, the probability of whether the
performance criteria will be achieved. The Company will recognize compensation expense over the performance period if
it is deemed probable that the goals will be achieved. The fair value of the Company’s restricted stock is determined based
upon the closing price of the Company’s common stock on the trading day immediately preceding the grant date. The
Company’s plans provide for the adjustment of the number of shares covered by an outstanding grant and the maximum
number of shares for which restricted stock may be granted in the event of a stock split, extraordinary dividend or
distribution or similar recapitalization event.
The shares of time-based restricted stock granted to employees vest on the third anniversary of their grant date if
the recipient is still an employee of the Company on such date. The shares of restricted stock granted to non-employee
directors will vest on the earlier of (a) the first anniversary of the date of grant or (b) the failure of such non-employee
director to be re-elected at an annual meeting of the stockholders of the Company as a result of such non-employee director
being excluded from the nominations for any reason other than cause.
The following table summarizes the activity under the 2016 restricted stock plan and the 2020 Incentive
Compensation Plan with respect to restricted stock for the year ended September 30, 2021:
Unvested at September 30, 2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited / Canceled . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unvested at September 30, 2021 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected to vest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Weighted
Average Fair
Number of Value At
Shares
141,680 $
55,718 $
(500) $
(54,629) $
142,269 $
142,269 $
Grant Date
27.71
22.64
26.99
24.97
26.78
26.78
Compensation expense related to restricted stock for the years ended September 30, 2019, 2020 and 2021 was
$631, $1,160, and $2,024, respectively. The remaining unrecognized compensation expense related to restricted stock at
September 30, 2021 was $1,484, to be recognized over a weighted average period of 0.96 years. During fiscal 2021, the
Company repurchased 23,751 shares of stock from employees at an average purchase price of $31.20 to satisfy required
withholding taxes upon vesting of restricted stock-based compensation.
86
Deferred Restricted Stock
On November 20, 2017, the Company adopted a deferred compensation plan that allows directors and officers
the option to defer receipt of cash and stock compensation. Beginning in fiscal 2018, the Company has granted shares of
restricted stock from the 2016 and 2020 Incentive Compensation Plans with respect to which elections have been made by
certain individuals to defer receipt to a future period. Such shares vest in accordance with the parameters of the 2016 and
2020 Incentive Compensation Plans, however, receipt of the shares and any corresponding dividends are deferred until the
end of the deferral period. In the event the deferred shares are forfeited prior to the vesting date, deferred dividends
pertaining to those shares will also be forfeited. During the deferral period, the participants who elected to defer shares
will not have voting rights with respect to those shares.
The following table summarizes the activity under the 2016 Incentive Compensation Plan and the 2020 Incentive
Compensation Plan with respect to deferred restricted stock for the year ended September 30, 2021.
Unvested and deferred at September 30, 2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested and deferred . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unvested and deferred at September 30, 2021 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested and deferred at September 30, 2021 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Weighted
Average Fair
Number of
Shares
Value At
Grant Date
5,152 $
7,398 $
(5,152) $
7,398 $
21,435 $
31.78
22.64
31.78
22.64
31.97
Compensation expense related to deferred restricted stock for the year ended September 30, 2019, 2020 and 2021
was $442, $271 and $188, respectively. The remaining unrecognized compensation expense related to restricted stock at
September 30, 2021 was $28, to be recognized over a weighted average period of 0.17 years.
Performance Shares
In November 2019, the Company granted to certain employees, target numbers of performance shares under the
2016 Incentive Compensation Plan. The number of performance shares that will ultimately be earned, as well as the
number of shares that will be distributed in settling those earned performance shares, if any, will not be determined until
the end of the performance period. Performance shares earned will depend on the calculated total shareholder return of
the Company at the end of the three-year period commencing from the beginning of the fiscal year in which the award was
granted as compared to the total shareholder return of the Company’s peer group, as defined by the Compensation
Committee for this purpose. The fair value of the performance shares is estimated as of the date of the grant using a Monte
Carlo simulation model.
The following table summarizes the activity under the 2016 and 2020 Incentive Compensation Plans with respect
to performance shares for the twelve months ended September 30, 2021.
Unvested at September 30, 2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unvested at September 30, 2021 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Weighted
Average Fair
Number of
Shares
61,362 $
39,031 $
(13,200) $
87,193 $
Value At
Grant Date
43.22
28.23
38.43
37.24
Compensation expense related to the performance shares for the years ended September 30, 2019, 2020 and 2021
was $738, $849 and $1,082, respectively. The remaining unrecognized compensation expense related to performance
shares at September 30, 2021 was $1,150, to be recognized over a weighted average period of 1.51 years.
87
Stock Option Plans
The Company’s 2020 Incentive Compensation Plan and its previous stock option plans authorize, or formerly
authorized, the granting of non-qualified stock options and stock appreciation rights to certain key employees and non-
employee directors for the purchase of shares of the Company’s common stock. For the 2020 Incentive Compensation
Plan, the maximum number of shares granted subject to options is 350,000. Following the adoption of the 2020 Incentive
Compensation Plan, the Company ceased granting awards from its previous stock option plan, although awards remain
outstanding from previous plans. Each plan provides for the adjustment of the maximum number of shares for which
options may be granted in the event of a stock split, extraordinary dividend or distribution or similar recapitalization event.
Unless the Compensation Committee determines otherwise, options are exercisable for a period of ten years from the date
of grant and vest 331/3% per year over three years from the grant date. The amount of compensation cost recognized in
the financial statements is measured based upon the grant date fair value.
The Company has elected to use the Black-Scholes option pricing model to estimate fair value, which incorporates
various assumptions including volatility, expected life, risk-free interest rates and dividend yields. The volatility is based
on historical volatility of the Company’s common stock over the most recent period commensurate with the estimated
expected term of the stock option granted. The Company uses historical volatility because management believes such
volatility is representative of prospective trends. The expected term of an award is based on historical exercise data. The
risk-free interest rate assumption is based upon observed interest rates appropriate for the expected term of the awards.
