TIDMWEIR
RNS Number : 2092T
Weir Group PLC
23 March 2021
The Weir Group PLC
23 March 2021
2020 Annual Report and 2021 Annual General Meeting
The following documents have today been posted or otherwise made
available to Shareholders:
1. Annual Report and Financial Statements for the period ended
31 December 2020 (the "2020 Annual Report");
2. Notice of 2021 Annual General Meeting; and
3. Form of Proxy for the 2021 Annual General Meeting.
In accordance with Listing Rule 9.6.1, a copy of each of these
documents has been uploaded to the National Storage Mechanism and
will be available for viewing shortly at:
https://data.fca.org.uk/#/nsm/nationalstoragemechanism .
The documents (except the Form of Proxy) are also available on
the Company's website at
www.global.weir/investors/shareholder-information/agm/ and in
hard copy to Shareholders upon request to Investor Relations, The
Weir Group PLC, 1 West Regent Street, Glasgow, G2 1RW.
The Company currently intends to hold its 2021 Annual General
Meeting (the "AGM") at the Company's Head Office, 1 West Regent
Street, Glasgow, G2 1RW, on Thursday 29 April 2021 at 2.30pm. As
set out in the Notice of AGM, the Company fully supports the
Government restrictions on mass gatherings, non-essential travel
and social contact. On this basis, the Board has concluded that it
is appropriate to strongly urge Shareholders not to attend the AGM
in person this year as to do so would be inconsistent with current
Government guidance relative to Covid-19. Shareholders are instead
requested to make use of the electronic facilities to participate
remotely. Shareholders are asked to please exercise their votes by
submitting their proxy electronically or by post.
The Company intends to livestream the AGM so that Shareholders
will be able to follow the meeting remotely, however, this will be
kept under review and subject to the Government guidance in place
at the time of the AGM. Shareholders will be able to access the
meeting by visiting https://web.lumiagm.com/. For further
information on how to join the AGM electronically, please see the
guidance included in Appendix 2 of the Notice of AGM.
In addition, should a Shareholder have a question that they
would like to raise at the AGM, the Company strongly encourages
Shareholders to email it in advance to WeirAGM2021@mail.weir, or
send it by post to the Company's Head Office to be received no
later than close of business on 27 April 2021. The Company will
also provide the facility for Shareholders to ask questions
electronically immediately before and during the AGM via
https://web.lumiagm.com/.
The Company will be closely monitoring the impact of Covid-19
and how this may affect the arrangements for the AGM. Shareholders
should therefore continue to monitor the Company's website and
announcements for any updates in relation to the AGM.
The Company's full year results announcement of 2 March 2021
contained a management report as well as the audited financial
statements which were prepared in accordance with the applicable
accounting standards.
The 2020 Annual Report submitted to the National Storage
Mechanism today also contains information regarding the Company's
principal risks and uncertainties as at 2 March 2021 (being the
date of the 2020 Annual Report) and a responsibility statement
relating to the content of the 2020 Annual Report; an extract of
this information is provided below as required under paragraph
6.3.5 of the DTR, however this material should be read in
conjunction with and is not a substitute for reading the full 2020
Annual Report. Page numbers and cross-references in the following
appendices refer to page numbers and cross-references in the 2020
Annual Report.
APPICES
Appendix A: Principal risks and uncertainties as at 2 March 2021
(the date of the 2020 Annual Report)
A description of the principal risks and uncertainties that the
Company faces is extracted in full and unedited from pages 43 to 51
of the 2020 Annual Report.
As in any business, there are risks and uncertainties which
could impact the Group's ability to achieve its objectives in the
future. The Group's risk management and assurance framework is
designed to make this less likely by clearly identifying and
seeking to mitigate these key risks.
The Board has conducted a robust assessment of the principal
risks, alongside the Risk Appetite Statement set out on page 41,
meeting the Board's responsibilities in connection with Risk
Management and Internal Control details in the UK Corporate
Governance Code 2018. Each of the principal risks is assigned an
owner from amongst the Board or Group Senior Management team and a
detailed review of each principal risk has been completed in the
year.
The Group's risk registers were reviewed and validity of the
existing prior year principal risks were reassessed and
consideration was given as to whether any new principal risks have
emerged, or certain risks are no longer considered to be a
principal risk. This review resulted in changes being made to the
principal risks in 2020.
