FERROGLOBE PLC | |||
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By:
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/s/ Nicholas Deeming | |
Name: Nicholas Deeming | |||
Title: Corporate Secretary | |||
Exhibit No.
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Description
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99.1
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Notice of Annual General Meeting dated June 2, 2017
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99.2
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Ferroglobe PLC Annual Report and Accounts for the fiscal year ended December 31, 2016
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99.3
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Extracts from the 2016 Form 20-F
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99.4
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Form of Proxy Card for 2017 Annual General Meeting
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1. |
THAT the directors’ and auditor’s reports and the accounts of the Company for the financial year ended 31 December 2016 (the “U.K. Annual Report and Accounts”) be received.
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2. |
THAT the Directors’ Remuneration Report (excluding that part containing the directors’ remuneration policy) for the year ended 31 December 2016 be received and approved.
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3. |
THAT Javier López Madrid be re‑elected as a director.
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4. |
THAT Donald J. Barger, Jr. be re‑elected as a director.
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5. |
THAT Bruce L. Crockett be re‑elected as a director.
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6. |
THAT Stuart E. Eizenstat be re‑elected as a director.
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7. |
THAT Greger Hamilton be re‑elected as a director.
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8. |
THAT Javier Monzón be re‑elected as a director.
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9. |
THAT Juan Villar‑Mir de Fuentes be re‑elected as a director.
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10. |
THAT Manuel Garrido y Ruano, appointed as a director since the last Annual General Meeting, be re‑elected as a director.
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11. |
THAT Deloitte LLP be appointed as auditor of the Company to hold office from the conclusion of the Annual General Meeting until the conclusion of the next general meeting at which accounts are laid before the Company.
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12. |
THAT the Audit Committee of the Board be authorised to determine the auditor’s remuneration.
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13. |
THAT pursuant to section 693A of the Companies Act, the Company be and is hereby generally authorised to make one or more off‑market purchases (within the meaning of section 693(2) of the Companies Act) of any class of the Company’s ordinary shares of $0.01 each (“Ordinary Shares”, each an “Ordinary Share”), excluding, for the avoidance of doubt, the class A ordinary shares in the Company, for the purposes of and pursuant to the Incentive Plan (as described in the notice of Annual General Meeting dated 3 June 2016) approved by the Annual General Meeting of the Shareholders on 29 June 2016, and on such terms and in such manner as the directors may from time to time determine, provided that:
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(a) |
the minimum price which may be paid for each Ordinary Share (exclusive of expenses) shall be the nominal value of that Ordinary Share;
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(b) |
the maximum aggregate number of Ordinary Shares authorised to be purchased is 5,000,000;
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(c) |
the maximum price (exclusive of expenses) which may be paid for each Ordinary Share shall be the higher of: (i) an amount equal to 105% of the average of the closing middle market quotations for an Ordinary Share, as derived from the NASDAQ Global Select Market, for the five business days immediately preceding the day on which that Ordinary Share is contracted to be purchased; and (ii) the higher of the price of the last independent trade and the highest current independent purchase bid at the time on the trading venue where the purchase is carried out,
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14. |
THAT in accordance with sections 366 and 367 of the Companies Act, the Company and each company which is or becomes a subsidiary of the Company at any time during the period for which this resolution has effect, be and is hereby authorised:
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(a) |
to make political donations to political parties and/or independent election candidates;
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(b) |
to make political donations to political organisations other than political parties; and
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(c) |
to incur political expenditure,
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(i) |
the aggregate amount of political donations made or political expenditure incurred by the Company and its subsidiaries in such period shall not exceed £100,000 for the purposes of this resolution;
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(ii) |
‘political donations’, ‘political organisations’, ‘political parties’, ‘independent election candidates’ and ‘political expenditure’ have the meanings given in sections 363 to 365 of the Companies Act; and
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(iii) |
this authority shall expire on the date immediately preceding the fourth anniversary of the passing of this resolution.
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15. |
THAT the definition of “Director Nominees” in the Articles and articles 24, 25.4, 25.7, and 25.8 be amended as set out in the schedule to this Annual General Meeting notice, in order to increase the maximum number of directors of the Company so that the Chief Executive Officer of the Company may be appointed as a director.
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1. |
Some of the resolutions are items that are required to be approved by Shareholders periodically under the Companies Act and generally do not have an analogous requirement under United States laws and regulations. As such, while these resolutions may be familiar and routine to Shareholders accustomed to being shareholders of companies incorporated in England and Wales, other Shareholders may be less familiar with these routine resolutions and should review and consider each resolution carefully.
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2. |
In accordance with the Articles, all resolutions will be taken on a poll. Voting on a poll will mean that each Ordinary Share represented in person or by proxy will be counted in the vote.
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3. |
Resolutions 1 to 14 will be proposed as ordinary resolutions, which means that such resolutions must be passed by a simple majority of the total voting rights of Shareholders who vote on such resolutions, whether in person or by proxy. The results of the Shareholders’ vote on resolutions 1 and 2 regarding receipt of the U.K. Annual Report and Accounts and approval of the Directors’ Remuneration Report will not require the Board or any committee thereof to take (or refrain from taking) any action. The Board values the opinion of Shareholders as expressed through such resolutions and will carefully consider the outcome of the votes on resolutions 1 and 2.
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4. |
Resolution 15 will be proposed as a special resolution, which means that such resolution must be passed by a majority of not less than 75% of the total voting rights of Shareholders who vote on such resolution, whether in person or by proxy.
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5. |
“Shareholders of record” are those persons registered in the register of members of the Company in respect of Ordinary Shares at 2.00 p.m. (British Summer Time) on 5 May 2017. If, however, Ordinary Shares are held for you in a stock brokerage account or by a broker, bank or other nominee, you are considered the “beneficial owner” of those Ordinary Shares.
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6. |
Beneficial owners of Ordinary Shares as at 2.00 p.m. (British Summer Time) on 5 May 2017 have the right to direct their broker or other agent on how to vote the Ordinary Shares in their account and are also invited to attend the Annual General Meeting. However, as beneficial owners are not Shareholders of record of the relevant Ordinary Shares, they may not vote their Ordinary Shares at the Annual General Meeting unless they request and obtain a legal proxy from their broker or agent.
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7. |
Any Shareholder of record attending the Annual General Meeting has the right to ask questions. The Company must cause to be answered any questions put by a Shareholder of record attending the meeting relating to the business being dealt with at the Annual General Meeting unless to do so would interfere unduly with the business of the meeting, be undesirable in the interests of the Company or the good order of the meeting, involve the disclosure of confidential information, or if the information has already been given on the Company’s website.
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8. |
In accordance with the provisions of the Companies Act, and in accordance with the Articles, a Shareholder of record who is entitled to attend and vote at the Annual General Meeting is entitled to appoint another person as his or her proxy to exercise all or any of his or her rights to attend and to speak and vote at the Annual General Meeting and to appoint more than one proxy in relation to the Annual General Meeting (provided that each proxy is appointed to exercise the rights attached to different Ordinary Shares). Such proxies need not be Shareholders of record, but must attend the Annual General Meeting and vote as the Shareholder of record instructs. Further details regarding the process to appoint a proxy, voting, and the deadlines therefor, are set out in the “Voting Process and Revocation of Proxies” section below.
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9. |
The results of the polls taken on the resolutions at the Annual General Meeting and any other information required by the Companies Act will be made available on the Company’s website as soon as reasonably practicable following the Annual General Meeting and for a period of two years thereafter.
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10. |
A copy of this Annual General Meeting notice can be found at the Company’s website, www.ferroglobe.com.
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11. |
Recipients of this notice and the accompanying materials may not use any electronic address provided in this notice or such materials to communicate with the Company for any purposes other than those expressly stated.
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12. |
To be admitted to the Annual General Meeting, please bring the Admission Ticket that you will have received through the post. You will need to be able to provide your photo identification at the registration desk.
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13. |
On arrival at the Annual General Meeting venue, all those entitled to vote will be required to register and collect a poll card. In order to facilitate these arrangements, please arrive at the Annual General Meeting venue in good time. You will be given instructions on how to complete your poll card at the Annual General Meeting.
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● |
By Internet – You can vote over the Internet at www.envisionreports.com/FGLO by following the instructions at such web address. You will need to enter your control number, which is a 15‑digit number located in a box on your proxy card. We encourage you to vote by Internet even if you received this Annual General Meeting notice in the mail.
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● |
By Telephone – You may vote and submit your proxy by calling toll‑free 1‑800‑652‑8683 in the United States and providing your control number, which is a 15‑digit number located in a box on your proxy card.
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● |
By Mail – If you received this Annual General Meeting notice by mail or if you requested paper copies of the Annual General Meeting notice, you can vote by mail by marking, dating, signing and returning the proxy card in the postage‑paid envelope.
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● |
attending the Annual General Meeting and voting in person;
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● |
voting again by Internet or Telephone (only the last vote cast by each Shareholder of record will be counted), provided that the Shareholder does so before 2:01 p.m. (British Summer Time) on Monday, 26 June 2017.
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● |
delivering a written notice, at the address given below, bearing a date later than that indicated on the proxy card or the date you voted by Internet or Telephone, but prior to the date of the Annual General Meeting, stating that the proxy is revoked; or
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● |
signing and delivering a subsequently dated proxy card prior to the vote at the Annual General Meeting.
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(b) |
Each of the Director Nominees nominated as an Independent Director or as a Grupo VM Director who is required to qualify as “independent” under the
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Contents
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Page No.
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Glossary and definitions
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1
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Officers and professional advisers
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3
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Introduction
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4
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Strategic report
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4
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Directors’ report
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6
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Directors’ responsibilities statement
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9
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Directors’ Remuneration Report
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10
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Independent auditor’s report to the members of Ferroglobe PLC
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36
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Consolidated Financial Statements
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38
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Notes to the Consolidated Financial Statements
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44
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Company only Balance Sheet
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106
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Notes to the Company only Financial Statements
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108
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“2016 Form 20‑F”
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the Company’s Form 20‑F for the fiscal year ended 31 December 2016;
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“AEP”
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American Electric Power Co., Inc.;
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“Amended Revolving Credit Facility”
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the revolving credit facility available pursuant to the Amended Revolving Credit Facility Agreement;
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“Amended Revolving Credit Facility Agreement”
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the Existing Revolving Credit Facility Agreement as amended on or about 15 February 2017 by the Revolving Credit Facility Amendment;
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“Annual General Meeting”
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the Company’s annual general meeting to be held on 28 June 2017;
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“Aon”
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Aon Plc;
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“Auditor”
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Deloitte LLP, the Company’s independent U.K. statutory auditor;
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“Aurinka”
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Aurinka Photovoltaic Group, S.L.;
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“Blue Power”
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Blue Power Corporation, S.L.;
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“Board”
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the Company’s board of directors;
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“Business Combination”
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the business combination of Globe and FerroAtlántica as the Company’s wholly‑owned subsidiaries on 23 December 2015;
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“Business Combination Agreement”
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the definitive transaction agreement entered into on 23 February 2015 (as amended and restated on 5 May 2015) by, among others, the Company, Grupo VM, FerroAtlántica and Globe;
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“Companies Act”
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the United Kingdom Companies Act 2006;
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“Company”
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Ferroglobe PLC, a company incorporated in England and Wales with registered number 09425113 and whose registered office is at 5 Fleet Place, London EC4M 7RD, United Kingdom;
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“Company Ordinary Shares”
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the Ordinary Shares and Class A Ordinary Shares;
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“Compensation Committee”
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the compensation committee of the Company;
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“EBITDA”
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earnings before interest, tax, depreciation and amortisation;
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“EU”
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the European Union;
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“Exchange Act”
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the Securities Exchange Act of 1934 (as amended) of the United States;
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“Executive Chairman”
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the executive chairman of the Company;
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“Executive Directors”
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the executive directors of the Company;
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“Executive Vice‑Chairman”
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the executive vice‑chairman of the Company;
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“Existing Revolving Credit Facility Agreement”
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the credit agreement, dated as of 20 August 2013, among Globe, certain subsidiaries of Globe from time to time as co‑borrowers thereunder, the financial institutions from time to time party thereto as lenders, PNC Bank National Association and Wells Fargo Bank, National Association, as syndication agents for lenders, BBVA Compass Bank, as documentation agent, and Citizens Bank of Pennsylvania, as administrative agent for the lenders, as amended from time to time, other than pursuant to the Revolving Credit Facility Amendment;
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“Existing Revolving Credit Facility”
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the revolving credit facility available pursuant to the Existing Revolving Credit Facility Amendment;
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“FerroAtlántica”
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Grupo FerroAtlántica, S.A.U. a joint stock company organised under the laws of Spain, including (where the context so requires) its subsidiaries and subsidiary undertakings;
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“Ferroglobe” or the “Parent Company”
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the Company or, as the context requires, the Group;
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“FerroVen”
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FerroVen, S.A.;
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“Globe”
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Globe Specialty Metals, Inc., a Delaware corporation, including (where the context so requires) its subsidiaries and subsidiary undertakings;
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“Group”
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the Company and its subsidiaries;
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“Grupo VM”
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Grupo Villar Mir, S.A.U.;
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“IASB”
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International Accounting Standards Board;
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“IFRS”
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International Financial Reporting Standards;
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“Indenture”
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the indenture, dated as of 15 February 2017, among Ferroglobe and Globe as co‑issuers, certain subsidiaries of Ferroglobe as guarantors, and Wilmington Trust, National Association as trustee, registrar, transfer agent and paying agent;
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“KPI”
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key performance indicator;
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“NASDAQ”
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the NASDAQ Global Select Market;
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“NASDAQ Rules”
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the NASDAQ Stock Market Rules;
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“Non‑Executive Directors”
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the non‑executive directors of the Company;
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“OFAC”
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the U.S. Department of the Treasury’s Office of Foreign Assets Control;
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“Ordinary Shares”
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the ordinary shares of $0.01 each in the capital of the Company;
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“Revolving Credit Facility Amendment”
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the third amendment to the Existing Revolving Credit Facility Agreement, among, inter alios, Ferroglobe and Globe as co‑borrowers, the subsidiary guarantors party thereto, the financial institutions party thereto as lenders and Citizens Bank of Pennsylvania as administrative agent;
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“SEC”
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the U.S. Securities and Exchange Commission;
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“U.K.”
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the United Kingdom of Great Britain and Northern Ireland;
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“U.S.”
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the United States of America;
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“U.S. EPA”
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the U.S. Environmental Protection Agency;
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“WVA Manufacturing”
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WVA Manufacturing, LLC; and
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“$”
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U.S. dollars.
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Directors
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J López Madrid
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D Barger
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B L Crockett
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S Eizenstat
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M Garrido y Ruano
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(appointed 30 May 2017)
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G Hamilton
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J Monzón
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J Villar‑Mir de Fuentes
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T Garcia Madrid
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(resigned 30 May 2017)
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A Kestenbaum
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(resigned 31 December 2016)
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Company Secretary
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N Deeming
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(appointed 13 October 2016)
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S Lebowitz
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(resigned 13 October 2016)
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Registered Address
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5 Fleet Place
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London
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EC4M 7RD
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Auditor
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Deloitte LLP
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Statutory Auditor
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London
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• |
Adjusted EBITDA: EBITDA, adjusted in accordance with Company’s adjustments announced as part of its earnings reports. We also consider Adjusted EBITDA margin (measured as adjusted EBITDA/revenues) as a significant indicator of our performance.
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• |
Free cash‑flow, which represents EBITDA plus or minus working capital changes, capital expenditure (other than required for safety or environmental matters), taxes and net interest.
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• |
Working capital (measured as inventories, plus trade and other receivables, minus trade and other payables) improvement. Working capital improvement has been measured taking into account at the end of each month of 2016 the LTM (last twelve months) improvement.
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Adjusted
EBITDA |
EBITDA
Margin |
Working
Capital Improvement |
Free Cash
Flow |
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($m)
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($m)
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($m)
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||||
72.9
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4.5%
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172.1
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72.7
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• |
nine directors, all of whom were male;
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• |
258 senior managers, of whom 211 were male and 47 were female; and
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• |
4,018 employees, of whom 3,624 were male and 394 were female.
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Alan Kestenbaum
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Director, Executive Chairman and Principal Executive Officer
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Javier López Madrid
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Director and Executive Vice‑Chairman
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Donald G. Barger, Jr.
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Non‑Executive Director
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Bruce L. Crockett
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Non‑Executive Director
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Stuart E. Eizenstat
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Non‑Executive Director
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Tomás García Madrid
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Non‑Executive Director
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Greger Hamilton
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Non‑Executive Director
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Javier Monzón
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Non‑Executive Director
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Juan Villar‑Mir de Fuentes
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Non‑Executive Director
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• |
so far as he is aware, there is no relevant audit information of which the Auditor is unaware; and
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• |
he has taken all the steps he ought to have taken as a director to make himself aware of any relevant audit information and to establish that the Auditor is aware of that information.
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• |
properly select and apply accounting policies;
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• |
present information, including accounting policies, in a manner that provides relevant, reliable, comparable and understandable information;
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• |
provide additional disclosures when compliance with the specific requirements in IFRS 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; and
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• |
make an assessment of the company’s ability to continue as a going concern.
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• |
the financial statements, prepared in accordance with the applicable accounting standards, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Company;
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• |
this Directors’ Report and the Strategic Report include a fair review of the development or performance of the business and the position of the Company and its subsidiaries and subsidiary undertakings taken as a whole, together with a description of the principal risks and uncertainties that they face;
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• |
the annual report and financial statements, taken as a whole, are fair, balanced and understandable and provide the information necessary for shareholders to assess the Company’s position, performance, business model and strategy; and
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• |
the responsibility statement was approved by the Board on 30 May 2017 and signed on its behalf by Greger Hamilton.
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• |
attract, retain and motivate high calibre, high performing employees;
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• |
encourage strong performance and engagement, both in the short‑ and the long‑term, to enable the Company to achieve its strategic objectives;
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• |
structure the total remuneration package so that a very significant proportion is linked to performance conditions measured over both the short‑term and longer‑term;
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• |
set fixed pay levels at or around market norms to allow for a greater proportion of total remuneration opportunity to be in variable pay; and
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• |
create strong alignment between the interests of shareholders and executives through both the use of equity in variable incentive plans and the setting of shareholding guidelines for Executive Directors.
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Element
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Purpose and
link to strategy |
Operation and
maximum opportunity |
Performance framework
and recovery |
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Salary
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A fixed salary commensurate with the individual’s role, responsibilities and experience, having regard to broader market rates.
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Reviewed annually, taking account of Group performance, individual performance, changes in responsibility and levels of increase for the broader employee population and market salary levels.
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Not applicable.
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Pension and retirement benefits
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Attraction and retention of top talent; providing mechanism for the accumulation of retirement benefits.
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Executive Directors may be paid a cash allowance in lieu of pension.
The maximum cash allowance is 20% of base salary. This includes contributions to the U.S. tax‑qualified defined contribution 401(k) plan. |
Not applicable.
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||||
Benefits
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Attraction and retention of top talent.
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Benefits may include but are not limited to medical cover, life assurance and income protection insurance.
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Not applicable.
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||||
Relocation allowances may take into account a housing allowance, school fees, adviser fees for assistance with tax affairs and an expatriate allowance to cover additional expenditure incurred as a result of the relocation. Payment of such relocation allowances will be
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Element
|
Purpose and
link to strategy |
Operation and
maximum opportunity |
Performance framework
and recovery |
||||
reviewed by the Committee on an annual basis.
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|||||||
Benefits will be provided as the Committee deems necessary including to take into account perquisites or benefits received from a prior employer or as is customary in the country in which an executive resides or is relocated from.
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Benefits provided by the Company are subject to market rates and therefore there is no prescribed monetary maximum. The Company and the Committee will keep the cost of the benefits under review. The Company provides all Executive Directors with directors’ and officers’ liability insurance and will provide an indemnity to the fullest extent permitted by the Companies Act.
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Annual bonus
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Short‑term performance‑based incentive to reward achievement of annual performance objectives.
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The Committee will determine an Executive Director’s actual bonus amount, subject to the achievement of quantitative and qualitative performance criteria.
At least two‑thirds of the bonus will be based on financial metrics with the balance based on non‑financial metrics. The maximum bonus opportunity that may be awarded to an Executive Director is normally 200% of salary. In 2016, the maximum bonus was |
The Committee will select the most appropriate performance measures for the annual bonus for each performance period and will set appropriately demanding targets.
Normally any bonus earned in excess of the target amount will be deferred for three years into shares in the Company. The Executive Director may be granted an additional long‑term incentive award, as described |
Element
|
Purpose and
link to strategy |
Operation and
maximum opportunity |
Performance framework
and recovery |
||||
greater than 200% as the Committee determined that more focus should be given to shorter‑term measures for business integration reasons with a broadly equivalent reduction in long‑term incentive. If the Committee provides higher annual bonus opportunities in any year, its rationale will be clearly explained in the Annual Report on Remuneration for the relevant year. In these, and other exceptional circumstances, the limit will be 500% of salary.
No more than 25% of the maximum bonus payable for each performance condition will be payable for threshold performance. |
below, of equal value (at maximum) to the amount of annual bonus deferred.
Recovery and recoupment will apply to all bonus awards for misstatement, error or gross misconduct. |
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Long‑term incentive awards
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Focus Executive Directors’ efforts on sustainable strong long‑term performance of the Company as a whole, and to aid retention with multi‑year vesting provision. Improves alignment of Executive Directors’ interests with those of the Company and shareholders.
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Executive Directors are eligible for awards to be granted as decided by the Committee under the Company’s long‑term incentive plan. Awards would normally vest three years after the date of grant. The Committee may determine whether or not awards are subject to achievement of performance targets measured over a three‑year period. Awards where the vesting is subject to achievement of performance targets will form at least two‑thirds of the total long‑term incentive awards granted to an Executive Director in any financial year. The Committee has decided that all awards granted in 2017 and subsequent years to Executive
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The Committee will select the most appropriate performance measures for long‑term incentive awards for each performance period and will set appropriately demanding targets.
Recovery and recoupment will apply to all long‑term incentive awards for misstatement, error or gross misconduct. |
Element
|
Purpose and
link to strategy |
Operation and
maximum opportunity |
Performance framework
and recovery |
||||
Directors under the Policy will be subject to performance targets. The annual target award limit will not normally be higher than 300% of salary (based on the face value of shares at date of grant).
|
|||||||
Maximum vesting is normally 200% of target (based on the face value of shares at date of grant).
|
|||||||
There is an exceptional annual target award limit in recruitment, appointment and retention situations of 500% of salary.
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|||||||
Share ownership guidelines
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Increases alignment between the Executive Directors and shareholders.
|
Executive Directors, including the Executive Chairman, are recommended to hold a percentage of their salary in shares. This holding guideline could be achieved through the retention of shares on vesting/exercise of share awards and may also (but is not required to) be through the direct purchase of shares by the Executive Directors.
|
Not applicable.
|
• |
determine the extent of vesting based on the assessment of performance;
|
• |
determine “good leaver” status (as described below) and, where relevant, the extent of vesting;
|
• |
where relevant, determine the extent of vesting in the case of share‑based plans in the event of a change of control in accordance with the rules of the various plans; and
|
• |
make the appropriate adjustments required in certain circumstances (e.g. rights issues, corporate restructuring events, variation of capital and special dividends).
|
• |
where an existing employee is promoted to the Board, in which case the Company will honour all existing contractual commitments including any outstanding annual bonus or long‑term incentive awards or pension entitlements and will provide other benefits consistent with those provided to senior leaders in that employee’s home country;
|
• |
where an individual is relocating in order to take up the role, in which case the Company may provide certain one‑off benefits in addition to benefits set out in the policy table, such as reasonable relocation expenses, assistance with visa applications or other immigration issues and ongoing arrangements, such as annual flights home and cost of education; and
|
• |
where an individual would be forfeiting fixed or valuable variable remuneration in order to join the Company, in which case the Committee may award appropriate additional compensation in addition to the limit set out in the policy table. The Committee would look to replicate the arrangements being forfeited as closely as possible, taking into account the nature of the remuneration, performance conditions, attributed expected value and the time over which any variable pay would have vested or been paid.