The dividend yield assumption is based on the Company’s history and expectations regarding dividend payouts at the time
of the grant. The following assumptions were used for grants during fiscal 2019, 2020 and 2021:
Grant Date
November 24, 2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
November 19, 2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
May 24, 2019 (Part 1) . . . . . . . . . . . . . . . . . . . . . . . . . . .
May 24, 2019 (Part 2) . . . . . . . . . . . . . . . . . . . . . . . . .
May 24, 2019 (Part 3) . . . . . . . . . . . . . . . . . . . . . . . . . . .
February 25, 2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
November 21, 2018 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fair
Value
Dividend Risk-free
Expected Expected
Yield
Interest Rate
Volatility
Life
$
$
$
$
$
$
$
5.91
9.66
8.75
7.94
7.23
10.86
10.61
3.89 %
2.38 %
2.88 %
2.88 %
2.88 %
2.52 %
2.59 %
0.39 %
1.65 %
2.11 %
2.11 %
2.11 %
2.47 %
2.88 %
43 % 5 years
35 % 5 years
40 % 5 years
40 % 5 years
40 % 5 years
41 % 5 years
41 % 5 years
The stock-based employee compensation expense for stock options for the years ended September 30, 2019, 2020
and 2021 was $764, $1,038 and $1,180, respectively. The remaining unrecognized compensation expense at September 30,
2021 was $1,193, to be recognized over a weighted average vesting period of 1.01 years.
The following table summarizes the activity under the stock option plans for the year ended September 30, 2021:
Aggregate
Intrinsic
Value
(000s)
$
$
$
3,209
2,910
743
Number of
Shares
561,457
149,519
(8,400)
702,576
638,826
413,584
Weighted
Average
Exercise
Weighted
Average
Remaining
Contractual
Life
Prices
37.97
22.64
40.26
34.68 6.81 yrs.
34.68 4.88 yrs.
38.85 5.63 yrs.
$
$
$
$
$
$
Outstanding at September 30, 2020 . . . . . . . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Canceled . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Outstanding at September 30, 2021 . . . . . . . . . . . . . . . . . . . . . . . . .
Vested or expected to vest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Exercisable at September 30, 2021 . . . . . . . . . . . . . . . . . . . . . . . . .
88
Note 13. Quarterly Data (unaudited)
The unaudited quarterly results of operations of the Company for the years ended September 30, 2020 and 2021
are as follows:
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross profit percentage of net revenues. . . . . . . . . . . . . . . . . . .
Net income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income (loss) per share:
2020
Quarter Ended
December 31 March 31
$ 108,453
18,743
17.3%
3,268
$ 111,563 $
19,296
17.3%
4,068
June 30
80,576 $
2,639
3.3%
(8,097)
September 30
79,938
3,954
4.9%
(5,717)
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$ 0.26
$ 0.26
$ 0.32
$ 0.32
($ 0.65)
($ 0.65)
($ 0.46)
($ 0.46)
2021
Quarter Ended
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross profit percentage of net revenues. . . . . . . . . . . . . . . . . . .
Net income (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net income (loss) per share:
Basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
72,177
987
1.4%
(8,027)
($ 0.65)
($ 0.65)
Note 14. Segment Reporting
December 31 March 31
$
82,063 $
8,385
10.2%
(3,632)
June 30
88,143 $
13,658
15.5%
422
September 30
95,278
16,700
17.5%
2,554
($ 0.29)
($ 0.29)
$ 0.03
$ 0.03
$ 0.20
$ 0.20
The Company operates in one business segment: the design, manufacture, marketing and distribution of
technologically advanced, high-performance alloys for use in the aerospace, industrial gas turbine, chemical processing
and other industries. The Company has operations in the United States, Europe and China, which are summarized below.
89
Sales between geographic areas are made at negotiated selling prices. Revenues from external customers are attributed to
the geographic areas presented based on the destination of product shipments.
Year Ended September 30,
2020
2021
2019
Net Revenue by Geography:
United States . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
China . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net Revenue by Product Group:
High-temperature resistant alloys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Corrosive-resistant alloys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$ 300,728 $ 230,764 $ 179,127
85,555
30,668
42,311
$ 490,215 $ 380,530 $ 337,661
119,246
24,329
45,912
91,480
17,398
40,888
$ 392,172 $ 308,229 $ 253,246
84,415
$ 490,215 $ 380,530 $ 337,661
98,043
72,301
Long-lived Assets by Geography
United States . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 152,915 $ 140,263
6,834
Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
China . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
151
Total long-lived assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 159,819 $ 147,248
6,754
150
September 30,
2020
2021
Note 15. Valuation and Qualifying Accounts
Allowance for doubtful accounts receivables:
September 30, 2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30, 2021 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,130
441
545
530
139
74
(1,219)
(35)
(66)
441
545
553
Balance at Charges
Beginning (credits) to
of Period Expense
Deductions(1)
Balance at
End of
Period
(1)
Uncollectible accounts written off net of recoveries.
