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Annual Report - dissemination announcement

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RNS Number : 1664I
Ultra Electronics Holdings PLC
24 March 2015
 



 

                                                              

 

 

Embargoed until 0700                                                                                                          24th March 2014

 

Ultra Electronics Holdings plc

("Ultra" or "the Group")

 

Dissemination announcement

 

Ultra announces the dissemination of its Annual Financial Report for the year ended 31 December 2014. A preliminary announcement of the Group's results was made on 2 March 2015.

 

The Group's 2014 Annual Financial Report and the Notice of Annual General Meeting 2015 are published today on Ultra's website www.ultra-electronics.com.

 

These documents will shortly be available for inspection on the National Storage Mechanism (NSM), online at: www.hemscott.com/nsm.do

 

In compliance with Disclosure & Transparency Regulation 6.3.5, the following information is extracted from the 2014 Annual Financial Report. This information should be read together with Ultra's Final Results announcement, issued on 2 March 2015, which can be found at http://online.morningstarir.com/ir/ule/ir.jsp?page=news-item&item=1997436818030592. Together these constitute the information required to be communicated to the media in unedited full text through a Regulatory Information Service. This information is not a substitute for reading the full 2014 Annual Financial Report.

 

Enquiries:

                                                                                                                                                                

Rakesh Sharma, Chief Executive                                                                         020 8813 4307

Mary Waldner, Group Finance Director

                                                                                                                                                             

Susan McErlain, Corporate Affairs Director                                                          07836 522 722

James White, MHP Communications                                                                   020 3128 8756

 

www.ultra-electronics.com

 

 

 


Ultra Electronics Holdings plc

("Ultra" or "the Group")

RISKS AND UNCERTAINTIES

Risk

Description

Potential impact

Mitigation

Cyber-attack

Active efforts are being made to penetrate Ultra's secure networks, in order to gain access to classified information, steal intellectual property or disrupt business activity. There is a security and business risk if Ultra fails to secure its systems.

·     Reputational damage to Ultra as a highly-regarded provider of secure data systems

·     Loss of business opportunity with removal of government approval to work on classified equipment development and manufacture

·     Reduced product differentiation with loss of intellectual property

·     Disruption to business activity as systems are cleansed and restored

·     Internal Audit and 'spot checks' to ensure compliance with the Group Information Security Policy

·     Development of policy for classification of Group information assets

·     Investment in the hardening of Ultra's IT systems

·     Implementation of monitoring by the Ultra Cyber Protection Group will continue into 2015

Changing market environment

Ultra's core markets are changing as government budgets come under fiscal strain, placing significant pressure on sales and orders. Contract awards are more heavily scrutinised and are more dependent upon a close understanding of the customer's need.

·     Reduced business opportunity through an inability to respond quickly enough to changes in the market environment by adapting our offerings and approach

·     Inability to match the full range of a customer's requirements

·     Inability to maintain growth in declining defence market

·     Embed LAUNCH behaviours to improve understanding of customer need

·     Collaborate across the full Ultra capability portfolio and/or partner to present comprehensive solutions that match customer needs, complemented by a structure and culture that promotes agility, innovation and speed of response

·     Develop and strengthen the marketing teams within each business

Execution of major contracts

Ultra is bidding for and delivering an increasing number of large and complex contracts.

·     Ultra could underestimate the required resource or project complexity and so make a loss

·     Ultra could fail to apply the appropriate programme management skills to such large products, impacting on profitability and reputation

·     Ultra could need to provide for additional costs incurred until the end of the programme (some years)

·     The Group Operating Manual has been updated to enhance the rigour and oversight of major bids

·     'Lessons learned' exercise to be conducted on Oman and a 'major integration projects manual' to be developed as corporate memory

·     Ultra will recruit or team to bring in the specialist skills required to manage large projects

·     Introduction of project-team-based system engineering and project management training courses

·     Review and approval of win strategies and bids will be conducted by the Executive team and other senior managers independent of the businesses or technologies involved

·     More prudent profit taking to be enforced ahead of acceptance milestones

Pensions

The Group's UK defined benefit pension scheme deficit becomes a serious liability for the Group.

