Final Results
The Vitec Group PLC
06 March 2006
6 March 2006
The Vitec Group plc
2005 Full Year Results
The Vitec Group plc, the international supplier of products, services and
solutions to the Broadcast, Entertainment and Media industries, announces its
results, under IFRS, for the year ended 31 December 2005.
Results from continuing operations 2005 2004 Change
Revenue £194.9m £185.4m +5.1%
Before significant items*
Operating profit £20.0m £17.8m +12.4%
Profit before tax £18.4m £16.5m +11.5%
Basic earnings per share 26.0p 22.2p +17.1%
After significant items*
Operating profit £19.2m £15.6m +23.1%
Profit before tax £17.1m £14.2m +20.4%
Basic earnings per share 22.9p 18.8p +21.8%
Total dividend for the year 15.5p 15.0p +3.3%
* Significant items comprise restructuring costs, goodwill impairment and
negative goodwill, amortisation of acquired intangibles, profit on sale of
property and fair value adjustments relating to volatile financial instruments.
KEY POINTS
• Sales growth of 5%, both in constant currency and as reported,
following on from a strong 2004.
• Photographic sales up almost 11%.
• Profit before tax** of £18.4 million, an increase of 17% in constant
currency, 11.5% as reported.
• Basic earnings per share** of 26.0p, up 17%.
• Cash generated from operations of £29.8 million.
• Leading professional camera bag business acquired - Kata.
• Total dividend of 15.5p per share, up 3%.
** from continuing operations and before significant items
Commenting on the results, Gareth Rhys Williams, Chief Executive, said:
'The Vitec Group continued to make good progress during 2005. For the second
year running sales moved ahead due to new product launches and acquisitions.
This, taken together with the benefits of the restructuring programme initiated
in prior years, meant we produced a strong operating profit performance.
'With favourable market conditions and exciting product ranges, stable market
conditions, strong divisional management teams and the potential to make further
acquisitions, the Board expects further growth during 2006.'
Enquiries
The Vitec Group plc Gareth Rhys Williams, Group Chief Executive 020 8939 4650
Alastair Hewgill, Group Finance Director
Financial Dynamics Richard Mountain/Susanne Walker 020 7269 7291
CHAIRMAN'S & CHIEF EXECUTIVE'S STATEMENT
We are delighted to report a year of continued progress for The Vitec Group.
Sales continued to move ahead due to new product launches and acquisitions, and
this, together with the benefits of the restructuring programme initiated in
prior years, resulted in a strong operating profit performance.
Results
2005 saw revenue continue to grow. Following the very strong growth in 2004 we
are pleased to report a further revenue increase of 5%, both in constant
currency terms and in reported pounds sterling, of which organic growth
accounted for 4%. This growth represents a strong performance for Vitec, which
has seen revenue reductions in previous post-Olympics years.
The Photographic Division generated sales growth of almost 11% as it benefited
from products launched to capitalise on the growth in the wider photographic
market, particularly of digital SLR cameras, and from the strength of our
in-house distribution, particularly in the US and Germany. Growth also came from
demand for our innovative lighting truss systems. Kata, acquired in May,
contributed 1% to overall Group sales growth; we had already been distributing
its camera bags in the USA for several years.
Revenue in Broadcast Systems was up 5% as a result of a revival in interest for
studio products, particularly for camera supports, and the portable power
business had another excellent year. In Communications, the market remained
tough, but new products launched in the last two years began to build volume.
Broadcast Services saw significant growth in 2004, benefiting from the Olympics
and a number of large reality TV show contracts. In 2005 the growth in the
underlying market was insufficient to compensate for some of these large events
not recurring and revenue was down 9%.
Costs continued to be kept under tight control and the benefits of previous
restructuring actions came through as planned.
As a result, profit before tax and significant items* grew 17% in constant
currency terms and 11.5% in pounds sterling. Excluding acquisitions, the
reported growth was 15% in constant currency and 10% in pounds sterling.
Although foreign exchange movements, after hedging, reduced reported operating
profit by £0.9 million, this effect was more muted than the £4.8 million
experienced in 2004.
Basic earnings per share before significant items* were 26.0p (2004: 22.2p), an
improvement of 17%. The Group attracts a relatively high reported tax charge due
to the high tax rates of the countries in which the Group derives its profit,
nevertheless actions taken to improve the efficiency of the Group's tax
structure resulted in a welcome reduction in the reported tax rate to 42% (2004:
45%). During 2005, tax paid was £1.6 million as certain tax credits were
utilised.
After significant items*, profit before tax from continuing operations was up
20% to £17.1 million (2004: £14.2 million) and earnings per share were 22.9p
(2004: 18.8p). After including the release of a provision of £0.4 million
related to a business sold in 2003, earnings were 23.9p (2004: 18.8p).
Cash generated from operations of £29.8 million (2004: £22.5 million) remained
strong. The low tax payments and improvements in stock control meant that
closing net debt fell to £5.4 million (2004: £11.3 million), despite the
acquisition of Kata and additional contribution to the UK pension scheme.
*Significant items are those items of financial performance that the directors
consider should be separately disclosed to assist in the understanding of the
underlying trading and financial performance achieved by the Group and in making
projections of future results. These items are quantified both in the Financial
Review and in note 4.
