C
V
S
G
r
o
u
p
p
l
c
A
n
n
u
a
l
R
e
p
o
r
t
f
o
r
t
h
e
y
e
a
r
e
n
d
e
d
3
0
J
u
n
e
2
0
1
5
CVS Group plc
Annual Report
for the year ended 30 June 2015
The UK’s most
comprehensive
and integrated
provider of
veterinary
services to
animal owners
298 veterinary surgeries,
5 diagnostic laboratories,
4 pet crematoria and an
on-line dispensary.
In the past year, we have made
excellent progress in all divisions.
We have continued with strong
organic growth and this has been
enhanced by further acquisitions.
OVERVIEW
ANNUAL REPORT
2015
2015 HIGHLIGHTS
CVS
GROUP
PLC
REVENUE
£m
OPERATING PROFIT
£m
OVERVIEW
£167.3m
+17.0%4
£9.8m
15
14
13
167.3
15
142.9
120.1
14
13
+29.8%4
9.8
7.5
6.7
ADJUSTED EBITDA1
£m
PROFIT BEFORE INCOME TAX £m
£23.0m
+25.9%4
£8.5m
15
14
13
23.0
15
14
13
18.3
15.8
+34.8%4
8.5
6.3
5.5
ADJUSTED PROFIT
BEFORE INCOME TAX2
PROPOSED DIVIDEND
PER SHARE
£m
p
£18.2m
+28.6%4
3.0p
15
14
13
18.2
15
14
13
14.3
12.1
+20.0%4
3.0
2.5
2.0
ADJUSTED EARNINGS
PER SHARE3
BASIC EARNINGS
PER SHARE
p
24.7p
+30.0%4
11.6p
15
14
13
24.7
15
14
13
19.0
16.2
8.3
7.1
p
+39.8%4
11.6
Read more in our financial review
on pages 21 to 23
1 Adjusted EBITDA (earnings before interest, tax, depreciation and amortisation) is profit
before income tax, net finance expense, depreciation, amortisation and costs relating to business
combinations. The definition of the adjusted EBITDA measure has been revised since that
previously reported in the 30 June 2014 consolidated financial statements. Adjusted EBITDA
is now stated after share-based payments for consistency with the adjusted earnings per
share calculation. The comparative information has been restated.
2 Adjusted profit before income tax is calculated as profit on ordinary activities before amortisation,
taxation and costs relating to business combinations.
3 Adjusted earnings per share is calculated as adjusted profit before income tax less applicable
taxation divided by the weighted average number of Ordinary shares in issue in the period.
4 Percentage increases have been calculated throughout this document based on the
underlying values.
2015 highlights
CVS at a glance
Our business model
Our strategy
Year in review
Our business
Chairman’s statement
STRATEGIC REPORT
Business review
Key performance indicators
Principal risks and uncertainties
Finance review
GOVERNANCE
Board of Directors
Corporate governance statement
Remuneration Committee report
Directors’ report
FINANCIAL STATEMENTS
Independent auditors’ report
Consolidated income statement
Consolidated statement of comprehensive income
Consolidated and Company balance sheets
Consolidated statement of changes in equity
Company statement of changes in equity
Consolidated and Company cash flow statement
Notes to the consolidated financial statements
Five-year history
Contact details and advisors
Find out more on-line
www.cvsgroupplc.com
1
2
4
5
6
8
12
14
17
19
21
24
25
28
32
34
35
35
36
37
38
39
40
63
64
1
OVERVIEW CVS AT A GLANCE
At the heart of our business
The Group has four main divisions: veterinary
practice, laboratory, crematoria and Animed Direct,
our on‑line business.
VETERINARY
PRACTICE DIVISION
298
764
1,116
213,000
SURGERIES
VETS
NURSES
HEALTHY PET CLUB
(“HPC”) MEMBERS
LABORATORY
DIVISION
5
368,000
172
31
LABORATORIES
TESTS
STAFF
PATHOLOGISTS
Our Veterinary Practices Division includes first-opinion practices and four
referral practices providing first-class specialist treatment. We treat small
companion animals, equine and large animals.
Our laboratories provide diagnostic services to CVS veterinary practices
and third parties.
Read more on our veterinary practices
on page 8
Read more on our laboratories
on page 9
CREMATORIA
DIVISION
4
68,000
26
CREMATORIA
CREMATIONS
ACRES OF
CEMETERIES
AND MEMORIAL
GARDENS
ANIMED DIRECT
322,000
4,200
CUSTOMERS
PRODUCT LINES
Our crematoria provide pet cremation services to veterinary practices
and directly to pet owners.
Our on-line business was established in 2010 and has grown rapidly.
Read more on our crematoria
on page 10
Read more on Animed Direct
on page 11
2
OVERVIEWCVS GROUP PLCANNUAL REPORT2015
OUR NATIONAL COVERAGE
Our vision is to continue to be the
largest and most comprehensive
provider of veterinary services
to pet owners in the UK.
SURGERIES
298
LABORATORIES
5
CREMATORIA
4
31
SCOTLAND AND
NORTH EAST
12
YORKSHIRE
28
NORTH WEST
2
26
EAST MIDLANDS
24
WEST
MIDLANDS
EAST OF
ENGLAND
37
3
SOUTH WEST
AND WALES
2
LONDON
109
SOUTH EAST
1
1
29
1
1
3
OVERVIEW OUR BUSINESS MODEL
What sets
us apart
Our vision is to continue to be the most comprehensive
and integrated provider of veterinary services to animal
owners in the UK, whilst providing growing returns
to our shareholders.
We continue to deliver our vision through like-for-like
growth and the acquisition of veterinary practices, diagnostic
laboratories and pet crematoria. Our business model focuses
on creating value through the provision of integrated
services and the best customer care.
BUSINESS MODEL COMPONENTS
GEOGRAPHIC
COVERAGE
We have 298 surgeries, five laboratories and
four crematoria providing coverage across
England, Scotland and Wales
PASSIONATE
PEOPLE
We employ dedicated and trained professionals
who are committed to excellent clinical care
GEOGRAPHIC
COVERAGE
HIGH QUALITY CLINICAL
CARE AND FACILITIES
CUSTOMER
FOCUS
PASSIONATE
PEOPLE
All of our practices are registered with the RCVS
Practice Standards Scheme and are committed to
investing in and using modern diagnostic techniques
CVS
FINANCIAL
STRENGTH
INTEGRATED
SERVICES
HIGH QUALITY
CLINICAL CARE
AND FACILITIES
INTEGRATED SERVICES
We deliver first-opinion consultations, laboratory
diagnostic testing, complex referral procedures,
out-of-hours services and cremations
FINANCIAL STRENGTH
We continue to deliver growth in revenues, profits,
earnings per share and operating cash generation
CUSTOMER
FOCUS
Our staff are dedicated to providing quality service
with the highest levels of customer care
4
OVERVIEWCVS GROUP PLCANNUAL REPORT2015 OUR STRATEGY
Progressing
towards our goals
OUR STRATEGY
OUR PERFORMANCE
OUR FOCUS
EXCELLENT CUSTOMER
SERVICE AND CARE
MEETING ALL OF OUR
CUSTOMERS’ NEEDS
We employ recognised specialists, including
17 diploma holders and ten board‑eligible vets
Customer service is one of our core values.
It underpins all of our training and development
We recruited 106 graduate vets in the last
two years
We launched MiNurse Academy in January 2015
We employ 31 clinical pathologists in our
Laboratory Division
Clinical development remains a core aspect
of our training
We develop our managerial and operational
abilities through programmes such as our
Aspirational Leadership and LEAP programmes
We own 298 surgeries, five laboratories
and four crematoria across the UK
There are 213,000 members of our HPC scheme
We invested £4.7m in new premises and equipment
We operate four specialist referral centres, with the
fifth due to open in October 2015
We opened another out-of-hours centre during
the year
EXPANDING OUR
BUSINESS THROUGH
ACQUISITIONS
29 surgeries acquired during the year
Eight surgeries acquired since the year end,
including a referral centre
One crematorium acquired during the year
Continue to deliver fast and efficient laboratory
testing, using in-house analysers at our practices
and advanced testing at our diagnostic laboratories
Development of additional complex testing
capability at our diagnostic laboratories
Development of further capacity in our
crematoria business
Expansion of our own out-of-hours centres,
thereby reducing reliance on third-party providers
Development and expansion of our MiPet brand
of products
The opportunity for growth and consolidation
is significant
We aim to continue to grow our business
through acquisitions
We will consider acquisitions of small, large animal
and equine surgeries. We will also consider acquisitions
of crematoria and laboratories where they fit a
geographical or knowledge gap
BUILDING ON OUR
STRENGTHS TO
PROVIDE SERVICES TO
EXTERNAL PRACTICES
Our laboratories performed 368,000 tests in 2015,
of which 266,000 were for third parties
Development of external sales of our laboratory
analyser units will be an increasing focus
Our crematoria performed 68,000 cremations,
of which 36,000 were for third parties
Five new own brand MiPet products launched,
available through HPC and MiVetClub
MiVetClub has significant long-term potential
Our aim is not only to allow practices to benefit
from our buying power but also through providing
other services such as health and safety expertise
and administering loyalty club schemes
We have begun to roll out our own brand waiting
room retail range and this will be completed during
2016. Further product launches are planned
GROWING OUR SHARE
PRICE AND RETURN TO
OUR SHAREHOLDERS
Market capitalisation was £382.5m (646p per
share) at 30 June 2015 compared to £190.5m
(327p per share) at the previous year end
5
OVERVIEWCVS GROUP PLCOVERVIEWANNUAL REPORT2015
YEAR IN REVIEW
Delivering growth
throughout the years
“ Revenue grew by 17% in 2015 and
like-for-like sales increased by 6.8%.”
Simon Innes
Chief Executive
2015
OUR RECENT ACQUISITIONS
We added 29 surgeries and
one crematorium during the year.
A further 8 surgeries have been
acquired since the year end.
1. HIGHCLIFFE
VETERINARY PRACTICE
2. WEST END VETERINARY GROUP
3. ANRICH VETS
28 Jul 2014
Ipswich
No surgeries: 2
5 Aug 2014
Edinburgh
No surgeries: 3
12 Aug 2014
Huddersfield
No surgeries: 1
4. BATCHELOR, DAVIDSON
5. WESTMOOR
6. AYLSHAM VETS
AND WATSON
VETERINARY HOSPITAL
7. TOWNSEND
VETERINARY PRACTICE
13 Oct 2014
Edinburgh
No surgeries: 2
20 Oct 2014
Tavistock
No surgeries: 1
3 Nov 2014
Acle
No surgeries: 1
2 Feb 2015
Rubery, Bromsgrove
and Droitwich
No surgeries: 3
8. WOODLANDS
VETERINARY GROUP
9. YOURVETS
10. KNOX AND DEVLIN
VETERINARY SURGEONS
11. WHITLEY BROOK CREMATORIUM
FOR PETS
9 Mar 2015
Plymouth
No surgeries: 2
30 Mar 2015
Birmingham,
Coventry and Essex
No surgeries: 7
30 Mar 2015
Whaley Bridge
No surgeries: 1
27 Apr 2015
Runcorn
Crematorium
12. A CROOKS & PARTNERS
VETERINARY SURGEONS
13. PETHERTON
VETERINARY CLINICS
14. MARLBOROUGH ROAD
VETERINARY CENTRES
5 May 2015
Rotherham &
Hackenthorpe
No surgeries: 2
OUR TIMELINE
11 May 2015
Barry and Cardiff
No surgeries: 2
27 May 2015
Cardiff
No surgeries: 2
Our vision is to be the largest and most comprehensive
provider of veterinary services in the UK.
1999
2002
2006
2007
2008
Company was
established
First laboratory
PHI, Norfolk
First surgery
Barton Veterinary
Hospital and Surgery,
Canterbury
50th surgery
Harris, Hill and
Gibbons, Wiltshire
First dedicated
equine practice
Scott Dunn’s
Equine Clinic,
Berkshire
100th surgery
Regans,
Manchester
Second laboratory
Axiom, Devon
First crematorium
Rossendale Pet
Crematorium,
Lancashire
150th surgery
Marske, Cleveland
6
OVERVIEWCVS GROUP PLCANNUAL REPORT2015
OUR TIMELINE
2016
OUTLOOK
The initiatives we progressed in 2015 will serve
us well in the future, leading us to expect further
growth in all divisions.
EXISTING BUSINESS
GROWTH THROUGH
SELECTIVE ACQUISITIONS
FINANCE
Development of referral services
Introduction of more own brand products
Growth and development of HPC scheme
Expansion of e-commerce in the UK
and overseas
Continue to acquire to further strengthen
geographical coverage
Continue to maintain strong cash flow
and healthy balance sheet
Large opportunity with only 12% market
share in small animal sector
Further investment in core
business activities
Further growth opportunities in large animal
and equine sector
Significant investment in referral business
POST-YEAR END ACQUISITIONS
15. DOVECOTE
VETERINARY HOSPITAL
16. ROSEMULLION
17. TORBRIDGE
VETERINARY GROUP
20 Jul 2015
Castle Donington
No surgeries: 1
11 Aug 2015
Helston, Penryn
and Falmouth
No surgeries: 4
21 Sep 2015
Bideford, South Molton
and Torrington
No surgeries: 3
2010
Commenced
on-line trading
Animed Direct
Third laboratory
Greendale, Surrey
Major acquisition
Pet Doctors
200th surgery
Cedar, Hampshire/Dorset
2012
2013
2014
2015
Second
crematorium
Valley Pet
Crematorium,
Devon
250th surgery
West Mount Vets,
Halifax
Third crematorium
Silvermere Haven,
Surrey
Fourth crematorium
Whitley Brook, Cheshire
Major acquisition
YourVets
Fourth referral centre
Dovecote, Castle
Donington
7
OVERVIEW
Dovecote, Castle Donington.
Veterinary
Practice
Division
www.cvsukltd.co.uk
www.thehealthypetclub.co.uk
www.petmedicrecruitment.co.uk
www.mivetclub.co.uk
“ The acquisition
of Dovecote and the
opening of Lumbry Park
will establish CVS as
the largest provider
of specialist treatment
in the UK.”
Professor John Innes
Referrals Director
CVS operates 298 surgeries across the UK. The practices
trade under locally established brand names. In addition
to running practices, the Division has several other
innovative services:
– HPC loyalty scheme;
– Pet Medic Recruitment, recruiting locums
and permanent staff;
– MiPet own brand products; and
– MiVetClub buying group, using our buying strength
to provide a unique offering to third-party practices.
REVENUE
£m
EBITDA
£m
NO. OF HPC CUSTOMERS
£25.3m
15
14
13
12
11
+15.1%
25.3
21.9
20.2
18.6
17.7
YourVets, Nuneaton.
213,000
+31.5%
213,000
15
14
13
12
11
28,000
162,000
112,000
66,000
£147.5m
+16.7%
147.5
126.4
108.0
98.8
93.8
15
14
13
12
11
8
Laboratory
Division
Finn Pathologists, Norfolk.
www.axiomvetlab.co.uk
www.finnpathologists.co.uk
www.greendale.co.uk
“ Innovation is the most
effective way to develop
our service.”
Martyn Carpenter
Director of Laboratory Division
CVS operates five laboratories covering the UK.
368,000 tests were performed in 2015 (2014: 354,000),
of which 266,000 were for third parties.
The Division offers biochemistry, haematology,
histology, serology and advanced allergy testing.
The Division also provides in-house analyser units to
all of our practices for simple blood and urine testing.
REVENUE
£m
EBITDA
£m
TESTS
£13.1m
15
14
13
12
11
+23.2%
13.1
10.6
9.1
8.5
8.6
£2.2m
15
14
13
12
11
1.1
1.1
1.1
1.0
+100.4%
2.2
Finn Pathologists, Norfolk.
367,707
15
14
13
12
11
+3.9%
367,707
353,860
324,335
296,778
279,567
9
OVERVIEW Rossendale Pet Cemetery, Lancashire.
Crematoria
Division
www.rossendalepetcrem.co.uk
www.silvermerehaven.co.uk
www.valleypetcrematorium.co.uk
www.whitleybrook.com
“ The acquisition of
Whitley Brook enables
CVS to deliver a nationwide
service to pet owners.”
Duncan Francis
Director of Crematoria Division
CVS operates four crematoria. The Rossendale and
Silvermere Haven sites both have pet cemeteries
and memorial gardens.
The Division expanded its capacity in the year with
the strategic acquisition of Whitley Brook, in Cheshire.
The Crematoria Division also collects clinical waste
from practices.
REVENUE
£m
EBITDA
£m
CREMATIONS
+63.5%
2.6
1.6
£2.6m
15
14
13
12
11
1.0
0.9
0.8
£0.8m
15
14
13
12
11
0.4
0.4
0.4
0.3
+101.7%
0.8
+55.9%
68,086
68,086
15
14
13
12
11
43,660
34,570
33,989
33,091
Rossendale Pet Cemetery, Lancashire.
10
Animed
Direct
www.animeddirect.co.uk
“ The launch of the Animed
France website marks
the start of our European
roll out programme.”
Animed Direct sells prescription drugs, non-prescription
drugs, pet food and other animal-related products via its
website. During 2015 a website was launched in France.
Animed also distributes our own MiPet brand products
to our practices.
Tracy Martin
Animed E-commerce Manager
REVENUE
£m
EBITDA
£m
NUMBER OF CUSTOMERS
£10.3m
15
14
13
12
4.9
3.0
+21.0%
10.3
8.5
£0.5m
15
14
13
12
0.1
0.1
0.3
11
0.9
11
0.0
+97.5%
0.5
+53.3%
322,000
322,000
210,000
15
14
13
130,000
12
56,000
11 19,000
Animed Direct Pharmacy.
11
OVERVIEW OVERVIEW
CHAIRMAN’S STATEMENT
with Richard Connell
Another record year
in all divisions
HIGHLIGHTS
• Revenue grew by 17.0% to £167.3m
• Like‑for‑like sales increased by 6.8%
• Operating profit rose to £9.8m
• 29 surgeries and one crematorium
acquired in 2015
12
Results
I am delighted to report an excellent performance by CVS with a record year
for revenue and profits in all divisions. Strong organic growth was enhanced
by further acquisitions in our Veterinary Practice and Crematoria Divisions.
We increased investment in the development of our services, our staff
and our premises, and further improved our customer service in all areas.
Revenue grew by 17.0% to £167.3m (2014: £142.9m) and like-for-like sales
increased by 6.8% (2014: 6.9%). Adjusted EBITDA increased by 25.9% to £23.0m
(2014: £18.3m) and adjusted earnings per share (“EPS”) grew by 30.0% to
24.7p (2014: 19.0p).
Operating profit rose to £9.8m (2014: £7.5m) and cash generated from
operations increased to £22.2m (2014: £20.7m).
Business initiatives
2015 was a very significant year for acquisitions with 29 surgeries and one
crematorium acquired. In total these businesses are expected to generate
revenue of £24.0m per annum. As well as a number of acquisitions of a normal
scale for CVS, we acquired YourVets, which alone has a turnover of almost
£10.0m. YourVets brings with it the skills of opening greenfield locations,
which we are keen to utilise.
Subsequent to the year end, a further eight surgeries have been acquired
including the Dovecote referral centre in Castle Donington.
The Group further progressed its strategic priorities and grew like-for-like
sales by 6.8% with excellent growth in all areas.
Our referrals business grew strongly during the year and the Lumbry Park
major multi‑disciplinary referral centre will begin trading in October 2015.
The recently acquired Dovecote referral practice is a substantial practice
in its own right but we will grow it further by feeding into it work that our
practices in the vicinity have previously sent to third parties.
The launch of our own brand flea and worming treatments was of particular
significance. Our own brand label is unique in the veterinary industry and as
well as giving us a pricing advantage we expect that it will help to bond our
customers to our practices. Our Healthy Pet Club scheme grew by a further
51,000 members over the period and all the out-of-hours businesses
established in the last two years grew strongly.
After the laboratory results dipped slightly in 2013 due to intense competition,
the strong growth in like-for-like sales over the last two years and the
introduction of the in-house analyser business have seen profits
double in the period.
The integration of Silvermere Haven crematorium and the acquisition
of Whitley Brook have provided significant impetus to the division. They
have allowed us to perform in house all of the crematoria work from our
own practices.
CVS GROUP PLCANNUAL REPORT2015 Our people
The Group remains the largest employer in the UK’s veterinary profession
with approximately 3,400 staff today, including around 822 vets. It is through
our people that we have delivered these excellent results for the year and
they remain our most important asset. I would like to thank them all, including
those new to CVS, for their expertise and professionalism in providing the
best possible care and service to all our customers and their pets.
