J Sainsbury PLC
Annual Report 1997

Plain-text annual report

PMS295 PMS021 .Special Cream PMS295 PMS021 .Special Cream J Sainsbury plc Annual Review1997 and Summary Financial Statement J i S a n s b u r y p l c A n n u a l i R e v e w 1 9 9 7 a n d S u m m a r y F n a n c i a i l S t a t e m e n t J Sainsbury plc Stamford House Stamford Street London SE1 9LL http://www.sainsburys.co.uk ES No Client Stage Int Stage Date Op 119504 Two Two 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents FC/BC Review Incarnatus ES No Client Stage Int Stage Date Op 119504 Two Two 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents FC/BC Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Contents Financial Highlights 1 Chairman’s Statement 2-3 Board of Directors 4-5 Chief Executive’s Review UK Food Retailing Businesses 6-7 Sainsbury’s Supermarkets 8-13 Savacentre 14-15 Chief Executive’s Review Homebase and US Businesses 16-17 Homebase 18-21 Shaw’s 22-23 Ten Year Financial Record and New Store Openings and Extensions 24-25 Financial Review 26-29 Summary Financial Statement 30-33 Investor Information 34-35 Financial Calendar 36 Registered Office and Advisers Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Financial Highlights Group Profile J Sainsbury plc is one of the world’s leading retailers, operating three separate store chains and a bank in the UK and one store chain in the US. Through these operations, J Sainsbury plc serves more than 12.5 million customers a week. Sainsbury’s Supermarkets is the largest part of the Sainsbury Group, accounting for 89% of Group operating profit before profit sharing and exceptional costs and 75% of Group sales. The other UK food retailing arm is Savacentre, the country’s only specialist hypermarket company. Homebase, also in the UK, is our chain of home improvement stores and garden centres. In the US Shaw’s Supermarkets, Inc. operates a chain of supermarkets in New England. J Sainsbury plc also has a holding of approximately 20% in Giant Food Inc., a supermarket group which is the market leader in the Washington DC and Baltimore areas. Founded in London in 1869, Sainsbury’s was privately owned until public flotation in 1973. The Sainsbury family and its charitable trusts remain major shareholders and the present Chairman, David Sainsbury, is a great-grandson of the founders. Group Objectives To discharge the responsibility as leaders in our trade by acting with complete integrity, by carrying out our work to the highest standards, and by contributing to the public good and to the quality of life in the community. To provide unrivalled value to our customers in the quality of the goods we sell, in the competitiveness of our prices and in the range of choice we offer. To achieve the highest standards in efficiency of operation, convenience and customer service in our stores, thereby creating as attractive and friendly a shopping environment as possible. To offer our staff outstanding opportunities in terms of personal career development and in remuneration relative to other companies in the same market, practising always a concern for the welfare of every individual. To generate sufficient profit to finance continual improvement and growth of the business whilst providing our shareholders with an excellent return on their investment. £ million 1997 1996 52 weeks to 52 weeks to 9th March 8th March % Change GROUP SALES (incl. taxes) . . 14,312 13,499 6.0 GROUP OPERATING PROFIT before profit sharing and exceptional costs . . . . . . Profit Sharing . . . . . . . . Associates . . . . . . . . . Net Interest Payable . . . . . (12.8) 745 (37) 19 (76) 854 (50) 19 (59) GROUP PROFIT before tax, exceptional costs and profit/(loss) on sale of fixed assets . . . 651 764 (14.8) Profit/(loss) on sale of fixed assets . . . . . . . . Exceptional costs . . . . . . 8 (4) (50) ——————————— (48) ——————————— GROUP PROFIT BEFORE TAX . Tax . . . . . . . . . . . . 609 (208) 712 (234) GROUP PROFIT AFTER TAX . ——————————— 401 ——————————— ——————————— 478 ——————————— EARNINGS PER SHARE . . . . 22.0p 26.8p FULLY DILUTED EARNINGS PER SHARE before exceptional costs and profit on sale of properties . . . . . DIVIDEND PER SHARE of which Final . . . . . . . . . . 23.1p 12.3p 8.8p 27.8p 12.1p 8.7p (16.9) 1.7 Group Sales £ billion 14.3 13.5 12.1 11.2 10.3 1993 1994 1995 1996 1997 Group sales increased by 6% to £14.3 billion. Group Profit £ million 735 731 808 764 651 1993 1994 1995 1996 1997 Group profit before tax, exceptional costs and profit/(loss) on sale of fixed assets decreased by 14.8% to £651 million. Dividend per Share Pence 12.1 12.3 11.7 10.6 10.0 1993 1994 1995 1996 1997 Dividend per share increased by 1.7% to 12.3 pence. J Sainsbury plc 1 ES No Client Stage Int Stage Date Op 119504 Four Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents IFC-01 Contents Incarnatus ES No Client Stage Int Stage Date Op 119504 Five Five 22.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents IFC-01 Contents Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Contents Financial Highlights 1 Chairman’s Statement 2-3 Board of Directors 4-5 Chief Executive’s Review UK Food Retailing Businesses 6-7 Sainsbury’s Supermarkets 8-13 Savacentre 14-15 Chief Executive’s Review Homebase and US Businesses 16-17 Homebase 18-21 Shaw’s 22-23 Ten Year Financial Record and New Store Openings and Extensions 24-25 Financial Review 26-29 Summary Financial Statement 30-33 Investor Information 34-35 Financial Calendar 36 Registered Office and Advisers Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Financial Highlights Group Profile J Sainsbury plc is one of the world’s leading retailers, operating three separate store chains and a bank in the UK and one store chain in the US. Through these operations, J Sainsbury plc serves more than 12.5 million customers a week. Sainsbury’s Supermarkets is the largest part of the Sainsbury Group, accounting for 89% of Group operating profit before profit sharing and exceptional costs and 75% of Group sales. The other UK food retailing arm is Savacentre, the country’s only specialist hypermarket company. Homebase, also in the UK, is our chain of home improvement stores and garden centres. In the US Shaw’s Supermarkets, Inc. operates a chain of supermarkets in New England. J Sainsbury plc also has a holding of approximately 20% in Giant Food Inc., a supermarket group which is the market leader in the Washington DC and Baltimore areas. Founded in London in 1869, Sainsbury’s was privately owned until public flotation in 1973. The Sainsbury family and its charitable trusts remain major shareholders and the present Chairman, David Sainsbury, is a great-grandson of the founders. Group Objectives To discharge the responsibility as leaders in our trade by acting with complete integrity, by carrying out our work to the highest standards, and by contributing to the public good and to the quality of life in the community. To provide unrivalled value to our customers in the quality of the goods we sell, in the competitiveness of our prices and in the range of choice we offer. To achieve the highest standards in efficiency of operation, convenience and customer service in our stores, thereby creating as attractive and friendly a shopping environment as possible. To offer our staff outstanding opportunities in terms of personal career development and in remuneration relative to other companies in the same market, practising always a concern for the welfare of every individual. To generate sufficient profit to finance continual improvement and growth of the business whilst providing our shareholders with an excellent return on their investment. £ million 1997 1996 52 weeks to 52 weeks to 9th March 8th March % Change GROUP SALES (incl. taxes) . . 14,312 13,499 6.0 GROUP OPERATING PROFIT before profit sharing and exceptional costs . . . . . . Profit Sharing . . . . . . . . Associates . . . . . . . . . Net Interest Payable . . . . . (12.8) 745 (37) 19 (76) 854 (50) 19 (59) GROUP PROFIT before tax, exceptional costs and profit/(loss) on sale of fixed assets . . . 651 764 (14.8) Profit/(loss) on sale of fixed assets . . . . . . . . Exceptional costs . . . . . . 8 (4) (50) ——————————— (48) ——————————— GROUP PROFIT BEFORE TAX . Tax . . . . . . . . . . . . 609 (208) 712 (234) GROUP PROFIT AFTER TAX . ——————————— 401 ——————————— ——————————— 478 ——————————— EARNINGS PER SHARE . . . . 22.0p 26.8p FULLY DILUTED EARNINGS PER SHARE before exceptional costs and profit on sale of properties . . . . . DIVIDEND PER SHARE of which Final . . . . . . . . . . 23.1p 12.3p 8.8p 27.8p 12.1p 8.7p (16.9) 1.7 Group Sales £ billion 14.3 13.5 12.1 11.2 10.3 1993 1994 1995 1996 1997 Group sales increased by 6% to £14.3 billion. Group Profit £ million 735 731 808 764 651 1993 1994 1995 1996 1997 Group profit before tax, exceptional costs and profit/(loss) on sale of fixed assets decreased by 14.8% to £651 million. Dividend per Share Pence 12.1 12.3 11.7 10.6 10.0 1993 1994 1995 1996 1997 Dividend per share increased by 1.7% to 12.3 pence. J Sainsbury plc 1 ES No Client Stage Int Stage Date Op 119504 Four Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents IFC-01 Contents Incarnatus ES No Client Stage Int Stage Date Op 119504 Five Five 22.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents IFC-01 Contents Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Chairman’s Statement to the outstanding sales uplifts achieved by the Texas stores converted to the Homebase format, we have decided to increase the speed and extent of the conversion programme, and this has led us to provide an additional £50 million for the costs of integration. Shaw’s continued to make solid progress in its established markets although its performance was adversely affected by its rapid expansion into Connecticut. We propose to increase the total dividend for the year by 1.7% to 12.3p despite the reduction in Group profit. This reflects our better trading performance and our confidence in an improving profit trend. In the future we expect to increase dividend per share broadly in line with earnings per share growth. The Year’s Results In a year of major change, Group Outlook and Priorities The overall choice and value for money. We will also ensure that improve performance, we have set up a separate Homebase and Shaw’s make a greater contribution to subsidiary company, Sainsbury’s Supermarkets Ltd, to Group profitability as performance builds following the run the UK supermarket business. heavy investment programme of recent years. As part of the restructuring of the Board, following We believe that with these plans we can both grow the setting up of Sainsbury’s Supermarkets Ltd, the Group as a high quality, international retailer, and Colin Harvey retired from the Group Board on significantly improve our shareholders’ returns. 8th April 1997. He will continue as Managing Director New Management Structure and Team of Savacentre until June 1999. In March 1997 Dino Adriano took over as Chief Sainsbury’s Bank An important development Executive responsible for the UK food retailing for the Group during the year was the establishment of businesses. He joins me and David Bremner, appointed Sainsbury’s Bank with our joint venture partner, in August as Chief Executive, Homebase and US Bank of Scotland. We provide access to an immense Businesses, in leading the Group. Strategies and medium customer base and our name is trusted as a financial term goals have been established for each business in services supplier. Bank of Scotland is a leader in direct the Group, and these are set out by the two Chief banking and has the added advantage that its branch Group sales increased by 6% to £14.3 billion and Group financial results for the past year have been disappointing, Executives on pages 6 and 7 and pages 16 and 17. network has little overlap with our supermarkets. profit before tax, exceptional costs and property items but each of our major businesses has established a clear In July we were very pleased to welcome The launch of the Bank has been extremely reduced by 14.8% to £651 million. The sales growth of strategy and a strong base for success. We have three Sir David Scholey CBE as a Non-Executive Director. successful. In the first 10 weeks we opened over 150,000 Sainsbury’s Supermarkets continued to improve during the main priorities for the year ahead. First, to sustain the Sir David was Chairman of the S.G.Warburg Group PLC accounts and further new p[roducts will be introduced year as our programme of new store openings recovered improvement in sales growth in Sainsbury’s Supermarkets from 1989 until 1995 and is currently Chairman of this summer. Start up costs led to a loss of £6.3 million and the different parts of our trading and marketing and translate this into stable net margins. Second, to the Swiss Bank Corporation International Advisory in the year but in the medium term the Bank is expected strategy started to take effect. This improvement, however, implement the accelerated Homebase conversion Council, a Non-Executive Director of the Bank of to become a significant source of profit. was insufficient to offset the impact of the petrol price programme effectively, while improving the performance England and a Governor of the BBC. Tribute to Staff I would like to thank all our staff war, the costs of the Reward Card and improvements of rebadged stores awaiting full conversion. Third, to Dr John Ashworth, who has served as a for their hard work during the year and for their firm in service, and the effects of lower sales inflation. build Shaw’s sales in Connecticut, while maintaining its Non-Executive Director since 1993, retires from the commitment to providing superb customer service. Homebase and the fully converted Texas stores steady progress in its established markets. Board at the Annual General Meeting. I am most grateful Theirs has been a significant contribution in a year of continued to perform very well, but trading in the In the medium term, we will continue to differentiate to him for his contribution to our affairs over the past great change. We will continue to invest substantially in unconverted Texas stores was poor until they were clearly the Sainsbury’s Supermarkets’ offer from that of four years and for his wise advice. training and staff development to enhance our ability rebadged under the Homebase fascia in December. Due its competitors by concentrating on outstanding quality, In order to sharpen accountability further and to listen to, understand and serve our customers. 2 J Sainsbury plc J Sainsbury plc 3 David Sainsbury ES No Client Stage Int Stage Date Op 119504 Three Three 21.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 02-03 Chairman’s Incarnatus ES No Client Stage Int Stage Date Op 119504 Four Four 21.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 02-03 Chairman’s Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Chairman’s Statement to the outstanding sales uplifts achieved by the Texas stores converted to the Homebase format, we have decided to increase the speed and extent of the conversion programme, and this has led us to provide an additional £50 million for the costs of integration. Shaw’s continued to make solid progress in its established markets although its performance was adversely affected by its rapid expansion into Connecticut. We propose to increase the total dividend for the year by 1.7% to 12.3p despite the reduction in Group profit. This reflects our better trading performance and our confidence in an improving profit trend. In the future we expect to increase dividend per share broadly in line with earnings per share growth. The Year’s Results In a year of major change, Group Outlook and Priorities The overall choice and value for money. We will also ensure that improve performance, we have set up a separate Homebase and Shaw’s make a greater contribution to subsidiary company, Sainsbury’s Supermarkets Ltd, to Group profitability as performance builds following the run the UK supermarket business. heavy investment programme of recent years. As part of the restructuring of the Board, following We believe that with these plans we can both grow the setting up of Sainsbury’s Supermarkets Ltd, the Group as a high quality, international retailer, and Colin Harvey retired from the Group Board on significantly improve our shareholders’ returns. 8th April 1997. He will continue as Managing Director New Management Structure and Team of Savacentre until June 1999. In March 1997 Dino Adriano took over as Chief Sainsbury’s Bank An important development Executive responsible for the UK food retailing for the Group during the year was the establishment of businesses. He joins me and David Bremner, appointed Sainsbury’s Bank with our joint venture partner, in August as Chief Executive, Homebase and US Bank of Scotland. We provide access to an immense Businesses, in leading the Group. Strategies and medium customer base and our name is trusted as a financial term goals have been established for each business in services supplier. Bank of Scotland is a leader in direct the Group, and these are set out by the two Chief banking and has the added advantage that its branch Group sales increased by 6% to £14.3 billion and Group financial results for the past year have been disappointing, Executives on pages 6 and 7 and pages 16 and 17. network has little overlap with our supermarkets. profit before tax, exceptional costs and property items but each of our major businesses has established a clear In July we were very pleased to welcome The launch of the Bank has been extremely reduced by 14.8% to £651 million. The sales growth of strategy and a strong base for success. We have three Sir David Scholey CBE as a Non-Executive Director. successful. In the first 10 weeks we opened over 150,000 Sainsbury’s Supermarkets continued to improve during the main priorities for the year ahead. First, to sustain the Sir David was Chairman of the S.G.Warburg Group PLC accounts and further new p[roducts will be introduced year as our programme of new store openings recovered improvement in sales growth in Sainsbury’s Supermarkets from 1989 until 1995 and is currently Chairman of this summer. Start up costs led to a loss of £6.3 million and the different parts of our trading and marketing and translate this into stable net margins. Second, to the Swiss Bank Corporation International Advisory in the year but in the medium term the Bank is expected strategy started to take effect. This improvement, however, implement the accelerated Homebase conversion Council, a Non-Executive Director of the Bank of to become a significant source of profit. was insufficient to offset the impact of the petrol price programme effectively, while improving the performance England and a Governor of the BBC. Tribute to Staff I would like to thank all our staff war, the costs of the Reward Card and improvements of rebadged stores awaiting full conversion. Third, to Dr John Ashworth, who has served as a for their hard work during the year and for their firm in service, and the effects of lower sales inflation. build Shaw’s sales in Connecticut, while maintaining its Non-Executive Director since 1993, retires from the commitment to providing superb customer service. Homebase and the fully converted Texas stores steady progress in its established markets. Board at the Annual General Meeting. I am most grateful Theirs has been a significant contribution in a year of continued to perform very well, but trading in the In the medium term, we will continue to differentiate to him for his contribution to our affairs over the past great change. We will continue to invest substantially in unconverted Texas stores was poor until they were clearly the Sainsbury’s Supermarkets’ offer from that of four years and for his wise advice. training and staff development to enhance our ability rebadged under the Homebase fascia in December. Due its competitors by concentrating on outstanding quality, In order to sharpen accountability further and to listen to, understand and serve our customers. 2 J Sainsbury plc J Sainsbury plc 3 David Sainsbury ES No Client Stage Int Stage Date Op 119504 Three Three 21.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 02-03 Chairman’s Incarnatus ES No Client Stage Int Stage Date Op 119504 Four Four 21.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 02-03 Chairman’s Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Board of Directors Robin Whitbread. Retail Director, Sainsbury’s Supermarkets Ltd. Appointed to Board in 1990. Age 46. Bob Cooper. Trading Director, Sainsbury’s Supermarkets Ltd. Appointed to Board in 1988. Age 48. John Adshead CBE. Personnel Director, J Sainsbury plc and Sainsbury’s Supermarkets Ltd. Appointed to Board in 1989. Age 51. Tom Vyner. Deputy Chairman. Appointed to Board in 1978. Age 60. (Nomination Committee) David Clapham. Special Business Units and Services Director, Sainsbury’s Supermarkets Ltd. Appointed to Board in 1992. Age 50. Kevin McCarten. Marketing Director, Sainsbury’s Supermarkets Ltd. Appointed to Board in 1995. Age 39. Ian Coull. Property Director, J Sainsbury plc and Sainsbury’s Supermarkets Ltd. Appointed to Board in 1988. Age 46. Rosemary Thorne. Group Finance Director. Appointed to Board in 1992. Age 45. Dino Adriano. Chief Executive, UK Food Retailing Businesses. Appointed to Board in 1990. Age 54. David Sainsbury. Chairman. Appointed to Board in 1966. Age 56. (Chairman, Nomination Committee) David Bremner. Chief Executive, Homebase and US Businesses. Appointed to Board in 1996. Age 39. Dr John Ashworth. Non-Executive Director. Appointed to Board in 1993. Age 58. (Audit, Remuneration and Nomination Committees) Sir Clive Thompson. Non-Executive Director, Chairman, Remuneration Committee. Appointed to Board in 1995. Age 54. (Audit, Remuneration and Nomination Committees) Sir Terence Heiser GCB. Non-Executive Director, Chairman, Audit Committee. Appointed to Board in 1992. Age 64. (Audit, Remuneration and Nomination Committees) The Rt Hon Sir Timothy Sainsbury. Non-Executive Director. Appointed to Board in 1995. Age 64. (Audit, Remuneration and Nomination Committees) Sir David Scholey CBE. Non-Executive Director. Appointed to Board in 1996. Age 61. (Audit, Remuneration and Nomination Committees) 4 J Sainsbury plc Lord Sainsbury of Drury Lane, Sir Robert Sainsbury, Lord Sainsbury of Preston Candover KG. J Sainsbury plc 5 Joint Presidents ES No Client Stage Int Stage Date Op 119504 Three Three 21.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 04-05 Directors Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Three 06.06.97 MB Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 04-05 Directors Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Board of Directors Robin Whitbread. Retail Director, Sainsbury’s Supermarkets Ltd. Appointed to Board in 1990. Age 46. Bob Cooper. Trading Director, Sainsbury’s Supermarkets Ltd. Appointed to Board in 1988. Age 48. John Adshead CBE. Personnel Director, J Sainsbury plc and Sainsbury’s Supermarkets Ltd. Appointed to Board in 1989. Age 51. Tom Vyner. Deputy Chairman. Appointed to Board in 1978. Age 60. (Nomination Committee) David Clapham. Special Business Units and Services Director, Sainsbury’s Supermarkets Ltd. Appointed to Board in 1992. Age 50. Kevin McCarten. Marketing Director, Sainsbury’s Supermarkets Ltd. Appointed to Board in 1995. Age 39. Ian Coull. Property Director, J Sainsbury plc and Sainsbury’s Supermarkets Ltd. Appointed to Board in 1988. Age 46. Rosemary Thorne. Group Finance Director. Appointed to Board in 1992. Age 45. Dino Adriano. Chief Executive, UK Food Retailing Businesses. Appointed to Board in 1990. Age 54. David Sainsbury. Chairman. Appointed to Board in 1966. Age 56. (Chairman, Nomination Committee) David Bremner. Chief Executive, Homebase and US Businesses. Appointed to Board in 1996. Age 39. Dr John Ashworth. Non-Executive Director. Appointed to Board in 1993. Age 58. (Audit, Remuneration and Nomination Committees) Sir Clive Thompson. Non-Executive Director, Chairman, Remuneration Committee. Appointed to Board in 1995. Age 54. (Audit, Remuneration and Nomination Committees) Sir Terence Heiser GCB. Non-Executive Director, Chairman, Audit Committee. Appointed to Board in 1992. Age 64. (Audit, Remuneration and Nomination Committees) The Rt Hon Sir Timothy Sainsbury. Non-Executive Director. Appointed to Board in 1995. Age 64. (Audit, Remuneration and Nomination Committees) Sir David Scholey CBE. Non-Executive Director. Appointed to Board in 1996. Age 61. (Audit, Remuneration and Nomination Committees) 4 J Sainsbury plc Lord Sainsbury of Drury Lane, Sir Robert Sainsbury, Lord Sainsbury of Preston Candover KG. J Sainsbury plc 5 Joint Presidents ES No Client Stage Int Stage Date Op 119504 Three Three 21.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 04-05 Directors Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Three 06.06.97 MB Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 04-05 Directors Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Chief Executive’s Review – UK Food Retailing Businesses My priority as Chief Executive is to rebuild the superiority of our offer and to ensure that we achieve our business mission of ‘always striving to be the customer’s first choice for food shopping’. In a highly competitive market, Sainsbury’s Supermarkets’ sales increased by 6%. Like-for-like sales growth improved during the year from 2.7% in the first half to 3.7% in the second half, despite a reduction in sales inflation from 4% in the first half to less than 3% in the second half. Our market share rose from 12.5% to 12.^6%. Operating profit was down by 11.1% as a result of the petrol price war and investment in the Reward Card, stock availability, customer service and training. Plans to implement our new strategy, designed to re-establish Sainsbury’s as the ‘customer’s first choice for food shopping’, were progressed during the financial year. Our key strategies are to enhance product quality and choice, build customer loyalty, provide consistent product availability and deliver high standards of service to our customers. The major costs of implementing these have already been incurred. Central to the customer offer was the Reward Card launched in June1996 and enhanced by the Extra Reward Points promotion from November. There are now over nine million Reward Cards in issue. Rebuilding our superiority in quality and choice is the key to maintaining our sales and market share momentum. The structure of the Trading Division has been streamlined to enable our buyers to give higher priority to new product development. We increased product development resources and we are now communicating improvements in quality to customers through our ‘Better Quality. . . Same Price’ promotion. We plan to improve or replace at least one-fifth of our own brand range each year. each year for the rest of the decade. We opened 18 stores in 1996/97 and plan a further 18 openings in the coming year. Our programme of extensions continues with 17 more planned in the coming year, and there is scope for major extensions at a further 80 stores. The Savacentre format will continue to be a To achieve outstanding quality and complementary part of our development programme. choice, we are changing our approach to We have instituted a strategic review of Savacentre’s the management of product categories. During the non-food offer in order to fulfil customer needs better. next 18 months we will introduce a fully integrated I believe these programmes of change and structure for category management. development will generate positive results and I have We improved our overall levels of product established four key objectives for the business in the availability during the second half of the financial year. coming year. Firstly, I expect to see customers’ Performance regularly approached our target of 95% perception of our quality and value for money improve availability to customers at the end of the trading day. relative to that of our competitors. Secondly, I am There is still room for improvement. It is our goal to determined to sustain positive like-for-like volume give our customers outstanding levels of availability growth of between 1% and 2% in the current year and in all our stores at all times of the day and on all days to increase market share at a faster rate. Thirdly, I am of the week. planning for net margins to stabilise at or above last The current planning environment has reduced year’s levels, before Year 2000 systems costs. And growth of new space for the sector as a whole to fourthly, I aim to open 18 new stores and add over between 2% and 3%, approximately in balance with 500,000 sq. ft. of profitable selling space. market growth. With the increasing use of new The recovery of our business will not be an formats, such as ‘Country Town’ stores, we anticipate overnight phenomenon but we have started a process being able to expand sales area by between 4% and 5% of consistent and far-reaching improvement. Dino Adriano, Chief Executive, UK Food Retailing Businesses, talking to Sharon Bernard, Delicatessen Assistant, in the new Sainsbury’s store at Clapham, London which opened in November 1996. 6 7 ES No Client Stage Int Stage Date Op 119504 Four Four 21.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 06-07 CEO Review Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Three 21.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 06-07 CEO Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Chief Executive’s Review – UK Food Retailing Businesses My priority as Chief Executive is to rebuild the superiority of our offer and to ensure that we achieve our business mission of ‘always striving to be the customer’s first choice for food shopping’. In a highly competitive market, Sainsbury’s Supermarkets’ sales increased by 6%. Like-for-like sales growth improved during the year from 2.7% in the first half to 3.7% in the second half, despite a reduction in sales inflation from 4% in the first half to less than 3% in the second half. Our market share rose from 12.5% to 12.^6%. Operating profit was down by 11.1% as a result of the petrol price war and investment in the Reward Card, stock availability, customer service and training. Plans to implement our new strategy, designed to re-establish Sainsbury’s as the ‘customer’s first choice for food shopping’, were progressed during the financial year. Our key strategies are to enhance product quality and choice, build customer loyalty, provide consistent product availability and deliver high standards of service to our customers. The major costs of implementing these have already been incurred. Central to the customer offer was the Reward Card launched in June1996 and enhanced by the Extra Reward Points promotion from November. There are now over nine million Reward Cards in issue. Rebuilding our superiority in quality and choice is the key to maintaining our sales and market share momentum. The structure of the Trading Division has been streamlined to enable our buyers to give higher priority to new product development. We increased product development resources and we are now communicating improvements in quality to customers through our ‘Better Quality. . . Same Price’ promotion. We plan to improve or replace at least one-fifth of our own brand range each year. each year for the rest of the decade. We opened 18 stores in 1996/97 and plan a further 18 openings in the coming year. Our programme of extensions continues with 17 more planned in the coming year, and there is scope for major extensions at a further 80 stores. The Savacentre format will continue to be a To achieve outstanding quality and complementary part of our development programme. choice, we are changing our approach to We have instituted a strategic review of Savacentre’s the management of product categories. During the non-food offer in order to fulfil customer needs better. next 18 months we will introduce a fully integrated I believe these programmes of change and structure for category management. development will generate positive results and I have We improved our overall levels of product established four key objectives for the business in the availability during the second half of the financial year. coming year. Firstly, I expect to see customers’ Performance regularly approached our target of 95% perception of our quality and value for money improve availability to customers at the end of the trading day. relative to that of our competitors. Secondly, I am There is still room for improvement. It is our goal to determined to sustain positive like-for-like volume give our customers outstanding levels of availability growth of between 1% and 2% in the current year and in all our stores at all times of the day and on all days to increase market share at a faster rate. Thirdly, I am of the week. planning for net margins to stabilise at or above last The current planning environment has reduced year’s levels, before Year 2000 systems costs. And growth of new space for the sector as a whole to fourthly, I aim to open 18 new stores and add over between 2% and 3%, approximately in balance with 500,000 sq. ft. of profitable selling space. market growth. With the increasing use of new The recovery of our business will not be an formats, such as ‘Country Town’ stores, we anticipate overnight phenomenon but we have started a process being able to expand sales area by between 4% and 5% of consistent and far-reaching improvement. Dino Adriano, Chief Executive, UK Food Retailing Businesses, talking to Sharon Bernard, Delicatessen Assistant, in the new Sainsbury’s store at Clapham, London which opened in November 1996. 