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Share Name | Share Symbol | Market | Type | Share ISIN | Share Description |
---|---|---|---|---|---|
Sse Plc | LSE:SSE | London | Ordinary Share | GB0007908733 | ORD 50P |
Price Change | % Change | Share Price | Bid Price | Offer Price | High Price | Low Price | Open Price | Shares Traded | Last Trade | |
---|---|---|---|---|---|---|---|---|---|---|
12.50 | 0.69% | 1,812.00 | 1,819.00 | 1,820.00 | 1,836.00 | 1,801.00 | 1,801.00 | 2,832,441 | 16:35:25 |
Industry Sector | Turnover | Profit | EPS - Basic | PE Ratio | Market Cap |
---|---|---|---|---|---|
Electric Services | 12.49B | -60.6M | -0.0555 | -327.93 | 19.89B |
TIDMSSE
RNS Number : 3704I
SSE PLC
16 June 2017
Annual Financial Report
Following the Preliminary Results announcement on 17 May 2017, SSE plc confirms that it has published its Annual Report and Accounts for the year ended 31 March 2017.
The Annual General Meeting (AGM) will be held at the Perth Concert Hall, Mill Street, Perth PH1 5HZ on Thursday, 20 July 2017 at 12 noon. The mailing to shareholders of the AGM documentation has commenced, and copies of the Annual Report and Accounts and the Notice of Annual General Meeting for 2017 are available to view on the Company's website: www.sse.com.
In accordance with Listing Rule 9.6.1, copies of the Annual Report and Accounts, Notice of Annual General Meeting, and Form of Proxy for 2017 have been submitted to the UK Listing Authority and will shortly be available for inspection from the National Storage Mechanism, which can be accessed at: www.hemscott.com/nsm.do
The information that follows in Sections 1 to 3 is extracted in unedited full text from the 2017 Annual Report and Accounts and is included in this announcement for the purpose of compliance with Disclosure Guidance and Transparency Rule 6.3.5. The information reproduced should be read in conjunction with the Preliminary Results announcement issued on 17 May 2017. Together these constitute the material required by Disclosure Guidance and Transparency Rule 6.3.5 to be communicated to the media in unedited full text through a Regulatory Information Service. This material is not a substitute for reading the full 2017 Annual Report and Accounts. Page numbers and cross-references in the extracted information attached refer to page numbers and cross-references in the 2017 Annual Report and Accounts.
Section 1 - Principal Risks and Uncertainties: The following information is extracted from pages 24 to 27 of the 2017 Annual Report and Accounts.
Risk Management Framework
Supporting the achievement of SSE's strategic objectives
The Group's objectives are set through the Strategic Framework. To support the achievement of these over the past 12 months the Board has sought to further mature and embed the Risk Management Framework (as detailed below) that has been developed over the past three years. For further information on how SSE manages risk, please see the supplementary Group Risk Report.
The Executive Committee and its subcommittees have responsibility for overseeing SSE's Principal Risks. During the third quarter of SSE's financial year, a self assessment is completed for each of SSE's Principal Risks by an assigned oversight committee. This assessment requires committee members to provide commentary on contextual changes in the risk and whether they consider it to have become more or less material during the course of the year. These individual responses are consolidated into a report, one for each Principal Risk. The end reports are then presented back to the committees, along with the results of provisional viability testing and analysis of relevant and current Management Information.
Following presentation of the assessment information, the committees discuss and reach a consensus regarding risk trend (more, less or equally material), overall effectiveness of the risk control and monitoring environment, and whether any additional actions are required to improve the control environment. The outputs from the committee assessments are then presented to the Executive Committee for full review, with any material changes resulting from this being proposed to the Board for approval.
Following the 2016/17 review process, the number of Principal Risks to the Group was increased from nine to ten with the pre-existing "Cyber and Networks Failure" risk being split into two separate risks - Cyber Security and Resilience and Energy Infrastructure Failure. In addition, the "Human and Relationship Capital" risk has been expanded and renamed, becoming People and Culture.