The identified principal risks were subjected to a detailed
assessment based on the following considerations:
-- Severity of each risk relative to the Group's stated risk appetite;
-- Existence and effectiveness of actions and internal controls
which serve to mitigate the risk;
-- The overall effectiveness of the Group's control environment,
including assurance and any identified control weakness; and
-- The extent to which each of the principal risks could impact
the Group's viability in financial or operational terms, due to
their potential effects on the business plan, solvency, reputation
or liquidity.
The principal risks set out on pages 44 to 51 are those which we
believe to have the greatest potential to impact our ability to
achieve the Group's strategic objectives or which have the greatest
potential impact on the Group's solvency, liquidity or
reputation.
Principal Risks and Uncertainties
Covid-19 (Risk trend: Increasing)
Risk of subsequent pandemic waves giving rise to further plant closures and heightened workforce
exposures both for the Group and its key customers and suppliers which could lead to a loss
of productivity and/or loss of life.
Why we think this is important How we are mitigating the Changes during 2020
risk
Subsequent waves of Covid-19 gives rise to further plant This is a new risk in
closures resulting in a material Divisional and Group 2020.
impact on the Group's productivity and ability to meet Covid-19
customers' demands. response plans developed
for all
Subsequent waves of Covid-19 gives rise to further employees which are
lockdowns and a resulting impact on the cognisant
mental health and wellbeing of the Group's global of locality and ongoing
workforce. local
authority restrictions.
Wider supply chain interruptions as host Governments look
to prioritise and safeguard their Developed protocols and
citizens and economies leading to increased restrictions Group risk mitigation
around the cross-border movement plans are focused on key
of people and goods. control measures with
particular attention to
Risk of Covid-19 induced global recession impacting employee safety.
commodity prices and demand for mining
equipment.
--------------------------- ---------------------------
Technology (Risk trend: Increasing)
Failure of the Group to embrace technology, innovate and continue to develop and invest in
both our core and next generation solutions and services for our customers, leaves the Group's
market leading positions and ability to deliver on growth ambitions exposed.
Why we think this is important How we are mitigating the Changes during 2020
risk
We need to continue to drive Further risk mitigation
innovation across the Group and Continued investment in has been
collaborate with research partners to ensure there is a our technology strategy updated to capture latest
sustainable and evolving product offering aligned on smart, thinking
leveraging new and adjacent technologies. sustainable, efficient on key next priorities
(SSE) following the
This can result in failure to achieve and maximise the priorities. strategic planning
expected sales opportunities from new process.
product launches and technological advances. Hybrid R&D operating model
combining divisional R&D, Engineering Excellence
Failure to adapt our business model to capture economic Weir Committee (EEC) replaced
value from technological advances Advanced Research Centre with Weir Technology
or prevent economic loss from other technological advances. (WARC), Weir Additive Excellence Committee
Manufacturing Solutions (WTEC) with a focus on
Failure to develop products meeting the sustainable needs (WAMS). horizon 2/horizon 3
of our customers and other stakeholders. technology strategy and
Strategic international associated performance
Failure to identify and respond to threats from disruptive research, metrics.
technologies. academic and technology
scanning partnerships and Weir Innovation Network
Failure to harness new technology to reduce costs/improve funding. (WIN)
efficiency of our operations relative approach matured to
to peers Strong governance around further promote, celebrate
(digital, automation, big data etc). intellectual property and and reward
new culture of innovation.
material/product launches.
--------------------------- ---------------------------
Value Chain Excellence (Risk trend: No change)
Failure to achieve Value Chain Excellence improvements and the associated reduction in costs
and enhanced capital efficiency.
Why we think this is important How are we mitigating the Changes during 2020
risk
If we fail to improve our value chain management, we risk: Further mitigations
Regular KPI monitoring of reflects the
Losing the opportunity to meet our customer needs in terms the value chain throughout ongoing plans to realise
of product volume, quality and the organisation. Value full value from our mining
delivery, through a failure in internal and external supply Chain Excellence pure play platform
chains resulting in a low of initiatives have been including functional
reputation and sales; operating throughout the shared service
Group to drive value chain initiatives.