Note 16. Deferred Revenue
On November 17, 2006, the Company entered into a twenty-year agreement to provide conversion services to
Titanium Metals Corporation (TIMET) for up to ten million pounds of titanium metal annually. TIMET paid the Company
a $50,000 up-front fee and will also pay the Company for its processing services during the term of the agreement
(20 years) at prices established by the terms of the agreement. TIMET may exercise an option to have ten million additional
pounds of titanium converted annually, provided that it offers to loan up to $12,000 to the Company for certain capital
expenditures which may be required to expand capacity. In addition to the volume commitment, the Company has granted
TIMET a first priority security interest in its four-high Steckel rolling mill, along with rights of access if the Company
enters into bankruptcy or defaults on any financing arrangements. The Company has agreed not to manufacture titanium
products (other than cold reduced titanium tubing). The Company has also agreed not to provide titanium hot-rolling
conversion services to any entity other than TIMET for the term of the Conversion Services Agreement. The agreement
contains certain default provisions which could result in contract termination and damages, including liquidated damages
of $25,000 and the Company being required to return the unearned portion of the up-front fee. The Company considered
each provision and the likelihood of the occurrence of a default that would result in liquidated damages. Based on the
nature of the events that could trigger the liquidated damages clause, and the availability of the cure periods set forth in
the agreement, the Company determined and continues to believe that none of these circumstances are reasonably likely
to occur. Therefore, events resulting in liquidated damages have not been factored in as a reduction to the amount of
90
revenue recognized over the life of the contract. The cash received of $50,000 is recognized in income on a straight-line
basis over the 20-year term of the agreement. If an event of default occurred and was not cured within any applicable grace
period, the Company would recognize the impact of the liquidated damages in the period of default and re-evaluate revenue
recognition under the contract for future periods. The portion of the up-front fee not recognized in income is shown as
deferred revenue on the Consolidated Balance Sheet.
Note 17. Fair Value Measurements
The fair value hierarchy has three levels based on the inputs used to determine fair value:
• Level 1—Quoted prices in active markets that are unadjusted and accessible at the measurement date for
identical, unrestricted assets or liabilities;
• Level 2—Quoted prices for identical assets and liabilities in markets that are not active, quoted prices for
similar assets and liabilities in active markets or financial instruments for which significant inputs are
observable, either directly or indirectly; and
• Level 3—Prices or valuations that require inputs that are both significant to the fair value measurement and
unobservable.
When available, the Company uses unadjusted quoted market prices to measure fair value. If quoted market prices
are not available, fair value is based upon internally-developed models that use, where possible, current market-based or
independently-sourced market parameters such as interest rates and currency rates. Items valued using internally-generated
models are classified according to the lowest level input or value driver that is significant to the valuation. The valuation
model used depends on the specific asset or liability being valued.
Fixed income securities are held as individual bonds and are valued as either level 1 assets as they are quoted in
active markets or level 2 assets. U.S and International equities, and Other Investments held in the Company’s pension
plan are held as individual bonds or in mutual funds and common / collective funds which are valued using net asset value
(NAV) provided by the administrator of the fund. The NAV is based on the value of the underlying assets owned by the
fund, minus its liabilities, and then divided by the number of shares outstanding. These investments are not classified in
the fair value hierarchy in accordance with guidance included in ASU 2015-07, Fair Value Measurement (Topic 820):
Disclosures for Investments in Certain Entities That Calculate Net Asset Value per Share (or Its Equivalent).
The fair value of Cash and Cash Equivalents is determined using Level 1 information.
The following table represents the Company’s fair value hierarchy for its financial assets and liabilities measured
at fair value on a recurring basis as of September 30, 2020 and 2021:
Assets:
Pension plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total fair value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$ — $ — $ — $
$ — $ — $ — $
245,546 $
245,546 $
245,546
245,546
September 30, 2020 Fair Value Measurements
at Reporting Date Using:
Level 1 Level 2 Level 3
NAV
Total
September 30, 2021 Fair Value Measurements
at Reporting Date Using:
Level 3
Level 2
NAV
Total
Level 1
Assets:
Pension plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total fair value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$23,654
$23,654
$169,953
$169,953
$ — $104,096
$ — $104,096
$297,703
$297,703
91
The Company had no other financial assets or liabilities measured at fair value on a recurring basis as of
September 30, 2020 or 2021.
Note 18. Comprehensive Income (Loss) and Changes in Accumulated Other Comprehensive Income (Loss) by
Component
Comprehensive income (loss) includes changes in equity that result from transactions and economic events from
non-owner sources. Comprehensive income (loss) consists of net income (loss) and other comprehensive income (loss)
items, including pension and foreign currency translation adjustments, net of tax when applicable.
Comprehensive Income (Loss)
2019
Pre-tax Tax
Net income (loss) . . . . . . . . . . . .
Other comprehensive income
(loss):
Pension and postretirement:
Net gain (loss) arising
Year Ended September 30,
2020
Pre-tax Tax
Net
2021
Pre-tax Tax
$ (6,478)
Net
$
9,745
Net
$ (8,683)
during period . . . . . . . . . . $ (48,052)
11,266
(36,786)
$ 11,121
(2,381)
8,740 $ 68,941
(16,044)
52,897
Amortization of prior
service cost . . . . . . . . . . .
Amortization of (gain) loss .
228
2,935
(58)
(772)
170
2,163
228
9,129
(58)
(2,409)
170
6,720
228
7,735
(52)
(1,802)
176
5,933
Foreign currency translation
adjustment . . . . . . . . . . . . .
(3,620)
—
(3,620)
3,690
—
3,690
3,254
—
3,254
Other comprehensive income
(loss) . . . . . . . . . . . . . . . . . . . . $ (48,509) $ 10,436
(38,073)
$ 24,168
$ (4,848)
19,320 $ 80,158 $ (17,898)
62,260
Total comprehensive income
(loss) . . . . . . . . . . . . . . . . . . . .
$ (28,328)
$ 12,842
$ 53,577
Accumulated Other Comprehensive Income (Loss)
Accumulated other comprehensive income (loss) as of
September 30, 2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss) before reclassifications . . . . . . . . .
Amounts reclassified from accumulated other comprehensive income
$
(loss)
Amortization of Pension and Postretirement Plan items (1). . . . . . . .
Actuarial losses (1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tax benefit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net current-period other comprehensive income (loss) . . . . . . . . . .
Reclass due to adoption of ASU 2018-02 . . . . . . . . . . . . . . . . . . . . . . .