Strategy update
The results above show the success of the 'Consolidate - Leverage - Grow'
strategy. The major restructuring process, started in 2002, is complete and we
are seeing the benefits of operating as larger units. Each of our businesses is
now engaged in continuous improvement activities, ranging from further movement
of production to lower cost countries, to exploiting the better information
generated by the IT systems recently put in place, to improving our purchasing
performance. This work will carry on but the emphasis is now on generating
growth. Vitec's organic growth comes from the ability of our brands to
constantly launch new and exciting products and services that customers value.
In 2005, as in 2004, the Photographic and Broadcast Systems divisions spent some
5% of sales on R&D, a level that will be maintained into 2006. As in previous
years, this effort generated products that attracted acclaim, which we expect to
convert to future revenue.
The Board believes that acquisitions will form an important part of Vitec's
future growth. We continue to look to acquire companies, either with
complementary products or with distribution channels that will enhance our
existing capabilities.
At the end of May 2005 we acquired Kata, a leading designer and manufacturer of
technically advanced camera bags, based in Israel. The acquisition consideration
was US$8.5 million (£4.7 million), with up to a further US$13 million (£7.1
million) consideration payable based on the business's performance in 2005-07.
Bags represent a complementary product area to those products we already sell,
as they are bought by the same customers who are attracted to our other
photographic accessories. Kata is performing well and continues to grow ahead of
our expectations.
On 16 January 2006 we completed the acquisition of Petrol, another bags
business, also based in Israel. Both Kata's and Petrol's products have been
distributed by Vitec companies for a number of years. The combination of these
two companies will deliver coordinated and powerful new product ranges in both
the broadcast and high-end photographic camera bag markets.
Vitec's continued success wouldn't be possible without the continued hard work
and dedication shown by all of our colleagues around the world throughout a
period of considerable change, for which we would like to thank them.
2005 dividend
Given the improved results and the more stable currency situation, the Board is
proposing a final dividend of 9.4p per share, resulting in a full year total of
15.5p per share, an increase of 3%. Using basic earnings per share before
significant items* the dividend is covered 1.7 times (2004: 1.5 times), whilst
after significant items* it is covered 1.5 times (2004: 1.3 times). Our dividend
policy, as previously communicated, is to move over a period of two to three
years towards an average dividend cover of around two times, and this proposed
payment continues the implementation of that policy.
Board changes
As previously announced, John Potter will stand down following the AGM in May
2006. John joined the Board in February 1999 and we thank him for his advice,
which has been invaluable in seeing the Group through a period of substantial
change.
We are delighted that Simon Beresford-Wylie joined the Board as a non-executive
director on 1 March 2006. Simon is presently Executive Vice President & General
Manager, Networks for Nokia. He is a member of the Nokia Group Executive Board.
He has spent much of his career working in Australia, India and South East Asia.
He will bring useful insights into those countries and the fast-moving consumer
electronics marketplace, which is of increasing relevance to Vitec.
Sir David Bell, who has completed almost nine years as a director, stood down as
Senior Independent Director on 1 March, but remains a director. Will Wyatt has
taken over the role of Senior Independent Director.
Outlook for 2006
The last months of 2005 saw a marked pick up in activity in the Broadcast Camera
business, part of which was related to the forthcoming football World Cup in
Germany. We have seen this momentum continue into the first quarter of 2006 and
expect to see continued growth in our Photographic business during the year,
underpinned by the continued penetration of digital SLR cameras.
With favourable market conditions and exciting product ranges, stable market
conditions, strong divisional management teams and the potential to make further
acquisitions, the Board expects further growth during 2006.
PHOTOGRAPHIC DIVISION
Products for professional photographers
2005 2004
Revenue £76.2m £68.7m
Operating profit* £13.6m £12.4m
Operating margin* 17.8% 18.0%
*Before significant items. Significant items are profit on sale of property of
£0.3 million (2004: £nil), amortisation of intangible assets of £0.2 million
(2004: £nil) and restructuring costs of £nil (2004: £0.1 million reversal of
provision).
Overview
The Photographic division, based in Italy, designs, manufactures and distributes
premium products principally for the professional photographer and keen amateur
or 'pro-sumer'. These include imaging products such as camera tripods and
monopods, lighting stands and camera bags, as well as lighting structures for
studios and outside events, which are all 'in-house' brands. Additional products
distributed on behalf of third party manufacturers include flash units, light
meters and filters. Most products reach the end customer through local
retailers.
Strategy
Originally a manufacturer of professional lighting stands, the Manfrotto
business diversified into camera supports, also for the professional. The
professional market is relatively static, but as the pro-sumer market is booming
with the rapid uptake of digital photography, we have been targeting the latter
sector with new products. The expansion of Bogen Imaging, the division's
distribution arm, will allow much closer contact with the end customer and the
local retailers. The market for outdoor lighting and rigging structures has also
been growing and we are addressing this by focusing on innovation and the supply
of equipment to key projects. To aid the development of this strategy the
division has been reorganised around the Imaging Accessories, Distribution and
Lighting Structures areas.
2005 performance
Sales in the division were up by almost 11% to £76.2 million (2004: £68.7
million), with operating profit before significant items* up almost 10% to £13.6
million (2004: £12.4 million). Operating margin was down slightly due to the
lower dollar/euro exchange rates post-hedging and to some changes in mix,
principally greater sales of Litec product outside Italy, where lower margins
are realised.