The development of our staff and of our clinical and non-clinical training
continues to be a priority. No other veterinary group has the knowledge,
expertise and ability to provide so much training internally and this is an
area where CVS distinguishes itself from its competition.
During the year we launched our values and behaviours. They set out how
we behave, with our customers, staff and suppliers, rather than just what
we do. Our focus on excellent customer service remains a key element.
Outlook
The outlook for CVS remains very promising. Whilst like-for-like sales
growth in the Veterinary Practice Division returned to more normal levels
in the second half of the year and has continued at this level into 2016 this
still represents a good performance. Other initiatives, such as the benefit
of our own brand products and the opening of Lumbry Park, our major
multi-disciplinary referral centre, will begin to deliver significant benefits
in 2016. In addition the acquisition pipeline remains very buoyant.
The Board is optimistic about the Group’s future. It estimates that CVS
only has a 12% share of the UK small animal veterinary market and a negligible
share of the equine and large animal veterinary market. This demonstrates
the major opportunity for further growth and consolidation and we expect
to make further practice acquisitions.
Richard Connell
Non-Executive Chairman
25 September 2015
“The Group further progressed
its strategic priorities and grew
like-for-like sales by 6.8%.“
Dividends
It is proposed to pay a dividend of 3.0p per share in December 2015,
a 20% increase on the 2.5p per share paid in 2014. With a strong pipeline
of acquisitions, as well as significant opportunities for organic growth,
the Board believes that shareholder value can best be grown by reinvesting
the majority of operational cash flow back into the business. However,
the increased scale and growth of our business can also support a
meaningful increase in the level of dividend.
If approved at the Annual General Meeting, the dividend will be paid on
11 December 2015 to shareholders on the register on 27 November 2015.
The ex-dividend date will be 26 November 2015.
13
OVERVIEW BUSINESS REVIEW
with Simon Innes
Excellent progress on
our strategic priorities
HIGHLIGHTS
• Veterinary Practice Division revenue increased
16.7% to £147.5m and EBITDA 15.1% to £25.3m
• Laboratory Division revenue increased 23.2%
to £13.1m and EBITDA 100.4% to £2.2m
• Crematoria Division revenue increased 63.5%
to £2.6m and EBITDA 101.7% to £0.8m
• Animed Direct revenue increased 21.0%
to £10.3m and EBITDA 97.5% to £0.5m
14
Introduction
CVS Group is managed across four divisions: Veterinary Practice,
Laboratory, Crematoria and Animed Direct, our on‑line dispensary
and retailer. The Veterinary Practice Division is the core of our business
but all areas of the Group made excellent progress towards our strategic
priorities during 2015.
Divisional EBITDA figures in this section are all now stated net of costs that
were previously included in central costs. All comparatives have been restated.
Revenue by division
30 June 2015
147.5
Practices
13.1
Laboratory
2.6
Crematoria
Animed Direct
10.3
Intra-Group sales -6.2
167.3
Total Group
30 June 2014
126.4
Practices
10.6
Laboratory
1.6
Crematoria
Animed Direct
8.5
Intra-Group sales -4.2
142.9
Total Group
Veterinary Practice Division
Like‑for‑like revenue
2014 acquisitions
2015 acquisitions
Total revenue
Adjusted EBITDA
EBITDA margin (%)
2015
£m
126.5
13.3
7.7
147.5
25.3
17.1
2014
£m
119.9
6.5
—
126.4
21.9
17.4
Revenue amounted to £147.5m (2014: £126.4m), an increase of 16.7% on
the prior year. Adjusted EBITDA increased by 15.1% from £21.9m to £25.3m.
These increases include the impact of acquisitions in both 2014 and 2015.
In the year, CVS acquired 29 surgeries operating as 13 practices.
These practices contributed £7.7m of revenue and £1.0m of EBITDA
in the year. Practices acquired during the year and after the year end are
set out on pages 6 and 7. The acquisitions were predominantly of small
animal businesses but included some large animal surgeries.
Adjusted EBITDA as a percentage of sales fell slightly in the year from 17.4% in
2014 to 17.1% in 2015. This was primarily due to the lower EBITDA percentage
from the recently acquired YourVets where two sites are relatively immature
and therefore have lower profitability. Within the like-for-like businesses,
a small fall in the gross margin percentage, from 84.8% to 84.4%, was
offset by efficiencies in manpower and overhead costs.
Like‑for‑like sales grew by 5.6% for the year as a whole, with the first half of
the year showing exceptional growth but the second half returning to more
normal levels. This growth was supported by a number of successful initiatives.
The development of our referrals business, and the expertise that this requires,
has been and remains a key strategic priority for CVS. During the year we
recruited six diploma holders, bringing the total that we now employ to 17.
Some of these are based at our existing referral centres whilst others were
hired in preparation for the opening of Lumbry Park in October 2015.
STRATEGIC REPORTCVS GROUP PLCANNUAL REPORT2015
This 13,000 square foot site is a state of the art, major multi‑disciplinary
referral centre in Alton, Hampshire. It provides a full range of specialisms,
using the most modern equipment including both a Computerised
Tomography (“CT”) and a Magnetic Resonance Imaging (“MRI”) scanner.
Subsequent to the year end we acquired the Dovecote referral centre in Castle
Donington. These two new locations provide us with an excellent team and
facilities to service our customers’ needs rather than referring them to specialists
outside of CVS. As a medium‑term objective we will be seeking other locations
around the UK in which to establish further referral centres.
In the last quarter of 2015 we extended our MiPet own brand range to
include high volume flea and worming treatments. We have begun to roll
out our own brand waiting room retail range and this will be completed
during 2016. Further product launches are planned.
The own brand range has been well received by both our customers
and our staff. MiPet products are available only in our surgeries and to our
MiVetClub members and, hence, their introduction differentiates CVS
in the market. It both protects our margins and helps us retain our
competitiveness by limiting price increases.
The Healthy Pet Club loyalty scheme continued its excellent growth in the year.
Over 51,000 pets were added to the scheme increasing membership by over
32% and bringing the total membership to 213,000. The scheme provides
preventive medicine to our customers’ pets as well as a range of discounts
and benefits. We gain from improved customer loyalty, encouraging clinical
compliance, protecting revenue generated from drug sales, and bringing more
customers into our surgeries. Monthly subscription revenue generated in
the year increased to £18.8m (2014: £13.9m) and the year-end run rate
represented 13.0% of practice revenue.
During the year we opened another out-of-hours centre in addition to the
four we opened in 2014. This further reduces our reliance on third parties
for the 24-hour cover that vets are required to provide to their customers.
Satisfying the requirement ourselves significantly improves the experience
of our customers and their pets and, except for the most recently opened
site, all of our out‑of‑hours centres are now profitable.
We continue to perform out-of-hours work for other veterinary practices
and will seek to develop further centres as our growing density in an
area makes this effective.
The development of our veterinary practice management systems
continued during the year. Key data from all practices except the most
recent acquisitions is now linked and we can now perform analysis at
divisional, rather than just practice, level. This will further improve our
understanding and management of the business.
We continued to invest strongly in our surgeries, spending over £2.3m
on refurbishing and extending a number of premises including Beaumont
in Killington, and Nine Mile in Wokingham. We extended the surgery at Twyford in
order that animals no longer have to be transported to the main practice site. We
will continue to spend significant amounts on developing our estate to provide
a welcoming experience for our customers and to generate revenue growth.
In addition to refurbishments, we spent £2.4m on equipment in our
practices. At Beechwood in Doncaster we have recently installed a CT
scanner and will install several more at other locations over the next year.
We now have digital x-ray equipment at almost 100 sites. This technology
provides substantially quicker results than traditional x-ray and allows us
to avoid the use of unpleasant and potentially dangerous chemicals. All this
equipment improves our diagnostic capability and our ability to serve our
customers in a professional environment.
MiVetClub, our buying group, has found it challenging to prise vets away
from their existing suppliers and buying groups. However, in recent months
we have signed up three new members bringing our total to five. We are
in discussions with a number of other potential members. The business
continues to add modestly to our profitability and we believe that it has
significant long-term potential, not only by allowing practices to benefit
from our buying power but also through providing other services such
as health and safety expertise and administering loyalty club schemes.
Our own recruitment business, Pet Medic Recruitment, has primarily focused
on providing locums for the Veterinary Practice Division. This helps to deliver
our continuing aims of improving service and reducing costs. The business also
provides a small number of locums to third parties and sources permanent staff.
Our team within the Veterinary Practice Division will always be one of our most
valuable assets and one that we aim to continue to develop. The two essential
skills of retail management experience and clinical expertise are combined
through our Director of Practice Operations being supported by both our
Director of Clinical Services and our Director of Referrals. They are supported
by regional and local practice managers. Many of the regional managers
are vets with many years’ experience of operating in practice.
We continually aim to improve our staff training and career opportunities
and in January 2015 we launched our Nurse Academy. This provides nurses
with advanced training in one of four areas: medicine, surgery, emergency
and critical care, and clinical nursing. It is designed to fill a gap which exists
across the profession in the post-qualification training of nurses.
Our vet graduate training scheme continues to grow and 106 graduates
have gone through the scheme in the past two years. The scheme
is designed to assist newly qualified vets in making the challenging
transition from university to day-to-day practice.
Clinical development remains a core aspect of our training. All of our vets
and nurses are provided with a wide range of training on surgical procedures,
nutrition and drugs both through in-house expertise and external courses.
We also sponsor further qualifications for vets such as certificates and diplomas.
Increasingly this training is carried out in house by our own experts.
Laboratories
Revenue
Adjusted EBITDA
EBITDA margin (%)
2015
£m
13.1
2.2
17.0
2014
£m
10.6
1.1
10.5
The Laboratory Division generated revenue of £13.1m, a 23.2% increase
on the prior year figure of £10.6m. Adjusted EBITDA doubled from
£1.1m to £2.2m.
15
STRATEGIC REPORT BUSINESS REVIEW
Continued
Laboratories continued
Like‑for‑like revenue in the laboratory diagnostics business increased by
10.7% following a similar increase in the previous year. The growth in the analyser
business reflected the rollout of the analysers across the whole CVS estate
as well as a few external sales. Now that the internal rollout is complete the
development of external sales will be an increasing focus. Despite the growing
analyser business having a lower gross margin percentage than the laboratory
diagnostics business, the gross margin percentage for the division rose
significantly from 75.2% to 80.6%. This reflected some easing in price
pressures and success in encouraging customers to perform more tests.
Overall EBITDA as a percentage of sales showed substantial growth from
10.5% to 17.0%, reflecting the margin improvement and the operational
efficiencies gained from the substantial increase in revenue.
Crematoria
Like‑for‑like revenue
Acquisitions
Total revenue
Adjusted EBITDA
EBITDA margin (%)
2015
£m
1.6
1.0
2.6
0.8
29.6
2014
£m
1.4
0.2
1.6
0.4
24.0
The Crematoria Division delivered revenue of £2.6m (2014: £1.6m), an increase
of 63.5%. Like‑for‑like sales were 11.8% higher, the increase being generated
across all aspects of the business: from CVS’ own practices, other veterinary
practices and customers visiting the crematoria themselves.
The increased revenue from acquisitions was primarily at Silvermere Haven,
which had a full year of trading in 2015 but only five months in 2014. In addition,
Silvermere Haven took on more crematoria and waste collection work from
CVS practices.
Adjusted EBITDA doubled to £0.8m. EBITDA as a percentage of sales
improved from 24.0% to 29.6% as the leverage of the increased level
of revenue took effect.
The Crematoria Division now carries out all of the work for our own practices
except for a few recent acquisitions. The recent acquisition of Whitley Brook
crematorium frees up some capacity at Rossendale and provides some
efficiency through reduced transport costs. The extension of our geographic
spread of crematoria across the UK remains a strategic priority.
Animed Direct, our on‑line dispensary and retailer, had another good year.
Revenue was £10.3m, a 21.0% increase on the prior year figure of £8.5m.
Adjusted EBITDA increased from £0.3m to £0.5m.
The business focuses on prescription and non-prescription medicines
where the Group’s buying power allows it to be extremely competitive.
The business now has a customer database of over 322,000 people.
The average value of each purchase during the year was £28.94
(2014: £29.91).
Sales in the first half of the year were very strong but growth was minimal in
the second half because a major internet search engine, without explanation,
cut off its shopping feed. This was restored just before the year end but
sales growth will take some time to pick up.
In April 2015 the business launched its first local language website in French
and selling in Euros. This was delayed initially due to the plethora of different
regulations and medicine licences across Europe and then because of legal
challenges about selling drugs on‑line in France. All these obstacles have been
overcome and in doing so we have learnt a lot that will help us as we plan
further European sites. Revenue from the French site is modest and these
European sales are not initially expected to generate any additional profit
as we broadly aim to break even in the first few years of trading.
Central administration
Central administration costs include those of the central finance, IT,
human resources, purchasing, legal and property functions. Total costs
were £5.8m (2014: £5.4m), representing 3.5% of revenue (2014: 3.8%).
The continued growth and development of the Group have required increased
costs to support it and to establish a firm foundation for growth over the
next few years.
All functions have taken on additional staff to assist with the integration
of acquisitions and the ongoing management of the enlarged business.
Focus has remained on developing our support systems to continue to
improve efficiency and effectiveness. The resilience of our IT systems
has been improved, our intranet was launched during the year and our
new Group website was launched just after the year end. Budgeting
and analysis systems have been further developed and we have recently
begun several initiatives to introduce self-service functions on our payroll
and human resources systems.
The increased scale of our support functions necessitates the move to a
larger head office and this move is expected to take place in October 2015.
In due course we will move Animed Direct onto the same site.
Animed Direct
Revenue
Adjusted EBITDA
EBITDA margin (%)
16
Simon Innes
Chief Executive
25 September 2015
2015
£m
10.3
0.5
4.8
2014
£m
8.5
0.3
3.6
STRATEGIC REPORTCVS GROUP PLCANNUAL REPORT2015 KEY PERFORMANCE INDICATORS
Strong results
The Directors monitor progress against the Group’s
strategy by reference to the following financial KPIs.
REVENUE
£m
Definition
Total revenue of the Group.
£167.3m
15
14
167.3
142.9
Changes in 2015
Acquisitions in the year and the full‑year impact of the prior year’s acquisitions
generated additional revenue of £22.0m.
Other significant factors were as for like-for-like sales performance noted below.
LIKE-FOR-LIKE
SALES PERFORMANCE
6.8%
15
14
%
6.8
6.9
Definition
Revenue generated from all operations compared to prior year on a pro-forma basis
(i.e. including unaudited pre‑acquisition revenues in respect of acquisitions in the
current and comparative periods).
Changes in 2015
The like‑for‑like increase reflected strong performances in all divisions. It was helped by
the growth in referrals work and HPC membership, the development of Animed Direct
and higher volumes in the Laboratory Division. Significant competitive pressures
continued at some locations, reducing their revenue.
HEALTHY PET CLUB REVENUE
%
13.0%
15
14
13.0
11.8
Definition
Revenue received from HPC members as a percentage of total revenue for the year.
Changes in 2015
The growth of Healthy Pet Club membership from 162,000 to 213,000 led to the
increase for the year.
GROSS MARGIN AFTER
MATERIALS PERCENTAGE
82.8%
15
14
%
82.8
82.9
Definition
Gross margin after deducting the cost of drugs and other goods sold or used
by the business from revenue expressed as a percentage of total revenue.
Changes in 2015
The marginal fall in this percentage primarily reflects the higher level of growth
of Animed Direct and other businesses compared to the Veterinary Practice Division
and the lower gross profit margin in practices acquired. As these businesses have
a relatively low margin, the Group margin has fallen.
17
STRATEGIC REPORTCVS GROUP PLCSTRATEGIC REPORTANNUAL REPORT2015 KEY PERFORMANCE INDICATORS
Continued
ADJUSTED EBITDA
£m
£23.0m
15
14
23.0
18.3
Definition
Earnings before income tax, net finance expense, depreciation, amortisation
and costs relating to business combinations.
Changes in 2015
A £3.4m increase in adjusted EBITDA in the Veterinary Practice Division and smaller
increases in the other divisions have been partly offset by increased central costs
incurred to build a foundation for further development of the Group.
ADJUSTED EPS
24.7p
15
14
19.0
CASH GENERATED
FROM OPERATIONS
£22.2m
15
14
p
24.7
£m
22.2
20.7
Definition
Earnings adjusted for amortisation, costs relating to business combinations
and non‑recurring tax credits net of the notional tax impact of the above,
divided by the weighted average number of issued shares.
Changes in 2015
The increase primarily reflects the improvement in adjusted EBITDA.
Definition
Cash inflow before payments of taxation and interest, acquisitions, purchase of property,
plant, equipment and intangible assets, payments of dividends, debt issue costs,
increase/repayment of bank loans and proceeds from issue of shares.
Changes in 2015
The increase primarily reflects the improvement in EBITDA of the business.
RETURN ON INVESTMENT
ON ACQUISITIONS MADE
DURING THE YEAR
%
18.7%
Definition
Annualised adjusted EBITDA relating to acquisitions during the year compared to the
consideration paid.
Changes in 2015
The reduction in Return on Investment (“ROI”) is reflective of the higher average EBITDA
multiples being paid for acquisitions.
15
14
18
18.7
20.9
STRATEGIC REPORTCVS GROUP PLCANNUAL REPORT2015 PRINCIPAL RISKS AND UNCERTAINTIES
Managing our risks
The Group’s businesses are subject to a wide variety of risks.
Some of the most significant risks are explained below together
with details of actions that have been taken to mitigate these risks.
Risk
Description
Mitigating factors
ECONOMIC
ENVIRONMENT
A poor economic environment
poses a risk to the Group through
reduced consumer spending on
veterinary, laboratory, crematoria
and on-line services.
The improvement in the UK economy in the last few years has helped the business
to improve revenue and profitability but the Group seeks to become more resilient
to future downturns in economic conditions.
The expansion of the Group’s business to provide a broader-based service including
referrals, out-of-hours, equine and large animal services spreads the risk of a downturn
in any one business.
The Veterinary Practice Division has continued to grow its Healthy Pet Club loyalty schemes
during the year as one way of mitigating this risk. The scheme has the significant benefits of
stimulating customer loyalty, ensuring clinical compliance in preventive medicine, protecting
revenue from drug sales, and bringing customers into the surgery.
The further development of an own brand product range will help to reduce the risk
of customers buying drugs on‑line, whilst the growth of Animed Direct protects the
Group further as customers switching to buying on-line will still be buying from CVS.
COMPETITION
The Group is exposed to
risk through the actions
of competitors.
The geographic spread of the Group’s businesses and the fragmented nature of
the market help mitigate this risk. Furthermore, the expansion of the Group’s Healthy
Pet Club loyalty schemes, the expansion into other business areas and the growth of
Animed Direct, our on‑line dispensary and pet shop, provide further mitigation against
the risk of competition.
ADVERSE
WEATHER
In common with many businesses
the Group’s revenue is adversely
affected during sustained periods
of severe winter weather.
The increasing proportion of income through the Healthy Pet Club and on‑line through
Animed Direct reduces the risk of lost income through poor weather. As the Group
widens its geographical presence the exposure to this risk will be further mitigated.
KEY
PERSONNEL
The Group has limited risk in
relation to the ability to attract
and retain appropriately qualified
veterinary surgeons.
The Group is committed to the development of its employees and will continue to recruit
specialist and qualified professionals to promote its services. Our graduate recruitment
scheme is recognised across the industry and our Aspirational Leadership Programme
helps to develop and retain senior staff. The involvement of senior personnel is
encouraged through the operation of the Group’s Long Term Incentive Plan (“LTIP”).
An annual Save As You Earn (“SAYE”) scheme, available to all staff, aids the retention
of other staff.
19
STRATEGIC REPORTCVS GROUP PLCSTRATEGIC REPORTANNUAL REPORT2015 PRINCIPAL RISKS AND UNCERTAINTIES
Continued
Risk
Description
Mitigating factors
CLINICAL
STANDARDS
If clinical standards expected
by customers, industry forums and
regulatory authorities are
not maintained the Group is
at risk of losing revenue.
The Group has established a formal organisation structure such that clinical policies
and procedures are developed by veterinary experts. Day‑to‑day monitoring and staff
training ensures compliance. The Group has further mitigated risk by ensuring that
suitable insurance policies are taken out at both an individual and a corporate level.
