FORM 6-K
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MICRO FOCUS INTERNATIONAL PLC
(Exact name of registrant as specified in its charter)
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Exhibit No.
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Exhibit Description
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99.1
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Annual
Financial Report, dated 21 February 2020
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Products
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Risk Trend:
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No change
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Link to strategy: Evolve, accelerate
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Risk Category: Marketplace
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Principal Risk Description
To
remain successful, the Group must ensure that its products continue
to meet the requirements of customers and investment must be
effectively balanced between growth and mature products. Investment
in research and innovation in product development is essential to
meet customer and partner requirements in order to maximize
customer value, revenues and corporate performance. The Group has a
large number of products, at differing stages of their life-cycle.
The extent of investment in each product set needs to be managed
and prioritized considering the expected future prospects and
market demand.
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Potential Impact
If
products do not meet the requirements of customers, they will seek
alternative solutions, resulting in the loss of existing
maintenance and new revenue opportunities and the cancellation of
existing contracts. Insufficient focus on key research and
development projects may damage the long- term growth prospects of
the Group. The Group's business and reputation may be harmed by
innovation that falls behind competitors, or by errors or defects
in its products.
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How we manage it
The
Product Portfolio formed part of the Strategic & Operational
Review, set out within the Chief Executive's Strategic review on
pages 12 to 15. Two of the key initiatives from the review relate
to evolving our operating model to improve Product Portfolio
positioning and external visibility, and accelerating transition of
certain portfolios to SaaS or subscription-based revenue models to
improve portfolio positioning and revenue composition.
As set
out on pages 18 to 21 (Business model section) the Group continues
to align resources and develop propositions across four main focus
areas: Enterprise DevOps; Hybrid IT Management; Security, Risk
& Governance; and Predictive Analytics and to improve the
interaction between product management, product development, sales
and marketing. The Micro Focus Product Portfolio consists of five
product groups with more than 300 product lines, as set out on
pages 22 to 23 (Portfolio review), which are uniquely positioned to
help customers address digital transformation and maximise existing
software investments. Recalibration of product strategy occurs as
part of the annual product calibration forum, where senior leaders
and the heads of each Product Portfolio determine appropriate
sales, marketing and investment strategies for products and product
groups.
The
Group has improved alignment and applied robust application of the
four-box model across the Group, as set out on page 19 (Business
model section). The Product Portfolio is focused on delivering
"customer centric innovation" that delivers tangible business
impact for customers in all stages of the software life
cycle.
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Go-To-Market ("GTM") Models
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Risk Trend:
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Increased
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Link to strategy: Transform
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Risk Category: Marketplace
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Principal Risk Description
For the
Group to succeed in meeting revenue and growth targets, it requires
successful GTM models across the full product portfolio, with
effective strategies and plans to exploit all routes to market,
including direct and channel/partner led sales. In addition, the
Group must focus the sales force on targeted customer segments and
ensure appropriate responses to the market dynamics related to
changes in customer buying behaviours. Effective GTM models may be
more successful if accompanied by compelling Micro Focus brand
awareness programs. The Group is dependent upon the effectiveness
of its sales force and distribution channels to drive licence and
maintenance sales and a reference-based selling model.
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Potential Impact
Poor
design and/or execution of GTM plans may limit the success of the
Group by targeting the wrong customers through the wrong channels
and positioning the wrong product or solution offerings, reducing
the value that customers receive from Micro Focus.
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How we manage it
A
review of the GTM function was included in the Strategic &
Operational Review set out in the Chief Executive's Strategic
review on pages 12 to 15. One of the key initiatives from the
review is to improve overall productivity and predictability of
performance. There has been good progress in the development of the
Group's customer and partner propositions in the period. Across the
five product categories that the Group reports against, the Group
has great depth of capability and experience to help its customers
address some of the most complex challenges they face. To best
enable the Group's customers and exploit this breadth and depth, it
is aligning resources and developing compelling propositions across
four focus areas - Enterprise DevOps; Hybrid IT Management;
Security, Risk & Governance; and Predictive
Analytics.
Sales
execution has received considerable attention and improvement
measures have focused on improving consistency and simplifying the
organisational structure to support more effective and efficient
decision making, greater accountability and a holistic approach to
customer success. This has been achieved through the removal of
unnecessary global structures and management layers, and the
introduction of a single global sales methodology based on
value-driven outcomes. Further measures are being put in place to
improve predictability.
Organisational
changes have also been made to align marketing and product teams,
and to build a consistent approach to sales enablement globally.
The alignment of the Group's GTM structure is further supported by
the appointment of Genefa Murphy as the Group Chief Marketing
Officer.