Whilst all parts of the division showed sales growth, a significant step in
implementing the strategy was the acquisition of Kata, a leading supplier of
professional bags and protective equipment. Kata continues to grow strongly,
recently relocating to new premises, and is implementing the division-wide ERP
system that will link it to our own distribution companies.
Towards the end of 2005 we finished the development of the new 'Modo' product.
Continuing Manfrotto's tradition of ground-breaking innovation, it combines a
still and video camera head on a tripod aimed at the pro-sumer. It is being
manufactured in China.
During the year the operations of Gitzo France were centralised in Italy,
improving operational effectiveness and reducing costs. A project to rationalise
two further Italian sites commenced that will see some further products
outsourced to China.
Bogen Imaging continued to grow strongly, selling both in-house and third party
brands. It benefited from the strength of the US economy, as well as from the
strong performance of Bogen Imaging GmbH, acquired in 2003.
Litec and IFF were combined to form the Lighting Structures unit, which is now
based in Litec's new facility near Venice, having outgrown the previous site.
Litec completed the implementation of the divisional ERP system and continued to
see strong growth throughout western Europe. Litec's products continued to gain
widespread recognition for their design and ease of use.
BROADCAST SYSTEMS DIVISION
Products and systems primarily for broadcast applications
2005 2004
Revenue £91.5m £86.9m
Operating profit* £5.2m £3.8m
Operating margin* 5.7% 4.4%
*Before significant items. Significant items are restructuring costs of £0.9
million (2004: £2.2 million) and goodwill impairment of £nil (2004: £0.7
million)
Overview
The Broadcast Systems division, with its major businesses in the US, Germany and
the UK, provides equipment principally for the professional video cameraman and
studio or outside broadcast production teams, which are generally sold either
direct to the customer or through specialist dealers. The operating units, where
Vitec brands are acknowledged leaders, are Camera Support, including lighting
systems, Portable Power systems, and Communications.
Strategy
Following the decline in the broadcast market and the changes in camera
technology, we have consolidated the division into fewer, larger business units
and are now able to manufacture at lower cost and devote more resources to
product development. By introducing exciting and innovative new products we will
be able to stimulate the market and grow sales and profits. Additionally we are
looking to expand in markets outside broadcast and entertainment where we have
relevant technology and products.
2005 performance
2005 saw significant top and bottom line improvements as a result of an upturn
in the Broadcast and Live Entertainment markets and the benefits from the
restructuring programmes, particularly in our Camera Support business. The
establishment of our Beijing office in 2004 led to substantial sales in mainland
China, especially in sports and news-driven camera support applications. Overall
revenue in 2005 grew by 5.3% to £91.5 million (2004: £86.9 million). Divisional
profitability improved as a result of the additional volume and through tight
control of costs. With the new structure in place, further opportunities to
improve purchasing and simplify logistics have been taken. Operating profit
before significant items* rose to £5.2 million (2004: £3.8 million), as these
benefits coincided with a more benign foreign exchange environment.
The division continued to launch new products that command attention in the
marketplace. In Camera Support, following the acquisition of Radamec Broadcast
Systems in 2003, the Robotic business was rebranded Vinten-Radamec. A single
control system for all existing Robotic products was launched at the IBC show in
September 2005, allowing customers to add new products to either type of
existing Radamec or Autocam systems. The new control system allows users to
select either style of user interface and even to switch between operators or
between shows whilst retaining shot definitions. Most significantly, the demand
for Studio products increased steadily from the low point in Q1 2004, possibly
driven by early purchases for the Turin Winter Olympics and football World Cup.
Sachtler saw broad acceptance for its new range of 'Speedbalance' video camera
mounting heads which give a much finer control of the balance function whilst
retaining the repeatable stepwise setting for which Sachtler is renowned.
Anton/Bauer, celebrating its 35th year in business, again produced a good
result. Noteworthy was the delivery of a unique power source designed
exclusively for Panavision's Genesis HD Super 35 Digital Cinematography camera
system, introduced as more and more film studios replace their traditional
celluloid-based cameras.
In Communications, the integration of Drake and Clear-Com has led to a large
increase in sales in Europe and the Middle East. A revolutionary 'Voice over IP'
intercom product will start to contribute to sales in 2006, and the CellCom
wireless intercom was approved for use in the USA in November 2005. While the
market for Communications remained very tough, these new, higher margin products
launched recently are beginning to build volume. With all of the initial
contracts for Air Traffic Control (ATC) projects now completed, and now we are
an established supplier, the focus has switched to driving up margins. The
roll-out of the divisional ERP system continued, with the Cambridge site going
live in January 2006.
The acquisition of Petrol, whose camera bags had been distributed by Sachtler
for three years, was completed in January 2006. The acquisition widens the
division's product range, positioning it well for future growth.
BROADCAST SERVICES DIVISION
Rental services and technical support mainly for the broadcast market
2005 2004
Revenue £27.2m £29.8m
Operating profit* £1.2m £1.6m
Operating margin* 4.4% 5.4%
*Before significant items. Significant items are negative goodwill of £nil
(2004: £0.6 million)
Overview
The Broadcast Services business provides rental equipment and technical support
for events, principally in the US, from a network of ten depots across the US.
With a reputation for superior service and knowhow, Bexel equipment and people
are found on the most demanding shows. The division provides both video and
audio services and acts as an integrator for complex audio systems.
