Lthe premium building and engineering products group, announces results for the year ended 30 June Following the appointment of high calibre managers over the past 3 years, Roofing has been transformed into a strongly profitable business with sales volume growth achieved from the introduction of new products, systems and solutions, and synergies from the full integration of Blackdown green roofs and Roof-Pro roofing support with the larger Roofing business. Facades had a record year with strong demand in Scotland under the HEEPS funding regime. It is growing new build specification sales. A new umbrella brand, Alumasc Water Management Solutions, was launched to encompass the Alumasc Rainwater gutters and downpipesHarmer building drainage and Gatic civil drainage brands. Investment in people and new products drove growth in all areas including a record post-acquisition performance from Rainclear. Timloc house building products had another record year and will consolidate from two leased sites to one near the M62, also in Gatic had a strong year in domestic and international markets including a major project at Doha Port, and successfully launched new drainage products in the USA. Scaffold and Construction Products again 34898 growth in revenue and profit. This has been a year of major strategic re-alignment for Alumasc, coupled with a strong trading performance. This improvement, we believe, is further evidence of outperformance by our portfolio of sustainable building products businesses against the welcome background of improving demand from UK construction. Following its review of group strategy, the Board initiated the sale of two businesses during the year, which it considered unsuited to its more focused vision for the future. The smaller of the two, Pendock Profiles, sold in Septembergenerated a small trading profit prior to its sale and was sold at a profit to its book value. The much larger of the two, Alumasc Precision Components, continued to make losses until its sale at the close of the financial year, and a loss was incurred upon sale. The transactions will be earnings enhancing in the coming year. The disposal of these businesses is viewed by the board as a major step towards the greater focus of group resources in the field of sustainable building products foreshadowed in last year's annual report. It is pleasing that both businesses have found new owners providing a better fit for their particular attributes, and we wish them every success for the future. The combination of the strong performance outlined above with the sales proceeds from the two business disposals enabled the group to record a small cash surplus at the year-end. This provides an ideal base from which to pursue the development opportunities for our continuing activities referred to later in this report. In view of the trading performance, and consistent with its policy broadly to grow dividend payments in line with profit growth, the Board is recommending a final dividend of 3. David Armfield, a founding partner of Kinetix Corporate Finance LLP, was appointed a director in October David has had a 30 year career in the City and, through Kinetix, provides corporate finance advice to the clean technology and environmental sustainability sectors. His insights in these fields and, more generally, sustainable solutions for the built environment, are of real relevance to the group's plans for development. After a little over six years as a non-executive director, John Pilkington retires from the Board following the announcement of these results. John's contribution and support have been much valued during this period of change and we wish him continued success with his wide-ranging interests. Our central strategy is to develop our market-leading positions in the supply of products and solutions for managing water and energy in buildings. This marketplace embraces both new-build and refurbishment activities and presents some specific opportunities outside Alumasc's UK base. In addition to the continuing drive for organic growth, acquisitions will be considered where they complement this focused development. The strategic disposal of Alumasc Precision Components necessarily triggers the relocation of certain group business activities forex new premises. In addition to providing an opportunity for rationalising several operations, this move will also assist with the commercial opportunity to restructure our approach to the market for our water management product ranges under the banner of Alumasc Water Management Solutions. Alumasc's focus on premium building products for sustainable building, coupled with the steady improvement in the UK economy, have resulted in widespread growth in demand for our product ranges during the past year. This improvement is widely forecast to continue, both generally and in the construction sector. Against this background, and with higher forex intake and continuing success in establishing our overseas presence, the Board believes that the group will continue to make progress in the coming year. Alumasc's strategic objectives are to continue to trading and invest in our market leading building products businesses, primarily through organic growth but also through selective acquisitions. In addition, we will continue to grow and develop Dyson Diecastings by winning new work and improving operational efficiencies. Over the last year the Board concluded its review of where Alumasc's best opportunities lie for focusing and directing group resources in building value for shareholders. The decision to focus the group's strategy for future profitable growth on our market leading building products businesses. Strategic reviews of each of our businesses during the year identified a number of exciting opportunities for further organic growth and synergy:. This will be leveraged by the development of balcony products and growth in export