6 7 ES No Client Stage Int Stage Date Op 119504 Four Four 21.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 06-07 CEO Review Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Three 21.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 06-07 CEO Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Sainsbury’s Supermarkets – ‘always striving to be the customer’s first choice for food shopping’ The restructured and refocused Sainsbury’s Price’ promotion. Examples of the improvements include Supermarkets business aims to become, and to be lasagne with richer bolognaise sauce, hot cross buns recognised once again as, the nation’s best supermarket with fresh lemon peel, and pizzas with extra and fuller operator. flavour cheese. Key to the achievement in sales uplift was the A large store typically offers 9,500 Sainsbury brand development of a new supermarket strategy. Leading from lines and 11,500 manufacturers’ lines. During the year, this is the commitment to provide outstanding availability, sales of Sainsbury brand products accounted for about excellent customer service and superior quality and two-thirds of total sales. Following a trial on the Cooking choice, while giving customers very competitive prices. Sauce range, which resulted in significant improvements Analysis 1997 1996 of all product ranges is being conducted. The ranges for Sales (incl. taxes) £10,752.2m £10,148.1m detergents, breakfast cereals, nappies, soft drinks and to customer choice and sales, a review of the management Operating Profit £661.5m £744.3m Number of supermarkets 378 Sales area (’000 sq. ft.) Full-time employees Part-time employees 10,387 38,375 83,190 363 9,767 36,082 79,746 dental care are amongst the first to have been rebalanced. Sainsbury’s has continued to work in partnership with suppliers to ensure safety and quality. In addition to re-enforcing the ‘Farm Assured Meat’ programme to improve customer confidence, consumer concerns about Particular attention was paid to improving the genetically modified foods are being addressed. In quality and store presentation of fresh foods. Shelf particular, Sainsbury’s would like to see the segregation space allocated to fresh foods has been increased by of genetically modified crops from conventional crops so 15% in new stores, extensions and major refurbishments. that customers can make an informed choice when buying There are now 157 fresh meat counters, 181 fresh fish food products containing genetically modified ingredients. counters and 328 delicatessen counters. Bakeries are Sainsbury’s has also been active in promoting in 377 stores and a full range of Fresh ‘N’ Ready fruit, organic produce, and is currently the vegetables and salads is available throughout the chain. leader in this market. To help address During the year, over 1,000 new own brand the shortfall in supply levels and improve products were introduced and 500 existing lines were availability of organic products replaced. In March 1997, the launch of 250 improved generally, the company sponsored 10 products marked the start of the ‘Better Quality. . . Same suppliers of conventional produce to Self-scanning will be available in 50 stores by December 1997. It has proved popular with customers enabling them to shop more quickly. Directors Dino Adriano Chairman John Adshead CBE David Clapham Bob Cooper Ian Coull Hamish Elvidge Kevin McCarten Robin Whitbread 9 ES No Client Stage Int Stage Date Op 119504 Two Two 09.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 08-09 Supermarkets Incarnatus ES No Client Stage Int Stage Date Op 119504 Four Five 21.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 08-09 Supermarkets Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Sainsbury’s Supermarkets – ‘always striving to be the customer’s first choice for food shopping’ The restructured and refocused Sainsbury’s Price’ promotion. Examples of the improvements include Supermarkets business aims to become, and to be lasagne with richer bolognaise sauce, hot cross buns recognised once again as, the nation’s best supermarket with fresh lemon peel, and pizzas with extra and fuller operator. flavour cheese. Key to the achievement in sales uplift was the A large store typically offers 9,500 Sainsbury brand development of a new supermarket strategy. Leading from lines and 11,500 manufacturers’ lines. During the year, this is the commitment to provide outstanding availability, sales of Sainsbury brand products accounted for about excellent customer service and superior quality and two-thirds of total sales. Following a trial on the Cooking choice, while giving customers very competitive prices. Sauce range, which resulted in significant improvements Analysis 1997 1996 of all product ranges is being conducted. The ranges for Sales (incl. taxes) £10,752.2m £10,148.1m detergents, breakfast cereals, nappies, soft drinks and to customer choice and sales, a review of the management Operating Profit £661.5m £744.3m Number of supermarkets 378 Sales area (’000 sq. ft.) Full-time employees Part-time employees 10,387 38,375 83,190 363 9,767 36,082 79,746 dental care are amongst the first to have been rebalanced. Sainsbury’s has continued to work in partnership with suppliers to ensure safety and quality. In addition to re-enforcing the ‘Farm Assured Meat’ programme to improve customer confidence, consumer concerns about Particular attention was paid to improving the genetically modified foods are being addressed. In quality and store presentation of fresh foods. Shelf particular, Sainsbury’s would like to see the segregation space allocated to fresh foods has been increased by of genetically modified crops from conventional crops so 15% in new stores, extensions and major refurbishments. that customers can make an informed choice when buying There are now 157 fresh meat counters, 181 fresh fish food products containing genetically modified ingredients. counters and 328 delicatessen counters. Bakeries are Sainsbury’s has also been active in promoting in 377 stores and a full range of Fresh ‘N’ Ready fruit, organic produce, and is currently the vegetables and salads is available throughout the chain. leader in this market. To help address During the year, over 1,000 new own brand the shortfall in supply levels and improve products were introduced and 500 existing lines were availability of organic products replaced. In March 1997, the launch of 250 improved generally, the company sponsored 10 products marked the start of the ‘Better Quality. . . Same suppliers of conventional produce to Self-scanning will be available in 50 stores by December 1997. It has proved popular with customers enabling them to shop more quickly. Directors Dino Adriano Chairman John Adshead CBE David Clapham Bob Cooper Ian Coull Hamish Elvidge Kevin McCarten Robin Whitbread 9 ES No Client Stage Int Stage Date Op 119504 Two Two 09.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 08-09 Supermarkets Incarnatus ES No Client Stage Int Stage Date Op 119504 Four Five 21.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 08-09 Supermarkets Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black attend the Soil Association’s national conference on trialled during the year. ‘Express Shop’, the use of organic food production. Sainsbury’s is also working self-scanning equipment for Reward Card holders, was with various international charity and non-governmental introduced at Watchmoor Park, Camberley last organisations to develop a Code of Conduct that will November. The service, now available in seven stores, is assist in monitoring own brand suppliers worldwide on expected to be available in 50 stores by December. social and environmental concerns. Watford and Solihull stores are trialling ‘Order Sainsbury’s was voted by Woman magazine as & Collect’. Customers telephone or fax their order for the supermarket with the most exciting new foods on picking by store staff. Later this year, more than 20,000 offer. Sainsbury’s Indulgence Merry Christmas Pudding lines will be shown on Sainsbury’s web site on the Internet, ice cream was one of a number of products to win an award during the year. building on the success of another trial – a closed network Electronic Shop. A new flower shop was trialled at the Cobham Sainsbury’s Supermarkets employs more than store and improved floral displays have been 121,000 people: two-thirds are women and the same introduced in the other 337 stores selling flowers. A new proportion work part time. Following the extension of style coffee shop, Espresso, forms part of the new store trading hours in June 1996 to 10pm on certain nights, at Winnersh which opened in March 1997. most stores now open for over 80 hours a week. The Reward Card was launched in June 1996. The process of communicating with staff was Customers now use a Reward Card for 60% of reviewed and improved during the year. In September transactions accounting for over 80% of sales. The nine million or more Reward Card holders can choose to take their points as Sainsbury Reward vouchers, Air Miles, or use them to obtain a discount on services provided by other companies with whom special deals have been negotiated. These include discounts on telephone bills, photo processing, dry cleaning and meals out. Sainsbury’s continued to maintain a highly competitive price position across its product range. Prices were on average 2% below major competitors. A number of alternative forms of shopping were The Fresh ‘N’ Ready range now includes 63 fruit, vegetable and salad products. Blackcurrant cheesecake now has 10% more fruit, for the same price. Sales of this product have doubled since the launch of the ‘Better Quality… ˘...Same Price’ promotion. 11 ES No Client Stage Int Stage Date Op 119504 Three Three 20.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 10-11 Supermarkets Incarnatus ES No Client Stage Int Stage Date Op 119504 Five Four 22.05.97 deb Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 10-11 Supermarkets Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) æ ≥ … Æ ¯ (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black attend the Soil Association’s national conference on trialled during the year. ‘Express Shop’, the use of organic food production. Sainsbury’s is also working self-scanning equipment for Reward Card holders, was with various international charity and non-governmental introduced at Watchmoor Park, Camberley last organisations to develop a Code of Conduct that will November. The service, now available in seven stores, is assist in monitoring own brand suppliers worldwide on expected to be available in 50 stores by December. social and environmental concerns. Watford and Solihull stores are trialling ‘Order Sainsbury’s was voted by Woman magazine as & Collect’. Customers telephone or fax their order for the supermarket with the most exciting new foods on picking by store staff. Later this year, more than 20,000 offer. Sainsbury’s Indulgence Merry Christmas Pudding lines will be shown on Sainsbury’s web site on the Internet, ice cream was one of a number of products to win an award during the year. building on the success of another trial – a closed network Electronic Shop. A new flower shop was trialled at the Cobham Sainsbury’s Supermarkets employs more than store and improved floral displays have been 121,000 people: two-thirds are women and the same introduced in the other 337 stores selling flowers. A new proportion work part time. Following the extension of style coffee shop, Espresso, forms part of the new store trading hours in June 1996 to 10pm on certain nights, at Winnersh which opened in March 1997. most stores now open for over 80 hours a week. The Reward Card was launched in June 1996. The process of communicating with staff was Customers now use a Reward Card for 60% of reviewed and improved during the year. In September transactions accounting for over 80% of sales. The nine million or more Reward Card holders can choose to take their points as Sainsbury Reward vouchers, Air Miles, or use them to obtain a discount on services provided by other companies with whom special deals have been negotiated. These include discounts on telephone bills, photo processing, dry cleaning and meals out. Sainsbury’s continued to maintain a highly competitive price position across its product range. Prices were on average 2% below major competitors. A number of alternative forms of shopping were The Fresh ‘N’ Ready range now includes 63 fruit, vegetable and salad products. Blackcurrant cheesecake now has 10% more fruit, for the same price. Sales of this product have doubled since the launch of the ‘Better Quality… ˘...Same Price’ promotion. 11 ES No Client Stage Int Stage Date Op 119504 Three Three 20.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 10-11 Supermarkets Incarnatus ES No Client Stage Int Stage Date Op 119504 Five Four 22.05.97 deb Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 10-11 Supermarkets Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) æ ≥ … Æ ¯ (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black The Forestside, Belfast store is one of the two stores to open in Northern Ireland and is trading far above expectations. 1996, Business TV was launched. Using an encrypted satellite transmission service, the live and interactive programmes go out regularly to all stores and office locations and have significantly improved the speed and quality of internal communications. Also new this year was the establishment of Staff Councils with representatives drawn from all areas and levels of the business. These provide a forum for consultation and information. Sainsbury’s continued to make training a priority with the introduction in June 1996 of a new training programme called Operational Skills. The training needs of all staff were re-assessed and more than with customers, have also raised funds for national and 50,000 took the opportunity for enhanced operational local charitable causes. More than £500,000 was skills training. In addition to training for job-specific raised in the year for BBC Children In Need, bringing skills, staff continued to be encouraged to progress the total raised for this charity alone to over £2 million their personal development and over 1,500 adult in the last six years. Support has also been given to members of staff now either have, or are progressing local communities through Arts Sponsorship and Town towards, a Level 2 National Vocational Qualification. Centre Management initiatives. As part of its ongoing commitment to training Some £450 million was invested in 18 new Sainsbury’s is working towards the Investors In People stores and 22 extensions providing 668,000 sq. ft. of award for all areas of its business by the year 2000. new sales area. The openings included the first two Three stores, Ripley, Belgrave Road, Leicester, and stores in Northern Ireland, Ballymena and Forestside, Market Harborough, have already achieved the award. Belfast, and the first two stores in the ‘Country Town’ The Side By Side scheme, which encourages staff format, which typically have a sales area of between to become actively involved in local community 15,000 -20,000 sq. ft., March and Melksham. projects, is now in 150 stores. Emphasis this year has Eighteen new stores are planned in the coming been on projects working with children, elderly people year. This includes further stores in Northern Ireland and those with disabilities. Staff at all stores, together and in the ‘Country Town’ format. The video wall at the new store in Clapham, London is the largest in Europe. It provides an attractive and entertaining new dimension to the High Street. 13 ES No Client Stage Int Stage Date Op 119504 Three Three 20.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 12-13 Supermarkets Incarnatus ES No Client Stage Int Stage Date Op 119504 Five Six 21.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 12-13 Supermarkets Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black The Forestside, Belfast store is one of the two stores to open in Northern Ireland and is trading far above expectations. 1996, Business TV was launched. Using an encrypted satellite transmission service, the live and interactive programmes go out regularly to all stores and office locations and have significantly improved the speed and quality of internal communications. Also new this year was the establishment of Staff Councils with representatives drawn from all areas and levels of the business. These provide a forum for consultation and information. Sainsbury’s continued to make training a priority with the introduction in June 1996 of a new training programme called Operational Skills. The training needs of all staff were re-assessed and more than with customers, have also raised funds for national and 50,000 took the opportunity for enhanced operational local charitable causes. More than £500,000 was skills training. In addition to training for job-specific raised in the year for BBC Children In Need, bringing skills, staff continued to be encouraged to progress the total raised for this charity alone to over £2 million their personal development and over 1,500 adult in the last six years. Support has also been given to members of staff now either have, or are progressing local communities through Arts Sponsorship and Town towards, a Level 2 National Vocational Qualification. Centre Management initiatives. As part of its ongoing commitment to training Some £450 million was invested in 18 new Sainsbury’s is working towards the Investors In People stores and 22 extensions providing 668,000 sq. ft. of award for all areas of its business by the year 2000. new sales area. The openings included the first two Three stores, Ripley, Belgrave Road, Leicester, and stores in Northern Ireland, Ballymena and Forestside, Market Harborough, have already achieved the award. Belfast, and the first two stores in the ‘Country Town’ The Side By Side scheme, which encourages staff format, which typically have a sales area of between to become actively involved in local community 15,000 -20,000 sq. ft., March and Melksham. projects, is now in 150 stores. Emphasis this year has Eighteen new stores are planned in the coming been on projects working with children, elderly people year. This includes further stores in Northern Ireland and those with disabilities. Staff at all stores, together and in the ‘Country Town’ format. The video wall at the new store in Clapham, London is the largest in Europe. It provides an attractive and entertaining new dimension to the High Street. 13 ES No Client Stage Int Stage Date Op 119504 Three Three 20.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 12-13 Supermarkets Incarnatus ES No Client Stage Int Stage Date Op 119504 Five Six 21.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 12-13 Supermarkets Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Savacentre – committed to innovation, expansion and improved performance In a highly competitive environment, Savacentre new petrol station. At Merton, customers can choose achieved sales growth of 6.8% to £802 million. between a McDonald’s or a Morelli Italian style Operating profit fell by 11.9% to £30.3 million restaurant, and customers with disabilities now have a reflecting the petrol price war and investment in the dedicated parking area, which is accessible only by Reward Card and customer service. No new stores were arrangement. opened during the financial year. Sales at Sydenham and Extended trading hours are well established with Stockton, which both opened in 1995, grew at record customers and many stores now open until 10pm. levels for new Savacentre openings. The sales During the busy Christmas period, the Edinburgh store performance was also enhanced by the Reward Card opened through the night providing greater flexibility, with some 400,000 customers choosing a Savacentre convenience and a less crowded shopping environment. hypermarket as their home store. Savacentre employs over 10,000 people. Training Analysis Sales (incl. taxes) Operating Profit Number of hypermarkets Sales area (’000 sq. ft.) Full-time employees Part-time employees 1997 £802.0m £30.3m 12 1,034 3,023 7,527 1996 £751.2m £34.4m 12 1,034 2,796 7,002 programmes are available to staff at all levels to help improve their performance in their current job as well as to help personal development. Recent additions include courses for electrical department staff and pre-seasonal courses for staff handling bedding plants and garden shrubs. The stores remain active in their local communities providing a wide range of charitable In September the Savacentre clothing range was relaunched under the new brand name I.N.I.T.I.A.L.S. This exclusive range aims to be stylish, practical and contributions from Variety Club coaches to sponsorship of horse riding facilities for children with disabilities. Savacentre plans to open a new store every 18 fashionable as well as good value for money. months. The thirteenth store opened in Leeds just after Also new instore are DIY and bathroom shops and the year end in March 1997. It includes new concessions, such as NEXT childrenswear at London many new design features such as the Colney and Daewoo car concessions at three stores. Curry Kitchen offering curry ready During the year, the Oldbury store was enhanced meals, a Salad Bar and a new format by the opening of a children’s play centre, a major restaurant. The next planned opening refurbishment of the restaurant and the addition of a is at Braehead, Glasgow in1999. The thirteenth Savacentre opened in March 1997 in the White Rose Shopping Centre, Leeds. With a sales area of 85,000 sq. ft., it includes many established features, such as Cookshop, as well as newer ones. Directors Ian Coull Chairman Colin Harvey Managing Director Edward Bonner David Empson John J O’Sullivan Allan Webb Robin Anderson* Trefor Hales* Andrew Mitcham* *Non-Executive 15 ES No Client Stage Int Stage Date Op 119504 Two Two 09.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 14-15 Savacentre Incarnatus ES No Client Stage Int Stage Date Op 119504 Five Six 23.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 14-15 Savacentre Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Savacentre – committed to innovation, expansion and improved performance In a highly competitive environment, Savacentre new petrol station. At Merton, customers can choose achieved sales growth of 6.8% to £802 million. between a McDonald’s or a Morelli Italian style Operating profit fell by 11.9% to £30.3 million restaurant, and customers with disabilities now have a reflecting the petrol price war and investment in the dedicated parking area, which is accessible only by Reward Card and customer service. No new stores were arrangement. opened during the financial year. Sales at Sydenham and Extended trading hours are well established with Stockton, which both opened in 1995, grew at record customers and many stores now open until 10pm. levels for new Savacentre openings. The sales During the busy Christmas period, the Edinburgh store performance was also enhanced by the Reward Card opened through the night providing greater flexibility, with some 400,000 customers choosing a Savacentre convenience and a less crowded shopping environment. hypermarket as their home store. Savacentre employs over 10,000 people. Training Analysis Sales (incl. taxes) Operating Profit Number of hypermarkets Sales area (’000 sq. ft.) Full-time employees Part-time employees 1997 £802.0m £30.3m 12 1,034 3,023 7,527 1996 £751.2m £34.4m 12 1,034 2,796 7,002 programmes are available to staff at all levels to help improve their performance in their current job as well as to help personal development. Recent additions include courses for electrical department staff and pre-seasonal courses for staff handling bedding plants and garden shrubs. The stores remain active in their local communities providing a wide range of charitable In September the Savacentre clothing range was relaunched under the new brand name I.N.I.T.I.A.L.S. This exclusive range aims to be stylish, practical and contributions from Variety Club coaches to sponsorship of horse riding facilities for children with disabilities. Savacentre plans to open a new store every 18 fashionable as well as good value for money. months. The thirteenth store opened in Leeds just after Also new instore are DIY and bathroom shops and the year end in March 1997. It includes new concessions, such as NEXT childrenswear at London many new design features such as the Colney and Daewoo car concessions at three stores. Curry Kitchen offering curry ready During the year, the Oldbury store was enhanced meals, a Salad Bar and a new format by the opening of a children’s play centre, a major restaurant. The next planned opening refurbishment of the restaurant and the addition of a is at Braehead, Glasgow in1999. The thirteenth Savacentre opened in March 1997 in the White Rose Shopping Centre, Leeds. With a sales area of 85,000 sq. ft., it includes many established features, such as Cookshop, as well as newer ones. Directors Ian Coull Chairman Colin Harvey Managing Director Edward Bonner David Empson John J O’Sullivan Allan Webb Robin Anderson* Trefor Hales* Andrew Mitcham* *Non-Executive 15 ES No Client Stage Int Stage Date Op 119504 Two Two 09.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 14-15 Savacentre Incarnatus ES No Client Stage Int Stage Date Op 119504 Five Six 23.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 14-15 Savacentre Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Chief Executive’s Review – Homebase and US Businesses To realise the full potential of the remaining October 1996. This acquisition led to lower profits in stores we will accelerate the conversion programme the second half than had been expected. Overall sales and have provided £50 million of exceptional costs to for the year grew by 12.4% to @$2.5 billion but do this. operating profit fell by 15.4%, on a 52-week basis, to These costs break down into three areas: @$65.2 million. converting 65 additional stores, more extensive I have set Shaw’s the following four targets. conversion work on each store, and range and supply Firstly, we will improve the operating margins in the chain integration. established markets through improved sales and I have set the business five short-term targets and increased efficiencies. Secondly, we will seek to make one long-term goal. The long-term goal is to achieve a our stores in Connecticut the customers’ first choice return on net assets of around 17% in the year 2000 for food shopping by delivering a differentiated offer when we complete the conversion programme. In the based on Shaw’s highly competitive, every day low price short term we plan to open 10 new stores in 1997/98; groceries and quality perishables built on the heritage to target 60 conversions, so that by the end of the of Shaw’s and Sainsbury’s. Thirdly, we will establish year over half of the acquired stores will be in the Shaw’s as the second largest supermarket operator in Homebase format; to achieve an operating margin of Connecticut. And fourthly, we are targeting a return on between 7% and 8% in converted stores; to regain lost net assets of 15%, including the Connecticut expansion, In the UK, the Homebase business has grown its proceeded with range integration and by the year end customers in the as yet unconverted stores and by the year 2000. operating margins for 12 consecutive years and its real this was 90% complete. achieve a like-for-like sales increase in these stores of Giant, in which we increased our holding to like-for-like sales for the last six years. Sales this year In total, the former Texas business incurred a loss 5%; and to achieve growth in the original Homebase approximately 20% in August 1996, is our other interest increased by 15.7% to £492 million and operating of £29 million for the year due mainly to the additional stores at least in line with the market. in the US. profit rose by 25.1% to £45.3 million. costs of and the disruption caused by integration with I am confident that these targets are demanding, Business there was severely disrupted by a strike The key strengths of Homebase – product range, customer service and good space management – now have to be deployed in the enlarged business. Homebase. However, we achieved a strong performance in those stores we fully converted to the Homebase format. On average these stores have achieved a realistic and achievable. of distribution staff in the fourth quarter. During that Turning to the US, Shaw’s made steady progress quarter, sales fell 6.9% on a like-for-like basis, but in its established markets where it increased operating profits were down by over 60% to $28.7 million By the year end, we had converted 40 Texas cumulative sales increase of almost 40% and raised profit by 10% and achieved a return on net assets of compared with $73.4 million for the same quarter the stores to the Homebase format and, eliminating the operating margins to over 8%, supporting our decision 16%. During the year Shaw’s expanded its store base previous year. A satisfactory solution to the strike was Texas identity and brand, we rebadged the rest of the to invest in people, systems and general controls ahead by over 20%. This included the 12 stores in Connecticut reached which will reduce costs and maintain flexibility, Texas stores to the Homebase fascia. We have of the conversion process. acquired from subsidiaries of Royal Ahold NV in and sales are recovering. David Bremner, Chief Executive, Homebase and US Businesses, talking to a customer at the Homebase store in Kensington, London. 16 17 ES No Client Stage Int Stage Date Op 119504 Three Three 22.05.97 deb Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 16-17 CEO Review Incarnatus ES No Client Stage Int Stage Date Op 119504 Four Four 22.05.97 deb Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 16-17 CEO Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Chief Executive’s Review – Homebase and US Businesses To realise the full potential of the remaining October 1996. This acquisition led to lower profits in stores we will accelerate the conversion programme the second half than had been expected. Overall sales and have provided £50 million of exceptional costs to for the year grew by 12.4% to @$2.5 billion but do this. operating profit fell by 15.4%, on a 52-week basis, to These costs break down into three areas: @$65.2 million. converting 65 additional stores, more extensive I have set Shaw’s the following four targets. conversion work on each store, and range and supply Firstly, we will improve the operating margins in the chain integration. established markets through improved sales and I have set the business five short-term targets and increased efficiencies. Secondly, we will seek to make one long-term goal. The long-term goal is to achieve a our stores in Connecticut the customers’ first choice return on net assets of around 17% in the year 2000 for food shopping by delivering a differentiated offer when we complete the conversion programme. In the based on Shaw’s highly competitive, every day low price short term we plan to open 10 new stores in 1997/98; groceries and quality perishables built on the heritage to target 60 conversions, so that by the end of the of Shaw’s and Sainsbury’s. Thirdly, we will establish year over half of the acquired stores will be in the Shaw’s as the second largest supermarket operator in Homebase format; to achieve an operating margin of Connecticut. And fourthly, we are targeting a return on between 7% and 8% in converted stores; to regain lost net assets of 15%, including the Connecticut expansion, In the UK, the Homebase business has grown its proceeded with range integration and by the year end customers in the as yet unconverted stores and by the year 2000. operating margins for 12 consecutive years and its real this was 90% complete. achieve a like-for-like sales increase in these stores of Giant, in which we increased our holding to like-for-like sales for the last six years. Sales this year In total, the former Texas business incurred a loss 5%; and to achieve growth in the original Homebase approximately 20% in August 1996, is our other interest increased by 15.7% to £492 million and operating of £29 million for the year due mainly to the additional stores at least in line with the market. in the US. profit rose by 25.1% to £45.3 million. costs of and the disruption caused by integration with I am confident that these targets are demanding, Business there was severely disrupted by a strike The key strengths of Homebase – product range, customer service and good space management – now have to be deployed in the enlarged business. Homebase. However, we achieved a strong performance in those stores we fully converted to the Homebase format. On average these stores have achieved a realistic and achievable. of distribution staff in the fourth quarter. During that Turning to the US, Shaw’s made steady progress quarter, sales fell 6.9% on a like-for-like basis, but in its established markets where it increased operating profits were down by over 60% to $28.7 million By the year end, we had converted 40 Texas cumulative sales increase of almost 40% and raised profit by 10% and achieved a return on net assets of compared with $73.4 million for the same quarter the stores to the Homebase format and, eliminating the operating margins to over 8%, supporting our decision 16%. During the year Shaw’s expanded its store base previous year. A satisfactory solution to the strike was Texas identity and brand, we rebadged the rest of the to invest in people, systems and general controls ahead by over 20%. This included the 12 stores in Connecticut reached which will reduce costs and maintain flexibility, Texas stores to the Homebase fascia. We have of the conversion process. acquired from subsidiaries of Royal Ahold NV in and sales are recovering. David Bremner, Chief Executive, Homebase and US Businesses, talking to a customer at the Homebase store in Kensington, London. 