17 Jun 2008 07:00
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Press ReleaseΒ |
17 JuneΒ 2008 |
HardideΒ plc
("Hardide" or "the Group")
Interim ResultsΒ for theΒ six months to 31 March 2008
Hardide plcΒ (AIM:HDD),Β the provider of unique surface engineering technology,Β announces itsΒ interimΒ resultsΒ for theΒ sixΒ months ended 31 March 2008.
Highlights
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Group turnoverΒ increased 14% to Β£1.26Β million (H1 2007:Β Β£1.11Β million) |
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Group gross profit increasedΒ 28% to Β£670,000Β (H1 2007: Β£525,000) |
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Group operatingΒ loss reduced 16% to Β£777,000 (H1 2007:Β lossΒ Β£921,000) |
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Group loss before taxΒ reduced toΒ Β£891,000 (H1 2007:Β lossΒ Β£909,000) |
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UKΒ operating company, Hardide Coatings Limited, achievesΒ maidenΒ pre tax profitΒ of Β£112,000 (H1 2007:Β lossΒ Β£52,000) |
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UKΒ gross margins increased by 6%Β |
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Global gas supply agreement signed in December 2007 |
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Ken Siddall appointedΒ as USΒ Managing DirectorΒ in November 2007 |
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Hardide Coatings, Inc. achieved ISO 9001 in November 2007 |
Post-Period Highlights
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Hardide Coatings Limited entersΒ into a three year coatings approval test programme with Airbus, one of the world's leading aircraft manufacturersΒ |
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Dr. Graham Hine appointed Chief Executive OfficerΒ onΒ 2 June 2008 |
Commenting on theΒ interimΒ results,Β Robert Goddard, Chairman of Hardide plc, said:Β "I am pleased to reportΒ anΒ increase inΒ Group turnover andΒ grossΒ profitΒ together withΒ aΒ 16%Β reduction in operating loss for the first six months. OurΒ progress isΒ evidencedΒ by theΒ maidenΒ profitΒ achievedΒ by Hardide Coatings LimitedΒ during the period.Β Β TheΒ number andΒ calibreΒ of customersΒ with whomΒ HardideΒ isΒ nowΒ in commercial use or test,Β as demonstrated byΒ the test programme withΒ Airbus, isΒ testament toΒ theΒ growingΒ reputation andΒ valueΒ that customers are placing onΒ ourΒ technology
"The Board believes that theΒ leadershipΒ of Graham HineΒ and subsequentΒ implementation of the new strategic plan will unlock the potential of Hardide, and createΒ growth in shareholder value."Β Β
For further information:
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HardideΒ plc |
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Robert GoddardΒ / Peter DavenportΒ / Jackie RobinsonΒ |
Tel: +44 (0)Β 1869 353Β 830 |
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www.hardide.com |
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SeymourΒ Pierce Limited |
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Nicola MarrinΒ /Β Richard Feigen |
Tel: +44 (0) 20 7107 8000 |
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nicolamarrin@seymourpierce.comΒ /Β richardfeigen@seymourpierce.com |
www.seymourpierce.com |
Media enquiries:
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Abchurch |
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Chris LaneΒ /Β George Parker |
Tel: +44 (0) 20 7398 7719 |
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george.parker@abchurch-group.com |
www.abchurch-group.com |
Β Β Chairman's Statement
These interim results reflect the commercial and operational progress that theΒ GroupΒ has made in the six months to 31 March 2008. I can report aΒ 14% increase in turnover to Β£1.26 million compared to H1Β 2007 despite theΒ slow growth in the US businessΒ andΒ short-term reduction in demand from a major UK customerΒ that occurred towards the end of the half year,Β Group gross profit increased byΒ 28% to Β£670,000 and Group operating loss narrowed to Β£777,000 from Β£921,000 in H1Β 2007. I am pleased to report that Hardide Coatings Limited, theΒ UKΒ business, made aΒ preΒ tax profitΒ of Β£112,000 comparedΒ withΒ a loss of Β£52,000 in the same period last year.
OurΒ focus on driving down overheads and costsΒ as well asΒ increasing marginsΒ has started to take effect. Despite the 14% increase in sales, cost of sales increased by only 2% to Β£593,000 reflecting the global gas supply agreement whichΒ was madeΒ inΒ December 2007, and more efficient purchasing. In theΒ UK, gross margins continued to rise,Β with a 6% increase toΒ theΒ endΒ ofΒ March 2008. Group overheads were also stable with administration expenses lower than in the same period last year.
I believe that these results, together with the number and calibre of global customers with whom the technology is currently in commercial use or test, demonstrate the fundamentally sound proposition of theΒ GroupΒ and its technology. Since this reporting period, theΒ GroupΒ experiencedΒ twoΒ difficult months culminating in June 2008 with a fundraising for Β£1.5 million, the appointment of Dr. Graham Hine as Chief Executive Officer and a revision of its strategic plan.Β Β The new capital will cover operating losses and the development of applications designed to lead to near and mid-term sales revenue.
