Annual report 2014
This Annual report
includes Financial
statements and Corporate
governance statement.
For our environmental and
social reporting, please
check our Sustainability
report 2014.
CONTENTS
Strong presence in key markets .................... 1
Key figures .......................................................... 2
CEO foreword ...................................................... 3
Market environment .......................................... 4
Highlights ............................................................. 8
Members of the Leadership Team ...............12
Members of the Board of Directors ............14
Review by the Board of Directors 2014 .....16
Auditor’s report ................................................30
Consolidated financial statements, IFRS ..32
Consolidated statement of income .............32
Consolidated statement
of financial position .......................................34
Consolidated statement of cash flows .......36
Consolidated statement
of changes in equity ......................................38
Notes to the consolidated
financial statements .....................................39
Key financial figures of the Group ..............93
Share-related key figures ..............................95
Definitions of key financial figures ..............96
Parent company
financial statements, FAS ........................97
Income statement of
the parent company ......................................97
Balance sheet of
the parent company ......................................98
Cash flow statement
of the parent company .............................. 100
Statement of changes in equity
of the parent company .............................. 101
Corporate Governance in 2014 ................. 102
Risk management ......................................... 110
Shares and shareholders ............................ 115
AMERICAS
Total stainless steel
consumption in the Americas
region grew slightly stronger
in 2014 compared to 2013.
In the main region NAFTA,
consumption increased by
4% in 2014, with most of the
growth in the US and Mexico.
Outokumpu focused on the
ramp-up of its new integrated
stainless steel mill in Calvert,
Alabama, USA. The ramp-up
towards the full capacity and
potential of the mill is in good
progress.
Outokumpu Annual report 2014 1
Strong presence
in key markets
5
EMEA
Total stainless steel consumption in the EMEA region
grew stronger in 2014 compared to 2013. The increase in
consumption by 4% in 2014 was driven by positive growth
rates in Eastern and Western Europe, Middle East and Africa
and a decline in CIS. Outokumpu archived a significant
profitability improvement driven by improved product mix and
benefits from restructuring and cost saving programs. After
the closure of the Krefeld melt shop in 2013, Outokumpu
has continued restructuring in both melting and cold rolling
in 2014 to improve capacity utilization of its mills. The next
milestones are Bochum closure in 2015 and investments in
the Krefeld cold rolling mill.
APAC
Total stainless steel consumption
in the APAC region grew slower
in 2014 compared to 2013, but
still much faster than in the other
regions. Overall the region grew
by 6% in 2014 with consumption
growing especially in China, India,
Japan and South Korea. Key focus
for this region is to contribute
to the growth of Outokumpu by
establishing a profitable foothold
in the APAC region and to focus
on selected customer and product
segments in which the Outokumpu
offering is differentiated from its
competitors.
Production locations
Service center locations
Number of locations
2 Outokumpu Annual report 2014
Key figures
Sales, 6 844 € million
Sales, 6 844 € million
Coil EMEA 59%
Coil Americas 16%
Coil EMEA 59%
APAC 6%
Coil Americas 16%
Quarto Plate 6%
APAC 6%
Long Products 7%
Quarto Plate 6%
Other operations 6%
Long Products 7%
Other operations 6%
Group key figures
Sales (€ million)
EBITDA (€ million)
Underlying EBITDA (€ million)
EBIT (€ million)
Underlying EBIT (€ million)
Net result (€ million)
Net cash generated from operating activities
(€ million)
Capital expenditure (€ million)
Stainless steel deliveries (1 000 tonnes)
Personnel at the end of the period
Capital structure
Non-current debt (€ million)
Current debt (€ million)
Cash and cash equivalents (€ million)
Net interest-bearing debt at the end of the year
(€ million)
Debt-to-equity ratio at the end of the year (%)
Figures presented for continuing operations
2014
6 844
104
232
-243
-88
-439
-126
127
2 554
12 125
2014
1 597
569
191
1 974
92.6
2013
6 745
-165
-32
-510
-377
-1 003
34
183
2 585
12 561
2013
3 270
893
607
3 556
188.0
Combined savings*
€ million
600
500
400
300
200
100
0
14
15
16
17
* 2015–2017 forecast.
CEO fOrEwOrd Outokumpu Annual report 2014 3
CEO foreword
I n 2014 Outokumpu turned towards
the right direction. During the first
months of the year we sold the
Terni mill and VDM operations to
ThyssenKrupp, thereby reducing our net
debt by 1.3 billion euro, and carried out
comprehensive financing arrangements
including a rights issue of 650 million
euro that gave us the financial strength
to continue our turnaround to profitability.
Reaching an agreement with the labor
unions regarding the closure of the
Bochum melt shop in Germany enabled
us to accelerate the restructuring in
Europe that is a key lever for improving
our financial performance.
In the spring we were relieved of
the obligations set by the European
Commission to supply our American
operations from the Terni mill. Ending
the slab deliveries from Europe improved
the utilization rates of our Calvert mill
and positioned Outokumpu a strong local
player, “made in America”. Fully united,
Calvert and the high-class cold-rolling
mill in San Luis Potosí in Mexico gained
good momentum on the NAFTA market:
our market share in US increased to 18%
from 15% in 2013, and in the NAFTA
market our market share rose to 22%.
Stainless steel demand picked up from
2013, even in Europe after the negative
trend of the previous years. To some
extent the joy was short lived as new
uncertainties emerged to shadow the
European economy and Asian imports
reached new heights. Furthermore, the
sharp increase in nickel price during
the first half of the year plateaued in
the summer and turned towards lower
levels for the rest of the year. This
created a sharp contrast in demand, with
distributors digesting their stocks and
postponing orders towards 2015.
Despite the market volatility, we
continued to improve our financial
performance. Our underlying EBIT
improved 289 million euro compared
to 2013, decreased our net debt and
We still have a lot of work ahead of us,
but halving our losses in 2014 shows that
the merger, our strategy and efficiency
measures are starting to bear fruit.”
Mika Seitovirta, CEO
improved our gearing. The net result
-439 million euro for the period shows
we still have work ahead of us. However,
halving our losses in 2014 shows that
the merger, our strategy and efficiency
measures are starting to bear fruit.
In fact, the progress has given us
confidence to raise the bar higher: we
intend to reach full synergy savings
already this year and reach a total of
550 million euro annual synergy and
cost savings by the end of 2017. By end
of 2014, we had already reached 385
million euro of these total savings, and
well on our way to release 400 million
euros of cash through working capital
management by the end of 2015.
During 2014 we also reinforced our
customer focus. We won our largest
duplex delivery ever to a natural gas
project in Oman, and signed a deal to
deliver 800 tonnes of stainless steel
to create the façade of Baosteel’s new
head offices in China. We flattened our
organizational structure to increase
accountability and get closer to the
customers. The reorganization also
lifted quarto plate and long products
as business areas, providing more
transparency to these businesses.
In 2015 we will further strengthen the
customer focus, constantly challenging
ourselves to further improve our delivery
performance and customer services. We
will fight for a strong, profitable market
position in our home markets, particularly
in Germany, the biggest stainless steel
market in Europe. We will also raise the
bar on operational efficiency, as we see
significant further potential in improving
right first time, yield improvement and
scrap utilization.
Two years ago we started a new
chapter in the Outokumpu history as
a truly global leader in stainless steel,
with the goal to stop and reverse the
downward spiral of losses that had
continued for years. This has required
tremendous efforts: restructuring our
entire industrial footprint in Europe,
expanding to America and investing in
our future with the doubled ferrochrome
production in Finland and world class
quarto plate capacity in Sweden.
Due to the scale of the required
changes, the headwinds and obstacles
in our path, the journey has tested
our endurance and the patience of
our shareholders. The progress we
have made is a testimonial to the
perseverance and professionalism of
the Outokumpu employees, and we
remain unwavering in our commitment to
our shareholders: to turn the company
back on a track that provides return on
investments.
Mika Seitovirta
Outokumpu CEO
4 Outokumpu Annual report 2014 MarkEt EnvirOnMEnt
MarkEt EnvirOnMEnt Outokumpu Annual report 2014 5
Market
environment
Our market position
In 2014, total global steel production
was 1.6 billion tonnes, of which
approximately 91% was carbon steel
and approximately 2.7% was stainless
steel. Stainless steel is a versatile and
widely used material that plays a key
role in many important areas, including
urbanization, transportation, energy,
and the production and consumption
of food, water and other beverages.
Stainless steel’s attractive properties,
which include corrosion resistance, high
strength-to-weight ratio, heat tolerance,
aesthetic qualities and the ability to
be recycled, have contributed to the
increased use of stainless steel in new
and existing applications. As a result,
stainless steel consumption has been
growing more rapidly than that of any
other metal in recent decades.
Source: World Steel Association, SMR
December 2014
Outokumpu is one of the world’s
leading stainless steel producers and
is widely recognized for its product
quality, excellence in both standard
and special grades, such as duplex
stainless steel grades, and as a global
leader in research, development and
technical support. Outokumpu operates
around the world. Its main production
facilities are located in Finland, Germany,
Sweden, the UK, the US, Mexico and
China. The Group’s site in Tornio,
Finland is one of the world’s most cost-
effective and highly-integrated single-
site stainless steel production facilities
that focus on high-volume standard
grades of stainless steel. The Group’s
production sites in Germany focus on
more customized deliveries of ferritic
and austenitic grades, including bright
annealed surfaces, and the production
sites in Sweden focus on special grades.
The Group is ramping up a new and fully
integrated production site in Calvert,
Alabama, USA, which complements the
product portfolio of the Mexican plant
and supplies it with feedstock material.
The global stainless steel slab
production capacity in 2014 totaled
approximately 51.4 million tonnes. The
largest producers based on this measure
are Tsingshan, Tisco, Outokumpu, Posco,
Baosteel, Yusco, Acerinox, and Aperam.
Global stainless steel production was
34.7 million tonnes in 2014, an increase
of 8% compared to 2013. In Europe,
stainless steel production was 5.5
million tonnes in 2014, an increase
of 2% compared to 2013. Europe has
not yet recovered from the impact
of the financial crisis and is far away
from returning to the 2006 level of 7.4
million tonnes. In China, stainless steel
production has increased significantly
during the past ten years, from 1.2
million tonnes in 2003 to 19.5 million
tonnes in 2014. Outokumpu had an
approximately 30% share of cold rolled
stainless steel deliveries in Europe and
an approximately 8% share globally in
2014.
Source: Eurofer and SMR December 2014
Major stainless steel producers
Estimated slab melting capacity
Million tonnes
Tsingshan
Tisco
Outokumpu
Posco
Baosteel
Yusco
Acerinox
Aperam
2014
2015
4.4
4.2
4.0
3.9
3.6
2.9
2.7
1.9
4.3
4.2
3.6
3.9
3.6
2.8
2.9
1.9
Source: SMR December 2014
SMr estimates that global stainless
steel demand will reach 38.5 million
tonnes and 40.6 million tonnes in
2015 and 2016, respectively.
End-uses of stainless steel
POPUlATION grOWTh ANd UrBANIzATION, INCrEASINg MOBIlITy,
ClIMATE ChANgE, SCArCITy OF rESOUrCES ANd ENErgy ArE drIvINg
ThE FUTUrE dEMANd OF STAINlESS STEEl.
Consumer Goods & Medicals 47%
Chemical, Petrochemical & Energy 17%
Automotive & Heavy Transport 11%
ABC & Infrastructure 15%
Industrial & Heavy Industry 8%
Others 3%
Source: SMR, stainless steel finished
products*, December 2014.
* Rolled and forged products excl.
13Cr tubes, profiles.
global consumption
of stainless steel
products in 2014
36.9million tonnes
Industrial &
Heavy Industry
3.33 million tonnes
(2014: 3.01)
CAGR 5.3%
Expected global
consumption of stainless
steel products in 2016
40.6million tonnes
Consumer
Goods & Medicals
19.12 million tonnes
(2014: 17.26)
CAGR 5.2%
Building & Infrastructure
6.09 million tonnes
(2014: 5.46)
CAGR 5.6%
Others
1.17 million tonnes
(2014: 1.05)
CAGR 5.4%
Automotive & Heavy
Transport
4.29 million tonnes
(2014: 3.89)
CAGR 5.0%
Chemical,
Petrochemical & Energy
6.57 million tonnes
(2014: 6.15)
CAGR 3.3%
Source: SMR, stainless steel finished products, December 2014
CAGR = Compound Annual Growth Rate
6 Outokumpu Annual report 2014 MarkEt EnvirOnMEnt
MarkEt EnvirOnMEnt Outokumpu Annual report 2014 7
Market price comparison with competing materials
Market review
2006=100
300
250
200
150
100
50
0
06 07 08 09 10 11 12 13 14
Stainless steel*
Zinc
Carbon steel galvanized sheet
Aluminium
Carbon steel cold rolled coil
Copper
Source: CRU, LME and Metal Bulletin. Including December 2014.
* Stainless steel prices are for grade 1.4301.
Stainless steel price*
EUR/t
5 000
4 000
3 000
2 000
1 000
0
94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14
Base price
Alloy surcharge
Transaction price
Source: CRU. Including February 2015.
* Stainless steel reference price for cold rolled 304 2mm sheet in Europe.
Global consumption of stainless steel products increased by
6%, from 34.9 million tonnes in 2013 to 36.9 million tonnes in
2014. Global consumption levels in the first quarter of 2014
were positively influenced by the nickel price development, a
low inventory basis at the beginning of the year and improved
underlying end-use demand. Consumption levels slowed
down in the second and third quarter of 2014 due to the
decreasing trend of the nickel price, increasing concerns over
the developments of the European economy and the reduced
growth perspectives of the Chinese economy. Growth dynamics
differed significantly from region to region. Some global end-
use markets have sensed high growth opportunities in 2014,
especially the Chemical, Petrochemical and Energy and
Consumer Goods & Medical segments.
In EMEA, stainless steel consumption increased by 4% to
7.2 million tonnes in 2014. The main driver was an increase
in consumption levels in Western European consuming
countries. After the sharp drop in consumption levels in 2013,
major Western European countries, such as Germany, Italy,
United Kingdom and Spain acknowledged a recovery process
throughout the year 2014. In Europe, consumption totaled 5.8
million tonnes in 2014, an increase of 4% compared to 2013.
Other regions in EMEA besides Western Europe also showed
a good performance in 2014 (Eastern Europe +5%, Middle
East +6%, Africa +3% and CIS -3% compared to 2013). The
increased European demand in 2014 was mainly attributable
to higher demand in the Automotive & Heavy Transport and
Consumer Goods & Medical segments. A decline in the demand
in the Industrial & Heavy Industry segment reduced European
demand in 2014.
In Americas, stainless steel consumption increased to
3.6 million tonnes in 2014, with mainly the NAFTA region
experiencing growth (+4% to 2.9 million tonnes). After a
comparatively slow start to the year 2014 due to weak weather
conditions, dynamics in the US market have accelerated from
the second quarter of 2014 on, indicating a further stable
demand situation in North America. US growth was supported
by a strong Mexican market. South America was dominated
by the robust Brazilian market, while consumption in other
markets such as Argentina, Chile and Uruguay was surprisingly
volatile. In NAFTA, growth in 2014 was mainly attributable to
increased demand from the Chemical/Petrochemical & Energy,
Automotive & Heavy Transport and Industrial & Heavy Industry
segments.
In APAC, stainless steel consumption has grown rapidly in
recent years (26.0 million tonnes in 2014), which has been the
main factor supporting global growth. China’s share of APAC
demand reached 66% in 2014 (+7% to 17.1 million tonnes in
2014 compared to 2013), followed by India with a share of
12% (+6% to 3.0 million tonnes), Japan with a share of 8%
(+3% to 2.1 million tonnes) and South Korea with a share of
7% (+4% to 1.7 million tonnes). Growth in the consumption of
the Chemical/Petrochemical & Energy, Consumer Goods &
Medical and Automotive & Heavy Transport mainly contributed
to increased consumption in China.
Source: SMR Real Demand December 2014
Average transaction prices in 2014 for 2 mm cold rolled 304
stainless steel sheet in the three regions of Europe, the USA
and China remained slightly above the significantly low levels of
the previous year. While in the first quarter of 2014 price levels
in all three regions decreased quarter-on-quarter, transaction
prices increased sharply in the second and third quarter.
In the last quarter of 2014, price levels in all three regions
declined again. In the second quarter of 2014, small base
price increases have been acknowledged in Europe as well
as in the USA. Asian price advantages remained high in 2014
and kept up the attractiveness of imported material in the
European market. The price advantages result from the high
investments of Asian mills in new state-of-the-art facilities with
high production capacities, economies of scale and partially
significant cost advantages, for example from using alternative
raw materials such as nickel pig iron. Outokumpu intends
to improve its competitiveness and attractiveness against
imported material coming from Asia by optimizing its production
network, further developing its raw material strategy, delivering
faster, more reliably, more flexibly and with the new daily alloy
surcharge pricing system.
Source: CRU February 2015
Outlook
The long-term prospects for stainless steel consumption remain
robust. Key global megatrends in urbanization, modernization
and increased mobility, combined with growing global demand
for energy, food and water, will ensure the continuing growth
of stainless steel consumption in the future. SMR estimates
that global stainless steel demand will reach 38.5 million
tonnes and 40.6 million tonnes in 2015 and 2016, respectively.
Between 2014 and 2016, global consumption is expected to
increase at an annual growth rate of 5% CAGR, while growth
is estimated to be mainly driven by increased consumption
in APAC (+6% CAGR). In EMEA and Americas, total stainless
steel demand is estimated to increase by 2% and 4% CAGR,
respectively, from 2014 to 2016. Growth will be mainly
supported from increased demand in the ABC & Infrastructure
(+6%), the Industrial & Heavy Industries (+5%) and the
Consumer Goods & Medical (+5%) segments. Between 2014
and 2016, the Automotive & Heavy Transport and the Chemical,
Petrochemical & Energy segments are expected to grow at
average annual growth rates of 5% and 3%, respectively.
Source: SMR Real Demand December 2014
Nickel price
USD/t
40 000
35 000
30 000
25 000
20 000
15 000
10 000
5 000
0
09
10
11
12
13
14
Source: LME settlement, monthly average prices,
including December 2014.
Molybdenum price
USD/lb
30
25
20
15
10
5
0
09
10
11
12
13
14
Source: Metal Bulletin – Molybdenum Drummed molybdic oxide.
Free market $ per lb Mo in warehouse.
Ferrochrome price
USD/lb
2.0
1.5
1.0
0.5
0
09
10
11
12
13
14
Source: Quarterly contract prices agreed between South African
ferrochrome producers and European buyers, including Q4/2014.
8 Outokumpu Annual report 2014 HigHligHts
HigHligHts Outokumpu Annual report 2014 9
Highlights
In 2014 Outokumpu turned towards the right direction. On the second year
since the merger, tangible results of the strategy started to show: profitability
was clearly improved, debt was reduced and strengthened customer focus
was reflected in improved delivery performance and number of new customer
projects. Work continues to return Outokumpu back to sustainable profitability.
Segment highlight: Automotive industry
While people are increasingly moving and cities are growing, new and ever more stringent environmental
requirements put car manufacturers under a lot of pressure. The need to decrease emissions means that
the manufacturers need to reduce the weight of their vehicles. Here stainless steel, which is an extremely
strong and safe material even with thin walls, offers many opportunities for car manufacturers.
Outokumpu’s sales and R&D teams work in cooperation with the customers to create ever lighter yet
strong components such as fuel tanks for cars. For instance, Outokumpu’s stainless steel has been used
by TechRoi Fuel Systems to manufacture a pioneering stainless steel fuel tank for Saab 9-3.
50% more ore reserves
New underground drilling at the Kemi,
Finland chromium mine showed that
proved ore reserves are 50% larger
than estimated earlier. The mineral
resources of the mine total 97.8 million
tonnes, while annual production is
around 2.5 million tonnes.
The largest duplex delivery ever
Outokumpu delivers 22,000 tonnes
of duplex stainless steel to a natural
gas field project in Oman. The deal is
the single largest duplex delivery by
Outokumpu. Duplex is used by Sosta and
Inox Tech to produce welded tube.
Q1
Terni and VDM sold
Outokumpu concluded sale of the Terni, Italy
assets and high-performance alloys business
(VDM) to ThyssenKrupp. The deal decreased
significantly Outokumpu’s net debt and
fulfilled the remedy requirements set by the
European Commission related to the Inoxum
acquisition.
EUR 640 million from
an equity issue
Outokumpu raised EUR 640
million of net proceeds in an
oversubscribed rights issue.
The rights issue was part of a
comprehensive set of measures
that significantly strengthened
Outokumpu’s balance sheet and
credit profile, thus enabling the
company to carry out its turnaround
to profitability.
First deal for high-
chromium ferritic grade
Outokumpu announced the first
deal for its newly launched high-
chromium ferritic stainless steel
grade. HEAT-IT manufactures
rescue chambers, used by
employees of the mines and
underground construction sites in
case of an emergency. The grade is
maintenance free and strong, and
there rescue chambers are durable
and have a long life cycle.
Degerfors quarto plate
investment completed
In June 2014 customers visited
the Degerfors mill in Sweden to
see the results of the EUR 100
million quarto plate investment.
The investment expanded the mill’s
capacity, increased cost efficiency
and improved the surface quality of
the products.
Q2
EMEA restructuring
negotiations concluded
Outokumpu and German labor unions
reached an agreement over the earlier
closure of the Bochum melt shop and
additional job reductions in Germany.
This meant that Outokumpu was able
to accelerate the EMEA restructuring
– a major milestone since the plan will
bring savings of EUR 100 million by
2017.
Outokumpu wins ISSF
sustainability award
A more than 30-year study by Outokumpu’s
Chief Medical Officer Markku Huvinen won
the sustainability award of the International
Stainless Steel Forum. The pioneering
study is the first ever study on exposure to
dust containing chromium and nickel in the
stainless steel industry.
10 Outokumpu Annual report 2014 HigHligHts
HigHligHts Outokumpu Annual report 2014 11
Segment highlight: Building & construction
As the standard of living rises and with people increasingly living in cities, cities are getting bigger and
growing upwards. This trend sets new requirements for buildings. Durable, yet aesthetic façades and
a longer service life are required from these tall buildings. In many cases, the world’s population is
concentrated in high-corrosion areas with exposure to coastal climate and high pollution levels.
The sustainable design and construction of skyscrapers almost require the use of stainless steel –
for instance in façades, in reinforcing concrete structures, in escalators and elevators. Outokumpu has
several showcases in skyscrapers for example in China, Dubai, Singapore and USA spanning several
decades and in many cases in corrosive coastal areas.
Segment highlight: Energy
Every year, the world uses more resources than the planet actually has. As resources are limited, there is
a huge demand for environmental responsibility and renewable energy sources. Solar power, wind power
and products for higher fuel efficiency require materials that are durable and withstand high temperatures.
The depletion of raw materials is increasing the need for materials with high recyclability.
Outokumpu’s stainless steel is a good example of both. In a desert in Nevada, there is a pioneering
solar power plant with panels in Outokumpu’s stainless steel. It is also used, for example, in the harsh
environment of flue-gas cleaning equipment in power plants, where it helps to keep sulfur dioxide
emissions at a minimum. Moreover, as it is maintenance free, durable and fully recyclable, stainless steel
keeps application life cycles very high and the carbon footprint of the product as small as possible.
Superduplex for flue-gas cleaning
Outokumpu delivers superduplex
grades for Valmet’s flue-gas cleaning
equipment where sulfur, seawater and
heat require a lot from the materials
used. Flue-gas cleaning is used
in ships to comply with the sulfur
directive by the European Commission,
effective from 2015.
Coil Americas’ profitability
improving
The single biggest profitability lever
in Outokumpu is the ramp of the
Calvert, USA stainless steel mill in
business area Coil Americas. In the
second quarter of 2015, Coil Americas
reached positive EBITDA for the first
time.
New bond, expanded
efficiency programs
Outokumpu issued a new bond to
refinance the existing indebtedness,
including the redemption of the bond
maturing in June 2015. Outokumpu
also expanded its efficiency programs,
targeting now annual savings of
altogether EUR 550 million in 2017
and release of cash from net working
capital of EUR 400 million, both
compared to 2012 level.
First-ever maintenance-free boat
Outokumpu’s stainless steel was used
to produce a first-ever maintenance-
free boat in Sweden by Swedish Steel
Yachts. Stainless steel gives the boat an
extremely thin, yet strong surface, which
does not require any maintenance.
New heights for wind power towers
Outokumpu’s duplex grades help wind
power towers reach new heights. With the
help of stainless steel, Stalatube designed
hybrid towers that can reach heights
up to 140–160 meters or more. Above
100 meters, the energy output of the tower
increases by an average of one percent
every additional meter.
Kloster operations closed
The Kloster thin strip mill in
Sweden was closed down
on December as announced
at the beginning of 2014.
Outokumpu continues to
serve its thin strip customers
from its German units. For
43 people, Outokumpu found
new positions in other units in
Sweden.
Q3
Reverse split of shares
Outokumpu concluded a reverse split
of shares to decrease the number
of its shares by merging twenty-five
shares into one share. The purpose
of the reverse split was to rationalize
the number of shares, increase
the value of individual share and
therefore enhance trading conditions
and improve price formation on the
stock market.
Duplex lengthens water heaters life
Outokumpu delivers LDX 2101® to PVI
Industries. Customer was able to lengthen
water heater life and reduce the amount
of waste. The state of Texas, USA awarded
PVI Industries for pollution prevention in its
Environmental Excellence Awards in 2014.
Q4
800-tonne stainless
steel façade
Outokumpu’s SKS mill in Shanghai, China
delivers 800 tonnes of 316L stainless
steel for Baosteel’s new head offices in
China. Pelli Clarke Pell Architects had
strict requirements for the materials used,
including their quality and appearance.
In September, Outokumpu showcased its
expertise in skyscraper façades at the
Tall Building Conference in Shanghai, and
surface finishes at a customer event in
Dillenburg, Germany.
Yet again climate
disclosure leader
Outokumpu was again included in the
Nordic Climate Disclosure Leadership
Index, for the fifth consecutive year.
This year, Outokumpu’s score rose
to 95 out of 100 and the Group
was among the top 10% of the
organizations. High scores indicate
the provision of robust climate
data upon which decisions that will
catalyze progress towards low carbon
economies can be made.
12 Outokumpu Annual report 2014 MEMbErs Of tHE lEadErsHip tEaM
MEMbErs Of tHE lEadErsHip tEaM Outokumpu Annual report 2014 13
Leadership Team on Dec 31, 2014
Mika Seitovirta
reinhard Florey
Pekka Erkkilä
Austin lu
Kari Parvento
Olli-Matti Saksi
Johann Steiner
Saara Tahvanainen
Kari Tuutti
Michael Wallis
Mika Seitovirta
b. 1962, Finnish citizen
M.Sc. (Econ.)
CEO 2011–
Chairman of the Outokumpu Leadership Team
2011–
Responsibility: Group management, strategy and
sustainability, legal and internal audit
Employed by the Outokumpu Group since 2011
Work experience
President and CEO: Glaston Corporation (formerly
Kyro Corporation) 2007–2009
Managing Director: Hartwall Oy 2003–2006
Managing Director: Volvo Auto 1998–2003
Finance Director, Deputy to Sales Company
President: Volvo Deutschland 1994–1998
Several positions at Volvo Auto 1986–1994
Business Development Manager: Aro-Yhtymä
1989–1990
Positions of trust
Chairman of the Board: Association of Finnish
Steel and Metal Producers 2015– (Board member
2011–)
Deputy Chairman of the Board: Shanghai Krupp
Stainless Co. Ltd. 2013–
Board member: Eurofer 2014–
Board member: East Office of Finnish Industries
2013–
Board member: Federation of Finnish Technology
Industries 2013–
Board member: World Steel Association 2013–
Board member: International Stainless Steel Forum
2011–
Member of the Supervisory Board: Varma Mutual
Pension Insurance Company 2011–
Board member: Are 2009–2011
Senior Advisor, Advisory Group: Ratos 2008–2011
Board member: Aro-Yhtymä 2006–2011
Board member: Handelsbanken Finland
2004–2011
Reinhard Florey
b. 1965, Austrian citizen
M. Sc. (Eng.), M.A.
CFO 2013–
Member of the Outokumpu Leadership Team 2012–
Responsibility: Finance and control, treasury and
risk management, taxation, integration and M&A,
corporate affairs and compliance, and investor
relations
Employed by the Outokumpu Group since 2012
Work experience
Executive Vice President – Integration and Strategy:
Outokumpu Oyj 2012–2013
CFO: Inoxum GmbH 2011–2012
Member of Executive Board: ThyssenKrupp Steel
Americas, LLC 2010–2011
CFO – Steel Americas business area: ThyssenKrupp
AG 2009–2011
SVP – Corporate Center Mergers and Acquisitions:
ThyssenKrupp AG 2005–2009
SVP – Corporate Development/M&A: ThyssenKrupp
Steel AG 2002–2005
Various positions at McKinsey & Company
1995–2002
Positions of trust
Board member: Shanghai Krupp Stainless Co. Ltd.
2011–
Executive Member of the Board: Acciai Speciali
Terni S.p.A. 2011–2014
Pekka Erkkilä
b. 1958, Finnish citizen
M.Sc. (Eng.)
Executive Vice President, Chief Technology Officer
2013–
Member of the Outokumpu Leadership Team
2013–
Responsibility: Global production and technology
strategy, capital investment optimization, R&D, raw
material and general procurement and energy
Employed by the Outokumpu Group since 2013
(and in 1983–2000 and 2004–2010)
Work experience
President, Ferrous Solutions business area: Outotec
Oyj 2010–2013
Executive Vice President, General Stainless and
Production Operations: Outokumpu Oyj 2004–2010
Executive Vice President, later President:
AvestaPolarit Oyj 2001–2004
President: Outokumpu Chrome Oy 1996–2000
Various management positions: Outokumpu Tornio
Works 1983–1995
Positions of trust
Chairman of the Board: Manga LNG Oy 2013–
Board member: Voimaosakeyhtiö SF 2014–
Board member: University of Oulu 2009–
Board member: Grängesberg Iron AB 2009–2014
Austin Lu
b. 1971, Chinese citizen (People’s Republic)
MBA, B.Sc. (Econ.)
President – APAC 2012–
Member of the Outokumpu Leadership Team 2012–
Responsibility: APAC business area
Employed by the Outokumpu Group since 2012
Work experience
Senior Vice President – APAC Focus Area:
Outokumpu Oyj 2012
Vice President, Regional General Manager, China:
General Electric 2009–2011
Business Leader, Life Science Ingredient: Lonza
Group 2008–2009
Marketing Director: General Electric Plastics, China
2005–2008
Various positions in General Electric Plastics in
China 1996–2005
Various positions in China MinMetals Co.
1993–1996
Kari Parvento
b. 1957, Finnish citizen
M.Sc. (Eng.)
President – Quarto Plate 2014–
Member of the Outokumpu Leadership Team 2010–
Responsibility: Quarto Plate business area
Employed by the Outokumpu Group since 2010
Work experience
President – Stainless Americas 2012–2014
Executive Vice President – Ferrochrome, Group R&D
and Environment and Quality: Outokumpu 2012
Executive Vice President – Group Sales and
Marketing: Outokumpu Oyj 2010–2011
President, Underground Mining: Sandvik Group
2009–2010
President, Underground Hard Rock Mining: Sandvik
Group 2007–2009
Managing Director, Sandvik Mining and
Construction Oy (“SMC Oy”): Sandvik Group
2007–2010
Managing Director, SMC Australia and Sandvik
Materials Handling Pty Ltd. Australia: Sandvik
Group 2005–2007
Business Development Manager, Sandvik Tamrock
Finland: Sandvik Group 2004–2005
Managing Director: Kuusakoski Sverige AB
2003–2004
Country Manager, Scandinavia: Kuusakoski Group
2000–2004
Managing Director: Kuusakoski AB 2000–2003
Positions of trust
Chairman of the Board: SMC Austria GmbH
2009–2010
Board member: SMC Corporation Finland
2007–2010
Michael Wallis
b. 1960, British citizen
BA (Hons) Business Studies
President – Coil Americas 2014–
Member of the Outokumpu Leadership Team 2014–
Responsibility: Coil Americas business area
Employed by the Outokumpu Group since 2013
Work experience
Senior Vice President – Stainless Coil Americas:
Outokumpu Oyj 2013–2014
Chief Executive Officer: Outokumpu Stainless USA
(former ThyssenKrupp Stainless USA) 2012–2013
VP & President, North America Rolled Products:
Alcoa Inc. 2004–2012
General Manager: Alcoa Europe 2002–2004
Managing Director: British Aluminium (part of Luxfer
Group) 1996–2002
Managing Director: British Alcan Plate 1993–1996
Finance Director: British Alcan Aerospace
1991–1993
Chief Accountant: British Alcan 1990–1991
Olli-Matti Saksi
b. 1967, Finnish citizen
M.Sc. (Eng.)
President – Coil EMEA 2014–
Member of the Outokumpu Leadership Team 2014–
Responsibility: Coil EMEA business area
Employed by Outokumpu Group since 2013
Work experience
Senior Vice President – Head of Sales EMEA:
Outokumpu 2013–2014
SVP and General Manager, Division Rolled
Products: Aleris 2011–2013
VP, Sales and Marketing: Aleris 2008–2011
VP, Sales and Marketing: ArcelorMittal 2004–2008
VP, Sales: Rautaruukki 2000–2004
Business Development and Corporate Planning:
Fundia 1998–2000
Various positions: Rautaruukki 1991–1998
Johann Steiner
b. 1966, German citizen
M.Sc. (Econ.)
Executive Vice President – Human Resources, IT,
Health and Safety 2013–
Member of the Outokumpu Leadership Team
2013–
Responsibility: Human resources, IT, health and
safety
Employed by the Outokumpu Group since 2013
Work experience
Executive Vice President – Human Resources and
Health, Safety and Sustainability: Outokumpu Oyj
2013
Group HR Director: SAG Group GmbH 2012
Operating Partner: Humatica AG 2010–2012
Group HR Director: Clariant International AG
2002–2008
VP Executive Policies: EADS (former
DaimlerChrysler Aerospace AG) 1999–2002
Senior Consultant: Towers Perrin 1993–1998
Saara Tahvanainen
b. 1974, Finnish citizen
M.Sc. (Soc.) in communications
Executive Vice President – Communications &
Marketing 2014–
Member of the Outokumpu Leadership Team 2014–
Responsibility: Communications and marketing
Employed by the Outokumpu Group since 2012
Work experience
Vice President – Communications: Outokumpu Oyj
2013–2014
Director – External Communications: Outokumpu
Oyj 2012
Senior Communications Manager: Nokia
2007–2012
Communications Manager: Nokia 2006–2007
Communications Manager: Fazer 2004–2006
Project Manager, change and leadership
communications: Ericsson 2001–2004
Communications Officer: Ericsson 2000–2001
Kari Tuutti
b. 1970, Finnish citizen
M.Sc. (Econ.)
President – Long Products 2014–
Member of the Outokumpu Leadership Team 2012–
Responsibility: Long Products business area
Employed by the Outokumpu Group since 2011
Work experience
Executive Vice President – Marketing,
Communications and Sustainability: Outokumpu
Oyj 2013–2014
Executive Vice President – Marketing,
Communications and IR: Outokumpu Oyj 2012–
2013
Senior Vice President – Marketing, Communications
and IR: Outokumpu Oyj 2011–2012
Director, Marketing Creation: Nokia Oyj 2009–2011
Vice President, Communications: Nokia Oyj 2008
Director, Communications, Multimedia Business
Group: Nokia Oyj 2002–2007
Senior Manager, Investor Relations: Nokia Oyj
1999–2002
Manager, Treasury, Finland and Geneva: Nokia Oyj
1995–1999
Analyst, Treasury: Merita Bank 1994–1995
Positions of trust
Chairman of the Board: Fagersta Stainless AB
2014–
Chairman of the Board: Euro Inox 2013–
14 Outokumpu Annual report 2014 MEMbErs Of tHE bOard Of dirECtOrs
MEMbErs Of tHE bOard Of dirECtOrs Outokumpu Annual report 2014 15
Board of Directors on Dec 31, 2014
Jorma Ollila
Olli vaartimo
Markus Akermann
roberto gualdoni
Stig gustavson
heikki Malinen
Elisabeth Nilsson
Siv Schalin
Jorma Ollila
Chairman of the Board of Directors
b. 1950, Finnish citizen
M.Sc. (Pol.) (University of Helsinki 1976)
M.Sc. (Econ.) (London School of Economics 1978)
M.Sc. (Eng.) (Helsinki University of Technology
1981)
Outokumpu Board member 2013–
Chairman of the Board 2013–
Chairman of the Remuneration Committee
Work experience
Chairman of the Board: Nokia Corporation
2006–2012
Chairman and Chief Executive Officer: Nokia
Corporation 1999–2006
President and Chief Executive Officer: Nokia
Corporation 1992–1999
President: Nokia Mobile Phones 1990–1992
Senior Vice President, Finance: Nokia 1986–1989
Various managerial positions within corporate
banking: Citibank 1978–1985
Positions of trust
Chairman of the Board: Royal Dutch Shell Plc
2006–
Vice Chairman of the Board: Otava Books and
Magazines Group 1996–
Board member: Tetra Laval Group 2013–
Board member: University of Helsinki 2009–
Chairman of the Boards of Directors and the
Supervisory Boards: The Research
Institute of the Finnish Economy ETLA and Finnish
Business and Policy Forum EVA 2005–
Advisory Partner: Perella Weinberg Partners 2014–
Independent of the company and its significant
shareholders.
Olli Vaartimo
Vice Chairman of the Board of Directors
b. 1950, Finnish citizen
M.Sc. (Econ.)
Outokumpu Board member 2010–
Vice Chairman of the Board 2011–
Chairman of the Audit Committee
Work experience
CFO: Metso Oyj 2003–2010
Executive Vice President, Deputy to the President
and CEO: Metso Oyj 2003–2010
Member of the Executive Team 1999–2010 and
Vice Chairman of the Executive Team 2004–2010:
Metso Oyj
President and CEO (acting): Metso Oyj 2003–2004
President and CEO: Metso Minerals Oy 1999–2003
President and CEO: Nordberg Group, Rauma Oyj
1993–1999
Executive Vice President: Rauma Oyj 1991–1998
Roberto Gualdoni
b. 1956, German citizen
MBA, M.Sc. (Eng.)
Outokumpu Board member 2014–
Member of the Remuneration Committee
Positions of trust
Chairman of the Board: Valmet Automotive Oy
2003–2014
Board member: Valmet Automotive Oy 2014–
Board member: Kuusakoski Oy 2008–
Board member: Kuusakoski Group Oy 2008–
Board member: Alteams Oy 2008–2014
Board member: Northland Resources SA
2013–2014
Independent of the company and its significant
shareholders.
Markus Akermann
b. 1947, Swiss citizen
M.Econ. (University of St.Gallen, Switzerland)
Outokumpu Board member 2013–
Member of the Audit Committee
Work experience
Chief Executive Officer: Holcim Group 2002–2012
Chairman of the Board: Holcim Group Support Ltd
2002–2012
Member of the Board: Holcim Ltd 2002–2013
Member of the Group Executive Committee with
responsibility for Latin America, international
trading activities and Corporate Human Resources
and Training: Holcim Group 1993–2001
Member of the Board and Managing Director:
Holcim Apasco SA de CV, Mexico 1993–2012
Area Manager Central America, Andean Countries
and international trading activities: Holcim Group
1986–1993
Positions of trust
Member of the Board: Votorantim Cimentos S.A.
2013–
Member of the Board: ACC Mumbai, India
2005–2012
Member of the Board: Ambuja Cements Ltd,
Mumbai, India 2006–2012
Member of the Executive Board: World Business
Council for Sustainable Development (WBCSD)
2008–2011
Independent of the company and its significant
shareholders.
Work experience
Chief Executive Officer: Styrolution Group
2011–2014
President, Styrenics: BASF SE 2010–2011
Senior Vice President, Global Procurement Raw
Materials: BASF SE 2007–2010
Senior Vice President, Global Procurement Basic
Products: BASF SE 2006–2007
Group Vice President, Business Unit Engineering
Plastics Europe: BASF SE 2001–2005
Group Vice President, Business Unit Foam Products
Europe: BASF SE 1998–2001
Chief Controller, Regional Division Central Europe:
BASF SE 1996–1998
Controlling, Sales Division Germany: BASF SE
1994–1996
European Market Coordinator – Specialty
Chemicals: BASF SE 1991–1994
Market Coordinator North Europe/Germany –
Specialty Chemicals: BASF SE 1991
Product manager, Superabsorbers and Dispersing
Agents: BASF SE 1990–1991
Marketing Manager, Textile, Leather, Paper and
Specialty Chemicals: BASF Argentina S.A.
1988–1989
Assistant to the General Manager: BASF Argentina
S.A. 1987–1989
Commercial Coordinator: Tenaris 1983–1986
Positions of trust
Chairman of the Supervisory Board: Styrolution
Europe and Styrolution Americas 2012–2014
Chairman of the Board: BGS, Schwarzheide,
2001–2005
Member of the Steering Board: PlasticsEurope,
Brussels/Belgium, 2012–2014
Board member: FIW, Munich, 1998–2001
Board member: BASF Intertrade AG, Zug/
Switzerland, 2006–2007
Vice President: EXIBA, Brussels, 1998–2001
Independent of the company and its significant
shareholders.
Stig Gustavson
b. 1945, Finnish citizen
M.Sc. (Eng.)
Dr.Tech. (hon.) Tampere University of Technology
Dr.Tech. (hon.) Aalto University Helsinki
Finnish Honorary title Vuorineuvos
Outokumpu Board member 2014–
Member of the Remuneration Committee
Work experience
President and CEO: Konecranes Plc 1994–2005
President: KONE Oy/KONE Cranes 1988–1994
President: KONE Oy/KONE Wood 1985–1988
Director: KONE Oy/KONE Roxon, 1982–1985
Various executive positions within leading Finnish
and Swedish companies, 1970–1982
Positions of trust
Board Memberships and Chairmanships in over
20 major Finnish and Scandinavian companies
and over 10 Finnish, Scandinavian and European
organizations, trusts and charities, including
present positions:
Chairman of the Board: Ahlstrom Capital OY 2011–
Chairman of the Board and Executive Committee of
Technology Academy (Finland) 2007–
Chairman of the Board: Konecranes Plc 2005–
Chairman of the Board: Svenska Handelsbanken,
Finland 2004–
Chairman of the Executive Committee: Strategic
Centers for Science, Technology and Innovation
(SHOKs) 2012–
Vice Chairman of the Supervisory Board: Tampere
Technical University 2013–
Supervisory Board Member: Varma Mutual Pension
Insurance Company 2000–
Special Advisory Assignment: All Tampere-based
Universities 2014–
Senior Advisor of IK Investment Partners 1997–
Past Chairman 2005–2011 and present Vice
Chairman 2011– of the Board of Dynea Oy
Past Chairman 2002–2007 and present Vice
Chairman 2007– of the Board of Mercantile Oy Ab
Independent of the company and its significant
shareholders.
Heikki Malinen
b. 1962, Finnish citizen
M.Sc. (Econ.), MBA (Harvard)
Outokumpu Board member 2012–
Member of the Audit Committee
Work experience
President and CEO: Posti Group Corporation
(formerly Itella Corporation) 2012–
President and CEO: Pöyry PLC 2008–2012
Executive Vice President, Strategy, member of the
UPM Executive Team: UPMKymmene Corporation,
Helsinki, Finland 2006–2008
President: UPM North America, Chicago, USA
2004–2005
President of Sales: UPM North America, Chicago,
USA 2002–2003
Managing Partner: Jaakko Pöyry Consulting, New
York, USA 2000–2001
Engagement Manager: McKinsey & Co, Atlanta,
USA 1997–1999
Director, Business Development UPM Paper
Divisions, Helsinki, Finland 1994–1996
Positions of trust
Chairman: American Chamber of Commerce
(AmCham Finland) 2009–2014
Board member: Ilmarinen Mutual Pension
Insurance Company 2014–
Board member: Service Sector Employers PALTA
2013–
Board member: East Office of Finnish Industries
2012–
Board member: Federation of Finnish Technology
Industries 2011–2012
Board member: Botnia Oy 2006–2008
Supervisory Board Member: Finnish Fair
Corporation 2014–
Supervisory Board member: Ilmarinen Mutual
Pension Insurance Company 2013
Independent of the company and its significant
shareholders.
Elisabeth Nilsson
b. 1953, Swedish citizen
M.Sc. (Tech.)
Outokumpu Board member 2011–
Member of the Remuneration Committee
Work experience
Governor: Östergötlands län 2010–
President: Jernkontoret (Swedish Steel Producers’
Association) 2005–2010
General Manager, Metallurgy Division: SSAB
Oxelösund 2003–2005
Managing Director: SSAB Merox 2001–2003
Manager, Department for Environment, Health and
Safety: SSAB 1996–2001
Manager, Continuous Casting Department: SSAB
Oxelösund 1991–1996
Positions of trust
Chairman of the Board: Göta Kanalbolaget 2011–
Chairman of the Board: Risbergska
donationsfonden 2010–
Chairman of the Board: Tåkernfonden 2010–
Chairman of the Board: Övralidsstiftelsen 2010–
Chairman: Foundation Mefos 2005–2010
Chairman: Svenska Bergsmannaföreningen
2007–2009
Member: Royal Swedish Academy of Engineering
Science IVA 2007–
Member: Skandia Council 2014–
Board member: Northland Resources SA
2013–2014
Board member: Sveaskog AB 2010–2012
Board member: 4:e AP-fonden 2010–2011
Board member: Swerea AB 2008–2011
Board member: Euromaint AB 2004–2007
Board member: Swedish Maritime Administration
1996–2006
Independent of the company and its significant
shareholders.
Siv Schalin
b. 1962, Finnish citizen
M.Sc. (Econ.), MBA
Outokumpu Board member 2011–
Member of the Audit Committee
Work experience
President: Docrates Oy 2012–
President and General Manager, Patient Care
Solutions: GE Healthcare Finland Oy 2008–2012
Vice President, Service: GE Healthcare EMEA
2005–2008
General Manager: GE Healthcare Sweden
2004–2005
Director, Critical Care: Instrumentarium Oyj
2003–2004
Area Manager, Nordic Countries: Instrumentarium
Oyj 2002
Vice President, Components Division: Össur hf.
