TIDMRNO
RNS Number : 2373S
Renold PLC
13 July 2022
Renold plc
Final results for the year ended 31 March 2022
("Renold", the "Company" or, together with its subsidiaries, the
"Group")
Significant revenue and earnings rebound...Record order
book...Continued net debt reduction
Renold (AIM: RNO), a leading international supplier of
industrial chains and related power transmission products,
announces its results for the year ended 31 March 2022.
Financial highlights
Restated(4)
Adjusted results at constant exchange rates(1) 2022 2021
----------------------------------------------------- ---------- ------------
Revenue at constant exchange rates GBP195.2m GBP160.8m
----------------------------------------------------- ---------- ------------
Adjusted operating profit at constant exchange
rates GBP15.3m GBP10.9m
----------------------------------------------------- ---------- ------------
Return on sales(2) at constant exchange rates 7.8% 6.8%
----------------------------------------------------- ---------- ------------
Adjusted earnings per share 4.3p 2.3p
----------------------------------------------------- ---------- ------------
Net debt(3) GBP13.8m GBP18.4m
----------------------------------------------------- ---------- ------------
Results at actual exchange rates
----------------------------------------------------- ---------- ------------
Revenue GBP195.2m GBP165.3m
----------------------------------------------------- ---------- ------------
Adjusted operating profit GBP15.3m GBP11.4m
----------------------------------------------------- ---------- ------------
Return on sales(2) 7.8% 6.9%
----------------------------------------------------- ---------- ------------
Operating profit GBP16.2m GBP10.7m
----------------------------------------------------- ---------- ------------
Profit before tax GBP12.4m GBP6.1m
----------------------------------------------------- ---------- ------------
Basic earnings per share from continuing operations 4.7p 2.0p
----------------------------------------------------- ---------- ------------
-- Revenue up 18.1% to GBP195.2m (21.4% at constant exchange rates)
-- Adjusted operating profit of GBP15.3m (2021: GBP11.4m), up 34.2%,
with return on sales of 7.8% up 90bps
-- Reported operating profit up by over 50% to GBP16.2m (2021: GBP10.7m)
-- Net debt of GBP13.8m, GBP4.6m reduction in the year; ratio to adjusted
EBITDA 0.6x (31 March 2021: 0.9x)
-- Adjusted EPS up 87% to 4.3p (2021: 2.3p); Basic EPS 4.7p (2021: 2.0p)
Business highlights
-- Multiple businesses across the Group delivered record results
-- Renold's markets rebounded strongly from the Covid-19 pandemic
-- Order intake of GBP223.9m (2021: GBP170.0m) up 31.7%
-- Closing order book of GBP84.1m up 57% vs FY21 at constant exchange
rates
-- Significant GBP11.0m long-term military contract win
-- Successful strategic capital investment; improving efficiency
-- Strong performance despite significant economic uncertainty, cost
pressure, material availability and global supply chain disruption
-- Record revenue, order intake and closing order book in Chain Europe
and Americas
-- Successful bolt-on acquisition in the Chain division, with payback
of less than two years
(1) See below for reconciliation of actual rate, constant
exchange rate and adjusted figures
(2) Adjusted operating profit divided by revenue
(3) See Note 17 for a reconciliation of net debt which excludes
lease liabilities
(4) The results for the year ended 31 March 2021 have been
restated, see Note 20 for details of the restatement
Robert Purcell, Chief Executive, commented:
"I am pleased with the Group's robust performance through the
pandemic which reflected the benefits of the strategic development
completed in recent years. Our employees around the world have
responded excellently to the challenges we have faced and I thank
them for their dedication and commitment to the Group and our
customers during this difficult period.
"Throughout the reported period the business performance has
been on an improving trend and our order books have continued to
grow in the early part of the new financial year. We are cognisant
that there remain considerable Covid-19-related challenges in some
parts of the world; supply chain issues are still prevalent and
inflation is high. However, we have entered the new financial year
with good momentum and a belief in the excellent fundamentals of
the Renold business upon which we are building."
Meeting for analysts and institutional investors
A virtual meeting for institutional investors and analysts will
be held today at 9.30am BST. If you wish to attend this meeting
please contact renold@investor-focus.co.uk or call Tim Metcalfe of
IFC Advisory Limited (020 3934 6632) before 9.00am to be provided
with access details.
Retail Investor presentation and Q&A session
Renold management will be hosting an online presentation and
Q&A session at 5.30pm BST today, 13 July 2022. This session is
open to all existing and prospective shareholders. Those who wish
to attend should register via the following link and they will be
provided with access details:
https://us02web.zoom.us/webinar/register/WN_z8p8HGEmQmywDFO-ub0MpA
Participants will have the opportunity to submit questions
during the session, but questions are welcomed in advance and may
be submitted to: renold@investor-focus.co.uk.
Reconciliation of reported and adjusted results
Revenue Operating Earnings per
profit share
------------- --------------------- ----------------------
(Restated)(1) (Restated)(1)
2022 2021 2022 2021 2022 2021
GBPm GBPm GBPm GBPm pence pence
------------------------------------- ------ ----- ------ ------------- ------- -------------
Statutory reported 195.2 165.3 16.2 10.7 4.6 1.8
Amortisation of acquired intangible
assets - - 0.1 0.7 0.1 0.3
US PPP Loan forgiveness - - (1.7) - (0.8) -
New lease arrangements on sublet
properties - - 0.7 - 0.3 -
------------------------------------- ------ ----- ------ ------------- ------- -------------
Adjusted 195.2 165.3 15.3 11.4 4.2 2.1
Exchange impact - (4.5) - (0.5) - -
------------------------------------- ------ ----- ------ ------------- ------- -------------
Adjusted at constant exchange
rates 195.2 160.8 15.3 10.9 4.2 2.1
------------------------------------- ------ ----- ------ ------------- ------- -------------
(1) The results for the year ended 31 March 2021 have been
restated, see Note 20 for details of the restatement.
ENQUIRIES:
Renold plc IFC Advisory Limited
Robert Purcell, Chief Executive Tim Metcalfe
Jim Haughey, Group Finance Director Graham Herring
renold@investor-focus.co.uk
0161 498 4500 020 3934 6630
Nominated Adviser and Joint Broker Joint Broker
Peel Hunt LLP F innCap Limited
Mike Bell Ed Frisby / Tim Harper (Corporate
Finance)
Ed Allsopp Andrew Burdis / Harriet Ward
(ECM)
020 7418 8900 020 7220 0500
Cautionary statement regarding forward-looking statements
Some of the information in this document may contain projections
or other forward-looking statements regarding future events or the
future financial performance of Renold plc and its subsidiaries
(the Group). You can identify forward-looking statements by terms
such as "expect", "believe", "anticipate", "estimate", "intend",
"will", "could", "may" or "might", the negative of such terms or
other similar expressions. Renold plc (the Company) wishes to
caution you that these statements are only predictions and that
actual events or results may differ materially. The Company does
not intend to update these statements to reflect events and
circumstances occurring after the date hereof or to reflect the
occurrence of unanticipated events. Many factors could cause the
actual results to differ materially from those contained in
projections or forward-looking statements of the Group, including
among others, general economic conditions, the competitive
environment as well as many other risks specifically related to the
Group and its operations. Past performance of the Group cannot be
relied on as a guide to future performance.
NOTES FOR EDITORS
Renold is a global leader in the manufacture of industrial
chains and also manufactures a range of torque transmission
products which are sold throughout the world to a broad range of
original equipment manufacturers and distributors. The Company has
a reputation for quality that is recognised worldwide. Its products
are used in a wide variety of industries including manufacturing,
transportation, energy, metals and mining.
Further information about Renold can be found on our website at:
www.renold.com
Chair's statement
I am pleased to be contributing to the Annual Report for the
first time as the Renold Chair, having taken up the position at the
end of last year's Annual General Meeting. It is encouraging to see
that the Group made good progress in FY22, as our markets recovered
strongly from the effects of the Covid-19 pandemic, along with
significant commercial and operational benefits accruing from the
execution of our strategy. Due to the diligence of the executive
team, our employees around the world, and the Board, the business
has demonstrated that it has the resilience to weather the current
economic turmoil. This is true, in terms of financial performance
but also true for the flexibility and adaptability of our people
across the world, who have delivered an outstanding result for the
Group in what remains, with the Russian invasion of Ukraine and
ongoing Covid disruptions, a very difficult global environment.
Our markets and trading performance
Over the year, Group revenue from continuing operations
increased by 18.1% to GBP195.2m (2021: GBP165.3m), and adjusted
operating profit improved by 34.2% to GBP15.3m (2021: GBP11.4m)
excluding amortisation of acquired intangibles of GBP0.1m and
non-recurring credits of GBP1.0m. Non-recurring items relate to
gains from renegotiated lease arrangements offset by charges due to
early exits from sublet properties no longer used by the Group, and
US PPP Covid loan relief. Operating profit increased to GBP16.2m
(2021: GBP10.7m)
Return on sales improved by 90bps to 7.8% (2021: 6.9%), as the
Group demonstrated its ability to successfully implement price
increases ahead of raw material and energy cost increases, together
with the benefits of cost reduction and efficiency programmes.
Encouragingly, Group order intake at GBP223.9m was 31.7% ahead
of the equivalent prior year period, and 25.3% ahead excluding the
previously announced GBP11.0m long-term military contract. The
order book at 31 March 2022 of GBP84.1m was a record for the Group
and 57.0% ahead of the prior year figure.
The year saw strong cash generation, as a continued focus on
cash management resulted in a GBP4.6m reduction of net debt to
GBP13.8m (31 March 2021: GBP18.4m).
Strategic Developments
During the year, Renold made good progress in continuing to
deliver strategic change across the Group.
The continuing review of capabilities across the Group has
identified opportunities for the upgrade and development of
existing manufacturing processes in India and China to create
higher specification, higher quality products. This review of our
manufacturing footprint and processes will facilitate
standardisation across more product lines which, in turn, will
enable us to benefit more completely from our geographic footprint
and economies of scale. Furthermore, flexibility between
manufacturing locations, which in light of increasing customer
supply chain diversification demands, and a changing tariff
environment, will add to our value proposition.
The completion of the major strategic restructuring initiatives,
together with the lower level of net bank debt, puts the Group in a
strong position to capitalise on accretive bolt-on acquisitions
that augment our existing market position. This will allow us to
accelerate our growth in revenue, including for our existing
products into adjacent sectors, allow entry into under-represented
applications and geographies, and most importantly, allow us to
benefit from significant production synergies from acquired
businesses.
Sustainability
During the year, the Group took the first steps along the path
to developing a long-term sustainability strategy, including our
energy and carbon dioxide emission proposals, whereby Renold will
make sustainability one of its guiding principles. Over a period of
time, our new leader for sustainability will help the Board to
develop policies and strategies in this area, aimed at reducing the
Group's environmental impact, C0(2) emissions and enhancing social
development, whilst improving Group operating results.
The Board
My predecessor, Mark Harper, stepped down as Chair of the Board
at the end of the 2021 AGM. On behalf of the Board and the whole
Group , I would like to thank Mark for his guidance and leadership
during his time as Chair. He left the Group in a far stronger
position than when he joined. At the same time Andrew Magson took
over the responsibilities of Audit Committee Chair, while Tim
Cooper, the Chair of the Remuneration Committee, took on the
responsibilities of Senior Independent Director.
The Chair of the Board is primarily responsible for the
composition of the Board and for ensuring high standards of
governance. As Chair, I will continue to place great importance on
the breadth of relevant experience, diversity, and complementary
skills amongst the Group's Directors and on the continued
development of the strategy for the Renold business. With this in
mind, we welcomed Vicki Potter to the Board as a Non-Executive
Director in May 2022. Vicki has broad operational and HR experience
in multinational engineering and manufacturing companies. She is
currently the Chief Human Resources Officer and Customer Services
Director for Oxford Instruments plc, a global FTSE 250 technology
and manufacturing business. Following a year in which the benefits
of our succession planning are evident, the Board will be
continuing to ensure that effective succession plans are in
place.
Dividend
The Board fully recognises the importance of dividends as part
of the overall value creation proposition for shareholders.
However, the Board has carefully reviewed its capital allocation
priorities, and believes that both organic and inorganic investment
opportunities available to the Group, will deliver higher levels of
shareholder return over the medium term than the payment of
dividends. The Board will continue to review this approach over the
coming periods. As such, the Board is not recommending the payment
of a dividend on the ordinary shares of the Company for the year
ended 31 March 2022.
Summary
The Group has performed well in the face of unprecedented
economic and social turmoil and the disruption these events have
caused to global supply chains. Supply chain disruption and
continuing cost inflation will undoubtedly be key challenges in the
new financial year, but the strong financial performance this year,
combined with the end of our strategic restructuring programme, has
generated the freedom to exploit future organic and
acquisition-related growth opportunities. I would like to thank all
our employees around the world for their diligence and commitment
in supporting the delivery of strong results for the Group.
DAVID LANDLESS
CHAIR
13 July 2022
Chief executive's review
The Group's markets recovered strongly during the year, as
activity levels continued to rebound in the aftermath of the
Covid-19 pandemic. Group order intake during the year was
GBP223.9m, an increase of 31.7% on a reported basis and 35.5% at
constant exchange rates, over the prior year. Excluding the
recently announced GBP11.0m long-term military contract, order
intake for the period increased by 25.3% or 28.9% at constant
exchange rates. Encouragingly, the second half order intake at
GBP110.9m was 8.7% ahead of the underlying first half performance.
The resultant year end order book of GBP84.1m, represents a further
record high for the Group (31 March 2021: GBP53.6m).
Conversion of orders into sales was also encouraging, with Group
revenue for the year of GBP195.2m, an increase of 18.1% on a
reported basis and 21.4% at constant exchange rates, over the prior
year. Group activity continued to ramp up over the second half
year, with turnover at constant currency of GBP99.8m, some 4.8%
ahead of the first half. Final quarter revenues at GBP52.9m broke
the psychologically important GBP50m barrier for the Group.
External Operating Return
revenue profit on sales
Year ended 31 March 2022 GBPm GBPm %
-------------------------------------- --------- ---------- ----------
Reported 195.2 16.2
US PPP loan forgiveness - (1.7)
New lease arrangements on sublet
properties - 0.7
Amortisation of acquired intangibles - 0.1
-------------------------------------- --------- ---------- ----------
Adjusted 195.2 15.3 7.8
-------------------------------------- --------- ---------- ----------
The strong revenue growth contributed to significantly improved
trading during the year, together with a number of non-recurring
items, shown in the table above, namely the forgiveness of GBP1.7m
of loans received under the US Government's Paycheck Protection
Program, together with non-recurring charges regarding sublet
properties relating to closed sites, which are less than previously
anticipated, due to the recent short-notice cancellation of the
lease by our long-term tenant. Excluding these non-recurring items
and the amortisation of acquired intangibles of GBP0.1m, adjusted
operating profit from continuing operations increased to GBP15.3m
(2021: GBP11.4m), reflecting the commercial and operational
improvements made to the business. The corresponding return on
sales rose to 7.8% (2021: 6.9%). The incremental operating profit
gearing (1) was a creditable 13%, despite the impact of the widely
reported industry headwinds, including on the supply chain, raw
material availability and inflation. Operating profit increased to
GBP16.2m (2021: GBP10.7m).
The Group continued to benefit from the impact of the
significant efforts undertaken in the current and previous years to
lower the fixed cost base, increasing flexibility and operational
leverage. The Group has successfully managed a period of
significant supply chain disruption to materials and
transportation, both in terms of availability, lead times and
increased input costs. Whilst price increases have been
successfully passed through to customers, through selling price
increases, the Group expects further pressure on materials, labour,
energy and transportation to continue into the new financial
year.
Renold continues to drive increased performance through specific
projects aimed at better levels of operational efficiency and
productivity, through improved design and standardisation of
products, better utilisation of machinery and people, including
more flexible working practices, and leveraging the benefits of
improved procurement strategies. The Group's capital investments
returned to more normal levels following a period of lower spend in
the prior year as a result of the pandemic. The Group's operational
capabilities are steadily improving as consistent investments come
to fruition.
The strong focus on cash management continued, and delivered a
further reduction in net debt of GBP4.6m during the year, to
GBP13.8m (31 March 2021: GBP18.4m). The resulting net debt to
EBITDA ratio of 0.6x (2021: 0.9x) affords significant headroom
against the Group's banking covenants and, in turn, provides
greater flexibility and funding capabilities to transact quickly on
investment decisions to drive growth and efficiencies.
Activity in the Chain division continued the strong recovery
seen over the last 18 months, with order intake for H2 22 some
c.60% higher at constant exchange rates than that seen during the
pandemic. Output has similarly been ramped up with turnover seen in
the last six months c.36% higher at constant exchange rates than at
the low point of the pandemic. In a similar vein the adjusted
profitability of the Chain business has increased by 43.2%, when
again compared to the pandemic year and return on sales for the
year at 11.9% (2021: 10.5% at constant rates) continues to show
progress.
The TT division is generally a longer lead time, later cycle
business. Order intake dipped to its lowest point during the
pandemic in H2 21, when an order intake of GBP17.4m was recorded.
Since this time, excluding the GBP11.0m long-term military
contract, order intake has steadily recovered, with the H2 22
figure 37.2% ahead of the pandemic low point, at constant exchange
rates. Similarly, turnover has improved, with sales in H2 22 6.2%
up on the prior year equivalent figure.
During FY21, the TT division received GBP0.8m of non-recurring,
pandemic support from the US Government; excluding the impact of
this support, the return on sales for the division was 10.1% (2021:
10.7%).
Volatile operating environment - impact on operations and
Renold's response
The Group is facing an extremely volatile operating environment,
the like of which I have not seen in my career, created primarily
by both the ongoing effects of the Covid-19 pandemic, and the war
between Russia and Ukraine.
At the start of the financial year, our operations in India were
substantially closed for a six-week period as lockdown restrictions
came into force, while at the end of the year Covid related
disruption to our Chinese facilities, located in the wider Shanghai
region, delayed inventory shipments to other companies in the
Group. Our European, Australasian and US operations have continued
to experience significant rates of Covid-related absenteeism, which
has negatively impacted costs, productivity and service levels from
our factories. The Group continues to enforce our Covid protocols
and health measures to try to protect all our staff and to mitigate
the impacts.
As was mentioned in our half year trading statement, we continue
to experience extended shipment times and increased freight costs
throughout the world. Container freight services are unreliable and
expensive, shortages of trucks and drivers have been evident in
many geographies and the war in Ukraine has removed the option of
train transport from China to Europe. This has led to an upward
pressure on inventory levels, as the Group attempts to maintain
customer service levels through the use of buffer stocks, and
increased goods in transit between facilities.
Whilst recognising the human tragedy unfolding during the war
between Russia and Ukraine, ceasing trading relationships with
sanctioned regions has little direct impact on the Group; sales to
Russia and Ukraine during FY22 were low at c.0.5% of Group
turnover. The wider impact on both material cost and energy prices
is more significant, and during the second half year, the Group saw
unprecedented increases in material costs, energy and other input
costs. In response to this, Renold successfully implemented sales
price increases ahead of these inflationary impacts. A significant
amount of Group production comes from our German factories, and we
are actively working on contingency plans and actions to deal with
the impact of any disruption to German energy supplies that Russian
action may bring about.
At the end of the financial year all major sites around the
Group were open, but a surge of Covid cases within the wider
Shanghai region and continued high levels of infection in parts of
Europe and the US mean that the risk of further lockdowns,
temporary site closures and disruption cannot be eliminated.
Disruption to supply chains is causing long lead times for
materials and significant inflationary pressure so the Group has
had no option but to implement a series of price increases across
the business aimed at fully recovering input cost inflation.
Looking forward, Renold is well positioned to benefit further
when the broader operating environment returns to something we may
recognise as more normal.