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Competition
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Risk Trend:
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No change
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Link to strategy: Accelerate, evolve
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Risk Category: Marketplace
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Principal Risk Description
Comprehensive
information about the markets in which Micro Focus operates is
required for the Group to assess competitive risks effectively and
to perform successfully. The Group operates in a number of
competitive markets and success in those markets depends on a
variety of factors.
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Potential Impact
Failure
to understand the competitive landscape adequately and thereby
identify where competitive threats exist may damage the successful
sales of the Group's products. If the Group is not able to compete
effectively against its competitors, it is likely to lose customers
and suffer a decrease in sales, which may result in lost market
share and weaker financial performance.
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How we manage it
Group
product plans contain an analysis of both traditional and emerging
competitive threats and subscriptions to industry analyst firms are
leveraged to better understand market dynamics and competitor
strategies. In addition, customer surveys and customer advisory
boards are used to validate product direction - both standalone and
in the context of competitors. Micro Focus continues to monitor and
review intelligence on market threats to focus on offering best in
class service to customers. Marketing and product teams monitor a
variety of metrics (such as NPS, including competitive benchmark)
to analyse customer satisfaction relative to industry benchmarks.
Industry events, such as Micro Focus Universe, help showcase the
Group Product Portfolio and strengthen customer, partner and
industry relationships.
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Employees and Culture
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Risk Trend:
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Increased
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Link to strategy: Complete
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Risk Category: Infrastructure
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Principal Risk Description
The
retention and recruitment of highly skilled and motivated
employees, at all levels of the Group, is critical to the success
and future growth of the Group in all countries in which it
operates. Employees require clear business objectives, and
well-communicated vision and values, for the Group to achieve
alignment and a common sense of corporate purpose among the
workforce.
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Potential Impact
Failure
to retain and develop skill sets, particularly in sales, IT and
research and development, may hinder the Group's sales and
development plans. Weak organizational alignment and inadequate
incentivisation may lead to poor performance and instability. It
could also have an adverse impact on the realization of strategic
plans.
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How we manage it
Developing
the most appropriate culture, aligned to driving productive
management behaviours focused on delivering business priorities, is
critical. Leading by example from the top is a key driver. During
the period the Group harmonised its human capital processes and
management systems to Workday. The Group also rolled out new
initiatives across career development, talent management, candidate
experience and succession planning. The Group has policies in place
to help ensure that it is able to attract and retain employees of a
high calibre with the required skills. These policies include
training, career development and long-term financial incentives.
Succession plans have been developed and are in place for key
leadership positions across the Group. In the period, the Group
also took significant action to develop its management capability
both internally, by training and promotions, and through external
hires. As set out in the Chief Executive's Strategic review on
pages 12 to 15, there have been challenges with recent business
performance and we are managing the impact on short- and long-term
incentives to mitigate against any consequential adverse retention
impact.
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Business Strategy and Change Management
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Risk Trend:
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Increased
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Link to strategy: Evolve, accelerate, transform,
complete
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Risk Category: Marketplace
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Principal Risk Description
The
Group is engaged in a number of major change projects, including
acquisitions and divestments, to shape and grow the business by
strengthening the portfolio of products and capabilities and IT
projects to standardize systems and processes. The continued
integration of the HPE Software business is complex, with a range
of integration and transformation risks. The integration of the HPE
Software business with the existing businesses carried on by the
Group may be more time consuming and costly than
anticipated.
The
Group is also executing a series of operational transformation
initiatives. These projects expose the Group to significant
transformation risks. The Group's strategy may involve the making
of further acquisitions or divestments to protect or enhance its
competitive position and failure to identify, manage, complete and
integrate acquisitions, divestitures and other significant
transactions successfully could have a material adverse effect on
the Group's business.
Further,
the Group has substantially completed a Strategic & Operational
Review, which includes other initiatives that may increase
disruption to business as usual activities across the
Group.
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Potential Impact
Failure
to successfully analyse, execute and co-ordinate the implementation
and delivery of the core systems and associated business processes
with the various integration, divestment and transformation
programs may result in the disruption of the on-going business
without delivering the anticipated strategic and operational
benefits of such transactions and/or initiatives. In addition, this
may affect the ability to execute strategic plans for
growth.
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How we manage it
As
detailed in the Chief Executive's Strategic review, the business
has substantially completed a comprehensive Strategic &
Operational Review, supported by a leading global investment bank
and other specialist advisors. As a consequence, the Group has
identified four key initiatives: Evolve our operating model,
Accelerate the transition of certain product portfolios to SaaS or
subscription-based revenue models, Transform the GTM function and
Complete core systems and operational simplification priorities,
the details of which are set out on pages 12 to 15.