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Element
|
Purpose and link
to strategy |
Operation and maximum
opportunity |
Performance framework
and recovery |
||||
Non‑Executive Directors fees including non‑executive chairman
|
To appropriately remunerate the Non‑Executive Directors
|
The Non‑Executive Directors are paid a basic fee. Supplemental fees may be paid for additional responsibilities and activities, such as for the committee chairmen and other members of the main Board committees (e.g. audit, compensation, and nominating and corporate governance) and the Senior Independent Director, to reflect the additional responsibilities as well as travel fees to reflect additional time incurred in travelling to meetings.
|
Not applicable
|
Element
|
Purpose and link
to strategy |
Operation and maximum
opportunity |
Performance framework
and recovery |
||||
These fee levels are reviewed periodically, with reference to time commitment, knowledge, experience and responsibilities of the role as well as market levels in comparable companies both in terms of size and sector.
|
|||||||
The Company does not currently have a non‑executive Chairman. If one were appointed, his fee would be set at a level with reference to time commitment, knowledge, experience and responsibilities of the role as well as market levels in comparable companies both in terms of size and sector.
|
|||||||
There is no maximum fee level or prescribed annual increase.
|
|||||||
Payment of expenses and benefits
|
To support the Non‑Executive Directors in the fulfilment of their duties
|
Reasonable expenses incurred by the Non‑Executive Directors in carrying out their duties may be reimbursed by the Company including any personal tax payable by the Non‑Executive Directors as a result of reimbursement of those expenses. The Company may also pay an allowance in lieu of expenses if it deems this appropriate.
|
Not applicable
|
Element
|
Purpose and link
to strategy |
Operation and maximum
opportunity |
Performance framework
and recovery |
||||
The Company provides Non‑Executive Directors with directors’ and officers’ liability insurance and an indemnity to the fullest extent permitted by the Companies Act.
|
Commercial Metals Company
|
Boliden
|
Allegheny Technologies
|
Morgan Advanced Material
|
Materion Corporation
|
Minerals Technologies
|
Steel Dynamics
|
Kaiser Aluminium
|
Antofagasta
|
Vallourec
|
Carpenter Technologies
|
Worthington Industries
|
Schnitzer Steel Industries
|
Salzgitter
|
Eramet
|
Vedanta Resources
|
Stillwater Mining Company
|
Norsk Hydro
|
Dow Chemical Company
|
AMG Advanced Metallurgical Group
|
TSR Performance
|
Vesting scale
|
||
Less than median (50th percentile)
|
No vesting of awards
|
||
Between the 50th and 75th percentile
|
Proportionate vesting of between target (100%) and 150% of target
|
||
Between 75th percentile and 90th percentile
|
Proportionate vesting of between 150% and 200% of target
|
||
90th percentile
|
200% of target
|
TSR Performance
|
Vesting scale
|
||
Less than Index TSR
|
No vesting of awards
|
||
Equal to Index TSR
|
Proportionate vesting of between target (100%) and 150% of target
|
||
Equal to Index TSR + 15 percentage points
|
Proportionate vesting of between 150% and 200% of target
|
||
Equal to Index TSR + 25 percentage points
|
200% of target
|
ROIC over the performance period
|
Vesting scale
|
|
Below the 25th percentile
|
0%
|
|
25th percentile
|
50%
|
|
Median (50th percentile)
|
100%
|
|
75th percentile and above
|
200%
|
NOPAT growth over the performance period
|
Vesting scale
|
|
Below the 25th percentile
|
0%
|
|
25th percentile
|
50%
|
|
Median (50th percentile)
|
100%
|
|
75th percentile and above
|
200%
|
2017 fee
|
|
Non‑Executive Director base fee
|
£70,000 ($86,667)
|
Senior Independent Director (no current Senior Independent Director)
|
£35,000 ($43,334)
|
Member of Audit Committee
|
£17,500 ($21,667)
|
Member of Compensation Committee
|
£15,500 ($19,191)
|
Member of Nominating and Corporate Governance Committee
|
£12,000 ($14,857)
|
Committee Chairman
|
Two times membership fee
|
Travel fee (per meeting)
|
|
Intercontinental travel
|
£3,500 ($4,333)
|
Continental travel
|
£1,500 ($1,857)
|
in U.S.$
|
Salary &
Fees(1)
|
Benefits(2)
|
Pension(3)
|
Annual
Bonus(4)
|
Long‑Term
Incentives(5) |
Total
|
||||||||||||||||||
Executive
|
||||||||||||||||||||||||
Alan Kestenbaum (2016)
|
995,000
|
122,407
|
3,975
|
748,738
|
—
|
1,870,120
|
||||||||||||||||||
Alan Kestenbaum (2015)
|
21,808
|
1,960
|
—
|
201,783
|
—
|
225,551
|
||||||||||||||||||
Javier López Madrid (2016)
|
749,639
|
308,108
|
149,928
|
738,886
|
—
|
1,946,562
|
||||||||||||||||||
Javier López Madrid (2015)
|
—
|
—
|
—
|
—
|
—
|
—
|
||||||||||||||||||
Non‑Executive
|
||||||||||||||||||||||||
Donald G. Barger, Jr. (2016)
|
174,580
|
18,910
|
—
|
—
|
—
|
193,490
|
||||||||||||||||||
Donald G. Barger, Jr (2015)
|
—
|
—
|
—
|
—
|
—
|
—
|
||||||||||||||||||
Bruce L. Crockett (2016)
|
130,006
|
23,637
|
—
|
—
|
—
|
153,643
|
||||||||||||||||||
Bruce L. Crockett (2015)
|
—
|
—
|
—
|
—
|
—
|
—
|
in U.S.$
|
Salary &
Fees(1)
|
Benefits(2)
|
Pension(3)
|
Annual
Bonus(4)
|
Long‑Term
Incentives(5) |
Total
|
||||||||||||||||||
Stuart E. Eizenstat (2016)
|
118,862
|
14,182
|
—
|
—
|
—
|
133,044
|
||||||||||||||||||
Stuart E. Eizenstat (2015)
|
—
|
—
|
—
|
—
|
—
|
—
|
||||||||||||||||||
Tomás García Madrid (2016)
|
118,862
|
8,104
|
—
|
—
|
—
|
126,966
|
||||||||||||||||||
Tomás García Madrid (2015)
|
—
|
—
|
—
|
—
|
—
|
—
|
||||||||||||||||||
Greger Hamilton (2016)
|
196,866
|
—
|
—
|
—
|
—
|
196,866
|
||||||||||||||||||
Greger Hamilton (2015)
|
—
|
—
|
—
|
—
|
—
|
—
|
||||||||||||||||||
Javier Monzón (2016)
|
192,814
|
10,130
|
—
|
—
|
—
|
202,944
|
||||||||||||||||||
Javier Monzón (2015)
|
—
|
—
|
—
|
—
|
—
|
—
|
||||||||||||||||||
Juan Villar‑Mir de Fuentes (2016)
|
94,549
|
8,104
|
—
|
—
|
—
|
102,653
|
||||||||||||||||||
Juan Villar‑Mir de Fuentes (2015)
|
—
|
—
|
—
|
—
|
—
|
—
|
(1) |
Salary & Fees for 2015 is the pro‑rated amount payable for the full year.
|
(2) |
For Mr López Madrid benefits includes an expatriate allowance of 40% of salary (£222,000 ($285,292) in 2016), and medical insurance and life assurance coverages. For Mr Kestenbaum benefits include automobile lease expenses, parking fees, housing expenses, certain relocation expenses, and advisory service fees. For 2015, this is a pro‑rated amount of the full year value of benefits. For the Non‑Executive Directors benefits comprise travel allowances.
|
(3) |
For 2016 the pension for Mr López Madrid is 20% of base salary payable as a cash supplement. The 401(k) pension cap for Mr Kestenbaum had been reached before 23 December 2015 and no pension is payable for the period 23 December 2015 to 31 December 2015.
|
(4) |
Details of the 2016 annual bonus amounts are set out below. The annual bonus for Mr Kestenbaum covering the period 23 December 2015 to 31 December 2015 is part of the Pre‑Closing Bonus as described on page 34.
|
(5) |
There were no long‑term incentives with performance periods ending in the year to 31 December 2016 or during the period 23 December 2015 to 31 December 2015 and no awards granted with time‑based vesting only.
|
Measure
|
Weighting
(target % of award) |
Threshold
performance (0% of target paid) |
Target
performance (100% of target paid) |
Stretch
performance (200% of target paid) |
Actual
Performance |
Bonus outcome
(maximum 200% of target) |
|||||||||||||||||||
Adjusted EBITDA
|
23.3
|
%
|
$110 million
|
$160 million
|
$220 million
|
$72.9 million
|
0.0
|
%
|
|||||||||||||||||
EBITDA margin
|
23.3
|
%
|
6%
|
|
9%
|
|
13%
|
|
4.5%
|
|
0.0
|
%
|
|||||||||||||
Free Cash Flow
|
23.3
|
%
|
$50 million
|
$110 million
|
$170 million
|
$72.7 million
|
8.84
|
%
|
|||||||||||||||||
Synergies
|
20.0
|
%
|
$30 million
|
$60 million
|
$80 million
|
$72.1 million
|
32.0
|
%
|
|||||||||||||||||
Integration Process
|
10.0
|
%
|
Assessment by the Board
|
50%
|
|
5.0
|
%
|
||||||||||||||||||
Total
|
100
|
%
|
45.84
|
%
|
Type of
award |
Basis of
award (at target) |
Share price
at date of grant(3) |
Number of
shares at target |
Face value
of shares at target(4) |
Face value
of shares at maximum(5) |
Vesting at
threshold |
Performance
period |
|||||||||||||||||||||
Javier López Madrid
|
|
Nil‑cost
option(2)
|
115% of salary of $749,639
|
$
|
11.57
|
68,541
|
$
|
793,025
|
$
|
1,586,050
|
40
|
%
|
Three years to 31 December 2018
|
(1) |
Details of the performance conditions are set out below.
|
(2) |
No price is normally payable on the exercise of the nil‑cost option although the Company reserves the right to require the payment of the nominal cost of the shares as a condition of exercise if required to enable the issue or transfer of the shares.
|
(3) |
This figure represents the average closing share price for the five days prior to the date of grant.
|
(4) |
The value shown in this column has been calculated by multiplying the number of shares that would vest at target by the average closing share price for the five days prior to the date of grant.
|
(5) |
The value shown in this column has been calculated by multiplying the number of shares that would vest at maximum (being 200% of target) by the average closing share price for the five days prior to the date of grant.
|
Commercial Metals Company
|
Boliden
|
Allegheny Technologies
|
Morgan Advanced Material
|
Materion Corporation
|
Minerals Technologies
|
Steel Dynamics
|
Kaiser Aluminium
|
Antofagasta
|
Vallourec
|
Carpenter Technologies
|
Worthington Industries
|
Schnitzer Steel Industries
|
Salzgitter
|
Eramet
|
Vedanta Resources
|
Stillwater Mining Company
|
Norsk Hydro
|
Dow Chemical Company
|
AMG Advanced Metallurgical Group
|
TSR Performance
|
Vesting scale
|
||
Less than median (50th percentile)
|
No vesting of awards
|
||
Between the 50th and 75th percentile
|
Proportionate vesting of between target (100%) and 150% of target
|
||
Between 75th percentile and 90th percentile
|
Proportionate vesting of between 150% and 200% of target
|
||
90th percentile
|
200% of target
|
TSR Performance
|
Vesting scale
|
||
Less than Index TSR
|
No vesting of awards
|
||
Equal to Index TSR
|
Proportionate vesting of between target (100%) and 150% of target
|
||
Equal to Index TSR + 15 percentage points
|
Proportionate vesting of between 150% and 200% of target
|
||
Equal to Index TSR + 25 percentage points
|
200% of target
|
ROIC over the performance period
|
Vesting scale
|
|
Below the 25th percentile
|
0%
|
|
25th percentile
|
50%
|
|
Median (50th percentile)
|
100%
|
|
75th percentile and above
|
200%
|
NOPAT growth over the performance period
|
Vesting scale
|
|
Below the 25th percentile
|
0%
|
|
25th percentile
|
50%
|
|
Median (50th percentile)
|
100%
|
|
75th percentile and above
|
200%
|
Director
|
Beneficially
owned shares |
Number of
awards held under long‑term incentive plans not conditional on performance(1) |
Number of
awards held under long‑term incentive plans conditional on performance(2) |
Target
shareholding guideline (as a % of salary/gross fees) |
Percentage of
salary held in shares as at 31 December 2016(5) |
|||||||||||||||
Executive Directors
|
||||||||||||||||||||
Alan Kestenbaum (resigned on 31 December 2016)
|
6,502,363
|
—
|
—
|
n/a
|
(3)
|
n/a
|
||||||||||||||
Javier López Madrid
|
20,000
|
—
|
68,541
|
(4)
|
200
|
%
|
29
|
%
|
||||||||||||
Non‑executive Directors
|
||||||||||||||||||||
Donald G. Barger, Jr.
|
13,636
|
8,334
|
—
|
—
|
—
|
|||||||||||||||
Bruce L. Crockett
|
—
|
16,666
|
—
|
—
|
—
|
|||||||||||||||
Stuart E. Eizenstat
|
5,589
|
8,333
|
—
|
—
|
—
|
|||||||||||||||
Tomás García Madrid
|
—
|
—
|
—
|
—
|
—
|
|||||||||||||||
Greger Hamilton
|
—
|
—
|
—
|
—
|
—
|
|||||||||||||||
Javier Monzón
|
19,400
|
—
|
—
|
—
|
—
|
|||||||||||||||
Juan Villar‑Mir de Fuentes
|
—
|
—
|
—
|
—
|
—
|
(1) |
Mr Kestenbaum’s awards vested on 31 December 2016 in connection with his departure from the Company.
|
(2) |
Details of the award are set out in the table on page 35.
|
(3) |
Mr Kestenbaum resigned on 31 December 2016 and therefore the guideline does not apply.
|
(4) |
This is the target number of shares that could vest. The maximum number of shares that could vest is 137,082.
|
(5) |
Using the share price at 31 December 2016.
|
Participant
|
Type
|
Grant
Date |
Outstanding
|
Exercisable
as of 12/31/2016 |
Future
Vesting* |
Final
Vest Date* |
|||||||||||
Barger
|
NQ
|
Various
|
34,513
|
26,179
|
8,334
|
06/03/2017
|
|||||||||||
Barger
|
RSU/C
|
Various
|
23,741
|
22,627
|
1,114
|
31/12/2017
|
|||||||||||
Barger
|
SAR
|
Various
|
15,087
|
15,087
|
0
|
NA
|
|||||||||||
Crockett
|
NQ
|
Various
|
26,226
|
9,560
|
16,666
|
27/02/2018
|
|||||||||||
Crockett
|
RSU/C
|
Various
|
2,527
|
2,110
|
417
|
12/31/2017
|
|||||||||||
Crockett
|
SAR
|
Various
|
2,303
|
2,303
|
0
|
NA
|
Participant
|
Type
|
Grant
Date |
Outstanding
|
Exercisable
as of 12/31/2016 |
Future
Vesting* |
Final
Vest Date* |
|||||||||||
Eizenstat
|
NQ
|
Various
|
34,513
|
26,180
|
8,333
|
19/03/2017
|
|||||||||||
Eizenstat
|
SAR
|
Various
|
15,087
|
15,087
|
0
|
NA
|
|||||||||||
Kestenbaum
|
RSU
|
01/27/2011
|
108,578
|
108,578
|
0
|
NA
|
|||||||||||
Kestenbaum
|
RSU/C
|
01/01/2014
|
22,543
|
22,543
|
0
|
NA
|
|||||||||||
Kestenbaum
|
RSU/C
|
04/24/2014
|
20,049
|
20,049
|
0
|
NA
|
|||||||||||
Kestenbaum
|
RSU/C
|
01/01/2015
|
78,239
|
78,239
|
0
|
NA
|
|||||||||||
Kestenbaum
|
RSU/C
|
03/15/2015
|
16,155
|
16,155
|
0
|
NA
|
|||||||||||
Kestenbaum
|
RSU/C
|
09/18/2015
|
127,856
|
127,856
|
0
|
NA
|
|||||||||||
Kestenbaum
|
RSU/C
|
12/22/2015
|
97,339
|
97,339
|
0
|
NA
|
|||||||||||
Kestenbaum
|
SAR
|
08/20/2013
|
424,006
|
424,006
|
0
|
NA
|
|||||||||||
Kestenbaum
|
SAR
|
03/20/2014
|
123,911
|
123,911
|
0
|
NA
|
|||||||||||
Kestenbaum
|
SAR
|
12/11/2015
|
340,000
|
340,000
|
0
|
NA
|
* |
In accordance with the information contained on page 40, all of Mr Kestenbaum’s awards vested on 31 December 2016 in connection with his departure from the Company.
|
1. |
Mr Kestenbaum ceased employment with the Company on 31 December 2016 and resigned from the Board as Executive Director with effect on the same day. Mr Kestenbaum was employed under an Employment Agreement dated 27 January 2011, as amended on 22 February 2015, as set out in detail on page 22. The Employment Agreement expired on 31 December 2016 and, in accordance with its terms, Mr Kestenbaum’s employment was treated as terminated without cause.
|
2. |
For 2016, the Committee had previously approved an annual bonus arrangement under which Mr Kestenbaum was entitled to an annual bonus with a target level of 215% of his base salary. The Committee has determined achievement of 35% of target level of performance for 2016, giving rise to a bonus payment of US$748,738, as explained on page 13 above.
|
3. |
Mr Kestenbaum was entitled to the following payments and benefits, and the lump sum severance payment summarised in paragraph 4, in accordance with provisions of the Employment Agreement:
|
(a) |
Accrued obligations: Mr Kestenbaum was entitled to US$1,443,763 (reflecting the value of cash‑settled restricted stock units vested prior to 31 December 2016 but unpaid), plus US$2,602,104 (reflecting the value of cash‑settled restricted stock units vesting or subject to accelerated vesting on 31 December 2016 (based on the closing price of the Company’s shares on 27 December 2016 of US$11.45). Details of such cash‑settled restricted stock units are set out on page 39.
|
(b) |
Annual bonus: It was affirmed that Mr Kestenbaum was entitled to a payment of US$748,738 as a 2016 annual bonus, based on the Committee’s determination as described in paragraph 2 above.
|
(c) |
Full vesting of Long‑Term Award: On 27 January 2011, Mr Kestenbaum was awarded 108,578 restricted shares in the Company scheduled to vest on 27 January 2021 (the “Long‑Term Award”). In accordance with the Employment Agreement, on 31 December 2016, the Long‑Term Award vested fully, representing a value of US$1,243,218 based on the closing price of the Company’s shares on 27 December 2016 of US$11.45. Details of the Long‑Term Award are set out on page 22.
|
(d) |
Dividends: Mr Kestenbaum is entitled to a cash payment of US$166,124 representing dividend equivalents on the Long‑Term Award accrued between 27 January 2011 and 31 December 2016.
|
(e) |
Outstanding Equity Awards: In accordance with the Employment Agreement, Mr Kestenbaum’s outstanding equity awards (in addition to the cash‑settled restricted stock units described in paragraph (a) and the Long‑Term Award described in (c) above) vested in full on 31 December 2016. Details of these awards are set out on page 22. The stock option granted in August 2011, expired in August 2016.
|
4. |
As explained in the Policy, on termination of Mr Kestenbaum’s employment without cause before 23 December 2017 (which includes the expiry of the Employment Agreement on 31 December 2016), Mr Kestenbaum would be entitled, under the Employment Agreement, to a lump sum severance payment of (i) an amount equal to $1 less than three times his Average Annual Compensation, as defined in the Employment Agreement (in summary, the sum of his average base pay and his average incentive awards granted or vested for the past five years ending on the termination date of 31 December 2016), plus (ii) the grossed‑up cost of two years’ COBRA coverage for Mr Kestenbaum and his dependants under the Company’s health plans. The total value of this lump sum severance payment is US$21,198,656, which is made up of the following elements:
|
Amount
|
||||
Three times average annual base pay for the five years prior to 31 December 2016
|
|
US$2,985,000
|
||
Three times average annual value of incentive awards* granted or vested for the five years ending 31 December 2016
|
|
US$18,095,410
|
||
Subtotal (minus US$1)
|
|
US$21,080,409
|
||
Grossed‑up cost of two years’ COBRA coverage for Mr Kestenbaum and his dependants
|
|
US$118,247
|
||
Total lump sum severance
|
|
US$21,198,656
|
____________________ | ||
* | The value of Mr Kestenbaum’s incentive awards for this purpose (which includes the aggregate of both annual bonus and equity awards) for the relevant five‑year period ranged from US$2,158,080 in 2016 (which includes the accelerated vesting of the Long‑Term Award described in paragraph 3(c) above) to US$9,882,359 in 2015. |
5. |
In order to avoid arbitration proceedings with Mr Kestenbaum in relation to potential claims, including claims arising from the interpretation of the provisions of the Employment Agreement relating to the calculation of the Average Annual Compensation for the purpose of the lump sum severance payment, the Company agreed to pay US$725,497 in exchange for a release of such claims.
|
6. |
Payment of the sums and provision of the benefits described above (other than accrued obligations and the annual bonus) were conditioned upon Mr Kestenbaum’s execution and non‑revocation of a release of claims in favour of the Company.
|
7. |
In order for the Company to have flexibility on timing of the payment of the lump sum severance payment amount described in paragraph 4, it was agreed that the Company would be entitled to make all or part of this payment on a deferred basis (but no later than 30 June 2017). If it does so, the Company agreed to pay simple interest at a 5% annual rate. As the Company did defer part of this payment, a sum of $23,231 was paid by way of interest.
|
8. |
All sums payable to Mr Kestenbaum will be subject to all deductions in respect of taxation and social security that the Company is required by law to make.
|
9. |
If payments set out above would be subject to the excise tax under Section 4999 of the Code, the payments may be reduced so that the value will not exceed the safe harbour amount specified in Section 280G(b)(3) of the Code, if it is determined that Mr Kestenbaum would receive a greater net after tax amount if the aggregate payments were so reduced. It is not anticipated that such reduction would be made.
|
10. |
Mr Kestenbaum reaffirmed that the post‑termination restrictive covenants in his Employment Agreement will remain in full force and effect.
|
11. |
The payments set out above are consistent with the Policy, which specifically adopts the Employment Agreement. In accordance with its powers under the Policy, the Committee approved minor amendments to the Policy to aid the implementation of the Policy by authorising the Committee (a) to make the payments described in paragraph 5 and 7, and (b) the use of the 27 December 2016 share price (rather than that on 30 December 2016, the 31 December 2016 date referred to in the Employment Agreement being a non‑trading day) for calculating the termination payments.
|
2015
|
2016
|
|||||||
Mr Kestenbaum’s total remuneration
|
$
|
225,551
|
$
|
1,870,120
|
||||
Annual bonus (% of maximum)
|
N/A
|
17.5
|
%
|
|||||
Share award vesting (% of maximum)
|
N/A
|
N/A
|
23 December
2015 to 31 December 2015 |
1 January
2016 to 31 December 2016 |
|||||||
Employee costs
|
|
US$6,584,688
|
|
US$293,032,000
|
||||
Average number of employees
|
4,151
|
4,085
|
||||||
Distributions to shareholders
|
—
|
|
US$54,988,000
|
• |
Principal, board member and investor of Bedrock Industries LP.
|
• |
Managing Director of Grupo VM.
|
• |
Non‑Executive Chairman and investor of Siacapital and Tressis.
|
• |
the binding vote on the Policy commencing from the 29 June 2016 Annual General Meeting; and
|
• |
the advisory vote on the 2015 Remuneration Report at the 29 June 2016 Annual General Meeting.
|
For
|
% of
votes cast |
Against
|
% of
votes cast |
Withheld
|
||||||||||||||||
Directors’ Remuneration Policy
|
146,616,626
|
92.09
|
12,580,971
|
7.90
|
9,119
|
|||||||||||||||
Remuneration Report
|
153,070,500
|
96.14
|
6,126,951
|
3.85
|
9,265
|
• |
the financial statements give a true and fair view of the state of the Group’s and of the Parent Company’s affairs as at 31 December 2016 and of the Group’s loss for the year then ended;
|
• |
the Group financial statements have been properly prepared in accordance with IFRSs as adopted by the European Union;
|
• |
the Parent Company financial statements have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
|
• |
the financial statements have been prepared in accordance with the requirements of the Companies Act; and, as regards the Group financial statements, Article 4 of the IAS Regulation.
|
• |
the part of the Directors’ Remuneration Report to be audited has been properly prepared in accordance with the Companies Act;
|
• |
the information given in the Strategic Report and the Directors’ Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
|
• |
the Strategic Report and the Directors’ Report have been prepared in accordance with the Companies Act.
|
• |
adequate accounting records have not been kept by the Parent Company, or returns adequate for our audit have not been received from branches not visited by us; or
|
• |
the Parent Company financial statements and the part of the Directors’ Remuneration Report to be audited are not in agreement with the accounting records and returns; or
|
• |
certain disclosures of directors’ remuneration specified by law are not made; or
|
• |
we have not received all the information and explanations we require for our audit.
