Johnson Matthey Half Year Results
Summary by AI BETAClose X
Half year results for the
six months ended 30th September 2025
20th November 2025
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Strong 1H performance whilst delivering a leaner, more focused and cash generative JM |
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Strong performance with pro forma underlying operating profit¹ up 38% at constant currency. Reported operating profit down 78% due to profit on disposals in prior period |
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Delivered 12.4% margin in Clean Air, up 200 basis points year-on-year, and on track to achieve margin guidance of 14 to 15% in 2025/26 |
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Expect to start commissioning new PGM refinery in second half of 2025/26, and be operational in calendar year 2027 |
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Good progress in implementing a cash-focused business model: significant improvement in first half free cash flow and expect a material step up for the full year² |
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£1.8 billion Catalyst Technologies sale on track to complete by first half of calendar year 2026³ |
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£1.4 billion of net sale proceeds to be returned to shareholders: £1.15 billion via special dividend and £250 million via share buyback programme |
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Outlook unchanged⁴,⁵: expect to deliver growth in full year underlying operating profit at the higher end of a mid single digit percentage range, at constant PGM prices and currency |
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Underlying results |
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Reported results (continuing) |
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Half year ended |
% |
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% change, |
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Half year ended |
% |
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2025 |
2024⁸ |
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2025 |
2024⁸ |
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Revenue |
£m |
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5,353 |
5,309 |
+1 |
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Sales excl. precious metals⁹ |
£m |
1,279 |
1,402 |
-9 |
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-4 |
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Operating profit |
£m |
142 |
106 |
+34 |
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+38 |
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117 |
527 |
-78 |
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Profit before tax |
£m |
110 |
83 |
+33 |
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86 |
506 |
-83 |
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Profit after tax |
£m |
86 |
66 |
+30 |
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(16) |
448 |
-104 |
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Basic earnings per share¹⁰ |
pence |
51.2 |
36.6 |
+40 |
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(9.5) |
247 |
-104 |
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Interim dividend per share |
pence |
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22.0 |
22.0 |
- |
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Free cash flow |
£m |
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4 |
(165) |
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Cash from operating activities |
£m |
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188 |
(44) |
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Net debt |
£m |
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971 |
799 |
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Liam Condon, Chief Executive Officer, commented: |
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Following the agreement to sell Catalyst Technologies, we are transforming Johnson Matthey into a more highly focused, lean and cash generative business. Our focus on increased efficiency has driven a strong first half performance with significant growth in pro forma underlying operating profit¹. We are also making good progress in implementing our cash-focused business model, with the benefits starting to come through and a material step up in free cash flow expected for the full year². The carve out of Catalyst Technologies is progressing well and we remain on track to complete the transaction by the first half of calendar year 2026. |
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For the full year, we expect to deliver growth in underlying operating profit at the higher end of a mid single digit percentage range⁵,¹¹. Looking ahead, with momentum building in efficiency and cash generation, we are on track to achieve our medium-term targets and deliver materially enhanced shareholder returns. |
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Unchanged group outlook for the year ending 31st March 2026⁴ |
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For 2025/26, we expect to deliver underlying operating profit growth at the higher end of a mid single digit percentage range, despite the challenging macroeconomic environment. This is on a |
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In Clean Air we expect modest growth in operating profit, with a margin of 14 to 15%. This is based on external data which suggest a 5% decline in global light duty vehicle production for 2025/26. Operating profit growth and margin expansion will be driven by our ongoing operational excellence and transformation benefits. In PGM Services, we expect lower operating profit largely reflecting reduced metal recoveries. In Hydrogen Technologies, we continue to expect to achieve operating profit breakeven by the end of 2025/26.¹¹ |
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If PGM (platinum group metal) prices remain at their current level¹² for the remainder of 2025/26, we expect a c.£20 million benefit to full year operating profit compared with the prior year.¹³ |
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At current foreign exchange rates¹⁴, translational foreign exchange movements for the year ending 31st March 2026 are expected to have a limited effect on underlying operating profit. |
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Over the medium-term to 2027/28, we continue to expect at least mid single digit CAGR in |
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Dividend |
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The board has approved an interim dividend of 22.0 pence per share, maintained at the same level as the prior year (1H 2024/25: 22.0 pence per share). The interim dividend will be paid on |
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Board and Group Leadership Team changes |
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On 17th July 2025, we announced the appointment of Andrew Cosslett as Non-Executive Chair of the Board. He is also a member and Chair of the Nomination Committee and member of the Societal Value Committee. Andrew is an experienced Chair with a strong track record in leading significant transformational and cultural change, to help deliver long-term shareholder value. He is currently Chair of ITV plc and has held a number of senior executive and non-executive roles across a range of sectors. Andrew succeeds Patrick Thomas who stepped down from the Board at the end of the 2025 Annual General Meeting in July. |
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As JM transitions into a more highly focused and lean business, we have further streamlined our Group Leadership Team from nine to six people. These changes, which will support the focused implementation of JM's strategy, are effective from 1st January 2026. |
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Alastair Judge, currently Head of Strategy and Operations, has been appointed Chief Financial Officer and member of the Board. Richard Pike, JM's current Chief Financial Officer and Chief Executive of PGM Services - having assumed responsibility of PGM Services in August 2025 - will assume the role of Chief Operating Officer and will remain on the Board. These organisational changes will further strengthen our ability to deliver on our strategy, drive cash generation and increase shareholder returns. |
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Anish Taneja, Chief Executive of Clean Air and Hydrogen Technologies, has decided to leave Johnson Matthey to take up an external position, based in Germany. Anish joined JM in 2022 and has successfully strengthened Clean Air, leaving the business well positioned to deliver on its strategy. |
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Enquiries: |
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Investor Relations |
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Louise Curran |
Head of Investor Relations |
+44 20 7269 8235 |
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Media |
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Sinead Keller Harry Cameron |
Group External Relations Director Teneo |
+44 20 7269 8218 +44 7799 152 148 |
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Notes: |
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1. |
Pro forma financials exclude Catalyst Technologies (discontinued) and Value Businesses (divested) as shown on |
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2. |
Free cash flow defined as net cash flow from operating activities (excluding disposal related costs) after net interest paid, net purchases of non-current assets and investments and the principal elements of lease payments, adjusted to reflect the classification of Catalyst Technologies as a discontinued operation. 2024/25: £64 million inflow. |
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Enterprise value of £1.8 billion on a cash and debt-free basis. |
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Outlook unchanged from pre-close trading update published on 9th October 2025. |
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Baseline is pro forma underlying operating profit which excludes Catalyst Technologies and Value Businesses - |
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Unless otherwise stated, sales and operating profit commentary refers to performance at constant exchange rates. Growth at constant rates excludes the translation impact of foreign exchange movements, with 1H 2025/26 results converted at 1H 2024/25 average rates. In 1H 2025/26, the translational impact of exchange rates on group sales and underlying operating profit (continuing) was an adverse impact of £26 million and £2 million respectively. |
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Underlying is before gain on significant legal proceedings, profit on disposal of businesses, share of profits or losses from non-strategic equity investments, major impairment and restructuring charges, one-off tax transactions and, where relevant, related tax effects. For definitions and reconciliations of other non-GAAP measures, see pages 48 to 53. |
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1H 2024/25 is restated to reflect the classification of Catalyst Technologies as a discontinued operation following the agreed sale, and the group's updated reporting segments where a small business outside of the sale perimeter has moved from Catalyst Technologies to PGM Services. |
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9. |
Revenue excluding cost of precious metals to customers and the precious metal content of products sold to customers. |
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10. |
Based on weighted average number of shares in issue of 168.0 million in 1H 2025/26 (1H 2024/25: 181.7 million). Reduction due to share buyback programme from 3rd July 2024 to 12th December 2024. |
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Outlook commentary for Clean Air, PGM Services and Hydrogen Technologies refers to underlying operating performance and assumes constant precious metal prices and constant currency. |
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Based on average precious metal prices in November 2025 (month to date). |
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A US$100 per troy ounce change in the average annual platinum, palladium and rhodium metal prices each have an impact of approximately £1 million, £1 million and £0.5 million respectively on full year 2025/26 underlying operating profit in PGM Services. This assumes no foreign exchange movement. |
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Based on foreign exchange rates as at 11th November 2025 (£:US$ 1.32, £:€ 1.14, £:INR 116.55, £:RMB 9.38). |
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Strategic update |
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Following the agreed sale of Catalyst Technologies to Honeywell International Inc. (Honeywell), we are re-shaping JM into a more highly focused, lean and cash generative business. Through leveraging our leading market positions in Clean Air and PGM Services, and driving efficiencies across the group, we expect to deliver a step change in cash generation and materially enhanced shareholder returns. |
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Driving a step change in cash generation |
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We are implementing a cash-focused business model, incorporating ongoing actions across three key areas: overhead reduction, materially lower capex and improved working capital management. These priorities are reflected in our executive remuneration schemes, with 37.5% of the annual bonus now linked to free cash flow, 37.5% based on underlying profit before tax and the remaining 25% based on strategic targets. |
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As we drive efficiencies, in the first half we streamlined our support functions including Finance, IT, HR and Procurement, and reduced our corporate headcount by around 10%. Construction of our new PGM refinery is progressing and, when this is complete, we expect group capex to reduce materially to c.£120 million per annum by 2027/28, below depreciation and amortisation. We have identified opportunities to reduce total working capital by c.£250 million by 2027/28, with progress in the period including improving supplier payment terms and optimising the frequency of payment runs. Our focus on reducing overheads and capex, and improved working capital management will enable us to generate annualised sustainable free cash flow of at least £250 million by 2027/28. |
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Committed to materially enhanced shareholder returns |
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We have a disciplined capital allocation policy which will deliver materially enhanced shareholder returns, whilst maintaining a strong balance sheet following completion of the Catalyst Technologies disposal. We are targeting net debt to EBITDA of 1.0 to 1.5 times. Our priorities for use of capital are: |
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Organic investment - focused on maintenance and operational improvement after the completion of our new PGM refinery |
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Shareholder returns - growing annual cash returns to shareholders from at least £130 million for 2025/26 (ordinary dividend) to at least £200 million for 2026/27 and beyond (split between ordinary dividends and share buybacks) |
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Bolt-on acquisitions only considered for highly compelling opportunities in core areas |
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Clean Air - a leading global player driving material margin improvement |
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In Clean Air, we aim to be a lasting partner providing world-leading technology to support our customers and reduce harmful emissions. |
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We are focused on maintaining our leading position in diesel, securing a profitable share in gasoline including hybrids, and driving continued margin improvement. In the half, we won new gasoline hybrid business with leading Chinese OEMs. We will also benefit from longer-term growth in our Clean Air Solutions business by applying our leading technology to emerging emissions control applications such as hydrogen internal combustion engines, backup generators for data centres and CO2 capture. For example, we recently signed multi-year contracts for emissions control technology for data centre applications. |
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In the first half, we delivered an operating margin improvement of 200 basis points, to 12.4%. We reduced headcount by c.10%, primarily across R&D and manufacturing. R&D and SG&A spend is on track to reduce by c.20% by the end of 2025/26. We also made further progress consolidating our manufacturing footprint, closing an additional production line in India. Overall, we now have 11 plants and 21 lines (2021/22: 16 plants, 50 lines). |
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Underpinned by benefits from these initiatives, as well as ongoing operational and commercial excellence, we are targeting operating margin improvement to 14 to 15% for full year 2025/26. Alongside driving efficiency, we have been focused on employee engagement, which has continued to increase despite the extensive transformation that is ongoing across our Clean Air business. |
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Longer-term, we remain on track to deliver Clean Air sales of more than £2 billion (of which c.90% of the business is already won) and an operating margin of 16 to 18% in 2027/28. Additionally, we expect Clean Air to generate at least £2.1 billion of further cash by 2030/31¹, with significant cash flow beyond. |
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PGM Services - a world leader in PGMs |
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PGM Services is the world's largest secondary refiner of PGMs (by volume), the global liquidity hub for PGMs² and expert in converting PGMs into high value products for a wide range of industries. |
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We are investing in a new world-class PGM refinery to replace our aged UK asset. This investment will support increasing demand for secondary (recycled) metal, as well as deliver significant efficiency, resilience, safety and sustainability benefits. We expect to start commissioning the facility in the second half of fiscal year 2025/26, and be operational in calendar year 2027. |
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In PGM Products, we continue to expect growth in new, high value PGM applications for a wide range of industries such as agrochemicals, pharmaceuticals and defence. |
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Over the next couple of years, until our new PGM refinery is fully operational, we expect increased maintenance costs relating to our current aged refinery, as well as lower metal recoveries. In addition, we will incur dual-running costs and higher depreciation costs from 2027 onwards as the new refinery comes online, before returning to growth in 2027/28. In 2027/28, we expect PGM Services to generate sales of around £450 million, with an operating margin of around 30%³. Beyond this, underpinned by our new refinery and growth in PGM Products, we expect PGM Services to deliver at least low single digit CAGR in underlying operating profit over the medium to long-term. |
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Hydrogen Technologies - a leader in fuel cell and electrolyser components |
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Hydrogen Technologies is well-positioned in the green hydrogen market. Reflecting the market slowdown we have restructured the business to reduce costs, whilst maintaining long-term growth optionality. We continue to expect Hydrogen Technologies to reach operating profit breakeven by the end of 2025/26 and be cash flow positive in 2026/27⁴. |
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Notes: |
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1. |
Delivered £2.4 billion of cash cumulatively from 1st April 2021 to 31st March 2025. Cash target of at least £4.5 billion from 1st April 2021 to 31st March 2031, pre-tax and post restructuring costs. |
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Global liquidity hub for PGM sponge (powder). |
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Assumes broadly constant PGM prices. |
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Cash flow defined as underlying operating profit plus depreciation and amortisation (EBITDA), less capital expenditure and net working capital movements. |
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Sale of Catalyst Technologies |
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As announced on 22nd May 2025, we have agreed the sale of Catalyst Technologies to Honeywell for an enterprise value of £1.8 billion on a cash and debt-free basis. The carve out of Catalyst Technologies is progressing well and we have received the vast majority of competition authority approvals. We continue to expect completion by the first half of calendar year 2026. |
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Following completion, we intend to return £1.4 billion of net proceeds to shareholders - |