2000–2001
President: Össur USA Inc. 1997–2000
Positions of trust
Board member: Association of Private Health Care
Providers in Finland 2013–
Supervisory Board member: Arcada University of
Applied Sciences 2009–
Chairman, Managing Director and member of the
Board of several GE Healthcare group companies
2008–2012
Vice Chairman: FIHTA (Finnish Healthcare
Technology Association) 2008–2012
Independent of the company and its significant
shareholders.
16 Outokumpu Annual report 2014 rEviEw by tHE bOard Of dirECtOrs 2014
rEviEw by tHE bOard Of dirECtOrs 2014 Outokumpu Annual report 2014 17
Review by the Board
of Directors 2014
In year 2014, Outokumpu turned towards the right direction. The benefits of the
company’s strategy started to show results through improved profitability. In addition,
Outokumpu’s balance sheet was significantly strengthened as a result of the financing
arrangements and the rights issue. The company also succeeded in its savings
targets and is firmly on its way in reaching the EUR 550 million total savings target
by the end of 2017. Some of the challenges Outokumpu faced during 2014, were
the technical issues in Calvert mill and the weakening market toward the end of
the year. Despite these setbacks, Outokumpu halved its losses compared to 2013
but the company has still a lot of work ahead to achieve sustainable profitability.
Strategic initiatives in 2014
Divestment of Terni and VDM finalized
and balance sheet strengthened
At the beginning of the year, Outokumpu completed significant
measures to strengthen the company’s financial position through
the divestment of the Terni remedy assets and the VDM business
in exchange of the EUR 1.3 billion loan note to ThyssenKrupp. At
the same time, extensive debt financing agreements were finalized
and shortly thereafter a rights issue was implemented to strengthen
the balance sheet further. These measures enabled Outokumpu to
continue executing the company turnaround to profitability.
On February 28, 2014, Outokumpu completed the divestment of the
Terni remedy assets, certain service centers and the VDM business to
ThyssenKrupp. In the transaction, the stainless steel mill in Terni, Italy
and all related legal entities, the service centers in Germany (Willich),
Spain (Barcelona), Turkey (Gebze) and France (Tours) as well as the
entire VDM business were divested in exchange for Outokumpu’s
approximately EUR 1.3 billion loan note to ThyssenKrupp. In
conjunction with the completion of the transaction, Outokumpu settled
the outstanding amount of EUR 160 million under the credit facility
granted by ThyssenKrupp. Furthermore, as ThyssenKrupp had sold all
of its Outokumpu shares, representing a 29.9% stake in Outokumpu,
the two companies have cut their financial and ownership ties, thereby
fulfilling the requirements set by the European Commission.
Extensive debt financing arrangements to amend maturities into 2017
included: a new EUR 900 million revolving credit facility, a new EUR
500 million liquidity facility, and extensions or amendments to a EUR
600 million bilateral loan portfolio. Please see “Financing” for more
detailed information.
EUR 3,556 million at the end of 2013 to EUR 1,974 million by the end
of 2014 leading to an improvement in gearing from 188.0% to 92.6%
during this period showing significant improvement over 2013.
Restructurings in Europe
On March 30, 2014, Outokumpu successfully concluded negotiations
with the employee representatives and unions in Germany regarding
the new industrial plan in Europe. The industrial plan was originally
announced in October 2013, and it targets EUR 100 million in annual
savings by 2017. Key elements of the plan are the closure of the
Bochum melt shop in 2015, two years ahead of the original plan, and
the investment of EUR 108 million to the Krefeld cold rolling center
in Germany in 2014–2016 (NIFO project). Furthermore, the Benrath
cold rolling mill will be closed in 2016 after the production transfer to
Krefeld has been completed. The industrial plan results in a reduction
of about 1,000 jobs. By the end of 2014, EUR 143 million of non-
recurring costs were recorded for the Coil EMEA restructuring program.
As a result of the strategic review of its thin and precision strip
operations in Europe, Outokumpu decided to discontinue its
operations in Kloster, Sweden. The operations in Nyby, Sweden and in
Dahlerbrück, Germany continue as before. The Kloster site was closed
in December 2014 as planned and this is estimated to yield in annual
savings of approximately EUR 15 million from 2015 onwards.
Update on profitability
improvement programs
Efficiency programs expanded in September
The rights issue that Outokumpu carried out immediately after the
closing of the sale of Terni and VDM was oversubscribed by 23% and
resulted in net proceeds of EUR 640 million. Please see “Shares and
shareholders” for more detailed information.
As a result of the Terni and VDM divestment and the rights issue,
Outokumpu’s net interest-bearing debt decreased significantly from
Following the good progress made, Outokumpu expects to achieve
the EUR 200 million in synergy savings from the Inoxum transaction
already in 2015, two years ahead of the original schedule.
Furthermore, the P150 program that originally targeted EUR 150
million in savings by the end of 2014 was expanded, aiming at EUR
250 million by the end of 2015. With the Coil EMEA restructuring plan,
an additional EUR 100 million savings is being aimed for. All in all,
Outokumpu’s total savings are now expected to reach EUR 550 million
by the end of 2017, out of which EUR 385 million has been realized by
the end of 2014.
drivers will continue to be active inventory, accounts receivable and
accounts payable management.
One-time initial cash costs (excluding capex and impairments) for
all three programs are estimated at EUR 220 million between 2013
and 2017. By the end of 2014, EUR 191 million of provisions related
to these programs had been recorded. The cash effect of these is
estimated to impact mostly years 2015 and 2016.
Ongoing ramp-ups
Calvert ramp-up
Outokumpu will also continue focusing its efforts in improving its
cash flow. The target of reducing net working capital by EUR 300
million over a two year period 2013–2014 was reached with the net
working capital reduction of EUR 351 million compared to 2012. The
program has been extended for 2015 (P400 program) aiming at a total
reduction in net working capital of EUR 400 million compared to 2012
level.
Synergy savings
Progress in synergy savings continued in 2014 with an additional
EUR 90 million leading to total cumulative synergy savings of EUR
185 million since the beginning of 2013. Approximately 55% of the
total savings have come from raw material and general procurement.
The Krefeld melt shop closure at the end of 2013 and the headcount
reductions have also contributed to the overall achievement.
Outokumpu expects cumulative synergy savings to reach the target of
EUR 200 million in 2015, with the majority of the total savings coming
from production optimization.
P250 savings
Savings under the P250 program in 2014 amounted EUR 200 million,
which is somewhat higher than anticipated. Especially Coil EMEA, Coil
Americas and Long Products contributed to this, as well as very good
results in raw material and general procurement. The main drivers
of the program are savings in procurement, IT, operational costs as
well as in general and administration costs, including headcount
reductions. Outokumpu targets cumulative savings to reach EUR 250
million in 2015.
EMEA restructuring savings
Savings from the EMEA restructuring will start to have an impact in
2015 with roughly EUR 20 million. An additional EUR 60 million is
expected for 2016 with the full cumulative savings of EUR 100 million
by the end of 2017.
The ramp-up of Outokumpu’s integrated stainless steel mill in
Calvert, US progressed in 2014 with increasing volumes, improving
production stability and an expanded product portfolio. The technical
ramp-up was completed as planned by the end of 2014 with all the
production steps tested and capabilities proven for both austenitic
and ferritic grades as well as widths ranging from 36 to 72 inches.
Since the end of March 2014, the Coil Americas business has been
entirely self-sufficient with its hot band feed as shipping feedstock
from Europe ended resulting in higher capacity utilization and
better cost absorption. The Calvert mill will be ramped up into full
commercial capability over the coming two years and for the growing
delivery volumes overall process stability, delivery reliability as well as
improving product quality is essential.
The Calvert mill experienced technical issues in all of its three cold
rolling lines during the second half of 2014 reducing customer
deliveries by about 40,000 tonnes and had a negative impact of EUR
34 million on profitability. The two of the cold rolling lines have been
back in operations after repair work performed in the summer, and
the 54 inch cold rolling line came back into operation in the beginning
of 2015. Production during the first weeks of this year has been
running according to plan, which supports the volume outlook of about
620,000 tonnes for total Coil Americas deliveries in 2015.
Towards the end of 2014, the melt shop was running again at 60,000
tonnes per month production levels. Together with optimized raw
material mix and scrap ratios, this is a good starting point for the year.
Ferrochrome production ramp-up
The ramp-up of new capacity at the integrated ferrochrome operations
in Finland progressed in 2014 with full technical capacity of 530,000
tonnes per annum available as of 2015 and thus making Outokumpu
fully self-sufficient with its ferrochrome needs globally. Ferrochrome
production amounted to 441,000 tonnes in 2014, and was negatively
affected by production disturbances during the second half of the
year (2013: 434,000 tonnes). As the ferrochrome ramp-up is now
successfully completed, the annual production will range between
500,000–530,000 tonnes depending on the annual maintenance
breaks. For 2015, production is targeted at around 500,000 tonnes.
Net working capital reduction
Degerfors ramp-up
Outokumpu exceeded the target of reducing net working capital by
EUR 300 million over a two year period 2013–2014 with the net
working capital reduction of EUR 351 million compared to 2012.
Outokumpu will continue its tight control over net working capital and
inventories in line with the anticipated market demand to reach the
overall target of a EUR 400 million cash release from the net working
capital reduction by the end of 2015 versus the 2012 level. The main
The EUR 100 million investment to enhance Outokumpu’s offering in
both tailored and standard quarto plate was completed in Degerfors,
Sweden in 2014. The volumes from Degerfors are increasing and cost
reduction and efficiency improvement remain a focus to deliver a step
change in profitability. In 2015, volumes in Degerfors are estimated
to grow to about 95,000 tonnes. The ramp up towards full design
capacity of 150,000 tonnes will take place in the coming two years.
18 Outokumpu Annual report 2014 rEviEw by tHE bOard Of dirECtOrs 2014
rEviEw by tHE bOard Of dirECtOrs 2014 Outokumpu Annual report 2014 19
Market development
Stainless steel transaction prices
Continued growth in global demand
for stainless steel in 2014, especially
in the first half of the year
Global real demand for stainless steel products increased by 5.5%
from 34.9 million tonnes in 2013 to 36.9 million tonnes in 2014. In
the Americas and APAC regions, consumption rose by 4.7% and 6.1%,
respectively year-on-year. Consumption in EMEA grew at a rate of 3.8%.
Global consumption for stainless steel products in 2014 was split
among the segments: Consumer Goods & Medical (46.9%), Chemical/
Petrochemical & Energy (16.7%), Automotive & Heavy Transport
(10.6%), Architecture/Building/Construction & Infrastructure (14.8%),
Industrial & Heavy Industry (8.2%) and Others (2.9%). The main drivers
for the demand increase in 2014 were the Chemical/Petrochemical &
Energy (+6.2%), Consumer Goods & Medical (+5.8%) and Automotive
& Heavy Transport (+5.6%) segments. In the Architecture/Building/
Construction & Infrastructure, Industrial & Heavy Industries and
Others segments, demand increased in 2014 by 4.6%, 4.1% and 7.1%,
respectively.
Imports into the EU are expected to reach 30.6% of total consumption
in 2014, which is higher than the average level of 23.8% in 2013. This
mainly reflects a further increase in Asian imports during 2014. The
largest countries in terms of imports to the EU included China, Taiwan,
South Korea, the US, South Africa, India and Japan.
Source: Eurofer January 2015
Average imports into the NAFTA region are expected to reach 18.9%
of the total consumption in 2014, above the average level of 13.4% in
2013. Import levels have been strongly increasing during 2014, mainly
due to higher domestic prices, long mill lead times and a strong dollar.
Source: Foreign Trade Statistics December 2014
According to CRU, average transaction prices in 2014 for 2mm cold
rolled 304 stainless steel sheet in Europe, the US and China were
above the previous year’s levels. In Europe, the total increase of 2.2%
in the transaction price was the result of a drop in the base price by
1.9% and an increase in the alloy surcharge by 6.3%. In the US, the
rise in the alloy surcharge by 11.8% was the main price driver year-
on-year for the 8.0% increase in the transaction price. The Chinese
transaction price gained 2.3% in 2014 compared to 2013.
Price development of alloying metals in 2014
The nickel price 1) rallied during the first half of the year, driven by
the concern regarding the future availability of laterite nickel ore as
a result of Indonesian ore export ban, and secondly by the strong
demand from western stainless steel mills. The price hit the highest
level of the year of 21,200 USD/tonne in mid-May. From June until
early September, the price traded in the range of 18,000–20,000
USD/tonne, after which it retreated for the rest of the year due to
slowing demand, rising LME stocks and abundant supply. The average
price of the year of 16,864 USD/tonne, was 12.3% higher than 15,012
USD/tonne in 2013.
The European benchmark price 2) for ferrochrome rose from 1.13 USD/
lb in the fourth quarter of 2013, to 1.18 USD/lb in the first quarter,
and further up to 1.22 USD/lb in the second quarter of the year on
strong demand from the stainless steel mills. In the second half of
the year, the price followed the weakening trend of prices in China and
decreased to the level of 1.19 USD/lb in the third quarter and further
down to the level of 1.15 USD/lb in the fourth quarter of the year.
Prices are currently at 1.08 USD/lb.
The average price of molybdenum 3) in 2014 was 11.45 USD/lb, up
11.2% from 10.35 USD/lb in 2013. The price surged rapidly during
Average transaction prices for 2mm cold rolled 304 stainless steel sheet
Regional prices
Europe
Base
Alloy
Transaction price
USA
Base
Alloy
Transaction price
China
Transaction price
Source: CRU January 2015
EUR/t
EUR/t
EUR/t
USD/t
USD/t
USD/t
USD/t
2012
1 172
1 397
2 569
1 340
1 841
3 182
2 641
2013
1 103
1 168
2 272
1 348
1 554
2 902
2 370
I/14
1 070
1 026
2 096
1 367
1 468
2 835
2 283
II/14
1 093
1 206
2 299
1 396
1 765
3 161
2 492
Market development of total stainless steel real demand in 2014
Million tonnes
EMEA
Americas
APAC
Total
Source: SMR January 2015
e = estimate
III/14
1 110
1 395
2 505
1 411
1 966
3 377
2 563
2014e
7.2
3.6
26.o
36.9
IV/14
1 053
1 335
2 389
1 411
1 755
3 166
2 364
2013
7.0
3.4
24.5
34.9
2014
1 082
1 241
2 322
1 396
1 738
3 135
2 425
2012
6.9
3.3
22.5
32.7
the first half of the year and hit the highest level of the year of 15.13
USD/lb in early June. In the second half of the year, the price more
than reversed all the gains from the first half and hit the lowest level
of the year of 8.80 USD/lb in mid-December.
1) Nickel Cash LME Daily Official Settlement USD per tonne
2) Ferro-chrome Contract: Ferro-chrome Lumpy CR charge basis 52% Cr
quarterly major European destinations USD per lb Cr
3) Metal Bulletin – Molybdenum Drummed molybdic oxide Free market $ per
lb Mo in warehouse
Business areas
Coil EMEA’s restructuring continued successfully in 2014. For the
full year, Coil EMEA’s EBITDA excluding non-recurring items more
than doubled to EUR 278 million compared to EUR 110 million in the
previous year despite lower delivery volumes. Coil EMEA also achieved
a clearly positive EBIT excluding non-recurring items of EUR 78 million
compared to EUR -111 million in 2013. The improved performance was
mainly a result of positive impact from the savings programs, variable
cost reduction, better pricing and product mix.
1) From July 2014 onwards, the operations in Avesta and Nyby, as well as
Kloster (closed in December 2014) in Sweden, have been part of the Coil
EMEA business area. Figures have been restated to this effect.
Since September 1, 2014, Outokumpu consists of five business areas
with sales, production, and profit responsibility:
Coil Americas
· Coil EMEA 1)
· Coil Americas
· APAC
· Quarto Plate
· Long Products
Sales, 6 844 € million
Coil EMEA 59%
Coil Americas 16%
APAC 6%
Quarto Plate 6%
Long Products 7%
Other operations 6%
Coil EMEA
The key focus of Coil EMEA is to maintain and expand Outokumpu’s
strong European stainless coil position through customer and product
leadership. A clear target is to improve financial performance and
to drive cost efficiency by increasing capacity utilization levels
and leveraging the company's own chrome mine and expanded
ferrochrome production. The successful implementation of the
industrial plan to restructure the company’s European operations will
be essential in returning the company to profitability.
Deliveries for the full year 2014 declined to 1,666 tonnes from 1,854
tonnes in 2013. The focus on higher margin deliveries (e.g. less semi-
finished) is impacting overall delivery numbers slightly negatively.
Lower deliveries impacted the sales of Coil EMEA that were EUR 4,520
million in 2014 compared to EUR 5,067 million in 2013. For the full
year, Coil EMEA average base price increase for standard austenitic
grades was about EUR 30/tonne.
The ferrochrome investment ramp-up in Finland was completed by the
year-end. For the full year 2014, ferrochrome production amounted
to 441,000 tonnes (2013: 434,000 tonnes) impacted by production
disturbances during the second half of the year.
Coil Americas’ key target is to build up a strong position in the
Americas market by focusing on superior product quality, technical
service and delivery reliability. Improvement in Coil Americas’ financial
performance is a priority and driven by the ramp-up of the Calvert
facility. The technical ramp-up at Calvert was finalized in 2014 and
the implementation of the full commercial ramp-up continues over
the coming two years. In addition, Coil Americas focuses on ensuring
continued growth and strong performance of the Mexican operations.
For the full year 2014, deliveries grew 16% in line with the Calvert mill
ramp up and amounted to 541,000 tonnes (2013: 465,000 tonnes).
The unforeseen technical issues in cold rolling lines in Calvert during
the second half of the year decreased deliveries by about 40,000
tonnes. The stainless steel market in the NAFTA region remained
robust throughout the year and Outokumpu achieved several price
increases, amounting to USD 120/tonne in total. Sales in 2014 grew
27.9% to EUR 1,158 million (2013: EUR 906 million).
Financial performance of Coil Americas improved along with the
progress of the Calvert ramp up and higher volumes, as well as
favorable market environment during 2014. EBIT for 2014 was EUR
-104 million (2013: EUR -270 million). Since the end of March, the
Coil Americas business has been entirely self-sufficient with its hot
band feed as shipping feedstock from Europe ended resulting in
higher capacity utilization and better cost absorption. However, the
unforeseen technical issues in the cold rolling lines in Calvert had a
negative impact on delivery volumes, as well as additional costs from
maintenance and repair work. Subsequently, EBITDA excluding non-
recurring items amounted to EUR -11 million and the breakeven target
for the full year was slightly missed.
APAC
APAC business area’s key focus is to contribute to the growth of
Outokumpu by establishing a profitable foothold in the APAC region
and to focus on selected customer and product segments in which the
Outokumpu offering is differentiated from its competitors. The APAC
business area operates SKS cold rolling mill in Shanghai, China and
two service centers in China and Australia, as well as warehouses and
sales offices in various Asian countries.
The stainless steel market in the APAC region was very turbulent
during 2014, with uncertain market sentiment as a result of the
volatile nickel price and eroding demand. Market prices for commodity
grades were on a downward trend since May, mainly due to weakening
demand in China and strong pressure from regional overcapacity.
20 Outokumpu Annual report 2014 rEviEw by tHE bOard Of dirECtOrs 2014
rEviEw by tHE bOard Of dirECtOrs 2014 Outokumpu Annual report 2014 21
Sales stable
In 2014, Outokumpu sales remained stable at EUR 6,844 million
(2013: EUR 6,745 million). Overall demand for stainless steel grew
by 5.5% with a stronger demand environment in the first half of the
year. Demand grew strongest in the Americas with 4.7% and Europe
showing growth of 3.8%. Stainless steel benchmark base prices were
up by 3.6% in the US and down by 1.9% in Europe while transaction
prices were up in all key regions driven by a rise in alloy surcharge.
Sales by market area
Europe 64% (Finland 3%)
North and South America 23%
Asia 12%
Australia and Oceania 1%
Africa 0%
Sales
€ million
Coil EMEA
Coil Americas
APAC
Quarto Plate
Long Products
Other operations
Intra-group sales
The Group
2014
2013
4 520
1 158
444
450
651
689
-1 068
6 844
5 067
906
388
406
556
538
-1 116
6 745
2012
Comparable
6 719
923
294
531
695
565
-1 766
7 961
2012
3 587
2
128
531
695
565
-970
4 538
For the full year 2014, EBIT improved strongly to EUR -243 million
(2013: EUR -510 million), and it included non-recurring items of EUR
-186 million.
Financial expenses
The financial income and expense for the full year 2014 amounted
EUR -223 million, significantly down from EUR -310 million a year
earlier. This was mostly due to the reduction of interest expenses
from EUR 210 million to EUR 141 million driven by the overall
reduction of debt and cancellation of the EUR 1.3 billion loan note to
ThyssenKrupp in February. Market price losses decreased from EUR
-37 million to EUR -15 million in 2014.
Net result for the period
For the full year, the net result was EUR -439 million (2013: EUR
-1,003 million) and earnings per share of continuing operations was
EUR -1.27 (2013: EUR -6.23, adjusted for the rights issue and the
reverse split).
Operating cash flow
The increase in nickel price and typical seasonal build-up of
inventories had an anticipated adverse effect on cash flow in
the second quarter 2014. Although the cash flow development
was positive during the second half of the year as a result of the
successful net working capital management as well as overall lower
purchasing volumes, the operating cash flow in January–December,
2014 ended up negative at EUR -126 million (2013: EUR 34 million).
Outokumpu will continue its tight control over the net working capital
and inventories in line with the anticipated market demand.
For full year 2014, net cash from financing activities amounted to
EUR -116 million compared to EUR 459 million in 2013, reflecting the
decrease in net interest-bearing debt.
For the full year 2014, APAC’s deliveries grew to 220,000 tonnes from
184,000 tonnes in 2013. Deliveries were up compared to the previous
year as a result of increased business with distributors and improved
local raw material sourcing to the SKS mill in Shanghai.
There was a clear improvement in Long Products’ profitability in 2014
with EBIT of EUR 33 million compared to EUR -10 million a year ago.
This was driven by higher deliveries, better capacity utilization in the
Sheffield melt shop in the UK, as well as strong performance in the US
bar business.
Financial performance
Outokumpu improved its financial performance in 2014. Stainless
steel deliveries were stable at 2,554,000 tonnes (2013: 2,585,000).
EBIT was EUR -243 million (2013: EUR -510 million). The main drivers
for reduced losses were the improved performance in Coil Americas
and Coil EMEA, as well as decreased overall cost levels thanks
to ongoing cost-take-out initiatives. In addition, Outokumpu was
successful in pricing which supported improvement in the average
contribution margin per tonne. Balance sheet was strengthened
significantly: net debt was reduced from EUR 3,556 million to EUR
1,974 million and gearing from 188.0% to 92.6%.
While Outokumpu more than halved its losses at the net income level
from EUR -1,003 million to EUR -439 million in 2014, the turnaround
into sustainable profitability continues.
Deliveries stable
For the full year 2014, deliveries were stable at 2,554,000 tonnes (2013:
2,585,000 tonnes). Deliveries in the Coil Americas grew in line with
progress in the Calvert ramp-up, while change in product mix towards
higher margin products impacted volumes in Coil EMEA. This shows in
lower deliveries for semi-finished products such as black hot band, slabs
and billets. Following the progress in the Ferrochrome investment ramp-
up, more ferrochrome is used internally and reflected in 133,000 tonnes
of external deliveries versus 212,000 tonnes a year ago.
Overall, the capacity utilization rates of Outokumpu production facilities
have improved after the closure of the Krefeld melt shop and the
progress in the Calvert ramp-up: in 2013–2014 melting utilization has
increased from 65% to 80% and cold rolling from 70% to about 75%.
Deliveries, continuing operations
2013
2014
For the full year 2014, APAC’s EBITDA excluding non-recurring
items was EUR 8 million, stable against EUR 9 million in 2013. The
profitability was impacted by a volatile market and high hot band raw
material costs during the first half of the year impacting earnings
negatively.
Quarto Plate
Quarto Plate is a new Outokumpu business area since September
2014 and it is a global leader in tailored quarto plate material, with key
operations in Degerfors in Sweden and in New Castle in the US. Both of
the mills produce quarto plate in standard and special stainless steel
grades for use in projects and by the process industry. Outokumpu
also operates a European plate service center network that provides
further services such as cutting to customer requirements. Quarto
plate is used in heavy industry and construction, and its consumption
is therefore related to the global investment cycle.
A clear priority for the Quarto Plate business area is to ramp up its
recent investment in Degerfors, Sweden, and to leverage its position
in both tailored and standard plate. Post-investment, cost reduction
and efficiency improvement initiatives remain a focus to deliver a step
change improvement in profitability.
For the full year 2014, Quarto Plate’s deliveries grew 18.0% reflecting
progress in the Degerfors investment ramp-up, which was technically
completed by the end of the year.
Despite higher volumes at Degerfors, the Quarto Plate business area
remained at a loss for the full year 2014 with EBIT of EUR -26 million.
This was mainly driven by high raw material and ramp-up costs in
Degerfors.
Long Products
Long Products is a new business area since September 2014 and
it focuses on specialty stainless long products, with production
operations in Sheffield in the UK and Degerfors in Sweden, as well as
Richburg and Wildwood in the US. Long Products produces wire rod,
rod coil, bar, rebar, billet and other long products that are used in a
wide range of industries, such as transportation, consumer durables,
metal processing, chemical, energy, and construction.
Long Products’ melt shop in Sheffield has an important strategic role
in Outokumpu’s production platform as it is one of the suppliers of
feedstock to Outokumpu’s Quarto Plate business, in addition to supplying
to the long products downstream units and external customers.
Key priorities for the Long Products business area are to continuously
optimize its cost efficiency and to ensure continued good returns on
capital employed through its light and efficient production set up. Growth
opportunities are being pursued with an enhanced specialty focus.
Long Products’ sales in 2014 amounted to EUR 651 million (2013: EUR
556 million) driven by 15.9% higher deliveries which were mostly internal.
2012
Comparable
1 890
436
88
59
274
206
68
44
2 791
2012
728
315
88
59
261
193
68
44
1 495
EBIT
€ million
800
600
400
200
0
-200
-400
-600
-800
10
11
12
13
14
1 880
373
89
64
271
138
133
9
2 686
1 879
370
77
62
398
186
212
12
2 797
1 000 tonnes
Cold rolled
White hot strip
Quarto plate
Long products
Semi-finished
products
Stainless steel 1)
Ferrochrome
Tubular products
Total deliveries
Stainless steel
deliveries
2 554
2 585
2 723
1 428
1) Black hot rolled, slabs, billets and other stainless steel products
22 Outokumpu Annual report 2014 rEviEw by tHE bOard Of dirECtOrs 2014
rEviEw by tHE bOard Of dirECtOrs 2014 Outokumpu Annual report 2014 23
2014
2013
2012
Comparable
2012
Profitability
€ million
EBIT
Coil EMEA
Coil Americas
APAC
Quarto Plate
Long Products
Other operations
Intra-group items
Share of results in associated
companies and joint ventures
Financial income and expenses
Result before taxes
Income taxes
Net result for the financial year
from continuing operations
Net result for the financial year
from discontinued operations
Net result for the financial year
-86
-104
-6
-26
33
-49
-5
-243
7
-223
-459
8
-166
-270
-7
-17
-10
-37
-2
-510
-2
-310
-822
-11
-450
-832
11
-170
-439 -1 003
EBIT margin, %
Return on capital employed, %
Earnings per share, EUR 1)
Earnings per share, continuing
operations, EUR 1)
Earnings per share,
discontinued operations, EUR 1)
-3.6
-5.8
-1.24
-7.6
-10.3
-7.52
-1.27
-6.23
0.03
-1.29
Net cash generated from
operating activities 2)
-126
34
-417
-182
-14
6
-2
-149
5
-754
-
-
-
-
-
-
-
-9.5
-
-
-
-
-
-249
0
-8
6
-2
-130
-1
-385
0
-138
-524
-12
-
-
-536
-8.5
-8.2
-0.46
-
-
266
1) Calculated based on the rights-issue-adjusted weighted average number
of shares. Comparative figures for 2013 adjusted for the effects of the
rights-issue and the reverse split on June 20, 2014. Comparative figure
for 2012 has not been adjusted.
2) Years 2014 and 2013 reported for continuing operations.
Earnings per share
€
2
1
0
-1
-2
-3
-4
-5
-6
-7
-8
10
11
12
13
14
2014 and 2013 calculated based on the rights-issue-adjusted weighted
average number of shares. 2012–2010 have not been restated.
Capital expenditure
Equity-to-assets ratio
For full year 2014, capital expenditure came in at EUR 127 million
compared to EUR 183 million in 2013. The decline is a result of
completed investment programs which impacted the figures still in
2013. Capital expenditure in 2014 was mainly related to maintenance
and smaller projects in Coil EMEA. Capital expenditure is expected to
be below EUR 160 million in 2015.
Capital expenditure and depreciation
€ million
1 000
800
600
400
200
0
%
10
8
6
4
2
0
10
11
12
Capital expenditure
Depreciation
13
14
Capital expenditure, % of sales
Capital expenditure, continuing operations
€ million
Coil EMEA
Coil Americas
APAC
Quarto Plate
Long Products
Other operations
The Group
Depreciation and amortization
Balance sheet
2014
67
15
2
16
6
21
127
320
2013
81
44
3
33
9
14
183
2012
376
-
0
38
8
2 733
3 155
332
230
Total assets at the end of December 2014 decreased by EUR 2,412
million to EUR 6,411 million (Dec 31, 2013: EUR 8,823 million). Cash
and cash equivalents decreased by EUR 416 million to EUR 191
million (Dec 31, 2013: EUR 607 million). Current trade and other
receivables were reduced further by EUR 64 million, from EUR 813
million to EUR 749 million. Inventories increased from EUR 1,216
million to EUR 1,527 million during 2014.
Non-current debt decreased by EUR 1,673 million to EUR 1,597 million
compared to the end of 2013 mainly reflecting repayments of debt.
Net interest-bearing debt at the end of 2014 decreased to EUR
1,974 million compared to EUR 3,556 million at the end of 2013 also
impacting gearing which decreased to 92.6% (Dec 31, 2013: 188.0%).
%
60
50
40
30
20
10
0
10
11
12
13
14
Net interest-bearing debt
€ million
4 000
3 500
3000
2 500
2 000
1 500
1 000
500
0
10
11
12
13
14
Debt-to-equity ratio
%
200
175
150
125
100
75
50
25
0
10
11
12
13
14
Key financial indicators on financial position
€ million
Debt
2014
2013
Non-current debt
Current debt
Cash and cash equivalents
Net interest-bearing debt
Shareholders' equity
Return on equity, %
Debt-to-equity ratio, %
Equity-to-assets ratio, %
Net interest expenses
1 597
569
191
1 974
2 132
-17.3
92.6
33.3
139
3 270
893
607
3 556
1 891
-41.4
188.0
21.5
197
2012
2 935
718
222
3 431
2 952
-21.4
116.2
30.5
66
Financing
Cash and liquidity reserves
Cash decreased from EUR 607 million at the end 2013 to EUR 191
million at the end 2014. The overall liquidity reserves of Outokumpu
were at around EUR 1.4 billion.
Refinancing
On February 28, 2014, Outokumpu completed the extensive debt
financing arrangements to strengthen its financial position. These
included a new EUR 900 million revolving credit facility, a new EUR
500 million liquidity facility, both maturing in 2017, and amendment
of the bilateral loan portfolio of about EUR 600 million. Both the EUR
900 million and EUR 500 million facilities include financial covenants
on gearing and liquidity.
Outokumpu has granted a security package for its debt and bond
financing. As security, Outokumpu pledged the shares of some of its
subsidiary companies, for example in Finland, Sweden and the US, as
well as other particular fixed assets. In addition, certain subsidiary
companies have provided guarantees as security. The security
package ensured financing at competitive prices and its benefits
clearly surpassed its costs.
Since the granting of the security package required the consent of
the holders of the Outokumpu's notes maturing in 2015 and 2016,
Outokumpu implemented a consent solicitation process for the notes.
The noteholders’ meetings held on February 7, 2014 approved the
amendment of the terms and conditions of the notes due in 2015
and 2016. Following the completion of the refinancing measures the
amendments to the terms and conditions of the notes are effective as
of February 28, 2014.
In September 2014, Outokumpu issued a EUR 250 million senior
secured bond mainly to institutional investors. The bond matures on
September 30, 2019 and it carries a fixed coupon interest rate of
6.625% per annum, payable semi-annually.
The proceeds from the issuance of the bond were used to refinance
the existing indebtedness, including a partial redemption of the bond
maturing in June, 2015. Following the issuance of the new bond,
Outokumpu canceled its EUR 500 million liquidity facility by EUR 250
million on September 30, 2014.
24 Outokumpu Annual report 2014 rEviEw by tHE bOard Of dirECtOrs 2014
rEviEw by tHE bOard Of dirECtOrs 2014 Outokumpu Annual report 2014 25
People
Environment
Outokumpu’s headcount decreased during 2014 and totaled 12,125
at the end of the year compared to 12,561 at the end of 2013.
Continued headcount reduction in Coil EMEA and other operations
was offset by an increase in Coil Americas and Quarto Plate due to the
ongoing ramp-ups.
Overall, Outokumpu plans to reduce up to 3,500 jobs globally in
2013–2017, in connection with the P250 cost savings program, the
synergy savings and the EMEA industrial plan. The planned reductions
are related to capacity reductions in Europe as well as streamlining all
overlapping activities in sales, production, supply chain and support
functions.
Total wages and salaries amounted to EUR 592 million in 2014 (2013:
EUR 583 million and 2012: EUR 340 million). Indirect employee costs
totaled EUR 262 million in 2014 (2013: EUR 222 million and 2012:
EUR 133 million).
Safety
The lost-time injury frequency (lost-time accidents per million working
hours) during 2014 was 2.7, below the target of less than 4.0.
Outokumpu sites continue to work on contractor management and
contractor behaviors; especially after a fatal accident occurred in early
June, which involved a contractor in Outokumpu’s US operations in
Calvert. This incident has been investigated and a number of actions
have been taken. This was the first fatal injury at Outokumpu for
nearly nine years, during which time the focus on safety has continued
to develop significantly, with many proactive safety activities taking
place every day.
Personnel, continuing operations
2013
2014
Dec 31
Coil EMEA
Coil Americas
APAC
Quarto Plate
Long Products
Other operations
The Group
7 582
2 128
602
838
651
324
12 125
8 120
2 006
630
746
674
385
12 561
2012
Comparable
8 742
1 974
662
778
697
1 220
14 073
2012
na
na
na
na
na
na
16 649
Personnel on December 31, 2014
20 000
15 000
10 000
5 000
0
10
11
12
13
14
In 2014 emissions into the air and discharges to water remained
within permitted limits. Minor breaches that occurred were temporary
and identified as having only a minimal impact on the environment.
Outokumpu is not a party in any significant juridical or administrative
proceeding concerning environmental issues, nor is it aware of any
realized environmental risks that could have a materially adverse
effect on the corporation’s financial position. A total of 21 minor
environmental incidents occurred in 2014 (2013: 20). There were no
significant incidents.
The EU Emissions Trading Scheme (ETS) is continuing by the third
trading period 2013–2020. Outokumpu’s operations under the EU
ETS will continue to receive free emissions allocations according
to efficiency-based benchmarks and historical activity. The coming
allocation is foreseen to be sufficient for Outokumpu’s operations
during the 2015.
Outokumpu was recognized as a leader for the depth and quality
of its climate change data disclosed to investors and the global
marketplace by CDP in 2014. Outokumpu has been awarded for the
fifth consecutive year with a position on the Nordic Climate Disclosure
Leadership Index (CDLI).
Research and development
Outokumpu aims to maintain and further strengthen its position as
the leading innovator in stainless steel. Outokumpu’s R&D operations
are concentrated in three research centers located at Avesta in
Sweden, at Krefeld and Benrath in Germany and at Tornio in Finland.
Each research center has certain focus areas of activity and they
employed a total of 240 people. In addition to the research centers,
R&D activities also take place at the production sites.
In 2014, Outokumpu’s R&D expenditure totaled EUR 23 million, 0.3%
of operating costs (2013: EUR 26 million and 0.4%, 2012 EUR 19
million 0.4%).
During 2014, the main R&D initiatives supported EMEA restructuring
and the ramp-up of Calvert operations. Commercialization of several
new steel grades continued. The new steel grades, including ferritic
21% Cr stainless steel 4622, austenitic 4420 and formable duplex
stainless steels FDX 25™ and FDX 27™, provide life cycle efficient
alternative for conventional nickel-containing austenitic steel
grades. Furthermore, extensive market and application development
continued with our customers in various industries.
Risks and uncertainties
Outokumpu operates in accordance with the risk management
policy approved by the Board of Directors. This policy defines the
objectives, approaches and areas of responsibility in risk management
activities. In addition to supporting Outokumpu’s strategy, the aim of
risk management is identifying, evaluating and mitigating risks from
the perspective of shareholders, customers, suppliers, personnel,
creditors and other stakeholders.
Outokumpu has defined risk as anything that could have an adverse
impact on achieving the Group's objectives. Risks can therefore be
threats, uncertainties or lost opportunities for the company’s current
or future operations. The risk management process is an integral
part of overall management processes and it is divided into four
stages: risk identification, risk evaluation, risk prioritization and risk
mitigation.
In 2014 one of the main focus areas was to monitor and strengthen
Outokumpu’s financial position. In order to increase risk tolerance,
Outokumpu completed significant financing measures in connection
with the sale of the Terni and VDM operations. All these measures de-
risked Outokumpu significantly by improving liquidity, strengthening
balance sheet, extending debt maturities, reducing fluctuation of free
cash flow and decreasing exposure to operational risks.
In June 2014 Outokumpu suffered contractor’s fatal accident in
Calvert, US. In addition, serious machinery breakdown incidents took
place at ferrochrome production unit in Tornio and at cold rolling
mills in Calvert. These losses are expected to be covered partially
by insurance. Outokumpu will focus on preventive maintenance and
machinery breakdown loss prevention in 2015 e.g. in connection with
its insurance related auditing programs.
Pound; interest rate changes connected with US dollar, euro and
Swedish krona; changes in levels of credit margins; counterparty risk
related to customers and other business partners, including financial
institutions; risks related to refinancing and liquidity; risk of breaching
financial covenants or other loan conditions leading to event of
default; and risk related to prices of equity and fixed income securities
invested under defined benefit pension plans.
Outokumpu evaluates both liquidity and refinancing risks in connection
with its capital management actions as well as major investment
decisions. Refinancing measures in February 2014 and the rights
issue in April 2014 helped to increase liquidity and to reduce the
refinancing risk in 2014–2016. Outokumpu has a clear plan to address
refinancing of 2017 debt maturity peak. The nickel price fluctuated
significantly during 2014 affecting Outokumpu’s profitability. Nickel
price was highest at 21,200 USD/tonne in mid-May with average price
of the year at 16,864 USD/tonne. Part of the negative impact was
mitigated by metal hedging activities. The US dollar strengthened
almost 11% against the euro in 2014, which had a mainly positive
impact on Outokumpu’s profitability. The decline in fuel prices led to a
negative result for Outokumpu’s propane hedges.
Strategic and business risks
Short-term risks and uncertainties
Outokumpu’s key strategic and business risks include: risks and
uncertainties in implementing the industrial plan, including: major
failures or delays in achieving the anticipated synergy benefits,
reduction of costs and the release of cash from working capital and
implementation of the EMEA restructuring actions; risks related to
possible failures or delays in or inadequate profitability of ramping
up the Calvert mill; risks related to market development in stainless
steel and ferrochrome and competitor actions including risk related to
imports from Asia; risk of changes in metal prices impacting amounts
of cash tied in working capital; the risk of litigation or adverse political
action affecting business or changes in environmental legislation.
Operational risks
Operational risks include inadequate or failed internal processes,
employee actions, systems, or events such as accidents, natural
catastrophes and misconduct or crime. These risks are often
connected with production operations, logistics, financial processes,
major investment projects, other projects or information technology
and, if materialized they can lead to personal injury, liability, loss
of property, interrupted operations or environmental impacts.
Outokumpu’s operational risks are partly covered by insurance.
Key operational risks for Outokumpu are: a major fire or machinery
breakdown and consequent business interruptions, environmental
accidents; IT dependency and security risks; project implementation
risks; risks related to compliance, crime and reputational harm; and
personnel related risks. To minimize damage to property and business
interruptions from a fire at some of its major production sites,
Outokumpu has systematic fire and security audit programs in place.
Financial risks
Key financial risks for Outokumpu include: changes in the prices
of nickel, molybdenum, electrical power, and fuels; currency
developments affecting euro, US dollar, Swedish krona and British
Outokumpu is exposed to the following risks and uncertainties in the
short-term: risks and uncertainties in implementing the industrial
plan, including: major failures or delays in achieving the anticipated
synergy benefits, reduction of costs and the release of cash from
working capital and implementation of the Coil EMEA restructuring
actions; risks related to possible failures or delays in or inadequate
profitability of ramping up the Calvert mill; risks related to market
development in stainless steel and ferrochrome as well as competitor
actions; risk of changes in metal prices impacting amounts of cash
tied in working capital; changes in the prices of electrical power,
fuels, nickel and molybdenum; currency developments affecting the
euro, US dollar, Swedish krona and British Pound; counterparty risk
related to customers and other business partners, including financial
institutions; risks related to refinancing and liquidity; risk of breaching
financial covenants or other loan conditions leading to default; and
risk related to prices of equity and fixed income securities invested
under defined benefit pension plans. Possible adverse changes in
the global political and economic environment, which can impact the
stainless steel industry, may have significant adverse impacts on
Outokumpu’s business as well.
Significant legal proceedings
The following is an update on pending legal proceedings. All legal
disputes and litigation related to the Terni remedy assets, the VDM
business and certain service centers, including the legal proceedings
reported under the heading “Lawsuits regarding a fire in AST’s Turin
facility” in the 2013 annual report have moved over to ThyssenKrupp
upon the completion of the divestment to ThyssenKrupp in February,
2014. Due to the contractual agreements between ThyssenKrupp
and Outokumpu, there will be no further liability risk for Outokumpu
resulting from these legal disputes.
26 Outokumpu Annual report 2014 rEviEw by tHE bOard Of dirECtOrs 2014
rEviEw by tHE bOard Of dirECtOrs 2014 Outokumpu Annual report 2014 27
European Commission cartel investigation
in the sanitary copper tube sector
In July 2014 Outokumpu, together with a number of other companies,
reached a full and final settlement agreement on sanitary copper tube
cartel claims. Outokumpu considered the claim for damages to lack
merit, but decided to contribute to the settlement in order to bring this
matter to an end. The settlement amount was not significant and it
has been recorded in the third quarter 2014 results.
All charges dropped in customs investigation
of exports to Russia by Tornio Works
In March 2007, Finnish Customs authorities initiated a criminal
investigation into Outokumpu’s Tornio Works’ export practices to
Russia. In March 2011, charges were filed against Outokumpu and
five of its employees for alleged money laundering in connection with
the Russian export practices carried out by Tornio Works between
2004 and 2006. In June 2011, all claims were dismissed by Kouvola
District Court. In August 2011, the Finnish State prosecutor appealed
the District Court judgment with respect to Outokumpu and three of
the charged employees and the order to compensate Outokumpu for
its legal costs. The Kouvola Court of Appeal dismissed all charges
brought by the prosecutor on April 19, 2012. The state prosecutor
filed a petition for leave to appeal to the Finnish Supreme Court in
June 2012, which was rejected by the Finnish Supreme Court on
March 28, 2014. Accordingly, the judgment by the Kouvola Court of
Appeal is final and Outokumpu and its employees have been cleared
of all charges.
U.S. antidumping order on stainless steel strip
and sheet from Mexico, Germany and Italy
On July 27, 1999, the U.S. Department of Commerce issued anti-
dumping duty orders on imports of stainless steel strip and sheet
from Mexico, Germany and Italy among other countries. The anti-
dumping duty orders on stainless steel strip and sheet from Mexico,
Germany and Italy were revoked on July 25, 2011 due to a negative
determination by the United States International Trade Commission
Share information
(USITC). The U.S. petitioners in the anti-dumping case appealed the
USITC’s determination to the U.S. Court of International Trade in New
York with regard to the revocation of the anti-dumping duty order on
imports from Mexico. On November 15, 2012, the court dismissed
the appeal by the plaintiffs. A complaint by the plaintiffs against said
court order was rejected by the U.S. Court of Appeals on January 9,
2014. The revocation of the duty orders on stainless steel imports
have therefore become legally binding as the plaintiffs have no further
means of challenging the decision by the USITC.
State-aid proceedings against Germany in
connection with exemptions from renewable
energy charges for German Outokumpu plants
On August 1, 2014 a new German Renewable Energy Act came into
force which confirmed the exceptions for energy-intensive companies.
In accordance with this Act, Outokumpu will also in the future benefit
from the reduced renewable energy charges. Further, on November
23, 2014 the German government and the European Commission
reached an agreement by which the state-aid case was settled. As
a consequence of this settlement, several companies were asked
for repayments of benefits received under the old EEG in 2012 and
2013. Outokumpu received a request to repay EUR 76.000. Further,
Outokumpu received the exemption orders for 2015 on January 5,
2015 so that the case is now closed.
Claim in Spain related to the divested copper companies
Outokumpu divested all of its copper business in 2003–2008. One
of the divested companies domiciled in Spain later faced bankruptcy.
The administrator of the bankruptcy has filed a claim against
Outokumpu Oyj and two other non-Outokumpu companies, for recovery
of payments made by the bankrupt Spanish company in connection
with the divestment. The Bilbao court of first instance in Spain has
accepted the claim of EUR 20 million brought against Outokumpu and
the two other companies. Outokumpu and the two other companies
have appealed the court’s decision.
Fully paid share capital at the end of the period
€ million
Number of shares at the end of the period 1), 2)
Average number of shares outstanding 1), 3)
Average number of shares outstanding, rights-issue-adjusted 1), 3)
Number of shares outstanding at the end of the period 1), 2), 3)
Number of treasury shares held at the end of the period
Share price at the end of the period 4)
Average share price 4)
Highest price during the period 4)
Lowest price during the period 4)
Market capitalization at the end of period
Share turnover 1), 5)
Value of shares traded 5)
€
€
€
€
€ million
million shares
€ million
Jan–Dec 2014
311.1
416 374 448
338 032 061
349 558 854
415 426 724
947 724
4.77
5.16
7.50
3.37
1 987
695.2
3 609.1
Jan–Dec 2013
311.1
84 060 106
83 083 201
132 579 577
83 084 218
975 888
3.55
4.64
7.39
3.03
845
178.9
835.1
Source of share information: Nasdaq Helsinki (only includes Nasdaq Helsinki trading)
1) Comparative figures adjusted to reflect the reverse split in June 2014.