|
Page
|
|
Consolidated statement of comprehensive income
|
40
|
Consolidated balance sheet
|
41
|
Consolidated statement of changes in equity
|
42
|
Consolidated cash flow statement
|
43
|
Notes to the consolidated financial statements
|
44
|
Company balance sheet
|
106
|
Company statement of changes in equity
|
107
|
Notes to the company financial statements
|
108
|
Note
|
Year ended
31 December 2016 US$’000 |
Year ended
31 December 2015 US$’000 |
||||||||||
Sales
|
5
|
1,555,657
|
1,289,886
|
|||||||||
Cost of sales
|
(1,043,000
|
)
|
(817,875
|
)
|
||||||||
Other operating income
|
25,712
|
15,500
|
||||||||||
Staff costs
|
8
|
(293,032
|
)
|
(202,585
|
)
|
|||||||
Other operating expense
|
(234,326
|
)
|
(190,034
|
)
|
||||||||
Depreciation and amortization charges, operating allowances and write‑downs
|
9
|
(121,346
|
)
|
(62,201
|
)
|
|||||||
Operating (loss) profit before impairment losses, net gains/losses due to changes in the value of assets, gains/losses on disposals of non‑current assets and other loss
|
(110,335
|
)
|
32,691
|
|||||||||
Impairment losses
|
10
|
(267,449
|
)
|
(52,042
|
)
|
|||||||
Other gains and losses
|
11
|
2,191
|
(3,467
|
)
|
||||||||
Operating (loss) profit
|
(375,593
|
)
|
(22,818
|
)
|
||||||||
Finance income
|
12
|
1,534
|
1,095
|
|||||||||
Finance costs
|
12
|
(24,585
|
)
|
(23,738
|
)
|
|||||||
Exchange differences
|
(3,513
|
)
|
35,904
|
|||||||||
(Loss) profit before taxes
|
(402,157
|
)
|
(9,557
|
)
|
||||||||
Income tax
|
13
|
46,609
|
(48,719
|
)
|
||||||||
(Loss) profit from continuing operations
|
(355,548
|
)
|
(58,276
|
)
|
||||||||
(Loss) Profit for discontinued operations
|
14
|
(3,065
|
)
|
(196
|
)
|
|||||||
(Loss) profit for the year from continuing operations
|
(358,613
|
)
|
(58,472
|
)
|
||||||||
Discontinued operations
|
||||||||||||
Loss attributable to non‑controlling interests
|
32
|
20,186
|
15,204
|
|||||||||
Loss for the year
|
(338,427
|
)
|
(43,268
|
)
|
||||||||
(Loss) profit attributable to the parent company
|
(338,427
|
)
|
(43,268
|
)
|
2016
|
2015
|
|||||||||||
Earnings per share
|
||||||||||||
From continued and discontinued operations
|
||||||||||||
(Loss) profit attributable to the Parent company
|
(338,427
|
)
|
(43,268
|
)
|
||||||||
Average number of shares outstanding
|
171,838,153
|
99,699,262
|
||||||||||
Basic (loss) earnings per share
|
16
|
(1.97
|
)
|
(0.43
|
)
|
|||||||
Effect of dilutive securities
|
—
|
—
|
||||||||||
Diluted (loss) earnings per share
|
16
|
(1.97
|
)
|
(0.43
|
)
|
|||||||
From continued operations
|
||||||||||||
(Loss) profit attributable to the Parent company
|
(335,362
|
)
|
(43,072
|
)
|
||||||||
Average number of shares outstanding
|
171,838,153
|
99,699,262
|
||||||||||
Basic (loss) earnings per share
|
16
|
(1.95
|
)
|
(0.43
|
)
|
|||||||
Effect of dilutive securities
|
—
|
—
|
||||||||||
Diluted (loss) earnings per share
|
16
|
(1.95
|
)
|
(0.43
|
)
|
|||||||
From discontinued operations
|
||||||||||||
(Loss) profit attributable to the Parent company
|
(3,065
|
)
|
(196
|
)
|
||||||||
Average number of shares outstanding
|
171,838,153
|
99,699,262
|
||||||||||
Basic (loss) earnings per share
|
16
|
(0.02
|
)
|
—
|
||||||||
Effect of dilutive securities
|
—
|
—
|
||||||||||
Diluted (loss) earnings per share
|
16
|
(0.02
|
)
|
—
|
|
2016
US$’000 |
|
2015
US$’000 |
|||||
Loss for the year
|
(358,613
|
)
|
(58,472
|
)
|
||||
Items that will not be reclassified subsequently to income or loss:
|
||||||||
Remeasurement of defined benefit obligation
|
4,297
|
756
|
||||||
Total
|
4,297
|
756
|
||||||
Items that may be reclassified subsequently to income or loss:
|
||||||||
Arising from cash flow hedges
|
—
|
(990
|
)
|
|||||
Translation differences
|
(319
|
)
|
(18,435
|
)
|
||||
Tax effect
|
—
|
(189
|
) | |||||
Total income and expense recognized directly in equity
|
(319
|
)
|
(19,614
|
)
|
||||
Items that have been reclassified to income or loss in the period:
|
||||||||
Arising from cash flow hedges
|
3,002
|
3,155
|
||||||
Tax effect
|
(751
|
)
|
(884
|
)
|
||||
Total transfers to income or loss
|
2,251
|
2,271
|
||||||
Other comprehensive income/(loss) for the year, net of income tax
|
6,229
|
(16,587
|
)
|
|||||
Total comprehensive (loss) income for the year
|
(352,384
|
) |
(75,059
|
)
|
||||
Attributable to the Parent
|
(332,198
|
)
|
(59,855
|
)
|
||||
Attributable to non‑controlling interests
|
(20,186
|
)
|
(15,204
|
)
|
Note
|
|
2016
US$’000 |
|
2015
US$’000 |
||||||||
ASSETS
|
||||||||||||
Non‑current assets
|
||||||||||||
Goodwill
|
17
|
230,210
|
426,851
|
|||||||||
Other intangible assets
|
18
|
62,839
|
71,619
|
|||||||||
Property, plant and equipment
|
19
|
781,606
|
971,573
|
|||||||||
Non‑current financial assets
|
20
|
5,823
|
9,672
|
|||||||||
Non‑current financial assets from related parties
|
39
|
9,845
|
—
|
|||||||||
Deferred tax assets
|
26
|
44,950
|
39,070
|
|||||||||
Non‑current receivables from related parties
|
39
|
2,108
|
—
|
|||||||||
Other non‑current assets
|
24
|
20,245
|
20,615
|
|||||||||
Total non‑current assets
|
1,157,626
|
1,539,400
|
||||||||||
Current assets
|
||||||||||||
Inventories
|
23
|
316,702
|
425,372
|
|||||||||
Trade and other receivables
|
21
|
209,406
|
275,254
|
|||||||||
Current receivables from related parties
|
39
|
11,971
|
10,950
|
|||||||||
Current income tax assets
|
19,869
|
9,273
|
||||||||||
Current financial assets
|
20
|
4,049
|
4,112
|
|||||||||
Other current assets
|
24
|
9,810
|
10,134
|
|||||||||
Cash and cash equivalents
|
196,931
|
116,666
|
||||||||||
Assets classified as held for sale
|
14
|
92,937
|
—
|
|||||||||
Total current assets
|
861,675
|
851,761
|
||||||||||
Total assets
|
2,019,301
|
2,391,161
|
||||||||||
EQUITY AND LIABILITIES
|
||||||||||||
Equity
|
||||||||||||
Share capital
|
1,795
|
1,288,787
|
||||||||||
Reserves
|
1,332,428
|
143,170
|
||||||||||
Translation differences
|
(217,423
|
)
|
(217,104
|
)
|
||||||||
Revaluation reserves
|
(11,887
|
)
|
(18,435
|
)
|
||||||||
Result attributable to the Parent
|
(338,427
|
)
|
(43,268
|
)
|
||||||||
Non‑controlling interests
|
125,556
|
141,823
|
||||||||||
Total equity
|
31
|
892,042
|
1,294,973
|
|||||||||
Non‑current liabilities
|
||||||||||||
Deferred income
|
3,949
|
4,389
|
||||||||||
Provisions
|
30
|
81,957
|
81,853
|
|||||||||
Borrowings
|
25
|
179,473
|
223,676
|
|||||||||
Obligations under finance leases
|
27
|
3,385
|
89,768
|
|||||||||
Grants and other financial liabilities
|
28
|
86,467
|
7,549
|
|||||||||
Other non‑current liabilities
|
29
|
5,737
|
4,517
|
|||||||||
Deferred tax liabilities
|
26
|
139,535
|
191,748
|
|||||||||
Total non‑current liabilities
|
500,503
|
603,500
|
||||||||||
Current liabilities
|
||||||||||||
Provisions
|
30
|
19,627
|
9,010
|
|||||||||
Borrowings
|
25
|
241,818
|
182,554
|
|||||||||
Obligations under finance leases
|
27
|
1,852
|
13,429
|
|||||||||
Grants and other financial liabilities
|
28
|
1,592
|
—
|
|||||||||
Trade and other payables
|
29
|
254,185
|
287,695
|
|||||||||
Liabilities associated with assets classified as held for sale
|
14
|
107,682
|
—
|
|||||||||
Total current liabilities
|
626,756
|
492,688
|
||||||||||
Total equity and liabilities
|
2,019,301
|
2,391,161
|
Shares
|
Share
capital US$’000 |
Reserves
US$’000 |
Translation
differences US$’000 |
Valuation
adjustments US$’000 |
Result for
the year US$’000 |
Interim
dividend US$’000 |
Non
controlling interests US$’000 |
Total
US$’000 |
||||||||||||||||||||||||||||
Balance at December 31, 2014
|
200
|
285,760
|
393,356
|
(152,530
|
)
|
(20,283
|
)
|
38,437
|
(55,041
|
)
|
17,978
|
507,677
|
||||||||||||||||||||||||
Comprehensive (loss) income for 2015
|
—
|
—
|
—
|
(18,435
|
)
|
1,848
|
(43,268
|
)
|
—
|
(15,204
|
)
|
(75,059
|
)
|
|||||||||||||||||||||||
Business combination
|
171,638
|
553,200
|
244,838
|
—
|
—
|
—
|
144,533
|
942,571
|
||||||||||||||||||||||||||||
FerroAtlantica share exchange
|
—
|
449,827
|
(449,827
|
)
|
—
|
—
|
—
|
—
|
—
|
—
|
||||||||||||||||||||||||||
Share issuance costs
|
—
|
—
|
(9,414
|
)
|
—
|
—
|
—
|
—
|
—
|
(9,414
|
)
|
|||||||||||||||||||||||||
Dividends paid (Note 15)
|
—
|
—
|
(76,520
|
)
|
—
|
—
|
—
|
55,041
|
—
|
(21,479
|
)
|
|||||||||||||||||||||||||
Distribution of 2014 profit
|
—
|
—
|
38,437
|
—
|
—
|
(38,437
|
)
|
—
|
—
|
—
|
||||||||||||||||||||||||||
Other changes
|
—
|
—
|
2,300
|
(46,139
|
)
|
—
|
—
|
—
|
(5,484
|
)
|
(49,323
|
)
|
||||||||||||||||||||||||
Balance at 31 December 2015
|
171,838
|
1,288,787
|
143,170
|
(217,104
|
)
|
(18,435
|
)
|
(43,268
|
)
|
—
|
141,823
|
1,294,973
|
||||||||||||||||||||||||
Comprehensive income (loss) for 2016
|
—
|
—
|
—
|
(319
|
)
|
6,548
|
(338,427
|
)
|
—
|
(20,186
|
)
|
(352,384
|
)
|
|||||||||||||||||||||||
Share decrease (net effect)
|
—
|
(1,287,068
|
)
|
1,287,068
|
—
|
—
|
—
|
—
|
—
|
—
|
||||||||||||||||||||||||||
Share issuance costs
|
—
|
—
|
(275
|
)
|
—
|
—
|
—
|
—
|
—
|
(275
|
)
|
|||||||||||||||||||||||||
Dividends paid (note 15)
|
—
|
—
|
(54,988
|
)
|
—
|
—
|
—
|
—
|
—
|
(54,988
|
)
|
|||||||||||||||||||||||||
Distribution of 2015 loss
|
—
|
—
|
(43,268
|
)
|
—
|
—
|
43,268
|
—
|
—
|
—
|
||||||||||||||||||||||||||
Other changes
|
—
|
76
|
721
|
—
|
—
|
—
|
—
|
3,919
|
4,716
|
|||||||||||||||||||||||||||
Balance at 31 December 2016
|
171,838
|
1,795
|
1,332,428
|
(217,423
|
)
|
(11,887
|
)
|
(338,427
|
)
|
—
|
125,556
|
892,042
|
|
2016
US$’000 |
|
2015
US$’000 |
|||||
CASH FLOWS FROM OPERATING ACTIVITIES:
|
121,169
|
145,449
|
||||||
Net (loss)
|
(358,613
|
)
|
(58,472
|
)
|
||||
Adjustments to reconcile net (loss) income to net cash provided by operating activities:
|
377,108
|
163,597
|
||||||
Income tax benefit/(expense)
|
(46,695
|
)
|
49,942
|
|||||
Depreciation and amortization charges, operating allowances and write‑downs
|
125,677
|
67,050
|
||||||
Finance income
|
(1,554
|
)
|
(1,096
|
)
|
||||
Finance costs
|
30,269
|
30,405
|
||||||
Exchange differences
|
3,513
|
(35,904
|
)
|
|||||
Impairment losses
|
268,089
|
52,042
|
||||||
Net (loss)/gain due to changes in the value of assets
|
(1,891
|
)
|
912
|
|||||
(Loss)/gain on disposals of non‑current and financial assets
|
(340
|
)
|
2,214
|
|||||
Other adjustments
|
40
|
(1,968
|
)
|
|||||
Net increase in operating working capital:
|
193,076
|
132,886
|
||||||
Decrease (increase) in inventories
|
108,207
|
89,199
|
||||||
Decrease in trade receivables
|
56,297
|
60,715
|
||||||
(Decrease) increase in trade payables
|
28,572
|
(17,028
|
)
|
|||||
Other amounts (paid) received due to operating activities
|
(50,001
|
)
|
(20,189
|
)
|
||||
Income tax paid
|
(10,933
|
)
|
(41,968
|
)
|
||||
Interest paid
|
(29,468
|
)
|
(30,405
|
)
|
||||
CASH FLOWS FROM INVESTING ACTIVITIES:
|
(84,281
|
) |
17,966
|
|||||
Payments due to investments:
|
(85,945
|
)
|
(73,060
|
)
|
||||
Other intangible assets
|
(4,914
|
)
|
(4,539
|
)
|
||||
Property, plant and equipment
|
(71,119
|
)
|
(68,521
|
)
|
||||
Non‑current financial assets
|
(9,807
|
)
|
—
|
|||||
Current financial assets
|
(105
|
)
|
—
|
|||||
Disposals:
|
110
|
15,267
|
||||||
Intangible assets
|
—
|
8,140
|
||||||
Property, plant and equipment
|
—
|
5,446
|
||||||
Non‑current financial assets
|
11
|
1,465
|
||||||
Current financial assets
|
99
|
216
|
||||||
Interest received
|
1,554
|
1,096
|
||||||
Other amounts received (paid) due to investing activities
|
—
|
(3,046
|
)
|
|||||
Net cash inflow on acquisition of subsidiaries
|
—
|
77,709
|
||||||
CASH FLOWS FROM FINANCING ACTIVITIES:
|
49,917
|
(87,593
|
)
|
|||||
Dividends paid
|
(54,988
|
)
|
(21,479
|
)
|
||||
Payment for share issue and registration cost
|
—
|
(9,414
|
)
|
|||||
Increase/(decrease) in bank borrowings:
|
43,147
|
(55,390
|
)
|
|||||
Borrowings
|
124,384
|
84,229
|
||||||
Payments
|
(81,237
|
)
|
(139,619
|
)
|
||||
Other amounts paid due to financing activities
|
61,758
|
(1,310
|
)
|
|||||
TOTAL NET CASH FLOWS FOR THE YEAR
|
86,805
|
75,822
|
||||||
Beginning balance of cash and cash equivalents
|
116,666
|
48,651
|
||||||
Exchange differences on cash and cash equivalents in foreign currencies
|
(6,489
|
)
|
(7,807
|
)
|
||||
Ending balance of cash and cash equivalents
|
196,982
|
116,666
|
||||||
Ending balance of cash and cash equivalents from continued operations
|
196,931
|
116,666
|
||||||
Ending balance of cash and cash equivalents from discontinued operations
|
51
|
—
|
• |
Application of new accounting standards
|
a) |
Standards, interpretations and amendments effective from January 1, 2016 under IFRS‑IASB, applied by the Company in the preparation of these consolidated financial statements:
|
• |
IFRS 10 (Amendment) ‘Consolidated financial statements, IFRS 12 ‘Disclosure of interests in Other Entities’ and IAS 28 ‘Investments in associates and joint ventures’ regarding the exemption from consolidation for investment entities.
|
• |
Annual Improvements to IFRSs 2012‑2014 cycles.
|
• |
IAS 1 (Amendment) ‘Presentation of Financial Statements’ under the disclosure initiative.
|
• |
IAS 27 (Amendment) ‘Separate financial statements’ regarding the reinstatement of the equity method as an accounting option in separate financial statements.
|
• |
IAS 16 (Amendment) ‘Property, Plant and Equipment’ and IAS 38 ‘Intangible Assets’, regarding acceptable methods of amortization and depreciation.
|
• |
IFRS 11 (Amendment) ‘Joint Arrangements’ regarding acquisition of an interest in a joint operation.
|
• |
IAS 16 ‘Property, Plant and Equipment’ and 41 ‘Agriculture’ (Amendment) regarding bearer plants.
|
• |
IFRS 14 ‘Regulatory Deferral Accounts’.
|
b) |
Standards, interpretations and amendments published by the IASB that will be effective for periods beginning on or after January 1, 2017:
|
• |
IFRS 9 ‘Financial Instruments’. This Standard will be effective from January 1, 2018 under IFRS‑IASB, earlier applications is permitted.
|
• |
IFRS 15 ‘Revenues from contracts with Customers’. IFRS 15 is applicable for annual periods beginning on or after January 1, 2018 under IFRS‑IASB, earlier application is permitted.
|
• |
IFRS 16 ‘Leases’. This Standard is applicable for annual periods beginning on or after January 1, 2019 under IFRS‑IASB, earlier application is permitted, but conditioned to the application of IFRS 15.
|
• |
IFRS 2 (Amendment) ‘Share‑based Payment’. This Standard is applicable for annual periods beginning on or after January 1, 2018 under IFRS‑IASB, earlier application is permitted.
|
• |
IAS 12 (Amendment) ‘Recognition for Deferred Tax for Unrealized Losses’. This amendment is mandatory for annual periods beginning on or after January 1, 2017 under IFRS‑IASB, earlier application is permitted.
|
• |
IAS 7 (Amendment) ‘Disclosure Initiative’. This amendment is mandatory for annual periods beginning on or after January 1, 2017 under IFRS‑IASB, earlier application is permitted.
|
• |
IFRS 15 (Clarifications) ‘Revenues from contracts with Customers’. This amendment is mandatory for annual periods beginning on or after January 1, 2018 under IFRS‑IASB, earlier application is permitted.
|
• |
IFRS 2 (Amendment) ‘Classification and Measurement of Share‑based Payment Transactions’. This amendment is mandatory for annual periods beginning on or after January 1, 2018 under IFRS‑IASB, earlier application is permitted.
|
• |
IFRS 4 (Amendment). Applying IFRS 9 ‘Financial Instruments’ with IFRS 4 ‘Insurance Contracts’. This amendment is mandatory for annual periods beginning on or after January 1, 2018 under IFRS‑IASB, earlier application is permitted.
|
• |
IFRIC Interpretation 22 ‘Foreign Currency Transactions and Advance Consideration’, mandatory for annual periods beginning on or after January 1, 2018 under IFRS‑IASB, earlier application is permitted.
|
• |
IAS 40 (Amendment) ‘Transfers of Investments Property’. This amendment is mandatory for annual periods beginning on or after January 1, 2018 under IFRS‑IASB, earlier application is permitted.
|
• |
Amended IFRS 10 — “Consolidated financial statements” and Amended IAS 28 — “Investments in Associates and Joint Ventures”. These changes will be applicable to accounting periods beginning on the effective date, still to be determined, although early adoption is allowed.
|
• |
Annual improvements cycle to IFRSs 2014‑2016, beginning on or after January 1, 2017.
|
• |
Level 1 inputs are quoted prices (unadjusted) in active markets for identical assets or liabilities that the entity can access at the measurement date;
|
• |
Level 2 inputs are inputs, other than quoted prices included within Level 1, that are observable for the asset or liability, either directly or indirectly; and
|
• |
Level 3 inputs are unobservable inputs for the asset or liability.
|
• |
has the power over the investee;
|
• |
is exposed, or has rights, to variable return from its involvement with the investee; and
|
• |
has the ability to use its power to affects its returns.
|
• |
the size of the Company’s holding of voting rights relative to the size and dispersion of holdings of the other vote holders;
|
• |
potential voting rights held by the Company, other vote holders or other parties;
|
• |
rights arising from other contractual arrangements; and
|
• |
any additional facts and circumstances that indicate that the Company has, or does not have, the current ability to direct the relevant activities at the time that decisions need to be made, including voting patterns at previous shareholders’ meetings.
|
• |
deferred tax assets or liabilities and assets or liabilities related to employee benefit arrangements are recognised and measured in accordance with IAS 12 Income Taxes and IAS 19 Employee Benefits respectively; and
|
• |
assets (or disposal groups) that are classified as held for sale in accordance with IFRS 5 Non‑current Assets Held for Sale and Discontinued Operations are measured in accordance with that Standard.
|
• |
Supply agreements which are amortized in accordance with their estimated useful lives (see Note 18).
|
• |
CO2 emissions allowances (“rights held emit greenhouse gasses”) which are not amortized, but rather are expensed when used.
|
Years of
estimated useful years |
|
Properties for own use
|
25 ‑ 50
|
Plant and machinery
|
10 ‑ 20
|
Tools
|
12.5 ‑ 15
|
Furniture and fixtures
|
10 ‑ 15
|
Computer hardware
|
4 ‑ 8
|
Transport equipment
|
10 ‑ 15
|
• |
Fair value: the price that would be agreed upon by two independent parties, less estimated costs to sell, and
|
• |
Value in use: the present value of the future cash flows that are expected to be derived from continuing use of the asset and from its ultimate disposal at the end of its useful life, discounted at a pre‑tax rate which reflects the time value of money and the risks specific to the business to which the asset belongs.
|
• |
Loans and receivables:
|
• |
Other financial assets:
|
• |
Bank and other loans:
|
• |
Trade and other payables:
|
• |
Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities.
|
• |
Level 2: inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices).
|
• |
Level 3: inputs for the asset or liability that are not based on observable market data.
|
• |
Are held for sale in the ordinary course of business (finished goods); or
|
• |
Are in the process of production for such sale (work in progress); or
|
• |
Will be consumed in the production process or in the rendering of services (raw materials and spare parts).
|
• |
Raw materials, spare parts and other consumables and replacement parts: the lower of weighted average acquisition cost and net realizable value.
|
• |
Work in progress and finished and semi‑finished goods: the lower of production cost (which includes the cost of materials, labor costs, direct and indirect manufacturing expenses) or net realizable value in the market.
|
• |
It controls the asset as a result of past events;
|
• |
It is probable that future economic benefits associated with the asset will flow to the entity; and
|
• |
The fair value or cost of the asset can be measured reliably.
|
• |
Provisions: present obligations, either legal, contractual, constructive or assumed by the Company, arising from past events, the settlement of which is expected to give rise to an outflow of economic benefits the amount and/or timing of which are uncertain; and
|
• |
Contingent liabilities: possible obligations that arise from past events and whose existence will be confirmed only by the occurrence or non‑occurrence of one or more future events not wholly within the control of the Company, or present obligations arising from past events the amount of which cannot be estimated reliably or whose settlement is not likely to give rise to an outflow of economic benefits.
|
• |
They are mixed plans covering the benefits for retirement, disability and death of the participants.
|
• |
The sponsor undertakes to make monthly contributions of certain percentages of current employees’ salaries to external pension funds.
|
• |
Using actuarial techniques to make a reliable estimate of the amount of benefits that employees have earned in return for their service in the current and prior periods.
|
• |
Discounting those benefits in order to determine the present value of the obligation.
|
• |
Determining the fair value of any plan assets.
|
• |
Determining the total amount of actuarial gains and losses and the amount of those actuarial gains and losses that must be recognized.
|
• |
The present value of the obligations.
|
• |
Plus (minus) any unrecognized actuarial gain (loss).
|
• |
Minus any amount of past service cost not yet recognized.
|
• |
Minus the fair value of plan assets (if any) out of which the obligations are to be settled directly.
|
• |
the Company has transferred to the buyer the significant risks and rewards of ownership of the goods;
|
• |
the Company retains neither continuing managerial involvement to the degree usually associated with ownership nor effective control over the goods sold;
|
• |
the amount of revenue can be measured reliably;
|
• |
it is probable that the economic benefits associated with the transaction will flow to the entity; and
|
• |
the costs incurred or to be incurred in respect of the transaction can be measured reliably.
|
• |
the derivatives arranged are generally swaps, on the basis of which the Company and banks agree to exchange future interest or currency payments, or both simultaneously. In the case of an interest rate derivative, the usual commitment is to pay a fixed interest rate in exchange for receiving a floating interest rate (“interest rate swap”, IRS); and,
|
• |
the usual obligation with respect to a foreign currency derivative was to pay or receive a certain amount of Euros in exchange for a certain amount of another currency.
|
a. |
The underlying in relation to which the derivative is arranged to mitigate the economic effects that might arise therefrom as a result of fluctuations in exchange rates or in interest rates must initially be identified.
|
b. |
When the derivative is arranged, the reason why it was arranged must be appropriately documented and the hedged risk must be identified.
|
c. |
It must be demonstrated that the hedge is effective from the date of arrangement of the derivative to the date of its settlement, i.e. that it meets the objective initially defined. In order to assess this, the effectiveness of the hedge is tested, and certain levels of effectiveness must be obtained.
|
1 |
Cash flows: inflows and outflows of cash and cash equivalents, which are short‑term, highly liquid investments that are subject to an insignificant risk of changes in value.
|
2 |
Operating activities: activities constituting the object of the subsidiaries forming part of the consolidated Company and other activities that are not investing or financing activities.
|
3 |
Investing activities: the acquisition and disposal of long‑term assets and other investments not included in cash and cash equivalents.
|
4 |
Financing activities: activities that result in changes in the size and composition of the equity and borrowings of the Company that are not operating or investing activities.
|
Year ended
2016 US$’000 |
Year ended
2015 US$’000 |
|||||||
Continuing operations
|
||||||||
Sales of goods
|
1,555,657
|
1,289,886
|
||||||
Other operating income
|
25,712
|
15,500
|
||||||
Discontinued operations
|
||||||||
Sales (see note 14)
|
20,380
|
26,704
|
||||||
1,601,749
|
1,332,090
|
• |
Electrometallurgy — North America
|
• |
Electrometallurgy — Europe
|
• |
Electrometallurgy — South Africa
|
• |
Electrometallurgy — Venezuela
|
• |
Other Segments
|
2016
|
Electrometallurgy
North America US$’000 |
Electrometallurgy
Europe US$’000 |
Electrometallurgy
South Africa US$’000 |
Electrometallurgy
Venezuela US$’000 |
Other segments
US$’000 |
Adjustments/
Eliminations(**) US$’000 |
Total
US$’000 |
|||||||||||||||||||||
Sales
|
521,192
|
949,547
|
142,160
|
30,430
|
59,907
|
(147,579
|
)
|
1,555,657
|
||||||||||||||||||||
Cost of sales
|
(325,254
|
)
|
(672,026
|
)
|
(99,124
|
)
|
(34,643
|
)
|
(45,269
|
)
|
133,316
|
(1,043,000
|
)
|
|||||||||||||||
Other operating income
|
362
|
25,908
|
3,422
|
27
|
4,686
|
(8,693
|
)
|
25,712
|
||||||||||||||||||||
Staff costs
|
(82,032
|
)
|
(132,440
|
)
|
(23,589
|
)
|
(5,656
|
)
|
(52,921
|
)
|
3,606
|
(293,032
|
)
|
|||||||||||||||
Other operating expense
|
(64,606
|
)
|
(118,269
|
)
|
(28,834
|
)
|
(6,747
|
)
|
(31,217
|
)
|
15,347
|
(234,326
|
)
|
|||||||||||||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(73,530
|
)
|
(31,730
|
)
|
(4,732
|
)
|
(4,118
|
)
|
(8,700
|
)
|
1,464
|
(121,346
|
)
|
|||||||||||||||
Operating (loss) profit before impairment losses, net gains/losses due to changes in the value of assets, gains/losses on disposals of non‑current assets and other loss
|
(23,868
|
)
|
20,990
|
(10,697
|
)
|
(20,707
|
)
|
(73,514
|
)
|
(2,539
|
)
|
(110,335
|
)
|
|||||||||||||||
Impairment losses
|
(193,000
|
)
|
(1,077
|
)
|
(8,147
|
)
|
(57,430
|
)
|
(1,818
|
)
|
(5,977
|
)
|
(267,449
|
)
|
||||||||||||||
Net (loss) gain due to changes in the value of assets
|
—
|
—
|
1,896
|
—
|
—
|
(5
|
)
|
1,891
|
(Loss) gain on disposal of non‑current assets
|
—
|
—
|
21
|
—
|
446
|
(127
|
)
|
340
|
||||||||||||||||||||
Other loss
|
—
|
(32,655
|
)
|
—
|
—
|
(2,514
|
)
|
35,129
|
(40
|
)
|
||||||||||||||||||
Operating (loss)/profit
|
(216,868
|
)
|
(12,742
|
)
|
(16,927
|
)
|
(78,137
|
)
|
(77,400
|
)
|
26,481
|
(375,593
|
)
|
|||||||||||||||
Finance income
|
1
|
11,551
|
744
|
1
|
6,638
|
(17,401
|
)
|
1,534
|
||||||||||||||||||||
Finance costs
|
(3,249
|
)
|
(16,540
|
)
|
(6,038
|
)
|
(1,814
|
)
|
(11,815
|
)
|
14,871
|
(24,585
|
)
|
|||||||||||||||
Exchange differences
|
(438
|
)
|
2,436
|
(2,164
|
)
|
4,297
|
(7,587
|
)
|
(57
|
)
|
(3,513
|
)
|
||||||||||||||||
(Loss) profit before taxes
|
(220,554
|
)
|
(15,295
|
)
|
(24,385
|
)
|
(75,653
|
)
|
(90,164
|
)
|
23,894
|
(402,157
|
)
|
|||||||||||||||
Income tax benefit (expense)
|
9,982
|
(10,505
|
)
|
4,433
|
18,608
|
21,552
|
2,539
|
46,609
|
||||||||||||||||||||
(Loss) profit from continuing operations
|
(210,572
|
)
|
(25,800
|
)
|
(19,952
|
)
|
(57,045
|
)
|
(68,612
|
)
|
26,433
|
(355,548
|
)
|
|||||||||||||||
(Loss) Profit for discontinued operations
|
—
|
—
|
—
|
—
|
—
|
(3,065
|
)
|
(3,065
|
)
|
|||||||||||||||||||
(Loss) profit for the year
|
(210,572
|
)
|
(25,800
|
)
|
(19,952
|
)
|
(57,045
|
)
|
(68,612
|
)
|
23,368
|
(358,613
|
)
|
|||||||||||||||
Loss attributable to non‑controlling interests
|
6,044
|
(93
|
)
|
856
|
11,347
|
480
|
1,552
|
20,186
|
||||||||||||||||||||
(Loss) profit attributable to the parent company
|
(204,528
|
)
|
(25,893
|
)
|
(19,096
|
)
|
(45,698
|
)
|
(68,132
|
)
|
24,920
|
(338,427
|
)
|
2015(*)
|
Electrometallurgy
North America US$’000 |
Electrometallurgy
Europe US$’000 |
Electrometallurgy
South Africa US$’000 |
Electrometallurgy Venezuela
US$’000 |
Other
segments US$’000 |
Adjustments/
Eliminations(**) US$’000 |
Total
US$’000 |
|||||||||||||||||||||
Sales
|
10,062
|
1,174,968
|
219,890
|
69,956
|
59,167
|
(244,157
|
)
|
1,289,886
|
||||||||||||||||||||
Cost of sales
|
(6,200
|
)
|
(811,114
|
)
|
(134,978
|
)
|
(57,647
|
)
|
(30,394
|
)
|
222,458
|
(817,875
|
)
|
|||||||||||||||
Other operating income
|
17
|
52,211
|
5,070
|
44
|
2,065
|
(43,907
|
)
|
15,500
|
||||||||||||||||||||
Staff costs
|
(1,983
|
)
|
(148,652
|
)
|
(24,663
|
)
|
(20,922
|
)
|
(9,652
|
)
|
3,287
|
(202,585
|
)
|
|||||||||||||||
Other operating expense
|
(276
|
)
|
(142,867
|
)
|
(29,237
|
)
|
(28,677
|
)
|
(38,670
|
)
|
49,693
|
(190,034
|
)
|
|||||||||||||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(1,183
|
)
|
(35,255
|
)
|
(7,744
|
)
|
(9,396
|
)
|
(13,096
|
)
|
4,473
|
(62,201
|
)
|
|||||||||||||||
Operating (loss) profit before impairment losses, net gains/losses due to changes in the value of assets, gains/losses on disposals of non‑current assets and other loss
|
437
|
89,291
|
28,338
|
(46,642
|
)
|
(30,580
|
)
|
(8,153
|
) |
32,691
|
||||||||||||||||||
Impairment losses
|
—
|
—
|
—
|
—
|
(52,042
|
)
|
—
|
(52,042
|
)
|
|||||||||||||||||||
Net (loss) gain due to changes in the value of assets
|
—
|
—
|
1,336
|
—
|
(2,249
|
)
|
1
|
(912
|
)
|
|||||||||||||||||||
(Loss) gain on disposal of non‑current assets
|
—
|
1,468
|
—
|
—
|
(3,681
|
)
|
5
|
(2,208
|
)
|
|||||||||||||||||||
Other loss
|
—
|
(40,983
|
)
|
—
|
(4
|
)
|
9,261
|
31,379
|
(347
|
)
|
||||||||||||||||||
Operating (Loss) Profit
|
437
|
49,776
|
29,674
|
(46,646
|
)
|
(79,291
|
)
|
23,232
|
(22,818
|
)
|
||||||||||||||||||
Finance income
|
6
|
36,206
|
501
|
7
|
4,862
|
(40,487
|
)
|
1,095
|
||||||||||||||||||||
Finance costs
|
(109
|
)
|
(19,287
|
)
|
(5,015
|
)
|
(3,947
|
)
|
(10,113
|
)
|
14,733
|
(23,738
|
)
|
|||||||||||||||
Exchange differences
|
(44
|
)
|
8,617
|
2,498
|
22,306
|
2,527
|
—
|
35,904
|
||||||||||||||||||||
(Loss) profit before taxes
|
290
|
75,213
|
27,658
|
(28,280
|
)
|
(82,015
|
)
|
(2,522
|
)
|
(9,557
|
)
|
|||||||||||||||||
Income tax benefit (expense)
|
—
|
(22,953
|
) |
(7,807
|
)
|
(16,877
|
)
|
297
|
(1,379
|
) |
(48,719
|
)
|
||||||||||||||||
(Loss) profit from continuing operations
|
290
|
52,359
|
19,851
|
(45,157
|
)
|
(81,718
|
)
|
(3,901
|
)
|
(58,276
|
)
|
|||||||||||||||||
(Loss) Profit for discontinued operations
|
—
|
—
|
—
|
—
|
—
|
(196
|
)
|
(196
|
)
|
|||||||||||||||||||
(Loss) profit for the year
|
290
|
52,359
|
19,851
|
(45,157
|
)
|
(81,718
|
)
|
(4,097
|
)
|
(58,472
|
)
|
|||||||||||||||||
Loss attributable to non‑controlling interests
|
(41
|
)
|
(61
|
)
|
226
|
9,019
|
6,058
|
3
|
15,204
|
|||||||||||||||||||
(Loss) profit attributable to the parent company
|
249
|
52,298
|
20,077
|
(36,138
|
)
|
(75,660
|
)
|
(4,094
|
)
|
(43,268
|
)
|
(*) |
Revised data reflect the results of Ferroglobe’s energy business in Spain as discontinued operations (see Note 14).