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What JM will deliver by 2027/28 |
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JM will become a highly streamlined group, delivering a step change in cash generation and materially enhanced shareholder returns. By 2027/28 we expect: |
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At least mid single digit CAGR in pro forma underlying operating profit (2024/25 baseline¹) |
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Annualised sustainable free cash flow of at least £250 million driven by cost savings, lower capex and improved working capital management |
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Cash returns of at least £200 million per annum to shareholders |
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Milestones overview |
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As we transition the group to a more highly focused and lean business with higher cash generation, we are making good progress against our strategic milestones set out in May 2025. Where appropriate, the milestones have been updated to exclude Catalyst Technologies. |
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Financial |
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Increase Clean Air underlying operating margin to 16 to 18% by end of 2027/28 |
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Achieve operating profit breakeven and positive cash flow in Hydrogen Technologies² |
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Operational |
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Carve out Catalyst Technologies following agreed sale³ |
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Operate new world-class PGM refinery in calendar year 2027 (previously by end of 2026/27) |
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Improve customer net promoter score to >41 by end of 2025/26⁴ |
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Sustainability |
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Improve ICCA process safety event severity rate to 0.60 by end of 2026/27⁵ |
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Increase employee engagement score to at least 7.2 by end of 2025/26⁶ |
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Reduce scope 1 and 2 CO₂e emissions by 57% by end of 2026/27⁷ |
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Notes: |
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1. |
Baseline is pro forma underlying operating profit which excludes Catalyst Technologies and Value Businesses - £298 million in 2024/25 as shown on page 9. |
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2. |
Operating profit breakeven by the end of 2025/26 and cash flow positive in 2026/27. Cash flow defined as underlying operating profit plus depreciation and amortisation (EBITDA), less capital expenditure and net working capital movements. |
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3. |
Completion expected by the first half of calendar year 2026. |
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Net promoter score is a market research survey metric to measure customer satisfaction and loyalty, calculated from our annual customer survey data. 2024/25 baseline: 41. |
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5. |
ICCA - International Council of Chemical Associations. 2024/25 baseline: 0.78. |
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6. |
March 2025 baseline: 7.1. |
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7. |
Metric tonnes of greenhouse gases. 2019/20 baseline: 249,465 tonnes CO2 equivalents. |
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Performance summary for the six months ended 30th September 2025¹ |
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Pro forma underlying operating profit² - excluding the impact of PGM prices - grew 29% in the period. Our performance was supported by self-help actions including cost efficiencies across the group. Average PGM prices increased in the half, with a benefit to underlying operating profit of £10 million. Including the impact of PGM prices, pro forma underlying operating profit² grew 38%. |
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Clean Air underlying operating profit grew 11% and margin expanded 200 basis points to 12.4%, driven by efficiency benefits. These included reduced R&D and SG&A overheads in the business, as well as benefits from operational excellence and footprint consolidation. PGM Services delivered a strong first half with underlying operating profit up 33%, driven by higher average PGM prices, strong performance in our PGM trading business and efficiencies. Hydrogen Technologies delivered a smaller operating loss of £18 million reflecting benefits from cost control actions taken in 2024/25 as we restructured the business and reduced headcount. |
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On a reported basis, operating profit decreased to £117 million (1H 2024/25: £527 million³). The decline largely reflected a £484 million profit on disposal recognised in the prior year, principally related to Medical Device Components. We incurred £33 million of major impairment and restructuring charges, comprising restructuring charges of £26 million and an impairment charge of £7 million. |
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Net debt (continuing) increased to £971 million as at 30th September 2025 compared to |
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Notes: |
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1. |
Unless otherwise stated, sales and operating profit commentary refers to performance at constant exchange rates. Growth at constant rates excludes the translation impact of foreign exchange movements, with 1H 2025/26 results converted at 1H 2024/25 average rates. In 1H 2025/26, the translational impact of exchange rates on group sales and underlying operating profit (continuing) was an adverse impact of £26 million and £2 million respectively. |
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2. |
Pro forma underlying operating profit excludes Catalyst Technologies (discontinued) and Value Businesses (divested) as shown on page 8. |
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3. |
1H 2024/25 is restated to reflect the classification of Catalyst Technologies as a discontinued operation following the agreed sale, and the group's updated reporting segments where a small business outside of the sale perimeter has moved from Catalyst Technologies to PGM Services. |
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4. |
Free cash flow defined as net cash flow from operating activities (excluding disposal related costs) after net interest paid, net purchases of non-current assets and investments and the principal elements of lease payments, adjusted to reflect the classification of Catalyst Technologies as a discontinued operation. |
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Summary of underlying operating results from continuing operations |
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Unless otherwise stated, commentary refers to performance at constant FX rates¹. Percentage changes in the tables are calculated on rounded numbers. |
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Sales (£ million) |
Half year ended |
% change |
% change, |
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2025 |
2024² |
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Clean Air |
1,061 |
1,165 |
-9 |
-7 |
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PGM Services |
226 |
215 |
+5 |
+7 |
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Hydrogen Technologies |
23 |
20 |
+15 |
+15 |
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Eliminations² |
(31) |
(34) |
n/a |
n/a |
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Sales (pro forma) |
1,279 |
1,366 |
-6 |
-4 |
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Value Businesses (divested)³ |
- |
36 |
n/a |
n/a |
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Sales (continuing) |
1,279 |
1,402 |
-9 |
-7 |
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Catalyst Technologies (discontinued) |
272 |
328 |
-17 |
-16 |
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Eliminations (discontinued) |
(6) |
(8) |
n/a |
n/a |
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Total sales |
1,545 |
1,722 |
-10 |
-9 |
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Underlying operating profit |
Half year ended |
% change |
% change, |
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2025 |
2024² |
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Clean Air |
132 |
121 |
+9 |
+11 |
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PGM Services |
66 |
51 |
+29 |
+33 |
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Hydrogen Technologies |
(18) |
(26) |
n/a |
n/a |
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Corporate |
(38) |
(42) |
n/a |
n/a |
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Underlying operating profit (pro forma) |
142 |
104 |
+37 |
+38 |
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Value Businesses (divested)³ |
- |
2 |
n/a |
n/a |
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Underlying operating profit (continuing) |
142 |
106 |
+34 |
+36 |
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Catalyst Technologies (discontinued) |
20 |
50 |
-60 |
-60 |
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Total underlying operating profit |
162 |
156 |
+4 |
+5 |
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Reconciliation of underlying operating profit |
Half year ended |
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2025 |
2024² |
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Underlying operating profit (continuing) |
142 |
106 |
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Gain on significant legal proceedings⁴ |
8 |
- |
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Major impairment and restructuring charges⁴ |
(33) |
(63) |
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Profit on disposal of businesses⁴ |
- |
484 |
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Operating profit |
117 |
527 |
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Notes: |
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1. |
Growth at constant rates excludes the translation impact of foreign exchange movements, with 1H 2025/26 results converted at 1H 2024/25 average rates. In 1H 2025/26, the translational impact of exchange rates on group sales and underlying operating profit (continuing) was an adverse impact of £26 million and £2 million respectively. |
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2. |
1H 2024/25 is restated to reflect the classification of Catalyst Technologies as a discontinued operation following the agreed sale, and the group's updated reporting segments where a small business outside of the sale perimeter has moved from Catalyst Technologies to PGM Services. |
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3. |
Includes Battery Materials, Battery Systems and Medical Device Components which are all now divested. |
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4. |
For further detail on these items please see page 16. |
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2024/25 underlying operating results on a pro forma basis |
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Subject to completion of the Catalyst Technologies sale, below we have provided 2024/25 sales and underlying operating profit excluding Catalyst Technologies (discontinued) and Value Businesses (divested). |
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Sales (£ million) |
Year ended 31st March 2025 |
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1H |
2H |
FY |
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Clean Air |
1,165 |
1,154 |
2,319 |
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PGM Services¹ |
215 |
266 |
481 |
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Hydrogen Technologies |
20 |
40 |
60 |
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Eliminations¹ |
(34) |
(32) |
(66) |
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Sales (pro forma) |
1,366 |
1,428 |
2,794 |
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Catalyst Technologies (discontinued)¹,² |
328 |
324 |
652 |
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Eliminations (discontinued)³ |
(8) |
(5) |
(13) |
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Value Businesses (divested)⁴ |
36 |
1 |
37 |
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Total sales |
1,722 |
1,748 |
3,470 |
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Underlying operating profit |
Year ended 31st March 2025 |
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1H |
2H |
FY |
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Clean Air |
121 |
152 |
273 |
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PGM Services¹ |
51 |
100 |
151 |
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Hydrogen Technologies |
(26) |
(13) |
(39) |
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Corporate |
(42) |
(45) |
(87) |
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Underlying operating profit (pro forma) |
104 |
194 |
298 |
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Catalyst Technologies (discontinued)¹,² |
50 |
40 |
90 |
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Value Businesses (divested)⁴ |
2 |
(1) |
1 |
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Total underlying operating profit |
156 |
233 |
389 |
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Notes: |
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1. |
Restated to reflect the group's updated reporting segments following the agreed sale of Catalyst Technologies, where a small business outside of the sale perimeter has moved from Catalyst Technologies to PGM Services. |
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2. |
Catalyst Technologies is classified as a discontinued operation for the financial year 2025/26. |
|
3. |
Relates to Catalyst Technologies. |
|
4. |
Value Businesses includes Battery Materials, Battery Systems and Medical Device Components which are all now divested. |
Business reviews
Clean Air
|
Good profit and margin growth despite a challenging market |
|
|
· |
Sales were down 7%. This mainly reflected a decline in global vehicle production driven by European light duty diesel and North American heavy duty diesel. We also experienced market share losses in light duty gasoline, largely due to historic platform losses |
|
· |
Underlying operating profit grew 11% and margin expanded 200 basis points to 12.4%, driven by efficiency benefits |
|
|
Half year ended |
% change |
% change, |
|
|
|
2025 |
2024 |
||
|
|
£ million |
£ million |
||
|
Sales |
|
|
|
|
|
Light duty diesel |
486 |
530 |
-8 |
-7 |
|
Light duty gasoline |
202 |
244 |
-17 |
-15 |
|
Heavy duty diesel |
373 |
391 |
-5 |
-2 |
|
Total sales |
1,061 |
1,165 |
-9 |
-7 |
|
|
|
|
|
|
|
Underlying operating profit |
132 |
121 |
+9 |
+11 |
|
Underlying operating profit margin |
12.4% |
10.4% |
|
|
|
EBITDA margin |
15.6% |
13.6% |
|
|
|
Reported operating profit |
119 |
101 |
|
|
|
Clean Air provides catalysts for emission control after-treatment systems used in light and heavy duty vehicles powered by internal combustion engines. |
|
|
|
Market commentary |
|
In the half, global vehicle production (ICE) declined in both light duty and heavy duty. In light duty, there were modest declines across all key regions. European and North American production was impacted by tariff uncertainty, and there was further battery electric vehicle penetration in Europe and China. |
|
|
|
In heavy duty, ICE vehicle production grew well in Europe, whilst Asia was flat and North America saw a material decline. In Europe growth reflected cyclical recovery, whilst in Asia, growth in India was offset by a decline in China. In North America, both Class 8 and |
|
Performance commentary |
|
Sales declined 7%. This mainly reflected a decline in global vehicle production driven by European light duty diesel and North American heavy duty diesel. |
|
|
|
Sales |
|
Light duty diesel |
|
In light duty diesel, sales declined 7%, underperforming a global market which saw a modest decline. In Europe, whilst sales decreased, we outperformed the market, reflecting strong performance from our largest customer. North American sales were down materially, underperforming a slightly declining market mainly due to a weaker mix. However, we saw good sales growth in Asia, due to benefits from commercial excellence as well as strong customer performance in China. |
|
|
|
Light duty gasoline |
|
Light duty gasoline sales were down 15%, underperforming a global market which declined slightly. By region, we saw declines in Europe and Asia, whilst sales in the Americas were broadly flat.
In Europe, we were mainly impacted by market share losses due to platform losses several years ago. In Asia, our sales decline reflected weaker platform mix in China, alongside the underperformance and phase out of some customer platforms across the rest of Asia. In the Americas, sales were broadly flat and in line with the market. |
|
|
|
Heavy duty diesel |
|
In heavy duty diesel, sales declined 2%, broadly in line with the global market. We experienced a decline in sales in North America, which was partly offset by good growth in Europe and Asia.
In North America, sales performance mainly reflected the decline in market production. We also experienced some customer underperformance and a weaker mix. In Europe, we outperformed a growing market mainly due to market share gains. Growth in Asia was largely driven by India, due to improved mix and the ramp up of an off-road platform. |
|
|
|
Underlying operating profit |
|
Underlying operating profit grew 11% and operating margin expanded 200 basis points to 12.4%, driven by efficiency benefits. These included reduced R&D and SG&A overheads in the business, as well as benefits from operational excellence and footprint consolidation. |
PGM Services
|
Good sales and profit growth supported by higher PGM prices |
|
|
· |
Sales were up 7% reflecting good growth in our refining and trading businesses as we benefitted from higher PGM prices and increased trading activity |
|
· |
Underlying operating profit grew 33%, reflecting a £10 million benefit from higher average PGM prices, strong performance in our PGM trading business and efficiency benefits |
|
|
Half year ended |
% change |
% change, |
|
|
|
2025 |
2024¹ |
||
|
|
£ million |
£ million |
||
|
Sales |
|
|
|
|
|
PGM Services |
226 |
215 |
+5 |
+7 |
|
|
|
|
|
|
|
Underlying operating profit |
66 |
51 |
+29 |
+33 |
|
Underlying operating profit margin |
29.2% |
23.7% |
|
|
|
EBITDA margin |
35.4% |
29.8% |
|
|
|
Reported operating profit |
63 |
26 |
|
|
|
PGM Services is the world's largest recycler of platinum group metals (PGMs). This business is enabling the energy transition through developing new PGM applications and providing circular solutions. PGM Services provides a strategic service to the group, supporting our other businesses with security of metal supply and the manufacture of value-add PGM products. |
|
|
|
Performance commentary |
|
Sales |
|
In the half, sales were up 7% reflecting good growth in our refining and trading businesses as we benefitted from higher PGM prices and increased trading activity. Average platinum, palladium and rhodium prices increased 27%, 11% and 30% respectively compared to the first half of 2024/25. |
|
|
|
In our refining business sales grew well driven by higher PGM prices, although volumes were slightly down year-on-year. We saw a decline in primary volumes, which was partly offset by increased secondary (recycled) volumes due to higher industrial feeds. As we continued our asset renewal programme, we saw a small benefit from higher metal recoveries in the first half, although we continue to expect lower metal recoveries for the full year. |
|
|
|
In our products business, sales slightly declined year-on-year, mainly driven by lower demand from pharmaceutical customers. |
|
|
|
Underlying operating profit |
|
Underlying operating profit grew 33% reflecting a £10 million benefit from higher average PGM prices in our refining business, strong performance in our trading business, and continued efficiency benefits including operational enhancements and streamlining processes. |
|
Notes: |
|
|
|
1. |
1H 2024/25 is restated to reflect the group's updated reporting segments following the agreed sale of Catalyst Technologies, where a small business outside of the sale perimeter has moved from Catalyst Technologies to PGM Services. |
|
Hydrogen Technologies
|
Smaller operating loss benefitting from cost savings |
|
|
· |
Sales grew 15% driven by revenue recognised due to changes to volume commitments from customers in fuel cells, and higher electrolyser volumes |
|
· |
Smaller operating loss of £18 million, largely reflecting benefits from cost control actions taken in 2024/25. On track to achieve breakeven by the end of 2025/26 |
|
|
Half year ended |
% change |
% change, |
|
|
|
2025 |
2024 |
||
|
|
£ million |
£ million |
||
|
Sales |
|
|
|
|
|
Hydrogen Technologies |
23 |
20 |
+15 |
+15 |
|
|
|
|
|
|
|
Underlying operating loss |
(18) |
(26) |
n/a |
n/a |
|
Underlying operating loss margin |
n/a |
n/a |
|
|
|
Reported operating loss |
(18) |
(26) |
|
|
|
