Contents
Overview
Highlights
Who We Are
Group Fascias
Where We Are
Executive Chairman’s Statement
Strategic Report
Our Business Model
Our Strategy
Principal Risks
Business Review
Financial Review
Property and Stores Review
Corporate and Social Responsibility
Governance
The Board
Directors’ Report
Corporate Governance Report
Directors’ Remuneration Report
Financial Statements
Statement of Directors’ Responsibilities
Independent Auditor’s Report
Consolidated Income Statement
Group and Company Consolidated Statement of Comprehensive Income
Group and Company Consolidated Statement of Financial Position
Group and Company Consolidated Statement of Changes In Equity
Group and Company Consolidated Statement of Cashflows
Notes to the Consolidated Financial Statements
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Group Information
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Five Year Record
Financial Calendar
Shareholder Information
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Highlights
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Strong sales performance in Sport with gross margins maintained and operating profit (before exceptional items) increased by
20% to £93.4 million (2013: £77.9 million).
• Like for like sales for the 52 week period in the UK and Ireland combined core retail fascias increased by 6.7%.
•
Further development of JD’s international offering from additional stores in France and Spain and acquisitions of stores in the
Netherlands and Germany.
Turnaround of Outdoor business now progressing with combined Blacks and Millets fascias delivering a breakeven result
(before exceptional items) in the second half compared to a loss of £4.9 million in the second half of the previous year and
acquisition of Tiso building market presence.
Difficult year in Fashion with operating losses (before exceptional items) increasing to £6.4 million (2013: loss of £1.7 million).
A new Managing Director was appointed in Bank to drive the turnaround.
Final dividend payable increased by 3.0% to 22.65p (2013: 22.00p) bringing the total dividends payable for the year to 27.10p
(2013: 26.30p) per ordinary share, an increase of 3.0%. The total dividend payable has increased in excess of 125% since 2009.
•
•
•
Revenue
+5.7%
Adjusted Basic Earnings per Ordinary Share +32.3%
£1,258.9m
88.51p
£1,330.6m
117.12p
2013
2014
2013
2014
Profit Before Tax and Exceptional Items
+27.3%
Total Dividend Payable per Ordinary Share +3.0%
£60.5m
26.30p
£77.0m
27.10p
2013
2014
2013
2014
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Who We Are
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Established in 1981 with a single store
in Bury, in the North West of England,
JD Sports Fashion Plc is a leading retailer
and distributor of sport and athletic
inspired fashion apparel, footwear
and fashion and outdoor clothing and
equipment in the UK and Europe.
The Group has over 800 stores across
a number of retail fascias across Europe
and is proud of the fact that it always
provides its customers with the latest
products from the very best brands.
The Group also operates online
businesses for these retail fascias,
providing the Group with a truly
multichannel, international platform.
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Who We Are (Continued)
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JD is acknowledged as the leading
specialist multiple retailer of fashionable
branded and own brand sports and
casual wear in the UK and Republic of
Ireland combining globally recognised
brands such as Nike and adidas with
strong own brand labels such as
McKenzie, Carbrini, Supply & Demand
and The Duffer of St George. JD has
now entered the European market with
stores in France, Spain, the Netherlands
and Germany.
Established in 2000, size? has proudly
specialised in supplying the UK, Europe
and the rest of the World with the
finest brands in footwear, apparel and
accessories for over a decade. Initially
set up to trial edgier product collections
before introducing them to the mass
market through the JD fascia, the size?
brand has since grown to include its
own roster of highly sought-after
worldwide exclusive product releases.
In 2012 size? opened its first mainland
European store in Paris and is
now about to embark on a major
international expansion plan.
Blacks is a long established retailer
of specialist outdoor apparel, footwear
and equipment. The Blacks stores
primarily stock more technical products
from the premium brands such as
Berghaus and The North Face and
the fascia continues to place significant
emphasis on acquiring premium
brands with the recent addition of
the Jack Wolfskin range being a
prime example.
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Millets is a long established retailer
of outdoor apparel, footwear and
equipment. Millets today trades from
approximately 80 stores nationwide
with a strong emphasis on affordable
family camping and is also the major
fascia for our two strong own brands
of Peter Storm and Eurohike.
Scotts delivers brand authority to an
older, more affluent male consumer
offering brands such as Fred Perry,
adidas Originals and Original Penguin.
Bank is a multi-branded retailer,
with an independent spirit, selling
brands such as Superdry, Converse,
Lipsy, Glamorous, Jack & Jones and
Vans, as well as own brands such as
Nanny State, Blonde & Blonde and
the recently relaunched Pink Soda.
The Bank customers are young males
and females, who want brands,
are fashion-conscious and are also
inspired by friends, celebrities and
the media.
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Who We Are (Continued)
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Chausport sells a strong range of
international brands such as Nike,
adidas and Le Coq Sportif together
with brands more specific to the
French market such as Redskins.
Sprinter is one of the leading sports
retailers in Spain selling footwear,
apparel, accessories and equipment
for a wide range of sports as well as
lifestyle casual wear and childrenswear.
Their offer includes both international
sports brands and successful
own brands.
Premium branded fashion menswear is
a new opportunity for the Group and
our vision is to become the first choice
retailer for branded premium menswear
fashion in the UK. Our current stores
offer customers a strong mix of brands
including Hugo Boss, Ralph Lauren
Polo, Diesel and Stone Island.
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Getthelabel.com is an online and
catalogue business which offers
customers significant savings on
branded fashion and footwear.
Cloggs was acquired out of
administration in February 2013 and
is an online niche retailer of premium
branded footwear. In December 2013
Cloggs opened its first retail store
in Shrewsbury.
A majority shareholding in the
Tiso Group (Tiso, Alpine Bikes and
George Fisher) was acquired in
November 2013. Tiso is Scotland’s
leading outdoor retailer, with 10 stores.
It has successfully developed large
format “Outdoor Experience” shops
with unrivalled product ranges.
Alpine Bikes is a quality cycle retailer,
with six standalone shops, stocking
brands such as Trek, Cannondale,
Whyte and Genesis. George Fisher, in
Keswick, is one of the most respected
outdoor stores in the UK, renowned for
their boot fitting and customer service.
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Who We Are (Continued)
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Nicholas Deakins designs and
manufactures predominantly men’s
footwear and clothing. Since its
inception in 1991, the brand has
been moulded into several collections
with labels including Nicholas Deakins
Green Label clothing and footwear,
Deakins and Deakins kids.
Nicholas Deakins supplies both
Group and external businesses.
Kooga design, source and wholesale
rugby apparel and equipment, with
teamwear, replica and leisurewear
ranges. Kooga is sole kit supplier to
a number of professional rugby
clubs across both codes.
Kukri sources and provides bespoke
sports teamwear to schools, universities
and sports clubs. Teams can design and
order their personalised kit online,
with over 75 different sports catered for.
In addition, Kukri is sole kit supplier to
a number of professional sports teams
and the official kit suppliers to Team
England at the 2014 Commonwealth
Games in Glasgow.
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Focus is involved in the design,
sourcing and distribution of footwear
and apparel both for own brand and
licensed brands, such as Peter Werth,
Fly 53, Ecko, Ellesse, and Voi Footwear,
for both group and external customers.
Source Lab, which was established in
2005, designs, sources and distributes
football related apparel under license
from some of the biggest clubs in
Europe including Manchester United,
Chelsea, Arsenal and Barcelona.
ActivInstinct was acquired in October
2013 and is the leading online retailer
of performance sports equipment,
footwear and apparel for the serious
sports enthusiast. ActivInstinct’s offer
covers 28 sports categories and aside
from operating in the UK, it also has
websites for France, Germany, Spain
and Italy.
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Group Fascias
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Where We Are
UK
Sport
JD
Size?
Total
No. Store
000 Sq Ft
2014
322
23
345
2013
322
22
344
2014
1,161
31
2013
1,141
28
1,192 1,169
UK
Fashion
Bank
Scotts
Premium Fascias
Ark
Cloggs
Total
No. Store
000 Sq Ft
2014
88
33
17
9
1
148
2013
84
31
16
-
-
131
2014
266
65
46
25
1
403
2013
249
65
42
-
-
356
UK
Outdoor
Blacks
Millets
Tiso
Total
Germany
Sport
JD
Total
Spain
Sport
JD
Sprinter
Total
No. Store
000 Sq Ft
2014
76
80
17
173
2013
85
89
-
174
2014
287
143
101
531
2013
324
160
-
484
No. Store
000 Sq Ft
2014
10
10
2013
-
-
2014
8
8
2013
-
-
No. Store
000 Sq Ft
2014
8
65
73
2013
5
53
58
2014
21
745
766
2013
14
643
657
ROI
Sport
JD
Champion
Size?
Total
ROI
Fashion
Bank
Total
No. Store
000 Sq Ft
2014
11
15
1
27
2013
10
17
1
28
2014
41
72
1
114
2013
39
75
1
115
No. Store
000 Sq Ft
2014
1
1
2013
1
1
2014
3
3
2013
3
3
Holland
Sport
JD
Total
No. Store
000 Sq Ft
2014
15
15
2013
-
-
2014
21
21
2013
-
-
France
Sport
JD
Size?
Chausport
Total
No. Store
000 Sq Ft
2014
17
1
75
93
2013
10
1
75
86
2014
42
2
84
128
2013
24
2
84
110
2014
Total Store Count
Sport
Fashion
Outdoor
149
173
2013
Total Store Count
Sport
Fashion
Outdoor
132
174
2014 Group
Store Count Total
563
885
2014
Total 000 Sq Ft
Sport
Fashion
406
Outdoor
531
2013 Group
Store Count Total
516
822
2013
Total 000 Sq Ft
Sport
Fashion
359
Outdoor
484
2,229
2014 Group
Sq Ft Total
3,166
2,051
2013 Group
Sq Ft Total
2,894
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Executive
Chairman’s
Statement
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Introduction
I am delighted to report that our core Sports fascias (JD and Size?)
delivered another year of substantial progress. It is particularly
pleasing that they have produced a record result in our core
markets in the UK and Ireland. These businesses continue to
provide the foundation for profit and expansion in the Group.
We have also seen very positive developments for our Sport fascias
in Europe, with an improved result in both France and Spain
(where Sprinter has again performed very robustly), and the
opening of stores in the Netherlands and Germany which are new
territories for the Group. The JD fascia is continuing to develop
into a world class retail fascia with sports fashion market-leading
standards in product merchandising and retail theatre. We are
increasingly confident about its international potential and we
believe our key strategic suppliers recognise this too.