Failure to optimise our inventory improvements including
thus inhibiting the Group investment strategy and creating expanding production in
slow moving and obsolete inventory best cost countries.
ultimately impacting our results;
The Group's forward
Failure to manage potential purchase
above inflationary increases in commitments are being
procurement costs as commodity prices increasing thereby closely monitored to
reducing our cost competitiveness manage inventories at
and margins; and levels appropriate to
market
Failure to develop organisational conditions.
capability to sustain and improve operational performance
results. Our credit risk management
procedures are under
continuous
appraisal and review.
We regularly monitor
market activity to ensure
we remain competitive.
Improved demand planning
and
forecasting including
Sales and
Operations Planning within
VCE.
Realising value from
shared service
initiatives.
--------------------------- ---------------------------
Environmental Sustainability (Risk trend: No change)
Failure to adapt to and mitigate climate change and the associated impact on our current or
future business.
Why we think this is important How are we mitigating the Changes during 2020
risk
Failure to manage this risk has 2020 organisational
significant impacts on us, our Sustainability Roadmap changes
customers and our supply chain. developed via extensive to bring new focus on
These impacts can be both acute and chronic. multi-stakeholder delivery
materiality assessment of Sustainability Roadmap
Furthermore, failure to manage encompassing priorities and further
these risks may have political Environmental, Social strengthen
and legal implications following & Governance (ES&G). governance foundations.
increased Governmental focus.
Two of the four Further risk mitigations
There are also wider implications of this risk including Sustainability updated to
loss of market share, negative impact Roadmap priority areas capture proposed work
on reputation and failure to attract talent into the focus on arising from the
organisation. Environmental completion of the 1st pass
Sustainability. Task Force on
Climate-related
Creating sustainable Financial Disclosures
solutions: with targets evaluation process.
for increased
sustainability impact of
our products
in use, sustainable design
and supply and end-of-life
stewardship for our
products.
Reducing our footprint:
with
targets for CO2 reduction
(both
efficiency and renewable
supply
optimisation), water
stewardship,
waste elimination.
We are continuing strong
engagement with
stakeholders in this area.
--------------------------- ---------------------------
Safety, Health and Well-Being (Risk trend: No change)
Failure to adequately protect our people and customers from harm presents a significant threat
to the physical and mental wellbeing of the Group's existing and available workforce leading
to a resultant impact on productivity and our ability to meet customer demands and expectations.
Why we think this is important How are we mitigating the Changes during 2020
risk
We operate in hazardous
environments, and therefore have a fundamental duty to The Weir Behavioural Control measures updated
protect our people and other stakeholders Safety system is in place to
from harm whilst conducting our business. to reduce the risk of track status and progress
safety incidents. of safety training for all
Policies and processes must be employees.
in place to ensure the continued In addition, there are
health, safety and wellbeing of initiatives Risk title refined to
all employees, customers and to prevent the most common include employee's
third parties. accident types. The Weir wellbeing.
global SHE standards are
Failure to ensure continued continually reviewed.
environmental compliance and/or contravention of
environmental legislations. The SHE Excellence
Committee
Failure of the Group to respond is responsible for
to a significant risk to employees monitoring
resulting from a pandemic or performance and compliance
significant global health issue. with
Group objectives, policies
Failure of the Group to adequately protect its workforce and
from both the heightened stress on standards relating to SHE.
their wellbeing and/or psychological fears from changing
work practices. The Chief Executive's
Safety
Failure to manage the security Committee meets monthly
and safety risks associated with and is
operating in higher risk location. committed to achieving the
highest of SHE standards.
There is a formal SHE
assurance
programme with issues
escalated as required
through the reporting
structures.
Employee wellbeing support
(including dedicated
mental health
first aiders, pandemic
protocols
and expansion of existing
health
training programme).
--------------------------- ---------------------------
Market Cyclicality (Risk trend: Decreasing)
Changes in key mining markets, including commodity prices and macro economic conditions have
an adverse impact on customers' expenditure plans. Fundamental market structure changes could
alter the long-term economics of the business.