|
(**) |
These amounts correspond to transactions between segments that are eliminated in the consolidation process.
|
2016
|
Electrometallurgy
North America US$’000 |
Electrometallurgy
Europe US$’000 |
Electrometallurgy
South Africa US$’000 |
Electrometallurgy
Venezuela US$’000 |
Other
segments US$’000 |
Consolidation
Adjustments/ Eliminations(**) US$’000 |
Total
US$’000 |
|||||||||||||||||||||
Goodwill
|
230,210
|
—
|
—
|
—
|
—
|
—
|
230,210
|
|||||||||||||||||||||
Other intangible assets
|
33,243
|
18,946
|
1,355
|
—
|
9,295
|
—
|
62,839
|
|||||||||||||||||||||
Property, plant and equipment
|
540,794
|
154,379
|
58,559
|
—
|
111,807
|
(83,933
|
)
|
781,606
|
||||||||||||||||||||
Financial assets
|
—
|
113,157
|
—
|
—
|
17,329
|
(110,769
|
)
|
19,717
|
||||||||||||||||||||
Inventories
|
73,901
|
183,868
|
40,475
|
6,237
|
14,338
|
(2,117
|
)
|
316,702
|
||||||||||||||||||||
Receivables
|
50,000
|
275,823
|
34,852
|
12,024
|
205,283
|
(354,497
|
)
|
223,485
|
||||||||||||||||||||
Other assets
|
37,220
|
30,050
|
20,285
|
28
|
59,548
|
(52,257
|
)
|
94,874
|
||||||||||||||||||||
Cash and cash equivalents
|
38,389
|
87,997
|
15,195
|
571
|
54,831
|
(52
|
)
|
196,931
|
||||||||||||||||||||
Assets and disposal groups classified as held for sale (Note 14)
|
—
|
—
|
—
|
—
|
—
|
92,937
|
92,937
|
|||||||||||||||||||||
Total assets
|
1,003,757
|
864,220
|
170,721
|
18,860
|
472,431
|
(510,688
|
)
|
2,019,301
|
||||||||||||||||||||
Equity
|
646,397
|
220,948
|
59,756
|
(73,956
|
)
|
67,158
|
(28,261
|
)
|
892,042
|
|||||||||||||||||||
Deferred income
|
—
|
2,229
|
—
|
—
|
1,719
|
1
|
3,949
|
|||||||||||||||||||||
Provisions
|
29,837
|
50,482
|
11,770
|
3,827
|
8,005
|
(2,337
|
)
|
101,584
|
2016
|
Electrometallurgy North America US$’000 |
Electrometallurgy
Europe US$’000 |
Electrometallurgy
South Africa US$’000 |
Electrometallurgy
Venezuela US$’000 |
Other
segments US$’000 |
Consolidation
Adjustments/ Eliminations(**) US$’000 |
Total
US$’000 |
|||||||||||||||||||||
Bank borrowings and other financial liabilities (excluded finance leases)
|
—
|
313,910
|
29,620
|
—
|
171,395
|
(5,575
|
)
|
509,350
|
||||||||||||||||||||
Obligations under finance leases
|
3,181
|
—
|
2,055
|
—
|
81,383
|
(81,382
|
)
|
5,237
|
||||||||||||||||||||
Trade payables
|
193,128
|
237,286
|
49,667
|
87,035
|
85,195
|
(463,867
|
)
|
188,444
|
||||||||||||||||||||
Other non‑trade payables
|
131,214
|
39,365
|
17,853
|
1,954
|
57,576
|
(36,949
|
)
|
211,013
|
||||||||||||||||||||
Liabilities associated with assets held for sale (Note 14)
|
—
|
—
|
—
|
—
|
—
|
107,682
|
107,682
|
|||||||||||||||||||||
Total equity and liabilities
|
1,003,757
|
864,220
|
170,721
|
18,860
|
472,431
|
(510,688
|
)
|
2,019,301
|
2015
|
Electrometallurgy
North America US$’000 |
Electrometallurgy
Europe US$’000 |
Electrometallurgy
South Africa US$’000 |
Electrometallurgy
Venezuela US$’000 |
Other
segments US$’000 |
Consolidation
Adjustments/ Eliminations(**) US$’000 |
Total
US$’000 |
|||||||||||||||||||||
Goodwill
|
426,851
|
—
|
—
|
—
|
—
|
—
|
426,851
|
|||||||||||||||||||||
Other intangible assets
|
43,747
|
19,444
|
1,193
|
69
|
6,754
|
412
|
71,619
|
|||||||||||||||||||||
Property, plant and equipment
|
579,660
|
165,476
|
55,282
|
60,355
|
107,369
|
3,431
|
971,573
|
|||||||||||||||||||||
Financial assets
|
—
|
121,388
|
3,705
|
4
|
6,602
|
(117,915
|
)
|
13,784
|
||||||||||||||||||||
Inventories
|
101,350
|
219,149
|
56,430
|
24,286
|
26,758
|
(2,601
|
)
|
425,372
|
||||||||||||||||||||
Receivables
|
64,809
|
360,580
|
48,272
|
11,463
|
367,625
|
(566,545
|
)
|
286,204
|
||||||||||||||||||||
Other assets
|
22,971
|
26,316
|
16,383
|
73
|
8,372
|
4,977
|
79,092
|
|||||||||||||||||||||
Cash and cash equivalents
|
24,814
|
16,904
|
10,751
|
365
|
63,834
|
(2
|
)
|
116,666
|
||||||||||||||||||||
Total assets
|
1,264,202
|
929,257
|
192,016
|
96,615
|
587,314
|
(678,243
|
)
|
2,391,161
|
||||||||||||||||||||
Equity
|
881,758
|
364,025
|
78,280
|
(15,574
|
)
|
112,646
|
(126,162
|
)
|
1,294,973
|
|||||||||||||||||||
Deferred income
|
—
|
2,323
|
—
|
—
|
2,067
|
(1
|
)
|
4,389
|
||||||||||||||||||||
Provisions
|
33,195
|
34,880
|
12,089
|
3,399
|
5,337
|
1,963
|
90,863
|
|||||||||||||||||||||
Bank borrowings and other financial liabilities (excluded finance leases)
|
—
|
235,162
|
29,683
|
2,061
|
146,875
|
(2
|
)
|
413,779
|
||||||||||||||||||||
Obligations under finance leases
|
5,910
|
—
|
2,897
|
—
|
94,390
|
—
|
103,197
|
|||||||||||||||||||||
Trade payables
|
195,508
|
231,685
|
58,358
|
86,003
|
151,211
|
(567,865
|
)
|
154,900
|
||||||||||||||||||||
Other liabilities
|
147,831
|
61,182
|
10,709
|
20,726
|
74,788
|
13,824
|
329,060
|
|||||||||||||||||||||
Total equity and liabilities
|
1,264,202
|
929,257
|
192,016
|
96,615
|
587,314
|
(678,243
|
)
|
2,391,161
|
|
2016
US$’000 |
|
2015
US$’000 |
|||||
Silicon metal
|
751,508
|
592,458
|
||||||
Manganese alloys
|
223,451
|
260,371
|
||||||
Ferrosilicon
|
242,788
|
228,830
|
||||||
Other silicon based alloys
|
173,901
|
105,702
|
||||||
Silica fume
|
37,480
|
29,660
|
||||||
Other
|
126,529
|
72,865
|
||||||
Total
|
1,555,657
|
1,289,886
|
Year ended
2016 USD $’000 |
Year ended
2015 US$000 |
|||||||
Fees payable to the company’s auditor and their associates for the audit of the company’s annual accounts
|
4,459
|
2,484
|
||||||
Fees payable to the company’s auditor and their associates for other services to the group
|
||||||||
— The audit of the company’s subsidiaries
|
171
|
973
|
||||||
Total audit fees
|
4,630
|
3,457
|
||||||
— Audit‑related assurance services
|
114
|
27
|
||||||
— Fees payable to other auditors
|
225
|
—
|
||||||
— Taxation compliance services
|
284
|
9
|
||||||
— Other services
|
17
|
81
|
||||||
Total non‑audit fees
|
640
|
117
|
||||||
5,270
|
3,574
|
2016
Number
|
2015
Number
|
|||||||
Directors
|
9
|
9
|
||||||
Senior Managers
|
258
|
298
|
||||||
Employees
|
3,760
|
3,903
|
||||||
4,027
|
4,210
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Wages, salaries and similar expenses
|
209,653
|
131,512
|
||||||
Pension plan contributions
|
10,647
|
8,986
|
||||||
Employee benefit costs
|
72,732
|
62,087
|
||||||
293,032
|
202,585
|
2016
US’000 |
2015
US’000 |
|||||||
Amortization of intangible assets (Note 18)
|
12,649
|
4,547
|
||||||
Depreciation of property, plant and equipment (Note 19)
|
101,364
|
50,819
|
||||||
Change in impairment losses on uncollectible trade receivables (Note 21)
|
7,578
|
5,305
|
||||||
Change in inventory write‑downs (Note 23)
|
—
|
917
|
||||||
Other
|
(245
|
)
|
613
|
|||||
121,346
|
62,201
|
2016
US’000 |
2015
US’000 |
|||||||
Goodwill (Note 17)
|
194,612
|
—
|
||||||
Impairment of intangible assets (Note 18)
|
230
|
6,442
|
||||||
Impairment of property, plant and equipment (Note 19)
|
66,984
|
45,600
|
||||||
Impairment of non‑current financial assets (Note 20)
|
5,623
|
—
|
||||||
267,449
|
52,042
|
2016
US’000 |
2015
US’000 |
|||||||
Biological assets change in value
|
1,891
|
1,336
|
||||||
Financial investments gains/(losses)
|
—
|
(2,248
|
)
|
|||||
Net gains/losses due to changes in the value of assets
|
1,891
|
(912
|
)
|
|||||
Gains on disposal of property, plant and equipment
|
468
|
1,773
|
||||||
Loss on the disposal of Property, plant and equipment
|
(631
|
)
|
||||||
Loss on disposal of intangible assets
|
—
|
(3,350
|
)
|
|||||
Losses on disposal of other non‑current assets
|
(128
|
)
|
—
|
|||||
Other losses
|
(40
|
)
|
(347
|
)
|
||||
Total other gains and (losses)
|
2,191
|
(3,467
|
)
|
2016
US’000 |
2015
US’000 |
|||||||
Finance income of related parties (Note 39)
|
74
|
425
|
||||||
Other finance income
|
1,460
|
670
|
||||||
Total finance income
|
1,534
|
1,095
|
||||||
Interest on loans and credit facilities
|
18,629
|
15,296
|
||||||
Interest on note and bill discounting
|
1,503
|
1,697
|
||||||
Interest on interest rate swaps
|
449
|
87
|
||||||
Other finance costs
|
4,004
|
6,658
|
||||||
Total finance expense
|
24,585
|
23,738
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Current income tax expense
|
(14,799
|
)
|
40,636
|
|||||
Deferred income tax expense
|
(33,030
|
)
|
8,083
|
|||||
Prior year income tax and other
|
1,220
|
—
|
||||||
Total
|
(46,609
|
)
|
48,719
|
2016
US’000 |
2015
US’000 |
|||||||
(Loss) profit before taxes
|
(402,157
|
)
|
(9,557
|
)
|
||||
Blended statutory income tax rate
|
31
|
%
|
31
|
%
|
||||
Corporate income tax at statutory rate
|
(124,669
|
)
|
(2,963
|
)
|
||||
Foreign rate differential
|
(22,949
|
)
|
4,572
|
|||||
Permanent differences
|
5,196
|
(4,799
|
)
|
|||||
Incentives and deductions
|
(1,161
|
)
|
(2,938
|
)
|
||||
Tax losses not recognized in deferred tax
|
15,326
|
35,754
|
||||||
Other non‑taxable income/(expense)
|
81,648
|
19,093
|
||||||
Income tax (benefit)/expense
|
(46,609
|
)
|
48,719
|
|||||
Effective tax rate
|
12
|
%
|
(510
|
)%
|
2016
US’000 |
2015
US’000 |
|||||||
Sales
|
20,380
|
26,704
|
||||||
Cost of sales
|
(412
|
)
|
(861
|
)
|
||||
Other operating income
|
503
|
251
|
||||||
Staff costs
|
(3,367
|
)
|
(3,284
|
)
|
||||
Other operating expense
|
(9,620
|
)
|
(10,262
|
)
|
||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(4,331
|
)
|
(4,849
|
)
|
||||
Operating profit before impairment losses and losses on disposals of non‑current assets
|
3,153
|
7,699
|
||||||
Impairment losses
|
(640
|
)
|
—
|
|||||
Loss on disposal of non‑current assets
|
—
|
(6
|
)
|
|||||
Operating profit
|
2,513
|
7,693
|
||||||
Finance income
|
2
|
1
|
||||||
Finance costs
|
(5,666
|
)
|
(6,667
|
)
|
||||
(Loss) profit before taxes from discontinued operations
|
(3,151
|
)
|
1,027
|
|||||
Income tax expense
|
86
|
(1,223
|
)
|
|||||
(Loss) after taxes from discontinued operations
|
(3,065
|
)
|
(196
|
)
|
2016
US’000 |
||||
ASSETS
|
||||
Non‑current assets
|
||||
Property, plant and equipment
|
83,935
|
|||
Deferred tax assets
|
1,948
|
|||
Other non‑current assets
|
582
|
|||
Total non‑current assets
|
86,465
|
|||
Current assets
|
||||
Inventories
|
32
|
|||
Trade and other receivables
|
3,596
|
|||
Current receivables from related parties
|
2,792
|
|||
Other current assets
|
1
|
|||
Cash and cash equivalents
|
51
|
|||
Total current assets
|
6,472
|
|||
Assets and disposal groups classified as held for sale
|
92,937
|
|||
LIABILITIES
|
||||
Non‑current liabilities
|
||||
Provisions
|
89
|
|||
Obligations under finance leases
|
70,876
|
|||
Other financial liabilities
|
5,576
|
|||
Deferred tax liabilities
|
11,667
|
|||
Total non‑current liabilities
|
88,208
|
|||
Current liabilities
|
||||
Provisions
|
1,265
|
|||
Obligations under finance leases
|
10,507
|
|||
Payables to related parties
|
254
|
|||
Trade and other payables
|
3,651
|
|||
Other current liabilities
|
3,797
|
|||
Total current liabilities
|
19,474
|
|||
Liabilities associated with assets held for sale
|
107,682
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Cash flows from operating activities from discontinued operations
|
23,719
|
24,188
|
||||||
Cash flows from investing activities from discontinued operations
|
(13,211
|
)
|
(11,625
|
)
|
||||
Cash flows from financing activities from discontinued operations
|
(10,508
|
)
|
(12,574
|
)
|
||||
Total net cash flows for the year from discontinued operations
|
—
|
(11
|
)
|
• |
The Board of Directors of Ferroglobe PLC resolved to declare four interim dividend payments during 2016 of $0.08 per share, paid on March 14, August 12, September 28, and December 29, and each totaling $13,747 thousand, respectively, distributed as cash payments through Reserves. As of December 31, 2016, all dividends declared were paid.
|
• |
The Board of Directors of FerroAtlántica resolved to distribute dividends on November 27, 2015, December 21, 2015 and December 22, 2015, totaling $15,870 thousand, $133 thousand, and $5,476 thousand, respectively, through cash payments from Reserves on those dates.
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Loss per share computation
|
||||||||
Numerator:
|
||||||||
Loss attributable to Ferroglobe PLC
|
(338,427
|
)
|
(43,268
|
)
|
||||
Denominator:
|
||||||||
Weighted average basic shares outstanding
|
171,838,153
|
99,699,262
|
||||||
Loss per ordinary share (US Dollars)
|
(1.97
|
)
|
(0.43
|
)
|
||||
Loss per share computation
|
||||||||
Numerator:
|
||||||||
Loss attributable to Ferroglobe PLC
|
(338,427
|
)
|
(43,268
|
)
|
||||
Denominator:
|
||||||||
Weighted average basic shares outstanding
|
171,838,153
|
99,699,262
|
||||||
Effect of dilutive securities
|
—
|
—
|
||||||
Weighted average diluted shares outstanding
|
171,838,153
|
99,699,262
|
||||||
Diluted loss per ordinary share (US Dollars)
|
(1.97
|
)
|
(0.43
|
)
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Basic loss per share computation
|
||||||||
Numerator:
|
||||||||
Loss attributable to Ferroglobe PLC
|
(335,362
|
)
|
(43,072
|
)
|
||||
Denominator:
|
||||||||
Weighted average basic shares outstanding
|
171,838,153
|
99,699,262
|
||||||
Basic loss earnings per ordinary share (US Dollars)
|
(1.95
|
)
|
(0.43
|
)
|
||||
Diluted loss per share computation
|
||||||||
Numerator:
|
||||||||
Loss attributable to Ferroglobe PLC
|
(335,362
|
)
|
(43,072
|
)
|
||||
Denominator:
|
||||||||
Weighted average basic shares outstanding
|
171,838,153
|
99,699,262
|
||||||
Effect of dilutive securities
|
—
|
—
|
||||||
Weighted average diluted shares outstanding
|
171,838,153
|
99,699,262
|
||||||
Loss per ordinary share (US Dollars)
|
(1.95
|
)
|
(0.43
|
)
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Basic Loss per share computation
|
||||||||
Numerator:
|
||||||||
Loss attributable to Ferroglobe PLC
|
(3,065
|
)
|
(196
|
)
|
||||
Denominator:
|
||||||||
Weighted average basic shares outstanding
|
171,838,153
|
99,699,262
|
||||||
Basic loss per ordinary share (US Dollars)
|
(0.02
|
)
|
—
|
|||||
Diluted loss per share computation
|
||||||||
Numerator:
|
||||||||
Loss profit attributable to Ferroglobe PLC
|
(3,065
|
)
|
(196
|
)
|
||||
Denominator:
|
||||||||
Weighted average basic shares outstanding
|
171,838,153
|
99,699,262
|
||||||
Effect of dilutive securities
|
—
|
—
|
||||||
Weighted average diluted shares outstanding
|
171,838,153
|
99,699,262
|
||||||
Loss per ordinary share (US Dollars)
|
(0.02
|
)
|
—
|
1 January
2015 US$’000 |
Additions
US$’000 |
Exchange
differences US$’000 |
31 December
2015 US$’000 |
Impairment
(Note 10) US$’000 |
Exchange
differences US$’000 |
31 December
2016 US$’000 |
||||||||||||||||||||||
Thaba Chueu Mining (Pty.), Ltd.
|
2,642
|
—
|
(1,204
|
)
|
1,438
|
(1,612
|
)
|
174
|
—
|
|||||||||||||||||||
Globe Specially Metals, Inc. (Globe)
|
—
|
425,413
|
—
|
425,413
|
(193,000
|
)
|
(2,203
|
)
|
230,210
|
|||||||||||||||||||
2,642
|
425,413
|
(1,204
|
)
|
426,851
|
(194,612
|
)
|
(2,029
|
)
|
230,210
|
2016
|
||||||||
U.S.
|
Canada
|
|||||||
Weighted Average Cost of Capital
|
9.0
|
%
|
9.5
|
%
|
||||
Long‑Term Growth Rate
|
2.4
|
%
|
3.0
|
%
|
||||
Normalized Tax Rate
|
40.0
|
%
|
26.5
|
%
|
||||
Normalized Cash Free Net Working Capital
|
15.0
|
%
|
15.0
|
%
|
Excess of
recoverable value over |
Sensitivity on
discount rate |
Sensitivity on long ‑term
growth rate |
Sensitivity on cash
flows |
|||||||||||||||||||||||||||||
Goodwill
|
carrying
value |
Decrease
by 10% |
Increase
by 10% |
Decrease
by 10% |
Increase
by 10% |
Decrease
by 10% |
Increase
by 10% |
|||||||||||||||||||||||||
(in millions of US$)
|
||||||||||||||||||||||||||||||||
Electrometallurgy — U.S.
|
351.8
|
178.9
|
107.8
|
(78.4
|
)
|
(9.8
|
)
|
19.6
|
(58.8
|
)
|
58.8
|
|||||||||||||||||||||
Electrometallurgy — Canada
|
71.4
|
14.1
|
29.4
|
(19.6
|
)
|
—
|
9.8
|
(9.8
|
)
|
19.6
|
||||||||||||||||||||||
Total
|
423.2
|
Development
Expenditure US$’000 |
Power
Supply Agreements US$’000 |
Rights of
Use US$’000 |
Computer
Software US$’000 |
Other
Intangible Assets US$’000 |
Accumulated
amortization (Note 9) US$’000 |
Impairment
(Note 10) US$’000 |
Total
US$’000 |
|||||||||||||||||||||||||
Balance at 1 January 2015
|
42,599
|
—
|
22,144
|
2,105
|
29,000
|
(42,001
|
)
|
(3,398
|
)
|
50,449
|
||||||||||||||||||||||
Additions
|
3,301
|
—
|
—
|
—
|
7,895
|
(4,547
|
)
|
(6,442
|
)
|
207
|
||||||||||||||||||||||
Acquisitions through business combinations
|
—
|
37,836
|
—
|
3,984
|
1,926
|
—
|
—
|
43,746
|
||||||||||||||||||||||||
Disposals
|
—
|
—
|
—
|
—
|
(11,899
|
)
|
77
|
—
|
(11,822
|
)
|
||||||||||||||||||||||
Transfers from/(to) other accounts and/or captions
|
—
|
—
|
—
|
—
|
(3,448
|
)
|
—
|
—
|
(3,448
|
)
|
||||||||||||||||||||||
Exchange differences
|
(5,364
|
)
|
—
|
(2,287
|
)
|
(208
|
)
|
(3,945
|
)
|
3,342
|
949
|
(7,513
|
)
|
|||||||||||||||||||
Balance at 31 December 2015
|
40,536
|
37,836
|
19,857
|
5,881
|
19,529
|
(43,129
|
)
|
(8,891
|
)
|
71,619
|
||||||||||||||||||||||
Additions
|
1,162
|
—
|
1,171
|
—
|
8,160
|
(12,649
|
)
|
(230
|
)
|
(2,386
|
)
|
|||||||||||||||||||||
Disposals
|
—
|
—
|
—
|
—
|
(5,580
|
)
|
—
|
—
|
(5,580
|
)
|
||||||||||||||||||||||
Exchange differences
|
(1,344
|
)
|
—
|
(683
|
)
|
(66
|
)
|
(325
|
)
|
1,149
|
455
|
(814
|
)
|
|||||||||||||||||||
Balance at 31 December 2016
|
40,354
|
37,836
|
20,345
|
5,815
|
21,784
|
(54,629
|
)
|
(8,666
|
)
|
62,839
|
Land and
buildings US$’000 |
Plant and
machinery US$’000 |
Other fixtures,
tools and furniture US$’000 |
Advances
and
property, plant and equipment in the course of construction US$’000 |
Mineral
reserves US$’000 |
Other items
of
property, plant and equipment US$’000 |
Accumulated
depreciation (Note 9) US$’000 |
Impairment
(Note 10) US$’000 |
Total
US$’000 |
||||||||||||||||||||||||||||
Balance at January 1, 2015
|
228,788
|
918,096
|
5,194
|
31,601
|
5,970
|
23,177
|
(732,916
|
)
|
(364
|
)
|
479,546
|
|||||||||||||||||||||||||
Additions
|
767
|
2,282
|
52
|
58,464
|
—
|
7,386
|
(55,668
|
)
|
(45,600
|
)
|
(32,317
|
)
|
||||||||||||||||||||||||
Acquisitions through business combinations
|
9,870
|
503,333
|
397
|
15,078
|
55,939
|
—
|
—
|
—
|
584,617
|
|||||||||||||||||||||||||||
Disposals and other
|
(4,354
|
)
|
(1,119
|
)
|
(105
|
)
|
—
|
—
|
—
|
2,034
|
—
|
(3,544
|
)
|
|||||||||||||||||||||||
Transfers from/(to) other accounts
|
5,415
|
18,676
|
215
|
(20,858
|
)
|
—
|
—
|
—
|
(9,774
|
)
|
(6,326
|
)
|
||||||||||||||||||||||||
Exchange differences
|
(18,024
|
)
|
(101,865
|
)
|
(653
|
)
|
(3,257
|
)
|
(1,920
|
)
|
(504
|
)
|
69,981
|
5,839
|
(50,403
|
)
|
||||||||||||||||||||
Balance at December 31, 2015
|
222,462
|
1,339,403
|
5,100
|
81,028
|
59,989
|
30,059
|
(716,569
|
)
|
(49,899
|
)
|
971,573
|
|||||||||||||||||||||||||
Additions
|
488
|
3,017
|
801
|
60,035
|
—
|
204
|
(105,695
|
)
|
(67,624
|
)
|
(108,774
|
)
|
||||||||||||||||||||||||
Disposals and other
|
(600
|
)
|
(1,448
|
)
|
—
|
(688
|
)
|
—
|
(7
|
)
|
1,980
|
—
|
(763
|
)
|
||||||||||||||||||||||
Transfers from/(to) other accounts
|
4,106
|
57,345
|
116
|
(61,567
|
)
|
—
|
—
|
—
|
—
|
—
|
||||||||||||||||||||||||||
Exchange differences
|
(3,015
|
)
|
(11,594
|
)
|
28
|
(2,114
|
)
|
—
|
1,947
|
13,399
|
4,854
|
3,505
|
||||||||||||||||||||||||
Transfer to assets and disposal groups classified as held for sale and discontinued operations (see Note 14)
|
(32,383
|
)
|
(166,668
|
)
|
(73
|
)
|
(26,829
|
)
|
—
|
—
|
141,378
|
640
|
(83,935
|
)
|
||||||||||||||||||||||
Balance at 31 December 2016
|
191,058
|
1,220,055
|
5,972
|
49,865
|
59,989
|
32,203
|
(665,507
|
)
|
(112,029
|
)
|
781,606
|
• |
Land and building: land fair value was estimated based on comparable recent land transactions in the proximity of MangShi. Building replacement cost was estimated based on the cost of new construction in the local market, adjusted for the age and remaining useful life of the company’s assets.