Strategy
With a unique geographical footprint, Bexel has a great advantage in offering
pan-US services, which we aim to exploit. With a reputation for technical
excellence, we have the ability to offer rentals that require complex
engineering, either in preparation for an event or as the show is made. Bexel
can also provide broadcast networks that are looking to outsource, services such
as equipment maintenance and rentals that incorporate future technical upgrades.
2005 performance
Sales were down £2.6 million (9.0%) following a very strong 2004. Operating
profit before significant items* was down £0.4 million to £1.2 million (2004:
£1.6 million), reflecting the rigorous cost control environment that the
business operates within.
At the end of 2004 we had hoped that the buoyant market that had supported the
10.4% increase in revenues achieved that year would continue into 2005 and more
than outweigh the Athens Olympics and US Presidential election revenues falling
out. That did not prove to be the case, partly because fewer new large reality
TV shows were launched that needed our level of technical services during the
year, although we did win renewals on the top shows that we already support. We
also added several shorter and smaller scale new series, including the BBC's
'Shark Attack'. A number of large, lower margin projects from 2004 did not
repeat in 2005 which reduced our turnover, but without a proportionate effect on
operating profit.
We also entered into our first substantial agreements with domestic television
networks that span multiple seasons for various types of speciality equipment,
including high definition super slow-motion camera systems. One example is the
agreement with NBC to supply them with high definition content management and
replay systems and support for the Turin and Beijing Olympics.
We continued to fulfil more of our contracts with our own equipment rather than
with expensive subrentals from third parties. Those cost savings dropped through
to operating profit, offsetting the reduction in turnover.
Going forward into 2006, we have built a '3G Live' prototype that provides an
independent production stream for near-real-time delivery of alternative content
from live event venues, primarily for distribution to the web, mobile phones and
other new media devices. We became an authorised Apple Broadcast Services
Partner, and have demonstrated the prototype to a number of major network and
production customers. It has recently been used for editing the TWI/IMG 'Olympus
Fashion Week', webcasting through MSN. With our new Chief Technology Officer on
board, Vitec will be the major sponsor of the 2006 Techforum, an event at which
the leaders of US broadcasting meet to learn about technical events in the
industry.
Although neither the Techforum nor the '3G Live' system will provide significant
revenues by themselves in 2006, they are keeping us in closer contact with
customers who often then end up renting other equipment and services from us.
They also reinforce our image as a leading solutions and services provider as
distinguished from more commoditised 'box renters' that add little value beyond
fulfilling orders.
FINANCIAL REVIEW
The table below sets out an analysis of the causes of movements in operating
profit before significant items* between 2004 and 2005. Whilst the variances are
based on management's best estimates and are not a statutory presentation, they
help to explain the underlying changes in the business during the year.
Operating profit*
2004-05 Variance Analysis (£m)
2004 Operating profit* 17.8
Gross margin effects:
- Volume and mix 2.1
- Sales price less cost inflation 0.1
Operating expenses 0.6
2.8
Acquisitions 0.3
FX effects:
- Translation 0.1
- Transaction after hedging (1.0)
(0.9)
2005 Operating profit* 20.0
* before significant items
Revenue increased by £9.5 million to £194.9 million, or 5.1% in the year. Of
this, £6.7 million (3.6%) was like-for-like, £2.2 million (1.2%) was due to
acquisitions and £0.6 million (0.3%) favourable foreign exchange. Sales growth
was particularly strong in the USA and EMEA but flat in Asia. Acquisition growth
came principally from Kata, the Israeli bags maker, which was acquired on 31
May, together with a full year contribution from Charter US.
Operating profit before significant items* was £20.0 million, £2.2 million or
12.4% greater than 2004. Before adverse foreign currency effects of £0.9
million, the increase in profit was £3.1 million or 17.3%. Despite hedging its
foreign exchange transaction exposure, the Group suffered from the weaker US
dollar against the euro, particularly in the first half year. The Group's
operating profit* margin increased from 9.6% to 10.3%.
Restructuring costs were £0.9 million (2004: £2.1 million) which principally
arose from the previously-announced restructuring plans within the Broadcast
Systems Division enabling the Camera Support and Communications businesses to
operate in a more integrated manner. It is expected that the overall charge for
these plans will be between £4.0 and £5.0 million, as previously announced, with
£3.0m having now been charged.
The charge for goodwill impairment was £nil (2004: £0.1 million). Amortisation
of the intangibles acquired in Kata (see below) for the seven months of
ownership was £0.2 million. These have been included as significant items.
Significant items totalling £1.3 million were principally the above
restructuring costs of £0.9 million, amortisation of intangibles for Kata of
£0.2 million and other financial expense of £0.5 million (of which £0.3 million
relates to the reduction in the value of foreign exchange options due to FX
market volatility, and £0.2 million relates to currency losses on loans not
accounted for as net investment hedges), offset by the profit on the sale of a
factory building in Italy for £0.3 million.
Taxation The effective taxation rate on operating profit after net finance
expense but before significant items was 42% (2004: 45%). The reduction in the
tax rate is due principally to progress made in reducing unrelieved UK tax
losses. The Group's tax charge is relatively high because all of its profits
arise overseas in high tax jurisdictions. (Note: the application of IFRS
increased the effective tax rate for 2004 by some 3% compared to UK GAAP, due to
changes in the accounting for deferred taxes).