16 17 ES No Client Stage Int Stage Date Op 119504 Three Three 22.05.97 deb Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 16-17 CEO Review Incarnatus ES No Client Stage Int Stage Date Op 119504 Four Four 22.05.97 deb Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 16-17 CEO Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Homebase – firmly established as a national home improvement chain This was a year of intense activity for Homebase, This telesales service offers a range of insurance delivering the accelerated programme of integration of the products tailored to the Homebase customer. ex-Texas stores acquired the previous year. The original Homebase continued to develop the concept of Homebase stores had an excellent year with increases in ‘Shops within Shops’ with the introduction of new areas sales of over 15% and in operating profit of 25%. such as Cookshop and a new format wallpaper shop. Analysis – Homebase* Sales (incl. taxes) Operating Profit Number of stores Sales area (’000 sq. ft.) Full-time employees Part-time employees 1997 £492.4m £45.3m 99 3,826 3,617 6,663 1996 £425.7m £36.2m 91 3,470(cid:2) 2,723 4,040 *Relates to core Homebase business. Ex-Texas Analysis on page 21. (cid:2) Restated. The 40 Texas stores which were fully converted to the Homebase format by the year end performed well with a cumulative sales uplift of 40% in the year. The financial performance of the remaining Texas stores was disappointing and collectively the ex-Texas stores made a loss of £29 million. This loss reflected the costs involved in accelerating the integration of the product range, now nearing completion, and the considerable investment in staff training, and in stock control and Some five million customers are now active replenishment systems associated with conversions. Homebase Spend & Save cardholders. The loyalty card The Texas name was dropped totally on continues to be popular and customers may now choose 2nd December – ‘H Day’ – when all remaining Texas the option of Air Miles instead of vouchers redeemable stores were rebadged to the Homebase fascia overnight. in Homebase, Sainsbury’s or Savacentre stores. The rebadging of the Texas stores created a national The range of Homebase brand products continues Homebase chain. to be strengthened. This year over 1,000 new or The completion of the conversion programme is improved lines were launched including several new now the key to unlocking the remaining potential from services to complement the Homebase offer. the acquisition. Sixty conversions are planned for the Homebase Living magazine was launched in March 1997. coming year and it is envisaged that In addition to promoting what is new instore, it carries there will be a further 60 in the following general interest features. Three editions of the magazine year to complete the programme. This a year are planned. is a demanding schedule involving In February 1997, Homebase launched its Home more than one store a week. & Contents Insurance and other insurance packages. To support the new nationwide The former Texas store at Bedford was one of 40 stores to have been fully converted to the Homebase format by the year end. The fully converted stores typically show an uplift in sales of 40%. Directors David Bremner Chairman Ross McLaren Managing Director Ian Baldwin Steve Bradbury Peter Guildford Mike Powell Bob Cooper* Ian Coull* *Non-Executive 19 ES No Client Stage Int Stage Date Op 119504 Two Two 09.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 18-19 Homebase Incarnatus ES No Client Stage Int Stage Date Op 119504 Five Five 22.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 18-19 Homebase Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Homebase – firmly established as a national home improvement chain This was a year of intense activity for Homebase, This telesales service offers a range of insurance delivering the accelerated programme of integration of the products tailored to the Homebase customer. ex-Texas stores acquired the previous year. The original Homebase continued to develop the concept of Homebase stores had an excellent year with increases in ‘Shops within Shops’ with the introduction of new areas sales of over 15% and in operating profit of 25%. such as Cookshop and a new format wallpaper shop. Analysis – Homebase* Sales (incl. taxes) Operating Profit Number of stores Sales area (’000 sq. ft.) Full-time employees Part-time employees 1997 £492.4m £45.3m 99 3,826 3,617 6,663 1996 £425.7m £36.2m 91 3,470(cid:2) 2,723 4,040 *Relates to core Homebase business. Ex-Texas Analysis on page 21. (cid:2) Restated. The 40 Texas stores which were fully converted to the Homebase format by the year end performed well with a cumulative sales uplift of 40% in the year. The financial performance of the remaining Texas stores was disappointing and collectively the ex-Texas stores made a loss of £29 million. This loss reflected the costs involved in accelerating the integration of the product range, now nearing completion, and the considerable investment in staff training, and in stock control and Some five million customers are now active replenishment systems associated with conversions. Homebase Spend & Save cardholders. The loyalty card The Texas name was dropped totally on continues to be popular and customers may now choose 2nd December – ‘H Day’ – when all remaining Texas the option of Air Miles instead of vouchers redeemable stores were rebadged to the Homebase fascia overnight. in Homebase, Sainsbury’s or Savacentre stores. The rebadging of the Texas stores created a national The range of Homebase brand products continues Homebase chain. to be strengthened. This year over 1,000 new or The completion of the conversion programme is improved lines were launched including several new now the key to unlocking the remaining potential from services to complement the Homebase offer. the acquisition. Sixty conversions are planned for the Homebase Living magazine was launched in March 1997. coming year and it is envisaged that In addition to promoting what is new instore, it carries there will be a further 60 in the following general interest features. Three editions of the magazine year to complete the programme. This a year are planned. is a demanding schedule involving In February 1997, Homebase launched its Home more than one store a week. & Contents Insurance and other insurance packages. To support the new nationwide The former Texas store at Bedford was one of 40 stores to have been fully converted to the Homebase format by the year end. The fully converted stores typically show an uplift in sales of 40%. Directors David Bremner Chairman Ross McLaren Managing Director Ian Baldwin Steve Bradbury Peter Guildford Mike Powell Bob Cooper* Ian Coull* *Non-Executive 19 ES No Client Stage Int Stage Date Op 119504 Two Two 09.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 18-19 Homebase Incarnatus ES No Client Stage Int Stage Date Op 119504 Five Five 22.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 18-19 Homebase Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black chain of stores, the infrastructure to operate a national Homebase’s commitment to training, its South West distribution operation from Elgin in the north of region successfully achieved the standards of the Scotland to Camborne in Cornwall was established. Investors in People award earlier this year. The former Texas depot in Wellingborough is Customer service training played a key role in the currently being extended and a replacement depot for preparation of staff in the newly converted and rebadged the horticultural business is under construction in former Texas stores. Overall, staff performance during a year of considerable change was outstanding. Each year Homebase staff choose a corporate charity and undertake events to raise funds. In March 1997, the £179,000 raised in this way was donated to Marie Curie Cancer Care. In the coming year, staff have voted to donate the funds they raise to Childline. In addition to the activity on store conversions and range integration, nine new Homebase stores were successfully opened and a further 10 are planned for the coming year. In February 1997, Homebase launched a range of insurance products including a garden protection scheme. Swindon. Analysis – Ex-Texas Sales (incl. taxes) Operating Loss Number of stores Sales area (’000 sq. ft.) Full-time employees Part-time employees (cid:2) Restated. 1997 £641.7m (£29.0m) 198 7,556 2,622 4,595 1996 £677.9m (£10.4m) 219 8,162(cid:2) 3,240 7,040 ‘H Day’ also marked the launch of Homebase FM, the company’s own instore satellite radio station. Homebase FM broadcasts special offers instore as well as providing background entertainment for our customers. Homebase employs over 17,000 people: two-thirds work part time and the split between men and women is about equal. During the year the business recruited more management trainees than ever before. It expanded its training facilities at Hadlow Horticultural College, Kent and actively encouraged staff to improve their personal development through NVQs and other external courses. Demonstrating Homebase’s Good Ideas Garden, featuring products and plants available in stores, won a Gold Medal and the prestigious Tudor Rose award for the best ‘Show Garden’ at the 1996 Hampton Court Palace Flower Show. 21 ES No Client Stage Int Stage Date Op 119504 Two Two 09.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 20-21 Homebase Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Four 22.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 20-21 Homebase Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black chain of stores, the infrastructure to operate a national Homebase’s commitment to training, its South West distribution operation from Elgin in the north of region successfully achieved the standards of the Scotland to Camborne in Cornwall was established. Investors in People award earlier this year. The former Texas depot in Wellingborough is Customer service training played a key role in the currently being extended and a replacement depot for preparation of staff in the newly converted and rebadged the horticultural business is under construction in former Texas stores. Overall, staff performance during a year of considerable change was outstanding. Each year Homebase staff choose a corporate charity and undertake events to raise funds. In March 1997, the £179,000 raised in this way was donated to Marie Curie Cancer Care. In the coming year, staff have voted to donate the funds they raise to Childline. In addition to the activity on store conversions and range integration, nine new Homebase stores were successfully opened and a further 10 are planned for the coming year. In February 1997, Homebase launched a range of insurance products including a garden protection scheme. Swindon. Analysis – Ex-Texas Sales (incl. taxes) Operating Loss Number of stores Sales area (’000 sq. ft.) Full-time employees Part-time employees (cid:2) Restated. 1997 £641.7m (£29.0m) 198 7,556 2,622 4,595 1996 £677.9m (£10.4m) 219 8,162(cid:2) 3,240 7,040 ‘H Day’ also marked the launch of Homebase FM, the company’s own instore satellite radio station. Homebase FM broadcasts special offers instore as well as providing background entertainment for our customers. Homebase employs over 17,000 people: two-thirds work part time and the split between men and women is about equal. During the year the business recruited more management trainees than ever before. It expanded its training facilities at Hadlow Horticultural College, Kent and actively encouraged staff to improve their personal development through NVQs and other external courses. Demonstrating Homebase’s Good Ideas Garden, featuring products and plants available in stores, won a Gold Medal and the prestigious Tudor Rose award for the best ‘Show Garden’ at the 1996 Hampton Court Palace Flower Show. 21 ES No Client Stage Int Stage Date Op 119504 Two Two 09.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 20-21 Homebase Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Four 22.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 20-21 Homebase Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Shaw’s – serving more new customers in more New England states Shaw’s serves two million customers each week. are jointly sourced with Sainsbury’s, a range of luxury It offers over 30,000 quality, value-for-money products ice creams called Temptation, and flavoured cream and the ongoing ‘Every Day Low Prices’ promotion cheeses which are for use in recipes or as spreads. provides further savings. Analysis Sales (incl. taxes) Operating Profit Number of stores Sales area (’000 sq. ft.) Full-time associates 1997 $2.49bn $65.2m 115 3,822 6,868 Part-time associates 13,151 *Results for 1996 are for a 54-week period. 1996* $2.30bn $80.0m 96 3,137 5,534 12,232 Shaw’s associates number around 20,000 people. Over two-thirds are part time and there is an equal proportion of men and women. One of Shaw’s latest initiatives, demonstrating its ongoing commitment to the training and development of associates, is ‘Shaw’s University’, launched in June 1996. It offers a complete curriculum to support career and individual development in all areas of the business. All associates are encouraged to participate actively in improving the quality of life in the communities in Shaw’s has invested in the latest technology to which they live and work. A principal focus for this make shopping more convenient for customers. It was activity is the United Way Campaign. During 1996/97 the first supermarket in New England to accept the Shaw’s associates raised over $560,000 for this national Quest Card for Electronic Benefits Payments campaign, representing a 14% increase on the amount and to offer self-checkout. raised in the previous year. Key to Shaw’s offer is the strength of the Shaw’s Nineteen stores opened during 1996/97, brand which is significantly different from those of its including the 12 acquired in Connecticut. At the year competitors. Shaw’s works with growers and end, Shaw’s had a total of 115 stores in Massachusetts, manufacturers to ensure that all Shaw’s products meet New Hampshire, Maine, Rhode Island and Connecticut. its high standards and offers a money back guarantee Since the year end the company has continued to expand to customers if they are not satisfied. and has successfully entered its sixth Over 600 new Shaw’s brand lines were introduced New England state, Vermont, with the in 1996/97 bringing the total to over 5,000. These now opening of two stores – one in represent nearly 40% of total sales. New product ranges Colchester and the other in Berlin introduced during the year include old-world breads Corners. A total of eight stores are which are baked on the premises, Pot O’Soups which planned for the 1997/98 financial year. Shaw’s 100th store opened at North Quincy, Massachusetts in April 1996. It is one of 19 stores opened in 1996/97. Directors David Bremner Chairman Phil Francis President and Chief Executive Officer Ruth Bramson Paul Gannon Pete Gunderson Verne Powell Scott Ramsay Harry Beckner* Steve DuBrul* Robin Whitbread* *Non-Executive 23 ES No Client Stage Int Stage Date Op 119504 Two Three 06.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 22-23 Shaw’s Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Four 22.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 22-23 Shaw’s Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Shaw’s – serving more new customers in more New England states Shaw’s serves two million customers each week. are jointly sourced with Sainsbury’s, a range of luxury It offers over 30,000 quality, value-for-money products ice creams called Temptation, and flavoured cream and the ongoing ‘Every Day Low Prices’ promotion cheeses which are for use in recipes or as spreads. provides further savings. Analysis Sales (incl. taxes) Operating Profit Number of stores Sales area (’000 sq. ft.) Full-time associates 1997 $2.49bn $65.2m 115 3,822 6,868 Part-time associates 13,151 *Results for 1996 are for a 54-week period. 1996* $2.30bn $80.0m 96 3,137 5,534 12,232 Shaw’s associates number around 20,000 people. Over two-thirds are part time and there is an equal proportion of men and women. One of Shaw’s latest initiatives, demonstrating its ongoing commitment to the training and development of associates, is ‘Shaw’s University’, launched in June 1996. It offers a complete curriculum to support career and individual development in all areas of the business. All associates are encouraged to participate actively in improving the quality of life in the communities in Shaw’s has invested in the latest technology to which they live and work. A principal focus for this make shopping more convenient for customers. It was activity is the United Way Campaign. During 1996/97 the first supermarket in New England to accept the Shaw’s associates raised over $560,000 for this national Quest Card for Electronic Benefits Payments campaign, representing a 14% increase on the amount and to offer self-checkout. raised in the previous year. Key to Shaw’s offer is the strength of the Shaw’s Nineteen stores opened during 1996/97, brand which is significantly different from those of its including the 12 acquired in Connecticut. At the year competitors. Shaw’s works with growers and end, Shaw’s had a total of 115 stores in Massachusetts, manufacturers to ensure that all Shaw’s products meet New Hampshire, Maine, Rhode Island and Connecticut. its high standards and offers a money back guarantee Since the year end the company has continued to expand to customers if they are not satisfied. and has successfully entered its sixth Over 600 new Shaw’s brand lines were introduced New England state, Vermont, with the in 1996/97 bringing the total to over 5,000. These now opening of two stores – one in represent nearly 40% of total sales. New product ranges Colchester and the other in Berlin introduced during the year include old-world breads Corners. A total of eight stores are which are baked on the premises, Pot O’Soups which planned for the 1997/98 financial year. Shaw’s 100th store opened at North Quincy, Massachusetts in April 1996. It is one of 19 stores opened in 1996/97. Directors David Bremner Chairman Phil Francis President and Chief Executive Officer Ruth Bramson Paul Gannon Pete Gunderson Verne Powell Scott Ramsay Harry Beckner* Steve DuBrul* Robin Whitbread* *Non-Executive 23 ES No Client Stage Int Stage Date Op 119504 Two Three 06.05.97 jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 22-23 Shaw’s Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Four 22.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 22-23 Shaw’s Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Basic Increase/(decrease) on previous year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.42p 21.5% 16.57p 23.5% 20.57p 24.1% 23.11p 12.4% 25.69p 11.2% 28.47p 10.8% Ten Year Financial Record RESULTS (£ MILLION) Group Sales (including VAT & sales taxes) Increase on previous year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Operating Profit (before profit sharing) Sainsbury’s Supermarkets Savacentre Homebase Texas Shaw’s Other operating activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit sharing Associates Interest receivable/(payable) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Profit before Tax and Property Items . . . . . . . . . . . . . Increase/(decrease) on Previous Year Profit/(loss) on sale of fixed assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Profit before Tax . . . . . . . . . . . . . . . . . . . . . . Increase/(decrease) on Previous Year . . . . . . . . . . . . . . . . EARNINGS PER SHARE* 1988 5,010 23.9% 1989 5,915 18.1% 276 — 4 — 16 — ——————— 296 342 — 9 — 22 — ——————— 373 (24) 18 8 298 25.2% 10 308 24.7% (27) 16 (10) 352 18.1% 23 375 21.8% Fully diluted (before exceptional costs and excluding profit/loss on sale of fixed assets) Increase/(decrease) on previous year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . DIVIDEND PER SHARE* . . . . . . . . . . . . . . . . . . . . . . . RETAIL STATISTICS NUMBER OF OUTLETS AT FINANCIAL YEAR END Sainsbury’s Supermarkets – over 35,000 sq. ft. sales area 25,000 – 35,000 sq. ft. sales area 15,000 - 25,000 sq. ft. sales area under 15,000 sq. ft. sales area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sainsbury’s Supermarkets Savacentre Homebase/Texas Shaw’s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . TOTAL NUMBER OF STORES . . . . . . . . . . . . . . . . . . . . SALES AREA (’000 SQ. FT.) Sainsbury’s Supermarkets Savacentre Homebase/Texas (approx. 80% covered sales area) Shaw’s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Total Net increase on previous year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.90p 23.1% 4.15p 14.44p 11.9% 4.99p 1988 1989 9 65 115 94 ——————— 283 6 38 60 ——————— 387 5,463 436 1,645 1,592 ——————— 9,136 12 83 110 87 ——————— 292 7 48 61 ——————— 408 5,964 543 1,886 1,693 ——————— 10,086 New Store Openings 1996/97 Dalston, London Castle Court, Bristol Sittingbourne Emersons Green, Bristol Newton Abbot Paignton (cid:127) Aberdeen Clapham, London Drumchapel, Glasgow Sale (cid:127) Winnersh Norwich (cid:127) Stroud Kirkcaldy (cid:127) March Melksham (cid:127) Ballymena Forestside, Belfast New stores’ sales area 524,000 sq. ft. Extensions 1996/97 Castle Boulevard, Nottingham Chester Woolton, Liverpool Leamington Spa Gloucester (cid:127) Whitley Bay Queen’s Road, Norwich Chase Lane, Ilford Kidderminster (cid:127) Denton Burpham Fosse Park, Leicester Altrincham (cid:127) St Albans North Cheam Nine Elms, London Cardiff (cid:127) Northampton Ripley (cid:127) Edinburgh Kempshott (cid:127) Sheffield Extensions’ sales area 144,000 sq. ft. Planned Store Openings 1997/98 include: Kenilworth Reedswood, Walsall Blackheath, Halesowen Burton upon Trent Atherleigh Way, Leigh Wade Street, Halifax Merthyr Tydfil Russell Site, Hitchin Brentwood Glen Road, Leicester Walton, Liverpool Telford Oswestry West Street, Deal Planned stores’ sales area 502,000 sq. ft. Planned Extensions 1997/98 Major extensions planned at 17 stores Planned extensions’ sales area 133,000 sq. ft. 1990 7,257 22.7% 1991 8,201 13.0% 1992†† 9,202 12.2% 1993 10,270 11.6% 1994†† 11,224 9.3% 1995 12,065 7.5% 1996††† 1997†††† 13,499 11.9% 14,312 6.0% 409 17 11 — 34 — ——————— 471 516 23 13 — 30 3 ——————— 585 604 28 15 — 21 (2) ——————— 666 716 36 18 — 19 (4) ——————— 785 697 38 23 — 31 7 ——————— 796 784 41 31 — 40 3 ——————— 899 744 34 36 (10) 51 (1) ——————— 854 662 30 45 (29) 41 (4) ——————— 745 (34) 1 (18) 420 19.3% 31 451 20.3% (44) — (36) 505 20.2% 13 518 14.9% (49) 1 13 631 25.0% (3) 628 21.2% (59) — 9 735 16.5% (2) 733 16.7% 18.15p 25.7% 6.03p 21.74p 19.7% 7.27p 25.34p 16.6% 8.75p 28.07p 10.8% 10.0p (56) — (9) 731 (0.5)% 7 738 0.7% 28.0p (1.6)% 27.0p (3.7)% 10.6p (61) 6 (36) 808 10.5% 1 809 9.6% 29.8p 6.3% 29.0p 7.4% 11.7p (50) 19 (59) 764 (5.4)% (4) 760 (37) 19 (76) 651 (14.8)% 8 659 (6.1)% (13.3)% 26.8p (10.1)% 22.0p (17.9)% 27.8p (4.1)% 12.1p 23.1p (16.9)% 12.3p 1990 1991 1992 1993 1994 1995 1996 1997 14 102 106 69 ——————— 291 8 55 66 ——————— 420 6,434 665 2,107 1,928 ——————— 11,134 19 117 102 61 ——————— 299 9 61 70 ——————— 439 6,951 798 2,317 2,107 ——————— 12,173 30 129 98 56 ——————— 313 9 64 73 ——————— 459 7,632 798 2,406 2,229 ——————— 13,065 41 136 99 52 ——————— 328 9 70 79 ——————— 486 8,303 798 2,609 2,448 ——————— 14,158 47 146 99 49 ——————— 341 10 76 87 ——————— 514 8,827 864 2,810 2,740 ——————— 15,241 53 155 98 49 ——————— 355 10 83 87 ——————— 535 9,338 864 3,082 2,762 ——————— 16,046 61 166 87 49 ——————— 363 12 310 96 ——————— 781 9,767 1,034 11,632(cid:2) 3,137 ——————— 25,570§ 59.1%§ 75 169 87 47 ——————— 378 12 297 115 ——————— 802 10,387 1,034 11,382 3,822 ——————— 26,625 4.1% New Store Opening 1997/98 Leeds New store’s sales area 85,000 sq. ft. New Store Openings 1996/97 Newport (cid:127) Plymouth Warrington (cid:127) Altrincham Sevenoaks (cid:127) Cannock Christchurch Blackhall, Edinburgh Watford New stores’ sales area 371,000 sq. ft. Planned Store Openings 1997/98 Newbury (cid:127) Kirkcaldy Eastbourne (cid:127) Truro Dagenham Parc Tawe, Swansea Inverness Huddersfield (cid:127) Ewell Gloucester Planned stores’ sales area 425,000 sq. ft. New Store Openings 1996/97 North Quincy (cid:127) Cranston Riverside (cid:127) Newport Newington (cid:127) Bangor Westerly (cid:127) Enfield Waterbury (cid:127) Orange Shelton (cid:127) Glastonbury Stratford (cid:127) Fairfield Willimantic West Hartford Wallingford Southington (cid:127) Clinton New stores’ sales area 678,000 sq. ft. Planned Store Openings 1997/98 Waterford (cid:127) Colchester Johnston (cid:127) Berlin Corners Biddeford (cid:127) Cohasset East Boston (cid:127) Wakefield Planned stores’ sales area 329,000 sq. ft. 32.6% 10.4% 10.4% 9.3% 7.3% 8.4% 7.6% 5.3% New Sainsbury’s Supermarkets openings Average size of Sainsbury’s Supermarkets (sq. ft.) . . . . . . . . . . . . . . . . . . . . . . . . . 16 19,300 20 20,430 22 22,110 20 23,250 21 24,380 23 25,310 23 25,890 20 26,304 10 26,906 18 27,480 AVERAGE SAINSBURY’S SUPERMARKETS SALES (including VAT)** Per square foot (£ per week) . . . . . . . . . . . . . . . . . . . . 16.30 16.50 17.26 18.17 18.51 18.84 18.60 18.53 18.59 18.69 Share of national trade in predominantly food stores and pharmaceutical, medical, cosmetic and toilet goods outlets*** . . . . . . . 9.9% 10.1% 10.8% 11.3% 11.7% 12.3% 12.4% 12.6% 12.5% 12.6% Adjusted in respect of capitalisation issues in1984 and 1987 and rights issue in 1991. Excluding petrol. * ** *** Based on Central Statistical Office/Office for National Statistics (Re-based during 1995) and Sainsbury’s and Savacentre sales, excluding petrol. Restated. Property profits for1992 restated to comply with FRS 3. 1994 figures for profits and earnings per share are stated before exceptional costs of £369.5 million but after changes in accounting for depreciation of £38.7 million. † †† ††† 1996 figures for profits and fully diluted earnings per share are stated before exceptional costs of £48 million. †††† 1997 figures for profits and fully diluted earnings per share are stated before exceptional costs of £50 million. § Excluding Texas – Group total = 17,408,000 sq. ft., net increase 1,362,000 sq. ft., % increase 8.5%. 24 J Sainsbury plc J Sainsbury plc 25 ES No Client Stage Int Stage Date Op 119504 Four Five 22.05.97 deb Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 24-25 10 Year Record Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 24-25 10 Year Record Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Basic Increase/(decrease) on previous year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.42p 21.5% 16.57p 23.5% 20.57p 24.1% 23.11p 12.4% 25.69p 11.2% 28.47p 10.8% Ten Year Financial Record RESULTS (£ MILLION) Group Sales (including VAT & sales taxes) Increase on previous year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Operating Profit (before profit sharing) Sainsbury’s Supermarkets Savacentre Homebase Texas Shaw’s Other operating activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit sharing Associates Interest receivable/(payable) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Profit before Tax and Property Items . . . . . . . . . . . . . Increase/(decrease) on Previous Year Profit/(loss) on sale of fixed assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Profit before Tax . . . . . . . . . . . . . . . . . . . . . . Increase/(decrease) on Previous Year . . . . . . . . . . . . . . . . EARNINGS PER SHARE* 1988 5,010 23.9% 1989 5,915 18.1% 276 — 4 — 16 — ——————— 296 342 — 9 — 22 — ——————— 373 (24) 18 8 298 25.2% 10 308 24.7% (27) 16 (10) 352 18.1% 23 375 21.8% Fully diluted (before exceptional costs and excluding profit/loss on sale of fixed assets) Increase/(decrease) on previous year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . DIVIDEND PER SHARE* . . . . . . . . . . . . . . . . . . . . . . . RETAIL STATISTICS NUMBER OF OUTLETS AT FINANCIAL YEAR END Sainsbury’s Supermarkets – over 35,000 sq. ft. sales area 25,000 – 35,000 sq. ft. sales area 15,000 - 25,000 sq. ft. sales area under 15,000 sq. ft. sales area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sainsbury’s Supermarkets Savacentre Homebase/Texas Shaw’s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . TOTAL NUMBER OF STORES . . . . . . . . . . . . . . . . . . . . SALES AREA (’000 SQ. FT.) Sainsbury’s Supermarkets Savacentre Homebase/Texas (approx. 80% covered sales area) Shaw’s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Total Net increase on previous year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.90p 23.1% 4.15p 14.44p 11.9% 4.99p 1988 1989 9 65 115 94 ——————— 283 6 38 60 ——————— 387 5,463 436 1,645 1,592 ——————— 9,136 12 83 110 87 ——————— 292 7 48 61 ——————— 408 5,964 543 1,886 1,693 ——————— 10,086 New Store Openings 1996/97 Dalston, London Castle Court, Bristol Sittingbourne Emersons Green, Bristol Newton Abbot Paignton (cid:127) Aberdeen Clapham, London Drumchapel, Glasgow Sale (cid:127) Winnersh Norwich (cid:127) Stroud Kirkcaldy (cid:127) March Melksham (cid:127) Ballymena Forestside, Belfast New stores’ sales area 524,000 sq. ft. Extensions 1996/97 Castle Boulevard, Nottingham Chester Woolton, Liverpool Leamington Spa Gloucester (cid:127) Whitley Bay Queen’s Road, Norwich Chase Lane, Ilford Kidderminster (cid:127) Denton Burpham Fosse Park, Leicester Altrincham (cid:127) St Albans North Cheam Nine Elms, London Cardiff (cid:127) Northampton Ripley (cid:127) Edinburgh Kempshott (cid:127) Sheffield Extensions’ sales area 144,000 sq. ft. Planned Store Openings 1997/98 include: Kenilworth Reedswood, Walsall Blackheath, Halesowen Burton upon Trent Atherleigh Way, Leigh Wade Street, Halifax Merthyr Tydfil Russell Site, Hitchin Brentwood Glen Road, Leicester Walton, Liverpool Telford Oswestry West Street, Deal Planned stores’ sales area 502,000 sq. ft. Planned Extensions 1997/98 Major extensions planned at 17 stores Planned extensions’ sales area 133,000 sq. ft. 1990 7,257 22.7% 1991 8,201 13.0% 1992†† 9,202 12.2% 1993 10,270 11.6% 1994†† 11,224 9.3% 1995 12,065 7.5% 1996††† 1997†††† 13,499 11.9% 14,312 6.0% 409 17 11 — 34 — ——————— 471 516 23 13 — 30 3 ——————— 585 604 28 15 — 21 (2) ——————— 666 716 36 18 — 19 (4) ——————— 785 697 38 23 — 31 7 ——————— 796 784 41 31 — 40 3 ——————— 899 744 34 36 (10) 51 (1) ——————— 854 662 30 45 (29) 41 (4) ——————— 745 (34) 1 (18) 420 19.3% 31 451 20.3% (44) — (36) 505 20.2% 13 518 14.9% (49) 1 13 631 25.0% (3) 628 21.2% (59) — 9 735 16.5% (2) 733 16.7% 18.15p 25.7% 6.03p 21.74p 19.7% 7.27p 25.34p 16.6% 8.75p 28.07p 10.8% 10.0p (56) — (9) 731 (0.5)% 7 738 0.7% 28.0p (1.6)% 27.0p (3.7)% 10.6p (61) 6 (36) 808 10.5% 1 809 9.6% 29.8p 6.3% 29.0p 7.4% 11.7p (50) 19 (59) 764 (5.4)% (4) 760 (37) 19 (76) 651 (14.8)% 8 659 (6.1)% (13.3)% 26.8p (10.1)% 22.0p (17.9)% 27.8p (4.1)% 12.1p 23.1p (16.9)% 12.3p 1990 1991 1992 1993 1994 1995 1996 1997 14 102 106 69 ——————— 291 8 55 66 ——————— 420 6,434 665 2,107 1,928 ——————— 11,134 19 117 102 61 ——————— 299 9 61 70 ——————— 439 6,951 798 2,317 2,107 ——————— 12,173 30 129 98 56 ——————— 313 9 64 73 ——————— 459 7,632 798 2,406 2,229 ——————— 13,065 41 136 99 52 ——————— 328 9 70 79 ——————— 486 8,303 798 2,609 2,448 ——————— 14,158 47 146 99 49 ——————— 341 10 76 87 ——————— 514 8,827 864 2,810 2,740 ——————— 15,241 53 155 98 49 ——————— 355 10 83 87 ——————— 535 9,338 864 3,082 2,762 ——————— 16,046 61 166 87 49 ——————— 363 12 310 96 ——————— 781 9,767 1,034 11,632(cid:2) 3,137 ——————— 25,570§ 59.1%§ 75 169 87 47 ——————— 378 12 297 115 ——————— 802 10,387 1,034 11,382 3,822 ——————— 26,625 4.1% New Store Opening 1997/98 Leeds New store’s sales area 85,000 sq. ft. New Store Openings 1996/97 Newport (cid:127) Plymouth Warrington (cid:127) Altrincham Sevenoaks (cid:127) Cannock Christchurch Blackhall, Edinburgh Watford New stores’ sales area 371,000 sq. ft. Planned Store Openings 1997/98 Newbury (cid:127) Kirkcaldy Eastbourne (cid:127) Truro Dagenham Parc Tawe, Swansea Inverness Huddersfield (cid:127) Ewell Gloucester Planned stores’ sales area 425,000 sq. ft. New Store Openings 1996/97 North Quincy (cid:127) Cranston Riverside (cid:127) Newport Newington (cid:127) Bangor Westerly (cid:127) Enfield Waterbury (cid:127) Orange Shelton (cid:127) Glastonbury Stratford (cid:127) Fairfield Willimantic West Hartford Wallingford Southington (cid:127) Clinton New stores’ sales area 678,000 sq. ft. Planned Store Openings 1997/98 Waterford (cid:127) Colchester Johnston (cid:127) Berlin Corners Biddeford (cid:127) Cohasset East Boston (cid:127) Wakefield Planned stores’ sales area 329,000 sq. ft. 32.6% 10.4% 10.4% 9.3% 7.3% 8.4% 7.6% 5.3% New Sainsbury’s Supermarkets openings Average size of Sainsbury’s Supermarkets (sq. ft.) . . . . . . . . . . . . . . . . . . . . . . . . . 