We made substantial operational changes during the year in
our Blacks and Millets Outdoor business with the staged closure
of the legacy offices and warehouse in Northampton and the
relocation to the Group’s main facilities. Whilst there was
inevitably disruption from this process, the resulting integration
into Group functions, easier access to senior management
and the removal of the unsustainable property costs connected
with the Northampton site have given the Blacks and Millets
business a significantly better platform on which to develop.
Inevitably, improvements in financial performance lag
operational changes but I am encouraged that the Blacks and
Millets business achieved a significant improvement in the
second half of the year and we expect continued progress in
the new financial year. The property portfolio for Outdoor
continues to be developed. The recent acquisition of Tiso in
Scotland (which also includes George Fisher in Keswick) has
improved geographical coverage and increased our market
share and brand access although it will not, as a business unit,
enhance short term earnings. We believe over time these actions
will again bring greater support to the Group from key suppliers.
Our Fashion businesses, and notably Bank, have had a more
difficult year. The wider Youth Fashion sector continues to
undergo significant structural change with a significant market
shift in favour of own brand and online Fast Fashion retailers
who have tapped into a price competitive environment and a
disposable fashion culture. However, Bank still had over 30
million visitors to its stores and over 11 million unique visitors to
its website in the year and we strongly believe that, with the
right proposition, Bank is capable of once again generating
positive returns. We appointed a new Managing Director to the
business during the year with her initial focus being to strengthen
the proposition by offering faster own brand fashion, better ranging
and new brands.
Elsewhere in the Group, we continue to make substantial
investments in improving our operational infrastructure.
Work continues on the project to change our legacy IT systems
to Oracle with the first businesses going live on the new system
in 2015. We have also recently started a project to increase
the capacity and flexibility at our Kingsway central warehouse
following the absorption of Blacks and Millets and the
ecommerce fulfillment function during 2013.
Dividends and Earnings per Share
The Board proposes paying a final dividend of 22.65p
(2013: 22.00p) bringing the total dividend payable for the year
to 27.10p (2013: 26.30p) per ordinary share. The proposed
final dividend will be paid on 4 August 2014 to all shareholders
on the register at 9 May 2014. The total dividends payable for
the year have therefore increased by a further 3% with a cumulative
growth since 2009 in excess of 125%. Future dividend growth will
be limited with cash retained as we look to drive the continuing
overseas growth of the Sports fascias.
The adjusted earnings per ordinary share before exceptional
items were 117.12p (2013: 88.51p).
The basic earnings per ordinary share were 82.52p (2013: 79.71p).
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Board Effectiveness
Current Trading and Outlook
As Executive Chairman, I am responsible for the leadership of
the Board and ensuring its effectiveness in all aspects of its role.
The Board is then responsible for the Group’s strategic
development, review of performance against the business
objectives, overseeing risk and maintaining effective corporate
governance including health and safety, environmental, social
and ethical matters.
People
The exceptional performance in Sport is a testament to the
skills, energy, experience and professionalism of everyone
involved in these businesses. JD, in particular, is a world class
retail fascia and continues to set higher standards that we
challenge our other businesses to match.
Colin Archer retired as a non-executive director during the year
after 12 years of loyal service to the Group. The Board would
like to thank him for his great contribution to the Board in this
period. His role as senior non-executive director and Chairman
of the Audit Committee has been taken over by Martin Davies.
Given the significant change in the timing of Easter relative to
last year, we believe that our Interim Management Statement,
scheduled for release on 17 June 2014, is a more appropriate
and meaningful time at which to give our first update on trading
for this year. We are, however, encouraged by the underlying
trends to date across the principal parts of the business.
Ultimately, the Group continues to be well positioned with its
retail proposition, increased financial resources and extensive
management experience to take advantage of opportunities
both in the UK and internationally.
Peter Cowgill
Executive Chairman
15 April 2014
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Business
Model
Consistency of
Infrastructure
Sport
Fashion
Outdoor
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Warehouse
Bespoke IT
Development
Training &
Development
Store
Online
Omnichannel
Consumer
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Our
Strategy
Introduction
Stores
We are engaged in omnichannel retail and we continue to invest
considerable time and money in our retail property portfolio,
increasingly overseas in the Sports fascias. We believe in
maintaining high standards of product presentation in well
fitted stores as this increases footfall through the door and the
desirability of the product within.
The Outdoor property portfolio continues to be adjusted
through store closures, new store openings and acquisitions.
Many of the stores are still underinvested. We aim to be the
ultimate Outdoor destination both instore and online through
our different fascias in this business segment. There will be
much less change in the Fashion fascia store portfolio until
trading performance improves.
The movements in store numbers and square footage for all
business segments are documented in detail in the ‘Where We
Are’ section on page 14 a summary of which is shown below.
No. Stores
Trading space at year end (sq ft ‘000)
As at
1 February 2014
885
3,166
As at
2 February 2013
822
2,894
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The Group is a leading retailer of branded and own brand
sportswear, fashionwear, outdoor clothing, footwear, and
equipment in the UK. Our Sports Fascias are also becoming
a force in Europe with significant store presence in Ireland,
France, Spain, Holland and Germany and we intend to extend
our frontiers further. Building our geographical reach in,
and potentially beyond Europe, not only gives us significant
potential for growth but it also cements the strong supplier
relationships required to constantly bring in new and exclusive
products and to market them collaboratively.
We will sustain our leading market positions through ongoing
investment in the retail store portfolio, development and nurture
of global supplier relationships, and the acquisition of brands
and retailers which we can develop and exploit to ensure our
overall product offers remain uniquely appealing. In working
towards these objectives we always aim to act in a responsible
and ethical manner with all our stakeholders including suppliers,
employees and, of course, our customers.
Our core business is retail and our consumers are either fashion,
sports or outdoor oriented. Any business in the Group which is
not retail still has a connection with the core activity. All businesses
in the Group need to enhance profitability in the medium
term. Our ultimate objective is to deliver long term sustainable
earnings growth to enhance total shareholder returns. Recent
performance in this regard is shown in the total shareholder
return graph within the Remuneration Report on page 55.
As we expand our geographical reach dividend growth may
be restricted to allow us to fund continuing strategic acquisitions
and growth of the JD and Size? store portfolios overseas.
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Our Strategy (Continued)
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Multichannel
Infrastructure and Resources
Online activity in the Group has been ramped up in the last
12 months both by extension and growth within existing fascias
and by the acquisition of pureplay online retailers, particularly
ActivInstinct, a performance sport retailer. Substantial growth
has been seen in online sales and we also see significant use
of our websites for customer research. We have also seen
a substantial rollout of online kiosks and ipads to our stores
which, along with the availability of similar functionality at the
till, has led to significant additional sales from enhanced stock
availability to the store customer. Apps have also been added
to our online offer and in 2014 we will be adding local
language and currency websites to the JD and Size? channels.
Online and kiosk sales represented 10.6% of JD UK sales in
the last year and growth continues to be significant. The table
below splits the Group’s revenue by source:
In store devices
Online (including),
phones & tablets (*)
Retail
Multichannel
Other (**)
Total Revenue
Period ended
1 February 2014
£M
1,111.4
14.3
126.2
Period ended
2 February 2013
£M
1,060.1
%
change
+5
3.1 +361
+42
88.7
1,251.9
78.7
1,330.6
1,151.9
107.0
1,258.9
+9
+6
(*) On a combined basis, the Group’s most high profile
international websites (JD and Size?) delivered to customers
in 130 different countries or territories outside of the UK in
the period to 1 February 2014 (74 in the period to
2 February 2013).
(**) Revenue in the period to 2 February 2013 included
£33.5 million in relation to the Canterbury business.
One of our most important resources is our people. We are a
large equal opportunities employer and we are particularly
proud of our training resources. We provide direct employment
and career development to thousands of people, both in the
UK and Europe. The Group employs large numbers of recent
school leavers and graduates and 104 training courses were
completed by employees in the year. We believe retention of our
best staff is crucial to the success of our business as it preserves
the DNA of each business.
We are continuing to invest in our central distribution facility
(Kingsway) in Rochdale. We have moved Blacks, Tessuti and
online picking and despatch into the facility in the last year.
We have also brought store picking for the overseas branches
of JD back to Kingsway and the growth in activity means a
further £15 million will be invested there in the next two years.
Number of items processed by
Kingsway Distribution Centre
Period ended
1 February 2014
49.5m
Period ended
2 February 2013
40.5m
To support our retail businesses a project has been underway
for sometime to replace our bespoke legacy ERP with Oracle
Retail Systems. These should go live in 2015 with the Outdoor
Fascias being the expected pilot migration early in that year.
We also recognise the importance of protecting our environment
and are committed to carrying out all our activities with due
consideration for their environmental impact, particularly with
regard to ensuring efficient use of energy and other resources
and materials, minimising waste by recycling wherever possible
and ensuring compliance with relevant legislation and codes
of best practice. See also our Corporate Responsibility Report
on pages 30 to 35.
The risks faced by the Group and our mitigation plans are
reported separately in pages 22 to 23.
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Financial Key Performance Indicators
Revenue (a)
Gross profit %
Operating profit
Operating profit (before exceptional items)
Profit before tax and exceptional items
Profit before tax
Basic earnings per ordinary share
Adjusted basic earnings per ordinary
share (see note 10)
Total dividend payable per ordinary share
Net cash at end of period (b)
2014
£000
1,330,578
48.5%
59,052
78,201
76,999
57,850
82.52p
117.12p
2013
£000
1,258,892
48.7%
55,975
61,323
60,465
55,117
79.71p
88.51p
27.10p
45,276
26.30p
45,636
%
Change
+5.7
+5.5
+27.5
+27.3
+5.0
+3.5
+32.3
+3.0
a)
b)
Revenue in the period to 2 February 2013 included £33.5
million in relation to the Canterbury business which was
disposed in the year.
Net cash consists of cash and cash equivalents together with
interest-bearing loans and borrowings.
On behalf of the Board
Peter Cowgill
15 April 2014
22 / 23
Principal
Risks
Any business undertaking will involve some risk with many risk factors common to any business no matter what segment it operates in.
The Directors acknowledge however that certain risks and uncertainties are more specific to the Group and the markets in which its
businesses operate. The principal risk factors are assessed below:
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Omnichannel
Risk and impact
Brands
The retail fascias offer a proposition that has a mixture of third party and
own brand product. These fascias are heavily dependent on the products and
the brands themselves being desirable to the customer if the revenue streams
are to grow. Therefore, the Group needs all of its third party and own brands,
including brands licensed exclusively to it, to maintain their design and
marketing prominence to sustain that desirability.
The Group is also subject to the distribution policies operated by some
third party brands.