System of internal control
The diagram below [set out on page 24 and 25 of the 2017 Annual Report and Accounts] details SSE's wider System of Internal Control and how the Risk Management Framework is aligned with the other elements of it.
There are five related frameworks which, combined, comprise SSE's system of internal control.
The Corporate Governance Framework is designed to ensure focus on the key components of high quality and effective decision making - clarity, accountability, transparency and efficiency. For further details please see page 58 of the Directors' report.
The Strategic Framework comprises the Group's strategic objectives, financial objective and our responsibility framework. For further details please see page 12 to 23 of the Strategic Report. The strategic framework forms the basis for all activity within the Risk Management Framework.
The Risk Management Framework is underpinned by the fundamental principle that everyone at SSE is responsible for the management of risk. The Risk Management Framework supports each Division in managing its risks and helps to ensure that the
Board is able to meet its obligations.
The Assurance Framework. Group Audit, Group Compliance, Group SHE and LCP Services work together to provide an integrated programme of audit and assurance activity that is independent of the day to day operations of the Divisions and Corporate Functions.
The Standards and Quality Framework sets out the expected standards and guidelines to be followed in the delivery of the Group's core purpose - providing the energy people.
Risk Appetite Statement
No business is risk-free and indeed the achievement of SSE's strategic objectives necessarily involves taking risk. SSE will however only accept risk where it is appropriate, well understood, can be effectively managed and offers commensurate reward.
The markets in which SSE operates are inherently subject to a high degree of political, regulatory and legislative risk. Furthermore each of SSE's business divisions has differing levels of exposure to additional risks. For example, the Networks business is largely regulated and is characterised by stable, inflation linked cashflows whereas the Wholesale and Retail businesses are heavily exposed to energy market and commodity risk. Affordability and industry transformation also particularly affect the Retail business while Enterprise is exposed to the risks that come with growth in a highly competitive market place.
The key elements of SSE's strategic framework - including the diversity of energy businesses within the SSE Group described above, as well as its financial objective - are fully reflective of its risk appetite:
-- SSE seeks to avoid over-exposure to any single part of the energy sector and therefore maintains a balanced range of economically regulated and market based energy businesses;
-- production, storage, transmission, distribution, supply and related services provide a balanced portfolio of business activities whilst keeping the depth of focus on a single sector - energy; and
-- Great Britain and Ireland gives SSE a geographic markets focus and a clear understanding of the risks and opportunities in those markets.
In areas where SSE is exposed to risks for which it has little or no appetite, even though it has implemented high standards of control and mitigation, the nature of these risks mean that they cannot be eliminated completely. In determining its appetite for specific risks, the Board is guided by three key principles:
1. Risks should be consistent with SSE's strategy, financial objective and core values - safety is SSE's number one value and it has no appetite for risks brought on by unsafe actions;
2. Risks should only be accepted where appropriate reward is achievable on the basis of objective evidence; and
3. Risks should be actively controlled and monitored through the appropriate allocation of management and other resources.
The Board has overall responsibility for determining the nature and extent of the risk it is willing to take and for ensuring that risks are managed effectively across the Group.