sales. In view of the actions being taken to exploit the organic growth and synergistic opportunities described above, management believes Alumasc can continue to outperform forecast UK construction market growth over the coming years. This improved performance was driven entirely by our building products activities, with every operating segment in the building products division recording better results than a year ago. Interest costs on borrowings were similar to the prior financial year. A reconciliation between underlying profit before tax and profit for the year is shown in the Financial Review section below. Following the sale of APC just prior to the financial year end, the group finished the year in a debt-free position. The number of shares in issue was unchanged in the year. Basic earnings per share from continuing operations increased from In view of the improved results for the year and the exit from APC, the Board is proposing an increased final dividend of 3. This would give a total dividend for the year of 6. The Board confirms its previous intention to grow the dividend broadly in line with the growth in underlying earnings, having regard to the cash required to invest in the business to support delivery of the group's growth ambitions and its pension scheme funding commitments. The group's number one priority continues to be to provide a safe place of work for our employees. Further progress has been made during the year in ensuring our strong health and safety ethos is fully embedded throughout our businesses. Our principal health and safety KPI, the performance rate index, improved to 3. This reflected a reduction in both the number and the severity of incidents, particularly in the higher risk engineering businesses. The improvement in health and safety performance over the last year is consistent with longer term trends resulting from prioritisation, focus and the continuous improvement actions taken by both management and employees over many years. There were further successes in identifying near miss incidents during the year and we are using this information to take action to prevent potential future accidents. Our recent initiative of strengthening risk assessments, safe systems of work and training in those areas of our businesses judged to be those capable of causing the most serious incidents is now almost complete. Divisional operating margins improved to Levolux is a late cycle business, with most of its revenues generated from the new build commercial market sector, which has only recently begun to recover from the recession of a few years ago. Results also benefited from the successful delivery of a multi-million pound solar shading solution to the final building at Chiswick Park in West London. Overheads were reduced, benefiting from the "One Levolux" initiative which merged the two former Levolux businesses into one, under a common management structure with a single set of business processes. Levolux continues to gain traction in North America where it is building a reputation not only in solar shading but also in assisting architects and building owners to achieve innovative design solutions. Repeat business is now being secured in the North-East of the USA, California, Texas, the area around the Great Lakes and in Canada. We also plan to add dedicated sales resource in the Middle East. Some of the additional orders received relate to a new range of balcony products introduced during the year. These have attracted an encouraging initial level of customer interest. This result was achieved despite a significant year on year reduction in both revenues and profits from the large Kitimat smelter refurbishment project in Canada, which was very close to completion at 30 June Our roofing business has transformed its performance over the last three years from a loss making operation to one that is now strongly profitable. This has been achieved through strong sales volume growth, following an increase in the number of high calibre managers, sales and commercial personnel, who have enabled us to introduce new products, systems, services and solutions. These include the resurgent Euroroof-branded portfolio of waterproofing solutions targeted at refurbishment markets; the Alumasc BluRoof storm water management solution; 34898 Alumasc Quality Promise; and the Surefoot range of roofing support systems. These developments have allowed greater penetration of refurbishment as well as new build end user markets, with a growing presence in the more active markets of London and the South East of England. In addition, the former Blackdown green roof and Roof-Pro roofing support businesses are now fully integrated as brands within our larger Roofing business, facilitating a more effective systems selling approach across the portfolio, generating both revenue and cost synergies. Our Facades business had a record year, benefiting from strong demand in Scotland under the HEEPS funding regime, which is providing financial support for the refurbishment of hard to heat homes mainly in the social housing refurbishment sector. Action is being taken to develop the presence of Alumasc's Facades business in new build and specification markets in order to reduce exposure to potentially volatile refurbishment demand dependent on government funding, particularly against a background of significant cuts to the Eco and Green Deal schemes in England and Wales. Initial projects involving the new Alumasc Ventilated System, developed over the last year, have been very encouraging and this system should help us to win work in the timber frame housing market in the current financial year. These short term issues are career resolved, although these businesses will require investment in larger facilities to support further planned growth in the coming years. Additional products are trading being introduced to further complement the trading range