Intellectual property
The Group’s trademarks and other intellectual property rights are critical in
maintaining the value of the Group’s own brands. Ensuring that the Group’s
businesses can use these brands exclusively is critical in providing a point of
differentiation to our customers and without this exclusivity we believe that
footfall into the stores, visits to our websites and ultimately conversion of
these visits into revenues would all be reduced.
Retail property factors
The retail landscape has seen significant changes in recent years with a number
of new developments opened and a high volume of retail units becoming vacant.
The Group can be exposed where it has committed itself to a long lease in a
location which, as a result of a more recent retail development, is no longer
as attractive to the customer leading to reduced footfall and potentially lower
sales volumes.
Mitigating Activities
The Group seeks to ensure it is not overly reliant on a small number of brands
by offering a stable of own brands which is constantly evolving. Where possible,
the Group’s retail fascias also work in partnership with the third party brands in
their business on the design of bespoke product which is then exclusive to the
Group’s fascias. Further, the Group continues to actively seek additional brands
which it can either own or license exclusively.
The Group therefore works with third party organisations to ensure that the
Group’s intellectual property is registered in all relevant territories. The Group
also actively works to prevent counterfeit product being passed off as legitimate.
Wherever possible, the Group will seek a number of protections when agreeing to
new property leases:
•
•
•
•
New leases generally taken out for a maximum period of 10 years.
Look to agree a break option part way through the lease.
Capped rent reviews.
Agree rents which flex with turnover in the store.
When the Group determines that the current store performance is unsatisfactory
then an assessment is made on whether the Group wants to continue trading in
that location. If it does then the landlord is approached to see whether we can reach
an agreement on a reduction in the rent or a change to a turnover based rent.
If it is considered that the best solution is to exit the store completely then the
landlord is approached with a view to a complete surrender of the lease. If this is
not possible then the Group would alternatively seek to assign the lease or sublet
it to another retailer. In many cases, this necessitates the payment of an incentive.
The Group is mindful of current economic factors and the adverse impact on the
potential for disposal from the high volume of vacant units already available as a
consequence of a number of retailers going out of business in recent years.
Assigning the lease or finding a sub-tenant is not without risk because if the other
retailer fails then the liability to pay the rent usually reverts to the head lessee.
The Group monitors the financial condition of the assignees closely for evidence
that the possibility of a store returning is more than remote and makes a provision
for the return of stores if this risk looks probable. The Board reviews the list of
assigned leases regularly and is comfortable that appropriate provisions have been
made where there is a probable risk of the store returning to the Group under privity
of contract and, other than as disclosed in note 24, they are not aware of any other
stores where there is a possible risk of these stores returning.
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Omnichannel (continued)
Risk and impact
Seasonality
The Group’s core retail business is highly seasonal. Historically, the Group’s
most important trading period in terms of sales, profitability and cash flow
in its Sports and Fashion fascias in particular has been the Christmas season.
Lower than expected performance in this period may have an adverse impact
on results for the full year, which may cause excess inventories that are
difficult to liquidate.
Economic factors
As with other retailers and distributors into retail businesses, the demand
for the Group’s products is influenced by a number of economic factors,
notably interest rates, the availability of consumer credit, employment
levels and ultimately, disposable incomes.
Reliance on non-UK manufacturers
The majority of both third party branded product and the Group’s own
branded product is sourced outside of the UK. The Group is therefore exposed
to the risks associated with international trade and transport as well as different
legal systems and operating standards. Whilst the Group can manage the risk
in the supply chain on its own and licensed products, it has little control over the
supply chain within the third party brands. As such, the Group is exposed to
events which may not be under its control.
Consistency of Infrastructure
Risk and impact
IT
The Group relies on its IT systems and networks and those of the banks and
the credit card companies to service its retail customers all year round.
The principal legacy enterprise system has historically been ideally suited to
the operations of the business but it has always been heavily reliant on a very
limited number of key development staff who have now left the business.
This risk has been mitigated by improving documentation of the system and
recruiting external developers to support the system. However, the Board are
mindful that it is difficult to recruit people with the relevant technical knowledge
of the language that the legacy system is written in.
Warehouse operations
The Group’s new warehouse in Rochdale became operational during 2012.
Having the stock in one location with increased automation in the picking
process has brought significant benefits in terms of product availability,
quicker deliveries to our European stores and reduced transport costs.
However, there is an increased risk to store replenishment and multi-channel
fulfillment from both equipment and system failure, together with the
inherent risk of having all the stock in one location.
Personnel
The success of the Group is partly dependent upon the continued service of its key
management personnel and upon its ability to attract, motivate and retain suitably
qualified employees.
Mitigating Activities
The business monitors stock levels and manages the peaks in demand constantly
with regular sales re-forecasting.
The Group seeks to manage this risk by offering a highly desirable and competitively
priced product range, which is highly differentiated from that of the Group’s competitors.
The Group works with its suppliers to ensure that the products being sourced satisfy
increasingly stringent laws and regulations governing issues of health and safety,
packaging and labelling and other social and environmental factors.
The Group has also recently appointed a new Group Supply Chain and Change
Director who has extensive experience in this area.
Mitigating Activities
The Group is progressing with a programme to replace its legacy enterprise system.
However, whilst a move to a third party system will reduce the risks in the current
system there is significant execution risk during the migration work which will take
a number of years to complete. Further, the introduction of a third party system is
bringing additional costs both in terms of the initial development and ongoing support.
Any long term interruption in the availability of the core enterprise system would
have a significant impact on the retail businesses. The Group manages this risk by
the principal IT servers being housed in a third party location which has a mirror
back up available should the primary servers or links fail.
The Group has worked with its insurers on a Business Continuity Plan which came
into effect when the warehouse became operational. This plan is currently being
reviewed and enhanced by the Group Supply Chain and Change Director.
In addition, there is a full support contract with our automation equipment
providers which includes a 24/7 presence from a qualified engineer thereby
enabling immediate attention to any equipment issues.
To help achieve this continued service, the Group has competitive reward packages
for all of its staff.
More specifically for the retail businesses, the Group also has a long established
and substantial training function which seeks to develop training for all levels of
retail employees and thereby increase morale and improve staff retention. This then
ensures that knowledge of the Group’s differentiated product offering is not lost,
thereby enhancing customer service.
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Business
Review
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Sport
Sport now consists of the Sports retail businesses of JD, Size?,
Chausport, Sprinter, Champion Sports and ActivInstinct together
with Topgrade, Kooga, Kukri, Focus and Source Lab. The latter
were formerly included within our Distribution segment but in
our streamlined segmental structure are now classified within
Sport as the product which they deal in is predominantly either
active sport or sports fashion related.
Sport has had an excellent year. Operating profit (before
exceptional items) of the Sport businesses increased significantly
by £15.5 million to £93.4 million (2013: £77.9 million
including £1.9 million in relation to Canterbury). This is an
exceptional performance but one that reflects the continual
investment we make in our retail and product propositions.
The growth in profitability within Sport principally came from
a strong performance in our core UK and Ireland retail fascias.
JD is developing into a world class retail fascia and our ultimate
objective is to ensure that the high standards in our core UK
and Ireland markets are transferred to our new territories as
JD becomes increasingly international.
We are satisfied with the performance of our businesses in France.
By year end we had 17 JD stores in the country (excluding the
Size? store in Paris), after seven new store openings in the year.
Subject to property availability, we anticipate continuing our
store development in this territory.
Our businesses in Spain have had an encouraging year again,
which is pleasing given the well publicised economic difficulties
which the country has faced. We have an excellent management
team in Spain who understand the geography and the local
consumers very well and they have very successfully adapted
the Sprinter product proposition to reflect customer demands
at this time. The economic situation has meant that, to date,
we have been more cautious in our programme for JD in
Spain. During the year, we opened three new stores and so
have eight stores in the country now. We have worked hard
with the Sprinter management team to make the JD product
proposition more relevant for the country.
During the year, we acquired a package of stores in the
Netherlands from a local fashion retailer which was looking to
close one of its fascias. Acquiring the stores in this way gave us
immediate critical mass in the country although the majority of
the stores are in smaller regional towns and cities. We also
acquired the assets of the Isico partnership in Germany which,
on acquisition, had 10 small stores primarily in the Berlin area.
These stores will be converted to the JD fascia later in 2014 and
have already been integrated into the Group’s core IT systems.
We continue to look for further opportunities in international
markets around the world where we can grow with the support
of our key brands.
Fashion
Fashion now consists of the established Fashion retail businesses
of Bank, Scotts and Tessuti, together with Cloggs and Ark,
which were both acquired during the year, and Nicholas Deakins
which was formerly included within our Distribution segment
but in our streamlined segmental structure is now classified
within Fashion.
Losses in Fashion (before exceptional items) increased
significantly in the year to £6.4 million (2013: £1.7 million),
principally as a result of increased losses at Bank. Losses of this
scale are disappointing and we have made management
changes to address the issue. Most importantly, in July a new
Managing Director, Gwynn Milligan, who has considerable
experience of the Youth Fashion sector, came into the Bank
business. Her turnaround plan involves both re-establishing
Bank’s reputation in branded fashion whilst relying on a flexible
supply chain to produce faster fashion and more striking value
in the price architecture. On the back of this we believe that
expanding Bank’s multichannel proposition represents a major
opportunity. We have taken some internal actions to reduce the
central overhead base but we also need to address property
costs which are excessive in some legacy leases. We believe that,
with the right blend of desirable third party brands supported
by credible own brand ranges, Bank can re-engage with its
core customers and that ultimately we can deliver an improved
financial performance. We have recognised a charge of £11.8
million within exceptional items for the impairment of goodwill
which arose on the original acquisition of the business.
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The Scotts business has performed well in the year by focussing
on its core customers and then delivering a multichannel branded
fashion authority and experience to them.
Whilst we continue to experience losses in our Premium Fashion
offering (Tessuti and Originals), they have been reduced compared
to the prior year. As we have reported previously, we have a
number of legacy issues, particularly property, to deal with
which are impacting on the financial performance at this time.
However, we have made a number of operational improvements
to the business during the year with all stores now on the Group’s
core ERP systems and all stocks now replenished from the
Group’s Kingsway warehouse. Accordingly, we believe that we
are putting the right framework in place to deliver an improved
financial performance.
During the year we acquired the Cloggs and Ark businesses
from administration. Cloggs is an established online retailer of
premium branded fashion footwear whilst Ark is a complementary
business to Bank in terms of its customer demographic and
product proposition. Both of these businesses have had a difficult
year as they recovered from the administration processes and
rebuilt their supply chains and supplier relationships. It is too
early to comment on the longer term potential of these businesses.