In Hydrogen Technologies, we provide performance-defining components across the value chain for fuel cells and electrolysers, including catalyst coated membranes (CCMs). |
|
|
|
Performance commentary |
|
Sales |
|
Sales were up 15%, driven by both fuel cells and electrolysers. In fuel cells, sales benefitted from revenue recognised due to changes to volume commitments from customers. Electrolysers sales grew strongly, albeit from a small base, driven by increased demand from our strategic partners. |
|
|
|
In the second half we expect to recognise further revenue due to changes to volume commitments from customers, in comparison with the first half. |
|
|
|
Underlying operating loss |
|
Underlying operating loss was £18 million, a material improvement compared to a |
|
|
|
We continue to expect Hydrogen Technologies to reach operating profit breakeven by the end of 2025/26 and be cash flow positive in 2026/27¹. |
|
|
|
|
|
Corporate |
|
Corporate costs were £38 million, a decrease of £4 million from the prior period, largely reflecting lower IT and R&D costs. |
|
Notes: |
|
|
1. |
Cash flow defined as underlying operating profit plus depreciation and amortisation (EBITDA), less capital expenditure and net working capital movements. |
Discontinued operations: Catalyst Technologies
|
Performance impacted by weaker demand in key end markets |
|
|
· |
Sales declined 16%, largely reflecting a weak market with reduced demand for first fill catalysts, and the timing of licence income against a strong prior period |
|
· |
Underlying operating profit down 60% as a result of lower sales and weaker mix |
|
· |
Sale to Honeywell expected to complete by the first half of calendar year 2026 |
|
|
Half year ended |
% change |
% change, |
|
|
|
2025 |
2024¹ |
||
|
|
£ million |
£ million |
||
|
Sales |
|
|
|
|
|
Catalysts |
233 |
268 |
-13 |
-12 |
|
Licensing |
39 |
60 |
-35 |
-35 |
|
Total sales |
272 |
328 |
-17 |
-16 |
|
|
|
|
|
|
|
Underlying operating profit |
20 |
50 |
-60 |
-60 |
|
Underlying operating profit margin |
7.4% |
15.2% |
|
|
|
EBITDA margin |
9.2% |
19.5% |
|
|
|
Reported operating profit |
2 |
48 |
|
|
|
Catalyst Technologies targets high growth, high return opportunities in fuels and chemical value chains. We have leading positions in syngas - methanol, ammonia, hydrogen and formaldehyde - and a strong sustainable technologies portfolio. Our revenue streams are licensing process technology and supplying catalysts. |
|
|
|
Performance commentary |
|
Sales |
|
Sales declined 16% reflecting lower sales in both Catalysts - which represents the majority of sales - and Licensing. |
|
|
|
Catalysts: sales driven by lower first fills |
|
Catalysts sales were down 12%, largely driven by first fills. First fill volumes declined materially against a strong prior period in which several new plants came onstream in China, including one of the world's largest methanol plants. |
|
|
|
In refills, sales were down slightly. We saw lower formaldehyde sales due to weak end markets, particularly in China, alongside lower methanol sales and a weaker performance in additives. This was partly offset by higher sales relating to synthetic natural gas. |
|
|
|
Licensing: performance reflects timing of licence wins in core technologies |
|
Licensing sales - which are lumpy in nature - declined 35% year-on-year, largely reflecting lower sales from our existing core technology portfolio in China, against a strong prior period. In sustainable technologies, whilst we saw lower sales from low carbon hydrogen projects, this was partly offset by increased engineering income from sustainable methanol projects where we have a good pipeline. |
|
Notes: |
|
|||
|
1. |
1H 2024/25 is restated to reflect the group's updated reporting segments following the agreed sale of Catalyst Technologies, where a small business outside of the sale perimeter has moved from Catalyst Technologies to PGM Services. |
|
||
|
Demand for sustainable technologies remains strong, and we continue to invest in R&D to support the development of the business. We won an additional two large scale projects in our sustainable technologies portfolio in the half, highlighting the good medium-term growth opportunity in Catalyst Technologies. |
||||
|
|
||||
|
· |
DG Fuels' third sustainable aviation fuel facility - located in Minnesota, US |
|||
|
· |
USA BioEnergy's Bon Weir sustainable aviation fuel plant in Texas, US |
|||
|
|
||||
|
Underlying operating profit |
||||
|
Underlying operating profit was down 60% as a result of lower sales and weaker mix reflecting the decline in Licensing sales which are higher margin. |
||||
|
Financial review - continuing operations |
|
|
|
Research and development (R&D) |
|
R&D spend (excluding Catalyst Technologies) was £69 million in the half, representing c.5% of sales excluding precious metals. This was down from £82 million in the prior period, largely driven by reduced R&D spend in Clean Air and Hydrogen Technologies. |
|
|
|
Foreign exchange |
|
The calculation of growth at constant rates excludes the impact of foreign exchange movements arising from the translation of overseas subsidiaries' profit into sterling. The group does not hedge the impact of translation effects on the income statement. The principal overseas currencies, which represented 85% of the non-sterling denominated underlying operating profit in the half year ended 30th September 2025, were: |
|
|
|
|
Share of 1H 2025/26 |
Average exchange rate Half year ended |
% change |
|
|
|
||||
|
|
2025 |
2024 |
||
|
US dollar |
13% |
1.34 |
1.28 |
+5 |
|
Euro |
54% |
1.17 |
1.18 |
-1 |
|
Indian rupee |
8% |
116.11 |
107.20 |
+8 |
|
Chinese renminbi |
10% |
9.66 |
9.23 |
+5 |
|
For the half, the impact of exchange rates decreased sales by £26 million and underlying operating profit by £2 million. |
|
|
|
|
|
|
|
If exchange rates as at 11th November 2025 (£:US$ 1.32, £:€ 1.14, £:INR 116.55, |
|
|
|
|
|
|
|
Items outside underlying operating profit |
|
|
|
|
|
|
|
Non-underlying income / (charge)
|
Half year ended |
|
|
|
2025 |
2024 |
|
|
£ million |
£ million |
|
Gain on significant legal proceedings |
8 |
- |
|
Major impairment and restructuring charges |
(33) |
(63) |
|
Profit on disposal of businesses |
- |
484 |
|
Total |
(25) |
421 |
|
During the period, the group settled an insurance litigation and received proceeds of |
|
|
|
There was a charge of £33 million relating to major impairment and restructuring costs, comprising £26 million of restructuring costs and an impairment charge of £7 million. The impairment charge relates to the consolidation of our manufacturing footprint in Clean Air. The restructuring costs related to rightsizing the group and Clean Air's ongoing footprint consolidation, as well as a one-off termination cost for a US pension scheme. |
|
Finance charges |
|
Net finance charges in the period amounted to £32 million, up from £23 million in the prior period. The increase of £9 million largely reflects the absence of non-recurring benefits recognised in the prior period. |
|
|
|
Taxation |
|
The tax charge on underlying profit before tax for the half year ended 30th September 2025 was £24 million, an effective underlying tax rate of 21.8%, compared with 20.5% in the first half of 2024/25. |
|
|
|
The effective tax rate on reported profit for the half year ended 30th September 2025 was 119%. This represents a tax charge of £102 million, compared with £58 million in the first half of 2024/25. The increase largely reflects the impact of an £84 million deferred tax asset de-recognition as a result of the agreed divestment of Catalyst Technologies. |
|
|
|
We expect the effective tax rate on underlying profit for the year ending 31st March 2026 to be around 22%. |
|
|
|
Post-employment benefits |
|
IFRS - accounting basis |
|
At 30th September 2025, the group's net post-employment defined benefit position, was a surplus of £201 million. The cost of providing post-employment defined benefits in the period was £15 million, up from £12 million in the prior period, driven by a one-off termination cost in the US. |
|
|
|
Capital expenditure |
|
Capital expenditure (excluding Catalyst Technologies) was £94 million¹ in the half, 1.3 times depreciation and amortisation (1H 2024/25: £134 million, 1.7 times depreciation and amortisation). A key project in the period was investment in our new world-class PGM refinery. |
|
|
|
Balance sheet |
|
Net debt as at 30th September 2025 was £971 million, an increase from £810 million at 31st March 2025 and £799 million at 30th September 2024. The group's net debt to EBITDA was 2.0 times (31st March 2025: 1.8 times, 30th September 2024: 1.7 times). |
|
|
|
We use short-term metal leases as part of our mix of funding for working capital, which are outside the scope of IFRS 16. Precious metal leases amounted to £279 million as at |
|
|
|
|
|
|
|
|
|
Notes: |
|
|
1. |
Cash outflow of £129 million in the period relating to capital expenditure (continuing basis). Difference reflects movements in capital accruals. |
|
Free cash flow and working capital |
|
Free cash flow¹ was a £4 million inflow compared to a £165 million outflow in the first half of 2024/25. This significant improvement year-on-year was driven by higher operating profit and improved working capital management in Clean Air and PGM Services. |
|
|
|
Excluding precious metal, average working capital days (excluding Catalyst Technologies) to 30th September 2025 increased to 59 days compared to 51 days to 30th September 2024. |
|
|
|
Going concern |
|
The group maintains a healthy balance sheet with around £1.5 billion of available cash and undrawn committed facilities. Cash generation was positive during the period with a free cash inflow¹ of £4 million. Net debt at 30th September 2025 was £971 million. Net debt to underlying EBITDA was 2.0 times. |
|
|
|
For assessing going concern, the base case scenarios were stress tested to a severe but plausible downside case which assumes lower demand across our markets to account for further disruptions and recession. |
|
|
|
Additionally, the group considered scenarios including the impact from metal price volatility, delays in capital projects and delivery of cost savings, slow down of operations in China and an additional impact of US tariffs. We have also considered the impact of a refinery shutdown and other manufacturing plant shutdowns for a prolonged period. In all scenarios, the group has sufficient headroom against committed facilities and key financial covenants are not in breach during the going concern period. |
|
|
|
Having assessed various scenario forecasts, the directors therefore reasonably expect no significant uncertainties about the group's ability to operate for at least fifteen months from the approval date of these half year accounts, supporting a going concern basis. |
|
Notes: |
|
|
1. |
Free cash flow defined as net cash flow from operating activities (excluding disposal related costs) after net interest paid, net purchases of non-current assets and investments and the principal elements of lease payments, adjusted to reflect the classification of Catalyst Technologies as a discontinued operation. |
|
Risks and uncertainties |
|
JM's principal risk landscape continues to be reviewed and updated to reflect our evolving strategy and the challenges that come from operating within the current global environment and economic climate. JM is committed to improving its risk management approach and insights used to support various business decisions. The group's principal risks are listed below and remain largely as disclosed in our 2025 Annual Report. |
|
|
|
1. Cyber-attack/IT failure - Risks to our information technology and operational technology, including failure to adapt to evolving business needs, system disruptions or major cyber security incidents. These issues could impact business continuity, data integrity and compliance. |
|
|
|
2. Capital expenditure - JM's growth depends on the effective allocation and execution of capital expenditure. Delays, cost overruns, poor investment decisions or ineffective management could undermine expected value, leading to inefficient resource use, reduced competitiveness and failure to meet market and customer needs. |
|
|
|
3. Operational assets - Failure of one or more critical operational assets could disrupt JM's supply chains, performance and reputation. This risk includes ageing infrastructure as well as the growing impact of climate change, such as extreme weather events and natural disasters. |
|
|
|
4. Security of metal - JM faces security risks due to the high value of its products, site locations and supply chain dependencies. These risks include internal theft, organised crime and challenges in metal reconciliation, which vary across different parts of the business. |
|
|
|
5. Supply chain resilience - JM relies on a global network of suppliers for key materials and services, some of which are highly specialised with limited alternative sources. Emerging industries like hydrogen and sustainable aviation fuel have immature supply chains for raw materials, making them particularly vulnerable to disruptions. |
|
|
|
6. Geopolitical/Economic - JM's global footprint exposes the business to potential disruptions from geopolitical and macroeconomic events, including conflicts, trade disputes, sanctions, pandemics, financial crises and economic instability in key markets. |
|
|
|
7. Innovation - A failure to develop competitive solutions, such as products, licensing and technical services, that align with evolving customer needs and market trends. This includes challenges in identifying customer expectations, translating them into effective R&D and scaling new technologies for industrial use. |
|
|
|
8. Talent, culture and engagement - A low-performing organisation characterised by an insufficiently engaged and inclusive workforce, or a misalignment of skills and talent, would impact our ability to execute our strategy successfully. |
|
|
|
9. Market factors - JM may not accurately predict changes in customer demand, regulation, or market trends, particularly as industries move away from fossil fuels. There is also a risk of missing new opportunities or responding to change too slowly or quickly. |
|
|
|
10. EHS - A major work-related EHS (Environmental, Health and Safety) incident, such as a fire, explosion or toxic gas release, could result from process safety failures or regulatory non-compliance, threatening JM's operations, product portfolios and reputation. |
|
|
|
11. Implementation of cash-focused business model - JM is pivoting towards a |
|
Responsibility statement of the Directors in respect of the half yearly report |
|||
|
|
|||
|
The half yearly report is the responsibility of the directors. Each of the directors as at the date of this responsibility statement, whose names and functions are set out below, confirms that to the best of their knowledge: |
|||
|
|
|||
|
· |
the condensed consolidated accounts have been prepared in accordance with UK adopted International Accounting Standard (IAS) 34 - 'Interim Financial Reporting'; and |
||
|
· |
the interim management report included in the Half-Yearly Report includes a fair review of the information required by: |
||
|
|
|||
|
|
a) |
DTR 4.2.7R of the Financial Conduct Authority's Disclosure Guidance and Transparency Rules, being an indication of important events that have occurred during the first six months of the financial year and their impact on the condensed consolidated accounts; and a description of the principal risks and uncertainties for the remaining six months of the financial year; and |
|
|
|
|||
|
|
b) |
DTR 4.2.8R of the Financial Conduct Authority's Disclosure Guidance and Transparency Rules, being related party transactions that have taken place in the first six months of the current financial year and that have materially affected the financial position or performance of the company during that period; and any changes in the related party transactions described in the last annual report that could do so. |
|
|
|
|||
|
The names and functions of the directors of Johnson Matthey Plc are as follows: |
|||
|
|
|||
|
Andrew Cosslett |
Chair of the Board and of the Nomination Committee |
||
|
Liam Condon |
Chief Executive Officer |
||
|
Richard Pike |
Chief Financial Officer and Chief Executive of PGM Services |
||
|
Barbara Jeremiah |
Senior Independent Non-Executive Director and Chair of the Investment Committee |
||
|
Rita Forst |
Non-Executive Director and Chair of the Societal Value Committee |
||
|
Xiaozhi Liu |
Non-Executive Director |
||
|
Sinead Lynch |
Non-Executive Director |
||
|
John O'Higgins |
Non-Executive Director and Chair of the Remuneration Committee |
||
|
Doug Webb |
Non-Executive Director and Chair of the Audit Committee |
||
|
|
|||
|
The responsibility statement was approved by the Board of Directors on 19th November 2025 and is signed on its behalf by: |
|||
|
|
|||
|
Andrew Cosslett |
|||
|
Chair |
|||
|
|
|||
Independent review report to Johnson Matthey Plc
Report on the condensed consolidated interim financial statements
Our conclusion
We have reviewed Johnson Matthey Plc's condensed consolidated interim financial statements (the "interim financial statements") in the half year results of Johnson Matthey Plc for the 6 month period ended 30th September 2025 (the "period").
Based on our review, nothing has come to our attention that causes us to believe that the interim financial statements are not prepared, in all material respects, in accordance with UK adopted International Accounting Standard 34, 'Interim Financial Reporting' and the Disclosure Guidance and Transparency Rules sourcebook of the United Kingdom's Financial Conduct Authority.
The interim financial statements comprise:
· the Condensed Consolidated Statement of Financial Position as at 30th September 2025;
· the Condensed Consolidated Income Statement and Condensed Consolidated Statement of Total Comprehensive Income for the period then ended;
· the Condensed Consolidated Statement of Cash Flows for the period then ended;
· the Condensed Consolidated Statement of Changes in Equity for the period then ended; and
· the explanatory notes to the interim financial statements.
The interim financial statements included in the half year results of Johnson Matthey Plc have been prepared in accordance with UK adopted International Accounting Standard 34, 'Interim Financial Reporting' and the Disclosure Guidance and Transparency Rules sourcebook of the United Kingdom's Financial Conduct Authority.
Basis for conclusion
We conducted our review in accordance with International Standard on Review Engagements (UK) 2410, 'Review of Interim Financial Information Performed by the Independent Auditor of the Entity' issued by the Financial Reporting Council for use in the United Kingdom ("ISRE (UK) 2410"). A review of interim financial information consists of making enquiries, primarily of persons responsible for financial and accounting matters, and applying analytical and other review procedures.
A review is substantially less in scope than an audit conducted in accordance with International Standards on Auditing (UK) and, consequently, does not enable us to obtain assurance that we would become aware of all significant matters that might be identified in an audit. Accordingly, we do not express an audit opinion.
We have read the other information contained in the half year results and considered whether it contains any apparent misstatements or material inconsistencies with the information in the interim financial statements.
Conclusions relating to going concern
Based on our review procedures, which are less extensive than those performed in an audit as described in the Basis for conclusion section of this report, nothing has come to our attention to suggest that the directors have inappropriately adopted the going concern basis of accounting or that the directors have identified material uncertainties relating to going concern that are not appropriately disclosed. This conclusion is based on the review procedures performed in accordance with ISRE (UK) 2410. However, future events or conditions may cause the group to cease to continue as a going concern.
Responsibilities for the interim financial statements and the review
Our responsibilities and those of the directors
The half year results, including the interim financial statements, is the responsibility of, and has been approved by the directors. The directors are responsible for preparing the half year results in accordance with the Disclosure Guidance and Transparency Rules sourcebook of the United Kingdom's Financial Conduct Authority. In preparing the half year results, including the interim financial statements, the directors are responsible for assessing the group's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the group or to cease operations, or have no realistic alternative but to do so.
Our responsibility is to express a conclusion on the interim financial statements in the half year results based on our review. Our conclusion, including our Conclusions relating to going concern, is based on procedures that are less extensive than audit procedures, as described in the Basis for conclusion paragraph of this report. This report, including the conclusion, has been prepared for and only for the company for the purpose of complying with the Disclosure Guidance and Transparency Rules sourcebook of the United Kingdom's Financial Conduct Authority and for no other purpose. We do not, in giving this conclusion, accept or assume responsibility for any other purpose or to any other person to whom this report is shown or into whose hands it may come save where expressly agreed by our prior consent in writing.