Chain performance review
Turnover rebounded during the year, with total Chain turnover
increasing 22.5% year-on-year to GBP159.2m; 26.1% at constant
exchange rates. The final quarter of the year saw a further step-up
in activity, with Q4 turnover some 27% higher than the prior year
comparator, and 12% ahead of the next highest quarterly figure. The
increased revenues resulted in return on sales improving by 140
basis points, to 11.9% (2021: 10.5% at constant exchange rates).
The operational gearing(1) on the increased activity at constant
exchange rates was a creditable 17%, as the impact of increased
volumes and significant operational efficiency gains fell through
to the bottom line. Operating profit was GBP20.5m (2021: GBP12.9m),
GBP7.6m higher than the prior year level.
2022 2021
GBPm GBPm
----------------------------------------------------- ----- -----
External revenue 158.2 128.9
Inter-segment revenue 1.0 1.1
----------------------------------------------------- ----- -----
Total revenue 159.2 130.0
Foreign exchange - (3.8)
----------------------------------------------------- ----- -----
Revenue at constant exchange rates 159.2 126.2
----------------------------------------------------- ----- -----
Operating profit 20.5 12.9
US PPP loan forgiveness (1.7) -
Amortisation of acquired intangibles 0.1 0.7
Foreign exchange - (0.4)
----------------------------------------------------- ----- -----
Adjusted operating profit at constant exchange rates 18.9 13.2
----------------------------------------------------- ----- -----
(1) Operational gearing is defined as the year-on-year change in
adjusted operating profit, divided by the year-on-year change in
revenue.
Order intake in the Chain division increased by 30.4% year on
year, as economies worldwide recovered from the impact of Covid
related lockdowns and we were able to restart more normal
commercial activity. Throughout the year, constant currency
quarterly order intake figures have remained consistently high,
remaining around the GBP40m level, with the exception of quarter
four which saw a further upward step change, as the impact of price
increases and the recovery of the US OEM market was reflected in
the figures. Closing order books for the division finished the year
at GBP53.9m.
Chain Europe, which is our largest Chain business, saw a sharp
recovery in constant exchange rate revenues, which increased 36.0%
over the prior year. Revenue strengthened significantly from the
outset of the year, a trend which continued throughout each
subsequent quarter. The increased activity, together with the
benefit of price increases and renewed commercial initiatives,
resulted in a substantial increase in underlying adjusted constant
currency operating profit. During the year, the business
successfully integrated the Brooks conveyor chain acquisition into
our UK business, and completed the introduction of ISO9001,
ISO14001 and ISO45001 certifications at all of our European
manufacturing facilities. From a commercial perspective, Chain
Europe launched the Renold Webshop, which enables UK-based
customers to make online purchases of industrial, motorcycle and
track cycle chains, while also launching the new Renold 3D
Configurator software which enables customers to download
specification, 3D step files and also raise quotations directly on
our systems.
In the Americas, the market recovery seen following the US
presidential elections and the lessening impact of Covid, was also
marked. Order intake at GBP69m was at record levels, surpassing the
previous high of c.GBP65m, with March 2022 representing a new
record high for monthly order intake, while turnover, at GBP63m was
29.2% higher than the prior year comparator, using constant
currency rates. Sales to OEM customers, especially in the forklift
truck market, recovered strongly in the second half, while new
business opportunities, especially in the ethanol, grain handling
and forestry markets were also won during the year. Production
capabilities continue to be enhanced with the introduction of an
automated robotic assembly line. Underlying constant currency
operating profit increased to a new record high.
Australasia was the region least impacted at the outset of the
pandemic and financial year 2021 recorded constant currency revenue
growth of 4.6%. This financial year saw additional improvements in
constant currency revenues, which increased by a further 4.7%
across the region. Australia itself had a good year with revenue at
constant exchange rates up 7.3%, which followed last year's 12.8%
growth rate, with increased activity seen in the mining sector. We
see continuing evidence of customers changing buying patterns to
source more domestically produced goods as a result of on-going
supply chain disruption of imported products, while we are also
seeing the benefits of our product-enhancing engineering
capabilities. We continue to invest in the production capabilities
of our Melbourne factory. New Zealand also recovered strongly in
the year, showing a 24.4% constant currency growth rate. Malaysia
and Indonesia encountered more difficult trading conditions,
particularly due to Covid restrictions and therefore saw reductions
in activity in excess of 10%. The highlight of the region was
Thailand where activity grew 63.3%, albeit from a low base. We are
continuing to expand our sales into more industries in SE Asia,
supported by a strong dealer network in Indonesia.
Domestic revenues in India recovered sharply in the year with
constant exchange rate revenues 44.8% higher, despite the business
being faced with a further government enforced shutdown, which
subdued activity in the first half of the year. This was followed
by a significant recovery in demand, which was partially satisfied
through the manufacture and import of product from the Renold
facility in China, which offset short-term material supply issues
caused by the inability of domestic steel production to recover
sufficiently quickly. This was a great example of two Renold
businesses working together to satisfy customer requirements. We
have opened the first of a series of regional distribution
warehouses in India to offer our customers better and much quicker
service.
Constant currency revenues in China, grew by 45.8% during the
year, driven primarily by the significant recovery of intra group
demand from Europe, the US, and now India. Efforts and investments
are underway to continue to improve the quality and specification
of products manufactured in China to make them equivalent to those
manufactured in Europe. During the year, our Chinese team i
nitiated a project to upgrade certain component manufacturing
processes to use what we would consider to be state-of-the-art
technology, while making significant investment in automated
assembly lines to facilitate high volume sales growth in both
domestic and overseas markets.
The Chain division continues to develop and evolve through
investment in equipment, processes, engineering and sales and this
provides us with a good base from which to benefit from the
expected opportunities in this market.
Torque Transmission performance review
Divisional revenues of GBP40.4m were GBP1.3m higher than in the
prior year due to a recovery in demand in our Couplings and Gears
businesses. The Couplings business saw the planned increase in
activity on the contract to supply large Hi-Tec couplings for the
Royal Navy, while the Gears business saw a broad recovery in
activity following the pandemic. In July 2021, the Group announced
it had secured an GBP11.0m long-term supply agreement for the
second phase of the military contract which is expected to deliver
revenues over approximately the next eight years.
Divisional adjusted operating profit at constant exchange rates
reduced by GBP0.8m to GBP4.1m due to the non-recurrence of the
non-recurring benefit of US Government Covid support of GBP0.8m
seen in the last financial year. Return on sales excluding the
non-recurring prior year US PPP loan forgiveness was 10.1% (2021:
10.7%) and operating profit was GBP4.1m (2020: GBP5.0m).
Momentum in this division, which has a later trading cycle, and
generally larger orders than our Chain business, continues to be
positive .
2022 2021
GBPm GBPm
----------------------------------------------------- ----- -----
External revenue 37.0 36.4
Inter-segment revenue 3.4 2.7
----------------------------------------------------- ----- -----
Total revenue 40.4 39.1
Foreign exchange - (0.7)
----------------------------------------------------- ----- -----
Revenue at constant exchange rates 40.4 38.4
----------------------------------------------------- ----- -----
Operating profit 4.1 5.0
Foreign exchange - (0.1)
----------------------------------------------------- ----- -----
Adjusted operating profit at constant exchange rates 4.1 4.9
----------------------------------------------------- ----- -----
Order intake for the year increased 48.1% to GBP55.4m (2021:
GBP37.4m), 51.7% at constant exchange rates, as the recovery from
the Covid-19 pandemic spread through the global economy. Excluding
the impact of the GBP11.0m long term military contract, order
intake increased 21.6% at constant exchange rates. Recovery in
order intake progressed steadily throughout the year, so that by
the fourth quarter of the year, the division had experienced its
fifth sequential increase in order intake, with the GBP12.5m
recorded being some 60% higher than the low point seen through the
pandemic.
The Couplings business, both the UK and Spanish units, saw a
marked increase in turnover year-on-year being up 44.6% and 38.7%
respectively. As planned, turnover in the marine business, which
manages the long-term military contracts increased year-on-year by
GBP0.5m, as delivery of the first phase of the contract was
completed. Targeted marketing campaigns have proved successful with
an increased interest from customers in the RBI rubber in
compression product which offers users a number of clear advantages
over other products available in the market, whilst on-going work
to further enhance customer service has resulted in a number of
interesting opportunities being identified.
The Chinese TT business grew steadily, showing a year-on-year
increase of 4.3%, while supply chain issues in the Australian
business resulted in turnover in the year being down 15%; however
early indications suggest this shortfall should be largely
recovered within the first few months of the new financial year.
Activity in the US TT business remained subdued throughout most of
the year, with turnover reducing 8.6%. Operational disruption,
caused by direct labour shortages and supply chain constraints,
held back activity. Order intake in the second half of the year
improved markedly, as fresh impetus was brought to the business
through the strengthening of the commercial team, and the
introduction of Group standard business systems.
The Gears business continued to make good progress in order
intake, turnover and margin improvements despite facing significant
material and energy cost increases. Notable sales in the year
included escalator gear units for the Budapest metro. Demand from
the OEM sector, particularly for larger projects in the US and UK,
which are our key geographic markets, showed further signs of
improvement during the year.
As the Torque Transmission division operates on a slightly later
sales cycle than the Chain division, we expect full recovery from
the Covid-19 pandemic to become evident during the new financial
year.
Strategic Plan - STEP2
As the world slowly emerges from the Covid-19 pandemic, I am
delighted that we are launching the next phase of the Renold
strategy: STEP2. This is an evolution of the current strategy, STEP
2020, and is built on the foundations that have been created.
Whilst there are common threads and similar themes, the major
thrust of STEP2 is achieved through both organic and acquisitive
growth.
We will continue to modernise and drive efficiency and
productivity in the business but also look to grow our revenues,
margins and cashflows through both organic and acquisitive growth.
We will continue to invest in service, products and operations.
Sustainability
Last year we announced that we would be making sustainability a
guiding principle for Renold. Since then, we have taken some
significant steps forward. In addition to our statement of intent
in relation to sustainability, we have developed, agreed and widely
embedded within the business a model of what sustainability means
to us. Our Sustainability Steering Group has initiated and
progressed a number of Group level projects focusing on areas
identified as likely to have the most significant impact, including
energy usage, carbon dioxide emissions, packaging and our products'
impact on customer sustainability. We have also galvanised our
regional businesses across the world to develop their own
sustainability project roadmaps, seeking to make our efforts
relevant for the highly diverse regions within which we operate and
to more fully engage our staff in sustainability activity.
In the coming year, we will intensify our focus on our Group
projects, bringing them to fruition and where appropriate,
initiating new ones. At a regional level we will continue to build
on the considerable momentum we have gained, delivering ever more
local success. More information on our progress and plans can be
found in the sustainability section of the Annual Report.
Progress
Renold was consistently enhancing its operational capabilities
through upgrading equipment and processes across the world before
the pandemic. As we have become more confident in our ability to
cope with all aspects of Covid-19 we have again started to push
forward with our plans. Capital expenditure returned to GBP5.1m in
the period, a considerable increase on the prior year and we expect
it to rise again in the new year. We have made good progress in
difficult circumstances, as supply chain issues have affected our
equipment suppliers as much as ourselves.
We have a very clear vision of how our new Chinese factory fits
into our global supply chain and our expectations for growth in the
Chinese market itself. We are constantly upgrading capabilities in
the new facility and we will be offering higher specification
Chinese-made product into the domestic market as well as across the
world.
In our Indian business, efforts continue to fully integrate the
business into the Group supply chain. Investments in production
capabilities, including improvements in the product quality and
uniformity, are underway. India offers a very attractive market in
its own right and an interesting and effective alternative to our
Chinese Chain manufacturing site. India provides the Group with an
alternative supply base as customers' supply chains flex, driven by
an awakening of concern about tariffs and the concentration of
supply from a single region.
These projects highlight an intentional trend within our capital
allocation decisions for the Group. With the large infrastructure
projects complete, capital allocation decisions are now less
frequently limited purely by a site's domestic requirements but are
focused on customer service, upgrading product specification
capabilities and optimising profitability for the Group. For the
Chain division especially, this allows us to access economies of
scale and offer a truly global service with increasing relevance to
large OEM customers. Renold is increasingly an integrated
international supplier and less a series of regional
businesses.
Having created a stronger operational platform for the Group and
with the significant strengthening of our financial position, we
have increased our focus on how we can accelerate performance
through value-enhancing acquisitions, which will allow us to both
benefit from increased geographical and product coverage, but also
leverage synergies from increasing the throughput of our existing
facilities. As a result, we have developed a pipeline of
acquisition opportunities which we believe have the ability to meet
our strict financial and operational criteria. These acquisitions
will allow us to expand our product and service offering as well as
our customer base, further expand our already diverse product
portfolio into adjacent market sectors and allow us to capitalise
on our ability to provide customers with extremely high
specification products with real benefit for their own business
performance.
The Board is observing disciplined criteria when prosecuting the
new acquisition strategy, ensuring that potential targets will
enhance the Group's wider strategy and the earnings of the Group.
Additionally, the Board is mindful of retaining a conservative
capital structure, especially in light of the current economic
backdrop, and will ensure that the long-term net debt to EBITDA
ratio is maintained at an acceptable level.
The strategic progress made by the Group over recent years has
been significant. Investments in both our production capabilities
and our IT environment have resulted in significant benefits,
with:
-- improvements in productivity and operational efficiency as
evidenced by growing sales per employee;
-- greater insight into the performance and opportunities in
the business due to better and more complete data;
-- improvements in the specification and quality of products
we are able to make across our multiple manufacturing sites;
and
-- greater flexibility in the cost base as we start to reduce
the correlation between revenue and direct labour.
Following the ongoing recovery of our markets, the financial
benefits of these improvements will come to the fore. The
significant investment in infrastructure and cost of change is
largely at an end. As markets further improve, cash generated from
trading will no longer be required to support investment in
substantial change programmes creating more flexibility in capital
allocation decisions.
In the medium term, and despite the uncertainty caused by the
war in Ukraine, market demand should continue to improve as the
world recovers from the impact of the Covid-19 pandemic. The
benefits of the strategic programme already delivered have left
Renold well positioned to capitalise on this recovery in the years
ahead.
Macroeconomic landscape and business positioning
With so many geopolitical and Covid-19 issues resulting in
ongoing short- and medium-term uncertainty, it is necessary to look
at the underlying fundamentals of the Group and the markets we
serve to understand why Renold will continue to develop. Many of
these intrinsic values have remained consistent over time but are
continually being enhanced and increased. They include:
-- Valued and recognised brand with well-respected engineering expertise
The Renold brand has been built up over our 150-year history and is
trusted by customers to deliver exceptional products due to our world-class
engineering and product knowledge.
-- Global market position and unique geographical manufacturing capability
The global market position of Renold has existed for many years but
following significant strategic investments in the Chain division,
the geographic manufacturing footprint and capabilities we have are
unique, permitting us to service customer demand with increasing levels
of flexibility - a critical factor in a rapidly changing market environment.
-- Relatively low cost, but business critical products
Chain and Torque Transmission products are fundamental elements of
the systems into which they are incorporated. Our products are often
a small proportion of the cost of the entire system, but critical
to its operation.
-- Broad base of customers and end-user markets
Renold products are used in an extremely diverse range of end applications,
sectors, markets and geographies resulting in a huge spread of customers
and industries served. Markets and applications will change and vary
in the ever-altering environment we operate in but, with its wide
spread of products, geographies, applications and customers, Renold
is well positioned.
-- High specification products delivering environmental benefits for
our customers
Renold products have always been high specification, premium products
which deliver exceptional benefits to customers. Whether through greater
efficiency leading to lower power usage, longer life providing lower
lifetime usage of materials and energy in their manufacture and logistics,
or lower lubrication requirements, Renold products are well placed
for an increasingly environmentally aware marketplace. Our products
are capable of helping our customers meet their sustainability objectives
whilst saving them money.
Outlook
I am pleased with the Group's robust performance through the
pandemic which reflected the benefits of the strategic development
completed over prior years. Our employees around the world have
responded excellently to the challenges we have faced and I thank
them for their dedication and commitment to the Group and our
customers during this difficult period.
Throughout the reported period the business performance has been
on an improving trend and our order books have continued to grow in
the early part of the new financial year. We are cognisant that
there remain considerable Covid-19-related challenges in some parts
of the world; supply chain issues are still prevalent and inflation
is high. However, we have entered the new financial year with good
momentum and a belief in the excellent fundamentals of the Renold
business upon which we are building.
Robert Purcell
Chief Executive
13 July 2022
Finance Director's review
Renold delivered a strong performance during the year, as the
Group's markets rebounded from the impact of the Covid-19 pandemic.
The business produced an adjusted operating margin of 7.8% (2021:
6.9%), and achieved a significant reduction in net debt of GBP4.6m
to GBP13.8m (31 March 2021: GBP18.4m).
Orders, revenue AND OPERATING PROFIT
2022 2021 (Restated(1) )
------------------------------ ------------------------------
Order Operating Order Operating
intake Revenue profit intake Revenue profit
-------------------------------
Reconciliation of reported
to adjusted results GBPm GBPm GBPm GBPm GBPm GBPm
------------------------------- -------- -------- ---------- -------- -------- ----------
Reported 223.9 195.2 16.2 170.0 165.3 10.7
US PPP loan forgiveness - - (1.7) - - -
New lease arrangements
on sublet properties 0.7 - - -
Amortisation of acquired
intangible assets - - 0.1 - - 0.7
------------------------------- -------- -------- ---------- -------- -------- ----------
Adjusted 223.9 195.2 15.3 170.0 165.3 11.4
Impact of foreign exchange - - - (4.8) (4.5) (0.5)
------------------------------- -------- -------- ---------- -------- -------- ----------
Adjusted at constant exchange
rates 223.9 195.2 15.3 165.2 160.8 10.9
------------------------------- -------- -------- ---------- -------- -------- ----------
(1) The results for the year ended 31 March 2021 have been
restated, see Note 20 for details of the restatement
Group order intake for the year increased 31.7% to GBP223.9m
(2021: GBP170.0m), or 35.5% at constant exchange rates, as the
impact of the recovery from the Covid-19 pandemic was reflected
through the wider economy.
Group revenue from continuing operations increased by GBP29.9m
(18.1%) to GBP195.2m. Revenue at constant exchange rates increased
by GBP34.4m (21.4%). Activity steadily increased throughout the
year as manufacturing facilities ramped up production in response
to the increased order intake levels. The activity in quarter four
was some 30% higher than at the low point of the pandemic. Both
Divisions saw an increase in turnover, with the Chain Division
recording an increase at constant exchange rates of 26.2%, while
the Torque Transmission Division, which is a larger order and
longer cycle business, increased by 5.3%.
The Group generated an adjusted operating profit for the year of
GBP15.3m (2021: GBP11.4m), excluding the benefit of adjusting items
as detailed below. Operating profit for the year was GBP16.2m
(2021: GBP10.7m). Operating profit margin, calculated on a
statutory basis, was 8.3% (2021: 6.5%) and return on sales
increased by 90 bps during the year to 7.8% (2021: 6.9%).
Adjusting items
Adjusting items for the year ended 31 March 2022 comprise
acquisition-related intangible asset amortisation costs of GBP0.1m
(2021: GBP0.7m), a GBP1.7m gain from the forgiveness of US
Covid-related loans, and a GBP0.7m charge from new lease
arrangements at previously closed sites, including adjustments
relating to the sublease of the closed Bredbury facility, and the
termination of a lease at a site in Rainham in Essex. No
restructuring charges were incurred in the year ended 31 March 2022
(2021: GBPnil).
PRIOR YEAR ADJUSTMENTS
This year we have completed a thorough review of past accounting
practices. As a consequence, prior period adjustments have been
recorded in the accounts relating to the recognition of a
dilapidation provision for leased properties across the Group, for
the accounting changes and hence policy relating to the accounting
for software as a service contracts and in relation to deferred
taxation on the UK pension deficit. Details of the adjustments are
contained with Note 20 of this announcement, with further details
disclosed in the Accounting Policies and Note 27 of the Annual
Report and Accounts.