ADVERSE
PUBLICITY
Adverse publicity could result
in a reduction in customer
numbers and in revenue.
The Group has policies and procedures in place to ensure that high standards
of customer service and clinical excellence are maintained. The individual branding
of our practices reduces the risk of publicity at one practice impacting on another.
CHANGES IN
VETERINARY
REGULATIONS
Changes in veterinary regulations
could impact on the work we are
allowed to perform and the way
we work.
No significant proposed changes are known. Any changes are likely to impact
our competitors in the same way they impact the Group.
CHANGES IN
TAXATION
Most changes in taxation cannot
be predicted and the impact of
any change can be variable.
The only change in taxation that has been proposed and impacts on the Group
is a reduction in the corporation tax rate from 20% to 19% from 1 April 2017
and to 18% in 2020. This will benefit the Group.
Changes in taxation are likely to impact our competitors in the same way they
impact the Group.
RELIANCE ON
ONE SUPPLIER
OF MEDICINES
The majority of medicines
are purchased through
one wholesaler.
A two‑year supply agreement was signed in April 2015 to secure the provision of
medicines. Three wholesalers can supply most medicines; hence, supply is available
if the existing CVS wholesaler were to withdraw. CVS also has direct relationships with
many manufacturers which would enable direct supply should any difficulties occur.
20
STRATEGIC REPORTCVS GROUP PLCANNUAL REPORT2015 FINANCE REVIEW
with Nick Perrin
Further growth in EBITDA
and a healthy balance sheet
HIGHLIGHTS
• Adjusted EBITDA increased from £18.3m
to £23.0m
• Cash generated from operations was £22.2m
• Adjusted EPS increased to 24.7p
Financial highlights
CVS has continued to deliver growth in revenues, profits and earnings
per share. Key financial highlights are shown below:
Revenue (£m)
Adjusted EBITDA (£m)
Adjusted profit before tax (£m)
Adjusted earnings per share (p)
Operating profit (£m)
Profit before tax (£m)
Basic earnings per share (p)
2015
167.3
23.0
18.2
24.7
9.8
8.5
11.6
2014
142.9
18.3
14.3
19.0
7.5
6.3
8.3
Change
%
17.0
25.9
28.6
30.0
29.8
34.8
39.8
Management uses adjusted EBITDA and adjusted EPS as the basis for
assessing the underlying financial performance of the Group. These figures
exclude certain non-recurring and non-trading items and hence assist in
understanding the underlying performance of the Group. These terms are
not defined by International Financial Reporting Standards and therefore may
not be directly comparable with other companies’ adjusted profit measures.
An explanation of the difference between the reported operating profit
figure and adjusted EBITDA is shown below:
Operating profit as reported
Adjustments for:
Amortisation and depreciation
Costs of business acquisitions
Adjusted EBITDA
2015
£m
9.8
12.0
1.2
23.0
2014
£m
7.5
10.1
0.7
18.3
The £4.7m (25.9%) improvement in the adjusted EBITDA figure compared
with the prior year arises primarily from the underlying growth within the
Veterinary Practice Division (£1.0m) and the Laboratory Division (£1.1m),
acquisitions during the year (£1.0m) and the full-year effect of prior year
acquisitions (£1.4m) offset by an increase in central administration costs (£0.4m).
Adjusted EBITDA as a percentage of revenue (adjusted EBITDA margin)
increased from 12.8% in 2014 to 13.8%. This primarily reflects increased
margins in the Laboratory, Crematoria and Animed Direct Divisions.
Adjusted earnings per share (as defined in note 11 to the financial statements)
increased 30.0% to 24.7p (2014: 19.0p). Basic earnings per share was 39.8%
higher than the prior year at 11.6p (2014: 8.3p).
21
STRATEGIC REPORTCVS GROUP PLCSTRATEGIC REPORTANNUAL REPORT2015 FINANCE REVIEW
Continued
The Group has generated consistent
growth in the scale of its business
and profits over recent years
Financial highlights continued
Profit before tax for the year increased from £6.3m to £8.5m. Adjusted profit
before tax excludes the impact of amortisation of intangible assets and one-off
transaction costs. We believe this more fairly reflects the underlying performance
of the business and shows a 28.6% increase in the year from £14.3m to £18.2m.
Long-term growth
The Group has generated consistent growth in the scale of its business and
profits over recent years. A summary of the compound annual growth rates
(“CAGR”) over the past five years in key financial figures is as follows:
Revenue (£m)
Adjusted EBITDA (£m)
Adjusted profit before tax (£m)
Adjusted earnings per share (p)
2015
167.3
23.0
18.2
24.7
2010
85.5
12.5
8.8
12.7
CAGR
%
14.4
13.0
15.8
14.2
£22.8m was paid for the 29 surgeries and one pet crematorium which
were acquired during 2015 and £2.5m of loan notes were issued as part
of the consideration for the YourVets acquisition. £1.7m related to the
repayment of bank loans inherited with the acquisition of YourVets.
The acquired businesses have been integrated into the Group and
are trading as expected.
Taxation paid increased in line with the profits of the Group. The interest
payment of £1.3m was similar to last year and reflects both stable interest
rates and the overall debt levels of the Group.
Proceeds from Ordinary shares were primarily from the exercise of options
under the Group’s approved SAYE scheme which allows staff to save regular
amounts each month over a three-year period and benefit from increases
in the Group’s share price over that time.
£0.5m debt issuance costs were paid to the Group’s existing lender following
the agreement of an increased bank facility.
The Group’s net debt comprises the following:
Cash flow and net debt
Cash generated from operations was £22.2m (2014: £20.7m). The increase
reflects the growth in EBITDA.
Net debt increased by £14.9m to £46.2m (2014: £31.3m) largely as
a consequence of higher acquisition activity and continued investment
in the business. The movement in net debt is explained as follows:
Cash generated from operations
Capital expenditure
Taxation paid
Interest paid
Free cash flow
Acquisitions
Proceeds from Ordinary shares
Dividends paid
Debt issuance costs
Increase in net debt
2015
£m
22.2
(6.5)
(2.3)
(1.3)
12.1
(25.3)
0.3
(1.5)
(0.5)
(14.9)
2014
£m
20.7
(5.3)
(2.5)
(1.2)
11.7
(12.4)
0.5
(1.1)
—
(1.3)
Cash available for discretionary expenditure (“free cash flow”) increased
from £11.7m to £12.1m.
Capital expenditure included £2.3m spent on the refurbishments
across the Group, £1.2m on the development of Lumbry Park, £1.4m
on maintaining and improving equipment, £0.6m on laboratory analysers,
£0.6m on IT systems development, £0.2m on vehicles and £0.2m on land
and property.
Borrowings repayable:
within one year
after more than one year
Total borrowings
Cash in hand and at bank
Net debt
2015
£m
14.1
35.1
49.2
(3.0)
46.2
2014
£m
3.6
29.9
33.5
(2.2)
31.3
The £49.2m of borrowings is principally the £31.7m term loan (net of
unamortised issue costs), £15.0m Revolving Credit Facility (“RCF”) and £2.5m
loan notes issued in respect of the YourVets acquisition. The term loan is
repayable in one bullet payment in 2017 and the loan notes are repayable
in 2018.
On 28 March 2015 the Group entered into a new bank facility with
its existing lender. These facilities replaced the existing bank loan
arrangements on more favourable terms, including a lower interest rate.
The facilities comprise the following elements: a fixed term loan of £32.0m,
repayable on 27 January 2017 via a single bullet repayment; a five‑year
RCF of £48.0m that runs to 27 March 2020; and a £5.0m overdraft facility
renewable annually. The facility provides an option for the Group to
refinance the repayment of the £32.0m fixed term loan through
an additional RCF.
The two main financial covenants associated with the Group’s bank facilities
are based on Group borrowings to EBITDA and Group EBITDA to interest ratios.
£33.0m of the RCF remained unutilised at 30 June 2015 but is available to
fund business development including further acquisitions. The Board remains
committed to expanding the Group through further acquisitions in all divisions,
as well as through organic growth. The opportunities for acquisitions in all
areas of the Group’s business remain strong.
22
STRATEGIC REPORTCVS GROUP PLCANNUAL REPORT2015
The Board considers that maintaining a reasonably leveraged balance sheet
is appropriate for the Group, given the strong, stable and improving nature
of its cash flows and the opportunities to acquire businesses that enhance
profitability. The loan agreements allow a borrowings to EBITDA ratio of up
to 3.0 times. Given the relatively high free cash flow of the Group, the Board
is comfortable with operating at close to this level.
The Group manages its banking arrangements centrally. Funds are swept
daily from its various bank accounts into deposit accounts to optimise
interest generation.
Interest rate risk is also managed centrally and derivative instruments are used
to mitigate this risk. The bank facility agreement requires that at least 60% of the
interest rate exposure on the term loan is hedged and the hedge has been
maintained at approximately 60% throughout the year.
Taxation
The Group’s effective tax rate was 20.1% (2014: 24.5%). The principal
reason for the significant decrease is the change in the standard taxation
rate. A reconciliation of the expected tax charge at the standard rate to the
actual charge in millions of pounds and as a percentage of profit before tax
is shown below:
Profit before tax
Expected tax at standard rate of tax
Expenses not deductible for tax
Adjustments to prior year tax charge
Benefit of tax rate change
Actual charge/effective rate of tax
£m
8.5
1.8
0.3
(0.2)
(0.2)
1.7
%
20.8
3.2
(2.8)
(1.1)
20.1
All of the Group’s revenues and the majority of expenses are subject to
corporation tax. The main expenses which are not deductible for tax are
costs relating to acquisitions. Tax relief against some expenses, mainly
depreciation, is received over a longer period than that for which the
costs are charged in the financial statements.
Share price performance
At the year end the market capitalisation was £382.5m (646p per share)
compared to £190.5m (327p per share) at the previous year end. The graph
below shows the total shareholder return performance compared to the
FTSE AIM All‑Share Index. The values indicated in the graph show the share
price movement based on a hypothetical £100 holding in Ordinary shares
from 1 July 2010 to 30 June 2015.
800.0
700.0
600.0
500.0
£
400.0
300.0
200.0
100.0
0.0
1 July 2010 1 July 2011 1 July 2012 1 July 2013 1 July 2014 1 July 2015
CVS
FTSE AIM All-Share
Key contractual arrangements
The Directors consider that the Group has only one significant third-party
supplier contract which is for the supply of veterinary drugs. In the event that
this supplier ceased trading the Group would be able to continue in business
without any disruption in trading by purchasing from alternative suppliers.
Forward-looking statements
Certain statements in this Annual Report are forward looking. Although
the Board believes that the expectations reflected in these forward‑looking
statements are reasonable, it can give no assurance that these expectations
will prove to be correct. Because these statements involve risks and
uncertainties, actual results may differ materially from those expressed
or implied by these forward‑looking statements.
The tax charge has increased £0.2m on the previous year despite an increase
in profitability of £2.2m. This is due to the tax on the increased profit being
partially offset by the reduction in the standard rate of corporation tax which
not only reduces the corporation tax charge for the year but has led to a
one-off reduction in the deferred tax liability to reflect the reduced rate.
Nick Perrin
Finance Director
25 September 2015
Impact of increase to the National Living Wage (“NLW”)
The summer budget increased the NLW from £6.50 to £7.20 per hour for
workers aged over 25, effective from April 2016. The change in legislation
also increased the national minimum for apprentices, workers aged 16–21
and workers aged 21–25. The after-tax impact on the Group’s profit is
£0.3m; however, the potential impact of maintaining salary differentials
has not been quantified.
The Strategic Report on pages 2 to 23 was authorised by the Board
of Directors on 25 September 2015 and was signed on its behalf by:
Nick Perrin
Finance Director
25 September 2015
23
STRATEGIC REPORT BOARD OF DIRECTORS
A strong leadership team
1. RICHARD CONNELL (60)
Non-Executive Chairman
NA
R
4. NICK PERRIN (55)
Finance Director
Richard Connell is a Chartered Accountant and
worked in investment management with 3i Group,
Invesco and HSBC. In addition to his role with CVS,
he is chairman of a number of other companies
and was previously chairman of Dignity plc,
Mercury Pharma and Ideal Stelrad Group.
Richard is Chairman of the Audit Committee
and the Nominations Committee.
2. SIMON INNES (55)
Chief Executive
Simon Innes was appointed as Chief Executive in
January 2004. Prior to this he was chief executive
of Vision Express from 2000 to 2004, over which
time he built the business up to £220m turnover
and 205 practices, and reversed a loss-making
position to create one of the most profitable
corporate optical operators in the UK. Prior
to Vision Express, Simon was on the board
of Hamleys PLC as operations director and
gained ten years’ management experience
at Marks & Spencer. He also served seven years
in the British Army, achieving the rank
of Captain in the Royal Engineers.
Nick Perrin was appointed as Finance Director
in January 2013. He has extensive experience
in multi-site retail and service businesses. During
2012 Nick was interim chief financial officer at
Praesepe plc, a leading UK bingo and gaming
centre operator and from 2008 to 2010 was
finance and IT director at Genting UK plc,
which operated the largest number of casinos
in the UK. He previously spent nine years at
The Co-operative Group, initially as group
financial controller and then as finance
director of the Specialist Retail division.
5. REBECCA CLEAL (34)
Company Secretary
Rebecca Cleal joined CVS in July 2009 as the
Group’s first in-house solicitor, specialising in
commercial property. Prior to this she worked for
three years in private practice in both Kent and
Norfolk. Rebecca has a master’s degree from
the University of Kent and was appointed as
Company Secretary on 1 January 2013.
KEY
3. MIKE McCOLLUM (48)
Non-Executive Director
A N
R
Chairman
Member
Mike McCollum is chief executive officer of
Dignity plc, a FTSE 250-listed provider of funeral
services. Like CVS this is a multi-site, acquisitive
service business. As finance director he was a
prime mover in the 2002 leveraged buyout, the
whole-business securitisation in 2003 and the
IPO in 2004. He became chief executive in 2009.
Mike is a solicitor and holds an MBA from the
University of Warwick. He is Chairman of
the Remuneration Committee.
A Audit Committee
R Remuneration Committee
N Nominations Committee
1
2
3
4
5
24
GOVERNANCECVS GROUP PLCANNUAL REPORT2015 CORPORATE GOVERNANCE STATEMENT
Complying with corporate
governance best practice
REBECCA CLEAL
Company Secretary
Principles of corporate governance
The Directors are committed to maintaining
high standards of corporate governance
and, as far as is considered practicable and
appropriate for a public company of CVS’ size,
seek to apply the principles of good governance
set out in the UK Corporate Governance Code
issued in September 2012. However, we do not
fully comply with the UK Corporate Governance
Code but we have reported on our corporate
governance arrangements by drawing upon best
practice available, including those aspects of the
UK Corporate Governance Code we consider
to be relevant to the Company, even though
it is not compulsory for AIM-listed companies.
Board of Directors
The Board of Directors consists of four members,
including a Non-Executive Chairman and a
Non-Executive Director.
The business of the Company and its subsidiaries
is the combined responsibility of the Board, which
is responsible for controlling and leading the
Group. The Board’s responsibilities include:
– setting the strategy of the Group and making
major strategic decisions;
– approving other significant operational matters;
All Directors are able to take independent
professional advice on the furtherance of their
duties if necessary. They also have access to the
advice and services of the Company Secretary,
and, where it is considered appropriate and
necessary, training is made available to Directors.
All Directors receive updates on the duties and
responsibilities of being a Director of a listed
company. This covers legal, accounting and tax
matters as required. The Company maintains
appropriate insurance cover in respect of any
legal action against its Directors. The level of
cover is currently £20.0m for any one claim.
Both the Chairman, R Connell, and M McCollum
have been independent Non-Executive Directors
throughout the year and the Board identifies
M McCollum as the Senior Independent
Non-Executive Director. Mindful of their other
commitments they have formally confirmed
to the Board that they have sufficient time
to devote to their responsibilities as
Directors of the Group.
The Board has appointed three Committees: the
Audit Committee, the Remuneration Committee
and the Nominations Committee. All operate
within defined terms of reference. Details of
the Committees are set out below.
– agreeing annual budgets and monitoring results;
THE AUDIT COMMITTEE
– monitoring funding requirements;
– reviewing the risk profile of the Group and
ensuring adequate internal controls are in place;
– approving all acquisitions and major capital
expenditure; and
– proposing dividends to shareholders.
The Committee consists of two Non-Executive
Directors, R Connell and M McCollum. R Connell
is a Chartered Accountant and M McCollum has
worked previously as the CFO for a FTSE 250
business. The Board considers that both
members of the Audit Committee have
significant financial expertise.
Those attending and the frequency of Board and Committee meetings held in the financial year
were as follows:
Board
Audit
Committee
Remuneration
Committee
Nominations
Committee
Number of meetings
R Connell
S Innes
N Perrin
M McCollum
10
10
10
10
10
2
2
2*
2*
2
2
2
2*
2*
2
* In attendance by invitation of the respective Committee.
1
1
1*
1*
1
25
GOVERNANCECVS GROUP PLCGOVERNANCEANNUAL REPORT2015 CORPORATE GOVERNANCE STATEMENT
Continued
THE AUDIT COMMITTEE continued
The Audit Committee’s duties primarily concern financial reporting, internal
control and risk management systems, whistle-blowing procedures, internal
audit and external audit arrangements (including auditor independence).
The Committee is responsible for ensuring that the financial performance
of the Group is properly monitored and reported on, for meeting with the
external auditors and for reviewing their reports relating to financial statements
and internal control matters. The Chief Executive and the Finance Director
are invited to attend such meetings, but the Committee also meets with the
auditors without the Chief Executive and the Finance Director being present
at least once annually. Other members of management are invited to present
such reports as are required for the Committee to discharge its duties.
The agenda of each meeting is linked to the reporting requirements of the
Group and the Group’s financial calendar. Each Audit Committee member
has the right to require reports on matters relevant to its terms of reference
in addition to the regular items.
In the year ended 30 June 2015 and up to the date of this report the
actions taken by the Audit Committee to discharge its duties included:
– reviewing the 2015 Annual Report and financial statements and the
Interim Report issued in March 2015. As part of these reviews the Committee
received a report from the external auditors on their audit of the annual
financial statements;
– reviewing the effectiveness of the Group’s internal controls and
disclosures made in the Annual Report and financial statements;
– meeting with the external auditors, without management being present,
to discuss any issues arising from the audit;
– agreeing the fees to be paid to the external auditors for their audit
of the 2015 financial statements;
– considering the need for an internal audit function; and
– reviewing the performance and independence of the external auditors.
The Audit Committee has a programme for reviewing its effectiveness.
THE REMUNERATION COMMITTEE
The Chairman of the Remuneration Committee is M McCollum and its
other member is R Connell. It reviews the performance of Executive Directors,
sets the scale and structure of their remuneration and reviews the basis
of their service agreements with due regard to the interests of the shareholders,
utilising the services of external consultants as appropriate.
The Remuneration Committee also makes recommendations to the Directors
concerning any long-term incentive plans including the award of share options
to Directors and senior employees; it also reviews the ongoing appropriateness
and relevance of the Company’s remuneration. The Chief Executive and
Finance Director are invited to attend meetings as appropriate but are not
permitted to participate in discussions relating to their own remuneration.
The Remuneration Committee Report can be found on pages 28 to 31.
THE NOMINATIONS COMMITTEE
The Chairman of the Nominations Committee is R Connell and its other
member is M McCollum. It meets at least once annually. The Nominations
Committee is responsible for reviewing the structure, size and composition
including skills, knowledge and experience of the CVS Board. It is also
responsible for the co-ordination of the annual evaluation of the
performance of the Board and of its Committees.
It is responsible for making recommendations to the CVS Board on all CVS
Board appointments and on the succession plans for both Executive Directors
and Non-Executive Directors.
Relations with shareholders
Copies of the Annual Report and financial statements are issued
to all shareholders and copies are available on the Group’s website
(www.cvsgroupplc.com). The Group also uses its website to provide information
to shareholders and other interested parties. The Company Secretary also
deals with correspondence as and when it arises throughout the year.
At the Annual General Meeting the shareholders are entitled to raise
questions and queries, and the Chairman along with the Chief Executive
and other Directors are available before and after the meeting for further
discussions with shareholders.
The Chief Executive and the Finance Director have regular meetings with
institutional investors, private client brokers, individual shareholders, fund
managers and analysts to discuss information made public by the Group.