·     Increasing pension liabilities make a material impact on shareholder value

·     Retain Board focus on this key issue and hold formal reviews of the Group's pension strategy annually

·     Manage the issue through annual accounting and triennial valuation processes, in order to highlight issues to the Board as they emerge

·     Retain Towers Watson as Group pension strategy advisors and hold formal Board strategy reviews

Business control

Ultra has elected to cede some control of certain businesses (e.g. US Proxy Board and joint enterprises) to enhance market position in key markets. Changes in local regulation, or other cause, leads to an adverse impact on the Group.

·     Inability to exercise management control could lead to an adverse impact on the Group

·     Ultra works hard to ensure that its joint venture partners and the members of the Group's security and proxy boards accord with the Group's corporate culture and way of doing business

·     Ultra benefits from the expertise which the members of its JVs and boards bring to the Group

·     Ensure relationships continue to be mutually beneficial

·     Monitor the business environment for regulatory or political change

·     Bring the Proxy Division (SIS) under a US national director with the appropriate clearances

Currency fluctuations

Currency exchange rate fluctuations impact adversely on Ultra's business performance.

·     Ultra's revenue and earnings could be adversely impacted by the weakening of a currency in which it generates sales

·     The impact of foreign exchange could either be through translation of the balance sheets and profits of foreign operations, or the impacts of UK businesses transacting in a foreign currency

·     The translation impact cannot be mitigated however the Group Finance Director ensures that analysts and investors are aware of the impacts

·     Transaction impacts are mitigated through the Treasury policy of hedging forecast cashflows, and where possible through ensuring that contracts provide protection against exchange movements, and cost and revenue currencies are matched

Major geopolitical crisis

Ultra is increasingly operating in regions of the world that are at risk of political upheaval or untoward national event.

·     A major regional event impacts on the ability of Ultra to deliver a significant contract, leading to unrecoverable revenue loss

·     A political change within an established regional market substantially removes Ultra's ability to operate successfully

·     Maintain an effective regional understanding through good regional contacts and partnerships, particularly through UK embassies and UK/US defence and security agencies

·     Develop positions across different regions to avoid singularity of risk

·     Maintain awareness through research to raise awareness and understanding of emerging crisis and potential risk

·     Consider regional risks during bid approval

Sustaining product differentiation

Ultra's product development and innovation does not sustain sufficient differentiation in the market place, compared with commercial off the shelf (COTS) products, or as a result of a disruptive technology, or because of a significant change in customer preference.

·     Research and Development (R&D) activity does not keep pace with technological development, losing product differentiation compared with competitors

·     Ultra's portfolio of specialist capabilities is eroded through commoditisation

·     Business is lost through increasing competition

·     Maintain Ultra's cultural focus on understanding customer need and delivering innovation

·     Based upon comprehensive market and competitor analysis, generate technology and product roadmaps that bring differentiated products to market to meet sales opportunities

·     Better co-ordinate R&D investment across the Group to avoid duplication and maximise advantage

·     Employ strategy reviews and game-planning to ensure R&D tracks plans and budgets

·     Team externally to gain access to technology

Material legal/regulatory breach

People or process failures lead to a breach of regulatory or legal requirements.

·     Damage to reputation

·     Director disqualification

·     Damages and fines

·     Contract debarment

·     Culture of accountability and compliance

·     Ethics Overview Committee

·     Effective whistle-blowing procedures (EthicsPoint)

·     Policies and training on material compliance issues

Staff retention

The Group's businesses are capital-light but specialist knowledge intensive. Ultra fails to attract, develop and retain people with the required specialist competences.