2) December 31, 2014 includes 332,341,379 new shares that were registered on April 7, 2014. The rights-issue- and reverse split adjusted number of shares on
December 31, 2013 is 133,557,088 shares of which 132,581,200 shares are outstanding.
3) The number of own shares repurchased is excluded. There are currently no programs with diluting effect in place.
4) Comparative figures adjusted regarding the effect of the rights issue and the reverse split.
5) Jan–Dec 2014 figures include the effect of share subsciption rights traded during March 10–19, 2014.
Shares and shareholders
Outokumpu’s share capital was unchanged at EUR 311 million
at the end of 2014. The total number of Outokumpu shares was
416,374,448, and Outokumpu held 947,724 of its own shares.
According to its Articles of Association, Outokumpu has only one
single class of shares, and all shares have equal voting power at
General Meetings of Shareholders.
In March, 2014, Outokumpu carried out a rights issue which
resulted in net proceeds of approximately EUR 640 million. A total of
10,258,172,806 shares were subscribed for in Outokumpu’s rights
offering during the subscription period from March 10 to March 26,
2014, representing 123.5% of the 8,308,534,476 shares offered
(the “offer shares”). A total of 8,276,217,384 shares were subscribed
for pursuant to subscription rights, representing 99.6% of all offer
shares, and a total of 1,981,955,422 shares were subscribed
for without subscription rights in the secondary subscription,
representing 23.9% of all offer shares. Of the offer shares subscribed
for without subscription rights, 32,317,092 offer shares have been
allocated to subscribers in proportion to the number of subscription
rights exercised for subscription of the offer shares by them. The
subscription price was EUR 0.08 per offer share. As a result of the
rights offering, the total number of shares in Outokumpu increased
to 10,386,615,824. The new shares were registered with the Finnish
Trade Register on April 7, 2014 and they carry similar shareholder
rights as all other shares in the company.
In June, Outokumpu conducted a reverse share split in order to
rationalize the number of outstanding shares, to increase the value of
an individual share and therefore to enhance trading conditions and
improve price formation on the stock market. The number of shares in
the company was reduced from 10,386,615,824 to 416,374,448 by
merging each 25 shares into 1 share. The new number of shares was
registered with the Trade Register on June 20, 2014. Public trading
with the newly merged shares commenced on June 23, 2014.
The following table sets out the largest shareholders as per December
31, 2014 and December 31, 2013.
Shareholders
%
Finnish corporations
Foreign investors
Finnish private households
Finnish public sector institutions
Finnish financial and insurance
institutions
Finnish non-profit organizations
Shareholders with over 5% of shares and
voting rights
Solidium Oy (owned by the Finnish
State)
ThyssenKrupp AG
Dec 31
2014
33.9
30.3
18.3
11.3
5.4
0.8
Dec 31
2013
26.1
41.7
22.1
6.6
2.5
1.0
29.9
-
21.8
29.9
Information regarding shares and shareholders is updated daily on
Outokumpu’s website.
ThyssenKrupp divested its 29.9% shareholding in Outokumpu to
comply with the buyer suitability requirements of the European
Commission. In connection with the divestment by ThyssenKrupp,
Solidium acquired a part of the shares resulting in an increase of its
ownership in Outokumpu from 21.8% to 29.9%.
Management shareholdings and
share based incentive programs
As of December 31, 2014, the members of the Board of Directors
and the members of the Outokumpu Leadership Team (OLT) held
altogether 169,899 shares or 0.04% of the total shares outstanding.
Outokumpu has established share-based incentive programs for
the OLT members and for selected managers and key employees.
In the expired Share Based Incentive program 2009–2013, the
targets set for the earnings period 2011–2013 were not met and
therefore no reward was paid to the participants in 2014. Regarding
the Performance Share Plan 2012, a total of 2,419 shares (number
adjusted with the rights issue and reverse split) and cash of EUR
50,000 were given based on achieved savings targets in 2013 to the
persons that left the plan during 2014.
Due to the payment of the reward shares under the incentive
programs, the number of treasury shares held by Outokumpu
decreased to 947,724 at the end of 2014 (Dec 31, 2013: 975,888).
More details on the share-based incentive programs can be found on
the Outokumpu website.
Outokumpu’s market capitalization was EUR 1,987 million at the end
of December 2014 compared to EUR 845 million at the end of 2013.
The share turnover in 2014 was 695.2 million shares. Significant
strengthening of Outokumpu’s financial position in early 2014 had a
positive impact on both share price and trading volumes. In addition,
after ThyssenKrupp had divested the Outokumpu ownership in
February 2014, the liquidity of the share increased. The Outokumpu
share price closed at end of the year at EUR 4.77, 34.2% above the
closing price of 2013. The share price averaged at EUR 5.16 in 2014.
At its highest, the price stood at EUR 7.50 while at its lowest, the
share price was EUR 3.37.
Corporate governance
Changes in Outokumpu Leadership Team
Since September 1, 2014, the Outokumpu Leadership Team consists
of the following members:
· Mika Seitovirta, CEO
· Reinhard Florey, CFO
· Olli-Matti Saksi, Coil EMEA (as of July 1)
· Michael Wallis, Coil Americas
· Austin Lu, APAC
· Kari Parvento, Quarto Plate
· Kari Tuutti, Long Products
· Pekka Erkkilä, CTO
· Johann Steiner, Human Resources, IT, Health and Safety
· Saara Tahvanainen, Communications & Marketing
28 Outokumpu Annual report 2014 rEviEw by tHE bOard Of dirECtOrs 2014
rEviEw by tHE bOard Of dirECtOrs 2014 Outokumpu Annual report 2014 29
Annual General Meeting
The Annual General Meeting (AGM) was held on April 14, 2014, in
Espoo, Finland, and decided that no dividend be paid for 2013.
The AGM decided that the number of the members of Board of
Directors is eight. Jorma Ollila, Olli Vaartimo, Markus Akermann,
Heikki Malinen, Elisabeth Nilsson and Siv Schalin were re-elected, and
Roberto Gualdoni and Stig Gustavson were elected as new members
for the term of office ending at the end of the next AGM. Jorma Ollila
was elected as the Chairman and Olli Vaartimo as the Vice Chairman
of the Board of Directors.
The AGM decided to maintain the earlier confirmed level of the
annual remuneration of the Board of Directors: EUR 140,000 for the
Chairman, EUR 80,000 for the Vice Chairman and EUR 60,000 for
the other members. The meeting fee was decided to be EUR 600 per
meeting for each member of the Board of Directors residing in Finland
and EUR 1,200 per meeting for members residing outside Finland.
Some 40% of the remuneration is paid in the form of shares in the
company and the remainder in cash.
At its first meeting, the Outokumpu Board of Directors appointed two
permanent committees consisting of Board members. Olli Vaartimo
(Chairman), Markus Akermann, Heikki Malinen, and Siv Schalin were
elected as members of the Board Audit Committee. Jorma Ollila
(Chairman), Roberto Gualdoni, Stig Gustavson and Elisabeth Nilsson
were elected as members of the Board Remuneration Committee.
KPMG Oy Ab, Authorized Public Accountants, was re-elected as the
company’s auditor for the following term.
Extraordinary General Meetings in 2014
The Extraordinary General Meeting held on February 14, 2014 in
Espoo, Finland, authorized the Board of Directors to undertake a
share issue for consideration in which shareholders had the right to
subscribe for new shares in proportion to their existing holdings of
the shares of the company. Based on this authorization, the Board of
Directors resolved on February 28, 2014, on a rights offering of EUR
665 million to raise net proceeds of approximately EUR 640 million.
The Extraordinary General Meeting held on June 16, 2014 in Espoo,
Finland decided that the number of shares in Outokumpu be reduced
without reducing the share capital by merging each twenty five shares
to one share (25:1) by means of a reverse share split as provided
in Chapter 15, Section 9 of the Limited Liability Companies Act and
following the procedure provided therein. The reverse split of shares
was executed on June 19, 2014.
The EGM authorized the Board of Directors to decide to repurchase a
maximum of 40,000,000 of the company’s own shares. The company
currently holds 947,724 treasury shares. The EGM authorized the
Board of Directors to decide to issue a maximum of 80,000,000
shares through one or several share issues and/or by the granting
special rights entitling to shares, excluding option rights granted to the
company’s management and personnel under incentive plans. On the
basis of the authorization, a maximum of 40,000,000 new shares may
be issued, and additionally a maximum of 40,000,000 treasury shares
may be transferred. These authorizations are valid until the end of the
next AGM, but no later than May 31, 2015. To date, the authorizations
have not been used.
Shareholders’ Nomination Board
Outokumpu’s Annual General Meeting has established a Shareholders’
Nomination Board to annually prepare proposals on the composition
of the Board of Directors and director remuneration for the
Annual General Meeting. The Nomination Board consists of the
representatives of the four largest shareholders registered in the
shareholders’ register of the company on October 1 and the Chairman
of the Board of Directors as an expert member.
On October 1, 2014 the four largest shareholders of Outokumpu were
Solidium Oy, Varma Mutual Pension Insurance Company, AC Invest
Four B.V. and The Social Insurance Institution of Finland. They have
appointed the following representatives to the Nomination Board:
· Kari Järvinen, Managing Director at Solidium Oy
· Pekka Pajamo, CFO at Varma Mutual Pension Insurance Company
· Panu Routila, CEO at Ahlström Capital Oy
· Tuula Korhonen, Investment Director at The Social Insurance
Institution of Finland
The Nomination Board elected from among its members Kari Järvinen
as Chairman. According to the proposal by the Nomination Board for
the AGM on March 26, 2015 the remuneration of the Board will remain
unchanged, the number of Board members remains eight and Saila
Miettinen-Lähde will be proposed as a new member to the Board.
Market and business outlook
Market outlook
Global real demand for total stainless steel products is estimated to
total 36.9 million tonnes in 2014 and forecasted to reach 38.5 million
tonnes and 40.6 million tonnes in 2015 and 2016, respectively.
Between 2014 and 2016, global consumption is expected to increase
at an annual growth rate of 5.0%, while growth is forecasted to be
mainly driven by increased consumption in APAC (+5.8%) and in the
Americas (+3.6%). In EMEA, total stainless steel demand is estimated
to increase by 2.4% from 2014 to 2016.
Market development for real demand total
stainless steel products between 2012 and 2016
Million tonnes
EMEA
Americas
APAC
Sum
2012
6.9
3.3
22.5
32.7
2013
7.0
3.4
24.5
34.9
2014e
7.2
3.6
26.0
36.9
2015f
7.4
3.7
27.4
38.5
2016f
7.6
3.9
29.1
40.6
Source: SMR January 2015
e = estimate, f = forecast
The long-term outlook for stainless steel demand remains positive.
Key global megatrends such as urbanization, modernization, and
increased mobility combined with growing global demand for energy,
food, and water are expected to support the future growth of
stainless steel demand. According to research institute SMR, growth
in stainless steel consumption between 2014 and 2016 will mainly
be attributable to increased demand from the Architecture/Building/
Construction & Infrastructure (+5.6%), Industrial & Heavy Industries
(+5.3%) and Consumer Goods & Medical (+5.2%) segments. The
Automotive & Heavy Transport and Chemical/Petrochemical & Energy
segments are expected to grow at average annual growth rates of
5.0% and 3.3%, respectively.
· Total targeted savings from Outokumpu’s ongoing savings programs
are EUR 470 million in 2015, EUR 530 million in 2016 and EUR 550
million in 2017 (all compared to 2012).
· Outokumpu targets additional release of cash from net working
capital in 2015 with the P400 program (i.e. EUR 400 million cash
release vs. 2012).
· Capital expenditure 1) is expected to be below EUR 160 million in
2015 (2014: EUR 127 million). Outokumpu’s well-invested asset
base allows moderate capex levels in the coming years.
· Outokumpu targets to further reduce debt levels with the ambition of
net interest-bearing debt below EUR 1.5 billion by the end of 2017.
· Financing cost for 2015 is estimated at EUR 160 million, out of
which interest cost EUR 120 million.
Business and financial outlook for
the first quarter of 2015
1) Accounting capex
Stainless steel demand has improved from the year-end 2014 lows
but outlook for the first quarter varies by region. In EMEA, order
intake is improving and underlying demand remains relatively healthy,
while Asia remains soft in the beginning of the year. In Americas,
the pace for placing new orders is somewhat subdued with the
uncertainty over the nickel price, but market conditions remain
promising. In both key regions, distributors are still digesting high
stocks partly due to recent high third-country import ratios.
Outokumpu estimates higher delivery volumes quarter-on-quarter
and base prices to be slightly down. Continued improvement in
profitability is expected resulting in positive underlying EBIT for the
first quarter. With current price, the net impact of raw material-related
inventory and metal hedging gains/losses on profitability is expected
to be negative EUR 5–10 million.
Outokumpu’s operating result may be impacted by non-recurring
items associated with the ongoing restructuring programs. This
outlook reflects the current scope of operations.
Board of Directors’ proposal
for profit distribution
In accordance with the Board of Directors’ established dividend policy,
the pay-out ratio over a business cycle should be at least one third of
the Group’s profit for the period, with the aim of having stable annual
payments to shareholders. In its annual dividend proposal, the Board
of Directors will, in addition to financial results, take into consideration
the Group’s investment and development needs.
According to the parent company’s financial statements on December
31, 2014 distributable funds totaled EUR 1,994 million, of which
accumulated losses were EUR 130 million.
The Board of Directors is proposing to the Annual General Meeting
scheduled for March 26, 2015 that no dividend be paid from the
parent company’s distributable funds and that net result for the
financial year 2014 be allocated to accumulated losses.
Key targets updated
· For continued improvement in the Coil Americas’ profitability,
the successful ramp-up of the Calvert mill into full commercial
capability over the coming 2 years is essential. Coil Americas
delivery volumes are expected to reach about 620,000 tonnes
in 2015 (2014: 541,000) and profitability is expected to improve
further.
Espoo, February 11, 2015
Board of Directors
Jorma Ollila
Stig Gustavson
Olli Vaartimo
Heikki Malinen
· For Coil EMEA, a key milestone in restructuring of the European
Markus Akermann
Elisabeth Nilsson
production footprint will be the closure of the Bochum melt
shop mid-2015, the closure of the Benrath site in 2016, and the
completion of the ferritics investment in Krefeld. All this will enable
clear product and customer roles for each mill and enable capacity
utilization rates of above 90% in melting and above 85% in cold
rolling.
· Quarto Plate business area targets step change in profitability
over the coming two years driven by the progress in the Degerfors
investment ramp-up and streamlining of the cost structure. In
2015, volumes in Degerfors are estimated to grow to about 95,000
tonnes.
Roberto Gualdoni
Siv Schalin
OUTOKUMPU OYJ
Outokumpu Annual report 2014 31
30 Outokumpu Annual report 2014 auditOr's rEpOrt
This document is an English translation of the Finnish auditor’s report.
Only the Finnish version of the report is legally binding.
Auditor’s report
To the Annual General Meeting
of Outokumpu Oyj
We have audited the accounting records, the financial statements,
the report of the Board of Directors, and the administration of
Outokumpu Oyj for the year ended December 31, 2014. The financial
statements comprise the consolidated statement of financial position,
income statement, statement of comprehensive income, statement
of changes in equity and statement of cash flows, and notes to the
consolidated financial statements, as well as the parent company’s
balance sheet, income statement, cash flow statement and notes to
the financial statements.
Responsibility of the Board of Directors
and the President and CEO
The Board of Directors and the President and CEO are responsible
for the preparation of consolidated financial statements that give a
true and fair view in accordance with International Financial Reporting
Standards (IFRS) as adopted by the EU, as well as for the preparation
of financial statements and the report of the Board of Directors that
give a true and fair view in accordance with the laws and regulations
governing the preparation of the financial statements and the report of
the Board of Directors in Finland. The Board of Directors is responsible
for the appropriate arrangement of the control of the company’s
accounts and finances, and the President and CEO shall see to it that
the accounts of the company are in compliance with the law and that
its financial affairs have been arranged in a reliable manner.
Auditor’s Responsibility
Our responsibility is to express an opinion on the financial statements,
on the consolidated financial statements and on the report of the
Board of Directors based on our audit. The Auditing Act requires that
we comply with the requirements of professional ethics. We conducted
our audit in accordance with good auditing practice in Finland. Good
auditing practice requires that we plan and perform the audit to obtain
reasonable assurance about whether the financial statements and the
report of the Board of Directors are free from material misstatement,
and whether the members of the Board of Directors of the parent
company or the President and CEO are guilty of an act or negligence
which may result in liability in damages towards the company or
have violated the Limited Liability Companies Act or the articles of
association of the company.
An audit involves performing procedures to obtain audit evidence
about the amounts and disclosures in the financial statements and
the report of the Board of Directors. The procedures selected depend
on the auditor’s judgment, including the assessment of the risks of
material misstatement, whether due to fraud or error. In making those
risk assessments, the auditor considers internal control relevant to
the entity’s preparation of financial statements and report of the
Board of Directors that give a true and fair view in order to design
audit procedures that are appropriate in the circumstances, but not
for the purpose of expressing an opinion on the effectiveness of the
company’s internal control. An audit also includes evaluating the
appropriateness of accounting policies used and the reasonableness
of accounting estimates made by management, as well as evaluating
the overall presentation of the financial statements and the report of
the Board of Directors.
We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our audit opinion.
Opinion on the consolidated financial statements
In our opinion, the consolidated financial statements give a true and
fair view of the financial position, financial performance, and cash
flows of the group in accordance with International Financial Reporting
Standards (IFRS) as adopted by the EU.
Opinion on the company’s financial statements
and the report of the Board of Directors
In our opinion, the financial statements and the report of the Board
of Directors give a true and fair view of both the consolidated and
the parent company’s financial performance and financial position in
accordance with the laws and regulations governing the preparation
of the financial statements and the report of the Board of Directors
in Finland. The information in the report of the Board of Directors is
consistent with the information in the financial statements.
Other opinions
We support the adoption of the financial statements. The proposal by
the Board of Directors regarding the treatment of distributable funds
is in compliance with the Limited Liability Companies Act. We support
that the Board of Directors of the parent company and the President
and CEO be discharged from liability for the financial period audited
by us.
Espoo, February 11, 2015
KPMG Oy Ab
Virpi Halonen
Authorized Public Accountant
32 Outokumpu Annual report 2014 COnsOlidatEd finanCial statEMEnts, ifrs
COnsOlidatEd finanCial statEMEnts, ifrs Outokumpu Annual report 2014 33
Consolidated financial
statements, IFRS
Consolidated statement of income
Consolidated statement of comprehensive income
Note
2014
2013
€ million
€ million
Continuing operations
Sales
Cost of sales
Gross margin
Other operating income
Selling and marketing expenses
Administrative expenses
Research and development expenses
Other operating expenses
EBIT
Share of results in associated companies and joint ventures
Financial income and expenses
Interest income
Interest expenses
Market price gains and losses
Other financial income
Other financial expenses
Total financial income and expenses
Result before taxes
Income taxes
Net result for the financial year from continuing operations
Net result for the financial year from discontinued operations
Net result for the financial year
Attributable to
Equity holders of the Company
Non-controlling interests
Earnings per share for result attributable to the equity holders of the Company
(basic and diluted), € 1)
Earnings per share, continuing operations
Earnings per share, discontinued operations
Earnings per share
3
6
6
13
8
9
5
10
6 844
-6 714
6 745
-6 847
130
47
-112
-219
-23
-65
-243
7
3
-141
-15
2
-70
-223
-459
8
-450
11
-439
-434
-5
-1.27
0.03
-1.24
-102
24
-144
-230
-26
-31
-510
-2
13
-210
-37
0
-76
-310
-822
-11
-832
-170
-1 003
-997
-6
-6.23
-1.29
-7.52
1) Calculated based on the rights-issue-adjusted weighted average number of shares, comparative figures adjusted accordingly. Comparative figures adjusted
to reflect the reverse split in June 2014.
Net result for the financial year
Other comprehensive income
Items that may be reclassified subsequently to profit or loss:
Exchange differences on translating foreign operations
Available-for-sale financial assets
Fair value changes during the financial year
Reclassification adjustments from other comprehensive income to profit or loss
Income tax relating to available-for-sale financial assets
Cash flow hedges
Fair value changes during the financial year
Reclassification adjustments from other comprehensive income to profit or loss
Income tax relating to cash flow hedges
Net investment hedges
Income tax relating to net investment hedges
Share of other comprehensive income in associated companies and joint ventures
Items that will not be reclassified to profit or loss:
Remeasurements of defined benefit plans
Changes during the financial year
Income tax relating to remeasurements
Share of other comprehensive income in associated companies and joint ventures
Other comprehensive income for the financial year, net of tax
Note
2014
-439
2013
-1 003
16
9
20
9
9
13
25
9
13
71
3
3
-1
-11
-2
3
-
-0
-14
-12
1
41
-40
-2
-0
0
-11
-4
4
1
-
15
-8
-
-44
Total comprehensive income for the financial year
-398
-1 047
Attributable to
Equity holders of the Company
Non-controlling interests
-394
-4
-1 040
-7
34 Outokumpu Annual report 2014 COnsOlidatEd finanCial statEMEnts, ifrs
COnsOlidatEd finanCial statEMEnts, ifrs Outokumpu Annual report 2014 35
Consolidated statement of financial position
€ million
ASSETS
Non-current assets
Intangible assets
Property, plant and equipment
Investments in associated companies and joint ventures
Available-for-sale financial assets
Investments at fair value through profit or loss
Derivative financial instruments
Deferred tax assets
Defined benefit plan assets
Trade and other receivables
Current assets
Inventories
Available-for-sale financial assets
Investments at fair value through profit or loss
Derivative financial instruments
Trade and other receivables
Cash and cash equivalents
Assets held for sale
TOTAL ASSETS
Note
2014
2013
€ million
Note
2014
2013
11
12
13
16
17
20
9
25
22
21
16
17
20
22
23
5
567
3 138
78
26
2
1
44
36
12
3 904
1 527
0
4
36
749
191
2 507
-
6 411
570
3 254
66
15
2
2
24
0
11
3 944
1 216
4
17
21
813
607
2 679
2 200
8 823
EQUITY AND LIABILITIES
Equity attributable to the equity holders of the Company
Share capital
Premium fund
Invested unrestricted equity reserve
Other reserves
Retained earnings
Non-controlling interests
Total equity
Non-current liabilities
Non-current debt
Derivative financial instruments
Deferred tax liabilities
Defined benefit and other long-term employee benefit obligations
Provisions
Trade and other payables
Current liabilities
Current debt
Derivative financial instruments
Provisions
Current tax liabilities
Trade and other payables
Liabilities directly attributable to assets held for sale
TOTAL EQUITY AND LIABILITIES
311
714
2 103
10
-1 006
2 132
0
311
714
1 462
17
-617
1 887
4
2 132
1 891
1 597
18
31
372
198
47
2 262
569
87
26
32
1 303
2 016
-
6 411
3 270
15
26
317
115
48
3 791
893
35
25
4
1 136
2 093
1 048
8 823
24
27
20
9
25
26
28
27
20
26
9
28
5
36 Outokumpu Annual report 2014 COnsOlidatEd finanCial statEMEnts, ifrs
COnsOlidatEd finanCial statEMEnts, ifrs Outokumpu Annual report 2014 37
Consolidated statement of cash flows
€ million
Cash flow from operating activities
Net result for the financial year
Adjustments for
Taxes
Depreciation and amortization
Impairments
Share of results in associated companies and joint ventures
Gain/loss on sale of intangible assets and property, plant and equipment
Gain/loss on sale of financial assets
Gain/loss on disposal of subsidiaries
Interest income
Dividend income
Interest expense
Exchange rate differences
Other non-cash adjustments
Change in working capital
Change in trade and other receivables
Change in inventories
Change in trade and other payables
Change in provisions
Dividends received
Interest received
Interest paid
Income taxes paid
Net cash from operating activities
Note
2014
2013
€ million
Note
2014
2013
9
11, 12
11, 12
13
6
8
4
8
8
8
8
-439
-1 003
-8
320
32
-7
-10
-0
-
-5
-0
131
15
4
471
148
-259
111
-50
-50
3
2
-111
-2
-126
11
332
14
2
-5
50
-4
-13
-1
210
31
218
844
43
480
-172
-55
297
2
3
-106
-3
34
Cash flow from investing activities
Investments in associated companies and joint ventures
Purchases of available-for-sale financial assets
Purchases of property, plant and equipment
Purchases of intangible assets
Proceeds from the disposal of subsidiaries, net of cash
Proceeds from sale of property, plant and equipment
Proceeds from sale of intangible assets
Proceeds from sale of loan receivable
Change in other non-current receivables
Net cash from investing activities
Cash flow before financing activities
Cash flow from financing activities
Rights issue
Borrowings of non-current debt
Repayments of non-current debt
Change in current debt
Repayments of finance lease liabilities
Other financing cash flow
Net cash from financing activities
Net change in cash and cash equivalents
Cash and cash equivalents at the beginning of the financial year
Foreign exchange rate effect on cash and cash equivalents
Discontinued operations net change in cash effect
Net change in cash and cash equivalents
Cash and cash equivalents at the end of the financial year
Cash flows are presented for continuing operations.
13
16
12
11
4, 5
12
11
24
23
-6
-8
-118
-11
-50
17
13
-
2
-162
-289
640
1 022
-1 483
-277
-22
3
-116
-404
607
0
-12
-404
191
-
-2
-281
-4
-1
70
3
114
-7
-108
-74
-
1 114
-696
52
-12
1
459
385
222
-11
12
385
607
38 Outokumpu Annual report 2014 COnsOlidatEd finanCial statEMEnts, ifrs
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 39
Consolidated statement of changes in equity
Notes to the consolidated
financial statements
Invested unrestricted
Other reserves
equity reserve
Attributable to the equity
holders of the Co m pany
Other retained earnings
Cu m ulative translation
defined benefit plans
Re m easure m ents of
Fair value reserves
Treasury shares
N on-controlling
Total equity
differences
interests
Share capital
Pre miu m fund
€ million
Equity on Jan 1, 2013
Net result for the financial year
Other comprehensive income
Total comprehensive income for
the financial year
Transactions with owners of the
Company
Contributions and distributions
Share-based payments
Changes in ownership interests
Disposal of subsidiary
Equity on Dec 31, 2013
Net result for the financial year
Other comprehensive income
Total comprehensive income for
the financial year
Transactions with owners of the
Company
Contributions and distributions
Rights issue
Share-based payments
Changes in ownership interests
Acquisition of a non-
controlling interest
Disposal of subsidiary
Other
N ote
18
4
18
24
5
311
-
-
714 1 462
-
-
-
-
-
-
-
-
-
-
-
-
-
311
-
-
714 1 462
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
640
-
-
-
-
Equity on Dec 31, 2014
311
714
2 103
7
-
-
-
-
-
7
-
-
-
-
-
-
-1
-2
5
22
-
-13
-13
-
-
9
-
-5
-5
-
-
-
-
-
-81
-
-38
-38
-
-
-119
-
70
70
-
-
-
-
-
-75
-
8
8
-
3
-65
-
-27
-27
-
-
-
4
-
-25
-
-
591
-997
-
2 926
-997
-43
26
2 952
-6 -1 003
-44
-1
-
-997
-1 040
-7 -1 047
1
-
-24
-
-
-1
-3
-410
-434
1
1
-
1 887
-434
40
-
-433
-394
-
1
-
-
-
-
1
-3
-3
2
640
2
-3
-
-
-
1
-15
-15
4
-5
1
-4
-
-
-0
-0
-
1 891
-439
41
-398
640
2
-3
-0
-
5
-49
-89
-23
-846
2 132
0 2 132
1. Corporate information
Outokumpu Oyj is a Finnish public limited liability company organized
under the laws of Finland and domiciled in Espoo, Finland. The parent
company, Outokumpu Oyj, has been listed on Nasdaq Helsinki since
1988. A copy of the consolidated financial statements is available
at the Group’s website www.outokumpu.com, from Outokumpu Oyj/
Corporate Communications, P.O. Box 140, 02201 Espoo, Finland or via
e-mail at corporate.comms@outokumpu.com.
Outokumpu is the global leader in stainless steel and creates
advanced materials that are efficient, long lasting and recyclable –
helping to build a world that lasts forever. Stainless steel is an ideal
material to create lasting solutions in demanding applications from
cutlery to bridges, energy to medical equipment. Stainless steel is
100% recyclable, corrosion-resistant, maintenance-free, durable and
hygienic. Outokumpu employs more than 12,000 professionals in
more than 40 countries.
In its meeting on February 11, 2015 the Board of Directors of
Outokumpu Oyj approved the publishing of these consolidated
financial statements. According to the Finnish Limited Liability
Companies Act, shareholders have the right to approve or reject
the financial statements in the Annual General Meeting held after
the publication of the financial statements. The Annual General
Meeting also has the right to make a decision to amend the financial
statements.
2. Accounting principles for
the consolidated financial
statements
Basis of preparation
The consolidated financial statements of Outokumpu have been
prepared in accordance with International Financial Reporting
Standards (IFRSs) as adopted by the European Union. The
consolidated financial statements have been prepared in compliance
with the IAS and IFRS standards as well as the SIC and IFRIC
interpretations in force on December 31, 2014. The consolidated
financial statements also comply with the regulations of Finnish
accounting and company legislation complementing the IFRSs.
The consolidated financial statements are presented in millions of
euros and have been prepared under the historical cost convention,
unless otherwise stated in the accounting principles. All figures
presented have been rounded, and consequently the sum of individual
figures may deviate from the presented aggregate figure. Key figures
have been calculated using exact figures.
The consolidated financial statements of Outokumpu for 2014 have
been prepared on a going concern basis.
Refinancing measures and rights issue carried out during the financial
year have strengthened Outokumpu’s financial position and enhance
Outokumpu’s ability to execute its strategy that decisively aims at
sustainable profitability through industrial restructuring and efficiency
measures.
As from January 1, 2014 Outokumpu has applied the following new
and amended standards and interpretations.
· IFRS 10 Consolidated Financial Statements and related
amendments: IFRS 10 builds on existing principles by identifying
the concept of control as the determining factor when deciding
whether an entity should be incorporated within the consolidated
financial statements. The standard also provides additional
guidance to assist in the determination of control where this is
difficult to assess. The new standard has not significantly affected
Outokumpu’s consolidated financial statements.
· IFRS 11 Joint Arrangements and related amendments: In the
accounting of joint arrangements IFRS 11 focuses on the rights and
obligations of the arrangement rather than its legal form. There are
two types of joint arrangements: joint operations and joint ventures.
In future jointly controlled entities are to be accounted for using only
one method, equity method, and the other alternative, proportional
consolidation is no longer allowed. The new standard had no impact
on Outokumpu’s consolidated financial statements.
· IFRS 12 Disclosures of Interests in Other Entities and related
amendments: IFRS 12 includes the disclosure requirements for
all forms of interests in other entities, including associates, joint
arrangements, structured entities and other off-balance sheet
vehicles. The new standard had an impact on the disclosures
Outokumpu presents on its investments in other entities.
· IAS 28 (revised 2011) Investments in Associates and Joint
Ventures: Following the issue of IFRS 11, the revised IAS 28 includes
the requirements for joint ventures, as well as associates, to be
equity accounted. The revised standard did not have a significant
impact on Outokumpu’s consolidated financial statements.
· Amendments to IAS 32 Financial Instruments: Presentation: The
amendments provide clarifications on the application of presentation
requirements for offsetting financial assets and financial liabilities
on the statement of financial position and give more related
application guidance. The amendments did not have a significant
40 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 41
impact on Outokumpu’s consolidated financial statements.
· Amendments to IAS 36 Impairment of Assets: The objective of
the amendments is to clarify that the scope of the disclosures of
information about the recoverable amount of assets, where that
amount is based on fair value less costs of disposal, is limited to
impaired assets. The amended standard had no significant impact
on Outokumpu’s consolidated financial statements.
· Amendments to IAS 39 Financial Instruments: Recognition
and Measurement: The amendments made to IAS 39 provide an
exception to the requirement to discontinue hedge accounting
in certain circumstances where a derivative, which has been
designated as a hedging instrument, is novated from one
counterparty to a central counterparty as a consequence of
laws or regulations. The amendments did not have an impact on
Outokumpu’s consolidated financial statements.
Other new or amended standards and interpretations had no impact
on Outokumpu’s consolidated financial statements.
Adoption of new and amended IFRS
standards and interpretations
Outokumpu has not yet applied the following new and amended
standards and interpretations already issued. The Group will adopt
them as of the effective date or, if the date is other than the first day
of the financial year, from the beginning of the subsequent financial
year (* = not yet endorsed by the European Union as at December 31,
2014).
· IFRIC 21 Levies (effective in the EU for financial years beginning
on or after June 17, 2014): The interpretation clarifies the
accounting treatment of levies. A liability for a levy is recognized
when the activity that triggers payment, as identified by the relevant
legislation, occurs. The interpretation is applicable to all levies
other than income taxes, fines, penalties and outflows that are in
scope of other standards. The interpretation is not assessed to
have a significant impact on Outokumpu’s consolidated financial
statements.
· Amendments to IAS 19 Employee Benefits – Defined Benefit
Plans: Employee Contributions* (effective for financial years
beginning on or after July 1, 2014): The amendments clarify the
accounting treatment under IAS 19 in respect of defined benefit
plans that involve contributions from employees or third parties
towards the cost of benefits. The amendments are not assessed to
have an impact on Outokumpu’s consolidated financial statements.
· Annual Improvements to IFRSs (2011–2013 cycle*, and 2010–
2012 cycle*,) (effective for financial years beginning on or after
July 1, 2014) and 2012–2014 Cycle* (effective for financial years
beginning on or after January 1, 2016): The annual improvements
process provides a mechanism for minor and non-urgent
amendments to IFRSs to be grouped together and issued in one
package annually. The amendments cover in total four (2011–
2013 cycle), seven (2010–2012 cycle) and four (2012–2014 cycle)
standards. Their impacts vary standard by standard but are not
significant.
· Amendment to IAS 1 Presentation of Financial Statements:
Disclosure Initiative* (effective for financial years beginning on or
after January 1, 2016). The amendments are designed to encourage
companies to apply judgement in determining what information to
disclose in the financial statements. For example, the amendments
clarify the application of the materiality concept and judgement
when determining where and in what order information is presented
in the financial disclosures. Then interpretation is not assessed to
have a significant impact on Outokumpu’s consolidated financial
statements.
· Amendments to IAS 16 Property, Plant and Equipment and IAS
38 Intangible Assets – Clarification of Acceptable Methods of
Depreciations and Amortization* (effective for financial years
beginning on or after January 1, 2016): The amendments clarify
IAS 16 and IAS 38 that revenue-based method can not be used
to depreciate property, plant and equipment and may only be
used in limited circumstances to amortize intangible assets. The
amendments are not assessed to have an impact on Outokumpu’s
consolidated financial statements.
· Amendments to IFRS 10 Consolidated Financial Statements and
IAS 28 Investments in Associates and Joint Ventures – Sale or
Contribution of Assets between an Investor and its Associate or
Joint Venture* (Effective for financial years beginning on or after
January 1, 2016): The amendments address an inconsistency
between the requirements in IFRS 10 and those in IAS 28, in
dealing with the sale or contribution of assets between an investor
and its associate or joint venture. A full gain or loss is recognized
when a transaction involves a business (whether it is housed in
a subsidiary or not). A partial gain or loss is recognized when a
transaction involves assets that do not constitute a business, even
if these assets are housed in a subsidiary. The amendments are not
assessed to have an impact on Outokumpu’s consolidated financial
statements.
· Amendments to IFRS 10 Consolidated Financial Statements,
IFRS 12 Disclosure of Interests in Other Entities and IAS 28
Investments in Associates and Joint Ventures: Investment
Entities: Applying the Consolidation Exception* (the amendments
can be applied immediately; mandatory for financial years beginning
on or after January 1, 2016): The narrow-scope amendments to IFRS
10, IFRS 12 and IAS 28 clarify the requirements when accounting
for investment entities. The amendments also provide relief in
particular circumstances, which will reduce the costs of applying the
Standards. The amendments are not assessed to have an impact on
Outokumpu’s consolidated financial statements.
· Amendments to IFRS 11 Joint Arrangements – Accounting
for Acquisitions of Interests in Joint Operations* (effective
for financial years beginning on or after January 1, 2016): The
amendments add new guidance to IFRS 11 on how to account for
the acquisition of an interest in a joint operation that constitutes
a business, i.e. business combination accounting is required to
be applied. The amendment is not assessed to have an impact on
Outokumpu’s consolidated financial statements.
· IFRS 15 Revenue from Contracts with Customers* (effective for
financial years beginning on or after January 1, 2017): IFRS 15
establishes a comprehensive framework for determining whether,
how much and when revenue is recognized. It replaces existing
revenue recognition guidance, including IAS 18 Revenue, IAS 11
Construction Contracts and IFRIC 13 Customer Loyalty Programmes.
Under IFRS 15 an entity shall recognize revenue in an amount that
reflects the consideration to which the entity expects to be entitled
in exchange for goods delivered or services rendered. Outokumpu is
currently assessing the potential impact on its consolidated financial
statements resulting from the application of IFRS 15.
· IFRS 9 Financial Instruments* (effective for financial years
beginning on or after January 1, 2018): IFRS 9 replaces the
existing guidance in IAS 39 Financial Instruments: Recognition and
Measurement. IFRS 9 includes revised guidance on the classification
and measurement of financial instruments, including a new expected
credit loss model for calculating impairment on financial assets,
and the new general hedge accounting requirements. It also carries
forward the guidance on recognition and derecognition of financial
instruments from IAS 39. Outokumpu is assessing the impact of
IFRS 9.
Other new or amended standards and interpretations are not expected
to have an impact on Outokumpu’s consolidated financial statements
when adopted.
Management judgements
and use of estimates
The preparation of the financial statements in accordance with IFRSs
requires management to make judgements and make estimates and
assumptions that affect the reported amounts of assets and liabilities
and the disclosure of contingent assets and contingent liabilities at
the reporting date, as well as the reported amounts of income and
expenses during the reporting period. The management estimates
and judgements are continuously monitored and they are based
on prior experience and other factors, such as future expectations
assumed to be reasonable considering the circumstances. Although
these estimates are based on management’s best knowledge of the
circumstances at the end of the reporting period, actual results may
differ from the estimates and assumptions. Management believes
that the following accounting principles represent those matters
requiring the exercise of judgement where a different opinion could
result in significant changes to reported results.
Business combinations
In significant business combinations, the Group has used external
advisor to assist in evaluating the fair values of assets acquired and
liabilities assumed. The procedures included for example analysis
of market conditions, market data covering e.g. economic and
regulatory trends; analysis and inspection of acquired companies
and their operating and financial projections; and development of
discounted cash flow models and discount rates used in the models.
Regarding analysis of property, plant and equipment, the scope
included a study of the major assets at various facilities and research
in the marketplace in order to identify replacement costs, useful
lives and other pertinent information used in the valuation process.
Management believes that the estimates and assumptions used are
reasonable for determining fair values, although different estimates
and assumptions could significantly affect the amounts reported.
Inventories
Inventories are stated at the lower of cost and net realizable value
(NRV). Net realizable value is the estimated selling price in the
ordinary course of business, less the estimated costs of completion
and the estimated costs necessary to make the sale. The most
important commodity price risk for Outokumpu is caused by
fluctuation in nickel and other alloy prices. The majority of stainless
steel sales contracts include an alloy surcharge clause, with the
aim of reducing the risk arising from the time difference between
raw material purchase and product delivery. However, the risk is
significant because the delivery cycle in production is longer than the
alloy surcharge mechanism provides for. Thus, only the price for the
products to be sold in near future is known. That is why a significant
part of the future price for each product to be sold is estimated
according to management’s best knowledge in NRV calculations. Due
to fluctuations in nickel and other alloy prices, the realized prices can
deviate significantly from what has been used in NRV calculations on
the closing date.
Property, plant and equipment and
intangible assets and impairments
Management estimates relate to carrying amounts and useful
lives of assets as well as other underlying assumptions. Different
assumptions and assigned lives could have a significant impact
on the reported amounts. Management estimates in relation to
goodwill relate to the estimation of the value in use of the cash-
generating units to which goodwill has been allocated. The value
in use calculation requires management to estimate the future
cash flows expected to arise from the cash-generating units and
a suitable discount rate in order to calculate present value. The
future projections of cash flows include, among other estimates,
projections of future prices and delivery volumes, production costs
and maintenance capital expenditures.
Carrying amounts of non-current assets are regularly reviewed to
determine whether there is any evidence of impairment as described
in these accounting principles. Preparation of the estimated future
cash flows and determining the discount rates for the impairment
testing requires management to make assumptions relating to
future expectations (e.g., future product pricing, production levels,
production costs, market supply and demand, projected maintenance
capital expenditure and weighted average cost of capital). A pre-tax
discount rate used for the net present value calculation of projected
cash flows reflects the weighted average cost of capital. The key
assumptions used in the impairment testing, including sensitivity
analysis, are explained further in Note 11. Intangible assets.
Income taxes
Group operates and earns income in numerous countries and is
subject to changing tax laws in multiple jurisdictions within the
countries. Significant judgements are necessary in determining the
worldwide income tax liabilities of the Group. Although management
believes they have made reasonable estimates about the resolution of
tax uncertainties, the final outcome of these uncertainties could have
an effect on the income tax liabilities and deferred tax liabilities in the
period.
At the end of reporting period, the Group assesses whether the
realization of future tax benefits is sufficiently probable to recognize
deferred tax assets. This assessment requires judgement with respect
to, among other things, benefits that could be realized from future
taxable income, available tax strategies, as well as other positive and
negative factors. The recorded amount of deferred tax assets could be
reduced if estimates of taxable income and benefits from available tax
strategies are lowered, or if current tax regulations are enacted that
impose restrictions on the Group’s ability to utilize future tax benefits.
42 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
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Fair values of derivatives and
other financial instruments
The fair value of financial instruments which cannot be determined
based on quoted market prices and rates is based on different
valuation techniques. The Group uses its judgement to select a
variety of methods and make assumptions that are mainly based on
market conditions existing at the end of each reporting period. Factors
regarding valuation techniques and their assumptions could affect the
reported fair values.
The Group has used discounted cash flow analysis for various
derivative contracts and in case of options Black-Scholes-Merton
model has been applied.
Employee benefits
The present value of pension obligations is subject to actuarial
assumptions which actuaries use in calculating these obligations.
Actuarial assumptions include, among others, discount rate, the
annual rate of increase in future compensation levels and inflation
rate. The assumptions used are presented in Note 25. Employee
benefit obligations.
Provisions
The most significant provisions in the statement of financial position
relate to restructuring programs and primarily include termination
benefits to employees. The judgement applied mainly relates to the
estimated amounts of termination benefits.
The Group has also made provisions for known environmental
liabilities based on management’s best estimate of the remediation
costs. The precise amount and timing of these costs could differ
significantly from the estimate.
Principles of consolidation
Subsidiaries
equity interests issued by the acquirer. Any contingent consideration
related to the business combination is measured at fair value at
the acquisition date and it is classified as either liability or equity.
Contingent consideration classified as liability is remeasured at its
fair value at the end of each reporting period and the subsequent
changes to fair value are recognized in profit or loss. Contingent
consideration classified as equity is not subsequently remeasured.
The consideration transferred does not include any transactions
accounted for separately from the acquisition. All acquisition-related
costs, with the exception of costs to issue debt or equity securities,
are recognized as expenses in the periods in which costs are incurred
and services rendered.
Goodwill arising on an acquisition is recognized as the excess of the
aggregate of the consideration transferred and the amount of any
non-controlling interests or previously held equity interests in the
acquiree, over the Group’s share of the fair value of the identifiable
assets acquired and liabilities assumed at the acquisition date.
Non-controlling interest in the acquiree is measured acquisition-
by-acquisition either at fair value or at value, which equals to the
proportional share of the non-controlling interest in the identifiable net
assets acquired. Changes in the parent company’s ownership interest
in a subsidiary are accounted for as equity transactions if the parent
company retains control of the subsidiary.
To those business combinations, which have taken place before
January 1, 2010 accounting principles effective at that time have
been applied.
All intra-group transactions, receivables, liabilities and unrealized
margins, as well as distribution of profits within the Group, are
eliminated in the preparation of consolidated financial statements.
The result for the period and items recognized in other comprehensive
income are allocated to the equity holders of the company and non-
controlling interests and presented in the statement of income and
statement of other comprehensive income. Non-controlling interests
are presented separately from the equity allocated to the equity
holders of the company. Comprehensive income is allocated to the
equity holders of the company and to non-controlling interests even
in situations where the allocation would result in the non-controlling
interests’ share being negative, unless non-controlling interests have
an exemption not to meet obligations which exceed non-controlling
interests’ investment in the company.
The consolidated financial statements include the parent company
Outokumpu Oyj and all those subsidiaries where over 50% of the
subsidiary’s voting rights are controlled directly or indirectly by the
parent company, or the parent company is otherwise in control of the
company at the end of the reporting period. The Group controls an
entity when it is exposed to, or has rights to, variable returns from
its involvement with the entity and has the ability to affect those
returns through its power over the entity. The financial statements
of subsidiaries are included in the consolidated financial statements
from the date on which control commences until the date on which
control ceases.
Acquired or established subsidiaries are accounted for by using the
acquisition method. The consideration transferred and the identifiable
assets acquired and liabilities assumed in the acquired company
are measured at fair value at the acquisition date. The consideration
transferred includes any assets transferred by the acquirer, liabilities
incurred by the acquirer to former owners of the acquiree and the
Associated companies and joint ventures
Companies, where Outokumpu generally holds voting rights of 20–
50% and in which Outokumpu otherwise has significant influence, but
not control are included in the consolidated financial statements as
associated companies. Associated companies are consolidated by
using the equity method from the date that significant influence was
obtained until it ceases.
The Group’s share of the associated company’s result for the period
is separately disclosed below EBIT in the consolidated statement of
income. Outokumpu’s share of changes recognized in the associated
company’s other comprehensive income is recognized in the
Group’s other comprehensive income. When Outokumpu’s share of
the associated company’s losses exceeds the carrying amount of
the investment, the investment is recognized at zero value in the
statement of financial position and recognition of further losses
is discontinued, except to the extent that the Group has incurred
obligations in respect of the associated company. The interest in an
associated company comprises the carrying amount of the investment
under the equity method together with any long-term interest that,
in substance, forms a part of the net investment in the associated
company.