The Chairman and the Non-Executive Directors are always available
to shareholders on all matters relating to governance and strategy.
They may be contacted through the Company Secretary at
company.secretary@cvsvets.com.
Internal control
The Board is ultimately responsible for the Group’s system of internal
control and for reviewing its effectiveness on an ongoing basis.
The system is designed to manage rather than eliminate the risk of failure
to achieve the Group’s strategic objectives, and can only provide reasonable
and not absolute assurance against material misstatement or loss.
26
GOVERNANCECVS GROUP PLCANNUAL REPORT2015 Going concern
At the balance sheet date the Group had cash balances of £3.0m
and an unutilised overdraft facility of £5.0m. A £48.0m Revolving Credit
Facility was signed on 28 March 2015, of which £15.0m was utilised at the
year end. Since the year end, the Group has continued to trade profitably
and to generate cash. Although the Group had net current liabilities of
£20.3m at 30 June 2015, the Directors consider that the £5.0m overdraft
and the £48.0m Revolving Credit Facility enable them to meet all current
liabilities when they fall due. After consideration of market conditions,
the Group’s financial position (including the level of headroom available
within the bank facilities), its profile of cash generation and the timing
and amount of bank borrowings repayable, the Directors have formed
a judgement at the time of approving the financial statements that both
the Company and the Group have adequate resources available to continue
operating in the foreseeable future. For this reason, the going concern
basis continues to be adopted in preparing the financial statements.
By order of the Board
Rebecca Cleal
Company Secretary
25 September 2015
The key risk management processes and internal control procedures
include the following:
– the close involvement of the Executive Directors in all aspects of
the day-to-day operations, including regular meetings with senior
staff from across the Group and a review of the monthly operational
reports compiled by senior management;
– clearly defined responsibilities and limits of authority. The Board has
responsibility for strategy and has adopted a schedule of matters which
are required to be brought to it for decision;
– a comprehensive system of financial reporting, forecasting and
budgeting. Detailed budgets are prepared annually for all parts
of the business. Reviews occur through the management structure
culminating in a Group budget which is considered and approved by
the Board. Group management accounts are prepared monthly and
submitted to the Board for review. Variances from the budget and
the prior year are closely monitored and explanations are provided
for significant variances. Independent of the budget process, the Board
regularly reviews revised profit, cash flow and bank covenant compliance
forecasts which are updated to reflect actual performance trends;
– a continuous process for identifying, evaluating and managing significant
risks across the Group together with a comprehensive annual review
of risks which covers both financial and non-financial areas; and
– a central team that checks clinical, health and safety compliance in all
parts of the Group.
The Board is committed to maintaining high standards of business conduct
and ethics, and has an ongoing process for identifying, evaluating and managing
any significant risks in this regard.
The internal control procedures are delegated to the Executive Directors
and senior management and are reviewed in the light of the ongoing
assessment of the Group’s significant risks.
Internal audit
The Audit Committee has reviewed the key risk management processes
and internal control procedures described above and is satisfied that the
processes and controls currently in place are appropriate for a public company
of CVS’ size. As a consequence, the Audit Committee is of the opinion
that there is currently no need for an internal audit function, but they
will continue to consider this going forward.
27
GOVERNANCE REMUNERATION COMMITTEE REPORT
Linking remuneration
to performance
MIKE McCOLLUM
Chairman of the Remuneration Committee
As an AIM-quoted company, the information
provided is disclosed to fulfil the requirements
of AIM rule 19. CVS Group plc is not required
to comply with Schedule 8 of the Large and
Medium-sized Companies and Groups
(Accounts and Reports) Regulations 2008.
The information is unaudited.
Remuneration policy
Remuneration policy in respect of Executive
Directors is designed to ensure that the Group
achieves its potential and increases shareholder
value. In respect of basic salary, the objective is
to ensure that the Group attracts and retains high
calibre executives with the skills, experience and
motivation necessary to direct and manage the
affairs of the Group. Annual bonuses and long-term
incentive plans are seen as an important part of
each Director’s total remuneration and are designed
to drive and reward exceptional performance.
The policy also provides for post-retirement
benefits through contributions to Executive
Directors’ personal pension schemes, together
with other benefits such as a company car
and life and medical insurance.
The Remuneration Committee reviews the
policy in light of market conditions, performance
and developments in good corporate governance.
Remuneration consists of the following elements:
Base pay
Executive Directors’ base pay is designed
to reflect the experience, capabilities and role
within the business. Salary levels are reviewed
annually and are benchmarked against similar
listed companies.
Annual bonus
All Executive Directors participate in the Group’s
annual bonus scheme, which is based on the
achievement of adjusted EBITDA performance.
This is intended to align management incentives
with shareholders’ objectives. The bonus is awarded
up to a maximum of 100% of base pay for the
Chief Executive and 50% of base pay for the
Finance Director.
Pension and other benefits
The Chief Executive also participates in a defined
contribution pension arrangement. The Finance
Director participated in a defined contribution
pension arrangement up until 31 March 2014
when this was replaced by a payment in lieu of
a pension. Both Executive Directors participate
in other benefits, including the provision of a
company car and medical and life insurance.
Long Term Incentive Plan (“LTIP”)
Both Executive Directors and certain other
senior employees are entitled to be considered
for the grant of awards under the LTIP. After due
consideration, the Remuneration Committee
makes awards to selected participants. The
awards take the form of nominal cost options
over a specified number of Ordinary shares.
Awards are not transferable or assignable.
The Long Term Incentive Plan rewards the future
performance of the Executive Directors and certain
other employees by linking the size of the award
to the achievement of Group performance targets.
28
GOVERNANCECVS GROUP PLCANNUAL REPORT2015 Details of plans at reporting date that have not yet vested are set out below.
Award
LTIP6
Grant date
Vesting period
Adjusted EPS real growth performance conditions
23 July 2012
3 years
Less than 2.0% cumulative annual growth rate (“CAGR”) – no award
2.0% to 3.5% CAGR – awarded on a straight line basis between 35%
and 80% of total award
3.5% to 4.0% CAGR – awarded on a straight line basis between 80%
and 100% of total award
More than 4.0% CAGR – full award
LTIP7
5 December 2013
3 years
Less than 6.0% CAGR – no award
LTIP8
24 September 2014
3 years
Adjusted EPS growth:
6.0% to 10.0% CAGR – awarded on a straight line basis between 40%
and 100% of total award
More than 10.0% CAGR – full award
The adjusted EPS measure for the purposes of monitoring the achievement
of performance targets for LTIP6 reflects adjustments for amortisation
of intangibles, income tax, share-based payments, exceptional items and
fair value adjustments in respect of derivative financial instruments and
available-for-sale assets. The adjusted EPS measure for the purposes of
monitoring the achievement of performance targets for LTIP7 and LTIP8
is as for LTIP6 except that it does not reflect an adjustment for share-based
payments. The CAGR targets stated above are over and above the increase
in the Retail Price Index over the related three-year vesting period.
In addition and irrespective of the adjusted earnings per share performance
target, no award will vest unless in the opinion of the Remuneration Committee
the underlying performance of the Group has been satisfactory over the
measurement period.
Less than 8.0% CAGR – no award
8.0% to 12.0% CAGR – awarded on a straight line basis between 40%
and 100% of total award
More than 12.0% CAGR – full award
In the event that a Director ceases employment and is a “good leaver” (i.e. he
leaves by reason of his death, disability, redundancy, injury, or because the
business or Company for which he works is sold out of the Group), he will
receive a number of Ordinary shares calculated as above, but scaled down
to take account of length of service since the date of award as a proportion
of the measurement period. At the discretion of the Committee, participants
who leave for other reasons may, exceptionally, be treated as a good leaver
for this purpose.
Save As You Earn (“SAYE”)
The Group operates an incentive scheme for all staff, including the Executive
Directors, being the CVS SAYE plan, an HM Revenue & Customs approved
scheme. A SAYE scheme is operated for each year. Under all schemes, awards
are made at a 20% discount to the closing mid-market price on the day
preceding the date of invitation, vesting over a three-year period. There
are no performance conditions attached to any of the SAYE schemes.
29
GOVERNANCE REMUNERATION COMMITTEE REPORT
Continued
Service agreements
S Innes entered into his service agreement on 4 October 2007 and N Perrin entered into his on 1 January 2013. Both agreements can be terminated by either
party on twelve months’ notice. As well as an annual salary, the service contracts also detail the provision of other benefits including performance related
bonuses, medical and life insurance, car allowance and contributions to personal pension plans.
R Connell has a letter of appointment for an initial term and secondary term of three years, consecutively from 4 October 2007. M McCollum has a letter
of appointment for a three-year term from 2 April 2013. Their appointments can be terminated by the Company or the Non-Executive Directors by giving
six months’ notice.
Directors’ emoluments
Non-Executive Chairman
R Connell
Executive Directors
S Innes
N Perrin
Non-Executive Director
M McCollum
Basic salary,
allowance
and fees
£’000
Benefits
in kind
£’000
Performance
related bonus
£’000
105
330
198
43
676
—
33
15
—
48
—
350
104
—
454
2015
Total
£’000
105
713
317
43
1,178
2014
Total
£’000
103
644
295
40
1,082
S Innes participated in a defined contribution pension arrangement. During the year, the Group contributed £50,000 (2014: £46,000). N Perrin received
a payment in lieu of pension of £21,000 (2014: £22,000).
Benefits in kind include the provision of a company car and medical and life insurance for each Executive Director.
No Director waived emoluments in respect of the years ended 30 June 2015 or 30 June 2014.
The remuneration of the Executive Directors of CVS Group plc is borne by the subsidiary company, CVS (UK) Limited, without recharge to CVS Group plc.
Directors’ interests in shares
The interests of the Directors as at 30 June 2015 in the shares of the Company were:
R Connell
M McCollum
S Innes
N Perrin
Ordinary shares
of 0.2p each
Number
83,891
50,000
246,475
10,000
Apart from the interests disclosed above and the interests in share options disclosed on page 31, the Directors had no other interest in shares
of Group companies.
30
GOVERNANCECVS GROUP PLCANNUAL REPORT2015 Share options
Options over Ordinary shares awarded to Executive Directors under the LTIP and SAYE schemes in place at 25 September 2015 are as follows:
Scheme
S Innes
LTIP6
LTIP7
LTIP8
SAYE7
N Perrin
LTIP7
LTIP8
SAYE6
SAYE7
Date of
grant
Market price
of shares on
date of grant
Earliest exercise
date and date
of vesting
Exercise
price
Number of
shares
23 July 2012
5 December 2013
24 September 2014
27 November 2014
5 December 2013
24 September 2014
29 November 2013
27 November 2014
123p
250p
352p
370p
250p
352p
269p
370p
30 June 2015*
30 June 2016
30 June 2017
1 January 2018
30 June 2016
30 June 2017
1 January 2017
1 January 2018
0.2p
0.2p
0.2p
296p
0.2p
0.2p
215p
296p
301,020
121,200
88,169
6,081
92,500
53,570
4,186
3,041
* These awards have now vested.
At 30 June 2015, the market price of the Ordinary shares was 646p.
No share options lapsed during the year. The following options have been exercised during the year:
S Innes
Scheme
LTIP5
SAYE4
Number of
shares
337,710
9,430
Exercise
date
Exercise
price
Share price
at exercise date
9 October 2014
2 January 2015
0.2p
95.4p
370p
446p
Gains arising on the exercise of options for S Innes amounted to £1,281,819.
On behalf of the Remuneration Committee
Mike McCollum
Non-Executive Director
25 September 2015
31
GOVERNANCE DIRECTORS’ REPORT
for the year ended 30 June 2015
The Directors present their Annual Report
together with the audited consolidated financial
statements for the year ended 30 June 2015
Principal activities and results
The principal activities of the Group are to operate animal veterinary practices,
complementary veterinary diagnostic businesses, pet crematoria and an
on-line dispensary business. The principal activity of CVS Group plc is that
of a holding company.
The Group made a profit after taxation of £6.8m (2014: £4.8m).
Environment
The Group recognises the significance of environmental responsibility and
undertakes clinical compliance reviews to ensure environmental standards
are conformed with in addition to providing training to its employees to ensure
compliance. Although the Group’s activities do not have a major impact
on the environment, every effort is made to reduce any effect.
Business review
The information that fulfils the requirements of the business review,
including details of the 2015 results, key performance indicators, principal
risks and uncertainties and the outlook for future years, is set out in the
Chairman’s Statement (pages 12 to 13), the Business Review (pages 14
to 16) and the Finance Review (including key performance indicators
and principal risks and uncertainties) (pages 17 to 23).
Dividends
The Directors recommend the payment of a dividend of 3.0p per share
(2014: 2.5p) amounting to £1.8m (2014: £1.5m). Subject to approval at
the Annual General Meeting, the dividend will be paid on 11 December 2015
to shareholders on the register at the close of business on 27 November 2015.
The aggregate dividends recognised as distributions in the year ended
30 June 2015 amounted to £1.5m (2014: £1.1m). No interim dividends
(2014: £nil) have been paid during the year.
Directors
The following Directors held office during the year and up to the date
of signing the financial statements:
R Connell
S Innes
M McCollum
N Perrin
Biographical details of the Directors are provided on page 24.
Re-election of Directors
The Articles of Association of the Company require all Directors to be
re-elected at intervals of not more than three years. The Board has decided
that it is appropriate for all Directors to be reappointed each year, so in
accordance with that decision all Directors will stand for re-election
at the Annual General Meeting.
Directors’ remuneration and interests
The Remuneration Committee Report is set out on pages 28 to 31.
It includes details of Directors’ remuneration, interests in the shares
of the Company, share options and pension arrangements.
Health and safety
The Group is fully aware of its obligations to maintain high health
and safety standards at all times, and the safety of our customers
and employees is of paramount importance. The Group’s operations
are managed at all times in such a way as to ensure, as far as is reasonably
practicable, the health, safety and welfare of all of our employees and
all other people who may be attending our premises.
Corporate governance
The Board’s Corporate Governance Statement is set out on pages 25 to 27.
Financial instruments
Details of the Group’s financial risk management objectives and policies
are included in note 3 to the financial statements.
Share capital and substantial shareholdings
Details of the share capital of the Company as at 30 June 2015 are set out
in note 24 to the financial statements.
At 17 August 2015, the Company has been notified of the following substantial
shareholdings comprising 3% or more of the issued Ordinary share capital
of the Company:
Invesco Perpetual
BlackRock
Octopus Investments
Standard Life Investments
Hargreave Hale, Stockbrokers (ND)
Old Mutual Global Investors
Abdiel Capital
Number
of shares
% of
total issued
6,625,657
6,194,604
4,890,591
3,770,000
3,012,643
2,371,400
2,032,296
11.19%
10.46%
8.26%
6.37%
5.09%
4.01%
3.43%
Employees
Consultation with employees takes place through a number of regional
meetings throughout the year and an annual staff survey. The aim is to ensure
that their views are taken into account when decisions are made that are
likely to affect their interests and that all employees are aware of the general
progress of their business units and of the Group as a whole. To enhance
communication within the Group, a committee is in place which is constituted
of regional members from all areas of the business with the aim of improving
consultation and communication levels.
32
GOVERNANCECVS GROUP PLCANNUAL REPORT2015 Applications for employment by disabled people are always fully
considered, bearing in mind the respective aptitudes and abilities of
the applicant concerned. In the event of members of staff becoming
disabled every effort is made to ensure that their employment with the
Group continues and that appropriate training is arranged. It is the policy
of the Group that the training, career development and promotion
of a disabled person should be, as far as possible, identical to that
of a person who does not have a disability.
The Group operates a Long Term Incentive Plan for Executive Directors
and senior managers. Details are included in note 8. The Group also has a
Save As You Earn scheme, now in its seventh year, under which employees
are granted an option to purchase Ordinary shares in the Company in three
years’ time, dependent upon their entering into a contract to make monthly
contributions to a savings account over the relevant period. These savings
are used to fund the option exercise value. The exercise price in respect
of options issued in the year was at a 20% discount to the share’s market
value at the date of invitation. The scheme is open to all Group employees
including the Executive Directors. Details of the scheme are included in
the Remuneration Committee Report on pages 28 to 31.
Market value of land and buildings
The Directors have reviewed the current values of land and buildings
and are of the opinion that there is no material difference between
market and balance sheet values.
– state whether applicable IFRSs as adopted by the European Union
have been followed, subject to any material departures disclosed
and explained in the financial statements; and
– prepare the financial statements on the going concern basis unless it
is inappropriate to presume that the Company will continue in business.
The Directors are responsible for keeping adequate accounting records that
are sufficient to show and explain the Company’s transactions and disclose
with reasonable accuracy at any time the financial position of the Company
and the Group and enable them to ensure that the financial statements comply
with the Companies Act 2006. They are also responsible for safeguarding
the assets of the Company and the Group and hence for taking reasonable
steps for the prevention and detection of fraud and other irregularities.
The Directors are responsible for the maintenance and integrity of
the corporate and financial information included on the Company’s
website. Legislation in the United Kingdom governing the preparation
and dissemination of financial statements may differ from legislation
in other jurisdictions.
Disclosure of information to auditors
The Directors confirm that so far as each of the Directors are aware, there is
no relevant audit information of which the Company’s auditors are unaware,
and they have taken all the steps that they ought to have taken as Directors
in order to make themselves aware of any relevant audit information and
to establish that the Company’s auditors are aware of that information.
Directors’ third-party indemnity provision
A qualifying third-party indemnity provision as defined in Section 234 of
the Companies Act 2006 was in force during the year and also at the balance
sheet date for the benefit of each of the Directors in respect of liabilities
incurred as a result of their office, to the extent permitted by law. In respect
of those liabilities for which Directors may not be indemnified, the Company
maintained a directors’ and officers’ liability insurance policy throughout
the financial year.
By order of the Board
Rebecca Cleal
Company Secretary
25 September 2015
Directors’ responsibilities statement
The Directors are responsible for preparing the Annual Report and the
financial statements in accordance with applicable law and regulations.
Company law requires the Directors to prepare financial statements
for each financial year. Under that law the Directors have prepared the
Group and the parent company financial statements in accordance with
International Financial Reporting Standards (“IFRS”) as adopted by the
European Union. Under company law the Directors must not approve the
financial statements unless they are satisfied that they give a true and fair
view of the state of affairs of the Group and the Company and of the profit
or loss of the Company and the Group for that period. In preparing these
financial statements, the Directors are required to:
– select suitable accounting policies and then apply them consistently;
– make judgements and accounting estimates that are reasonable
and prudent;
33
GOVERNANCE INDEPENDENT AUDITORS’ REPORT
to the members of CVS Group plc
We have audited the financial statements of CVS Group plc for the year
ended 30 June 2015 which comprise the consolidated income statement,
the consolidated statement of comprehensive income, the consolidated
and Company balance sheets, the consolidated and Company statements
of changes in equity, the consolidated and Company cash flow statements
and the related notes. The financial reporting framework that has been applied
in their preparation is applicable law and International Financial Reporting
Standards (“IFRSs”) as adopted by the European Union and, as regards
the parent company financial statements, as applied in accordance
with the provisions of the Companies Act 2006.
This report is made solely to the Company’s members, as a body, in accordance
with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has
been undertaken so that we might state to the Company’s members those
matters we are required to state to them in an auditors’ report and for no
other purpose. To the fullest extent permitted by law, we do not accept or
assume responsibility to anyone other than the Company and the Company’s
members as a body, for our audit work, for this report, or for the opinions
we have formed.
Opinion on other matter prescribed by the Companies Act 2006
In our opinion the information given in the Strategic Report and the Directors’
Report for the financial year for which the financial statements are prepared
is consistent with the financial statements.
Matters on which we are required to report by exception
We have nothing to report in respect of the following matters where
the Companies Act 2006 requires us to report to you if, in our opinion:
– adequate accounting records have not been kept by the parent company,
or returns adequate for our audit have not been received from branches
not visited by us; or
– the parent company financial statements are not in agreement with the
accounting records and returns; or
– certain disclosures of Directors’ remuneration specified by law are not
made; or
– we have not received all the information and explanations we require
for our audit.
Respective responsibilities of Directors and auditor
As explained more fully in the Directors’ responsibilities statement set
out on page 33, the Directors are responsible for the preparation of the
financial statements and for being satisfied that they give a true and fair
view. Our responsibility is to audit and express an opinion on the financial
statements in accordance with applicable law and International Standards
on Auditing (UK and Ireland). Those standards require us to comply with
the Auditing Practices Board’s Ethical Standards for Auditors.