·     Ultra could lose key staff or capabilities so that the Group cannot fulfil its contractual obligations or is forced to outsource work, and thereby reducing margins

·     Continue the Group's strong emphasis on recruiting, retaining and developing high quality individuals to work in Ultra teams. This is delivered through the annual OSDP (Organisation, Succession and Development Planning) process

·     Fast track high potential candidates, and exploit opportunities for secondments and inter-business transfers

·     Ensure all key staff have a nominated successor

·     Ensure poor performance is addressed

·     Monitor and review salary and benefits surveys

·     Engage with potential recruits at an early stage, through links with schools and universities and offer apprenticeships, work placements and graduate training

 

 

 


RELATED PARTY TRANSACTIONS

 

Remuneration of key management personnel

The remuneration of key management personnel, which includes the Directors of the Group, is set out below in aggregate for each of the categories specified in IAS 24: Related Party Disclosures. Further information about the remuneration of individual Directors is provided in the audited part of the Directors' Remuneration Report on pages 71 to 74 of the Annual Financial Report:

 

 

2014

2013

 

£'000

£'000

Short-term employee benefits

3,241

2,837

Post-employment benefits

423

395

Share-based payments

905

900

 

4,569

4,132

 

Transactions with associate

At 31 December 2014, a loan of £2,428,000 (2013: £643,200) was due from Al Shaheen Adventure LLC (ASA), the Group's 49% equity-accounted investment.

 

A small amount of trading also occurs with ASA, in the normal course of business and on an arm's length basis. Balances are settled on normal trade terms and the amounts outstanding at year end were insignificant.

 

STATEMENT OF GOING CONCERN

 

Ultra's banking facilities amount to £300m in total, together with a £15m overdraft. They are provided by a small club of banks, led by the Royal Bank of Scotland, and comprise two tranches.

 

The first tranche is a £100m revolving credit facility, which can be drawn down in any major currency and is due to expire in December 2017.

 

The second tranche provides a further £200m of revolving credit, was signed in July 2014 and is due to expire in December 2019. This second tranche follows the renewal of the £90m facility which was due to expire in 2016, but was refinanced early to ensure continuity of funding and to take advantage of improved interest terms. Both facilities have the same covenants.

 

The Group also has a 'shelf' facility with Prudential Investment Management Inc ('Pricoa'). This agreement effectively gives the Group access to the US private placement market on a bilateral basis. The facility is non-committed, but is for up to $195m. At 31 December 2014, $70m of loan notes had been issued, which will mature in 2018 and 2019. By using the Pricoa facility, Ultra has been able to extend the term profile of its debt at a competitive rate.

 

As well as being used to fund acquisitions, the financing facilities are also used for other balance sheet and operational needs, including funding day-to-day working capital requirements. The US dollar borrowings also represent natural hedges against assets denominated in that currency.  The Group's banking covenants have all been met in 2014 with a comfortable margin. The approved Group budget for 2015 and strategic plan for later years give confidence that the Group will continue to meet these covenants. Details of how Ultra manages its liquidity risk can be found in note 23 of the Annual Financial Report.

 

Though global macro-economic conditions remain uncertain, the long-term nature of Ultra's business and its positioning in attractive sectors of its markets, taken together with the Group's forward order book provide a satisfactory level of confidence in respect of trading in the year to come.

 

The Directors have a reasonable expectation that Ultra has adequate resources to continue in operational existence for the foreseeable future. Thus, they continue to adopt a going concern basis of accounting in preparing the annual financial statements.

 

DIRECTORS' RESPONSIBILITIES STATEMENT

 

The Directors are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and regulations. Company law requires the Directors to prepare financial statements for each financial year. Under that law the Directors are required to prepare the Group financial statements in accordance with International Financial Reporting Standards (IFRSs) as adopted by the European Union and Article 4 of the International Accounting Standards Regulation ("IAS") and have elected to prepare the Parent Company financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law, the Directors must not approve the accounts unless they are satisfied that they give a true and fair view of the state of affairs of the Company and of the profit or loss of the Company for that period.