Plate and Long Products. Quarto Plate and Long Products were
formerly business lines within the Specialty Stainless business area.
Special Coil operations in Avesta and Nyby that were also a part of
the Specialty Stainless business area became a part of Coil Emea
business area. Consequently, Specialty Stainless ceased to exist as a
business area.
Joint ventures in which Outokumpu has contractually based joint
control with a third party are also accounted for by using the equity
method described above.
Non-current assets held for sale
and discontinued operations
Non-current assets (or disposal groups) and assets and liabilities
related to discontinued operations are classified as held for sale if
their carrying amounts are expected to be recovered primarily through
sale rather than through continuing use. Classification as held for
sale requires that the following criteria are met: the sale is highly
probable, the asset (or disposal group) is available for immediate sale
in its present condition subject to usual and customary terms, the
management is committed to the sale and the sale is expected to be
completed within one year from the date of classification.
Prior to classification as held for sale, the assets or assets and
liabilities related to a disposal group in question are measured
according to the respective IFRS standards. From the date of
classification, non-current assets (or a disposal group) held for sale
are measured at the lower of the carrying amount and the fair value
less costs to sell, and the recognition of depreciation and amortization
is discontinued.
Assets included in disposal groups but not in the scope of the
measurement requirements of IFRS 5, as well as liabilities, are
measured according to the related IFRS standards also after the date
of classification.
Discontinued operation is a component of an entity that either has
been disposed of, or is classified as held for sale, and represents a
separate major line of business or geographical area of operations,
is part of a single co-ordinated plan to dispose of a separate major
line of business or geographical area of operations or is a subsidiary
acquired exclusively with a view to resale.
Result from discontinued operations is shown separately in the
consolidated statement of income and the comparative figures
are restated accordingly. Assets held for sale, disposal groups and
liabilities included in disposal groups are presented in the statement
of financial position separately from other items. The comparatives for
statement of financial position items are not restated.
Segment reporting
An operating segment is a component of the Group that engages
in business activities from which it may earn revenues and incur
expenses, and for which discrete financial information is available. In
2014, Outokumpu changed its operational model and from September
1 onwards the Group consists of five operating segments which
are the business areas: Coil EMEA, Coil Americas, APAC, Quarto
The operating segments are also Outokumpu’s reportable segments
as defined in IFRS 8. The operating segments are responsible for
sales, profitability and production. They are located in different
geographical areas, managed separately and are reported separately
in internal management reporting to CEO who is Outokumpu’s chief
operating decision maker. Outokumpu’s segment information is based
on the internal management reporting which is prepared according to
the IFRS accounting principles.
Pricing of intersegment transactions is based on arm’s length prices.
EBIT of the operating segments is reported to the CEO regularly
in order for him to review their performance and make decisions
about resources to be allocated to the segments. EBIT is defined
correspondingly in management reporting as in these accounting
principles.
Other operations mainly consist of such business development
and Corporate Management expenses that are not allocated to the
businesses.
Foreign currency transactions
Transactions of each subsidiary included in the consolidated
financial statements are measured using the currency that best
reflects the economic substance of the underlying events and
circumstances relevant to that subsidiary (“the functional currency”).
The consolidated financial statements are presented in euros which
is the functional and presentation currency of the parent company.
Group companies’ foreign currency transactions are translated into
local functional currencies using the exchange rates prevailing at
the dates of the transactions. Receivables and liabilities in foreign
currencies are translated into functional currencies at the exchange
rates prevailing at the end of the reporting period. Foreign exchange
differences arising from interest-bearing assets and liabilities and
related derivatives are recognized in finance income and expenses
in the statement of income. Foreign exchange differences arising
in respect of other financial instruments are included in EBIT under
sales, purchases or other operating income and expenses. The
effective portion of exchange differences arisen from instruments
designated as hedges of the net investments in foreign operations is
recognized in other comprehensive income.
For those subsidiaries whose functional and presentation currency is
not the euro, the income and expenses for the statements of income
and comprehensive income, and the items for statement of cash
flows, are translated into euro using the average exchange rates of
the reporting period. The assets and liabilities for the statement of
financial position are translated using the exchange rates prevailing
at the reporting date. The translation differences arising from the use
of different exchange rates explained above are recognized in Group’s
other comprehensive income. Any goodwill arising on the acquisition
of foreign operations and any fair value adjustments to the carrying
amounts of assets and liabilities arising on the acquisition of those
foreign operations are treated as assets and liabilities of those foreign
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operations. They are translated into euro using the exchange rates
prevailing at the reporting date. When a foreign operation is sold,
or is otherwise partially or completely disposed of, the translation
differences accumulated in equity are reclassified in profit or loss as
part of the gain or loss on the sale.
Revenue recognition
Revenue from the sale of goods is recognized after the significant
risks and rewards of ownership have been transferred to the buyer,
and the Group retains neither a continuing managerial involvement to
the degree usually associated with ownership, nor effective control
of those goods. Usually this means that revenue is recognized upon
delivery of goods to customers in accordance with agreed terms of
delivery.
Outokumpu ships stainless steel products to customers under a
variety of delivery terms. The used terms are based on Incoterms
collection of delivery terms, published and defined by the International
Chamber of Commerce Terms of Trade.
The most common delivery terms used by Outokumpu are “C” terms,
whereby the Group arranges and pays for the carriage and certain
other costs. The Group ceases to be responsible for the goods and
revenue is recognized once the goods have been handed over to the
carrier to be delivered to the agreed destination.
Less frequently used are “D” terms, under which the Group is obliged
to deliver the goods to the buyer at the agreed destination, in which
case revenue is recognized when the goods are delivered to the
buyer. Also “F” terms are less frequently used, under which the buyer
arranges and pays for the carriage, and revenue is recognized when
the goods are handed over to the carrier contracted by the buyer.
of financial position in full except to the extent that the deferred
taxes arise from the initial recognition of an asset or liability in a
transaction which is not a business combination and at the time of the
transaction, affects neither accounting profit nor taxable profit.
Deferred taxes are calculated at the enacted or substantially enacted
tax rates that are expected to apply by the end of the reporting period.
Generally, deferred tax is recognized to the statement of income,
except if the taxes are related to items of other comprehensive
income or to transactions or other events recognized directly in equity,
in which case the related income taxes are also recognized either in
other comprehensive income or directly in equity, respectively.
Research and development costs
Research costs are expensed in the reporting period in which they are
incurred. Development costs are capitalized when it is probable that
the development project will generate future economic benefits for the
Group, and certain criteria related to commercial and technological
feasibility are met. These projects relate to the development of new or
substantially improved products or production processes. Capitalized
development costs mainly comprise materials and supplies and direct
labour costs as well as related overhead costs. Development costs
recognized as expenses are not subsequently capitalized.
Subsequent to initial recognition, capitalized development costs are
measured at cost less accumulated amortization and impairment
losses. Capitalized development costs are amortized on a straight-line
basis over their estimated useful lives which is generally five years.
Recognition of amortization is commenced as the asset is ready for
use. The accounting treatment of the government grants received
for research and development activities is described below under
Government grants.
Income taxes
Goodwill and other intangible assets
Current and deferred income taxes are determined in accordance with
IAS 12 Income Taxes on entity level to the extent an entity is subject
to income taxation. The Group’s income tax in the statement of
income includes current income taxes of the Group companies based
on taxable profit for the period, together with tax adjustments for
previous periods and the change in deferred income taxes. In several
countries (Germany, the UK, Italy, the Netherlands, Sweden and the
USA) Outokumpu companies are included in income tax consolidation
groups / group taxation systems. The share of results in associated
companies is reported in the statement of income based on the net
result and thus including the income tax effect.
Deferred income taxes are stated using the balance sheet liability
method to reflect the net tax effects of temporary differences
between the carrying amounts of assets and liabilities in the financial
statements and the corresponding tax basis at the reporting date, as
well as for unused tax losses or credits carry forward. Deferred tax
assets are recognized for all deductible temporary differences to the
extent that it is probable that future taxable profits will be available,
against which deductible temporary differences can be utilized. A
valuation allowance is recognized against a deferred tax asset if the
realization of the related tax benefit is not probable. The ability to
recognize deferred tax assets is reviewed at the end of each reporting
period. Deferred tax liabilities are usually recognized in the statement
Goodwill arising on a business combination is recognized at the
acquisition date at an amount representing the excess of the
consideration transferred in an acquisition over the fair value of
the identifiable assets acquired, liabilities assumed and any non-
controlling interest and any previously held equity interests in the
acquiree, if any. Goodwill is not amortized, but tested for impairment.
In respect of associated companies, goodwill is included in the
carrying amount of the investment. Goodwill is measured at cost less
accumulated impairment losses.
Intangible assets other than goodwill include land-use rights,
capitalized development costs, patents, licenses and software. An
intangible asset is recognized only if it is probable that the future
economic benefits attributable to the asset will flow to the Group and
the cost of the asset can be measured reliably. All other expenditure
is expensed as incurred. Intangible assets are recognized initially
at cost. After initial recognition, assets are measured at cost less
amortizations and accumulated impairment losses if the intangible
asset has a finite useful life. Cost comprises the purchase price
and all costs directly attributable to bringing the asset ready for its
intended use. Intangible assets acquired in a business combination
are measured at fair value at the acquisition date.
Intangible assets are amortized on a straight-line basis over their
expected useful lives. Assets tied to a certain fixed period are
amortized over the contract term. Amortization periods used for
intangible assets are the following:
Software
Capitalized development costs
Intangible rights
up to 10 years
up to 10 years
up to 20 years
Recognition of amortization is discontinued when the intangible asset
is classified as held for sale. The estimated useful lives and residual
values are reviewed at least at the end of each financial year. If they
differ substantially from previous estimates, the useful lives are
adjusted accordingly.
Gains and losses on disposal of intangible assets are included in
other operating income and expenses.
Emission allowances
Emission allowances are intangible assets measured at cost.
Allowances received free of charge are recognized at nominal value,
i.e. at zero carrying amount. A provision to cover the obligation to
return emission allowances is recognized at fair value at the end of the
reporting period provided that the emission allowances received free
of charge will not cover the actual emissions. The purchased emission
allowance quotas recognized in intangible rights are derecognized as
they have been offset against the obligation or, when the emission
allowances are sold. The obligation to deliver allowances equal to
emissions is recognized under other operating expenses. Gains from
the sale of allowances are recognized as other operating income in
the statement of income.
item is classified as held for sale. Expected useful lives and residual
values are reviewed at least at the end of each financial year and, if
they differ significantly from previous estimates, the useful lives are
revised accordingly.
Ordinary repairs and maintenance costs are expensed during the
reporting period in which they are incurred. The cost of major
renovations is included in the asset’s carrying amount when it is
probable that the Group will derive future economic benefits in excess
of the originally assessed standard of performance of the existing
asset and the cost can be reliably measured. Costs arising on such
major renovations are accounted for as capital expenditure and
depreciated on a straight-line basis over their estimated useful lives.
Gains and losses on sale and disposals of property, plant and
equipment are determined by the difference between the received
net proceeds and the carrying amount of the asset. Gains and losses
on sale and disposals are presented in other operating income or
expenses, thus included in EBIT.
Government grants
Government or other grants are recognized as income on a systematic
basis over the periods necessary to match them with the related costs
which they are intended to compensate. Investment grants related to
acquisitions of property, plant and equipment and intangible assets
are deducted from the cost of the asset in question in the statement
of financial position and recognized as income on a systematic basis
over the useful life of the asset in the form of reduced depreciation
expense.
Property, plant and equipment
Property, plant and equipment acquired by the Group companies
are measured at cost. The cost includes all expenditure directly
attributable to the acquisition of the asset. Government grants
received are deducted from the cost. Property, plant and equipment
acquired in business combinations are measured at fair value at
the acquisition date. Borrowing costs (mainly interest costs) directly
attributable to the acquisition or construction of a qualifying asset
are capitalized in the statement of financial position as part of the
carrying amount of the asset. Qualifying asset is an asset that
necessarily takes a substantial period of time to get ready for its
intended use or sale. Other borrowing costs are recognized as
expenses in the period in which they are incurred. Property, plant and
equipment are carried in the statement of financial position at cost
less accumulated depreciation and impairment losses.
Property, plant and equipment are depreciated on a straight-line basis
over their expected useful lives. Depreciation is based on the following
estimated useful lives:
Buildings
Heavy machinery
Light machinery and equipment
25–40 years
15–20 years
3–15 years
Land is not depreciated, except for leased land, as the useful life of
land is assumed to be indefinite. Mine properties are depreciated
using the units-of-production method based on the depletion of ore
reserves over their estimated useful lives. Recognition of depreciation
on an item of property, plant and equipment is discontinued when the
Impairment of property, plant and
equipment and intangible assets
Carrying amounts of non-current assets are regularly reviewed to
determine whether there is any evidence of impairment. If any such
evidence of impairment emerges, the asset’s recoverable amount is
estimated. Goodwill is tested at least annually, irrespective of whether
there is any evidence of impairment.
The recoverable amount of an asset is the higher of fair value less
costs to sell and value in use. For goodwill testing purposes the
recoverable amount is based on value in use which is determined
by reference to discounted future net cash flows expected to be
generated by the asset. In Outokumpu, goodwill is tested on operating
segment level. The discount rate used is a pre-tax rate that reflects
the current market view on the time value of money and the asset-
specific risks. An impairment loss is the amount by which the carrying
amount of an asset exceeds its recoverable amount. An impairment
loss is recognized immediately in profit or loss. The estimated useful
life of the asset that is subject to depreciation or amortization is also
reassessed when an impairment loss is recognized.
A previously recognized impairment loss is reversed if there has been
a change in the estimates used to determine the recoverable amount.
However, the reversal must not cause that the adjusted carrying
amount is higher than the carrying amount that would have been
determined if no impairment loss had been recognized in prior years.
Impairment losses recognized for goodwill are not reversed.
46 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
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Leases
Group as a lessee
Lease agreements of property plant and equipment, in which the
Group has substantially all the rewards and risks of ownership, are
classified as finance leases. An asset acquired through finance lease
is recognized as property, plant and equipment in the statement
of financial position, within a group determined by the asset’s
characteristics, at the commencement of the lease term at the lower
of fair value and the present value of minimum lease payments.
Respective lease liabilities less finance charges are included in debt.
Each lease payment is allocated between the finance charge and the
reduction of the outstanding liability. The finance charge is allocated
to each period during the lease term so as to produce a constant
periodic rate of interest on the remaining balance of the liability.
Property, plant and equipment acquired under finance lease contracts
are depreciated over the shorter of the useful life of the asset and the
lease term. If a sale and leaseback transaction results in a finance
lease, any excess of sales proceeds over the sold asset’s carrying
amount will not be immediately recognized but deferred and amortized
over the lease term.
At inception of significant other arrangements, the Group determines
whether these arrangements are, or contain a lease component.
At inception of an arrangement that contains a lease the Group
separates payments and other consideration required by the
arrangement into those for the lease and those for other elements.
Lease accounting principles are applied to lease payments.
Leases of assets where the lessor retains substantially all the
risks and benefits of ownership are classified as operating leases.
Payments made under operating lease contracts are expensed on a
straight-line basis over the lease terms.
Group as a lessor
Leases of property, plant and equipment where the Group has
substantially transferred all the rewards and risks of ownership to the
lessee are classified as finance leases. Assets leased out through
such contracts are recognized as other receivables and measured at
the lower of the fair value of the leased asset and the present value
of minimum lease payments. Interest income from finance lease is
recognized in the statement of income so as to achieve a constant
periodic rate of return on the net investment in the finance lease.
Rental income received from property, plant and equipment leased
out by the Group under operating leases is recognized on a straight-
line basis over the lease term.
Financial instruments
Financial assets
reporting period. Classification is made upon initial recognition based
on the purpose of use of the financial asset.
If an item is not measured at fair value through profit or loss,
significant transaction costs are included in the initial carrying amount
of the financial asset. Financial assets are derecognized when the
Group loses the rights to receive the contractual cash flows on the
financial asset or it transfers substantially all the risks and rewards of
ownership outside the Group.
At the end of the reporting period, the Group estimates whether there
is objective evidence on impairment of items other than financial
assets measured at fair value through profit or loss. A financial
asset is assumed to be impaired if there is objective evidence
on impairment and the effect on the estimated future cash flows
generated by the financial assets can be reliably measured. Objective
evidence on impairment may be e.g. a significant deterioration in the
counterparty’s results, a contract breach by the debtor and, in case
of equity instruments (available-for-sale financial assets), a significant
or long-term decrease in the value of an instrument below its carrying
amount. In such situations, the fair value development of equity
instruments is reviewed for the past three quarters of the reporting
period. The Group has determined percentual limits for the review, the
breach of which will result in the recognition of an impairment loss. An
impairment loss is recognized immediately in profit or loss.
Financial assets at fair value through profit or loss
The category of financial assets at fair value through profit or loss
includes derivatives, to which hedge accounting is not applied, as
well as other financial items at fair value through profit or loss held
for trading purposes. A financial asset is classified in this category if
it has been acquired with the main purpose of selling the asset within
a short period of time. In some cases also share investments can be
classified in this category.
These financial assets are recognized at the trade date at fair
value and subsequently remeasured at fair value at the end of each
reporting period. The fair value measurement is based on quoted rates
and market prices as well as on appropriate valuation methodologies
and models. Realized and unrealized gains and losses arising from
changes in fair values are recognized in profit or loss in the reporting
period in which they are incurred.
Loans and receivables
Loans and receivables are non-derivative financial assets with fixed or
determinable payments that are not quoted in active markets. Loans
and receivables arise when the Group gives out a loan or delivers
goods or services directly to a debtor.
Loans and receivables are recognized at the settlement date and
measured initially at fair value. After initial recognition, loans and
receivables are measured at amortized cost by using the effective
interest rate method.
Outokumpu uses factoring for working capital management. Sold
trade receivables have been derecognized when the related risks and
rewards of ownership have been transferred in material respect.
The Group’s financial assets are classified as financial assets at fair
value through profit or loss, loans and receivables and available-for-
sale financial assets. Outokumpu did not hold financial instruments
classified as held-to-maturity investments in the current or previous
Available-for-sale financial assets
Available-for-sale financial assets are non-derivative financial assets
which are either designated in this category or not classified in any
other category of financial assets. The purchases and sales of these
items are recognized at the trade date. Available-for-sale financial
assets are included in non-current assets, unless the Group has the
intention to dispose of the investment within 12 months from the
reporting date.
This category includes share investments, both in listed and unlisted
companies. Investments in shares are measured at fair value, or if
fair value cannot be reliably measured, at cost less any impairment
losses. The fair value measurement is based on quoted rates and
market prices at the end of the reporting period, as well as on
appropriate valuation techniques, such as recent transaction prices
and cash flow discounting. These valuation techniques maximize
the use of observable market data where it is available and rely as
little as possible on entity-specific estimates made by Outokumpu.
Fair value changes of share instruments measured at fair value are
recognized in other comprehensive income and presented in equity
within fair value reserve, net of tax, until the shares in question are
disposed of or impaired, in which case, the accumulated changes in
fair value are transferred from equity to be recognized in profit or loss
as reclassification adjustments.
Cash and cash equivalents
Cash and cash equivalents comprise cash in hand, deposits held
at call with banks and other highly liquid investments with original
maturities of three months or less. These are readily convertible
to a known amount of cash and the risk of changes in value is low.
Bank overdrafts are included in current liabilities in the statement of
financial position.
Financial liabilities
The Group’s financial liabilities are classified as either financial
liabilities at fair value through profit or loss or other financial liabilities
(financial liabilities recognized at amortized cost). A financial liability
(or part of the liability) is not derecognized until the liability has
ceased to exist, that is, when the obligation identified in a contract
has been fulfilled or cancelled or is no longer effective.
Financial liabilities at fair value through profit or loss
In Outokumpu Group, the category of financial liabilities at fair value
through profit or loss includes derivatives that do not meet the criteria
of hedge accounting. Realized and unrealized gains and losses arising
from changes in fair value of derivatives are recognized in profit or loss
in the reporting period in which they are incurred.
Other financial liabilities
Financial liabilities recognized at amortized cost include the loans
of the Group, finance lease liabilities and trade and other payables.
Loans and trade and other payables are recognized at the settlement
date and measured initially at fair value. After initial recognition they
are carried at amortized cost using the effective interest rate method.
Significant transaction costs are included in the original carrying
amount.
Significant costs related to revolving credit facilities are amortized
over the expected loan term.
Derivative instruments and hedge accounting
Derivatives
All the Group’s derivatives, including embedded derivatives, are
initially recognized at fair value on the trade date, on which the
Group becomes a contractual counterparty, and are subsequently
measured at fair value. Gains and losses arising on fair value
measurement are accounted for depending on the purpose of use
of the derivative contract. The gains and losses arising from fair
value changes of derivative contracts, to which hedge accounting is
applied and which are effective hedging instruments, are presented
congruent with the hedged item. Changes in fair value of derivative
contracts not qualifying for hedge accounting are recognized in EBIT
in other operating income and expenses. If a derivative is designated
for financing activities, the gain or loss effects arising from the
instrument are recognized within financial income and financial
expenses.
The fair value measurement of derivatives is based on quoted market
prices and rates as well as on discounted cash flows at the end of the
reporting period. The fair value of currency, interest rate and metal
options is determined by utilizing commonly applied option valuation
models, such as Black-Scholes-Merton model. Fair values of certain
derivatives are based on valuations of external counterparties.
Hedge accounting
Hedge accounting refers to the method of accounting, which aims to
assign one or several hedging instruments so that their fair value or
cash flows offset completely or partly the changes in fair value or cash
flows of the hedged item. Outokumpu applies hedge accounting to
certain foreign exchange and commodity derivatives. Derivatives, to
which hedge accounting is not applied, have been acquired to reduce
the profit or loss and/or cash flow effects of operations or financing
activities.
In the beginning of each hedging arrangement, the Group documents
the relationship between the hedging instrument and the hedged
item, as well as the objectives of risk management and strategy of the
hedging arrangement. Hedging instruments are subject to prospective
and retrospective effectiveness testing. Hedge effectiveness is the
degree to which changes in the fair value or cash flows of the hedged
item that are attributable to a hedged risk are offset by changes in
the fair value or cash flows of the hedging instrument. The hedging
relationship is considered to be highly effective if the changes in
fair values or cash flows of the hedging instrument offset the cash
flow changes of the hedged item by 80–125%. Hedge accounting
is discontinued when the requirements of hedge accounting are no
longer met.
Cash flow hedges
In cash flow hedging, the Group is hedging against changes in
cash flows, which result from the realization of a risk associated
with a recognized asset or liability or a highly probable forecast
transaction. Fair value changes of derivatives designated to hedge
forecast cash flows are recognized in other comprehensive income
and presented within the fair value reserve in equity to the extent
that the hedge is effective. Such fair value changes accumulated
in equity are reclassified in profit or loss in the period in which the
hedged cash flows affect profit or loss. The fair value changes related
to the ineffective portion of the hedging instrument are recognized
immediately in profit or loss.
48 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 49
Fair value hedges
Changes in the fair value of derivatives that are designated and qualify
as fair value hedges are recorded in the statement of income, together
with any changes in the fair value of the hedged asset or liability that
are attributable to the hedged risk.
Net investment hedges
The equities of the subsidiaries located outside the euro area can be
hedged against changes in exchange rates with the aim to reduce the
effects of changes in exchange rates on the Group’s equity. Fair value
changes of qualifying financial instruments, which are designated
as hedges for translation risk related to net investments in foreign
operations, are recognized in other comprehensive income to the
extent that the hedge is effective. The ineffective portion of the fair
value changes of the hedging instrument is immediately recognized in
financial income and financial expenses. When a foreign operation is
sold or otherwise disposed of, partly or in full, the fair value changes
accumulated in equity are transferred to profit or loss as part of the
gain or loss on disposal.
Measurement of fair values
A number of the Group’s accounting policies and disclosures require
the measurement of fair values, for both financial and non-financial
assets and liabilities. Fair value hierarchy is based on the source of
inputs used in determining fair values. In level one, fair values are
based on public quotations for identical instruments. In level two, fair
values are based on market rates and prices, discounted future cash
flows and, in respect of options, on valuation models. For assets and
liabilities in level three, there is no reliable market source available
and thus fair value measurement cannot be based on observable
market data. Therefore, the measurement methods are chosen so that
the information available for the measurement and the characteristics
of the measured objects can be adequately taken into account.
Inventories
Inventories are stated at the lower of cost and net realizable value.
The cost of raw material is determined by the weighted average
method. The cost of self-produced finished goods and work in progress
comprises raw materials, direct labour, other direct costs and related
production and procurement overheads, but excludes borrowing costs.
Cost of purchased products includes all purchasing costs including
direct transportation, handling and other costs. Net realizable value
is the estimated selling price in the ordinary course of business, less
the estimated costs of completion and the estimated costs necessary
to make the sale. Spare parts are carried as inventory and their cost
is recognized in profit or loss as consumed. Major spare parts are
recognized in property, plant and equipment when they are expected
to be used over more than one financial year.
Treasury shares
When the parent company or its subsidiaries purchase the
company’s own shares, the consideration paid, including any
attributable transaction costs, net of taxes, is deducted from the
parent company’s equity as treasury shares until the shares are
cancelled. When such shares are subsequently sold or reissued, any
consideration received is recognized directly in equity.
Provisions and contingent liabilities
A provision is recognized when Outokumpu has a present legal or
constructive obligation as a result of a past event, and it is probable
that an outflow of economic benefits will be required to settle the
obligation and a reliable estimate can be made of the amount of
the obligation. The Group’s provisions mainly relate to restructuring
plans, onerous contracts, environmental liabilities, litigation and
tax risks. The amount recognized as a provision corresponds to the
management’s best estimate of the costs required to fulfil an existing
obligation at the end of the reporting period. If part of the obligation
may potentially be compensated by a third party, the compensation
is recognized as a separate asset when it is virtually certain that the
compensation will be received. Non-current provisions are discounted
to net present value at the end of the reporting period using risk-free
discount rates.
The cost of an item of property, plant and equipment also comprises
the initial estimate of costs of dismantling and removing the item
and restoring the site on which it is located at the end of the useful
life of the item on a present value basis. Such a liability may exist
for decommissioning a plant, rehabilitating environmental damage,
landscaping or removing equipment. A provision presenting the asset
retirement obligation is recognized in the same amount at the same
date. Adjustments to the provision due to subsequent changes in
the estimated timing or amount of the outflow of resources, or in the
change in the discount rate are deducted from or added to the cost
of the corresponding asset in a symmetrical manner. The costs will be
depreciated over the asset’s remaining useful life.
Environmental provisions are based on the interpretation of the
effective environmental laws and regulations related to the Group
at the end of the reporting period. Such environmental expenditure,
that arises from restoring the conditions caused by prior operations
are recognized as expenses in the period in which they are incurred.
A restructuring provision is recognized when a detailed restructuring
plan has been prepared and its implementation has been started or
the main parts of the plan have been communicated to those, who
are impacted by the plan. Restructuring provision mainly comprise
employee termination benefits.
A contingent liability is a possible obligation that arises from past
events and whose existence will be confirmed only by the occurrence
of uncertain future events not wholly within the control of the entity.
Such present obligation that probably does not require settlement
of a payment obligation and the amount of which cannot be reliably
measured is also considered to be a contingent liability. Contingent
liabilities are disclosed in the notes to the financial statements.
Employee benefits
Post-employment and other long-
term employee benefits
Group companies in different countries have various post-employment
benefit plans in accordance with local conditions and practices. The
plans are classified as either defined contribution plans or defined
benefit plans.
The fixed contributions to defined contribution plans are recognized
as expenses in the period to which they relate. The Group has no
legal or constructive obligation to pay further contributions if the
receiving party is not able to pay the benefits in question. All such
arrangements that do not meet these requirements are defined
benefit plans.
Defined benefit plans are funded with payments to the pension
insurance companies. The present value of the defined benefit
obligations is determined separately for each plan by using the
projected unit credit method. The plan assets are measured at fair
value at the end of the reporting period. The fair value of the plan
assets at the end of the reporting period is deducted from the defined
benefit liability recognized at present value in the statement of
financial position. Current service costs, past service costs and gains
or losses on non-routine settlements are recognized in functional
costs above EBIT. Net interest expense or income is recognized
in financial items under interest expense or interest income. All
remeasurements of the net defined benefit liability (asset) are
recognized directly in other comprehensive income.
For other long-term employee benefits, all service costs and
remeasurements are recognized immediately in the statement of
income. Interest expenses are recognized in financial items under
interest expenses.
EBIT
In Outokumpu Group, EBIT is the net sum which is formed by adding
other operating income to sales and then deducting the cost of
purchase adjusted by change in the inventory and the cost of
manufacture for own use, the cost of employee benefits, depreciation,
amortization, any impairments, and other operating expenses. All
other items of the statement of income are presented below EBIT.
Exchange gains and losses and fair value changes of derivatives are
included in EBIT, if they arise from business-related items. Otherwise
they are recognized in financial items.
Non-recurring items
Non-recurring items are defined as items which are unusual because
of their nature, size or incidence. Only material events are classified as
non-recurring.
Dividends
The dividend proposed by the Board of Directors is not deducted from
distributable equity until approved by the Annual General Meeting of
Shareholders.
Share-based payment transactions
Earnings per share
The share-based incentive programs are accounted for partly as
equity-settled and partly as cash-settled. The equity-settled and
cash-settled parts both include market and non-market based
vesting conditions. The fair values of programs over vesting periods
are determined at the grant date and the portion paid in cash is re-
measured based on market conditions at the end of each reporting
period. Market prices and applicable statistical models are used in
determining the fair values. The impact of non-market based vesting
conditions is assessed at the end of each reporting period. The
programs include maximum limits for the pay-outs and the limits have
been taken into account in the fair value measurement of the benefits.
Basic earnings per share is calculated by dividing the net result
attributable to the equity holders of the company by the weighted
average number of shares in issue during the period, excluding
shares purchased by Outokumpu and held as treasury shares. Diluted
earnings per share is calculated by adjusting the weighted average
number of ordinary shares outstanding with the assumption that
convertible instruments are converted and options exercised. The
Group did not have such instruments at the end of the financial year.
50 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 51
APAC includes cold rolling facility and coil and plate service center
in China, as well as a coil service center in Australia. The production
concentrates mainly on high quality stainless steel flat products for
the consumer and automotive industries in China. The service center
in China specializes in selling, processing and distributing high quality
stainless steel products.
Quarto Plate is comprised of the quarto plate production facilities in
Sweden and in the US. These units produce individually rolled thick
and wide plates in standard and special stainless steel grades. It
has also plate service centers in Finland, Germany, Italy, Sweden, the
Netherlands and the UK.
Long Products are used in a wide range of applications such as
springs, wires, surgical equipment, automotive parts and construction.
The manufacturing is concentrated in the integrated sites in the UK,
Sweden and the US.
Other operations consist of activities outside the five reportable
segments described above, as well as industrial holdings. Such
business development and Corporate Management expenses that
are not allocated to the business areas are also reported under Other
operations. Sales of Other operations consist of electricity, nickel
warrants, internal commissions and services.
Outokumpu does not have individual significant customers as defined
in IFRS 8.
3. Segment information
Outokumpu's business is divided into five business areas which are
Coil EMEA, Coil Americas, APAC, Quarto Plate and Long Products. In
addition to the business area structure, Group Functions cover the
CFO's office, HR and Health, Safety and Sustainability, Marketing,
Communications and IR as well as Strategy, Integration, Procurement,
IT and Legal.
Business areas have responsibility for sales, profitability, production
and supply chain management and they are Outokumpu's reportable
segments under IFRS. The performance of the segments is reviewed
based on segment's EBIT which is defined in the accounting principles
for the consolidated financial statements. The review is done regularly
by the CEO based on internal management reporting which is based
on IFRS.
Outokumpu is the leader in advanced materials with the strongest
technical expertise and widest range of products across all our
customer segments. Our offering covers stainless steel and wide
range of high performance stainless steel special grades. Below is a
description of the activities of the five reportable segments:
Coil EMEA consists of stainless operations as well as ferrochrome
production in Europe. The high-volume and tailored standard stainless
steel grades are primarily used for example in architecture, building
and construction, transportation, catering and appliances, chemical,
petrochemical and energy sectors, as well as other process industries.
The business area has three business lines, Tornio, Nirosta and
Avesta, with production facilities in Finland, Germany and Sweden,
as well as a finishing plant in the Netherlands. EMEA has extensive
coil service center and sales network across Europe, Middle East and
Africa.
Coil Americas produces standard austenitic and ferritic grades as well
as tailored products. Its largest customer segments are automotive
and transport, consumer appliances, oil and gas, chemical and
petrochemical industries, food and beverage processing, as well as
building and construction industry. The business area has production
units in the US and Mexico, as well as a service center in Argentina.
Operating segments
2014
€ million
External sales
Inter-segment sales
Sales
EBITDA
EBIT
Share of results in associated
companies and joint ventures
Financial income
Financial expenses
Result before taxes
Income taxes
Net result for the financial year from
continuing operations
Net result for the financial year from
discontinued operations
Net result for the financial year
Non-recurring items
Redundancy costs
Impairments related to EMEA
restructuring
Environmental provisions related to
site closures
Net costs related to technical
issues in Calvert
Depreciation
Amortization
Assets in operating capital
Investments in associated companies
and joint ventures
Other financial assets
Deferred tax assets
Total assets
Liabilities in operating capital
Other financial liabilities
Deferred tax liabilities
Total liabilities
Operating capital
Net deferred tax asset
Capital employed
Coil
EMEA
Coil
Americas
4 032
488
4 520
142
-86
1 131
27
1 158
-33
-104
APAC
434
10
444
8
-6
Reconciliation
Quarto
Plate
Long
Products
Reportable
segments
total
Other
operations Eliminations
387
63
450
-7
-26
463
188
651
40
33
6 447
776
7 223
149
-188
397
292
689
-40
-49
-
-1 068
-1 068
-5
-5
-
-
-
-
-
-
-
-
-112
-27
-25
-
-199
-2
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-21
-71
-
-
-11
-2
-
-19
-
-
-
-
-
-
-
-
-
-
-
-
-
-6
-1
-
-
-
-
-
-
-
-
-112
-27
-25
-21
-305
-5
-
-
-
-
-
-
-
-
-1
-
-
-
-1
-9
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Group
6 844
-
6 844
104
-243
7
4
-227
-459
8
-450
11
-439
-113
-27
-25
-21
-306
-14
3 684
1 467
263
351
249
6 014
174
-173
6 014
-
-
-
-
1 279
-
-
-
2 405
-
-
-
-
-
-
272
-
-
-
1 195
-
-
-
-
-
-
79
-
-
-
184
-
-
-
-
-
-
133
-
-
-
218
-
-
-
-
-
-
82
-
-
-
167
-
-
-
-
-
-
1 845
-
-
-
4 169
-
-
-
-
-
-
271
-
-
-
-97
-
-
-
-
-
-
-160
-
-
-
-13
-
-
78
275
44
6 411
1 956
2 292
31
4 279
4 059
13
4 072
52 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 53
2013
€ million
External sales
Inter-segment sales
Sales
EBITDA
EBIT
Share of results in associated
companies and joint ventures
Financial income
Financial expenses
Result before taxes
Income taxes
Net result for the financial year from
continuing operations
Net result for the financial year from
discontinued operations
Net result for the financial year
Non-recurring items
Redundancy costs
Inventory write-down related to
efficiency programs
Carrier settlement
Costs related to Inoxum
transaction
Depreciation
Amortization
Assets in operating capital
Investments in associated
companies and joint ventures
Other financial assets
Deferred tax assets
Assets held for sale
Total assets
Liabilities in operating capital
Other financial liabilities
Deferred tax liabilities
Liabilities directly attributable to
assets held for sale
Total liabilities
Operating capital
Net deferred tax asset
Capital employed
Coil EMEA
Coil
Americas
4 423
644
5 067
55
-166
884
23
906
-201
-270
-
-
-
-
-
-
-
-
-51
-4
-
-
-211
-2
-
-
-
-
-
-
-
-
-
-8
-
-
-68
-1
APAC
377
11
388
9
-7
-
-
-
-
-
-
-
-
-
-0
-
-
-13
-2
Quarto
Plate
Long
Products
Reportable
segments
total
Other
operations Eliminations
Reconciliation
355
51
406
1
-17
-
-
-
-
-
-
-
-
-0
-
-
-
-17
-1
451
105
556
-3
-10
6 489
833
7 323
-140
-470
256
283
538
-23
-37
-
-1 116
-1 116
-2
-2
-
-
-
-
-
-
-
-
-
-
-
-
-6
-1
-
-
-
-
-
-
-
-
-51
-12
-
-
-315
-7
-
-
-
-
-
-
-
-
-3
-
-11
-1
-1
-9
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Group
6 745
-
6 745
-165
-510
-2
13
-323
-822
-11
-832
-170
-1 003
-54
-12
-11
-1
-316
-16
3 843
1 221
251
341
212
5 869
211
-230
5 849
-
-
-
-
-
1 234
-
-
-
-
2 609
-
-
-
-
-
-
-
180
-
-
-
-
1 040
-
-
-
-
-
-
-
63
-
-
-
-
189
-
-
-
-
-
-
-
94
-
-
-
-
247
-
-
-
-
-
-
-
95
-
-
-
-
117
-
-
-
-
-
-
-
1 666
-
-
-
-
4 202
-
-
-
-
-
-
-
164
-
-
-
-
47
-
-
-
-
-
-
-
-247
-
-
-
-
16
-
-
66
683
24
2 200
8 823
1 583
4 275
26
1 048
6 932
4 266
-1
4 265
Geographical information
€ million
2014
Sales by destination
Sales by origin
Non-current assets
2013
Sales by destination
Sales by origin
Non-current assets
Finland
Germany
Sweden
The UK
Other
Europe
North
America
Asia and
Australia
Other
countries
Inter-area
Group
227
2 997
1 687
207
2 620
1 791
1 576
1 650
303
1 597
2 088
358
193
1 251
342
207
1 130
368
637
650
66
470
557
68
1 764
429
137
1 981
554
137
1 488
1 424
988
1 292
1 147
925
853
446
178
948
390
173
106
45
4
42
60
3
-
-2 048
-
-
-1 802
-
6 844
6 844
3 706
6 745
6 745
3 824
Sales by destination is presented for external sales.
Sales by origin and non-current assets are presented by the locations of the Group companies.
Non-current assets exclude financial instruments, deferred tax assets and defined benefit plan assets.
4. Acquisitions and disposals
Acquisitions
Outokumpu made no acquisitions during 2014 nor 2013.
Disposals
Year 2014
Outokumpu divested VDM business and the remedy assets, which
included Terni and certain service centers to ThyssenKrupp on
February 28, 2014. Please see Note 5. Discontinued operations for
more information.
Year 2013
On January 18, 2013 Outokumpu’s partner in the OSTP business,
Tubinoxia S.r.l. exercised its call option and acquired additional 15%
of the company's shares from Outokumpu. Consequently, Outokumpu
lost the control over OSTP, and OSTP is consolidated as an associated
company in the Group's financial statements. OSTP provides
stainless steel process tubes and pipes and fittings. OSTP employed
approximately 770 people in Sweden, Finland, Saudi Arabia, Estonia
and Canada.
Effect of disposal on the financial
position of the Group
€ million
Non-current assets
Current assets
Non-current liabilities
Current liabilities
Net assets
Disposal-related gain
Disposal of non-controlling interest
Recognition of remaining interest in associate at fair value
Consideration received, satisfied in cash
Cash and cash equivalents disposed of
Net cash outflow
2013
30
79
-26
-56
27
4
-15
-17
2
-2
-1
54 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 55
5. Discontinued operations
On February 28, 2014 Outokumpu divested the VDM business
and the remedy assets, which included Terni and certain service
centers, to ThyssenKrupp. VDM and Terni remedy assets and related
liabilities were classified as held for sale in the consolidated financial
statements at December 31, 2013. The results of the divested
operations have been reported as discontinued operation in the
consolidated statement of income in 2014 and 2013.
Outokumpu’s loan note to ThyssenKrupp was used as a consideration
for the transaction and thus derecognized. The sale included
customary terms and conditions regarding the businesses' level of
working capital and net debt. Intra-group trade and other receivables
and trade and other payables between Outokumpu and the divested
entities remained in force at the date of divestment and became
Outokumpu's external receivables and payables.
The loss on the sale, net of transaction costs, amounted to EUR 5
million, out of which a gain of EUR 22 million was included in the net
result from discontinued operations in 2014. Transaction costs of
EUR 27 million were already recognized in the 2013 net result from
discontinued operations. The loss also included transaction costs of
EUR 7 million in 2014 and foreign exchange losses of EUR 4 million
reclassified into loss on disposal.
Result from discontinued operations
€ million
Sales and other operating income
Expenses
Net financial expenses
Result before tax
Income tax
Net result from discontinued operations
2014
594
-579
-4
11
1
11
Effect of disposal on the financial
position of the Group
€ million
Assets held for sale
Cash and cash equivalents
Net of current receivables and payables
Liabilities attributable to assets held for sale
Cash and cash equivalents of the companies disposed of
Compensation related to the working capital and net debt
Net cash outflow
Loan note used as consideration
Total consideration
2013
3 302
-3 392
-22
-112
-58
-170
2014
2 268
10
17
-1 074
1 220
-10
-41
-50
1 292
1 242
The cash flows of companies disposed of during January 1–February
28, 2014 amounted to as follows: net cash from operating activities
EUR 5 million and net cash from investing activities EUR -17
million. Net cash outflow from the sale is presented in cash flows
from continuing operations: The cash and cash equivalents of the
companies disposed of EUR 10 million and the compensation related
to working capital and net debt of EUR 41 million are presented in
the statement of cash flows on line proceeds from the disposal of
subsidiaries, net of cash.
In connection with the disposal, Outokumpu settled the outstanding
amount of EUR 160 million under the credit facility granted by
ThyssenKrupp. Furthermore, ThyssenKrupp sold all of its Outokumpu
shares, representing a 29.9% stake in Outokumpu prior to the
transaction. As a result, the companies are no longer each other’s
related parties.
6. Income and expenses
Depreciation and amortization by function
€ million
2014
Cost of sales
Selling and marketing expenses
Administrative expenses
Research and development expenses
-304
-1
-13
-1
-320
2013
-315
-2
-14
-1
-332
Other operating income
€ million
Exchange gains and losses from foreign
exchange derivatives
Market price gains and losses from
commodity derivatives
Market price gains and losses from derivative
financial instruments
Gains on sale of intangible assets and
property, plant and equipment
Other income items
Other operating expenses
€ million
Exchange gains and losses from foreign
exchange derivatives
Market price gains and losses from
commodity derivatives
Market price gains and losses from derivative
financial instruments
Impairments
Losses on sale of intangible assets and
property, plant and equipment
Other expense items
Carrier settlement
2014
2013
-
-
-
12
34
47
4
1
5
7
12
24
2014
2013
3
-28
-25
-27
-2
-11
-
-65
-
-
-
-13
-2
-6
-11
-31
In 2014, the market price gains and losses from derivative financial
instruments included a gain of EUR 0 million (2013: a gain of EUR 4
million) from ineffective portion of cash flow hedges.
Non-recurring items in EBIT
€ million
Redundancy costs
Impairments related to EMEA restructuring
Environmental provisions related to site
closures
Net costs related to technical issues in
Calvert
Inventory write-downs related to efficiency
programs
Carrier settlement
Costs related to Inoxum acquisition
7. Employee benefit expenses
2014
-113
-27
-25
-21
-
-
-
-186
2013
-54
-
-
-
-12
-11
-1
-78
€ million
Wages and salaries
Termination benefits
Social security costs
Post-employment and other long-term
employee benefits
Defined benefit plans
Defined contribution plans
Other long-term employee benefits
Expenses from share-based payments
Other personnel expenses
2014
-592
-103
-89
-7
-45
-7
-2
-9
-855
2013
-583
-45
-94
-11
-49
-10
-1
-12
-805
Profit-sharing bonuses based on the Finnish Personnel Funds Act were
not recognized in 2014 nor 2013.
More information on employee benefits for key management can be
found in Note 31. Related party transactions and in chapter Corporate
Governance on the page Remuneration.
In 2014 Outokumpu continued to restructure its operations in Europe
by closing the Kloster operations in Sweden to reduce capacity
and to streamline production and supply chain of the thin strip
operations, and by proceeding with the closure of Bochum melt shop
in Germany planned for 2015. Relating to these actions, non-recurring
redundancy costs of EUR 113 million, impairments of EUR 27 million,
and environmental provisions of EUR 25 million were recognized in
2014. In 2013 non-recurring redundancy costs of EUR 54 million were
recognized relating to capacity reductions, particularly to the closure
of Krefeld melt shop in Germany, as well as streamlining overlapping
activities in sales, production, supply chain and support functions.
In the second half of 2014, Calvert mill in the US experienced
technical issues in its cold rolling lines. The interruption and transfer
of production to Group's other mills, and repair and maintenance costs
were partly compensated by insurance, but non-recurring costs of EUR
21 million were recognized comprising of costs which are not covered
by the insurance or for which compensation could not be recognized,
yet, in 2014. The discussions with the insurer are on-going.
In 2013 inventories were written down in connection with Outokumpu's
efficiency programs. The write-downs amounted to non-recurring costs
of EUR 12 million.
In May 2013 Outokumpu Oyj and Carrier Corporation signed
a settlement agreement that covers all damage suits against
Outokumpu by Carrier in the US and UK pursuant to the European
Commission’s industrial tubes cartel decision of 2003. The total
settlement amount was EUR 11 million. The settlement covered also
all former Outokumpu subsidiaries included in the claims.