The prior year adjustments processed during the year resulted in
the distributable reserves of Renold plc, company only, being in a
deficit position of GBP2.3m at 31 March 2020. Accordingly there was
a minor irregularity concerning the technical compliance of the
Companies Act 2006 in respect of historical preference dividends
paid. The reserves deficit at 31 March 2020 has since been
rectified by receipt of dividends from subsidiary companies and the
GBP45m capital reorganisation completed during the current year.
The Board will pass the appropriate resolutions at the next Annual
General Meeting.
Foreign exchange rates
Foreign exchange rates have remained volatile, with a 1%
strengthening of Sterling against the Euro being more than offset
by a 4% weakening of Sterling against the US Dollar between March
2021 and March 2022.
Phasing of movements over the current and prior year mean the
weighted average exchange rate used to translate the Euro and US
Dollar varies to the movement in the closing rates. The weighted
average exchange rates were 1.36 for the US Dollar and 1.17 for the
Euro for the year ended 31 March 2022 (2021: 1.31 and 1.12
respectively).
31 Mar 31 Mar 31 Mar 2022
21 22 22 2021 Average Average 2022
FX Rates (% of Group sales) FX rate FX rate Var % FX rate FX rate Var %
---------------------------- -------- -------- ------ ------------ -------- ------
GBP/Euro (27%) 1.17 1.18 1% 1.12 1.17 4%
GBP/US$ (37%) 1.38 1.32 -4% 1.31 1.36 4%
GBP/C$ (5%) 1.73 1.64 -5% 1.73 1.71 -1%
GBP/A$ (5%) 1.81 1.75 -3% 1.82 1.84 1%
---------------------------- -------- -------- ------ ------------ -------- ------
If the year-end exchange rates had applied throughout the year,
there would be an estimated increase of GBP4.0m to revenue and
GBP0.3m to operating profit.
FinancE costs
Total finance costs in the year were GBP3.8m (2021:
GBP4.6m).
Total loan finance costs include external interest on bank loans
and overdrafts of GBP1.1m (2021: GBP1.6m), amortisation of
arrangement fees and costs of refinancing, including the additional
costs from the refinancing completed in March 2019, and the
transition of banking arrangements from Libor to Sonia during the
current year, of GBP0.3m (2021: GBP0.2m) and GBP0.5m (2021:
GBP0.5m) of interest expense on lease liabilities. The reduction in
interest payable on external bank loans and overdrafts was driven
by the significant repayments of borrowings made during the years
ended 31 March 2021 and 31 March 2022.
The net IAS 19 finance charge (which is a non-cash item) was
GBP1.8m (2021: GBP2.2m).
Finance costs also include GBP0.1m (2021: GBP0.1m) resulting
from the unwinding of discounts on the deferred build costs of the
Chinese factory, classified as non-current trade and other
payables.
Profit before tax
Profit before tax was GBP12.4m (2021: GBP6.1m), primarily due to
increased operating profit, including the non-recurring items noted
above, and reduction in finance costs.
Taxation
The tax charge in the year of GBP2.2m (2021: GBP1.5m) is made up
of current tax of GBP2.0m (2021: GBP2.2m) and deferred tax of
GBP0.2m (2021: GBP0.7m credit). The decrease in the current tax
charge for the year is attributable to the full utilisation in the
prior year of historical tax losses in jurisdictions for which the
statutory tax rate is greater than the prevailing UK headline rate,
being more than offset by a release in the provision for open tax
matters yet to be agreed with tax authorities, reflecting a
reduction in the best estimate of amounts expected to be paid in
settling these inquiries. For further details see Note 4.
The effective tax rate for the year was 18% (2021(1) : 25%),
benefitting from the non-recurring items described above, which are
non-taxable. Excluding these items, the effective tax rate on
adjusted earnings was 19% (2021(1) : 22%).
EARNINGS PER SHARE
Profit after tax of GBP10.2m was achieved for the financial year
ended 31 March 2022 (2021: GBP4.6m). Adjusted earnings per share
was 4.3p (2021: 2.3p), which excludes the benefit of one-off items
in the year noted above, and charges related to the amortisation of
acquired intangible assets. Basic earnings per share was 4.7p
compared to 2.0p for the year ended 31 March 2021.
2021
2022 (restated)(1)
GBPm GBPm
--------------------------------------- ------ ---------------
Adjusted profit after taxation 9.3 5.3
Effect of adjusting items, after
tax:
- US PPP loan forgiveness 1.7 -
- New lease arrangements on sublet
properties (0.7) -
- Amortisation of acquired intangible
assets (0.1) (0.7)
Profit after taxation 10.2 4.6
--------------------------------------- ------ ---------------
Basic adjusted earnings per share 4.3 2.3p
Basic earnings per share 4.7 2.0p
--------------------------------------- ------ ---------------
(1) The results for the year ended 31 March 2021 have been
restated, see Note 20 for details of the restatement.
Balance sheet
Net assets at 31 March 2022 were GBP5.8 m (31 March 2021
(restated): net liabilities GBP14.7m). A net profit of GBP10.2m was
delivered for the year, which together with the impact of the
valuation of the Group's pension liabilities and the retranslation
of overseas operations resulted in an increase in net assets of
GBP20.5m.
The pension deficit, on an IAS 19 basis, decreased to GBP87.1m
(31 March 2021: GBP102.4m). The net liability for pension benefit
obligations was GBP76.1m (2021: GBP90.4m) after allowing for a net
deferred tax asset of GBP11.0m (31 March 2021: GBP12.0m). At the
last triennial pension valuation the technical provisions deficit
of the UK scheme, which is how the trustees and regulator view the
scheme, was only GBP9.1m. This compares to the IAS 19 deficit for
the UK pension fund of GBP64.1m. The difference represents the
valuation of the capital asset reserve (CAR), currently GBP49.1m,
being the discounted value of guaranteed future cash contributions
to the scheme for a fixed period of 25 years commencing in
2013.
Overseas schemes now account for GBP23.0m (26%) of the net
pension deficits and GBP22.4m of this is in respect of the German
scheme, which is unfunded, with payments made as pensions fall
due.
During the year, and as part of its long-term financial
planning, the Company reorganised its balance sheet and reserves
through the cancellation of the entire amount of its share premium
account and capital redemption reserve. The share premium account
and capital redemption reserve are non-distributable reserves and
accordingly, the purposes for which they can be used are
restricted. The reduction of capital creates sufficient
distributable reserves to provide the Board with greater
flexibility with regard to how it manages its capital resources. An
order of the High Court confirming the capital reduction became
effective on 27 May 2021, increasing distributable reserves by
GBP45.5m and, if applied to the Group consolidated balance sheet at
31 March 2021, the capital reduction would decrease the
consolidated retained earnings deficit from GBP78.2m to
GBP32.7m.
CASH FLOW AND NET DEBT
Restated(1)
FY22 FY21
GBPm GBPm
------------------------------------------------ ------ ------------
Adjusted operating profit 15.3 11.4
Add back depreciation and amortisation 9.4 9.9
------------------------------------------------ ------ ------------
Adjusted EBITDA (2) 24.7 21.3
Movement in working capital (0.2) 6.5
Net capital expenditure (5.1) (2.9)
------------------------------------------------ ------ ------------
Operating cash flow (2) 19.4 24.9
Income taxes (1.7) 0.7
Pensions cash costs (4.8) (2.1)
Restructuring spend - (0.2)
Repayment of principal under lease liabilities (4.2) (3.2)
Finance costs paid (1.8) (2.2)
Consideration paid for acquisition (0.5) -
Own shares purchased (4.9) -
US PPP loan forgiveness 1.7 -
Other movements/share-based payments 1.4 0.3
------------------------------------------------ ------ ------------
Change in net debt 4.6 18.2
------------------------------------------------ ------ ------------
Closing net debt (2) 13.8 18.4
------------------------------------------------ ------ ------------
(1) The results for the year ended 31 March 2021 have
been restated, see accounting policies and Note 20 for
details of the restatement.
(2) Adjusted EBITDA and operating cash flow are alternative
performance measures as defined in Note 19.
This year saw a further reduction in net debt, the improvement
of GBP4.6m leading to a closing position of GBP13.8m (31 March
2021: GBP18.4m). Net debt at 31 March 2022 comprised cash and cash
equivalents of GBP10.5m (31 March 2021: GBP19.9m) and borrowings of
GBP24.3m (31 March 2021: GBP38.3m). This reduction was especially
pleasing bearing in mind that the Group took the opportunity to
purchase GBP4.9m of shares during the year to satisfy the
requirements of the share based payments.
Within the working capital movement, inventory levels increased
by GBP9.5m, as the Group replenished stock levels to ensure good
customer service despite supply chain difficulties. Receivables
also increased by GBP4.5m, in line with the higher turnover levels,
while careful working capital management in general offset these
increases.
Net capital expenditure at GBP5.1m was expanded during the
second half of the financial year, as equipment, delayed due to
transportation issues, was finally delivered into our operating
facilities. The Group sees investments, especially those in support
of our strategy, aimed at improving heat treatment facilities,
broader manufacturing capabilities, and product assembly
automation, gathering pace in the coming year. Additionally, the
installation of the standardised Group IT system will gather
momentum as travel restrictions brought about by the pandemic
continue to ease.
During the year the Group acquired the conveyor chain business
of Brooks Ltd in Manchester, UK, for a total consideration of
GBP0.7m, of which GBP0.5m was paid in the year, with a further
GBP0.2m deferred and expected to be paid in the next financial
year.
Pension cash costs of GBP4.8m were higher than the prior year
equivalent of GBP2.1m. The increase in contributions is a result of
the agreement reached with the UK Pension Trustee in April 2020,
whereby GBP2.8m of FY21 contributions, due to be paid to the UK
scheme, were deferred in light of the potential impact of the
Covid-19 pandemic. The deferred contributions are being repaid over
the five-year period which commenced on 1 April 2022.
Corporation tax cash paid was GBP1.7m (2021: GBP0.7m received),
which returned to normal levels, while the net inflow seen in the
prior year was driven by a recovery of GBP1.3m of prior year
payments on account.
Net cash flow from operating activities decreased to GBP19.3m
(2021: GBP26.7m).
Debt facility and capital structure
The Group's committed multi-currency revolving credit facility
(MRCF) totals GBP61.5m, with a GBP20.5m accordion facility
providing a route to additional funding if required, although this
element is not committed. The facility matures in March 2024.
During the year the Group facilities transitioned from Libor to
Sonia as the basis to set the interest rate payable.
At 31 March 2022, the Group had unused credit facilities
totalling GBP40.1m and cash balances of GBP10.5m. Total Group
credit facilities amounted to GBP64.2m, all of which were
committed.
The Group has operated well within the pandemic-related revised
and original covenant levels throughout the year ended 31 March
2022 (see further detail in the going concern section below) and
expects to continue to operate comfortably within covenant limits
going forward.
The net debt/adjusted EBITDA ratio as at 31 March 2022 was 0.6x
(covenant: up to 2.5x; 31 March 2021: 0.9x), calculated in
accordance with the banking agreement. The adjusted EBITDA/interest
cover as at 31 March 2022 was 19.6x (covenant: greater than 4.0x;
2021: 10.9x), again calculated in accordance with the banking
agreement.
Going concern
The financial statements have been prepared on a going concern
basis. In determining the appropriate basis of preparation of the
financial statements, the Directors are required to consider
whether the Group can continue in operational existence for the
foreseeable future.
Further information in relation to the Group's business
activities, together with the factors likely to affect its future
development, performance and financial position, liquidity, cash
balances and borrowing facilities is set out in the Chair's
statement, the Chief Executive's review, the Finance Director's
review and in the section on principal risks and uncertainties.
Additional details of the Group's cash balances and borrowings and
facility are included in Notes 13, 14 and 17.
The key covenants attached to the Group's multi-currency
revolving credit facility relate to leverage (net debt to EBITDA,
maximum 2.5x) and interest cover (minimum 4.0x), which are measured
on a pre-IFRS 16 basis. The Group regularly monitors its financial
position to ensure that it remains within the terms of its banking
covenants. Following the strong cash performance in the prior year,
the Group has achieved a further reduction in net debt during the
current financial year of GBP4.6m to GBP13.8m (31 March 2021:
GBP18.4m), notwithstanding cash out flows for share purchases
(GBP4.9m) and lease exit payments (GBP1.1m). The Group has
accordingly remained within the borrowing covenant levels
throughout the year ended 31 March 2022 .
Given the current level of macroeconomic uncertainty stemming
from Covid-19, inflation, the global supply chain crisis and
geopolitical risks, and being also mindful of the risks discussed
in the section on principal risks and uncertainties, the Group has
performed financial modelling of future cash flows. The Board has
reviewed the cash flow forecasts which cover a period of 12 months
from the approval of the 2022 Annual Report, and which reflect
forecast changes in revenue across the Group's business units. A
reverse stress test has been performed on the forecasts to
determine the extent of a downturn which would result in a breach
of covenants. Revenue would have to reduce by approximately 30%
over the period under review for the Group to be likely to breach
the leverage covenant under the terms of its borrowing facility.
The reverse stress test does not take into account further
mitigating actions which the Group would implement in the event of
a severe and extended revenue decline, such as reducing
discretionary spend and capital expenditure. This assessment
indicates that the Group can operate within the level of its
current facilities, as set out above, without the need to obtain
any new facilities for a period of not less than 12 months from the
date of this report.
Following this assessment, the Board of Directors are satisfied
that the Group has sufficient resources to continue in operation
for a period of not less than 12 months from the date of this
report. Accordingly, they continue to adopt the going concern basis
in relation to this conclusion and preparing the consolidated
financial statements. There are no key sensitivities identified in
relation to this conclusion.
Treasury and financial instruments
The Group's treasury policy, approved by the Board, is to manage
its funding requirements and treasury risks without undertaking any
speculative risks. Treasury and financing matters are assessed
further in the section on principal risks and uncertainties.
To manage foreign currency exchange impact on the translation of
net investments, certain US Dollar denominated borrowings taken out
in the UK to finance US acquisitions are designated as a hedge of
the net investment in US subsidiaries. At 31 March 2022 this hedge
was fully effective. The carrying value of these borrowings at 31
March 2022 was GBP6.8m (31 March 2021: GBP6.5m).
At 31 March 2022, the Group had 2% (31 March 2021: 1%) of its
gross debt at fixed interest rates. Cash deposits are placed
short-term with banks where security and liquidity are the primary
objectives. The Group has no significant concentrations of credit
risk, with sales made to a wide spread of customers, industries and
geographies. Policies are in place to ensure that credit risk on
individual customers is kept to a minimum.
Pension assets and liabilities
The Group has a mix of UK (84% of gross liabilities) and
overseas (16% of gross liabilities) defined benefit pension
obligations as shown below.
2022 2021
---------------------------- ----------------------------
Assets Liabilities Deficit Assets Liabilities Deficit
GBPm GBPm GBPm GBPm GBPm GBPm
------------------- ------ ----------- ------- ------ ----------- -------
UK scheme 134.4 (198.5) (64.1) 136.3 (213.8) (77.5)
Overseas schemes 15.4 (38.4) (23.0) 14.9 (39.8) (24.9)
------------------- ------ ----------- ------- ------ ----------- -------
149.8 (236.9) (87.1) 151.2 (253.6) (102.4)
Deferred tax asset 11.0 12.0
------------------- ------ ----------- ------- ------ ----------- -------
Net deficit (76.1) (90.4)
------------------- ------ ----------- ------- ------ ----------- -------
The Group's retirement benefit obligations decreased from
GBP102.4m (GBP90.4m net of deferred tax) at 31 March 2021 to
GBP87.1m (GBP76.1m net of deferred tax) at 31 March 2022. The
largest element of the decrease relates to the UK scheme where the
deficit decreased from GBP77.5m to GBP64.1m primarily due to an
increase in AA corporate bond yields, which decreases the present
value of gross liabilities under IAS 19. This was partially offset
by the impact of an increase in the UK inflation assumption . For
the purposes of determining scheme pension payments, inflation is
capped for the UK and the US schemes. The deficit of the overseas
schemes decreased by GBP1.9m to GBP23.0m reflecting changes in
assumptions for discount and inflation rates. All defined benefit
schemes, with the exception of one scheme for blue-collar workers
in the US, are closed for future accrual.
UK funded scheme
The deficit of the UK scheme decreased in the year to GBP64.1m
(31 March 2021: GBP77.5m) reflecting a number of changes in
assumptions and factors.
The decrease in gross liabilities of GBP15.3m arose primarily
from a combination of an increase in the rate used to discount the
scheme's liabilities (discount rate of 2.75% compared with 2.0% in
the prior year) and an offsetting increase in the inflation
assumption (CPI of 3.25% compared with 2.7% in the prior year).
Partially offsetting the reduction in liabilities was a small
decrease in the value of the scheme's assets.
The latest triennial actuarial valuation of the UK scheme, with
an effective date of 5 April 2019, was agreed in March 2020 and
identified a deficit of GBP9.1m. This is significantly lower than
the IAS 19 deficit, largely as the actuarial valuation places a
value on the Group's guaranteed future cash payments to the scheme
under the central asset reserve structure established in June 2013.
It is expected that the actuarial valuation deficit of GBP9.1m can
be recovered through asset outperformance, above the prudent levels
assumed in the valuation, over the remaining life of the scheme. As
a result, there are no changes to the long-term contribution
arrangements.
Contributions in the year ended 31 March 2022 were GBP3.3m
(2021: GBP0.6m). The increase in contributions compared to the
prior year follows the agreement reached with the Trustee in April
2020 such that GBP2.8m of the prior year contributions due to the
UK scheme were deferred in light of the potential impact of the
Covid-19 pandemic. The deferred contributions are being repaid over
the five-year period which commenced on 1 April 2022 with expected
contributions for the year ending 31 March 2023 of GBP4.1m
(including the deferred contributions). The underlying level of
contributions to the UK scheme increased annually by RPI plus 1.5%
(capped at 5%).
The next triennial valuation date will be as at 5 April
2022.
Overseas schemes
The largest element of the overseas schemes is the German
unfunded scheme, with a total liability and deficit of GBP22.4m (31
March 2021: GBP22.9m). Other overseas funded schemes comprise a
number of smaller arrangements around the world, with a combined
deficit of GBP0.6m (31 March 2021: GBP2.0m). The combined deficits
of all the overseas schemes decreased by GBP1.9m. These changes
were most significantly a reduction in the liability of the funded
US schemes due to an increase in the discount rate used to value
the scheme's liabilities. During April 2022, the Board's decision
to close the New Zealand defined benefit pension scheme was enacted
by the scheme trustees, and it will be wound down over the coming
months.
For overseas pension schemes, the Company contributions in the
year were GBP1.4m (2021: GBP1.5m).
JIM HAUGHEY
GROUP Finance Director
13 July 2022
Principal Risks and Uncertainties
Risk is inherent in our business activities. We take steps at
both a Group and subsidiary level to understand and evaluate
potential risks and uncertainties which could have a material
impact on our performance in order to mitigate them. Accordingly, a
risk aware environment is promoted and encouraged throughout the
Group. Details of the principal risks and uncertainties are
summarised below and set out in more detail in the Annual
Report.
In addition to the principal risks and uncertainties below, the
risk review process highlights emerging risks as well as those
which have the potential to be a principal risk in the future and
therefore need to be more closely monitored. The wider effect of
climate change is one of these risks. Continued environmental
activism around climate change has started to influence some
consumers to reduce their carbon footprints, and there is the
potential that this could start to impact some of the sectors we
operate in. The risks associated with climate change are not
considered principal risks at this time, particularly as Renold
supports customers in achieving their own sustainability goals
through the development and supply of high specification, durable,
environmentally responsible products which ultimately minimise the
impact on the environment. We will, however, continue to monitor
this evolving situation.