|
• |
Machinery and equipment: a scrap valuation analysis was used to determine the fair value of machinery and equipment. The impairment was estimated based on the replacement cost of new machinery and equipment less depreciation, marketability (80% in most of the assets) and cost to sell (15%). A 10% increase in cost to sell would increase impairment by $670 thousand. A 10% increase in marketability would increase impairment by $2,750 thousand.
|
2016
|
||||||||||||
Non‑Current
US$’000 |
Current
US$’000 |
Total
US$’000 |
||||||||||
Financial assets held with third parties:
|
||||||||||||
Loans and receivables
|
2,388
|
—
|
2,388
|
|||||||||
Other financial assets
|
3,435
|
4,049
|
7,484
|
|||||||||
Total
|
5,823
|
4,049
|
9,872
|
2015
|
||||||||||||
Non‑Current
US$’000 |
Current
US$’000 |
Total
US$’000 |
||||||||||
Financial assets held with third parties:
|
||||||||||||
Loans and receivables
|
6,015
|
—
|
6,015
|
|||||||||
Other financial assets
|
3,657
|
4,112
|
7,769
|
|||||||||
Total
|
9,672
|
4,112
|
13,784
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Trade receivables
|
152,303
|
220,500
|
||||||
Trade notes receivable
|
725
|
746
|
||||||
Unmatured discounted notes and bills
|
719
|
783
|
||||||
Tax receivables(1)
|
17,299
|
34,339
|
||||||
Employee receivables
|
456
|
187
|
||||||
Other receivables
|
37,904
|
18,699
|
||||||
Total
|
209,406
|
275,254
|
(1) |
“Tax receivables” relates mainly to VAT borne, to be offset or refunded by the tax authorities in the countries in which the Company is located, mainly Spain (FerroAtlántica and Silicio FerroSolar), France (FerroPem), United States (GSM) and Venezuela (FerroVen).
|
|
2016
US’000 |
|
2015
US’000 |
|||||
0 ‑ 90 days
|
54,428
|
70,849
|
||||||
90 ‑ 180 days
|
9,011
|
8,154
|
||||||
180 ‑ 360 days
|
1,061
|
253
|
||||||
Total
|
64,500
|
79,256
|
||||||
Average collection period (days)
|
57
|
65
|
Provisions
US$’000 |
||||
Balance at January 1, 2015
|
7,220
|
|||
Charge for the year (Note 9)
|
5,305
|
|||
Reversed
|
(623
|
)
|
||
Exchange differences
|
(834
|
)
|
||
Balance at December 31, 2015
|
11,068
|
|||
Charge for the year (Note 9)
|
7,578
|
|||
Amount in used
|
(3,425
|
)
|
||
Exchange differences
|
(550
|
)
|
||
Balance at December 31, 2016
|
14,671
|
2016
|
2015
|
|||||||||||||||
Non‑Current
US$’000 |
Current
US$’000 |
Non‑Current
US$’000 |
Current
US$’000 |
|||||||||||||
Loans and receivables from third parties
|
2,388
|
—
|
6,015
|
—
|
2016
|
||||||||||||||||||||||||
|
2018
US’000 |
|
2019
US’000 |
|
2020
US’000 |
|
2021
US’000 |
Other
US$’000 |
Total
US$’000 |
|||||||||||||||
Receivable from third parties
|
404
|
153
|
137
|
141
|
1,553
|
2,388
|
2015
|
||||||||||||||||||||||||
|
2017
US’000 |
|
2018
US’000 |
|
2019
US’000 |
|
2020
US’000 |
Other
US$’000 |
Total
US$’000 |
|||||||||||||||
Receivable from third parties
|
228
|
193
|
187
|
167
|
5,240
|
6,015
|
Percentage
of Ownership |
|||||||
Direct
|
Total
|
Line of Business
|
Registered
|
||||
Alabama Sand and Gravel, Inc.
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
Alden Resources, LLC
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
Alden Sales Corporation, LLC
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
Core Metals Group Holdings, LLC
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
Core Metals Group, LLC
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
Gatliff Services, LLC
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
GBG Holdings, LLC
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
Globe Metallurgical, Inc.
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
Globe Metals Enterprises, Inc.
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
GSM Alloys I, Inc.
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
GSM Alloys II, Inc.
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
GSM Enterprises Holdings, Inc.
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
LF Resources, Inc.
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
Norchem, Inc.
|
—
|
100.0
|
Electrometallurgy — North America
|
Florida — USA(2)
|
|||
QSIP Canada ULC
|
—
|
100.0
|
Electrometallurgy — North America
|
Canada(3)
|
|||
QSIP Sales ULC
|
—
|
100.0
|
Electrometallurgy — North America
|
Canada(3)
|
|||
Quebec Silicon LP
|
—
|
51.0
|
Electrometallurgy — North America
|
Canada(4)
|
|||
Tennessee Alloys Company, LLC
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
West Virginia Alloys, Inc.
|
—
|
100.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
WVA Manufacturing, LLC
|
—
|
51.0
|
Electrometallurgy — North America
|
Delaware — USA(1)
|
|||
Cuarzos Industriales, S.A.U.
|
—
|
100.0
|
Electrometallurgy — Europe
|
A Coruña — Spain(5)
|
|||
Ferroatlántica, S.A.U. — Electrometallurgy
|
—
|
100.0
|
Electrometallurgy — Europe
|
Madrid — Spain(6)
|
|||
FerroPem, S.A.S.
|
—
|
100.0
|
Electrometallurgy — Europe
|
France(7)
|
|||
Grupo FerroAtlántica, S.A.U
|
100.0
|
100.0
|
Electrometallurgy — Europe
|
Madrid — Spain(6)
|
|||
Hidro‑Nitro Española, S.A. — Electrometallurgy
|
—
|
100.0
|
Electrometallurgy — Europe
|
Madrid — Spain(6)
|
|||
Rocas, Arcillas y Minerales, S.A.
|
—
|
66.7
|
Electrometallurgy — Europe
|
A Coruña — Spain(8)
|
|||
Rebone Mining (Pty.), Ltd.
|
—
|
100.0
|
Electrometallurgy — South Africa
|
Polokwane — South Africa(9)
|
|||
Samquarz (Pty.), Ltd.
|
—
|
74.0
|
Electrometallurgy — South Africa
|
Delmas — South Africa(30)
|
|||
Silicon Smelters (Pty.), Ltd.
|
—
|
100.0
|
Electrometallurgy — South Africa
|
Polokwane — South Africa(9)
|
|||
Silicon Technology (Pty.), Ltd.
|
—
|
100.0
|
Electrometallurgy — South Africa
|
South Africa(29)
|
|||
Thaba Chueu Mining (Pty.), Ltd.
|
—
|
74.0
|
Electrometallurgy — South Africa
|
Polokwane — South Africa(9)
|
|||
Cuarzos Industriales de Venezuela (Cuarzoven), S.A.
|
—
|
100.0
|
Electrometallurgy — Venezuela
|
Venezuela(10)
|
|||
Ferroatlántica de Venezuela (FerroVen), S.A.
|
—
|
80.0
|
Electrometallurgy — Venezuela
|
Venezuela(10)
|
Percentage
of Ownership
|
|||||||
Direct | Total | Line of Business | Registered | ||||
Actifs Solaires Bécancour, Inc
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Canada(11)
|
|||
Emix, S.A.S.
|
—
|
100.0
|
Electrometallurgy — Other segments
|
France(12)
|
|||
Ferroatlántica Brasil Mineraçao Ltda.
|
—
|
70.0
|
Electrometallurgy — Other segments
|
Brazil(13)
|
|||
FerroAtlántica Canada Company Ltd
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Canada(32)
|
|||
Ferroatlántica de México, S.A. de C.V.
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Nueva León — Mexico(14)
|
|||
Ferroatlántica Deutschland, GmbH
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Germany(15)
|
|||
Ferroatlántica I+D, S.L.U.
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Madrid — Spain(6)
|
|||
FerroAtlántica India Private Limited
|
—
|
100.0
|
Electrometallurgy — Other segments
|
India(16)
|
|||
Ferroatlántica y Cía., F. de Ferroaleac. y Metales, S.C.
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Madrid — Spain(6)
|
|||
Ferroatlántica, S.A.U. — Other segments — Energy
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Madrid — Spain(6)
|
|||
FerroAtlática International Ltd
|
—
|
100.0
|
Electrometallurgy — Other segments
|
United Kingdom(17)
|
|||
Ferroglobe Services plc
|
100.0
|
100.0
|
Electrometallurgy — Other segments
|
United Kingdom(31)
|
|||
FerroManganese Mauritania SARL
|
—
|
90.0
|
Electrometallurgy — Other segments
|
Mauritania(18)
|
|||
Ferroquartz Company Ltd
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Canada(19)
|
|||
Ferroquartz Holdings, Ltd
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Hong Kong(20)
|
|||
FerroQuartz Mauritania SARL
|
—
|
80.0
|
Electrometallurgy — Other segments
|
Mauritania(18)
|
|||
FerroQuébec, Inc.
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Canada(20)
|
|||
FerroTambao, SARL
|
—
|
90.0
|
Electrometallurgy — Other segments
|
Burkina Faso(21)
|
|||
Ganzi Ferroatlántica Silicon Industry Company, Ltd.
|
—
|
75.0
|
Electrometallurgy — Other segments
|
Yuanyangba, Kanding Country (Sichuan) (China)(22)
|
|||
Globe Metales S.A.
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Argentina(23)
|
|||
Globe Specialty Metals, Inc.
|
100.0
|
100.0
|
Electrometallurgy — Other segments
|
Delaware — USA(1)
|
|||
Hidro‑Nitro Española, S.A. — Other segments — Energy(1)
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Madrid — Spain(6)
|
|||
Mangshi FerroAtlántica Mining Industry Service Company Ltd
|
—
|
100.0
|
Electrometallurgy — Other segments
|
MangShi, Dehong (Yunnan) (China)(24)
|
|||
MangShi Sinice Silicon Industry Company Limited
|
—
|
100.0
|
Electrometallurgy — Other segments
|
MangShi, Dehong (Yunnan) (China)(25)
|
|||
Ningxia Yongvey Coal Industrial Co., Ltd.
|
—
|
98.0
|
Electrometallurgy — Other segments
|
China(28)
|
|||
Photosil Industries, S.A.S.
|
—
|
100.0
|
Electrometallurgy — Other segments
|
France(26)
|
|||
Silicio FerroSolar, S.L.U
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Madrid — Spain(6)
|
|||
Solsil, Inc.
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Delaware — USA(1)
|
|||
Ultracore Energy S.A.
|
—
|
100.0
|
Electrometallurgy — Other segments
|
Argentina(27)
|
(1) |
The Corporation Trust Company, Corporation Trust Center, 1209 Orange Street, Wilmington, DE 19801
|
(2) |
C T Corporation System, 985 Seaway Drive, Suite‑A, Fort Pierce, FL 34949
|
(3) |
SUITE 900, 1959 UPPER WATER STREET, PO BOX 997, HALIFAX NS Canada B3J 2X2
|
(4) |
6500 Rue Yvon‑Trudeau, Becancour, QC G9H2V8
|
(5) |
Lugar San Pedro de Vilanova, s/n — Vedra
|
(6) |
P° Castellana N° 259‑D Planta 49a, 28046, Madrid
|
(7) |
517, Av. de la Boisse. Chambery
|
(8) |
Lugar San Pedro de Vilanova, s/n — Vedra, A Coruña
|
(9) |
Beyersnek Road Po Box 657, Polokwane 0700 ZA
|
(10) |
Av. Fuerzas Armadas. Sector Punta Cuchillos. Puerto Ordaz (Bolívar)
|
(11) |
Yvon‑Trudeau Street, Bécancour, Québec
|
(12) |
Parc d’Activités de la Croisière — 23300 Saint Maurice La Souterraine
|
(13) |
Rodovia GO 241KM22 — CEP 73.790‑000. CAVALCANTE — GOIÀS
|
(14) |
Mezcal, 207. Condominios La Antigua (Nuevo León)
|
(15) |
30, Hatzper Street. — Essen
|
(16) |
KHAITAN & CO. 13TH FLOOR, ONE INDIABULLS CENTRE, ELEPHINSTON ROAD
|
(17) |
125 Ols Broad Street, Ec2N 1AR, London
|
(18) |
C 80, Rue 26014, Ksar Ouest, Nouakchott, Mauritania
|
(19) |
Unit 1010, Miramar Tower, 132 Nathan Road, Tsimshatsui, Khowloon, Hong Kong
|
(20) |
32 Plante Street, Port‑Cartier, Québec, G5B 2W8
|
(21) |
01 BP 5853 Ouagadougou 01, rue Zuug‑Suiga nº 929 ZAD, secteur 30, Tambao
|
(22) |
Times Plaza 23 F‑9. ZongFu Road, 2. Chengdu (Sichuan)
|
(23) |
Pico 1641 — Floor 8th — Rooms A and C, Buenos Aires, Argentina
|
(24) |
Mangnong Village, Fengping Town, Mangshi City, Dehong Prefecture, Yunnan Province, China Postcode: 678 400
|
(25) |
Yunnan Province, Dehong Prefacture, MangShi City, Fengping Town, Mangnong Village
|
(26) |
Av. De la Boisse, 517 Chambery
|
(27) |
Pico 1641 — Floor 8th — Rooms A and C, Buenos Aires, Argentina
|
(28) |
Chonggang Industry Zone, Pingluo County, Shizuishan City, Ningxia, China
|
(29) |
La Lucia Ridge Office estate, 2 Pencarrow Crescent, Pencarrow Park, La lucia, 4051
|
(30) |
Portion 101 Farm Joubertsrus 310 JS, Voortrekker Road, Emalahleni, Mpumalanga, 1035
|
(31) |
5 Fleet Place, London, England, EC4M 7RD
|
(32) |
32 Plante Street, Port‑Cartier, Québec, G5B 2E4
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Finished industrial goods
|
116,629
|
238,729
|
||||||
Raw materials in progress and industrial supplies
|
176,568
|
148,871
|
||||||
Other inventories
|
23,708
|
40,800
|
||||||
Advances to suppliers
|
954
|
182
|
||||||
Less — Write‑downs
|
(1,157
|
)
|
(3,210
|
)
|
||||
316,702
|
425,372
|
Write‑downs
US$’000 |
||||
Balance at January 1, 2015
|
5,715
|
|||
Charge for the year (Note 9)
|
917
|
|||
Amount used
|
(2,870
|
)
|
||
Exchange differences
|
(552
|
)
|
||
Balance at December 31, 2015
|
3,210
|
|||
Charge for the year (Note 9)
|
||||
Amount used
|
(2,048
|
)
|
||
Exchange differences
|
(5
|
)
|
||
Balance at December 31, 2016
|
1,157
|
2016
|
2015
|
|||||||||||||||||||||||
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
|||||||||||||||||||
Guarantees and deposits given
|
1,139
|
—
|
1,139
|
3,680
|
—
|
3,680
|
||||||||||||||||||
Prepayments and accrued income
|
—
|
6,211
|
6,211
|
—
|
—
|
—
|
||||||||||||||||||
Biological assets
|
17,365
|
—
|
17,365
|
13,767
|
—
|
13,767
|
||||||||||||||||||
Other assets
|
1,741
|
3,599
|
5,340
|
3,168
|
10,134
|
13,302
|
||||||||||||||||||
Total
|
20,245
|
9,810
|
30,055
|
20,615
|
10,134
|
30,749
|
• |
The arm’s length price (market price) used by the market for wood of varying ages. It should be noted that Silicon Smelters does not normally use production cost to measure the wood.
|
• |
The wood pulp industry Mean Annual Increment (MAI) index of 15 for gum and 10.5 for pine is used to determine the annual growth rate of the plantations.
|
• |
The density index used to convert cubic meters of wood to metric tons is 0.94 for pine and 1 for wood pulp.
|
• |
Lastly, it should be noted that the foregoing assumptions were applied on a consistent basis in recent years.
|
2016(a)
|
||||||||||||||||
Limit
US$’000 |
Non‑Current
Amount Drawn Down US$’000 |
Current
Amount Drawn Down US$’000 |
Total
US$’000 |
|||||||||||||
Borrowings to finance investments
|
76,000
|
8,198
|
64,545
|
72,743
|
||||||||||||
Credit facilities(b)
|
453,000
|
171,260
|
166,950
|
338,210
|
||||||||||||
Discounted bills and notes
|
8,000
|
—
|
719
|
719
|
||||||||||||
Other
|
10,000
|
15
|
9,604
|
9,619
|
||||||||||||
Total
|
547,000
|
179,473
|
241,818
|
421,291
|
2015(a)
|
||||||||||||||||
Limit
US$’000 |
Non‑Current
Amount Drawn Down US$’000 |
Current
Amount Drawn Down US$’000 |
Total
US$’000 |
|||||||||||||
Borrowings to finance investments
|
153,000
|
57,278
|
50,641
|
107,919
|
||||||||||||
Credit facilities(b)
|
579,000
|
154,001
|
114,089
|
268,090
|
||||||||||||
Discounted bills and notes
|
7,000
|
—
|
783
|
783
|
||||||||||||
Other
|
30,000
|
12,397
|
17,041
|
29,438
|
||||||||||||
Total
|
769,000
|
223,676
|
182,554
|
406,230
|
(a) |
In February 2017, the Company issued Senior Notes in the amount of $350 million, which was primarily used to repay a majority of the amount drawn down as of December 31, 2016. See Note 28 for further detail about the refinancing arrangement.
|
(b) |
Includes a Revolving Credit Agreement acquired from the Business Combination. On August 20, 2013, GSM entered into a $300,000 thousand five‑year revolving multi‑currency credit facility, which includes a $10,000 thousand sublimit for swing line loans and a $25,000 thousand sublimit letter of credit facility. The credit facility refinanced existing debt under the revolving multi‑currency credit agreement dated May 31, 2012 and closing costs. At the GSM election, the credit facility may be increased by an amount up to $150,000 thousand in the aggregate; such increase may be in the form of term loans or increases in the revolving credit line, subject to lender commitments and certain conditions as described in the credit agreement. The agreement contains provisions for adding domestic and foreign subsidiaries of the Company as additional borrowers under the credit facility. The agreement terminates on August 20, 2018 and requires no scheduled prepayments before that date. Therefore, the Company classifies borrowings under this credit facility as long‑term liabilities.
|
2016
|
||||||||||||||||
Limit
US$’000 |
Non‑Current
Amount Drawn Down US$’000 |
Current
Amount Drawn Down US$’000 |
Total
US$’000 |
|||||||||||||
Borrowings in euros
|
276,000
|
54,458
|
179,900
|
234,358
|
||||||||||||
Borrowings in US Dollars
|
240,000
|
125,015
|
32,283
|
157,298
|
||||||||||||
Borrowings in other currencies
|
31,000
|
—
|
29,635
|
29,635
|
||||||||||||
Total
|
547,000
|
179,473
|
241,818
|
421,291
|
2015
|
||||||||||||||||
Limit
US$’000 |
Non‑Current
Amount Drawn Down US$’000 |
Current
Amount Drawn Down US$’000 |
Total
US$’000 |
|||||||||||||
Borrowings in euros
|
319,000
|
109,056
|
149,179
|
258,235
|
||||||||||||
Borrowings in US Dollars
|
320,000
|
100,048
|
3,080
|
103,128
|
||||||||||||
Borrowings in other currencies
|
130,000
|
14,572
|
30,295
|
44,867
|
||||||||||||
Total
|
769,000
|
223,676
|
182,554
|
406,230
|
2016
|
||||||||
|
2018
US’000 |
Total
US$’000 |
||||||
Borrowings to finance investments
|
8,198
|
8,198
|
||||||
Credit facilities
|
171,260
|
171,260
|
||||||
Other
|
15
|
15
|
||||||
Total
|
179,473
|
179,473
|
2015
|
||||||||||||||||||||||||
|
2017
US’000 |
|
2018
US’000 |
|
2019
US’000 |
|
2020
US’000 |
Other
US$’000 |
Total
US$’000 |
|||||||||||||||
Borrowings to finance investments
|
18,271
|
20,399
|
4,536
|
—
|
14,072
|
57,278
|
||||||||||||||||||
Credit facilities
|
17,194
|
136,807
|
—
|
—
|
—
|
154,001
|
||||||||||||||||||
Other
|
1,502
|
998
|
998
|
998
|
7,901
|
12,397
|
||||||||||||||||||
Total
|
36,967
|
158,204
|
5,534
|
998
|
21,973
|
223,676
|
2016
|
|||||||||||||||||
Purpose
|
Maturity
|
Limit
US$’000 |
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
||||||||||||
Corporate finance
|
2021
|
14,000
|
—
|
13,350
|
13,350
|
||||||||||||
Sundry investments in South Africa
|
2018
|
25,000
|
—
|
23,840
|
23,840
|
||||||||||||
Syndicated financing for sundry investments in France
|
2018
|
17,000
|
8,198
|
8,199
|
16,397
|
||||||||||||
Investments in MangShi plant
|
2019
|
14,000
|
—
|
13,176
|
13,176
|
||||||||||||
Acquisition of SamQuarz (Pty.), Ltd.
|
2018
|
6,000
|
—
|
5,781
|
5,781
|
||||||||||||
Others
|
—
|
—
|
199
|
199
|
|||||||||||||
Total
|
76,000
|
8,198
|
64,545
|
72,743
|
2015
|
|||||||||||||||||
Purpose
|
Maturity
|
Limit
US$’000 |
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
||||||||||||
Corporate finance
|
|||||||||||||||||
Sundry investments in South Africa
|
2016
|
21,000
|
—
|
20,616
|
20,616
|
||||||||||||
Sundry investments in South Africa
|
2018
|
16,000
|
—
|
13,549
|
13,549
|
||||||||||||
Syndicated financing for sundry investments in France
|
2026
|
36,000
|
6,772
|
3,472
|
10,244
|
||||||||||||
Investments in MangShi plant
|
2018
|
42,000
|
16,935
|
8,468
|
25,403
|
||||||||||||
Acquisition of SamQuarz (Pty.), Ltd.