Discontinued operation The £0.4 million credit relates to the release of the
remaining provision for the upgrade of retail units in the ALU business, which
was divested in 2003.
Acquisitions On 31 May 2005 the Group acquired the business and assets of Kata,
the Israeli designer and manufacturer of premium protective carrying bags for
cameras and accessories in the photographic and broadcast markets. The
consideration, including acquisition expenses, amounted to £4.7 million. Based
on an assessment of the fair value of assets acquired, £0.7 million was
attributed to tangible assets, £1.4 million to intangible assets (before a
contingent tax liability of £0.3 million) and £2.9 million to goodwill. The
amortisation of intangibles for the seven months was £0.2 million. An earnout of
up to $13.0 million (£7.1 million) is payable based on sales and profit
performance for 2005-07. Following the 2005 performance, the estimated earnout
provision has been increased from US$3.6 million (£2.0 million) at half year to
US$4.6 million (£2.5 million).
Cash flow and net debt Cash generation remained strong, with net debt reducing
by half to £5.4 million (2004: £11.3 million), despite the acquisition of Kata
(above) and a one-off £2.1 million contribution to the Group's two UK pension
schemes which were then merged. The principal reasons were operating profit
generation and tax paid of £1.6 million compared to a tax charge of £7.7
million.
Cash generated from operations was £29.8 million (2004: £22.5 million) equating
to 73p a share (2004: 55p). Capital expenditure and financial investments were
£11.7 million (2004: £10.0 million), of which £5.4 million (2004: £5.1 million)
related to rental assets, partly financed by the proceeds from rental asset
disposals of £1.2 million (2004: £1.1 million).
Working capital efficiency improved. Inventory decreased by £1.3 million to
£31.3 million, whilst stock days decreased to 99 (2004: 109 days). Trade
receivables increased by £4.3 million to £30.5 million, reflecting high sales in
December which also contributed to higher debtor days of 57 (2004: 52 days).
Tax paid in 2005 of £1.6 million was similar to 2004 (£1.4 million). The current
year benefited again from Italian tax credits arising from the sale of the ALU
business in 2003, as well as a £0.7 million UK tax rebate. Tax payments in 2006
will equate more closely to the 2006 current tax charge.
Treasury Financing, currency hedging and tax planning are managed centrally.
Hedging activities are designed to protect profits, not to speculate.
Substantial changes to the financial structure of the Group or treasury practice
are referred to the Board.
The Group operates strict controls over all treasury transactions involving dual
signatures and appropriate authorisation limits.
As in previous years, a portion of the transactions of subsidiaries in foreign
currencies is hedged 12 months forward, as set out below. In 2005, due to the
relative strength of the US dollar, some cover was also taken out for the first
half of 2007.
Currency millions December 2005 Average rate December 2004 Average rate
US dollars sold for Euros
Forward contracts $22.9 1.22 - -
Options* $17.7 1.24 $16.0 1.21
US dollars sold for Sterling
Forward contracts $15.5 1.78 $3.7 1.80
Options - - $1.7 1.84
*Includes cylinder options, where the mid-point of range is taken
The Group does not hedge its foreign currency profits. Foreign currency net
assets are not hedged other than by normal Group borrowings.
Financing activities The Group's principal financing facility is a five-year
£100 million committed multicurrency revolving loan agreement involving five
banks, expiring on 24 January 2010. At the end of December, £17.2 million of the
facility was utilised.
The average cost of borrowing for the year was 4.6% (2004: 4.8%) with the upward
trend in interest rates being partially mitigated by converting the remainder of
the Group's sterling loans into euros and US dollars. Net interest cost
(consisting of net interest payable and commitment fees) was £1.3 million (2004:
£1.6 million). Net interest cover (using operating profit before significant
items) remained high at 15 times (2004: 11 times).
UK pensions At the end of 2003 the Group closed both of its UK defined benefit
schemes to new members. From the beginning of 2004 a Group personal pension plan
was made available for new employees, currently with Standard Life. In November
2005 the two schemes were merged. As at 31 December 2005 the number of active
members in the newly-merged scheme had reduced by 13% to 201 (2004: 232). Total
scheme members are 662 (2004: 676).
A triennial actuarial valuation was undertaken as at 5 April 2004. On the basis
of the assumptions adopted, the value of the schemes' assets (£28.3 million) was
equal to 94% of the value placed on the benefits that had accrued to members
allowing for expected future increases in salaries. As a result of the valuation
regular contributions were increased by £0.2 million per annum with effect from
the date of valuation. In addition, employees' contributions were increased from
1 January 2005. In November 2005 the Group contributed £2.1 million to fund the
deficit highlighted by the 2004 triennial valuation and, also, to facilitate the
merger of the two schemes to reduce ongoing administration costs.
Following the funding actions set out above, the Group's UK defined benefit
pension liabilities under IAS 19 (amended) as at 31 December 2005 were estimated
by the Group's actuaries to be £42.0 million (2004: £36.5 million) and the
deficit £3.1 million (2004: £5.8 million). The principal assumptions used for
the valuations are set out below.