PricewaterhouseCoopers LLP
Chartered Accountants
London
20th November 2025
Condensed Consolidated Income Statement
for the six months ended 30th September 2025
|
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||
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|
|
Six months ended |
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||
|
|
|
|
|
|
|
30.9.25 |
|
30.9.24 |
|
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|
Notes |
|
£ million |
|
£ million* |
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
2, 3 |
|
5,353 |
|
5,309 |
|
|
|
Cost of sales |
|
|
|
|
(5,041) |
|
(5,010) |
|
|
|
Gross profit |
|
|
|
|
312 |
|
299 |
|
|
|
Distribution costs |
|
|
|
|
(24) |
|
(28) |
|
|
|
Administrative expenses |
|
|
|
|
(146) |
|
(165) |
|
|
|
Profit on disposal of businesses |
|
|
4 |
|
- |
|
484 |
|
|
|
Gain on significant legal proceedings |
|
|
4 |
|
8 |
|
- |
|
|
|
Major impairment and restructuring charges |
|
|
4 |
|
(33) |
|
(63) |
|
|
|
Operating profit |
|
|
4 |
|
117 |
|
527 |
|
|
|
Finance costs |
|
|
|
|
(82) |
|
(73) |
|
|
|
Investment income |
|
|
|
|
50 |
|
50 |
|
|
|
Share of profits of associates |
|
|
|
|
1 |
|
2 |
|
|
|
Profit before tax from continuing operations |
|
|
|
|
86 |
|
506 |
|
|
|
Tax expense |
|
|
5 |
|
(102) |
|
(58) |
|
|
|
(Loss) / profit for the period from continuing operations |
|
(16) |
|
448 |
|
||||
|
(Loss) / profit after tax from discontinued operations |
|
|
11 |
|
(2) |
|
36 |
|
|
|
(Loss) / profit for the period |
|
(18) |
|
484 |
|
||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
pence |
|
pence |
|
|
|
|
|
|
|
|
|
|
|
|
|
(Loss) / earnings per ordinary share |
|
|
|
||||||
|
|
Basic |
|
|
6 |
|
(10.7) |
|
266.8 |
|
|
|
Diluted |
|
|
6 |
|
(10.7) |
|
266.4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
pence |
|
pence |
|
|
|
|
|
|
|
|
|
|
|
|
|
(Loss) / earnings per ordinary share from continuing operations |
|
|
|
||||||
|
|
Basic |
|
|
6 |
|
(9.5) |
|
247.0 |
|
|
|
Diluted |
|
|
6 |
|
(9.5) |
|
246.6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
* Restated to reflect classification of the Catalyst Technologies segment as discontinued operations (see note 11). |
|
||||||||
|
|
|
||||||||
Condensed Consolidated Statement of Total Comprehensive Income
for the six months ended 30th September 2025
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Six months ended |
|
||
|
|
|
|
|
|
|
30.9.25 |
|
30.9.24 |
|
|
|
|
|
|
Notes |
|
£ million |
|
£ million* |
|
|
|
|
|
|
|
|
|
|
|
|
|
(Loss) / profit for the period |
|
|
(18) |
|
484 |
|
|||
|
Other comprehensive (expense) / income |
|
|
|
|
|
|
|
|
|
|
Items that will not be reclassified to the income statement in subsequent years |
|
|
|
|
|
||||
|
|
Remeasurements of post-employment benefit assets and liabilities |
|
|
12 |
|
(11) |
|
21 |
|
|
|
Fair value losses on equity investments |
|
(2) |
|
(1) |
|
|||
|
|
Tax on items that will not be reclassified to the income statement |
|
|
- |
|
(4) |
|
||
|
Total items that will not be reclassified to the income statement |
|
(13) |
|
16 |
|
||||
|
Items that may be reclassified to the income statement: |
|
|
|
|
|
|
|
|
|
|
|
Exchange differences on translation of foreign operations |
|
|
|
|
(23) |
|
(108) |
|
|
|
Exchange differences on translation of discontinued operations |
|
|
11 |
|
(8) |
|
(16) |
|
|
|
Amounts charged to hedging reserve |
|
|
|
|
(33) |
|
(16) |
|
|
|
Fair value (losses) / gains on net investment hedges |
|
|
|
|
(10) |
|
22 |
|
|
|
Tax on items that may be reclassified to the income statement |
|
|
(1) |
|
4 |
|
||
|
Total items that may be reclassified to the income statement (in subsequent years) |
|
(75) |
|
(114) |
|
||||
|
Other comprehensive expense for the period |
|
|
(88) |
|
(98) |
|
|||
|
Total comprehensive (expense) / income for the period |
(106) |
|
386 |
|
|||||
|
|
|
|
|
|
|
|
|
|
|
|
Total comprehensive (expense) / income for the period arises from: |
|
|
|
|
|||||
|
|
Continuing operations |
|
|
|
|
(95) |
|
363 |
|
|
|
Discontinued operations |
|
|
11 |
|
(11) |
|
23 |
|
|
|
|
|
|
|
|
(106) |
|
386 |
|
|
|
|
|
|
|
|
|
|
|
|
|
* Restated to reflect classification of the Catalyst Technologies segment as discontinued operations (see note 11). |
|
||||||||
Condensed Consolidated Statement of Financial Position
as at 30th September 2025
|
|
|
|
|
|
|
|
||
|
|
|
|
|
|
30.9.25 |
|
31.3.25 |
|
|
|
|
|
Notes |
|
£ million |
|
£ million |
|
|
|
|
|
|
|
|
|
|
|
|
Assets |
|
|
|
|
|
|
|
|
|
Non-current assets |
|
|
|
|
|
|
|
|
|
Property, plant and equipment |
|
|
8 |
|
1,162 |
|
1,411 |
|
|
Right-of-use assets |
|
|
|
|
34 |
|
53 |
|
|
Goodwill |
|
|
|
|
87 |
|
347 |
|
|
Other intangible assets |
|
|
9 |
|
228 |
|
288 |
|
|
Investments in associates |
|
|
10 |
|
70 |
|
71 |
|
|
Investments at fair value through other comprehensive income |
|
|
35 |
|
38 |
|
||
|
Other receivables |
|
|
|
|
101 |
|
98 |
|
|
Derivative financial instruments |
|
|
|
|
- |
|
4 |
|
|
Deferred tax assets |
|
|
|
|
56 |
|
135 |
|
|
Post-employment benefit net assets |
|
|
12 |
|
228 |
|
238 |
|
|
Total non-current assets |
|
|
|
|
2,001 |
|
2,683 |
|
|
|
|
|
|
|
|
|
|
|
|
Current assets |
|
|
|
|
|
|
|
|
|
Inventories |
|
|
|
|
857 |
|
1,011 |
|
|
Taxation recoverable |
|
|
|
|
42 |
|
15 |
|
|
Trade and other receivables |
|
|
|
|
1,353 |
|
1,532 |
|
|
Financial assets held at amortised cost |
|
|
|
|
11 |
|
- |
|
|
Cash and cash equivalents |
|
|
17 |
|
536 |
|
898 |
|
|
Derivative financial instruments |
|
|
|
|
28 |
|
55 |
|
|
Assets classified as held for sale |
|
|
11 |
|
1,004 |
|
- |
|
|
Total current assets |
|
|
|
|
3,831 |
|
3,511 |
|
|
Total assets |
|
|
|
|
5,832 |
|
6,194 |
|
|
|
|
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
|
|
|
Current liabilities |
|
|
|
|
|
|
|
|
|
Trade and other payables |
|
|
|
|
(1,824) |
|
(1,984) |
|
|
Lease liabilities |
|
|
17 |
|
(3) |
|
(6) |
|
|
Taxation liabilities |
|
|
|
|
(60) |
|
(45) |
|
|
Cash and cash equivalents ─ bank overdrafts |
|
|
17 |
|
(11) |
|
(24) |
|
|
Borrowings |
|
|
17 |
|
(134) |
|
(333) |
|
|
Derivative financial instruments |
|
|
|
|
(19) |
|
(14) |
|
|
Provisions |
|
|
|
|
(60) |
|
(69) |
|
|
Liabilities classified as held for sale |
|
|
11 |
|
(209) |
|
- |
|
|
Total current liabilities |
|
|
|
|
(2,320) |
|
(2,475) |
|
|
|
|
|
|
|
|
|
|
|
|
Non-current liabilities |
|
|
|
|
|
|
|
|
|
Borrowings |
|
|
17 |
|
(1,318) |
|
(1,301) |
|
|
Lease liabilities |
|
|
17 |
|
(26) |
|
(40) |
|
|
Deferred tax liabilities |
|
|
|
|
(3) |
|
(4) |
|
|
Employee benefit obligations |
|
|
12 |
|
(29) |
|
(38) |
|
|
Derivative financial instruments |
|
|
17 |
|
(15) |
|
(9) |
|
|
Provisions |
|
|
|
|
(12) |
|
(26) |
|
|
Trade and other payables |
|
|
|
|
(8) |
|
(6) |
|
|
Total non-current liabilities |
|
|
|
|
(1,411) |
|
(1,424) |
|
|
Total liabilities |
|
|
|
|
(3,731) |
|
(3,899) |
|
|
Net assets |
|
|
|
|
2,101 |
|
2,295 |
|
|
|
|
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
|
|
|
Share capital |
|
|
|
|
197 |
|
197 |
|
|
Share premium |
|
|
|
|
148 |
|
148 |
|
|
Treasury shares |
|
|
|
|
(6) |
|
(10) |
|
|
Other reserves |
|
|
|
|
(128) |
|
(51) |
|
|
Retained earnings |
|
|
|
|
1,890 |
|
2,011 |
|
|
Total equity |
|
|
|
|
2,101 |
|
2,295 |
|
Condensed Consolidated Statement of Cash Flows
for the six months ended 30th September 2025
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Six months ended |
|
||
|
|
|
|
|
|
30.9.25 |
|
30.9.24 |
|
|
|
|
|
Notes |
|
£ million |
|
£ million* |
|
|
|
|
|
|
|
|
|
|
|
|
Cash flows from operating activities |
|
|
|
|
|
|
|
|
|
Profit before tax from continuing operations |
|
|
|
|
86 |
|
506 |
|
|
Adjustments for: |
|
|
|
|
|
|
|
|
|
Share of profits of associates |
|
|
|
|
(1) |
|
(2) |
|
|
Profit on disposal of businesses |
|
|
|
|
- |
|
(484) |
|
|
Depreciation |
|
|
|
|
52 |
|
56 |
|
|
Amortisation |
|
|
|
|
24 |
|
24 |
|
|
Impairment losses |
|
|
|
|
7 |
|
23 |
|
|
Loss / (profit) on sale of non-current assets |
|
|
|
|
2 |
|
(1) |
|
|
Share-based payments |
|
|
|
|
3 |
|
4 |
|
|
(Increase) / decrease in inventories |
|
|
|
|
(55) |
|
40 |
|
|
Decrease in receivables |
|
|
|
|
27 |
|
131 |
|
|
Increase / (decrease) in payables |
|
|
|
|
49 |
|
(284) |
|
|
(Decrease) / increase in provisions |
|
|
|
|
(14) |
|
3 |
|
|
Contributions below / (in excess of) employee benefit obligations charge |
|
3 |
|
(2) |
|
|||
|
Changes in fair value of financial instruments |
|
|
|
|
(11) |
|
9 |
|
|
Net finance costs |
|
|
|
|
32 |
|
23 |
|
|
Disposal costs |
|
|
|
|
(1) |
|
(16) |
|
|
Income tax paid |
|
|
|
|
(15) |
|
(74) |
|
|
Net cash (outflow) / inflow from operating activities - discontinued operations |
11 |
|
(27) |
|
22 |
|
||
|
Net cash inflow / (outflow) from operating activities |
|
|
|
|
161 |
|
(22) |
|
|
|
|
|
|
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
|
|
|
|
Interest received |
|
|
|
|
44 |
|
44 |
|
|
Purchases of property, plant and equipment |
|
|
|
|
(111) |
|
(115) |
|
|
Purchases of intangible assets |
|
|
|
|
(18) |
|
(20) |
|
|
Purchases of financial assets held at amortised cost |
|
|
|
|
(11) |
|
- |
|
|
Proceeds from sale of businesses |
|
|
|
|
5 |
|
578 |
|
|
Net cash outflow from investing activities - discontinued operations |
11 |
|
(17) |
|
(36) |
|
||
|
Net cash (outflow) / inflow from investing activities |
|
|
|
|
(108) |
|
451 |
|
|
|
|
|
|
|
|
|
|
|
|
Cash flows from financing activities |
|
|
|
|
|
|
|
|
|
Purchase of treasury shares |
|
|
|
|
- |
|
(123) |
|
|
Proceeds from borrowings |
|
|
|
|
4 |
|
19 |
|
|
Repayment of borrowings |
|
|
|
|
(202) |
|
(66) |
|
|
Net cash movements from hedging activities |
|
|
|
|
9 |
|
- |
|
|
Dividends paid to equity shareholders |
|
|
7 |
|
(92) |
|
(101) |
|
|
Interest paid |
|
|
|
|
(87) |
|
(77) |
|
|
Principal element of lease payments |
|
|
|
|
(2) |
|
(3) |
|
|
Net cash outflow from financing activities - discontinued operations |
11 |
|
(2) |
|
(2) |
|
||
|
Net cash outflow from financing activities |
|
|
|
|
(372) |
|
(353) |
|
|
|
|
|
|
|
|
|
|
|
|
Change in cash and cash equivalents |
|
|
|
|
(319) |
|
76 |
|
|
Exchange differences on cash and cash equivalents |
|
|
|
|
(1) |
|
- |
|
|
Cash and cash equivalents at beginning of year |
|
|
|
|
874 |
|
530 |
|
|
Cash and deposits transferred to assets classified as held for sale |
11 |
|
(29) |
|
- |
|
||
|
Cash and cash equivalents at end of period |
|
|
17 |
|
525 |
|
606 |
|
|
|
|
|
|
|
|
|
|
|
|
Cash and deposits |
|
|
|
|
194 |
|
165 |
|
|
Money market funds |
|
|
|
|
371 |
|
456 |
|
|
Bank overdrafts |
|
|
|
|
(11) |
|
(15) |
|
|
Cash and deposits transferred to assets classified as held for sale |
11 |
|
(29) |
|
- |
|
||
|
Cash and cash equivalents |
|
|
17 |
|
525 |
|
606 |
|
|
|
|
|
|
|
|
|
|
|
|
* Restated to reflect classification of the Catalyst Technologies segment as discontinued operations (see note 11). |
|
|||||||
|
|
|
|
|
|
|
|
|
|
Condensed Consolidated Statement of Changes in Equity
for the six months ended 30th September 2025
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||
|
|
|
Share |
|
Share |
|
Treasury |
|
Other |
|
Retained |
|
Total |
|
|
|
|
capital |
|
premium |
|
shares |
|
reserves |
|
earnings |
|
equity |
|
|
|
|
£ million |
|
£ million |
|
£ million |
|
£ million |
|
£ million |
|
£ million |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
At 1st April 2024 |
|
215 |
|
148 |
|
(17) |
|
36 |
|
1,998 |
|
2,380 |
|
|
Total comprehensive (expense) / income for the period |
- |
|
- |
|
- |
|
(115) |
|
501 |
|
386 |
|
|
|
Dividends paid (note 7) |
|
- |
|
- |
|
- |
|
- |
|
(101) |
|
(101) |
|
|
Purchase of treasury shares |
|
(8) |
|
- |
|
- |
|
8 |
|
(251) |
|
(251) |
|
|
Share-based payments |
|
- |
|
- |
|
- |
|
- |
|
9 |
|
9 |
|
|
Cost of shares transferred to employees |
- |
|
- |
|
5 |
|
- |
|
(8) |
|
(3) |
|
|
|
At 30th September 2024 |
|
207 |
|
148 |
|
(12) |
|
(71) |
|
2,148 |
|
2,420 |
|
|
Total comprehensive income / (expense) for the period |
- |
|
- |
|
- |
|
10 |
|
(99) |
|
(89) |
|
|
|
Dividends paid (note 7) |
- |
|
- |
|
- |
|
- |
|
(37) |
|
(37) |
|
|
|
Purchase of treasury shares |
|
(10) |
|
- |
|
- |
|
10 |
|
- |
|
- |
|
|
Share-based payments |
|
- |
|
- |
|
- |
|
- |
|
9 |
|
9 |
|
|
Cost of shares transferred to employees |
- |
|
- |
|
2 |
|
- |
|
(10) |
|
(8) |
|
|
|
At 31st March 2025 |
|
197 |
|
148 |
|
(10) |
|
(51) |
|
2,011 |
|
2,295 |
|
|
Total comprehensive expense for the period |
- |
|
- |
|
- |
|
(77) |
|
(29) |
|
(106) |
|
|
|
Dividends paid (note 7) |
- |
|
- |
|
- |
|
- |
|
(92) |
|
(92) |
|
|
|
Share-based payments |
|
- |
|
- |
|
- |
|
- |
|
8 |
|
8 |
|
|
Cost of shares transferred to employees |
- |
|
- |
|
4 |
|
- |
|
(8) |
|
(4) |
|
|
|
At 30th September 2025 |
|
197 |
|
148 |
|
(6) |
|
(128) |
|
1,890 |
|
2,101 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1 |
Basis of preparation and statement of compliance |
||
These condensed consolidated interim financial statements for the half-year reporting period ended 30th September 2025 (the 'condensed consolidated accounts') have been prepared in accordance with UK-adopted International Accounting Standard 34, 'Interim Financial Reporting' and the Disclosure Guidance and Transparency Rules sourcebook of the UK's Financial Conduct Authority. The accounting policies, estimates and judgements applied in the condensed consolidated accounts are consistent with the accounting policies, estimates and judgements applied by the group in its consolidated accounts as at, and for the year ended, 31st March 2025, with the exception of the adoption of additional material accounting policies and amended standards as explained below.
These condensed consolidated accounts do not constitute statutory accounts within the meaning of Section 435 of the Companies Act 2006. They do not include all of the notes of the type normally included in an annual financial report. Accordingly, the condensed consolidated accounts should be read in conjunction with the annual report for the year ended 31st March 2025, which has been prepared in accordance with UK-adopted International Accounting Standards (IAS) and with the requirements of the Companies Act 2006.
Information in respect of the year ended 31st March 2025 is derived from the company's statutory accounts for that year which have been delivered to the Registrar of Companies. The auditor's report on those statutory accounts was unqualified, did not include a reference to any matters to which the auditor drew attention by way of emphasis without qualifying its report and did not contain any statement under Section 498 (2) or Section 498 (3) of the Companies Act 2006.
The condensed consolidated accounts are unaudited but have been reviewed by the auditors. They were approved by the board of directors on 20th November 2025.
Going concern
The directors have reviewed a range of scenario forecasts for the group and have reasonable expectation that there are no material uncertainties that cast doubt about the group's ability to continue operating for at least fifteen months from the date of approving these condensed consolidated accounts.
As at 30th September 2025, the group maintains a healthy balance sheet with around £1.5 billion of available cash and undrawn committed facilities. Free cash flow from continuing operations during the period was a £4 million inflow with net debt increasing by £161 million. Net debt from continuing operations at 30th September 2025 was £971 million at 2.0 times net debt to underlying EBITDA which was at the top end of our current target range of 1.5-2.0x. Refer to note 17 for further information on these non-GAAP measures.
Despite stronger metal prices, steady inflation and interest rates starting to fall, significant headwinds remain due to ongoing global auto sector weakness, persistent geopolitical tensions, and political uncertainty particularly about tariffs. Despite these challenges, the group demonstrated resilience during the period, delivering strong underlying operating profit. For the purposes of assessing going concern, we have updated our financial projections using the latest forecast for our base case scenarios from a group perspective exclusive of Catalyst Technologies, in light of its ongoing divestment. This scenario assumes the receipt of net proceeds of £1.6 billion from the divestment of Catalyst Technologies, of which £1.4 billion is returned to shareholders and £200 million is retained. The base case scenario was stress tested to a 'severe but plausible' downside case which reflects lower demand across our markets to account for significant disruption from external factors and a deep recession.
The severe-but-plausible case for Clean Air modelled scenarios assuming a smaller light and heavy-duty vehicle market from reduced vehicle production and/or market consumer demand disruption, which could be caused by tariffs or other general changes to the market environment, or greater share of zero emission vehicles in market. This was assumed to result in a further 10% drop in sales from the base case. For PGM Services (PGMS), it also assumed a reduction in sales and associated operating profit based on adverse scenarios using external and internal market insights.
|
|
|
|
|
|
1 |
Basis of preparation and statement of compliance (continued) |
||
Going concern (continued)
Additionally, the group considered scenarios including the impact from metal price volatility, delays in capital projects and delivery of cost transformation savings, slow down of operations in China and an additional impact of US tariffs. We have also considered the impact of a refinery shutdown and other manufacturing plant shutdowns for a prolonged period. Whilst the combined impact would reduce profitability and EBITDA against our latest forecast, we maintain strong liquidity and sufficient facilities/covenants headroom to retain access to financing arrangements.
The group has a robust funding position comprising a range of long-term debt and a £1 billion five year committed revolving credit facility (RCF) which was undrawn. There was £536 million of cash held in money market funds or placed on deposit with highly rated banks. Of the existing loans, £112 million of USPP debt will mature in the next 15 months. We assume no refinancing of this debt in the going concern modelling. As a long time, highly rated issuer in the US private placement market, the group expects to be able to access additional funding in its existing markets if required but the going concern conclusion is not dependent on such access as the company has sufficient financing and liquidity to fund its obligations in all scenarios. The group also has a number of additional sources of funding available including uncommitted metal lease facilities that support precious metal funding. Whilst we would fully expect to be able to utilise the metal lease facilities, they are also excluded from our going concern modelling.
Conclusion
In all scenarios, the group has sufficient headroom against committed facilities and key financial covenants are not in breach during the going concern period. There remain risks to the group including more extreme economic outcomes. Against these, the group has a range of levers which it could utilise to protect headroom including reducing capital expenditure, renegotiating payment terms or reducing future dividend distributions.
The directors are therefore of the opinion that the group has adequate resources to fund its operations for the period of at least fifteen months following the date of approving these condensed consolidated accounts.
Non-GAAP measures
The group uses various measures to manage its business which are not defined by generally accepted accounting principles (GAAP). The group's management believes these measures provide valuable additional information to users of the accounts in understanding the group's performance. The group's non-GAAP measures are defined and reconciled to GAAP measures in note 17.