Auditor fees – KPMG
€ million
Audit
Audit related services
Tax advisory
Other services
2014
-2.0
-0.1
-0.1
-1.2
-3.4
2013
-2.7
-0.1
-0.2
-0.7
-3.7
56 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 57
8. Financial income and
expenses
€ million
Dividend income on available-for-sale
financial assets
Interest income
Loans and receivables
Bank accounts and deposits
Interest income on defined benefit plan
assets
Gains on the sale of available-for-sale
financial assets
Other financial income
Total financial income
Interest expenses
Debt at amortized cost
Finance lease arrangements
Derivatives
Interest expense on defined benefit
obligations and other long-term employee
benefits
Capitalized interests
Impairment of financial assets
Loss from the sale of financial assets
Fees related to committed credit facilities
Other financial expenses
Total financial expenses
Exchange gains and losses
Derivatives
Cash, loans and receivables
Other market price gains and losses
Derivatives
Subsequent fair valuation of Talvivaara
Sotkamo Ltd
Other
Total market price gains and losses
2014
2013
0
1
2
0
0
2
4
-107
-15
-10
-10
1
-4
-0
-46
-20
-212
-107
105
-1
-13
-0
-15
0
11
1
0
0
0
13
-181
-7
-12
-10
2
-2
-50
-17
-10
-286
49
-57
12
-41
-0
-37
Exchange gains and losses in the
consolidated statement of income
€ million
In sales
In purchases 1)
In other income and expenses 1)
In financial income and expenses 1)
-223
-310
2014
2013
37
-54
-0
-2
-18
-7
18
4
-8
7
1) Includes exchange gains and losses on elimination of intra-group
transactions.
Exchange gains and losses include EUR 103 million net exchange
loss on derivative financial instruments (2013: EUR 56 million
net exchange gain) of which EUR 3 million gain on derivatives has
been recognized in other operating income, EUR 1 million gain as
adjustment to purchases and EUR 107 million loss in financial items.
Non-recurring items in financial income and
expenses
In 2014, there were no non-recurring items in financial income and
expenses. In 2013, a non-recurring loss of EUR 49 million on the sale
of Luvata loan receivable was included in the financial expenses as
loss from sale of financial assets.
9. Income taxes
Income taxes in the consolidated
statement of income
€ million
Current taxes
Deferred taxes
2014
2013
-17
26
8
-4
-7
-11
The applicable Finnish corporate tax rate for the financial year 2014
was 20.0% (2013: 24.5%). In December 2013 a reduction of the
Finnish corporate tax rate was enacted for tax years beginning from
January 1, 2014 onwards. The applicable tax rates for companies
outside Finland range from 0.0% to 39.3% (2013: 0.0% to 42.7%).
Aggregate deferred taxes recognized in equity
through other comprehensive income
€ million
Cash flow hedging
Available-for-sale financial assets
Net investment hedging
Remeasurements of the net defined benefit
liability
2014
-0
-1
-4
9
4
2013
-3
0
-4
19
13
As of December 31, 2014 tax loss carry forwards amount to EUR
3,038 million (2013: EUR 2,322 million), in particular EUR 907 million
(2013: EUR 684 million) in Finland, EUR 401 million (2013: EUR 402
million) in Sweden, EUR 897 million (2013: EUR 621 million) in the
US, EUR 444 million (2013: EUR 159 million) in Germany and EUR
120 million (2013: EUR 158 million) in China. Deferred tax assets are
recognized only to the extent that the realization of such tax benefits
is probable. In determining the related valuation allowance, all positive
and negative factors, including prospective results, are taken into
consideration in estimating whether sufficient taxable income will be
generated to realize deferred tax assets. These estimates can change
depending on the future course of events. As of December 31, 2014
tax loss carry forwards of the Outokumpu Group for which no deferred
tax asset is recognized amount to EUR 2,675 million (2013: EUR
1,822 million). According to tax legislations as of December 31, 2014
an amount of EUR 260 million (2013: EUR 235 million) of these tax
loss carry forwards will expire within the next five years, if not utilized.
No deferred tax liabilities were recorded on undistributed profits on
foreign subsidiaries, as such profits are not to be distributed in the
foreseeable future.
Deferred income taxes in the
statement of financial position
€ million
Deferred tax assets
Deferred tax liabilities
Net deferred tax asset
2014
2013
44
-31
13
24
-26
-1
Significant components of the deferred tax assets and liabilities are as follows:
€ million
Intangible assets
Property, plant and equipment
Other financial assets
Inventories
Derivative financial assets
Trade and other receivables
Non-current and current debt
Defined benefit and other long-term
employee benefit obligations
Provisions
Derivative financial liabilities
Trade and other payables
Tax loss carry forwards
Valuation allowance
Offset
Deferred tax
assets
2014
Deferred tax
liabilities
11
85
0
15
4
17
55
65
25
11
49
853
1 190
-951
-195
44
-9
-158
-3
-9
-10
-6
-2
-17
-8
0
-5
-
-226
-
195
-31
2013
Deferred tax
assets
Deferred tax
liabilities
12
118
0
20
8
3
69
56
24
13
40
629
993
-724
-245
24
-9
-190
0
-11
-12
-15
-0
-12
-6
-1
-15
-
-270
-
245
-26
Net
2
-73
-3
6
-6
11
53
48
17
11
44
853
964
-951
-
13
Net
3
-72
0
9
-4
-12
69
44
18
13
25
629
723
-724
-
-1
Deferred taxes have been reported as a net balance of those group companies that file a consolidated tax return, or that may otherwise be
consolidated for current tax purposes.
Movement in deferred tax assets and liabilities during the financial year
€ million
Intangible assets
Property, plant and equipment
Other financial assets
Inventories
Derivative financial assets
Trade and other receivables
Non-current and current debt
Defined benefit and other long-term employee benefit obligations
Provisions
Derivative financial liabilities
Trade and other payables
Tax losses carried forward
Valuation allowance
Net deferred
taxes
Jan 1, 2014
Translation
differences
Recognized in
profit or loss
Recognized
in other
comprehensive
income
Net deferred
taxes
Dec 31, 2014
3
-72
0
9
-4
-12
69
44
18
13
25
629
723
-724
-1
0
5
-0
0
0
0
0
2
0
-0
3
38
49
-52
-3
-1
-6
-2
-4
-5
23
-17
13
-1
-1
15
186
201
-175
26
-
-
-1
-
2
-
-
-10
-
-
-
-
-9
-
-9
2
-73
-3
6
-6
11
53
48
17
11
44
853
964
-951
13
58 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 59
Net deferred
taxes
Jan 1, 2013
Translation
differences
Recognized in
profit or loss
Recognized
in other
comprehensive
income
Reclassification
to assets and
liabilities held
for sale
Net deferred
taxes
Dec 31, 2013
Companies
sold
10. Earnings per share
Result attributable to the equity holders of the Company, € million
Result from continuing operations attributable to the equity holders of the Company, € million
Result from discontinued operations attributable to the equity holders of the Company, € million
Weighted average number of shares, in thousands 1)
Diluted average number of shares, in thousands 1)
Earnings per share for result attributable to the equity holders of the Company, € 1)
Earnings per share
Earnings per share, continuing operations
Earnings per share, discontinued operations
2014
-434
-445
11
2013
-997
-826
-170
349 559
349 559
132 580
132 580
-1.24
-1.27
0.03
-7.52
-6.23
-1.29
1) Calculated based on the rights-issue-adjusted weighted average number of shares, comparative figures adjusted accordingly. Comparative figures adjusted
to reflect the reverse split in June 2014.
Outokumpu did not have any diluting effect instruments in 2014 nor 2013.
€ million
Intangible assets
Property, plant and equipment
Other financial assets
Inventories
Derivative financial assets
Trade and other receivables
Non-current and current debt
Defined benefit and other long-term
employee benefit obligations
Provisions
Derivative financial liabilities
Trade and other payables
Tax losses carried forward
Valuation allowance
7
-203
-2
-33
-15
6
40
60
10
6
8
540
424
-427
-3
-0
-2
0
-0
-
-0
-0
-1
-
-
-1
-16
-19
18
-1
-7
112
2
10
0
-16
30
3
9
9
17
130
296
-337
-41
-
-
0
-
5
-
-
-8
-
-
-
-
-2
-
-2
-
0
-
0
-
-
-
-1
-
-
-1
-21
-22
22
0
3
21
-
32
6
-1
-1
-10
-1
-2
1
-3
45
1
46
3
-72
0
9
-4
-12
69
44
18
13
25
629
723
-724
-1
As of December 31, 2014 the income tax benefit of EUR 8 million presented in the financial statements is EUR 84 million lower than the expected
income tax benefit of EUR 92 million, which would result if the Finnish corporate tax rate of 20.0% was applied to the Group's result before taxes.
For financial year 2013 the reported income tax expense of EUR 11 million was EUR 212 million higher than the expected income tax benefit of
EUR 201 million calculated with the Finnish corporate tax rate of 24.5%. The following table reconciles the expected income tax benefit to the
income tax benefit or expense presented in the consolidated statement of income:
€ million
Hypothetical income taxes at Finnish tax rate on consolidated result before tax
Difference between Finnish and foreign tax rates
Tax effect of non-deductible expenses and tax exempt income
Tax effect of losses for which no deferred tax asset is recognized
Changes in the carrying amounts of deferred tax assets from prior years
Taxes for prior years
Impact of the changes in the tax rates on deferred tax balances 1)
Effects of consolidation and eliminations
Other items
Income taxes in the consolidated statement of income
2014
92
53
-37
-156
0
75
0
0
-19
8
2013
201
58
-75
-204
0
25
4
0
-20
-11
1) In 2014, enacted changes in tax rates had only little impact on deferred tax balances. In 2013, the majority of the impact of the changes in the tax rates
was attributable to the enacted decrease in the Finnish and UK tax rates, in Finland from 24.5% to 20.0% on January 1, 2014 and in the UK from 24.0% to
23.0% on April 1, 2013, from 23.0 to 21.0% on April 1, 2014 and from 21.0% to 20.0% on April 1, 2015.
Tax audit in Outokumpu Oyj was concluded in November 2014 and did not result in proposed changes to the company's taxation. The Tax
Recipients' Legal Service Unit has appealed against the outcome of the tax audit.
60 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 61
11. Intangible assets
€ million
Historical cost on Jan 1, 2014
Translation differences
Additions
Disposals
Reclassifications 2)
Historical cost on Dec 31, 2014
Accumulated amortization and impairment on Jan 1, 2014
Translation differences
Disposals
Amortization
Accumulated amortization and impairment on Dec 31, 2014
Carrying value on Dec 31, 2014
Carrying value on Jan 1, 2014
Historical cost on Jan 1, 2013
Translation differences
Additions
Disposals
Disposed subsidiaries
Reclassifications 2)
Reclassifications to assets held for sale
Historical cost on Dec 31, 2013
Accumulated amortization and impairment on Jan 1, 2013
Translation differences
Disposals
Disposed subsidiaries
Amortization
Reclassifications 2)
Reclassifications to assets held for sale
Accumulated amortization and impairment on Dec 31, 2013
Carrying value on Dec 31, 2013
Carrying value on Jan 1, 2013
Other intangible
assets 1)
Goodwill
298
5
1
-6
1
299
-193
2
6
-14
-199
100
105
319
-4
6
-3
-7
0
-13
298
-189
2
1
7
-18
1
1
-193
105
130
472
2
-
-0
-
474
-7
-
-
-
-7
467
465
494
-0
-
-
-10
-0
-12
472
-17
-
-
10
-
-
-
-7
465
477
Total
770
7
1
-6
1
774
-200
2
6
-14
-206
567
570
813
-4
6
-3
-16
-0
-25
770
-206
2
1
17
-18
1
1
-200
570
607
1) Other intangible assets include capitalized land-use rights, development costs, patents, licenses and software.
2) Construction work in progress related to intangible assets is presented in the corresponding item of PPE. When the asset is taken into use, it is
reclassified to the appropriate asset account.
Intangible assets mainly comprise acquired assets.
Impairment testing of goodwill
Emission allowances
Outokumpu had seven active sites operating under EU's Emissions
Trading Scheme (ETS) in 2014. These include the production plants in
Tornio, Finland; Avesta, Degerfors and Nyby in Sweden; Sheffield in the
UK; as well as Krefeld and Bochum in Germany.
The pre-verified carbon dioxide emissions under ETS were
approximately 1,103,000 tonnes in 2014 (2013: 1,030,000 tonnes).
In 2014 Outokumpu sold 1.2 million tonnes of emission allowances
(2013: 0.6 million tonnes).
For the trading period 2013–2020, all relevant Outokumpu sites
have applied free emission allowances according to efficiency-based
benchmarks and historical activity. Preliminary allocation for years
2015 and 2016 is estimated to be some 1 million tonnes annually
in total. Considering the Group's operations and the Group’s current
emission allowance position, the amount of allowances is foreseen
to be sufficient for compliance. Position is frequently monitored and
optimized according to the definitions set in corporate risk policies.
See Note 19. Financial risk management, capital management and
insurances for information on the management of the emission
allowance price risk.
Goodwill acquired through business combinations has been allocated
for impairment testing as follows:
€ million
Coil EMEA
APAC
Quarto Plate
Long Products
2014
451
1
7
9
467
2013
449
1
7
9
465
In Outokumpu, goodwill is tested on operating segment level.
Operating segments are the Group's cash-generating units. Goodwill
has been allocated to the operating segments mentioned above.
During the year 2014, impairment testing of goodwill was carried out
on a quarterly basis.
The recoverable amounts of the cash-generating units are based
on value-in-use calculations which are prepared using discounted
cash flow projections. Key assumptions used in the value-in-use
calculations are discount rate, terminal value growth rate, average
global growth in end-use consumption of stainless steel and base
price development. The values assigned to the key assumptions are
based on the strategic plans approved by the management for 2015
after which cash flows are projected for a period of 5 years, including
terminal value based on conservative assumptions.
Discount rate is the weighted average pre-tax cost of capital (WACC),
as defined for Outokumpu. The components of WACC are risk-free yield
rate, Outokumpu credit margin, market risk premium, equity beta, and
industry capital structure. Goodwill of Coil EMEA presents 97% of the
total goodwill of the Group and the pre-tax WACC used for Coil EMEA is
10.5% (2013: 10.9%).
In the terminal value, growth rate assumption of 0.5% (2013: 0.5%)
is used which management believes to be prudent based on current
economic circumstances, although historical growth rates and
forecasts of independent market analysts indicate higher long-term
growth rates.
Growth rate assumption used for stainless steel deliveries is
conservative, and generally lower than independent analysts’ view
on long-term market development. Base price forecast is based on
conservative assumptions, which are in line with expectations of
general inflation. In addition, committed investments and expected
synergies have been included in the cash flow projections.
The estimated recoverable amount of Coil EMEA exceeds its carrying
amount by approximately EUR 550 million. Increase of 1.6 percentage
point in after-tax WACC would cause the recoverable amount to equal
the carrying amount. Also, 7% decrease in annual delivery volumes or
3% decrease in base prices would cause the recoverable amount to
equal the carrying amount. Terminal growth rate of 0% would not lead
to impairment.
As a result of the performed impairment test to Group's cash-
generating units, no impairment losses were recognized in 2014 or
2013.
62 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 63
12. Property, plant and equipment
€ million
Historical cost on Jan 1, 2014
Translation differences
Additions
Disposals
Reclassifications
Historical cost on Dec 31, 2014
Accumulated depreciation and impairment on Jan 1, 2014
Translation differences
Disposals
Reclassifications
Depreciation
Impairments
Accumulated depreciation and impairment on Dec 31, 2014
Carrying value on Dec 31, 2014
Carrying value on Jan 1, 2014
Historical cost on Jan 1, 2013
Translation differences
Additions
Disposals
Disposed subsidiaries
Reclassifications
Reclassifications to assets held for sale
Historical cost on Dec 31, 2013
Accumulated depreciation and impairment on Jan 1, 2013
Translation differences
Disposals
Disposed subsidiaries
Reclassifications
Depreciation
Impairments
Reclassifications to assets held for sale
Accumulated depreciation and impairment on Dec 31, 2013
Carrying value on Dec 31, 2013
Carrying value on Jan 1, 2013
Land
146
3
1
-5
-
145
-9
-0
-
-
-0
-
-9
136
137
173
-2
1
-
-1
2
-28
146
-6
0
-
0
-
-0
-3
-
-9
137
167
Mine
properties
Buildings
Machinery
and
equipment
Other
tangible
assets
Advances
paid and
construction
work in
progress 1)
46
-
-
-
-
46
-9
-
-
-
-3
-
-12
34
37
46
-
-
-
-
0
-
46
-7
-
-
-
-
-2
-
-
-9
37
40
1 260
18
6
-27
19
1 275
-520
1
22
0
-45
-0
-543
732
740
1 307
-14
33
-6
-29
23
-55
1 260
-507
5
3
23
0
-47
0
3
-520
740
800
4 600
74
39
-139
57
4 631
-2 462
14
138
6
-252
-8
-2 565
2 065
2 139
4 808
-79
189
-35
-120
66
-230
4 600
-2 429
37
33
100
65
-291
0
23
-2 462
2 139
2 380
132
-1
1
-
0
132
-66
0
-
-
-5
-
-70
63
66
142
-1
0
0
-2
-8
-
132
-63
0
-0
2
0
-5
-0
-
-66
66
79
184
4
70
-36
-93
128
-49
2
38
8
-
-19
-20
108
134
295
-7
7
-0
-1
-102
-9
184
-45
1
-
0
1
-
-7
0
-49
134
250
Total
6 368
98
117
-208
-18
6 357
-3 115
16
199
13
-306
-27
-3 219
3 138
3 254
6 772
-101
231
-41
-152
-19
-323
6 368
-3 056
44
36
124
66
-346
-9
26
-3 115
3 254
3 716
1) Advances paid and construction work in progress includes also intangible assets. When the asset is ready to be taken into use, it is reclassified to
appropriate asset account either in property, plant and equipment or in intangible assets.
Borrowing costs amounting to EUR 1 million were capitalized on investment projects during the financial year (2013: EUR 2 million). Total interest
capitalized on December 31, 2014 was EUR 35 million (Dec 31, 2013: EUR 38 million). Outokumpu determines separate capitalization rates for
each quarter. The average rate used during 2014 was 5.7%.
Impairments
In 2014 or 2013 no impairment losses were recognized as a result of the impairment test performed to Group's cash-generating units. However,
due to restructuring of production in Germany, impairment losses of EUR 27 million were recognized in 2014 relating mainly to construction
work in progress and machinery and equipment. In 2013 immaterial impairment losses related to single assets and totaling EUR 9 million were
recognized in various Group companies.
Assets leased by finance lease agreements
€ million
Historical cost
Accumulated depreciation
Carrying value on Dec 31, 2014
Historical cost
Accumulated depreciation
Carrying value on Dec 31, 2013
Land
Buildings
Machinery and
equipment
29
-1
28
29
-0
28
36
-6
31
37
-5
32
253
-73
180
270
-70
200
Total
318
-79
239
335
-75
260
13. Investments in associated companies and joint ventures
Outokumpu has the following associated companies and joint ventures which are all equity accounted. Based on the amounts reported in the
Group's consolidated financial statements, it is concluded that the investments are immaterial.
Associated companies
OSTP Holding Oy
Rapid Power Oy
Manga LNG Oy 1)
1) Investment in 2014 in utilizing liquefied natural gas in Finland.
Summarized financial information on associated companies
€ million
Carrying value of investments in associated companies
Group's share of total comprehensive income
Joint ventures
Fagersta Stainless AB
Fischer Mexicana S.A. de C.V.
Summarized financial information on joint ventures
€ million
Carrying value of investments in joint ventures
Group's share of total comprehensive income
Domicile
Ownership, %
Finland
Finland
Finland
2014
45
4
49
33
45
2013
34
-3
Domicile
Ownership, %
Sweden
Mexico
2014
32
3
50
50
2013
32
2
64 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 65
14. Carrying values and fair values of financial assets
and liabilities by measurement category
Measured at
Measured at
2014
€ million
Non-current financial assets
Available-for-sale financial assets
Investments at fair value through profit
or loss
Trade and other receivables
Hedge accounted derivatives
Derivatives held for trading
Current financial assets
Available-for-sale financial assets
Investments at fair value through profit
or loss
Trade and other receivables
Cash and cash equivalents
Hedge accounted derivatives
Derivatives held for trading
Non-current financial liabilities
Non-current debt
Derivatives held for trading
Current financial liabilities
Current debt
Trade and other payables
Hedge accounted derivatives
Derivatives held for trading
Category in
accordance
with IAS 39
Amortized
cost
a)
c)
b)
e)
d)
a)
c)
b)
b), c)
e)
d)
f)
d)
f)
f)
e)
d)
-
-
10
-
-
-
-
694
191
-
-
895
1 597
-
569
1 172
-
-
3 337
Categories in accordance with IAS 39:
a) Available-for-sale financial assets
b) Loans and receivables
c) Financial assets at fair value through profit or loss
d) Derivatives held for trading
e) Hedge accounted derivatives
f) Other financial liabilities
Fair value
recognized
in other
comprehensive
income
Fair value
recognized
through
profit or loss
Carrying
amount
on Dec 31,
2014
Fair value
on Dec 31,
2014
5
-
-
0
-
0
-
-
-
0
-
6
-
-
-
-
14
-
14
-
2
-
-
1
-
4
-
-
-
35
42
-
18
-
-
-
73
91
26
2
10
0
1
0
4
694
191
0
35
964
1 597
18
569
1 172
14
73
3 442
26
2
10
0
1
0
4
694
191
0
35
964
1 581
18
568
1 172
14
73
3 425
Cost
21
-
-
-
-
-
-
-
-
-
-
21
-
-
-
-
-
-
-
2013
€ million
Non-current financial assets
Available-for-sale financial assets
Investments at fair value through profit
or loss
Trade and other receivables
Hedge accounted derivatives
Derivatives held for trading
Current financial assets
Available-for-sale financial assets
Investments at fair value through profit
or loss
Trade and other receivables
Cash and cash equivalents
Hedge accounted derivatives
Derivatives held for trading
Non-current financial liabilities
Non-current debt
Hedge accounted derivatives
Derivatives held for trading
Current financial liabilities
Current debt
Trade and other payables
Hedge accounted derivatives
Derivatives held for trading
Category in
accordance
with IAS 39
Amortized
cost
a)
c)
b)
e)
d)
a)
c)
b)
b), c)
e)
d)
f)
e)
d)
f)
f)
e)
d)
-
-
11
-
-
-
-
754
607
-
-
1 372
3 270
-
-
893
997
-
-
5 160
Categories in accordance with IAS 39:
a) Available-for-sale financial assets
b) Loans and receivables
c) Financial assets at fair value through profit or loss
d) Derivatives held for trading
e) Hedge accounted derivatives
f) Other financial liabilities
Fair value
recognized
in other
comprehensive
income
Fair value
recognized
through
profit or loss
Carrying
amount
on Dec 31,
2013
Fair value
on Dec 31,
2013
2
-
-
0
-
0
-
-
-
1
-
4
-
4
-
-
-
3
-
7
-
2
-
-
2
-
17
-
-
-
19
41
-
-
11
-
-
-
31
42
15
2
11
0
2
4
17
754
607
1
19
1 433
3 270
4
11
893
997
3
31
5 210
15
2
11
0
2
4
17
754
607
1
19
1 433
3 189
4
11
893
997
3
31
5 129
Cost
13
-
-
-
-
3
-
-
-
-
-
17
-
-
-
-
-
-
-
-
66 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 67
15. Fair value hierarchy of financial assets and liabilities
Carrying
amount
Level 1
Level 2
Level 3
Total
Fair value
2014
€ million
Financial assets measured at fair value
Available-for-sale financial assets
Investments at fair value through profit or loss
Hedge accounted derivatives
Derivatives held for trading
Financial assets not measured at fair value
Non-current trade and other receivables
Financial liabilities measured at fair value
Hedge accounted derivatives
Derivatives held for trading
2013
€ million
Financial assets measured at fair value
Available-for-sale financial assets
Investments at fair value through profit or loss
Hedge accounted derivatives
Derivatives held for trading
Financial assets not measured at fair value
Non-current trade and other receivables
Financial liabilities measured at fair value
Hedge accounted derivatives
Derivatives held for trading
Financial liabilities not measured at fair value
Non-current debt
1 597
407
1 174
The fair value of non-current debt is determined by using discounted cash flow method and taking into consideration the market credit spread
applied for Outokumpu. The fair value of non-current trade and other receivables is determined by discounted cash flow method taking into
account the credit risk of the counterparty. The carrying amounts of current financial assets and current financial liabilities not measured at fair
value are reasonable estimates of their fair value.
Carrying
amount
Level 1
Level 2
Level 3
Total
Fair value
6
6
0
36
48
10
14
91
105
0
4
-
-
5
-
-
-
-
2
-
0
36
39
10
14
91
105
2
19
1
22
45
11
7
42
50
1
4
-
-
5
-
-
-
-
2
-
1
22
25
11
7
42
50
3
2
-
-
4
-
-
-
-
-
6
6
0
36
48
10
14
91
105
1 581
0
15
-
-
15
-
-
-
-
-
2
19
1
22
45
11
7
42
50
3 189
Financial liabilities not measured at fair value
Non-current debt
3 270
386
2 803
Reconciliation of changes on level 3
2014
€ million
Carrying value on Jan 1
Fair value changes
Carrying balance on Dec 31
Available-for-sale
financial assets
Investment at fair value
through profit or loss
0
3
3
15
-13
2
Accounting principles contain information on how fair values are defined on different levels in the fair value hierarchy. There were no transfers
between level 1 and 2 during the year.
The change in investments at fair value through profit or loss at hierarchy level 3 relates mostly to investment in Talvivaara Sotkamo Ltd. The
valuation has originally been based on the share value of Talvivaara Mining Company Plc. Due to the reorganization proceedings and consequent
bankruptcy of Talvivaara Sotkamo Ltd the value of Outokumpu's 16% holding was written down to zero in 2014. Available-for-sale financial assets
at hierarchy level 3 relate to investments in energy producing companies. Valuation model of energy producing companies is based on discounted
cash flow (model), which takes into account the future prices of electricity, discount rate, inflation rate, the estimated amount of electricity to
be received and estimated production costs. The valuation is mainly driven by electricity price. +/- 10% change in electricity price leads to an
increase of EUR 1 million or decrease of EUR 1 million in valuation.
16. Available-for-sale financial assets
€ million
Carrying value on Jan 1
Translation differences
Additions
Fair value changes
Disposals
Impairments
Gains and losses from disposals reclassified to profit or loss
Change in other comprehensive income due to impairment
Carrying value on Dec 31
Non-current listed equity securities
Non-current unlisted equity securities
Current available-for-sale financial assets
Listed equity securities, at fair value
Unlisted equity securities and other investments, at fair value
Unlisted equity securities and other investments, at cost
Fair value reserve in equity
€ million
Fair value
Cost
Fair value reserve before tax
Deferred tax liability
Fair value reserve
2014
2013
19
0
8
3
-2
-4
0
3
27
0
26
0
27
0
5
21
27
21
0
2
-3
-0
-2
0
-
19
0
15
4
19
1
2
17
19
2014
2013
27
22
5
-1
4
19
20
-1
0
-1
Unlisted equity securities and other investments at cost include EUR 20 million holdings in Voimaosakeyhtiö SF providing ownership to Fennovoima
Oy. During 2014 Outokumpu invested EUR 8 million in Voimaosakeyhtiö SF. As the Fennovoima project is at an early stage, the fair value cannot be
reliably measured. Unlisted equity securities at fair value include holdings in energy producing companies and other investments not listed in any
stock exchange. The valuation method of these investments is described in Note 15. Fair value hierarchy of financial assets and liabilities.
68 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 69
17. Investments at fair value through profit or loss
€ million
Carrying value on Jan 1
Translation differences
Additions
Fair value changes of Talvivaara Sotkamo Ltd.
Other movement
Carrying value on Dec 31
2014
2013
19
-0
0
-13
-0
6
61
-0
0
-41
-2
19
Share-based payments included in employee benefit expenses
€ million
Equity-settled share-based payment transactions
Cash-settled share-based payment transactions
Total carrying amount of liabilities for cash-settled arrangements on Dec 31
Number of shares to be distributed within share-based incentive programs
Due to the reorganization proceedings and consequent bankruptcy of Talvivaara Sotkamo Ltd, the value of Outokumpu's 16% holding was written
down to zero in 2014.
The carrying value includes EUR 4 million investment in state bonds relating to captive insurance company Visenta Försäkrings AB, which acts
according to the Swedish regulations in securing its insurance technical provisions.
18. Share-based payment plans
During the year 2014 Outokumpu’s share based payment programs
included Performance Share Plan 2012 (Plans 2012–2014, 2013–
2015 and 2014–2016) and Restricted Share Pool Program (Plans
2012–2014, 2013–2015 and 2014–2016). Share-based programs
are part of the Group's incentive and commitment-building system for
key employees. The objective of the programs is to retain, motivate
and reward selected employees for good performance which supports
Outokumpu’s strategy.
Regarding the expired Share based incentive program 2009–2013,
the targets set for the earnings period 2011–2013 were not met and
therefore no reward was paid to the participants in 2014. Regarding
the Performance Share Plan 2012, total of 2,419 shares (number
adjusted with rights issue and reverse split) and cash of EUR 50,000
were given based on achieved savings targets in 2013 to the persons
that left the plan during the year 2014.
In April 2014, the Board of Directors approved the commencement of
the third plan of Performance Share Plan 2012, plan 2014–2016. The
plan commenced at the beginning of 2014 and the earnings criteria
applied for the year 2014 were EBIT improvement and business cash
flow. The maximum number of gross shares (taxes included) that
can be allocated from the plan is 2,240,000. In total 135 persons
participate in the plan.
The Board of Directors also approved the commencement of the
third plan of the Restricted Share Pool Program, plan 2014–2016 in
April. The plan 2014–2016 commenced at the beginning of 2014.
Restricted share grants are approved annually by the CEO on the
basis of the authorization granted by the Board of Directors, with the
exception of possible allocations to the Leadership Team members,
which will be approved by the Board of Directors. The maximum
number of gross shares (taxes included) that can be allocated from
the plan is 320,000. In total six persons participate in the plan.
In December 2014, the Board of Directors approved the
commencement of the fourth plans (plan 2015–2017) regarding both
Performance Share Plan 2012 and Restricted Share Pool Program
2012. They commence at the beginning of 2015.
Due to the rights issue in 2014 the number of gross shares allocated
from the plans that started in 2012 and 2013 was technically
adjusted in line with their terms and conditions. Following the reverse
split of shares in June 2014, the corresponding changes were made
in all ongoing plans. Additionally, the EBIT criterion previously applied
to the plans 2012–2014 and 2013–2015 of the Performance Share
Plan was for the year 2014 replaced with the same EBIT improvement
criterion as applied to the new plan 2014–2016.
The total estimated fair value of the Performance share plan and
Restricted share pool is EUR 6 million on December 31, 2014. This
value is recognized as an expense in the statement of income during
the vesting periods.
Detailed information of the share-based incentive programs can be
found in Outokumpu’s home page www.outokumpu.com.
2014
2013
-2
-1
-2
1
-1
-0
-1
0
2014
2 173 551
2 071 735
-2 419
-696 100
3 546 768
2013 1)
841 759
1 626 060
-5 760
-288 508
2 173 551
Number of shares
On Jan 1
Shares granted to the programs
Shares rewarded to the participants 2)
Shares cancelled
On Dec 31
1) Restated due to the rights issue and reverse split of shares.
2) 960 shares of the 5,760 shares rewarded to the participants in 2013 were not delivered yet at December 31, 2013.
The general terms and conditions of the share-based incentive programs
Grant date
Vesting period
Vesting conditions
Market
Non-market
Other relevant conditions
Exercised
Grant date
Vesting period
Vesting conditions
Other relevant conditions
Exercised
Performance Share Plan 2012
Vesting period
2012–2014
Vesting period
2013–2015
Vesting period
2014–2016
March 31, 2012
Jan 1, 2012–Dec 31, 2014
March 31, 2013
Jan 1, 2013–Dec 31, 2015
May 31, 2014
Jan 1, 2014–Dec 31, 2016
Total shareholder return (TSR)
ranking among peers
EBIT for the year 2012, EBITDA
for the year 2013 and EBIT
improvement for the year 2014
A salary-based limit for the
maximum benefits
In shares and cash
Outokumpu share-price
adjusted with dividends in the
beginning of 2016
EBITDA for the year 2013, EBIT
improvement for the year 2014,
and achievement of Inoxum
transaction related synergies
A salary-based limit for the
maximum benefits
In shares and cash
-
EBIT improvement and cash flow
for the year 2014
A salary-based limit for the
maximum benefits
In shares and cash
Restricted Share Pool Program
Vesting period
2012–2014
March 31, 2012
Vesting period
2013–2015
April 30, 2013
Vesting period
2014–2016
May 31, 2014
Jan 1, 2012–Dec 31, 2014
Jan 1, 2013–Dec 31, 2015
Jan 1, 2014–Dec 31, 2016
Continuation of employment
until the shares are delivered,
a salary-based limit for the
maximum benefits
In shares and cash
Continuation of employment
until the shares are delivered,
a salary-based limit for the
maximum benefits
In shares and cash
Continuation of employment
until the shares are delivered,
a salary-based limit for the
maximum benefits
In shares and cash
The fair value of share-based incentive programs are determined using statistical modeling.
70 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 71
Share values used in valuations
Sensitivity of financial instruments to market risks
€
Performance Share Plan
Vesting period 2012–2014
Vesting period 2013–2015
Vesting period 2014–2016
Restricted Share Pool Program
Vesting period 2012–2014
Vesting period 2013–2015
Vesting period 2014–2016
Share price at the end of the
reporting period
Incentive share fair value at the
grant date
4.77
4.77
4.77
4.77
4.77
4.77
13.75
5.18
6.46
13.75
4.61
6.46
19. Financial risk management, capital management and
insurances
The objectives of financial risk management are to reduce the impact
of price fluctuations and other factors of uncertainty in financial
markets on earnings, cash flows and capital structure, as well as to
ensure sufficient liquidity. The objective of capital management is to
secure the ability to continue as a going concern and to optimize the
cost of capital in order to enhance value to shareholders. The main
objectives of insurance management are to provide mitigation against
catastrophe risks and to reduce earnings variation caused by hazards.
The Board has approved the risk management policy, which
defines responsibilities, process and other main principles of risk
management. The Board oversees risk management on a regular
basis and the Chief Financial Officer is responsible for implementation
and development of financial risk management. In 2014, the Group’s
Financial Risk Policy was reviewed and changes to it were approved by
the Chief Financial Officer. Main changes to the policy were related to
metal and credit risk management.
Financial risks consist of market, country, credit, liquidity and
refinancing risks. Subsidiary companies hedge their currency and
metal price risk with Outokumpu Oyj, which does most of the Group's
derivative contracts with banks and other financial institutions. The
Treasury and Risk Management function is responsible for managing
foreign exchange, interest rate, liquidity and refinancing risk as well
as emission allowance price risk. Credit risk management is partly
centralized and Treasury and Risk Management function monitors the
risk. Energy function is responsible for managing electricity and fuel
price risks. Metal Desk function is responsible for managing metal
price risk.
Treasury and Risk Management function sources a substantial part
of the Group’s insurances. The most important insurance lines are
property damage and business interruption, liability, marine cargo and
credit. The Group’s captive insurance company Visenta Försäkrings AB
retains a selected part of risk.
Exposure to financial risk is identified as part of the Group’s
risk management process. This approach aims to secure that
any emerging risk is identified early and each significant risk is
described, quantified, managed and communicated properly. In risk
quantification, both likelihood of an adverse event and the impact
on that event are assessed. For market risk, the adverse scenario is
based on a predefined price change in a risk factor, e.g. in exchange
rate or metal price. Furthermore, the impact analysis is based on
measured underlying exposure, e.g. the amount of forecasted currency
cash flow or the amount of net debt by currency. The likelihood of the
adverse scenario is based on the market volatility of the underlying
risk factor. Eventually, the impacts of key risks are quantified in terms
of changes in net earnings, cash flows, net debt and equity.
Market risk
Market risk is caused by changes in foreign exchange and interest
rates, interest margins as well as commodity, energy and security
prices. These price changes may have a significant impact on Group’s
earnings, cash flows and capital structure.
Outokumpu uses derivative contracts to mitigate the above-mentioned
impacts of market price changes. Hedge accounting is applied to
committed currency denominated electricity purchases (EUR/SEK spot
rate risk). The derivatives, for which hedge accounting is not applied,
have been entered into for the purpose of reducing impacts of market
price changes on earnings and/or cash flows related to business or
financing activities. The use of non-hedge-accounted derivatives may
cause timing differences between derivative gains/losses and the
earnings impact of the underlying exposure.
Stainless steel business is highly cyclical, which in many cases
result in significant changes in the underlying exposures to different
market risk factors. Consequently applying hedging policies in a
consistent way may, from time to time, lead to big changes in the
amounts of reported derivate contracts. Nominal amounts and fair
values of derivatives are presented in Note 20. Sensitivity of financial
instruments to market prices is described in the following table.
€ million
+/-10% change in EUR/USD exchange rate
+/-10% change in EUR/SEK exchange rate
+/-10% change in nickel price in USD
+/-10% change in propane price in USD
+/-10% change in electricity price
+/-10% change in share prices
+/-1% parallel shift in interest rates
2014
2013
In profit or loss
In other
comprehensive
income
In profit or loss
In other
comprehensive
income
-0/+0
-9/+10
-9/+9
+2/-2
-
-
-10/+10
-
-15/+19
+1/-1
-
+0/-0
+0/-0
-
-2/+2
-4/+5
-7/+7
+1/-1
-
+1/-1
-23/+23
-
-20/+24
+3/-3
-
+1/0
+0/-0
-
The sensitivity analyses applies to financial instruments only. Other assets, liabilities and off-balance sheet items such as sales and purchase
orders, are not in the scope of these analyses. The calculations are net of tax. During the year the volatility for nickel has been in the range of
17–30%. With +/-20% change in USD nickel price, the effect in profit or loss is about EUR -18/+18 million for nickel derivatives.
Foreign exchange rate risk
A major part of the Group’s sales is in euros and US dollars. A
significant part of expenses arise in euros, US dollars, Swedish
kronas, Mexican pesos, Chinese yuans and British pounds. In Europe,
Outokumpu’s products are priced mainly in euros and therefore costs
in Swedish krona and British pounds give rise to a significant foreign
exchange risk impacting profitability and cash flows. Due to significant
amount of captive ferrochrome production and related revenues being
linked to US dollar, the EUR/USD price risk for the Group is significant.
In addition, profitability of stainless steel exports to Asia is affected by
the value of US dollar.
Outokumpu hedges most of its fair value risk which relates to currency
denominated accounts receivables, accounts payables, debt, cash
and loan receivables. Cash flow risk related to firm commitments is
hedged to a large extent, whereas forecasted and probable cash flows
can be hedged selectively and with separate decisions only. In 2014
forecasted cash flow risk was not hedged and therefore any benefits
of stronger dollar began to realize relatively quickly. The Group’s fair
value currency position is presented on a more detailed level in the
table below.
Foreign exchange positions of EUR-based companies
2014
€ million
Trade receivables and payables
Loans and bank accounts 1)
Derivatives 2)
Net position
SEK
0
315
-105
210
USD
-103
692
-585
4
GBP
10
-31
-5
-26
Other
8
-111
108
6
Foreign exchange positions of SEK-based companies
2014
€ million
Trade receivables and payables
Loans and bank accounts 1)
Derivatives 2)
Net position
EUR
46
1
-166
-119
USD
13
19
-66
-33
GBP
Other
-8
1
9
2
8
3
-10
0
1) Includes cash, debt and receivables
2) Includes derivatives to hedge committed cash flows
SEK
8
303
-43
268
EUR
53
13
-119
-53
2013
USD
-49
1 157
-1 082
25
2013
USD
12
8
-21
-2
GBP
13
-87
51
-23
Other
18
-108
100
10
GBP
Other
-4
0
-3
-6
5
1
-11
-4
Outokumpu has income translation risk mainly in US dollars, Swedish krona and British pounds; based on the policy this risk is not hedged. The
Group has also significant currency denominated net investment positions in US dollars, Swedish kronas, British pounds, Chinese yuans and
Australian dollars. At the end of the year there were no hedges related to net investment exposure. The effective portion of gains (EUR 17 million,
net of tax) on earlier financial year net investment hedges is recognized in equity. Currency denominated debt and changes in currency rates have
an impact on Group's capital structure. In 2014 Outokumpu injected USD 600 million equity into its US operations with an aim to normalize its
capital structure.
72 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 73
Interest rate risk
The Group’s interest rate risk is monitored as cash flow risk i.e. impact
of interest rate changes on net interest expenses, and fair value risk
i.e. impact of interest rate changes on fair value of monetary assets
and liabilities. In order to manage the balance between risk and cost
in an optimal way, a significant part of loans has short-term interest
rate as a reference rate. This approach typically helps to reduce
average interest rate of debt while it may also provide some mitigation
against a risk of adverse changes in business environment, which
tends to result to decrease in short-term interest rates. Cash flow risk
is reduced mainly with interest rate swaps, where Outokumpu pays
fixed rate and receives variable rate.
Euro, US dollar and Swedish krona have substantial contribution to
the overall interest rate risk. Approximately 71% of the Group’s debt
have an interest period of less than one year and the average interest
rate of non-current debt on December 31, 2014 was 4.3% (Dec 31,
2013: 4.3%). Interest rate position is presented on a more detailed
level in the table below. In addition to exposures related to market
level of interest rates, Outokumpu is exposed to market level of credit
margins. The volatility of credit margins has been high and combined
with the anticipated refinancing of the debt maturing in February 2017
this risk is significant.
Currency distribution and re-pricing of outstanding net debt
Dec 31, 2014
€ million
Currency
EUR
SEK
USD
Others
€ million
Currency
EUR
SEK
USD
Others
Net debt 1)
Derivatives 2)
Average rate, %
Duration, year
Rate sensitivity 3)
1 557
377
-50
77
1 960
-601
137
617
-135
18
4.9
4.3
3.1
7.9
4.2
0.4
0.4
-0.1
2.7
4.1
3.6
-0.4
10.0
Dec 31, 2013
Net debt 1)
Derivatives 2)
Average rate, %
Duration, year
Rate sensitivity 3)
3 244
441
-183
39
3 540
-1 403
305
1 241
-129
15
4.6
3.9
0.5
13.5
0.9
0.7
0.4
0.2
12.5
5.1
6.4
-0.8
23.2
1) Includes cash and cash equivalents, debt and loan receivables.
2) Net derivative liabilities include nominal value of interest rate and cross currency swaps, interest rate options and currency forwards earmarked to the
interest-bearing net debt. Currency forwards are not included in average rate calculation.
3) The effect of one percentage point increase in interest rates to financial expenses over the following year.
Commodity and energy price risk
Security price risk
Outokumpu uses a substantial amount of raw materials and energy
for which prices are determined in regulated markets, such as London
Metal Exchange and NASDAQ OMX Commodities Europe. Timing
differences between raw material purchase and pricing of products;
changes in inventory levels; the capability to pass on changes in raw
material and energy prices to end-product prices; and the level of alloy
metal prices and the extent of purchase discounts (e.g. related to
stainless steel scrap purchases) all affect risk and hedging activities.
Outokumpu has investments in equity securities and loan
receivables. On December 31, 2014 the biggest investments were in
Voimaosakeyhtiö SF (equity investment of EUR 20 million) and OSTP
Holding Oy (equity investment of EUR 21 million and loan receivable
of EUR 6 million). The captive insurance company Visenta Försäkrings
AB has investments in highly rated and liquid fixed income securities,
such as bonds issued by governments. Due to the reorganization
proceedings and consequent bankruptcy of Talvivaara Sotkamo Oy the
share holding was valued to zero in 2014.
Changes in nickel price is the most important commodity price risk
for Outokumpu. A majority of stainless steel sales contracts include
an alloy surcharge clause, with the aim of reducing the risk arising
from the time difference between raw material purchase and product
delivery. Outokumpu's nickel position consists of price fixed purchase
orders, nickel-containing material in inventories, price fixed sales
orders and forecasted but not yet ordered monthly alloy surcharge
based deliveries for the upcoming few weeks. Based on financial risk
policy most of the identified price risk shall be hedged. In 2014, the
hedging ratio has typically varied between 40 and 60%. Metal price
hedging is done against US dollar. Risk related to stainless scrap
purchase discounts and the level of nickel price is not hedged.
Nickel derivatives and LME warrants have been used to manage
impacts of price changes on earnings. Metal prices have a major
impact on the Group’s working capital and thus cash flow from
operations. This risk has not been hedged with derivatives, however
strict working capital management helps to reduce the cash flow risk.
Molybdenum risk should be managed with same principles that are
applied when managing the nickel price risk. The financial market for
molybdenum is far less liquid compared with nickel, which in most
cases has led to decision not to use derivatives in managing this
particular risk.
Outokumpu’s main sites in Europe are participating in the EU
Emissions Trading Scheme (ETS). The amounts of realized and
forecasted carbon dioxide emissions and granted emission allowances
are monitored centrally. Emission allowance price risk is managed
with the aim of securing the cost of compliance for the current trading
period and reducing the cost of compliance e.g. by swapping EUAs to
Kyoto credits within the limits set in the ETS. In certain situations the
market price of electricity is partly based on price of carbon dioxide
emissions. This indirect exposure to emission prices can be significant
for Outokumpu.
The Group has energy intensive production and logistic processes
using electricity, propane, natural gas and other oil products, e.g.
bunker fuel. The Group hedges propane and natural gas price risk
by locking future purchase prices with derivative contracts. Due to
significant drop in price of crude oil and fuels, the valuation of propane
hedges relating mainly to 2015 forecasted purchases had an adverse
impact on year 2014 reported earnings. Electricity used by the Nordic
production sites is purchased and managed centrally while at other
sites electricity is purchased locally. Electricity price risk is reduced
with fixed price supply contracts and ownerships in energy producing
companies. Electricity consumption of the Group’s Nordic production
sites was 3.5 TWh (2013: 3.3 TWh).
Country and credit risk
All sales must be covered by approved credit limits or secured
payment terms. Most of the outstanding trade receivables have been
secured by credit insurances, which typically cover some 90% of an
insured amount. Part of the credit risk related to trade receivables
is managed with bank guarantees, letters of credit and advance
payments.
On December 31, 2014 the maximum exposure to credit risk of trade
receivables was EUR 536 million (2013: EUR 564 million). Large part
of trade receivables is covered by insurance or by secured payment
terms, however there are also unsecured trade receivables based on
separate decisions. The portion of unsecured receivables has been
10–15% of all trade receivables. For part of accounts receivable
Outokumpu uses factoring, which transfers substantial part of all
risks and rewards to the buyer of the receivables. The Group’s trade
receivables are generated by a large number of customers. However,
there have been a few significant customer credit risk concentrations
during the year 2014 and at the end of the year. At the end of 2014
Coil EMEA business area made a sizable reservation related to certain
unsecured trade receivables. Age analysis of accounts receivables is
in Note 22. Trade and other receivables.