2005 2004
Inflation rate 2.8% 2.8%
Expected rate of increase in:
- Salaries 4.8% 4.8%
- Pensions and deferred pensions 2.8% 2.8%
Discount rate 4.8% 5.3%
Long term rates of return
- Equities 7.8% 7.9%
- Bonds 4.3% 4.8%
- Property 6.3% 6.8%
Longevity
- Pensioners currently aged 65 84/87 * 84/87 *
- Non-pensioners currently aged 45 86/89 * 86/89 *
* male/female
Cautionary statement
This announcement contains forward looking statements that are subject to risk
factors associated with, amongst other things, the economic and business
circumstances occurring from time to time in the countries and sectors in which
the Group operates. It is believed that the expectations reflected in these
statements are reasonable but they may be affected by a wide range of variables
which could cause actual results to differ materially from those currently
anticipated.
Consolidated income statement
For the year ended 31 December 2005
Full year 2005 Full year 2004
Significant items (1) Significant items (1)
Before Total Before Total
significant significant
items items
Amortisation Restructuring Goodwill Restructuring
of acquired costs and impairment, costs and
intangibles Property negative Property
and Other profits goodwill profits
financial and Other
expense financial
items expense
items
£m £m £m £m £m £m £m £m
Revenue
Continuing operations 193.2 193.2 185.4 185.4
Acquisitions 1.7 1.7 - -
194.9 194.9 185.4 185.4
Cost of sales (115.6) (115.6) (108.9) (108.9)
Gross profit 79.3 79.3 76.5 76.5
Other operating income - 0.3 0.3 - -
Operating expenses (59.3) (0.2) (0.9) (60.4) (58.7) (0.1) (2.1) (60.9)
Operating profit
Continuing operations 19.8 - (0.6) 19.2 17.8 (0.1) (2.1) 15.6
Acquisitions 0.2 (0.2) - - - - - -
20.0 (0.2) (0.6) 19.2 17.8 (0.1) (2.1) 15.6
Interest payable on bank (1.5) (1.5) (1.7) (1.7)
borrowings
Interest income 0.2 0.2 0.1 0.1
Pension scheme:
Interest charge (2.0) (2.0) (1.1) (1.1)
Expected return on assets 2.2 2.2 1.4 1.4
Other financial expense (0.5) (0.5) (1.0) - (0.1) (0.1)
Net financial expense (1.6) (0.5) - (2.1) (1.3) (0.1) - (1.4)
Profit before tax 18.4 (0.7) (0.6) 17.1 16.5 (0.2) (2.1) 14.2
Overseas taxation (7.7) - - (7.7) (7.4) - 0.9 (6.5)
Profit from continuing 10.7 (0.7) (0.6) 9.4 9.1 (0.2) (1.2) 7.7
operations
Profit from discontinued 0.4 0.4 - -
operation
Profit for the year 11.1 (0.7) (0.6) 9.8 9.1 (0.2) (1.2) 7.7
(attributable to Equity
Shareholders)
Earnings per share
Continuing operations:
Basic earnings per share 22.9p 18.8p
Diluted earnings per share 22.7p 18.7p
Total :
Basic earnings per share 23.9p 18.8p
Diluted earnings per share 23.7p 18.7p
Dividends per ordinary share
Prior year final paid £3.6m
8.9p
Current year interim paid 6.1p £2.5m
Current year final proposed 9.4p £3.9m
(1) See note 4
Consolidated statement of recognised income and expense
For the year ended 31 December 2005
2005 2004
£m £m
Actuarial gain/(loss) on pension obligations 0.5 (0.6)
Currency translation differences on foreign net investments 2.4 (4.1)
Net (loss)/gain on hedge of net investment in foreign subsidiaries (0.2) 0.1
Cash flow hedging reserve:
Amounts released to income statement (0.8)
Effective portion of changes in fair value (0.7)
Net income/(expense) recognised directly in equity 1.2 (4.6)
Profit for the year 9.8 7.7
Total recognised income for the year 11.0 3.1
Effect of adoption of IAS 32 and IAS 39 at 1 January 2005 on:
Retained earnings 0.4
Cash flow hedging reserve 0.8
Total 12.2 3.1
Consolidated Balance Sheet
As at 31 December 2005
2005 2004
£m £m
Assets
Non-current assets
Property, plant and equipment 33.6 30.7
Intangible assets 19.9 12.8
Deferred tax assets 5.8 7.2
59.3 50.7
Current assets
Inventories 31.3 32.6
Trade and other receivables 37.0 35.0
Derivative financial instruments 0.2
Current tax assets 0.9 2.3
Cash and cash equivalents 12.7 14.4
82.1 84.3
Total assets 141.4 135.0
Liabilities
Current liabilities
Bank overdrafts 0.9 1.0
Bank loans - 24.7
Trade and other payables 31.5 27.4
Derivative financial instruments 0.9
Current tax liabilities 7.6 2.6
Provisions 1.2 2.7