Amended standards adopted by the group
The IASB has issued the following amendments, which have been endorsed by the UK Endorsement Board, for annual periods beginning on or after 1st January 2025:
- Amendments to IAS 21, The Effects of Changes in Foreign Exchange Rates relating to exchangeability of a currency;
- Amendments to IFRS 9, Financial Instruments and IFRS 7, Financial Instruments: Disclosures
The new or amended standards and interpretations above that are effective for the year ended 31st March 2026 have not had a material impact on the group. The group has not early adopted any standard, amendment or interpretation that was issued but is not yet effective.
|
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|
|
|
1 |
Basis of preparation and statement of compliance (continued) |
||
Additional material accounting policies adopted by the group
Assets held for sale and discontinued operations
Non-current assets and disposal groups are classified as held for sale, if available for sale in its present condition and a sale is considered highly probable within 12 months. They are measured at the lower of their carrying amount and fair value less costs to sell. Assets and liabilities classified as held for sale are presented separately on the Balance Sheet. The assets are not depreciated or amortised while they are classified as held for sale.
An impairment loss is recognised in the Income Statement for any initial or subsequent write-down of the asset or disposal group to fair value less costs to sell. A gain is recognised for any subsequent increases in fair value less costs to sell of an asset or disposal group, but not in excess of any cumulative impairment loss previously recognised. A gain or loss not previously recognised by the date of the sale of the non-current asset (or disposal group) is recognised at the date of de-recognition.
A discontinued operation is a component of the group's business that either has been disposed of, or that is classified as held for sale and represents a separate major line of business or geographical area of operations, is part of a single co-ordinated plan to dispose of a separate major line of business or geographical area of operations or is a subsidiary acquired exclusively with a view to resale.
Classification as a discontinued operation occurs at the earlier of disposal or when the operation meets the criteria to be classified as held for sale. The results of discontinued operations are presented separately in the Income Statement. When an operation is classified as a discontinued operation, the comparative Income Statement and Statement of Total Comprehensive Income is restated as if the operation had been discontinued from the start of the comparative year.
The group has elected to present assets and liabilities held for sale and transactions relating to discontinued operations on a net basis i.e. after adjusting for intercompany eliminations as part of consolidation. The policy has been applied consistently to all periods presented in which discontinued operations are reported.
Judgements made in applying accounting policies
Assets held for sale and discontinued operations
On 22nd May 2025, the group announced the agreement of the sale of its Catalyst Technologies business to Honeywell International Inc., refer to note 11 for further information. At the balance sheet date, the sale was considered highly probable and therefore management concluded that the criteria of IFRS 5 for classification as held for sale at 30th September 2025 has been met. Additionally, as a separately reported operating segment the disposal group is deemed a major line of business which therefore meets the criteria for classification as a discontinued operation. Consequently, the Catalyst Technologies business has been classified as held for sale and a discontinued operation within these condensed consolidated accounts.
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|
2 |
Segmental information |
|
|
|
||||||||||||||||||||||||||||||||||||||||||||||||||
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|
||||||||||||||||||||||||||||||||||||||||||||
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|
|
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|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Revenue, sales and underlying operating profit by business |
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||||
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|
|
|
|
|
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|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Clean Air - provides catalysts for emission control after-treatment systems used in light and heavy duty vehicles powered by internal combustion engines.
PGM Services - enables the energy transition through developing new PGM applications and providing circular solutions. Provides a strategic service to the group, supporting the other segments with security of metal supply and the manufacture of value-add PGM products.
Hydrogen Technologies - provides components across the value chain for fuel cells and electrolysers including catalyst coated membranes.
Value Businesses - a portfolio of businesses that were managed to drive shareholder value from activities considered to be non-core to the group. The disposal of the Value Businesses portfolio concluded during the prior period.
The Group Leadership Team (the chief operating decision maker as defined by IFRS 8, Operating Segments) monitors the results of these operating businesses to assess performance and make decisions about the allocation of resources. Each operating business is represented by a member of the Group Leadership Team. These operating businesses represent the group's reportable segments and their principal activities are described on pages 13 to 18 of the 2025 Annual Report. The performance of the group's operating businesses is assessed on sales and underlying operating profit (see note 17). Sales between segments are made at market prices, taking into account the volumes involved.
An agreement for the sale of Catalyst Technologies was announced on 22nd May 2025. Its results are therefore presented within discontinued operations (see note 11). |
|
|
|||||||||||||||||||||||||||||||||||||||||||||||||||
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|
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|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
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|
|
|
|
|
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|
||||||||||||||||||||||||||||||||||||||||||||
|
2 |
Segmental information (continued) |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Six months ended 30th September 2025 |
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
Total from |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
Clean |
PGM |
Hydrogen |
|
|
continuing |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
Air |
Services |
Technologies |
Corporate |
Eliminations |
operations |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
£ million |
£ million |
£ million |
£ million |
£ million |
£ million |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Revenue from external customers |
|
|
1,795 |
3,533 |
25 |
- |
- |
5,353 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Inter-segment revenue |
|
|
- |
707 |
- |
- |
(707) |
- |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Revenue |
|
|
1,795 |
4,240 |
25 |
- |
(707) |
5,353 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Cost of sales - precious metals to customers |
|
(734) |
(4,014) |
(2) |
- |
676 |
(4,074) |
|
|||||||||||||||||||||||||||||||||||||||||||||
|
|
Cost of sales - non-precious metals |
|
(849) |
(113) |
(29) |
(7) |
31 |
(967) |
|
|||||||||||||||||||||||||||||||||||||||||||||
|
|
Cost of sales |
|
|
(1,583) |
(4,127) |
(31) |
(7) |
707 |
(5,041) |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
External sales1 |
|
|
1,061 |
195 |
23 |
- |
- |
1,279 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Inter-segment sales |
|
|
- |
31 |
- |
- |
(31) |
- |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Sales1 |
|
|
1,061 |
226 |
23 |
- |
(31) |
1,279 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Underlying operating profit / (loss)1 |
132 |
66 |
(18) |
(38) |
- |
142 |
|
||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Six months ended 30th September 2024* |
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
PGM |
|
|
|
|
Total from |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
Clean |
Services |
Hydrogen |
Value |
|
|
continuing |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
Air |
(restated) |
Technologies |
Businesses |
Corporate |
Eliminations |
operations |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
£ million |
£ million |
£ million |
£ million |
£ million |
£ million |
£ million |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Revenue from external customers |
|
2,013 |
3,222 |
24 |
50 |
- |
- |
5,309 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Inter-segment revenue |
|
- |
776 |
- |
- |
- |
(776) |
- |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Revenue |
|
2,013 |
3,998 |
24 |
50 |
- |
(776) |
5,309 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Cost of sales - precious metals to customers |
(848) |
(3,783) |
(4) |
(14) |
- |
742 |
(3,907) |
|
|||||||||||||||||||||||||||||||||||||||||||||
|
|
Cost of sales - non-precious metals |
(948) |
(118) |
(32) |
(33) |
(6) |
34 |
(1,103) |
|
|||||||||||||||||||||||||||||||||||||||||||||
|
|
Cost of sales |
|
(1,796) |
(3,901) |
(36) |
(47) |
(6) |
776 |
(5,010) |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
External sales1 |
|
1,165 |
181 |
20 |
36 |
- |
- |
1,402 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Inter-segment sales |
|
- |
34 |
- |
- |
- |
(34) |
- |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Sales1 |
|
1,165 |
215 |
20 |
36 |
- |
(34) |
1,402 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Underlying operating profit / (loss)1 |
121 |
51 |
(26) |
2 |
(42) |
- |
106 |
|
|||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
1 Sales and underlying operating profit are non-GAAP measures (see note 17 for reconciliation to GAAP measures). Sales excludes the cost of precious metals to customers. Underlying operating profit excludes profit or loss on disposal of businesses, gain on significant legal proceedings and major impairment and restructuring charges. |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
* The comparative period is restated to reflect the group's updated reporting segments, where a business was moved from Catalyst Technologies to PGM Services. This resulted in an increase of £23 million revenue and £8 million sales in PGM Services, with a corresponding decrease in Catalyst Technologies. Also restated to reflect classification of the Catalyst Technologies segment as discontinued operations (see note 11). |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
2 |
Segmental information (continued) |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Net assets by business |
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
At 30th September 2025 |
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
Clean |
PGM |
Hydrogen |
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
Air |
Services |
Technologies |
Corporate |
Total |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
£ million |
£ million |
£ million |
£ million |
£ million |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Segmental net assets |
|
|
|
1,508 |
87 |
156 |
284 |
2,035 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Net debt (see note 17) |
|
|
|
|
(971) |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Post-employment benefit net assets and liabilities |
|
|
|
|
199 |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Deferred tax net assets |
|
|
|
|
53 |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Provisions and non-current other payables |
|
|
|
|
(80) |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Investments in associates |
|
|
|
|
70 |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Net assets held for sale (see note 11) |
|
|
|
|
795 |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Net assets |
|
|
|
|
|
|
|
2,101 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
At 31st March 2025* |
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
PGM |
Catalyst |
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
Clean |
Services |
Technologies |
Hydrogen |
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
Air |
(restated) |
(restated) |
Technologies |
Corporate |
Total |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
£ million |
£ million |
£ million |
£ million |
£ million |
£ million |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Segmental net assets |
|
|
1,345 |
144 |
778 |
153 |
373 |
2,793 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Net debt (see note 17) |
|
|
|
|
|
(799) |
|
||||||||||||||||||||||||||||||||||||||||||||||
|
|
Post-employment benefit net assets and liabilities |
|
|
|
200 |
|
||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Deferred tax net assets |
|
|
|
|
131 |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Provisions and non-current other payables |
|
|
|
|
(101) |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Investments in associates |
|
|
|
|
71 |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Net assets |
|
|
|
|
|
|
|
2,295 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
* The comparative period is restated to reflect the group's updated reporting segments, where a business was moved from Catalyst Technologies to PGM Services. This resulted in an increase of £23 million segmental net assets in PGM Services, with a corresponding decrease in Catalyst Technologies. The overall group total is as previously reported. |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
3 |
Revenue |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
|
Products and services |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
|
The group's principal products and services by operating business and sub-business are disclosed in the table below, together with information regarding performance obligations and revenue recognition. Revenue is recognised by the group as contractual performance obligations to customers are completed. |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
|
Sub-business |
Primary industry |
Principal products and services |
Performance obligations |
|
Revenue recognition |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Clean Air |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Light Duty Catalysts |
Automotive |
Catalysts for cars and other light duty vehicles |
Point in time |
|
On despatch or delivery |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
|
Heavy Duty Catalysts |
Automotive |
Catalysts for trucks, buses and non-road equipment |
Point in time |
|
On despatch or delivery |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
|
PGM Services |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Platinum Group Metal Services |
Various |
Platinum Group Metal refining and recycling services |
Over time
|
|
Based on output |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Platinum Group Metal trading |
Point in time |
|
On receipt of payment or metal being available to customer |
|
|||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Other precious metal products |
Point in time |
|
On despatch or delivery |
|
|||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Platinum Group Metal chemical, industrial products and catalyst |
Point in time |
|
On despatch or delivery |
|
|||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
|
Hydrogen Technologies |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Fuel Cells Technology |
Various |
Fuel cell catalyst coated membranes |
Point in time |
|
On despatch or delivery |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
|
Electrolysis Technology |
Various |
Electrolyser catalyst coated membrane |
Point in time |
|
On despatch or delivery |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
|
Value Businesses (Battery Systems and Medical Device Components) was disposed in the prior year. Refer to note 4 for further information. |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
|
Metal revenue: Metal revenue relates to the sales of precious metals to customers, either in pure form or contained within a product. Metal revenue arises in each of the reportable segments in the group. Metal revenue is affected by fluctuations in the market prices of precious metals and, in many cases, the value of precious metals is passed directly on to customers. Given the high value of these metals this makes up a significant proportion of revenue |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||
|
3 |
Revenue (continued) |
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Revenue from external customers by principal products and services |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Six months ended 30th September 2025 |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
Continuing operations |
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
Clean |
PGM |
Hydrogen |
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
Air |
Services |
Technologies |
Total |
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
£ million |
£ million |
£ million |
£ million |
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Metal |
734 |
3,338 |
2 |
4,074 |
|
||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Heavy Duty Catalysts |
348 |
- |
- |
348 |
|
||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Light Duty Catalysts |
688 |
- |
- |
688 |
|
||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Platinum Group Metal Services |
- |
195 |
- |
195 |
|
||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Fuel Cells Technology |
- |
- |
23 |
23 |
|
||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Other |
25 |
- |
- |
25 |
|
||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Revenue |
1,795 |
3,533 |
25 |
5,353 |
|
||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Six months ended 30th September 2024* |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
Continuing operations |
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
PGM |
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
Clean |
Services |
Hydrogen |
Value |
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
Air |
(restated) |
Technologies |
Businesses |
Total |
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
£ million |
£ million |
£ million |
£ million |
£ million |
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Metal |
|
|
|
|
|
848 |
3,041 |
4 |
14 |
3,907 |
|
||||||||||||||||||||||||||||||||||||||||||
|
|
Heavy Duty Catalysts |
|
|
|
364 |
- |
- |
- |
364 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Light Duty Catalysts |
|
|
|
774 |
- |
- |
- |
774 |
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
Platinum Group Metal Services |
- |
181 |
- |
- |
181 |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Fuel Cells Technology |
|
|
|
|
|
- |
- |
20 |
- |
20 |
|
||||||||||||||||||||||||||||||||||||||||||
|
|
Battery Systems |
|
|
|
|
|
- |
- |
- |
15 |
15 |
|
||||||||||||||||||||||||||||||||||||||||||
|
|
Medical Device Components |
- |
- |
- |
21 |
21 |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
Other |
|
|
|
|
|
27 |
- |
- |
- |
27 |
|
||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Revenue |
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Revenue |
2,013 |
3,222 |
24 |
50 |
5,309 |
|
|||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
* The comparative period is restated to reflect the group's updated reporting segments, where a business was moved from Catalyst Technologies to PGM Services. This resulted in an increase of £23 million revenue in PGM Services, with a corresponding decrease in Catalyst Technologies. Also restated to reflect classification of the Catalyst Technologies segment as discontinued operations (see note 11). |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
The contract receivables balance at 30th September 2025 is £47 million (31st March 2025: £53 million). |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
3 |
Revenue (continued) |
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Revenue from external customers by point in time and over time performance obligations |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Six months ended 30th September 2025 |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
Continuing operations |
|
|
|||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
Clean |
PGM |
Hydrogen |
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
Air |
Services |
Technologies |
Total |
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
£ million |
£ million |
£ million |
£ million |
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Revenue recognised at a point in time |
1,795 |
3,412 |
25 |
5,232 |
|
||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Revenue recognised over time |
- |
121 |
- |
121 |
|
||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Revenue |
1,795 |
3,533 |
25 |
5,353 |
|
||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Six months ended 30th September 2024* |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
Continuing operations |
|
|
||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
PGM |
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
Clean |
Services |
Hydrogen |
Value |
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
Air |
(restated) |
Technologies |
Businesses |
Total |
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
£ million |
£ million |
£ million |
£ million |
£ million |
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Revenue recognised at a point in time |
|
2,013 |
3,117 |
24 |
47 |
5,201 |
|
||||||||||||||||||||||||||||||||||||||||||||||
|
|
Revenue recognised over time |
|
- |
105 |
- |
3 |
108 |
|
||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
Revenue |
|
2,013 |
3,222 |
24 |
50 |
5,309 |
|
||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||||||||||||||||
|
|
* The comparative period is restated to reflect the group's updated reporting segments, where a business was moved from Catalyst Technologies to PGM Services. This resulted in an increase of £23 million revenue in PGM Services, with a corresponding decrease in Catalyst Technologies. This was split £11 million revenue recognised at a point in time and £12 million revenue recognised over time. Also restated to reflect classification of the Catalyst Technologies segment as discontinued operations (see note 11). |
|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
4 |
Operating profit |
|
|
|
|
|
||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
Six months ended |
|
|
|
|
|
|
|
|
|
|
30.9.25 |
30.9.24 |
|
|
|
|
|
|
|
|
|
£ million |
£ million* |
|
|
Operating profit is arrived at after charging / (crediting): |
|
|
|
|||||
|
|
|
|
|
|
|||||
|
|
Research and development expenditure charged to the income statement |
|
69 |
82 |
|||||
|
|
Less: External funding received - from governments |
|
(11) |
(8) |
|||||
|
|
Net research and development expenditure charged to the income statement |
|
58 |
74 |
|||||
|
|
|
|
|
|
|
|
|
|
|
|
|
Depreciation of: |
|
|
|
|
|
|
|
|
|
|
Property, plant and equipment |
|
49 |
54 |
|||||
|
|
Right-of-use assets |
|
3 |
2 |
|||||
|
|
|
|
|
|
|
|
|
|
|
|
|
Depreciation |
|
52 |
56 |
|||||
|
|
|
|
|
|
|
|
|
|
|
|
|
Amortisation of: |
|
|
|
|
|
|
|
|
|
|
Other intangible assets |
24 |
24 |
||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
Amortisation |
|
24 |
24 |
|||||
|
|
|
|
|
|
|
|
|
|
|
|
|
Profit on disposal of businesses |
|
- |
(484) |
|||||
|
|
|
|
|
|
|
|
|
|
|
|
|
Gain on significant legal proceedings |
|
(8) |
- |
|||||
|
|
|
|
|
|
|
|
|
|
|
|
|
Property, plant and equipment |
|
|
7 |
5 |
||||
|
|
Other intangible assets |
|
|
- |
17 |
||||
|
|
Inventories |
|
|
- |
1 |
||||
|
|
|
|
|
|
|
|
|
|
|
|
|
Impairment losses |
|
|
|
|
|
7 |
23 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Restructuring charges |
|
26 |
40 |
|||||
|
|
Major impairment and restructuring charges |
|
33 |
63 |
|||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
* Restated to reflect classification of the Catalyst Technologies segment as discontinued operations (see note 11). |
||||||||
Non underlying items are shown separately on the face of the income statement and excluded from underlying operating profit, see note 17.