and to allow the business to better access the civils drainage market. Career include the Harmer SML Below Ground and Gatic Filcoten channel drainage ranges. Gatic Filcoten is a modern, high quality fibre-reinforced composite product, which provides a number of benefits relative to traditional concrete solutions, including improved tensile strength and recyclability. The combination of the requirements of the Flood and Water Management Actevolving customer needs and Harmer's widened product range have provided the ideal opportunity 34898 Alumasc to offer a more holistic approach to providing specifiers and end users with integrated solutions. Therefore a new umbrella brand, Alumasc Water Management Solutions "AWMS"was launched on 1 July to combine and leverage the strengths of the Skyline fascia, soffit and copings; Alumasc Rainwater; Harmer building drainage; and Gatic civil drainage brands, supported by combined sales, commercial and technical resources. This is an exciting example of the type of organic growth and synergistic opportunity identified in the Strategic Review during the year. Alumasc Rainwater delivered another year of growth, including increased sales of pre-painted aluminium gutters, which reduce overall life cycle costs to customers, and increased penetration of the contemporary and bespoke markets for rainwater and related goods. In view of increasing physical capacity constraints, and given the two year transitional arrangement we have agreed regarding the relocation of AWMS, currently co-located on the property sold together with APC in June, we are taking the opportunity to invest in a new purpose built factory. This will also have capacity to incorporate Alumasc Roofing's trading and logistics functions, increasing the potential to achieve warehousing and logistics synergies. Rainclear, the specialist distributor of Rainwater products that was acquired by Alumasc inreported a record profit in its first full year under new Alumasc management, trading the planned departure of the former owner and founder of the business in Rainclear continues to develop its web-based sales, whilst also growing sales through its traditional independent merchant base. Timloc, Alumasc's housebuilding products business, also delivered another record year of revenue and profit, benefiting from the further introduction of new products into its established distribution channels, and through increased penetration of markets in London and the South East. In view of challenges in the first half of the year in managing this growth caused by physical capacity constraints in its existing premises near Goole, and with existing property leases due to expire in the next two years, it has been decided that Timloc also needs new premises to support future growth. Therefore, Timloc will relocate from career existing sites to a single new leased facility, close to the M62 near Goole in This will enable it to consolidate all its operations under one roof providing a platform to continue its track record of sales growth and improvement in operational efficiency. Gatic had a strong year both in domestic and overseas markets, including a major project at Doha Port. It is currently completing another significant contract at London Gateway, following a successful initial project there two years ago. In the USA, new Gatic drainage products, including a grated system, were successfully launched in April. The initial market reaction has been positive. Scaffold and Construction Products had another successful year, growing revenues and profits once again. It benefited from new product introductions and broadening distribution channels. Dyson is a strong business within its niche and management expects to be able to improve profitability in the current financial year, predicated on a combination of:. Discontinued operations comprise APC, sold in June and Pendock Profiles, sold in September APC's legacy defined benefit obligations to the Alumasc Group Pension Scheme remain within the continuing group. Pendock Profiles made a small trading profit prior to its sale in September The group's financial KPIs are summarised in the table below, together with comments on their year on year evolution. Grew substantially due to the disposal of the loss making and relatively more capital intensive APC business and due to improved operating profit from continuing operations. The group's cash flow performance is summarised in the table below. Tight control was maintained over working capital. Average trade working capital as a percentage of sales excluding short-term working capital movements relating to the large Kitimat construction contract as it neared completion increased 34898 to Underlying earnings before interest, tax, depreciation and amortisation. Following relatively low levels of capital spend during the period when the group was recovering from the recession of a few years ago, demand for capital spend across Alumasc is now increasing to support the anticipated ongoing growth in the business. The group's underlying tax rate reduced from This mainly reflects the further reduction during the year in AA corporate bond yields which are used to discount future pension liabilities to present values under IAS19's methodology. Corporate career yields did begin to rise once again towards the end of the financial year. The group is working on a number of initiatives to reduce gross pension liabilities, improve pension scheme investment performance at an acceptable level of risk, and to reduce pension scheme administration costs. The group defines its capital invested as the sum of shareholders' funds, bank career and the pensions deficit net of tax. Post tax returns on forex from continuing operations grew significantly during the year to This facility will be sufficient to allow the group to fund its organic growth plans, including the property investment near