42.1 58.4
Non-current liabilities
Bank loans 17.2 -
Other payables 0.2 0.1
Post-employment obligations 7.5 9.7
Provisions 2.7 0.2
Deferred tax liabilities 1.1 2.4
28.7 12.4
Total liabilities 70.8 70.8
Net assets 70.6 64.2
Equity
Share capital 8.2 8.2
Share premium 2.7 2.7
Translation reserve (1.8) (4.0)
Other reserves 0.9 1.6
Retained earnings 60.6 55.7
Total equity 70.6 64.2
Consolidated cash flow statement
For the year ended 31 December 2005
2005 2004
£m £m
Cash flows from operating activities
Profit for the year 9.8 7.7
Adjustments for:
Taxation 7.7 6.5
Depreciation 8.9 9.4
Amortisation of intangibles 1.2 0.8
Goodwill impairment - 0.7
Negative goodwill - (0.6)
Loss on disposal of property, plant and equipment (1.6) (1.0)
Fair value losses on derivative financial instruments (0.4)
Cost of equity-settled employee share schemes 0.3 0.1
Financial income (2.4) (1.5)
Financial expense 4.5 2.9
Operating profit before changes in working capital and provisions 28.0 25.0
Decrease/(Increase) in inventories 3.0 (0.1)
Increase in debtors (0.8) (0.1)
Increase/(decrease) in creditors 3.1 (1.2)
Decrease in provisions (3.4) (1.1)
Adjustments for foreign exchange losses (0.1) -
Cash generated from operations 29.8 22.5
Interest paid (1.8) (1.7)
Tax paid (1.6) (1.4)
Net cash from operating activities 26.4 19.4
Cash flows from investing activities
Proceeds from sale of property, plant and equipment 2.1 1.6
Purchase of property, plant and equipment (11.1) (8.7)
Software and development costs capitalised as intangible assets (0.6) (1.3)
Interest received 0.5 0.1
Acquisition of subsidiary, net of cash acquired (4.6) (1.5)
Net cash from investing activities (13.7) (9.8)
Cash flows from financing activities
Proceeds from the issue of shares - 0.1
Repayment of bank loans (8.2) (1.6)
Dividends paid (6.1) (9.3)
Net cash from financing activities (14.3) (10.8)
Decrease in cash and cash equivalents (1.6) (1.2)
Cash and cash equivalents at 1 January 13.4 15.6
Exchange rate movements - (1.0)
Cash and cash equivalents (including overdrafts) as at 31 December 11.8 13.4
Cash and cash equivalents 12.7 14.4
Bank overdrafts (0.9) (1.0)
Cash and cash equivalents in the cash flow statement 11.8 13.4
Abbreviated segment reporting
Primary format - by business segments
Photographic Broadcast Broadcast Corporate and Consolidated
Systems Services unallocated
2005 2004 2005 2004 2005 2004 2005 2004 2005 2004
£m £m £m £m £m £m £m £m £m £m
Revenue from external
customers :
Sales 76.2 68.7 91.5 86.9 7.8 8.8 - - 175.5 164.4
Services - - - - 19.4 21.0 - - 19.4 21.0
Total revenue from external 76.2 68.7 91.5 86.9 27.2 29.8 - - 194.9 185.4
customers
Inter-segment revenue (1) 1.3 1.6 1.2 1.0 - - (2.5) (2.6) - -
Total revenue 77.5 70.3 92.7 87.9 27.2 29.8 (2.5) (2.6) 194.9 185.4
Operating profit before 13.6 12.4 5.2 3.8 1.2 1.6 - -
significant items
20.0 17.8
Amortisation of intangible (0.2) - - - - - - - (0.2) -
assets
Profit on the sale of 0.3 - - - - - - - 0.3 -
property
Restructuring costs - 0.1 (0.9) (2.2) - - - - (0.9) (2.1)
Goodwill impairment and - - - (0.7) - 0.6 - - - (0.1)
negative goodwill
Segment result 13.7 12.5 4.3 0.9 1.2 2.2 - - 19.2 15.6
Net financial expense (2.1) (1.4)
Taxation (7.7) (6.5)
Profit for the period
Continuing operations 9.4 7.7
Discontinued operation 0.4 -
9.8 7.7
Segment assets 48.6 39.0 52.1 54.1 20.3 18.3 1.0 (0.3) 122.0 111.1
Unallocated assets
Cash and cash 12.7 14.4 12.7 14.4
equivalents
Current tax assets 0.9 2.3 0.9 2.3
Deferred tax assets 5.8 7.2 5.8 7.2
Total assets 141.4 135.0
Segment liabilities 19.4 14.3 16.4 20.0 4.6 3.3 3.6 2.5 44.0 40.1
Unallocated assets
Bank overdrafts 0.9 1.0 0.9 1.0
Bank loans 17.2 24.7 17.2 24.7
Current tax liabilities 7.6 2.6 7.6 2.6
Deferred tax liabilities 1.1 2.4 1.1 2.4
Total liabilities 70.8 70.8
Capital expenditure
(including those acquired
within acquisitions)
Property, plant and equipment 3.3 2.4 2.4 1.2 5.4 6.0 0.1 - 11.2 9.6
Intangible assets 2.0 0.6 - 0.7 - - - - 2.0 1.3
(1) Inter-segment pricing is determined on an arm's length basis.