1 Macroeconomic and political volatility
----------------------------------------------------------------------------------------------------------------------
DETAILED RISK POTENTIAL IMPACT
Material changes in prevailing macroeconomic or Potential touch-points include:
geopolitical conditions could have a detrimental * Commodity prices which have a negative impact on
impact on business performance. We operate in 17 countries demand in the whole supply chain.
and sell to customers in over 100
and therefore, we are necessarily exposed to economic and
geopolitical risks in these territories. * Changes to tariffs and import duties which can
Link to strategic objectives [B G] distort customer buying decisions.
* Foreign exchange volatility can impact customer
buying patterns, leading to lower demand or the need
to rapidly switch supply chains.
---------------------------------------------------------- ----------------------------------------------------------
MITIGATION AND CONTROL
* Our diversified geographic footprint inherently
exposes us to more countries where risks arise but
conversely provides some degree of resilience and
flexibility.
* Actions to lower the Group's overall break-even point
also serve to reduce the impact of any global
economic slowdown.
* A focus on 'predict and respond', e.g. sales
forecasting and raw material price monitoring,
leading to operational change such as sales price
increases or cost reductions.
* We have a good level of liquidity, with access to
sufficient multi-currency debt facilities.
The FY22 risk trend is impacted by continued political risk and the high-cost inflation experienced
on raw material, freight and energy prices. We are mindful of the situation in Eastern Europe,
and whilst we are not heavily exposed to this geographic area, we are aware of the wider global
impact this may have as the situation unfolds.
The uncertainty outlined above is partly offset by growth in the global economy during FY22,
following stabilisation of the Covid-19 pandemic, though this may not continue. We have also
implemented significant management actions in order to mitigate the additional risks highlighted.
Nonetheless, the likelihood of the risk crystalising has increased.
----------------------------------------------------------------------------------------------------------------------
2 Strategy execution
DETAILED RISK POTENTIAL IMPACT
The Group's ongoing strategy requires the co-ordinated While these projects are designed to deliver targeted
delivery of a number of complex projects. benefits, they have the potential to
Link to strategic objectives [B C D E F G] negatively impact the Group's operations if not
appropriately managed.
---------------------------------------------------------- ----------------------------------------------------------
MITIGATION AND CONTROL
* The Strategic Plan has been developed to deliver a
sustained improvement in performance and to make that
performance more stable and less exposed to revenue
volatility.
* The Board reviews progress against the different
strategic projects in each of its meetings. This is
based on a regularly updated report from the CEO,
which groups the individual projects into themes
linked directly to our Strategic Objectives.
* Major projects are all managed in accordance with
best practice project management techniques with at
least one member of the Executive team on the
relevant Steering Committees.
The FY22 risk trend remains stable, largely due to the already lower risk rating as a result
of limited ongoing major infrastructure changes. To support the execution of the Groups strategic
objectives, activity in the year incorporates an increased focus on sustainability and supply
chain rationalisation, which includes the determination of optimal product production locations
and optimising business processes.
----------------------------------------------------------------------------------------------------------------------
3 Corporate transactions/business development
DETAILED RISK POTENTIAL IMPACT
Part of the Group's strategy is to grow through selective * Any corporate transaction involves risks at various
acquisitions. Performance of acquired stages of the project life cycle.
businesses may not reach expectations, impacting Group
profitability and cash flows. Similarly,
poorly managed asset sales may result in * During the acquisitions phase, value can be lost
under-achievement of value. through over-paying, missing key issues in due
Link to strategic objectives [B E G] diligence or potential value leakage through poor
contract negotiation. Value can also be lost through
a poorly planned or executed integration phase.
Finally, failure to deliver anticipated benefits
during the 'business as usual' phase can also lead to
a loss of value.
* A poorly managed asset sale or corporate disposal may
realise a lower value.
--------------------------------------------------------- -----------------------------------------------------------
MITIGATION AND CONTROL
* Monitoring of specific acquisition targets: Business
acquisition process incorporating concept evaluation,
business case, indicative offer/heads of terms, due
diligence (covering a range of criteria), integration
planning and execution and post integration appraisal
which in turn feeds back to the business acquisition
process.
* Use of third-party specialists to address risks
specific to each corporate transaction.
* Formation of top-down cross-functional project teams
and plans. These specifically address any issues or
risks identified during the planning and due
diligence processes.
* Deployment of detailed benefits realisation plans.
The FY22 risk trend is unchanged.
----------------------------------------------------------------------------------------------------------------------
4 Health and safety in the workplace
DETAILED RISK POTENTIAL IMPACT
The risk of death or serious injury to employees or third Accidents caused by a lack of robust safety procedures
parties associated with Renold's could result in life-changing impacts
worldwide operations. for employees, visitors or contractors. This will always
We are proud of the progress we have made in recent years, be unacceptable. In addition, accidents
but recognise that we have more could result in civil or criminal liability for both the
to do. Group and the Directors and officers
Link to strategic objectives [A F G] of the Group and Group companies, leading to financial
loss or reputational damage.
---------------------------------------------------------- ----------------------------------------------------------
MITIGATION AND CONTROL
* Group policies and a Group-wide management system
known as the Framework, to set control expectations,
with a support training programme for all managers.
* The Group operates a rolling programme of health and
safety audits to assess compliance against the
Framework. These audits have continued, despite
travel restrictions imposed during the year, through
the utilisation of alternative working methods.
* Continual hazard assessments to ensure awareness of
risks.
* Live tracking of accident rates and root cause
analysis via our Group reporting system, plus monthly
Board reporting focused on a range of KPIs.
* Specific initiatives include the BAT (Be safe; Act
safe; Think safe) safety approach and the Annual
Health and Safety Awards Scheme to recognise success.
* Proactive identification and management of emerging
risks, for example the additional measures which
continue to be implemented, on a proportionate basis,
across all operating locations in order to mitigate
the increase in risk presented by Covid-19.
The FY22 risk trend is unchanged. No matter what mitigating actions are undertaken, there
remains a risk of death or serious injury. We therefore continue to assess the risk as the
highest possible impact, but through the mitigation actions seek to reduce the likelihood.
Significantly improving our health and safety performance continues to be our number one strategic
objective.
----------------------------------------------------------------------------------------------------------------------
5 Security and effective deployment and utilisation of information technology systems
DETAILED RISK POTENTIAL IMPACT
We seek to leverage the use of IT to achieve competitive * Interruption or failure of IT systems (including the
advantage. The Group continues to impact of a cyber attack) would negatively impact or
implement a global ERP system to replace numerous legacy prevent some business activities from occurring. If
systems which inherently brings with the interruption was long lasting, significant damag
it the risks associated with a large-scale change e
programme. could be done to the business.
The threat from cyber attacks, and therefore security of
our IT systems, is constantly evolving.
The frequency of attacks is increasing, and the nature of * It is essential that we are able to rely on the data
such attacks are becoming more sophisticated. derived from our business system to feed routine but
The risk to our Group, our supply chains and our customers fundamental business performance monitoring.
is ever present.
Link to strategic objectives [C D E]
* An unsuccessful implementation of the global ERP
system has the potential to materially impact that
site's, and possibly the Group's, performance.
---------------------------------------------------------- ----------------------------------------------------------
MITIGATION AND CONTROL
* Short-term stabilisation of existing hardware and
legacy software platforms.
* Governance and control arrangements operating over
the Group's ERP implementation programme.
* New ERP systems are successfully implemented at three
locations.
* Use of specialist external consultants and
recruitment of experienced personnel.
* Phased implementation rather than 'big bang', along
with project assurance and 'lessons learned' reviews
to continuously improve the quality of successive
rollouts.
* Steering Committee in operation with cascading
project management disciplines.
* A range of preventative and detective controls to
manage the risk of a cyber attack, including
technical solutions in addition to employee training
programmes.
* Regular system maintenance and upgrades, including
patching, to ensure known vulnerabilities are
protected.
The overall risk for FY22 has increased. Whilst we have successfully removed one of our legacy
ERP systems during the year, we recognise that there is increasing cyber threat, particularly
to manufacturing organisations. This is coupled with reduced availability of insurance cover
to mitigate such risk. As cyber attacks evolve and become more sophisticated, we have continued
to invest in additional capability and controls designed to defend against such threats and
there is a continued focus on managing and reducing the impact of any potential attack. Nonetheless,
we recognise that the frequency and severity of attacks is increasing and therefore have increased
our overall assessment of the risk.
----------------------------------------------------------------------------------------------------------------------
6 Prolonged loss of a major manufacturing site
DETAILED RISK POTENTIAL IMPACT
A catastrophic loss of the use of all or a significant * In the short or long term, a related risk event coul
portion of a strategic production facility. d
The prolonged loss of certain larger plants has the adversely affect the Group's ability to meet the
ability to impact the viability of the demands of its customers.
Group. This could result from an accident, a strike by
employees, a significant disease outbreak,
major disruption to supply chains, fire, severe weather or * Specifically, this could entail significant repair
other cause outside of management costs or costs of alternative supply. A significant
control. proportion of the Group's revenue is on relatively
Link to strategic objectives [A E G] short lead times and a break in our supply chain
could result in loss of revenue. All of this
translates into lower sales and profits and reduced
cash flow.
---------------------------------------------------------- ----------------------------------------------------------
MITIGATION AND CONTROL
* Preventative maintenance programmes and new
investments to reduce risk of interruption of
manufacturing.
* A Group Fire Safety Policy mandating preventative,
detective and containment controls.
* Alternative manufacturing capacity exists for a
growing portion of the Group's product range, with
this manufacturing capability spread across
geographic territories.
* Inventory maintained to absorb and flatten out
shorter-term raw material supply and production
volatility risks.
* Comprehensive insurance policies to mitigate the
impact of a number of these risks, albeit subject to
carve out of cover for specific risks (e.g. SARS and
related disease outbreak) and claim limits.
* Amendments to operational processes, whenever and
wherever required, to mitigate emerging risks and
country-specific requirements.
* Property damage and business interruption insurance.
The risk trend for FY22 is unchanged, largely as a result of already being classified at maximum
risk levels.
Renold has no direct operations in Russia or Ukraine, however, a significant amount of Group
production comes from our German factories and we are therefore actively working on contingency
plans in the event that German energy supplies are disrupted as a result of the war in Ukraine.
The Covid-19 pandemic continued to crystallise this risk at certain locations during the year,
however, the severity and frequency of instances continue to reduce. We believe that the risk
of prolonged loss of a major manufacturing site due to the Covid-19 pandemic is now low, however,
changes to our operating procedures and other health and safety actions have, and will, continue
to be implemented in a proportionate manner in order to respond to the pandemic. Moreover,
we have continued to enhance the manufacturing capabilities at a number of our manufacturing
locations through investment in equipment and additional training during the year, with the
aim of reducing reliance on single geographical locations.
----------------------------------------------------------------------------------------------------------------------
7 People and change
DETAILED RISK POTENTIAL IMPACT
The Group's operations are dependent upon the ability to * Failure to retain, attract or motivate the required
attract and retain the right people calibre of employees will negatively impact business
with an appropriate range of skills and experience. performance.
Succession planning and the ability to swiftly replace
staff retiring or leaving is also critical.
Link to strategic objective [A D F] * The delivery of the Strategic Plan and our strategic
goals may also be delayed.
---------------------------------------------------------- ----------------------------------------------------------
MITIGATION AND CONTROL
* Competitive reward programmes, focused training and
development, and a talent retention programme.
* Ongoing reviews of succession plans based on business
needs.
* Performance management and personal development
programmes introduced alongside training initiatives.
* Management team strengthened with new capability from
external hires and internal promotions.
* The Renold Values, launched in 2015, continue to be
embedded and are linked to recruitment processes for
new employees.
The FY22 risk trend increasing. Whilst we continue to attract and retain high calibre individuals,
we have witnessed a shift in attitude and reduced availability in the employment market, which
is partly thought to be as a result of the Covid-19 pandemic and Brexit. This shift has been
represented by an increasing appetite of individuals to make career changes, leading to a
progressively more competitive employment market, and our own employees increasingly opting
to take early retirement.
----------------------------------------------------------------------------------------------------------------------
8 Liquidity, foreign exchange and banking arrangements
DETAILED RISK POTENTIAL IMPACT
A lack of sufficient liquidity and flexibility in banking * Potentially cause under-investment and sub-optimal
arrangements could inhibit the Group's short-term decision making.
ability to invest for the future or, in extremes, restrict
day-to-day operations.
Link to strategic objectives [D E G] * Limiting investment could prevent efficiency savings
and reduce competitiveness.
* In an extreme situation, the Group's ability to
operate as a going concern could also be jeopardised
.
---------------------------------------------------------- ----------------------------------------------------------
MITIGATION AND CONTROL
* The Group's primary banking facility expires in March
2024 and is fully available given current levels of
profitability. Positive discussions have commenced
with our relationship banks regarding the routine
renewal of our committed debt facilities in 2024.
* The facility includes additional drawdown capability,
accessible as long as financial covenants are
complied with.
* Rolling foreign exchange forward contracts covering
committed future cash flows.
The FY22 risk trend is unchanged. The Group remained, with good headroom, within banking covenants
throughout the year and retains a strong cash position.
----------------------------------------------------------------------------------------------------------------------
9 Pensions deficit
DETAILED RISK POTENTIAL IMPACT
The principal pensions risk is that short-term cash * Given the Group's cash needs to invest in the
funding requirements of legacy pension business, the pace of performance improvement could
schemes diverts much needed investment away from the be slowed if cash has to be diverted to the pension
Group's operations. schemes.
Secondly, the size of the reported balance sheet deficit
can operate as a disincentive to
potential investors or other stakeholders limiting the * The balance sheet pension deficit could act as a
Group's ability to raise financing disincentive to potential investors and could reduce
on capital markets. the Group's ability to raise new equity or debt
Link to strategic objectives [G] financing, limiting the strategic options open to th
e
Group.
---------------------------------------------------------- ----------------------------------------------------------
MITIGATION AND CONTROL
* We maintain a good relationship with pension
trustees.
* Specialist professional advice is obtained to help us
manage the associated liabilities and risks.
* The major UK pension cash flows (over 50% of all
defined benefit pension cash costs) are stable, known
and defined under the 25-year asset-backed funding
scheme put in place during 2013. A further 25% of the
annual cash flows are pensions in payment in Germany
in a mature scheme that has passed its peak funding
requirement.
The FY22 risk trend is unchanged as underlying factors have not significantly changed from
the prior year.
----------------------------------------------------------------------------------------------------------------------
10 Legal, financial and regulatory compliance
DETAILED RISK POTENTIAL IMPACT
The risk of censure, fine or business prohibition as a Failure by the Group or its representatives to abide by
result of any part of the Group failing applicable laws and regulations could
to comply with regulatory or legal obligations. result in:
Risks related to regulatory and legislative changes * Administrative, civil or criminal liability.
include the inability of the Group to
comply with current, changing or new requirements.
Many of the Group's business activities are subject to * Significant fines and penalties.
increasing regulation and enforcement
by relevant authorities.
Link to strategic objectives [G] * Suspension of the Group from trading.
* Reputational damage.
---------------------------------------------------------- ----------------------------------------------------------
MITIGATION AND CONTROL
* Communication and management of a clear compliance
culture.
* Risk assessments and ongoing compliance reviews at
least annually at all major locations.
* Published up-to-date policies and procedures with
clear guidance and training issued to all employees.
* Monitoring of compliance with nominated accountable
managers in each business unit.
* Financial control assurance and legal compliance is
additionally obtained through internal audit and a
control self-assessment process. Self-certification
from every operating region, that internal controls
have been complied with and that legal compliance has
been maintained, is reviewed on at least an annual
basis. All units and functions in the Group are
subject to internal audit on a regular risk-based
cycle. Any non-compliance reported is reviewed by the
Audit Committee.
The FY22 risk trend is unchanged.
----------------------------------------------------------------------------------------------------------------------
Consolidated Income Statement
for the year ended 31 March 2022
Restated(1)
2022 2021
Note GBPm GBPm
------------------------------------- ----- -------- ------------
Revenue 1 195.2 165.3
Operating costs 2 (179.0) (154.6)
------------------------------------- ----- -------- ------------
Operating profit 16.2 10.7
Finance costs 3 (3.8) (4.6)
------------------------------------- ----- -------- ------------
Profit before tax 12.4 6.1
Taxation 4 (2.2) (1.5)
------------------------------------- ----- -------- ------------
Profit for the financial year 10.2 4.6
Earnings per share 5
Basic earnings per share 4.7p 2.0p
Diluted earnings per share 4.4p 2.0p
------------------------------------- ----- -------- ------------
Basic adjusted earnings per share 4.3p 2.3p
Diluted adjusted earnings per share 4.0p 2.3p
------------------------------------- ----- -------- ------------
(1) See Accounting policies and Note 20 for details of prior
period restatements
All results are from continuing operations.