|
2019
|
18,000
|
13,609
|
4,536
|
18,145
|
||||||||||||
Corporate investment financing
|
2018
|
6,000
|
5,890
|
—
|
5,890
|
||||||||||||
2021
|
14,000
|
14,072
|
—
|
14,072
|
|||||||||||||
Total
|
153,000
|
57,278
|
50,641
|
107,919
|
Deferred Tax
Assets US$’000 |
Deferred Tax
Liabilities US$’000 |
|||||||
Balance at December 31, 2014
|
20,606
|
49,631
|
||||||
Increases
|
1,080
|
9,542
|
||||||
Business combination
|
22,994
|
140,434
|
||||||
Decreases
|
(3,526
|
)
|
(10,692
|
)
|
||||
Exchange differences
|
(2,084
|
)
|
2,833
|
|||||
Balance at December 31, 2015
|
39,070
|
191,748
|
||||||
Increase
|
27,920
|
9,150
|
||||||
Business Combination
|
337
|
—
|
||||||
Decrease
|
(21,056
|
)
|
(62,128
|
)
|
||||
Exchange differences
|
(1,321
|
)
|
765
|
|||||
Balance at December 31, 2016
|
44,950
|
139,535
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Deferred tax assets:
|
||||||||
Non‑current assets
|
8,822
|
17,423
|
||||||
Provisions
|
15,418
|
14,819
|
||||||
Depreciation and amortization charge
|
807
|
2,580
|
||||||
Hedging instruments
|
199
|
1,762
|
||||||
Tax losses, incentives, reductions and credits carry forwards
|
19,391
|
2,404
|
||||||
Other
|
313
|
82
|
||||||
Total
|
44,950
|
39,070
|
||||||
Deferred tax liabilities:
|
||||||||
Non‑current assets
|
—
|
54,943
|
||||||
Depreciation and amortization charge
|
132,481
|
126,442
|
||||||
Inventories
|
1,441
|
6,966
|
||||||
Other
|
5,613
|
3,396
|
||||||
Total
|
139,535
|
191,748
|
2016
|
2015
|
|||||||||||||||||||||||
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
|||||||||||||||||||
Hydroelectrical installations (including power lines and concessions)
|
—
|
—
|
—
|
84,055
|
10,335
|
94,390
|
||||||||||||||||||
Other finance leases
|
3,385
|
1,852
|
5,237
|
5,713
|
3,094
|
8,807
|
||||||||||||||||||
3,385
|
1,852
|
5,237
|
89,768
|
13,429
|
103,197
|
|
2018
US’000 |
|
2019
US’000 |
|
2020
US’000 |
|
2021
US’000 |
Other
US$’000 |
Total
US$’000 |
|||||||||||||||
Other finance leases
|
1,391
|
942
|
446
|
471
|
135
|
3,385
|
||||||||||||||||||
Total
|
1,391
|
942
|
446
|
471
|
135
|
3,385
|
2016
|
2015
|
|||||||||||||||||||||||
Non‑
current US$’000 |
Current
US$’000 |
Total
US$’000 |
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
|||||||||||||||||||
Financial loans with government agencies investments
|
85,768
|
1,592
|
87,360
|
—
|
—
|
—
|
||||||||||||||||||
Derivatives
|
699
|
—
|
699
|
7,549
|
—
|
7,549
|
||||||||||||||||||
Total
|
86,467
|
1,592
|
88,059
|
7,549
|
—
|
7,549
|
2016
|
2015
|
||||||||||||||||||||||||||||||||||||
Nominal
Amount US$’000 |
Maturity
|
Fixed
Interest Rate |
Reference
Floating Interest Rate |
Market
Value US$’000 |
Nominal
Amount US$’000 |
Maturity
US$’000 |
Fixed
Interest Rate |
Reference
Floating Interest Rate |
Market
Value US$’000 |
||||||||||||||||||||||||||||
Lease of hydroelectrical installations
|
—
|
—
|
—
|
—
|
—
|
130,644
|
2022
|
2.05
|
%
|
6‑month Euribor
|
(6,363
|
)
|
|||||||||||||||||||||||||
Financing for investments in Chinese subsidiaries
|
26,353
|
2019
|
2.81
|
%
|
6‑month Euribor
|
(699
|
)
|
27,218
|
2019
|
2.81
|
%
|
6‑month Euribor
|
(1,150
|
)
|
|||||||||||||||||||||||
Other Financing
|
—
|
(36
|
)
|
||||||||||||||||||||||||||||||||||
(699
|
)
|
(7,549
|
)
|
2016
|
||||||||||||||||
Total
US$’000 |
Level 1
US$’000 |
Level 2
US$’000 |
Level 3
US$’000 |
|||||||||||||
Non‑current non‑financial assets:
|
||||||||||||||||
Biological assets (see Note 24)
|
17,365
|
—
|
—
|
17,365
|
||||||||||||
Financial liabilities:
|
||||||||||||||||
Other financial liabilities — derivatives
|
699
|
—
|
699
|
—
|
2015
|
||||||||||||||||
Total
US$’000 |
Level 1
US$’000 |
Level 2
US$’000 |
Level 3
US$’000 |
|||||||||||||
Non‑current non‑financial assets:
|
||||||||||||||||
Biological assets (see Note 24)
|
13,767
|
—
|
—
|
13,767
|
||||||||||||
Financial liabilities:
|
||||||||||||||||
Other financial liabilities — derivatives
|
7,549
|
—
|
7,549
|
—
|
Level 3
Balance US$’000 |
||||
January 1, 2015
|
17,495
|
|||
Profit for the year (revaluation) (Note 10)
|
1,336
|
|||
Translation differences and other
|
(5,064
|
)
|
||
December 31, 2015
|
13,767
|
|||
Profit for the year (revaluation) (Note 10)
|
1,891
|
|||
Translation differences and other
|
1,707
|
|||
December 31, 2016
|
17,365
|
2016
|
2015
|
|||||||||||||||||||||||
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
|||||||||||||||||||
Payable to suppliers
|
153,289
|
153,289
|
—
|
143,390
|
143,390
|
|||||||||||||||||||
Trade notes and bills payable
|
4,417
|
4,417
|
—
|
3,683
|
3,683
|
|||||||||||||||||||
Payable to non‑current asset suppliers
|
—
|
1,105
|
1,105
|
—
|
1,993
|
1,993
|
||||||||||||||||||
Guarantees and deposits
|
36
|
—
|
36
|
35
|
—
|
35
|
||||||||||||||||||
Remuneration payable
|
—
|
34,182
|
34,182
|
—
|
37,141
|
37,141
|
||||||||||||||||||
Tax payables
|
—
|
12,403
|
12,403
|
—
|
15,598
|
15,598
|
||||||||||||||||||
Current income tax liabilities
|
—
|
961
|
961
|
—
|
10,887
|
10,887
|
||||||||||||||||||
Other liabilities
|
5,701
|
17,090
|
22,791
|
4,482
|
67,176
|
71,658
|
||||||||||||||||||
Payables to related parties (note 39)
|
—
|
30,738
|
30,738
|
—
|
7,827
|
7,827
|
||||||||||||||||||
5,737
|
254,185
|
259,922
|
4,517
|
287,695
|
292,212
|
2016
|
2015
|
|||||||||||||||||||||||
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
|||||||||||||||||||
VAT
|
—
|
1,853
|
1,853
|
—
|
464
|
464
|
||||||||||||||||||
Accrued social security taxes payable
|
—
|
3,940
|
3,940
|
—
|
6,605
|
6,605
|
||||||||||||||||||
Personal income tax withholding payable
|
—
|
855
|
855
|
—
|
909
|
909
|
||||||||||||||||||
Other
|
—
|
5,755
|
5,755
|
—
|
7,620
|
7,620
|
||||||||||||||||||
—
|
12,403
|
12,403
|
—
|
15,598
|
15,598
|
2016
|
2015
|
|||||||||||||||||||||||
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
Non‑
Current US$’000 |
Current
US$’000 |
Total
US$’000 |
|||||||||||||||||||
Provision for pensions
|
60,660
|
216
|
60,876
|
58,308
|
195
|
58,503
|
||||||||||||||||||
Environmental provisions
|
2,778
|
305
|
3,083
|
2,373
|
352
|
2,725
|
||||||||||||||||||
Provision for litigation
|
—
|
—
|
—
|
—
|
787
|
787
|
||||||||||||||||||
Provisions for third party liability
|
5,822
|
13
|
5,835
|
5,323
|
1,965
|
7,288
|
||||||||||||||||||
Other Provisions
|
12,697
|
19,093
|
31,790
|
15,849
|
5,711
|
21,560
|
||||||||||||||||||
81,957
|
19,627
|
101,584
|
81,853
|
9,010
|
90,863
|
Provision for
Pensions (Note 36) US$’000 |
Environmental
Provision US$’000 |
Provisions for
Litigation in Progress US$’000 |
Provisions for
Third‑Party Liability US$’000 |
Other
Provisions US$’000 |
Total
US$’000 |
|||||||||||||||||||
Balance at January 1, 2015
|
44,927
|
1,903
|
807
|
8,909
|
120
|
56,666
|
||||||||||||||||||
Charges for the year
|
5,208
|
139
|
331
|
2,270
|
4,003
|
11,951
|
||||||||||||||||||
Provisions reversed with a credit to income
|
(149
|
)
|
(55
|
)
|
(265
|
)
|
(232
|
)
|
—
|
(701
|
)
|
|||||||||||||
Incorporation to the scope of consolidation
|
20,582
|
978
|
—
|
—
|
17,756
|
39,316
|
||||||||||||||||||
Amounts used
|
(2,928
|
)
|
—
|
—
|
(4,356
|
)
|
(275
|
)
|
(7,559
|
)
|
||||||||||||||
Provision against equity
|
(756
|
)
|
—
|
—
|
—
|
—
|
(756
|
)
|
||||||||||||||||
Exchange differences and others
|
(8,381
|
)
|
(240
|
)
|
(86
|
)
|
697
|
(44
|
)
|
(8,054
|
)
|
|||||||||||||
Balance at December 31, 2015
|
58,503
|
2,725
|
787
|
7,288
|
21,560
|
90,863
|
||||||||||||||||||
Charges for the year
|
6,009
|
272
|
—
|
—
|
6,777
|
13,058
|
||||||||||||||||||
Provisions reversed with a credit to income
|
—
|
—
|
—
|
(1,765
|
)
|
(156
|
)
|
(1,921
|
)
|
|||||||||||||||
Amounts used
|
(4,812
|
)
|
(62
|
)
|
—
|
(189
|
)
|
(2,508
|
)
|
(7,571
|
)
|
|||||||||||||
Provision against equity
|
(4,297
|
)
|
—
|
—
|
—
|
—
|
(4,297
|
)
|
||||||||||||||||
Transfers from/(to) other accounts
|
—
|
—
|
(787
|
)
|
—
|
7,384
|
6,597
|
|||||||||||||||||
Exchange differences and others
|
5,473
|
148
|
—
|
501
|
61
|
6,183
|
||||||||||||||||||
Transfer to liabilities associated with assets held for sale (see Note 14)
|
—
|
—
|
—
|
—
|
(1,328
|
)
|
(1,328
|
)
|
||||||||||||||||
Balance at 31 December 2016
|
60,876
|
3,083
|
—
|
5,835
|
31,790
|
101,584
|
Name
|
Number of shares beneficially owned
|
Percentage of outstanding shares
|
||||||
Grupo Villar Mir, S.A.U.
|
94,554,634
|
55.0
|
%
|
2016
|
2015
|
|||||||
US$’000
|
US$’000
|
|||||||
Actuarial gains and losses
|
(7,509
|
)
|
(11,806
|
)
|
||||
Hedging instruments and other
|
(4,378
|
)
|
(6,629
|
)
|
||||
Total
|
(11,887
|
)
|
(18,435
|
)
|
• |
Cash flows from continuing operations.
|
• |
Long‑term corporate financing through each of the Company’s main subsidiaries in local currencies.
|
• |
Revolving credit facilities taken out by the Company to provide subsidiaries financing.
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Consolidated equity
|
892,042
|
1,294,973
|
||||||
Gross financial debt(*)(**)
|
514,587
|
516,976
|
||||||
Cash and cash equivalents
|
(196,931
|
)
|
(116,666
|
)
|
||||
Net financial debt
|
317,656
|
400,310
|
||||||
Net financial debt/Consolidated equity(***)
|
35.61
|
%
|
30.91
|
%
|
(*) |
Including the carrying amount (fair value) of the hedging derivatives recognized, arranged by several subsidiaries.
|
(**) |
As of December 31, 2016 this caption, due to its classification as “held for the sales” the balances corresponding to the Spanish energy business, do not contain the “gross financial debt” nor “cash and cash equivalents” that amount to $86,959 thousand and $51 thousand, respectively. Consequently, if these balances were included, the “Net financial debt” would be $404,615 thousand, and the ratio “Net financial debt/Consolidated equity” of 45.4%.
|
(***) |
Some bank borrowings require a leverage ratio lower than 100%.
|
2016(*)
|
2015
|
|||||||||||||||
Balance
US$’000 |
%
|
Balance
US$’000 |
%
|
|||||||||||||
Non‑current gross financial debt
|
269,325
|
52.34
|
%
|
320,993
|
62.09
|
%
|
||||||||||
Current gross financial debt
|
245,262
|
47.66
|
%
|
195,983
|
37.91
|
%
|
||||||||||
Gross financial debt
|
514,587
|
100.00
|
%
|
516,976
|
100.00
|
%
|
(*) |
As of December 31, 2016 this caption, due to its classification as “held for sale” the balances corresponding to the Spanish energy business (see Note 1), do not contain the “non‑current gross financial debt” nor “Current gross financial debt” amounted $76,452 thousand and $10,507 thousand, respectively. Consequently, if these balances were taken, the “Gross financial debt” would be $601,546 thousand.
|
Balance
(US$’000) |
|
January 1, 2015
|
17,978
|
Loss for the year
|
(15,204)
|
Business combination
|
144,533
|
Translation differences and other
|
(5,484)
|
December 31, 2015
|
141,823
|
Loss for the year
|
(20,186)
|
Translation differences and other
|
3,919
|
December 31, 2016
|
125,556
|
2016
|
||||||||
WVA
|
QSLP
|
|||||||
US$’000
|
US$’000
|
|||||||
Balance Sheet
|
||||||||
Non‑current assets
|
69,329
|
30,410
|
||||||
Current assets
|
34,116
|
64,307
|
||||||
Non‑current liabilities
|
4,226
|
12,276
|
||||||
Current liabilities
|
16,121
|
17,016
|
||||||
Income Statement
|
||||||||
Sales
|
165,640
|
96,869
|
||||||
Operating profit
|
6,197
|
833
|
||||||
Profit before taxes
|
6,209
|
886
|
||||||
Net Income
|
9,782
|
886
|
||||||
Cash Flow
|
||||||||
Cash flows from operating activities
|
10,012
|
4,690
|
||||||
Cash flows from investing activities
|
(8,496
|
)
|
(6,142
|
)
|
||||
Cash flows from financing activities
|
—
|
—
|
||||||
Exchange differences on cash and cash equivalents in foreign currencies
|
—
|
85
|
||||||
Beginning balance of cash and cash equivalents
|
—
|
2,109
|
||||||
Ending balance of cash and cash equivalents
|
1,516
|
742
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Minimum operating lease payments
|
||||||||
Within 1 year
|
1,788
|
2,067
|
||||||
Between 1 & 5 years
|
5,555
|
8,412
|
||||||
After 5 years
|
2,315
|
11,033
|
||||||
9,658
|
21,512
|
a. |
Stock plan
|
Option Series
|
Number
|
Grant Date
|
Expiration
|
Exercise
Price |
Fair Value at
Grant Date |
||||||
Equity Incentive plan
|
264,933
|
November 24, 2016
|
November 24, 2019
|
Nil
|
$11.81
|
Option Series
|
Date of Grant
|
Vesting Conditions
|
|||
Equity Incentive plan
|
November 24, 2016
|
30% total shareholder return (“TSR”) relative to a comparator group
|
|||
30% TSR relative to S&P Global 1200 Metals and Mining Index
|
|||||
20% return on invested capital (“ROIC”)
|
|||||
20% net operating profit after tax (“NOPAT”)
|
Equity Incentive plan — November 24, 2016
|
||
Grant date share price
|
$11.81
|
|
Exercise price
|
Nil — awards are free to the recipient therefore have an exercise price of nil.
|
|
Expected volatility
|
44.83%
|
|
Option life
|
3.00 years
|
|
Dividend yield
|
0%
|
|
Risk‑free interest rate
|
1.39%
|
|
TSR performance conditions:
|
||
Comparator companies — volatility
|
For each company in the TSR comparator group, we have calculated the volatility using the same method used to calculate the Company’s volatility, using historical data (where available) which matches the length of the performance period remaining at grant date (i.e. 2.1 years).
|
|
Comparator companies — correlation
|
Correlations above 20% are considered significant and have been incorporated into the valuation model (100% represents perfect positive correlation and 0% represents no correlation)
|
|
TSR performance and averaging periods
|
The Company’s TSR was 40.0% compared to a median comparator group TSR of 56.4% (Part A) and median index TSR of 45.65% (Part B).
|
|
For both parts of the award this decreases the fair value of this part of the award compared to that of a value excluding this known data as the Company is starting from a disadvantaged position.
|
b. |
Options assumed under business combination
|
Number of
Options |
Weighted‑
Average Exercise Price $ |
Weighted‑
Average Remaining Contractual Term in Years |
Aggregate
Intrinsic Value $ |
|||||||||||||
Outstanding as of December 31, 2015
|
1,310,666
|
16.80
|
||||||||||||||
Expired
|
(681,288
|
)
|
18.83
|
|||||||||||||
Outstanding as of December 31, 2016
|
629,378
|
14.59
|
1.75
|
580
|
||||||||||||
Exercisable as of December 31, 2016
|
588,545
|
14.30
|
1.69
|
580
|
Risk‑free interest rate
|
1.33 to 1.53%
|
|||
Expected dividend yield
|
2.98%
|
|
||
Expected volatility
|
35.07 to 37.23%
|
|||
Expected term (years)
|
3.00 to 5.00
|
c. |
Executive bonus plan assumed under business combination
|
d. |
Stock appreciation rights assumed under business combination
|
e. |
Unearned compensation expense
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Obligations at beginning of year
|
26,834
|
30,115
|
||||||
Current service cost
|
1,530
|
1,545
|
||||||
Borrowing costs
|
527
|
531
|
||||||
Actuarial differences
|
2,854
|
(846
|
)
|
|||||
Benefits paid
|
(972
|
)
|
(1,016
|
)
|
||||
Exchange differences
|
(1,040
|
)
|
(3,495
|
)
|
||||
Obligations at end of year
|
29,733
|
26,834
|
|
2016
US’000 |
|||
2017
|
1,372
|
|||
2018
|
1,189
|
|||
2019
|
1,183
|
|||
2020
|
1,431
|
|||
2021
|
1,139
|
|||
Years 2022 ‑ 2026
|
8,792
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Obligations at beginning of year
|
7,989
|
9,933
|
||||||
Current service cost
|
307
|
522
|
||||||
Borrowing costs
|
817
|
153
|
||||||
Actuarial differences
|
(998
|
)
|
90
|
|||||
Benefits paid
|
(424
|
)
|
(333
|
)
|
||||
Exchange differences
|
1,069
|
(2,376
|
)
|
|||||
Obligations at end of year
|
8,760
|
7,989
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Cash
|
17.42
|
%
|
10.15
|
%
|
||||
Equity
|
35.31
|
%
|
39.45
|
%
|
||||
Bond
|
13.23
|
%
|
15.98
|
%
|
||||
Property
|
2.76
|
%
|
2.63
|
%
|
||||
International
|
25.47
|
%
|
28.46
|
%
|
||||
Others
|
5.81
|
%
|
3.33
|
%
|
||||
Total
|
100.00
|
%
|
100.00
|
%
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Fair value of plan assets at the beginning of the year
|
2,703
|
3,676
|
||||||
Interest income on assets
|
284
|
216
|
||||||
Benefits paid
|
—
|
(579
|
)
|
|||||
Actuarial differences
|
(112
|
)
|
69
|
|||||
Other
|
657
|
(679
|
)
|
|||||
Fair value of plan assets at the end of the year
|
3,532
|
2,703
|
||||||
Actual return on assets
|
165
|
285
|
|
2016
US’000 |
|
2015
US’000 |
|||||
Obligations at beginning of year
|
3,089
|
2,565
|
||||||
Current service cost
|
89
|
613
|
||||||
Borrowing costs
|
535
|
3,953
|
||||||
Actuarial differences
|
2,262
|
—
|
||||||
Benefits paid
|
(135
|
)
|
(303
|
)
|
||||
Exchange differences
|
(2,885
|
)
|
(3,739
|
)
|
||||
Obligations at end of year
|
2,955
|
3,089
|
France
|
South Africa
|
Venezuela
|
||||||||||||||||||||
2016
|
2015
|
2016
|
2015
|
2016
|
2015
|
|||||||||||||||||
Salary increase
|
1.60% ‑ 6.10%
|
1.60% ‑ 6.10%
|
8.2
|
%
|
8.3
|
%
|
60
|
%
|
60
|
%
|
||||||||||||
Discount rate
|
2% |
|
2%
|
|
9.8
|
%
|
9.5
|
%
|
76.80
|
%
|
66.40
|
%
|
||||||||||
Expected inflation rate
|
1.60% |
|
1.60%
|
|
7.2
|
%
|
7.2
|
%
|
200
|
%
|
60
|
%
|
||||||||||
Mortality
|
TGH05/TGF05
|
TGH05/TGF05
|
PA(90
|
) |
N/A
|
UP94
|
UP94
|
|||||||||||||||
Retirement age
|
65 | 65 |
63
|
63
|
63
|
63
|
2016
|
2015
|
|||||||||||||||||||||||||||||||
USA
|
Canada
|
USA
|
Canada
|
|||||||||||||||||||||||||||||
Pension
Plans US$’000 |
Pension
Plans US$’000 |
Post‑
retirement Plans US$’000 |
Total
US$’000 |
Pension
Plans US$’000 |
Pension
Plans US$’000 |
Post‑
retirement Plans US$’000 |
Total
US$’000 |
|||||||||||||||||||||||||
Benefit obligation
|
36,762
|
21,854
|
7,382
|
65,998
|
37,394
|
20,657
|
7,304
|
65,355
|
||||||||||||||||||||||||
Fair value of plan assets
|
(29,711
|
)
|
(16,859
|
)
|
—
|
(46,570
|
)
|
(29,427
|
)
|
(15,346
|
)
|
—
|
(44,773
|
)
|
||||||||||||||||||
Provision for pensions
|
7,051
|
4,995
|
7,382
|
19,428
|
7,967
|
5,311
|
7,304
|
20,582
|
North America — 2016
|
North America — 2015
|
|||||||||||||||||||||||
USA
|
Canada
|
USA
|
Canada
|
|||||||||||||||||||||
Pension
Plan |
Pension
Plan |
Post retirement
Plan |
Pension
Plan |
Pension
Plan |
Post retirement
Plan |
|||||||||||||||||||
Salary increase
|
N/A
|
2.75% ‑ 3.00%
|
N/A
|
N/A
|
2.75% ‑ 3.00%
|
N/A
|
||||||||||||||||||
Discount rate
|
3.75% ‑ 4.00%
|
3.95
|
%
|
4.05
|
%
|
3.75% ‑ 4.00%
|
4.15
|
%
|
4.20
|
%
|
||||||||||||||
Expected inflation rate
|
N/A
|
N/A
|
N/A
|
N/A
|
N/A
|
N/A
|
||||||||||||||||||
Mortality
|
SOA RP‑2014 Total Dataset Mortality
|
CPM2014‑
Private |
CPM2014‑
Private |
RP‑2014 Blue Collar
|
CPM2014‑
Private |
CPM2014‑
Private |
||||||||||||||||||
Retirement age
|
65
|
65
|
55
|
65
|
60
|
60
|
Pension
Plans US$’000 |
Non‑pension
Postretirement Plans US$’000 |
|||||||
2017
|
3,077
|
216
|
||||||
2018
|
3,183
|
218
|
||||||
2019
|
3,253
|
220
|
||||||
2020
|
3,291
|
219
|
||||||
2021
|
3,315
|
226
|
||||||
Years 2022 ‑ 2026
|
17,035
|
1,335
|
2016
|
||||||||||||||||
USA
|
Canada
|
|||||||||||||||
Pension
Plans US$’000 |
Pension
Plans US$’000 |
Post‑retirement
Plans US$’000 |
Total
US$’000 |
|||||||||||||
Obligations at beginning of year
|
37,394
|
20,657
|
7,304
|
65,355
|
||||||||||||
Service cost
|
226
|
165
|
252
|
643
|
||||||||||||
Borrowing cost
|
1,449
|
877
|
317
|
2,643
|
||||||||||||
Actuarial differences
|
(503
|
)
|
384
|
(594
|
)
|
(713
|
)
|
|||||||||
Benefits paid
|
(1,732
|
)
|
(927
|
)
|
(138
|
)
|
(2,797
|
)
|
||||||||
Exchange differences
|
—
|
698
|
241
|
939
|
||||||||||||
Expenses
|
(72
|
)
|
—
|
—
|
(72
|
)
|
||||||||||
Plan amendments
|
—
|
—
|
—
|
—
|
||||||||||||
Obligations at end of year
|
36,762
|
21,854
|
7,382
|
65,998
|
|
2016
US$’000 |
|
2015
US$’000 |
|||||
Cash
|
2
|
%
|
1
|
%
|
||||
Equity Mutual Funds
|
46
|
%
|
54
|
%
|
||||
Fixed Income Securities
|
50
|
%
|
43
|
%
|
||||
Real Estate Mutual Funds
|
2
|
%
|
2
|
%
|
||||
Total
|
100
|
%
|
100
|
%
|
2016
|
||||||||||||
USA
|
Canada
|
|||||||||||
Pension
Plans US$’000 |
Pension
Plans US$’000 |
Total
US$’000 |
||||||||||
Fair value of plan assets at the beginning of the year
|
29,427
|
15,346
|
44,773
|
|||||||||
Interest income on assets
|
1,130
|
663
|
1,793
|
|||||||||
Benefits paid
|
(1,732
|
)
|
(927
|
)
|
(2,659
|
)
|
||||||
Actuarial return (loss) on plan assets
|
936
|
444
|
1,380
|
|||||||||
Other
|
(50
|
)
|
1,333
|
1,283
|
||||||||
Fair value of plan assets at the end of the year
|
29,711
|
16,859
|
46,570
|
b. |
Other Benefit Plans
|
a) |
Market risk
|
• |
Foreign currency risk: the Company’s international activity generates exposure to foreign currency risk. Foreign currency risk arises when future commercial transactions and assets and liabilities are denominated in a currency other than the functional currency of the Company that performs the transaction or recognizes the asset or liability. The main exposure for the Company to foreign currency risk is that relating to the US dollar against the euro.
|
• |
Interest rate risk: this risk arises mainly from financial liabilities at floating interest rates.
|
b) |
Credit risk
|
• |
Trade and other receivables.
|
• |
Investments considered to be cash and cash equivalents.
|
c) |
Liquidity risk
|
• |
Long‑term financing arrangements which are generally used to finance the operations of any significant subsidiary. The debt repayment profiles are established based on the capacity of each business to generate funds, allowing for variability depending on the expected cash flows for each business. Each long‑term contract usually provides for lines to finance working capital requirements at the operating subsidiary level. This ensures that sufficient financing is available to meet deadlines and maturities, which significantly mitigates liquidity risk.
|
• |
Parent company financing, which is mainly used to provide liquidity for the operations of the Company as a whole, and to finance start up projects that require the initial support of the parent company.
|
• |
The Company arranges firm commitments from leading financial institutions to purchase trade receivables through non‑recourse factoring arrangements. Under these agreements, the Company pays a fee to the bank for assuming its credit risk, plus interest on the financing received.
|
d) |
Capital risk
|
e) |
Quantitative information
|
i. |
Credit risk:
|
2016
|
2015
|
|||||||
Percentage of accounts receivable secured through credit insurance
|
74
|
%
|
58
|
%
|
ii. |
Interest rate risk:
|
2016(*)
|
2015
|
|||||||
Percentage of financial debt tied to fixed rates
|
15
|
%
|
1
|
%
|
||||
Percentage of financial debt secured with hedge
|
3
|
%
|
32
|
%
|
||||
____________________ |
(*) |
As of December 31, 2016 due to its classification as “held for the sales” the balances corresponding to the Spanish energy business (see Note 1), do not contain the ‘financial debt’ captions of the referred business. Consequently, if these balances were included, the ratio ‘Percentage of bank borrowings tied to fixed rates’ would be 13.2%, and the ratio ‘Percentage of bank borrowings secured with hedge’ of 15.9%.
|
iii. |
Foreign currency risk:
|
2016
|
2015
|
|||||||
Percentage of accounts receivable in currencies for which foreign currency swaps have been arranged
|
13.7
|
%
|
25.3
|
%
|
||||
Percentage of accounts payable in currencies for which foreign currency swaps have been arranged
|
2.5
|
%
|
21.5
|
%
|
2016
$ million |
2015
$ million |
|||||||
Exchange Rate
|
||||||||
+10% (appreciation of the euro)
|
2.5
|
1.1
|
||||||
−10% (depreciation of the euro)
|
(2.5
|
)
|
(0.4
|
)
|
2016
|
||||||||||||||||
Receivables
|
Payables
|
|||||||||||||||
Non‑Current
US$’000 |
Current
US$’000 |
Non‑Current
US$’000 |
Current
US$’000 |
|||||||||||||
Inmobiliaria Espacio, S.A.
|
—
|
2,664
|
—
|
1,751
|
||||||||||||
Grupo Villar Mir, S.A.U.
|
—
|
6,743
|
—
|
—
|
||||||||||||
Marco International
|
—
|
756
|
—
|
—
|
||||||||||||
Enérgya VM Generación, S.L
|
—
|
—
|
—
|
23
|
||||||||||||
Enérgya VM Gestión, S.L
|
—
|
1,765
|
—
|
—
|
||||||||||||
Villar Mir Energía, S.L.U.
|
2,108
|
39
|
—
|
5,239
|
||||||||||||
Espacio Information Technology, S.A.U.
|
—
|
—
|
—
|
130
|
||||||||||||
Alloys International
|
—
|
—
|
—
|
918
|
||||||||||||
Blue Power Corporation, S.L.
|
9,845
|
—
|
—
|
—
|
||||||||||||
Key management personnel (Note 25)
|
—
|
—
|
—
|
22,672
|
||||||||||||
Other related parties
|
—
|
4
|
—
|
5
|
||||||||||||
11,953
|
11,971
|
—
|
30,738
|
2015
|
||||||||||||||||
Receivables
|
Payables
|
|||||||||||||||
Non‑Current
US$’000 |
Current
US$’000 |
Non‑Current
US$’000 |
Current
US$’000 |
|||||||||||||
Inmobiliaria Espacio, S.A.