 

In preparing the Parent Company financial statements, the Directors are required to:

·     Select suitable accounting policies and then apply them consistently

·     Make judgments and accounting estimates that are reasonable and prudent

·     State whether applicable UK Accounting Standards have been followed subject to any material departures disclosed and explained in the financial statements

·     Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will continue in business.

 

In preparing the Group financial statements, International Accounting Standard 1 requires that Directors:

·     Properly select and apply accounting policies

·     Present information, including accounting policies, in a manner that provides relevant, reliable, comparable and understandable information

·     Provide additional disclosures when compliance with the specific requirements in IFRSs are insufficient to enable users to understand the impact of particular transactions, other events and conditions on the entity's financial position and financial performance

·     Make an assessment of the Company's ability to continue as a going concern.

 

The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Company's transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and for taking reasonable steps for the prevention and detection of fraud and other irregularities.

 

The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the Company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

 

The Directors confirm that to the best of their knowledge, taken as a whole:

·     The financial statements, prepared in accordance with the relevant financial reporting framework, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Company and the undertakings included in the consolidation;

·     The annual report and accounts are fair, balanced and understandable and provide the information necessary for shareholders to assess the Company's performance, business model and strategy; and

·     The strategic report includes a fair review of the development and performance of the business and the position of the Company and the undertakings included in the consolidation, together with a description of the principal risks and uncertainties that they face.

 

In accordance with Section 418 of the Companies Act 2006, each Director in office at the date the Directors' report is approved, confirms that:

·     So far as the Director is aware, there is no relevant audit information of which the Company's auditors are unaware; and

·     He/she has taken all the steps that he/she ought to have taken as a Director in order to make himself/herself aware of any relevant audit information and to establish that the Company's auditors are aware of that information.

 

The Annual Report on pages 1 to 79 was approved by the Board of Directors and authorised for issue on 27 February 2015 and signed on behalf of the Board by:

 

Rakesh Sharma, Chief Executive

Mary Waldner, Group Finance Director

- End -



Further information about Ultra:

 

Ultra Electronics is a group of businesses which manage a portfolio of specialist capabilities, generating highly differentiated solutions and products in the defence & aerospace, security & cyber, transport and energy markets by applying electronic and software technologies in demanding and critical environments to meet customer needs

 

Ultra has world-leading positions in many of its specialist capabilities and, as an independent, non-threatening partner, is able to support all of the main prime contractors in its sectors.  As a result of such positioning, Ultra's systems, equipment or services are often mission or safety-critical to the successful operation of the platform to which they contribute. In turn, this mission-criticality secures Ultra's positions for the long term which underpins the superior financial performance of the Group.

 

Ultra offers support to its customers through the design, delivery and support phases of a programme. Ultra businesses have a high degree of operational autonomy where the local management teams are empowered to devise and implement competitive strategies that reflect their expertise in their specific niches. The Group has a small head office and executive team that provide to the individual businesses the same agile, responsive support that they provide to customers as well as formulating Ultra's overarching, corporate strategy.

 

Across the Group's three divisions, the major market sectors in which Ultra operates are:

 

Defence: Ultra supplies advanced electronic and electrical systems and equipment to coalition defence forces around the world. The Group innovates to provide battle-winning, specialist capabilities that are tailored to the customer's need and environment. Ultra has world-class capabilities in sonar systems, command & control, platform electrics, surveillance systems and network communications solutions.

 

Security: Ultra provides highly differentiated systems and capabilities to the broad security, intelligence and cyber market. Ultra has highly specialised capabilities in secure communications, networks and cryptographic equipment, key management systems and surveillance systems and intelligence gathering systems.

 

Transport: Ultra provides specialist software, systems and equipment for use in mass passenger transport systems. This includes high integrity real-time controls for civil aircraft, advanced IT solutions for modern airports and trackside power equipment for transit rail systems.

 

Energy: Ultra has a range of safety critical sensors and controls used in existing and new build nuclear reactors. The Group has innovative portable energy sources powered by readily available propane gas.

 


This information is provided by RNS
The company news service from the London Stock Exchange
 
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