16 19,300 20 20,430 22 22,110 20 23,250 21 24,380 23 25,310 23 25,890 20 26,304 10 26,906 18 27,480 AVERAGE SAINSBURY’S SUPERMARKETS SALES (including VAT)** Per square foot (£ per week) . . . . . . . . . . . . . . . . . . . . 16.30 16.50 17.26 18.17 18.51 18.84 18.60 18.53 18.59 18.69 Share of national trade in predominantly food stores and pharmaceutical, medical, cosmetic and toilet goods outlets*** . . . . . . . 9.9% 10.1% 10.8% 11.3% 11.7% 12.3% 12.4% 12.6% 12.5% 12.6% Adjusted in respect of capitalisation issues in1984 and 1987 and rights issue in 1991. Excluding petrol. * ** *** Based on Central Statistical Office/Office for National Statistics (Re-based during 1995) and Sainsbury’s and Savacentre sales, excluding petrol. Restated. Property profits for1992 restated to comply with FRS 3. 1994 figures for profits and earnings per share are stated before exceptional costs of £369.5 million but after changes in accounting for depreciation of £38.7 million. † †† ††† 1996 figures for profits and fully diluted earnings per share are stated before exceptional costs of £48 million. †††† 1997 figures for profits and fully diluted earnings per share are stated before exceptional costs of £50 million. § Excluding Texas – Group total = 17,408,000 sq. ft., net increase 1,362,000 sq. ft., % increase 8.5%. 24 J Sainsbury plc J Sainsbury plc 25 ES No Client Stage Int Stage Date Op 119504 Four Five 22.05.97 deb Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 24-25 10 Year Record Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 24-25 10 Year Record Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 (cid:2) Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Group Sales £ billion 14.3 13.5 12.1 11.2 10.3 1993 1994 1995 1996 1997 Group Operating Profit £ million 785 796 899 854 745 1993 1994 1995 1996 1997 Employee Numbers Full-time equivalent (’000s) 102.5 95.5 80.0 82.3 76.5 Financial Review Sales Group sales in]creased by •6% to £14.3• billion. Sales at Sainsbury’s Supermarkets grew by 6% to £10.7 billion. Net new space (new stores and extensions net of closures) contributed 2.8% points of this improvement. Sales improved as the year progressed. Sales growth in existing stores increased from 2.7% in the first half to 3.7% in the second half. Sales inflation declined from 4% in the first half to less than 3% in the second. The sales performance of new supermarkets matched or exceeded our expectations. In particular, the two new stores opened in Northern Ireland surpassed their pre-opening sales estimates by a significant margin. Savacentre’s sales grew by •6.8%, a creditable performance considering that [no] new sales area was added during the year. [However,] clothing sales were [disappointing]. Sales at the original Homebase stores (i.e. excluding the former Texas stores acquired in March 1995) improved by •15.7% but the increase in total sales for the Homebase Group was held to 2.8% as a result of store closures and the weak performance of the unconverted Texas stores. Rebadging of Texas stores as Homebase stores was completed in December 1996 and since then like-for-like sales, which had been [falling, have started to in]crease. Shaw’s recorded •7.5% sales growth in sterling terms. After pro-rating Shaw’s results for the prior year 54-week period to 52 weeks, the sales increase was •11.7%, reflecting in particular the impact of the 12 new stores in Connecticut which were acquired from subsidiaries of Royal Ahold NV during the year. The Group’s share of the profits of associate companies was £19 million (1996: £19• million). Its share of the profits of Giant Food Inc. reduced to £17• million (1996: £18• million) as the results for the second half of the year were impacted by a labour dispute] with distribution staff that has now been [resolved. Employees’ remuneration and related costs as a percentage of sales for the Sainsbury’s Supermarkets business increased to •9.5% (1996: •9.1%) as our investment in customer service [continued]. The number of employees in the Group increased by 11,300 to [166,000], representing 102,500 full-time equivalent employees. A total of £37 million was set aside for profit sharing for UK retail companies (1996: £50• million). The reduction in the profit fund in the current year results from the [lower profits in the year. The distribution represents an average of 4.5•% of wages (1996: •7.1%) for the 115,000 employees eligible to participate in the profit sharing scheme. Net interest payable for the year was £76• million, an increase of £17• million compared with the previous year. The increase reflects the higher average borrowings during the year and slightly higher interest rates. Interest capitalised during the year totalled £10 million (1996: £14• million). At year end, £50 million was added to the provision for the cost of integrating the Texas stores acquired by Homebase. This additional provision is to meet the cost of increasing the speed and scope with which Texas stores are converted to the Homebase format in order to continue to secure [substantial uplifts in sales and operating margins. Profits from the sale of fixed assets during the year were £8• million (1996: £4• million [loss]). Group profit before tax, exceptional costs and profits on the sale of fixed assets was £651• million, a decrease of •14.8%. After charging the £50• million increase in the Texas [integration provision and crediting profits from the sale of fixed assets, Group profit before tax was £609• million. Earnings per share and dividends Fully diluted earnings per share, before exceptional costs and profits from the sale of fixed assets, were •23.1 pence, a decrease of •16.9% compared with the previous year. Dividends per share of 12.3 pence (an interim of 3.5 pence and a final of 8.8 pence) represent an increase of 0.2 pence or •1.7% compared with the previous year. The total dividend is covered two times by earnings before Profit]ability exceptional costs. Group operating profit before profit sharing, exceptional costs and profits With this level of dividend cover, we expect that, on average, future increases in dividends will be consistent with on the sale of fixed assets reduced by 12.8% to £745 million. The UK food retailing and petrol markets were highly competitive during the year. Growth in Sainsbury’s Supermarkets’ sales was offset by a decline in operating margins due largely to lower margins on petrol sales, higher investment in customer service and the costs of the Reward Card scheme introduced during the year. average earnings per share growth over the medium term. Operating cash flows The Group generated cash from operating activities of £1,085• million (1996: £1,012• million) of which £525• million was expended on interest (including interest on finance leases), dividends and tax (1996: £561 million). Dividends and interest received were £17 million (1996: £16• million). The established Homebase business increased profit by over 25% but Capital expenditure and store development the former Texas business incurred substantial losses in unconverted stores. Group capital expenditure was £809• million compared with £759• million in the previous year. Shaw’s continued to achieve solid progress in profitability in established The cost of opening new Sainsbury’s supermarkets represented •40% of total capital expenditure and 24% of 1993 1994 1995 1996 1997 markets but incurred significant losses in its new stores in Connecticut as it the total was spent on refurbishing or extending existing Sainsbury’s supermarkets. During the year we opened 18 sought to strengthen its market position. Sainsbury’s supermarkets and extended a further •22. 26 J Sainsbury plc J Sainsbury plc 27 ES No Client Stage Int Stage Date Op 119504 Four Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 26-27 Financial Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE Leading cheated on this page ES No Client Stage Int Stage Date Op 119504 Four Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 26-27 Financial Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE Leading cheated on this page Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Group Sales £ billion 14.3 13.5 12.1 11.2 10.3 1993 1994 1995 1996 1997 Group Operating Profit £ million 785 796 899 854 745 1993 1994 1995 1996 1997 Employee Numbers Full-time equivalent (’000s) 102.5 95.5 80.0 82.3 76.5 Financial Review Sales Group sales in]creased by •6% to £14.3• billion. Sales at Sainsbury’s Supermarkets grew by 6% to £10.7 billion. Net new space (new stores and extensions net of closures) contributed 2.8% points of this improvement. Sales improved as the year progressed. Sales growth in existing stores increased from 2.7% in the first half to 3.7% in the second half. Sales inflation declined from 4% in the first half to less than 3% in the second. The sales performance of new supermarkets matched or exceeded our expectations. In particular, the two new stores opened in Northern Ireland surpassed their pre-opening sales estimates by a significant margin. Savacentre’s sales grew by •6.8%, a creditable performance considering that [no] new sales area was added during the year. [However,] clothing sales were [disappointing]. Sales at the original Homebase stores (i.e. excluding the former Texas stores acquired in March 1995) improved by •15.7% but the increase in total sales for the Homebase Group was held to 2.8% as a result of store closures and the weak performance of the unconverted Texas stores. Rebadging of Texas stores as Homebase stores was completed in December 1996 and since then like-for-like sales, which had been [falling, have started to in]crease. Shaw’s recorded •7.5% sales growth in sterling terms. After pro-rating Shaw’s results for the prior year 54-week period to 52 weeks, the sales increase was •11.7%, reflecting in particular the impact of the 12 new stores in Connecticut which were acquired from subsidiaries of Royal Ahold NV during the year. The Group’s share of the profits of associate companies was £19 million (1996: £19• million). Its share of the profits of Giant Food Inc. reduced to £17• million (1996: £18• million) as the results for the second half of the year were impacted by a labour dispute] with distribution staff that has now been [resolved. Employees’ remuneration and related costs as a percentage of sales for the Sainsbury’s Supermarkets business increased to •9.5% (1996: •9.1%) as our investment in customer service [continued]. The number of employees in the Group increased by 11,300 to [166,000], representing 102,500 full-time equivalent employees. A total of £37 million was set aside for profit sharing for UK retail companies (1996: £50• million). The reduction in the profit fund in the current year results from the [lower profits in the year. The distribution represents an average of 4.5•% of wages (1996: •7.1%) for the 115,000 employees eligible to participate in the profit sharing scheme. Net interest payable for the year was £76• million, an increase of £17• million compared with the previous year. The increase reflects the higher average borrowings during the year and slightly higher interest rates. Interest capitalised during the year totalled £10 million (1996: £14• million). At year end, £50 million was added to the provision for the cost of integrating the Texas stores acquired by Homebase. This additional provision is to meet the cost of increasing the speed and scope with which Texas stores are converted to the Homebase format in order to continue to secure [substantial uplifts in sales and operating margins. Profits from the sale of fixed assets during the year were £8• million (1996: £4• million [loss]). Group profit before tax, exceptional costs and profits on the sale of fixed assets was £651• million, a decrease of •14.8%. After charging the £50• million increase in the Texas [integration provision and crediting profits from the sale of fixed assets, Group profit before tax was £609• million. Earnings per share and dividends Fully diluted earnings per share, before exceptional costs and profits from the sale of fixed assets, were •23.1 pence, a decrease of •16.9% compared with the previous year. Dividends per share of 12.3 pence (an interim of 3.5 pence and a final of 8.8 pence) represent an increase of 0.2 pence or •1.7% compared with the previous year. The total dividend is covered two times by earnings before Profit]ability exceptional costs. Group operating profit before profit sharing, exceptional costs and profits With this level of dividend cover, we expect that, on average, future increases in dividends will be consistent with on the sale of fixed assets reduced by 12.8% to £745 million. The UK food retailing and petrol markets were highly competitive during the year. Growth in Sainsbury’s Supermarkets’ sales was offset by a decline in operating margins due largely to lower margins on petrol sales, higher investment in customer service and the costs of the Reward Card scheme introduced during the year. average earnings per share growth over the medium term. Operating cash flows The Group generated cash from operating activities of £1,085• million (1996: £1,012• million) of which £525• million was expended on interest (including interest on finance leases), dividends and tax (1996: £561 million). Dividends and interest received were £17 million (1996: £16• million). The established Homebase business increased profit by over 25% but Capital expenditure and store development the former Texas business incurred substantial losses in unconverted stores. Group capital expenditure was £809• million compared with £759• million in the previous year. Shaw’s continued to achieve solid progress in profitability in established The cost of opening new Sainsbury’s supermarkets represented •40% of total capital expenditure and 24% of 1993 1994 1995 1996 1997 markets but incurred significant losses in its new stores in Connecticut as it the total was spent on refurbishing or extending existing Sainsbury’s supermarkets. During the year we opened 18 sought to strengthen its market position. Sainsbury’s supermarkets and extended a further •22. 26 J Sainsbury plc J Sainsbury plc 27 ES No Client Stage Int Stage Date Op 119504 Four Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 26-27 Financial Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE Leading cheated on this page ES No Client Stage Int Stage Date Op 119504 Four Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 26-27 Financial Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE Leading cheated on this page Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Group Capital Expenditure Total £809 million New Sainsbury’s supermarkets (40%) Other operating companies (32%) Distribution, Systems and Other (4%) Existing Sainsbury’s supermarkets (24%) Group Sales Area Million square feet 26.6 25.6 15.2 16.0 14.2 Capital expenditure relating to Shaw’s, Homebase and Savacentre mainly the result of the capital expenditure programme and the acquisitions made during the year. represented •32% of total capital expenditure. Shaw’s added •19 new During the year, the Group issued $200 million of 65⁄8% Euro Medium Term Notes maturing in December 1999 supermarkets during the year (including the •12 acquired from subsidiaries of and $200 million of 61⁄4% Euro Medium Term Notes maturing in March 2002, which together provided more than Royal Ahold NV) and •nine new Homebase stores were opened. adequate financing for the $300 million of bonds which matured during the year. Continuing integration of the former Texas stores with Homebase Shortly after the year end, the Group issued £200 million of 71⁄4% Euro Medium Term Notes maturing in June resulted in 38 former Texas stores being converted to the Homebase format 2002 to replace short-term borrowings. during the year and 21• being [closed. Net interest before interest capitalised is covered •nine times by profit before net interest, exceptional costs and Overall, the sales area added during the year (net of [closures]) amounted taxation (1996: •11 times). to 1,060,000] square feet across the Group. The total sales area in the Group at year end was 26.6• million square feet. Net Group capital expenditure in 1997/98 is expected to total approximately £720• million. We expect to open a further 18• supermarkets in the UK in the current year and to extend 17• supermarkets. In addition, 10 Homebase stores, one Savacentre and eight• new Shaw’s supermarkets are expected to [open. Acquisitions Treasury management Treasury policy and significant treasury transactions are reviewed and approved by the Board. Foreign currency transactions are hedged to reduce or eliminate exchange rate exposure. Forward cover is used for currency payments to foreign suppliers. The Group protects its balance sheet from adverse currency translation effects by matching overseas investments with liabilities of the same currency. Movements on foreign currency borrowings used for balance sheet hedging purposes are taken directly to reserves. The interest payable on these borrowings serves partially to reduce the Group’s profit and loss exposure to foreign exchange movements. The Company acquired the •25% minority interest in Homebase in All funding requirements are covered by committed borrowing sources of over £1 billion, including a series of August 1996 from GIB Group SA for a total consideration (including fees and committed bank facilities with maturities of between two and five years. costs) of £66• million. It is the Group’s policy to provide a degree of protection against interest rate volatility. It is normally planned An additional investment of £41• million was made in Giant Food Inc. to that 50% of borrowings should be at fixed rates, although the actual mix may vary with market conditions. In this acquire two• million non-voting shares. As a result, the Group’s shareholding context, the Group makes use of interest rate swaps. 1993 1994 1995 1996 1997 increased from •16.6% to •19.8%. Capital structure Currency Composition of Group Debt $1,000 million (£623 million) £1,054 million Total Group shareholders’ funds as at 8th March 1997 amounted to £3,671• million (1996: £3,534• million). The principal movements for the year were retained profits of £•177 million, the proceeds from share allotments of £25• million less goodwill write-offs of £66• million. The goodwill write-off relating to the acquisition of the minority interest in Homebase was £54• million, £21• million related to the acquisition of shares in Giant Food Inc. and £•9 million was [netted off] against these amounts representing the sum received from Ladbroke PLC following arbitration on the purchase price of Home Charm Group PLC. Group net debt of £1,436• million (1996: £1,217• million) gives balance sheet gearing (net debt as a percentage of shareholders’ funds) of •39.1% as at 8th March 1997 (1996: 34.4•%) which is below the Group’s target maximum for balance sheet gearing of •40%. The increase in net debt is As at 8th March 1997, the overall fixed rate component of gross borrowings was •27%. Following the issue of £200 million 71⁄4% Euro Medium Term Notes shortly after the year end, the overall fixed rate component of gross borrowings rose to around 40%. The senior long-term debt of J Sainsbury plc is rated ‘A+’ by Standard & Poor’s Ratings Group, ‘AA3’ by Moody’s Investors Services and ‘AA-’ by IBCA. Short-term indebtedness is rated ‘A-1’ by Standard & Poor’s Ratings Group, ‘P-1’ by Moody’s Investors Services and ‘A1+’ by IBCA. 28 J Sainsbury plc J Sainsbury plc 29 ES No Client Stage Int Stage Date Op 119504 Seven Seven 23.05.97 Nick Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 28-29 Financial Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE Leading/Spacing cheated on this page ES No Client Stage Int Stage Date Op 119504 Six Six 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 28-29 Financial Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE Leading/Spacing cheated on this page Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Group Capital Expenditure Total £809 million New Sainsbury’s supermarkets (40%) Other operating companies (32%) Distribution, Systems and Other (4%) Existing Sainsbury’s supermarkets (24%) Group Sales Area Million square feet 26.6 25.6 15.2 16.0 14.2 Capital expenditure relating to Shaw’s, Homebase and Savacentre mainly the result of the capital expenditure programme and the acquisitions made during the year. represented •32% of total capital expenditure. Shaw’s added •19 new During the year, the Group issued $200 million of 65⁄8% Euro Medium Term Notes maturing in December 1999 supermarkets during the year (including the •12 acquired from subsidiaries of and $200 million of 61⁄4% Euro Medium Term Notes maturing in March 2002, which together provided more than Royal Ahold NV) and •nine new Homebase stores were opened. adequate financing for the $300 million of bonds which matured during the year. Continuing integration of the former Texas stores with Homebase Shortly after the year end, the Group issued £200 million of 71⁄4% Euro Medium Term Notes maturing in June resulted in 38 former Texas stores being converted to the Homebase format 2002 to replace short-term borrowings. during the year and 21• being [closed. Net interest before interest capitalised is covered •nine times by profit before net interest, exceptional costs and Overall, the sales area added during the year (net of [closures]) amounted taxation (1996: •11 times). to 1,060,000] square feet across the Group. The total sales area in the Group at year end was 26.6• million square feet. Net Group capital expenditure in 1997/98 is expected to total approximately £720• million. We expect to open a further 18• supermarkets in the UK in the current year and to extend 17• supermarkets. In addition, 10 Homebase stores, one Savacentre and eight• new Shaw’s supermarkets are expected to [open. Acquisitions Treasury management Treasury policy and significant treasury transactions are reviewed and approved by the Board. Foreign currency transactions are hedged to reduce or eliminate exchange rate exposure. Forward cover is used for currency payments to foreign suppliers. The Group protects its balance sheet from adverse currency translation effects by matching overseas investments with liabilities of the same currency. Movements on foreign currency borrowings used for balance sheet hedging purposes are taken directly to reserves. The interest payable on these borrowings serves partially to reduce the Group’s profit and loss exposure to foreign exchange movements. The Company acquired the •25% minority interest in Homebase in All funding requirements are covered by committed borrowing sources of over £1 billion, including a series of August 1996 from GIB Group SA for a total consideration (including fees and committed bank facilities with maturities of between two and five years. costs) of £66• million. It is the Group’s policy to provide a degree of protection against interest rate volatility. It is normally planned An additional investment of £41• million was made in Giant Food Inc. to that 50% of borrowings should be at fixed rates, although the actual mix may vary with market conditions. In this acquire two• million non-voting shares. As a result, the Group’s shareholding context, the Group makes use of interest rate swaps. 1993 1994 1995 1996 1997 increased from •16.6% to •19.8%. Capital structure Currency Composition of Group Debt $1,000 million (£623 million) £1,054 million Total Group shareholders’ funds as at 8th March 1997 amounted to £3,671• million (1996: £3,534• million). The principal movements for the year were retained profits of £•177 million, the proceeds from share allotments of £25• million less goodwill write-offs of £66• million. The goodwill write-off relating to the acquisition of the minority interest in Homebase was £54• million, £21• million related to the acquisition of shares in Giant Food Inc. and £•9 million was [netted off] against these amounts representing the sum received from Ladbroke PLC following arbitration on the purchase price of Home Charm Group PLC. Group net debt of £1,436• million (1996: £1,217• million) gives balance sheet gearing (net debt as a percentage of shareholders’ funds) of •39.1% as at 8th March 1997 (1996: 34.4•%) which is below the Group’s target maximum for balance sheet gearing of •40%. The increase in net debt is As at 8th March 1997, the overall fixed rate component of gross borrowings was •27%. Following the issue of £200 million 71⁄4% Euro Medium Term Notes shortly after the year end, the overall fixed rate component of gross borrowings rose to around 40%. The senior long-term debt of J Sainsbury plc is rated ‘A+’ by Standard & Poor’s Ratings Group, ‘AA3’ by Moody’s Investors Services and ‘AA-’ by IBCA. Short-term indebtedness is rated ‘A-1’ by Standard & Poor’s Ratings Group, ‘P-1’ by Moody’s Investors Services and ‘A1+’ by IBCA. 28 J Sainsbury plc J Sainsbury plc 29 ES No Client Stage Int Stage Date Op 119504 Seven Seven 23.05.97 Nick Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 28-29 Financial Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE Leading/Spacing cheated on this page ES No Client Stage Int Stage Date Op 119504 Six Six 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 28-29 Financial Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE Leading/Spacing cheated on this page Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Summary Financial Statement Group Balance Sheet 8th March 1997 The Directors present the Summary Financial Statement of the Group for the 52 weeks ended 8th March 1997. The Summary Financial Statement does not contain sufficient information to allow for a full understanding of the results of the Group and the state of affairs of the Company or of the Group. For further information the separate Fixed Assets publication, entitled Annual Accounts 1997, containing the Directors’ Report, the Accounts and the Auditors’ Report on those Accounts (which is unqualified) should be consulted. Tangible assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Corporate Governance The Group has complied throughout the period under review with all the provisions of the Code of Best Practice contained in the Cadbury Committee’s Report and as laid down in the Listing Rules of the London Stock Exchange. Current Assets 1997 £m 5,893 148 1996 £m 5,458 117 ———————————— ———————————— 6,041 5,575 ———————————— ———————————— Group Performance A review of the performance of the Company and its subsidiaries during the period and at the period end, with an indication of likely developments in the Group, is contained in the Chairman’s Statement on pages 2 and 3, and in the Review on pages 6 to 23. A review of the Group’s financial performance and dividends payable is given Stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Debtors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cash and liquid funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 744 253 7 241 761 204 5 209 on pages 26 to 29. The Board The Board of Directors meets regularly and is responsible for the effective management of the business. During the year a number of changes were made to Directors’ responsibilities. Dino Adriano has taken over from Tom Vyner as Chief Executive of the UK food retailing businesses. David Bremner was appointed as Chief Executive of Homebase and US businesses on 19th August 1996. Tom Vyner, as Deputy Chairman, will concentrate on international buying until he retires in January 1998. Sir Terence Heiser GCB is the nominated senior Non-Executive Director. All Directors have access to the advice and services of the Company Secretary. In addition, there is an agreed procedure for Directors to take independent professional advice, if necessary, at the Company’s expense. The Chairman and the Non-Executive Directors do not have service contracts. The service contracts for Executive Directors have either less than 24 months to run or are on a rolling 24-month basis. Board Committees The Company’s Remuneration Committee is responsible for advising on Executive Directors’ pay and benefits. The full report of the Committee is included in the Annual Accounts. The Nomination Committee advises the Board on the appointment of Executive Directors. The Audit Committee receives reports regularly from the Group Internal Audit Department and ensures that an objective and professional relationship is maintained between the Board and the external auditors. The membership of these Committees is shown on pages 4 and 5 of this Review. In February 1997 a subsidiary company was established, Sainsbury’s Supermarkets Ltd, to undertake the major trading activities of the UK supermarket business and began operating on 9th March 1997. The Directors of the new company are shown on pages 4 and 5. Directors The Directors are shown on pages 4 and 5. All Directors shown held office throughout the period except Sir David Scholey CBE who was appointed as a Non-Executive Director on 18th July 1996 and David Bremner who was appointed on 19th August 1996. David Quarmby retired on 26th April 1996. Colin Harvey retired from the Board on 8th April 1997. Mr Harvey will continue as Managing Director of Savacentre until June 1999. The emoluments of the Executive Directors are determined by the Board on the advice of the Remuneration Committee. The aggregate emoluments of the Directors of the Company were £5.0 million (1996: £4.2 million). Creditors: due within one year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ———————————— ———————————— 1,245 (2,804) 1,179 (2,519) ———————————— ———————————— Net Current Liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (1,559) (1,340) Total Assets less Current Liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4,482 4,235 ———————————— ———————————— Creditors: due after one year Convertible Capital Bonds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Provisions for Liabilities and Charges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Minority Equity Interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Capital and Reserves Called up share capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Share premium account . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Revaluation reserve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit and loss account . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (156) (595) (55) (5) (156) (480) (54) (11) ———————————— ———————————— 3,671 3,534 ————————————— ———————————— 460 1,097 33 2,081 458 1,074 43 1,959 ———————————— ———————————— Equity Shareholders’ Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3,671 3,534 ————————————— ———————————— The Summary Financial Statement on pages 30 to 32 was approved by the Board of Directors on 6th May 1997, and is signed on its behalf by David Sainsbury, Chairman. 30 J Sainsbury plc J Sainsbury plc 31 ES No Client Stage Int Stage Date Op 119504 Five Six 22.05.97 deb Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 30-31 Summary Financial Incarnatus ES No Client Stage Int Stage Date Op 119504 Four Five 27.