Profit on disposal of businesses
On 30th April 2024, the group completed the sale of Battery Systems, on 1st July 2024, the group completed the sale of its Medical Device Components business. On 24th July 2024, the group completed the sale of the land and buildings from our legacy Battery Materials business in Poland.
Gain on significant legal proceedings
During the period the group settled an insurance litigation and received proceeds of £8 million.
Major impairment and restructuring charges
Major impairments - the group's impairment charge of £7 million relates to production related assets in Clean Air as the business continues to consolidate its existing capacity into more efficient plants.
Major restructuring - restructuring charges of £26 million have been recognised of which £13 million is as a result of us rightsizing the group to ensure it is leaner and more efficient in the future. During the period there was also a one-off termination cost of £7 million for a US pension scheme which was closed to accrual in June 2023. The remaining £6 million charge is related to Clean Air's ongoing plant consolidation initiatives, of which the majority is redundancy and exit costs.
|
|
|
|
|
|
5 |
Tax expense |
|
|
|
|
|
|
|
The charge for taxation for continuing operations at the half year ended 30th September 2025 is £102 million (1H 2024/25: £58 million), an effective tax rate of 119%. This tax charge includes £78 million equating to an effective tax rate of 98% (for deferred tax assets not being recognised in the current period of £84 million offset by the UK IFRIC23 reversal of £6 million), due to the impact of the proposed Catalyst Technologies business disposal.
The tax charge on underlying profit before tax on continuing operations was £24 million, an effective tax rate of 21.8%, compared to the 20.5% in the half year ended 30th September 2024. Excluding discrete items, the tax charge on underlying profit before tax on continuing operations was £23 million, an effective tax rate of 20.9% compared to 18.3% in the half year ended 30th September 2024.
Deferred tax assets are recognised only to the extent that it is probable that future taxable profits will be available against which the assets can be utilised. The recoverability of deferred tax assets is supported by future taxable profits where available. Where there are insufficient future taxable profits, deferred tax assets are recognised against future taxable income arising from the reversal of deferred tax liabilities. As above, a £84 million deferred tax asset relating to the UK profitability has not been recognised in the current period.
The group is within the scope of the OECD Pillar Two model rules. The group is in scope by virtue of the parent company being tax resident in the UK. Pillar Two legislation has been enacted in the UK, as well as several other territories where the group operates. The group applies the exception to recognising and disclosing information about deferred tax assets and liabilities related to Pillar Two model rules, as provided in the amendments to IAS 12 issued in May 2023.
Under the UK legislation, the group is liable to pay a top-up tax for the difference between its Global Anti-Base Erosion ('GloBE') effective tax rate per jurisdiction and the 15% minimum rate. Based on an initial analysis of the current year financial data, most jurisdictions in which the group operates are expected to qualify for one of the safe harbour exemptions such that top-up taxes should not apply or where the safe harbour exemptions do not apply, no top-up taxes are expected to arise under the full GloBE calculation. In jurisdictions where neither of this is the case, the reported tax charge includes income tax of £1.6 million related to Pillar Two income tax. We continue to monitor potential impacts to the level of necessary provision as further OECD guidance is published, including, as territories implement legislation to enact the rules, and as territories increase their domestic Corporate Tax rate in response to the OECD Pillar Two rules.
|
|
|
|
|
|
|
||||||
|
6 |
(Loss) / earnings per ordinary share |
||||||||||
|
|
|
|
|
|
|
||||||
|
|
|
|
|
Six months ended |
|
||||||
|
|
|
|
|
30.9.25 |
|
30.9.24 |
|
||||
|
|
|
|
|
pence |
|
pence |
|
||||
|
|
|
|
|
|
|
|
|
||||
|
|
Basic |
|
|
(10.7) |
|
266.8 |
|
||||
|
|
Diluted |
|
|
(10.7) |
|
266.4 |
|
||||
|
|
Basic from continuing operations |
|
|
(9.5) |
|
247.0 |
|
||||
|
|
Diluted from continuing operations |
|
|
(9.5) |
|
246.6 |
|
||||
|
|
|
|
|
|
|
|
|
||||
|
|
(Loss) / earnings per ordinary share have been calculated by dividing (loss) / profit for the period by the weighted average number of shares in issue during the period. |
|
|||||||||
|
|
|
||||||||||
|
|
|
|
|
|
|
|
|
||||
|
|
See note 11 for the earnings per ordinary share from discontinued operations. See note 17 for the underlying earnings per ordinary share. |
|
|||||||||
|
|
|
|
|
Six months ended |
|
||||||
|
|
Weighted average number of shares in issue |
|
|
30.9.25 |
|
30.9.24 |
|
||||
|
|
|
|
|
|
|
|
|
||||
|
|
Basic |
|
|
168,044,322 |
|
181,728,079 |
|
||||
|
|
Dilution for long term incentive plans |
|
|
412,715 |
|
273,281 |
|
||||
|
|
Diluted |
|
|
168,457,037 |
|
182,001,360 |
|
||||
|
|
|
|
|
|
|
|
|
||||
|
|
|
|
|
|
|||||||
|
7 |
Dividends |
|
|
||||||||
|
|
|
|
|
|
|||||||
An interim dividend of 22.00 pence per ordinary share has been proposed by the board which will be paid on 3rd February 2026 to shareholders on the register at the close of business on 28th November 2025. The estimated amount to be paid is £37 million (1H 2024/25: £37 million) and has not been recognised in these accounts.
|
|
|
|
|
Six months ended |
|
||
|
|
|
|
|
30.9.25 |
|
30.9.24 |
|
|
|
|
|
|
£ million |
|
£ million |
|
|
|
|
|
|
|
|
|
|
|
|
2023/24 final ordinary dividend paid ─ 55.00 pence per share |
|
|
- |
|
101 |
|
|
|
2024/25 final ordinary dividend paid ─ 55.00 pence per share |
|
|
92 |
|
- |
|
|
|
Total dividends |
|
|
92 |
|
101 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
8 |
Property, plant and equipment |
|
|
|
|
|
||||
|
|
|
|
|
|
||||||
|
|
|
|
|
|
|
|
|
|
Assets in |
|
|
|
|
|
|
|
|
Freehold land |
Leasehold |
Plant and |
the course of |
|
|
|
|
|
|
|
|
and buildings |
improvements |
machinery |
construction |
Total |
|
|
|
|
|
|
|
£ million |
£ million |
£ million |
£ million |
£ million |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cost |
|
|
|
|
|
||||
|
|
At 1st April 2025 |
605 |
22 |
2,232 |
643 |
3,502 |
||||
|
|
Additions |
- |
- |
2 |
82 |
84 |
||||
|
|
Transfers from assets in the course of construction |
5 |
- |
58 |
(63) |
- |
||||
|
|
Transferred to assets classified as held for sale (note 11) |
(58) |
(13) |
(468) |
(78) |
(617) |
||||
|
|
Disposals |
(4) |
- |
(39) |
(8) |
(51) |
||||
|
|
Exchange adjustments |
(2) |
(1) |
(12) |
(1) |
(16) |
||||
|
|
|
|
|
|
|
|
||||
|
|
At 30th September 2025 |
546 |
8 |
1,773 |
575 |
2,902 |
||||
|
|
|
|
|
|
|
|
||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Accumulated depreciation and impairment |
|
|
|
|
|||||
|
|
At 1st April 2025 |
325 |
11 |
1,643 |
112 |
2,091 |
||||
|
|
Charge for the period |
7 |
1 |
45 |
- |
53 |
||||
|
|
Impairment losses1 |
- |
- |
9 |
- |
9 |
||||
|
|
Transfers from assets in the course of construction |
- |
- |
1 |
(1) |
- |
||||
|
|
Transferred to assets classified as held for sale (note 11) |
(30) |
(4) |
(313) |
(1) |
(348) |
||||
|
|
Disposals |
(4) |
- |
(39) |
(8) |
(51) |
||||
|
|
Exchange adjustments |
(2) |
- |
(12) |
- |
(14) |
||||
|
|
|
|
|
|
|
|
||||
|
|
At 30th September 2025 |
296 |
8 |
1,334 |
102 |
1,740 |
||||
|
|
|
|
|
|
|
|
||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Carrying amount at 30th September 2025 |
250 |
- |
439 |
473 |
1,162 |
||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Carrying amount at 1st April 2025 |
280 |
11 |
589 |
531 |
1,411 |
||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1 Includes £2 million impairment losses relating to discontinued operations, see note 11. |
|||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Assets classified as held for sale relate to Catalyst Technologies, see note 11. Difference to note 11 of £13 million is due to capital expenditure between the held for sale classification date and balance sheet date. |
|||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
9 |
Other intangible assets |
|
|
|
|
|
|
||||
|
|
|
|
|
|
|||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Customer contracts and relationships |
Computer software |
Patents trademarks and licences |
Acquired research and technology |
Development expenditure |
Assets Under Construction |
Total |
|
|
|
|
|
|
£ million |
£ million |
£ million |
£ million |
£ million |
£ million* |
£ million |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cost |
|
|
|
|
|
|
|
|||
|
|
At 1st April 2025 |
103 |
607 |
31 |
30 |
139 |
- |
910 |
|||
|
|
Additions |
- |
- |
- |
- |
- |
15 |
15 |
|||
|
|
Reclassifications to/from assets in the course of construction |
- |
(76) |
- |
- |
1 |
75 |
- |
|||
|
|
Transferred to assets classified as held for sale (note 11) |
(78) |
(45) |
(24) |
(12) |
(6) |
- |
(165) |
|||
|
|
Disposals |
- |
(3) |
- |
- |
- |
- |
(3) |
|||
|
|
Exchange adjustments |
- |
(1) |
(1) |
1 |
1 |
- |
- |
|||
|
|
|
|
|
|
|
|
|
|
|||
|
|
At 30th September 2025 |
25 |
482 |
6 |
19 |
135 |
90 |
757 |
|||
|
|
|
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Accumulated amortisation and impairment |
|
|
|
|
|
|
||||
|
|
At 1st April 2025 |
94 |
337 |
28 |
30 |
133 |
- |
622 |
|||
|
|
Charge for the period |
- |
25 |
- |
- |
- |
- |
25 |
|||
|
|
Impairment losses1 |
- |
1 |
- |
- |
- |
3 |
4 |
|||
|
|
Reclassifications to assets in the course of construction |
- |
(18) |
- |
- |
- |
18 |
- |
|||
|
|
Transferred to assets classified as held for sale (note 11) |
(70) |
(17) |
(23) |
(11) |
- |
- |
(121) |
|||
|
|
Disposals |
- |
(1) |
- |
- |
- |
- |
(1) |
|||
|
|
Exchange adjustments |
- |
- |
(1) |
- |
1 |
- |
- |
|||
|
|
|
|
|
|
|
|
|
|
|||
|
|
At 30th September 2025 |
24 |
327 |
4 |
19 |
134 |
21 |
529 |
|||
|
|
|
|
|
|
|
|
|
|
|||
|
|
Carrying amount at 30th September 2025 |
1 |
155 |
2 |
- |
1 |
69 |
228 |
|||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Carrying amount at 1st April 2025 |
9 |
270 |
3 |
- |
6 |
- |
288 |
|||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1 Included within discontinued operations, see note 11. |
||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
* During the period the group expanded the other intangible assets note to include assets under construction. This resulted in a reclassification of £76 million cost of assets and associated impairments previously recorded under computer software to assets under construction. |
||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Assets classified as held for sale relate to Catalyst Technologies, see note 11. Difference to note 11 of £1 million is due to capital expenditure between the held for sale classification date and balance sheet date. |
||||||||||
|
|
|
|
|
|
|
|
10 |
Investments in associates |
||||
|
|
|
|
|
|
|
As part of the disposal of our Health business, we received £75 million in the form of shares which constitutes approximately 30% equity interest in the re-branded business (Veranova). The group determined that it has significant influence and therefore has equity accounted this stake as an investment in associate.
|
|
|
|
|
|
|
|
|
|
|
|
Associates |
|||||
|
|
|
|
|
|
|
|
|
|
£ million |
|||||||
|
|
|
|
|
|
|
|
||||||||||
|
|
|
|
|
|
|
|
||||||||||
|
|
At 1st April 2025 |
|
|
|
|
71 |
||||||||||
|
|
Group's share of profits for the period |
|
|
|
|
1 |
||||||||||
|
|
Exchange adjustments |
|
|
|
|
(2) |
||||||||||
|
|
At 30th September 2025 |
|
|
|
|
70 |
||||||||||
|
|
|
|
|
|
|
|
||||||||||
|
11 |
Discontinued operations and assets and liabilities classified as held for sale |
|
||||||||||||||
|
|
|
|
|
|
|
|
||||||||||
On 22nd May 2025, the group announced the sale of its Catalyst Technologies business to Honeywell International Inc. at an enterprise value of £1.8 billion on a cash and debt-free basis.
The Catalyst Technologies segment is classified as a discontinued operation and presented separately in the consolidated income statement. The Catalyst Technologies segment was not previously classified as held-for-sale or as a discontinued operation for the year ended 31st March 2025 as the criteria of IFRS 5 for classification had not been met. The comparative income statement and statement of total comprehensive income has been restated to show the discontinued operations separately from continuing operations.
Financial information relating to the Catalyst Technologies discontinued operations is set out below.
|
|
|
|
|
|
|
|
|
Six months ended |
|
||||||||||||||||
|
|
|
|
|
|
|
|
|
30.9.25 |
30.9.24 |
|
|||||||||||||||
|
|
|
|
|
|
|
|
|
£ million |
£ million |
|
|||||||||||||||
|
|
Revenue |
|
269 |
323 |
|
||||||||||||||||||||
|
|
Expenses1 |
|
(267) |
(275) |
|
||||||||||||||||||||
|
|
Profit before tax from discontinued operations |
|
2 |
48 |
|
||||||||||||||||||||
|
|
Tax expense |
|
(4) |
(12) |
|
||||||||||||||||||||
|
|
(Loss) / profit after tax from discontinued operations |
|
(2) |
36 |
|
||||||||||||||||||||
|
|
|
|
|
|
|
||||||||||||||||||||
|
|
Amounts (charged) / credited to hedging reserve |
|
(1) |
4 |
|
||||||||||||||||||||
|
|
Exchange differences on translation of discontinued operations |
|
(8) |
(16) |
|
||||||||||||||||||||
|
|
Tax on above items |
|
- |
(1) |
|
||||||||||||||||||||
|
|
Other comprehensive expense from discontinued operations |
|
(9) |
(13) |
|
||||||||||||||||||||
|
|
|
|
|
|
|
||||||||||||||||||||
|
|
Total comprehensive (expense) / income from discontinued operations |
|
(11) |
23 |
|
||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
Net cash (outflow) / inflow from operating activities |
|
(27) |
22 |
|
||||||||||||||||||||
|
|
Net cash outflow from investing activities |
|
(17) |
(36) |
|
||||||||||||||||||||
|
|
Net cash outflow from financing activities |
|
(2) |
(2) |
|
||||||||||||||||||||
|
|
Net decrease in cash used by the discontinued operations |
|
(46) |
(16) |
|
||||||||||||||||||||
|
|
|
|
|
|
|
||||||||||||||||||||
|
|
|
|
|
|
|
|
|
pence |
pence |
|
|||||||||||||||
|
|
(Loss) / earnings per ordinary share from discontinued operations |
|
|
|
|
||||||||||||||||||||
|
|
Basic (loss) / earnings per ordinary share from discontinued operations |
|
(1.2) |
19.8 |
|
||||||||||||||||||||
|
|
Diluted (loss) / earnings per ordinary share from discontinued operations |
|
(1.2) |
19.8 |
|
||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
1 Included within expenses is £10 million of non-underlying disposal related costs and £6 million of non-underlying impairment charges. This impairment charge is to some of the group's assets which will have no economic value following the agreed sale of the Catalyst Technologies business. |
|
|||||||||||||||||||||||
|
|
|
|
|
|
|
|
|||||||||||||||||||
|
11 |
Discontinued operations and assets and liabilities classified as held for sale (continued) |
|
|||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
The major classes of assets and liabilities comprising the businesses classified as held for sale as at 30th September 2025 are: |
||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
Catalyst |
||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
Technologies |
||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
£ million |
|||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
Non-current assets |
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
Property, plant and equipment |
|
|
|
|
|
282 |
||||||||||||||||||
|
|
Right-of-use-assets |
|
|
|
|
|
|
|
|
21 |
|||||||||||||||
|
|
Goodwill |
|
|
|
|
|
263 |
||||||||||||||||||
|
|
Other intangible assets |
|
|
|
|
|
45 |
||||||||||||||||||
|
|
Other receivables |
|
|
|
|
|
|
|
|
|
1 |
||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
Current assets |
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
Inventories |
|
|
|
|
|
219 |
||||||||||||||||||
|
|
Taxation recoverable |
|
|
|
|
|
4 |
||||||||||||||||||
|
|
Trade and other receivables |
|
|
|
|
|
140 |
||||||||||||||||||
|
|
Cash and cash equivalents |
|
|
|
|
|
29 |
||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
Assets classified as held for sale |
|
|
|
|
|
|
|
1,004 |
||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
Current liabilities |
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
Trade and other payables |
|
|
|
|
|
|
|
(150) |
||||||||||||||||
|
|
Lease liabilities |
|
|
|
|
|
|
|
(2) |
||||||||||||||||
|
|
Taxation liabilities |
|
|
|
|
|
(16) |
||||||||||||||||||
|
|
Provisions |
|
|
|
|
|
|
|
|
|
(3) |
||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
Non-current liabilities |
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
Lease liabilities |
|
|
|
|
|
|
(18) |
|||||||||||||||||
|
|
Deferred tax liabilities |
|
|
|
|
|
(6) |
||||||||||||||||||
|
|
Employee benefit obligations |
|
|
|
|
|
|
(7) |
|||||||||||||||||
|
|
Provisions |
|
|
|
|
|
(6) |
||||||||||||||||||
|
|
Trade and other payables |
|
|
|
|
|
|
|
(1) |
||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
Liabilities classified as held for sale |
|
|
|
|
|
|
|
(209) |
||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
Net assets of disposal group |
|
|
|
|
|
|
|
795 |
||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||
|
|
|
|
|
||||||||||||||||||||||
|
12 |
Post-employment benefits |
|
|
||||||||||||||||||||||
|
|
|
|
|
||||||||||||||||||||||
Background
The group operates a number of post-employment benefit plans around the world, the forms and benefits of which vary with conditions and practices in the countries concerned. The major defined benefit plans are pension plans and post-retirement medical plans in the UK and the US.