Group Principal Risks
Commodity Prices Cyber Security and Resilience Oversight: Wholesale Risk Oversight: Information Committee Security and Privacy Committee The risk associated with The risk that key infrastructure, the Group's exposure to networks or core systems fluctuations in both the are compromised or are physical volumes and price otherwise rendered unavailable. of key commodities, including Key mitigations include electricity, gas, CO2 permits, significant longer term oil and related foreign Security Programme investment exchange values. Key mitigations and ensuring staff awareness include the use of VaR of security issues and monitoring measures and their importance. daily assessments of commodity -- Highly interconnected positions by a risk management with SSE's other Principal team which is independent Risks. of the trading teams. -- Limited level of interconnection with SSE's other Principal Risks. ------------------------------------- ------------------------------------- Development and Change Energy Affordability Oversight: Executive Committee Oversight: Retail Risk The risk of failing to Committee recognise and react appropriately The risk that the combination to competition, technological of the cost of providing advancements and changes reliable and sustainable in customer expectations energy and the level of within the energy industry. customers' incomes means Key mitigations include that energy becomes unaffordable the implementation of various to a significant number
strategic change programmes of SSE's customers. This which are governed by SSE's risk is directly connected Transformation and Large to political interventions Capital Projects and Governance and commodity price exposure. Frameworks. Key mitigations include -- Moderately interconnected maintenance of a diverse with SSE's other Principal generation fleet limiting Risks. exposure to a single commodity, as well as public policy lobbying to try to ensure the fair allocation of non-commodity costs related to energy provision. -- Limited level of interconnection with SSE's other Principal Risks. ------------------------------------- ------------------------------------- Energy Infrastructure Failure Financial Liabilities Oversight: Executive Committee Oversight: Tax and Treasury The risk of national energy Committee infrastructure failure, The risk that funding is whether in respect of assets not available to meet SSE's owned by SSE or those owned financial liabilities, by others which SSE relies including those to its on, that prevents the Group defined benefit pension from meeting its obligations. schemes, as these fall Key due under both normal and mitigations include wide-ranging stressed conditions without asset management strategies, incurring unacceptable and membership and participation costs or risking damage in national security forums to its reputation. Key such as the Centre for mitigations include the the Protection of National mandatory maintenance of Infrastructure (CPNI). minimum borrowings and -- Moderately interconnected committed facilities to with SSE's other Principal support forecast debt requirements, Risks. plus the ongoing de-risking of SSE's defined benefit pension schemes. -- Limited level of interconnection with SSE's other Principal Risks. ------------------------------------- ------------------------------------- Major Projects Quality People and Culture Oversight: Group Large Oversight: Group Governance, Capital Projects Committee Culture and Controls Committee The risk that major assets The risk that SSE is unable that SSE builds do not to attract, develop and meet the quality standards retain an appropriately required to support economic skilled, diverse and responsible lives of typically 15 to workforce and leadership 30 years. Key mitigations team, and maintain a healthy include the Large Capital business culture which Project Governance Framework encourages and supports which ensures that all ethical behaviours and material capital investment decision-making. Key mitigations projects across the Group include clear expectations are governed, developed, relating to conduct and approved and executed in accountability, the SSE a consistent and effective SET of values, well developed manner. succession and diversity -- Moderately interconnected plans, and comprehensive with SSE's other Principal training and learning management Risks. across the organisation. -- Highly interconnected with SSE's other Principal Risks. ------------------------------------- ------------------------------------- Politics, Regulation and Safety and the Environment Compliance Oversight: Group Safety, Oversight: Group Governance, Health and Environment Culture and Controls Committee Committee The risk from changes in The risk of harm to people, obligations arising from property or the environment operating in markets which from SSE's operations. are subject to a high degree Key mitigations include of regulatory, legislative crisis management and business and political intervention continuity plans that are and uncertainty. Key mitigations in place and regularly include the maintenance tested, which are designed of dedicated Corporate for the management of, Affairs, Regulation, Legal and recovery from, significant and Compliance functions safety and environmental that provide advice and events. guidance regarding the -- Moderately interconnected interpretation of political, with SSE's other Principal regulatory and legislative Risks. changes to SSE's operating divisions. -- Highly interconnected with SSE's other Principal Risks. ------------------------------------- -------------------------------------
SSE operates in fast moving markets that are subject to a high degree of political, regulatory and legislative intervention. It is therefore essential that SSE's Risk Management Framework is dynamic and flexible, allowing decision makers to focus on material risk information that may have an impact, whether positive or negative, on core objectives.