Treasury and Risk Management function monitors credit risk related
to receivables from financial institutions. Outokumpu seeks to reduce
these risks by limiting the counterparties to banks and other financial
institutions with good credit standing. For the derivative transactions,
Outokumpu prefers to have ISDA framework agreements in place.
Investments related to liquidity management are made in short-term
deposits and liquid financial instruments with low credit risk.
Liquidity and refinancing risk
Outokumpu raises most of its debt centrally. The Group seeks to
reduce liquidity and refinancing risk by having sufficient amount of
cash and credit lines available and by having balanced maturity profile
of debt. Efficient cash and liquidity management is also reducing
liquidity risk. Finance plans are prepared quarterly with a particular
focus on the Group’s forecasted cash flows, projected funding
requirements, planned funding transactions during the forecast period
and forecasted headroom for financial covenants. The amount and
adequacy of liquidity reserves, the amounts of scheduled annual
repayments of non-current debt as well as forecasted gearing levels
are key targets and outcomes of the planning. Low profitability and
74 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 75
high gearing required significant financing measures which were
initiated in late 2013. Refinancing measures in February 2014 and the
rights issue in April 2014 helped to increase liquidity and to reduce
the refinancing risk in 2014–2016. Outokumpu has defined a strategy
to address refinancing of 2017 debt maturity peak.
In February 2014 Outokumpu Oyj signed a EUR 500 million syndicated
liquidity facility and EUR 900 million syndicated revolving facility.
Major part of the bilateral facilities and term loans were amended
by having their final maturity date on 28 February 2017. Also
terms and conditions for certain loans of the parent company were
amended. Most of the bank loans include two financial covenants,
one based on gearing and the other on liquidity. Outokumpu also
agreed to secure its bank loans and two outstanding bonds with
a comprehensive security package consisting of guarantees from
material subsidiary companies and pledges on fixed assets and/or
shares of certain subsidiary companies. Financing related matters
between Outokumpu Group and its lenders are partly governed by an
intercreditor agreement signed in February 2014. In connection with
the refinancing of bank loans all loans from ThyssenKrupp AG were
prepaid or set-off against the sale of Terni and VDM assets.
In April, Outokumpu completed a Rights Issue from which the net
proceeds were EUR 640 million. In June, and based on the decision
taken by the EGM Outokumpu implemented a reverse split to reduce
the number of shares by merging each 25 shares to 1 share. In
September, Outokumpu Oyj issued a five-year secured high-yield bond
with an amount of EUR 250 million. EUR 100 million of the proceeds
were applied immediately for tender offer to repay the 2015 notes.
Following the bond issue EUR 250 million of the liquidity facility was
cancelled.
The main funding programs and credit facilities are: a committed
revolving facility of EUR 900 million, a committed liquidity facility
of EUR 250 million, four committed bilateral credit facilities of EUR
282 million and two committed revolving credit facilities totaling
SEK 2,933 million and a Finnish commercial paper program totaling
EUR 800 million. As at December 31, 2014 Outokumpu had a total
amount of some EUR 1.7 billion committed credit facilities. Of these
committed credit facilities some EUR 1.1 billion were unutilized at the
end of the year. More information on liquidity and refinancing risk is
presented in the following table.
Contractual cash flows
2014
€ million
Bonds
Loans from financial institutions
Pension loans
Finance lease liabilities
Commercial papers
Trade payables
Other liabilities
Interest payments and facility charges
Interest rate derivatives
Other derivatives
Balance
Dec 31
547
939
192
244
243
1 031
0
23
11
56
2015
150
110
35
31
243
1 031
0
105
6
49
1 760
2016
2017
2018
2019
2020–
150
25
52
11
-
-
0
89
3
6
337
-
785
26
89
-
-
-
44
2
-
945
-
10
23
5
-
-
-
31
0
-
70
250
5
19
3
-
-
-
27
0
-
304
-
10
38
105
-
-
-
165
-
-
318
On December 31, 2014, the Group had cash and cash equivalent marketable securities amounting to EUR 191 million and committed and
available credit facilities, available and undrawn TyEL pension loans in Finland, and other agreed and undrawn loans totaling EUR 1,201 million.
2013
€ million
Bonds
Loans from financial institutions
Pension loans
Finance lease liabilities
Loans from related party
Commercial papers
Trade payables
Other liabilities
Interest payments and facility charges
Interest rate derivatives
Other derivatives
Balance
Dec 31
399
1 645
223
266
1 443
187
815
1
62
26
2
2014
-
493
31
22
160
187
815
1
109
22
1
1 841
2015
250
786
35
31
-
-
-
0
85
5
2
1 194
2016
150
80
37
11
204
-
-
-
78
1
0
560
2017
-
204
33
89
204
-
-
-
50
-
-
580
2018
-
34
29
5
204
-
-
-
45
-
-
318
2019–
-
48
59
108
672
-
-
-
359
-
-
1 247
On December 31, 2013, the Group had cash and cash equivalent marketable securities amounting to EUR 607 million and committed and
available credit facilities, available and undrawn TyEL pension loans in Finland, and other agreed and undrawn loans totaling EUR 399 million. The
future interest cash flows included interest payments of ThyssenKrupp loan note some EUR 210 million, which could have been deferred. The loan
note was used as a consideration for the Terni and VDM transaction in February 2014. However, at year end the loan note was classified as non-
current debt and cash flows reported according to remaining contractual maturity.
Capital management
The objective of the capital management is to secure the ability to
continue as a going concern and to optimize the cost of capital in
order to enhance value to shareholders. As part of this objective, the
Group seeks to maintain access to loan and capital markets at all
times despite the cyclical nature of the stainless steel industry. The
Board of Directors reviews the capital structure of the Group on a
regular basis.
Capital structure and debt capacity are taken into account when
deciding on new investments. Tools to manage equity capital include
dividend policy, share buybacks and issues of equity or equity-linked
securities. Debt capital is managed considering the requirement to
secure liquidity and the capability to refinance maturing debt. Tools
to manage debt capital structure include prepayments and liability
management measures, such as the tender offer of the 2015 notes
done in year 2014. Revolving facilities as well as some other loans
include two financial covenants, which relate to gearing and liquidity.
The high-yield bond maturing in 2019 includes an incurrence based
financial covenant on gearing. The bond covenant level for gearing is
145% until March 31, 2016, 140% from April 1, 2016 until December
31, 2016 and 130% thereafter.
The Group’s internal capital structure is reviewed on a regular basis
with an aim to optimize it e.g. by applying internal dividends and equity
adjustments. Net investment and debt in foreign entities is monitored
and Outokumpu has capability to hedge this translation risk. In
2014 Outokumpu injected USD 600 million equity to Outokumpu
Americas, Inc.
Outokumpu’s captive insurance company, Visenta Försäkrings AB,
has to comply with capital adequacy requirements set by the financial
supervisory authority. During the reporting period Visenta has been
well capitalized to meet externally imposed requirements.
The management monitors Group's capital structure on the basis of
gearing ratio, which is calculated as net interest-bearing debt divided
by total equity. Net debt is calculated as total current and non-current
debt less cash and cash equivalents.
On December 31, 2014, net interest-bearing debt was EUR 1,974
million (2013: EUR 3,556 million), total equity EUR 2,132 million
(2013: EUR 1,891 million) and gearing 92.6% (2013: 188.0%). The
decrease in gearing in 2014 resulted primarily from disposal of Terni
and VDM assets and the EUR 640 million rights issue which was
completed in April.
Insurances
The Group’s business is capital intensive and key production
processes are rather tightly integrated and have interdependencies.
Property damage and business interruption (PDBI) insurance, covering
e.g. fires, machinery breakdowns and natural catastrophies, is the
most important insurance line and most of the insurance premiums
paid relate to these types of risks. Business operations may cause
significant liability risks related e.g. to people, environment or
Outokumpu's products. Outokumpu aims to partly mitigate liability risk
by having reasonable insurances in place. Other significant insurance
lines include marine cargo and credit insurances.
During the reporting year serious machinery breakdown incidents
took place at the ferrochrome production unit in Tornio, Finland and
at cold rolling mills in Calvert, Alabama, the US. These losses are
covered partially by insurances and Calvert has received the first
interim payments for this claim already in 2014. However, both loss
settlement processes were open at the year-end 2014.
Visenta Försäkrings AB can act as direct insurer and as reinsurer. The
captive insurance company is registered in Sweden and it has assets
totaling EUR 21 million. Visenta underwrites e.g. gradual pollution and
PDBI insurance policies.
76 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 77
20. Fair values and nominal amounts of derivative instruments
Hedge accounted cash flow hedges
€ million
Currency and interest rate derivatives
Currency forwards incl. embedded
derivatives
Interest rate swaps
Cross-currency swaps
Currency options, bought
Currency options, sold
Interest options, bought
Interest options, sold
Metal derivatives
Forward and futures nickel contracts
Forward and futures molybdenum
contracts
Emission allowance derivatives
Propane derivatives
Natural gas derivatives
Total derivatives
Less long-term derivatives
Currency forwards
Interest rate swaps
Interest options, bought
Interest options, sold
Forward and futures nickel contracts
Molybdenum derivatives
Propane derivatives
Natural gas derivatives
Short-term derivatives
Positive
fair value
2014
Negative
fair value
Net
fair value
2013
Net
fair value
2014
Nominal
amounts
2013
Nominal
amounts
9
1
-
0
-
0
-
26
-
1
-
-
37
-
1
-
-
0
-
-
-
36
43
12
-
-
-
-
1
22
3
-
22
2
105
-
12
-
-
0
1
5
0
87
-34
-11
-
0
-
0
-1
4
-3
1
-22
-2
-68
-
-11
-
-
-0
-1
-5
-0
-52
-1
-9
-15
0
0
1
-3
-2
-
-1
2
1 778
606
-
16
-
143
43
2 518
714
67
3
3
290
290
Tonnes
Tonnes
51 094
21 865
654
-
1 900 000
725 000
89 000
25 000
MMBtu
MMBtu
0
2 025 000
1 372 182
-27
-4
-8
1
-2
-0
-
-
-
-14
Fair values are estimated based on market rates and prices on the reporting date, discounted future cash flows and, in respect of options, on
valuation models.
Outokumpu has hedged currency spot price risk related to SEK
denominated long-term electricity supply agreement for the Finnish
production sites. The currency derivatives, which hedge the currency
risk, mature in other periods in year 2015 than the underlying cash
flows of electricity purchases. The derivatives will be prolonged later to
mature at the same period as the underlying cash flows. The effective
portion of hedges is recognized in other comprehensive income, net
of tax, and will be reclassified to profit and loss as adjustment to
purchases at the same period as the underlying hedged cash flows
affect profit or loss. During 2014, effective portion of EUR 1 million
gain was recognized in profit or loss as adjustment to purchases
(2013: gain of EUR 4 million). The ineffective portion of the hedges,
gain of EUR 0 million (2013: gain of EUR 4 million), is recognized in
other operating income and expenses.
Maturity < 1 year
Maturity 1–5 years
Maturity 5–10 years
2014
Fair value of
outstanding cash
flow hedges,
€ million
-3
-10
-
-14
Nominal
amount,
SEK million
390
1 562
-
1 952
Equity,
€ million
0
0
-
0
2013
Fair value of
outstanding cash
flow hedges,
€ million
1
-4
-1
-4
Nominal
amount,
SEK million
390
1 562
390
2 343
Equity,
€ million
2
8
2
11
Outokumpu has also some minor cash flow hedges mainly used to
hedge future cash flows against commodity price risks arising from
fixed price sales. Cash flows from future transactions are currently
hedged for a maximum of 23 months. At the end of the reporting
period, the fair value of these hedging instruments was EUR 0 million
positive. Ineffective portion of these hedges gain EUR 0 million is
recognized in other operating income and expenses.
Master netting agreements and similar arrangements
Outokumpu enters into derivative transactions with most
counterparties under ISDA agreements. In general the amounts owed
by each counterparty on a single day in respect of all transactions
outstanding in the same currency are aggregated into a single
net amount that is payable by one party to the other. In certain
circumstances, e.g. when a credit event such as a default occurs, all
outstanding transactions under the agreement are terminated, the
termination value is assessed and only a single amount is payable
in settlement of all transactions. ISDA agreements do not meet the
criteria for offsetting in the statement of financial position. The right
to offset is enforceable only on the occurrence of future credit events.
The following table sets out the carrying amounts of recognized
financial instruments that are subject to the agreements described
above.
€ million
Derivative assets
Gross amounts of recognized financial assets in the statement of financial position
Related financial instruments that are not offset
Derivative liabilities
Gross amounts of recognized financial liabilities in the statement of financial position
Related financial instruments that are not offset
2014
2013
36
31
6
105
31
74
23
19
5
50
19
31
78 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 79
21. Inventories
€ million
Raw materials and consumables
Work in progress
Finished goods and merchandise
Net realizable value reserve
Advance payments
2014
370
606
566
-16
1
1 527
2013
314
508
423
-29
1
1 216
The most important commodity price risk for Outokumpu is caused
by fluctuation in nickel and other alloy prices. Majority of stainless
steel sales contracts include an alloy surcharge clause, with the
aim of reducing the risk arising from the time difference between
raw material purchase and product delivery. However, the risk is
remarkable, because the delivery cycle in production is longer than
the alloy surcharge mechanism expects. Thus, only the price for the
products to be sold in near future is known. That is why a significant
part of the future prices for the products to be sold is estimated
according to management's best knowledge in net realizable value
(NRV) calculations. Due to fluctuation in nickel and other alloy prices,
the realized prices can deviate significantly from what has been used
in NRV calculations on the closing date.
€ million
Age analysis of trade receivables
Neither impaired, nor past due
Past due 1–30 days
Past due 31–60 days
More than 60 days
2014
2013
466
52
14
4
536
481
67
6
10
564
The maximum exposure to credit risk at the reporting date is the carrying
amount of the loan and trade receivables. Most of the outstanding
trade receivables have been secured by credit insurance policies, which
typically covers some 90% of an insured credit loss. Credit risks related
to trade receivables are presented in more detail in Note 19. Financial
risk management, capital management and insurances.
As at December 31, 2014 Outokumpu has derecognized trade
receivables totaling EUR 261 million (2013: EUR 197 million), which
represents fair value of the assets. Net proceeds received totaled
EUR 250 million (2013: EUR 182 million). Underlying assets have
maturity less than one year. The maximum amount of loss related to
derecognized assets are estimated to be EUR 9 million (2013: EUR 5
million). This estimation is based on insurance policies and contractual
arrangements of factoring companies and Outokumpu. The analysis
does not include impact of any operational risk related to Outokumpu's
contractual responsibilities.
23. Cash and cash equivalents
€ million
Cash at bank and in hand
Short term bank deposits
Bank overdrafts 1)
2014
176
15
191
-
191
2013
592
16
607
-0
607
1) Presented in current debt in the statement of financial position.
Fair value of cash and cash equivalents does not significantly differ
from the carrying value. The average effective interest rate of cash
and cash equivalents at the end of 2014 was 1.2% (Dec 31, 2013:
0.4%).
22. Trade and other
receivables
€ million
Non-current
Loans receivable
Other receivables
Current
Trade receivables
VAT receivable
Income tax receivable
Loans receivable
Prepaid insurance expenses
Other accruals
Other receivables
Allowance for impairment of trade receivables
Allowance on Jan 1
Additions
Disposed subsidiaries
Deductions
Recovery of doubtful receivables
Reclassification to assets held for sale
Allowance on Dec 31
2014
2013
10
2
12
536
60
23
3
6
25
96
749
19
8
-
-2
-5
-
19
6
5
11
564
58
18
9
5
38
122
813
25
3
-0
-4
-2
-4
19
24. Equity
Share capital, premium fund and invested unrestricted equity reserve
€ million
On Jan 1, 2013
Shares subscribed with Restricted share program 1)
On Dec 31, 2013
Shares subscribed with share-based payment programs 1)
Rights issue in March 2014
Reverse share split in June 2014 2)
On Dec 31, 2014
Treasury shares 1), 3)
Total number of shares on Dec 31, 2014
Number
of shares,
1 000
2 077 065
40
2 077 105
28
8 308 534
-9 970 241
415 427
948
416 375
Share
capital
Premium
fund
Invested
unrestricted
equity reserve
311
-
311
-
-
-
311
714
-
714
-
-
-
714
1 462
-
1 462
-
640
-
2 103
Total
2 487
-
2 487
-
640
-
3 127
1) Shares granted from treasury shares without effect to share capital.
2) The Extraordinary General Meeting held on June 16, 2014 decided that the number of shares would be reduced without reducing the share capital by
merging each 25 shares to 1 share by means of a reverse share split.
3) The company sold 5 treasury shares to adjust the number of shares owned by other parties than Outokumpu to be divisible by the reverse split ratio.
According to the Articles of Association, the Outokumpu share does
not have nominal value.
Retained earnings
Premium fund includes proceeds from share subscription and other
contribution based on the old Finnish Limited Liability Companies Act
for the part the contributions exceed the account equivalent value
allocated to share capital.
Invested unrestricted equity reserve includes net proceeds from the
rights issues in 2014 and 2012.
Fair value reserves
Fair value reserves include movements in the fair values of available-
for-sale financial assets and derivative instruments used for cash flow
hedging. The figures are presented net of tax.
€ million
Available-for-sale financial assets reserve
Hedge reserves
2014
4
0
5
2013
-1
11
9
Other reserves
Reserve fund includes amounts transferred from the distributable
equity under the Articles of Association or by a decision of the General
Meeting of Shareholders. Other reserves include other items based on
the local regulations of the Group companies.
€ million
Reserve fund
Other reserves
2014
2013
3
2
5
4
3
7
Retained earnings include remeasurements of defined benefit plans,
treasury shares, cumulative translation differences and other retained
earnings and losses.
Distributable funds
On December 31, 2014 the distributable funds of the parent company
totaled EUR 1,994 million of which accumulated losses were EUR 130
million.
Non-controlling interest
Outokumpu's subsidiary Shanghai Krupp Stainless Co., Ltd. (SKS)
incorporated in China has a 40% non-controlling interest. In 2014,
Outokumpu's profit attributable to SKS's non-controlling interest
amounts to EUR -5 million (2013: EUR -5 million). Non-controlling
interest under consolidated total equity amounts to EUR 0 million
(2013: EUR 4 million). Part of the SKS's share capital has not been
paid up by the non-controlling interest holder. No dividends have been
paid from the company to the non-controlling interest. Summarized
IFRS financial information for SKS before intercompany eliminations
but including fair value adjustments are as follows:
€ million
Sales
Net result for the financial year
Total assets
Total liabilities
2014
354
-12
215
181
2013
289
-11
200
157
In 2014, Outokumpu acquired additional interests in Outokumpu
Industriunderhåll AB and Fortinox S.A. increasing the Group's
ownership interest in both companies to 100%. These acquisitions
did not have a material effect on Outokumpu's consolidated financial
statements.
80 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 81
25. Employee benefit obligations
Outokumpu has established several defined benefit and defined
contribution plans in various countries. The most significant defined
benefit plans are in Germany and in the UK.
Risks associated with
defined benefit plans
Germany
In Germany Outokumpu has several defined benefit plans, of which
major plans include a management plan, open pension plans for
normal staff, and other pension promises, which are nearly all closed
for new entrants. Basis to all pension promises in Germany are
bargaining agreements and/or individual contracts (management
promises). Management plan and other pension promises are based
on annuity payments, whereas plans for normal employees are based
on one lump sum payment after retirement.
In addition, all the promises are embedded in Germany in the BetrAVG
law. The law contains rules for vested rights, pension protection
scheme and regulations for the pension adjustments. In Germany no
funding requirements exist, thus the plans are materially all unfunded.
UK
The UK scheme provides pensions in retirement and death benefits
to members. Pension benefits are linked to a member's final salary at
retirement (or leaving if earlier) and their length of service. Since April
1, 2003 the UK scheme has been closed to new entrants, but is still
open to future accrual for members still employed by the company at
that date.
The scheme is registered under UK legislation and is contracted out
of the State Second Pension. The scheme is subject to the scheme
funding requirements outlined in UK legislation.
The scheme was established on October 1, 2001 under trust and is
governed under the scheme's current Trust Deed and Rules dated
April 5, 2006. The trustees are responsible for the operation and
governance of the scheme, including making decisions regarding
the scheme's funding and investment strategy. By law, one third of
the trustees must be member nominated. In 2014 there were four
employer nominated and four member nominated trustees.
Through its defined benefit pension plans, Outokumpu is exposed to a
number of risks, the most significant of which are detailed below:
Asset volatility: The level of equity returns is a key factor in the overall
investment return. If a plan holds significant proportion of equities,
which are expected to outperform corporate bonds in the long-term, it
might face higher volatility and risk in the short-term. The investment
portfolio might also be subject to a range of other risks typical of the
assets held, in particular credit risk on bonds and exposure to the
property market.
Change in bond yields: A decrease in corporate bond yields will
increase plan liabilities, although this will be partially offset by an
increase in the value of the plans' bond holdings (if any). In a situation
where the return on plan assets is lower than the corporate bond
yields, a plan may face a shortfall which might lead to increased
contributions.
Inflation risk: Inflation rate is linked to both future pension and salary
increase, and higher inflation will lead to higher liabilities.
Longevity: The majority of Outokumpu's defined benefit obligations
are to provide benefits for the life of the member, so increases in life
expectancy will result in an increase in the plans' liabilities.
Funding
Funding requirements are generally based on pension fund's actuarial
measurement framework set out in the funding policies.
In the UK, a preliminary funding evaluation was made during November
2013. The valuation revealed a deficit of GBP 37 million. Outokumpu
is currently negotiating the deficit to eliminate possible shortfall. The
negotiation process is due to be concluded at the end of March 2015.
Defined benefit cost recognized in the consolidated statements of income and comprehensive income
€ million
In EBIT
In financial income and expenses
Defined benefit cost recognized in the consolidated statement of income
In other comprehensive income
Total defined benefit cost recognized
2014
-7
-10
-17
-14
-31
Amounts recognized in the consolidated statement of financial position
€ million
Present value of funded defined benefit obligations
Present value of unfunded defined benefit obligations
Fair value of plan assets
Net defined benefit liability
2013
-11
-10
-21
15
-6
2013
420
265
-411
275
2013
275
42
-0
317
2014
471
321
-498
295
2014
331
41
-36
336
€ million
Defined benefit liability
Other long-term employee benefit liabilities
Defined benefit assets
Net liability
Movement in net defined benefit liability
€ million
On Jan 1
Current service cost
Interest expense/(income)
Remeasurements arising from
Return on plan assets
Demographic assumptions
Financial assumptions
Experience adjustment
Exchange differences
Employer contributions
Contributions by plan participants
Benefits paid
Settlements
Past service cost
Disposed subsidiaries
Reclassification to assets and liabilities held for sale
Other change
On Dec 31
Present
value of
obligation
685
10
28
2014
Fair value
of plan
assets
-411
-
-18
Net defined
benefit
liability
275
10
10
Present
value of
obligation
777
14
28
2013
Fair value
of plan
assets
-406
-
-16
Net defined
benefit
liability
372
14
12
-
-4
83
-16
35
-
1
-24
-2
-3
-
-
-2
792
-49
-
-
-
-30
-14
-1
24
2
-
-
-
-0
-498
-49
-4
83
-16
5
-14
-
-
-0
-3
-
-
-2
295
-
-0
-6
-2
-10
-
1
-27
-
-
-8
-81
-0
685
-6
-
-
-
8
-18
-1
27
-
-
-
0
0
-411
-6
-0
-6
-2
-2
-18
-
-
-
-
-8
-81
-0
275
The present value of obligations and the fair value of plan assets comprise mainly of German and UK plans. The present value of obligation for
German plans on December 31, 2014 was EUR 274 million (Dec 31, 2013: EUR 230 million). For the UK, the present value of obligation was EUR
410 million (Dec 31, 2013: EUR 364 million), and the fair value of plan assets was EUR 446 million (Dec 31, 2013: EUR 361 million) on December
31, 2014.
The expected contributions to be paid to the defined benefit plans in 2015 are EUR 14 million.
82 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 83
Allocation of plan assets
€ million
Equity instruments
Debt instruments
Real estate
Investment funds
Other assets
Total plan assets
2014
78
333
6
3
74
493
2013
101
256
10
3
38
408
Allocation of plan assets covers 99% of total defined benefit plan assets. The plan assets are mainly invested in quoted instruments. Debt
instruments include mostly government and corporate bonds (investment grade).
Asset-liability matching strategies
The majority of defined benefit assets are in the UK. The UK scheme's benchmark asset allocation is 30%/70% return-seeking/liability matching.
This strategy reflects the scheme's liability profile and the trustees' and company's attitude to risk. The trustee monitors the investment
objectives and asset allocation policy on a regular basis.
Significant actuarial assumptions
Discount rate, %
Future salary
increase, %
Inflation rate, %
Future benefit
increase, %
Medical cost trend
rate, %
Life expectancy
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
Germany
2.26
3.50
-
-
-
-
1.51
1.52
-
-
Modified from
RT 2005 G
Modified from
RT 2005 G
The UK
3.75
4.50
3.60
4.75
3.10
3.50
2.90
3.20
-
-
110% SAPS All Pensioner
Amounts tables
105% SAPS All Pensioner
Amounts tables
Other countries
3.51
4.34
2.53
2.68
-
-
-
-
6.20–6.30
6.80–7.10
Standard
mortality tables
Standard
mortality tables
The significant actuarial assumptions are presented separately for the significant countries, and for other countries a weighted average of the
assumptions is presented.
The weighted average duration of the overall defined benefit obligation is 17.9 years. In Germany and in the UK the weighted average durations are
14.6 and 21.6 years, respectively.
Sensitivity analysis of significant actuarial assumptions
Reasonably possible changes at the reporting date to one of the weighted principal assumptions, while holding all other assumptions constant,
would have affected the defined benefit obligation as shown below:
Germany
2014
Discount rate
Future benefit increase
Life expectancy
2013
Discount rate
Future benefit increase
Life expectancy
The UK
2014
Discount rate
Future benefit increase
Future salary increase
Life expectancy
2013
Discount rate
Future benefit increase
Future salary increase
Life expectancy
Other countries
2014
Discount rate
Medical cost trend rate
Future salary increase
Life expectancy
2013
Discount rate
Medical cost trend rate
Future salary increase
Life expectancy
Change in assumption
0.5%
0.5%
1 year
Increase in assumption
Decrease by 7%
Increase by 4%
Increase by 2%
Decrease in assumption
Increase by 8%
Decrease by 4%
0.5%
0.5%
1 year
Decrease by 6%
Increase by 4%
Increase by 2%
Increase by 7%
Decrease by 4%
Change in assumption
0.5%
0.5%
0.5%
1 year
0.5%
0.5%
0.5%
1 year
Change in assumption
0.5%
0.5%
0.5%
1 year
0.5%
0.5%
0.5%
1 year
Increase in assumption
Decrease by 9%
Increase by 6%
Increase by 1%
Increase by 3%
Decrease by 10%
Increase by 3%
Increase by 1%
Increase by 3%
Increase in assumption
Decrease by 7%
Increase by 8%
Increase by 1%
Increase by 5%
Decrease by 6%
Increase by 6%
Increase by 1%
Increase by 3%
Decrease in assumption
Increase by 10%
Decrease by 5%
Decrease by 1%
Increase by 11%
Decrease by 4%
Decrease by 1%
Decrease in assumption
Increase by 7%
Decrease by 6%
Decrease by 1%
Increase by 6%
Decrease by 5%
Decrease by 1%
Other long-term employee benefits
Other long-term employee benefits mainly relate to long-service remunerations and early retirement provisions in Germany as well as long-service
remunerations in Finland. In Germany, the employees are entitled to receive a one-time indemnity every ten years after 25 years of service.
Under the early retirement agreements, employees work additional time prior to retirement, which is subsequently paid for in instalments after
retirement. In Finland, the employees are entitled to receive a one-time indemnity every five years after 20 years of service.
The other long-term employee benefit liabilities recognized in the consolidated statement of financial position on December 31, 2014 were EUR
41 million (Dec 31, 2013: EUR 42 million).
.
84 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 85
Multi-employer defined benefit plans
ITP pension plans operated by Alecta in Sweden and plans operated by Stichting Bedrijfspensioenfonds voor de metaalindustrie in the
Netherlands are multi-employer defined benefit pension plans. However, it has not been possible to get sufficient information for the calculation of
obligations and assets by employer from the plan operators, and therefore these plans have been accounted for as defined contribution plans in
the consolidated financial statements.
The expected contributions to the ITP pension plans in Sweden are EUR 3 million in 2015. The contributions to the ITP pension plans vary
depending on e.g. unemployment rates and demographics. The average cost for 2015 is determined as 11.8% of total salary in total for white
collar employees in all companies in Sweden.
26. Provisions
€ million
Provisions on Jan 1, 2014
Translation differences
Increases in provisions
Utilized during the financial year
Unused amounts reversed
Provisions on Dec 31, 2014
€ million
Non-current provisions
Current provisions
Restructuring
provisions
Environmental
provisions
Other
provisions
72
0
106
-36
-5
138
53
1
25
-10
-0
68
16
-0
12
-5
-4
18
2014
198
26
224
Total
141
1
143
-51
-9
224
2013
115
25
141
Restructuring provisions
Outokumpu continued its measures to improve profitability in 2014.
Strategic review of thin and precision strip operations as well as
the new industrial plan in Europe resulted in the closure of Kloster
operations in Sweden by the end of 2014 and the planned closure of
operations in Bochum, Germany in 2015. The increase in restructuring
provisions relates mainly to these closures. In addition, the
restructuring provisions include, among others, provisions recognized
in previous years for reductions related to the closure of Krefeld
melt shop and relocation of Düsseldorf-Benrath production facility
in Germany. The restructuring provisions are expected to be paid
between the years 2015–2024.
The outflow of economic benefits related to environmental provisions
is expected to take place mainly over a period of more than 10
years. Due to the nature of these provisions, there are uncertainties
regarding both the amount and the timing of the outflow of economic
benefits.
Other provisions
Other provisions comprise mainly provisions for claims and are mainly
current in nature.
Provisions are based on management's best estimates at the end of
the reporting period.
Environmental provisions
Majority of the environmental provisions are for closing costs of
production facilities and landfill areas, removal of problem waste
and landscaping in facilities in Finland, in the UK, in the US and in
Germany. The EUR 25 million increase in environmental provisions in
2014 relates mainly to the closures of Bochum and Kloster.
27. Debt
€ million
Non-current
Bonds
Loans from financial institutions
Pension loans
Finance lease liabilities
Loans from related parties
Other non-current liabilities
Current
Bonds
Loans from financial institutions
Pension loans
Finance lease liabilities
Commercial paper
Loans from related parties
Other current liabilities
2014
397
829
157
213
-
0
1 597
150
110
35
31
243
-
0
569
2013
399
1 152
192
244
1 283
0
3 270
-
493
31
22
187
160
1
893
The bond maturing in 2019 and most of the bank loans include financial covenants, which are described in Note 19. Financial risk management,
capital management and insurances.
Bonds
€ million
2010 fixed rate bond maturing on June 24, 2015
2012 fixed rate bond maturing on June 7, 2016
2014 fixed rate bond maturing on Sept 30, 2019
Finance lease liabilities
Minimum lease payments
€ million
Not later than 1 year
Between 1 and 5 years
Later than 5 years
Future finance charges
Present value of minimum lease payments
Present value of minimum lease payments
€ million
Not later than 1 year
Between 1 and 5 years
Later than 5 years
Present value of minimum lease payments
Interest rate, %
5.125
5.875
6.625
Outstanding amount
2014
150
150
250
550
2014
45
153
267
-221
244
2014
31
108
105
244
2013
250
150
-
400
2013
36
187
313
-271
266
2013
21
136
108
266
86 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 87
28. Trade and other payables
€ million
Non-current
Accruals
Current
Trade payables
Accrued employee-related expenses
Accrued interest expenses
VAT payable
Advances received
Withholding tax and social security liabilities
Other accruals
Other payables
29. Commitments and contingent liabilities
€ million
Mortgages and pledges on Dec 31
Mortgages on real estate
Other pledges
Guarantees on Dec 31
On behalf of subsidiaries for commercial and other guarantees
On behalf of associated companies for financing
On behalf of other companies for financing
On behalf of other companies for commercial and other guarantees
Other commitments
2014
47
1 031
91
22
49
8
9
39
53
1 303
2014
3 593
-
27
6
1
1
19
2013
48
815
98
62
47
7
9
41
57
1 136
2013
284
8
34
7
-
-
28
The increase in mortgages and pledges relates to the refinancing
measures which became effective on February 28, 2014. A major part
of Outokumpu's borrowings are secured partly by security to the real
property of the Group's main production plants and partly by share
pledges over the shares in selected Group companies.
Certain guarantees issued by Outokumpu on behalf of the companies
sold to ThyssenKrupp on February 28, 2014 have not yet been
transferred to ThyssenKrupp as of December 31, 2014. These are
presented as guarantees on behalf of other companies for financing
and commercial and other commitments.
Outokumpu Oyj is, in relation to its shareholding in Kymppivoima
Tuotanto Oy and Etelä-Pohjanmaan Voima Oy, liable for the costs,
commitments and liabilities relating to electricity provided by Rapid
Power Oy. The net debt of Rapid Power Oy at the end of 2014
amounted to approximately EUR 43 million (2013: EUR 65 million),
out of which Outokumpu is liable for one third. Outokumpu Oyj is, in
relation to its shareholding in Etelä-Pohjanmaan Voima Oy, liable for
the costs, commitments and liabilities relating to electricity provided
by Tornion Voima Oy. The net debt of Tornion Voima Oy at the end
of 2014 amounted to approximately EUR 25 million (2013: EUR 34
million), out of which Outokumpu is liable for under one fifth. These
liabilities are reported under other commitments above.
One remaining guarantee issued by ThyssenKrupp on behalf of
Inoxum companies has not yet been transferred to Outokumpu
Oyj as of December 31, 2014. However, Outokumpu Oyj has given
ThyssenKrupp a counter-guarantee for this commitment amounting to
EUR 4 million as of December 31, 2014.
Present value of minimum lease
payments on operating leases
€ million
Not later than 1 year
Between 1 and 5 years
Later than 5 years
2014
10
19
33
63
2013
10
32
40
82
Operating leases include lease agreements on Group companies'
premises.
Group's off-balance sheet investment commitments totaled EUR 66
million on December 31, 2014 (Dec 31, 2013: EUR 47 million).
Outokumpu has through Voimaosakeyhtiö SF approximately 15%
ownership in nuclear power company Fennovoima Oy. Outokumpu is liable
for Fennovoima's operating costs in proportion to its share of ownership.
30. Disputes and litigations
Civil actions regarding Outokumpu’s
divested fabricated Copper
Products business
European Commission cartel investigation
in the sanitary copper tube sector
In September 2004, the European Commission imposed a fine on
Outokumpu in relation to cartel investigations in the sanitary copper
tube sector. The European Commission concluded that a number of
companies, including Boliden AB (“Boliden”), IMI Plc, IMI Kynoch Ltd
(together with IMI Plc, “IMI”), KME Group, Wieland Werke, Outokumpu
and Outokumpu Copper Products (now Luvata), were involved in price
fixing and market sharing in the sanitary copper tube sector in Europe
between June 1988 and March 2001.
In October 2012, a damages contribution claim was brought in the
courts of England and Wales against Outokumpu by Boliden and IMI
after Boliden and IMI were served claims on financial loss related to
the European Commission’s 2004 conclusion regarding price fixing
and market sharing in the sanitary copper tube sector in Europe by the
members of Travis Perkins PLC.
In July 2014 Outokumpu, together with a number of other companies,
reached a full and final settlement agreement on sanitary copper tube
cartel claims. Outokumpu considered the claim for damages to lack
merit, but decided to contribute to the settlement in order to bring this
matter to an end. The settlement amount was not significant and it
has been recorded in the third quarter 2014 results.
Customs investigation of exports
to Russia by Tornio Works
In March 2007, Finnish Customs authorities initiated a criminal
investigation into Outokumpu’s Tornio Works’ export practices to
Russia. It was suspected that a forwarding agency based in Southeast
Finland had prepared defective and/or forged invoices regarding the
export of stainless steel to Russia. The preliminary investigation
focused on possible complicity by Outokumpu’s Tornio Works in the
preparation of defective and/or forged invoices by the forwarding
agent. In June 2009, the Finnish Customs completed its preliminary
investigation and forwarded the matter to the prosecution authorities
for consideration of possible charges. In November 2010, the public
prosecutor concluded that the Finnish Customs authorities’ suspicions
regarding possible accounting offences and forgery were groundless.
Despite the public prosecutor’s conclusion, in March 2011, charges
were filed against Outokumpu and five of its employees for alleged
money laundering in connection with the Russian export practices
by Tornio Works between 2004 and 2006. On behalf of the Finnish
State, the prosecutor also presented a claim for forfeiture of the funds
subject to money laundering.
In June 2011, all claims were dismissed and the Finnish State was
ordered to pay Outokumpu EUR 1.2 million in compensation for legal
costs. In August 2011, the Finnish State prosecutor appealed the
District Court judgement with respect to Outokumpu and three of the
charged employees and the order to compensate Outokumpu for its
legal costs. The appeal proceedings commenced in the Kouvola Court
of Appeal in February 2012 and in April 2012, the Court issued a
verdict dismissing all charges brought by the prosecutor.
In June 2012, Finland’s state prosecutor filed a petition for leave
to appeal to the Finnish Supreme Court, which was rejected by the
Finnish Supreme Court in March, 2014. Accordingly, the judgement by
the Kouvola Court of Appeal is final and Outokumpu and its employees
have been cleared of all charges.
Dispute over invention rights,
Outotec vs. Outokumpu
In January 2013, Outokumpu and Outotec entered into a legal dispute
over invention rights related to a ferrochrome production method. In
August 2013, Outotec submitted another application for summons
at the District Court of Helsinki regarding another patent relating to
the invention. The production method is developed by Outokumpu
and it has filed the patent applications related to this invention.
Outotec claims it has rights to the inventions. Outokumpu finds these
allegations to be completely without merit.
In February 2014 Outotec has filed a request with Arbitration Institute
of the Finland Chamber of Commerce for commencing proceedings
against Outokumpu concerning the same invention rights being
subject to the District Court proceedings. Simultaneously Outotec filed
a proposal to the District Court for postponement of further stages in
these proceedings until the Arbitration Court will render its arbitration
award.
Cartel fine imposed by the
European Commission
In March 2011, the European Court of Justice upheld a EUR 3.2
million cartel fine imposed on ThyssenKrupp Stainless AG, a legal
predecessor of Outokumpu Nirosta GmbH (“Nirosta”), in a decision
of the European Commission from December 2006 (the “2006
Decision”). The 2006 Decision is based on a 1998 European
Commission finding (the “1998 Finding”) that between 1993 and
1998, certain stainless steel producers, including Inoxum and certain
of its legal predecessors, had violated Article 65 (1) of the European
Coal and Steel Community Treaty by participating in a price-fixing
arrangement with other stainless steel producers.
The alleged price-fixing arrangement consisted of modifying and
applying in a concerted fashion the reference values used to
calculate the alloy surcharge to the base price of stainless steel.
The 1998 Finding was appealed and subsequently annulled on
procedural grounds with respect to Nirosta’s liability for one of its
legal predecessors. Subsequent to this annulment, the European
Commission opened new proceedings, which resulted in the 2006
Decision. Nirosta’s appeals of the 2006 Decision were unsuccessful.
In April 2011, Nirosta filed a complaint (Verfassungsbeschwerde)
with the German Constitutional Court (Bundesverfassungsgericht)
requesting that the Court declare the 2006 Decision incompatible
with certain fundamental rights under the German Constitution
88 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
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31. Related party transactions
Outokumpu's related parties include key management of the
company, associated companies and joint ventures, and Solidium
Oy. ThyssenKrupp AG sold its ownership in Outokumpu, 29.9%,
on February 28, 2014. The transactions with related parties are
presented in the tables below. Key management includes Leadership
Team members and members of the Board of Directors. The principal
associated companies and joint ventures are listed in Note 13.
Investments in associated companies and joint ventures. Subsidiaries
are presented in Note 32. Subsidiaries on December 31, 2014.
Outokumpu is an associated company to Solidium Oy. Solidium is a
limited company fully owned by the State of Finland. Its mission is
to strengthen and stabilize Finnish ownership in nationally important
companies and increase the value of its holdings in the long run.
Solidium's ownership in Outokumpu was 29.9% on December 31,
2014.
Transactions and balances with
associated companies and joint ventures
€ million
Sales
Purchases
Interest income
Trade and other receivables
Trade and other payables
2014
162
-8
1
41
1
2013
161
-6
0
44
1
Transactions and balances
with ThyssenKrupp AG
On February 28, 2014, Outokumpu completed the divestment of the
VDM business and Terni remedy assets including Terni and certain
service centers to ThyssenKrupp in exchange for Outokumpu’s loan
note to ThyssenKrupp. ThyssenKrupp sold all of its Outokumpu shares,
representing a 29.9% stake in Outokumpu prior to the transaction. As
a result the companies are no longer each other’s related parties. In
2014, the transactions with ThyssenKrupp are reported for the period
of January 1–February 28.
€ million
Sales
Purchases
Interest expenses
Trade and other receivables
Other financial assets
Trade and other payables
Loan note to ThyssenKrupp
Other interest-bearing debt
Other financial liabilities
2014
56
-20
-10
-
-
-
-
-
-
2013
376
-175
-62
23
1
22
1 283
214
3
(Grundgesetz). As at the end of the reporting period, the German
Constitutional Court has not decided whether it will accept the
constitutional complaint. In case of a successful complaint, Nirosta is
able to reclaim EUR 4.2 million from the European Commission.
U.S. antidumping order on
stainless steel strip and sheet from
Mexico, Germany and Italy
In July 1999, the U.S. Department of Commerce (the “USDOC”)
issued antidumping duty orders on imports of stainless steel strip
and sheet from Mexico, Germany and Italy, among other countries.
U.S. antidumping and countervailing duty laws permit an imposition
of special additional duties on imports that are determined to be
sold at less than fair value or to be subsidized by foreign government
actions. Mexinox USA, AST and Nirosta have been Inoxum’s importers
of record for stainless steel strip and sheet imported into the United
States since the antidumping duty order was issued. Therefore,
Mexinox USA, AST and Nirosta were responsible for making cash
deposits of estimated antidumping duties and would be liable for
finally assessed antidumping duties. The USDOC assesses duties
at annual reviews covering twelve-month periods. Mexinox USA has
been finally assessed approximately USD 27 million in duties during
the first five periods and will be automatically assessed amounts
for two other periods. Mexinox USA has potential antidumping duty
liability of approximately USD 36 million for the remaining five periods.
The Government of Mexico brought actions before the World Trade
Organization (“WTO”) Dispute Settlement Body with regard to these
determinations. Mexico received a favorable decision and compliance
proceedings are ongoing; however, WTO disputes normally are
prospective in nature and do not result in refunds of finally-assessed
duties. The antidumping duty orders on stainless steel strip and sheet
from Mexico, Germany and Italy were revoked effective July 2011
due to a negative determination by the United States International
Trade Commission ("USITC"). Accordingly, any antidumping deposits
made on entries after this date should be refunded with interest and
no further antidumping duties should be assessed on imports of
stainless steel strip and sheet from Mexico, Germany and Italy after
that date, subject to the appeal proceedings regarding imports from
Mexico discussed below. The U.S. petitioners in the antidumping case
appealed the USITC’s determination to the U.S. Court of International
Trade in New York with regard to the revocation of the antidumping
duty order on imports from Mexico. In November 2012, the court
dismissed the appeal by the plaintiffs. A complaint by the plaintiffs
against that court order was rejected by the U.S. Court of Appeals in
January, 2014. The revocation of the duty orders on stainless steel
imports have therefore become legally binding as the plaintiffs have
no further means of challenging the decision by the USITC.
Exemptions from energy
charges for German plants
In December 2013 the EU Commission initiated a state-aid procedure
against Germany in connection with the Renewable Energy Charge
system and the exemptions for energy intensive industries. Under
German law, there is a surcharge which is added to the general
electricity price for every consumer of electric energy and which is
used to subsidize renewable energy producers. That surcharge has
been increasing in the last years and reached an all-time high of
5.277 cent/KWh in 2013. However, the German Renewable Energy
Act foresees that certain energy-intensive companies may apply
for a reduction of that surcharge to 0.05 cent/KWh. Outokumpu’s
operations in Germany has benefited from that exemption in the last
years.
The German Steel Federation (“Wirtschaftsvereinigung Stahl”) and
most of the German steel manufacturers (including Outokumpu) have
filed a complaint with the General Court of the European Union against
the rightfulness of that decision. The European Commission had
announced that the companies which had benefited from the alleged
illegal state aids in 2012 and 2013 would have to repay the benefits
which would have amounted to some EUR 30 million, for Outokumpu in
a worst case scenario.
On August 1, 2014 a new German Renewable Energy Act came into
force which confirmed the exceptions for energy-intensive companies.
In accordance with this Act, Outokumpu’s operations in Germany
will also in the future benefit from the reduced renewable energy
charges. Further, on November 23, 2014 the German government
and the European Commission reached an agreement by which the
state-aid case was settled. As a consequence of this settlement,
several companies were asked for repayments of benefits received
under the old EEG in 2012 and 2013. Outokumpu received a request
for repayment of only EUR 76 thousand in November 2014. Further,
Outokumpu received the exemption orders for 2015 on January 5,
2015 so that the case is now closed.
Claim in Spain related to the
divested copper companies
Outokumpu divested all of its copper business in 2003–2008. One
of the divested companies domiciled in Spain later faced bankruptcy.
The administrator of the bankruptcy has filed a claim against
Outokumpu Oyj and two other non-Outokumpu companies, for recovery
of payments made by the bankrupt Spanish company in connection
with the divestment. The Bilbao court of first instance in Spain has
accepted the claim of EUR 20 million brought against Outokumpu and
the two other companies. Outokumpu and the two other companies
have appealed the court’s decision.
Disputes and litigation related to
the Terni remedy assets, the VDM
business and certain service centers
All legal disputes and litigation related to the Terni remedy assets,
the VDM business and certain service centers, including the legal
proceedings reported under the heading “Lawsuits regarding a
fire in AST’s Turin facility” in the annual report 2013 have moved
over to ThyssenKrupp upon the completion of the divestment to
ThyssenKrupp in February, 2014. Due to the contractual agreements
between ThyssenKrupp and Outokumpu, there will be no further
liability risk for Outokumpu resulting from these legal disputes.