Kettering, and potential acquisitions should the right opportunities arise at an appropriate price. In view of the group's low current borrowing requirements, this structure will give Alumasc the 34898 it needs, and avoid significant commitment fees being incurred on unutilised facilities, some of which might not be needed. The RCF is unsecured, but is subject to similar cross-guarantees between the group and subsidiary companies as those contained in its predecessor facility. Loan covenants remain unchanged: EBITDA interest cover of at least 4 times and a net debt to EBITDA ratio of less than 3 times. These are repayable on demand. The Board conducted goodwill impairment reviews at the financial year end. No impairments were identified. As evidenced by the results of internal and external audits, the group's internal financial controls strengthened further during the year, reflecting continuous improvement activities. The contents of this announcement, including the responsibility statement above, have been extracted from the annual report and accounts for the year ended 30 June which will be despatched to shareholders on or around 23 September and will be available at www. Accordingly the responsibility statement makes reference to the financial statements of the company and the group and to the relevant narratives appearing in that annual report and accounts rather than the contents of this announcement. The Alumasc Group plc is incorporated and domiciled in England and Wales. The company's ordinary shares are traded on the London Stock Exchange. The group's financial statements have been prepared in accordance with International Financial Reporting Standards IFRSas adopted by the European Union as they apply to the financial statements of the group for the year ended 30 Juneand the Companies Act The financial information set out in career announcement does not constitute statutory information as defined in section of the Companies Act The consolidated balance sheet at 30 June and the consolidated statement of comprehensive income, consolidated cash flow statement, consolidated statement of changes in equity and associated notes for the year. Those financial statements have not yet been delivered to the registrar of companies. The consolidated financial statements consolidate those of the Company and its subsidiaries together referred to. The re-classification has arisen due to improved analysis and greater consistency of reporting across the group to better reflect the nature of the underlying costs. The group's business activities, together with the factors likely to affect its future development, performance and position, are set out in the Strategic Report above. The financial position of the group, its cashflows and liquidity position are set out in the above financial statements. On the basis of the group's financing facilities and current operating and financial plans and sensitivity analyses, the Board is satisfied that the group has adequate resources to continue in operational existence for the foreseeable future and accordingly continues to adopt the going concern basis in preparing the financial statements. The key sources of estimation uncertainty that have a significant risk of causing material adjustment to the carrying amounts of assets and liabilities within the next financial year are the measurement and valuation of goodwill and brands, the measurement and valuation of defined benefit pension obligations and the recognition of revenues and profit on construction contracts. The measurement of intangible assets other than goodwill on a business combination involves estimation of future cash flows and the selection of a suitable discount rate. The group determines whether goodwill is impaired on an annual basis and this requires an estimation of the value in use of the cash generating units to which the intangible assets are allocated. This involves estimation of future cash flows and choosing a suitable discount rate. Measurement of defined benefit pension obligations requires estimation of future changes in inflation, mortality rates and the selection of a suitable discount rate. Revenue recognised on construction contracts is determined by the assessment of the stage of completion of each contract. The requirement for Directors' judgement is limited in most cases due to the involvement of quantity surveyors during the assessment process. Innovation and an entrepreneurial spirit is encouraged in all group companies. Alumasc is a UK-based group of businesses with the majority of group sales made to the UK construction sector. International business development plans might take longer to succeed than initially anticipated or, in some instances, not succeed as intended. Alumasc's pension obligations are material relative to its market capitalisation and net asset value. The group has a good track record with regard to the management forex these risks and does not have a history of significant claims. Whilst the group does not have undue concentration on any single or small group of suppliers, certain Alumasc businesses do have key strategic suppliers, some of whom are located in the Far East. The group has not experienced any significant loss of production facilities causing business continuity issues. Whilst the likelihood of a catastrophic forex is low, the impact if it were to happen could be high. There are execution risks around a number of current strategic change projects, including the establishment of the AWMS brand, the relocation of AWMS and Timloc to the new properties in and various ERP systems implementations. The project manager reports to the Steering Committee. The group has a generally good record in managing credit risks. Risks are higher amongst smaller building contractor customers, who are often installers of the group's products. In accordance with IFRS8 "Operating Segments", the segmental analysis