Outdoor
Our pre-existing Blacks and Millets Outdoor fascias have had a
mixed year. We started the year with an excess of heavy winter
jackets and a lack of Spring / Summer product, particularly in
camping and Peter Storm own brand. We had to trade our way
out of this position with the significant margin sacrifice required
to clear the Winter and earlier season stocks leading to a poor
first half trading result. However, the second half of the year,
which we acknowledge is traditionally the stronger part of the year,
has been much more promising and, ultimately, a breakeven
position was achieved in this six month period compared to a
loss of £4.9 million in the same period of the previous year.
Operationally, we have made a number of significant operational
changes which mean that these businesses are now better
controlled and so we have started the new financial year with
a substantially improved framework on which to develop.
These changes can essentially be categorised into two main areas:
•
•
Whilst there is some commonality of product ranges and
brands we believe that Blacks and Millets attract different
consumers. Accordingly, we have run Blacks and Millets
as two separate fascias since the middle of the year with
separate and significantly changed commercial teams.
We believe that this decision has had positive effects in
testing and developing the Outdoor proposition both
instore and online. We are now working to ensure that
all of our customers have easy access to our full
Outdoor offer.
We also integrated Blacks into the Group’s operational
infrastructure by relocating the warehousing and central
functions from the previous facility at Northampton and
installing the Group ERP systems. Whilst the warehousing
move and the installation of the Group core systems were
completed by the end of Q1, the final relocation and
establishment of the Bury based new commercial teams
did not complete until July. Clearly, this had a disrupting
effect in the early part of the year but completion of the
reorganisation together with the elimination of the
unsustainable property costs associated with the
Northampton facility have had positive effects on the
business in the second half.
Later in the year we acquired 60% of the loss-making Tiso
business which, on acquisition, had 17 premium branded
Outdoor stores. These stores are primarily located in Scotland,
although Tiso also owned the highly regarded and profitable
George Fisher store in Keswick. Tiso is an iconic business in the
Scottish Outdoor world and this acquisition has given us increased
buying power, additional management expertise and brand
access, as we continue to establish JD Sports Fashion’s leading
position in the Outdoor market.
Overall losses (before exceptional items) in Outdoor have
reduced significantly to £8.8 million (2013: £14.9 million).
We anticipate further significant progress in Blacks and Millets
in the new financial year tempered by some initial operating
losses from the newly acquired Tiso business.
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Financial
Review
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Revenue
Total revenue increased by 5.7% in the year to £1,330.6 million
(2013: £1,258.9 million including £33.5 million in relation to
the Canterbury business which was disposed in the year).
Like for like sales for the 52 week period in the UK and Ireland
combined core retail fascias increased by 6.7% which was an
excellent performance.
Gross Margin
Total Gross Margin fell from 48.7% to 48.5% reflecting the
impact of the considerable margin sacrifice in the Blacks and
Millets fascias, principally in the first half, as we cleared excess
winter stocks and additional markdown activity in our Fashion
retail businesses. We are, however, greatly encouraged by the
robust performance in our Sports businesses where margins
were maintained at prior year levels.
Operating Profits
Operating profit (before exceptional items) increased substantially
by £16.9 million to £78.2 million (2013: £61.3 million) with an
exceptional performance in Sport and a reduction in the losses
in Outdoor. We expect further significant progress in Outdoor
in the new financial year.
Exceptional items increased significantly in the year to £19.1 million
(2013: £5.3 million) principally due to a non-cash charge of
£11.8m to write off goodwill relating to the Bank business.
After allowing for exceptional items, Group operating profit
increased by £3.1 million to £59.1 million (2013: £56.0 million).
The exceptional items comprised:
Loss on disposal of fixed assets
Impairment of fixed assets in loss making stores
Onerous lease provisions
Total property related exceptional costs
Completion of new Kingsway warehouse move (1)
Business restructurings (2)
Total reorganisation and restructuring costs
Impairment of intangible assets (3)
Profit on disposal of Canterbury (4)
Total other exceptional charges
Total exceptional charge
2014
£M
1.0
1.9
1.1
4.0
0.6
2.7
3.3
11.8
-
11.8
19.1
2013
£M
0.2
0.9
1.3
2.4
0.2
1.1
1.3
2.3
(0.7)
1.6
5.3
(1) Reorganisation of the warehouse operations consisting of
provisions for onerous property leases, redundancy costs
and dilapidations at the vacant premises.
(2) Relates to the restructuring of the head office and warehouse
operations of the Blacks, Champion and Kooga businesses.
The prior period also includes costs relating to the closure
of the Canterbury North America LLC and Canterbury
European Fashionwear operations following the decision to
wind down the separate businesses.
(3) Relates to the impairment in both periods of the goodwill
arising on the acquisition of Bank.
(4) Profit on the disposal of the Canterbury group of businesses
to Pentland Group plc in September 2012 (see note 12).
Working Capital, Financing and Amended Bank Facilities
Ongoing acquisition activity and further substantial investments
in both the retail fascias and operational infrastructure offset
the strong cash generation from trading in the year with net
cash at the year end almost unchanged at £45.3 million
(2013: £45.6 million).
On 10 July 2013, the Group amended and extended its
syndicated committed £75,000,000 bank facility which
previously expired on 11 October 2015. The facility has been
amended by increasing the syndicated committed facility
by £80,000,000 to £155,000,000. The expiry date has also
been extended by two years and so the amended facility now
expires on 11 October 2017. This enhanced facility enables
us to continue to make acquisitions when opportunities occur
whilst maintaining current levels of investment in the retail
property portfolio.
Gross capital expenditure (excluding disposal costs) increased
by £4.7 million to £48.2 million (2013: £43.5 million).
Our commitment to delivering the best possible experience
to our customers means that investment in our retail fascias,
both in terms of taking new stores where appropriate and
refurbishing existing space, remains substantial. A total of
£27.9 million was invested in our retail fascias during the year
(2013: £27.2 million). Elsewhere, our investment in the Oracle
project increased to £5.1 million in the year (2013: £2.7 million).
Gross capital expenditure included £4.6 million (2013: £nil)
in relation to bespoke software development which is classified
within Intangible Assets.
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Ongoing confidence in the potential for JD internationally
combined with ongoing investment in our other fascias,
investment in the new core Oracle ERP system and works
to increase our capabilities at Kingsway means that overall
capital expenditure is likely to increase further this year.
Working capital remains well controlled with suppliers continuing
to be paid to agreed terms and settlement discounts taken
whenever due.
Taxation
The effective rate of tax on profit has increased by 3.1% to 28.3%
primarily due to the fact that the charge of £11.8 million for the
impairment of the goodwill relating to the Bank Fashion business
is not allowable for tax. This non allowable charge has impacted
the effective tax rate by 4.7%.
Excluding both exceptional items and prior year adjustments
from the tax charge, the effective core tax rate has increased
from 26.1% to 26.9%. This core effective tax rate continues to be
above the standard rate due to the depreciation of non-current
assets which do not qualify for tax relief and overseas subsidiaries
being subject to higher rates of corporation tax than the UK rates.
Earnings per Share
The basic earnings per share has increased by 3.5% from
79.71p to 82.50p. However, the Directors consider the adjusted
earnings per share to be a more appropriate measure of the
Group’s underlying earnings performance since it excludes the
post-tax effect of exceptional items (other than the loss on
disposal of non-current assets). The strong trading performance
in the year is reflected in the fact that the adjusted earnings per
share has increased by 32.3% from 88.51p to 117.12p.
Dividends
A final cash dividend of 22.65p per share is proposed, which if
approved, would represent an increase of 3.0% on the final
dividend from the prior year. Added to the interim dividend of
4.45p per share, this takes the full year dividend to 27.10p,
which is an increase of 3.0% on the prior year. The cumulative
growth since 2009 therefore has been in excess of 125%.
Treasury Facilities
Interest rate hedging has not been put in place on the current
facility. The Directors continue to be mindful of the potential for
rises in the base rate as the general economic situation improves
but at present do not consider a long term interest rate hedge
to be necessary given the inherent short term nature of both the
revolving credit facility and working capital facility. This position
is reviewed regularly.
Working capital remains well controlled with suppliers continuing
to be paid to agreed terms and settlement discounts taken
whenever due.
Foreign Exchange Exposures
The Group’s principal foreign exchange exposure continues to
be on the sourcing of own brand merchandise from either the
Far East or Indian Sub-Continent which usually has to be paid
for in US Dollars. A buying rate is set at the start of the buying
season (typically six to nine months before product is delivered
to stores). At this point, the Group aims to protect the anticipated
US Dollar requirement at rates at, or above, the buying rate
through appropriate foreign exchange instruments.
The Group’s forecast requirement for US Dollars in the period
to January 2015 is now $135 million. Cover is in place for
2014 for $114 million meaning that the Group is currently
exposed on exchange rate movements for $21 million of the
current year’s estimated requirement.
The Group is also exposed to the movement in the rate of the
Euro from the sale of its UK sourced stocks to its subsidiaries
in Europe. However, the Group has a natural hedge on this
exposure as the Euros received for that stock are then reinvested
back in those European subsidiaries to fund the development
of both new stores and refurbishments.
Brian Small
Group Finance Director
15 April 2014
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Property and
Store Review
Sport
JD
We have a consistent retail property strategy for the core JD
fascia across Europe with modern, efficient and attractively
presented stores located in prime locations with strong footfall.
JD is a world class retail fascia and we strongly believe that the
vibrant presentation of our stores and the high quality retail
theatre that we offer to our customers increases the attractiveness
and desirability of our product and provides our stores with a
real point of difference.
The JD fascia provides the foundation for profit and cash
generation in the Group and consequently we continue to
invest heavily in this fascia, both in our core market of UK and
Republic of Ireland and internationally as we become increasingly
confident of its global potential. We believe that we are gaining
real credibility in Europe with both major landlords and property
agents and we continue to look at opportunities, in both our
existing and new territories, to develop the fascia with particular
focus on major metropolitan areas.
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UK & Republic of Ireland – 16 new stores were opened
in the period (including one Size? fascia store) with 16,
generally smaller, stores closed. The 16 new stores included
nine relocations in towns or malls to a more appropriately
spaced store or a position of greater footfall. We also
upsized in four locations where we were able to negotiate
a favourable rent deal on additional space. This is proving
to be a cost efficient way of expanding our product offer,
widen our appeal to a broader consumer and ultimately
improve the financial performance of the store.
France – JD continues to develop momentum in France.
A further seven stores opened in the year with 18 stores
now trading in the country including one Size? fascia store.