The Board and Executive Committee look to assess the Principal Risks that face the Group from a number of different perspectives, including both individually and collectively. This graphic [set out on page 27 of the 2017 Annual Report and Accounts] illustrates SSE's ten Group Principal Risks positioned on a relative basis against two important metrics - interconnectivity (a highly interconnected risk has more ways to manifest than a less interconnected risk), and potential impact on Group viability based on selected critical risk scenarios developed in conjunction with business experts.
In addition, the Principal Risks that were considered by their oversight Committees to have increased in materiality during the year are shown in red, with those whose materiality has not significantly changed are shown in blue. No Principal Risk was deemed to have decreased in materiality.
Viability Statement
As required within provision C.2.2 of the UK Corporate Governance Code, the Board has assessed the prospects of the Company over the next 3 financial years to the period ending 31 March 2020. The Directors have determined that as this time horizon aligns with the Group's current capital programme and is within the strategy planning period, a greater degree of confidence over the forecasting assumptions modelled can be established.
In making this statement the Directors have considered the resilience of the Group taking into account its current position, the Principal Risks facing the Group and the control measures in place to mitigate each of them. In particular the Directors recognise the significance of SSE's strong balance sheet, and committed lending facilities of GBP1.5bn which could be drawn down in most circumstances.
The Group also has a number of highly attractive and relatively liquid assets - including a regulated asset base which benefits from a strong regulated revenue stream as well as the operational wind portfolio - which provide flexibility of options. This was demonstrated in the successful sale during the 16/17 financial year of a 16.7% share of Scotia Gas Networks Ltd.
To help support this Statement, over the course of the year a suite of severe but plausible scenarios has been developed for each of SSE's Principal Risks. These scenarios are based on relevant real life events that have been observed either in the markets within which the Group operates or related markets globally. Examples include persistently low commodity prices (for "Commodity Prices"); changes to key government energy policies (for "Politics, Regulation & Compliance"); and, a major incident that results in the loss of a significant volume of customer data (for "Cyber Security and Resilience").
A formal assessment is carried out to stress test the scenarios that most have the potential to adversely affect SSE's ability to deliver its core purpose of "providing the energy people need in a reliable and sustainable way" against forecast available financial headroom.
In addition to considering these in isolation, the Directors also consider the cumulative impact of different combinations of scenarios, including those that individually have the highest impact and those that are most heavily interconnected with SSE's other Principal Risks.
Upon the basis of the analysis undertaken, the Directors have a reasonable expectation that the Group will be able to continue to meet its liabilities as they fall due in the period to 31 March 2020.
Long Term Climate Change Risk Exposure
In response to the 2015 Paris Agreement on Climate Change, and out with the scope of the Viability Assessment, a number of scenarios have been assessed to consider SSE's long-term resilience to carbon reductions that would be required to prevent global average temperatures rising by 1.5 degC or 2 degC. Further detail is disclosed in SSE's Sustainability Report.
Section 2 - Directors' Responsibility Statement: The following information is extracted from page 100 of the 2017 Annual Report and Accounts
Statement of Directors' responsibilities in respect of the Annual Report and the Financial Statements
The Directors are responsible for preparing the Annual Report and the group and parent company financial statements in accordance with applicable law and regulations.
Company law requires the Directors to prepare group and parent company financial statements for each financial year. Under that law they are required to prepare the group financial statements in accordance with IFRSs as adopted by the EU and applicable law and have elected to prepare the parent company financial statements in accordance with UK Accounting Standards, including FRS 101 Reduced Disclosure Framework.
Under company law the 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 parent company and of their profit or loss for that period. In preparing each of the group and parent company financial statements, the directors are required to:
-- select suitable accounting policies and then apply them consistently; -- make judgements and estimates that are reasonable and prudent;
-- for the group financial statements, state whether they have been prepared in accordance with IFRSs as adopted by the EU;
-- for the parent company financial statements, state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the parent company financial statements; and
-- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the group and the parent company will continue in business.