Why we think this is important How are we mitigating the Changes during 2020
risk
Cyclical nature of the Group's We continue to focus on
end markets, including continued exposure to oil sands, We maintain regular customer
giving rise to downturns and resultant engagement relationships, technology
pricing and operational pressures. with our customers to development and Value
understand Chain
Risk of credit markets tightening their needs and Excellence to manage this
limiting access to capital. challenges, and ensure our risk.
business is appropriately
Failure of the Group to maximise upturn opportunities and aligned. The risk trend has reduced
meet customer demands. to reflect the sale of Oil
Our strategic planning & Gas.
utilises
extensive market
intelligence to
assist in forecasting
opportunities
and dips in markets.
--------------------------- ---------------------------
Competition (Risk trend: Decreasing)
Increasing presence of low cost competitors with improving quality in our end markets leads
to significant pricing pressure and margin deterioration. Disruptive technologies or new entrants
with alternative business models could also reduce our ability to sustainably win future business,
achieve operating results and realise future growth opportunities. Continuing threat from
third-party replicators.
Why we think this is important How are we mitigating the Changes during 2020
risk
Increasing presence of low cost Risk trend reduced
competitors with improving Horizon scanning for following the
quality in our end markets leads competitor sale of Oil & Gas.
to significant pricing pressure and margin deterioration. threats including patent
searches
Alternatively, increased competition forces a continual and applications.
release of longer wear life products
resulting in maintaining market share but cannibalising our Collaboration with
sales volumes with difficulty customers
in realising commercial benefits. on technology partnerships
and
field trials.
Technology solutions with
differentiation on
engineering
expertise, aftermarket
service and
total cost of ownership.
Continued development of
operational efficiency and
improvement plans.
Continued investment in
core
product design, process
and
materials that provide
high value.
--------------------------- ---------------------------
Digital Strategy and Roadmap (Risk trend: No change)
Failure to both exploit 'digitalisation' opportunities impacting the Group's ability to meet
evolving customer expectations.
Why we think this is important How are we mitigating the Changes during 2020
risk
Failure to embed 'digitalisation' Technological innovation
as a priority within Group and Digital and IT leadership continues to be at the
divisional strategies, leading embedded in the Group and forefront of the business
to underinvestment/delayed divisional strategic due to more drive
development of the capabilities planning processes. for financial and
needed to meet our medium-term business performance goals. environmental efficiency
Oversight and Governance and the pressure to
Failure to identify and mitigate within Information Systems provide customers
potentially disruptive digital & solutions
technology trends as they appear in mining or adjacent Technology (IS&T) Business to improve the efficiency
industries and/or failing to adapt Management system. of their operations.
at the required pace to gain/sustain market
competitiveness. Group-lead scenario Further information on
planning progress
Failure to leverage digital capabilities to drive processes to identify and made in this area is set
automation and efficiency across core business align on out on
processes, resulting in increased costs and/or lower the major emerging page 15.
responsiveness. technologies
(including digital) as Risk updated to reflect
Failure to converge across input to Group and IS&T digital operating
Information Technology, Operational Technology (IIOT, OT) divisional strategies. model changes.
and Engineering Technology, leading
to fragmented architecture, security exposure and IS&T operating model,
inefficient providing
service models. clear governance framework
(Strategy, Policy and
Failure to exploit current and Governance) and
emerging data and analytics foundational platforms
capabilities to improved operational performance for (Core Services) for IT and
ourselves and our customers. Digital
investments across Group
Failure to develop, attract and retain the talent need to and Divisions.
underpin Weir's digitalisation journey
and culture. Customer requirements
evaluated
through User Experience
framework as input to the
investment in development
of processes,
products and solutions
Oversight and Governance
within IS&T Business
Management system.
Assurance work to embed
Secure by Design within
all Digital
Development activities.
Alignment of products,
solutions,
technologies in line with
IS&T
operating model to deliver
scalable solutions through
Core, Common and Distinct
framework.
--------------------------- ---------------------------
Information Security & Cyber (Risk trend: No change)
Failure to adequately protect Weir Group from cyber enabled fraud and other information security
risks which can lead to operational disruption, reputational damage, regulatory fines and/or
financial impacts.
Why we think this is important How are we mitigating the Changes during 2020
risk
Up-to-date data allows us to make informed decisions about Cybersecurity controls
our business. Therefore, we require We have an IT Governance further
reliable and efficient IT systems and infrastructure to Framework with a focus on enhanced, including a 24/7
support our data requirements. structured change security operations centre
Breaches of our IT security could have serious consequences management to monitor cybersecurity
for our business, techniques, including threats and
including: interruption to business operations; and loss of setting project governance regular crisis management
intellectual property and other levels in line with risk. rehearsals linked to cyber
sensitive data. security scenarios.