The focus on the major metropolitan areas is reflected in
the fact that the openings included three stores in malls
around Paris where we now have nine stores. Our seven
openings in the year also included three stores which were
acquired as a package from another retailer who was
looking to exit those particular markets. This is an effective
way of increasing our presence in the country and,
if appropriate, we would look at other opportunities like this.
We will look to open at least a similar number of new JD
stores in France in the new financial year.
Spain - The economic situation has meant that, to date,
we have been more cautious in our programme for JD
in Spain. However, we did open a further three stores in
the year with eight stores now trading in the country.
These openings included two in malls around Madrid
where we now have four stores. We will continue to be
more cautious in Spain but will look to open at least a
similar number of new JD stores in the new financial year.
•
•
Holland - During the year, we acquired a package of 14
stores in Holland from a local fashion retailer who was
looking to close one of its fascias. Acquiring the stores in
this way gave us immediate critical mass in the country
although the majority of the stores were located in smaller
regional towns. As with other territories, we are looking for
suitable opportunities in the major metropolitan areas and
subsequently we opened a store in the centre of Rotterdam.
We are pleased with the initial performance of this store
and will look to open further new stores in prime locations
in other major towns and cities across the country in the
new financial year.
Germany – During the year, we also acquired the assets
of the Isico partnership in Germany which, on acquisition,
had 10 small stores primarily in the Berlin area. These stores
will be converted to the JD fascia later in 2014.
Chausport
It is still our belief that the Chausport fascia is more suited to
the smaller regional towns and centres. We opened one Chausport
store in the period, closed one small store and refurbished a
further three stores. Investment in new stores and refurbishments
for Chausport will continue at a similar level in the new year.
Sprinter
Sprinter’s core store base has historically been located in units
with an average of 12,500 sq ft retail space in out of town retail
parks in the communities of Andalucia, Murcia and Valencia
with a much lower presence elsewhere in Spain. We believe
that whilst the Sprinter management team has successfully
adapted their product proposition to reflect customer demands
at this time, the size of the stores which the business historically
operated from was too large and that the same level of sales
could be achieved from a smaller and more efficient footprint.
Therefore, the 13 new stores which we opened in the year, of
which two were outside the traditional heartlands, had a smaller
average retail footprint of 8,900 sq ft. We also closed one
underperforming and larger spaced store. The performance in
the year has reinforced our view on the potential of Sprinter in
the whole of Spain and consequently we will look to maintain
this momentum in store openings and at this stage we would
anticipate opening a similar number of new stores in the
current financial year.
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Outdoor
Blacks and Millets
Neither fascia can currently generate the sales densities
required to pay the premium rents in the major malls and
city centres and without third party brand support then the
property strategy for both fascias at this time is dictated by the
availability of appropriately rented properties in the locations
which are right for that fascia. Generally, Blacks stores are
focused in the larger towns and smaller cities with Millets
located in medium sized or market towns.
Four new Blacks stores were opened in the year of which two
stores were relocations. A total of 13 stores were also closed
in the year resulting in a portfolio of 76 stores at the end of the
year. Taking the learnings from our initial refurbishments in the
previous year, we have also refurbished a further six Blacks
stores in the year. We anticipate a further small number of
openings and refurbishments in the new financial year.
Seven new Millets stores were opened in the year, all of which
we had previously traded and exited but have now re-entered
following our decision to maintain Millets as a separate fascia.
A total of 16 stores were also closed in the year resulting in a
portfolio of 80 stores at the end of the year. Subject to availability
of appropriately priced units, we anticipate that we will open a
further small number of Millets stores in the new financial year.
Tiso
Tiso has 17 stores of which 16 are located across Scotland and
one in Keswick. These stores vary in size ranging from specialist
Alpine cycling stores at less than 1,000 sq ft to Tiso fascia’ed
stores in secondary out of town destinations with the largest one
in Glasgow at 15,500 sq ft. We do not anticipate making a
significant investment in new Tiso stores at this time.
For a complete table of store numbers see page 14.
Fashion
Bank
The eight new stores which were opened in the year included
five that we were contractually committed to at the start of the
year. These five stores were all in new locations for the fascia.
In addition, we have opened a further two temporary ‘Pop Up’
stores on short term leases with a low initial capital expenditure.
Given the recent trading performance of the Bank fascia then
we believe that we are right to adopt this flexible approach at
this time and only if the stores developed sufficiently would we
consider taking a longer lease and making a further investment
in the store. We do not anticipate making a significant investment
in the Bank fascia in the new financial year.
Scotts
Six new Scotts stores were opened in the year of which four
were replacements of existing units. Whilst we are encouraged
by the more recent performance of the business, we do not
anticipate making a significant investment in the Scotts fascia
at this time.
Premium
Three new Tessuti stores were opened in the year of which one was
the replacement of a legacy and poor performing Cecil Gee store.
Whilst we still have some smaller stores in secondary towns
fascia’ed as Originals, we have now converted the remaining
Cecil Gee stores to Tessuti which is our long term premium
fashion fascia. The new stores which we have opened in the
year are all located in the major shopping malls and city
centres where footfall is strongest.
Ark
During the year we acquired nine stores trading as Ark from
its administrators although one of these stores has subsequently
closed in the new financial year. We are currently operating
these stores under licence from the administrator whilst we
assess our longer term options.
Cloggs
The acquisition of the Cloggs branded footwear business from
its administrator has given us access to certain brands which
previously were not available to the Group’s retail fascias.
We are committed to work with these brands on developing
the business and to complement the online offering we have
subsequently opened a Cloggs fascia’ed store in Shrewsbury.
We would consider opening a small number of further stores if
the appropriate locations were available and there was support
from the brands on this.
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Corporate and
Social Responsibility
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The Group recognises that it has a responsibility to ensure
its business is carried out in a way that ensures high standards
of environmental and human behaviour. With the help and
co-operation of all employees, the Group endeavours to
comply with all relevant laws in order to meet that duty and
responsibility wherever it operates. The major contributions of
the Group in this respect are detailed below.
Our Employees
The Group is a large equal opportunities employer and a
large training organisation with the Group’s retail businesses
providing direct employment and career development to
thousands of people, both in the UK and internationally.
The Group employs large numbers of school leavers and
university graduates and participates regularly in work experience
schemes with schools and colleges. Retail personnel across all
levels within the Group’s core UK, Republic of Ireland and
JD France and Spain fascias are encouraged to take ownership
of their own careers and to actively seek development
and progression.
Training
The Group recognises that Training and Development for all
levels of personnel is vital in maximising performance levels
and also provides a useful mechanism for increasing morale
and retention. This ensures that knowledge of our differentiated
product offering remains in our stores, thereby enhancing
customer service.
Training for the UK, Republic of Ireland and International stores
is provided by the Group’s long-established training function.
The Training team now includes fascia-specific Training Managers
for Size? and Bank, along with training support for Head Office
and the Kingsway Distribution Centre.
The training function produces, designs and delivers various
programmes for all fascias (including International stores) in
order to ensure operational consistency throughout the Group.
Training received by all retail personnel is quality-controlled
and measured via the use of electronic assessments. There are
38 types of electronic assessments across all retail fascias,
covering all progression levels within the business.
Training and Development is provided across a number of areas:
No. of
courses in
a year
19
3
60
22
Length of
course
5 days
12 weeks
4 hours
1 day
Number of
attendees
on each
course
20
22
10
10
New Management Induction
Training Academy
Junior Management Development
Various Management Development
Chausport and Sprinter operate their own training programmes
which are more suited to those particular fascias.
Equality and Diversity
The Group is committed to promoting policies which are designed
to ensure that employees and those who seek to work for the
Group are treated equally regardless of sex, marital status, creed,
colour, race, religion or ethnic origin.
The Group gives full and fair consideration to applications for
employment by people who are disabled, to continue whenever
possible the development of staff who become disabled and
to provide equal opportunities for the career development
of disabled employees. It is also Group policy to provide
opportunities for the large number of people seeking flexible
or part time hours.
A breakdown by gender of the number of employees who were
Directors of the Company, senior managers and other employees
as at 1 February 2014, is set out below.
PLC board
Senior managers*
All employees
Male
5
87
8,610
Female
-
32
8,405
Total
5
119
17,015
%
Male
100
73
51
%
Female
-
27
49
* Senior Managers is defined as -
1)
persons responsible for planning, directing or controlling
the activities of the company, or a strategically significant
part of the company, other than Company Directors and;
2) any other Directors of subsidiary undertakings.
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Communication
The number and geographic dispersion of the Group’s operating
locations make it difficult, but essential, to communicate effectively
with employees.
Communication with retail staff is primarily achieved through the
management in the regional and area operational structures.
In addition, formal communications informing all employees of
the financial performance of the Group are issued on a regular
basis by the Group’s Human Resources Department in the form
of ‘Team Briefs’. This department also produces a booklet four
times a year for distribution within the Group’s Head Office and
Warehouse called People 1st.
We have introduced a regular Q & A forum in which representatives
of the Group have the opportunity to speak directly with the
Executive Chairman and ask him questions on behalf of their
respective departments. The content of these sessions is
distributed widely.
Health and Safety
We are committed to ensuring a safe environment for all of
our employees and customers and actively encourage a
positive health and safety culture throughout the organisation.
The Group recognises its responsibility for health and safety
and there is accountability throughout the various management
levels within the business. Our commitment to Health and Safety
is best evidenced as follows:
•
•
The Health and Safety team has been further strengthened
in the year to ensure that the procedures already developed
in the existing fascias are established within the recently
acquired companies.
We have continued to develop a comprehensive induction
and training programme which is regarded as an essential
part of our commitment to health and safety. Targeted safety
awareness campaigns are run regularly throughout the
year and a monthly newsletter ensures that the safety
message is communicated effectively throughout the Group.
•
•
•
•
Our Health and Safety Committee meets four times a year
allowing every employee the opportunity to raise any safety
concerns through their nominated representative.
The Health and Safety team has input into all our new and
refitted stores from the initial design through to opening.
The team conducts its own audit programme to ensure the
highest safety standards during the construction phase of
all our shop-fit projects.
The Health and Safety team regularly review the management
processes we have in place, with the aim of maintaining
our high standards, whilst adapting to business and
legislative changes.
Targets are set to enable measurement of performance.
During the year we have seen positive improvements in these
areas demonstrating the further development of a positive safety
culture within the organisation including:
• Reportable employee accident numbers reduced by 15%.
• Number of customer accidents reported decreased by 4%.
• Local authority inspection numbers decreased by 16%.
• Fire officer inspections numbers decreased by 21%.
• Enforcement action remained constant.
•
Area Manager health and safety performance
increased by 6%.
