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The Driving Force in Refractories

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The Driving Force in Refractories The driving force in refractories Annual Report 2018 RHI Magnesita - The driving force in refractories - Annual Report 2018 CONTENTS 02 Strategic Report 102Financial Statements 04 Key financial and operating highlights 104 Consolidated Statement 06 RHI Magnesita at a glance of Financial Position 08 Chairman’s statement 105 Consolidated Statement 10 Market overview of Profit and Loss 14 Our business - 106 Consolidated Statement how we create value of Comprehensive Income 16 Our value chain explained 107 Consolidated Statement 18 Our strategic priorities of Cash Flows 20 CEO’s review 108 Consolidated Statement 22 Innovation of Changes in Equity 26 Operational review 110 Notes to the Consolidated 34 Key performance indicators Financial Statements 2018 36 Financial review 195 Independent Auditor’s Report 42 Risks, viability & internal controls 48 Sustainability Other information 203 Alternative performance measures (“APMs”) 204 Shareholder information 58 Governance 60 Board of Directors 64 Executive Management Team 66 Chairman’s introduction to Corporate Governance 67 Corporate Governance Report 76 Nomination Committee Report 78 Audit & Compliance Committee Report 80 Remuneration Committee Report 84 Directors’ Remuneration Policy 92 Annual Report on Remuneration RHI Magnesita (the “Company” or “Group”) is quoted with a premium listing on the London Stock Exchange (symbol: RHIM) and is a constituent of the FTSE 250 index. For more information please visit: www.rhimagnesita.com RHI MAGNESITA ANNUAL REPORT 2018 We are RHI Magnesita. The driving force. RHI Magnesita is the leading global supplier of high- grade refractory products, systems and solutions. With its high level of geographic diversification, focus on innovation and a vertically integrated value chain, from raw materials to refractory products and full performance-based solutions, RHI Magnesita serves customers around the world. Our mission Our culture themes At RHI Magnesita, innovation determine all our actions takes place in extreme conditions. ¥ Act customer-focused It is the materials, robotics, sensors, and innovatively Big Data and machine learning ¥ Have open decision-making that is transforming industry across in a respectful environment the world. It is also the everyday problem-solving of all of our ¥ Operate cross-functionally, people, making processes quicker, collaboratively and products more cost-effective, pragmatically across the and solutions and services more global organisation beneficial for our customers. ¥ Be performance driven and accountable 01 STRATEGIC REPORT RHI MAGNESITA 02 RHI MAGNESITA ANNUAL REPORT 2018 02 Strategic Report 04 Key financial and operating highlights 06 RHI Magnesita at a glance 08 Chairman’s statement 10 Market overview 14 Our business - how we create value 16 Our value chain explained 18 Our strategic priorities 20 CEO’s review 22 Innovation 26 Operational review 34 Key performance indicators 36 Financial review 42 Risks, viability & internal controls 48 Sustainability 03 STRATEGIC REPORT RHI MAGNESITA Key financial and operating highlights Our strong performance in 2018 was driven by the successful integration process, with the continued delivery of synergies, as well as the underlying strength of the markets in which we operate. Financial highlights €3,081m 1.2x 13.9% Revenue +21% Net debt/adjusted Adjusted EBITA EBITDA -0.7x margin +460bps 2018 €3,081m 2018 1.2x 2018 13.9% 2017 €2,550m¹ 2017 1.9x 2017 9.3%1 €428m 15.4% €1.50 Adjusted EBITA +81% Working capital Recommended final intensity -680 bps dividend per share +100% 2018 €428m 2018 15.4% 2018 €1.50 2017 €236m1 2017 22.2% 2017 €0.75 1 Constant currency pro-forma 2 Net debt/Adjusted pro-forma EBITDA 3 Adjusted constant currency pro-forma Read more on pages 36 to 41 04 RHI MAGNESITA ANNUAL REPORT 2018 Operating highlights ¥ Record safety performance with a lost time injury frequency (“LTIF”) rate of 0.4, representing a 60% improvement on 2017 and demonstrating our focus on this critical aspect of the business. Read more about Safety on pages 54 to 55 ¥ The integration of RHI and Magnesita continued to be successful in 2018 and has been managed well, with minimal disruption from a customer perspective from day one and ensuring continuity throughout the process. Synergies of €70 million were realised during the Year with the €110 million 2020 target remaining on track. ¥ Positive customer demand in the Group’s Steel Division, with strong revenues of €2,204 million +15%3 and a gross margin of 23.7%. Read more about the Steel Division on pages 27 to 29 ¥ Industrial Division revenue of €877 million +33%3, with a gross margin of 24.5%, benefitting from an overall healthy level of industrial demand. Read more about the Industrial Division on pages 30 to 31 ¥ Positive growth in the key markets of India and China and demonstration of our focus on these geographies, with the ongoing consolidation of the Group’s business in India to capture growth opportunities more effectively and efficiently, and our investment in the mining