The
focus remains on delivering targeted, relevant business outcomes
and the simplification of business operations to equip and enable
the sales organisation, simplify operational support and improve
compliance capability. Programme risks and interdependencies are
managed carefully including the utilisation of detailed deep dives,
cross functional and cross programme "walk the walls" sessions and
a cadence of weekly and monthly risk reviews, to ensure that
execution of the various programmes is successfully aligned to
minimise disruption to business as usual. Given the volume of
concurrent transformation activity being delivered across the
business, the Group has put in place governance structures to
manage change in a structured way for the business. The integration
of the complex HPE Software business and operational transformation
will continue as key areas of principal risk in the forthcoming
year. The transition of both historical Micro Focus and HPE
Software to the new simplified systems architecture will build a
solid base for improved execution.
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IT Systems and Information
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Risk Trend:
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Increased
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Link to strategy: Complete
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Risk Category: Infrastructure
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Principal Risk Description
The
Group's operations, as with most businesses, are dependent on
maintaining and protecting the integrity and security of the IT
systems and management of information. Following the integration of
the HPE Software business the Group continues to operate on two IT
architectures with the attendant complexity to business operations
and the control environment. As set out in the Chief Executive's
Strategic review on pages 12 to 15, work is underway to transition
to a simplified systems architecture. The transition may be more
time consuming and costly than anticipated, given the amount of
change management that is involved.
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Potential Impact
Disruption
to the IT systems could adversely affect business and Group
operations in a variety of ways, which may result in an adverse
impact on business operations, revenues, customer relations,
supplier relations, and reputational damage. Dependency on IT
providers could have an adverse impact on revenue and compliance in
the event that they cannot resume business operations.
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How we manage it
Core
systems and operational simplification priorities formed part of
the Strategic & Operational Review, set out within the Chief
Executive's Strategic review on pages 12 to 15. A key initiative
from the review was to deliver the operational systems and business
processes that form the platform for operational effectiveness and
efficiencies.
The HPE
Software business infrastructure is stable and able to support the
business. Work is underway to move to a simplified systems
architecture enabling further automation of improved processes and
controls. To maintain the required control environment the Group
relies upon automated, semi-automated and manual controls together
with a combination of preventative and detective controls. The IT
control environment is also being improved as part of the
implementation of controls to meet Sarbanes-Oxley Act 2002 (SOX)
compliance, as set out on pages 75 to 76. A vendor management
process is in place to allow for better involvement and engagement
with third party IT providers. In relation to the SUSE divestment,
a Transitional Service Agreement (TSA) is in place, defining the
scope of services the Group provides to SUSE, while SUSE continues
to operate on some of the Group's IT architecture.
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Legal and Regulatory Compliance
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Risk Trend:
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Increased
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Link to strategy: Complete
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Risk Category: Reputational
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Principal Risk Description
The
Group operates across a number of jurisdictions and two regulated
exchanges. Compliance with national and regional laws and
regulations is essential to successful business operations. The
Group may be involved in legal and other proceedings from time to
time, and as a result may face damage to its reputation or legal
liability. The Group has entered into various acquisitions and a
disposal over recent years and may be subject to, or have the
benefit of, certain residual representations, warranties,
indemnities, covenants or other liabilities, obligations or rights.
The Group has a variety of customer contracts in a variety of
sectors, including Government clients.
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Potential Impact
Failure
to comply could result in civil or criminal sanctions (i.e.
personal liability for directors), as well as possible claims,
legal proceedings, fines, loss of revenue and reputational
damage.
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How we manage it
The
Group has in place policies and procedures to mitigate these risks.
The Group's legal and regulatory team, enhanced by specialist
external advisors as required, monitor and review compliance.
During the period, the compliance committee was succeeded by the
establishment of the operational risk and compliance committee,
which reports to the audit committee. The Group is committed to
ensuring on-going compliance with anti-bribery and corruption, data
protection and market abuse and insider dealing laws and has in
place a Code of Conduct with supporting training materials.
Mandatory Code of Conduct training was rolled out and completed by
all employees. Face to-face anti-corruption and anti-fraud training
was carried out widely across the regions in which the Group
operates, with particular focus in higher risk
territories.
The
Group maintains processes and policies to ensure it is compliant
with data protection requirements imposed by data protection and
privacy laws, including GDPR. Data protection and privacy
compliance is driven and monitored by the Group's Privacy and
Compliance Team, supported by technical and other subject matter
experts as required. Data protection compliance is built into the
Group's corporate-wide information security management system and
is kept under review to ensure that required standards are met. The
compliance environment is also strengthened by the implementation
of SOX controls, as set out on pages 75 to 76.