|
—
|
8,383
|
—
|
447
|
||||||||||||
Marco International
|
—
|
132
|
—
|
1,678
|
||||||||||||
Enérgya VM Generación, S.L
|
—
|
2,376
|
—
|
—
|
||||||||||||
Enérgya VM Gestión, S.L
|
—
|
36
|
—
|
5,702
|
||||||||||||
Other related parties
|
—
|
23
|
—
|
—
|
||||||||||||
—
|
10,950
|
—
|
7,827
|
2016
|
||||||||||||||||||||||||
Receivables
|
Payables
|
|||||||||||||||||||||||
Financial
|
Commercial
|
Financial
|
Commercial
|
|||||||||||||||||||||
Non‑Current
US$’000 |
Non‑Current
US$’000 |
Current
US$’000 |
Non‑Current
US$’000 |
Current
US$’000 |
Non‑Current
US$’000 |
|||||||||||||||||||
Enérgya VM Generación, S.L
|
—
|
—
|
2,792
|
—
|
—
|
—
|
||||||||||||||||||
Villar Mir Energía, S.L.U.
|
—
|
—
|
—
|
—
|
—
|
231
|
||||||||||||||||||
Other related parties
|
—
|
—
|
—
|
—
|
—
|
23
|
||||||||||||||||||
—
|
—
|
2,792
|
—
|
—
|
254
|
2016
|
||||||||||||||||||||
Sales and
operating income US$’000 |
Cost of
sales US$’000 |
Staff costs
US$’000 |
Other
operating US$’000 |
Finance
income (Note 12) US$’000 |
||||||||||||||||
Immobiliaria Espacio, S.A.
|
—
|
—
|
—
|
2
|
74
|
|||||||||||||||
Grupo Villar Mir, S.A.U.
|
403
|
—
|
—
|
—
|
—
|
|||||||||||||||
Villar Mir Energía, S.L.U.
|
45
|
69,083
|
—
|
525
|
—
|
|||||||||||||||
Espacio Information Technology, S.A.U.
|
—
|
—
|
—
|
4,049
|
—
|
|||||||||||||||
Enérgya VM Gestión, S.L
|
—
|
253
|
—
|
—
|
||||||||||||||||
Marco International
|
765
|
5,212
|
—
|
—
|
—
|
|||||||||||||||
Key management personnel (Note 25)
|
—
|
—
|
10,080
|
—
|
—
|
|||||||||||||||
Other related aprties
|
—
|
—
|
—
|
85
|
—
|
|||||||||||||||
1,213
|
74,548
|
10,080
|
4,661
|
74
|
2015
|
||||||||||||||||||||
Sales and
operating income US$’000 |
Cost of
sales US$’000 |
Staff costs
US$’000 |
Other
operating US$’000 |
Finance
income (Note 12) US$’000 |
||||||||||||||||
Immobiliaria Espacio, S.A.
|
—
|
—
|
—
|
3
|
170
|
|||||||||||||||
Grupo Villar Mir, S.A.U.
|
—
|
—
|
—
|
—
|
255
|
|||||||||||||||
Torre Espacio Castellana, S.A.U.
|
—
|
—
|
—
|
1,138
|
||||||||||||||||
Villar Mir Energía, S.L.U.
|
66
|
85,511
|
—
|
587
|
—
|
|||||||||||||||
Espacio Information Technology, S.A.U.
|
—
|
—
|
—
|
2,581
|
—
|
|||||||||||||||
Marco International
|
—
|
360
|
—
|
—
|
—
|
|||||||||||||||
Key management personnel (Note 25)
|
—
|
—
|
3,909
|
|||||||||||||||||
Other related aprties
|
1
|
—
|
—
|
156
|
—
|
|||||||||||||||
67
|
85,871
|
3,909
|
4,465
|
425
|
2016
|
||||||||||||||||||||
Sales and
Operating Income US$’000 |
Cost of
Sales US$’000 |
Staff costs
US$’000 |
Other
Operating Expenses US$’000 |
Finance
Income (Note 12) US$’000 |
||||||||||||||||
Enérgya VM Generación, S.L.
|
20,553
|
—
|
—
|
503
|
—
|
|||||||||||||||
Villar Mir Energía, S.L.U.
|
—
|
—
|
—
|
3,101
|
—
|
|||||||||||||||
Other related parties
|
—
|
—
|
—
|
7
|
—
|
|||||||||||||||
20,553
|
—
|
—
|
3,611
|
—
|
2015
|
||||||||||||||||||||
Sales and
Operating Income US$’000 |
Cost of
Sales US$’000 |
Staff costs
US$’000 |
Other
Operating Expenses US$’000 |
Finance
Income (Note 12) US$’000 |
||||||||||||||||
Enérgya VM Generación, S.L.
|
28,881
|
—
|
—
|
306
|
—
|
|||||||||||||||
Villar Mir Energía, S.L.U.
|
—
|
—
|
—
|
4,263
|
—
|
|||||||||||||||
28,881
|
—
|
—
|
4,569
|
—
|
|
2016
US$’000 |
|
2015
US$’000 |
|||||
Fixed remuneration
|
4,494
|
2,054
|
||||||
Variable remuneration
|
3,258
|
1,658
|
||||||
Contributions to pension plans and insurance policies
|
281
|
152
|
||||||
Other remuneration
|
177
|
45
|
||||||
8,210
|
3,909
|
Note
|
31 December
2016 $’000 |
31 December
2015 $’000 |
||||||||||
Current assets
|
||||||||||||
Trade and other receivables
|
4
|
1,117
|
84
|
|||||||||
Cash at bank and in hand
|
19,218
|
133
|
||||||||||
Other current assets
|
1,613
|
—
|
||||||||||
Total current assets
|
21,948
|
217
|
||||||||||
Non‑Current assets
|
||||||||||||
Investments in Group Subsidiaries
|
3
|
1,018,461
|
1,018,461
|
|||||||||
Total assets
|
1,040,409
|
1,018,678
|
||||||||||
Current liabilities
|
||||||||||||
Bank borrowing
|
6
|
(19,035
|
)
|
—
|
||||||||
Trade and other payables
|
5
|
(105,692
|
)
|
(28,911
|
)
|
|||||||
Other current liabilities
|
(2,325
|
)
|
—
|
|||||||||
Total current liabilities
|
(127,053
|
)
|
(28,911
|
)
|
||||||||
Total liabilities
|
(127,053
|
)
|
(28,911
|
)
|
||||||||
Net assets
|
913,356
|
989,767
|
||||||||||
Capital and reserves
|
||||||||||||
Share capital
|
1,795
|
1,288,862
|
||||||||||
Other reserves
|
(279,917
|
)
|
(280,023
|
)
|
||||||||
Translation differences
|
4,396
|
371
|
||||||||||
Retained Earnings
|
1,187,082
|
(19,443
|
)
|
|||||||||
Shareholders’ funds
|
7
|
913,356
|
989,767
|
Equity attributable to equity holders of the Company
|
||||||||||||||||||||
Share capital
$’000 |
Other
reserves $’000 |
Translation
Differences $’000 |
Retained
earnings $’000 |
Total
equity $’000 |
||||||||||||||||
Balance at 23 December 2015
|
75
|
—
|
—
|
79
|
154
|
|||||||||||||||
Profit for the year
|
—
|
—
|
—
|
(19,522
|
)
|
(19,522
|
)
|
|||||||||||||
Total comprehensive income for the year
|
75
|
—
|
—
|
(19,443
|
)
|
(19,368
|
)
|
|||||||||||||
Issue of share capital
|
1,288,787
|
—
|
—
|
1,288,787
|
||||||||||||||||
Share issuance cost
|
—
|
(9,697
|
)
|
—
|
—
|
(9,697
|
)
|
|||||||||||||
Merger reserve
|
—
|
(270,326
|
)
|
—
|
—
|
(270,326
|
)
|
|||||||||||||
Other movements
|
—
|
371
|
—
|
371
|
||||||||||||||||
Balance at 31 December 2015
|
1,288,862
|
(280,023
|
)
|
371
|
(19,443
|
)
|
989,767
|
|||||||||||||
Profit for the year
|
—
|
—
|
—
|
(25,554
|
)
|
(25,554
|
)
|
|||||||||||||
Total comprehensive income for the year
|
1,288,862
|
(280,023
|
)
|
371
|
(44,997
|
)
|
964,213
|
|||||||||||||
Capital reduction
|
(1,287,067
|
)
|
—
|
—
|
1,287,067
|
—
|
||||||||||||||
Dividends
|
—
|
—
|
—
|
(54,988
|
)
|
(54,988
|
)
|
|||||||||||||
Other movements
|
—
|
106
|
4,02
|
—
|
4,131
|
|||||||||||||||
Balance at 31 December 2016
|
1,795
|
(279,917
|
)
|
4,396
|
1,187,082
|
913,356
|
|
$’000
|
|||
At 31 December 2015
|
1,018,461
|
|||
Additions/(disposals)
|
—
|
|||
At 31 December 2016
|
1,018,461
|
Company
|
Country
|
% of
possession |
Currency
|
Purpose
|
||||
Grupo FerroAtlántica, S.A.U.
|
Spain
|
100
|
EUR
|
Electrometalurgy and Energy
|
||||
Globe Specialty Metals, Inc.
|
United States
of America |
100
|
USD
|
Electrometalurgy
|
Name
|
Country of incorporation
|
Nature of the business
|
||
FerroAtlántica, S.A.U
|
Spain(1)
|
Electrometallurgy and Energy
|
||
Hidro‑Nitro Española, S.A.
|
Spain(1)
|
Electrometallurgy and Energy
|
||
FerroAtlántica de Venezuela (FerroVen), S.A.
|
Venezuela(2)
|
Electrometallurgy
|
||
FerroPem, S.A.S.
|
France(3)
|
Electrometallurgy
|
||
Silicon Smelters (Pty.), Ltd.
|
South Africa(4)
|
Electrometallurgy
|
||
Globe Metallurgical, Inc.
|
United States of America(5)
|
Electrometallurgy
|
||
WVA Manufacturing, LLC
|
United States of America(5)
|
Electrometallurgy
|
||
Quebec Silicon LP
|
Canada(6)
|
Electrometallurgy
|
||
Globe Metales, S.A.
|
Argentina(7)
|
Electrometallurgy
|
(1) |
P° Castellana N° 259‑D Planta 49ª, 28046, Madrid
|
(2) |
Av. Fuerzas Armadas. Sector Punta Cuchillos. Puerto Ordaz (Bolívar)
|
(3) |
517, Av. de la Boisse. Chambery
|
(4) |
Beyersnek Road Po Box 657, Polokwane 0700 ZA
|
(5) |
The Corporation Trust Company, Corporation Trust Center, 1209 Orange Street, Wilmington, DE 19801
|
(6) |
6500 Rue Yvon‑Trudeau, Becancour, QC G9H2V8
|
(7) |
Pico 1641 — Floor 8th — Rooms A and C, Buenos Aires, Argentina
|
Balance as at
31 December 2016 $’000 |
Balance as at
31 December 2015 $’000 |
|||||||
Amounts receivable from group companies
|
863
|
75
|
||||||
VAT recoverable
|
254
|
9
|
||||||
Total trade and other receivables
|
1,117
|
84
|
Balance as at
31 December 2015 $’000 |
Balance as at
22 December 2015 $’000 |
|||||||
Amounts owed to related parties
|
101,614
|
28,884
|
||||||
Trade payables
|
4,078
|
26
|
||||||
Total trade and other payables
|
105,692
|
28,910
|
Balance at
31 December 2015 $’000 |
Capital
reduction $’000 |
Dividends
paid $’000 |
Other
movements $’000 |
Result for
the period $’000 |
Balance at
31 December 2016 $’000 |
|||||||||||||||||||
Share capital
|
1,288,862
|
(1,287,067
|
)
|
—
|
—
|
1,795
|
||||||||||||||||||
Other reserves
|
(280,023
|
)
|
—
|
—
|
106
|
—
|
(279,917
|
)
|
||||||||||||||||
Translation differences
|
371
|
4,025
|
4,396
|
|||||||||||||||||||||
Retained earnings
|
(19,443
|
)
|
1,287,067
|
(54,988
|
)
|
(25,554
|
)
|
1,187,082
|
||||||||||||||||
Total own funds
|
989,767
|
—
|
(54,988
|
)
|
4,131
|
(25,554
|
)
|
913,356
|
Page
|
||
ITEM 3.
|
KEY INFORMATION
|
1
|
D. Risk factors
|
1
|
|
ITEM 4.
|
INFORMATION ON THE COMPANY
|
27
|
A. History and Development of the Company
|
27
|
|
B. Business Overview
|
29
|
|
C. Organizational structure
|
51
|
|
D. Property, Plant and Equipment
|
51
|
|
ITEM 5.
|
OPERATING AND FINANCIAL REVIEW AND PROSPECTS
|
51
|
A. Operating Results
|
51
|
|
B. Liquidity and Capital Resources
|
70
|
|
C. Research and Development, Patents and Licenses, etc.
|
73
|
|
D. Trend Information
|
74
|
|
E. Off‑Balance Sheet Arrangements
|
74
|
|
F. Tabular Disclosure of Contractual Obligations
|
74
|
|
G. Safe Harbor
|
74
|
|
ITEM 11.
|
QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
|
74
|
D. |
Risk factors.
|
· |
fails to disclose any such information to our Board, directors or officers; or
|
· |
fails to use or apply any such information in performing such director’s duties as a director.
|
· |
managing a significantly larger company;
|
· |
coordinating geographically separate organizations;
|
· |
the potential diversion of management focus and resources from other strategic opportunities and from operational matters;
|
· |
retaining existing customers and attracting new customers;
|
· |
maintaining employee morale and retaining key management and other employees;
|
· |
integrating two unique business cultures, which may prove to be incompatible;
|
· |
the possibility of faulty assumptions underlying expectations regarding the integration process;
|
· |
issues in achieving anticipated operating efficiencies, business opportunities and growth prospects;
|
· |
consolidating corporate and administrative infrastructures and eliminating duplicative operations;
|
· |
issues in integrating information technology, communications and other systems;
|
· |
changes in applicable laws and regulations;
|
· |
changes in tax laws (including under applicable tax treaties) and regulations or to the interpretation of such tax laws or regulations by the governmental authorities; and
|
· |
managing tax costs or inefficiencies associated with integrating our operations.
|
· |
adding new production capacity to an existing silicon plant to produce approximately 30,000 tons of metallurgical grade silicon would cost approximately $120,000,000 and take at least 12 to 18 months to complete once permits are obtained, which could take more than a year;
|
· |
a greenfield development project would take at least three to five years to complete and would require significant capital expenditure and environmental compliance costs; and
|
· |
obtaining sufficient and dependable power at competitive rates near areas with the required natural resources is difficult to accomplish.
|
· |
Ferroglobe PLC as of December 31, 2015 and for the period beginning February 5, 2015 (inception of the entity) and ended December 31, 2015;
|
· |
FerroAtlántica, the Company’s “Predecessor,” for the twelve month period ended December 31, 2015; and
|
· |
Globe for the eight day period ended December 31, 2015.
|
· |
tariffs and trade barriers;
|
· |
recessionary trends, inflation or instability of financial markets;
|
· |
currency fluctuations, which could decrease our revenues or increase our costs in U.S. Dollars;
|
· |
regulations related to customs and import/export matters;
|
· |
tax issues, such as tax law changes, changes in tax treaties and variations in tax laws;
|
· |
changes in regulations that affect our business such as more stringent environmental requirements or sudden and unexpected raises in power rates;
|
· |
limited access to qualified staff;
|
· |
inadequate infrastructure;
|
· |
cultural and language differences;
|
· |
inadequate banking systems;
|
· |
different and/or more stringent environmental laws and regulations;
|
· |
restrictions on the repatriation of profits or payment of dividends;
|
· |
crime, strikes, riots, civil disturbances, terrorist attacks or wars;
|
· |
nationalization or expropriation of property;
|
· |
law enforcement authorities and courts that are weak or inexperienced in commercial matters; and
|
· |
deterioration of political relations among countries.
|
· |
computerized technology that monitors and controls production furnaces;
|
· |
electrode technology and operational know‑how;
|
· |
metallurgical process for the production of solar‑grade silicon metal;
|
· |
production software that monitors the introduction of additives to alloys, allowing the precise formulation of the chemical composition of products; and
|
· |
flowcaster equipment, which maintains certain characteristics of silicon‑based alloys as they are cast.
|
· |
we may not have sufficient funds to develop new technology and to implement effectively our technologies as competitors improve their processes;
|
· |
if implemented, our technologies may not work as planned; and
|
· |
our proprietary technologies may be challenged and we may not be able to protect our rights to these technologies.
|
· |
making it more difficult for us to satisfy our obligations with respect to our indebtedness;
|
· |
requiring us to dedicate a substantial portion of our cash flow from operations to payments on our indebtedness, thus reducing the availability of our cash flow to fund internal growth through working capital and capital expenditures and for other general corporate purposes;
|
· |
increasing our vulnerability to a downturn in our business or economic or industry conditions;
|
· |
placing us at a competitive disadvantage compared to our competitors that have less indebtedness in relation to cash flow;
|
· |
limiting our flexibility in planning for or reacting to changes in our business and our industry;
|
· |
restricting us from investing in growing our business, pursuing strategic acquisitions and exploiting certain business opportunities; and
|
· |
limiting, among other things, our and our subsidiaries’ ability to incur additional indebtedness or raise equity capital in the future and increasing the costs of such additional financings.
|
· |
make certain advances, loans or investments;
|
· |
incur indebtedness or issue guarantees;
|
· |
create security;
|
· |
sell, lease, transfer or dispose of assets;
|
· |
merge or consolidate with other companies;
|
· |
transfer all or substantially all of our assets;
|
· |
make a substantial change to the general nature of our business;
|
· |
pay dividends and make other restricted payments;
|
· |
create or incur liens;
|
· |
agree to limitations on the ability of our subsidiaries to pay dividends or make other distributions;
|
· |
engage in sales of assets and subsidiary stock;
|
· |
enter into transactions with affiliates;
|
· |
amend organizational documents;
|
· |
enter into sale‑leaseback transactions; and
|
· |
enter into agreements that contain a negative pledge.
|
· |
the success of competitive products or technologies;
|
· |
regulatory developments in the United States and foreign countries;
|
· |
developments or disputes concerning patents or other proprietary rights;
|
· |
the recruitment or departure of key personnel;
|
· |
quarterly or annual variations in our financial results or those of companies that are perceived to be similar to us;
|
· |
market conditions in the industries in which we compete and issuance of new or changed securities analysts’ reports or recommendations;
|
· |
the failure of securities analysts to cover our ordinary shares or changes in financial estimates by analysts;
|
· |
the inability to meet the financial estimates of analysts who follow our ordinary shares;
|
· |
investor perception of our Company and of the industry in which we compete; and
|
· |
general economic, political and market conditions.
|
· |
the requirement that a majority of our Board consist of independent directors;
|
· |
the requirement that our Board have a compensation committee that is composed entirely of independent directors with a written charter addressing the committee’s purpose and responsibilities; and
|
· |
the requirements that director nominees are selected, or recommended for selection by our Board, either by (1) independent directors constituting a majority of our Board’s independent directors in a vote in which only independent directors participate, or (2) a nominations committee comprised solely of independent directors, and that a formal written charter or board resolution, as applicable, addressing the nominations process is adopted.
|
A. |
History and Development of the Company
|
· |
1996: acquisition of the Spanish company Hidro Nitro Española, S.A. (“Hidro Nitro Española”), operating in the ferroalloys and hydroelectric power businesses, and start of the quartz mining operations through the acquisition of Cuarzos Industriales S.A. from Portuguese cement manufacturer Cimpor;
|
· |
1998: expansion of our manganese‑ and silicon‑based alloy operations through the acquisition of 80% of the share capital of FerroAtlántica de Venezuela (currently FerroVen, S.A.) from the Government of Venezuela in a public auction;
|
· |
2000: acquisition of 67% of the share capital of quartz mining company Rocas, Arcillas y Minerales, S.A. from Elkem, a Norwegian silicon metal and manganese‑ and silicon‑based alloy producer;
|
· |
2005: acquisition of Pechiney Électrométallurgie, currently named FerroPem, S.A.S., a silicon metal and silicon‑based alloys company with operations in France which owned Silicon Smelters operating in South Africa;
|
· |
2005: acquisition of Alloy, Alabama Sand and Gravel and Alloy Power (U.S.);
|
· |
2006: acquisition of Globe Metallurgical, Inc., the largest metal manufacturer in North America and largest specialty ferroalloy manufacturer in the United States;
|
· |
2006: acquisition of Stein Ferroaleaciones S.A., an Argentine producer of silicon‑based specialty alloys, and its Polish affiliate, Ultracore Polska;
|
· |
2007: creation of FerroAtlántica, the holding company of our FerroAtlántica Group;
|
· |
2007: acquisition of Camargo Correa Metais S.A., a major Brazilian silicon metal manufacturer,
|
· |
2008: acquisition of Rand Carbide PLC, a ferrosilicon plant in South Africa, from South African mining and steel company Evraz Highveld Steel and Vanadium Limited, and creation of Silicio FerroSolar, S.L., which conducts research and development activities in the solar grade silicon sector;
|
· |
2008: acquisition of 81% of Solsil, Inc., a producer of high‑purity silicon for use in photovoltaic solar cells
|
· |
2008: acquisition of a majority stake in Ningxia Yonvey Coal Industry Co., Ltd., a producer of carbon electrodes (subsequently purchased the remaining stake);
|
· |
2009: creation of French company Photosil Industries, which conducts research and development activities in the solar grade silicon sector;
|
· |
2009: Sold Camargo stake in Brazil to Dow Corning and formed a joint venture with Dow Corning at Alloy, West Virginia silicon facility;
|
· |
2010: acquisition of Core Metals, one of North America’s largest and most efficient producers and marketers of high‑purity ferrosilicon and other specialty metals;
|
· |
2010: acquisition of Chinese silicon metal factory, MangShi Sinice Silicon Industry Company Limited;
|
· |
2011: acquisition of Alden Resources in the United States, North America’s leading miner, processor and supplier of specialty metallurgical coal to the silicon and silicon‑based alloy industries;
|
· |
2012: acquisition of SamQuarz (Pty) Ltd, a South African producer of silica, with quartz mining operations;
|
· |
2012: acquisition of a majority stake (51%) in Becancour (Canada), a silicon metal production facility with Dow Corning as the joint venture partner; and
|
· |
2014: acquisition of Siltech, a ferrosilicon facility in South Africa.
|
B. |
Business Overview
|
· |
ELSA electrode — We have internally developed a patented technology for electrodes used in silicon metal furnaces, which we have been able to sell to several major silicon producers globally. This technology, known as the ELSA electrode, improves the energy efficiency in the production process of silicon metal and significantly reduces iron contamination. With this technology we are able to run our furnaces with fewer
|
· |
Solar Grade Silicon — Our FerroSolar Project involves the production of solar grade silicon metal with a purity level above 99.9999% through a new electrometallurgical process, instead of the traditional chemical process, which tends to be costly and involves high energy consumption and potentially environmentally hazardous processes. The new technology, entirely developed by us at an earlier stage at our research and development facilities in Spain and France, aims to reduce the costs and energy consumption associated with the production of solar grade silicon. We have already started production of solar grade silicon metal through this new process in a prototype factory, and we currently sell the small amounts we produce to manufacturers of solar wafers. A pre‑industrial site plant is under analysis and consideration for the production of 1,500 to 3,000 tons of solar grade silicon annually. In 2016, we entered into an agreement with Aurinka providing for the formation and operation of a joint venture with the purpose of producing upgraded metallurgical grade (UMG) solar silicon. See “— Research and Development (R&D) — Solar grade silicon” below.
|
Year ended December 31,
|
||||||||||||
($ millions)
|
2016
|
2015
|
2014
|
|||||||||
Silicon metal
|
751.5
|
592.5
|
596.2
|
|||||||||
Manganese‑based alloys
|
223.5
|
260.4
|
316.5
|
|||||||||
Ferrosilicon
|
242.8
|
228.8
|
285.0
|
Year ended December 31,
|
||||||||||||
($ millions)
|
2016
|
2015
|
2014
|
|||||||||
Other silicon‑based alloys
|
173.9
|
105.7
|
103.4
|
|||||||||
Silica fume
|
37.5
|
29.7
|
31.6
|
|||||||||
Byproducts and other
|
126.5
|
72.9
|
84.4
|
|||||||||
Total Sales
|
1,555.7
|
1,290.0
|
1,417.1
|
· |
high‑carbon ferromanganese used to improve the hardenability of steel;
|
· |
medium‑carbon ferromanganese, used to manufacture flat and other steel products; and
|
· |
low‑carbon ferromanganese used in the production of stainless steel, steel with very low carbon levels, rolled steel plates and pipes for the oil industry.
|
Mine
|
Location
|
Mineral
|
Annual capacity
kt
|
Production
in 2016 kt
|
Mining Recovery
|
Proven
reserves
Mt(1)
|
Probable
reserves Mt(1) |
Mining Method
|
Reserve
grade |
Btus
per lb. |
Life(2)
|
Expiry
date(3) |
|||||||||||||||||||||||||||
Sonia
|
Spain (Mañón)
|
Quartz
|
150
|
150
|
0.4
|
2.17
|
0.8
|
Open‑pit
|
Metallurgical
|
N/A
|
21
|
2069
|
|||||||||||||||||||||||||||
Esmeralda
|
Spain (Val do Dubra)
|
Quartz
|
50
|
22
|
0.4
|
0.12
|
0.17
|
Open‑pit
|
Metallurgical
|
N/A
|
12
|
2029
|
|||||||||||||||||||||||||||
Serrabal
|
Spain (Vedra & Boqueixón)
|
Quartz
|
330
|
231
|
0.2
|
3.85
|
1.9
|
Open‑pit
|
Metallurgical
|
N/A
|
19
|
2038
|
|||||||||||||||||||||||||||
SamQuarz
|
South Africa (Delmas)
|
Quartzite
|
1,000
|
690
|
0.7
|
8.02
|
19.5
|
Open‑pit
|
Metallurgical & Glass
|
N/A
|
39
|
2039
|
|||||||||||||||||||||||||||
Mahale
|
South Africa (Limpopo)
|
Quartz
|
New
|
New
|
0.5
|
—
|
2.4
|
Open‑pit
|
Metallurgical
|
N/A
|
15
|
2035
|
|||||||||||||||||||||||||||
Roodepoort
|
South Africa (Limpopo)
|
Quartz
|
50
|
40
|
0.5
|
—
|
0.05
|
Open‑pit
|
Metallurgical
|
N/A
|
1
|
2028
|
|||||||||||||||||||||||||||
Fort Klipdam
|
South Africa (Limpopo)
|
Quartz
|
100
|
10
|
0.6
|
—
|
0.2
|
Open‑pit
|
Metallurgical
|
N/A
|
2
|
2017
|
(4)
|
||||||||||||||||||||||||||
AS&G Miller Pit
|
United States (Alabama)
|
Quartzite
|
150
|
145
|
0.4
|
0.02
|
—
|
Surface
|
Metallurgical
|
N/A
|
1
|
2017
|
|||||||||||||||||||||||||||
AS&G Mims Pit
|
United States (Alabama)
|
Quartzite
|
120
|
88
|
0.4
|
0.25
|
—
|
Surface
|
Metallurgical
|
N/A
|
3
|
2020
|
|||||||||||||||||||||||||||
1,950
|
1,376
|
14.43
|
25.02
|
||||||||||||||||||||||||||||||||||||
Maple Creek
|
United States (Kentucky)
|
Coal
|
200
|
190
|
0.7
|
0.6
|
Surface
|
Metallurgical
|
14,000
|
3
|
2020
|
||||||||||||||||||||||||||||
Colonel Hollow
|
United States (Kentucky)
|
Coal
|
150
|
7
|
0.7
|
0.8
|
Surface
|
Metallurgical
|
14,000
|
5
|
2022
|
||||||||||||||||||||||||||||
Engle Hollow
|
United States (Kentucky)
|
Coal
|
24
|
24
|
0.6
|
0.2
|
Underground
|
Metallurgical
|
14,000
|
4
|
2021
|
||||||||||||||||||||||||||||
Bain Branch No. 3
|
United States (Kentucky)
|
Coal
|
120
|
25
|
0.5
|
3.6
|
2.9
|
Underground
|
Metallurgical
|
14,000
|
25
|
2042
|
|||||||||||||||||||||||||||
Harpes Creek 4A
|
United States (Kentucky)
|
Coal
|
100
|
92
|
0.6
|
1.2
|
1.3
|
Underground
|
Metallurgical
|
14,000
|
12
|
2029
|
|||||||||||||||||||||||||||
594
|
338
|
6.40
|
4.20
|
(1) |
The estimated recoverable proven and probable reserves represent the tons of product that can be used internally or sold to metallurgical or glass grade customers. The mining recovery is based on historical yields at each particular site. We estimate our permitted mining life based on the number of years we can sustain average production rates under current circumstances.