Consolidated Statement of Comprehensive Income
for the year ended 31 March 2022
Restated(1)
2022 2021
GBPm GBPm
----------------------------------------------------------- ------ ------------
Profit for the financial year 10.2 4.6
Other comprehensive income/(expense):
Items that may be reclassified to the income statement
in subsequent periods:
Exchange differences on translation of foreign operations 3.2 (5.8)
(Loss)/gain on hedges of the net investment in foreign
operations (0.3) 0.7
Cash flow hedges:
Loss arising on cash flow hedges during the period (0.5) (0.1)
Less: Cumulative gain arising on cash flow hedges
reclassified to profit and loss 0.1 0.3
Income tax relating to items that may be reclassified
subsequently to profit or loss 0.1 -
----------------------------------------------------------- ------
2.6 (4.9)
Items not to be reclassified to the income statement
in subsequent periods:
Remeasurement gains/(losses) on retirement benefit
obligations 12.3 (5.6)
Tax on remeasurement gains/losses on retirement benefit
obligations - excluding impact of statutory rate change (3.1) 0.7
Effect of changes in statutory tax rate on deferred
tax assets 2.3 -
-----------------------------------------------------------
11.5 (4.9)
----------------------------------------------------------- ------ ------------
Other comprehensive income/(expense) for the year,
net of tax 14.1 (9.8)
----------------------------------------------------------- ------ ------------
Total comprehensive income/(expense) for the year,
net of tax 24.3 (5.2)
----------------------------------------------------------- ------ ------------
(1) See Accounting policies and Note 20 for details of prior
period restatements
Consolidated Balance Sheet
as at 31 March 2022
Restated(1) Restated(1)
2022 2021 2020
Note GBPm GBPm GBPm
-------------------------------------- ----- ---------- ------------ ------------
ASSETS
Non-current assets
Goodwill 7 22.7 21.7 24.0
Other intangible assets 8 5.1 4.9 6.5
Property, plant and equipment 9 49.3 48.1 53.6
Right-of-use assets 10 8.0 10.7 11.9
Deferred tax assets 15.4 15.2 14.3
100.5 100.6 110.3
-------------------------------------- ----- ---------- ------------ ------------
Current assets
Inventories 11 48.4 37.7 46.1
Trade and other receivables 12 35.7 30.3 35.8
Current tax - 0.2 1.5
Cash and cash equivalents 13 10.5 19.9 15.6
94.6 88.1 99.0
-------------------------------------- ----- ---------- ------------ ------------
TOTAL ASSETS 195.1 188.7 209.3
-------------------------------------- ----- ---------- ------------ ------------
LIABILITIES
Current liabilities
Borrowings 14 (1.0) (2.3) (0.3)
Trade and other payables 15 (48.5) (31.5) (37.6)
Lease liabilities 10 (2.8) (2.5) (3.0)
Current tax (2.8) (2.3) (1.0)
Derivative financial instruments (0.5) (0.1) (0.3)
Provisions 16 (0.2) (1.4) (0.7)
(55.8) (40.1) (42.9)
-------------------------------------- ----- ---------- ------------ ------------
NET CURRENT ASSETS 38.8 48.0 56.1
-------------------------------------- ----- ---------- ------------ ------------
Non-current liabilities
Borrowings 14 (22.8) (35.5) (51.4)
Preference stock 14 (0.5) (0.5) (0.5)
Trade and other payables 15 (4.7) (5.4) (5.3)
Lease liabilities 10 (9.2) (12.9) (14.1)
Deferred tax liabilities (5.4) (4.1) (4.6)
Retirement benefit obligations (87.1) (102.4) (97.6)
Provisions (3.8) (2.5) (2.4)
(133.5) (163.3) (175.9)
-------------------------------------- ----- ---------- ------------ ------------
TOTAL LIABILITIES (189.3) (203.4) (218.8)
-------------------------------------- ----- ---------- ------------ ------------
NET ASSETS (LIABILITIES) 5.8 (14.7) (9.5)
-------------------------------------- ----- ---------- ------------ ------------
EQUITY
Issued share capital 11.3 11.3 11.3
Share premium account - 30.1 30.1
Capital redemption reserve - 15.4 15.4
Currency translation reserve 9.8 6.8 11.9
Other reserves (5.4) (0.1) (0.3)
Retained earnings (9.9) (78.2) (77.9)
-------------------------------------- ----- ---------- ------------ ------------
TOTAL SHAREHOLDERS' FUNDS (DEFICIT) 5.8 (14.7) (9.5)
-------------------------------------- ----- ---------- ------------ ------------
(1) See Accounting policies and Note 20 for details of the prior
period restatements
Approved by the Board on 13 July 2022 and signed on its behalf
by:
Robert Purcell Jim Haughey
CHIEF EXECUTIVE FINANCE DIRECTOR
Consolidated Statement of Changes in Equity
for the year ended 31 March 2022
Share Restated(1) Currency Capital Total
Share premium Retained translation redemption Other shareholders'
capital account earnings reserve reserve reserves funds
GBPm GBPm GBPm GBPm GBPm GBPm GBPm
------------------------ --------- --------- ------------ ------------- ------------ ---------- ---------------
At 31 March 2020 11.3 30.1 (68.8) 11.9 15.4 (0.3) (0.4)
Prior year adjustments
(Note 20) - - (7.6) - - - -
Change in accounting
policy (see Accounting
Policies and Note
20) - - (1.5) - - - -
------------------------ --------- --------- ------------ ------------- ------------ ---------- ---------------
At 31 March 2020
(Restated) 11.3 30.1 (77.9) 11.9 15.4 (0.3) (9.5)
Profit for the year
(Restated) - - 4.6 - - - 4.6
Other comprehensive
income - - (4.9) (5.1) - 0.2 (9.8)
------------------------ --------- --------- ------------ ------------- ------------ ---------- ---------------
Total comprehensive
income for the year
(Restated) - - (0.3) (5.1) - 0.2 (5.2)
At 31 March 2021
(Restated) 11.3 30.1 (78.2) 6.8 15.4 (0.1) (14.7)
Profit for the year - - 10.2 - - - 10.2
Other comprehensive
income/ (expense) - - 11.5 3.0 - (0.4) 14.1
Total comprehensive
income/ (expense)
for the year - - 21.7 3.0 - (0.4) 24.3
Own shares purchased - - - - - (4.9) (4.9)
Capital reorganisation - (30.1) 45.5 - (15.4) - -
Share based payments - - 1.1 - - - 1.1
At 31 March 2022 11.3 - (9.9) 9.8 - (5.4) 5.8
------------------------ --------- --------- ------------ ------------- ------------ ---------- ---------------
(1) See Accounting policies and Note 20 for details of the prior
period restatements
Included in retained earnings is GBP1.9m (31 March 2021:
GBP0.8m) relating to a share option reserve .
The other reserves are stated after deducting GBP4.9m (31 March
2021: GBP0.035m) relating to shares held in the Renold plc Employee
Benefit Trust. The Renold Employee Benefit Trust holds Renold plc
shares and satisfies awards made under various employee incentive
schemes when issuance of new shares is not appropriate.
At 31 March 2022 18,422,509 (31 March 2021: 199,790) ordinary
shares of 5p each were held by the Renold Employee Benefit Trust
and, following recommendations by the employer, are provisionally
allocated to satisfy awards under employee incentive schemes. The
market value of these shares at 31 March 2022 was GBP3.7m (31 March
2021: GBP0.035m).
Consolidated Statement of Cash Flows
for the year ended 31 March 2022
2022 2021
GBPm GBPm
------------------------------------------------------ ------- -------
Cash flows from operating activities (Note 17)
Cash generated from operations 21.0 26.0
Income taxes (paid)/received (1.7) 0.7
Net cash flow from operating activities 19.3 26.7
------------------------------------------------------ ------- -------
Cash flows from investing activities
Proceeds from property disposals 0.2 0.2
Purchase of property, plant and equipment (4.1) (2.3)
Purchase of intangible assets (1.2) (0.8)
Consideration paid for acquisition (0.5) -
Net cash flow from investing activities (5.6) (2.9)
------------------------------------------------------ ------- -------
Cash flows from financing activities
Repayment of principal under lease liabilities (4.2) (3.2)
Finance costs paid (1.5) (2.0)
Own shares purchased (4.9) -
Proceeds from borrowings 4.7 2.8
Repayment of borrowings (16.0) (19.9)
Net cash flow from financing activities (21.9) (22.3)
------------------------------------------------------ ------- -------
Net (decrease)/increase in cash and cash equivalents (8.2) 1.5
Net cash and cash equivalents at beginning of year 17.3 15.1
Effects of exchange rate changes 0.4 0.7
------------------------------------------------------ -------
Net cash and cash equivalents at end of year (Note
13) 9.5 17.3
------------------------------------------------------ ------- -------
Accounting Policies
Basis of preparation
The financial information for the year ended 31 March 2022 and
the year ended 31 March 2021 does not constitute the Company's
statutory accounts for those years but is derived from those
accounts. Statutory accounts for the year ended 31 March 2021 have
been delivered to the Registrar of Companies. The auditor's report
on those accounts was unqualified, did not draw attention to any
matters by way of emphasis and did not contain a statement under
section 498 (2) or (3) of the Companies Act 2006.
The statutory accounts for the year ended 31 March 2022 have
been authorised for issue and signed by the Board of Directors at
the time of this announcement. They are expected to be published on
or before 30 July 2022 and will be delivered to the Registrar of
Companies following the Company's Annual General Meeting.
Going concern
The financial statements have been prepared on a going concern
basis. In determining the appropriate basis of preparation of the
financial statements, the Directors are required to consider
whether the Group can continue in operational existence for the
foreseeable future.
Further information in relation to the Group's business
activities, together with the factors likely to affect its future
development, performance and financial position, liquidity, cash
balances and borrowing facilities is set out in the Strategic
Report section of the Annual Report. In addition, the financial
statements within the Annual Report include the Group's objectives,
policies and processes for managing its capital, its financial risk
management objectives, details of its financial instruments and
hedging activities and its exposure to foreign exchange, credit and
interest rate risk. Information relating to post balance sheet
events is disclosed in Note 18.
The key covenants attached to the Group's multi-currency
revolving credit facility relate to leverage (net debt to EBITDA,
maximum 2.5x) and interest cover (minimum 4.0x), which are measured
on a pre-IFRS 16 basis. The Group regularly monitors its financial
position to ensure that it remains within the terms of its banking
covenants. Following the strong cash performance in the prior year,
the Group has achieved a further reduction in net debt during the
current financial year of GBP4.6m to GBP13.8m (31 March 2021:
GBP18.4m), notwithstanding significant cash out flows for share
purchases (GBP4.9m) and lease exit payments (GBP1.1m). The Group
has accordingly remained within the borrowing covenant levels
throughout the year ended 31 March 2022 .
Given the current level of macroeconomic uncertainty stemming
from Covid-19, inflation, the global supply chain crisis and
geopolitical risks, and being also mindful of the risk matrix
disclosed in the section on principal risks and uncertainties, the
Group has performed financial modelling of future cash flows. The
Board has reviewed the cash flow forecasts, which cover a period of
12 months from the approval of the 2022 Annual Report, and which
reflect forecasted changes in revenue across the Group's business
units. A reverse stress test has been performed on the forecasts to
determine the extent of downturn which would result in a breach of
covenants. Revenue would have to reduce by 30% over the period
under review for the Group to breach the leverage covenant under
the terms of its borrowing facility. The reverse stress test does
not take into account further mitigating actions which the Group
would implement in the event of a severe and extended revenue
decline, such as reducing discretionary spend and capital
expenditure. This assessment indicates that the Group can operate
within the level of its current facilities, as set out above,
without the need to obtain any new facilities for a period of not
less than 12 months from the date of this report.
Following this assessment, the Board of Directors are satisfied
that the Group has sufficient resources to continue in operation
for a period of not less than 12 months from the date of this
report. Accordingly, they continue to adopt the going concern basis
in relation to this conclusion and preparing the Consolidated
Financial Statements. There are no key sensitivities identified in
relation to this conclusion.
Change in accounting policy - Software as a service ('SaaS')
arrangements
The Group has changed its accounting policy related to the
capitalisation of certain software costs, this change follows the
IFRIC interpretation Committee's agenda decision published in April
2021, which clarifies the accounting treatment of the costs of
configuring or customising software under Software as a service
arrangements.
The Group's accounting policy has historically been to
capitalise costs directly attributable to the configuration and
customisation of SaaS arrangements as assets in the Balance Sheet.
Following the adoption of the above IFRIC agenda guidance, any SaaS
arrangements were identified and assessed to determine if the Group
has control of the software and associated configured or customised
elements. For those arrangements where the Group does not have
control of the developed software, the Group has derecognised the
asset.
Change in accounting policy - Software as a service ('SaaS')
arrangements (continued)
The change in accounting policy led to adjustments in the 31
March 2021 and 31 March 2020 balance sheets amounting to a GBP1.2m
reduction in intangible assets (2020: GBP1.5m reduction). This
change also led to adjustments in the income statement for the year
ended 31 March 2021 amounting to a GBP0.3m decrease in amortisation
of intangibles.
Accordingly, the prior period Balance Sheets at 31 March 2021
and 31 March 2020 have been restated in accordance with IAS 8, and,
in accordance with IAS 1 (revised), a Balance Sheet at 31 March
2020 is also presented, together with related notes. The tables in
Note 20 show the impact of the change in accounting policy on the
previously reported financial results.
Notes to the Consolidated Financial Statements
1. Segmental information
For management purposes, the Group is organised into two
operating segments according to the nature of their products and
services and these are considered by the Directors to be the
reportable operating segments of Renold plc as shown below:
-- The Chain segment manufactures and sells power transmission
and conveyor chain and also includes sales of torque transmission
products through Chain National Sales Companies (NSCs); and
-- The Torque Transmission segment manufactures and sells torque
transmission products, such as gearboxes and couplings.
No operating segments have been aggregated to form the above
reportable segments.
The Chief Operating Decision Maker (CODM) for the purposes of
IFRS 8 'Operating Segments' is considered to be the Board of
Directors of Renold plc. Management monitor the results of the
separate reportable operating segments based on operating profit
and loss which is measured consistently with operating profit and
loss in the consolidated financial statements. The same segmental
basis applies to decisions about resource allocation. Disclosure
has not been included in respect of the operating assets of each
segment as they are not reported to the CODM on a regular basis.
However, Group finance costs, retirement benefit obligations and
income taxes are managed on a Group basis and therefore are not
allocated to operating segments. Transfer prices between operating
segments are on an arm's length basis in a manner similar to
transactions with third parties.
Head office
Chain Torque costs and
(2) Transmission eliminations Consolidated
Year ended 31 March 2022 GBPm GBPm GBPm GBPm
------------------------------------- ------- -------------- -------------- -------------
Revenue
External customer - transferred
at a point in time 158.2 35.6 - 193.8
External customer - transferred
over time - 1.4 - 1.4
Inter-segment(1) 1.0 3.4 (4.4) -
-------------------------------------
Total revenue 159.2 40.4 (4.4) 195.2
------------------------------------- ------- -------------- -------------- -------------
Operating profit/(loss) 20.5 4.1 (8.4) 16.2
Finance costs (3.8)
-------------------------------------
Profit before tax 12.4
Taxation (2.2)
------- -------------- -------------- -------------
Profit after tax 10.2
------------------------------------- ------- -------------- -------------- -------------
Other disclosures
Working capital(3) 30.0 9.0 (3.4) 35.6
Capital expenditure(4) 3.4 2.0 0.9 6.3
Total depreciation and amortisation 6.2 1.9 1.4 9.5
------------------------------------- ------- -------------- -------------- -------------
1. Segmental information (continued)
Restated(5)
Head office
Restated(5) Torque costs and Restated(5)
Chain(2) Transmission eliminations Consolidated
Year ended 31 March 2021 GBPm GBPm GBPm GBPm
---------------------------------------- ------------ -------------- -------------- --------------
Revenue
External customer - transferred
at a point in time 128.9 35.5 - 165.3
External customer - transferred
over time - 0.9 - 0.9
Inter-segment(1) 1.1 2.7 (3.8) -
----------------------------------------
Total revenue 130.0 39.1 (3.8) 165.3
---------------------------------------- ------------ -------------- -------------- --------------
Operating profit/(loss) (Restated) 12.9 5.0 (7.2) 10.7
Finance costs (4.6)
----------------------------------------
Profit before tax (Restated) 6.1
Taxation (1.5)
Profit after tax (Restated) 4.6
---------------------------------------- ------------ -------------- -------------- --------------
Other disclosures
Working capital(3) 29.5 7.8 (0.8) 36.5
Capital expenditure(4) 1.7 0.7 0.6 3.0
Total depreciation and amortisation 6.9 1.9 1.8 10.6
---------------------------------------- ------------ -------------- -------------- --------------
1 Inter-segment revenues are eliminated on consolidation.
2 Included in Chain external sales is GBP4.2m (2021: GBP3.6m) of Torque
Transmission product sold through the Chain NSCs, usually in countries
where Torque Transmission does not have its own presence.
3 The measure of segment assets reviewed by the CODM is total working
capital, defined as inventories and trade and other receivables,
less trade and other payables. Working capital is also measured as
a ratio of rolling annual sales.
4 Capital expenditure consists of additions to property, plant and
equipment and intangible assets.
5 The results for the year ended 31 March 2021 have been restated.
Refer to Note 20 and Accounting Policies for details of the restatement.
In addition to statutory reporting, the Group reports certain
financial metrics on an adjusted basis (alternative performance
measures, APMs). Definitions of adjusted measures, and information
about the differences to statutory metrics are provided in Note 19.
Current year adjusting items include a GBP1.7m gain (2021: GBPnil)
relating to US PPP loan forgiveness (Chain segment), GBP0.7m of
non-recurring loss (2021: GBPnil) relating to new lease
arrangements on sublet properties (Head office costs and
eliminations segment) and GBP0.1m (2021: GBP0.7m) of amortisation
of acquired intangibles (Chain segment).
Constant exchange rate results are retranslated to current year
exchange rates and therefore only prior year comparatives would be
deemed an alternative performance measure. A reconciliation is
provided below and in Note 19.
Restated(1)
Head office
Restated(1) Torque costs and Restated(1)
Chain Transmission eliminations Consolidated
Year ended 31 March 2021 GBPm GBPm GBPm GBPm
------------------------------------- ------------ -------------- -------------- --------------
Revenue
External customer - transferred
at a point in time 128.9 35.5 - 165.3
External customer - transferred
over time - 0.9 - 0.9
Inter-segment 1.1 2.7 (3.8) -
Foreign exchange retranslation (3.8) (0.7) - (4.5)
Total revenue at constant exchange
rates 126.2 38.4 (3.8) 160.8
------------------------------------- ------------ -------------- -------------- --------------
Operating profit/(loss) (Restated) 12.9 5.0 (7.2) 10.7
Foreign exchange retranslation (0.4) (0.1) - (0.5)
Operating profit/(loss) at constant
exchange rates (Restated) 12.5 4.9 (7.2) 10.2
------------------------------------- ------------ -------------- -------------- --------------
(1) The results for the year ended 31 March 2021 have been
restated. Refer to Note 20 and Accounting Policies for details of
the restatements.
1. Segmental information (continued)
Geographical analysis of external sales by destination,
non-current asset location and average employee numbers
The UK is the home country of the parent company, Renold plc.
The principal operating territories, the proportions of Group
external revenue generated in each (customer location), external
revenues, non-current assets (asset location) and average employee
numbers in each are as follows:
Revenue ratio External revenues Non-current
assets (excluding Average
deferred tax) employee numbers
---------------- -------------------- --------------------- --------------------
Restated(1)
2022 2021 2022 2021 2022 2021
--------- ---------
% % GBPm GBPm GBPm GBPm 2022 2021
----------------- ------- ------- --------- --------- ------- ------------ --------- ---------
United Kingdom 8.4 7.4 16.4 12.3 13.9 16.5 282 288
Rest of
Europe 31.2 30.6 60.9 50.6 17.2 17.9 499 504
Americas 39.1 39.9 76.4 65.8 30.5 28.7 279 271
Australasia 10.5 11.7 20.6 19.4 4.8 4.3 133 127
China 4.9 4.9 9.5 8.1 14.3 13.5 259 229
India 4.2 3.5 8.2 5.8 4.4 4.5 362 297
Other countries 1.7 2.0 3.2 3.3 - - - -
----------------- ------- ------- --------- --------- ------- ------------ --------- ---------
100.0 100.0 195.2 165.3 85.1 85.4 1,814 1,716
----------------- ------- ------- --------- --------- ------- ------------ --------- ---------
(1) The results for the year ended 31 March 2021 have been
restated. Refer to Note 20 and Accounting Policies for details of
the restatements .
All revenue relates to the sale of goods and services. No
individual customer, or group of customers, represents more than
10% of Group revenue (2021: None).
Non-current assets consist of goodwill, other intangible assets,
property, plant and equipment and investment property. Other
non-current assets and deferred tax assets are not included
above.
2. Operating costs
Operating profit is stated after charging/(crediting):
Restated(1)
2022 2021
GBPm GBPm GBPm GBPm
-------------------------------------------------- ----- ------ ------ ------
Change in finished goods and work in progress (8.2) 6.0
Raw materials and consumables 73.6 54.4
Other external charges 32.5 25.9
Employee costs
Gross wages and salaries 60.0 53.4
Social security costs 7.3 5.4
Pension costs
- defined benefit 0.1 0.4
- defined contribution 1.1 1.0
Share-based incentive plans (including
related social security costs) 1.3 0.1
-------------------------------------------------- ----- ------ ------ ------
69.8 60.3
Depreciation of property, plant and equipment
- owned assets 5.3 5.5
- right-of-use assets 2.6 2.8
Amortisation of intangible assets 1.5 1.6
Amortisation of acquired intangible assets 0.1 0.7
Short-term leases and leases of low-value
assets - plant and machinery 0.1 0.1
Income from sub-leasing right-of-use assets (0.2) (0.6)
Loss on disposal of property, plant and
equipment - 0.1
Research and development expenditure 0.6 0.5
Auditor's remuneration 0.8 0.7
Impairment losses and gains (including reversals
of impairment losses) on financial assets
- impairment of right-of-use asset 1.7 -
- trade receivables impairment 0.2 -
Net foreign exchange losses 0.7 0.1
Pension administration costs 0.7 0.5
Government assistance support received (1.7) (4.0)
Non-recurring profit on disposal of right-of-use (1.1) -
asset and associated lease liability
-------------------------------------------------- ----- ------ ------ ------
Total operating costs 179.0 154.6
-------------------------------------------------- ----- ------ ------ ------
(1) The results for the year ended 31 March 2021 have been
restated. Refer to Note 20 and Accounting Policies for details of
the restatements .
3. Finance costs
2022 2021
GBPm GBPm
--------------------------------------------------------- ------ ------
Finance costs:
Interest payable on bank loans and overdrafts* (1.1) (1.6)
Interest expense on lease liabilities* (0.5) (0.5)
Amortised financing costs* (0.3) (0.2)
------ ------
Loan finance costs (1.9) (2.3)
Net IAS 19 finance costs (1.8) (2.2)
Discount unwind on non-current trade and other payables (0.1) (0.1)
------ ------
Finance costs (3.8) (4.6)
--------------------------------------------------------- ------ ------
* Amounts arising on financial liabilities measured at amortised
cost.