Environment
The Group recognises that it has a responsibility to manage
the impact that its businesses have on the environment and are
committed to carrying out its activities with due consideration
for the potential environmental impact both now and in the
future. We continue to comply with the UK Government’s
carbon reduction commitment and have the following as the
key areas of focus:
• Ensuring efficient use of energy and other materials.
• Maximising the amount of waste which is recycled.
•
Ensuring compliance with relevant legislation and codes
of best practice.
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Corporate and Social Responsibility (Continued)
Energy
Basic Principals
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The Group’s core business is Retail and it is the Group’s aim to give customers an enjoyable retail experience with goods
presented attractively in an environment that is both well lit and has a pleasant ambient temperature. However, the Group
accepts that all the businesses within it must be responsible in their energy usage and associated carbon emissions. This policy
applies in all territories.
Carbon Management Programme
The Group maintains a Carbon Management Programme (‘CMP’) which is sponsored by the Group Finance Director and is
reviewed regularly. The objectives of this programme are:
Objective
1.
Understand the drivers and timing of usage by continued investment in energy
‘smart’ meters.
2. Reduce energy usage in non-trading periods
3. Reduce energy usage through investment in lighting technology
4. Reduce energy usage through staff awareness and training
5. Purchase energy competitively from sustainable sources wherever possible
6. Ensure all business activities are aware of their impact on energy consumption
7. Ensure that the CMP applies to all businesses in all territories
Action & Progress
This has now been achieved in over 430 of the Group’s sites with ongoing rollout
planned in remaining sites. Combined with the stores where accurate and timely usage
data is already received from mandatory half hourly meters, this means that in excess
of 95% of the UK and Republic of Ireland electricity consumption and 72% of gas
consumption is automatically measured every 30 minutes.
In the period to 1 February 2014, the Group has invested in Building Management
Systems in 80 of its highest energy consuming stores in the UK and Republic of Ireland.
The project covers all fascias and is delivering average energy savings of 20% and a
payback in less than 12 months. A further roll out of this technology is planned for 2014.
23 Watt LED lamps are now used as standard in all new shopfits in our retail businesses
across Europe. These lamps reduce the electricity required for retail lighting by 30%
compared to the previous 35 Watt conventional lamps and 58% compared to the 70
Watt conventional lamps which were used as standard in 2010.
Retail staff have a key role to play in the execution of the CMP. Dedicated training is
given at a store level.
The Group has renewed its supply contracts with British Gas (UK except Northern Ireland)
and Airtricity (island of Ireland) to supply the Group’s core businesses with 100%
of its electricity requirement from either renewable or other sustainable sources.
Newly acquired businesses are migrated to these contracts when possible.
A multi-disciplined approach to the CMP is adopted with considerable focus also given
to reducing usage in the Group’s warehouses and offices.
The CMP applies not only to existing businesses but also to newly acquired businesses,
including those outside of the traditional UK and Republic of Ireland base, where we
work closely with the local management after acquisition to identify gaps and implement
Group strategies.
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KPIs
The Group is committed to using and subsequently reporting
on appropriate KPIs with regards to energy usage. Accordingly,
the Group can report the following in respect of locations in the
UK and the Republic of Ireland that have been present for the
full year both years.
Energy Usage – Electricity (MWh)
Energy Usage – Natural Gas (MWh)
Total Energy Use (MWh)
Carbon Footprint (Tonnes CO2)
2014
55,532
1,923
57,455
30,396
2013
57,220
1,522
58,743
31,236
%
Change
-3
We also report our global greenhouse gas (GHG) emissions
which have been calculated based on the GHG Protocol using
emissions factors from UK government conversion factor
guidance for the year reported. The emissions reported
correspond with our financial year and reflect emissions from the
leased and controlled assets for which the Group is responsible.
Emissions are predominately from electricity use and delivery
vehicle fuel consumption for our UK operations.
Global GHG emissions for 3 February 2013 to 1 February 2014
Emissions From:
Combustion of fuels & operation of facilities (i)
Purchased electricity, heat, stream & cooling
Tonnes CO2 Equivalent
6,724
33,216
Intensity Measurement (ii)
33
(i) Excludes facility F-Gas emissions.
(ii) Like for like revenues for businesses that have contributed
full years both years. Emissions reported normalised to
per £m revenue.
The following businesses are excluded from the data above as
their contribution is not considered material at this time:
JD Sports Fashion GmbH
•
• ActivInstinct Limited
• Tiso Group Limited
• Nicholas Deakins Limited
• Kukri Sports Limited
• Ark Fashion Limited
• Source Lab Limited
• Focus International Limited
• Topgrade Sportswear Limited
• Kooga Rugby Limited
• Tessuti Limited
• Cloggs Online Limited
The Group has pledged to reduce its combined energy usage
in its like for like businesses by 3% year on year on a basis until
the end of the current phase of the CRC scheme in 2015.
This target, and the associated operating standards that drive
this target, apply to all the Group’s businesses.
Objectives for the Period to January 2015
The Group is committed to investing in the necessary resources
to help achieve its targets on reducing carbon emissions, with
the following works planned for the year to 31 January 2015:
•
•
•
Continue to expand the reach of the CMP by working with
the newly acquired businesses.
Retrofit further stores with the 23 Watt LEDs for retail lighting
thereby further reducing energy consumption and heat gain
in the retail environment.
Further investment in the use of building management systems
to allow remote monitoring and control of building services.
Interaction with Pentland Group Plc
Under the current rules of the statutory Carbon Reduction
Commitment Energy Efficiency scheme (‘CRC’), the Group’s
submission to the UK Environment Agency is aggregated with
that of Pentland Group Plc who are the Group’s ultimate
holding company (see note 34). The Group continues to work
closely with Pentland Group Plc on ensuring an efficient process
with regards to the emissions trading scheme which was
introduced in April 2010, as part of the CRC.
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Corporate and Social Responsibility (Continued)
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Recycling
Wherever possible, cardboard (the major packaging constituent)
is taken back to the Group’s distribution centres. The cardboard
is then baled and passed to recycling businesses for reprocessing.
During the year, the amount of cardboard recycled increased to
993 tonnes (2013: 651 tonnes).
The Group has expanded its use of the Dry Mixed Recycling
(‘DMR’) scheme to all pre-existing stores and businesses in the
UK & Ireland to divert as much waste as possible away from
landfill. This scheme has also been successfully introduced in to
the newly acquired stores in The Netherlands. The scheme will
be rolled out to other newly acquired businesses as soon as this
is possible. In the period to 2 February 2014 we recycled 89%
(2013: 87%) of our DMR waste with the remainder being used
as an energy-from-waste (EfW) material.
Our Kingsway Distribution Facility continues to be a zero waste
to landfill site.
In addition to the DMR scheme, there are four other main elements
to our recycling strategy:
•
•
•
•
Confidential paper waste is shredded on collection by a
recycling business. This business provides a ‘Certificate of
Environmental Accomplishment’ which states that the
shredded paper, which was collected in the year, was the
equivalent of 2,884 trees (2013: 2,078 trees). This large
increase reflects the fact that we have disposed of increased
quantities of confidential waste as we transition our
distribution operations.
Wood, metals and plastics are separated at our main
distribution centre.
Photocopier and printer toners (laser and ink) are collected
and recycled for charity by Environmental Business
Products Limited.
Food waste is separated where possible and reused in the
production of compost.
Plastic Bags
Approximately 35% of the bags issued by the Group’s like for
like businesses are high quality drawstring duffle bags, which
are generally reused by customers many times. However,
the Group is aware of the environmental impact of plastic bags
and has sought to minimise any impact through the following
measures:
• The bags are made from 33% recycled material.
•
The bags contain an oxo-biodegradable additive,
which means that they degrade totally over a relatively
short life span.
The use of this material has also been adopted in an additional
60% of the Group’s plastic bags handed out to customers.
The Group uses paper-based bags rather than plastic bags in
its stores in the Republic of Ireland and we are also fully
compliant with the carrier bag charge scheme introduced by the
devolved administrations in Wales, Scotland and Northern Ireland.
Ethical Sourcing
The Group seeks to provide its customers with high quality
and value merchandise from suppliers who can demonstrate
compliance with internationally accepted core labour and
ethical standards throughout their supply chain. These standards
are based upon the provisions of the Ethical Trading Initiative (‘ETI’)
Base Code and specifically cover areas such as wages, working
hours, health and safety and the right to freedom of association.
The Group requires all of its suppliers, both existing and new,
to formally commit to implementing the provisions of the ETI
Base Code throughout their supply chains. Prior to any orders
being placed, all new suppliers are required to complete the
Group’s risk assessment form to indicate their degree of
compliance to the ETI Base Code. All existing suppliers are
also required to conduct this assessment on an annual basis.
These forms are reviewed by the Group’s Compliance team
and any areas of concern with regard to potential non-compliance
are investigated when visiting the factories concerned. These reports
are shared by the Group in a central base and those travelling
are encouraged to take all documentation from the base with
them when visiting the factories so that follow up can be done
on a continual basis.
The Group has engaged Asia Inspections to complete an audit
and compliance programme of the Group’s current suppliers to
the ETI Base Code standard. Asia Inspections is a global quality
and compliance solutions provider which performs factory audits.
In the year to 1 February 2014, 55% of the current supplier
base was visited and audited with the results reported to the
Group Sourcing and Supply Chain Manager.
Due to the diverse nature and scope of the supply chain,
it is not always possible to visit all of the factories directly.
Where instances of non-compliance are identified from the risk
assessment forms and the supplier cannot be visited, they are
required to confirm what corrective actions are being undertaken
to resolve the issue. These actions will be verified directly by the
Group’s Compliance team as soon as practically possible on a
future visit.
All suppliers are contractually obliged to comply with the
Group’s Conditions of Supply which includes a specific policy on
‘Employment Standards for Suppliers’.
34 / 35
Our Communities
The Group seeks to be involved in the community where it
can make an appropriate contribution from its resources and
skills base.
In 2011 we undertook a three year commitment to The
Christie Hospital to help raise £500,000 for the teenage
cancer unit. In 2014 we achieved the £500,000 through staff
fundraising events, Team JD running BUPA Great Manchester
run and our successful charity balls. The funds raised
through the partnership will enable The Christie to build
and develop the UK’s premier young oncology unit, helping
to fund vital research into new treatments, provide equipment,
counselling, activities for the young patients and support for
their families.
Other examples of community engagement include:
•
•
•
•
We sponsored the Once Upon A Smile celebrity football
team for £10,000 which play throughout the year at
tournaments to raise money for the charity. Once Upon A
Smile was founded in 2011 and is a UK based charity
offering a source of support to families who have suffered
the loss of a child or parent (and have young children)
from a long term or terminal illness.