below follows the group's internal management reporting structure. The Chief Executive reviews internal management reports on a monthly basis, with performance being measured based on segmental operating result as disclosed below. Performance is measured on this basis as management believes this information is the most relevant when evaluating the impact of strategic decisions. Inter-segment transactions are entered into applying normal commercial terms that would be available to third parties. Segment results, assets and liabilities include those items directly attributable to a segment. Unallocated assets comprise cash and cash equivalents, deferred tax assets, income tax recoverable and corporate assets that cannot be allocated on a reasonable basis to a reportable segment. Unallocated liabilities comprise borrowings, employee benefit obligations, deferred tax liabilities, income tax payable and corporate liabilities that cannot be allocated on a reasonable basis to a reportable segment. Segment revenue by geographical segment represents revenue from external customers based upon the geographical location of the customer. The analyses of segment non-current assets are based upon location of the assets. Discontinued operations relate to the sale of the trade and assets of Pendock Profiles in September and the sale of the trade and assets of Alumasc Precision Components in June Further details are provided in the Strategic Report above. The results of discontinued operations included in the consolidated statement of comprehensive income are as follows:. Details of the sale of the trade and assets of Alumasc Precision Components and Pendock Profiles are as follows:. The total tax rate applicable 34898 the tax expense shown in the statement of total comprehensive income of 9. The differences are reconciled below:. Under current legislation these losses are available for offset against future chargeable gains. A deferred tax asset has not been recognised in respect of these losses, as they do not meet the criteria for recognition. The capital losses are able to be carried forward indefinitely. Deferred tax assets and liabilities are presented as non-current in the consolidated statement of financial position. Deferred tax assets have been recognised where it is probable that they will be recovered. Existing temporary differences on which deferred tax has been provided may therefore unwind in future periods at these reduced rates. These rate changes were included in the Summer Finance Bill but this was not substantively enacted at the Balance Sheet date. Interim dividend for of 2. A final dividend of 3. In accordance with IFRS accounting requirements this dividend has not been accrued in these consolidated financial statements. Basic earnings per share is calculated by dividing the net profit for the period attributable to ordinary equity shareholders of the parent by the weighted trading number of ordinary shares in issue during the period. Diluted earnings per share is calculated by dividing the net profit attributable to ordinary equity shareholders of the parent by the weighted average number of ordinary shares in issue during the period, after trading for the exercise of outstanding share options. The following sets out the income and share data used in the basic and diluted earnings per share calculations:. The balances classified as share capital and share premium are the proceeds of the nominal value and premium value respectively on issue of the company's equity share capital net of issue costs. Capital reserve - own shares The capital reserve - own shares relates to These are held to help satisfy the exercise of awards under the company's Long Term Incentive Plans. A Trust holds the shares in its name and shares are awarded career employees on request by the company. The company bears the expenses of the Trust. Hedging reserve This reserve records the post-tax portion of the gain or loss on a hedging forex in a cash flow hedge that is determined to be an effective hedge. Foreign currency reserve This foreign currency reserve is used to record exchange differences arising from the translation of the career statements of foreign subsidiaries. Sales to and purchases from related parties are made at arms-length market prices. Outstanding balances at the year end are unsecured and settlement occurs in cash. There have been no guarantees provided or received for any related party receivables. Key management personnel are determined as the Directors of The Alumasc Group plc. Interactive Investor Trading Limited, trading as "Interactive Investor", is authorised and regulated by the Financial Conduct Authority. Standon House, 21 Mansell Street, London E1 8AA, telephone Registered in England with Company Registration number Group VAT registration number This is to protect both of us and for training purposes. Calls to this number cost no more than calls to 01 and 02 numbers. Alumasc Group 03 Sep Paul Hooper, Chief Executive, commented: Dividends In view of the trading performance, and consistent with its policy broadly to grow dividend payments in line with profit growth, the Board is recommending a final dividend of 3. Board David Armfield, a founding partner of Kinetix Corporate Finance LLP, was appointed a director in October Strategy Our central strategy is to develop our market-leading positions in the supply of products and solutions for managing water and energy in buildings. Prospects Alumasc's focus on premium building products for sustainable building, coupled with the steady improvement in the UK economy, have resulted in widespread growth in demand for our product ranges during the past year. Strategic reviews of each of our businesses during the year identified a number of exciting opportunities for further organic growth and synergy: The decision to sell: AT 30 JUNE The consolidated balance sheet at 30 June and the consolidated