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 30-31 Summary Financial Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Summary Financial Statement Group Balance Sheet 8th March 1997 The Directors present the Summary Financial Statement of the Group for the 52 weeks ended 8th March 1997. The Summary Financial Statement does not contain sufficient information to allow for a full understanding of the results of the Group and the state of affairs of the Company or of the Group. For further information the separate Fixed Assets publication, entitled Annual Accounts 1997, containing the Directors’ Report, the Accounts and the Auditors’ Report on those Accounts (which is unqualified) should be consulted. Tangible assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Corporate Governance The Group has complied throughout the period under review with all the provisions of the Code of Best Practice contained in the Cadbury Committee’s Report and as laid down in the Listing Rules of the London Stock Exchange. Current Assets 1997 £m 5,893 148 1996 £m 5,458 117 ———————————— ———————————— 6,041 5,575 ———————————— ———————————— Group Performance A review of the performance of the Company and its subsidiaries during the period and at the period end, with an indication of likely developments in the Group, is contained in the Chairman’s Statement on pages 2 and 3, and in the Review on pages 6 to 23. A review of the Group’s financial performance and dividends payable is given Stocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Debtors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cash and liquid funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 744 253 7 241 761 204 5 209 on pages 26 to 29. The Board The Board of Directors meets regularly and is responsible for the effective management of the business. During the year a number of changes were made to Directors’ responsibilities. Dino Adriano has taken over from Tom Vyner as Chief Executive of the UK food retailing businesses. David Bremner was appointed as Chief Executive of Homebase and US businesses on 19th August 1996. Tom Vyner, as Deputy Chairman, will concentrate on international buying until he retires in January 1998. Sir Terence Heiser GCB is the nominated senior Non-Executive Director. All Directors have access to the advice and services of the Company Secretary. In addition, there is an agreed procedure for Directors to take independent professional advice, if necessary, at the Company’s expense. The Chairman and the Non-Executive Directors do not have service contracts. The service contracts for Executive Directors have either less than 24 months to run or are on a rolling 24-month basis. Board Committees The Company’s Remuneration Committee is responsible for advising on Executive Directors’ pay and benefits. The full report of the Committee is included in the Annual Accounts. The Nomination Committee advises the Board on the appointment of Executive Directors. The Audit Committee receives reports regularly from the Group Internal Audit Department and ensures that an objective and professional relationship is maintained between the Board and the external auditors. The membership of these Committees is shown on pages 4 and 5 of this Review. In February 1997 a subsidiary company was established, Sainsbury’s Supermarkets Ltd, to undertake the major trading activities of the UK supermarket business and began operating on 9th March 1997. The Directors of the new company are shown on pages 4 and 5. Directors The Directors are shown on pages 4 and 5. All Directors shown held office throughout the period except Sir David Scholey CBE who was appointed as a Non-Executive Director on 18th July 1996 and David Bremner who was appointed on 19th August 1996. David Quarmby retired on 26th April 1996. Colin Harvey retired from the Board on 8th April 1997. Mr Harvey will continue as Managing Director of Savacentre until June 1999. The emoluments of the Executive Directors are determined by the Board on the advice of the Remuneration Committee. The aggregate emoluments of the Directors of the Company were £5.0 million (1996: £4.2 million). Creditors: due within one year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ———————————— ———————————— 1,245 (2,804) 1,179 (2,519) ———————————— ———————————— Net Current Liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (1,559) (1,340) Total Assets less Current Liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4,482 4,235 ———————————— ———————————— Creditors: due after one year Convertible Capital Bonds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Provisions for Liabilities and Charges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Minority Equity Interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Capital and Reserves Called up share capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Share premium account . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Revaluation reserve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit and loss account . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (156) (595) (55) (5) (156) (480) (54) (11) ———————————— ———————————— 3,671 3,534 ————————————— ———————————— 460 1,097 33 2,081 458 1,074 43 1,959 ———————————— ———————————— Equity Shareholders’ Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3,671 3,534 ————————————— ———————————— The Summary Financial Statement on pages 30 to 32 was approved by the Board of Directors on 6th May 1997, and is signed on its behalf by David Sainsbury, Chairman. 30 J Sainsbury plc J Sainsbury plc 31 ES No Client Stage Int Stage Date Op 119504 Five Six 22.05.97 deb Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 30-31 Summary Financial Incarnatus ES No Client Stage Int Stage Date Op 119504 Four Five 27.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 30-31 Summary Financial Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Group Profit and Loss Account for the 52 weeks to 8th March 1997 Total 1997 £m Total 1996 £m Group Sales including VAT & sales taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14,312 13,499 VAT & sales taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Sales excluding VAT & sales taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cost of sales Exceptional cost of sales – Texas Homecare integration costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gross Profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Administrative expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Operating Profit before profit sharing . . . . . . . . . . . . . . . . . . . . . . . . . . Profit sharing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Operating Profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Associated undertakings – share of profit Profit/(loss) on sale of fixed assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit on Ordinary Activities before Interest . . . . . . . . . . . . . . . . . . . . . . . . . . Net interest payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit on Ordinary Activities before Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . Tax on profit on ordinary activities . . . . . . . . . . . . . . . . . . . . . . . . . . Profit on Ordinary Activities after Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Minority equity interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit for the Financial Year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Retained Profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 917 872 ———————————— ———————————— 12,627 13,395 12,363 50 11,521 48 ———————————— ———————————— 1,058 982 287 252 ———————————— ———————————— 806 695 37 50 ———————————— ———————————— 756 658 19 8 19 (4) ———————————— ———————————— 771 685 76 59 ———————————— ———————————— 712 609 208 234 ———————————— ———————————— 478 401 2 10 ———————————— ———————————— 488 403 226 222 ———————————— ———————————— 266 ————————————— ———————————— 177 Statement by the Auditors to the Shareholders of J Sainsbury plc on the Summary Financial Statement We have examined the Summary Financial Statement set out on pages 30 to 32. Respective Responsibilities of Directors and Auditors The Summary Financial Statement is the responsibility of the Directors. Our responsibility is to report our opinion on its preparation and consistency with the Annual Accounts and Directors’ Report. Basis of Opinion We conducted our work in accordance with Auditing Guideline ‘The auditors’ statement on the summary financial statement’ adopted by the Auditing Practices Board. Opinion In our opinion the Summary Financial Statement is consistent with the Annual Accounts and the Directors’ Report of J Sainsbury plc for the 52 weeks ended 8th March 1997 and complies with the requirements of Section 251 of the Companies Act 1985, and the regulations made thereunder. Coopers & Lybrand Chartered Accountants and Registered Auditors London 6th May 1997 Earnings Per Share . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22.0p 26.8p Annual Review and Summary Financial Statement Exceptional cost of sales (Profit)/loss on sale of fixed assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Earnings Per Share before exceptional cost of sales and profit/loss on sale of fixed assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fully Diluted Earnings Per Share Fully Diluted Earnings Per Share before exceptional cost of sales and profit/loss on sale of fixed assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.8p (0.4p) 1.3p 0.2p ———————————— ———————————— 23.4p 28.3p ————————————— ———————————— 21.8p 26.4p 23.1p 27.8p This Annual Review and the Summary Financial Statement on pages 30 to 32 do not contain sufficient information to allow for a full understanding of the results of the Group and state of affairs of the Company or of the Group. The Directors’ Report, the Accounts and Auditors’ Report on those Accounts are contained in a separate publication entitled Annual Accounts 1997, which, together with this publication, comprise the full Annual Report and Accounts of J Sainsbury plc for 1997. Copies may be obtained, free of charge, by telephoning Shareholders wishing to receive the Annual Accounts as well as the Annual Review and Summary Financial Statement in future years should write to the Registrar at the address on the inside back cover. Freephone 0800 387504 32 J Sainsbury plc J Sainsbury plc 33 ES No Client Stage Int Stage Date Op 119504 Three Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 32-33 Summary Financial Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 32-33 Summary Financial Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Group Profit and Loss Account for the 52 weeks to 8th March 1997 Total 1997 £m Total 1996 £m Group Sales including VAT & sales taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14,312 13,499 VAT & sales taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Sales excluding VAT & sales taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cost of sales Exceptional cost of sales – Texas Homecare integration costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gross Profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Administrative expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Operating Profit before profit sharing . . . . . . . . . . . . . . . . . . . . . . . . . . Profit sharing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Operating Profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Associated undertakings – share of profit Profit/(loss) on sale of fixed assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit on Ordinary Activities before Interest . . . . . . . . . . . . . . . . . . . . . . . . . . Net interest payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit on Ordinary Activities before Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . Tax on profit on ordinary activities . . . . . . . . . . . . . . . . . . . . . . . . . . Profit on Ordinary Activities after Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Minority equity interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit for the Financial Year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Retained Profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 917 872 ———————————— ———————————— 12,627 13,395 12,363 50 11,521 48 ———————————— ———————————— 1,058 982 287 252 ———————————— ———————————— 806 695 37 50 ———————————— ———————————— 756 658 19 8 19 (4) ———————————— ———————————— 771 685 76 59 ———————————— ———————————— 712 609 208 234 ———————————— ———————————— 478 401 2 10 ———————————— ———————————— 488 403 226 222 ———————————— ———————————— 266 ————————————— ———————————— 177 Statement by the Auditors to the Shareholders of J Sainsbury plc on the Summary Financial Statement We have examined the Summary Financial Statement set out on pages 30 to 32. Respective Responsibilities of Directors and Auditors The Summary Financial Statement is the responsibility of the Directors. Our responsibility is to report our opinion on its preparation and consistency with the Annual Accounts and Directors’ Report. Basis of Opinion We conducted our work in accordance with Auditing Guideline ‘The auditors’ statement on the summary financial statement’ adopted by the Auditing Practices Board. Opinion In our opinion the Summary Financial Statement is consistent with the Annual Accounts and the Directors’ Report of J Sainsbury plc for the 52 weeks ended 8th March 1997 and complies with the requirements of Section 251 of the Companies Act 1985, and the regulations made thereunder. Coopers & Lybrand Chartered Accountants and Registered Auditors London 6th May 1997 Earnings Per Share . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22.0p 26.8p Annual Review and Summary Financial Statement Exceptional cost of sales (Profit)/loss on sale of fixed assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Earnings Per Share before exceptional cost of sales and profit/loss on sale of fixed assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fully Diluted Earnings Per Share Fully Diluted Earnings Per Share before exceptional cost of sales and profit/loss on sale of fixed assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.8p (0.4p) 1.3p 0.2p ———————————— ———————————— 23.4p 28.3p ————————————— ———————————— 21.8p 26.4p 23.1p 27.8p This Annual Review and the Summary Financial Statement on pages 30 to 32 do not contain sufficient information to allow for a full understanding of the results of the Group and state of affairs of the Company or of the Group. The Directors’ Report, the Accounts and Auditors’ Report on those Accounts are contained in a separate publication entitled Annual Accounts 1997, which, together with this publication, comprise the full Annual Report and Accounts of J Sainsbury plc for 1997. Copies may be obtained, free of charge, by telephoning Shareholders wishing to receive the Annual Accounts as well as the Annual Review and Summary Financial Statement in future years should write to the Registrar at the address on the inside back cover. Freephone 0800 387504 32 J Sainsbury plc J Sainsbury plc 33 ES No Client Stage Int Stage Date Op 119504 Three Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 32-33 Summary Financial Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 32-33 Summary Financial Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Shareholders % 1997 Services, 111 Wall Street, New York, NY 10043. Shareholders’ Interests at 8th March 1997 Number of Shareholders: 113,882 (1996: 111,012) Range of Shareholdings Shareholders % Shares % 1997 1996 1997 1996 500 and under 43.04 39.38 501 to 1,000 19.88 20.55 1,001 to 10,000 34.12 36.99 10,001 to 100,000 2.21 2.31 0.48 0.94 5.52 3.69 0.45 0.95 5.73 3.78 100,001 to 1,000,000 0.56 0.58 11.78 11.83 over 1,000,000 0.19 0.19 77.69 77.26 100.00 100.00 100.00 100.00 Insurance companies 0.09 Investment trusts 0.17 Pension funds 0.03 Other corporate bodies 1.75 Banks and nominee companies 8.88 Individuals and other shareholders 89.08 Shares % 1997 Insurance companies 1.16 Investment trusts 0.22 Pension funds 1.67 Other corporate bodies 3.11 Banks and nominee companies 46.86 Individuals and other shareholders 46.98 At the year end, the Trustees of the J Sainsbury Profit Sharing Scheme Share Trust held 11.9 million shares (1996: 19.5 million) on behalf of 39,854 participants (1996: 43,472). Changes in the law reducing the period shares are held in trust from five to three years was the major reason for the fall in the number of shares held in Trust and the fall in the number of participants in the Scheme. The Trustees’ holding is included in ‘other shareholders’. 34 J Sainsbury plc Investor Information Annual General Meeting The Annual General Meeting will be held at 12 noon on Wednesday 9th July 1997 at The Queen Elizabeth II Conference Centre, Broad Sanctuary, Westminster, London SW1P 3EE. The Notice of the Meeting and the proxy card accompany this Annual Review. to be established within CREST, will be included with the dividend documents sent to shareholders at the end of July. Tax Information – Capital Gains Tax For Capital Gains Tax purposes, the market value of ordinary shares on 31st March 1982 is 69.375p. American Depository Receipts (ADRs) Share Price In the US, the Company’s ordinary shares are traded in the over-the-counter markets (‘OTC’) in the form of American Depository Shares, evidenced by ADRs, and trade under the symbol JSNSY. Each American Depository Share represents four ordinary shares. Citibank is the Authorised Depository Bank for the Sainsbury ADR Programme. All enquiries regarding ADR holder accounts and payment of dividends should be addressed to: Citibank, N.A., ADR Shareholder Share Dividend Alternative The Company is again offering the option of a share dividend alternative to holders of ordinary shares. An ‘Evergreen’ system is now in operation so shareholders who have already completed a mandate and wish to receive shares for the final dividend 1996/97 need take no action. Low Cost Share Dealing Service The Company offers a share dealing service for J Sainsbury plc ordinary shares through The Share Centre Ltd., in conjunction with SBC Warburg. Dealing commission on both purchases and sales of J Sainsbury plc ordinary shares is 1% with no minimum charge, although purchases are subject to a minimum investment of £500. For further information, please write to: J Sainsbury Share Dealing Service, The Share Centre Ltd., PO Box 1000, Tring, Hertfordshire HP23 4JR. The publication of the above information relating to the low cost dealing service has been approved, for the purposes of Section 57 of the Financial Services Act 1986, by The Share Centre Ltd., a member of the Securities and Futures Authority. Personal Equity Plans On the Company’s behalf, a Single Company PEP and a General PEP are operated by The Royal Bank of Scotland. For further information contact The Royal Bank of Scotland plc, PEP Unit, Registrar’s Department, PO Box 1840, 8 Bankhead Crossway North, Edinburgh EH11 4BS. Telephone: 0131 523 6101. Nominee Service The middle market price of the Company’s ordinary shares on 8th March 1997 was 316.5p per share and the range during the year was 407p to 308p. The Company’s market capitalisation on 8th March 1997 was £5,823.7 million in comparison with £6,942 million on 9th March 1996. Further Information Below are some useful telephone numbers: Information about the AGM, shareholdings, dividends and changes to personal details: The Royal Bank of Scotland . . . . . . . . . . . . 0117 930 6600 Information about low cost dealing facilities: The Share Centre . . . . . . . . . . . . . . . . . 01442 890844 An audio tape of this Annual Review can be obtained by calling . . . . . . . . . . . . . . . . 01435 866102 The Company’s Environment Report is available on the Internet and by calling . . . . . . . . . . 0800 387504 For general enquiries about Sainsbury’s Bank please call . . . . . . . . . . . . . . . . . . . 0500 405060 For any other enquiries please contact our Customer Services . . . . . . . . . . . . . 0800 636262 Information about the Company Key dates in respect of the Share Dividend Alternative: Final 1996/97 Calculation period for share dividend price 19th May to 23rd May 1997 Ordinary shares record date 23rd May 1997 Last date for receipt by Registrars of mandates/ revocations (Return Date) Share Dividend Alternative certificates posted First date of dealing in new shares 17th June 1997 24th July 1997 25th July 1997 Shares have been issued in respect of share dividends at the following prices: Dividend Interim Payment Date Issue Price Final Payment Date Issue Price 1992/93 18th January 1993 483.4p 1993/94 17th January 1994 406.8p 1994/95 18th January 1995 418.2p 1995/96 17th January 1996 391.2p 1996/97 15th January 1997 349.8p 30th July 1993 29th July 1994 28th July 1995 26th July 1996 476.6p 389.0p 436.4p 380.4p The cash equivalent of the new shares issued during the year is as follows: Dividend Cash Equivalent Gross Income for UK Tax Purposes* Final 1995/96 (paid 26th July 1996) 380.4p 475.5p Interim 1996/97 (paid 15th January 1997) 349.8p 437.3p *Cash equivalent grossed up for tax at 20% Information on how to obtain details about the Nominee Service, may be found on the Internet at . . . http://www.sainsburys.co.uk J Sainsbury plc 35 ES No Client Stage Int Stage Date Op 119504 Five Five 23.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 34-35 Investor Info Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Three 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 34-35 Investor Info Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Shareholders % 1997 Services, 111 Wall Street, New York, NY 10043. Shareholders’ Interests at 8th March 1997 Number of Shareholders: 113,882 (1996: 111,012) Range of Shareholdings Shareholders % Shares % 1997 1996 1997 1996 500 and under 43.04 39.38 501 to 1,000 19.88 20.55 1,001 to 10,000 34.12 36.99 10,001 to 100,000 2.21 2.31 0.48 0.94 5.52 3.69 0.45 0.95 5.73 3.78 100,001 to 1,000,000 0.56 0.58 11.78 11.83 over 1,000,000 0.19 0.19 77.69 77.26 100.00 100.00 100.00 100.00 Insurance companies 0.09 Investment trusts 0.17 Pension funds 0.03 Other corporate bodies 1.75 Banks and nominee companies 8.88 Individuals and other shareholders 89.08 Shares % 1997 Insurance companies 1.16 Investment trusts 0.22 Pension funds 1.67 Other corporate bodies 3.11 Banks and nominee companies 46.86 Individuals and other shareholders 46.98 At the year end, the Trustees of the J Sainsbury Profit Sharing Scheme Share Trust held 11.9 million shares (1996: 19.5 million) on behalf of 39,854 participants (1996: 43,472). Changes in the law reducing the period shares are held in trust from five to three years was the major reason for the fall in the number of shares held in Trust and the fall in the number of participants in the Scheme. The Trustees’ holding is included in ‘other shareholders’. 34 J Sainsbury plc Investor Information Annual General Meeting The Annual General Meeting will be held at 12 noon on Wednesday 9th July 1997 at The Queen Elizabeth II Conference Centre, Broad Sanctuary, Westminster, London SW1P 3EE. The Notice of the Meeting and the proxy card accompany this Annual Review. to be established within CREST, will be included with the dividend documents sent to shareholders at the end of July. Tax Information – Capital Gains Tax For Capital Gains Tax purposes, the market value of ordinary shares on 31st March 1982 is 69.375p. American Depository Receipts (ADRs) Share Price In the US, the Company’s ordinary shares are traded in the over-the-counter markets (‘OTC’) in the form of American Depository Shares, evidenced by ADRs, and trade under the symbol JSNSY. Each American Depository Share represents four ordinary shares. Citibank is the Authorised Depository Bank for the Sainsbury ADR Programme. All enquiries regarding ADR holder accounts and payment of dividends should be addressed to: Citibank, N.A., ADR Shareholder Share Dividend Alternative The Company is again offering the option of a share dividend alternative to holders of ordinary shares. An ‘Evergreen’ system is now in operation so shareholders who have already completed a mandate and wish to receive shares for the final dividend 1996/97 need take no action. Low Cost Share Dealing Service The Company offers a share dealing service for J Sainsbury plc ordinary shares through The Share Centre Ltd., in conjunction with SBC Warburg. Dealing commission on both purchases and sales of J Sainsbury plc ordinary shares is 1% with no minimum charge, although purchases are subject to a minimum investment of £500. For further information, please write to: J Sainsbury Share Dealing Service, The Share Centre Ltd., PO Box 1000, Tring, Hertfordshire HP23 4JR. The publication of the above information relating to the low cost dealing service has been approved, for the purposes of Section 57 of the Financial Services Act 1986, by The Share Centre Ltd., a member of the Securities and Futures Authority. Personal Equity Plans On the Company’s behalf, a Single Company PEP and a General PEP are operated by The Royal Bank of Scotland. For further information contact The Royal Bank of Scotland plc, PEP Unit, Registrar’s Department, PO Box 1840, 8 Bankhead Crossway North, Edinburgh EH11 4BS. Telephone: 0131 523 6101. Nominee Service The middle market price of the Company’s ordinary shares on 8th March 1997 was 316.5p per share and the range during the year was 407p to 308p. The Company’s market capitalisation on 8th March 1997 was £5,823.7 million in comparison with £6,942 million on 9th March 1996. Further Information Below are some useful telephone numbers: Information about the AGM, shareholdings, dividends and changes to personal details: The Royal Bank of Scotland . . . . . . . . . . . . 0117 930 6600 Information about low cost dealing facilities: The Share Centre . . . . . . . . . . . . . . . . . 01442 890844 An audio tape of this Annual Review can be obtained by calling . . . . . . . . . . . . . . . . 01435 866102 The Company’s Environment Report is available on the Internet and by calling . . . . . . . . . . 0800 387504 For general enquiries about Sainsbury’s Bank please call . . . . . . . . . . . . . . . . . . . 0500 405060 For any other enquiries please contact our Customer Services . . . . . . . . . . . . . 0800 636262 Information about the Company Key dates in respect of the Share Dividend Alternative: Final 1996/97 Calculation period for share dividend price 19th May to 23rd May 1997 Ordinary shares record date 23rd May 1997 Last date for receipt by Registrars of mandates/ revocations (Return Date) Share Dividend Alternative certificates posted First date of dealing in new shares 17th June 1997 24th July 1997 25th July 1997 Shares have been issued in respect of share dividends at the following prices: Dividend Interim Payment Date Issue Price Final Payment Date Issue Price 1992/93 18th January 1993 483.4p 1993/94 17th January 1994 406.8p 1994/95 18th January 1995 418.2p 1995/96 17th January 1996 391.2p 1996/97 15th January 1997 349.8p 30th July 1993 29th July 1994 28th July 1995 26th July 1996 476.6p 389.0p 436.4p 380.4p The cash equivalent of the new shares issued during the year is as follows: Dividend Cash Equivalent Gross Income for UK Tax Purposes* Final 1995/96 (paid 26th July 1996) 380.4p 475.5p Interim 1996/97 (paid 15th January 1997) 349.8p 437.3p *Cash equivalent grossed up for tax at 20% Information on how to obtain details about the Nominee Service, may be found on the Internet at . . . http://www.sainsburys.co.uk J Sainsbury plc 35 ES No Client Stage Int Stage Date Op 119504 Five Five 23.05.97 Jennie Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 34-35 Investor Info Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Three 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 34-35 Investor Info Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Financial Calendar 1997/98 Dividend and Interest Payments Ordinary Dividend Final . . . . . . . . . . . payable 25th July 1997 Interim . . . . . . . . . . . payable January 1998 8% Irredeemable Unsecured Loan Stock . . . . . . . 1st March . . . . . . . . . . . . . . 1st September 81⁄2% Convertible Capital Bonds 2005 . . . . . . . . 6th March . . . . . . . . . . . . . . 6th September $150m 73 8% MTN 1997 . . . . . . . . . . . . . 17th November £150m 81⁄4% Notes 2000 . . . . . . . . . . . . . 22nd December $200m 65 8% Notes 1999 . . . . . . . . . . . . . 31st December $200m 61⁄4% Notes 2002 . . . . . . . . . . . . . 27th March £200m 71⁄4% Notes 2002 . . . . . . . . . . . . . 7th June Other Dates Results for half year . . . . . . . . . . . . . . . . announced in October Interim Report circulated . . . . . . . . . . . . . . November Results for the year . . . . . . . . . . . . . . . . announced in May Report and Accounts . . . . . . . . . . . . . . . circulated in June Annual General Meeting . . . . . . . . . . . . . . July Registered Office and Advisers REGISTERED OFFICE J Sainsbury plc Stamford House, Stamford Street London SE1 9LL Registered Number 185647 REGISTRAR The Royal Bank of Scotland plc Registrar’s Department, PO Box 82 Caxton House, Redcliffe Way Bristol BS99 7NH AUDITORS Coopers & Lybrand 1 Embankment Place London WC2N 6NN SOLICITORS Denton Hall Five Chancery Lane, Clifford’s Inn London EC4A 1BU STOCKBROKERS SBC Warburg 1 Finsbury Avenue London EC2M 2PP Hoare Govett Corporate Finance Ltd 4 Broadgate London EC2M 7LE 36 J Sainsbury plc Designed and Produced by McBain, Noel-Johnson & Co Ltd. Printed in England by Royle Print Limited. Printed on Zanders Mega-Matt paper made from 100% chlorine-free bleached pulp and awarded the Nordic Swan environmental label. Photograph on page 10 courtesy of Sainsbury’s The Magazine. ES No Client Stage Int Stage Date Op 119504 Three Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 36-IBC Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 36-IBC Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Cyan Magenta Yellow Black PMS295 PMS021 .Text Black Financial Calendar 1997/98 Dividend and Interest Payments Ordinary Dividend Final . . . . . . . . . . . payable 25th July 1997 Interim . . . . . . . . . . . payable January 1998 8% Irredeemable Unsecured Loan Stock . . . . . . . 1st March . . . . . . . . . . . . . . 1st September 81⁄2% Convertible Capital Bonds 2005 . . . . . . . . 6th March . . . . . . . . . . . . . . 6th September $150m 73 8% MTN 1997 . . . . . . . . . . . . . 17th November £150m 81⁄4% Notes 2000 . . . . . . . . . . . . . 22nd December $200m 65 8% Notes 1999 . . . . . . . . . . . . . 31st December $200m 61⁄4% Notes 2002 . . . . . . . . . . . . . 27th March £200m 71⁄4% Notes 2002 . . . . . . . . . . . . . 