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Intellectual Property ("IP")
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Risk Trend:
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No change
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Link to strategy: Evolve, complete
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Risk Category: Marketplace
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Principal Risk Description
The
Group is dependent upon its IP, and its rights to such IP may be
challenged or infringed by others or otherwise prove insufficient
to protect its business. The Group's products and services depend
in part on IP and technology licensed from third parties, and third
party claims of IP infringement against the Group may disrupt its
ability to sell its products and services.
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Potential Impact
Failure
could adversely affect the ability of the Group to compete in the
market place and affect the Group's revenue and
reputation.
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How we manage it
There
are procedures in place across the Group to ensure the appropriate
protection and use of the Group's brands and IP and these are
monitored by the IP panel and legal team.
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Treasury
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Risk Trend:
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No change
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Link to strategy: Evolve, complete
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Risk Category: Financial
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Principal Risk Description
The
Group operates across a number of jurisdictions and so is exposed
to currency fluctuations. The risk of foreign exchange fluctuations
may be increased as a result of Brexit.
The
Group targets a net debt to Adjusted EBITDA ratio of 2.7 times and
may require additional debt funding in order to execute its
acquisition strategy. The Group is exposed to interest rate risk
related to its variable rate indebtedness, which could cause its
indebtedness service obligations to increase
significantly.
The
Group's operational and financial flexibility may be restricted by
its level of indebtedness and covenants and financing costs could
increase or financing could cease to be available in the long-term.
The Group may incur materially significant costs if it breaches its
covenants under its banking arrangements.
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Potential Impact
The
relative values of currencies can fluctuate and may have a
significant impact on business results. Insufficient access to
funding could limit the Group's ability to achieve its desired
capital structure or to complete acquisitions. An increase in
interest rates could have a significant impact on business
results.
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How we manage it
The
Group's operations are diversified across a number of currencies,
with limited exposure to Pound Sterling. Key currency exposures are
detailed on page 165. Changes in foreign exchange rates are
monitored, exposures regularly reviewed and actions taken to reduce
exposures where necessary. The Group provides extensive constant
currency reporting to enable investors to better understand the
underlying business performance.
The
Group has significant committed facilities in place, the earliest
of which matures in November 2021 and sufficient headroom to meet
its operational requirements. The Group seeks to maintain strong
relationships with its key banking partners and lenders and to
proactively monitor the loan markets. The Group also has strong
engagement with the providers of equity capital, which represents
an alternative source of capital. Currency fluctuations, including
those related to Brexit, are monitored by the treasury risk
committee on an on-going basis.
The
Group holds interest rate swaps to hedge against the cash flow risk
in the LIBOR rate charged on $2,250m of the debt issued by a Group
subsidiary company, Seattle Spinco, Inc. from 19 October 2017 to 30
September 2022. Under the terms of the interest rate swaps, the
Group pays a fixed rate of 1.94% and receives one month USD
LIBOR.
Monitoring
policies and procedures are in place to reduce the risk of any
covenant breaches under the Group's banking arrangements. At 31
October 2019, $nil of the Revolving Facility was drawn. As a
covenant test is only applicable when the Revolving Facility is
drawn down by 35% or more, and $nil of the Revolving Facility was
drawn at 31 October 2019, no covenant test is
applicable.
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Tax
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Risk Trend:
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Decreased
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Link to strategy: Evolve, complete
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Risk Category: Financial
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Principal Risk Description
The tax
treatment of the Group's operations is subject to the risk of
challenge by tax authorities in all territories in which it
operates. Cross-border transactions may be challenged under tax
rules and initiatives targeting multinationals' tax arrangements,
including the OECD's Base Erosion and Profit Shifting project and
EU state aid rules. As a result of the HPE Software business
acquisition, the Group may be required under the Tax Matters
Agreement entered into with HPE (the "TMA") to indemnify HPE, if
actions undertaken by the Group affect the tax treatment of the
separation of HPE Software business from HPE.
Future
changes to US and non-US tax laws could adversely affect the Group.
The Group will be subject to tax laws of numerous jurisdictions,
and the interpretation of those laws is subject to challenge by the
relevant governmental authorities.
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Potential Impact
Tax
liabilities in various territories in which the Group operates,
particularly as a result of the HPE Software business acquisition,
could be significantly higher than expected. The Group may be
obliged to make indemnification payments to HPE under the TMA,
which, if payable, would likely be substantial.