The revised strategic plan is focused on increasing cash generation in theΒ UKΒ operation over the next twelve months and commercialising the significant customer interest in theΒ US. At the same time, discretionary capital and revenue expenditure is being minimised until a firm trend of upward sales growth is established. In addition, aΒ group-wide Applications Development Committee, led by Dr. Yuri Zhuk, Technical Director, has been formed to select, review and prioritise new applications to ensure that resources are concentrated on those opportunities with the greatest potential to realise strategically or financially significant immediate to medium-term sales.
Β Β UK: Hardide Coatings Limited
Hardide Coatings Limited, theΒ UKΒ operating company, achieved profitability in the first half of the financial year despite the sudden customer de-stocking issue affecting the last month of the period. Orders are now resuming from the customer, with whom theΒ company is in advanced discussions on two new high-potential applications. Enquiries are continually being received from existing customers to coat new parts,Β which demonstrates the level of customer satisfaction in the technology.
The move into the aerospace sector isΒ alsoΒ having encouraging results. I am pleased to announceΒ todayΒ that Hardide Coatings Limited has entered into a three-year coatings approval test programme with Airbus, one of the world's leading aircraft manufacturers. Furthermore, theΒ company has confidence tests being performed at seven key aerospace industry manufacturers,Β a necessary precursor to gaining customer approvals and specification. Earlier stage discussions are ongoing with several other aerospace and defence organisations. WhilstΒ theΒ approvals process in the aerospace sectorΒ is lengthy, the market potential for HardideΒ in this sector isΒ strong.
TheΒ productionΒ teams in theΒ UKΒ and US have made excellent progress in increasing the part density in the furnaces. This has increased gross marginsΒ andΒ capacity,Β deferring the requirement for immediate capital expenditure. In select cases, the higher part density hasΒ enabled the operating companies to secure business at lower price points. In addition, development work has begun on shortening the furnace cycle time,Β which will increase capacity with noΒ additionalΒ capital outlay.
US: Hardide Coatings, Inc.
The sales cycle for the technology in theΒ USΒ is taking longer than expected. Record oil prices and demand for oil services have meant that our customers in this sector have been focusing attention on production, and testing programmes have not been given priority. This has delayed the progress of our customer trials, which can already take 18 months to complete. On the other hand, cross-selling between theΒ UKΒ and US is showing good potential in the valveΒ marketΒ that should be realised sooner. Hardide-coated valvesΒ have beenΒ successfully run through severe duty tests and theΒ company is in various stages of dialogue to progress to production with severalΒ USΒ valve manufacturers.
Ken Siddall joinedΒ Hardide Coatings, Inc.Β in November 2007 as US Managing Director, bringingΒ twentyΒ years of engineering, general management and coatings technology experience. TheΒ USΒ business is now implementing the new strategy which will focus sales resources on applications that build on proven successes, shorten customer design approval and testing time, and increase the customer conversion rate. TheΒ HoustonΒ facility achievedΒ ISOΒ 9001 in November 2007.
Outlook
The shortfall in sales that began at the end of the H1 2008 carried on, as expected, into the second half but there are strong indications that a recovery in orders will occur in the coming few months. As such, the Group is likely to see sales in the second half less in total than reported for the first. By the end of the second half, the monthly rate of sales is expected to surpass that experienced during the first half.
The Board of Hardide is focused on generating shareholder value and is confident that the Group has the strategic plan, structure, resources, skills and talent to turn cash-positiveΒ overallΒ within theΒ medium term. The strategic plan has been considered and analysed and the Board believes it to be realistic and deliverable. We will alsoΒ continue to discuss opportunities with potential partners in new international markets.
The Board expects that theΒ leadershipΒ of Graham Hine as Chief Executive Officer will provide the direction and framework for substantial growth in shareholder value. TheΒ GroupΒ isΒ buildingΒ on proven success by application and by customer, and developingΒ new applications and markets with demonstrable commercial potential. This will further strengthen the already strong foundation for future success.