Accumulated other comprehensive income (loss) as of
Year Ended September 30, 2020
Pension
Plan
Postretirement
Plan
Foreign
Exchange
Total
(53,811)
(8,604)
$
(13,316)
17,344
$
(13,511) $
3,690
(80,638)
12,430
228
7,281
(1,978)
(3,073)
(8,509)
—
1,848
(489)
18,703
(4,774)
—
—
—
3,690
—
228
9,129
(2,467)
19,320
(13,283)
September 30, 2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
(65,393)
$
613
$
(9,821) $
(74,601)
92
Accumulated other comprehensive income (loss) as of
September 30, 2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss) before reclassifications . . . . . . . . .
Amounts reclassified from accumulated other comprehensive income
$
(loss)
Amortization of Pension and Postretirement Plan items (1). . . . . . . .
Actuarial losses (1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tax benefit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net current-period other comprehensive income (loss) . . . . . . . . . .
Accumulated other comprehensive income (loss) as of
Year Ended September 30, 2021
Pension
Plan
Postretirement
Plan
Foreign
Exchange
Total
(65,393)
44,493
$
$
613
8,404
(9,821) $
3,254
(74,601)
56,151
228
7,735
(1,854)
50,602
—
—
—
8,404
—
—
—
3,254
228
7,735
(1,854)
62,260
September 30, 2021 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
(14,791)
$
9,017
$
(6,567) $
(12,341)
(1)
These accumulated other comprehensive income components are included in the computation of net periodic
pension cost.
Note 19. Long-term Obligations
The following table sets for the components of Long-term obligations as of September 30, 2020 and 2021.
Finance lease obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Environmental post-closure monitoring and maintenance activities . . . . . . . . . . . . .
Long-term disability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less amounts due within one year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term obligations (less current portion) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
7,809 $
602
251
139
(292)
8,509 $
7,613
566
231
210
(319)
8,301
September 30,
2020
September 30,
2021
Note 20. Leases
On October 1, 2019, the Company adopted ASU 2016-02, Leases (Topic 842). This new guidance requires that
a lessee recognize assets and liabilities on the balance sheet for all leases with a lease term of more than twelve months,
with the result being the recognition of a right of use asset and a lease liability. The Company adopted the provisions of
ASU 2016-02 in the first quarter of fiscal 2020 using the modified retrospective transition method, which did not require
the Company to adjust comparative periods. The Company’s right-of-use assets (“ROU”) and lease liabilities are
recognized on the lease commencement date in an amount that represents the present value of future lease payments. ROU
assets are included in Other assets, and the related lease obligation is included in Operating lease liabilities on the
Consolidated Balance Sheets.
Nature of the Leases
The Company has operating and finance leases for buildings, equipment (e.g. trucks and forklifts), vehicles, and
computer equipment. Leasing arrangements require fixed payments and also include an amount that is probable will be
owed under residual value guarantees, if applicable. Some lease payments also include payments related to purchase or
termination options when the lessee is reasonably certain to exercise the option or is not reasonably certain not to exercise
the option, respectively. The leases have remaining terms of one to 15 years.
For all leases with an initial expected term of more than 12 months, the Company recorded, at the adoption date
of ASC 842 or lease commencement date for leases entered into after the adoption date, a lease liability, which is the
lessee’s obligation to make lease payments arising from a lease, measured on a discounted basis; and a right-of-use asset,
which is an asset that represents the lessee’s right to use, or to control the use of, a specified asset for the lease term. The
93
Company utilizes its collateralized incremental borrowing rate commensurate to the lease term as the discount rate for its
leases, unless the Company can specifically determine the lessor’s implicit rate.
On January 1, 2015, the Company entered into a finance lease agreement for the building that houses the assets
and operations of LaPorte Custom Metal Processing (LCMP). The leased asset and obligation are recorded at the present
value of the minimum lease payments. The asset is included in Property, plant and equipment, net on the Consolidated
Balance Sheet and is depreciated over the 20-year lease term. The long term component of the finance lease obligation is
included in Long term obligations.
The Company entered into a twenty-year “build-to-suit” lease for a building that houses the assets and operations
of the service center located in LaPorte, Indiana that was relocated from Lebanon, Indiana. During the first quarter of
fiscal 2017, the Company took occupancy of the building. The Company retained substantially all of the construction risk
and was deemed to be the owner of the facility for accounting purposes, even though it is not the legal owner. Construction
costs incurred relative to the buildout of the facility of approximately $4,100 are included in Property, plant and equipment,
net on the Consolidated Balance Sheet and depreciated over the 20-year lease term. The Company accounts for the related
build-to-suit liability as a financing obligation.
Significant Judgments and Assumptions
Determination of Whether a Contract Contains a Lease
The Company determines whether a contract is or contains a lease at the inception of the contract. The contract
is or contains a lease if the contract conveys the right to control the use of identified assets for a period of time in exchange
for consideration. The Company generally must also have the right to obtain substantially all of the economic benefits
from use of the property, plant, and equipment and have the right to direct its use.
Practical Expedients (Policy Elections)
The Company elected certain practical expedients and transition relief, including the short-term lease recognition
exemption, which excludes leases with a term of 12 months or less from recognition on the balance sheet, recognizing
lease components and non-lease components together as a single lease component, and the transition relief package which,
among other things, includes not reassessing the lease classification or whether a contract is or contains a lease.
The following table sets forth the components of the Company’s lease cost for the year ended September 30, 2020
and 2021.
Finance lease cost:
September 30,
2020
September 30,
2021
Amortization of right of use asset . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Interest on lease liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total finance lease cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
430 $
825
1,255 $
430
806
1,236
Operating lease cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
1,402 $
1,687
Cash paid for amounts included in the measurement of lease liabilities
Operating cash flows from finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . .
Operating cash flows from operating leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Financing cash flows from finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . .
Total cash paid for amounts included in measurement of lease liabilities . . . . . . . . . . . . . . . $
825
1,402
170
2,397 $
806
1,687
195
2,688
94
Lease costs associated with short term leases are not material.
The following table sets forth the Company’s right of use assets and lease liabilities as of September 30, 2020 and 2021.
Finance lease assets (included in Property, plant and equipment, net) . . . . . . . . . . . . . . . . . . . $
Operating right of use lease assets (included in Other assets) . . . . . . . . . . . . . . . . . . . . . . . . . . $
Finance lease liabilities
Accrued expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Long-term obligations (less current portion) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total Finance lease liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Operating lease liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
195 $
7,614
7,809 $
1,718 $
September 30,
2021
September 30,
2020
6,503 $
1,718 $
6,218
1,494
228
7,385
7,613
1,494
Operating lease payments due within one year are recorded in Accrued expenses on the Consolidated Balance Sheet.
Weighted average lease term (Years)
Finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Weighted average discount rate
Finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
September 30,
2020
September 30,
2021
15.1
3.2
10.33 %
5.25 %
14.1
2.5
10.32 %
5.25 %
The following is a table of future minimum lease payments during each fiscal year under operating and finance leases and
the present value of the net minimum lease payments as of September 30, 2021.
Future minimum lease payments
Finance
Leases
Operating
Leases
2022 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2023 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2024 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2025 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2026 . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Thereafter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total minimum lease payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less: amount representing interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Present value of net minimum lease payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
$
1,012 $
1,024
1,032
1,037
1,044
9,458
14,607
(6,994)
7,613 $
840
435
291
72
—
—
1,638
(144)
1,494
95
Note 21. Foreign Currency Forward Contracts
The Company enters into foreign currency forward contracts with the purpose of reducing income statement
volatility resulting from foreign currency denominated transactions. The Company has not designated the contacts as
hedges; therefore, changes in fair value are recognized in earnings. All of these contracts are designed to be settled within
the same fiscal quarter they are entered into and, accordingly, as of September 30, 2019, 2020 and 2021, there are no
contracts that remain unsettled. As a result, there is no impact to the balance sheet as of September 30, 2020 or
September 30, 2021. Foreign exchange contract gains and losses are recorded within Selling, General and Administrative
expenses on the Consolidated Statements of Operations along with foreign currency transactional gains and losses as
follows.
Foreign currency transactional gain (loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign exchange forward contract gain (loss) . . . . . . . . . . . . . . . . . . . . . . . . . .
Net gain (loss) included in selling, general and administrative expense. . . . .
$
$
1,071 $
(1,638)
(567) $
(567) $
(273)
(840) $
(42)
(532)
(574)
Year Ended Year Ended Year Ended
September 30,
September 30,
2020
2019
September 30,
2021
96
Item 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
None.
Item 9A. Controls and Procedures
Evaluation of Disclosure Controls and Procedures
The Company maintains disclosure controls and procedures designed to ensure that information required to be
disclosed by the Company in the reports that it files or submits under the Exchange Act is recorded, processed, summarized
and reported within the time periods specified in the rules and forms of the U.S. Securities and Exchange Commission,
including to ensure that information required to be disclosed by the Company that it files or submits under the Exchange
Act is accumulated and communicated to the Company’s management, including its principal executive and financial
officers, as appropriate to allow timely decisions regarding required disclosure. Pursuant to Rule 13a-15(b) of the
Exchange Act the Company has performed, under the supervision and with the participation of the Company’s
management, including the Company’s Chief Executive Officer and Chief Financial Officer, an evaluation of the
effectiveness of the Company’s disclosure controls and procedures as of the end of the period covered by this report. Based
upon that evaluation, the Chief Executive Officer and the Chief Financial Officer concluded that the Company’s disclosure
controls and procedures were effective as of September 30, 2021.
Changes in Internal Control Over Financial Reporting
There were no changes in our internal control over financial reporting during the quarter ended September 30,
2021 that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.
Management’s Annual Report on Internal Control Over Financial Reporting
The management of the Company is responsible for establishing and maintaining adequate internal control over
financial reporting (as defined by Exchange Act rules 13a-15(f) and 15d-15(f)) for the Company. With the participation
of the Chief Executive Officer and Chief Financial Officer, management conducted an evaluation of the effectiveness of
the Company’s internal control over financial reporting based on the framework and criteria established in Internal
Control—Integrated Framework issued by the Committee of Sponsoring Organizations (COSO) of The Treadway
Commission (2013). Based on the Company’s assessment, management has concluded that, as of September 30, 2021, the
Company’s internal control over financial reporting is effective based on those criteria.
All internal control systems, no matter how well designed, have inherent limitations. Therefore, even those
systems determined to be effective may not prevent or detect misstatements and can provide only reasonable assurance
with respect to financial statement preparation and presentation. Also, projections of any evaluation of effectiveness to
future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the
degree of compliance with the policies or procedures may deteriorate.
The Company’s effectiveness of internal control over financial reporting as of September 30, 2021 has been
audited by Deloitte & Touche LLP, an independent registered public accounting firm, as stated in its attestation report
which is included herein.
Michael L. Shor
President & Chief Executive Officer
November 18, 2021
Item 9B. Other Information
None.
Daniel W. Maudlin
Vice President of Finance and Chief Financial Officer
November 18, 2021
97
Item 10. Directors, Executive Officers and Corporate Governance
Part III
The information included under the caption “Business—Executive Officers of the Company” in this Annual
Report on Form 10-K, and under the captions “Election of Directors”, “Corporate Governance—Code of Ethics”,
“Corporate Governance—Corporate Governance Committee and Director Nominations”, “Corporate Governance—Board
Committee Structure”, “Corporate Governance—Family Relationships” and “Corporate Governance—Independence of
the Board of Directors and Committee Members” in the Proxy Statement to be issued in connection with the 2022 meeting
of the Company’s stockholders is incorporated herein by reference.