4. Taxation
Analysis of tax charge in the year
2022 2021
GBPm GBPm
-------------------------------------------------------------- ------ ------
United Kingdom
UK corporation tax at 19% (2021: 19%) (0.1) -
Overseas taxes
Corporation taxes 1.9 0.6
Movement in uncertain tax positions (0.3) 1.3
Adjustments in respect of prior periods 0.3 (0.1)
Withholding taxes 0.2 0.4
Current income tax charge 2.0 2.2
-------------------------------------------------------------- ------ ------
Deferred tax
UK - origination and reversal of temporary differences 0.1 (0.8)
Overseas - origination and reversal of temporary differences 0.1 0.1
Effect of changes in corporate tax rates (0.5) -
Adjustments in respect of prior periods 0.5 -
Total deferred tax charge/(credit) 0.2 (0.7)
Tax charge on profit on ordinary activities 2.2 1.5
-------------------------------------------------------------- ------ ------
(1) The results for the year ended 31 March 2021 have been
restated. Refer to Note 20 and Accounting Policies for details of
the restatements .
2022 2021
GBPm GBPm
------------------------------------------------------------- ------ ------
Tax on items taken to other comprehensive income
Deferred tax on changes in net pension deficits 3.1 (0.7)
Effect of changes in statutory tax rate on deferred
tax assets (2.3) -
Tax on fair value of derivatives direct to reserves (0.1) -
Tax charge/(credit) in the statement of other comprehensive
income 0.7 (0.7)
------------------------------------------------------------- ------ ------
Factors affecting the Group tax charge for the year
The increase in the current tax charge for the year is primarily
attributable to the full utilisation of historical tax losses in
jurisdictions for which the headline statutory tax rate is higher
than the prevailing UK tax rate. This in turn resulted in an
increase in cash tax paid during the year. On 24 May 2021, the
Finance Bill 2021 was considered substantively enacted thereby
triggering a restatement of UK deferred tax balances from the 19%
rate to 25%. This resulted in a deferred tax credit which was
partially offset by a charge for the current year movement in the
deferred tax balance. A portion of the restatement of the UK
deferred tax balance has also been recognised in the statement of
changes in equity. The deferred tax charge also includes a prior
year adjustment relating to the recognition of deferred tax on US
state tax balances. At 31 March 2022, the provision for open tax
matters totalled GBP1.9m (31 March 2021: GBP2.3m).
The Group's tax charge in future years will be affected by the
profit mix, effective tax rates in the different countries where
the Group operates and utilisation of tax losses. No deferred tax
is recognised on the unremitted earnings of overseas subsidiaries
in accordance with IAS 12.39.
4. Taxation (continued)
The actual tax on the Group's profit before tax differs from the
theoretical amount using the UK corporation tax rate as
follows:
Restated(1)
2022 2021
GBPm GBPm
------------------------------------------- ------ ------------
Profit on ordinary activities before tax 12.4 6.1
------------------------------------------- ------ ------------
Theoretical tax charge at 19% (2021: 19%) 2.4 1.2
Effects of:
Non-taxable income (1.2) (1.1)
Non-deductible expenditure 0.3 0.1
Other taxable income 0.8 0.1
Other deductible - (1.0)
Movement in uncertain tax positions (0.4) 1.3
Overseas tax rate differences 0.9 0.4
Effect of changes in corporate tax rates (0.3) -
Adjustments in respect of prior periods 0.5 -
Movement in unrecognised deferred tax (1.0) 0.1
Withholding taxes 0.2 0.4
Total tax charge 2.2 1.5
------------------------------------------- ------ ------------
(1) The results for the year ended 31 March 2021 have been
restated. Refer to Note 20 and Accounting Policies for details of
the restatements .
Effective tax rate
The effective tax rate of 18% (2021: 25%) is higher than the UK
tax rate of 19% (2021: 19%) due to the following factors:
-- Losses in jurisdictions where, due to uncertain future
profitability, deferred tax assets are not recognised;
-- Permanent differences including items that are non-assessable
from a tax perspective such as US Paycheck Protection Program debt
forgiveness income which is tax exempt;
-- The impact of substantively enacted tax rate increases on
existing recognised deferred tax asset balances;
-- Prior year adjustments arising as tax submissions are
finalised and agreed in specific jurisdictions.
-- A release of provisions held in respect of open tax matters
as these are agreed with revenue authorities.
Tax payments
Cash tax paid in the year was GBP1.7m (2021: GBP0.7m received).
The net inflow in the prior year was driven by a review of payments
on account across the Group, with revised payment profiles leading
to a recovery of GBP1.3m of contributions from earlier periods.
5. Earnings per share
Earnings per share (EPS) is calculated by reference to the
earnings for the year and the weighted average number of shares in
issue during the year as follows:
2022 2021 (Restated)(1)
----------------------------------- -----------------------------------
Per share Per share
Earnings Shares amount Earnings Shares amount
GBPm (thousands) (pence) GBPm (thousands) (pence)
-------------------------- --------- ------------ ---------- --------- ------------ ----------
Basic EPS - Profit
attributed to ordinary
shareholders 10.2 214,795 4.7 4.6 225,418 2.0
Effect of adjusting
items, after tax:
Amortisation of acquired
intangible assets 0.1 0.1 0.7 0.3
US PPP Loan forgiveness (1.7) (0.8) - -
New lease arrangements
on sublet properties 0.7 0.3 - -
Adjusted EPS 9.3 214,795 4.3 5.3 225,418 2.3
-------------------------- --------- ------------ ---------- --------- ------------ ----------
(1) See Accounting policies section and Note 20 for details of
prior period restatements.
Inclusion of the dilutive securities, comprising 16,908,941
(2021: 7,292,980) additional shares due to share options, in the
calculation of basic and adjusted EPS changes the amounts shown
above to 4.4p and 4.0p respectively (2021 (Restated)): basic EPS
2.0p, adjusted EPS 2.3p).
The adjusted EPS numbers have been provided in order to give a
useful indication of underlying performance by the exclusion of
adjusting items. Due to the existence of unrecognised deferred tax
assets there were no associated tax credits on some of the
adjusting items and in these instances adjusting items are added
back in full.
6. Dividends
No ordinary dividend payments were paid or proposed in either
the current or prior year.
7. Goodwill
2022 2021
GBPm GBPm
----------------------------------------- ----- ------
Cost
At 1 April 25.1 27.6
Exchange adjustment 1.1 (2.5)
----------------------------------------- ----- ------
At 31 March 26.2 25.1
----------------------------------------- ----- ------
Accumulated amortisation and impairment
At 1 April 3.4 3.6
Exchange adjustment 0.1 (0.2)
----------------------------------------- ------
At 31 March 3.5 3.4
-----------------------------------------
Carrying amount 22.7 21.7
----------------------------------------- ----- ------
Impairment testing
The Group performed its annual impairment test of goodwill at 31
March 2022 which compares the current book value to the recoverable
amount from the continued use or sale of the related business.
The recoverable amount of each Cash Generating Unit (CGU) has
been determined on a value-in-use basis, calculated as the net
present value of cash flows derived from detailed financial plans.
All business units in the Group have submitted a budget for the
financial year ending 31 March 2023 and strategic plan forecasts
for the two financial years ending 31 March 2025. The budget and
strategic forecasts, which are subject to detailed review and
challenge, were approved by the Board. The Group prepares cash flow
forecasts based on these projections for the first three years,
with years four and five extrapolated based on known future events,
recently observable trends and management expectations. A terminal
value calculation is used to estimate the cash flows after year
five. Sensitivity analysis has been performed including a zero
revenue growth scenario (with current year revenue modelled for all
future periods of the forecast) and a reverse stress test, to
determine the extent of downturn which would result in a potential
impairment. Revenue would have to reduce by 28% in the first year
of the period under review (worse than the decline seen during the
Covid pandemic), followed by 3% p.a. growth thereafter, for the
first CGU containing goodwill to require potential impairment.
Under the reverse stress test the first CGU with headroom that
eliminated was India. The forecasts used for the impairment review
are consistent with those used in the Going Concern review.
During the current year management have completed an exercise to
enhance the allocation of business units to CGUs. This identified
that previous impairment testing had been performed at a level
which did not eliminate largely all of the inter-group trading
between the Group's business units. Accordingly, the Group has
improved its CGU allocation to amalgamate the Chain Europe and
Chain China business units into a 'Europe & China' CGU.
Furthermore, management have reviewed previous impairment testing
exercises and note that the changes to defined CGUs would not
result in any impairment had it been applied consistently in prior
periods.
The Chain Europe and Chain China business units have been
combined into a single CGU to eliminate the dependency arising from
the significant level of inter-group sales made by the Chinese
manufacturing facility to European Chain operations.
The key assumptions used in the value-in-use calculations
are:
-- Sales: Forecast sales are built up with reference to expected
sales prices and volumes from individual markets and product
categories based on past performance, projections of developments
in key markets and management's judgement;
-- Margins: Forecast margins reflect historical performance and
management's experience of each CGUs profitability at the forecast
level of sales including the impact of all completed restructuring
projects. The projections do not include the impact of future
restructuring projects to which the Group is not yet committed;
-- Discount rate: Pre-tax discount rates have been calculated
based on the Group's weighted average cost of capital and risks
specific to the CGU being tested; and
-- Long-term growth rates: As required by IAS 36, cash flows
beyond the period of projections are extrapolated using long-term
growth rates published by the Organisation for Economic
Co-operation and Development for the territory in which the CGU is
based. The discount rates applied to the cash flows of each of the
CGUs are based on the risk-free rate for long-term bonds issued by
the government in the respective market. This is then adjusted to
reflect both the increased risk of investing in equities and the
systematic risk of the specific CGU (using an average of the betas
of comparable companies). These rates do not reflect the long-term
assumptions used by the Group for investment planning.
7. Goodwill (continued)
The Directors do not consider that any reasonably possible
changes to the key assumptions would reduce the recoverable amount
to its carrying value for any CGU. No impairment charge has been
recognised in the current or prior period for any CGU.
Long-term Discount rate
growth rate (pre-tax) Carrying value
--------------- ---------------- -----------------
2022 2021 2022 2021 2022 2021
% % % % GBPm GBPm
----------------------------- ------- ------ ------- ------- -------- -------
Americas (Jeffrey Chain,
USA) 1.7 1.9 16.2 12.1 20.0 19.0
Australia (Ace Chains,
Australia) 2.6 2.6 12.0 12.3 0.5 0.5
India (Renold Chain, India) 6.2 7.4 20.8 19.6 1.7 1.7
Europe & China (Renold
Tooth Chain, Germany) 1.1 1.3 15.5 15.7 0.5 0.5
-----------------------------
22.7 21.7
----------------------------- ------- ------ ------- ------- -------- -------
8. Intangibles
Customer Restated(1)
order Customer Technical Computer Restated(1)
book lists know-how software Total
GBPm GBPm GBPm GBPm GBPm
------------------------------ --------- --------- ---------- ------------ ------------
Cost
At 1 April 2020 0.3 4.4 0.2 20.8 25.7
Prior period restatement - - - (1.7) (1.7)
------------------------------ --------- --------- ---------- ------------ ------------
At 1 April 2020 (Restated) 0.3 4.4 0.2 19.1 24.0
Exchange adjustment - (0.2) - (0.2) (0.4)
Additions - - - 0.8 0.8
------------------------------ --------- --------- ---------- ------------ ------------
At 31 March 2021 (Restated) 0.3 4.2 0.2 19.7 24.4
Exchange adjustment - - - (0.1) (0.1)
Additions - - - 1.2 1.2
Disposals - - - (0.9) (0.9)
Acquisition of subsidiary - 0.4 - - 0.4
At 31 March 2022 0.3 4.6 0.2 19.9 25.0
------------------------------ --------- --------- ---------- ------------ ------------
Accumulated amortisation and
impairment
At 1 April 2020 0.3 3.7 0.2 13.5 17.7
Prior period restatement - - - (0.2) (0.2)
------------------------------ --------- --------- ---------- ------------ ------------
At 1 April 2020 (Restated) 0.3 3.7 0.2 13.3 17.5
Exchange adjustment - (0.2) - (0.1) (0.3)
Amortisation charge - 0.7 - 1.6 2.3
------------------------------ --------- --------- ---------- ------------ ------------
At 31 March 2021 (Restated) 0.3 4.2 0.2 14.8 19.5
Exchange adjustment - (0.1) - (0.2) (0.3)
Amortisation charge - 0.1 - 1.5 1.6
Disposals - - - (0.9) (0.9)
At 31 March 2022 0.3 4.2 0.2 15.2 19.9
------------------------------ --------- --------- ---------- ------------ ------------
Net book amount
At 31 March 2022 - 0.4 - 4.7 5.1
------------------------------ --------- --------- ---------- ------------ ------------
At 31 March 2021 (Restated) - - - 4.9 4.9
------------------------------ --------- --------- ---------- ------------ ------------
(1) Software intangible assets have been restated for the impact
of the Group's change in accounting policy for Software as a
service ('SaaS') arrangements. See Accounting Policies for further
details.
The gross customer list cost predominately relates to the
acquisition of the Tooth Chain (Germany) business, acquired in
January 2016, which brought significant benefit to the Group in
terms of new customers, relationships and technical 'know-how'. The
Tooth Chain acquired intangible assets are now fully amortised
although during the current year amounts have been recognised in
relation to the Brooks (UK) acquisition (see Note 21 for further
details).
The customer list acquired with the Brooks business has been
valued under IFRS 3 using estimates of useful lives and discounted
cash flows of expected income. The value is being amortised as
follows:
-- Customer lists and technical know-how are amortised over five
years as the benefits crystallise over a long period.
No brand names have been acquired in the current year
acquisition or previous acquisitions.
9. Property, plant and equipment
Restated(1)
Land and Plant Restated(1)
buildings and equipment Total
GBPm GBPm GBPm
----------------------------------------- ----------- --------------- ------------
Cost
At 1 April 2020 24.7 124.0 148.7
Prior period restatement - 0.3 0.3
----------------------------------------- ----------- --------------- ------------
At 1 April 2020 (Restated) 24.7 124.3 149.0
Exchange adjustment (0.9) (5.3) (6.2)
Additions (0.1) 2.3 2.2
Disposals - (2.2) (2.2)
----------------------------------------- ----------- --------------- ------------
At 31 March 2021 (Restated) 23.7 119.1 142.8
Exchange adjustment 1.1 1.9 3.0
Additions 0.3 4.8 5.1
Disposals - (2.3) (2.3)
Acquisition of subsidiary - 0.1 0.1
At 31 March 2022 25.1 123.6 148.7
----------------------------------------- ----------- --------------- ------------
Accumulated depreciation and impairment
At 1 April 2020 7.1 88.3 95.4
Exchange adjustment (0.3) (4.0) (4.3)
Charge for the year 0.5 5.0 5.5
Disposals - (1.9) (1.9)
----------------------------------------- ----------- --------------- ------------
At 31 March 2021 7.3 87.4 94.7
Exchange adjustment 0.2 1.3 1.5
Charge for the year 0.6 4.7 5.3
Disposals - (2.1) (2.1)
At 31 March 2022 8.1 91.3 99.4
----------------------------------------- ----------- --------------- ------------
Net book amount
At 31 March 2022 17.0 32.3 49.3
----------------------------------------- ----------- --------------- ------------
At 31 March 2021 (Restated) 16.4 31.7 48.1
----------------------------------------- ----------- --------------- ------------
(1) The results for the year ended 31 March 2021 have been
restated. Refer to Note 20 and Accounting Policies for details of
the restatements.
Property, plant and equipment pledged as security for
liabilities amounted to GBP32.2m (2021: GBP36.6m).
Future capital expenditure
At 31 March 2022 capital expenditure contracted for but not
provided for in these accounts amounted to GBP2.4m (2021:
GBP3.3m).
10. Leasing and right-of-use assets
Right-of-use assets
Restated(1)
Land and Plant and Restated(1)
buildings equipment Total
GBPm GBPm GBPm
----------------------------------------- ------------ ----------- ------------
Cost
At 1 April 2020 10.2 3.4 13.6
Prior period restatement 0.6 - 0.6
----------------------------------------- ------------ ----------- ------------
At 1 April 2020 (Restated) 10.8 3.4 14.2
Exchange adjustment (0.1) - (0.1)
Additions 1.4 0.2 1.6
Disposals (0.3) (0.3) (0.6)
----------------------------------------- ------------ ----------- ------------
At 31 March 2021 (Restated) 11.8 3.3 15.1
Exchange adjustment 0.2 - 0.2
Additions 1.7 0.6 2.3
Disposals (1.1) (1.9) (3.0)
At 31 March 2022 12.6 2.0 14.6
----------------------------------------- ------------ ----------- ------------
Accumulated depreciation and impairment
At 1 April 2020 1.2 1.1 2.3
Exchange adjustment - (0.1) (0.1)
Charge for the year 1.7 1.1 2.8
Disposals (0.3) (0.3) (0.6)
----------------------------------------- ------------ ----------- ------------
At 31 March 2021 2.6 1.8 4.4
Exchange adjustment - 0.1 0.1
Charge for the year 1.6 1.0 2.6
Disposals (0.5) (1.7) (2.2)
Impairment 1.7 - 1.7
At 31 March 2022 5.4 1.2 6.6
----------------------------------------- ------------ ----------- ------------
Net book amount
At 31 March 2022 7.2 0.8 8.0
----------------------------------------- ------------ ----------- ------------
At 31 March 2021 9.2 1.5 10.7
----------------------------------------- ------------ ----------- ------------
During the year management identified that an onerous lease
provision of GBP2.7m, which had been recorded as a reduction to the
opening carrying value of the Bredbury right-of-use property on
adoption if IFRS 16, had been incorrectly classified. An adjustment
has been made to restate the opening cost of the Bredbury
right-of-use asset by reclassifying GBP0.6m of this provision to
dilapidations provisions with a GBP2.1m onerous lease provision
remaining netted against the opening cost at 1 April 2021.
The head lease on the Bredbury property expires in May 2030 at a
rental cost of GBP0.8m per annum. A significant proportion of this
site has previously been sublet and, as described in Note 18,
during the current year the Group signed a sub-lease for the
remaining nine years of the head lease (which expires in May 2030),
with the existing tenant. This initially resulted in the Group
disposing of the Bredbury right-of-use asst and recording a finance
lease receivable. However, subsequent to 31 March 2022, the tenant
vacated the site and it became evident that the tenant was
experiencing financial difficulties. Accordingly, and following
forfeiture of the new sub-lease, the Group has re-instated the
Bredbury right-of-use asset, less a current year impairment charge
of GBP1.7m. The impairment reflects the uncertainty regarding the
future income stream from the site. A range of possible outcomes
have been modelled for the continued subletting of the property,
ranging from an increase in the right-of-use asset of GBP0.7m to a
further reduction in the right-of-use asset of up to GBP1.6m (the
net book value of the property at 31 March 2022).
Additionally in the current year, the Group has exited a lease
arrangement for a previously closed site at a property in Rainham,
UK, with the corresponding right-of-use asset disposal recorded in
the year.