James Brown
Senior Statutory Auditor
for and on behalf of Grant Thornton UK LLP
Statutory Auditor, Chartered Accountants
Ipswich
25 September 2015
Scope of the audit of the financial statements
A description of the scope of an audit of financial statements
is provided on the Financial Reporting Council’s website at
www.frc.org.uk/auditscopeukprivate.
Opinion on financial statements
In our opinion:
– the financial statements give a true and fair view of the state of
the Group’s and of the parent company’s affairs as at 30 June 2015
and of the Group’s profit for the year then ended;
– the Group financial statements have been properly prepared in accordance
with IFRSs as adopted by the European Union;
– the parent company financial statements have been properly prepared
in accordance with IFRSs as adopted by the European Union and as applied
in accordance with the provisions of the Companies Act 2006; and
– the financial statements have been prepared in accordance with the
requirements of the Companies Act 2006.
34
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015 CONSOLIDATED INCOME STATEMENT
for the year ended 30 June 2015
Revenue
Cost of sales
Gross profit
Administrative expenses
Operating profit
Net finance expense
Profit before income tax
Income tax expense
Profit for the year attributable to owners of the parent
Earnings per Ordinary share (expressed in pence per share) (“EPS”)
Basic
Diluted
Note
4
6
6
5
4
9
11
11
2015
£m
167.3
(88.2)
79.1
(69.3)
9.8
(1.3)
8.5
(1.7)
6.8
11.6p
11.3p
2014
£m
142.9
(77.7)
65.2
(57.7)
7.5
(1.2)
6.3
(1.5)
4.8
8.3p
8.0p
The 2014 comparatives for cost of sales and administration expenses have been restated to reclassify salary costs relating to non-clinical staff and other
employment costs to administration expenses.
The following table is provided to show the comparative earnings before interest, tax, depreciation and amortisation (“EBITDA”) after adjusting for costs
relating to business combinations.
Non-GAAP measure: adjusted EBITDA
Profit before income tax
Adjustments for:
Net finance expense
Depreciation
Amortisation
Costs relating to business combinations
Adjusted EBITDA
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
for the year ended 30 June 2015
Profit for the year
Other comprehensive income – items that will or may be reclassified to (loss)/profit in future periods
Cash flow hedges:
Fair value (losses)/gains
Other comprehensive income for the year, net of tax
Total comprehensive income for the year attributable to owners of the parent
Note
5
14
13
4
Note
17
2015
£m
8.5
1.3
3.5
8.5
1.2
23.0
2015
£m
6.8
(0.1)
(0.1)
6.7
2014
£m
6.3
1.2
2.8
7.3
0.7
18.3
2014
£m
4.8
0.2
0.2
5.0
35
CVS GROUP PLCFINANCIAL STATEMENTSANNUAL REPORT2015FINANCIAL STATEMENTS
CONSOLIDATED AND COMPANY BALANCE SHEETS
as at 30 June 2015
Non-current assets
Intangible assets
Property, plant and equipment
Investments
Deferred income tax assets
Current assets
Inventories
Trade and other receivables
Cash and cash equivalents
Total assets
Current liabilities
Trade and other payables
Current income tax liabilities
Borrowings
Non-current liabilities
Borrowings
Deferred income tax liabilities
Derivative financial instruments
Total liabilities
Net assets
Shareholders’ equity
Share capital
Share premium
Capital redemption reserve
Revaluation reserve
Merger reserve
Retained earnings
Total equity
Note
13
14
16
23
19
20
26
4
21
22
22
23
17
4
24
25
Group
2015
£m
79.2
20.0
0.1
1.8
101.1
5.8
17.1
3.0
25.9
127.0
(30.4)
(1.7)
(14.1)
(46.2)
(35.1)
(6.5)
(0.1)
(41.7)
(87.9)
39.1
0.1
9.5
0.6
0.1
(61.4)
90.2
39.1
Group
2014
£m
Company
2015
£m
Company
2014
£m
58.8
14.5
0.1
1.1
74.5
4.6
13.8
2.2
20.6
95.1
(25.7)
(1.0)
(3.6)
(30.3)
(29.9)
(3.7)
—
(33.6)
(63.9)
31.2
0.1
9.2
0.6
0.1
(61.4)
82.6
31.2
—
—
64.3
—
64.3
—
4.8
—
4.8
69.1
—
—
—
—
—
—
—
—
—
69.1
0.1
9.5
0.6
—
—
58.9
69.1
—
—
63.1
—
63.1
—
6.2
—
6.2
69.3
—
—
—
—
—
—
—
—
—
69.3
0.1
9.2
0.6
—
—
59.4
69.3
The notes on pages 40 to 62 are an integral part of these consolidated financial statements.
The financial statements on pages 35 to 62 were authorised for issue by the Board of Directors on 25 September 2015 and were signed on its behalf by:
Nick Perrin
Director
Simon Innes
Director
Company registered number: 06312831
36
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
for the year ended 30 June 2015
At 1 July 2013
Profit for the year
Other comprehensive income
Cash flow hedges:
Fair value gains
Total other comprehensive income
Total comprehensive income
Transactions with owners
Issue of Ordinary shares
Credit to reserves for share-based payments
Deferred tax relating to share-based payments
Deferred tax relating to financial instruments
Dividends to equity holders of the Company
Transactions with owners
At 30 June 2014
At 1 July 2014
Profit for the year
Other comprehensive income
Cash flow hedges:
Fair value losses
Total other comprehensive income
Total comprehensive income
Transactions with owners
Issue of Ordinary shares
Credit to reserves for share-based payments
Deferred tax relating to share-based payments
Dividends to equity holders of the Company
Transactions with owners
At 30 June 2015
Share
capital
£m
0.1
—
—
—
—
—
—
—
—
—
—
0.1
Share
capital
£m
0.1
—
—
—
—
—
—
—
—
—
0.1
8.7
—
—
—
—
0.5
—
—
—
—
0.5
9.2
9.2
—
—
—
—
0.3
—
—
—
0.3
9.5
Share
premium
£m
Capital
redemption
reserve
£m
Revaluation
reserve
£m
0.6
0.1
(61.4)
82.6
31.2
Share
premium
£m
Capital
redemption
reserve
£m
Revaluation
reserve
£m
0.6
—
—
—
—
—
—
—
—
—
—
0.1
—
—
—
—
—
—
—
—
—
—
0.6
—
—
—
—
—
—
—
—
—
0.1
—
—
—
—
—
—
—
—
—
Merger
reserve
£m
(61.4)
—
Retained
earnings
£m
76.6
4.8
—
—
—
—
—
—
—
—
—
0.2
0.2
5.0
—
1.4
0.8
(0.1)
(1.1)
1.0
Total
equity
£m
24.7
4.8
0.2
0.2
5.0
0.5
1.4
0.8
(0.1)
(1.1)
1.5
Merger
reserve
£m
(61.4)
—
Retained
earnings
£m
82.6
6.8
—
—
—
—
—
—
—
—
(0.1)
(0.1)
6.7
—
1.2
1.2
(1.5)
0.9
Total
equity
£m
31.2
6.8
(0.1)
(0.1)
6.7
0.3
1.2
1.2
(1.5)
1.2
0.6
0.1
(61.4)
90.2
39.1
37
CVS GROUP PLCFINANCIAL STATEMENTSANNUAL REPORT2015FINANCIAL STATEMENTS
COMPANY STATEMENT OF CHANGES IN EQUITY
for the year ended 30 June 2015
Share
capital
£m
Share
premium
£m
Capital
redemption
reserve
£m
Retained
earnings
£m
0.1
—
—
—
—
—
0.1
8.7
—
0.5
—
—
0.5
9.2
0.6
—
—
—
—
—
0.6
59.3
(0.2)
—
1.4
(1.1)
0.3
59.4
Share
capital
£m
Share
premium
£m
Capital
redemption
reserve
£m
Retained
earnings
£m
0.1
—
—
—
—
—
0.1
9.2
—
0.3
—
—
0.3
9.5
0.6
—
—
—
—
—
0.6
59.4
(0.2)
—
1.2
(1.5)
(0.3)
Total
equity
£m
68.7
(0.2)
0.5
1.4
(1.1)
0.8
69.3
Total
equity
£m
69.3
(0.2)
0.3
1.2
(1.5)
—
58.9
69.1
At 1 July 2013
Loss for the year
Transactions with owners
Issue of Ordinary shares
Credit to reserves for share-based payments
Dividends to equity holders of the Company
Transactions with owners
At 30 June 2014
At 1 July 2014
Loss for the year
Transactions with owners
Issue of Ordinary shares
Credit to reserves for share-based payments
Dividends to equity holders of the Company
Transactions with owners
At 30 June 2015
38
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015 CONSOLIDATED AND COMPANY CASH FLOW STATEMENT
for the year ended 30 June 2015
Cash flows from operating activities
Cash generated from operations
Taxation paid
Interest paid
Net cash generated from operating activities
Cash flows from investing activities
Acquisitions (net of cash acquired)
Purchase of property, plant and equipment
Purchase of intangible assets
Net cash used in investing activities
Cash flows from financing activities
Dividends paid
Proceeds from issue of Ordinary shares
Debt issuance costs
Increase/(repayment) of bank loan
Net cash used in financing activities
Net increase/(reduction) in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Note
27
15
14
13
24
26
26
26
Group
2015
£m
22.2
(2.3)
(1.3)
18.6
(21.1)
(6.1)
(0.4)
(27.6)
(1.5)
0.3
(0.5)
11.5
9.8
0.8
2.2
3.0
Group
2014
£m
Company
2015
£m
Company
2014
£m
20.7
(2.5)
(1.2)
17.0
(12.4)
(4.9)
(0.4)
(17.7)
(1.1)
0.5
—
(2.3)
(2.9)
(3.6)
5.8
2.2
1.2
—
—
1.2
—
—
—
—
(1.5)
0.3
—
—
(1.2)
—
—
—
0.6
—
—
0.6
—
—
—
—
(1.1)
0.5
—
—
(0.6)
—
—
—
39
CVS GROUP PLCFINANCIAL STATEMENTSANNUAL REPORT2015FINANCIAL STATEMENTS NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
for the year ended 30 June 2015
1. General information
The principal activity of the Group is to operate companion animal veterinary practices, complementary veterinary diagnostic businesses, pet crematoria
and an on-line pharmacy business. The principal activity of the Company is that of a holding company.
CVS Group plc is a public limited company incorporated and domiciled in England and Wales and its shares are quoted on AIM of the London Stock Exchange.
Companies in the consolidated financial statements
The trading subsidiary undertakings included within the consolidation are as follows:
Name of subsidiary
Animed Direct Limited
Axiom Veterinary Laboratories Limited
CVS (UK) Limited
Greendale Veterinary Diagnostics Limited
Mi Vet Club Limited
Pet Doctors Limited
Pet Medic Recruitment Limited
Pet Vaccination Clinic Limited
Precision Histology International Limited
Rossendale Pet Crematorium Limited
Silvermere Haven Limited
Valley Pet Crematorium Limited
Village Referrals Limited
Whitley Brook Crematorium for Pets Limited
YourVets (Holdings) Limited
Principal business
On-line dispensary
Veterinary diagnostic services
Veterinary and diagnostic services
Veterinary diagnostic services
Veterinary goods and services buying club
Veterinary services
Recruitment services
Veterinary services
Veterinary diagnostic services
Animal cremation and provision of burial grounds
Animal cremation and provision of burial grounds
Animal cremation
Veterinary services
Animal cremation
Holding company
The dormant subsidiary undertakings included within the consolidation are as follows:
Active Vetcare Ltd
Archway Veterinary Practice Ltd
Ark Alliance Ltd
Aylsham Vets Ltd
CVS Number 2 Ltd
CVS Number 3 Ltd
Dacin Ltd
Petherton Veterinary Clinics Ltd
Petmedics Ltd
Superstar Pets Ltd
DE & G Morgan (Cardiff) Ltd
Townsend Veterinary Practice Ltd
Batchelor, Davidson and Watson Ltd
Firstvets Ltd
Beechwood Veterinary Practice Ltd
Joel Veterinary Clinic Ltd
Veterinary Enterprises & Trading Ltd
Veterinary Pathology Partners Ltd
Carrick Veterinary Group Ltd
Cedar Veterinary Services Ltd
CVS Number 1 Ltd
Melton Veterinary Practice Ltd
Wey Referrals Ltd
Mipet Ltd
Pet Vaccination UK Ltd
Apart from CVS (UK) Limited, all of the above subsidiaries are indirectly held by CVS Group plc. All Companies are registered in England and Wales, with the
exception of Batchelor, Davidson and Watson Ltd, which is registered in Scotland.
All equity shareholdings are wholly owned except for Village Referrals Limited, which is 98% owned.
2. Summary of significant accounting policies
Basis of preparation
The consolidated and Company financial statements of CVS Group plc have been prepared in accordance with EU-adopted International Financial
Reporting Standards (“IFRS”) and International Financial Reporting Interpretation Committee (“IFRIC”) interpretations and in line with those provisions
of the Companies Act 2006 applicable to companies reporting under IFRS. The consolidated financial statements have been prepared on a going concern
basis and under the historical cost convention, except for certain financial instruments that have been measured at fair value.
After making enquiries, the Directors have a reasonable expectation that the Group has adequate resources to continue in operational existence for the
foreseeable future. For this reason, they continue to adopt the going concern basis in preparing these financial statements. Further details are provided
in the Corporate Governance Statement on page 27. The accounting policies set out below have, unless otherwise stated, been applied consistently to
all years presented in these financial statements. The accounting policies which follow relate to the Group and are applied by the Company as appropriate.
40
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015 2. Summary of significant accounting policies continued
Basis of preparation continued
Critical accounting estimates and judgements
The preparation of financial statements in conformity with IFRS requires management to make judgements, estimates and assumptions that affect
the application of policies and reported amounts of assets and liabilities, income and expenses. The estimates and associated assumptions are based
on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form a basis for making
the judgements about carrying values of assets and liabilities that are not readily apparent from other sources. Due to the inherent uncertainty involved
in making assumptions and estimates, actual outcomes will differ from those assumptions and estimates. The following estimates and judgements
have the most significant effect on the amounts recognised in the financial statements.
Intangibles acquired in business combinations
Determining the value of intangibles (patient data records, customer lists and trade names) acquired in business combinations requires a critical judgement
based on estimated future cash flows expected to arise from the intangible assets at a suitable discount rate in order to calculate their present value. In addition,
an estimate of the useful life of the intangible asset has to be made, over which period the cash flows are expected to be generated. Details of intangibles
acquired through business are provided in note 15 to the financial statements.
Impairment of goodwill
Determining whether goodwill is impaired requires the estimation of the value in use of the cash-generating units to which goodwill has been allocated.
The value in use calculation requires a critical judgement of the future cash flows expected to arise from the cash-generating unit at a suitable discount
rate in order to calculate the present value. Details of the impairment review are provided in note 13 to the financial statements.
Determination of discount rates used in business combinations and impairment reviews
The discount rates used in business combinations and impairment reviews are based on the current cost of capital of the business adjusted for management’s
perception of risk. While management believes the discount rates used are the most appropriate rates, a change in these assumptions could result in an
impairment charge. Details of the discount rates used are provided in note 13 to the financial statements.
Changes in accounting policy and disclosure
Standards and interpretations to existing standards (some of which have yet to be adopted by the EU) which are not yet effective and are under
review as to their impact on the Group
The following standards and interpretations to existing standards have been published that are mandatory for the Group’s accounting periods beginning
on or after 1 July 2015 or later periods but which the Group has not early adopted:
– IFRS 9 Financial Instruments (IASB effective date 1 January 2018)
– IFRS 15 Revenue from Contracts with Customers (effective 1 January 2017)
Basis of consolidation
The consolidated financial statements include the financial information of the Company and its subsidiary undertakings as at and for the year ended
30 June 2015.
Subsidiaries are all entities over which the Group has the power to govern the financial and operating policies. The results of companies and businesses
acquired are included in the consolidated income statement from the date control passes. They are deconsolidated from the date that control ceases.
On acquisition of a company or business, all assets and liabilities that exist at the date of acquisition are recorded at their fair values, reflecting their condition
at that date. All changes to those assets and liabilities, and the resulting gains and losses, which arise after the Group has gained control of the company
or business, and that arise after the measurement period, are credited or charged to the post-acquisition income statement.
Intra-group transactions and profits are eliminated fully on consolidation. Accounting policies of subsidiaries have been aligned to ensure consistency
with the policies adopted by the Group.
Segment reporting
Operating segments are reported in a manner consistent with the internal reporting to the chief operating decision maker (“CODM”). The CODM has been
determined to be the Board of Directors, as it is primarily responsible for the allocation of resources to segments and the assessment of the performance
of segments. Details of the Group’s operating segments are provided in note 4 to the financial statements.
Property, plant and equipment
Property, plant and equipment are stated at cost (being the purchase cost, together with any incidental costs of acquisition) less accumulated depreciation
and any accumulated impairment losses. The assets’ residual values and useful lives are reviewed annually, and adjusted as appropriate. Depreciation
is provided so as to write off the cost of property, plant and equipment, less their estimated residual values, over the expected useful economic lives
of the assets in equal annual instalments at the following principal rates:
Freehold buildings
2% straight line
Leasehold improvements
Straight line over the life of the lease
Fixtures, fittings and equipment
20%–33% straight line
Motor vehicles
25% straight line
Freehold land is not depreciated on the basis that it has an unlimited life.
Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic
benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. All other repairs and maintenance are charged
to the income statement during the financial year in which they are incurred.
41
FINANCIAL STATEMENTS
2. Summary of significant accounting policies continued
Intangible assets
Goodwill
With the exception of the acquisition of CVS (UK) Limited, which was accounted for using the principles of merger accounting, all business combinations
are accounted for by applying the acquisition method. Goodwill arising on acquisitions that have occurred since 1 July 2004 is stated after separate recognition
of intangible assets and represents the difference between the fair value of the purchase consideration and the fair value of the Group’s share of the identifiable
net assets of an acquired entity. In respect of acquisitions prior to 1 July 2004 goodwill is included on the basis of its deemed cost, which represents the
amount recorded under previous Generally Accepted Accounting Practice. Goodwill is carried at cost less accumulated impairment losses, and is subject
to annual impairment testing.
Computer software
Acquired computer software licences are capitalised on the basis of the costs incurred to acquire and bring into use the specific software. These costs
are amortised over their estimated useful lives of three years. Costs associated with maintaining computer software programs are recognised as
an expense as incurred.
Patient data records, customer lists and trade names
Acquired patient data records, customer lists and trade names are recognised as intangible assets at the fair value of the consideration paid to acquire them
and are carried at historical cost less provisions for amortisation and impairment. The fair value attributable to these items acquired through a business
combination is determined by discounting the expected future cash flows to be generated from that asset at the risk-adjusted post-tax weighted average
cost of capital for the Group. The residual values are assumed to be £nil. Patient data records, customer lists and trade names are reviewed for impairment
if conditions exist that indicate a review is required. Amortisation is provided so as to write off the cost over the expected economic lives of the asset
in equal instalments at the following principal rates:
Patient data records
Customer lists
Trade names
10% per annum
6.67% per annum
10% per annum
Impairment of non-current assets
Assets that have an indefinite useful life are not subject to amortisation but are tested annually for impairment. Assets that are subject to amortisation
or depreciation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable.
An impairment loss is recognised in the income statement for the amount by which the asset’s carrying amount exceeds its recoverable amount.
For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash flows (cash-generating
units or “CGUs”). Recoverable amounts for CGUs are based on value in use, which is calculated from cash flow projections using data from the Group’s
latest internal forecasts, being a one-year detailed forecast and extrapolated forecasts thereafter, the results of which are approved by the Board.
The key assumptions for the value in use calculations are those regarding discount rates and growth rates.
In respect of assets other than goodwill, an impairment loss is reversed if there has been a change in the estimates used to determine the recoverable
amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been
determined, net of depreciation or amortisation, if no impairment loss had been recognised. Impairment losses in respect of goodwill are not reversed.
Inventories
Inventories comprise goods held for resale and are stated at the lower of cost and net realisable value on a first in first out basis. Net realisable value is
based on estimated selling price less further costs expected to be incurred to disposal. Where necessary, provision is made for obsolete, slow moving
or defective inventory.
Financial instruments
Financial assets and financial liabilities are recognised on the Group’s balance sheet when the Group becomes a party to the contractual provisions
of the instrument.