Item 11. Executive Compensation
The information included under the captions “Executive Compensation”, “Corporate Governance—
Compensation Committee Interlocks and Insider Participation” and “Corporate Governance—Director Compensation
Program” in the Proxy Statement to be issued in connection with the 2022 meeting of the Company’s stockholders is
incorporated herein by reference in response to this item.
Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters
The information contained under the captions “Security Ownership of Certain Beneficial Owners” and “Security
Ownership of Management” in the Proxy Statement to be issued in connection with the 2022 meeting of the Company’s
stockholders is incorporated herein by reference in response to this item. For additional information regarding the
Company’s stock option plans, please see Note 12 in the Notes to Consolidated Financial Statements in this report.
Equity Compensation Plan Information
The following table provides information as of September 30, 2021 regarding shares of the Company’s common
stock issuable pursuant to its stock option and restricted stock plans:
Plan Category
Equity compensation plans approved by security holders(1) . . .
warrants and rights warrants and rights
34.68
702,576 $
Number of
securities to
be issued upon Weighted-average
exercise
of outstanding
options,
exercise price of
outstanding
options,
Number of securities
remaining available
for future
issuance under
equity
compensation
plans (excluding
securities reflected
in the
second column)
287,434 (2)
(1)
(2)
For a description of the Company’s equity compensation plans, see Note 12 to the Consolidated Financial
Statements in Item 8.
Includes (i) 200,481 shares of stock options or stock appreciation rights and (ii) 86,953 shares of restricted stock,
restricted stock units, performance shares or performance units.
Item 13. Certain Relationships and Related Transactions, and Director Independence
The information contained under the caption “Corporate Governance—Independence of Board of Directors and
Committee Members” and under “Conflict of Interest and Related Party Transactions” in the Proxy Statement to be issued
in connection with the 2022 meeting of the Company’s stockholders is incorporated herein by reference in response to this
item.
98
Item 14. Principal Accountant Fees and Services
The information included under the caption “Ratification of the Appointment of Independent Registered Public
Accounting Firm” in the Proxy Statement to be issued in connection with the 2022 meeting of the Company’s stockholders
is incorporated herein by reference in response to this item.
Part IV
Item 15. Exhibits, Financial Statement Schedules
(a)
Documents filed as part of this Report.
1.
Financial Statements:
The Financial Statements are set forth under Item 8 in this Annual Report on Form 10-K.
2.
Financial Statement Schedules:
Financial Statement Schedules are omitted as they are not required, are not applicable or the information
is shown in the Notes to the Consolidated Financial Statements.
(b)
(c)
Exhibits. See Index to Exhibits, which is incorporated herein by reference.
Financial Statement Schedules: None
99
INDEX TO EXHIBITS
Exhibit
Number
3.1
to
the Haynes
Description
Second Restated Certificate of Incorporation of Haynes International, Inc. (incorporated by reference to
International, Inc. Registration Statement on Form S-1, Registration
Exhibit 3.1
No. 333-140194).
Amended and Restated By-laws of Haynes International, Inc. (incorporated by reference to Exhibit 3.2 to the
Haynes International, Inc. Quarterly Report on Form 10-Q for the fiscal quarter ended March 31, 2018).
Specimen Common Stock Certificate (incorporated by reference
International, Inc. Quarterly Report on Form 10-Q for the fiscal quarter ended December 31, 2009).
to Exhibit 4.01
the Haynes
to
3.2
4.1
4.2** Description of Registrant’s Securities.
10.1
Form of Termination Benefits Agreements by and between Haynes International, Inc. and certain of its
employees, conformed to give effect to all amendments thereto (incorporated by reference to Exhibit 10.1 to
the Company’s Annual Report on Form 10-K for the year ended September 30, 2011).
Form of Director Indemnification Agreement between Haynes International, Inc. and certain of its directors
named in the schedule to the Exhibit (incorporated by reference to Exhibit 10.21 to the Haynes
International, Inc. Registration Statement on Form S-1, Registration No. 333-140194).
Conversion Services Agreement by and between the Company and Titanium Metals Corporation, dated
November 17, 2006 (incorporated by reference to Exhibit 10.22 to the Haynes International, Inc. Registration
Statement on Form S-1, Registration No. 333-140194). Portions of this exhibit have been omitted pursuant to
a request for confidential treatment and filed separately with the Securities and Exchange Commission.
Access and Security Agreement by and between the Company and Titanium Metals Corporation, dated
November 17, 2006 (incorporated by reference to Exhibit 10.23 to the Haynes International, Inc. Registration
Statement on Form S-1, Registration No. 333-140194).
Summary of 2020 Management Incentive Plan and Deferred Compensation Plan (incorporated by reference to
Item 5.02 of the Haynes International, Inc. Form 8-K filed November 22, 2019).
Amendment No.1 to the Haynes International, Inc. 2009 Restricted Stock Plan (incorporated by reference to
Exhibit 10.02 to the Haynes International, Inc. Form 10-Q for the fiscal quarter ended December 31, 2011).
Amendment No. 2 to the Haynes International, Inc. 2009 Restricted Stock Plan (incorporated by reference to
Exhibit 10.01 to the Haynes International, Inc. Form 10-Q for the fiscal quarter ended March 31, 2013).
Amendment No. 3 to the Haynes International, Inc. 2009 Restricted Stock Plan (incorporated by reference to
Exhibit 10.01 to the Haynes International, Inc. Form 10-Q for the fiscal quarter ended December 31, 2014).
Amendment No. 4 to the Haynes International, Inc. 2009 Restricted Stock Plan (incorporated by reference to
Exhibit 10.02 to the Haynes International, Inc. Form 10-Q for the fiscal quarter ended December 31, 2014).