90 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
nOtEs tO tHE COnsOlidatEd finanCial statEMEnts Outokumpu Annual report 2014 91
Employee benefits for key management
32. Subsidiaries on December 31, 2014
€ thousand
Short-term employee benefits
Termination benefits
Post-employment benefits 1)
Share-based payments
Remuneration to the Board of Directors
1) Includes only supplementary pensions.
2014
5 157
-
1 123
749
693
7 721
Employee benefits for CEO and Deputy CEO
€ thousand
2014
CEO
Deputy to the CEO
2013
CEO
Deputy to the CEO 2)
Salaries and
other short-term
benefits
Bonuses
Post-employment
benefits
Share-based
payments
749
512
755
640
304
250
123
74
424
515
338
192
297
95
57
18
2013
4 469
1 860
654
190
711
7 883
Total
1 773
1 372
1 273
924
2) Reinhard Florey as of November 1, 2013; Esa Lager until October 31, 2013.
Outokumpu CEO's retirement age is 63 and the targeted pension is 60% of the annual salary at the age of 63. The cost for the CEO's post-
employment benefits include both the statutory pension expenses based on the Finnish Employees Pensions Act and the expenses for a defined
contribution pension plan arranged by Outokumpu. The current deputy to the CEO resides in Germany and is entitled to the pension benefits in
accordance with the German Essener Verband.
Remuneration to Board of Directors
€ thousand
Chairman Jorma Ollila, as of March 18, 2013
Vice Chairman Olli Vaartimo
Member Markus Akermann, as of March 18, 2013
Member Roberto Gualdoni, as of April 14, 2014
Member Stig Gustavson, as of April 14, 2014
Member Heikki Malinen
Member Elisabeth Nilsson
Member Siv Schalin
Member Harri Kerminen, until April 14, 2014
Member Guido Kerkhoff, until November 30, 2013
Chairman Ole Johansson, until March 18, 2013
Member Iman Hill, until March 18, 2013
2014
152
93
82
71
65
71
82
71
5
-
-
-
693
2013
151
94
79
-
-
73
84
73
73
74
4
6
711
There were no outstanding loans receivable from key management on December 31, 2014 (Dec 31, 2013: EUR - million). More information on key
management's employee benefits can be found in chapter Corporate Governance on the page Remuneration.
Coil EMEA
AO Outokumpu
Avesta Klippcenter AB
Outokumpu AS
Outokumpu A/S
Outokumpu Benelux B.V.
Outokumpu B.V.
Outokumpu Chrome Oy
Outokumpu Distribution Benelux B.V.
Outokumpu Distribution France S.A.S.
Outokumpu Distribution Hungary Kft.
Outokumpu Distribution Polska Sp. z o.o.
Outokumpu Distribution UK Ltd.
Outokumpu EMEA GmbH
Outokumpu EMEA Oy
Outokumpu Ges.m.b.H
Outokumpu Istanbul Dis Ticaret Limited Sirketi
Outokumpu Kft.
Outokumpu, Lda.
Outokumpu Middle East FZCO
Outokumpu Nirosta GmbH
Outokumpu Nirosta Precision GmbH
Outokumpu Nordic AB
Outokumpu N.V.
Outokumpu (Pty) Ltd
Outokumpu S.A.
Outokumpu Shipping Oy
Outokumpu S.p.A.
Outokumpu Sp. z o.o.
Outokumpu S.r.l.
Outokumpu s.r.o.
Outokumpu Stainless AB
Outokumpu Stainless B.V.
Outokumpu Stainless Coil, Inc.
Outokumpu Stainless Oy
Outokumpu Tornio Infrastructure Oy
Sogepar Ireland Limited
Sogepar UK Limited
Coil Americas
Outokumpu Brasil Comercio de Metais Ltda.
Outokumpu Fortinox S.A.
Outokumpu Mexinox Distribution S.A. de C.V.
Outokumpu Mexinox S.A. de C.V.
Outokumpu Participations Mexico S.A. de C.V.
Outokumpu Stainless USA, LLC
ThyssenKrupp Mexinox CreateIT, S.A. de C.V.
2)
*)
*)
*)
1)
Country
Group
holding, %
Russia
Sweden
Norway
Denmark
The Netherlands
The Netherlands
Finland
The Netherlands
France
Hungary
Poland
The UK
Germany
Finland
Austria
Turkey
Hungary
Portugal
UAE
Germany
Germany
Sweden
Belgium
South Africa
Spain
Finland
Italy
Poland
Romania
Czech Republic
Sweden
The Netherlands
The US
Finland
Finland
Ireland
The UK
Brazil
Argentina
Mexico
Mexico
Mexico
The US
Mexico
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
92 Outokumpu Annual report 2014 nOtEs tO tHE COnsOlidatEd finanCial statEMEnts
kEy finanCial figurEs Of tHE grOup Outokumpu Annual report 2014 93
APAC
Outokumpu Asia Pacific Ltd
Outokumpu India Private Limited
Outokumpu K.K.
Outokumpu Management (Shanghai) Co., Ltd.
Outokumpu Pty Ltd
Outokumpu (S.E.A.) Pte. Ltd.
Outokumpu Stainless (GZ) Trading Co. Ltd.
Outokumpu Stainless International (Guangzhou) Ltd.
Outokumpu Stainless Steel (China) Co. Ltd.
Shanghai Krupp Stainless Co., Ltd.
Quarto Plate
Outokumpu Industriunderhåll AB
Outokumpu Prefab AB
Outokumpu Press Plate AB
Outokumpu PSC Benelux B.V.
Outokumpu PSC Finland Oy
Outokumpu PSC Germany GmbH
Outokumpu Stainless Plate, LLC
Long Products
Outokumpu Stainless Bar, LLC
Outokumpu Stainless Ltd
Outokumpu Stainless Pipe, Inc.
Polarit Welding, Inc.
Other operations
2843617 Canada Inc.
Granefors Bruk AB
Orijärvi Oy
Outokumpu Americas, Inc.
Outokumpu Holding Germany GmbH
Outokumpu Holding Italia S.p.A.
Outokumpu Holding Nederland B.V.
Outokumpu Holding UK Limited
Outokumpu Metals Off-Take Oy
Outokumpu Mines Inc.
Outokumpu Mining Australia Pty. Ltd.
Outokumpu Mining Oy
Outokumpu Stainless Holding GmbH
Outokumpu Stainless Holdings Ltd
Outokumpu Treasury Belgium N.V./SA
Outokumpu Zinc B.V.
Viscaria AB
Visent Invest AB
Visenta Försäkrings AB
*)
1)
2)
2)
*)
*)
*)
*)
*)
*)
*)
*)
*)
Key financial figures
of the Group
Scope of activity
Sales
- change in sales
- exports from and sales outside Finland, of total sales
Capital employed on Dec 31
Operating capital on Dec 31
Capital expenditure, continuing operations
- in relation to sales
Depreciation and amortization
Impairments
Research and development costs
- in relation to sales
Personnel on 31 Dec 1)
- average for the year 2)
Profitability
EBIT
- in relation to sales
EBITDA
€ million
%
%
€ million
€ million
€ million
%
€ million
€ million
€ million
%
€ million
%
€ million
Share of results of associated companies and joint ventures
€ million
Result before taxes
- in relation to sales
Net result for the financial year
- in relation to sales
Return on equity
Return on capital employed
Return on operating capital
€ million
%
€ million
%
%
%
%
2014
2013
2012
2011
2010
6 844
1.5
96.7
4 072
4 059
127
1.0
320
27
23
0.3
6 745
48.6
96.9
4 265
4 266
183
2.7
332
13
26
0.4
4 538
-9.4
95.7
5 623
5 626
3 149
69.4
230
105
19
0.4
5 009
18.4
95.7
3 770
3 730
254
5.1
235
106
21
0.4
4 229
60.1
94.3
4 176
4 222
159
3.8
235
20
22
0.5
12 125
12 540
12 561
13 150
16 649
7 853
8 253
8 651
8 431
8 475
-243
-3.6
104
7
-459
-6.7
-439
-6.4
-17.3
-5.8
-5.8
-510
-7.6
-165
-2
-822
-12.2
-1 003
-14.9
-41.4
-10.3
-10.3
-385
-8.5
-50
-0
-524
-11.5
-536
-11.8
-21.4
-8.2
-8.2
-251
-5.0
89
-5
-244
-4.9
-180
-3.6
-8.2
-6.3
-6.3
-83
-2.0
172
-10
-143
-3.4
-124
-2.9
-5.2
-2.1
-2.1
Country
China
India
Japan
China
Australia
Singapore
China
China
China
China
Sweden
Sweden
Sweden
The Netherlands
Finland
Germany
The US
The US
The UK
The US
The US
Canada
Sweden
Finland
The US
Germany
Italy
The Netherlands
The UK
Finland
Canada
Australia
Finland
Germany
The UK
Belgium
The Netherlands
Sweden
Sweden
Sweden
Group
holding, %
100
100
100
100
100
100
100
100
100
60
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
In addition Outokumpu has agents and branch offices in Argentina, Bulgaria, Chile, Colombia, Egypt, Estonia, Greece, Israel, Korea, Lebanon,
Peru, Slovenia, Switzerland, Taiwan, Thailand, Venezuela and Vietnam.
This list does not include all dormant companies or all holding companies.
The Group holding corresponds to the Group's share of voting rights.
1) Ownership changed
2) Name changed
*) Shares and stock held by the parent company
94 Outokumpu Annual report 2014 kEy finanCial figurEs Of tHE grOup
kEy finanCial figurEs Of tHE grOup Outokumpu Annual report 2014 95
Financing and financial position
2014
2013
2012
2011
2010
Liabilities
€ million
4 279
5 884
5 949
3 177
3 271
Net interest-bearing debt
- in relation to sales
Net financial expenses
- in relation to sales
Net interest expenses
- in relation to sales
Interest cover
Share capital
Other equity
Equity-to-assets ratio
Debt-to-equity ratio
Net cash generated from operating activities 3)
Dividends
1 974
28.8
3 556
52.7
3 431
75.6
1 991
39.7
2 269
53.6
€ million
%
€ million
%
€ million
%
223
3.3
139
2.0
-2.3
€ million
€ million
311
1 821
%
%
€ million
€ million
33.3
92.6
-126
- 4)
310
4.6
197
2.9
-3.2
311
1 580
21.5
188.0
34
-
138
3.1
66
1.5
-6.9
311
2 641
30.5
116.2
266
-
-11
-0.2
65
1.3
-2.8
50
1.2
38
0.9
-2.8
311
1 739
311
2 026
39.3
97.1
338
-
41.7
97.0
-497
45
1) Personnel reported as headcount. Year 2013 reported for continuing operations.
2) Year 2012 average personnel does not include Inoxum personnel as it was on December 31, 2012. Years 2014 and 2013 reported for continuing
operations.
3) Cash flow for 2014 and 2013 presented for continuing operations.
4) The Board of Directors' proposal to the Annual General Meeting.
Share-related key figures
Earnings per share 1), 2)
Earnings per share, continuing operations 2), 3)
Cash flow per share 1), 2)
Equity per share 2), 4)
Dividend per share
Dividend payout ratio
Dividend yield
Price/earnings ratio
Development of share price 6)
Average trading price
Lowest trading price
Highest trading price
Trading price at the end of the period
Change during the period 7)
Change in the OMXH index during the period
€
€
€
€
€
%
%
€
€
€
€
%
%
2014
-1.24
-1.27
-0.36
5.13
- 5)
neg.
0.0
neg.
5.16
3.37
7.50
4.77
34.2
5.7
Market capitalization at the end of the period
€ million
1 987
2013
-7.52
-6.23
0.26
2012
-0.46
-
0.23
2011
-0.62
-
1.20
2010
-0.68
-
-2.74
14.23
22.07
11.19
12.84
-
neg.
0.0
neg.
4.64
3.03
7.39
3.55
-48.8
26.5
845
-
neg.
0.0
neg.
0.97
0.64
2.10
0.79
-40.3
8.3
-
neg.
0.0
neg.
2.25
1.21
3.78
1.33
-63.4
-30.1
0.25
neg.
1.8
neg.
13.84
12.03
17.88
13.88
4.7
18.7
1 650
930
2 540
Development in trading volume
Trading volume 8)
In relation to weighted average number of shares 1)
1 000 shares
%
695 235
198.9
178 989
135.0
1 297 738
112.5
337 942
120.5
331 397
182.3
Adjusted average number of shares 9)
Number of shares at the end of the period 8), 9), 10)
132 579 577 1 156 005 029
349 558 854
415 426 724 2 077 105 460 2 077 065 460
280 526 501
181 977 861
181 751 107
181 937 361
1) 2014 and 2013 calculated based on the rights-issue-adjusted weighted average number of shares. 2012–2010 have not been restated.
2) 2013 adjusted to reflect the reverse split in June 2014.
3) 2013 calculated based on rights-issue-adjusted weighted average number of shares.
4) 2013 and 2012 calculated based on the rights-issue-adjusted number of shares. 2011 and 2010 have not been restated.
5) The Board of Directors' proposal to the Annual General Meeting.
6) 2013 share prices adjusted according to the effect of the rights issue and the reverse split. 2012–2010 have not been adjusted.
7) 2014 calculated based on the adjusted comparable share prices. 2013 and 2011 calculated based on the unadjusted comparable share prices.
8) Includes only Nasdaq Helsinki trading.
9) Excluding treasury shares.
10) 2013–2010 not adjusted according to the effect of the rights-issue-adjusted and the reverse split.
96 Outokumpu Annual report 2014 kEy finanCial figurEs Of tHE grOup
parEnt COMpany finanCial statEMEnts, fas Outokumpu Annual report 2014 97
Parent company financial
statements, FAS
Income statement of the parent company
€ million
Sales
Cost of sales
Gross margin
Other operating income
Selling and marketing expenses
Administrative expenses
Research and development expenses
Other operating expenses
EBIT
Financial income and expenses
Result before extraordinary items
Result before appropriations and taxes
Appropriations
Change in depreciation difference
Income taxes
Result for the financial year
2014
647
-632
16
-9
-32
-77
-
-44
-146
-30
-175
-175
0
-1
-176
2013
460
-423
38
-3
-36
-101
0
-343
-446
-108
-554
-554
-0
-0
-554
According to the Finnish accounting standards the parent company financial statements are to be presented in addition to Group financial
statements.
The parent company's financial statements have been prepared in accordance with Finnish accounting standards (FAS).
The parent company Outokumpu Oyj’s income statement and balance sheet items are mainly internal and are eliminated on the group level. The
parent company's complete financial statements (available only in Finnish) can be read on the company's internet pages www.outokumpu.com.
Definitions of key financial figures
Capital employed =
Total equity + net interest-bearing debt + net derivative liabilities + net
accrued interest expenses – net assets held for sale – loans receivable
– available-for-sale financial assets – investments at fair value through
profit or loss – investments in associated companies and joint ventures
Operating capital = Capital employed + net deferred tax liability
Research and development costs =
Research and development expenses in the statement of income
(including expenses covered by grants received)
Underlying EBIT =
EBIT excluding non-recurring items, raw material-related inventory
gains/losses and metal derivative gains/losses. 1)
EBITDA = EBIT before depreciation, amortization and impairments
Return on equity =
Net result for the financial year
Total equity (average for the period)
Return on capital employed (ROCE) =
Return on operating capital (ROOC) =
EBIT
Capital employed (average for the period)
EBIT
Operating capital (average for the period)
Net interest-bearing debt = Non-current debt + current debt – cash and cash equivalents
Interest cover =
Result before taxes + net interest expenses
Net interest expenses
Equity-to-assets ratio =
Total equity
Total assets – advances received
Debt-to-equity ratio =
Net interest-bearing debt
Total equity
Earnings per share =
Net result for the financial year attributable to the equity holders
Adjusted average number of shares during the period
Cash flow per share =
Net cash generated from operating activities
Adjusted average number of shares during the period
Equity per share =
Equity attributable to the equity holders
Adjusted number of shares at the end of the period
Dividend per share =
Dividend for the financial year
Adjusted number of shares at the end of the period
Dividend payout ratio =
Dividend for the financial year
Net result for the financial year attributable to the equity holders
Dividend yield =
Dividend per share
Adjusted trading price at the end of the period
Price/earnings ratio (P/E) =
Adjusted trading price at the end of the period
Earnings per share
Average trading price =
EUR amount traded during the period
Adjusted number of shares traded during the period
Market capitalization at end of the period =
Number of shares at the end of the period ×
Trading price at the end of the period
Trading volume =
Number of shares traded during the period, and in relation to the
weighted average number of shares during the period
1) As of 2014. 2013: EBIT excluding raw material-related inventory gains/losses and non-recurring items.
× 100
× 100
× 100
× 100
× 100
× 100
× 100
98 Outokumpu Annual report 2014 parEnt COMpany finanCial statEMEnts, fas
parEnt COMpany finanCial statEMEnts, fas Outokumpu Annual report 2014 99
Balance sheet of the parent company
€ million
ASSETS
Non-current assets
Intangible assets
Property, plant and equipment
Financial assets
Shares in Group companies
Loan receivables from Group companies
Shares in associated companies
Other shares and holdings
Other financial assets
Total non-current assets
Current assets
Current receivables
Interest-bearing
Non interest-bearing
Cash and cash equivalents
Total current assets
TOTAL ASSETS
2014
2013
€ million
2014
2013
EQUITY AND LIABILITIES
Shareholders' equity
Share capital
Premium fund
Invested unrestricted equity reserve
Retained earnings
Result for the financial year
Untaxed reserves
Accumulated depreciation difference
Liabilities
Non-current liabilities
Interest-bearing
Current liabilities
Interest-bearing
Non interest-bearing
Total liabilities
TOTAL EQUITY AND LIABILITIES
17
18
4 735
989
24
21
5
5 773
5 809
1 718
238
1 956
121
2 077
7 886
26
14
2 724
1 419
18
19
8
4 189
4 228
2 602
144
2 746
473
3 219
7 447
311
720
2 123
46
-176
3 025
311
720
1 459
600
-554
2 536
0
1
1 347
1 347
3 146
368
3 514
4 861
7 886
2 979
2 979
1 576
355
1 932
4 910
7 447
100 Outokumpu Annual report 2014 parEnt COMpany finanCial statEMEnts, fas
parEnt COMpany finanCial statEMEnts, fas Outokumpu Annual report 2014 101
Cash flow statement of the parent company
Statement of changes in equity of the parent company
€ million
Cash flow from operating activities
Result for the financial year
Adjustments for
Taxes
Depreciation and amortization
Impairments
Gain/loss on sale of intangible assets, and property, plant and equipment
Interest income
Dividend income
Interest expense
Change in provisions
Losses from disposal of financial assets
Exchange gains and losses
Rights issue expenses
Other adjustments
Change in working capital
Change in trade and other receivables
Change in trade and other payables
Dividends received
Interest received
Interest paid
Income taxes paid
Net cash from operating activities
Cash flow from investing activities
Investments in subsidiaries and other shares and holdings
Purchases of property, plant and equipment
Purchases of intangible assets
Proceeds from disposal of subsidiaries and other disposals
Proceeds from disposal of other shares and holdings
Proceeds from sale of property, plant and equipment
Proceeds from sale of intangible assets
Change in other long-term receivables
Net cash from investing activities
Cash flow before financing activities
Cash flow from financing activities
Rights issue
Rights issue expenses
Borrowings of non-current debt
Repayments of non-current debt
Change in current debt
Other financing cash flow
Net cash from financing activities
Net change in cash and cash equivalents
Net change in cash and cash equivalents in the balance sheet
2014
2013
-176
1
9
4
0
-118
-0
78
-0
-
4
23
-28
-29
-80
62
-19
0
131
-106
-0
24
-199
-2 032
-0
-18
8
-
0
13
432
-1 597
-1 797
665
-23
991
-2 771
1 685
897
1 444
-352
-352
-554
0
9
333
0
-130
-13
185
0
49
-7
2
0
429
77
69
145
13
91
-91
-0
14
34
-2
-0
-5
-
0
3
-
-442
-446
-412
-
-2
1 107
-716
164
251
804
392
392
€ million
Equity on Jan 1, 2013
Result for the financial year
Equity on Dec 31, 2013
Result for the financial year
Rights issue 1)
Equity on Dec 31, 2014
Distributable funds on Dec 31
€ million
Retained earnings
Result for the financial year
Invested unrestricted equity reserve
Distributable funds on Dec 31
1) Shares issued in the Outokumpu rights issue in March 2014.
Share
capital
311
-
311
-
-
311
Premium
fund
720
-
720
-
-
720
Invested
unrestricted
equity reserve
1 459
-
1 459
-
665
2 123
Retained
earnings
600
-554
46
-176
-
-130
2014
46
-176
2 123
1 994
Total
equity
3 090
-554
2 536
-176
665
3 025
2013
600
-554
1 459
1 504
Commitments and contingent liabilities of the parent company
€ million
Mortgages and pledges on Dec 31
Mortgages on real estate
Other pledges
Guarantees on Dec 31
On behalf of subsidiaries
For financing
For commercial and other guarantees
On behalf of associated companies
For financing
On behalf of sold companies
For financing
For commercial and other guarantees
Other commitments
2014
2013
-
-
276
33
6
1
1
19
-
-
525
35
7
-
-
28
Outokumpu Oyj is, in relation to its shareholding in Kymppivoima
Tuotanto Oy and Etelä-Pohjanmaan Voima Oy, liable for the costs,
commitments and liabilities relating to electricity provided by Rapid
Power Oy. The net debt of Rapid Power Oy at the year-end 2014
amounted to approximately EUR 43 million (2013: EUR 65 million),
out of which Outokumpu is liable for one third. Outokumpu Oyj is, in
relation to its shareholding in Etelä-Pohjanmaan Voima Oy, liable for
the costs, commitments and liabilities relating to electricity provided
by Tornion Voima Oy. The net debt of Tornion Voima Oy at the year-
end 2014 amounted to approximately EUR 25 million (2013: EUR 34
million), out of which Outokumpu is liable for under one fifth. These
liabilities are reported under other commitments above.
A major part of Outokumpu's borrowings are secured partly by share
pledges over the shares in selected Group companies and partly by
security to the real property of selected subsidiaries.
One remaining guarantee issued by ThyssenKrupp on behalf of
Inoxum companies has not yet been transferred to Outokumpu
Oyj as of December 31, 2014. However, Outokumpu Oyj has given
ThyssenKrupp a counter-guarantee for this commitment amounting to
EUR 4 million as of December 31, 2014.
Certain guarantees issued by Outokumpu on behalf of the companies
sold to ThyssenKrupp on February 28, 2014 have not yet been
transferred to ThyssenKrupp as of December 31, 2014. These
guarantees are presented as financing guarantees and commercial
commitments on behalf of sold companies.
Outokumpu Oyj will guarantee until January 2017 certain subsidiaries'
ability to satisfy their financial liabilities when due.
102 Outokumpu Annual report 2014 COrpOratE gOvErnanCE
COrpOratE gOvErnanCE Outokumpu Annual report 2014 103
Corporate Governance
Statement
Regulatory framework
Outokumpu’s organizational structure
Outokumpu Oyj, the Group’s parent company, is a public limited liability
company incorporated and domiciled in Finland. In its corporate
governance and management, Outokumpu Oyj complies with Finnish
legislation, the company’s Articles of Association and the Corporate
Governance Policy resolved and approved by the company’s Board of
Directors.
Outokumpu Oyj follows the Finnish Corporate Governance Code
(available at http://cgfinland.fi/en/), effective as of October 1, 2010
issued by the Securities Market Association and adopted by the
Nasdaq Helsinki stock exchange. Outokumpu Oyj complies with all
regulations and recommendations issued by Nasdaq Helsinki.
Tasks and responsibilities
of governing bodies
Business Areas
Until August 31, 2014, Outokumpu was organized into four business
areas, namely (i) Stainless EMEA, (ii) Stainless Americas, (iii)
Stainless APAC and (iv) Specialty Stainless. As of September 1, 2014,
Outokumpu is organized into the following five business areas with
responsibility for sales, profitability, production and supply chain
management: (i) Coil EMEA, (ii) Coil Americas, (iii) APAC, (iv) Quarto
Plate and (v) Long Products. With the new business area structure,
Specialty Stainless ceased to exist and Quarto Plate and Long
Products, which had formerly been business lines, became business
areas. In addition to these five business areas, Outokumpu will
continue to have strong group functions to drive group-wide efficiency
and alignment in key business processes.
The governing bodies of the parent company Outokumpu Oyj, i.e.
the General Meeting of Shareholders, the Board of Directors and
the President and Chief Executive Officer (CEO), have the ultimate
responsibility for Group management and Group operations. The
Outokumpu Leadership Team reports to the CEO and the Leadership
Team is supporting and assisting the CEO in the efficient management
of the Group’s operations. Outokumpu’s primary corporate governance
information source is the Group’s corporate governance website at
www.outokumpu.com/en/investors/Governance/. Please visit the
website for the latest Corporate Governance Statement and the latest
corporate governance information.
General Meeting of Shareholders
The General Meeting of Shareholders convenes at least once a year.
Under the Finnish Companies Act, certain important decisions such
as the approval of financial statements, decisions on dividends and
increases or reductions in share capital, amendments to the Articles
of Association, and election of the Board of Directors and auditors fall
within the exclusive domain of the General Meeting of Shareholders.
The Board of Directors convenes a General Meeting of Shareholders.
The Board of Directors can decide to convene a General Meeting on
its own initiative, but is obliged to convene a General Meeting if the
Organization
CEO
CFO’s Office
CTO’s Office
Communications
and Marketing
Human Resources, IT,
Health and Safety
Coil EMEA
Coil Americas
APAC
Quarto Plate
Long Products
Organization and business areas as of September 2014.
auditor or shareholders holding at least 10% of Outokumpu’s shares
so request. In addition, each shareholder has the right to bring before
a General Meeting any matter that falls within the domain of the
General Meeting, provided that a written request to do so has been
received by the Board of Directors early enough to allow the matter
to be placed on the agenda included in the notice announcing the
General Meeting. According to its Articles of Association, Outokumpu
has only one single class of shares and all shares have equal voting
rights at General Meetings.
In 2014 two extraordinary general meetings were convened by the
Board of Directors.
Board of Directors
The general objective of the Board of Directors is to direct
Outokumpu’s business in a manner that secures a significant and
sustained increase in the value of the company for its shareholders.
Board members offer their expertise and experience for the benefit of
the company. The tasks and responsibilities of the company’s Board
of Directors are determined on the basis of the Finnish Companies
Act, as well as other applicable legislation. The Board of Directors
has general authority to decide and act in all matters not reserved for
other corporate governance bodies by law or under the provisions of
the company’s Articles of Association. The general task of the Board
of Directors is to organize and oversee the company’s management
and operations. In all situations, the Board of Directors must act in
accordance with the company’s best interests.
The Board of Directors has established rules of procedure which
define its tasks and operating principles in the Charter of the Board of
Directors. The main duties of the Board of Directors are as follows:
With respect to directing the company’s business and strategies:
· To decide on Outokumpu’s basic strategy and long-term targets and
monitor their implementation.
· To decide on annual business plans.
· To decide on annual limits for the Group’s capital expenditure,
monitor related implementation, review quarterly plans and decide
on changes.
· To decide on major and strategically important investments.
· To decide on major and strategically important business acquisitions
and divestments.
· To decide on any significant financing arrangements.
· To decide on any other commitments by any Group companies that
are out of the ordinary in terms of either their value or nature, taking
into account the size, structure and field of the Group’s operations.
With respect to organizing the company’s management and
operations:
· To nominate and dismiss the CEO and monitor his performance
and to decide on his terms of service, including incentive schemes,
on the basis of a proposal made by the Board’s Remuneration
Committee.
· To monitor the adequacy and allocation of the Group’s top
management resources.
· To decide on any significant changes to the Group’s business
organization.
· To define the Group’s ethical values and working methods and the
principles of the incentive system.
· To ensure that policies outlining the principles of corporate
governance are in place.
· To ensure that policies outlining the principles behind managing the
company’s insider issues are being observed.
· To ensure that the company has guidelines for any other matters
which the Board deems necessary and which fall within the scope of
the Board’s duties and authority.
With respect to the preparation of matters to be resolved by General
Meetings of Shareholders:
· To establish a dividend policy and issue a proposal on dividend
distribution.
· To make other proposals to General Meetings of Shareholders.
With respect to financial control and risk management:
· To discuss and approve interim reports and annual accounts.
· To monitor significant risks related to the Group’s operations and the
management of such risks.
· To ensure that adequate procedures concerning risk management
are in place.
· To monitor financial position, liquidity and debt maturity structure.
The Board of Directors also assesses its own activities on a regular
basis.
The Board of Directors shall have a quorum when more than half of its
members are present. A decision by the Board of Directors shall be
the opinion supported by more than half of the members present at a
meeting. In the event of a tie, the Chairman shall have the casting vote.
The Annual General Meeting elects the Chairman, the Vice Chairman
and the other members of the Board of Directors for a term expiring
at the close of the following Annual General Meeting. The entire Board
of Directors is therefore elected at each Annual General Meeting. A
Board member may be removed from office at any time by a resolution
passed by a General Meeting of Shareholders. Proposals to the Annual
General Meeting concerning the election of Board members which
have been made known to the Board of Directors prior to the Annual
General Meeting will be made public if such a proposal is supported by
shareholders holding a minimum of 10% of all the company’s shares
and voting rights and the person being proposed has consented to
such nomination.
Under the company’s Articles of Association, the Board shall have
a minimum of five and a maximum of twelve members. A Board
consisting of eight members was elected at the 2014 Annual General
Meeting. The Board of Directors meets at least five times each
year. In 2014, the Board of Directors met 14 times and the average
attendance rate was 99%.
· To nominate and dismiss members of the Outokumpu Leadership
See the Members of the Board of Directors on p. 14.
Team and to define their areas of responsibility. The Board of
Directors has authorized the Remuneration Committee to determine
the terms of service, including incentive schemes of the Outokumpu
Leadership Team members other than the company’s CEO.
104 Outokumpu Annual report 2014 COrpOratE gOvErnanCE
COrpOratE gOvErnanCE Outokumpu Annual report 2014 105
Shares and options of the members of the
Board of Directors on December 31, 2014
Member
Jorma Ollila
Olli Vaartimo
Markus Akermann
Roberto Gualdoni
Stig Gustavson
Heikki Malinen
Elisabeth Nilsson
Siv Schalin
Shares
28 770
14 644
12 330
12 018
4 018
15 018
6 627
10 714
104 139
Board committees
The Board of Directors has set up two permanent committees consisting
of Board members and has confirmed rules of procedure for these
committees. Both committees report to the Board of Directors.
The Audit Committee comprises four Board members. The rules of
procedure for and responsibilities of the Audit Committee have been
established in the Charter of the Audit Committee approved by the Board
of Directors. The task of the Audit Committee is to deal with matters
relating to financial statements, auditing work, internal controls and
compliance matters, the scope of internal and external audits, fees
paid to auditors, the Group’s tax position, the Group’s financial policies
and other procedures for managing Group risks. In addition, the Audit
Committee prepares a recommendation for the Annual General Meeting
concerning the election of an external auditor and auditing fees. The
Audit Committee met six times during 2014 and the average attendance
rate was 96%.
The Remuneration Committee comprises the Chairman of the Board
and three other Board members. The rules of procedure for and
responsibilities of the Remuneration Committee have been established
in the Remuneration Committee Charter approved by the Board of
Directors. The task of the Remuneration Committee is to prepare
proposals for the Board of Directors concerning the appointment of the
company’s top management and principles relating to the compensation
they receive. The Board of Directors has authorized the Remuneration
Committee to determine the terms of service and benefits enjoyed by
the Outokumpu Leadership Team members other than the company’s
CEO. The Remuneration Committee met five times during 2014 and the
average attendance rate was 94%.
To handle specific tasks, the Board of Directors can also set up
temporary working groups consisting of Board members. These working
groups report to the Board of Directors. A temporary working group, the
Board Finance Working Group, was set up during 2013 and the working
group comprised the Chairman and Vice Chairman of the Board and one
other Board member. The main task of the working group was to oversee
and review in greater detail the status of and activities relating to the
company’s strategic roadmap, capital structure, balance sheet, major
transactions, major corporate finance activities and other matters having
strategic significance for the company. The Board Finance Working Group
was discontinued in early 2014.
Shareholders’ Nomination Board
Outokumpu’s Annual General Meeting in 2012 resolved to establish a
Shareholders’ Nomination Board to annually prepare proposals to the
Annual General Meeting for the election, composition and remuneration
of the members of the Board of Directors.
In addition, the Annual General Meeting adopted a Charter of the
Shareholders’ Nomination Board, which regulates the nomination
and composition, and defines the tasks and duties of the Nomination
Board. According to the Charter, the Nomination Board consists of the
representatives of Outokumpu’s four largest shareholders, registered in
the Finnish book-entry securities system on October 1, who accept the
assignment and that the Chairman of the Board should act as an expert
member of the Nomination Board.
Holdings by a shareholder who under the Finnish Securities Markets
Act has the obligation to disclose changes in shareholdings (flagging
obligation) that are divided into several funds or registers will be
summed up when calculating the share of all the voting rights, provided
that the shareholder presents a written request to that effect to the
Chairman of the Company’s Board of Directors no later than September
30 preceding the Annual General Meeting. Should a shareholder not
wish to use its nomination right, the right transfers to the next largest
shareholder who would otherwise not have a nomination right.
Shareholders with the right to appoint representatives to the
Nomination Board in 2014 were: Solidium Oy, Varma Mutual Pension
Insurance Company, AC Invest Four BV and the Social Insurance
Institution of Finland. These shareholders chose the following individuals
as their representatives on the Nomination Board: Kari Järvinen,
Managing Director of Solidium Oy; Pekka Pajamo, CFO of Varma Mutual
Pension Insurance Company and Panu Routila, CEO of Ahlström Capital
Shares of the Leadership Team members on December 31, 2014
Member
Mika Seitovirta
Reinhard Florey
Pekka Erkkilä
Austin Lu 1)
Kari Parvento
Olli-Matti Saksi
Johann Steiner
Saara Tahvanainen
Kari Tuutti
Michael Wallis
Total
Board and Leadership Team
Restricted
Share Pool
2012–2014
14 075
Performance Share Plan
2012–2014
65 280
0
0
7 824
20 400
0
0
0
7 824
0
2013–2015
127 620
38 880
32 400
38 880
38 880
14 940
38 880
7 020
38 880
14 940
2014–2016
200 100
55 200
55 200
55 200
55 200
45 000
55 200
10 500
55 200
45 000
Shares
40 000
0
20 000
0
1 600
0
0
160
4 000
0
65 760
169 899
1) Due to local legislation, the possible LTI reward will be paid in cash instead of shares.
Oy and Tuula Korhonen, Investment Director of the Finnish Social
Insurance Institution. Kari Järvinen was elected as Chairman of the
Nomination Board and Jorma Ollila, Chairman of the Outokumpu Board
of Directors, served as an expert member. The Nomination Board has
submitted its proposals regarding Board composition and director
remuneration to Outokumpu’s Board of Directors, and the Board has
incorporated these proposals into the notice convening the Outokumpu
2015 Annual General Meeting of Shareholders.
CEO and deputy to the CEO
The Chief Executive Officer (CEO) is responsible for the company’s
operational management, in which the objective is to secure significant
and sustainable growth in the value of the company for its shareholders.
The CEO prepares matters on which decisions are to be made by the
Board of Directors, develops the Group’s operations in line with the
targets agreed with the Board of Directors, and ensures the proper
implementation of Board decisions. The CEO is also responsible
for ensuring that existing legislation and applicable regulations are
observed throughout the Group.
The CEO chairs the meetings of the Outokumpu Leadership Team. The
deputy to the CEO is responsible for attending to the CEO’s duties in the
event that the CEO is prevented from doing so. Since 2011, the Group’s
Chief Financial Officer has acted as deputy to the CEO.
resources, environment, energy, health and safety, IT, marketing,
communications and corporate responsibility, R&D, legal affairs,
corporate affairs and compliance and IPR, investor relations as well as
treasury and risk management. Certain support functions have also
been centralized at Group level. The Outokumpu Group is managed
in accordance with the organization of its business, in which the
Group’s legal company structure also provides the legal framework for
Outokumpu’s operations. Clear financial and operational targets have
been established for all the Group’s operational businesses.
Since September 1, 2014, Outokumpu’s organization is based on
five Business Areas with sales, profit, production and supply chain
management responsibility, with the focus being on improving the
ability to respond rapidly to customer needs, while Group-level
functions with global processes ensure efficiency.
The Business Areas as of September 1, 2014 are:
· Coil EMEA
· Coil Americas
· APAC
· Quarto Plate
· Long Products
As well as being responsible for their own sales, the Business Areas
are responsible for profit and operating cash flow and are supported
by Group-level functions in the key areas. The Business Areas are
geared to achieve the Group’s business and financial targets while
maintaining the focus on responding to customer needs.
Leadership Team
The Outokumpu Leadership Team assists the CEO in the the overall
management of Outokumpu’s business. Members of the team have
extensive authority in their individual areas of responsibility and their
duty is to develop the Group’s operations in line with the targets set by
the Board of Directors and the CEO.
Remuneration
Board of Directors
At the end of 2014, the members of the Outokumpu Leadership Team
held the following positions:
· President and Chief Executive Officer
· Executive Vice President – Chief Financial Officer
· President – Coil EMEA
· President – Coil Americas
· President – APAC
· President – Quarto Plate
· President – Long Products
· Executive Vice President – Chief Technology Officer
· Executive Vice President – Communications and Marketing
· Executive Vice President – Human Resources, IT, Health and Safety
The Leadership Team typically meets at least once a month.
See the members of the Leadership Team on p. 12.
Group management
Outokumpu’s corporate management consists of the Chief Executive
Officer (CEO), members of the Outokumpu Leadership Team, and
managers and experts who assist the CEO and members of the
Leadership Team.
The task of corporate management is to manage the Group as a
whole. Duties include the coordination and execution of strategy
and corporate planning, financial control, tax, internal audit, human
As confirmed by the 2014 Outokumpu Annual General Meeting, annual
remuneration for the members of Outokumpu’s Board of Directors is
as follows: Chairman EUR 140 000, Vice Chairman EUR 80 000 and
other members EUR 60 000, with 40% of this paid as Outokumpu
shares purchased from the market and 60% paid in cash.
The annual fee is paid once a year and members of the Board are
not entitled to any other share-based rewards. In addition to their
annual remuneration, all members of the Board of Directors are paid
a meeting fee of EUR 600 (EUR 1 200 for members of the Board of
Directors residing outside Finland). The meeting fee is also payable for
attending meetings of Board committees.
Leadership Team
The service contract of Outokumpu’s CEO is valid until further notice
and may be terminated by Outokumpu with 12 months’ notice, or by
the CEO with six months’ notice. Upon termination by Outokumpu
or a material change in ownership of Outokumpu, the CEO will
receive additional compensation equivalent to his basic salary in
the preceding 12 months plus the monetary value of his employee
benefits at the moment of termination, provided that his employment
is not terminated due to negligence caused by him.
For the other members of the Leadership Team who are employed in
Finland, the notice period is six months for both parties, in addition to
which there will be additional compensation equivalent to their basic
salary in the preceding 12 months plus the monetary value of their
employee benefits at the moment of termination, provided that their
106 Outokumpu Annual report 2014 Corporate GovernanCe
Corporate GovernanCe Outokumpu Annual report 2014 107
employment is terminated for another reason than one caused by the
employee. The termination benefits of the Leadership Team members
employed outside of Finland vary in line with local market practices.
No separate remuneration is paid to the Group CEO or members of
the Leadership Team for membership of this committee or the Group’s
other internal governing bodies.
In the 2014 financial year, the performance-based short-term
incentive payable to the Group CEO and members of the Leadership
Team in addition to their base salary and employee benefits was
based on delta EBIT target (improvement in earnings before interest
and taxes) and operational targets with emphasis on cash flow,
working capital, occupational safety and delivery reliability. The
maximum incentive payment was 50% of the annual base salary for
the CEO and the other members of the Leadership Team. The total
amount of short-term and long-term incentives must not exceed 200%
of an individual’s annual salary. Should this limit have been exceeded,
the share-based reward would have been reduced accordingly.
The retirement age for the members of the Leadership Team is 63
years and they participate in the local retirement programs applicable
to employees in the country where their employing company is
located. The members residing in Finland participate in the Finnish
TyEL pension system, in addition to which they are entitled to a
defined contribution pension plan. The targeted pension is 60% of
the annual salary at the age of 63 and the maximum premium is
25% of an individual’s annual earnings, excluding share rewards. The
pension benefits of the Leadership Team members employed outside
of Finland vary in line with the local market practices. In line with
Outokumpu’s policy, the CEO’s retirement age is 63 and the targeted
pension is 60% of the annual salary at the age of 63.
Fees, salaries and employee benefits paid
2014
€
Board of Directors
Chairman of the Board, Ollila
Vice Chairman of the Board, Vaartimo
Board member, Akermann
Board member, Gualdoni
Board member, Gustavson
Board member, Kerminen 1)
Board member, Malinen
Board member, Nilsson
Board member, Schalin
CEO, Seitovirta
Deputy to the CEO
Other Leadership Team Members 2)
Salaries and fees
with employee
benefits
Performance/
project-related
bonuses
Annual
remuneration
12 000
12 600
22 200
10 800
5 400
5 400
11 400
21 600
11 400
749 040
511 864
2 546 667
-
-
-
-
-
-
-
-
-
123 039
112 500
202 458
140 000
80 000
60 000
60 000
60 000
0
60 000
60 000
60 000
1) 1.1.–14.4.2014
2) Tonteri 1.1.–31.8.2014, Saksi 1.7.–31.12.2014, Wallis 1.9.–31.12.2014, Tahvanainen 1.9.–31.12.2014.
2013
€
Board of Directors
Chairman of the Board, Johansson 1)
Chairman of the Board, Ollila
Vice Chairman of the Board, Vaartimo
Board member, Akermann
Board member, Nilsson
Board member, Schalin
Board member, Kerminen
Board member, Malinen
Board member, Kerkhoff 1)
Board member, Hill 1)
CEO, Seitovirta
Deputy to the CEO 2)
Other Leadership Team Members 3)
1) Johansson and Hill 1.1.–18.3.2013, Kerkhoff 1.1.–30.11.2013
2) Lager 1.1.–31.10.2013, Florey 1.11.–31.12.2013
3) Kotilainen 1.1.–28.2.2013, Albrecht-Früh 1.1.–13.6.2013
Salaries and fees
with employee
benefits
Performance/
project-related
bonuses
Annual
remuneration
3 600
10 800
14 400
19 200
24 000
12 600
12 600
13 200
14 400
6 000
755 040
449 445
2 664 604
-
-
-
-
-
-
-
-
-
-
157 500
77 175
353 274
-
140 000
80 000
60 000
60 000
60 000
60 000
60 000
60 000
-
-
-
-
Total
152 000
92 600
82 200
70 800
65 400
5 400
71 400
81 600
71 400
872 079
624 364
2 749 125
Total
3 600
150 800
94 400
79 200
84 000
72 600
72 600
73 200
74 400
6 000
912 540
526 620
3 017 878
Outokumpu did not provide any guarantees or other similar
commitments on behalf of members of its Board of Directors in 2014.
No members of the Board of Directors or the Leadership Team or
closely related persons or institutions have any significant business
relationships with the Group.
Insider management
Financial reporting
According to the Finnish Limited Liability Companies Act and the
Finnish Code of Corporate Governance, the Board of Directors is
responsible for a company’s internal controls. The purpose of this
section is to provide shareholders and other parties with a description
of how internal control and risk management of financial reporting is
organized in Outokumpu.
Outokumpu’s insider rules are based on Finnish Securities Act and
comply with the Guidelines for Insiders issued by the Nasdaq Helsinki
stock exchange. Permanent insiders with a duty to declare consist of
members of the company’s Board of Directors, the Auditor in Charge, the
CEO, and other members of the Outokumpu Leadership Team.
As a listed company, the Group has to comply with a variety of
regulations. To ensure that all the stated requirements are met,
Outokumpu has introduced principles for financial reporting and
internal control and distributed these throughout the company’s
organization.
Outokumpu maintains a public register of permanent insiders who
have the duty to declare. Employees of the Group who receive inside
information on a regular basis as a result of their position or the duties
they perform are registered in a non-public register of permanent
company-specific insiders. Permanent insiders must not purchase
or sell securities issued by the company in the 14 days prior to the
publication of interim reports or the company’s annual accounts (the
so-called “closed window”).
Separate, non-public, project-specific insider registers are maintained for
insider projects. Persons defined as project-specific insiders are those
who, in the course of their duties in connection with a project, receive
information concerning the Group which, if or when realized, is likely to have
a significant effect on the value of the company’s publicly-traded securities.
Outokumpu’s Head of Corporate Affairs and Compliance is responsible
for the coordination and supervision of insider issues.
See the year-end 2014 shareholding of the Board of Directors and
Leadership Team on p. 104.
Up-to-date information on holdings by Outokumpu’s permanent insiders
who have a duty to declare is available on Outokumpu’s website.
Compliance
Outokumpu is strongly committed to the highest ethical standards and
observes the laws and other regulations of the countries it operates
in, and complies with agreements and commitments it has made.
Outokumpu’s Code of Conduct sets out these ethical standards and
provides guidelines for a common way of working with the aim to ensure
that all Outokumpu employees live up to Outokumpu’s ethical standards.
Outokumpu’s Corporate Affairs and Compliance function is responsible
for managing and continuously developing Outokumpu’s compliance
program. The objective of the program is to ensure that Outokumpu
and its employees comply with laws, regulations as well as Outokumpu’s
internal policies and instructions. The program also aims to globally
mitigate compliance risks for the corporation as well as for each individual
employee by a set of preventive and supervisory measures. Raising
awareness of and training on the Code of Conduct are central elements
of the program. As part of the training, Outokumpu launched e-learning in
its Code of Conduct, compulsory for all white collar employees. The first
stage in 2014 covered some 3,000 people and achieved a completion
rate of 99%. The Corporate Affairs and Compliance function reports to
the Chief Financial Officer and also reports regularly directly to the Board
Audit Committee on compliance-related matters.
Control environment
The foundation for Outokumpu’s control environment is the business
culture established within the Group and its associated methods
of operation. The basis for the company’s compliance and control
routines is provided by Group policies and principles which define the
way in which Outokumpu’s organization operates. These policies and
principles include, for example, the Group’s Corporate Responsibility
Policy and Ethical Principles. The Outokumpu Code of Conduct
describes the Group’s basic values and offers standardized, practical
guidelines for managers and employees to follow. Outokumpu’s
compliance program is described in the Compliance section. The
Outokumpu performance management process is a key management
activity and an important factor in enabling an efficient control
environment. In all sections of the Group’s operations, planning
activities and the setting of both operational and financial targets are
executed in accordance with Outokumpu’s overall business targets.