We made a donation of £3,000 to Gloves Community
Centre in Bolton which was founded by Amir Khan.
We made a donation to The Marina Dalglish Appeal of
£3,850 to improve cancer treatment facilities in Liverpool.
We made a donation of £2,500 to Manchester City
Football Club in the Community which engages with over
200,000 people of all ages and across all communities
over Manchester, Tameside and Stockport.
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The Board
Peter Cowgill
Executive Chairman and Chairman of the Nomination
Committee - aged 61
Peter was appointed Executive Chairman in March 2004.
He was previously Finance Director of the Group until his
resignation in June 2001. Since then he has been a partner in
Cowgill Holloway Chartered Accountants. He is a Non-Executive
Director of a number of private companies and Non-Executive
Chairman of United Carpets Plc and MBL Group Plc.
Barry Bown
Chief Executive Officer - aged 52
Barry joined the Board in 2000 and has been with JD Sports
Fashion Plc since 1984. He held the positions of Head of Retail,
Head of Buying and Merchandising and Chief Operating Officer
prior to his appointment as Chief Executive in 2000.
Brian Small
Group Finance Director - aged 57
Brian was appointed Finance Director in January 2004.
Immediately prior to his appointment he was Operations
Finance Director at Intercare Group Plc and has also been
Finance Director of a number of other companies. He qualified
as an accountant with Price Waterhouse in 1981.
Andrew Leslie
Non-Executive Director, Chairman of the Remuneration
Committee and Member of the Audit and Nomination
Committees - aged 67
Andrew was appointed to the Board in May 2010. He has over
40 years of experience in the retail, footwear and apparel sectors.
He was an Executive Board Director of Pentland Brands Plc,
from which he retired in 2008. During his career, Andrew also
held a number of senior positions with British Shoe Corporation,
The Burton Group Plc and Timpson Shoes Limited.
Martin Davies
Non-Executive Director, Chairman of the Audit
Committee and Member of the Remuneration and
Nomination Committees - aged 54
Martin was appointed to the Board in October 2012. He was
previously Group Chief Executive of Holidaybreak Plc from
2010 until its sale to Cox and Kings Limited in 2011. He joined
the Board of Holidaybreak Plc in 2007 when it acquired PGL where
he had been Chief Executive. He left Holidaybreak Plc in 2012.
Previously, he has had roles at Allied Breweries, Kingfisher
and Woolworths.
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Directors’
Report
The Directors present their annual report and the audited
financial statements of JD Sports Fashion Plc (the ‘Company’)
and its subsidiaries (together referred to as the ‘Group’) for the
52 week period ended 1 February 2014.
Principal Activity
The principal activity of the Group is the retail and distribution
of branded sportswear, fashionwear and outdoor clothing and
equipment.
In accordance with the Companies Act 2006, a review of the
business providing a comprehensive analysis of the main trends
and factors likely to affect the development, performance and
position of the business, including environmental, employee and
social and community issues, together with the Group’s Key
Performance Indicators and a description of the principal risks
and uncertainties facing the business is detailed in the Strategy
Report on pages 19 to 35.
All the information set out in those sections is incorporated by
reference into, and is deemed to form part of, this report.
The Corporate Governance Report (pages 40 to 45) and the
Directors’ Remuneration Report (pages 46 to 56) are
incorporated by reference into, and are deemed to form part of,
this report.
Share Capital
As at 1 February 2014 the Company’s issued share capital was
£2,433,083 comprising 48,661,658 ordinary shares of 5p each.
There have been no changes in the year.
Shareholder and Voting Rights
All members who hold ordinary shares are entitled to attend
and vote at the Company’s Annual General Meeting. On a
show of hands at a general meeting, every member present in
person or by proxy shall have one vote and, on a poll, every
member present in person or by proxy shall have one vote for
every ordinary share they hold. Subject to relevant statutory
provisions and the Company’s Articles of Association, holders of
ordinary shares are entitled to a dividend where declared or paid
out of profits available for such purposes.
Restrictions on Transfer of Shares
The restrictions on the transfer of shares in the Company
are as follows:
•
•
•
The Board may, in absolute discretion, refuse to register any
transfer of shares which are not fully paid up (but not so as
to prevent dealings in listed shares from taking place),
or which is in favour of more than four persons jointly or
which is in relation to more than one class of share.
Certain restrictions may, from time to time, be imposed by
laws and regulations (for example, insider trading laws).
Restrictions apply pursuant to the Listing Rules of the
Financial Services Authority whereby Directors and certain of
the Group’s employees require prior approval to deal in
the Company’s shares.
The Company is not aware of any arrangement between its
shareholders that may result in restrictions on the transfer of
shares and/or voting rights.
Authority to Purchase Own Shares
A resolution was passed at the 2013 Annual General Meeting
giving Directors authority to buy back ordinary shares up to a
maximum of 10% of the total issued ordinary share capital of
the Company. As at the date of this report no shares have been
purchased under this authority.
Substantial Interests in Share Capital
As at 1 February 2014 the Company has been advised of the
following significant holdings of voting rights in its ordinary
share capital pursuant to the Disclosure and Transparency Rules
of the Financial Conduct Authority (‘DTRs’):
Pentland Group Plc
Sports World International Ltd
Aberforth Partners
FMR LLC
Number of
ordinary
shares/voting
rights held
27,963,722
5,775,255
4,711,740
2,437,000
% of
ordinary
share
capital
57.47
11.87
9.68
5.00
The Company has not been notified of any change in interests
pursuant to the DTRs between 1 February 2014 and the date of
this report.
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Directors Report (Continued)
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Directors
The names and roles of the current Directors together with brief
biographical details are given on page 36. The Directors are
responsible for the management of the business of the Company
and, subject to law and the Company’s Articles of Association
(‘Articles’), the Directors may exercise all of the powers of
the Company and may delegate their power and discretion
to committees.
The number of directors at any one point in time shall not be
less than two.
The Articles give the Directors power to appoint and replace
directors. Any director so appointed shall hold office only until
the dissolution of the first AGM of the Company following
appointment unless they are re-elected during such meeting.
The Articles require that, at each AGM of the Company,
any director who was elected or last re-elected at or before
the AGM held in the third calendar year before the then current
calendar year must retire by rotation and such further Directors
must retire by rotation so that in total not less than one third of
the Directors retire by rotation each year. A retiring director is
eligible for re-election.
However in accordance with the UK Corporate Governance
Code the Board has determined that all Directors will stand for
re-election at the 2014 AGM.
Amendment of the Company’s Articles of Association
The Company’s Articles of Association may only be amended
by a special resolution at a general meeting of shareholders.
Change of Control – Significant Agreements
In the event of a change of control of the Company, the Company
and the lenders of the £155 million bank syndicated facility
shall enter into an agreement to determine how to continue
the facility. If no agreement is reached within 20 business days
of the date of change in control, the lenders may, by giving not
less than 10 business days notice to the Company, cancel the facility
and declare all outstanding loans, together with accrued interest
and all other amounts accrued immediately due and payable.
Contractual Arrangements Essential to the Business of
the Group
The Board considers that continuing supply from Nike and adidas,
being the main suppliers of third party branded sporting
products, to the Group’s core sports fashion retail operation
is essential to the business of the Group.
Employees
The Group communicates with its employees through team
briefs and via the Company’s intranet and notice boards.
Views of employees are sought on matters of common concern.
Priority is given to ensuring that employees are aware of all
significant matters affecting the Group’s performance and of
significant organisational changes.
The Group’s employee remuneration strategy is set out in the
Remuneration Report on pages 46 to 56.
The Group is committed to promote equal opportunities in
employment regardless of employees’ or potential employees’ sex,
marital status, creed, colour, race, religion, ethnic origin or
disability. Recruitment, promotion and the availability of
training are based on the suitability of any applicant for
the job and full and fair consideration is always given to
disabled persons in such circumstances.
Should an employee become disabled during his or her
employment by the Group, every effort is made to continue
employment and training within their existing capacity wherever
practicable, or failing that, in some alternative suitable capacity.
Auditor
KPMG LLP have indicated their willingness to continue in office
as auditors of the Company. A resolution proposing their
re-appointment will be proposed to shareholders at the
forthcoming AGM.
38 / 39
Disclosure of Information to the Auditor
Each person who is a Director at the date of approval of this report
confirms that:
•
•
So far as he is aware, there is no relevant audit information
of which the Company’s auditor is unaware; and
Each Director has taken all the steps that he ought to have
taken as a Director to make himself aware of any relevant
audit information and to establish that the Company’s
auditor is aware of that information.
Going Concern
After making enquiries, the Directors have a reasonable
expectation that the Company, and the Group as a whole,
has adequate resources to continue in operational existence for
the foreseeable future. For this reason, the financial statements
have been prepared on a going concern basis.
Annual General Meeting (AGM)
Notice of the Company’s AGM to be held at 1pm on 26 June
2014 at Edinburgh House, Hollinsbrook Way, Pilsworth, Bury,
Lancashire, BL9 8RR incorporating explanatory notes of the
resolutions to be proposed at the meeting is enclosed, together
with a form of proxy.
By order of the Board
Jane Brisley
Company Secretary
15 April 2014
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Corporate
Governance
Report
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The Board is committed to high standards of corporate governance.
This report sets out how the Company has applied the main
principles set out in the UK Corporate Governance Code
published by the Financial Reporting Council in September 2012
and June 2010 (‘the Code’) and the extent to which the Company
has complied with the provisions of the Code.
The Board considers that all the Directors are able to devote
sufficient time to their duties as Directors of the Company.
The brief biographical detail on page 36 includes details of the
Chairman’s other directorships of listed companies. The Board
is satisfied that these appointments do not conflict with the
Chairman’s ability to carry out his role effectively for the Group.
The Board
The Board currently consists of five directors: an Executive Chairman,
two other Executive Directors and two Non-Executive Directors.
The name, position and brief profile of each Director is set out
on page 36.
Composition of the Board is kept under review and changes are
made when appropriate and in the best interests of the Group.
Colin Archer stood down as a Non-Executive Director with
effect from 30 September 2013. The Board considers that its
composition during the year had the necessary balance of
Executive and Non-Executive Directors providing the desired
blend of skills, experience and judgement appropriate for
the needs of the Group’s business and overall effectiveness of
the Board. None of the Directors have served for more than
three years without having been re-elected by shareholders.