IS&T Control Board
The Group is investing in a provides
significant IT transformation assurance and oversight.
programme. If this is not managed effectively, the
consequences could include interruption Policies, procedures and
to business baseline
operations if data is unavailable standards in relation to
due to unsuccessful execution cyber risk
of change, impacting our ability and IT security more
to compete and our reputation in generally are
the market. continuously updated and
rolled out to operations.
At present, the Group's principal A programme of user
exposures to cybercrime relate to the misappropriation of training in relation
cash and data. Our revenue streams to cyber risk is in place.
are largely protected as our products are not currently
electronic in nature and we do not, Security Incident
as a rule, transact over the internet. Responder
teams monitor our various
security systems.
All security related
incidents are
reported to the Group
Executive.
--------------------------- ---------------------------
People (Risk trend: No change)
Failure of the Group to build an ever more inclusive and diverse culture, which gives rise
to an inability to attract and retain the very best workforce.
Why we think this is important How are we mitigating the Changes during 2020
risk
Our people represent our biggest asset and failure to The recruitment, talent
attract, develop and retain key management Promotion of the Weir development and
and staff would have a detrimental impact on the Group's Group Values & Behaviours, performance
ability to deliver our key strategic Code of Conduct and HR enablement programme is
objectives. Policies sets the being
standards and expectations further developed.
As markets improve we need to for all our staff,
continue to recruit high quality staff building on existing reinforcing our stated Inclusion and Diversity
capability while recruiting skilled commitment to attracting Training
expertise in the right areas of the business and at the and retaining the very
right time. best people.
High performer assessments
are
undertaken to identify and
develop our very best
talent.
Succession plans are in
place and
periodically reviewed for
all of our
key management.
Personal Development Plans
are
set and reviewed for the
effective
development of all of our
staff.
We continue to offer
competitive compensation
and benefits packages.
Inclusion and Diversity
Training and Steering
Committee.
--------------------------- ---------------------------
Political and Social (Risk trend: No change)
Adverse political action, or political and social instability, in territories in which we
operate may result in strategic, financial or personnel loss to the Group.
Why we think this is important How are we mitigating the Changes during 2020
risk
We operate across the globe and therefore have to work Existing controls updated
within a wide range of political and Regular review of market to reflect sale of
social conditions. Adverse events may occur in the attractiveness. Monitoring minority B-BBEE interest.
territories in which we operate that may travel
require us to act swiftly to protect our people and our by Weir employees to Revised Strategic Planning
property and regulatory changes higher risk Process adjusted to
could impact our competitiveness. We need to be flexible locations in accordance address Covid-19 risks.
and able to anticipate such issues. with the
Weir Group travel policy. While the UK's exit from
Expansions into new territories the
are only undertaken after rigorous assessment of the risks, External expert risk European Single Market and
including the social and political assessments Customs Union did not have
situation within the territory. and regular monitoring in a
higher material impact on the
risk locations including Group,
contingency plans and exit mitigating actions were
strategy planning. taken by
our local UK businesses
Our strategic planning ahead of
assists in the transition.
forecasting potential
political and
social instability in
regions.
Continued assessment of
global tariffs.
Proactive monitoring of
evolving
policy and development of
contingency plans as
situations materialise.
--------------------------- ---------------------------
Ethics and Governance (Risk trend: No change)
Interactions with our people, customers, suppliers and other stakeholders are not conducted
with the highest standards of integrity and in accordance with Group Policies & Procedures
which devalues our reputation.
Why we think this is important How are we mitigating the Changes during 2020
risk
We are unwilling to accept Completed in-depth review
dishonest or corrupt behaviour from our people, or external The Code of Conduct, and
parties acting on our behalf, supplemented with Group refresh of Group
whilst conducting our business. If we fail to act with policies anti-corruption
integrity, we are at risk of: on related topics, risk assessment which
* Reputational damage leading to a loss of business provides a clear underpins
opportunity; framework for how we compliance programme risk
expect our mitigation.
business will be
* Increased scrutiny from regulators; conducted. Refreshed due diligence
and
Regular training and management process for
* Legal action from regulators including fines, re-enforcement of third-party
penalties and imprisonment; principles is provided intermediaries, which will
using a range of be rolled out across 2021.
mechanisms
* Exclusion from markets important for our future including Town Hall style
growth; sessions and online and
induction training.