Management follow-up of related achievements is carried out through
monthly management reporting routines and in performance review
meetings.
Outokumpu operates in accordance with the risk management policy
approved by the Group’s Board of Directors and the Audit Committee
regularly monitors the Group’s risk map. The policy defines the
objectives of risk management activities, the approaches to be taken
and areas of responsibility. As well as supporting the Outokumpu
strategy, risk management activities help in defining a balanced risk
profile from the perspective of shareholders and other stakeholders
such as customers, suppliers, personnel and lenders. More
information on risk management within Outokumpu can be found in
the Risk management section on p. 110.
Outokumpu’s control process for financial reporting is based on Group
policies, principles and instructions relating to financial reporting, as
well as on the responsibility and authorization structure within the
Group. Policies relating to financial reporting are usually owned and
approved by the CEO and the CFO. Financial reporting in Outokumpu is
carried out in a harmonized way using a common chart of accounts.
Financial reporting is prepared in accordance with International
Financial Reporting Standards (IFRS). The Outokumpu Accounting
Principles (OAP) are Outokumpu’s application guidance as regards
IFRS. The aim of the OAP and other financial reporting policies and
instructions included in the Outokumpu Controller’s Manual is to
ensure that uniform financial processes and reporting practices are
used throughout the Group. Policies and instructions for financial
108 Outokumpu Annual report 2014 COrpOratE gOvErnanCE
COrpOratE gOvErnanCE Outokumpu Annual report 2014 109
Both Outokumpu and KPMG Oy Ab emphasize the requirement that
an auditor be independent of the company being audited. In its global
independence policy, KPMG has stated its commitment to observing
and complying with the Code of Ethics of the International Federation
of Accountants (IFAC).
Outokumpu’s Board Audit Committee continuously monitors non-audit
services purchased by the Group from KPMG Oy Ab at a global level. In
2014, auditors were paid fees totaling EUR 3.4 million, of which non-
auditing services accounted for EUR 1.4 million.
reporting are reviewed on a regular basis and revised when necessary.
During the 2014 financial year, some minor adjustments were made
to the instructions, including small changes due to new consolidation
standards and amendments in other applicable IFRSs. In 2015,
Outokumpu will continue to follow the changes in IFRS standards
closely. No major impact on the financial reporting due to the
implementation of new standards is expected in 2015.
Financial statements by the parent company and stand-alone Finnish
subsidiaries are prepared in accordance with generally accepted
accounting principles in Finland, while foreign subsidiaries follow local
accounting principles. Outokumpu also complies with regulations
regarding financial reporting published by the Financial Supervisory
Authority (FIN-FSA) and Nasdaq Helsinki.
Risk identification and assessment
Risk management processes connected with the Group’s financial
reporting are coordinated by Outokumpu’s Treasury and Risk
Management function. Related risks are classified as operational
risks and can arise as a consequence of inadequate or failed internal
processes, employee actions, systems or other events such as
misconduct or crime. The aim of the Outokumpu risk management
process is to identify, evaluate, control and mitigate such risks.
Major risks are reported to and evaluated by the Audit Committee
on a regular basis. Outokumpu’s risk management process includes
arranging workshops on the identification of key risks, including
operational risks, for Business Areas and other Group functions.
Deliverables include risk maps and risk identification plans.
Control activities
In addition to the Board of Directors and Audit Committee, operational
management teams in Outokumpu are responsible for ensuring that
internal controls relating to financial reporting are in place at all
Outokumpu units. The aim of control activities is to discover, prevent
and correct potential errors and deviations in financial reporting.
Control activities also aim to ensure that authorization structures
are designed and implemented in a way that conflicting divisions of
work do not exist (i.e. one person performing an activity and also
being responsible for controlling that activity). Control activities
consist of different kind of measures and include reviews of financial
reports by Group management and in Business Area management
teams, the reconciliation of accounts, analyses of the logic behind
reported figures, forecasts compared to actual reported figures and
analyses of the Group’s financial reporting processes, among others.
A key component is the monitoring of monthly performance against
financial and operational targets. These control activities take place
at different levels of the organization. The most important accounting
items in Outokumpu are the valuation and reporting of inventories
and other items of working capital. Also, in difficult market situations,
asset impairment calculations and related sensitivity analyses are
increasingly important. These items are carefully monitored and
controlled both within Business Areas and at Group level on a regular
basis.
and reporting roles and responsibilities, and implementation of
harmonized ways of working and reporting timetables within the
Group. In relation to the Inoxum transaction, the measurement of
acquired assets and liabilities at fair value was prepared in 2013. In
accordance with the commitments given to the European Commission
in the context of the merger with Inoxum to divest the AST (Acciai
Speciali Terni) stainless steel operations in Terni, Italy and certain
European service centers and other remedy assets, Outokumpu held
the remedy assets separate and ring-fenced from the operations of
the Group. The divestment was completed in the end of February
2014.
Information technology and solutions play an important role
in guaranteeing that the Group’s internal controls have a solid
foundation. A new consolidation system project has been started to
ensure timely and uniform financial and management reporting from
the Group entities and an effective closing process within the whole
Group. The system will be implemented in 2015. Outokumpu has also
started a business transformation program to develop and improve
business capabilities. This will be achieved mainly by harmonizing and
improving the Group’s core business processes.
Information and communication
Group-wide policies and principles are available to all Outokumpu
employees. Instructions relating to financial reporting are
communicated to all the parties involved. The main communication
channels employed are Outokumpu’s intranet and other easily-
accessible databases. Face-to-face controller meetings are also
organized. Senior Controller meetings are organized on a quarterly
basis or more frequently when this is considered necessary to share
information and discuss issues of topical interest to the Group.
Outokumpu has established different networks and communities
in which financial reporting and internal control issues and related
instructions are discussed and reviewed. These networks usually
consist of personnel from the Business Areas and Group functions.
The aim of these networks, communities and common instructions is
to ensure that unified financial processes and reporting practices are
used throughout the Group. The networks and communities play an
important role in establishing the effectiveness of internal controls
relating to financial reporting and in developing Outokumpu policies,
instructions and processes.
Follow-up
Both management in all Outokumpu companies and personnel in
accounting and controlling functions are responsible for the follow-
up and monitoring of internal controls connected with financial
reporting. The Internal Audit and Risk Management functions also
engage in follow-up and control activities. The findings of the follow-up
procedures are reported to the Audit Committee and the Outokumpu
Leadership Team on a regular basis.
Internal audit
Integration of the acquired Inoxum companies into Outokumpu’s
accounting and reporting processes was ongoing in 2014 and is still
continuing in 2015. This includes further specification of accounting
Internal Audit is an independent, objective assurance, control, and
consulting function designated to add value, to improve operations,
and to support the organization in achievement of its objectives.
Through a systematic, disciplined approach, Internal Audit determines
whether governance processes, the internal control system, and the
risk management system as designed and represented by the Board
of Directors and the Leadership Team are effective and efficient.
With commitment to integrity and accountability, Internal Audit
provides value to governing bodies and senior management as an
objective and direct source of correct, reliable information and
independent advice. Besides Internal Audit monitors adherence to
Group principles, policies, and procedures and investigates fraudulent
and non-compliant behaviors and activities. Internal Audit performs
its function on behalf of and directly reporting to the Audit Committee
and to the Leadership Team, but is functionally assigned to the CEO.
The annual internal audit plan is approved by the Audit Committee.
In 2014, Internal Audit performed 5 extended operational audits, 2
on-site follow-ups, a special investigation on uncommon bad debts
settlement, and a special compliance audit and clean-up operation.
The results of all performed audits including their risk appraisals have
been reported and distributed in writing. In view of the Outokumpu
Code of Conduct and the Corporate Responsibility Policy, potential risk
has been identified in an Eastern European entity.
The confidential whistleblowing hotline (“Helpline”) available on the
company intranet and via internet is set up to anonymously inform
Internal Audit and the Audit Committee of suspicions of financial
misconduct or unethical behavior. Investigation of 1 communicated
case in 2014 resulted in proof of violation of Health and Safety
standards. From 8 further special investigations based on allegations
brought forward through other channels, no incidents in view of
discrimination or human rights violations were noted; however Internal
Audit observed theft of material in 2 instances and potential violations
of the Outokumpu Code of Conduct in 1 case.
Auditors
Under its Articles of Association, the company shall have a minimum
of one and a maximum of two auditors who are qualified auditors or
firms of independent public accountants authorized by the Central
Chamber of Commerce of Finland.
The Annual General Meeting elects the auditors to a term of office
ending at the close of the next Annual General Meeting. Proposals
to the Annual General Meeting on the election of auditors which
have been made known to the Board of Directors prior to the Annual
General Meeting will be made public if it is supported by shareholders
holding a minimum of 10% of all the company’s shares and voting
rights and the person or company proposed has consented to such
nomination. Additionally, the Audit Committee of the Board has the
duty to consider and make a proposal to the Annual General Meeting
as to the election and fees of the auditor.
The company’s auditors submit the statutory auditor’s report to the
company’s shareholders in connection with the company’s financial
statements. The auditors also report their findings to the Board Audit
Committee on a regular basis and at least once a year to the full
Board of Directors. The parent company, Outokumpu Oyj, is audited by
KPMG Oy Ab, and the responsible auditor is Virpi Halonen, Authorized
Public Accountant. KPMG Oy Ab is also responsible for overseeing and
coordinating the auditing of all Group companies.
110 Outokumpu Annual report 2014 risk ManagEMEnt
risk ManagEMEnt Outokumpu Annual report 2014 111
Risk management
Outokumpu operates in accordance with the risk management policy
approved by the company’s Board of Directors. This defines the
objectives, approaches and areas of responsibility in the Group’s risk
management activities. As well as supporting Outokumpu’s strategy,
the aim of risk management is identifying, evaluating and mitigating
risks from the perspective of shareholders, customers, suppliers,
personnel, creditors and other stakeholders.
Risk management organization
The Board of Directors carries ultimate responsibility for risk
management within Outokumpu. CEO and members of the Leadership
Team are responsible for defining and implementing risk management
procedures, and for ensuring that risks are both properly addressed
and taken into account in strategic and business planning. Business
Areas and Group functions are responsible for managing risks
connected with their own operations. Auditors and Internal Audit
monitor risk management processes, and the Leadership Team, the
Board’s Audit Committee and the Board of Directors review both key
risks and actions taken to manage these risks on a regular basis.
Treasury and Risk Management function supports implementation
of Outokumpu’s risk management policy, facilitates and coordinates
risk management activities, and prepares quarterly risk reports for
management, Board’s Audit Committee and Auditors.
Risk management process
Outokumpu has defined risk as anything that could have an adverse
impact on achieving the Group’s objectives. Risks can therefore be
threats, uncertainties or lost opportunities connected with current or
future operations. Outokumpu’s appetite for risk and risk tolerance
are defined in relation to Group earnings, cash flows and capital
structure. The risk management process is an integral part of the
overall management processes and it is divided into four stages: risk
identification, risk evaluation, risk prioritization and risk mitigation.
Within Outokumpu, the risk management process is monitored
and controlled at different organizational levels in a systematic
manner. Regular risk updates are done to ensure that the process is
operating in an uninterrupted manner. The monitoring and analysis
of results and risk updates also ensure that accurate information is
provided both internally – to Business Area management teams and
members of the Leadership Team – and externally to parties such as
shareholders and other stakeholders.
Risk management process in Outokumpu
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Risk monitoring
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Mitigation
Operations
Focus areas 2014
Stainless steel industry and markets
In 2014 one of the main focus areas was to monitor and strengthen
Outokumpu’s financial position. In order to increase risk tolerance,
Outokumpu completed significant financing measures in connection
with the sale of the Terni and VDM operations. All these measures de-
risked Outokumpu significantly by improving liquidity, strengthening
balance sheet, extending debt maturities, reducing variation of free
cash flow and decreasing exposure to operational risks.
Unfortunately, during the reporting year Outokumpu suffered
contractor’s fatal accident in Calvert, in June. In addition, serious
machinery breakdown incidents took place at the ferrochrome
production unit in Tornio and at cold rolling mills in Calvert. These
losses are expected to be covered partially by insurance. Outokumpu
intends to focus on preventive maintenance and machinery breakdown
loss prevention in 2015 e.g. in connection with its insurance related
auditing programs.
During the year, risk management processes were further aligned
within Outokumpu. The integrated process supported by recently
launched risk management software includes strong focus on
operational risks. The software will be applied as a group-wide
reporting tool for consistent identification and reporting of risks at
different organizational levels. Additionally, the Group’s key risks were
updated regularly during 2014. Outokumpu continued its systematic
fire safety and loss prevention audit programs. Some twenty fire safety
and loss prevention audits were carried out in 2014 using in-house
expertise in co-operation with external advisors.
Strategic and business risks
Outokumpu profitability improvement programs Outokumpu’s future
development will depend on the successful implementation of the
plan aiming at returning Outokumpu to sustainable profitability with
the objective to create shareholder value as a leading stainless steel
producer.
Outokumpu’s ability to successfully implement this turnaround is
subject to a number of factors, including, but not limited to, ability to:
· achieve estimated cost synergy benefits of EUR 200 million as
compared to the 2012 level from the Inoxum Acquisition in 2015;
· achieve cost reductions of EUR 250 million (P250 program) by the
end of 2015;
· implement the EMEA restructuring plan to achieve additional cost
savings of EUR 100 million for its operations in Europe in 2017;
· release of cash through improving the efficiency of its net working
capital through the P400 program by releasing EUR 400 million of
cash from net working capital compared to 2012 level;
· increase production, sales and profitability in the Americas as the
Calvert production facility is ramped up to full commercial capacity;
· successful implementation step change in profitability over the
coming two years in the Quarto Plate business as a result of ramp-
up and cost streamlining of the Degerfors mill; and
· improve overall profitability and enhance operational efficiency.
Outokumpu’s current expectations regarding the impact and timing
of the above-mentioned measures are based on a number of
assumptions and expectations that are subject to various risks and
uncertainties.
In recent years, stainless steel production capacity in Asia, particularly
in China, has increased significantly and Asia has transitioned from
being a net importer of stainless steel to being a significant exporter
to Europe and North America. While the global trade flows within the
industry have started to stabilize, the problem of Asian overcapacity
remains. Imports from Asian producers to Europe have increased and
taken over market shares from producers in EU, and at the same time
these imports made base price increases in Europe very difficult.
Additionally, the transaction prices have remained on low levels in
Europe, as pricing never recovered from the global financial crisis. The
overcapacity situation in China combined with increased imports to
Europe and deteriorated price levels remains as a risk to Outokumpu
as well.
Supply and demand is more balanced in the Americas, but the
pressure to export Asian overcapacities also to NAFTA regions has
been increasing. As more capacity is being built up in Asia and
growth rates might normalize in the mid- to long-term, structural
overcapacity in Asia and exports also to the NAFTA region remain a
risk for Outokumpu. Additionally, Outokumpu is implementing the full
commercial ramp-up for its Calvert mill in Alabama, USA by 2016 with
increasing volumes and growing market shares. Such commercial
ramp-up includes risks and uncertainties, which may, if realized,
impact Outokumpu’s profitability.
Overcapacities have resulted in fierce competition in the stainless
steel industry and has led to a situation where many producers in
various countries have called for government protection and trade
protective measures to safeguard home industry. In addition, several
countries grant substantial subsidies to companies active in their
respective local stainless steel industries. The pricing advantage
enjoyed by these producers on their subsidized products may impair
or eliminate Outokumpu’s ability to compete with such producers.
This and other practices may have an adverse effect on Outokumpu’s
profitability to the extent that subsidized stainless steel products
are exported into Outokumpu’s key markets, the EU and the United
States. In addition, Outokumpu has significant exposure to the
effects of trade actions and barriers due to the global nature of its
operations. Such trade actions and barriers could limit Outokumpu’s
further growth and market access.
Outokumpu also operates in the Asian market. APAC Business Area’s
key focus is to contribute to the growth of Outokumpu by establishing
a profitable foothold in the APAC region and to focus on selected
customer and product segments in which the Outokumpu offering is
differentiated from its competitors. The main risks in achieving these
targets are related mainly to tightening competition within special
products in APAC, due to overcapacity situation and weakening growth
in China.
While Outokumpu believes that the overall long-term prospects for
stainless steel demand remain positive, there is a risk that changing
global megatrends, natural catastrophes or other adverse changes
in the global political and economic environment, such as the recent
crisis situation in Ukraine and related trade sanctions on Russia, can
impact the stainless steel industry and reduce growth prospects also
in Outokumpu’s core markets. Eruptions in underlying macro-economic
markets) can lead to serious impacts on the demand of stainless steel
and thus pose a major threat to Outokumpu’s capacity utilization and
profitability.
112 Outokumpu Annual report 2014 risk ManagEMEnt
risk ManagEMEnt Outokumpu Annual report 2014 113
Outokumpu believes that ongoing and planned re-structuring actions,
including the restructuring plan in Europe, the ramp-up of the Calvert
mill in the USA and the ongoing cost saving programs will continue
to make significant progress to return Outokumpu to sustainable
profitability and maintain its position in global stainless steel markets.
Since global demand for stainless steel is forecasted to increase
in the long term, Outokumpu expects that global demand for
ferrochrome, a key ingredient in stainless steel production, will
increase correspondingly. As part of its Coil EMEA Business Area
Outokumpu produces ferrochrome at its Tornio ferrochrome production
facility using chromite extracted from its Kemi chrome mine, aiming
to maintain both a high utilization rate at its ferrochrome production
facility and the Group’s competitive position in the ferrochrome
market by consuming a significant amount of ferrochrome internally
and also by selling certain volumes on the global market. However, in
global terms, the ferrochrome market remains oversupplied with new
capacity ramping up especially in China. Outokumpu’s competitive
position in the ferrochrome business is affected by foreign exchange
rates, particularly US dollar,and e.g. the prices of power and coke. The
investment program to double annual ferrochrome production capacity
and the increase of production capacity of the Kemi chromite mine
was finalized in Q4 2012 and the ramp up was completed as planned
by the end of 2014.
Raw materials and supplies
Stainless steel and ferrochrome production requires consumption of
substantial amounts of certain raw materials (primarily nickel, recycled
stainless steel, ferrochrome, chromite, molybdenum and recycled
carbon steel) and supplies. Most of these are subject to significant
price volatility due to fluctuating customer demand, speculation and
scarcity, which may, from time to time, be compounded by decreases
in extraction and production due to natural disasters, political or
financial instability or unrest. Outokumpu is exposed to changes and
development in production technologies related to the processing of
alternative or substitute raw materials used to produce stainless steel,
such as NPI (Nickel Pig Iron) and UG-2 , which is a by-product of the
platinum production process used in South Africa that has a chromium
content comparable to chromium ore and can be used to produce
ferrochrome to a limited degree.
Outokumpu is also exposed to price volatility of raw materials and
supplies, which it purchases primarily under short- or long-term
contracts, but also on the spot market. Increases in the prices of
certain raw materials, such as nickel, ferrochrome, molybdenum and
iron, are generally passed on to customers through alloy surcharges.
Outokumpu has historically hedged a part of its exposure to changing
nickel prices and, on a case-by-case basis, molybdenum prices.
Although the alloy surcharge mechanism is intended to allow stainless
steel producers to pass on the costs of raw materials to customers,
it does not eliminate Outokumpu’s exposure to raw materials price
volatility. Therefore, Outokumpu may not be able to pass on all of its
raw materials costs to customers, which can have negative impacts on
Outokumpu’s profitability.
From the beginning of 2014, Outokumpu has applied a daily
alloy surcharge instead of the previous monthly model for certain
customers in Europe. In this model, Outokumpu communicates the
alloy surcharges on a daily basis for its customers on its website.
Customers can decide whether to fix the alloy surcharge on the order
date or on any other date between the order and mid-week prior to
the delivery week. Outokumpu believes that the daily alloy surcharge
system decreases earnings volatility caused by raw material prices
because Outokumpu can reflect changes in raw material prices faster
in its products and it makes hedging of raw materials positions easier.
Legal risks
Outokumpu and its subsidiaries are subject to several litigation cases.
For a company such as Outokumpu, there is a general risk, which
mainly relates to Outokumpu being litigated against by business
partners and/or in connection with its business activities in the future.
For the specific risks relating to existing litigations, please see Note
30 to the financial statements, “Disputes and litigations”.
Outokumpu’s products are used in a wide range of applications. For
instance, certain products are used in safety- critical applications,
such as pipes used in the oil, gas, chemical and petrochemical
industries. In addition, certain of Outokumpu’s products are used in
the automotive industry, where key customers require extensive third-
party certifications regarding the products purchased. Therefore,
Outokumpu is exposed to product liability claims arising e.g. from
automotive industry customers. Such claims may result in severe
damages impacting Outokumpu’s profitability.
Outokumpu manages and mitigates its legal risks by running internal
governance and compliance programs and policies, some of them
extending beyond local minimum legal requirements.
Operational risks
Major disasters and business interruptions
Outokumpu’s production processes are dependent on the continuous
operation of critical production equipment, including furnaces,
continuous casters, rolling mills and electrical equipment (e.g.
electric motors and transformers), and production downtime may
occur as a result of unexpected mechanical failures or other events.
Operations may also be disrupted for a variety of other reasons
including fire, explosion, flooding, the release of substances harmful
to the environment or health, strikes or transportation disruptions.
Furthermore, accidents may lead to production downtimes that affect
specific items of machinery or production plants, or possibly result
in plant closures, including closure for the duration of any ongoing
investigation. This type of disruptions may cause significant business
interruptions and have negative impact on Outokumpu’s profitability.
Primarily because of the high temperatures required for production,
fire is a significant risk for Outokumpu. Most of the production
facilities are located in extensive industrial zones and a fire in could
lead to major damage to property and interruptions in production.
Extreme weather conditions and natural disasters may also affect
Outokumpu’s operations, especially as a result of damage to property
or the loss of production through extremely low temperatures,
flooding, hurricane, tornado or drought. Outokumpu monitors
such risks by continuously evaluating its production facilities and
production processes from a risk management perspective and
also by arranging regular fire-safety audits. Insurances cover a large
proportion of the associated risks.
Environmental business risks
Environmental accidents
nuclear safety regulations in the future), budget overruns (including
non-competitive cost of power or increased cost of production),
financing risks (including cost and availability of financing) and
political risks (including public acceptance risks) and environmental
risks. When operational, shareholders will be able to procure
electricity against payment of their pro rata share of operating
expenses of the power plant (the so-called Mankala principle).
Accordingly, there can be no assurance that one or more of the
project risks will not occur or that Outokumpu’s share of financing the
project will not increase as a result of any future defaults by other
shareholders in Fennovoima.
Additionally, Outokumpu is investing approximately EUR 30 million
into using liquefied natural gas (LNG) instead of propane at the Tornio
mill. The main part of the investment, phased over 2015–2018, is
used to make the required equipment modifications at the Tornio
mill. This investment includes number of risks inherent to investment
projects, including market price risks and contractual arrangements
between different business partners. Replacing the use of propane
with liquefied natural gas sourced directly from the global market will
reduce production cost through lower and more stable energy prices,
and thereby increase the competitiveness of our Tornio mill. As it is
more sustainable, LNG is replacing oil and other fuels worldwide as an
energy source.
IT dependency and security risks
Outokumpu relies on various applications and other information
technologies that are used globally in all business areas and group
functions. Many of these applications and underlying infrastructure
are outdated, making them more vulnerable for failures, and could
result in business interruptions, for example, in the production and
supply chain processes. In addition, the enterprise architecture is
complicated, and the large number of different and unharmonized
information systems increases the risk of loss of critical applications.
Furthermore, cyber threats and other security threats could exploit
possible weaknesses in Outokumpu’s security controls, which in turn,
could cause leakage of sensitive information, theft of intellectual
property, production outage or damage to Outokumpu’s reputation.
Outokumpu is taking necessary steps to ensure that the IT systems
and solutions are reliable, and is also instituting secure information
management at all company locations to avoid data loss or situations
in which business-critical information becomes unavailable.
Additionally, Outokumpu aims to improve its cyber readiness in the
near future in order to prevent possible cyber-attacks.
The main environmental risks for Outokumpu are business risks
related to emission trading scheme and new environmental and
consumer protection demands.
The European Union’s Emission Trading Scheme (ETS) forms a
business risk for Outokumpu, indirectly in electricity prices and directly
from the buying of emission allowances. Outokumpu has however
secured part of its future electricity supply – and the associated
prices – through long-term contracts. Additionally, Outokumpu has
participations in some nuclear power projects in Finland.
Outokumpu operates in accordance with prevailing laws and
regulations, including environmental, chemical and product safety
legislation. EU regulatory activity in this area has developed rapidly,
and new consumer safety, environment and ecology-related initiatives,
directives and other regulations have been generated by the European
Commission at a high rate in recent years. Radical changes in this
kind of legislation could have long-term impacts on Outokumpu’s
operations. Strict compliance with all relevant environmental
regulation causes increased costs and impacts Outokumpu’s
competitive position in some cases. Outokumpu mitigates
these through the systematic identification and management of
environmental, chemical and product safety risks, through emissions
trading, by launching environmental initiatives and by maintaining a
proactive dialogue with both stakeholders and parties involved in the
framing of environmental legislation.
The main environmental accident risks at production sites relate
to use of acids, production of hazardous waste and toxic gases,
landfill activities, long-term contamination of soil or groundwater
or long-term effects of hazardous pollutants. Outokumpu also
has environmental liabilities and risks at old mines and old sites.
Certified environmental management systems are in place at several
production sites to manage the environmental accident risks in a
systematic way. Maintaining such management systems also includes
external environmental audits. In addition, Outokumpu has an internal
environmental auditing program to monitor and ensure local legal
compliance and the level of environmental risk management.
Project risks
Personnel
Currently, Outokumpu has 12.5% indirect ownership interest in
Fennovoima Oy , which was granted a decision-in-principle by the
Government of Finland to build a new nuclear power plant in Finland.
In 2013, Fennovoima selected Rosatom Overseas CJSC as a power
plant supplier. According to the plans, infrastructure work at the
site will begin in 2015 and is expected to last approximately two
to three years. The construction of the plant would begin after the
infrastructure work and the power plant would start commercial
operations in 2024. The project involves a number of potential risks
for Outokumpu, including delays, cancellation, non-completion (for
external or internal reasons), technical risks (including tightening
Outokumpu’s ability to continue and grow its business as well as
provide high-quality products depends, to a large extent, on the
contributions made by its key personnel. The loss of key individuals or
other employees who have specific knowledge of or relationships with,
trade customers in markets in which Outokumpu operates could have
significant impacts on Outokumpu’s business. If Outokumpu is unable
to attract, retain and motivate qualified employees at all levels, it
could have a material adverse effect on Outokumpu’s business,
financial condition and results of operations. There can be no
assurance that Outokumpu will be able to retain such senior managers
and key employees and successfully manage them. Outokumpu has
114 Outokumpu Annual report 2014 risk ManagEMEnt
sHarEs and sHarEHOldErs Outokumpu Annual report 2014 115
Shares and shareholders
implemented HR processes to attract and retain senior managers
for key positions in the Group. Succession planning for group key
positions is also undertaken as part of the talent review process to
mitigate the loss of senior managers.
Financial risks
Key current financial risks for Outokumpu are:
· Changes in the prices of electrical power, fuels, nickel and
molybdenum
· Currency developments affecting the euro, the US dollar, the
Swedish krona and the British Pound
· Interest rate changes connected with the US dollar, the euro and the
Swedish krona
· Changes in levels of credit margins
· Counterparty risk related to customers and other business partners,
including financial institutions
· Risks related to refinancing and liquidity
· Breach of financial covenants or other loan conditions leading to
even of default
· Risk related to prices of equity and fixed income securities invested
under defined benefit pension plans.
Both the financial risks listed above and related processes for risk
management are described in additional detail in Note 19 to the
Group’s consolidated financial statements.
Compliance, crime and reputational harm
Outokumpu operates globally and its activities span multiple
jurisdictions and complex regulatory frameworks at a time of
increased enforcement activity and initiatives globally in areas such
as competition law and anti-corruption. Outokumpu’s governance and
compliance processes may not prevent breaches of law or governance
standards. Outokumpu also faces the risk of fraud by its employees,
losses of critical research and development data, misconduct as well
as violations at its joint ventures and other companies in which it
has an interest, particularly if it only has a minority stake and does
not control accounting or other rules and protocols for the conduct
of business. Outokumpu’s failure to comply with applicable laws and
other standards could subject it to fines, loss of operating licenses
and reputational harm. Effective internal controls are necessary
for Outokumpu to provide reliable financial reports and effectively
prevent and detect fraud. If Outokumpu cannot provide reliable
financial reports or prevent fraud, this could have a material adverse
effect on its financial results. Additionally, at the operational level,
individual employees may not comply with Outokumpu’s policies and
guidelines and as a result may incur compliance costs and cause
reputational damage. Inadequate internal controls could also cause
investors and other third parties to lose confidence in Outokumpu’s
reported financial information In 2014, Outokumpu renewed its Code
of Conduct, in order to ensure that all Outokumpu employees live
up to Outokumpu’s standards. The Code’s also offers guidance to
Outokumpu employees in different situations by setting examples.
Shares and share capital
Shareholders by group on December 31, 2014
Outokumpu’s shares are listed on Nasdaq Helsinki Large Cap list
under the trading code OUT1V, and are incorporated into the Finnish
book-entry securities system. The total share capital was EUR 311
million at the end of the year, unchanged during 2014.
In March–April 2014, Outokumpu successfully conducted a
rights offering and raised net proceeds of about EUR 640 million.
The subscription price was EUR 0.08 per share with every old
share entitling the holder to subscribe for four new shares. The
subscription period ran from March 10 to March 26, 2014. A total of
10,258,172,806 shares were subscribed representing 123.5 percent
of the 8,308,534,476 shares offered. No underwriting was utilized
as a result of the oversubscription. Following the rights offering, the
total number of Outokumpu’s shares increased to 10,386,615,824 on
April 7, 2014.
Following the rights issue, Outokumpu conducted a reverse share
split in order to rationalize the number of outstanding shares, to
increase the value of individual shares and thereby enhance trading
conditions and improving price formation on the stock market. The
number of shares in the company was reduced from 10,386,615,824
to 416,374,448 by merging twenty-five shares into one share. The new
number of shares was registered with the Trade Register on June 20,
2014. Public trading with the newly merged shares commenced on
June 23, 2014.
As of December 31, 2014, the total number of Outokumpu shares
was 416,374,448, and Outokumpu held 947,724 of its own shares,
i.e. treasury shares. All shares in Outokumpu carry equal voting and
dividend rights.
In connection with the divestment of the Terni remedy assets,
the VDM business and certain service centers to ThyssenKrupp
in February 2014, ThyssenKrupp sold its 29.9% shareholding in
Outokumpu to a group of institutional investors to comply with the
buyer suitability requirements of the European competition rules. In
connection with the divestment by ThyssenKrupp, Solidium acquired
a part of the shares, resulting in an increase of its ownership in
Outokumpu from 21.8% to 29.9%.
Solidium Oy* 30%
Varma Mutual Pension Insurance
Company 4%
AC Invest Four B.v. 3%
The Social Insurance Institution
of Finland 2%
Other Finnish organizations 16%
Finnish households and private
persons 18%
International shareholders 27%
* Solidium Oy is wholly-owned by The Finnish State.
Shareholders by group on December 31, 2014
Private corporations
Financial and insurance institutions
The public sector and public
organisations
Non-profit organizations
Households/private persons
Foreign investors
Nominee accounts held by custodian
banks
Total
Shares
141 140 569
22 581 942
47 187 755
3 369 472
75 995 463
14 207 010
%
33.90
5.43
11.33
0.81
18.25
3.41
111 892 237
416 374 448
26.87
100.00
Up-to-date information is available at www.outokumpu.com/en/
investors/share-info/shareholders.
116 Outokumpu Annual report 2014 sHarEs and sHarEHOldErs
sHarEs and sHarEHOldErs Outokumpu Annual report 2014 117
Outokumpu in the capital markets
Market capitalization and share price development
Outokumpu’s regular and active dialogue with investors and analysts
continued in 2014.
During the first half of the year, key topics discussed with investors
were the comprehensive measures to strengthen the company’s
capital structure, including the divestiture of the Terni remedy assets
and the VDM business to ThyssenKrupp, as well as a financial plan
to renew the company’s debt portfolio that also included a rights
issue. During the year, the focus shifted more towards the operational
turnaround of Outokumpu including the Calvert ramp-up in Americas,
restructuring in EMEA and measures to improve cash flows and reduce
debt levels.
€ million
4 000
3 500
3 000
2 500
2 000
1 500
1 000
500
0
€/share
40
35
30
25
20
15
10
5
0
Besides the Annual General Meeting, two Extraordinary General
Meetings were held in 2014, one to approve the rights offering and
the second one to authorize the reverse share split. Outokumpu also
increased its dialogue with private shareholders and, for example,
arranged seven retail events across Finland.
In addition, Outokumpu hosted quarterly results webcasts for
analysts, investors and media representatives. A total of 18
roadshows in Europe and in the US were arranged during the year.
Cities visited during the roadshows included London, New York, Paris,
Boston, Frankfurt, Geneva, Edinburgh, Helsinki, Oslo, Stockholm,
Toronto and Zürich. Outokumpu also met investors at three industry
seminars in Copenhagen, Stockholm, and New York. In addition,
Outokumpu hosted a Capital Markets Day in Düsseldorf and Krefeld,
Germany, in September 2014 with more than 60 investors, analysts
and bankers attending.
In addition, Outokumpu organized three site visits for analysts and
institutional investors in 2014: one to the chrome mine in Kemi and
the stainless steel plant in Tornio, Finland; one to the cold rolling mill
in Krefeld, Germany in connection with the Capital Markets Day; and
one to the new stainless steel plant in Calvert, USA. In total, 300 one-
on-one meetings and 40 conference calls/video conferences with
investors were held during the year.
Share price development and
market capitalization
During 2014, the price of the Outokumpu share peaked at EUR 7.50
and was EUR 3.37 at its lowest (2013 high/low: EUR 7.39/ EUR
3.03). Significant strengthening of Outokumpu’s financial position in
early 2014 had a positive impact on both the share price and trading
volumes. In addition, after ThyssenKrupp had divested the Outokumpu
ownership in February 2014, the liquidity of the share increased. The
Outokumpu share price closed at end of the year at EUR 4.77, 34.2%
above the closing price of 2013 (EUR 3.55 on December 30, 2013). At
the end of 2014, the company’s market capitalization was EUR 1,987
million, compared to EUR 845 million at the previous year’s end.
In 2014, the average daily trading volume in Outokumpu shares
on Nasdaq Helsinki was 3.4 million shares. This includes the
extraordinary peak in trading volume of 145.2 million shares on
February 28, 2014 due to the sale of the 29.9% ownership in
Outokumpu by ThyssenKrupp. Excluding this one-off transaction, the
average daily trading volume was 2.8 million shares.
10
11
12
13
14
Month-end market capitalization
Share price
Source: Nasdaq Helsinki.
Monthly trading volume
Million shares
120
100
80
60
40
20
0
10
11
12
13
14
Source: Thomson Reuters. Includes trading on Nasdaq Helsinki. Please
note that during 2012, Outokumpu increased its number of shares on
two occasions, as a result of a rights offering and a share issue. In 2014,
Outokumpu increased the number of its shares as a result of a rights
offering and decreased the number of its shares as a result of a reverse
split. The graph does not include trading on February 28, 2014 because
of an extraordinary peak as a result of ThyssenKrupp selling its shares in
Outokumpu.
Outokumpu share price development in 2014
%, Dec 31, 2013 = 100
225
200
175
150
125
100
75
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct Nov Dec
Outokumpu
Nasdaq Helsinki
In total, 695.2 million Outokumpu shares were traded on Nasdaq
Helsinki during 2014, representing a value of EUR 3,609.1 million
(2013: 179 million shares which corresponded EUR 835 million).
In addition to Nasdaq Helsinki, Outokumpu’s share is traded also on
various alternative trading platforms. The volume of Outokumpu’s
shares traded on the Nasdaq Helsinki represented 58% of the total
volume of Outokumpu’s shares traded in 2014 (source: Fidessa
Fragmentation Index, www.fragmentation.fidessa.com).
More information about shares at
www.outokumpu.com/en/Investors/Share-info
Trading venue development 2011–2014
%
100
90
80
70
60
50
40
30
20
10
0
11
12
13
14
Nasdaq Helsinki, %
Others, including MTFs, OTC and Dark pool trading, %
Source: Fidessa.
Share-based incentive programs
Performance Share Plan 2012
Outokumpu’s Board of Directors has confirmed that share-based
incentive programs are part of the incentive and commitment scheme
for the company’s key personnel.
The objectives are to reward key personnel for good performance and
thereby support Outokumpu’s strategy, and to direct management
attention towards increasing Outokumpu’s profitability and
shareholder value. The programs offer the possibility of receiving
Outokumpu shares as an incentive, provided that the criteria set by
the Board for each earnings period are achieved.
The Board of Directors of Outokumpu approved on January 31, 2012,
the establishment of a share-based incentive plan, Performance
Share Plan 2012, which is part of the remuneration and commitment
program for the key management of Outokumpu Group. The plan
offers the possibility to receive Outokumpu shares as a long-term
incentive reward if the targets set by the Board of Directors for each
earnings period are achieved. Performance Share Plan consists of
annually commencing performance share plans. Each plan contains a
three-year earnings period, after which any share rewards earned will
be delivered to the participants.
Performance Share Plans
Number of participants on December 31, 2014
Maximum number of gross shares to be paid 1)
CEO
Other Leadership Team members
Other participants
Total maximum number of gross shares to be paid 1)
Earning criteria
Plan 2012–2014
72
Plan 2013–2015
116
Plan 2014–2016
135
65 280
36 048
244 824
346 152
EBIT for year 2012, EBITDA for
year 2013 and EBIT improvement
for year 2014, and relative total
shareholder return (TSR) over the
three year earnings period.
127 620
263 700
788 850
1 180 170
EBITDA for year 2013, EBIT
improvement for year 2014,
Outokumpu share price adjusted by
dividends in the beginning of 2016,
and the achievement of annual Inoxum
transaction related synergies.
2016
200 100
431 700
1 328 664
1 960 464
EBIT improvement and business
cash flow for year 2014.
2017
Share delivery year
2015
1) The maximum number of gross shares (taxes included) payable if the set performance targets are achieved in full.
118 Outokumpu Annual report 2014 sHarEs and sHarEHOldErs
sHarEs and sHarEHOldErs Outokumpu Annual report 2014 119
Restricted Share Pool
Management shareholding
The Board of Directors of Outokumpu approved on January 31, 2012,
the establishment of a Restricted Share Pool program, which is a
part of the remuneration and commitment program for selected key
resources of Outokumpu Group. It consists of annually commencing
plans with a three-year vesting period, after which the allocated
share rewards will be delivered to the participants provided that their
employment with Outokumpu continues uninterrupted throughout the
duration of the plan, and until the shares are delivered. Restricted
share grants are approved annually by the CEO on the basis of the
authorization granted by the Board of Directors, with the exception of
any allocations to Leadership Team members, which will be approved
by the Board of Directors.
On December 31, 2014, members of the Outokumpu Board
of Directors and the Leadership Team held a total of 169,899
Outokumpu shares, corresponding to 0.04% of the company’s
shares and voting rights. If the members of the Leadership Team
were to receive the maximum number of shares for the 2012–2014,
2013–2015 and 2014–2016 periods of the performance share and
restricted share plans (a total of 1,138,523 shares), their shareholding
obtained via the programs would amount to 0.27% of the company’s
shares and voting rights.
Details of Outokumpu’s management shareholdings can be found in
the section “Board of Directors and Leadership Team”.
Restricted Share Pool
Number of participants on December 31, 2014
Maximum number of gross shares to be paid 1)
CEO
Other Leadership Team members
Other participants
Total maximum number of gross shares to be paid 1)
Share delivery year
Plan 2012–2014
3
Plan 2013–2015
3
Plan 2014–2016
6
-
14 075
10 507
24 582
2015
-
-
14 700
14 700
2016
-
-
20 700
20 700
2017
1) The gross number of shares (taxes included) payable if the employment has continued until the delivery date of the shares and no notice of termination has
been given prior to the delivery date.
Other terms
Inoxum transaction-related incentive scheme
The aggregate reward of an individual participant under the above
programs, together with other short-term and long-term incentives of
the participant, may not exceed 200% of the participant’s annual base
salary.
No new shares will be issued in connection with the above share-
based incentive programs and therefore the programs have no diluting
effect.
According to the share ownership plan of the Outokumpu Group, the
members of the Leadership Team are obliged to own Outokumpu
shares received under share-based incentive programs to the value of
their annual gross base salary. 50% of the net shares received from
the Performance Share Plan and Restricted Share Pool programs
described above must be used to fulfill the above ownership
requirement.
In 2012, the Board of Directors of Outokumpu approved a
retention plan for the members of the Leadership Team to ensure
that Outokumpu has key employees in place for the successful
implementation of the Inoxum Transaction and the integration of
Inoxum into Outokumpu’s existing stainless steel business.
For the CEO, the plan is a share-based scheme pursuant to which
25 000 reward shares were granted to the CEO in February 2012.
Outokumpu has paid the taxes and any social security contributions
related to the reward shares.
The reward shares may not be transferred or disposed of in any other
manner until March 31, 2015. In addition, the CEO would forfeit the
reward shares if his service contract were terminated or notice of the
termination of his service contract were given before March 31, 2015.
Furthermore, the reward shares are subject to a claw-back provision
until March 31, 2015. The reward shares are subject to Outokumpu’s
share ownership guidelines applicable to its executive management.
Outokumpu’s limitations on variable pay were applied in connection
with the delivery of the reward shares.
For the other members of the Leadership Team, the retention plan was
a cash-based plan according to which they received a cash reward of
two months’ gross base salary on December 31, 2012 and March 31,
2013.
Principal shareholders on December 31, 2014
Solidium Oy
Varma Mutual Pension Insurance Company
Ac Invest Four B.v.
The Social Insurance Institution of Finland
Ilmarinen Mutual Pension Insurance Company
Etera Mutual Pension Insurance Company
State Pension Fund
Keva
Op-Delta Fund
Op-Focus Special Fund
Nordea Fennia Fund
OP-Suomi Pienyhtiöt
Nominee accounts held by custodian banks
Treasury Shares
Other Shareholders
Shares
124 269 264
16 716 567
12 827 997
9 298 652
7 830 673
4 540 449
4 200 000
3 134 452
2 408 087
2 200 000
1 720 375
1 650 364
190 796 880
111 756 129
947 724
112 873 715
%
29.85
4.01
3.08
2.23
1.88
1.09
1.01
0.75
0.58
0.53
0.41
0.40
45.82
26.84
0.23
27.11
Total
416 374 448
100.00
Distribution of shareholders on December 31, 2014
Number of shares
1–100
101–1 000
1 001–10 000
10 001–100 000
100 001–1 000 000
1 000 001–10 000 000
10 000 001–100 000 000
100 000 001–
Shares in nominee accounts held by custodian banks
Shares not transferred to book-entry securities system total
Number of
shareholders
%
of shareholders
Total
shares
%
of share capital
Average
shareholding
16 557
33 553
14 699
1 264
93
12
2
1
-
25.02
50.70
22.21
1.91
0.14
0.02
0.00
0.00
-
735 463
13 964 260
41 998 890
28 677 255
24 464 849
40 827 666
29 544 564
124 269 264
111 892 237
30
0.18
3.35
10.09
6.89
5.88
9.80
7.10
29.84
26.87
44
416
2 857
22 688
263 063
3 402 306
14 772 282
124 269 264
-
66 181
100.00
416 374 448
100.00
120 Outokumpu Annual report 2014 sHarEs and sHarEHOldErs
Dividend/share
€
0.5
0.4
0.3
0.2
0.1
0
10
11
12
13
14
Years 2011, 2012 and 2013 no dividend was paid. For 2014, the Board
proposes that no dividend will be paid.
Information for investors
Annual General Meeting 2015
Outokumpu Oyj’s Annual General Meeting 2015 will be held on
Thursday, March 26, 2015 at 2.00 pm EET at the Dipoli Congress
Center. The address is Otakaari 24, Espoo, Finland. To attend the
Annual General Meeting, shareholders must be registered on March
16, 2015 in the company’s shareholders’ register held by Euroclear
Finland Ltd.
A holder of nominee-registered shares has the right to participate
in the Annual General Meeting by virtue of such shares, based on
which he/she on March 16, 2015 would be entitled to be registered
in the shareholders’ register of the company held by Euroclear Finland
Ltd. The right to participate in the Annual General Meeting requires,
in addition, that the shareholder has been registered on the basis
of such shares into the temporary shareholders’ register held by
Euroclear Finland Ltd. at the latest by March 23, 2015 by 10.00 am
EET. The account management organization of the custodian bank
has to register a holder of nominee-registered shares who wants
to participate in the Annual General Meeting into the temporary
shareholders’ register of the company at the latest by the time stated
above.
Shareholders who wish to attend the Annual General Meetings must
notify Outokumpu no later than 4.00 pm EET on March 20, 2015.
Notifications can be made at www.outokumpu.com/en/investors/
General-meetings/,
by e-mail to the address: agm.outokumpu@innovatics.fi,
by telefax: +358 (0)9 421 2428,
by telephone: +358 (0)9 421 2474 or +358 (0)9 421 3808 (from
Monday to Friday at 12.00–4.00 pm EET, March 12, 2015 onwards), or
by regular mail to:
Outokumpu Oyj Share Register
P.O. Box 140
FI-02201 Espoo, Finland.
Shareholders may attend and vote at the AGM in person or by proxy.
In accordance with Finnish practice, Outokumpu does not send proxy
forms to its shareholders. Shareholders wishing to vote by proxy
should therefore submit their own proxy forms to Outokumpu’s Share
Register during the registration period.
The complete notice to the AGM and additional information concerning
the AGM is available on the Outokumpu website on the Annual General
Meeting webpage.
Outokumpu Oyj
Corporate Management
Riihitontuntie 7 B, P.O. Box 140
FI-02201 Espoo, Finland
Tel. +358 9 4211
Fax +358 9 421 3888
www.outokumpu.com
www.outokumpu.com