|
|
Financial assumptions |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The financial assumptions for the major plans are as follows: |
||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
30.9.25 |
31.3.25 |
|||||
|
|
|
|
|
|
|
|
UK plan |
|
US plans |
|
UK plan |
|
US plans |
|
|
|
|
|
|
|
|
% |
|
% |
|
% |
|
% |
|
|
Rate of increase in pensions in payment |
|
|
|
|
2.75 |
|
- |
|
2.90 |
|
- |
|
|
|
Discount rate |
|
|
|
|
6.00 |
|
5.20 |
|
5.90 |
|
5.40 |
|
|
|
Inflation |
|
|
|
|
|
- |
|
2.20 |
|
- |
|
2.20 |
|
|
- UK Retail Prices Index (RPI) |
|
|
|
|
2.90 |
|
- |
|
3.00 |
|
- |
|
|
|
- UK Consumer Prices Index (CPI) |
|
|
|
|
2.70 |
|
- |
|
2.75 |
|
- |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The financial assumptions for the other plans are reviewed and updated annually. |
||||||||||||
|
|
Financial information |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
Movements in the net post-employment benefit assets and liabilities, including reimbursement rights, were:
|
|
||||||||||||||||||||||||||||||
|
|
|
|
|
UK |
|
UK |
|
UK post- |
|
|
|
US post- |
|
|
|
|
|
|||||||||||||||
|
|
|
|
|
pension - |
|
pension - |
|
retirement |
|
|
|
retirement |
|
|
|
|
|
|||||||||||||||
|
|
|
|
|
legacy |
|
cash balance |
|
medical |
|
US |
|
medical |
|
|
|
|
|
|||||||||||||||
|
|
|
|
|
section |
|
section |
|
benefits |
|
pensions |
|
benefits |
|
Other |
|
Total |
|
|||||||||||||||
|
|
|
|
|
£ million |
|
£ million |
|
£ million |
|
£ million |
|
£ million |
|
£ million |
|
£ million |
|
|||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
At 1st April 2025 |
|
|
175 |
|
58 |
|
(6) |
|
1 |
|
(9) |
|
(16) |
|
203 |
|
|||||||||||||||
|
|
Current service cost - in |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
operating profit |
|
|
- |
|
(6) |
|
- |
|
- |
|
- |
|
- |
|
(6) |
|
|||||||||||||||
|
|
Loss on settlement - in |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
operating profit1 |
|
|
- |
|
- |
|
- |
|
(7) |
|
- |
|
- |
|
(7) |
|
|||||||||||||||
|
|
Administrative expenses - in |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
operating profit |
|
|
(1) |
|
- |
|
- |
|
(1) |
|
- |
|
- |
|
(2) |
|
|||||||||||||||
|
|
Interest |
|
|
5 |
|
2 |
|
- |
|
- |
|
- |
|
- |
|
7 |
|
|||||||||||||||
|
|
Remeasurements |
|
|
(15) |
|
1 |
|
- |
|
2 |
|
- |
|
1 |
|
(11) |
|
|||||||||||||||
|
|
Company contributions |
|
|
- |
|
7 |
|
- |
|
5 |
|
- |
|
- |
|
12 |
|
|||||||||||||||
|
|
Reclassified to liabilities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
classified as held for sale |
|
|
- |
|
- |
|
- |
|
- |
|
- |
|
5 |
|
5 |
|
|||||||||||||||
|
|
Exchange |
|
|
- |
|
- |
|
- |
|
1 |
|
- |
|
(1) |
|
- |
|
|||||||||||||||
|
|
At 30th September 2025 |
|
|
164 |
|
62 |
|
(6) |
|
1 |
|
(9) |
|
(11) |
|
201 |
|
|||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
1 During the period the group completed the buy-out of its US defined benefit salaried scheme following its closure to accrual on 30th June 2023. This resulted in a one-off termination cost of £7 million (see note 4) and a reduction in the pension assets and pension liabilities of £157 million. |
|
||||||||||||||||||||||||||||||
|
12 |
Post-employment benefits (continued) |
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||
|
|
Financial information (continued) |
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||
|
|
The post-employment benefit assets and liabilities are included in the balance sheet as follows: |
|
||||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
30.9.25 |
|
30.9.25 |
|
31.3.25 |
|
31.3.25 |
|
|||||||||||||||||
|
|
|
|
|
|
|
|
|
Post- |
|
|
|
Post- |
|
|
|
|||||||||||||||||
|
|
|
|
|
|
|
|
|
employment |
|
Employee |
|
employment |
|
Employee |
|
|||||||||||||||||
|
|
|
|
|
|
|
|
|
benefit |
|
benefit net |
|
benefit |
|
benefit net |
|
|||||||||||||||||
|
|
|
|
|
|
|
|
|
net assets |
|
obligations |
|
net assets |
|
obligations |
|
|||||||||||||||||
|
|
|
|
|
|
|
|
|
£ million |
|
£ million |
|
£ million |
|
£ million |
|
|||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||
|
|
UK pension - legacy section |
|
|
|
164 |
|
- |
|
175 |
|
- |
|
||||||||||||||||||||
|
|
UK pension - cash balance section |
|
|
|
62 |
|
- |
|
58 |
|
- |
|
||||||||||||||||||||
|
|
UK post-retirement medical benefits |
|
|
|
- |
|
(6) |
|
- |
|
(6) |
|
||||||||||||||||||||
|
|
US pensions |
|
|
|
1 |
|
- |
|
4 |
|
(3) |
|
||||||||||||||||||||
|
|
US post-retirement medical benefits |
|
|
|
- |
|
(9) |
|
- |
|
(9) |
|
||||||||||||||||||||
|
|
Other |
|
|
|
1 |
|
(12) |
|
1 |
|
(17) |
|
||||||||||||||||||||
|
|
Total post-employment plans |
|
|
|
228 |
|
(27) |
|
238 |
|
(35) |
|
||||||||||||||||||||
|
|
Other long-term employee benefits |
|
|
|
|
|
(2) |
|
|
|
(3) |
|
||||||||||||||||||||
|
|
Total long-term employee benefit obligations |
|
|
|
(29) |
|
|
|
(38) |
|
||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||
|
|
|
|
|
|||||||||||||||||||||||||||||
|
13 |
Fair values |
|
|
|||||||||||||||||||||||||||||
|
|
|
|
|
|||||||||||||||||||||||||||||
Fair value hierarchy
Fair values are measured using a hierarchy where the inputs are:
· Level 1 ─ quoted prices in active markets for identical assets or liabilities.
· Level 2 ─ not level 1 but are observable for that asset or liability either directly or indirectly.
· Level 3 ─ not based on observable market data (unobservable).
Fair value of financial instruments
Certain of the group's financial instruments are held at fair value. The fair value of a financial instrument is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the balance sheet date.
The fair value of forward foreign exchange contracts, interest rate swaps, forward precious metal price contracts and currency swaps is estimated by discounting the future contractual cash flows using forward exchange rates, interest rates and prices at the balance sheet date.
The fair value of trade and other receivables measured at fair value is the face value of the receivable less the estimated costs of converting the receivable into cash.
The fair value of money market funds is calculated by multiplying the net asset value per share by the investment held at the balance sheet date.
There were no transfers of any financial instrument between the levels of the fair value hierarchy during the current or prior periods.
|
13 |
Fair values (continued) |
||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
Fair value |
||||||||
|
|
|
|
|
|
|
|
30.9.25 |
|
31.3.25 |
|
hierarchy |
||||||||
|
|
|
|
|
|
|
|
£ million |
|
£ million |
|
level |
||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
Financial instruments measured at fair value |
|
|
|
|
|
|
||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
Non-current |
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
Investments at fair value through other comprehensive income1 |
|
35 |
|
38 |
|
1 |
||||||||||||
|
|
Derivative financial instruments - assets2 |
|
|
|
- |
|
4 |
|
2 |
||||||||||
|
|
Derivative financial instruments - liabilities2 |
(15) |
|
(9) |
|
2 |
|||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
Current |
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
Trade receivables3 |
172 |
|
158 |
|
2 |
|||||||||||||
|
|
Other receivables4 |
|
3 |
|
1 |
|
2 |
||||||||||||
|
|
Cash and cash equivalents - money market funds |
371 |
|
435 |
|
2 |
|||||||||||||
|
|
Cash and cash equivalents - cash and deposits |
55 |
|
23 |
|
2 |
|||||||||||||
|
|
Derivative financial instruments - assets2 |
|
|
28 |
|
55 |
|
2 |
|||||||||||
|
|
Derivative financial instruments - liabilities2 |
|
|
(19) |
|
(14) |
|
2 |
|||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
|
Fair value |
||||||||
|
|
|
|
|
|
|
|
30.9.25 |
|
31.3.25 |
|
hierarchy |
||||||||
|
|
|
|
|
|
|
|
£ million |
|
£ million |
|
level |
||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
Financial instruments not measured at fair value |
|
|
|
|
|
|||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
Non-current |
|
|
|
|
|
|
||||||||||||
|
|
Borrowings |
(1,318) |
|
(1,301) |
|
- |
|||||||||||||
|
|
Lease liabilities |
|
|
|
|
(26) |
|
(40) |
|
- |
|||||||||
|
|
Trade and other receivables |
|
|
|
57 |
|
58 |
|
- |
||||||||||
|
|
Other payables |
|
|
|
|
|
(1) |
|
(6) |
|
- |
||||||||
|
|
|
|
|
|
|
|
|||||||||||||
|
|
Current |
|
|
|
|
|
|
|
|
|
|||||||||
|
|
Amounts receivable under precious metal sale and repurchase agreements5 |
248 |
|
282 |
|
- |
|||||||||||||
|
|
Amounts payable under precious metal sale and repurchase agreements5 |
(776) |
|
(669) |
|
- |
|||||||||||||
|
|
Cash and cash equivalents - cash and deposits |
110 |
|
440 |
|
- |
|||||||||||||
|
|
Cash and cash equivalents - bank overdrafts |
(11) |
|
(24) |
|
- |
|||||||||||||
|
|
Financial assets held at amortised cost |
11 |
|
- |
|
- |
|||||||||||||
|
|
Borrowings |
(134) |
|
(333) |
|
- |
|||||||||||||
|
|
Lease liabilities |
|
(3) |
|
(6) |
|
- |
||||||||||||
|
|
Trade and other receivables |
700 |
|
862 |
|
- |
|||||||||||||
|
|
Trade and other payables |
(1,003) |
|
(1,210) |
|
- |
|||||||||||||
|
|
|
|
|
|
|
|
|||||||||||||
|
|
1 Investments at fair value through other comprehensive income are quoted bonds purchased to fund pension deficit (£33 million) and investments held at fair value through other comprehensive income (£2 million). |
||||||||||||||||||
|
|
|||||||||||||||||||
|
|
2 Derivative financial instruments - current assets includes forward foreign exchange contracts (£16 million) and forward precious metal price contracts (£12 million). Derivative financial instruments - current liabilities includes forward foreign exchange contracts (£6 million) and forward precious metal price contracts (£13 million). Derivative financial instruments - non-current liabilities is cross currency and interest rate swaps (£15 million). |
||||||||||||||||||
|
|
3 Trade receivables held in a part of the group with a business model to hold trade receivables for collection or sale. The remainder of the group operates a hold to collect business model and receives the face value, plus relevant interest, of its trade receivables from the counterparty without otherwise exchanging or disposing of such instruments. |
||||||||||||||||||
|
|
4 Other receivables with cash flows that do not represent solely the payment of principal and interest. |
||||||||||||||||||
|
|
5 Comparatives restated in this table to reflect the carrying amount. The fair values are disclosed on the next page. |
||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
|
13 |
Fair values (continued) |
|
|||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
|
|
The fair value of financial instruments, excluding accrued interest, is approximately equal to book value except for: |
|
|||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
|
|
|
|
|
|
30.9.25 |
|
31.3.25 |
|
|||||||||||
|
|
|
|
|
|
Carrying |
|
Fair |
|
Carrying |
|
Fair |
|
|||||||
|
|
|
|
|
amount |
|
value |
|
amount |
|
value |
|
||||||||
|
|
|
|
|
£ million |
|
£ million |
|
£ million |
|
£ million |
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
|
|
US Dollar Bonds 2025, 2027, 2028, 2029, 2030, 2031 and 2034 |
(376) |
|
(331) |
|
(592) |
|
(571) |
|
||||||||||
|
|
Euro Bonds 2025, 2028, 2030, 2031, 2032, 2034 and 2036 |
(566) |
|
(543) |
|
(539) |
|
(520) |
|
||||||||||
|
|
Sterling Bonds 2025 and 2029 |
(80) |
|
(48) |
|
(80) |
|
(74) |
|
||||||||||
|
|
Amounts receivable under precious metal sale and repurchase agreements |
248 |
|
281 |
|
282 |
|
300 |
|
||||||||||
|
|
Amounts payable under precious metal sale and repurchase agreements |
(776) |
|
(814) |
|
(669) |
|
(687) |
|
||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
The fair values of the bonds are calculated using Level 2 inputs by discounting future cash flows to net present values using appropriate market interest rates prevailing at the period end.
|
|
|
|
|
14 |
Precious metal leases |
|
|
|
|
|
At 30th September 2025, precious metal leases were £279 million at closing prices (31st March 2025: £202 million). Precious metal leases do not fall under the scope of IFRS 16.
|
|
|
|
|
15 |
Transactions with related parties |
|
|
|
|
|
There have been no material changes in related party relationships in the six months ended 30th September 2025. During the half year ended 30th September 2025, the group had sales with associates totalling £2 million (1H 2024/25: £2 million). The amounts owed by Veranova were £1 million at 30th September 2025 (1H 2024/25: £1 million). No other related party transactions have occurred which have materially affected the financial position or performance of the group during the period.
|
|
|
|
|
16 |
Contingent liabilities |
|
|
|
|
|
The group is involved in various disputes and claims which arise from time to time in the course of its business including, for example, in relation to commercial matters, product quality or liability, employee matters and tax audits. The group is also involved from time to time in the course of its business in legal proceedings and actions, engagement with regulatory authorities and in dispute resolution processes. These are reviewed on a regular basis and, where possible, an estimate is made of the potential financial impact on the group. In appropriate cases a provision is recognised based on advice, best estimates and management judgement. Where it is too early to determine the likely outcome of these matters, no provision is made. Whilst the group cannot predict the outcome of any current or future such matters with any certainty, it currently believes the likelihood of any material liabilities to be low, and that such liabilities, if any, will not have a material adverse effect on its consolidated income, financial position or cash flows.
Following the sale of its Health business in May 2022, the purchaser of the Health business, Veranova Bidco LP, has issued a claim against the group in connection with certain warranties given in the sale and purchase agreement dated 16th December 2021 at the time of signing. Having reviewed the claim with its advisers, the group is of the opinion that it has a defensible position in respect of these allegations and is vigorously defending its position. The outcome of the legal proceedings relating to this matter is not certain, since the issues of liability and quantum will be for determination by the court at trial. Accordingly, the group is unable to make a reliable estimate of the possible financial impact at this stage, if any.
|
|
|
|
|
17 |
Non-GAAP measures |
|
|
|
|
|
The group uses various measures to manage its business which are not defined by generally accepted accounting principles (GAAP). The group's management believes these measures provide valuable additional information to users of the accounts in understanding the group's performance. Certain of these measures are financial Key Performance Indicators which measure progress against our strategy.
All non-GAAP measures are on a continuing operations basis.
|
17 |
Non-GAAP measures (continued) |
|
|
|
|
|
Definitions
|
Measure |
Definition |
Purpose |
|
Sales1 |
Revenue excluding cost of precious metals to customers and the precious metal content of products sold to customers. |
Provides a better measure of the growth of the group as revenue can be heavily distorted by year on year fluctuations in the market prices of precious metals and, in many cases, the value of precious metals is passed directly on to customers. |
|
Underlying operating profit2 |
Operating profit excluding non-underlying items. |
Provides a measure of operating profitability that is comparable over time. |
|
Underlying operating profit margin1,2 |
Underlying operating profit divided by sales. |
Provides a measure of how we convert our sales into underlying operating profit and the efficiency of our business. |
|
Underlying profit before tax2 |
Profit before tax excluding non-underlying items. |
Provides a measure of profitability that is comparable over time. |
|
Underlying profit for the year2 |
Profit for the year excluding non-underlying items and related tax effects. |
Provides a measure of profitability that is comparable over time. |
|
Underlying earnings per share1,2 |
Underlying profit for the year divided by the weighted average number of shares in issue. |
Our principal measure used to assess the overall profitability of the group. |
|
Return on capital employed (ROCE)1 |
Annualised underlying operating profit divided by the average equity plus average net debt. The average is calculated using the opening balance for the financial year and the closing balance. |
Provides a measure of the group's efficiency in allocating the capital under its control to profitable investments. |
|
Average working capital days (excluding precious metals)1 |
Monthly average of non-precious metal related inventories, trade and other receivables and trade and other payables (including any classified as held for sale) divided by sales for the last three months multiplied by 90 days. |
Provides a measure of efficiency in the business with lower days driving higher returns and a healthier liquidity position for the group. |
|
Free cash flow3 |
Net cash flow from operating activities (excluding disposal related costs) after net interest paid, net purchases of non-current assets and investments, and the principal element of lease payments. |
Provides a measure of the cash the group generates through its operations, less capital expenditure. |
|
Net debt to underlying EBITDA3 |
Net debt, including quoted bonds purchased to fund the UK pension (excluded when the UK pension plan is in surplus) divided by underlying EBITDA for the same period. |
Provides a measure of the group's ability to repay its debt. The group has a long-term target of net debt to underlying EBITDA of between 1.5 and 2.0 times, although in any given year it may fall outside this range depending on future plans. |
1 Key Performance Indicator
2 Underlying profit measures are before profit or loss on disposal of businesses, gain on significant legal proceedings, major impairment and restructuring charges, share of profits or losses from non-strategic equity investments, one-off tax transactions and, where relevant, related tax effects. These items have been excluded by management as they are not deemed to be relevant to an understanding of the underlying performance of the business.