10. Leasing and right-of-use assets (continued)
Lease liabilities
2022 2021
GBPm GBPm
-------------------------------------------------------- ------ ------
Maturity analysis - contractual undiscounted cash
flows
Less than one year 3.0 2.8
One to two years 2.5 1.5
Two to five years 4.9 5.5
More than five years 3.2 8.9
Total undiscounted lease liabilities at 31 March 13.6 18.7
Less: Interest allocated to future periods (1.6) (3.3)
-------------------------------------------------------- ------ ------
Lease liabilities included in the Consolidated Balance
Sheet 12.0 15.4
-------------------------------------------------------- ------ ------
Current 2.8 2.5
Non-current 9.2 12.9
-------------------------------------------------------- ------ ------
Amounts recognised in profit or loss
2022 2021
GBPm GBPm
--------------------------------------------------------- ------ ------
Interest on lease liabilities (0.5) (0.5)
Variable lease payments not included in the measurement
of lease liabilities - -
Non-recurring profit on disposal of right-of-use
asset and associated lease liability 1.1 -
Income from sub-leasing right-of-use assets 0.2 0.6
Expenses relating to short-term leases and leases
of low-value assets (0.1) (0.1)
--------------------------------------------------------- ------ ------
Amounts recognised in the Consolidated Statement of Cash
Flows
2022 2021
GBPm GBPm
---------------------------------------------------- ----- -----
Repayment of principal under lease liabilities 4.2 3.2
Repayment of interest on lease liabilities 0.5 0.5
Cash outflows in relation to short-term leases and
leases of low-value assets 0.1 0.1
Total cash outflows for leases 4.8 3.8
---------------------------------------------------- ----- -----
11. Inventories
2022 2021
GBPm GBPm
------------------------------------------ ----- -----
Raw materials 6.9 5.4
Work in progress 5.5 4.0
Finished products and production tooling 36.0 28.3
48.4 37.7
------------------------------------------ ----- -----
Inventories pledged as security for liabilities amounted to
GBP36.9m (2021: GBP28.1m).
The Group expensed GBP75.0m (2021: GBP54.8m) of inventories
during the period. In the year to 31 March 2022, GBP3.0m (2021:
GBP3.1m) was charged for the write-down of inventory and GBP0.4m
(2021: GBP0.1m) was released from inventory provisions no longer
required.
12. Trade and other receivables
2022 2021
GBPm GBPm
------------------------ ------ ------
Trade receivables(1) 31.6 27.1
Less: Loss allowance (0.5) (0.4)
------------------------ ------ ------
Trade receivables: net 31.1 26.7
Other receivables(1) 2.8 2.5
Prepayments 1.8 1.1
------------------------
35.7 30.3
------------------------ ------ ------
1. Financial assets carried at amortised cost.
The Group has no significant concentration of credit risk but
does have a concentration of translational and transactional
foreign exchange risk in both US Dollars and Euros; however, the
Group hedges against these risks. The carrying amount of trade and
other receivables approximates their fair value.
Trade receivables are non-interest bearing and are generally on
30-90 days terms. The average credit period on sales of goods is 60
days (2021: 62 days).
The following table details the risk profile of trade
receivables based on the Group's provision matrix. As the Group's
historical credit loss experience does not show significantly
different loss patterns for different customer segments, the
provision for loss allowance based on past due status is not
further analysed:
Trade receivables - days past due
-------------------------------------------------------
Not past 30-60 60-90
At 31 March 2022 due <30 days days days >90 days Total
---------------------------- --------- --------- ------ ------ --------- ------
Trade receivables: gross 27.1 3.2 0.4 0.2 0.7 31.6
Expected credit loss rate,
% 0.1% 2.0% - 16.2% 47.6% 1.5%
Estimated gross carrying
amount at default, GBPm - 0.2 - - 0.3
Lifetime expected credit
loss, GBPm 0.5
---------------------------- --------- --------- ------ ------ --------- ------
Trade receivables - days past due
-------------------------------------------------------
Not past 30-60 60-90
At 31 March 2021 due <30 days days days >90 days Total
---------------------------- --------- --------- ------ ------ --------- ------
Trade receivables: gross 21.9 3.2 0.4 0.5 1.1 27.1
Expected credit loss rate,
% 0.2% 0.1% 0.0% 0.2% 28.7% 1.3%
Estimated gross carrying
amount at default, GBPm 0.1 - - - 0.3
Lifetime expected credit
loss, GBPm 0.4
---------------------------- --------- --------- ------ ------ --------- ------
The following table shows the movement in the lifetime expected
credit losses; there has been no change in the estimation
techniques or significant assumptions made during the current
reporting period:
2022 2021
Loss allowance GBPm GBPm
-------------------------------------- ----- ------
At 1 April 0.4 0.5
Net remeasurement of loss allowance 0.1 -
Amounts written off as uncollectable - (0.1)
--------------------------------------
At 31 March 0.5 0.4
-------------------------------------- ----- ------
13. Cash and cash equivalents
In the Group cash flow statement, net cash and cash equivalents
are shown after deducting bank overdrafts as follows:
2022 2021
GBPm GBPm
------------------------------- ------ ------
Cash and cash equivalents 10.5 19.9
Less: Overdrafts (Note 14) (1.0) (2.6)
Net cash and cash equivalents 9.5 17.3
------------------------------- ------ ------
14. Borrowings
2022 2021
GBPm GBPm
----------------------------------------------- ----- ------
Amounts falling due within one year:
Overdrafts (Note 13) 1.0 2.6
Capitalised costs(1) - (0.3)
Current borrowings 1.0 2.3
----------------------------------------------- ----- ------
Amounts falling due after more than one year:
Bank loans 22.8 35.7
Capitalised costs(1) - (0.2)
Non-current borrowings 22.8 35.5
Preference stock(1) 0.5 0.5
23.3 36.0
----------------------------------------------- ----- ------
Total borrowings 24.3 38.3
----------------------------------------------- ----- ------
(1) During the current year the presentation of capitalised
costs has been amended to correctly record capitalised finance
costs net of non-current borrowings. The prior year balance sheet
has not been represented on the basis of materiality.
All financial liabilities above are carried at amortised
cost.
Core banking facilities
On 29 March 2019 the Group renewed its GBP61.5m Multi-Currency
Revolving Facility banking facilities with HSBC UK, Allied Irish
Bank (GB), and Citibank. The facility matures in March 2024 and is
fully committed and available until maturity.
At the year end, the undrawn core banking facility was GBP37.8m
(2021: GBP27.7m). The Group also benefits from a UK overdraft and a
number of overseas facilities totalling GBP2.7m (2021: GBP5.5m)
with availability at year end of GBP2.3m. The Group pays interest
at SONIA (or LIBOR prior to 20 December 2021) plus a variable
margin in respect of the core banking facility. The average rate of
interest paid in the year was SONIA (20 December 2021 onwards) or
LIBOR (prior to 20 December 2021) plus 1.60% for Sterling, Euro and
US Dollar denominated facilities (2021: LIBOR plus 1.85% for
Sterling, Euro and US Dollar denominated facilities).
The core banking facility is subject to two covenants, which are
tested semi-annually: net debt to EBITDA (leverage, maximum ratio
2.5 times) and EBITDA to net finance charges (interest cover,
minimum ratio 4.0 times).
Secured borrowings
Included in Group borrowings are secured borrowings of GBP24.1m
(2021: GBP38.3m). Security is provided by fixed and floating
charges over assets (including certain property, plant and
equipment and inventory) primarily in the UK, USA, Germany and
Australia. Certain Group companies have provided cross-guarantees
in respect of these borrowings.
Preference stock
At 31 March 2022, there were 580,482 units of preference stock
in issue (2021: 580,482).
All payments of dividends on the preference stock have been paid
on the due dates. The preference stock has the following
rights:
i. a fixed cumulative preferential dividend at the rate of 6%
per annum payable half yearly on 1 January and 1 July in each
year;
ii. rank both with regard to dividend (including any arrears on
the commencement of a winding up) and return of capital in priority
to all other stock or shares in the Company, but with no further
right to participate in profits or assets;
iii. no right to attend or vote, either in person or by proxy,
at any general meeting of the Company or to have notice of any such
meeting, unless the dividend on the preference stock is in arrears
for six calendar months; and
iv. no redemption entitlement and no fixed repayment date.
There is no significant difference between the carrying value of
financial liabilities and their equivalent fair value.
15. Trade and other payables
2022 2021
---------------------- ----------------------
Current Non-current Current Non-current
GBPm GBPm GBPm GBPm
---------------------------------- -------- ------------ -------- ------------
Trade payables(1) 23.4 - 13.2 -
Other tax and social security(1) 2.2 - 1.9 -
Other payables(1) 3.6 4.7 1.4 5.4
Accruals 19.3 - 15.0 -
48.5 4.7 31.5 5.4
---------------------------------- -------- ------------ -------- ------------
1. Financial liabilities carried at amortised cost.
Trade payables are non-interest bearing and are normally settled
within 60-day terms. The Group does have a concentration of
translational foreign exchange risk in both US Dollars and Euros;
however, the Group hedges against this risk. The non-current other
payable is the deferred element of the construction costs for the
new Chinese factory in Jintan.
The Group did not operate supplier financing or reverse
factoring programmes during the current or prior financial
year.
The Directors consider that the carrying amount of trade
payables approximates to their fair value.
16. Provisions
Restated(1)
Restated(1) Business Total
Dilapidations Restructuring provisions
GBPm GBPm GBPm
---------------------------- --------------- --------------- ------------
At 1 April 2021 - 1.4 1.4
Prior year restatement 2.5 - 2.5
---------------------------- --------------- --------------- ------------
At 1 April 2021 (Restated) 2.5 1.4 3.9
Arising during the year 0.3 0.1 0.4
Utilised in the year - (0.1) (0.1)
Released during the year - (0.2) (0.2)
At 31 March 2022 2.8 1.2 4.0
---------------------------- --------------- --------------- ------------
Restated(1)
2022 2021
Allocated as: GBPm GBPm
----------------------------------- ------ ------------
Current provisions (Restated) 0.2 1.4
Non-current provisions (Restated) 3.8 2.5
-----------------------------------
4.0 3.9
----------------------------------- ------ ------------
(1) See Accounting policies and Note 20 for details of prior
period restatements.
Business restructuring
At the year ended 31 March 2022, a provision continues to be
recognised in relation to site environmental costs in France.
Substantially all of the provision is recorded as non-current.
Dilapidations
Provisions are recognised in relation to contractual obligations
to reinstate leasehold properties to the state of repair specified
in the property lease. The provision includes costs, as required
within the lease, to rectify or reinstate modifications to the
property and to remediate general wear and tear incurred to the
balance sheet date. The provision to rectify or reinstate
modifications is recognised on inception, with a corresponding
fixed asset that is depreciated in line with the underlying asset.
The provision to rectify general wear and tear is recognised as it
is incurred over the life of the lease.
The provision is assessed based on the expected cost at the
balance sheet date, using recent cost estimates from suitably
qualified property professionals. These estimates are adjusted to
reflect the impact of inflation between the date of assessment and
the expected timing of the payments, and are then discounted back
to present value. A range of inflation and discount rates have been
used in order to best reflect the circumstances of the lease to
which the dilapidation obligation relates. The inflation rate
applied ranges from 2.9% to 4.5% and the discount rate ranges from
1.6% to 5.0%. These rates are most notably impacted by the country
of lease and length of lease.
The majority of the dilapidation provision relates to cash
outflows which are expected to take place at the end of each
respective lease term; none of which are expected to end within the
next 12 months. The associated outflows are estimated to arise over
a period of up to 22 years from the balance sheet date. As a
result, with the exception of GBP0.2m which is to be spent on
specific work in the next 12 months, substantially all of the
provision is classed as non-current (GBP1.4m).
17. Additional cash flow information
Reconciliation of operating profit to net cash flows from
operations:
2022 2021
GBPm GBPm
-------------------------------------------------------------- ------ ------
Cash generated from operations:
Operating profit from continuing and discontinued operations 16.2 10.5
Depreciation of property, plant and equipment - owned
assets 5.3 5.5
Depreciation of property, plant and equipment - right-of-use
assets 2.6 2.8
Amortisation of intangible assets 1.6 2.6
(Profit)/Loss on disposals of plant and equipment (0.9) 0.1
Impairment of right-of-use asset 1.7 -
US PPP loan forgiveness (1.7) -
Equity share plans 1.1 -
(Increase)/decrease in inventories (9.5) 6.3
(Increase)/decrease in receivables (4.5) 4.2
Increase/(decrease) in payables 13.7 (5.0)
Increase in provisions 0.1 0.7
Cash contribution to pension schemes (4.8) (2.1)
Pension current service cost (non-cash) 0.1 0.1
Pension past service credit (non-cash) - 0.3
--------------------------------------------------------------
Cash generated from operations 21.0 26.0
-------------------------------------------------------------- ------ ------
Reconciliation of net change in cash and cash equivalents to
movement in net debt:
2022 2021
GBPm GBPm
---------------------------------------------------------------- ------- -------
Increase/(decrease) in cash and cash equivalents (Consolidated
Statement of Cash Flows) (8.2) 1.5
---------------------------------------------------------------- ------- -------
Change in net debt resulting from cash flows
- Proceeds from borrowings (4.7) (2.8)
- Repayment of borrowings 16.0 19.9
US PPP loan forgiveness 1.7
Foreign currency translation differences 0.1 (0.2)
Non-cash movement on capitalised finance costs (0.3) (0.2)
----------------------------------------------------------------
Change in net debt during the period 4.6 18.2
Net debt at start of year (18.4) (36.6)
----------------------------------------------------------------
Net debt at end of year (13.8) (18.4)
---------------------------------------------------------------- ------- -------
Net debt comprises:
Cash and cash equivalents (Note 13) 10.5 19.9
Total borrowings (Note 14) (24.3) (38.3)
----------------------------------------------------------------
(13.8) (18.4)
---------------------------------------------------------------- ------- -------
17. Additional cash flow information (continued )
The table below details changes in the Group's liabilities
arising from financing activities, including both cash and non-cash
changes. Liabilities arising from financing activities are those
for which cash flows were, or future cash flows will be, classified
in the Group's consolidated cash flow statement as cash flows from
financing activities.
US
Financing PPP
Opening Accrued cash New Lease loan Non-cash Closing
balance interest flows leases disposal forgiveness changes(1) balance
2022 GBPm GBPm GBPm GBPm GBPm GBPm
--------------------- --------- ---------- ---------- -------- ---------- ------------- ------------ ---------
Bank loans (Note 14) 35.7 1.1 (12.2) - - (1.7) 0.2 23.1
Capitalised costs
(Note
14) (0.5) - (0.1) - - - 0.6 -
Preference stock
(Note
14) 0.5 - - - - - - 0.5
Lease liabilities
(Note
10) 15.4 0.5 (4.7) 2.3 (1.7) (1.7) 0.2 12.0
--------------------- --------- ---------- ---------- -------- ---------- ------------- ------------ ---------
Total liabilities
from
financing
activities 51.1 1.6 (17.0) 2.3 (1.7) (1.7) 0.7 35.3
Overdrafts (Note 14) 2.6 1.0
Less: Lease
liabilities
(Note 10) (15.4) (12.0)
--------------------- --------- ---------- ---------- -------- ---------- ------------- ------------ ---------
Total borrowings
(note
14) 38.3 24.3
Add: Cash and cash
equivalents
(Note 13) (19.9) (10.5)
Net debt 18.4 13.8
--------------------- --------- ---------- ---------- -------- ---------- ------------- ------------ ---------
(1) Non-cash changes include the amortisation of capitalised
finance costs and foreign exchange translation.
Financing
Opening Accrued cash New Non-cash Closing
balance interest flows leases changes(1) balance
2021 GBPm GBPm GBPm GBPm GBPm GBPm
----------------------------------- --------- ---------- ---------- -------- ------------ ---------
Bank loans (Note 14) 51.9 1.6 (18.6) - 0.8 35.7
Capitalised costs (Note 14) (0.7) - - - 0.2 (0.5)
Preference stock (Note 14) 0.5 - - - - 0.5
Lease liabilities (Note 10) 17.1 0.4 (3.7) 1.6 - 15.4
----------------------------------- --------- ---------- ---------- -------- ------------ ---------
Total liabilities from financing
activities 68.8 2.0 (22.3) 1.6 1.0 51.1
Overdrafts (Note 14) 0.5 2.6
Less: Lease liabilities (Note 10) (17.1) (15.4)
----------------------------------- --------- ---------- ---------- -------- ------------ ---------
Total borrowings (Note 14) 52.2 38.3
Add: Cash and cash equivalents
(Note 13) (15.6) (19.9)
----------------------------------- --------- ---------- ---------- -------- ------------ ---------
Net debt 36.6 18.4
----------------------------------- --------- ---------- ---------- -------- ------------ ---------
(1) Non-cash changes includes the amortisation of capitalised
finance costs and foreign exchange translation.
18. Post balance sheet events
On 10 November 2021 the Group signed a new sub-lease for the
remaining nine years of the Bredbury site lease, with the existing
tenant of five years standing. At 31 March 2022 it had become
evident that the existing tenant was experiencing financial
difficulties, resulting in an amount of rent outstanding at the
balance sheet date. Subsequent to the year end, the tenant vacated
the site and, accordingly, the recoverability of the lease
receivable required further assessment. The Group initially
recorded an impairment charge relating the lease receivable then,
following forfeiture of the lease, re-instated a right-of-use asset
for the leased property in line with professional advice received
from the Group's surveyor. Refer to Note 10 for further details of
the amounts recorded in relation to the Bredbury right-of-use
asset.
There were no other significant post balance sheet events to
report.
19. Alternative performance measures
In order to provide users of the accounts with a clear and
consistent presentation of the performance of the Group's ongoing
trading activity, the Group uses various alternative performance
measures (APMs), including presenting 'Adjusted' measures
separately from statutory items on the face of the consolidated
income statement. Amortisation of acquired intangibles,
restructuring costs, discontinued operations and material one-off
items or remeasurements are included in a separate row as
management seek to present a measure of performance which is not
impacted by material non-recurring items or items considered
non-operational. Performance measures for the Group's ongoing
trading activity are described as 'Adjusted' and are used to
measure and monitor performance as management believe these
measures enable users of the financial statements to better assess
the trading performance of the business. In addition, the Group
reports sales and profit measures at constant exchange rates.
Constant exchange rate metrics exclude the impact of foreign
exchange translation, by retranslating the comparative to current
year exchange rates.
The APMs used by the Group include:
APM Reference Explanation of APM
----------------------------------- ---------- --------------------------------------
-- adjusted operating profit Adjusted measures are used by
the Group as a measure of underlying
business performance, adding
back items that do not relate
A to underlying performance
--------------------------------------
-- adjusted profit before taxation B
--------------------------------------
-- adjusted EPS C
-- return on sales D
-- operating profit gearing D
----------------------------------- ---------- --------------------------------------
-- revenue at constant exchange Constant exchange rate metrics
rates adjust for constant foreign
exchange translation and are
used by the Group to better
understand year-on-year changes
E in performance
--------------------------------------
-- adjusted operating profit F
at constant exchange rates
--------------------------------------
-- adjusted return on sales G
at constant exchange rates
----------------------------------- ---------- --------------------------------------
-- EBITDA EBITDA is a widely utilised
measure of profitability, adjusting
H to remove non-cash depreciation
H and amortisation charges
--------------------------------------
-- adjusted EBITDA H
--------------------------------------
-- operating cash flow H
----------------------------------- ---------- --------------------------------------
-- net debt Net debt, leverage and gearing
are used to assess the level
of borrowings within the Group
and are widely used in capital
I markets analysis
--------------------------------------
-- leverage ratio J
--------------------------------------
-- gearing ratio K
----------------------------------- ---------- --------------------------------------
-- legacy pension cash costs L The cost of legacy pensions
is used by the Group as a measure
of the cash cost of servicing
legacy pension schemes
----------------------------------- ---------- --------------------------------------
-- average working capital ratio M Working capital as a ratio of
rolling 12 month revenue is
used to measure cash performance
and balance sheet strength
----------------------------------- ---------- --------------------------------------
APMs are defined and reconciled to the IFRS statutory measure as
follows:
(A) Adjusted operating profit
Year ended 31 March 2022
-----------------------------------------------------
Head office
Torque costs and
Chain Transmission eliminations Consolidated
GBPm GBPm GBPm GBPm
-------------------------------------- ------ -------------- -------------- -------------
Operating profit 20.5 4.1 (8.4) 16.2
Add back/(deduct):
Amortisation of acquired intangible
assets 0.1 - - 0.1
US PPP Loan forgiveness (1.7) - - (1.7)
New lease arrangements on sublet
properties - - 0.7 0.7
Adjusted operating profit 18.9 4.1 (7.7) 15.3
-------------------------------------- ------ -------------- -------------- -------------
Year ended 31 March 2021 (Restated)(1)
-----------------------------------------------------
Head office
Torque costs and
Chain Transmission eliminations Consolidated
GBPm GBPm GBPm GBPm
-------------------------------------- ------ -------------- -------------- -------------
Operating profit 12.9 5.0 (7.2) 10.7
Add back/(deduct):
Amortisation of acquired intangible
assets 0.7 - - 0.7
Adjusted operating profit 13.6 5.0 (7.2) 11.4
-------------------------------------- ------ -------------- -------------- -------------
(1) The results for the year ended 31 March 2021 have been
restated. Refer to Note 20 and Accounting Policies for details of
the restatements.