(a) Trade and other receivables
Trade and other receivables are initially recognised at fair value and subsequently measured at amortised cost using the effective interest method. A provision
for impairment is established when there is objective evidence that the Group will not be able to collect all amounts due according to the original terms
of the receivables. Significant financial difficulties of the debtor, probability that the debtor will enter bankruptcy or financial reorganisation, and default or
delinquency in payments (more than 30 days overdue) are considered indicators that the trade receivable is impaired. The amount of the provision is the
excess of the asset’s carrying amount and the present value of estimated future cash flows, discounted at the original effective interest rate. The amount
of any loss is recognised in the income statement within administrative expenses. Subsequent recoveries of amounts previously written off are credited
against administrative expenses in the income statement.
(b) Investments
Gains and losses arising from changes in the fair value of available-for-sale investments in equity instruments that have a quoted market price are recognised
directly in other comprehensive income until the security is disposed of or is determined to be impaired, at which time the cumulative gain or loss previously
recognised in equity is included in the net result for the year.
In accordance with IAS 39 Financial Instruments: Recognition and Measurement, available-for-sale investments in equity instruments that do not have
a quoted market price in an active market and whose fair value cannot be reliably measured are measured at cost. The Group assesses at each balance
sheet date whether there is objective evidence that a financial asset or a group of financial assets is impaired.
Dividends on an available-for-sale equity instrument are recognised in the income statement when the Group’s right to receive payment is established.
In the Company’s financial statements, investments in subsidiary undertakings are initially stated at cost. Provision is made for any permanent impairment
in the value of these investments.
42
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTSfor the year ended 30 June 2015 continued
2. Summary of significant accounting policies continued
Financial instruments continued
(c) Financial liabilities and equity
Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. Financial liabilities
are obligations to pay cash or other financial assets and are recognised when the Group becomes a party to the contractual provisions of the instrument.
Financial liabilities are recorded initially at fair value and subsequently at amortised cost using the effective interest method, with interest-related charges
recognised as an expense in finance cost in profit or loss. A financial liability is derecognised only when the obligation is extinguished. An equity instrument
is any contract that gives a residual interest in the assets of the Group after deducting all of its liabilities.
(d) Interest-bearing borrowings
Interest-bearing bank loans and overdrafts are initially recorded as the proceeds received, net of associated transaction costs. Subsequent to initial recognition,
interest-bearing borrowings are stated at amortised cost with any difference between cost and redemption value being recognised in the income statement
over the period of the borrowings using the effective interest method. Borrowings are classified as current liabilities unless the Group has an unconditional
right to defer settlement of the liability for at least twelve months after the balance sheet date.
(e) Trade and other payables
Trade and other payables are not interest bearing and are stated at their amortised cost.
(f ) Equity instruments
Equity instruments issued by the Company are recorded at the proceeds received, net of direct issue costs.
(g) Derivative financial instruments and hedging activities
The Group uses derivative financial instruments to hedge its exposure to interest rate risks arising from financing activities. The Group does not hold
or issue derivative financial instruments for trading purposes; however, if derivatives do not qualify for hedge accounting they are accounted for as such.
Derivative financial instruments are recognised and stated at fair value. The fair value of derivative financial instruments is determined by reference to
market values for similar financial instruments, by discounted cash flows, or by the use of option valuation models. The fair value of interest rate swap
arrangements is calculated as the present value of the estimated future cash flows. Where derivatives do not qualify for hedge accounting, any gains
or losses on remeasurement are immediately recognised in the income statement.
Where derivatives qualify for hedge accounting, recognition of any resultant gain or loss depends on the nature of the hedge relationship and the item
being hedged.
The Group documents at the inception of the transaction the relationship between hedging instruments and hedged items, as well as its risk management
objectives and strategy for undertaking various hedging transactions. The Group also documents its assessment, both at hedge inception and on an ongoing
basis, of whether or not the derivatives that are used in hedging transactions are highly effective in offsetting changes in cash flows of hedged items.
The full fair value of a hedging derivative is classified as a non-current asset or liability when the remaining maturity of the hedged item is more than twelve months
and as a current asset or liability when the remaining maturity of the hedged item is less than twelve months.
Cash flow hedging
Derivative financial instruments are classified as cash flow hedges when they hedge the Group’s exposure to variability in cash flows that are either
attributable to a particular risk associated with a recognised asset or liability, or a highly probable forecasted transaction.
The effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedges is recognised in other comprehensive
income. The gain or loss relating to the ineffective portion is recognised immediately in the income statement where material. Amounts accumulated in
equity are recycled in the income statement in the periods when the hedged item affects the income statement. The classification of the effective portion
when recognised in the income statement is the same as the classification of the hedged transaction. Any element of the remeasurement of the derivative
instrument which does not meet the criteria for an effective hedge is recognised immediately in the income statement within finance costs.
When a hedging instrument expires or is sold, or when a hedge no longer meets the criteria for hedge accounting, any cumulative gain or loss existing
in equity at that time remains in equity and is recognised in the income statement when the forecast transaction is ultimately recognised in the income
statement. When a forecast transaction is no longer expected to occur, the cumulative gain or loss that was reported in equity is immediately transferred
to the income statement.
Cash and cash equivalents
Cash and cash equivalents comprise cash balances and deposits. Bank overdrafts that are repayable on demand and form an integral part of the Group’s
cash management are included as a component of cash and cash equivalents for the purposes of the cash flow statement.
Current and deferred income tax
The current income tax charge is calculated on the basis of the tax laws enacted or substantively enacted at the balance sheet date. Management periodically
evaluates positions taken in tax returns with respect to situations in which applicable tax regulation is subject to interpretation and establishes provisions
where appropriate on the basis of amounts expected to be paid to the tax authorities.
Deferred income tax is provided in full, using the liability method, on temporary differences arising between the tax bases of assets and liabilities and
their carrying amounts in the consolidated financial statements. However, deferred income tax is not accounted for if it arises from initial recognition of an
asset or liability in a transaction other than a business combination that at the time of the transaction affects neither accounting nor taxable profit or loss.
Deferred income tax is determined using tax rates (and laws) that have been enacted or substantively enacted by the balance sheet date and are expected
to apply when the related deferred income tax asset is realised or the deferred income tax liability is settled.
Where the intrinsic value of a share option exceeds the fair value, the corresponding deferred tax on the excess is recognised directly in equity.
Deferred income tax assets are recognised to the extent that it is probable that future taxable profit will be available against which the temporary
differences can be utilised.
43
FINANCIAL STATEMENTS 2. Summary of significant accounting policies continued
Revenue
Revenue represents amounts receivable from customers for veterinary services, related veterinary products, the sale of products on-line and crematoria
services provided during the year. Revenue is recognised to the extent that it is probable that the economic benefits will flow to the Group and the revenue
can be reliably measured; typically this is when a diagnostic procedure, a veterinary consultation or a cremation is completed. Revenue is measured at the
fair value of the consideration received or receivable, excluding value added tax.
In respect of customer loyalty schemes, where monies are received by way of monthly subscriptions, appropriate adjustments are made through deferred
and accrued income to recognise revenue when the underlying service has been performed. Revenue in respect of customer loyalty schemes is recognised
net of a provision for expected cancellations based on historic cancellation data.
Leases
Leases are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership to the lessee. All other
leases are classified as operating leases. Assets held under finance leases are recognised as assets of the Group at their fair value or, if lower, at the present
value of the minimum lease payments, each determined at the inception of the lease. The corresponding liability is included in the balance sheet as a finance
lease obligation. Lease payments are apportioned between finance charges and reduction of the lease obligations so as to achieve a constant rate of interest
on the remaining balance of the liability. Finance charges are charged to the income statement. The property, plant and equipment acquired under finance
leases are depreciated over the shorter of the useful economic life of the asset and the lease term.
Rentals payable under operating leases are charged to the income statement on a straight line basis over the term of the relevant lease. Benefits received
and receivable as an incentive to sign an operating lease are similarly spread on a straight line basis over the lease term.
Share-based payments
Certain employees of the Group receive part of their remuneration in the form of share-based payment transactions, whereby employees render services
in exchange for shares or rights over shares (equity-settled transactions).
The fair values of equity-settled transactions are measured indirectly at the dates of grant using option pricing models, taking into account the terms
and conditions upon which the awards are granted. The fair value of share-based payments under such schemes is expensed on a straight line basis over
the vesting period, based on the Group’s estimate of shares that will eventually vest and adjusted at each reporting date for the effect of non market-based
vesting conditions. The fair value of options awarded to employees of subsidiary undertakings is recognised as a capital contribution and recorded in
investments on the Company balance sheet.
Foreign currency translation
Functional and presentational currency
The financial information in this report is presented in Sterling, the functional currency of the Company and its subsidiaries, rounded to the nearest £0.1m.
Transactions and balances
Transactions denominated in foreign currencies are translated into Sterling (the functional currency of the Company and its subsidiaries) at the rate of exchange
ruling at the date of transaction. All realised foreign exchange differences are taken to the income statement. Monetary assets and liabilities denominated
in foreign currencies are translated into Sterling at the rates of exchange ruling at the balance sheet date and any gain or loss on these transactions is
recognised in the income statement.
Retirement benefit costs
The Group makes contributions to stakeholder and employee personal pension defined contribution schemes in respect of certain employees. The Group
has no further payment obligations once the contributions have been paid. The contributions are recognised as an employee benefit expense when they
are due. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in the future payments is available.
Net financing costs
Net financing costs comprise interest payable on borrowings, interest receivable on cash and cash equivalents, debt finance costs and gains and losses
on derivative financial instruments that are recognised in the income statement.
Interest income and expense is recognised in the income statement as it accrues, using the effective interest method.
Use of non-GAAP measures
Adjusted EBITDA, adjusted profit before tax (“adjusted PBT”) and adjusted EPS
The Directors believe that adjusted EBITDA, adjusted PBT and adjusted EPS provide additional useful information for shareholders on underlying trends
and performance. These measures are used for internal performance analysis. These measures are not defined by IFRS and therefore may not be directly
comparable with other companies’ adjusted measures. It is not intended to be a substitute for, or superior to, IFRS measurements of profit or earnings per share.
Adjusted EBITDA is calculated by reference to profit before income tax, adjusted for interest (net finance expense), depreciation, amortisation and costs
relating to business combinations.
Adjusted profit before income tax is calculated as profit on ordinary activities before amortisation, taxation, costs relating to business combinations
and exceptional items.
Adjusted earnings per share is calculated as adjusted profit before income tax less applicable taxation divided by the weighted average number
of Ordinary shares in issue in the period.
Like-for-like sales
Like-for-like sales comprise the revenue generated from all operations compared to the prior year (on a pro-forma basis, i.e. including unaudited
pre-acquisition revenues in respect of acquisitions in the current and comparative periods), after adjusting for sites under refurbishment and
discontinued operating activities.
44
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTSfor the year ended 30 June 2015 continued 2. Summary of significant accounting policies continued
Share premium
The share premium reserve comprises the premium received over the nominal value of shares for shares issued.
Capital redemption reserve
Upon cancellation of redeemable preference shares on redemption, a capital redemption reserve was created representing the nominal value
of the shares cancelled. This is a non-distributable reserve.
Merger reserve
The merger reserve resulted from the acquisition of CVS (UK) Limited and represents the difference between the value of the shares acquired
(nominal value plus related share premium) and the nominal value of the shares issued.
3. Financial risk management
Financial risk factors
The Group’s activities expose it to a variety of financial risks: market risk (being interest rate risk and other price risks), credit risk and liquidity risk.
The Group’s overall risk management programme focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects
on the Group’s financial performance. The Group uses derivative instruments to manage its exposure to interest rate movements. It is not the Group’s
policy to actively trade in derivatives.
Given the size of the Group, the Board monitors financial risk management. The policies set by the Board of Directors are implemented by the Group’s
finance department.
a) Market risk
i) Foreign exchange currency rate risk
The Group has very limited exposure to foreign exchange risk as substantially all of its transactions are denominated in the Company’s functional currency
of Sterling. The Group has a policy to minimise foreign exchange currency rate risk through the regular monitoring of foreign currency flows. Currency exposures
are reviewed regularly and all significant foreign exchange transactions are approved by Group management. The Group does not currently hedge any foreign
currency transactions but continues to keep this policy under review.
ii) Cash flow and fair value interest rate risk
The Group has interest-bearing assets and liabilities. The Group’s income and operating cash inflows are substantially independent of changes in market
interest rates. The Group’s interest rate risk arises from long-term borrowings. Borrowings issued at variable rates expose the Group to cash flow interest
rate risk.
At the year end, the Group had interest hedging arrangements in place covering £20.3m of debt. This allows the Group to minimise its exposure to significant
interest rate increases whilst enabling the Group to take advantage of interest rate reductions. The strategy for undertaking the hedge is to match the loan
liability with a coterminous derivative that allows interest to float within an agreed range and thereby limits the cash flow exposure relating to interest.
Excluding the impact of the interest rate swap arrangement, bank borrowings bear interest at 1.3% to 2.0% above LIBOR. During the year the bank
borrowings carried a rate averaging 2.0% above LIBOR.
At 30 June 2015, the Group has considered the impact of movements in interest rates over the past year and has concluded that a 1% movement is a
reasonable benchmark. At 30 June 2015, if interest rates on Sterling-denominated borrowings had been 1% higher or lower with all other variables held
constant, post-tax profit and the movement in net assets for the year would have been approximately £0.4m (2014: £0.4m) lower or higher, mainly as a
result of the movement in interest rates on the floating rate borrowings, net of the hedging derivative instrument in place.
b) Credit risk
The Group has no significant concentrations of credit risk. The Group’s principal financial assets are cash and bank balances, and trade and other receivables.
The credit risk on liquid funds and derivative financial instruments is limited because the counterparties are banks with high credit ratings assigned by
international credit rating agencies.
Concentrations of credit risk with respect to trade receivables are limited due to the Group’s diverse customer base. The Group also has in place
procedures that require appropriate credit checks on potential customers before sales, other than on a cash basis, to be made. Customer accounts
are also monitored on an ongoing basis and appropriate action is taken where necessary to minimise any credit risk. The Directors therefore believe
there is no further credit risk provision required in excess of normal provision for impaired receivables.
Group management monitors the ageing of receivables which are more than one month overdue and debtor days on a regular basis. At 30 June 2015
gross trade receivables amounted to 5.8% of revenue for the year (2014: 5.0%). Of these gross trade receivables 51% (2014: 52%) were more than
one month overdue.
The maximum exposure to credit risk at 30 June 2015 is the fair value of each class of receivable as disclosed in note 18 to the financial statements.
45
FINANCIAL STATEMENTS 3. Financial risk management continued
Financial risk factors continued
c) Liquidity risk
Prudent liquidity risk management implies maintaining sufficient cash and marketable securities and the availability of funding through an adequate amount
of committed credit facilities. The Group actively maintains cash balances and a mix of long-term and short-term finance facilities that are designed to ensure
the Group has sufficient available funds for operations and acquisitions. Management monitors rolling forecasts of the Group’s liquidity reserve on the basis
of expected cash flow. The table below summarises the remaining contractual maturity for the Group’s financial liabilities. The amounts shown are the
contractual undiscounted cash flows which include interest, analysed by contractual maturity. When the amount payable or receivable is not fixed, the
amount disclosed has been determined by reference to the projected interest rates as illustrated by the yield curves existing at the reporting date.
30 June 2015
Non-derivative financial liabilities
Borrowings
Trade and other payables
Derivative contracts
Interest rate swap arrangements
30 June 2014
Non-derivative financial liabilities
Borrowings
Trade and other payables
Derivative contracts
Interest rate swap arrangements
In less than
one year
£m
In more than
one year but
not more than
two years
£m
In more than
two years but
not more than
three years
£m
In more than
three years
but not more
than five years
£m
15.3
25.4
0.3
41.0
32.0
—
0.1
32.1
2.5
—
—
2.5
—
—
—
—
In less than
one year
£m
In more than
one year but
not more than
two years
£m
In more than
two years but
not more than
three years
£m
In more than
three years but
not more than
five years
£m
3.9
20.8
0.4
25.1
4.3
—
0.5
4.8
26.1
—
0.2
26.3
—
—
—
—
Total
£m
49.8
25.4
0.4
75.6
Total
£m
34.3
20.8
1.1
56.2
Capital risk management
The Group’s policy is to maintain a strong capital base, defined as bank facilities plus total shareholders’ equity, so as to maintain investor, creditor and market
confidence and to sustain future development of the business. Within this overall policy, the Group seeks to maintain an optimum capital structure by a mixture
of debt and retained earnings.
The bank facilities include both financial and non-financial covenants. There have been no breaches of the terms of the respective loan agreements, breaches
of covenants or defaults during the current or comparative years.
Funding needs are reviewed periodically and also each time a significant acquisition is made. A number of factors are considered which include the
net debt/adjusted EBITDA ratio, future funding needs (usually potential acquisitions) and Group banking arrangements.
Net debt (see note 26)
Adjusted EBITDA (see note 4)
Ratio
2015
£m
46.2
23.0
2.00
2014
£m
31.3
18.3
1.71
There were no changes to the Group’s approach to capital management during the year.
The primary source of funding for the Group is internally generated cash. The Group’s £5.0m working capital facility and £33.0m of the £48.0m
Revolving Credit Facility were undrawn at 30 June 2015.
46
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTSfor the year ended 30 June 2015 continued
3. Financial risk management continued
Fair value measurement
The following table presents the Group’s financial assets and liabilities that are measured at fair value at 30 June 2015, by level of fair value hierarchy:
– quoted prices (unadjusted) in active markets for identical assets or liabilities (level 1);
– inputs other than quoted prices included within level 1 that are observable for the asset or liability, either directly (that is, as prices) or indirectly
(that is, derived from prices) (level 2); and
– inputs for the asset or liability that are not based on observable market data (that is, unobservable inputs) (level 3).
30 June 2015
Level 1
£m
Level 2
£m
Assets
Available-for-sale financial assets (note 16)
Liabilities
Derivative financial instruments (interest rate swap
arrangements) (note 17)
0.1
—
—
0.1
Total
£m
0.1
0.1
30 June 2014
Level 1
£m
Level 2
£m
0.1
—
—
—
Total
£m
0.1
—
4. Segmental reporting
The operating segments are based on the Group’s management and internal reporting structure and monitored by the Group’s CODM. Inter-segment
pricing is determined on an arm’s length basis.
Segment results, assets and liabilities include items directly attributable to a segment as well as those that can be allocated on a reasonable basis.
Unallocated items comprise mainly interest-bearing borrowings and associated costs, taxation-related assets and liabilities, costs relating to business
combinations and head office salary and premises costs.
The business operates predominantly in the UK. It performs a small amount of laboratory work for European-based clients and Animed Direct Limited
distributes a small quantity of goods to European countries. In accordance with IFRS 8 Operating Segments no segmental results are presented for trade
with European clients as these are not reported separately for management reporting purposes.
Operating segments
The Group is split into four operating segments (Veterinary Practice Division, Laboratory Division, Crematoria Division and Animed Direct) and a centralised
support function for business segment analysis. In identifying these operating segments, management generally follows the Group’s service lines
representing its main products and services.
Each of these operating segments is managed separately as each segment requires different specialisms, marketing approaches and resources.
Year ended 30 June 2015
Revenue
Profit/(loss) before income tax
Adjusted EBITDA
Total assets
Total liabilities
Reconciliation of adjusted EBITDA
Profit/(loss) before income tax
Net finance expense
Depreciation
Amortisation
Costs relating to business combinations
Adjusted EBITDA
Veterinary
Practice
£m
Laboratory
£m
Crematoria
£m
147.5
15.4
25.3
109.2
(30.2)
15.4
—
2.6
6.9
0.4
25.3
13.1
1.7
2.2
7.9
(1.9)
1.7
—
0.5
—
—
2.2
2.6
0.7
0.8
3.6
(0.8)
0.7
—
0.1
—
—
0.8
Animed
Direct
£m
10.3
0.5
0.5
3.5
(3.0)
0.5
—
—
—
—
0.5
Head
office
£m
(6.2)
(9.8)
(5.8)
2.8
(52.0)
(9.8)
1.3
0.3
1.6
0.8
Group
£m
167.3
8.5
23.0
127.0
(87.9)
8.5
1.3
3.5
8.5
1.2
(5.8)
23.0
47
FINANCIAL STATEMENTS 4. Segmental reporting continued
Operating segments continued
Year ended 30 June 2014
Revenue
Profit/(loss) before income tax
Adjusted EBITDA
Total assets
Total liabilities
Reconciliation of adjusted EBITDA
Profit/(loss) before income tax
Net finance expense
Depreciation
Amortisation
Costs relating to business combinations
Adjusted EBITDA
Veterinary
Practice
(restated1)
£m
126.4
13.3
21.9
81.2
(23.0)
13.3
—
2.3
6.1
0.2
21.9
Laboratory
(restated1)
Crematoria
(restated1)
£m
10.6
0.9
1.1
6.4
(1.7)
0.9
—
0.2
—
—
1.1
£m
1.6
0.3
0.4
2.3
(0.6)
0.3
—
0.1
—
—
0.4
Animed
Direct
£m
Head
office
(restated1)
£m
8.5
0.3
0.3
3.0
(2.8)
0.3
—
—
—
—
0.3
(4.2)
(8.5)
(5.4)
2.2
(35.8)
(8.5)
1.2
0.2
1.2
0.5
(5.4)
Group
£m
142.9
6.3
18.3
95.1
(63.9)
6.3
1.2
2.8
7.3
0.7
18.3
1 A number of costs relating to the Veterinary Practice, Laboratory and Crematoria divisions were previously charged to central administration. These are now charged to the appropriate division and figures
for comparative periods have been restated.