Robert Goddard
Chairman
17 June 2008
Β Β
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Consolidated income statement for the period ended 31 March 2008 |
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6 months toΒ |
6 months to |
Year to |
||||
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31 March 2008 (unaudited) |
31 March 2007 (unaudited) |
30 September 2007 (unaudited) |
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Β£ '000 |
Β£ '000 |
Β£ '000 |
||||
|
Revenue |
1,263 |
1,105 |
2,470 |
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Cost of Sales |
(593) |
(581) |
(1,180) |
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Gross Profit |
Β |
670 |
Β |
525 |
Β |
1,290 |
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Administrative expenses |
(1,217) |
(1,229) |
(2,676) |
|||
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Depreciation |
(230) |
(217) |
(475) |
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Operating profit |
Β |
(777) |
Β |
(921) |
Β |
(1,861) |
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Interest income |
21 |
24 |
31 |
|||
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Finance costs |
(135) |
(12) |
(26) |
|||
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Profit on ordinary activities before tax |
Β |
(891) |
Β |
(909) |
Β |
(1,855) |
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Tax |
Β |
24 |
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Profit for the period |
Β |
(891) |
Β |
(909) |
Β |
(1,831) |
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Consolidated statement of recognised income and expense for the period ended 31 March 2008 |
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|
6 months toΒ |
6 months to |
Year to |
||||
|
31 March 2008 (unaudited) |
31 MarchΒ 2007 (unaudited) |
30 September 2007 (unaudited) |
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Β£ '000 |
Β£ '000 |
Β£ '000 |
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Profit for the period |
(891) |
(909) |
(1,831) |
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Exchange differences on translation of foreign operations |
(47) |
(6) |
21 |
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Total recognised income and expense for the year |
Β |
(938) |
Β |
(915) |
Β |
(1,811) |
Β Β
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Consolidated balance sheet at 31 March 2008 |
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31 March 2008 (unaudited) |
31 March 2007 (unaudited) |
30 September 2007 (unaudited) |
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Β£ '000 |
Β£ '000 |
Β£ '000 |
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Assets |
||||||
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Non-current assets |
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Investments |
Β |
Β |
Β |
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Goodwill |
69 |
69 |
69 |
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Intangible assets |
6 |
8 |
7 |
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Property, plant & equipment |
1,533 |
1,900 |
1,661 |
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Total non-current assets |
Β |
1,608 |
Β |
1,977 |
Β |
1,737 |
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Current assets |
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Inventories |
53 |
125 |
99 |
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Trade and other receivables |
351 |
426 |
648 |
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Other current financial assets |
156 |
164 |
147 |
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Cash and cash equivalents |
544 |
700 |
1,135 |
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Total current assets |
Β |
1,104 |
Β |
1,416 |
Β |
2,029 |
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Total assets |
Β |
2,712 |
Β |
3,393 |
Β |
3,767 |
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Liabilities |
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Current liabilities |
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Trade and other payables |
377 |
449 |
512 |
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Financial liabilities |
120 |
114 |
145 |
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Provisions |
- |
-Β |
-Β |
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Total current liabilities |
Β |
497 |
Β |
563 |
Β |
657 |
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Net current assets |
Β |
607 |
Β |
853 |
Β |
1,372 |
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Non-current liabilities |
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Financial liabilities |
920 |
164 |
893 |
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Total non-current liabilities |
Β |
920 |
Β |
164 |
Β |
893 |
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Total liabilities |
Β |
1,417 |
Β |
727 |
Β |
1,550 |
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Net assets |
Β |
1,295 |
Β |
2,666 |
Β |
2,217 |
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Equity |
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Share capital |
1,467 |
1,467 |
1,467 |
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Share premium |
3,345 |
3,345 |
3,345 |
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Retained earnings |
(3,967) |
(2,172) |
(3,077) |
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Share-based payments reserve |
465 |
22 |
450 |
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Translation reserve |
(16) |
4 |
31 |
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Total equity |
Β |
1,295 |
Β |
2,666 |
Β |
2,217 |
Β Β
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Consolidated condensed cash flow statement for the period ended 31 March 2008 |
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|
6 months toΒ |
6 months to |
Year to |
|||||
|
31 March 2008 (unaudited) |
31 March 2007 (unaudited) |
30 September 2007 (unaudited) |
|||||
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Β£ '000 |
Β£ '000 |
Β£ '000 |
|||||
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Cash flows from operating activities |
|||||||
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Operating profit |
(777) |
(921) |
(1,825) |
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Impairment of intangibles |
1 |
1 |
2 |
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Depreciation |
230 |
216 |
437 |
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Share option charge |
15 |
22 |
59 |
||||
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(increase) / decrease in inventories |
46 |
(23) |
23 |
||||
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(increase) / decrease in receivables |
287 |
11 |
(224) |
||||
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Increase / (decrease) in payables |
(135) |
(34) |
72 |
||||
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Finance income |
21 |
24 |
31 |
||||
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Finance costs |
(53) |
(12) |
(25) |
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Tax received / (paid) |
- |
50 |
107 |
||||
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Net cash generated from operating activities |
Β |
(366) |
Β |
(666) |
Β |
(1,343) |
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Cash flows from investing activities |
|||||||
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Purchase of property, plant and equipment |
(98) |
(402) |
(439) |
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|
Net cash used in investing activities |
Β |
(98) |
Β |
(402) |
Β |
(439) |
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Cash flows from financing activities |
|||||||
|
Net proceeds from issue of ordinary share capital |
- |
- |
- |
||||
|
Finance lease inception |
- |
22 |
209 |
||||
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Finance lease repayment |
(74) |
(57) |
(95) |
||||
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New loans raised |
- |
- |
1,000 |
||||
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Net cash used in financing activities |
Β |
(74) |
Β |
(35) |
Β |
1,114 |
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Net increase / (decrease) in cash and cash equivalents |
(537) |
(1,103) |
(668) |
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Cash and cash equivalents at the beginning of the period |
1,135 |
1,803 |
1,803 |
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Effects of foreign exchange rate changes |
(56) |
- |
- |
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Cash and cash equivalents at the end of the period |
544 |
700 |
1,135 |
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