19. Alternative performance measures (continued)
(B) Adjusted profit before taxation
Restated(1)
2022 2021
GBPm GBPm
---------------------------------------------- ------ ------------
Profit before taxation 12.4 6.1
Add back/(deduct):
Amortisation of acquired intangible assets 0.1 0.7
US PPP loan forgiveness (1.7) -
New lease arrangements on sublet properties 0.7 -
Adjusted profit before taxation 11.5 6.8
---------------------------------------------- ------ ------------
(1) The results for the year ended 31 March 2021 have been
restated. Refer to Note 20 and Accounting Policies for details of
the restatements.
(C) Adjusted earnings per share
Adjusted EPS is reconciled to statutory EPS in Note 5.
(D) Return on sales and operating profit gearing
Year ended 31 March 2022
-----------------------------------------------------
Head office
Torque costs and
Chain Transmission eliminations Consolidated
GBPm GBPm GBPm GBPm
---------------------------------------- ------ -------------- -------------- -------------
Adjusted operating profit 18.9 4.1 (7.7) 15.3
Total revenue (including inter-segment
sales) 159.2 40.4 (4.4) 195.2
Return on sales % 11.9% 10.1% - 7.8%
---------------------------------------- ------ -------------- -------------- -------------
Year ended 31 March 2021 (Restated)(1)
-----------------------------------------------------
Head office
Torque costs and
Chain Transmission eliminations Consolidated
GBPm GBPm GBPm GBPm
---------------------------------------- ------ -------------- -------------- -------------
Adjusted operating profit 13.6 5.0 (7.2) 11.4
Total revenue (including inter-segment
sales) 130.0 39.1 (3.8) 165.3
Return on sales % 10.5% 12.8% - 6.9%
---------------------------------------- ------ -------------- -------------- -------------
Year ended 31 March 2022
-----------------------------------------------------
Head office
Torque costs and
Chain Transmission eliminations Consolidated
GBPm GBPm GBPm GBPm
---------------------------------------- ------ -------------- -------------- -------------
Adjusted operating profit - 2022 18.9 4.1 (7.7) 15.3
Adjusted operating profit - 2021 13.6 5.0 (7.2) 11.4
---------------------------------------- ------ -------------- -------------- -------------
Year-on-year change in adjusted
operating profit (a) 5.3 (0.9) (0.5) 3.9
Total revenue (including inter-segment
sales) - 2022 159.2 40.4 (4.4) 195.2
Total revenue (including inter-segment
sales) - 2021 130.0 39.1 (3.8) 165.3
---------------------------------------- ------ -------------- -------------- -------------
Year-on-year change in total revenue
(b) 29.2 1.3 (0.6) 29.9
Adjusted operating profit gearing
% ((a)/(b)) 18% -69% n/a 13%
---------------------------------------- ------ -------------- -------------- -------------
19. Alternative performance measures (continued)
Year ended 31 March 2021(1)
------------------------------------------------------
Head office
Torque costs and
Chain Transmission eliminations Consolidated
GBPm GBPm GBPm GBPm
---------------------------------------- ------- -------------- -------------- -------------
Adjusted operating profit - 2021 13.6 5.0 (7.2) 11.4
Adjusted operating profit - 2020 13.8 5.3 (5.7) 13.4
---------------------------------------- ------- -------------- -------------- -------------
Year-on-year change in adjusted
operating profit (a) (0.2) (0.3) (1.5) (2.0)
Total revenue (including inter-segment
sales) - 2021 130.0 39.1 (3.8) 165.3
Total revenue (including inter-segment
sales) - 2020 149.0 46.1 (5.7) 189.4
---------------------------------------- ------- -------------- -------------- -------------
Year-on-year change in total revenue
(b) (19.0) (7.0) 1.9 (24.1)
Adjusted operating profit gearing
% ((a)/(b)) 1% 4% n/a 8%
---------------------------------------- ------- -------------- -------------- -------------
(1) The results for the year ended 31 March 2021 have been
restated. Refer to Note 20 and Accounting Policies for details of
the restatements.
(E), (F) & (G) Revenue, adjusted operating profit and
adjusted operating profit margin at constant exchange rates
Year ended 31 March 2021 (Restated)(1)
Head office
Torque costs and
Chain Transmission eliminations Consolidated
GBPm GBPm GBPm GBPm
--------------------------------------- -------- -------------- -------------- ---------------
External customer - transferred
at a point in time 128.9 35.5 - 164.4
External customer - transferred
over time - 0.9 - 0.9
Inter-segment 1.1 2.7 (3.8) -
Foreign exchange retranslation (3.8) (0.7) - (4.5)
Revenue at constant exchange rates 126.2 38.4 (3.8) 160.8
--------------------------------------- -------- -------------- -------------- ---------------
Adjusted operating profit 13.6 5.0 (7.2) 11.4
Foreign exchange retranslation (0.4) (0.1) - (0.5)
Adjusted operating profit at constant
exchange rates 13.2 4.9 (7.2) 10.9
--------------------------------------- -------- -------------- -------------- ---------------
Return on sales at constant exchange
rates % 10.5% 12.8% - 6.8%
--------------------------------------- -------- -------------- -------------- ---------------
(1) The results for the year ended 31 March 2021 have been
restated. Refer to Note 20 and Accounting Policies for details of
the restatements.
(H) EBITDA, adjusted EBITDA (earnings before interest, taxation,
depreciation and amortisation) and operating cash flow
Restated(1)
2022 2021
GBPm GBPm
---------------------------------------------------------- ------ ------------
Statutory operating profit from continuing operations 16.2 10.7
Depreciation and amortisation - owned assets 9.5 10.6
---------------------------------------------------------- ------------
EBITDA 25.7 21.3
Deduct:
US PPP Loan forgiveness (1.7) -
New lease arrangements on sublet properties 0.7 -
Adjusted EBITDA 24.7 21.3
Inventories (see Note 17) (9.5) 6.3
Trade and other receivables (see Note 17) (4.5) 4.2
Trade and other payables (see Note 17) 13.7 (5.0)
Provisions (see Note 16) 0.1 0.8
Add back: Restructuring cash spend - 0.2
---------------------------------------------------------- ------ ------------
Movement in working capital (0.2) 6.5
Purchase of property, plant and equipment (Consolidated
Statement of Cash Flows) (4.1) (2.3)
Purchase of intangible assets (Consolidated Statement
of Cash Flows) (1.2) (0.8)
Proceeds from property disposals 0.2 0.2
---------------------------------------------------------- ------ ------------
Net capital expenditure (5.1) (2.9)
---------------------------------------------------------- ------ ------------
Operating cash flow 19.4 24.9
---------------------------------------------------------- ------ ------------
(1) The results for the year ended 31 March 2021 have been
restated. Refer to Note 20 and Accounting Policies for details of
the restatements.
19. Alternative performance measures (continued)
(I) Net debt
Net debt is reconciled to the statutory balance sheet in Note
17.
(J) Leverage ratio
2022 2021
GBPm GBPm
------------------------ ----- -----
Net debt (see Note 17) 13.8 18.4
Adjusted EBITDA 24.7 21.3
------------------------
Leverage ratio 0.6x 0.9x
------------------------ ----- -----
(K) Gearing ratio
2022 2021
GBPm GBPm GBPm GBPm
---------------------------------------- ----- ----- ------- -----
Net debt (see Note 17) 13.8 18.4
Equity attributable to equity holders
of the parent 5.8 (14.7)
Net debt (see Note 17) 13.8 18.4
Total capital plus net debt 19.6 3.7
---------------------------------------- ----- ----- ------- -----
Gearing ratio % 70% 497%
---------------------------------------- ----- ----- ------- -----
(L) Legacy pension cash costs
2022 2021
GBPm GBPm
------------------------------------------------- ----- -----
Cash contributions to pension schemes 3.7 0.8
Pension payments in respect of unfunded schemes 1.1 1.3
Scheme administration costs 0.7 0.5
-------------------------------------------------
5.5 2.6
------------------------------------------------- ----- -----
(M) Average working capital ratio
2022 2021 2020
GBPm GBPm GBPm
----------------------------------------- ------- ------- -------
Inventories 48.4 37.7 46.1
Trade and other receivables 35.7 30.3 35.8
Trade and other payables (48.5) (31.5) (37.6)
----------------------------------------- ------- ------- -------
Total working capital 35.6 36.5 44.3
Average working capital(1) (a) 36.1 40.4
Revenue (b) 195.2 165.3
-----------------------------------------
Average working capital ratio ((a)/(b)) 18% 24%
----------------------------------------- ------- -------
(1) Calculated as a simple average of the opening and closing
balance sheet working capital.
20. Prior period adjustments
The Group has changed its accounting policy related to the
capitalisation of certain software costs, this change follows the
IFRIC interpretation Committee's agenda decision published in April
2021, which clarifies the accounting treatment of the costs of
configuring or customising software under Software as a service
arrangements. Previously capitalised SaaS costs have now been
written off at the point they were originally incurred, and the
related subsequent amortisation of these costs in the prior year
has now been reversed and added back to profit. See Accounting
policies for further details.
In addition, prior period adjustments have been recorded
relating to the following:
- Dilapidations provision - The prior period adjustment records
an increased dilapidations provision for certain leased properties
across the Group. The adjustment arose following changes to
sublease arrangements on previously closed sites which prompted a
global review of dilapidations across the Group's property
portfolio. The adjustment includes the reclassification of GBP0.6m
of dilapidations provision that had been incorrectly netted against
the opening right-of-use asset cost on adoption of IFRS 16 (see
Note 10 for further details of the reclassification). Dilapidation
provisions have been increased; with property, plant and equipment
increased to the extent the group has incurred capital cost to
modify lease properties alongside a corresponding obligation to
remove the modification and restore the property on surrender of
the lease. The adjustment to the income statement reflects the
extent to which dilapidations increased in the prior financial
year.
- Deferred taxation - The prior period adjustment reduces the
value of the deferred tax asset (DTA) recognised in respect of UK
pensions (reduction of GBP6.4m at 31 March 2021) and increases the
value of deferred tax recognised in respect of UK losses (increase
of GBP0.6m at 31 March 2021). The adjustment to the pensions DTA
arose in respect of a deemed contribution of GBP40m that was made
to the UK pension scheme in 2014. The contribution formed part of
the Group's 25-year asset-backed partnership structure (the
Scottish Limited Partnership, 'SLP'). At the inception of the
partnership structure the GBP40m contribution was recorded as an
allowable deduction in the tax computations of the Group's UK
subsidiaries. This upfront tax deduction reduces the future tax
deductions that are available over the remainder of the 25-year
agreement. The gross pension DTA has historically been assumed to
equal the IAS 19 deficit for the UK scheme, multiplied by the
future expected tax rate, however, due to the upfront deduction
taken at the inception of the scheme the UK pension DTA has been
reduced to cap the implied future available deductions at each
balance sheet date.
The reduction in the UK pensions DTA has resulted in the
recognition of a DTA for UK losses. Previously no forecast UK
taxable profits were available for loss recognition due to the
assumption that taxable profits would be more than offset by
pension deductions. Due to the cap on allowable pension deductions,
in the forecast period used to assess taxable profits available for
loss recognition, headroom now remains and accordingly a DTA has
been recognised at 31 March 2021.
The impact, on a line item basis for those affected, on the
Consolidated Statement of Comprehensive Income for the year ended
31 March 2021, the Consolidated Balance Sheet as at 31 March 2020
and as 31 March 2021 is as follows:
Consolidated Statement of Comprehensive Change
Income for the year ended 31 As previously Dilapidations Deferred in accounting 2021 Statutory
March 2021 reported provision taxation policy (restated)
GBPm GBPm GBPm GBPm GBPm
---------------------------------------- -------------- -------------- ---------- --------------- ---------------
Revenue 165.3 - - - 165.3
Operating costs (154.8) (0.1) - 0.3 (154.6)
---------------------------------------- -------------- -------------- ---------- --------------- ---------------
Operating profit 10.5 (0.1) - 0.3 10.7
---------------------------------------- -------------- -------------- ---------- --------------- ---------------
Profit before tax 5.9 (0.1) - 0.3 6.1
Taxation (2.1) - 0.6 - (1.5)
---------------------------------------- -------------- -------------- ---------- --------------- ---------------
Profit/(loss) for the financial
year 3.8 (0.1) 0.6 0.3 4.6
---------------------------------------- -------------- -------------- ---------- --------------- ---------------
Tax on remeasurement gains/losses
on retirement benefit obligations 1.0 - (0.3) - 0.7
---------------------------------------- -------------- -------------- ---------- --------------- ---------------
Other comprehensive income/(expense)
for the year, net of tax (9.5) - (0.3) - (9.8)
---------------------------------------- -------------- -------------- ---------- --------------- ---------------
Total comprehensive income/(expense)
for the year, net of tax (5.7) (0.1) 0.3 0.3 (5.2)
---------------------------------------- -------------- -------------- ---------- --------------- ---------------
Earnings/(loss) per share
Basic earnings/(loss) per share 1.7p - 0.2p 0.1p 2.0p
Diluted earnings/(loss) per
share 1.6p - 0.2p 0.2p 2.0p
---------------------------------------- -------------- -------------- ---------- --------------- ---------------
(1) For further details on the change in accounting policy
restatement refer to Accounting policies.
20. Prior period adjustments (continued)
2021
----------------------------------------------------------------------------
Change
Consolidated Balance sheet As previously Dilapidations Deferred in accounting 2021 Statutory
as at 31 March reported provision taxation policy(1) (restated)
GBPm GBPm GBPm GBPm GBPm
------------------------------- -------------- -------------- ---------- --------------- ---------------
ASSETS
Non-current assets
Property, plant and equipment 47.8 0.3 - - 48.1
Right-of-use-assets 10.1 0.6 - - 10.7
Other non-current assets 27.8 - - (1.2) 26.6
Deferred tax assets 21.0 - (5.8) - 15.2
------------------------------- -------------- -------------- ---------- --------------- ---------------
106.7 0.9 (5.8) (1.2) 100.6
------------------------------- -------------- -------------- ---------- --------------- ---------------
TOTAL ASSETS 194.8 0.9 (5.8) (1.2) 188.7
------------------------------- -------------- -------------- ---------- --------------- ---------------
LIABILITIES
Non-current liabilities
Provisions - (2.5) - - (2.5)
Other non-current liabilities (160.8) - - - (160.8)
------------------------------- -------------- -------------- ---------- --------------- ---------------
(160.8) (2.5) - - (163.3)
------------------------------- -------------- -------------- ---------- --------------- ---------------
TOTAL LIABILITIES (200.9) (2.5) - - (203.4)
------------------------------- -------------- -------------- ---------- --------------- ---------------
NET LIABILITIES (6.1) (1.6) (5.8) (1.2) (14.7)
------------------------------- -------------- -------------- ---------- --------------- ---------------
EQUITY
Other equity items 63.5 - - 63.5
Retained earnings (69.6) (1.6) (5.8) (1.2) (78.2)
------------------------------- -------------- -------------- ---------- --------------- ---------------
TOTAL SHAREHOLDERS' EQUITY (6.1) (1.6) (5.8) (1.2) (14.7)
------------------------------- -------------- -------------- ---------- --------------- ---------------
(1) For further details on the change in accounting policy
restatement refer to Accounting policies.
2020
----------------------------------------------------------------------------
Change
Consolidated Balance sheet As previously Dilapidations Deferred in accounting 2021 Statutory
as at 31 March reported provision taxation policy(1) (restated)
GBPm GBPm GBPm GBPm GBPm
------------------------------- -------------- -------------- ---------- --------------- ---------------
ASSETS
Non-current assets
Property, plant and equipment 53.3 0.3 - - 53.6
Right-of-use-assets 11.3 0.6 - - 11.9
Other non-current assets 32.0 - - (1.5) 30.5
Deferred tax assets 20.4 - (6.1) - 14.3
------------------------------- -------------- -------------- ---------- --------------- ---------------
117.0 0.9 (6.1) (1.5) 110.3
------------------------------- -------------- -------------- ---------- --------------- ---------------
TOTAL ASSETS 216.0 0.9 (6.1) (1.5) 209.3
------------------------------- -------------- -------------- ---------- --------------- ---------------
LIABILITIES
Non-current liabilities
Provisions - (2.4) - - (2.4)
Other non-current liabilities (173.5) - - - (173.5)
------------------------------- -------------- -------------- ---------- --------------- ---------------
(173.5) (2.4) - - (175.9)
------------------------------- -------------- -------------- ---------- --------------- ---------------
TOTAL LIABILITIES (216.4) (2.4) - - (218.8)
------------------------------- -------------- -------------- ---------- --------------- ---------------
NET LIABILITIES (0.4) (1.5) (6.1) (1.5) (9.5)
------------------------------- -------------- -------------- ---------- --------------- ---------------
EQUITY
Other equity items 68.4 - - - 68.4
Retained earnings (68.8) (1.5) (6.1) (1.5) (77.9)
------------------------------- -------------- -------------- ---------- --------------- ---------------
TOTAL SHAREHOLDERS' EQUITY (0.4) (1.5) (6.1) (1.5) (9.5)
------------------------------- -------------- -------------- ---------- --------------- ---------------
(1) For further details on the change in accounting policy
restatement refer to Accounting policies
21. Business Combinations
On the 8 April 2021 Renold completed the acquisition of the
conveyor chain business of Brooks Ltd in Manchester, UK, for a
total consideration of GBP0.7m, including GBP0.4m of deferred
consideration. The business has been integrated into the Renold UK
Service centre in Manchester.
The amounts recognised in respect of identifiable assets and
liabilities relating to the acquisition are as follows:
Recognised
values
on acquisition
GBPm
----------------------------------------- ----------------
Fair value of net assets acquired
Intangible assets 0.4
Property, plant and equipment 0.1
Inventory 0.2
Net identifiable assets and liabilities 0.7
----------------------------------------- ----------------
Goodwill -
----------------------------------------- ----------------
Total consideration 0.7
----------------------------------------- ----------------
Consideration
Cash paid 0.3
Deferred consideration 0.4
----------------------------------------- ----------------
Total consideration 0.7
----------------------------------------- ----------------
(1) Under IFRS 3 'Business Combinations' customer relationships
attained as part of the acquisition have been identified as assets
separate from goodwill with a value of GBP0.4m.
Deferred consideration of GBP0.2m was paid during the year with
GBP0.2m remaining unpaid at 31 March 2022. Total acquisition cash
consideration paid during the year was GBP0.5m. The carrying value
of property, plant and equipment and inventory approximates their
fair value. Acquisition-related costs (reported in operating
profit) amounted to GBP0.1m.
The acquired business contributed GBP1.0m revenue and GBP0.3m to
the Group's operating profit for the period between the date of
acquisition and the balance sheet date.
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END
FR ZZGMNVZMGZZM
(END) Dow Jones Newswires
July 13, 2022 02:00 ET (06:00 GMT)
Renold (AQSE:RNO.GB)
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から 10 2024 まで 11 2024
Renold (AQSE:RNO.GB)
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から 11 2023 まで 11 2024