5. Finance expense
Interest expense, bank loans and overdraft
Amortisation of debt arrangement fees
Finance expense
6. Expenses by nature
Amortisation of intangible assets
Depreciation of property, plant and equipment
Employee benefit expenses
Cost of inventories recognised as an expense (included in cost of sales)
Repairs and maintenance expenditure on property, plant and equipment
Trade receivables impairment charge
Operating lease rentals payable
Other expenses
2015
£m
1.1
0.2
1.3
2015
£m
8.5
3.5
74.8
33.8
1.8
0.7
8.5
25.9
2014
£m
1.1
0.1
1.2
2014
£m
7.3
2.8
64.4
25.7
1.4
1.5
7.8
24.5
Total cost of sales and administrative expenses
157.5
135.4
The prior year comparatives for cost of sales and administration expenses have been restated to reclassify salary costs relating to non-clinical staff
and other employment costs to administration expenses. £18.6m of employment costs have been reclassified in the 2014 comparatives.
Services provided by the Company’s auditor and associates
During the year the Group obtained the following services from the Company’s auditors at costs as detailed below:
Audit services
Fees payable to the Group’s auditors for the audit of the parent company and consolidated financial statements
Other services
Tax services
The audit of the Company’s subsidiaries pursuant to legislation
All other services
2015
£’000
2014
£’000
16
13
46
41
116
15
—
41
—
56
48
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTSfor the year ended 30 June 2015 continued 7. Employee benefit expense and numbers
Group
Employee benefit expense for the Group
Wages and salaries
Social security costs
Other pension costs (note 30)
Share-based payments (note 12)
2015
£m
66.5
6.5
0.6
1.2
74.8
2014
£m
57.0
5.6
0.4
1.4
64.4
Employee benefit expense included within cost of sales is £47.5m (2014: £42.9m). The balance is recorded within administrative expenses.
The average monthly number of people employed by the Group (including Executive Directors) during the year, analysed by category, was as follows:
2015
Number
2014
Number
Veterinary surgeons and pathologists
Nurses, practice ancillaries and technicians
Crematorium staff
Central support
764
2,165
42
133
3,104
The Company has no employees, other than the Directors. The Directors received remuneration in respect of their services to the Company from
a subsidiary company.
8. Directors’ remuneration and key management compensation
Salaries and other short-term employee benefits
Company contributions to money purchase schemes
Highest paid Director
Directors’ emoluments
2015
£m
0.7
—
0.7
2014
£m
0.6
—
0.6
2015
£m
1.0
0.1
1.1
671
1,971
29
115
2,786
2014
£m
1.0
0.1
1.1
Retirement benefits are accruing to one Director (2014: one) under a personal pension plan. The remuneration of the Executive Directors amounting
to £1.0m (2014: £1.0m) is borne by the subsidiary company CVS (UK) Limited, without recharge. The remuneration of the Non-Executive Directors
amounting to £0.1m (2014: £0.1m) is borne by the subsidiary company CVS (UK) Limited and recharged to the Company.
Share options
Under the Company’s SAYE schemes the Directors have the following options at the balance sheet date:
S Innes
N Perrin
N Perrin
SAYE
scheme
SAYE7
SAYE6
SAYE7
Date of
grant
Earliest exercise
date and vesting date
Exercise
price
Number of
shares
27 November 2014
29 November 2013
27 November 2014
1 January 2018
1 January 2017
1 January 2018
296p
215p
296p
6,081
4,186
3,041
Shares awarded to Executive Directors under the Long Term Incentive Plans (“LTIPs”) as at the balance sheet date are as follows:
S Innes
S Innes
S Innes
N Perrin
S Innes
The exercise price for all shares is 0.2p.
LTIP
LTIP6
LTIP7
LTIP8
LTIP7
LTIP8
Date of
grant
Market price
on date of grant
Earliest exercise
date and vesting date
Number of
shares
23 July 2012
5 December 2013
24 September 2014
5 December 2013
24 September 2014
123p
250p
352p
250p
352p
30 June 2015
30 June 2016
30 June 2017
30 June 2016
30 June 2017
301,020
121,200
88,169
92,500
53,570
49
FINANCIAL STATEMENTS 8. Directors’ remuneration and key management compensation continued
Share options continued
LTIP5 and SAYE4 were exercised in the year; see the Remuneration Committee Report on page 31 for further details.
Details of the above schemes are included in the Remuneration Committee Report on pages 28 to 31.
Key management compensation
Key management is considered to be those on the Executive Committee (being the Executive Directors and other senior management) and Non-Executive
Directors. The employment costs of key management are as follows:
Salaries and other short-term employee benefits
Post-employment benefits
Share-based payments
9. Income tax expense
(a) Analysis of income tax expense recognised in the income statement
Current tax expense
UK corporation tax
Adjustments in respect of previous years
Total current tax charge
Deferred tax expense
Origination and reversal of temporary differences
Adjustments in respect of previous years
Effect of tax rate change on opening deferred tax balance
Total deferred tax credit (note 23)
Total income tax expense
2015
£m
1.9
0.1
1.1
3.1
2015
£m
2.6
—
2.6
(0.5)
(0.2)
(0.2)
(0.9)
1.7
2014
£m
1.7
0.1
1.3
3.1
2014
£m
2.3
0.2
2.5
(0.7)
—
(0.3)
(1.0)
1.5
Factors affecting the current tax charge
UK corporation tax is calculated at 20.8% (2014: 22.5%) of the estimated assessable profit for the year. The standard rate of UK corporation tax changed
from 21% to 20% with effect from 1 April 2015.
(b) Reconciliation of effective income tax charge
The tax on the Group’s profit before tax differs from the theoretical amount that would arise using the weighted average tax rate applicable to profits
of the consolidated entities as follows:
Profit before tax
Effective tax charge at 20.8% (2014: 22.5%)
Effects of:
Expenses not deductible for tax purposes
Effect of tax rate change on opening deferred tax balance
Adjustments to deferred tax charge in respect of previous years
Adjustments to current tax charge in respect of previous years
Total income tax expense
2015
£m
8.5
1.8
0.3
(0.2)
(0.2)
—
1.7
2014
£m
6.3
1.4
0.2
(0.3)
—
0.2
1.5
The Chancellor of the Exchequer has stated his intention to reduce the main rate of corporation tax from 20% to 19% from 1 April 2017. This change
has not been substantively enacted at the balance sheet date and, therefore, is not reflected in these financial statements. Had this change been enacted,
then the cumulative effects would have been to decrease the net deferred tax liability provided at the balance sheet date by £0.2m.
50
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTSfor the year ended 30 June 2015 continued
10. Profit for the financial year
As permitted by Section 408 of the Companies Act 2006, the Company’s profit and loss account has not been included in these financial statements.
The Company’s loss for the financial year was £0.2m (2014: £0.2m).
11. Earnings per Ordinary share
(a) Basic
Basic earnings per Ordinary share is calculated by dividing the profit after taxation by the weighted average number of shares in issue during the year.
Earnings attributable to Ordinary shareholders (£m)
Weighted average number of Ordinary shares in issue
Basic earnings per share (p per share)
2015
6.8
2014
4.8
58,814,787
57,728,337
11.6
8.3
(b) Diluted
Diluted earnings per share is calculated by adjusting the weighted average number of Ordinary shares outstanding to assume conversion of all dilutive
potential Ordinary shares. The Company has potentially dilutive Ordinary shares being the contingently issuable shares under the Group’s Long Term
Incentive Plan schemes and SAYE schemes. For share options, a calculation is undertaken to determine the number of shares that could have been
acquired at fair value (determined as the average annual market share price of the Company’s shares) based on the monetary value of the subscription
rights attached to outstanding share options. The number of shares calculated as above is compared with the number of shares that would have been
issued assuming the exercise of the share options.
Earnings attributable to Ordinary shareholders (£m)
Weighted average number of Ordinary shares in issue
Adjustment for contingently issuable shares – Long Term Incentive Plans
Adjustment for contingently issuable shares – SAYE schemes
Weighted average number of Ordinary shares for diluted earnings per share
Diluted earnings per share (p per share)
2015
6.8
2014
4.8
58,814,787
57,728,337
1,078,285
1,338,424
624,663
470,375
60,517,735
59,537,136
11.3
8.0
Non-GAAP measure: adjusted earnings per share
Adjusted earnings per Ordinary share is calculated as adjusted profit before income tax less applicable taxation divided by the weighted average number
of Ordinary shares in issue in the period.
Earnings attributable to Ordinary shareholders
Add back taxation
Profit before taxation
Adjustments for:
Amortisation (note 13)
Costs relating to business combinations (note 4)
Adjusted profit before income tax
Tax effect of the above adjustments at 20.8% (2014: 22.5%)
Adjusted profit after income tax and earnings attributable to owners of the parent
Weighted average number of Ordinary shares in issue
Weighted average number of Ordinary shares for diluted earnings per share
Adjusted earnings per share
Diluted adjusted earnings per share
2015
£m
6.8
1.7
8.5
8.5
1.2
18.2
(3.7)
14.5
2014
£m
4.8
1.5
6.3
7.3
0.7
14.3
(3.3)
11.0
58,814,787
57,728,337
60,517,735
59,537,136
Pence
24.7p
24.0p
Pence
19.0p
18.5p
51
FINANCIAL STATEMENTS 12. Share-based payments
Long Term Incentive Plans
The Group operates an incentive scheme for certain senior executives, the CVS Group Long Term Incentive Plan (“LTIP”).
Under the LTIP scheme awards are made at an effective nil cost, vesting over a three-year performance period conditional upon the Group’s earnings
per share growth, as adjusted for amortisation of intangibles, exceptional items and fair value adjustments in respect of derivative instruments and
available-for-sale assets over the same period. The LTIP scheme arrangements are equity settled.
Details of the share options outstanding during the year under the LTIP schemes are as follows:
Outstanding at 1 July 2014
Granted during the year
Forfeited during the year
Exercised during the year
Outstanding at 30 June 2015
Exercisable at 30 June 2015
* The weighted average share price at the date of exercise was £3.70.
Options are exercisable at 0.2p per share.
July 2014
scheme (“LTIP8”)
Number of
share awards
July 2013
scheme (“LTIP7”)
Number of
share awards
July 2012
scheme (“LTIP6”)
Number of
share awards
July 2011
scheme (“LTIP5”)
Number of
share awards
—
403,700
638,166
651,721
277,841
(1,136)
—
—
(1,600)
—
—
(3,266)
—
—
—
(651,721)*
276,705
402,100
634,900
—
—
—
—
—
The options outstanding at the year end under LTIP7 and LTIP6 have a weighted average remaining contractual life of one year and nil years respectively.
The share-based payment charge for the year in respect of the options issued under the LTIP schemes amounted to £0.9m (2014: £1.2m) and has been
charged to administrative expenses. National Insurance contributions amounting to £0.6m (2014: £0.5m) have been accrued in respect of the LTIP scheme
transactions and are treated as cash-settled transactions.
Further details of the above schemes are included in the Remuneration Committee Report on pages 28 to 31.
Save As You Earn (“SAYE”)
The Group operates an incentive scheme for all employees, the CVS Group SAYE plan, an HM Revenue & Customs approved scheme. The SAYE5 scheme
was opened for subscription in December 2012 (with options granted in January 2013), the SAYE6 scheme was opened for subscription in December 2013
(with options granted in January 2014) and the SAYE7 scheme was opened for subscription in December 2014 (with options granted in January 2015).
Under the SAYE schemes awards have been made at a 20% discount of the closing mid-market price on date of invitation, vesting over a three-year
period. There are no performance conditions attached to the SAYE scheme. Details of the share options outstanding during the year under the SAYE
schemes are as follows:
Outstanding at 1 July 2014
Granted during the year
Forfeited/expired during the year
Exercised during the year
Outstanding at 30 June 2015
Exercisable at 30 June 2015
SAYE7
Number of
share awards
SAYE6
Number of
share awards
SAYE5
Number of
share awards
SAYE4
Number of
share awards
—
609,455
171,692
294,995
736,541
(17,575)
—
—
—
(71,330)
(15,646)
—
(468)
—
—
(294,527)*
718,966
538,125
156,046
—
—
—
—
—
* The weighted average share price at the date of exercise was £4.71 for the SAYE4 scheme.
Options are exercisable at 296p for the SAYE7 scheme, 215p per share for the SAYE6 scheme, 130p for the SAYE5 scheme and 95p for the SAYE4 scheme.
The options outstanding at the year end under the SAYE5 and SAYE4 scheme have a weighted average remaining contractual life of one year and five months
and nil years and five months respectively.
The net share-based payment charge for the year in respect of the options issued under the SAYE schemes amounted to £0.3m (2014: £0.2m) and has
been charged to administrative expenses.
52
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTSfor the year ended 30 June 2015 continued 12. Share-based payments continued
Save As You Earn (SAYE) continued
Options for both schemes were valued using the Black-Scholes option pricing model. The fair value per option granted and the assumptions used
in the calculation are as follows:
Grant date
Share price at grant date
Fair value per option
Exercise price
Number of employees
Shares under option at date of grant
Vesting period/option life/expected life (years)
Weighted average remaining contractual life
Expected volatility*
Expected dividends expressed as a dividend yield
LTIP8
SAYE7
24 September 2014
27 November 2014
£3.52
£3.52
0.2p
25
277,841
3 years
2 years
21.63%
0.7%
£3.70
£2.96
£2.96
495
736,541
3 years
2 years 5 months
21.63%
0.7%
* Expected volatility has been determined by reference to the historical share return volatility of CVS Group plc.
13. Intangible assets
Cost
At 1 July 2013
Additions arising through business combinations
Other additions
At 30 June 2014
Additions arising through business combinations
(note 15)
Other additions
At 30 June 2015
Accumulated amortisation
At 1 July 2013
Amortisation for the year
At 30 June 2014
Amortisation for the year
At 30 June 2015
Net book amount
At 30 June 2015
At 30 June 2014
At 1 July 2013
Goodwill
£m
Trade
names
£m
Customer
lists
£m
Patient data
records
£m
Computer
software
£m
17.1
1.1
—
18.2
3.7
—
21.9
—
—
—
—
—
21.9
18.2
17.1
1.5
—
—
1.5
—
—
1.5
0.4
0.2
0.6
0.1
0.7
0.8
0.9
1.1
4.4
0.8
—
5.2
0.7
—
5.9
1.6
0.3
1.9
0.4
2.3
3.6
3.3
2.8
59.8
10.3
—
70.1
24.1
—
94.2
27.9
6.5
34.4
7.6
42.0
52.2
35.7
31.9
1.2
—
0.4
1.6
—
0.4
2.0
0.6
0.3
0.9
0.4
1.3
0.7
0.7
0.6
Amortisation expense has been charged to administrative expenses.
The patient data records, customer lists and trade names were acquired as a component of business combinations. See note 15 for further details
of current year acquisitions.
Total
£m
84.0
12.2
0.4
96.6
28.5
0.4
125.5
30.5
7.3
37.8
8.5
46.3
79.2
58.8
53.5
53
FINANCIAL STATEMENTS 13. Intangible assets continued
The components of goodwill are disclosed by the grouped cash-generating units shown below:
Veterinary practices
Laboratories
Crematoria
2015
£m
18.1
2.2
1.6
21.9
2014
£m
14.5
2.2
1.5
18.2
The pre-tax discount rate applied to the cash flow projections is derived from the Group’s post-tax weighted average cost of capital. The risks relating to
each segment are considered to be the same and, as such, the discount rate applied to each segment is the same. The Directors consider the growth rate
to be consistent between segments; a 1% growth per annum in EBITDA has been assumed for the purposes of assessing net present value of future cash
flows, with EBITDA used as an approximation to cash flow. The budget for the next financial year is used as a basis for the cash flow projections. The growth
rate is based upon a prudent assessment of market-specific growth assumptions. Further details of the impairment tests are disclosed in note 2.
Estimates are based on past experience and expectations of future changes to the market. Growth rate forecasts are extrapolated based on estimated
long-term average growth rates for the markets in which the CGU operates (estimated at 1.0%). The pre-tax discount rate used to calculate value in use is
10.87% at 30 June 2015 (2014: 11.7%). These discount rates are derived from the Group’s post-tax weighted average cost of capital. Based on the results of the
current year impairment review, no impairment charges have been recognised by the Group in the year ended 30 June 2015 (2014: £nil). Having assessed
the anticipated future cash flows the Directors do not consider there to be any reasonably possible changes in assumptions that would lead to such an
impairment charge in the year ended 30 June 2015.
14. Property, plant and equipment
Cost
At 1 July 2013
Additions arising through business combinations
Additions
Disposals
At 30 June 2014
Additions arising through business combinations (note 15)
Additions
Disposals
At 30 June 2015
Accumulated depreciation
At 1 July 2013
Charge for the year
Disposals
At 30 June 2014
Charge for the year
Disposals
At 30 June 2015
Net book amount
At 30 June 2015
At 30 June 2014
At 1 July 2013
Freehold land
and buildings
£m
Leasehold
improvements
£m
Fixtures, fittings
and equipment
£m
Motor
vehicles
£m
1.7
0.5
—
—
2.2
—
1.2
—
3.4
0.2
0.1
—
0.3
0.1
—
0.4
3.0
1.9
1.5
8.0
0.1
1.7
—
9.8
0.5
2.3
—
12.6
2.6
0.9
—
3.5
1.0
—
4.5
8.1
6.3
5.4
12.3
0.4
3.1
—
15.8
2.4
2.4
—
20.6
8.4
1.6
—
10.0
2.2
—
12.2
8.4
5.8
3.9
1.3
—
0.1
(0.1)
1.3
—
0.2
(0.1)
1.4
0.7
0.2
(0.1)
0.8
0.2
(0.1)
0.9
0.5
0.5
0.6
Total
£m
23.3
1.0
4.9
(0.1)
29.1
2.9
6.1
(0.1)
38.0
11.9
2.8
(0.1)
14.6
3.5
(0.1)
18.0
20.0
14.5
11.4
Freehold land amounting to £0.2m (2014: £0.2m) has not been depreciated.
54
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTSfor the year ended 30 June 2015 continued
15. Business combinations
Details of business combinations in the year ended 30 June 2015 are set out below (full details of each acquisition are provided in the Year in Review
on pages 6 to 7), in addition to an analysis of post-acquisition performance of the respective business combinations, where practicable.
Given the nature of the veterinary surgeries acquired (mainly partnerships or sole traders) and the records maintained by such practices, it is not practicable
to disclose the revenue or profit/loss of the combined entity for the year as though the acquisition date for all business combinations effected during the year
had been the beginning of that year. It is not practicable to disclose the impact of the business combinations on the consolidated cash flow statement
as full ledgers were not maintained for each business combination in relation to all related assets and liabilities following acquisition.
The table below summarises the assets acquired in the year ended 30 June 2015:
Property, plant and equipment
Patient data records
Customer lists
Goodwill
Inventory
Deferred tax liability (note 23)
Trade and other receivables
Trade and other payables
Loans
Net assets acquired
Deferred consideration payable via loan notes
Consideration paid – cash
Deferred consideration paid in respect of prior year acquisitions
Total consideration paid in year – cash
Book value of
acquired assets
£m
Adjustments
£m
Fair value
£m
2.9
6.8
—
—
0.6
—
1.8
(4.5)
(1.7)
5.9
—
17.3
0.7
3.7
(0.1)
(4.2)
—
—
—
17.4
2.9
24.1
0.7
3.7
0.5
(4.2)
1.8
(4.5)
(1.7)
23.3
(2.5)
20.8
0.3
21.1
Post-acquisition revenue and post-acquisition EBITDA were £7.7m and £1.0m respectively. The post-acquisition period is from the date of acquisition
to 30 June 2015. Post-acquisition EBITDA represents the direct operating result of practices from the date of acquisition to 30 June 2015 prior
to the allocation of central overheads, on the basis that it is not practicable to allocate these.