7th June Other Dates Results for half year . . . . . . . . . . . . . . . . announced in October Interim Report circulated . . . . . . . . . . . . . . November Results for the year . . . . . . . . . . . . . . . . announced in May Report and Accounts . . . . . . . . . . . . . . . circulated in June Annual General Meeting . . . . . . . . . . . . . . July Registered Office and Advisers REGISTERED OFFICE J Sainsbury plc Stamford House, Stamford Street London SE1 9LL Registered Number 185647 REGISTRAR The Royal Bank of Scotland plc Registrar’s Department, PO Box 82 Caxton House, Redcliffe Way Bristol BS99 7NH AUDITORS Coopers & Lybrand 1 Embankment Place London WC2N 6NN SOLICITORS Denton Hall Five Chancery Lane, Clifford’s Inn London EC4A 1BU STOCKBROKERS SBC Warburg 1 Finsbury Avenue London EC2M 2PP Hoare Govett Corporate Finance Ltd 4 Broadgate London EC2M 7LE 36 J Sainsbury plc Designed and Produced by McBain, Noel-Johnson & Co Ltd. Printed in England by Royle Print Limited. Printed on Zanders Mega-Matt paper made from 100% chlorine-free bleached pulp and awarded the Nordic Swan environmental label. Photograph on page 10 courtesy of Sainsbury’s The Magazine. ES No Client Stage Int Stage Date Op 119504 Three Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 36-IBC Incarnatus ES No Client Stage Int Stage Date Op 119504 Three Four 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents 36-IBC Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 PMS295 PMS021 .Special Cream PMS295 PMS021 .Special Cream J Sainsbury plc Annual Review1997 and Summary Financial Statement J i S a n s b u r y p l c A n n u a l i R e v e w 1 9 9 7 a n d S u m m a r y F n a n c i a i l S t a t e m e n t J Sainsbury plc Stamford House Stamford Street London SE1 9LL http://www.sainsburys.co.uk ES No Client Stage Int Stage Date Op 119504 Two Two 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents FC/BC Review Incarnatus ES No Client Stage Int Stage Date Op 119504 Two Two 21.05.97 ola Volume Path Name Fonts Notes CS03 A Sainsburys > 119504 R&A Review 97 > .Documents FC/BC Review Incarnatus OPERATORS NOTES/CLIENT MESSAGE OPERATORS NOTES/CLIENT MESSAGE Tel 0171 387 7474 Fax 0171 387 9793 Tel 0171 387 7474 Fax 0171 387 9793 J Sainsbury plc Annual Accounts 1997 Contents Report of the Directors 1-4 Report of the Remuneration Committee 5-8 Statement of Directors(cid:213) Responsibilities 9 Report of the Auditors on Corporate Governance 9 Report of the Auditors to the Shareholders of J Sainsbury plc 10 Accounting Policies 11 Balance Sheets 12 Group Profit and Loss Account 13 Group Cash Flow Statement 14-15 Group Statement of Total Recognised Gains and Losses 15 Reconciliation of Movements in Shareholders(cid:213) Funds 15 Notes to the Accounts 16-28 Registered Office and Advisers Annual Accounts This publication includes the Directors(cid:213) Report, the Report of the Remuneration Committee, the Accounts, and the Auditors(cid:213) Report for the period ended 8th March 1997. The Chairman(cid:213)s Statement and review of the business are contained in a separate publication entitled Annual Review 1997 and Summary Financial Statement. These Annual Accounts together with the Annual Review 1997 and Summary Financial Statement comprise the full Annual Report and Accounts of J Sainsbury plc for 1997, in accordance with the Companies Act 1985. Copies may be obtained, free of charge, by telephoning Freephone 0800 387504. Report of the Directors for the 52 weeks to 8th March 1997 Principal Activity The principal activity of the Group is the retail distribution of food and home improvement and garden products. Group Performance A review of the Group(cid:213)s performance during the period, with comments on the financial results and future developments, is con- tained in the Annual Review 1997 which is published separately and together with this document comprises the full Annual Report and Accounts of J Sainsbury plc. Sainsbury(cid:213)s Supermarkets Ltd Towards the end of the financial year a separate Subsidiary company, Sainsbury(cid:213)s Supermarkets Ltd, was established to under- take the major trading activity of the UK supermarket business and began trading on 9th March 1997. The table on page 3 shows those Directors who are also directors of the new company. Sainsbury(cid:213)s Bank plc In February 1997 Sainsbury(cid:213)s Bank plc was launched. The company, 55% owned by J Sainsbury plc, received authorisation under the Banking Act from the Bank of England to operate a new bank in association with Bank of Scotland. Corporate Governance The Group has complied throughout the period under review with all the provisions of the Code of Best Practice contained in the Cadbury Committee(cid:213)s Report and as laid down in the Listing Rules of the London Stock Exchange. The Board The Board of Directors meets regularly and is responsible for the effective management of the business. During the year a num- ber of changes were made to Directors(cid:213) responsibilities. David Bremner was appointed on 19th August 1996 as Chief Executive of Homebase and US businesses. Dino Adriano has taken over from Tom Vyner as Chief Executive of the UK food retailing busi- nesses. Tom Vyner as Deputy Chairman will concentrate on International Buying until he retires in January 1998. Sir Terence Heiser GCB as Chairman of the Audit Committee is the nominated senior Non-Executive Director on the Board. All Directors have access to the advice and services of the Company Secretary. In addition there is an agreed procedure for Directors to take independent professional advice, if necessary, at the Company(cid:213)s expense. Board Committees The Company(cid:213)s Remuneration Committee is responsible for advising on Executive Directors(cid:213) pay and benefits. The report of this committee is set out on pages 5 to 8. The Nomination Committee advises the Board on the appointment of Executive Directors. The Audit Committee receives reports regularly from the Group Internal Audit Department and ensures that an objective and professional relationship is maintained between the Board and the external auditors. Internal Financial Control The Directors are responsible for the Group(cid:213)s system of internal financial control. In order to meet that responsibility the Board has established an organisational structure with clear responsibilities and authorities, corporate standards and procedures and a thorough system of internal financial reporting. The Board has carried out a formal review of the effectiveness of the systems of internal financial control using a Risk Self Assessment process. This was carried out in all major Group companies and the results reviewed and signed off by the Board. The Directors believe that proper accounting records are maintained and that financial information used within the business and for publication is reliable. The system of internal financial control can provide only reasonable, and not absolute, assurance against material misstatement and loss. The key elements of the systems of internal financial control are: Control Framework There is an organisational structure with clear accountabilities and levels of authority. Group financial control standards are set out in statements to the business and are supported by procedure manuals. Process There are well-established planning processes which include detailed operational budgets for the year ahead and projections for future years. These are approved by the Board. Performance against these budgets is reviewed by the Board. More detailed performance reviews are carried out by manage- ment. There are clear policies and procedures for capital expenditure. These include investment appraisals, authorisation procedures and post-implementation reviews. Treasury policy changes and significant treasury transactions are reviewed and approved by the Board. Foreign exchange trans- actions are undertaken solely for the operation of the business and exposures are actively managed to reduce or eliminate exchange rate risk. J Sainsbury plc 1 Report of the Directors — continued Review The Audit Committee has responsibility for ensuring that internal financial control is defined and monitored. It reviews interim and annual financial statements and receives regular reports from management, internal audit and external audit. The Group has a well-established internal audit function. Homebase and Shaw(cid:213)s have their own internal audit departments. The responsibility for the internal audit of Sainsbury(cid:213)s Bank is undertaken by Bank of Scotland, whilst Group Internal Audit covers Sainsbury(cid:213)s Supermarkets Ltd and other Group companies. The Head of Group Internal Audit has overall responsibility for cov- erage and reports significant matters to, and has direct access to, the Audit Committee. Sainsbury(cid:213)s Bank was established with appropriate controls in place and the existence of such controls was a factor considered by the Bank of England in granting Sainsbury(cid:213)s Bank authorised institution status under the Banking Act. Controls will be extend- ed, as necessary, as the bank develops. The Risk Self Assessment process established by the Group allows management to consider internal financial control. This is used as a regular management tool and is formally reviewed and signed off by the Board annually. Going Concern In order to comply with the Code, the Directors confirm that they are satisfied that the Group has sufficient resources to continue in operation for the foreseeable future. Accordingly, they continue to adopt the going concern basis in preparing the Group Accounts. Profit and Dividend The profit on the ordinary activities of the Group before tax amounted to £609 million (1996: £712 million). The Directors are proposing the payment of a final dividend of 8.8p per share on 25th July 1997 to shareholders on the Register at the close of business on 23rd May 1997; together with the interim dividend paid of 3.5p per share, this makes a total dividend for the year of 12.3p (1996: 12.1p) per share. Share Capital The principal changes in share capital during the period were as follows: — 5.6 million shares were allotted and further options granted under the Company(cid:213)s share schemes for employees; — 2.7 million shares were allotted under the terms of the share dividend alternative to shareholders. Further details are given in Note 12. A Resolution will be proposed at the Annual General Meeting to renew the authority of the Directors to issue shares without applying the statutory pre-emption rights. A Resolution will also be proposed at the Annual General Meeting to enable the Company to make market purchases of its own shares up to a maximum of 184 million shares. The full text of the Resolutions is set out in the Notice of Meeting. Share Dividend Alternative Around 30,000 shareholders elected to take shares instead of cash for both the final dividend for 1996 and the interim dividend for 1997. Shareholders are to be offered a similar choice in respect of the final dividend payable in July 1997 and the interim dividend for 1998. Homebase The 25% minority interest in Homebase was purchased from GIB Group in August 1996 for £65 million. See Note 5. Following the completion of expert determination, the Group received a repayment of £10 million relating to the purchase of Texas Homecare. See Note 5. US Supermarket Operation Shaw(cid:213)s expanded its number of outlets by purchasing 12 stores from subsidiaries of Royal Ahold NV for $52 million in October 1996. The Group(cid:213)s holding in Giant Food Inc. was increased by 3% to approximately 20% following the purchase of two million shares at a cost of $62 million in August 1996. See Note 5. Year 2000 It is estimated that work on converting computer software to deal with the year 2000 date change will cost the Group £40 mil- lion in total at current rates, of which three-quarters will be incurred by Sainsbury(cid:213)s Supermarkets Ltd. We have been proactive in advancing this work and half of this expenditure will be incurred in the current financial year. The costs will be charged to the Profit and Loss Account as incurred. Policy on Payment of Suppliers The Company intends to continue its policy of agreeing terms of payment prior to commencing trade with a supplier and it will be the Company(cid:213)s policy to abide by those terms based on the timely submission of satisfactory invoices. The Company subscribes to the CBI code of good practice in the prompt payment of suppliers. 2 J Sainsbury plc Market Value of Properties The Directors believe that the aggregate open market value of Group properties exceeds the net book value of £4,578 million by a considerable margin. Employment Policies Employment policies aim to respect, motivate and develop our staff so they are responsive to the needs of customers. We are committed to equal opportunities and to investing in the development of all our people. We recognise the difficulties that people with disabilities face when seeking employment and have communicated our commitment in this area to all management. We have been awarded the usage of the symbol (cid:212)Positive about disabled people(cid:213), demonstrating our commitment to improving employment opportunities for applicants with disabilities or employees who become disabled. We currently spend £38 million on training and development each year and are committed to achieving the Investors in People award throughout the Company. We have continued our drive to improve the flow of communication between senior management and staff. In response to last year(cid:213)s opinion survey Staff Councils have been introduced, enhancing existing communication mechanisms and ensuring that senior management are kept abreast of the views of all staff. The Group offers a full range of employee share schemes and about one-third of all shareholders are employees or former employees. Donations Donations to charitable organisations and local community projects amounted to £2 million (1996: £2 million), which included contributions to enterprise agencies, job creation, educational schemes, town centre management initiatives, community projects and the arts. There were no political donations. Research and Development The Scientific Services Division employs 156 people and has an annual expenditure of £7.5 million. It works in close co-opera- tion with suppliers to achieve the highest standards of product quality, hygiene and safety and to maintain them throughout the Company(cid:213)s distribution chain and stores. The Division also develops and co-ordinates policies to address issues of concern and interest to our customers, for example environmental management and healthy eating. Directors and Directors(cid:213) Interests The Directors of J Sainsbury plc as at 8th March 1997 are listed below, together with their respective membership of Board Committees and of the Board of Sainsbury(cid:213)s Supermarkets Ltd. D J Sainsbury . . . . . . . . . . . . . . . . . . . . . . R T Vyner . . . . . . . . . . . . . . . . . . . . . . . D B Adriano . . . . . . . . . . . . . . . . . . . . . . D M Bremner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I D Coull R Cooper . . . . . . . . . . . . . . . . . . . . . . . J E Adshead CBE . . . . . . . . . . . . . . . . . . . . . C I Harvey. . . . . . . . . . . . . . . . . . . . . . . . R P Whitbread . . . . . . . . . . . . . . . . . . . . . R P Thorne . . . . . . . . . . . . . . . . . . . . . . . D J Clapham . . . . . . . . . . . . . . . . . . . . . . K McCarten . . . . . . . . . . . . . . . . . . . . . . Sir Terence Heiser GCB . . . . . . . . . . . . . . . . . . Dr J M Ashworth . . . . . . . . . . . . . . . . . . . . Rt Hon Sir Timothy Sainsbury. . . . . . . . . . . . . . . . Sir Clive Thompson. . . . . . . . . . . . . . . . . . . . Sir David Scholey CBE. . . . . . . . . . . . . . . . . . . Audit Remuneration Nomination * * Sainsbury(cid:213)s Supermarkets Ltd * * * * * * * * * * * * * * * * * * * * * * All Directors held office throughout the period except Sir David Scholey CBE who was appointed as a Non-Executive Director on 18th July 1996 and D M Bremner who was appointed on 19th August 1996. D A Quarmby retired on 26th April 1996. C I Harvey retired from the Board on 8th April 1997. Mr Harvey will continue as Managing Director of Savacentre until June 1999. In accordance with the Articles of Association R P Thorne, D J Clapham, Sir Terence Heiser GCB and Dr J M Ashworth will retire by rotation and, with the exception of Dr J M Ashworth, will seek re-appointment at the Annual General Meeting on 9th July 1997. Sir David Scholey CBE and D M Bremner were appointed during the period and will be proposed for re-appointment at the Annual General Meeting. Miss Thorne and Messrs Clapham and Bremner, being proposed for re-appointment at the Annual General Meeting, have service contracts on a rolling 24-month basis. No Director had, during or at the end of the period, any material interest in any contract of significance to the Group(cid:213)s business. Details of Directors(cid:213) interests in the ordinary shares of the Company are set out in the Report of the Remuneration Committee on page 7. J Sainsbury plc 3 Report of the Directors — continued Substantial Interests The substantial interests notified to the Company, all of which include duplications, are set out below: Miss J S Portrait and C T S Stone are trustees of various settlements, including charitable settlements. At 6th May 1997 the total holdings of the trusts of which the above are trustees amounted to 17% and 5% respectively. At 6th May 1997 the interests, as trustees of charitable and other trusts and beneficially, of D J Sainsbury, the Hon S D Sainsbury, Lord Sainsbury of Preston Candover KG and the Rt Hon Sir Timothy Sainsbury were 17%, 4%, 4% and 4% respec- tively. Annual General Meeting The 1997 Annual General Meeting of shareholders will take place at 12 noon on Wednesday 9th July 1997 at The Queen Elizabeth II Conference Centre, Broad Sanctuary, Westminster, London SW1P 3EE. The Notice of Meeting and proxy card accompany these Annual Accounts. Auditors A Resolution to re-appoint Coopers & Lybrand as Auditors of the Company and to authorise the Directors to fix their remuner- ation will be put to the Annual General Meeting. By Order of the Board N F Matthews Secretary 6th May 1997 4 J Sainsbury plc Report of the Remuneration Committee Composition and Terms of Reference The Remuneration Committee consists entirely of Non-Executive Directors and is chaired by Sir Clive Thompson. The member- ship of the Committee is shown on page 3. The Committee(cid:213)s terms of reference provide for it to make recommendations to the Board on all matters relating to the remu- neration of the Executive Directors of the Company. These recommendations are considered by the Board but no Director par- ticipates in the decision relating to his or her own remuneration. The Company has complied throughout the period with Section A of the best practice provisions on Directors(cid:213) remuneration annexed to the Listing Rules of the Stock Exchange. Policy on Remuneration of Executive Directors Total Level of Remuneration In framing its remuneration policy the Committee has given full consideration to Section B of the best practice provisions on Directors(cid:213) remuneration, annexed to the Listing Rules of the London Stock Exchange. The Committee aims to ensure that the remuneration offered is competitive and will attract, retain and motivate Executive Directors of the highest calibre. In doing so, the Committee takes account of information from internal and independent sources on the remuneration for similar jobs in com- parable companies in the retail sector and other large companies. The main components of Executive Directors(cid:213) remuneration are:— i) Basic Salary Basic salary for each Director is determined taking into account assessments of individual performance. ii) Share Option Schemes Two new Share Option Schemes were established following the approval of shareholders at the Annual General Meeting in 1996. The arrangements reflect the Company(cid:213)s belief that share ownership by Executive Directors and senior executives strengthens the link between their personal interests and those of all shareholders and incentivises personal performance. Options to Directors up to a value of one times salary are normally granted at intervals of approximately 18 months. Under the new approved Executive Share Option Scheme options will be granted up to the maximum amount permitted by the Inland Revenue, currently £30,000. Grants of options above the amount of £30,000 will be made under a so-called (cid:212)unap- proved(cid:213) Executive Share Option Scheme and will take into account the relevant institutional guidelines. For any individual the maximum amount of outstanding options at any time under both schemes will be four times total annual remuneration. The performance criterion currently required to be satisfied prior to exercise of options will be an average over a three-year period of 2% per annum real growth in earnings per share. iii) Long-Term Incentive Scheme In addition to the above, a long-term incentive scheme was approved by shareholders at the Annual General Meeting in 1996. This scheme is designed to provide Executive Directors with a bonus established by a formula related to real growth in earnings per share. No bonus will be earned in respect of any year unless real growth in earnings per share as against the previous year is at least 2%. Bonuses will be paid half in cash and half in shares. The shares will be held in trust for three years and may be aug- mented at the end of that period depending on performance measured in relation to real growth in earnings per share. The Remuneration Committee has reviewed the performance criterion under this Scheme and as a result of its recommendations the Board has, for the current year, stipulated as an additional criterion that the Group must achieve certain profit targets before bonuses are payable to Executive Directors. For other senior executives who participate in the bonus arrangements, the performance criterion will be based on the achieve- ment by the relevant operating company of its budgeted profit before tax for the year, and not on Group earnings per share. The long-term incentive scheme came into effect in respect of the financial period ended 8th March 1997; no bonus is payable in respect of the year under review as the performance criterion was not met. iv) Other Share Options Executive Directors are granted and hold options under the Savings-Related Share Option Scheme (see page 8). v) Profit Sharing Executive Directors participate in the Company(cid:213)s Profit Sharing Scheme in the same way as all other participants. Although profit sharing is accounted for on an accruals basis, payments are not finally calculated and paid until after the Annual General Meeting. Accordingly, profit sharing to Directors is included on a paid basis in the table of Directors(cid:213) Emoluments on page 6. Profit sharing in respect of the period ended 8th March 1997 which will be paid in August 1997 is expected to amount to approximately 4.5% of basic salary (1996: 7.1%). vi) Benefits Benefits include the provision of a company car and medical insurance premiums. J Sainsbury plc 5 Report of the Remuneration Committee — continued Contracts of Service With the exception of the Chairman and the Non-Executive Directors, who do not have service contracts, the service contracts for the Executive Directors are on a rolling 24-month basis, or have less than 24 months to run. The Executive Directors who are being proposed for re-appointment as Directors at the Annual General Meeting have service contracts on a rolling 24- month basis. The Remuneration Committee considers such notice periods are reasonable and necessary to attract and retain high calibre executive directors. The Committee endorses the principle of mitigation of damages on early termination of a ser- vice contract. Company Pension Policy regarding Executive Directors The Group(cid:213)s policy is to offer its most senior employees membership of the J Sainsbury Executive Pension Scheme. The scheme is a funded, Inland Revenue approved, final salary, occupational pension scheme. Under the Group(cid:213)s pension arrangements the Executive Directors are entitled to a pension on retirement at age 60, or earlier in the event of 40 years ser- vice, or ill health, of up to two-thirds of their pensionable earnings (defined as salary in the last 12 months of service) subject to Inland Revenue limits. The previous practice of including the average of the performance-related bonus paid in the Company(cid:213)s last three financial years has been discontinued. Pensions are also payable to dependants on death and a lump sum is payable if death occurs in service. In the case of four Directors who joined the Company on or after 17th March 1987 the Company has agreed to make up that portion of the standard pension entitlement which is in excess of Inland Revenue limits. This last obligation is unfunded, although full provision of £299,000 has been made in respect of the period ended 8th March 1997 (1996: £147,000). Pending the outcome of further official guidance on disclosure of pension values the Company has retained the method of dis- closure used last year. In respect of continuing Directors, the pension contributions included in the tables of Directors(cid:213) emolu- ments are 8.8% (1996: 8.5%) of pensionable earnings which was the level of Company contribution into the J Sainsbury Executive Pension Scheme. Directors(cid:213) Emoluments The aggregate emoluments of the Directors of the Company were as follows:— Executive Directors 1997 £000 1996 £000 Basic salary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other salary payments. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Long-term incentive scheme/Performance-related bonus . . . . . . . . . . . . . . . . Profit sharing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Benefits. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Compensation for loss of office . . . . . . . . . . . . . . . . . . . . . . . . . . Pension contributions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,896 495 (cid:209) 200 165 2,889 62 — 270 149 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 3,370 271 465 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 4,106 3,756 336 812 4,904 Non-Executive Directors Fees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111 79 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 4,185 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 5,015 The emoluments of each of the Executive Directors are set out below:— Other salary payments 1997 1996 £000 £000 Benefits — 455 Totals Pension 1997 1996 £000 £000 Basic salary 1997 1996 £000 £000 296 405 212 — 225 227 204 177 184 196 157 51 345 145 65 1997 1996 £000 £000 359 491 261 — 272 280 253 216 228 240 197 122 413 680 94 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 2,896 2,889 465 4,904 4,106 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Compensation for loss of office contribution 1997 1996 £000 £000 25 34 18 — 19 19 17 15 16 17 13 4 29 236 3 Sub totals 1997 1996 £000 £000 334 457 243 — 253 261 236 201 212 223 184 118 384 173 91 Profit sharing 1997 1996 £000 £000 27 36 18 — 20 20 18 16 16 17 14 — 31 12 25 1997 1996 £000 £000 11 16 13 — 8 14 14 8 12 10 13 5 8 16 1 370 569 334 633 282 291 266 219 238 255 199 261 977 10 (cid:209) 343 527 309 620 261 270 247 203 221 237 184 244 80 10 (cid:209) 27 42 25 13 21 21 19 16 17 18 15 17 561 (cid:209) (cid:209) 310 475 280 145 235 240 217 180 195 210 165 190 54 (cid:209) (cid:209) 11 22 14 20 10 14 15 10 13 13 8 14 1 (cid:209) (cid:209) 22 30 15 (cid:209) 16 16 15 13 13 14 11 (cid:209) 25 10 (cid:209) 149 3,756 3,370 336 (cid:209) — 271 495 271 200 336 165 270 812 40 62 62 D J Sainsbury1 . . . R T Vyner D B Adriano . D M Bremner2 . . . . I D Coull R Cooper . . J E Adshead CBE C I Harvey . . R P Whitbread . R P Thorne . . D J Clapham . K McCarten3 . D A Quarmby4 . I J Hunt5 . . . R A Clark6 . 6 J Sainsbury plc The emoluments of each of the Non-Executive Directors are set out below:— Sir Terence Heiser GCB. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dr J M Ashworth. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Rt Hon Sir Timothy Sainsbury7. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sir Clive Thompson7. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sir David Scholey CBE8. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Lady Eccles 9. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fees 1997 £000 24 22 22 22 21 (cid:209) 1996 £000 22 21 15 15 — 6 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 79 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 111 Notes to the tables:— 1. Chairman. 2. Appointed 19th August 1996. Mr Bremner received £400,000 in respect of acceptance of office and £55,000 guaranteed payments in respect of performance bonus and profit sharing. 3. Appointed 2nd December 1995. In 1996 Mr McCarten received £62,000 in respect of acceptance of office. In 1997 £40,000 was paid to him in respect of guaranteed performance bonus and profit sharing. 4. Retired as a Director on 26th April 1996. 1997 pension contribution included £556,000 in respect of compensation for loss of office. In addition, D A Quarmby retains the right to exercise 391,587 options over ordinary shares previously granted under the Company(cid:213)s option schemes. These options have exercise prices ranging from 272.7p to 475.0p. The average exer- cise price is 396.4p. 5. Retired as a Director on 7th March 1996. 1996 pension contribution included £225,000 in respect of compensation for loss of office. 1997 profit sharing is in respect of financial year 1996 when he was a Director. 6. Retired as a Director on 28th April 1995. 7. Appointed 5th July 1995. The fees of Sir Clive Thompson are remitted to Rentokil Initial plc. 8. Appointed 18th July 1996. 9. Retired 5th July 1995. Directors(cid:213) Interests 8th March 1997 Details of the Directors(cid:213) interests in the ordinary shares of the Company are as follows:— Ordinary Shares 9th March 1996 D J Sainsbury†. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .259,337,168321,674,572 R T Vyner. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19,952 16,683 D B Adriano. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41,043 37,764 D M Bremner. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,456 2,431* I D Coull. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23,674 23,674 R Cooper. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85,760 81,535 J E Adshead CBE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34,153 29,504 C I Harvey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81,920 88,386 R P Whitbread. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42,781 40,574 R P Thorne. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10,037 7,653 D J Clapham. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31,483 39,056 K McCarten. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,353 1,310 Sir Terence Heiser GCB. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,000 1,000 Dr J M Ashworth. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,112 2,182 Rt Hon Sir Timothy Sainsbury . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13,431,900 13,431,900 Sir Clive Thompson. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 881 881 Sir David Scholey CBE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (cid:209) * 15,000 *At date of appointment †On 21st May 1996 D J Sainsbury(cid:213)s beneficial interest reduced by 62,337,404 shares and his non-beneficial interest increased by 61,732,874 shares. The change, which did not involve a disposal of shares, was of a technical nature connected with family trusts. The above beneficial holdings include the Directors(cid:213) personal holdings and those of their spouses and minor children, as well as holdings in family trusts of which a Director or his minor children are beneficiaries or potential beneficiaries. It includes also the beneficial interest in shares which are held in trust under the J Sainsbury Profit Sharing Scheme. In addition the Directors have the following non-beneficial interests:— D J Sainsbury has a non-beneficial interest in holdings of 66,304,671 (1996: 4,703,759) shares and £43,974 (1996: £43,974) 8% Irredeemable Unsecured Loan Stock in trusts, including a charitable trust, of which he is a trustee. The Rt Hon Sir Timothy Sainsbury has a non-beneficial interest in holdings of 65,166,069 (1996: 66,538,569) shares. There were no changes to the Directors(cid:213) interests shown above between 8th March 1997 and 6th May 1997. J Sainsbury plc 7 Report of the Remuneration Committee — continued Options over Ordinary Shares Directors(cid:213) options under the Company(cid:213)s Executive Share Option Scheme and Savings-Related Share Option Scheme are set out in the table below:— Total 10th March 1996 312,247 416,487 195,590 233,526 244,011 223,514 191,328 168,402 200,926 142,753 73,834 D J Sainsbury R T Vyner D B Adriano I D Coull R Cooper . . . . . . . . . . . . . . . . . . . . . . . . . J E Adshead CBE C I Harvey R P Whitbread R P Thorne D J Clapham K McCarten . . . . . . . . . . . . . . . . . . . . . . . . . . Number granted Number exercised Date exercised Option Market price on exercise Pence price Pence Total 8th March 1997 — 160 189 141 401 494 186 283 141 213 — — 569 569 — 1,075 271 271 271 — — — — 4.10.96 17.4.96 3.4.96 5.3.97 5.3.97 5.3.97 237.1 237.1 237.1 276.0 276.0 276.0 361.5 372.0 371.0 320.0 320.0 320.0 312,247 416,078 195,210 233,667 243,066 223,737 191,243 168,685 201,067 142,966 73,834 All options granted and exercised during the period are in respect of the Savings-Related Share Option Scheme. Options outstanding above and below the market price of 316.5p on 8th March 1997 are set out in the table below:— Options outstanding below market price (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Weighted Number average price Pence Options outstanding above market price (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Weighted Number average price Pence 47,666 1,881 2,143 449 1,709 2,507 1,405 14,137 2,983 2,342 — 272.7 299.2 302.4 306.4 302.6 305.1 303.6 275.4 300.6 300.0 264,581 414,197 193,067 233,218 241,357 221,230 189,838 154,548 198,084 140,624 73,834 389.7 423.0 421.4 421.2 413.7 402.2 421.4 393.1 422.6 418.3 386.0 Number of options outstanding 312,247 416,078 195,210 233,667 243,066 223,737 191,243 168,685 201,067 142,966 73,834 D J Sainsbury . . . . . . . . . . . . . . . . . . R T Vyner. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D B Adriano I D Coull . . . . . . . . . . . . . . . . . . . . R Cooper . . . . . . . . . . . . . . . . . . . . J E Adshead CBE . . . . . . . . . . . . . . . . . C I Harvey . . . . . . . . . . . . . . . . . . . R P Whitbread . . . . . . . . . . . . . . . . . . R P Thorne . . . . . . . . . . . . . . . . . . . D J Clapham . . . . . . . . . . . . . . . . . . . K McCarten . . . . . . . . . . . . . . . . . . . No options lapsed during the period. The options outstanding are exercisable at prices between 272.7p and 475.0p. In the peri- od from 10th March 1996 to 8th March 1997 the highest middle market price was 407.0p and the lowest middle market price was 308.0p. Approved by the Board on 6th May 1997. Sir Clive Thompson Chairman of the Remuneration Committee 8 J Sainsbury plc Statement of Directors(cid:213) Responsibilities Company law requires the Directors to prepare accounts for each financial year which give a true and fair view of the state of affairs of the Company and the Group at the end of the period and of the profit or loss of the Group for that period. In prepar- ing accounts, the Directors are required to: • select suitable accounting policies and then apply them consistently; • make judgements and estimates that are reasonable and prudent; • • state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the accounts; prepare the accounts on the going concern basis unless it is inappropriate to assume that the Company will continue in busi- ness. The Directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Company and to enable them to ensure that the accounts comply with the Companies Act 1985. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention of fraud and other irregularities. Report of the Auditors to J Sainsbury plc on Corporate Governance In addition to our audit of the financial statements, we have reviewed the Directors(cid:213) statement on pages 1 and 2 concerning the Company(cid:213)s compliance with the paragraphs of the Cadbury Code of Best Practice specified for our review by the London Stock Exchange and their adoption of the going concern basis in preparing the financial statements. The objective of our review is to draw attention to non-compliance with Listing Rules 12.43(j) and 12.43(v). Basis of Opinion We carried out our review in accordance with guidance issued by the Auditing Practices Board. That guidance does not require us to perform the additional work necessary to, and we do not, express any opinion on the effectiveness of either the Group(cid:213)s system of internal financial control or its corporate governance procedures nor on the ability of the Group and the Company to continue in operational existence. Opinion With respect to the Directors(cid:213) statements on internal financial control on pages 1 and 2 and going concern on page 2, in our opinion the Directors have provided the disclosures required by the Listing Rules referred to above and such statements are not inconsistent with the information of which we are aware from our audit work on the financial statements. Based on enquiry of certain Directors and Officers of the Company, and examination of relevant documents, in our opinion the Directors(cid:213) statement on pages 1 and 2 appropriately reflects the Company(cid:213)s compliance with the other aspects of the Code specified for our review by Listing Rule 12.43(j). Coopers & Lybrand Chartered Accountants London 6th May 1997 J Sainsbury plc 9 Report of the Auditors to the Shareholders of J Sainsbury plc We have audited the accounts on pages 11 to 28. Respective responsibilities of Directors and Auditors As described on page 9 the Company(cid:213)s Directors are responsible for the preparation of accounts. It is our responsibility to form an independent opinion, based on our audit, on those accounts and to report our opinion to you. Basis of Opinion We conducted our audit in accordance with Auditing Standards issued by the Auditing Practices Board. An audit includes exami- nation, on a test basis, of evidence relevant to the amounts and disclosures in the accounts. It also includes an assessment of the significant estimates and judgements made by the Directors in the preparation of the accounts, and of whether the accounting policies are appropriate to the Company(cid:213)s circumstances, consistently applied and adequately disclosed. We planned and performed our audit so as to obtain all the information and explanations which we considered necessary in order to provide us with sufficient evidence to give reasonable assurance that the accounts are free from material misstatement, whether caused by fraud or other irregularity or error. In forming our opinion we also evaluated the overall adequacy of the pre- sentation of information in the accounts. Opinion In our opinion the accounts give a true and fair view of the state of affairs of the Company and the Group at 8th March 1997 and of the profit, total recognised gains and cash flows of the Group for the 52 weeks then ended and have been properly prepared in accordance with the Companies Act 1985. Coopers & Lybrand Chartered Accountants and Registered Auditors London 6th May 1997 10 J Sainsbury plc Accounting Policies Basis of Accounts These accounts have been prepared under the historical cost convention as modified by the revaluation of certain properties. They comply with all applicable Accounting and Financial Reporting Standards. FRS 1 (Revised 1996) has been adopted earlier than the mandatory starting date as encouraged by the Accounting Standards Board. The 1996 Cash Flow Statement has been restated. No Profit and Loss Account is presented for the Company as provided by Section 230(3) of the Companies Act 1985. All the activities in the Group are continuing businesses. Consolidation The results of Subsidiaries and Associated Undertakings are included in the Group Profit and Loss Account from the date of acquisi- tion. Goodwill arising in connection with the acquisition of shares in Subsidiaries and Associated Undertakings is deducted from reserves in the period of acquisition. Goodwill comprises the excess of the purchase price over the fair value of the net tangible assets acquired. Sales Sales consist of sales through retail outlets and sales of development properties. Rental and other income is excluded. Cost of Sales Cost of sales consists of all costs to the point of sale including warehouse and transportation costs and all the costs of operating retail outlets. Deferred Tax Deferred tax is accounted for, at anticipated tax rates, in respect of all timing differences between accounting and tax treatment, except to the extent that it is thought reasonably probable that the tax effects of such deferrals will continue for the foreseeable future. Depreciation Freehold land is not depreciated. Freehold buildings, and leasehold buildings with more than 50 years unexpired, are depreciated in equal instalments at the rate of 2% per annum. Leasehold properties with less than 50 years unexpired are depreciated to write off their book value in equal annual instalments over the unexpired period of the lease. Certain tenants(cid:213) fixtures, which have been capitalised as part of leasehold properties, are depreciated in equal annual instalments over the estimated useful life of the asset to the Group. Fixtures, equipment and vehicles are depreciated in equal annual instalments to write off their cost over their estimated useful lives, which range from 3 to 15 years, commencing when they are brought into use. A permanent diminution in value of any fixed asset is charged to the Profit and Loss Account. Capitalisation of Interest Interest incurred on borrowings to finance specific property developments is capitalised net of tax relief. Research and Development Research and development expenditure is written off as incurred against the profits of the period. Pension Costs The costs of providing pensions for employees are charged in the Profit and Loss Account in accordance with the recommenda- tions of independent qualified actuaries. Any funding surpluses or deficits that may arise from time to time are amortised over the average service life of members of the relevant scheme. Leased Assets Assets used by the Group which have been funded through finance leases are capitalised and the resulting lease obligations are included in creditors net of finance charges. Interest costs on finance leases and all payments in respect of operating leases are charged directly to the Profit and Loss Account. Stocks Stocks are valued at the lower of cost and net realisable value. Stocks at warehouse are valued at cost, and at retail outlets at calculated average cost prices. Foreign Currencies Foreign currency assets and liabilities are translated at the exchange rates ruling at the Balance Sheet date. Results from over- seas companies are translated at the average rates of exchange for the relevant accounting period and at the period-end rates for the balance sheets. Differences on translation of investments in overseas companies and related loans are taken directly to reserves. J Sainsbury plc 11 Balance Sheets 8th March 1997 Group Company Fixed Assets Tangible assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Investments 1 2 Note Current Assets Stocks Debtors Investments Cash and liquid funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 7 8 Creditors: due within one year . . . . . . . . . . . . . . . . . 9 Net Current Liabilities. . . . . . . . . . . . . . . . . . . . . (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 1996 £m 1997 £m 1997 £m 5,458 117 5,893 148 4,281 1,565 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 5,846 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 4,592 1,839 6,041 6,431 5,575 744 253 7 241 357 174 (cid:209) 84 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 615 761 204 5 209 349 186 (cid:209) 100 1,245 1,179 635 (2,519) (2,804) (2,280) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (1,665) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (1,559) (2,472) (1,837) (1,340) Total Assets less Current Liabilities . . . . . . . . . . . . . . . 4,482 4,235 4,594 4,181 Creditors: due after one year Convertible Capital Bonds . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Provisions for Liabilities and Charges Minority Equity Interest . . . . . . . . . . . . . . . . . . . . 9 9 11 (156) (595) (55) (5) (156) (480) (54) (11) (cid:209) (715) (10) (cid:209) (483) (15) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 3,683 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 3,671 3,869 3,534 458 1,074 43 1,959 460 1,097 33 2,081 458 1,074 44 2,107 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 3,683 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 460 1,097 34 2,278 3,671 3,869 3,534 Capital and Reserves . . . . . . . . . . . . . . . . Called up share capital Share premium account . . . . . . . . . . . . . . . Revaluation reserve . . . . . . . . . . . . . . . . . Profit and loss account . . . . . . . . . . . . . . . . 12 13 14 15 Equity Shareholders(cid:213) Funds . . . . . . . . . . . . . . . . . . Notes to the accounts are on pages 16 to 28. The Accounts on pages 11 to 28 were approved by the Board of Directors on 6th May 1997, and are signed on its behalf by D J Sainsbury Chairman R T Vyner Deputy Chairman 12 J Sainsbury plc Group Profit and Loss Account for the 52 weeks to 8th March 1997 Note 1997 £m 1996 £m Group Sales including VAT & sales taxes. . . . . . . . . . . . . . . . . . . . . . . . . . 16 14,312 13,499 VAT & sales taxes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group Sales excluding VAT & sales taxes . . . . . . . . . . . . . . . . . . . . . . . . . Cost of sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Exceptional cost of sales — Texas Homecare integration costs . . . . . . . . . . . . . 11 Gross Profit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Administrative expenses. . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Group Operating Profit before profit sharing . . . . . . . . . . . . . . . . . . . . . . . . 16 Profit sharing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Group Operating Profit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Associated Undertakings — share of profit . . . . . . . . . . . . . . . . . . . . . Profit/(loss) on sale of fixed assets. . . . . . . . . . . . . . . . . . . . . . . . 4 Profit on Ordinary Activities before Interest . . . . . . . . . . . . . . . . . . . . . . . . Net interest payable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Profit on Ordinary Activities before Tax. . . . . . . . . . . . . . . . . . . . . . . . . . 19 Tax on profit on ordinary activities. . . . . . . . . . . . . . . . . . . . . . . . 22 Profit on Ordinary Activities after Tax. . . . . . . . . . . . . . . . . . . . . . . . . . . Minority equity interest. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit for the Financial Year. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dividends. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23 Retained Profit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 917 872 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 12,627 13,395 12,363 50 11,521 48 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,058 982 287 252 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 806 695 37 50 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 756 658 19 8 19 (4) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 771 685 76 59 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 712 609 208 234 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 478 401 2 10 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 488 403 226 222 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 266 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 177 Earnings Per Share. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 22.0p 26.8p Exceptional cost of sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . (Profit)/loss on sale of fixed assets. . . . . . . . . . . . . . . . . . . . . . . . . Earnings Per Share before exceptional cost of sales and profit/loss on sale of fixed assets. . . . . . . . . . . . . . . . . . . . . . . . . . . 24 1.8p (0.4p) 1.3p 0.2p (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 23.4p 28.3p (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Fully Diluted Earnings Per Share. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Fully Diluted Earnings Per Share before exceptional cost of sales and profit/loss on sale of fixed assets. . . . . . . . . . . . . . . . . . . . . . . . . . . 24 21.8p 26.4p 23.1p 27.8p J Sainsbury plc 13 Group Cash Flow Statement for the 52 weeks to 8th March 1997 Note Net cash inflow from operating activities. . . . . . . . . . . . . . . . . . . . . . . . . . 25 Returns on investments and servicing of finance Interest received. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interest paid. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interest element of finance lease rental payments . . . . . . . . . . . . . . . . . Dividends received from Associated Undertakings Net cash outflow from returns on investments and servicing of finance . . . . . . . . . . . . . . 1997 1996 (restated) £m 1,012 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) £m 1,085 12 (93) (12) 5 11 (73) (9) 5 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (66) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (88) Tax paid. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (206) (271) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Capital expenditure and financial investment Payments for tangible fixed assets . . . . . . . . . . . . . . . . . . . . . . . . Receipts from sale of tangible fixed assets. . . . . . . . . . . . . . . . . . . . . Purchase of investments. . . . . . . . . . . . . . . . . . . . . . . . . . . . Net cash outflow from capital expenditure and financial investment . . . . . . . . . . . . . . . Acquisitions and disposals Purchase of minority interest in Homebase Group . . . . . . . . . . . . . . . . . Purchase of Texas Homecare. . . . . . . . . . . . . . . . . . . . . . . . . . Cash acquired with Texas Homecare. . . . . . . . . . . . . . . . . . . . . . . Purchase of other Subsidiaries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Investment in Sainsbury(cid:213)s Bank by minority shareholder Purchase of investment in Giant Food Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Investment in other Associated Undertakings Net cash outflow from acquisitions and disposals . . . . . . . . . . . . . . . . . . . . . . Equity dividends paid. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Management of liquid resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Financing Issue of ordinary share capital Debt due within a year . . . . . . . . . . . . . . . . . . . . . . . . . Increase in short-term borrowing . . . . . . . . . . . . . . . . . . . . . . . Repayment of term loans. . . . . . . . . . . . . . . . . . . . . . . . . . . Debt due beyond a year Increase in long-term borrowing. . . . . . . . . . . . . . . . . . . . . . . . Capital element of finance lease rental payments . . . . . . . . . . . . . . . . . Net cash inflow from financing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (801) 79 (1) (709) 50 (4) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (663) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (723) (66) 9 (cid:209) (3) 7 (41) (7) — (309) 9 (21) — — (4) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (325) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (101) (214) (208) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) — (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209) 15 331 (207) 22 325 (31) 260 (3) 182 (6) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 492 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 396 Increase/(decrease) in cash in the period. . . . . . . . . . . . . . . . . . . . . . . . . . 149 (29) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 14 J Sainsbury plc Reconciliation of Net Cash Flow to Movement in Net Debt Increase/(decrease) in cash in the period. . . . . . . . . . . . . . . . . . . . . . Cash inflow from increase in debt and lease financing . . . . . . . . . . . . . . . . Cash inflow from change in liquid resources . . . . . . . . . . . . . . . . . . . . Note Change in net debt resulting from cash flows. . . . . . . . . . . . . . . . . . . . Loans and finance leases acquired with Subsidiary. . . . . . . . . . . . . . . . . . New finance leases. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Currency translation difference. . . . . . . . . . . . . . . . . . . . . . . . . . Debt converted into share capital . . . . . . . . . . . . . . . . . . . . . . . . Loan note issued as settlement for acquisition . . . . . . . . . . . . . . . . . . . Movement in net debt in the period . . . . . . . . . . . . . . . . . . . . . . . 26 Net debt at the beginning of the period. . . . . . . . . . . . . . . . . . . . . . . . . . 26 Net debt at the end of the period. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 1997 £m 149 (381) (cid:209) 1996 £m (29) (470) — (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (499) (232) (cid:209) (13) 26 (cid:209) (cid:209) (20) (18) (15) 44 (18) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (526) (219) (1,217) (691) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (1,217) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (1,436) Group Statement of Total Recognised Gains and Losses for the 52 weeks to 8th March 1997 Profit for the Financial Year. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1997 £m 403 1996 £m 488 Currency translation differences on foreign currency net investments . . . . . . . . . . . . Total recognised gains and losses relating to the Financial Year . . . . . . . . . . . . . . . . . . (4) 2 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 490 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 399 There is no material difference between the above profit for the period and the historical cost equivalent. Reconciliation of Movements in Shareholders(cid:213) Funds Group Company Profit for the Financial Year . . . . . . . . . . . . . . . . . . . . Dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Currency translation differences . . . . . . . . . . Goodwill deducted from reserves (Note 5) New share capital subscribed less expenses of capital issues . . . Other (Note 15) . . . . . . . . . . . . . . . . . . . . . Net movement in Shareholders(cid:213) Funds . . . . . . . . . . . . . . . . Opening Shareholders(cid:213) funds . . . . . . . . . . . . . . . Closing Shareholders(cid:213) Funds . . . . . . . . . . . . . . . . . . . . (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 576 1997 £m 403 1997 £m 387 1996 £m 488 (222) (226) (226) (222) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 354 (cid:209) (cid:209) 80 109 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 543 266 2 (103) 80 (cid:209) 177 (4) (66) 25 5 161 (cid:209) (cid:209) 25 (cid:209) 137 186 245 3,289 3,534 3,140 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 3,683 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 3,869 3,683 3,671 3,534 J Sainsbury plc 15 Notes to the Accounts at 8th March 1997 Note 1 Tangible Fixed Assets Group Company (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Total Properties Properties Total Fixtures, Equipment & Vehicles £m 2,458 27 344 (68) (9) £m 4,878 12 470 (61) (21) Fixtures, Equipment & Vehicles £m 1,762 (cid:209) 228 (24) £m 5,555 (cid:209) 566 (71) £m 7,336 39 814 (129) (30) £m 3,793 (cid:209) 338 (47) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 6,050 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 8,030 1,966 5,278 2,752 4,084 654 (9) 70 (9) (6) 1,224 48 229 (60) (4) 1,878 39 299 (69) (10) 411 (cid:209) 36 (5) 863 (cid:209) 169 (16) 1,274 (cid:209) 205 (21) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,458 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,437 2,137 1,016 700 442 4,578 4,592 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 4,281 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,315 5,893 3,642 3,382 4,224 5,458 1,234 899 950 154 98 80 85 234 183 106 65 61 66 167 131 Cost or Valuation At 10th March 1996 Adjustment (see below) Additions (see below) Disposals Exchange adjustments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . At 8th March 1997 . . . . . . Depreciation At 10th March 1996 Adjustment (see below) Provided in the period Disposals Exchange adjustments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . At 8th March 1997 . . . . . . Net Book Value At 8th March 1997 . . . . . . At 9th March 1996 . . . . . . Capital Work-in-Progress included above At 8th March 1997 At 9th March 1996 . . . . . . . . . . . . The amount included in the additions of £814 million in respect of interest capitalised during the period ended 8th March 1997 was £6 million after deducting tax relief of £3 million (Company £4 million after deducting tax relief of £2 million). Accumulated interest capitalised net of tax relief included in the cost or valuation total above amounts to £245 million (1996: £241 million) for the Group, and £221 million (1996: £217 million) for the Company. Included in the net book value of fixed assets for the Group is £84 million (1996: £84 million) for assets held under finance leas- es, of which £79 million (1996: £75 million) relates to properties and £5 million (1996: £9 million) to fixtures. The Group Adjustment relates to reclassifications within the fixed asset balances of Texas Homecare, as at the date of acquisi- tion of that business, following further review during the period. Analysis of Properties At 8th March 1997 Freehold: Long leasehold: Cost Short leasehold: Cost Cost 1973 valuation 1992 valuation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1973 valuation 1992 valuation 1992 valuation Group Company (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Valuation £m Valuation £m Cost £m 4,004 Cost £m 3,371 2 65 4 22 511 110 2 63 4 22 670 510 1 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 92 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 5,184 3,992 94 1 16 J Sainsbury plc If the properties included at valuation had been included at cost, the cost and accumulated depreciation figures at 8th March 1997 would have been:— Group Company Freehold . . . . . . . . . . . . . . . . . . . . . . . . Long leasehold . . . . . . . . . . . . . . . . . . . . . Short leasehold . . . . . . . . . . . . . . . . . . . . . Cost Depreciation £m 417 114 159 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Cost Depreciation £m 331 83 18 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 432 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) £m 4,035 687 513 £m 3,399 528 113 5,235 4,040 690 Note 2 Fixed Asset Investments Group Company Subsidiaries (Note 3) . . . . . . . . . . . . . . . . . . . Associated Undertakings (Note 4) . . . . . . . . . . . . . Listed on a UK stock exchange Listed on a US stock exchange . . . . . . . . . . . . . Other. . . . . . . . . . . . . . . . . . . . . . . . Other investments . . . . . . . . . . . . . . . . . . . (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 1,553 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1997 £m 1,819 1996 £m 1997 £m (cid:209) (cid:209) 20 3 98 13 3 119 25 (cid:209) (cid:209) 12 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 12 (cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,565 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 147 1 114 3 1,839 20 (cid:209) 117 148 The decrease in Other investments represents disposals of £2 million. Note 3 Investment in Subsidiaries The Company(cid:213)s principal Subsidiaries are:— Share of Ordinary Allotted Capital Sainsbury(cid:213)s Supermarkets Ltd. . . . . . . . . . . . . . . . . . . . . . . . . Savacentre Limited*. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Homebase Limited*. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Shaw(cid:213)s Supermarkets, Inc.*. . . . . . . . . . . . . . . . . . . . . . . . . . NewMarket Foods Limited. . . . . . . . . . . . . . . . . . . . . . . . . . J Sainsbury Developments Limited . . . . . . . . . . . . . . . . . . . . . . Sainsbury(cid:213)s Bank plc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100% 100% 100% 100% 100% 100% 55% *Shares are held by other Subsidiaries. All Subsidiaries operate in the countries of their registration or incorporation. Details of other Subsidiaries will be set out in the Company(cid:213)s Annual Return. Summary of movements Country of Registration or Incorporation England England England USA England England England Company (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) £m Shares At 10th March 1996. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Acquisitions and other additions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . At 8th March 1997. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Long-term capital advances At 10th March 1996. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Additions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . At 8th March 1997. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total Net Investment 8th March 1997. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9th March 1996 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110 72 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 182 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,443 194 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,637 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,819 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,553 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Total net investment by the Company in Subsidiaries at 8th March 1997 consists of total cost of shares and capital advances of £1,822 million (1996: £1,556 million) less £3 million (1996: £3 million) for cumulative amounts deducted from reserves. J Sainsbury plc 17 Note 4 Investment in Associated Undertakings The Company(cid:213)s principal Associated Undertakings are:— Share of Allotted Capital Share of Profit before Tax (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 1997 £m Giant Food Inc. (Food Retailing — US) 125,000 Voting Common Stock of $1 each . . . . . . . . . . . 11,779,931 Non-Voting Common Stock of $1 each . . . . . . . . Breckland Farms Limited (Pig Farming — UK) 200,000 (cid:212)B(cid:213) Ordinary Shares of £1 each 141,532 1% Redeemable Preference Shares of £1 each (other shareholder Pauls plc) Hampden Group PLC (DIY Retailing — UK) 4,470,000 Ordinary Shares of 10p each . . . . . . . . . . . . . . . . . } 50% 19.8% 50% 29.7% Summary of movements 17 1 18 1 1 (cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 19 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 19 Group Company (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) £m £m Shares At 10th March 1996. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Purchase of Giant Food Inc. shares (Note 5). . . . . . . . . . . . . . . . . . . . . . . Exchange adjustments. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . At 8th March 1997 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Share of post acquisition reserves At 10th March 1996. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Share of retained profit for the period . . . . . . . . . . . . . . . . . . . . . . . . . Other adjustments to reserves (Note 15). . . . . . . . . . . . . . . . . . . . . . . . At 8th March 1997 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 20 (5) 7 (cid:209) (cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 7 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 113 10 6 5 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 21 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Long-term capital advances At 10th March 1996. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Additions in period. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . At 8th March 1997 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total Net Investment 8th March 1997. . . . . . . . . . . . . . . . . . . . . . . . 9th March 1996. . . . . . . . . . . . . . . . . . . . . . . . 13 6 7 5 8 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 13 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 20 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 12 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 114 147 The Group(cid:213)s investment in shares in Associated Undertakings at 8th March 1997 represented £265 million (1996: £224 mil- lion) in respect of the cost of shares, less goodwill of £150 million set off against reserves (1996: £129 million), less accumulat- ed exchange adjustments of £2 million (1996: additions of £3 million). The Company(cid:213)s investment in shares in Associated Undertakings at 8th March 1997 represented cost of shares of £7 million (1996: £7 million). At 8th March 1997 the market value of shares listed on a recognised US stock exchange was £241 million (1996: £206 million), and on a recognised UK stock exchange £4 million (1996: £4 million). The proportion of the profits of the Associated Undertakings attributable to the Group and the reserves included in the Group Balance Sheet are taken from audited accounts produced within three months of the balance sheet date. The investment in Breckland Farms Limited is held directly by J Sainsbury plc. Investments in Giant Food Inc. and Hampden Group PLC are held by Subsidiaries. Giant Food Inc. has been classified as an Associated Undertaking in view of the proportion of voting stock held. 18 J Sainsbury plc Note 5 Acquisitions of Subsidiaries and Associated Undertakings 5.1 Homebase In August 1996 the Company acquired the 25% minority interest in Homebase for a consideration of £65 million together with fees and other costs. Goodwill of £54 million arising on the acquisition has been deducted from reserves. The assets and liabili- ties of Homebase have not been revalued as in the opinion of the Directors the difference between fair values and carrying amounts is not material. The Group received £10 million from Ladbroke Group PLC following arbitration on the purchase price of Home Charm Group PLC acquired in 1996. £9 million has been added to reserves and £1 million representing the interest on the award has been included in the 1997 Profit and Loss Account. 5.2 Giant Food Inc. The additional investment in Giant Food Inc. represents £41 million for the purchase of 2 million non-voting shares less £21 mil- lion for goodwill which has been deducted from reserves. The Group(cid:213)s share of Giant Food Inc.(cid:213)s net tangible assets at the date of acquisition has been increased by £2 million to reflect the Group(cid:213)s accounting policy for valuation of stock. No other fair value adjustments have been made. Note 6 Stocks Group Company Goods for resale and consumable stores Land held for development . . . . . . . . . . . . . . . . . . . . . . . . . . . 1997 £m 689 55 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 357 (cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 357 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 699 62 1997 £m 349 (cid:209) 349 744 761 Note 7 Debtors Group Company Trade debtors. . . . . . . . . . . . . . . . . . . . . . Advance corporation tax recoverable in more than one year . . . Amounts owed by Subsidiaries . . . . . . . . . . . . . . . . . . . . . . . . . Other debtors due in less than one year . . . . . . . . . . Other debtors due in more than one year Prepayments . . . . . . . . . . . . . . . . . . . . . . 1997 £m 73 40 1996 £m 52 40 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 9 40 76 25 — 24 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 174 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1997 £m 10 40 52 55 11 18 16 50 46 76 18 46 253 204 186 Note 8 Current Asset Investments Group Company (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 1996 £m 1997 £m 1997 £m Investments listed on a recognised stock exchange at cost (equivalent to market value) . . . . . . . . . . . . . . . . 