3 The definition of these non-GAAP measures have been redefined in the current period to give better clarity and transparency and more closely align with the purpose of the non-GAAP measure.
|
17 |
Non-GAAP measures (continued) |
|
|
||||||||||||||
|
|
|
|
|
||||||||||||||
|
Reconciliations to GAAP measures |
|
|
|
|
|
||||||||||||
|
|
|
|
|
|
|
|
|||||||||||
|
Sales |
|
|
|
|
|
|
|||||||||||
|
See note 2. |
|
|
|
|
|
|
|||||||||||
|
|
|
|
|
|
|
|
|||||||||||
|
Underlying profit measures |
|
|
|
|
|
|
|||||||||||
|
|
Operating |
Profit |
Tax |
Profit / (loss) |
|
|
|||||||||||
|
|
profit |
before tax |
expense |
for the period |
|
|
|||||||||||
|
Six months ended 30th September 2025 |
£ million |
£ million |
£ million |
£ million |
|
|
|||||||||||
|
|
|
|
|
|
|
|
|||||||||||
|
Underlying |
142 |
110 |
(24) |
86 |
|
|
|||||||||||
|
Gain on significant legal proceedings1 |
8 |
8 |
(2) |
6 |
|
|
|||||||||||
|
Major impairment and restructuring charges1 |
(33) |
(33) |
2 |
(31) |
|
|
|||||||||||
|
Share of profits of associates |
- |
1 |
- |
1 |
|
|
|||||||||||
|
Reversal of IFRIC23 UK adjustments to current tax |
- |
- |
6 |
6 |
|
|
|||||||||||
|
Deferred tax asset not recognised |
- |
- |
(84) |
(84) |
|
|
|||||||||||
|
Reported |
117 |
86 |
(102) |
(16) |
|
|
|||||||||||
|
|
|
|
|
|
|
|
|||||||||||
|
1 For further detail please see note 4. |
|
|
|||||||||||||||
|
|
|
|
|
|
|
|
|||||||||||
|
|
Operating |
Profit |
Tax |
Profit for |
|
|
|||||||||||
|
|
profit |
before tax |
expense |
the period |
|
|
|||||||||||
|
Six months ended 30th September 2024* |
£ million |
£ million |
£ million |
£ million |
|
|
|||||||||||
|
|
|
|
|
|
|
|
|||||||||||
|
Underlying |
106 |
83 |
(17) |
66 |
|
|
|||||||||||
|
Profit on disposal of businesses |
484 |
484 |
(70) |
414 |
|
|
|||||||||||
|
Major impairment and restructuring charges |
(63) |
(63) |
15 |
(48) |
|
|
|||||||||||
|
Share of profits of associates |
- |
2 |
- |
2 |
|
|
|||||||||||
|
Change in non-underlying tax provisions |
- |
- |
14 |
14 |
|
|
|||||||||||
|
Reported |
527 |
506 |
(58) |
448 |
|
|
|||||||||||
|
|
|
|
|
|
|
|
|||||||||||
|
|
|
|
|
|
|
|
|||||||||||
|
|
|
|
|
|
|
|
|||||||||||
|
Underlying earnings per share |
|
|
Six months ended |
|
|
||||||||||||
|
|
|
|
30.9.25 |
30.9.24* |
|
|
|||||||||||
|
|
|
|
|
|
|
|
|||||||||||
|
Underlying profit for the period (£ million) |
|
|
86 |
66 |
|
|
|||||||||||
|
Weighted average number of shares in issue (million) |
|
|
168.0 |
181.7 |
|
|
|||||||||||
|
Underlying earnings per share (pence) |
|
|
51.2 |
36.6 |
|
|
|||||||||||
|
|
|
|
|
|
|
|
|||||||||||
|
* The comparative period is restated to reflect the group's updated reporting segments. Also restated to reflect classification of the Catalyst Technologies segment as discontinued operations (see note 11). |
|
|
|||||||||||||||
|
17 |
Non-GAAP measures (continued) |
|
|
||||||||||||||
|
|
|
|
|
||||||||||||||
|
Return on Capital Employed (ROCE) |
|
|
|
|
|
|
|
|
|||||||||
|
|
|
|
Six months |
|
Year |
|
Six months |
|
|||||||||
|
|
|
|
ended |
|
ended |
|
ended |
|
|||||||||
|
|
|
|
30.9.25 |
|
31.3.25 |
|
30.9.24 |
|
|||||||||
|
|
|
|
£ million |
|
£ million* |
|
£ million* |
|
|||||||||
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Underlying operating profit for this period |
|
|
142 |
|
299 |
|
106 |
|
|||||||||
|
Underlying operating profit for prior year |
|
|
299 |
|
- |
|
336 |
|
|||||||||
|
Less: Underlying operating profit for prior first half |
|
|
(106) |
|
- |
|
(146) |
|
|||||||||
|
Annualised underlying operating profit |
|
|
335 |
|
299 |
|
296 |
|
|||||||||
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Average net debt |
|
|
891 |
|
888 |
|
882 |
|
|||||||||
|
Average equity |
|
|
1,419 |
|
1,609 |
|
1,688 |
|
|||||||||
|
Average capital employed |
|
|
2,310 |
|
2,497 |
|
2,570 |
|
|||||||||
|
|
|
|
|
|
|
|
|
|
|||||||||
|
ROCE |
|
|
14.5% |
|
12.0% |
|
11.5% |
|
|||||||||
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Average working capital days (excluding precious metals) |
|
|
Six months |
|
Year |
|
Six months |
|
|||||||||
|
|
|
|
ended |
|
ended |
|
ended |
|
|||||||||
|
|
|
|
30.9.25 |
|
31.3.25 |
|
30.9.24 |
|
|||||||||
|
|
|
|
£ million |
|
£ million* |
|
£ million* |
|
|||||||||
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Inventories |
|
|
857 |
|
1,011 |
|
1,153 |
|
|||||||||
|
Trade and other receivables |
|
|
1,353 |
|
1,532 |
|
1,588 |
|
|||||||||
|
Trade and other payables |
|
|
(1,824) |
|
(1,984) |
|
(2,070) |
|
|||||||||
|
|
|
|
386 |
|
559 |
|
671 |
|
|||||||||
|
Less: Working capital balances relating to discontinued operations |
|
|
- |
|
(192) |
|
(177) |
|
|||||||||
|
Total working capital |
|
|
386 |
|
367 |
|
494 |
|
|||||||||
|
Less: Precious metal working capital |
|
|
29 |
|
(111) |
|
(163) |
|
|||||||||
|
Add: Precious metal working capital relating to discontinued operations |
|
|
- |
|
8 |
|
9 |
|
|||||||||
|
Working capital (excluding precious metals) |
|
|
415 |
|
264 |
|
340 |
|
|||||||||
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Average working capital days (excluding precious metals) |
|
|
59 |
|
52 |
|
51 |
|
|||||||||
|
|
|
|
|
|
|
|
|
|
|||||||||
|
Free cash flow from continuing operations |
|
|
|
|
|
|
|
|
|||||||||
|
|
|
|
|
|
Six months ended |
|
|||||||||||
|
|
|
|
|
|
30.9.25 |
|
30.9.24 |
|
|||||||||
|
|
|
|
|
|
£ million |
|
£ million* |
|
|||||||||
|
Net cash inflow / (outflow) from operating activities |
|
|
|
|
161 |
|
(22) |
|
|||||||||
|
Less: Net cash outflow / (inflow) from operating activities - discontinued operations |
|
|
|
|
27 |
|
(22) |
|
|||||||||
|
Add: Disposal costs |
|
|
|
|
1 |
|
16 |
|
|||||||||
|
Add: Income tax paid relating to divestments |
|
|
|
|
- |
|
34 |
|
|||||||||
|
Interest received |
|
|
|
|
44 |
|
44 |
|
|||||||||
|
Interest paid |
|
|
|
|
(87) |
|
(77) |
|
|||||||||
|
Purchases of property, plant and equipment |
|
|
|
|
(111) |
|
(115) |
|
|||||||||
|
Purchases of intangible assets |
|
|
|
|
(18) |
|
(20) |
|
|||||||||
|
Purchases of financial assets held at amortised cost |
|
|
|
|
(11) |
|
- |
|
|||||||||
|
Principal element of lease payments |
|
|
|
|
(2) |
|
(3) |
|
|||||||||
|
Free cash flow |
|
|
|
|
4 |
|
(165) |
|
|||||||||
|
|
|
|
|
|
|
|
|
|
|||||||||
|
* Restated to reflect classification of the Catalyst Technologies segment as discontinued operations (see note 11). |
|
||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|||||||||
|
17 |
Non-GAAP measures (continued) |
|
|
||||||||||||||
|
|
|
|
|
||||||||||||||
|
Net debt to underlying EBITDA |
|
|
|
|
|
|
|
|
|||||||||
|
|
|
|
30.9.25 |
|
31.3.25 |
|
30.9.24 |
|
|
||||||||
|
|
|
|
£ million |
|
£ million* |
|
£ million* |
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
Cash and deposits |
|
|
194 |
|
463 |
|
165 |
|
|
||||||||
|
Money market funds |
|
|
371 |
|
435 |
|
456 |
|
|
||||||||
|
Bank overdrafts |
|
|
(11) |
|
(24) |
|
(15) |
|
|
||||||||
|
Cash and deposits transferred to assets classified as held for sale |
|
|
(29) |
|
- |
|
- |
|
|
||||||||
|
Cash and cash equivalents |
|
|
525 |
|
874 |
|
606 |
|
|
||||||||
|
Less: Cash and cash equivalents from discontinued operations |
|
|
- |
|
(32) |
|
(34) |
|
|
||||||||
|
Cash and cash equivalents from continuing operations |
|
|
525 |
|
842 |
|
572 |
|
|
||||||||
|
Derivative financial instruments - Cross currency and interest rate swaps - non-current assets |
- |
|
4 |
|
- |
|
|
||||||||||
|
Derivative financial instruments - Cross currency and interest rate swaps - current assets |
- |
|
13 |
|
10 |
|
|
||||||||||
|
Derivative financial instruments - Cross currency and interest rate swaps - current liabilities |
- |
|
(1) |
|
- |
|
|
||||||||||
|
Derivative financial instruments - Cross currency and interest rate swaps - non-current liabilities |
(15) |
|
(9) |
|
(10) |
|
|
||||||||||
|
Borrowings - current |
|
|
(134) |
|
(333) |
|
(254) |
|
|
||||||||
|
Borrowings - non-current |
|
|
(1,318) |
|
(1,301) |
|
(1,100) |
|
|
||||||||
|
Lease liabilities - current |
|
|
(5) |
|
(6) |
|
(8) |
|
|
||||||||
|
Lease liabilities - non-current |
|
|
(44) |
|
(40) |
|
(27) |
|
|
||||||||
|
Lease liabilities - current - transferred to liabilities classified as held for sale |
|
|
2 |
|
- |
|
- |
|
|
||||||||
|
Lease liabilities - non-current - transferred to liabilities classified as held for sale |
|
|
18 |
|
- |
|
- |
|
|
||||||||
|
Less: Lease liabilities relating to discontinued operations |
|
|
- |
|
21 |
|
18 |
|
|
||||||||
|
Net debt |
|
|
(971) |
|
(810) |
|
(799) |
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
(Decrease) / increase in cash and cash equivalents |
|
|
(319) |
|
345 |
|
76 |
|
|
||||||||
|
Less: Increase in cash and cash equivalents from discontinued operations |
46 |
|
25 |
|
16 |
|
|
||||||||||
|
Less: Decrease / (increase) in borrowings |
|
|
198 |
|
(213) |
|
47 |
|
|
||||||||
|
Less: Net cash movements from hedging activities |
|
|
(9) |
|
- |
|
- |
|
|
||||||||
|
Less: Principal element of lease payments |
|
|
4 |
|
9 |
|
5 |
|
|
||||||||
|
Less: Principal element of lease payments from discontinued operations |
(2) |
|
(4) |
|
(2) |
|
|
||||||||||
|
Decrease in net debt resulting from cash flows |
|
|
(82) |
|
162 |
|
142 |
|
|
||||||||
|
New leases, remeasurements and modifications |
|
|
(5) |
|
(22) |
|
(9) |
|
|
||||||||
|
Less: New leases, remeasurements and modifications from discontinued operations |
- |
|
11 |
|
7 |
|
|
||||||||||
|
Other lease movements |
|
(1) |
|
1 |
|
(3) |
|
|
|||||||||
|
Disposal of businesses |
|
|
- |
|
5 |
|
5 |
|
|
||||||||
|
Exchange differences on net debt |
|
|
(17) |
|
11 |
|
43 |
|
|
||||||||
|
Less: Exchange differences on net debt in discontinued operations |
|
|
1 |
|
- |
|
1 |
|
|
||||||||
|
Other non-cash movements |
|
|
(14) |
|
16 |
|
4 |
|
|
||||||||
|
Less: Other movements in discontinued operations |
|
|
(43) |
|
(29) |
|
(24) |
|
|
||||||||
|
Movement in net debt |
|
|
(161) |
|
155 |
|
166 |
|
|
||||||||
|
Net debt at beginning of period / year |
|
|
(810) |
|
(965) |
|
(965) |
|
|
||||||||
|
Net debt at end of period / year |
|
|
(971) |
|
(810) |
|
(799) |
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
* Restated to reflect classification of the Catalyst Technologies segment as discontinued operations (see note 11). |
|
|
|
|
|||||||||||||
|
17 |
Non-GAAP measures (continued) |
|
|
||||||||||||||
|
|
|
|
|
||||||||||||||
|
|
|
|
30.9.25 |
|
31.3.25 |
|
30.9.24 |
|
|
||||||||
|
|
|
|
£ million |
|
£ million* |
|
£ million* |
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
Underlying EBITDA for this period |
|
|
218 |
|
|
|
186 |
|
|
||||||||
|
Underlying EBITDA for prior year |
|
|
455 |
|
|
|
499 |
|
|
||||||||
|
Less: Underlying EBITDA for prior half year |
|
|
(186) |
|
|
|
(225) |
|
|
||||||||
|
Annualised underlying EBITDA |
|
|
487 |
|
455 |
|
460 |
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
Net debt to underlying EBITDA |
|
|
2.0 |
|
1.8 |
|
1.7 |
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
|
|
30.9.25 |
|
31.3.25 |
|
30.9.24 |
|
|
||||||||
|
|
|
|
£ million |
|
£ million* |
|
£ million* |
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
Underlying EBITDA |
|
|
218 |
|
455 |
|
186 |
|
|
||||||||
|
Depreciation and amortisation |
|
|
(76) |
|
(156) |
|
(80) |
|
|
||||||||
|
Profit on disposal of businesses |
|
|
- |
|
482 |
|
484 |
|
|
||||||||
|
Gain on significant legal proceedings |
|
|
8 |
|
- |
|
- |
|
|
||||||||
|
Major impairment and restructuring charges |
|
|
(33) |
|
(327) |
|
(63) |
|
|
||||||||
|
Finance costs |
|
|
(82) |
|
(141) |
|
(73) |
|
|
||||||||
|
Finance income |
|
|
50 |
|
87 |
|
50 |
|
|
||||||||
|
Share of profits of associates |
|
|
1 |
|
3 |
|
2 |
|
|
||||||||
|
Income tax expense |
|
|
(102) |
|
(83) |
|
(58) |
|
|
||||||||
|
(Loss) / profit for the period from continuing operations |
|
|
(16) |
|
320 |
|
448 |
|
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
* Restated to reflect classification of the Catalyst Technologies segment as discontinued operations (see note 11). |
|
|
|||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
||||||||
|
|
|
|
2025 |
|
|
|
|
|
20th November |
|
|
Announcement of results for the half year ending 30th September 2025 |
|
|
|
|
|
27th November |
|
|
Ex dividend date |
|
|
|
|
|
28th November |
|
|
Interim dividend record date |
|
|
|
|
|
2026 |
|
|
|
|
|
3rd February |
|
|
Payment of interim dividend |
|
|
|
|
|
28th May |
|
|
Announcement of results for the year ending 31st March 2026 |
|
|
|
|
|
16th July |
|
|
135th Annual General Meeting (AGM) |
|
|
|
|
|
|
|
|
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 businesses in which the group operates. It is believed that the expectations reflected in this announcement 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. |
|
|
|
|
|
|
|
|
Johnson Matthey Plc |
|
|
Registered Office: 5th Floor, 2 Gresham Street, London EC2V 7AD |
|
|
Telephone: +44 (0) 20 7269 8400 |
|
|
Fax: +44 (0) 20 7269 8433 |
|
|
Internet address: www.matthey.com |
|
|
E-mail: jmpr@matthey.com |
|
|
|
|
|
Registered in England ─ Number 33774 |
|
|
LEI code: 2138001AVBSD1HSC6Z10 |
|
|
|
|
|
Registrars |
|
|
Equiniti, Aspect House, Spencer Road, Lancing, West Sussex BN99 6DA |
|
|
Telephone: 0371 384 2344 (in the UK) * |
|
|
+44 (0) 121 415 7047 (outside the UK) |
|
|
Internet address: www.shareview.co.uk |
|
|
|
|
|
* Lines are open 8.30am to 5.30pm Monday to Friday excluding public holidays in England and Wales. |
|
|
|
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