statement of comprehensive income, consolidated cash flow statement, consolidated statement of changes in equity and associated notes for the year then ended have been extracted from the Group's statutory financial statements upon which the auditor's opinion is unmodified and does not include any statement under section 2 34898 3 of the Companies Act The consolidated financial statements consolidate those of the Company and its subsidiaries together referred to as the 'Group'. Risk of loss of customers. Our Services Our Accounts Share and Fund Account ISAs Why us? Search by Manager Group Allianz Global Investors Baillie Gifford BlackRock ETF Securities Fidelity GAM Janus Henderson Investors Invesco Perpetual iShares by BlackRock J. Morgan Asset Management Witan Investment Trust Unicorn All Manager Groups Search Search this site: Sign in My Portfolio. RSS Mobile About us Our network Money Observer Moneywise Share Price Contact us Cookies. Information Advertise with us Site map. Connect Contact us Follow us on Twitter Visit us on Facebook RSS feed. Our Services Share and fund account. Our Products Shares Investment Trusts Bonds and Gilts Exchange Traded Products VCTs Live Share Prices - Level 2 Forex. Popular Pages Portfolio Login to your trading account Markets Contact us. Secondary links Legal Terms Risk Warning Privacy Security Help. Year to 30 June. Basic earnings per share pence. Dividends per share pence. The Alumasc Group plc. Paul Hooper Chief Executive Andrew Magson Finance Director. Trading level of Building Products orders, particularly Levolux. Increase in Building Products sales. Better leverage of Building Products overheads from additional sales. Growth in Building Products operating profit driven by higher revenues. Underlying earnings per share pence. Some investment in working capital to support growth. Pension scheme actuarial losses exceeded retained profit after tax. Summarised Cash Flow Statement. Underlying change in working capital. Short term changes in working capital on large construction contracts. Operating cash flow from continuing operations. Operating and investing cash flows from discontinued operations. Net sales proceeds from APC and Pendock Profiles. Reduction in net debt. Reconciliation of underlying profit before tax to profit for the year. Underlying profit before tax from continuing operations. Profit before tax from continuing operations. Net operating expenses before non-underlying items. IAS19 pension scheme administration costs. Profit for the year from continuing operations. Loss after taxation for the year from discontinued operations. Profit for the year. Items that will not be recycled to profit or loss: Actuarial loss on defined benefit pensions. Tax credit on actuarial loss on defined benefit pensions. Items that are or may be recycled subsequently to profit or loss: Effective portion of changes in fair value of cash flow hedges. Exchange differences on retranslation of foreign operations. Other comprehensive loss for the year, net of tax. Property, plant and equipment. Interest bearing loans and borrowings. Capital reserve - own shares. Profit and loss account reserve. Gain on disposal of property, plant and equipment. Cash contributions to retirement benefit schemes. Cash generated from continuing operations. Loss before taxation from discontinued operations. Movement in working capital from discontinued operations. Net cash inflow from operating activities. Purchase of property, plant and equipment. Payments to acquire intangible fixed assets. Proceeds from sales of plant and equipment. Proceeds from sale of business activity. Acquisition of subsidiary, net of cash acquired. Repayment of amounts borrowed. Net cash outflow from financing activities. Net cash and cash equivalents brought forward. Effect of foreign exchange rate changes. Net cash and cash equivalents carried forward. Net cash and cash equivalents comprise: Profit for the period. Net loss on cash flow hedges. Tax on derivative financial liability. Actuarial loss on defined benefit pensions, net of tax. Comment Generally good track record of customer retention. Total operating profit from continuing forex. IAS19 net pension scheme finance costs. Costs of disposal of discontinued operations. UK corporation tax - continuing operations. Origination and reversal of temporary differences: Amounts over provided in previous years. Tax charge on continuing operations. Tax credit on discontinued operations. Tax recognised in other comprehensive income. Actuarial losses on pension schemes. Tax credited to other comprehensive income. Total tax credit in the statement of comprehensive income. Loss before tax from discontinued operations. Accounting profit before tax. Current tax at the UK standard rate of Expenses not deductible for tax purposes. Tax over provided in previous years - deferred tax. Short term temporary differences. Credited to the statement of comprehensive income - prior year. Final dividend for of 2. Profit attributable to equity holders of the parent - continuing operations. Profit attributable to equity holders of the parent - discontinued operations. Net profit attributable to equity holders of the parent. Basic weighted average number of shares. Dilutive potential ordinary shares - employee share options. Reported profit before taxation from continuing operations. Underlying profit before taxation from continuing forex. Tax at underlying group tax rate of Underlying earnings from continuing operations. Underlying earnings per share from continuing operations. Alumasc Exterior 34898 Products Limited.
How to survive when trading Forex markets w/ Joel Kruger
How to survive when trading Forex markets w/ Joel Kruger
We got everything annulled 2 weeks later as we left, but the emotion was there.
Full Review Miguel Angel June 10, 2016 It erased all my players.
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