|
(2) |
Current estimated mine life in years.
|
(3) |
Expiry date of Ferroglobe’s mining concession.
|
(4) |
The expiry date relates to three mining permits relating to an area within Fort Klipdam, outside the area covered by the mining right. The mining right is currently subject to an administrative proceeding with the relevant mining authority. See “— South African mining rights — Fort Klipdam” below for further information on Fort Klipdam.
|
Recoverable
Reserves |
||||||||||||||||||||
Mine
|
Location
|
Mineralization
|
Mining
Recovery |
Proven
MT(1) |
Probable
MT(1) |
Reserve
Grade |
Mining
Method |
|||||||||||||
Conchitina and Conchitina Segunda
|
Spain (O Vicedo)
|
Quartz
|
0.35
|
0
|
1.25
|
Metallurgical
|
Open‑pit
|
(1) |
Estimates of recoverable probable reserves represent the tons of product that can be used internally or which are of metallurgical grade and can be delivered to Ferroglobe’s customers.
|
· |
submission of a Mining Works Programme;
|
· |
submission of a Social Labour Plan;
|
· |
approval of a Shareholders Agreement or Black Economic Empowerment Agreement;
|
· |
submission of mining plans; and
|
· |
the passing of a board resolution appointing a person to sign on behalf of the Company.
|
Year ended December 31,
|
||||||||||||
($ millions)
|
2016
|
2015
|
2014
|
|||||||||
United States of America
|
563.6
|
208.4
|
201.3
|
|||||||||
Europe
|
||||||||||||
Spain
|
181.0
|
194.9
|
257.0
|
|||||||||
Germany
|
241.0
|
231.0
|
238.6
|
|||||||||
Italy
|
90.3
|
120.0
|
146.2
|
|||||||||
Rest of Europe
|
236.7
|
314.1
|
302.2
|
|||||||||
Total revenues in Europe
|
749.1
|
860.0
|
944.0
|
|||||||||
Rest of the World
|
243.0
|
221.6
|
271.8
|
|||||||||
Total
|
1,555.7
|
1,290.0
|
1,417.1
|
C. |
Organizational structure.
|
D. |
Property, Plant and Equipment.
|
A. |
Operating Results
|
· |
Ferroglobe PLC for the period beginning February 5, 2015 (inception of the entity) and ended December 31, 2015;
|
· |
FerroAtlántica, the Company’s “Predecessor,” for the year ended December 31, 2015; and
|
· |
Globe for the eight‑day period ended December 31, 2015.
|
Year ended
December 31, |
||||||||
($ thousands)
|
2016
|
2015
|
||||||
Sales
|
1,555,657
|
1,289,886
|
||||||
Cost of sales
|
(1,043,000
|
)
|
(817,875
|
)
|
||||
Other operating income
|
25,712
|
15,500
|
||||||
Staff costs
|
(293,032
|
)
|
(202,585
|
)
|
||||
Other operating expense
|
(234,326
|
)
|
(190,034
|
)
|
||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(121,346
|
)
|
(62,201
|
)
|
||||
Operating (loss) profit before impairment losses, net gains/losses due to changes in the value of assets, gains/losses on disposals of non‑current assets and other loss
|
(110,335
|
)
|
32, 691
|
|||||
Impairment losses
|
(267,449
|
)
|
(52,042
|
)
|
||||
Net gain (loss) due to changes in the value of assets
|
1,891
|
(912
|
)
|
|||||
Loss on disposal of non‑current assets
|
(340
|
)
|
(2,208
|
)
|
||||
Other loss
|
(40
|
)
|
(347
|
)
|
||||
OPERATING LOSS
|
(375,593
|
)
|
(22,818
|
)
|
||||
Finance income
|
1,534
|
1,095
|
||||||
Finance costs
|
(24,585
|
)
|
(23,738
|
)
|
||||
Exchange differences
|
(3,513
|
)
|
35,904
|
|||||
LOSS BEFORE TAXES
|
(402,157
|
)
|
(9,557
|
)
|
||||
Income tax benefit (expense)
|
46,609
|
(48,719
|
)
|
|||||
LOSS FROM CONTINUING OPERATIONS
|
(355,548
|
)
|
(58,276
|
)
|
||||
Loss for discontinued operations(3)
|
(3,065
|
)
|
(196
|
)
|
||||
LOSS FOR THE YEAR
|
(358,613
|
)
|
(58,472
|
)
|
||||
Loss attributable to non‑controlling interests
|
20,186
|
15,204
|
||||||
LOSS ATTRIBUTABLE TO FERROGLOBE
|
(338,427
|
)
|
(43,268
|
)
|
· |
Electrometallurgy — North America;
|
· |
Electrometallurgy — Europe;
|
· |
Electrometallurgy — South Africa;
|
· |
Electrometallurgy — Venezuela; and
|
· |
Other segments.
|
Year ended December 31,
|
||||||||
($ thousands)
|
2016
|
2015
|
||||||
Sales
|
521,192
|
10,062
|
||||||
Cost of sales
|
(325,254
|
)
|
(6,200
|
)
|
||||
Other operating income
|
362
|
17
|
||||||
Staff costs
|
(82,032
|
)
|
(1,983
|
)
|
||||
Other operating expense
|
(64,606
|
)
|
(276
|
)
|
||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(73,530
|
)
|
(1,183
|
)
|
||||
Operating (loss) profit before impairment losses, net gains/losses due to changes in the value of assets, gains/losses on disposals of
non‑current assets and other loss
|
(23,868
|
)
|
437
|
Year ended December 31,
|
||||||||
($ thousands)
|
2016
|
2015
|
||||||
Sales
|
949,547
|
1,174,968
|
||||||
Cost of sales
|
(672,026
|
)
|
(811,114
|
)
|
||||
Other operating income
|
25,908
|
52,211
|
||||||
Staff costs
|
(132,440
|
)
|
(148,652
|
)
|
||||
Other operating expense
|
(118,269
|
)
|
(142,867
|
)
|
||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(31,730
|
)
|
(35,255
|
)
|
||||
Operating profit before impairment losses, net gains/losses due to changes in the value of assets, gains/losses on disposals of
non‑current assets and other loss
|
20,990
|
89,291
|
Year ended December 31,
|
||||||||
($ thousands)
|
2016
|
2015
|
||||||
Sales
|
142,160
|
219,890
|
||||||
Cost of sales
|
(99,124
|
)
|
(134,978
|
)
|
||||
Other operating income
|
3,422
|
5,070
|
||||||
Staff costs
|
(23,589
|
)
|
(24,663
|
)
|
||||
Other operating expense
|
(28,834
|
)
|
(29,237
|
)
|
||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(4,732
|
)
|
(7,744
|
)
|
||||
Operating (loss) profit before impairment losses, net gains/losses due to changes in the value of assets, gains/losses on disposals of
non‑current assets and other loss
|
(10,697
|
)
|
28,338
|
Year ended December 31,
|
||||||||
($ thousands)
|
2016
|
2015
|
||||||
Sales
|
30,430
|
69,956
|
||||||
Cost of sales
|
(34,643
|
)
|
(57,647
|
)
|
||||
Other operating income
|
27
|
44
|
||||||
Staff costs
|
(5,656
|
)
|
(20,922
|
)
|
||||
Other operating expense
|
(6,747
|
)
|
(28,677
|
)
|
||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(4,118
|
)
|
(9,396
|
)
|
||||
Operating loss before impairment losses, net gains/losses due to changes in the value of assets, gains/losses on disposals of
non‑current assets and other loss
|
(20,707
|
)
|
(46,642
|
)
|
Year ended December 31,
|
||||||||
($ thousands)
|
2016
|
2015
|
||||||
Sales
|
59,907
|
59,167
|
||||||
Cost of sales
|
(45,269
|
)
|
(30,394
|
)
|
||||
Other operating income
|
4,686
|
2,065
|
||||||
Staff costs
|
(52,921
|
)
|
(9,652
|
)
|
||||
Other operating expense
|
(31,217
|
)
|
(38,670
|
)
|
||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(8,700
|
)
|
(13,096
|
)
|
||||
Operating profit before impairment losses, net gains/losses due to changes in the value of assets, gains/losses on disposals of
non‑current assets and other loss
|
(73,514
|
)
|
(30,580
|
)
|
Year ended
December 31, |
||||||||
($ thousands)
|
2015
|
2014
|
||||||
Sales
|
1,289,886
|
1,417,079
|
||||||
Cost of sales
|
(817,875
|
)
|
(887,772
|
)
|
||||
Other operating income
|
15,500
|
6,694
|
||||||
Staff costs
|
(202,585
|
)
|
(213,829
|
)
|
||||
Other operating expense
|
(190,034
|
)
|
(148,553
|
)
|
||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(62,201
|
)
|
(69,131
|
)
|
||||
Operating profit before impairment losses, net gains/losses due to changes in the value
of assets, gains/losses on disposals of non‑current assets and other loss
|
32,691
|
104,488
|
||||||
Impairment losses
|
(52,042
|
)
|
(399
|
)
|
||||
Net loss due to changes in the value of assets
|
(912
|
)
|
(9,472
|
)
|
||||
(Loss) gain on disposal of non‑current assets
|
(2,208
|
)
|
555
|
|||||
Other loss
|
(347
|
)
|
(60
|
)
|
||||
OPERATING (LOSS) PROFIT
|
(22,818
|
)
|
95,112
|
|||||
Finance income
|
1,095
|
4,596
|
||||||
Finance costs
|
(23,738
|
)
|
(28,415
|
)
|
||||
Exchange differences
|
35,904
|
7,800
|
||||||
(LOSS) PROFIT BEFORE TAXES
|
(9,557
|
)
|
79,093
|
|||||
Income tax expense
|
(48,719
|
)
|
(57,652
|
)
|
Year ended
December 31, |
||||||||
($ thousands)
|
2015
|
2014
|
||||||
(LOSS) PROFIT FROM CONTINUING OPERATIONS
|
(58,276
|
)
|
21,441
|
|||||
(Loss) Profit for discontinued operations
|
(196
|
)
|
10,290
|
|||||
(LOSS) PROFIT FOR THE YEAR
|
(58,472
|
)
|
31,731
|
|||||
Loss attributable to non‑controlling interests
|
15,204
|
6,706
|
||||||
(LOSS) PROFIT ATTRIBUTABLE TO FERROGLOBE
|
(43,268
|
)
|
38,437
|
Year ended
December 31, |
||||||||
($ thousands)
|
2015
|
2014
|
||||||
Sales
|
10,062
|
—
|
||||||
Cost of sales
|
(6,200
|
)
|
—
|
|||||
Other operating income
|
17
|
—
|
||||||
Staff costs
|
(1,983
|
)
|
—
|
|||||
Other operating expense
|
(276
|
)
|
—
|
|||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(1,183
|
)
|
—
|
|||||
Operating profit before impairment losses, net gains/losses due to changes in the value of assets, gains/losses on disposals of
non‑current assets and other loss
|
437
|
—
|
Year ended
December 31, |
||||||||
($ thousands)
|
2015
|
2014
|
||||||
Sales
|
1,174,968
|
1,275,497
|
||||||
Cost of sales
|
(811,114
|
)
|
(880,851
|
)
|
||||
Other operating income
|
52,211
|
21,764
|
||||||
Staff costs
|
(148,652
|
)
|
(165,796
|
)
|
||||
Other operating expense
|
(142,867
|
)
|
(115,068
|
)
|
||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(35,255
|
)
|
(43,080
|
)
|
||||
Operating profit before impairment losses, net gains/losses due to changes in the
value of assets, gains/losses on disposals of non‑current assets and other loss
|
89,291
|
92,466
|
Year ended
December 31, |
||||||||
($ thousands)
|
2015
|
2014
|
||||||
Sales
|
219,890
|
239,023
|
||||||
Cost of sales
|
(134,978
|
)
|
(149,800
|
)
|
||||
Other operating income
|
5,070
|
1,527
|
||||||
Staff costs
|
(24,663
|
)
|
(30,974
|
)
|
||||
Other operating expense
|
(29,237
|
)
|
(27,135
|
)
|
||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(7,744
|
)
|
(6,993
|
)
|
||||
Operating profit before impairment losses, net gains/losses due to changes in the value of assets, gains/losses on disposals of non‑current assets and other loss
|
28,338
|
25,648
|
Year ended
December 31, |
||||||||
($ thousands)
|
2015
|
2014
|
||||||
Sales
|
69,956
|
97,718
|
||||||
Cost of sales
|
(57,647
|
)
|
(62,857
|
)
|
||||
Other operating income
|
44
|
416
|
||||||
Staff costs
|
(20,922
|
)
|
(11,517
|
)
|
||||
Other operating expense
|
(28,677
|
)
|
(14,530
|
)
|
||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(9,396
|
)
|
(9,322
|
)
|
||||
Operating loss before impairment losses, net gains/losses due to changes in the value
of assets, gains/losses on disposals of non‑current assets and other loss
|
(46,642
|
)
|
(92
|
)
|
Year ended
December 31, |
||||||||
($ thousands)
|
2015
|
2014
|
||||||
Sales
|
59,167
|
93,552
|
||||||
Cost of sales
|
(30,394
|
)
|
(36,382
|
)
|
||||
Other operating income
|
2,065
|
3,436
|
||||||
Staff costs
|
(9,652
|
)
|
(9,756
|
)
|
||||
Other operating expense
|
(38,670
|
)
|
(28,169
|
)
|
||||
Depreciation and amortization charges, operating allowances and write‑downs
|
(13,096
|
)
|
(14,797
|
)
|
||||
Operating profit before impairment losses, net gains/losses due to changes in the value
of assets, gains/losses on disposals of non‑current assets and other loss
|
(30,580
|
)
|
7,884
|
B. |
Liquidity and Capital Resources
|
Year ended December 31,
|
||||||||
($ thousands)
|
2016
|
2015
|
||||||
Cash and cash equivalents at beginning of period
|
116,666
|
48,651
|
||||||
Cash flows from operating activities
|
121,169
|
145,449
|
||||||
Cash flows from investing activities
|
(84,281
|
)
|
17,966
|
|||||
Cash flows from financing activities
|
49,917
|
(87,593
|
)
|
|||||
Exchange differences on cash and cash equivalents in foreign currencies
|
(6,489
|
)
|
(7,807
|
)
|
||||
Cash and cash equivalents at end of period
|
196,982
|
116,666
|
||||||
Cash and cash equivalents at end of period from continued operations
|
196,931
|
116,666
|
||||||
Cash and cash equivalents at end of period from discontinued operations
|
51
|
—
|
($ thousands)
|
Year ended
December 31, 2016 |
|||
Cash payment
|
54,988
|
|||
Cash dividends
|
54,988
|
Year ended December 31,
|
||||||||
(US$ thousands)
|
2015
|
2014(1)
|
||||||
Cash and cash equivalents at beginning of period
|
48,651
|
62,246
|
||||||
Cash flows from operating activities
|
145,449
|
191,420
|
||||||
Cash flows from investing activities
|
17,966
|
(155,293
|
)
|
|||||
Cash flows from financing activities
|
(87,593
|
)
|
(50,913
|
)
|
||||
Exchange differences on cash and cash equivalents in foreign currencies
|
(7,807
|
)
|
1,190
|
|||||
Cash and cash equivalents at end of period from continued operations
|
116,666
|
48,650
|
(1) |
Financial data for the Predecessor, FerroAtlántica.
|
(US$ thousands)
|
Year ended
December 31, 2015 |
|||
Cash payment
|
21,479
|
|||
Cash dividends
|
21,479
|
C. |
Research and Development, Patents and Licenses, etc.
|
D. |
Trend Information
|
E. |
Off‑Balance Sheet Arrangements
|
F. |
Tabular Disclosure of Contractual Obligations
|
Payments Due by Period
|
||||||||||||||||||||
Total
|
Less than 1
year |
1 ‑ 3 years
|
3 ‑ 5 years
|
More than 5
years |
||||||||||||||||
(Expressed in thousands of $)
|
||||||||||||||||||||
Long‑term debt obligations
|
495,855
|
240,585
|
179,472
|
21,656
|
54,142
|
|||||||||||||||
Capital expenditures
|
121,116
|
26,716
|
94,400
|
—
|
—
|
|||||||||||||||
Finance leases
|
86,620
|
12,359
|
24,943
|
25,817
|
23,501
|
|||||||||||||||
Power purchase commitments(1)
|
32,827
|
32,827
|
—
|
—
|
—
|
|||||||||||||||
Purchase obligations(2)
|
19,956
|
19,956
|
—
|
—
|
—
|
|||||||||||||||
Operating lease obligations
|
9,658
|
1,788
|
2,772
|
2,783
|
2,315
|
|||||||||||||||
Total
|
766,032
|
334,231
|
301,587
|
50,256
|
79,958
|
(1) |
Represents minimum charges that are enforceable and legally binding, and do not represent total anticipated purchases. Minimum charges requirements expire after providing one year notice of contract cancellation.
|
(2) |
The Company has outstanding purchase obligations with suppliers for raw materials in the normal course of business. The disclosed purchase obligation amount represents commitments to suppliers that are enforceable and legally binding and do not represent total anticipated purchases of raw materials in the future.
|
G. |
Safe Harbor
|
Millions of U.S. Dollars
|
|||||||||
Sensitivity to the EUR/USD Exchange Rate
|
2016
|
2015
|
|||||||
+10% (appreciation of the Euro)
|
2.5
|
1.1
|
|||||||
−10% (depreciation of the Euro)
|
(2.5
|
)
|
(0.4
|
)
|
2016
|
2015
|
|||||||
Percentage of bank borrowings tied to fixed rates
|
15
|
%
|
1
|
%
|
||||
Percentage of bank borrowings secured with hedge
|
3
|
%
|
32
|
%
|
2016
|
2015
|
|||||||
Percentage of accounts receivable secured through credit insurance
|
74
|
%
|
58
|
%
|
· |
Long‑term financing arrangements, which are generally used to finance the operations of any significant subsidiary. The debt repayment profiles are established based on the capacity of each business to generate funds, allowing for variability depending on the expected cash flows for each business. Each long‑term contract usually provides for lines to finance working capital requirements at the operating subsidiary level. This ensures that sufficient financing is available to meet deadlines and maturities, which significantly mitigates liquidity risk.
|
· |
Corporate financing, which is mainly used to provide liquidity for the operations of the Company as a whole, and to finance start‑up projects that require the initial support of the Parent Company.
|
· |
The Company arranges firm commitments from leading financial institutions to purchase the receivables through non‑recourse factoring arrangements. Under these agreements, Ferroglobe’s companies pay a fee to the bank for assuming its credit risk, plus interest on the financing received. In all cases, the company assumes liability for the validity of the receivables.
|
Ferroglobe PLC | |||||
|
IMPORTANT ANNUAL GENERAL MEETING INFORMATION | 000004 | |||
ENDORSEMENT_LINE______________ SACKPACK_____________
|
|
|
|||
|
|
||||
C123456789
|
|||||
MR A SAMPLE
|
|||||
DESIGNATION (IF ANY)
|
|
|
|||
ADD 1
|
000000000.000000 ext
|
000000000.000000 ext | |||
ADD 2
|
000000000.000000 ext
|
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Electronic Voting Instructions
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Available 24 hours a day, 7 days a week!
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Instead of mailing your proxy, you may choose one of the voting methods
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outlined below to vote your proxy.
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VALIDATION DETAILS ARE LOCATED BELOW IN THE TITLE BAR.
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Proxies submitted by registered holders must be received by
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2:01 p.m., British Summer Time (9:01 a.m., Eastern Time) on 26 June 2017.
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Vote by Internet
• Go to www.investorvote.com/GSM
• Or scan the QR code with your smartphone
• Follow the steps outlined on the secure website
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Vote by telephone
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• Call toll free 1-800-652-VOTE (8683) within the USA, US territories &
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Canada on a touch tone telephone
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• Follow the instructions provided by the recorded message
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Using a black ink pen, mark your votes with an X as shown in
this example. Please do not write outside the designated areas.
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X |
Annual General Meeting Proxy Card
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1234 5678 9012 345
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IF YOU HAVE NOT VOTED VIA THE INTERNET OR TELEPHONE, FOLD ALONG THE PERFORATION, DETACH AND RETURN THE BOTTOM PORTION IN THE ENCLOSED ENVELOPE.
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Proposals — The Board of Directors recommends a vote “FOR” Proposals 1 – 15.
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For | Against | Abstain | For | Against | Abstain | For | Against | Abstain |
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6.
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11.
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2. | 7. | 12. | ||||||||||||||||||
3. | 8. | 13. | ||||||||||||||||||
4. | 9. | 14. | ||||||||||||||||||
5. | 10. | 15. |
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C 1234567890
1 U P X
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J N T
3 3 1 6 9 1 1
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MR A SAMPLE (THIS AREA IS SET UP TO ACCOMMODATE
140 CHARACTERS) MR A SAMPLE AND MR A SAMPLE AND
MR A SAMPLE AND MR A SAMPLE AND MR A SAMPLE AND
MR A SAMPLE AND MR A SAMPLE AND MR A SAMPLE AND
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Defined terms below shall have the meaning given to them in the notice of Annual General Meeting dated
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(a) | the minimum price which may be paid for each Ordinary Share (exclusive of expenses) shall be | ||
2 June 2017. |
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the nominal value of that Ordinary Share; | |||
U.K. annual report and accounts 2016 |
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(b) | the maximum aggregate number of Ordinary Shares authorised to be purchased is 5,000,000; | ||
1. |
THAT the directors’ and auditor’s reports and the accounts of the Company for the year ended 31 December 2016
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(c) | the maximum price (exclusive of expenses) which may be paid for each Ordinary Share shall be | |
(the “U.K. Annual Report”) be received.
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the higher of: (i) an amount equal to 105% of the average of the closing middle market quotations | |||
Directors’ 2016 remuneration report (the “Directors’ Remuneration Report”) |
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for an Ordinary Share, as derived from the NASDAQ Global Select Market, for the five business | |||
2. |
THAT the Directors’ Remuneration Report (excluding the directors’ remuneration policy)
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days immediately preceding the day on which that Ordinary Share is contracted to be purchased; | ||
for the year ended 31 December 2016 be received and approved.
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and (ii) the higher of the price of the last independent trade and the highest current independent | |||
Director re-elections |
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purchase bid at the time on the trading venue where the purchase is carried out, such authority to | |||
3. |
THAT Javier López Madrid be re-elected as a director.
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expire at close of business on the fifth anniversary of the passing of this resolution, but during this | ||
4. |
THAT Donald J. Barger, Jr. be re-elected as a director.
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period the Company may enter into a contract to purchase Ordinary Shares, which would, or | ||
5. | THAT Bruce L. Crockett be re-elected as a director. | might, be completed or executed wholly or partly after the authority ends and the Company may | |||
6. | THAT Stuart E. Eizenstat be re-elected as a director. | purchase Ordinary Shares pursuant to such contract as if the authority had not ended. | |||
7. | THAT Greger Hamilton be re-elected as a director. | Political donations | |||
8. | THAT Javier Monzón be re-elected as a director. | 14. | THAT in accordance with sections 366 and 367 of the Companies Act, the Company and each company which is | ||
9. | THAT Juan Villar-Mir de Fuentes be re-elected as a director. | or becomes a subsidiary of the Company at any time during the period for which this resolution has effect, be | |||
10. | THAT Manuel Garrido y Ruano, appointed as a director since the last Annual General Meeting, be re-elected as | and is hereby authorised: | |||
a director. | (a) | to make political donations to political parties and/or independent election candidates; | |||
Appointment of Auditor | (b) | to make political donations to political organisations other than political parties; and | |||
11. | THAT Deloitte LLP be appointed as auditor of the Company to hold office from the conclusion of the | (c) | to incur political expenditure, | ||
Annual General Meeting until the conclusion of the next general meeting at which accounts are laid | provided that: | ||||
before the Shareholders. | (i) | the aggregate amount of political donations made or political expenditure incurred by the Company | |||
Remuneration of auditor | and its subsidiaries in such period shall not exceed £100,000 for the purposes of this resolution; | ||||
12. | THAT the Board be authorised to determine the auditor’s remuneration. | (ii) | political donations’, ‘political organisations’, ‘political parties’, ‘independent election candidates’ and | ||
Authority to purchase own shares | political expenditure’ have the meanings given in sections 363 to 365 of the Companies Act; and | ||||
13. | THAT, pursuant to section 693A of the Companies Act, the Company be and is hereby generally authorised to | (iii) | this authority shall expire on the date immediately preceding the fourth anniversary of the passing | ||
make one or more off-market purchases (within the meaning of section 693(2) of the Companies Act) of any | of this resolution. | ||||
class of the Company’s ordinary shares of $0.01 each (“Ordinary Shares”), excluding for the avoidance of | SPECIAL RESOLUTION: | ||||
doubt the class A ordinary shares in the Company, for the purposes of and pursuant to the Incentive Plan (as | Amendment of the Company’s articles of association (the “Articles”) | ||||
described in the notice of Annual General Meeting dated 3 June 2016) approved by the Annual General Meeting | 15. | THAT the definition of “Director Nominees” in the Articles and articles 24, 25.4, 25.7, and 25.8 be amended as | |||
of the shareholders on 29 June 2016 and on such terms and in such manner as the directors may from time to | set out in the schedule to the Annual General Meeting notice, in order to increase the maximum number of | ||||
time determine, provided that:
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directors of the Company so that the Chief Executive Officer of the Company may be appointed as a director. |
IF YOU HAVE NOT VOTED VIA THE INTERNET OR TELEPHONE, FOLD ALONG THE PERFORATION, DETACH AND RETURN THE BOTTOM PORTION IN THE ENCLOSED ENVELOPE.
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Proxy — Ferroglobe PLC
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B
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Non-Voting Items
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Change of Address — Please print new address below.
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Comments — Please print your comments below.
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C |
Authorized Signatures — This section must be completed for your vote to be counted. — Date and Sign Below
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Please sign exactly as name(s) appears hereon. Joint owners should each sign. When signing as attorney, executor, administrator, corporate officer, trustee, guardian, or custodian, please give full title.
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Date (mm/dd/yyyy) — Please print date below.
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Signature 1 — Please keep signature within the box.
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Signature 2 — Please keep signature within the box.
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IF VOTING BY MAIL, YOU MUST COMPLETE SECTIONS A - C ON BOTH SIDES OF THIS CARD.
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