The acquisition costs incurred in relation to the above business combinations amounted to £0.8m for the year and are included within other expenses
in note 6 of the financial statements.
Included within the table above is the acquisition of YourVets, which is considered to be material for the purposes of these financial statements
and therefore the elements pertaining to the acquisition of YourVets have been separately disclosed in the table below. The fair values of the assets
and liabilities are provisional.
Book value of
acquired assets
£m
Adjustments
£m
Fair value
£m
Property, plant and equipment
Patient data records
Goodwill
Inventory
Deferred tax liability
Trade and other receivables
Trade and other payables
Loans
Net assets acquired
Deferred consideration payable via loan notes
Consideration paid – cash
Deferred consideration paid in respect of prior year acquisitions
Total consideration paid in year – cash
1.9
3.5
—
0.2
—
1.3
(2.9)
(1.7)
2.3
—
8.3
3.6
—
(2.5)
—
—
—
9.4
1.9
11.8
3.6
0.2
(2.5)
1.3
(2.9)
(1.7)
11.7
(2.5)
9.2
—
9.2
55
FINANCIAL STATEMENTS 15. Business combinations continued
Business combinations in previous years
Details of business combinations in the comparative year are presented in the consolidated financial statements for the year ended 30 June 2014.
Business combinations subsequent to the year end
Subsequent to the year end, the Group acquired the share capital of Dovecote Veterinary Hospital, a referral practice based in Castle Donington on 20 July 2015;
Rosemullion Veterinary Practice, a four-surgery practice based in Helston, Penryn and Falmouth on 11 August 2015; and Torbridge Veterinary Group,
a three-surgery practice based in Bideford, South Molton and Torrington on 21 September 2015 for a total cash consideration of £7.1m. Assets acquired
comprised principally intangible patient data records with a provisional fair value of £7.1m.
16. Investments
(a) Available-for-sale financial assets
Available-for-sale financial assets, which are denominated in Sterling, consist of an investment in managed investment funds.
The Group holds an investment in managed investment funds which have a quoted market price in an active market and are accordingly measured at fair
value. Gains and losses arising from changes in the fair value are recognised directly in equity until the security is disposed of or deemed to be impaired.
(b) Shares in subsidiary undertakings
Company
Cost and net book amount
At 1 July 2014
Options granted to employees of subsidiary undertakings
At 30 June 2014
Options granted to employees of subsidiary undertakings
At 30 June 2015
£m
61.7
1.4
63.1
1.2
64.3
The principal subsidiary undertakings of CVS Group plc are set out in note 1.
17. Derivative financial instruments
Derivatives are used for hedging in the management of exposure to market risks. This enables the optimisation of the overall cost of accessing debt
capital markets, and the mitigation of the market risk which would otherwise arise from movements in interest rates.
There is no material impact on the Group income statement resulting from hedge ineffectiveness. There was no ineffective portion of cash flow hedges
in 2015 (2014: £nil).
Cash flow hedges
On 6 December 2011, the Group entered into an interest rate swap arrangement limiting the Group’s exposure to interest rate increases. The swap arrangement
hedges 60% of a £36.0m term loan facility (£32.0m outstanding at 30 June 2015) by means of an amortising hedge which matches the debt amortisation.
The Group classifies its interest rate swap arrangement as a cash flow hedge and utilises hedge accounting to minimise income statement volatility in relation
to movements in the value of the swap arrangement.
The fair values of the Group’s interest rate derivatives are established using valuation techniques, primarily discounting cash flows, based on assumptions
that are supported by observable market prices or rates.
The fair values of derivative financial instruments have been disclosed in the Group balance sheet as follows:
Group
Non-current
2015
2014
Assets
£m
Liabilities
£m
Assets
£m
Liabilities
£m
Interest rate swap arrangements – cash flow hedges
—
(0.1)
—
—
The notional principal amount of the outstanding interest rate swap arrangement contract at 30 June 2015 was £19.2m. The outstanding interest rate
swap arrangement contract expires on 27 January 2017.
56
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTSfor the year ended 30 June 2015 continued 17. Derivative financial instruments continued
Movements in fair values
Group
Fair value at 1 July 2013
Fair value gain through reserves – hedged
At 30 June 2014
Fair value loss through reserves – hedged
At 30 June 2015
18. Financial instruments
Group – assets as per balance sheet
Available-for-sale financial assets
Trade and other receivables
(excluding prepayments and accrued income)
Cash and cash equivalents
Company – assets as per balance sheet
Trade and other receivables
(excluding prepayments)
Liabilities as per balance sheet
Borrowings
Trade and other payables (excluding social security
and other taxes)
Derivative financial instruments
Loans and
receivables
£m
2015
Available
for sale
£m
—
10.2
3.0
13.2
0.1
—
—
0.1
Loans and
receivables
£m
2015
Available
for sale
£m
4.8
4.8
—
—
Loans and
receivables
£m
2014
Available
for sale
£m
—
7.8
2.2
10.0
Loans and
receivables
£m
6.2
6.2
0.1
—
—
0.1
2014
Available
for sale
£m
—
—
Total
£m
0.1
10.2
3.0
13.3
Total
£m
4.8
4.8
2015
2014
Derivatives
used for hedging
£m
Other financial
liabilities
£m
—
—
(0.1)
(0.1)
(49.2)
(25.4)
—
(74.6)
Total
£m
(49.2)
(25.4)
(0.1)
(74.7)
Derivatives
used for hedging
£m
Other financial
liabilities
£m
—
—
—
—
(33.5)
(20.8)
—
(54.3)
Interest
rate swap
arrangements
£m
(0.2)
0.2
—
(0.1)
(0.1)
Total
£m
0.1
7.8
2.2
10.1
Total
£m
6.2
6.2
Total
£m
(33.5)
(20.8)
—
(54.3)
57
FINANCIAL STATEMENTS 19. Inventories
All inventories are goods held for resale. The Directors do not consider the difference between the purchase price of inventories and their replacement
cost to be material.
20. Trade and other receivables
Trade receivables:
Within their due period
Past due (between one and six months old):
Not impaired
Fully impaired
Total trade receivables
Less: provision for impairment of receivables
Trade receivables – net
Amounts owed by Group undertakings
Other receivables
Prepayments and accrued income
Group
2015
£m
Group
2014
£m
Company
2015
£m
Company
2014
£m
4.9
2.8
2.0
9.7
(2.0)
7.7
—
2.5
6.9
17.1
3.5
2.3
1.4
7.2
(1.4)
5.8
—
2.0
6.0
13.8
—
—
—
—
—
—
—
4.8
—
—
4.8
—
—
—
—
—
—
—
6.2
—
—
6.2
Group
The carrying amount of trade and other receivables is deemed to be a reasonable approximation to fair value. The maximum exposure to credit risk
at the reporting date is the fair value of each class of receivable above. The Group does not hold any collateral as security. The Group’s trade and other
receivables are denominated in Sterling.
A provision for impairment is established based on historical experience. The amount of the provision was £2.0m (2014: £1.4m). The individually impaired
receivables relate mainly to individual customers who are in unexpectedly difficult economic situations. These amounts continue to be legally pursued
for collection notwithstanding they are provided against. Movements on the Group’s provision for impairment of trade receivables are as follows:
2015
£m
1.4
0.7
(0.1)
2.0
2014
£m
0.9
1.5
(1.0)
1.4
Group
2015
£m
17.5
5.0
2.2
5.7
30.4
Group
2014
£m
15.4
4.9
1.5
3.9
25.7
Company
2015
£m
Company
2014
£m
—
—
—
—
—
—
—
—
—
—
At the beginning of the year
Charged to the income statement within administrative expenses
Utilised in the year
At the end of the year
Other receivables do not contain impaired assets.
Company
Amounts owed by Group undertakings are unsecured, interest free and repayable on demand.
21. Trade and other payables
Current
Trade payables
Social security and other taxes
Other payables
Accruals
58
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTSfor the year ended 30 June 2015 continued
22. Borrowings
Borrowings comprise bank loans and are denominated in Sterling. The repayment profile is as follows:
Group
Within one year or on demand
Between one and two years
Between two and three years
2015
£m
14.1
32.6
2.5
49.2
2014
£m
3.6
4.0
25.9
33.5
The balances above are shown net of issue costs of £0.6m (2014: £0.2m), which are being amortised over the term of the bank loans. The carrying amount
of borrowings is deemed to be a reasonable approximation to fair value.
On 28 March 2015, the Group entered into a new bank facility agreement with Royal Bank of Scotland (“RBS”). This facility agreement replaced the existing
bank loan arrangements with RBS on more favourable terms, including a lower coupon rate. The facilities comprise the following elements: a fixed term
loan of £32.0m, repayable on 27 January 2017 via a single bullet repayment; a five-year Revolving Credit Facility of £48.0m that runs to 27 March 2020; and
a £5.0m overdraft facility renewable annually. The facility provides an option for the Group to refinance the repayment of the £32.0m fixed term loan through
an additional RCF.
The two main financial covenants associated with the Group’s bank facilities are based on Group borrowings to EBITDA and Group EBITDA to interest ratios.
The bank loans, revolving facility and overdraft are unsecured, although there are cross guarantees in place from most of the Group’s trading subsidiaries.
Undrawn committed borrowing facilities
At 30 June 2015 the Group has a committed overdraft facility of £5.0m (2014: £5.0m) and an RCF of £48.0m (2014: £10.0m). The overdraft facility
was undrawn at 30 June 2015 and 30 June 2014. £33.0m of the RCF was undrawn at 30 June 2015 (2014: £10.0m).
23. Deferred income tax
Deferred income tax assets comprised:
Group
Tax effect of temporary differences:
Share-based payments
Losses
2015
£m
1.7
0.1
1.8
2014
£m
1.0
0.1
1.1
The Group’s deferred tax assets have been recognised based on historical performance and future budgets. The Directors believe that it is probable that
there will be sufficient taxable profits against which the assets will reverse.
Deferred income tax liabilities comprise the excess of qualifying depreciation and amortisation over tax allowances.
The movement in the net deferred income tax liabilities is explained as follows:
Group
Share-based payments
Unutilised tax losses carried forward
Excess of qualifying depreciation and amortisation
over capital allowances
Arising on acquisitions
At 1 July
2014
£m
1.0
0.1
(2.9)
(0.8)
(2.6)
(Charged)/
credited to
income
statement
£m
Deferred tax
gross up on
acquisitions
£m
Credited to
statement of
changes in
equity
£m
At 30 June
2015
£m
(0.5)
—
1.4
—
0.9
—
—
—
(4.2)
(4.2)
1.2
—
—
—
1.2
1.7
0.1
(1.5)
(5.0)
(4.7)
59
FINANCIAL STATEMENTS
23. Deferred income tax continued
Group
Share-based payments
Unutilised tax losses carried forward
Derivative financial instruments
Excess of qualifying depreciation and amortisation
over capital allowances
Arising on acquisitions
The deferred tax balance is non-current.
24. Share capital
Issued and fully paid
59,203,483 (2014: 58,248,138) Ordinary shares of 0.2p each
At 1 July
2013
£m
0.5
—
0.1
(4.1)
—
(3.5)
(Charged)/
credited to
income
statement
£m
Deferred tax
gross up on
acquisitions
£m
Credited/
(charged) to
statement of
changes in
equity
£m
At 30 June
2014
£m
(0.3)
0.1
—
1.2
—
1.0
—
—
—
—
(0.8)
(0.8)
0.8
—
(0.1)
—
—
0.7
2015
£m
0.1
1.0
0.1
—
(2.9)
(0.8)
(2.6)
2014
£m
0.1
During the year, 651,721 shares were issued for consideration of £1,303 in respect of the vesting of LTIP5, and 282,313 shares were issued for consideration
of £268,197 in respect of SAYE4.
Details of shares under option are provided in note 12 to the financial statements.
Dividends
The Directors have proposed a final dividend of 3.0p (2014: 2.5p) per share (total: £1.8m), payable on 11 December 2015 to shareholders on the register
at the close of business on 27 November 2015. The dividend has not been included as a liability as at 30 June 2015. During the year a dividend of
2.5p per share amounting to £1.5m was paid.
25. Revaluation reserve
The revaluation reserve is used to record any surplus following a revaluation of property, plant and equipment. The revaluation reserve arose on the revaluation
of a property in the subsidiary undertaking Precision Histology International Limited. The revaluation reserve is not a distributable reserve until realised.
26. Analysis of movement in net debt
Group
Cash and cash equivalents
Borrowings – current
Borrowings – non-current
Net debt
At 1 July
2014
£m
2.2
(3.6)
(29.9)
(31.3)
Cash flow
£m
Non-cash
movement
£m
At 30 June
2015
£m
0.8
(11.5)
—
(10.7)
—
1.0
(5.2)
(4.2)
3.0
(14.1)
(35.1)
(46.2)
Non-cash movements comprise amortisation of issue costs on bank loans, new finance lease obligations, issue of loan notes, bank debt acquired
and transfers between categories of borrowings. Cash and cash equivalents comprise cash at bank and in hand.
60
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTSfor the year ended 30 June 2015 continued 27. Cash flow generated from operations
Profit/(loss) for the year
Taxation
Total finance costs
Amortisation of intangible assets
Depreciation of property, plant and equipment
(Increase)/decrease in working capital:
Inventories
Trade and other receivables
Trade and other payables
Share option expense
Total net cash flow generated from operations
Group
2015
£m
6.8
1.7
1.3
8.5
3.5
(0.6)
(1.9)
1.7
1.2
22.2
Group
2014
£m
Company
2015
£m
Company
2014
£m
4.8
1.5
1.2
7.3
2.8
(0.9)
(0.5)
3.1
1.4
20.7
(0.2)
(0.2)
—
—
—
—
—
0.2
—
1.2
1.2
—
—
—
—
—
(0.6)
—
1.4
0.6
28. Guarantees and other financial commitments
Capital commitments
The Group had no capital commitments as at 30 June 2015 (2014: £nil).
Bank guarantees
The Company is a member of the Group banking arrangement under which it is party to unlimited cross guarantees in respect of the banking facilities
of other Group undertakings, amounting to £31.9m at 30 June 2015. The Directors do not expect any material loss to the Company to arise in respect
of the guarantees.
29. Operating lease commitments
The future aggregate minimum lease payments under non-cancellable operating leases are as follows:
Not later than one year
Later than one year and not later than five years
Later than five years
Total
2015
Plant and
machinery
£m
0.4
0.6
—
1.0
Property
£m
7.2
19.9
9.9
37.0
Total
£m
7.6
20.5
9.9
38.0
Property
£m
6.4
17.7
10.8
34.9
2014
Plant and
machinery
£m
0.4
0.5
—
0.9
Total
£m
6.8
18.2
10.8
35.8
Operating lease commitments primarily represent rentals payable by the Group in respect of its veterinary practices and office premises.
30. Pension schemes
The Group contributes to certain employees’ personal pension schemes in accordance with their service contracts. The amounts are charged
to the income statement as they fall due. The amounts charged during the year amounted to £0.6m (2014: £0.4m). The amount outstanding
at the end of the year included in trade and other payables was £0.1m (2014: £0.1m).
61
FINANCIAL STATEMENTS
31. Related party transactions
Directors’ and key management’s compensation is disclosed in note 8.
Company
During the year the Company had the following transactions with CVS (UK) Limited:
Recharge of expenses incurred by CVS (UK) Limited on behalf of the Company
Cash advanced to fund payment of dividend
The following balances were owed by/due to related companies:
CVS (UK) Limited
2015
£m
(0.2)
(1.5)
2014
£m
(0.2)
(1.1)
2015
2014
Receivable
£m
4.8
Payable
£m
—
Receivable
£m
6.2
Payable
£m
—
Amounts owed by CVS (UK) Limited are unsecured, interest free and have no fixed date of repayment.
Transactions with Directors and key management
Annual market-based rent payable to the spouse of S Innes for the rental of premises amounts to £0.1m (2014: £0.1m), of which £0.1m (2014: £0.1m)
was paid in the year.
Annual market-based rent payable to Tim Davies, a member of key management, for the rental of premises amounts to £0.1m (2014: £0.1m), of which
£0.1m (2014: £0.1m) was paid in the year. During the year the following dividends were paid to the Directors: R Connell £2,100; M McCollum £500;
S Innes £13,700; and N Perrin £250.
Ultimate controlling party
The Directors consider there is no ultimate controlling party.
62
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTSfor the year ended 30 June 2015 continued FIVE-YEAR HISTORY
Revenue
Gross profit
Operating profit
Exceptional finance expenses
Finance expense
Profit before tax
Income tax expense
Profit for the year
EBITDA
Adjusted EBITDA
Adjusted profit before income tax
Cash generated from operations
Capital expenditure
Acquisitions
Loans and borrowings acquired through business combinations
Taxation paid
Interest paid
Exceptional interest paid
Debt issuance costs paid
Proceeds from Ordinary shares
Dividends paid
(Increase)/reduction in net debt
Year-end net debt
Basic earnings per share
Adjusted basic earnings per share
2015
£m
167.3
79.1
9.8
—
(1.3)
8.5
(1.7)
6.8
23.0
18.2
22.2
(6.5)
(22.8)
(2.5)
(2.3)
(1.3)
—
(0.5)
0.3
(1.5)
(14.9)
46.2
Pence
11.6
24.7
2014
£m
142.9
65.2
7.5
—
(1.2)
6.3
(1.5)
4.8
18.3
14.3
20.7
(5.3)
(12.4)
—
(2.5)
(1.2)
—
—
0.5
(1.1)
(1.3)
31.3
Pence
8.3
19.0
2013
£m
120.1
41.9
6.7
—
(1.2)
5.5
(1.5)
4.0
15.8
12.1
16.7
(4.1)
(7.7)
—
(2.1)
(1.2)
—
—
0.1
(0.8)
0.9
30.0
Pence
7.1
16.2
2012
£m
108.7
39.1
6.8
(1.5)
(1.5)
3.8
(0.9)
2.9
15.1
9.7
15.6
(3.6)
(3.8)
—
(2.0)
(1.2)
(1.6)
(0.3)
—
(0.5)
2.6
30.9
Pence
6.2
12.8
2011
£m
101.5
36.7
6.4
—
(2.1)
4.3
(0.8)
3.5
14.1
9.7
17.6
(1.9)
(4.2)
—
(1.3)
(1.8)
—
—
—
—
8.4
33.5
Pence
5.7
12.5
63
CVS GROUP PLCFINANCIAL STATEMENTSANNUAL REPORT2015FINANCIAL STATEMENTS CONTACT DETAILS AND ADVISORS
Registered office
CVS House
Vinces Road
Diss
Norfolk
IP22 4AY
Nominated advisor and broker
Nplus1 Singer
One Bartholomew Lane
London
EC2N 2AX
Company Secretary
R Cleal
Bankers
NatWest Bank Plc
12 High Street
Southampton
SO14 2BF
Royal Bank of Scotland Plc
36 St Andrew Square
Edinburgh
EH2 2YB
Independent auditors
Grant Thornton UK LLP
80 Compair Crescent
Ipswich
IP2 0EH
Legal advisors
DLA Piper UK LLP
3 Noble Street
London
EC2V 7EE
Leathes Prior
74 The Close
Norwich
NR1 4DR
64
FINANCIAL STATEMENTSCVS GROUP PLCANNUAL REPORT2015 Design Portfolio is committed to planting
trees for every corporate communications
project, in association with Trees for Cities.
CVS’ commitment to environmental issues is reflected in this Annual Report
which is printed on Symbol Freelife Satin, an FSC® certified material. Dry waste
associated with this production is diverted from landfill and the Annual Report
is produced in accordance with ISO 140001 and ISO 9001 compliance.
C
V
S
G
r
o
u
p
p
l
c
A
n
n
u
a
l
R
e
p
o
r
t
f
o
r
t
h
e
y
e
a
r
e
n
d
e
d
3
0
J
u
n
e
2
0
1
5
CVS House
Vinces Road
Diss
Norfolk
IP22 4AY