The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the parent company's transactions and disclose with reasonable accuracy at any time the financial position of the parent company and enable them to ensure that its financial statements comply with the Companies Act 2006. They have general responsibility for taking such steps as are reasonably open to them to safeguard the assets of the group and to prevent and detect fraud and other irregularities.
Under applicable law and regulations, the directors are also responsible for preparing a Strategic Report, Directors' Report, Directors' Remuneration Report and Corporate Governance Statement that complies with that law and those regulations.
The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the company's website. Legislation in the UK governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
Responsibility statement of the directors in respect of the annual financial report
We confirm that to the best of our knowledge:
-- the financial statements, prepared in accordance with the applicable set of accounting standards, give a true and fair view of the assets, liabilities, financial position and profit or loss of the company and the undertakings included in the consolidation taken as a whole; and
-- the strategic report includes a fair review of the development and performance of the business and the position of the issuer and the undertakings included in the consolidation taken as a whole, together with a description of the principal risks and uncertainties that they face.
We consider the annual report and accounts, taken as a whole, is fair, balanced and understandable and provides the information necessary for shareholders to assess the group's position and performance, business model and strategy.
Alistair Phillips-Davies Gregor Alexander Chief Executive Finance Director
16 May 2017
Section 3 - Related Party Transactions: The following information is extracted from Accompanying Information A.5 on page 176 of the 2017 Annual Report and Accounts. A condensed version of this extract was published as Note 16 in the Preliminary Results Statement for the year ended 31 March 2017.
A5. Related party transactions
The immediate parent and ultimate controlling party of the Group is SSE plc (incorporated in Scotland). Balances and transactions between the Company and its subsidiaries, which are related parties of the Company, have been eliminated on consolidation and are not disclosed in this note. Details of transactions between the Group and other related parties are disclosed below.
Trading transactions
The following transactions took place during the year between the Group and entities which are related to the Group but which are not members of the Group. Related parties are defined as those in which the Group has control, joint control or significant influence over.
2017 2016 ------------------------------------------ ------------------------------------------ Sale Purchase Sale Purchase of of of of goods goods Amounts Amounts goods goods Amounts Amounts and and owed owed and and owed owed services services from to services services from to Joint ventures GBPm GBPm GBPm GBPm GBPm GBPm GBPm GBPm ---------------- ---------- ---------- -------- -------- ---------- ---------- -------- -------- Seabank Power Ltd 11.0 (134.0) 0.1 17.0 13.7 (125.8) - 18.2 Marchwood Power Ltd 16.8 (144.5) 0.5 12.6 12.7 (108.7) 0.1 15.5 Scotia Gas Networks Ltd 45.5 (158.0) 0.9 0.9 46.3 (155.8) 15.9 0.9 Clyde Windfarm (Scotland) Ltd 5.7 (0.1) - 11.1 - - - - Other Joint Ventures 10.4 - 2.3 - 8.1 (1.2) 8.4 - Associates 1.4 (53.4) 3.6 3.9 0.5 (59.7) 2.4 3.9 ---------------- ---------- ---------- -------- -------- ---------- ---------- -------- --------
The transactions with Seabank Power Limited and Marchwood Power Limited relate to the contracts for the provision of energy or the tolling of energy under power purchase arrangements. Scotia Gas Networks Limited has operated the gas distribution networks in Scotland and the South of England from 1 June 2005. The Group's gas supply activity incurs gas distribution charges while the Group also provides services to Scotia Gas Networks in the form of a management service agreement for corporate services, stock procurement services and the provision of the capital expenditure on the development of front office management information systems.
The amounts outstanding are trading balances, are unsecured and will be settled in cash. No guarantees have been given or received. No provisions have been made for doubtful debts in respect of the amounts owed by related parties. Aggregate capital loans to joint ventures and associates are shown in Note 16.
This information is provided by RNS
The company news service from the London Stock Exchange
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