Haynes International, Inc. 2016 Incentive Compensation Plan (incorporated by reference to Exhibit 10.1 to the
Haynes International, Inc. Current Report on Form 8-K filed March 7, 2016).
Form of Restricted Stock Award Agreement between Haynes International, Inc. and certain of its directors,
issued pursuant to the Haynes International, Inc. 2016 Incentive Compensation Plan (incorporated by reference
to Exhibit 10.22 to the Haynes International, Inc. Form 10-K for the fiscal year ended September 30, 2017).
Form of Performance Share Award Agreement between Haynes International, Inc. of certain of its officers,
issued pursuant to the Haynes International, Inc. 2016 Incentive Compensation Plan (incorporated by reference
to Exhibit 10.23 to the Haynes International, Inc. Form 10-K for the fiscal year ended September 30, 2017).
Form of Non-Qualified Stock Option Agreement between Haynes International, Inc. and certain of its officers,
issued pursuant to the Haynes International, Inc. 2016 Incentive Compensation Plan (incorporated by reference
to Exhibit 10.24 to the Haynes International, Inc. Form 10-K for the fiscal year ended September 30, 2017).
Form of Restricted Stock Award Agreement between Haynes International, Inc. and certain of its officers and
other employees, issued pursuant to the Haynes International, Inc. 2016 Incentive Compensation Plan
(incorporated by reference to Exhibit 10.25 to the Haynes International, Inc. Form 10-K for the fiscal year
ended September 30, 2017).
Form of Indemnification Agreement between the Company and certain of its officers (incorporated by
reference to Exhibit 10.24 the Haynes International Form 10K filed November 15, 2018).
10.2
10.3
10.4
10.5
10.6
10.7
10.8
10.9
10.10
10.11
10.12
10.13
10.14
10.15
100
Exhibit
Number
10.16
10.17
10.18**
10.19**
10.20**
10.21**
10.22
21.1
Description
Executive Employment Agreement, effective as of September 1, 2018, by and between the Company and
Michael L. Shor (incorporated by reference to Exhibit 10.25 to the Haynes International, Inc. Form 10-K filed
November 15, 2018).
Haynes International, Inc. 2020 Incentive Compensation Plan (incorporated by reference to Exhibit 99.1 to
the Haynes International, Inc. Current Report on Form 8-K filed February 27, 2020).
Form of Restricted Stock Award Agreement between Haynes International, Inc. and certain of its directors,
issued pursuant to the Haynes International, Inc. 2020 Incentive Compensation.
Form of Performance Share Award Agreement between Haynes International, Inc. and certain of its officers,
issued pursuant to the Haynes International, Inc. 2016 Incentive Compensation.
Form of Non-Qualified Stock Option Agreement between Haynes International, Inc. and certain of its officers,
issued pursuant to the Haynes International, Inc. 2016 Incentive Compensation Plan.
Form of Restricted Stock Award Agreement between Haynes International, Inc. and certain of its officers and
other employees, issued pursuant to the Haynes International, Inc. 2016 Incentive Compensation Plan.
Credit Agreement, dated as of October 19, 2020, by and among Haynes International, Inc., the Lenders party
thereto and JPMorgan Chase Bank, N.A., as Administrative Agent (incorporated by reference to Exhibit 10.1
to the Haynes International, Inc. Current Report on Form 8-K filed October 20, 2020).
Subsidiaries of the Registrant (incorporated by reference to Exhibit 21.1 to the Haynes International, Inc.
Form 10-K for the fiscal year ended September 30, 2018).
23.1** Consent of Deloitte & Touche LLP.
31.1** Rule 13a-14(a)/15d-4(a) Certification of Chief Executive Officer
31.2** Rule 13a-14(a)/15d-14(a) Certification of Chief Financial Officer
32.1** Section 1350 Certifications
101**
The following materials from the Company’s Annual Report on Form 10-K for the fiscal year ended
September 30, 2020 formatted in Inline Extensible Business Reporting Language (iXBRL): (i) the
Consolidated Balance Sheets; (11) the Consolidated Statements of Operations; (iii) the Consolidated
Statements of Comprehensive Income (Loss); (iv) the Consolidated Statements of Stockholders Equity; (v) the
Consolidated Statements of Cash Flows; and (vi) related notes.
104 Cover Page Interactive Data File (embedded within the Inline XBRL document)
**
Filed herewith
101
Pursuant to the requirements of Section 13 or 15(d) of the Securities Act of 1934, the registrant has duly caused
this report to be signed on its behalf by the undersigned, thereunto duly authorized.
SIGNATURES
HAYNES INTERNATIONAL, INC.
By:
/s/ MICHAEL L. SHOR
Michael L. Shor
President and Chief Executive Officer
Date: November 18, 2021
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the
following persons on behalf of the registrant and in the capacities and on the dates indicated.
Signature
Title
Date
/s/ MICHAEL L. SHOR
Michael L. Shor
President and Chief Executive Officer; Director
(Principal Executive Officer)
November 18, 2021
/s/ DANIEL W. MAUDLIN
Daniel W. Maudlin
Vice President of Finance and Chief Financial
Officer (Principal Financial Officer)
November 18, 2021
/s/ DAVID S. VAN BIBBER
David S. Van Bibber
Controller and Chief Accounting Officer
(Principal Accounting Officer)
November 18, 2021
/s/ ROBERT H. GETZ
Robert H. Getz
/s/ DONALD C. CAMPION
Donald C. Campion
/s/ DAWNE S. HICKTON
Dawne S. Hickton
/s/ LARRY O. SPENCER
Larry O. Spencer
Chairman of the Board, Director
November 18, 2021
Director
Director
Director
November 18, 2021
November 18, 2021
November 18, 2021
102
CONSENT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
We consent to the incorporation by reference in Registration Statement Nos. 333-236760, 333-215172, 333-
145499 and 333-134989 on Form S-8 of our report dated November 18, 2021, relating to the consolidated financial
statements of Haynes International, Inc. and the effectiveness of Haynes International, Inc.’s internal control over
financial reporting, appearing in this Annual Report on Form 10-K of Haynes International, Inc. for the year ended
September 30, 2021.