* Failure to meet required social standards to maintain The financial control
licence to operate in our communities. framework
is continually monitored
for effectiveness.
We expect all areas of the business to do the right thing Internal Audit's remit
and conduct business in compliance includes
with applicable laws, Weir Group policies and procedures, regular review of the
and the highest anti-bribery
ethical standards. and corruption and
financial controls across
the Group.
The compliance 'sub-
function'
within Group Legal designs
and
administers our global
compliance
programme and assists
Internal
Audit in monitoring
adherence
to enhance global focus on
compliance.
An Ethics Hotline is
available to all members
of staff and the public.
Reports are investigated
on a timely basis and
summary reports provided
to Group Executive and
Board.
--------------------------- ---------------------------
Appendix B: Directors' statement of responsibilities
The Directors are responsible for preparing the Annual Report
and the Financial Statements in accordance with applicable law and
regulations.
Company law requires the Directors to prepare financial
statements for each financial year. Under that law, the Directors
have prepared the Group financial statements in accordance with
both international accounting standards in conformity with the
requirements of the Companies Act 2006 and international financial
reporting standards adopted pursuant to Regulation (EC) No
1606/2002 as it applies to the European Union and the Company
financial statements in accordance with United Kingdom Generally
Accepted Accounting Practice (United Kingdom Accounting Standards,
comprising FRS 101 'Reduced Disclosure Framework', and applicable
law.)
Under company law, directors must not approve the financial
statements unless they are satisfied that they give a true and fair
view of the state of affairs of the Group and Company and of the
profit or loss of the Group for that period. In preparing the
financial statements, the directors are required to:
-- Select suitable accounting policies and then apply them consistently;
-- State whether applicable international accounting standards
in conformity with the requirements of the Companies Act 2006 and
the international financial reporting standards adopted pursuant to
Regulation (EC) No 1606/2002 as it applies in the European Union
have been followed for the group financial statements and United
Kingdom Accounting Standards, comprising FRS 101 have been followed
for the company financial statements, subject to any material
departures disclosed and explained in the financial statements;
-- Make judgements and estimates that are reasonable and prudent;
-- Prepare the financial statements on the going concern basis
unless it is inappropriate to presume that the Group and Company
will continue in business.
The Directors are also responsible for safeguarding the assets
of the Group and Company and hence for taking reasonable steps for
the prevention and detection of fraud and other irregularities. The
Directors are responsible for keeping adequate accounting records
that are sufficient to show and explain the Group's and Company's
transactions and disclose with reasonable accuracy at any time the
financial position of the Group and Company and enable them to
ensure that the financial statements comply with the Companies Act
2006.
The Directors are responsible for the maintenance and integrity
of the company's website. Legislation in the United Kingdom
governing the preparation and dissemination of financial statements
may differ from legislation in other jurisdictions.
The Directors consider that 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 Group's performance, business model and strategy.
Each of the Directors, as at the date of this report, confirms
to the best of their knowledge that:
-- The Group financial statements, which have been prepared in
accordance with international accounting standards in conformity
with the requirements of the Companies Act 2006 and the
international financial reporting standards adopted pursuant to
Regulation (EC) No 1606/2002 as it applies in the European Union,
give a true and fair view of the assets, liabilities, financial
position and loss of the Group;
-- The Company financial statements, which have been prepared in
accordance with United Kingdom Accounting Standards, comprising FRS
101, give a true and fair view of the assets, liabilities,
financial position and profit of the Company; and
-- The Strategic Report and the Directors' Report include a fair
review of the development and performance of the business and the
position of the Group and Company, together with a description of
the principal risks and uncertainties that it faces.
In the case of each director in office at the date the
Directors' Report is approved:
-- So far as the director is aware, there is no relevant audit
information of which the Group's and Company's auditors are
unaware; and
-- They have taken all the steps that they ought to have taken
as a director in order to make themselves aware of any relevant
audit information and to establish that the Group's and Company's
auditors are aware of that information.
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