Abbreviated segment reporting (continued)
Secondary format - by geographical segments
United Kingdom Rest of The Rest of the Corporate and Consolidated
Europe Americas World unallocated
2005 2005 2004 2005 2004 2004 2005 2004 2005 2004 2005 2004
£m £m £m £m £m £m £m £m £m £m £m £m
Revenue from
external customers:
By origin 37.5 40.5 70.1 66.8 85.5 78.1 1.8 - - - 194.9 185.4
By location of 9.7 9.9 56.9 52.6 98.1 94.3 30.2 28.6 - - 194.9 185.4
customer
Segment assets 23.5 24.9 40.4 42.5 47.2 42.4 9.9 1.6 1.0 (0.3) 122.0 111.1
Unallocated assets
Cash and cash 12.7 14.4 12.7 14.4
equivalents
Current tax assets 0.9 2.3 0.9 2.3
Deferred tax assets 5.8 7.2 5.8 7.2
Total assets 141.4 135.0
Capital expenditure
(including those
acquired within
acquisitions)
Property, plant and 1.7 0.6 3.3 2.5 5.8 6.4 0.3 0.1 0.1 - 11.2 9.6
equipment
Intangible assets - 0.7 0.5 0.6 0.1 - 1.4 - - - 2.0 1.3
Important: The financial information set out above does not constitute the
company's statutory accounts for the years ended 31 December 2005 or 2004.
Statutory accounts for 2004, which were prepared under UK GAAP, have been
delivered to the registrar of companies. The auditors have reported on the 2004
accounts; their report was unqualified and did not contain a statement under
section 237(2) or (3) of the Companies Act 1985.
1. Basis of Preparation
The transition date for adoption of IFRS is determined in accordance with IFRS1
First Time Adoption of International Financial Reporting Standards, and has been
determined as 1 January 2004. The information included within this document has
been prepared on the basis of the recognition and measurement requirements of
IFRS standards and IFRIC interpretations in issue that are endorsed by the
European Commission and effective (or which Vitec has chosen to early adopt) at
31 December 2005 ('adopted IFRS'), the Group's first annual reporting date in
accordance with IFRS.
The standards having the most effect on the profit before tax and shareholders'
funds are as a result of the adoption of IAS 19 (amended) Employee Benefits (in
respect of pensions), IAS12 income taxes (in respect of deferred tax assets),
IFRS 3 Business Combinations (in respect of goodwill), IFRS 2 Share Based
Payment and IAS 10 Events After The Balance Sheet Date (in respect of dividends
declared after the balance sheet date). The impact of adopting IFRS and a full
analysis of the impact on the 2004 published results were reported in May 2005.
2. Basis of Presentation
The Group's financial statements are prepared under the historical cost
convention and in accordance with the Companies Act 1985 and applicable
accounting standards. The accounting policies of the Group under previous UK
GAAP are detailed in the 2004 Annual Report and Accounts and have been amended
as discussed in the IFRS announcement on 19 May 2005. The revised accounting
policies of the Group conform to IFRS.
The financial data presented in this document is for the full year 2005, being
the twelve months ended 31 December 2005, and compared to the corresponding
period in the previous year.
3. Basis of Segmentation
Segmental data in this statement is analysed on the basis of the divisional
management structure (Photographic, Broadcast Systems, Broadcast Services) that
the Group operates under.
4. Significant items
Significant items are those items of financial performance that the directors
consider should be separately disclosed to assist in the understanding of the
underlying trading and financial performance achieved by the Group and in making
projections of future results.
Amounts taken account of relating to operating items include the costs of major
restructuring programmes, the amortization of acquired intangibles and profit on
disposal of property.
The Group uses options as part of its hedging of future cash flows. Under IFRS,
the Group is able to hedge account for the intrinsic value of such options, but
is not permitted to hedge account for the time value of such options. This time
value is therefore marked-to-market at each balance sheet date. As such options
are held to maturity, the ultimate net amount charged to the income statement in
respect of any one option will always equate to the initial premium paid for
that option. However, as a result of the mark to market, this may introduce
volatile income and expenses between periods and such amounts are therefore
being identified as other financial expense.
Under IFRS, currency translation differences arising on long-term intra-group
funding loans that are similar in nature to equity are charged/credited to
reserves. Amounts relating to the currency translation differences arising on
certain other intra-group funding balances that do not meet this strict criteria
but that are very similar in nature are included within other financial expense.
Significant items comprise restructuring costs (£0.9m), profit on disposal of
property £0.3m, amortization of acquired intangibles (£0.2m), volatile premium
on options (£0.3m) and currency translation on intra-group funding balances
(£0.2m).
5. Earnings per share
Basic earnings per share of 23.9 pence (2004: 18.8 pence) is based on profit for
the year attributable to equity shareholders of £9.8 million (2004: £7.7
million) and the weighted average number of shares of 41,084,054 (2004:
41,062,429). Basic earnings per share relating only to continuing operations of
22.9 pence (2004: 18.8 pence) is based on profit for the year attributable to
equity shareholders but before profit from discontinued operations. Basic
earnings per share before significant items and discontinued operations of 26.0
pence (2004: 22.2 pence) is based on profit for the year attributable to equity
shareholders but before the impact of significant items and before profit from
discontinued operations.
6. Dividend
The directors have declared a final dividend of 9.4 pence per share, which will
absorb £3.9 million (2004: 8.9 pence absorbing £3.6 million). The dividend will
be paid on 28 May 2006 to shareholders on the register at the close of business
on 26 April 2006.
7. Key Exchange Rates
Weighted average Year end
2005 2004 2005 2004
EUR / USD 1.24 1.24 1.18 1.36
GBP / USD 1.82 1.82 1.72 1.92
GBP / EUR 1.46 1.47 1.46 1.41
This information is provided by RNS
The company news service from the London Stock Exchange