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Restructuring Costs, Amortisation of Acquired Intangibles and Other Non-recurring Items
The financial information set out above does not constitute the Company’s statutory accounts for the years ended 31 December 2012 or 2011, but is derived from those accounts. Statutory accounts for 2011 have been delivered to the Registrar of Companies and those for 2012 will be delivered following the Company’s Annual General Meeting. The auditors have reported on those accounts; their reports were unqualified, did not draw attention to any matters by way of emphasis without qualifying their report and did not contain statements under s498 or of the Companies Act 2006 or equivalent preceding legislation. In addition, significant increases in energy costs (ca. 7% of sales), the cost of transport and distribution (ca. 3% of sales) and employment costs in the locations where the Group’s manufacturing sites are based could adversely impact the profitability of the Group. The Group mitigates competitive pressure by striving to build competitive advantage, especially in the areas of manufacturing cost, manufacturing and product technology, applications knowledge and brand. The Group researches its competitive position regularly and each significant decision is considered in the light of its impact on the Group’s competitive advantage and this consideration is updated regularly.
- These markets all exhibit different technical and service requirements, different competitive dynamics and different growth trends, but in general 2012 saw growth in North America and some market and pricing pressures in Europe.
- Further payments of £1.1 million were made in respect of the discontinued hygiene operations.
- As part of the proceeds for the disposal of the Hygiene business, the Group issued a one-year Vendor Loan Note to Petropar for US$26 million at a coupon rate of 6% payable on redemption on 30 December 2012.
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The net cash inflow on the disposal of the hygiene business in December 2011 was £161.2 million, with the majority of the related costs, including the swap termination costs, paid early in 2012. Within discontinued operations, non-recurring costs of £2.0 million were incurred. An impairment charge of £3.0 million and restructuring costs of £1.7 million were recognised following the decision to close Fiberweb Technical Nonwovens in China. This was offset by the gain relating to post retirement medical plan changes of £2.0 million referred to above and £0.7 million of gains on the sale of land in Simpsonville, USA and Peine, Germany. Within cost of sales, impairment charges of £1.6 million were recognised in relation to some obsolete equipment in Italy and assets in Geosynthetics no longer required as a result of the transfer of production to Maldon.
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Break fees and related costs of £0.1 million incurred on the early repayment of the RCF drawdowns with the proceeds of the Hygiene disposal. During the year ended 31 December 2011, the Hygiene business contributed £19.9 million to the Group’s net operating cash flows, paid £5.2 million in respect of investing activities and paid £Nil in respect of financing activities. In the year ended 31 December 2011, no allocation of interest charges relating to the Group’s old RCF were made to discontinued operations on the basis that debt and related costs are managed on a group basis and cannot meaningfully be directly allocated. £2.3 million of restructuring costs for the cost reduction programme as a result of the disposal of the Hygiene business reflecting the smaller size of the Group.
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And they’ll harrass you to deposit money, every day so you dont lose your entire deposit. And wait for it….they will blame you, a complete novice who signed up to learn and from the beginning have been telling them you only want to day trade tiny amounts. When you tell them to go listen to the recordings to see on whose direction the trades were placed, they wont be able to ‘hear’ you. Interest rate swap hedge ineffectiveness of £1.2 million arising as a result of cashflows from the underlying RCF drawdowns ceasing to be probable as a result of the disposal of the Hygiene business. Underlying earnings per share are shown calculated on earnings before restructuring costs, amortisation of acquired intangibles and other non-recurring items because the Directors consider this provides additional useful information on underlying performance trends.
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The Group’s policy is to hedge any material interest exposure and it has historically entered into interest rate hedges for its exposure to both US Dollar and Euro floating interest rates under its loan facility. Following the repayment of the RCF debt on receipt of the proceeds from the hygiene disposal, all swaps were terminated and settled in January 2012. The Group remained in a net cash position throughout the year ended 31 December 2012 and did not therefore enter into any new swaps. The appropriateness of entering into any such new instruments going forwards will be assessed according to the level and expected term of any future draw downs.
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- Austerity measures are likely to result in changes in growth rates and demand for products in those countries.
- In construction markets, the deep recession in Europe significantly impacted volumes and pricing, while Canada demonstrated stability and the USA experienced a sharp recovery in housing construction volumes.
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- This was repaid early on 2 August 2012 for US$25 million as full and final settlement.
£2.3 million of the variance is attributed to the lost contribution on lower European roofing sales and the net 3% commission now payable to Fitesa to manage key hygiene customer relationships over the three year period to December 2014 accounted for a further £1.5 million. Lower production volumes as part of focused efforts to reduce inventory had an adverse impact of £3.3 million on divisional profitability year-on-year as a result of lower absorption of overheads. The net impact of raw material cost changes and contractual pass-through arrangements generated a small gain year-on-year of £0.2 million, with other pricing actions delivering a further benefit of £0.9 million. Furthermore, savings in manufacturing conversion costs and other administrative overheads amounted to £2.8 million year-on-year. Prior to the disposal of the majority of the Group’s hygiene businesses, a significant proportion of the Group’s debtor profile comprised relatively large balances owed by major customers deemed to be of good credit quality. To protect against the risk of a material bad debt charge in respect of other customers, the Group took out targeted credit insurance cover, which was in place to 31 December 2012.
With net cash of £25 million following the conclusion of the sale of a majority of our hygiene business, we undertook a balance sheet review. The Board considers that maintaining a substantial net cash position for a considerable time is not desirable due to the dilutive impact on equity returns, especially given the very low interest rates obtainable on deposits. We consulted with major shareholders and, with our advisers, considered various xcritical options to https://xcritical.solutions/ accelerate the Group’s development. We also considered our pension deficit, which totalled £27 million at the end of June 2012, and the possibility of returning cash to shareholders by way of a special dividend or a share buy-back. In conducting the review we took into account the uncertainty in some major markets – notably economic volatility in Europe and budgetary issues in the USA – both of which can significantly impact our construction-related businesses.
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Following a year of mixed fortunes in 2011, 2012 divisional European performance was adversely impacted by weak civil engineering markets, where year-on-year demand in our key markets in the UK and mainland Europe contracted by around 50%, resulting in significant price pressure. In the UK, the impact of the Olympics and the poor summer weather further exacerbated the slowdown. The needlepunch line started producing commercial volumes in August and work continues to improve output and quality to the final expected levels. The tree shelter business formed from the combination of Tubex, acquired in May 2011, and the Acorn business of Boddingtons, acquired in January 2011, had a successful year, although this was not enough to compensate weak European construction markets.