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How we manage it
Tax
laws, regulations and interpretations are kept under on-going
review by the Group and its advisors. The Group reviews its
operations, including the structuring of intra-Group arrangements,
on a periodic basis to ensure that all relevant laws are complied
with and that risks are identified and mitigated appropriately.
External professional advice is obtained ahead of material
structuring activity and to support positions taken in financial
statements and local tax returns where there is significant
uncertainty or risk of challenge. During the period, a governance
framework and process has been in operation to remind relevant
employees of the requirements and guiding principles to comply with
the obligations under the TMA. The risk of actions taken by the
Group impacting the tax treatment of the HPE transaction diminish
over time.
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Macro-Economic Environment and Brexit
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Risk Trend:
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Increased
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Link to strategy: Evolve, accelerate, transform
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Risk Category: Marketplace
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Principal Risk Description
The
Group's businesses may be subject to inherent risks arising from
the general and sector specific economic and political conditions
in one or more of the markets in which the Group operates, or by
the interruptions posed by external forces such as natural
disasters or pandemics. This is heightened by the fact the Group
sells and distributes its software products globally. Exposure to
political developments in the United Kingdom, including the terms
and manner of the UK's withdrawal from the EU, could have an
adverse effect on the Group. Further deterioration of the macro
environment could result in more conservatism and longer decision
making cycles within the Group's customer base.
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Potential Impact
Adverse
economic conditions could affect sales, and other external economic
or political matters, such as price controls, could affect the
business and revenues.
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How we manage it
The
spread of jurisdictions allows the Group to be flexible to adapt to
changing localised market risk. The Group has business continuity
plans and crisis management procedures in place in the event of
political events or natural disasters.
The
Group has a cross functional Brexit Working Group with processes in
place to assess, respond, monitor and track the impact of Brexit on
its operations, and associated risks, as matters progress and how
the business can seek to mitigate these risks. Areas under review
for possible impacts include people, tax, transfer pricing,
commercial contracts (buy and sell), privacy and data protection,
intellectual property and other regulatory impacts.
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Cyber Security
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Risk Trend:
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Increased
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Link to strategy: Complete
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Risk Category: Infrastructure
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Principal Risk Description
There
could be a data security breach (Micro Focus data or customer data)
involving personal, commercial or product data, either directly
from Micro Focus or a third party. This could occur as a result of
a malicious or criminal act, or an inadvertent system
error.
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Potential Impact
Data
loss, which could harm client and customer relationships,
compliance and/or perception of the effectiveness of the Group's
products.
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How we manage it
The
Group works continually to counter the risk posed by the current
and emerging cyber security threat landscape. The cyber team
manages the security of the Group's data, technology and training
programme to protect the performance, security and availability of
the Group's IT systems. Group-wide cyber policies and processes are
in place. Cyber security testing in critical areas of the business
is on-going, Group specific vulnerabilities are reviewed and
continually managed, incident response is in place for both stacks,
a cyber-security training course is in place for new hires and
awareness material is available on the intranet. The threat posture
is continually reviewed and managed.
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Internal Controls over Financial Reporting
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Risk Trend:
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New
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Link to strategy: Complete
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Risk Category: Financial
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Principal Risk Description
Internal controls
over financial reporting may not prevent or detect an error, fraud,
financial misstatement or other financial loss, leading to a
material misstatement in the Group's financial
statements.
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Potential Impact
Failure
to discover and address any material weaknesses or deficiencies in
the Group's internal controls over financial reporting could result
in material misstatement in the Group's financial statements and
impair the Group's ability to comply with applicable financial
reporting requirements and related regulatory filings on a timely
basis. Based on the assessment as at October 31, 2019, management
identified a material weakness in the Group's internal controls
over financial reporting, relating to inadequate controls
surrounding existing IT applications. As a result of those
deficiencies, automated controls and controls over information
produced by the entity could not be relied upon. Please refer to
the FY19 annual report on SOX compliance as set out on pages 75 to
76. Although the Group has already begun to implement measures to
address and remediate this material weakness, failure to do so, and
the risk that other deficiencies may be identified, could also
result in an adverse reaction in the financial markets due to a
loss of confidence in the reliability of the Group's financial
statements and could have a material adverse effect on the Group's
business, financial condition, results of operation and
prospects.
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How we manage it
The
Group has a cross-functional SOX steering group chaired by the CFO,
reporting to the audit committee to implement, review and monitor
SOX compliant internal controls and any required remediation.
Further details of the Group's SOX compliance programme and FY19
annual report on SOX compliance are set out on pages 75 to
76.
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By:
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/s/
Brian McArthur-Muscroft
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Name:
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Brian
McArthur-Muscroft
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Title:
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Chief
Financial Officer
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