Exhibit 23.1
/s/ Deloitte & Touche LLP
Indianapolis, IN
November 18, 2021
Exhibit 31.1
I, Michael L. Shor, certify that:
CERTIFICATIONS
1.
2.
3.
4.
I have reviewed this Annual Report on Form 10-K of Haynes International, Inc.;
Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a
material fact necessary to make the statement made, in light of the circumstances under which such statements
were made, not misleading with respect to the period covered by this report;
Based on my knowledge, the financial statements, and other financial information included in this report, fairly
present in all material respects the financial condition, results of operations and cash flows of the registrant as of,
and for, the period presented in this report;
The registrant’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure
controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal controls over
financial reporting (as defined in Exchange Act Rules 13a-159f) and 15(d)-15(f)) for the registrant and have:
(a)
(b)
(c)
(d)
Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to
be designed under our supervision, to ensure that material information relating to the registrant,
including its consolidated subsidiaries, is made known to us by others within those entities, particularly
during the period in which this report is being prepared;
Designed such internal control over financial reporting, or caused such internal control over financial
reporting to be designed under our supervision, to provide reasonable assurance preparation of financial
statements for external purposes in accordance with generally accepted accounting principles;
Evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this
report our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of
the period covered by this report based on such evaluation; and
Disclosed in this report any change in the registrant’s internal control over financial reporting that
occurred during the registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the
case of an annual report) that has materially affected, or is reasonably likely to materially affect, the
registrant’s internal control over financial reporting; and
5.
The registrant’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal
control over financial reporting, to the registrant’s auditors and the audit committee of the registrant’s board of
directors (or persons performing the equivalent functions):
(a)
(b)
All significant deficiencies and material weaknesses in the design or operation of internal control over
financial reporting which are reasonably likely to adversely affect the registrant’s ability to record,
process, summarize and report financial information; and
Any fraud, whether or not material, that involves management or other employees who have a significant
role in the registrant’s internal control over financial reporting.
Date: November 18, 2021
/s/ MICHAEL L. SHOR
Michael L. Shor
President and Chief Executive Officer
Exhibit 31.2
I, Daniel W. Maudlin, certify that:
CERTIFICATIONS
1.
2.
3.
4.
I have reviewed this Annual Report on Form 10-K of Haynes International, Inc.;
Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a
material fact necessary to make the statement made, in light of the circumstances under which such statements
were made, not misleading with respect to the period covered by this report;
Based on my knowledge, the financial statements, and other financial information included in this report, fairly
present in all material respects the financial condition, results of operations and cash flows of the registrant as of,
and for, the period presented in this report;
The registrant’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure
controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal controls over
financial reporting (as defined in Exchange Act Rules 13a-159f) and 15(d)-15(f)) for the registrant and have:
(a)
(b)
(c)
(d)
Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to
be designed under our supervision, to ensure that material information relating to the registrant, including
its consolidated subsidiaries, is made known to us by others within those entities, particularly during the
period in which this report is being prepared;
Designed such internal control over financial reporting, or caused such internal control over financial
reporting to be designed under our supervision, to provide reasonable assurance preparation of financial
statements for external purposes in accordance with generally accepted accounting principles;
Evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this
report our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of
the period covered by this report based on such evaluation; and
Disclosed in this report any change in the registrant’s internal control over financial reporting that
occurred during the registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the
case of an annual report) that has materially affected, or is reasonably likely to materially affect, the
registrant’s internal control over financial reporting; and
5.
The registrant’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal
control over financial reporting, to the registrant’s auditors and the audit committee of the registrant’s board of
directors (or persons performing the equivalent functions):
(a)
(b)
All significant deficiencies and material weaknesses in the design or operation of internal control over
financial reporting which are reasonably likely to adversely affect the registrant’s ability to record,
process, summarize and report financial information; and
Any fraud, whether or not material, that involves management or other employees who have a significant
role in the registrant’s internal control over financial reporting.
Date: November 18, 2021
/s/ DANIEL W. MAUDLIN
Daniel W. Maudlin
Vice President of Finance and
Chief Financial Officer
Certifications Pursuant to 18 U.S.C. Section 1350
As Adopted Pursuant to Section 906 of the
Sarbanes—Oxley Act of 2002
Exhibit 32.1
I, Daniel W. Maudlin, the Vice President Finance and Chief Financial Officer of Haynes International, Inc., certify
that (i) the Annual Report on Form 10-K for the fiscal year ended September 30, 2021 (the “Report”) fully complies with
the requirements of Section 13(a) or 15(d) of the Securities Exchange Act of 1934, and (ii) the information contained in
the Report fairly presents, in all material respects, the financial condition and results of operations of Haynes
International, Inc. as of the dates and for the periods set forth therein.
999
/s/ DANIEL W. MAUDLIN
Daniel W. Maudlin
Vice President Finance and
Chief Financial Officer
November 18, 2021
Date
I, Michael L. Shor, the President and Chief Executive Officer of Haynes International, Inc., certify that (i) the
Annual Report on Form 10-K for the fiscal year ended September 30, 2021 (the “Report”) fully complies with the
requirements of Section 13(a) or 15(d) of the Securities Exchange Act of 1934, and (ii) the information contained in the
Report fairly presents, in all material respects, the financial condition and results of operations of Haynes International, Inc.
as of the dates and for the periods set forth therein.
/s/ MICHAEL L. SHOR
Michael L. Shor
President and Chief Executive Officer
November 18, 2021
Date