7 5 (cid:209) (cid:209) J Sainsbury plc 19 Note 9 Creditors Group Company Due within one year: Borrowings: Bank loans and overdrafts . . . . . . . . . . . . . . . . . Short-term notes. . . . . . . . . . . . . . . . . . . . . 2% Bonds 1996 . . . . . . . . . . . . . . . . . . . . 81 9 1 8% Notes 1996 . . . . . . . . . . . . . . . . . . . . 6% Loan Stock. . . . . . . . . . . . . . . . . . . . . . Unsecured loan notes. . . . . . . . . . . . . . . . . . . Current portion of long-term indebtedness including obligations under finance leases . . . . . . . . . . . . . . . Total short-term borrowings . . . . . . . . . . . . . . . Trade creditors . . . . . . . . . . . . . . . . . . . . . Amounts due to Subsidiaries . . . . . . . . . . . . . . . . Corporation tax . . . . . . . . . . . . . . . . . . . . . Social security and other taxes . . . . . . . . . . . . . . . Other creditors . . . . . . . . . . . . . . . . . . . . . Accruals . . . . . . . . . . . . . . . . . . . . . . . . Proposed dividend . . . . . . . . . . . . . . . . . . . . Due after one year: 8 1 2% Convertible Capital Bonds 2005. . . . . . . . . . . . . Other: Secured loans . . . . . . . . . . . . . . . . . . . . . . Unsecured loan notes. . . . . . . . . . . . . . . . . . . Term bank loans . . . . . . . . . . . . . . . . . . . . . 4% Notes 2000 . . . . . . . . . . . . . . . . . . . . 8 1 . . . . . . . . . . . 8% Irredeemable Unsecured Loan Stock Obligations under finance leases . . . . . . . . . . . . . . Amounts due to Subsidiaries . . . . . . . . . . . . . . . . Loan to Homebase Limited from minority shareholder . . . . . Other creditors . . . . . . . . . . . . . . . . . . . . . (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 1996 £m 1997 £m 1997 £m 580 237 (cid:209) (cid:209) (cid:209) 115 531 53 98 98 18 3 535 237 (cid:209) (cid:209) (cid:209) 112 489 50 98 98 18 (cid:209) (cid:209) 8 8 940 896 809 816 (cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 753 674 191 171 27 275 29 160 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 2,280 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 884 758 70 165 37 366 30 162 187 55 432 132 162 216 47 319 152 160 2,804 2,472 2,519 (cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 156 156 (cid:209) 2 319 (cid:209) 150 3 107 2 166 26 150 3 101 (cid:209) 279 (cid:209) 150 3 (cid:209) 283 (cid:209) 148 26 150 3 (cid:209) 156 (cid:209) 14 13 19 (cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 483 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 480 715 595 (cid:209) 2% Convertible Capital Bonds were issued by J Sainsbury (Channel Islands) Limited, and are guaranteed on a subordinated The 81 basis by the Company. These bonds are convertible, at any time prior to November 2005, into 21 2% Exchangeable Redeemable Preference Shares of the issuer which are exchangeable for ordinary shares in the Company at the prescribed price of 337p per ordinary share (after adjustment to take account of the rights issue in July 1991). Alternatively, the bonds may be redeemed at par on maturity. The issuer is entitled to redeem the bonds in certain circumstances or if 80% of the bonds have been converted or redeemed. As at 8th March 1997 22% (£44 million) had been exchanged for ordinary shares in the Company. The secured loans and £41 million of the unsecured loan notes comprise US dollar borrowings of an overseas Subsidiary. Repayment and interest terms, which vary with each loan, require a combination of annual instalments and balloon repayments with interest rates ranging from 4.8% to 10.375%. Unsecured loan notes also include US $200 million (1), US $200 million (2) and £30 million Euro Medium Term Notes issued by the Company. The £30 million Notes, which mature in April 2000, bear interest based on sterling LIBOR. The US $200 million (1) Notes, which mature in December 1999 bear interest at 6.625% but interest on $150 million of this has been swapped into floating rates based on US $ LIBOR. The US $200 million (2) Notes, which mature in March 2002 bear interest at 6.25%. The £150 million Notes which are repayable in December 2000 bear interest at 8.25% but this has been swapped for a floating rate based on sterling LIBOR. Arrangements have been made to avoid exposure to fluctuating US dollar interest rates following maturity of US $150 million Euro Medium Term Notes (included under Short Term Notes due within one year) by entering into a forward swap of floating interest payments for fixed interest rate payments. A rate of 6.95% for US $150 million for five years starting in November 1997 has been contracted for. Shortly after the year end the Company issued £200 million Euro Medium Term Notes replacing bank loans and overdrafts. The £200 million Notes, which mature in June 2002, bear interest at 7.25%. 20 J Sainsbury plc Note 10 Summary of Borrowings Group Company Due within one year: Bank and other loans . . . . . . . . . . . . . . . . . Obligations under finance leases . . . . . . . . . . . . Due after one and within two years: Bank and other loans . . . . . . . . . . . . . . . . . Obligations under finance leases . . . . . . . . . . . . Due after two and within five years: Bank and other loans Obligations under finance leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . Due after five years: Bank and other loans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Obligations under finance leases . . . . . . . . . . . . . . . Convertible Capital Bonds (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 1996 £m 1997 £m 1997 £m 932 8 28 5 318 11 801 8 163 5 193 10 884 (cid:209) (cid:209) (cid:209) 432 (cid:209) 753 (cid:209) 144 (cid:209) 180 (cid:209) 128 91 156 159 (cid:209) (cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,236 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 283 (cid:209) (cid:209) 4 86 156 1,677 1,599 1,426 Note 11 Provisions for Liabilities and Charges Group Company (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Deferred Tax £m Deferred Tax £m Other £m Other £m Total £m Total £m At 10th March 1996 . . . . . . . . . . . . Profit and Loss Account Property — provision released Texas Homecare integration (see below) Deferred tax — UK Deferred tax — US . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Utilised. . . . . . . . . . . . . . . . . . . At 8th March 1997 . . . . . . . . . . . . 54 86 (32) (2) 50 8 6 (61) (2) 50 (cid:209) (cid:209) (61) (cid:209) (cid:209) 8 6 (cid:209) (cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (18) (2) (2) 55 10 73 10 15 (2) (1) 14 (2) (cid:209) 1 (cid:209) (1) A further provision of £50 million has been made during the period to reflect the additional costs now envisaged for integrating Texas Homecare into the Homebase Group. The provision comprises the costs of converting an additional 65 Texas Homecare stores to the full Homebase format, the increased costs of each store conversion and additional costs of range and supply chain integration. The total of other provisions of £73 million consists of £9 million relating to unutilised provisions made in 1994 for losses on realisation of surplus land and stores due for closure, £15 million representing the balance of the provision for store closure costs of Texas Homecare and £49 million representing the provision for the integration costs of Texas Homecare. The provided and unprovided liabilities for deferred tax are as follows: Group Company (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1997 Provided Unprovided £m £m 1996 Provided Unprovided £m £m 1997 Provided Unprovided £m £m 1996 Provided Unprovided £m £m Timing differences between depreciation and capital allowances Other timing differences . . . . . . . . . 16 191 11 182 (cid:209) 163 (cid:209) 157 (34) — (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 157 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (18) 163 196 (32) (43) 187 (cid:209) 5 1 1 5 (cid:209) (cid:209) The potential liability for tax which might arise on disposal of the Group(cid:213)s properties has not been quantified. In the opinion of the Directors the likelihood of any such liability arising is remote. J Sainsbury plc 21 Note 12 Called Up Share Capital Aggregate Allotted fully paid shares Consideration Nominal Value (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) £m Number £m Ordinary shares of 25p each Authorised (cid:209) 2,000,000,000 shares . . . . . . . . . . . . At 10th March 1996. . . . . . . . . . . . . . . . . . . . . Shares allotted: 1,831,667,605 500 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 458 . . . . . . . . . . . . . . . . . . Profit sharing scheme . . . . . . . . . . . . Savings-related share option scheme Executive share option scheme . . . . . . . . . . . . . . Share dividend alternative . . . . . . . . . . . . . . . . . At 8th March 1997. . . . . . . . . . . . . . . . . . . . . 100,266 5,050,478 493,373 2,719,093 1 13 1 10 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 25 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,840,030,815 (cid:209) 1 (cid:209) 1 460 2% Convertible Capital Bonds 2005 Contingent rights to the allotment of 46,277,448 ordinary shares in the Company at 337p (after adjustment to take account of the rights issue in July 1991) exist until November 2005 under the terms of the issue of 81 (Note 9). The Company operates a Savings-Related Share Option Scheme for all employees with more than one year(cid:213)s service. This is an approved Inland Revenue Scheme and was established in 1980. The Scheme is renewable every 10 years and was last renewed in 1996. Under the Savings-Related Share Option Scheme, options have normally been exercisable within six months of the fifth anniversary of the grant of an option. In 1996, following government legislation the Company extended the Scheme to make provision for the grant of options which are normally exercisable within 6 months of the third anniversary of such a grant. At 8th March 1997 employees held 77,952 five-year savings contracts in respect of options over 39.1 million shares and 12,048 three-year savings contracts in respect of options over 3 million shares. The Company also operates an Executive Share Option Scheme for Executive Directors and senior employees. This is an approved Inland Revenue Scheme and was established in 1984. The last grant of option under this scheme was in December 1995 and no further grants will be made, although options will remain exercisable until September 2005. An Inland Revenue Approved Executive Share Option Scheme, an Unapproved Executive Share Option Scheme and a Long-Term Incentive Scheme were established in 1996. Under the Executive Share Option Schemes options are normally exercisable between three and ten years of the date of the grant of an option. At 8th March 1997 1,176 employees had outstanding options over 24.1 million shares. No shares have been set aside for Directors under the Long-Term Incentive Scheme. Details of these options at 8th March 1997 are set out below:— (a) Savings-Related Share Option Scheme Price Options outstanding at the end of the period Date of Grant . . . . . . . . . . . . . . . . . . . . . . . . . 9th January 1990 19th December 1990. . . . . . . . . . . . . . . . . . . . . . . . . 30th December 1991. . . . . . . . . . . . . . . . . . . . . . . . . 4th December 1992 . . . . . . . . . . . . . . . . . . . . . . . . . 6th December 1993 . . . . . . . . . . . . . . . . . . . . . . . . . 16th December 1994. . . . . . . . . . . . . . . . . . . . . . . . . 20th December 1995. . . . . . . . . . . . . . . . . . . . . . . . . 11th December 1996 (3-year period). . . . . . . . . . . . . . . . . . . 11th December 1996 (5-year period). . . . . . . . . . . . . . . . . . . pence 205.504 237.120 276.000 393.000 301.000 331.000 313.000 292.000 292.000 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 2,662 3,031,709 6,526,099 6,183,522 7,320,631 8,036,213 9,593,123 — — (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 42,102,450 40,693,959 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1997 (cid:209) (cid:209) 3,980,736 5,610,787 6,670,749 7,230,956 8,945,512 2,958,668 6,705,042 (b) Executive Share Option Scheme Price Options outstanding at the end of the period Date of Grant 14th July 1986 . . . . . . . . . . . . . . . . . . . . . . . . . . 7th March 1987 . . . . . . . . . . . . . . . . . . . . . . . . . . 13th July 1987 . . . . . . . . . . . . . . . . . . . . . . . . . . 9th February 1988. . . . . . . . . . . . . . . . . . . . . . . . . . 31st July 1989 . . . . . . . . . . . . . . . . . . . . . . . . . . 28th February 1991. . . . . . . . . . . . . . . . . . . . . . . . . . 28th August 1992. . . . . . . . . . . . . . . . . . . . . . . . . . 12th March 1994 . . . . . . . . . . . . . . . . . . . . . . . . . . 8th September 1995. . . . . . . . . . . . . . . . . . . . . . . . . . 1st December 1995. . . . . . . . . . . . . . . . . . . . . . . . . . pence 193.648 238.602 281.580 217.360 272.688 322.088 447.000 359.000 475.000 386.000 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 85,232 2,495 200,205 316,939 1,052,225 2,803,014 5,067,550 8,364,987 6,880,011 73,834 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 24,130,437 24,846,492 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1997 (cid:209) (cid:209) 124,680 268,896 909,048 2,656,083 5,033,569 8,282,035 6,782,292 73,834 Figures for all prices and options outstanding are adjusted as necessary for the capitalisation issue in July 1987 and for the rights 22 J Sainsbury plc Note 13 Share Premium Account At 10th March 1996. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit sharing scheme. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Savings-related share option scheme. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Executive share option scheme. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Share dividend alternative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . At 8th March 1997. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Note 14 Revaluation Reserve At 10th March 1996. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Transfer to Profit and Loss Account in respect of property disposals during the period and depreciation of revalued assets (Note 15) . . . . . . . . . . . . . . At 8th March 1997. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Note 15 Profit and Loss Account Company (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) £m 1,074 1 12 1 9 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,097 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Group Company (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) £m 44 £m 43 (10) (10) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 34 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 33 Group Company (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) £m 2,107 161 10 £m 1,959 177 (66) 10 (4) 5 At 10th March 1996. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit retained for the period. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Goodwill. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Transfer from Revaluation Reserve (Note 14). . . . . . . . . . . . . . . . . . . . . . Currency movements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other (Note 4). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . At 8th March 1997. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 2,278 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 2,081 The cumulative goodwill deducted from the reserves of the Group at 8th March 1997 amounted to £441 million (1996: £375 million). The other credit of £5 million relates to the Group(cid:213)s share of adjustments to reserves made by Associated Undertakings. No provision has been made for additional tax which would arise if profits of overseas Subsidiaries or Associated Undertakings were distributed. J Sainsbury plc 23 Note 16 Segmental Analysis of Turnover, Profit and Net Assets Group (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Turnover Incl. Taxes £m Excl. Taxes £m . . . . 11,586 10,852 Food retailing — UK Food retailing — US . . . . 1,557 1,572 DIY retailing — UK . . . . . 966 1,134 Food manufacturing — UK . . 129 129 Property development and other — UK . . . . . . Banking — UK . . . . . . . 35 (cid:209) 4 (6) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 35 (cid:209) Gross turnover Intra-group sales** . . . . . . . . . . 14,456 13,539 (144) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) . . . . . 14,312 13,395 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (144) Group turnover . . . . . . . . . Group operating profit before profit sharing Profit sharing Associated Undertakings — share of profit — net group investment Profit/(loss) on sale of fixed assets . . . . . . . . Net interest payable . . . . . . . Group profit before tax . . Capital employed . . . . . Net borrowings . . . . . . Minority interest . . . . . . Net assets . . . . . . . . 695 (37) 19 8 (76) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 609 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1997 Profit £m 693 41 (34) (3) Borrow- ings* & Net Minority Interest £m Assets £m 3,913 491 460 22 Turnover Incl. Taxes £m 10,909 1,462 1,104 118 Excl. Taxes £m 10,214 1,449 940 118 1996 Profit £m 779 51 (22) (5) Borrow- ings & Net Minority Interest £m Assets £m 3,839 437 320 17 78 10 147 30 — 114 19 — 19 — 3 — (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 12,740 13,612 (113) (113) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 13,499 12,627 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 806 (50) 19 (4) (59) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 712 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 5,121 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 4,757 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (1,445) (5) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 3,671 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (1,212) (11) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 3,534 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) Total administrative expenses amounted to £324 million (1996: £302 million) including provision for profit sharing. Total cost of sales amounted to £12,413 million (1996: £11,569 million) including exceptional cost of sales. Group financing is undertaken centrally and in consequence the Group(cid:213)s net interest payable has not been attributed to classes of business or geographical areas. * Borrowings, including cash and current asset investments, exclude those of Banking — UK. ** Intra-group sales relate to Food retailing — UK, £33 million (1996: £10 million), Food manufacturing — UK, £102 million (1996: £95 million) and Property development and other — UK, £9 million (1996: £8 million). Turnover is disclosed by origin. There is no material difference in turnover by destination. Net margin on tax inclusive sales:* Group (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 1997 UK. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . US. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net margin on tax exclusive sales:* UK. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . US. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.53% 2.61% 6.67% 3.49% (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 6.33% (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 5.21% 5.95% 2.63% 7.18% 3.52% (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 6.76% (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 5.56% *Based on Operating Profit before profit sharing and exceptional cost of sales, and sales excluding intra-group sales. 24 J Sainsbury plc Note 17 Profit Sharing The amount provided for profit sharing for UK retail companies is calculated on the operating profits and net interest reflected in the accounts of the participating companies. The figure on which the profit fund is based is £661 million (1996: £770 million). £34 million (1996: £47 million) has been provided for the profit fund and £3 million (1996: £3 million) for Employers(cid:213) National Insurance. Employees participate in the Profit Sharing Scheme after completing one financial year(cid:213)s service and obtain full benefits after the third year. In respect of the period ended 8th March 1997 approximately 115,000 employees are eligible. A distribution rate is calculated each period according to the size of the profit fund and the total qualifying pay of eligible employees and is finalised following the Annual General Meeting. The distribution rate in 1997 is expected to be approximately 4.5% (1996: 7.1%). Profit sharing may be taken in cash under the Cash Trust or, subject to the statutory maximum, in shares under the Share Trust. The number of shares allotted to Profit Sharing Scheme participants in July 1996 is set out in Note 12. At 8th March 1997 the Trustees of the J Sainsbury Profit Sharing Scheme Share Trust held 12 million shares (1996: 20 million) on behalf of 39,854 participants (1996: 43,472) in the Scheme. Note 18 Net Interest Payable Interest receivable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interest payable: Bank loans and overdrafts. . . . . . . . . . . . . . . . . . . . . . . . . . . . Other loans. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Finance leases. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interest capitalised. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net Interest Payable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Group (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 9 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1997 £m 18 19 73 12 8 65 9 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 82 (14) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 68 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 59 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 104 (10) 76 94 Note 19 Profit on Ordinary Activities before Tax This has been arrived at after charging/(crediting): Group (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 1997 £m Depreciation — owned assets. . . . . . . . . . . . . . . . . . . . . . . . . . . — finance leases. . . . . . . . . . . . . . . . . . . . . . . . . . . Pension costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Auditors(cid:213) remuneration — audit fee (Company £0.2 million (1996: £0.2 million)) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . — other. . . . . . . . . . . . . . . . . . . . . . . . . . — receivable. . . . . . . . . . . . . . . . . . . . . . . . Operating lease rentals — plant and equipment — other services (see below) 291 8 48 0.5 0.8 11 210 (21) 270 8 42 0.5 0.6 11 194 (19) The Auditors(cid:213) remuneration for other services relates to taxation and VAT advice (£0.4 million), together with other general consultancy and advisory work (£0.4 million). In addition to the amounts shown above, fees of £0.5 million have been paid dur- ing the period to the Company(cid:213)s Auditors, Coopers & Lybrand, in connection with the expert determination resulting from the acquisition of Texas Homecare. This has been added to the cost of the investment. Note 20 Directors(cid:213) Emoluments and Interests The details of Directors(cid:213) emoluments and interests are set out in the Report of the Remuneration Committee on pages 5 to 8. J Sainsbury plc 25 Note 21 Employees Group (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 1997 £m Employees(cid:213) remuneration and related costs during the period amounted to: Wages and salaries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Social security costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other pension costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Profit sharing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The average number of employees during the period was: Full-time. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Part-time. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Full-time equivalent. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,374 85 48 1,236 77 42 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,355 1,507 37 50 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,405 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,544 1997 Number 1996 Number 53,304 112,688 49,764 104,897 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 154,661 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 95,519 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 102,544 165,992 Note 22 Tax on Profit on Ordinary Activities Group (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 1997 £m The tax charge based on the profit for the period is: Corporation tax at 33% (1996: 33%). . . . . . . . . . . . . . . . . . . . . . . . . Deferred tax. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Overseas tax — current. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Share of Associated Undertakings(cid:213) tax. . . . . . . . . . . . . . . . . . . . . . . . . 177 14 9 8 211 3 12 8 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 234 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 208 Note 23 Dividends Company (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 1997 £m Interim. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Proposed final. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 162 62 160 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 222 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 226 The interim dividend of 3.5p per share paid on 15th January 1997, together with the related tax credit, is equal to 4.375p and the proposed final dividend of 8.8p per share, together with the related tax credit, is equal to 11.0p. Note 24 Earnings Per Share The calculation of earnings per share is based on profit after tax and minority interest, divided by the weighted average number of ordinary shares in issue during the period of 1,835,190,739 (1996: 1,817,446,080). The calculation of fully diluted earnings per ordinary share is based on the profit after tax and minority interest and adjustments which assume: i) ii) the full conversion of Convertible Capital Bonds on the first day of the financial year; and the full exercise of all ordinary share options granted under the Company(cid:213)s own schemes on the first day of the financial year, or the date granted if later. The adjusted weighted average number of ordinary shares arising from these calculations totalled 1,945,233,840 (1996: 1,933,046,030). The alternative measures of earnings per share provided reflect the Group(cid:213)s underlying trading performance by excluding the effect of the exceptional cost of sales and the profit or loss on the sale of fixed assets and taking account of anticipated future dilution of earnings per share. 26 J Sainsbury plc Note 25 Reconciliation of Operating Profit to Net Cash Inflow from Operating Activities Operating profit before profit sharing. . . . . . . . . . . . . . . . . . . . . . . . . Profit sharing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Provision for exceptional cost of sales. . . . . . . . . . . . . . . . . . . . . . . . . Depreciation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Loss on sales of fixtures, equipment and vehicles . . . . . . . . . . . . . . . . . . . . Release of provision. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Decrease/(increase) in stocks. . . . . . . . . . . . . . . . . . . . . . . . . . . . Increase/(decrease) in debtors. . . . . . . . . . . . . . . . . . . . . . . . . . . . Increase in creditors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net cash inflow from operating activities before payment against provisions . . . . . . . . Payment against exceptional provisions (see below) . . . . . . . . . . . . . . . . . . . Net cash inflow from operating activities. . . . . . . . . . . . . . . . . . . . . . . 1997 £m 695 (37) 50 299 (cid:209) (2) 8 (23) 156 Group (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 806 (50) 48 270 3 (3) (103) 24 38 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,033 (21) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,012 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1,146 (61) 1,085 The payment against exceptional provisions consists of £3 million relating to the provision raised in 1994 for losses on realisa- tion of surplus land and stores due for closure, £14 million relating to the provision for store closure costs made prior to the acquisition of Texas Homecare in 1996, £43 million relating to the provision for integration costs of Texas Homecare made in 1996 and £1 million relating to the additional provision for integrating Texas Homecare made during 1997. Note 26 Analysis of Net Debt Cash in hand, at bank . . . . . . . . . . . . Overdrafts . . . . . . . . . . . . . . . . . At 10th March 1996 £m 209 (240) Other non-cash Cash Exchange flow movements movements £m £m £m (3) 35 4 114 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 149 At 8th March 1997 £m 241 (122) Debt due within 1 year . . . . . . . . . . . . Debt due after 1 year . . . . . . . . . . . . . Finance leases. . . . . . . . . . . . . . . . (561) (516) (109) (143) 143 (13) 18 3 4 (810) (630) (115) (124) (260) 3 (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (381) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (1,436) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (1,217) (232) (13) 26 Note 27 Future Capital Expenditure Group Company Contracted for but not provided for in the accounts . . . . . . Note 28 Contingent Liabilities and Financial Commitments (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) 1996 £m 236 1997 £m 245 1997 £m 214 1996 £m 247 The Company has guaranteed borrowing facilities for Associated Undertakings to the extent of £1 million (1996: £1 million). The Company has guaranteed the borrowings of Subsidiaries which, at 8th March 1997, amounted to £156 million (1996: £156 million). Commitments to make operating lease payments during the next financial year are as follows: Group Company (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) (cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209)(cid:209) £m £m Land and Buildings Leases which expire between 1 and 5 years . . . . . . . . . . . . . . . . . . . . Leases which expire after 5 years. . . . . . . . . . . . . . . . . . . . . . . . . Other Leases Leases which expire between 1 and 5 years . . . . . . . . . . . . . . . . . . . . 3 211 11 1 99 7 J Sainsbury plc 27 Note 29 Pension Commitments The Group operates final salary pension schemes in the UK. The costs are assessed on the advice of independent qualified actuar- ies. Of the total pension costs of the Group, £40 million (1996: £35 million) relates to the UK Schemes, namely the J Sainsbury Pension and Death Benefit Scheme (JSPDBS) and the J Sainsbury Executive Pension Scheme (JSEPS). The assets of the UK Schemes are held by trustee companies which are separate from the Company. The latest actuarial valuation of the UK Schemes was carried out by the actuaries as at 12th March 1994, using the projected unit method. The significant actuarial valuation assumptions used were that future investment returns would be 8 1 long-term future salary and wage increases would average 5 1 2% per annum and pensions would increase at 4% per annum. 2% per annum, At the date of the latest valuation the market value of the assets of the UK Scheme was £1,435 million and the actuarial value of the assets was sufficient to cover 122% of the JSPDBS and 120% of the JSEPS benefits that had accrued to members, allowing for expected future increases in earnings. The ongoing pension cost in respect of the UK Schemes, incorporating the amortisation of the surplus from the last valuation in 1991, has been adjusted to reflect the revised surplus arising from the March 1994 valuation and the net reduced surplus is being amortised by a method which causes the Company(cid:213)s funding rate to rise from the current, abated level up to the full regu- lar cost on a sliding scale over a period of 14 years for JSPDBS and 12 years for JSEPS. Triennial valuations of the schemes are currently being undertaken as at 8th March 1997 and the results will be known in the next financial year. The Group also operates a final salary pension scheme in the US. The pension cost relating to the US benefit scheme has been determined with the advice of independent actuaries. The charge to the Profit and Loss Account is calculated in accordance with US accounting principles but would not have been materially different had UK accounting principles been applied. Note 30 Related Party Transactions There were no material transactions by the Company or the Group with related parties. Note 31 Post Balance Sheet Event Immediately after the year end the Company transferred net assets amounting to £3,935 million to a new Subsidiary, Sainsbury(cid:213)s Supermarkets Ltd, in exchange for shares and loans. 28 J Sainsbury plc 

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