and brick plant assets in Chizhou, China, to strengthen our market position and address global supply shortages. Read more about the Growth markets on pages 32 to 33 ¥ Continued investment in R&D and Technical Marketing (2018: c. €63 million) to further drive innovation, with a commitment to devote 2.2% of overall revenue per year. Key developments included development of Automated Process Optimisation, the establishment of our Technical Advisory Committee, advances with the brick data hub technology, progress in 3D printing and surface properties functionalisation. Read more about Innovation on pages 22 to 25 05 STRATEGIC REPORT RHI MAGNESITA RHI Magnesita at a glance €685m 22% revenue in North America €472m 15% revenue in South America Optimally positioned to provide products, services and solutions for clients around the globe +100 14,000 €2,204m Countries shipped to Employees in more 2018 Steel revenue than 40 countries 13 35 €877m Raw material sites in Main production sites across 2018 Industrial revenue four continents 16 countries 06 RHI MAGNESITA ANNUAL REPORT 2018 Refractory products are used in €880m all the world’s high-temperature 29% revenue in Europe industrial processes, exceeding 1,200°C in a wide range of industries including steel, €437m cement, non-ferrous metals 14% revenue in MEA CIS and glass. As global leader, we aim to use our resources, innovation, worldwide presence and expertise to drive change in the refractory industry for the benefit of our customers and all our stakeholders. €608m 20% revenue in Asia Pacific Compelling investment case Clear strategy and strong competitive position ¥ 15% global market share (30% ex-China); leadership in Americas, Europe and Middle East with broad value-added solution offering ¥ Opportunity to develop and further leverage technology across regions and portfolio ¥ Growth in key markets of India and China ¥ Highest level of vertical integration in the industry with unique mineral sources and 50%+ self-sufficiency in all raw materials Rapid deleveraging and strong Steel cash generation Our Steel Division provides its customers with a broad ¥ Strong cash flow from operating business supported range of customised solutions and comprehensive by synergies and organic growth opportunities packages for steel production, consisting of refractories ¥ Rapid deleveraging since merger; net debt to (basic and non-basic mixes and bricks), machinery, EBITDA reduced to 1.2x flow control systems, and our solutions offering. ¥ Capital flexibility to pursue both growth and Read more on pages 27 to 29 shareholder returns Industrial Significant synergy delivery and potential Our Industrial Division provides refractory solutions for the ¥ €70 million synergies in 2018 and €110 million cement, lime, non-ferrous metals and glass industries as in synergies to be achieved by 2020 well as the environment, energy and chemicals (“EEC”) ¥ Additional “below the line” opportunities in sector, providing a wide range of services required by the working capital and tax complex demands of its customers. ¥ Cost saving potential beyond synergies from Read more on pages 30 to 31 further initiatives 07 STRATEGIC REPORT RHI MAGNESITA Chairman’s statement My letter in the 2017 Annual Report was written only two months after your Company was listed on the Premium Segment of the London Stock Exchange. I remarked then that the formation of RHI Magnesita was transformative, not only in itself, but in the global refractory industry in which it operates. I also highlighted the importance of 2018 - the Company’s first full year - in using its competitive HERBERT CORDT advantage to set the pace of innovation CHAIRMAN and progress in our industry and to deliver the best for both our customers and our shareholders. I trust that our 2018 Annual Report outlines the strong start we have made in our first full year since the formation of RHI Magnesita, and that our all-round progress demonstrates that the Group has made a very good start and is on track in its development, enabling us to continue delivering on our strategy. Our culture The importance of culture, particularly in the context of a merger, cannot be overstated, and 2018 has seen the Company make considerable strides forward in terms of further defining, developing and embedding our cultural values. As part of these efforts, over €1.50 2,200 employees worldwide have 2018 dividend per now undergone training to become share proposed “culture champions”. In 2018, employee surveys were carried out which, I am delighted to note, demonstrate that we are on the right path in terms of living our values. Feedback received via this survey is a valuable tool for the Board and leadership team as we continue to shape our future. Our strategic priorities In 2018, we further refined our strategic priorities and have identified four pillars which will support the Company’s long- term growth and sustainability. 08 RHI MAGNESITA ANNUAL REPORT 2018 These are: people, business model, markets nature of the business, but we also have and competitiveness and they are covered certain targets in place to further improve in detail on pages 18 and 19.
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