Martin Davies is the senior independent Non-Executive Director
following Colin Archer’s departure from the Board on
30 September 2013.
The independence of the Non-Executive Directors is considered
by the Board on an annual basis. Both Non-Executive Directors
are considered to be independent by the Board. Andrew Leslie
was appointed to the Board in May 2010 and is considered to
be independent by the Board for the purposes of the Code.
Andrew Leslie was formerly an Executive Director of Pentland,
the Company’s largest shareholder. Andrew Leslie does not
represent the interests of Pentland on the Board and retired
from Pentland in 2008. The Board believes that the Non-Executive
Directors have provided ample guidance to the Board and
perform an effective role in challenging the Executive Directors
when appropriate.
From time to time the Executive Chairman meets with the
Non-Executive Directors without the other Directors present to
discuss Board performance and other matters considered appropriate.
Under the Company’s Articles of Association, all Directors are
required to retire and offer themselves for re-election every
three years. However, in accordance with the Code, all Directors
will retire and offer themselves for re-election at the 2014 AGM.
Board Operation
The Board is responsible for the direction, management and
performance of the Company. The Board held nine scheduled
meetings during the year under review and ad hoc meetings
were held between scheduled meetings where required.
Directors’ attendance at scheduled Board and Committee
meetings is set out in the table below. The Board is responsible
for providing effective leadership and promoting the success
of the Group. The Board has a formal schedule of matters
reserved specifically to it for decisions which include major
strategic matters, approval of financial statements, acquisitions
and disposals and significant capital projects.
The Board considers that the Annual Report and Accounts,
taken as a whole, is fair, balanced and understandable and
provides the information necessary for shareholders to assess
the Company’s performance, business model and strategy.
The Board delegates certain powers to committees as set out below.
Board papers are circulated to Directors prior to Board meetings
which include up-to-date financial information, reports from the
Executive Directors and papers on major issues for consideration
by the Board. The Board has a formal procedure for Directors
to obtain independent professional advice.
All Board members have full access to the Company Secretary
who is a fully admitted solicitor and attends all Board and
Committee meetings. The Company Secretary is responsible
for advising the Board on Corporate Governance matters.
The appointment and removal of the Company Secretary is a
matter for the Board as a whole to determine.
40 / 41
All newly appointed Directors receive an appropriate induction
when they join the Board. Relevant training is arranged as and
when deemed appropriate.
A performance evaluation of the Board, its Committees and
individual Directors has been conducted post the year end
and in the period prior to the Company’s annual results
being announced. This consisted of an internally run exercise
conducted through the completion by each Director of a
questionnaire prepared by the Company Secretary which
encourages the Directors to give his opinions on Board and
Committee procedures, operation and effectiveness as well as
any other matter they wish to raise. A separate questionnaire
was completed by the Directors (other than the Executive
Chairman) in relation to the performance of the Executive
Chairman with the Senior Independent Director discussing the
resulting feedback with the other Non-Executive Directors,
taking into account the views of the other Executive Directors
(excluding the Executive Chairman). The feedback from the
evaluation process is used by the Board to identify strengths
and development areas and confirmed that the Board and its
Committees were operating effectively. The Board determined
that an internal performance evaluation exercise was appropriate
but will consider on an annual basis the value and appropriateness
of an externally facilitated exercise.
The division of responsibilities between the Executive Chairman
and Chief Executive Officer is in writing and has been agreed
by the Board. The Chairman is responsible for overall Board
leadership, corporate strategy and communication with major
shareholders. The Chief Executive Officer’s responsibilities are
focused on the development of the Group’s core retail operations.
The Company, through its majority shareholder Pentland Group Plc,
maintains appropriate Directors’ and Officers’ liability insurance.
Attendance at Board and Committee Meetings
Board
Meetings
9
Remuneration
Committee
4
Audit
Committee
3
Nomination
Committee
-
9
7
9
6
9
8
4*
-
4*
4
4
-
3*
1*
3*
2
3
2
-
-
-
-
-
Number of
meetings in year
P Cowgill
B Bown
B Small
C Archer1
A Leslie
M Davies2
*
P Cowgill and B Small attended the Remuneration Committee
meetings and the Audit Committee meetings at the invitation
of the members of those committees. B Bown attended an
Audit Committee meeting at the invitation of the members
of that committee.
(1) C Archer served on the Board for part of the year, having stood
down on 30 September 2013.
(2) M Davies was appointed to the Remuneration, Audit and
Nomination Committees on 1 October 2013.
Conflicts of Interest
The Company’s Articles of Association permit the Board to
consider and, if it sees fit, to authorise situations where a
Director has an interest that conflicts, or possibly could conflict,
with the interests of the Company. The Board considers that the
procedures it has in place for reporting and considering conflicts
of interest are effective.
Board Committees
There are three principal Board Committees to which the Board
has delegated certain of its responsibilities. The terms of reference
for all three Committees are available for inspection on request and
are available on the Company’s corporate website www.jdplc.com.
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Corporate Governance Report (Continued)
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Audit Committee
Membership and Meetings
The Audit Committee currently comprises two independent
Non-Executive Directors, Martin Davies (Chairman) who
was appointed to the Committee on 1 October 2013 and
Andrew Leslie. Colin Archer was Chairman of the Committee
until 30 September 2013.
The Audit Committee met three times in the year with the
external auditor attending each meeting. Details of attendance
at Audit Committee meetings are set out in the table above.
Principal Duties
The Committee’s principal duties are to review draft annual and
interim financial statements prior to being submitted to the Board,
reviewing the effectiveness of the Group’s system of internal
control and risk management and to review the performance
and cost effectiveness of the external auditor.
Main Activities During the Year
The Committee’s activities included:
•
•
•
•
•
Reviewing the Group’s draft financial statements and interim
results statement prior to Board approval and reviewing
the external auditor’s detailed reports thereon including
internal controls.
Reviewing regularly the potential impact on the Group’s
financial statements of certain matters such as impairments
of fixed asset values and proposed International
Accounting Standards.
Reviewing the external auditor’s plan for the audit of the
Group’s financial statements, key risks of misstatement in the
financial statements, confirmations of auditor independence,
audit fee and terms of engagement of the auditor.
Reviewing the independence and effectiveness of the Group’s
external auditor.
Reviewing the arrangements in place for employees to be
able to raise matters of possible impropriety in confidence
to ensure they remain appropriate.
• Reviewing the Company’s risk register and internal controls.
Consideration of whether an internal audit function should
•
be established.
Financial Statements and Significant Accounting Matters
The Committee is responsible for reviewing the Group’s draft
financial statements and interim results statement prior to
Board approval. As part of such review, the Committee considers
whether suitable accounting policies have been adopted and
whether appropriate judgements have been made by management.
The Committee also reviews reports by the external auditor on
the full year and half year results.
The following are material areas in which significant judgements
have been applied and have been considered by the Committee
during the year:
Impairment of Goodwill and Intangible Assets
The Committee considered the assumptions underlying the
calculation of the value in use of the cash generating units
being tested for impairment, primarily the achievement of the
short term business plan, the assumptions on discount rates
and long term growth rates. The Committee reviewed the
budgets and business plans that support the impairment
reviews and challenged the key assumptions used and are
comfortable that they represent managements best estimate
at the time.
The external auditor provides to the Committee detailed
explanations of the results of their review of the estimate of the
value in use, including their challenge of management’s
underlying cashflow projections, the key growth assumptions
and discount rates. The Committee have also reviewed the
disclosures in the financial statements.
During the year the Committee reviewed the value in use of the
Bank goodwill and the growth assumptions used in this estimate
and an impairment of £11.8 million has been recognised in
the current year.
Further information on this is provided in note 13.
Valuation of Inventories
The Committee considered the assumptions used in the
inventory obsolescence provision models across the Group.
The valuation of inventories is a principal risk for the Group as
its retail businesses are highly seasonal. The Committee reviews
the provision models and challenges management on the key
judgements made over aged stock and the level of proceeds for
aged stock.
The external auditor reports to the Committee on the work they
have completed and how their audit work is concentrated on
this area.
42 / 43
External Auditor
Internal Audit
A breakdown of the audit and non-audit related fees is set out
in note 3 to the Consolidated Financial Statements on page 72.
Non-audit work was comprised mainly of tax and other project
work and was undertaken by the external auditor due to their
knowledge and understanding of the Group’s business and in
the interests of efficiency. Larger pieces of non-audit work
were awarded following a tender process. The Company has
instructed other firms to provide non-audit services from
time to time in prior years and the Committee will keep the
level of non-audit work performed by the auditor under review.
The Committee is satisfied that the level and scope of non-audit
services performed by the external auditor does not impact
their independence.
Since the year end, the Committee has adopted a formal policy
on the provision of non-audit services by the external auditor.
The objective of the policy is to ensure the external auditor’s
independence is maintained and to establish appropriate
approval levels prior to non-audit work being undertaken by
the external auditor. Under the policy, any non-audit services to
be undertaken by the auditor require advance authorisation in
accordance with the following:
•
•
•
Work in excess of £100,000 – Committee approval required.
For individual pieces of work between £20,000 and
£100,000 – Executive Chairman approval required.
For individual pieces of work below £20,000 - Group Finance
Director approval required.
KPMG have acted as auditor to the Company since its flotation
in 1996 and no tender exercise has been conducted to date.
The lead partner is subject to rotation every five years to
safeguard independence, with a new lead partner being
appointed to lead the audit for the 2014/15 financial year.
In light of the Code and the recent conclusions of the
Competition Commission, the Committee will keep under review
the appropriate timing for a formal tender. In the meantime,
the Board believes it is important that the auditor is independent
from the auditor of the Company’s majority shareholder.
The Committee keeps under review the relationship between
the Group and external auditor and, having considered the
external auditor’s performance during their period in office
and being satisfied that the external auditor continues to be
independent, recommends their reappointment.
The Company does not currently have an internal audit function.
The Committee considers on an annual basis whether an internal
auditor should be recruited and at the current time has determined
that this is not necessary due to the centralised nature of the
Group’s core operations and the Group’s experienced Loss
Control team who play an effective role in limiting shrinkage,
theft and fraud. The Loss Control Director reports to the Board
on a quarterly basis.
Remuneration Committee
The Remuneration Committee currently comprises two independent
Non-Executive Directors, Andrew Leslie (Chairman) who was
appointed as Chairman on 1 October 2013 and Martin Davies
who was appointed to the Committee on 1 October 2013.
Colin Archer was Chairman of the Committee until 30
September 2013.
The Committee’s principal duties are to determine overall Group
remuneration policy, remuneration packages for Executive Directors
and senior management, the terms of Executive Director service
contracts, the terms of any performance-related schemes
operated by the Group and awards thereunder.
The Committee met four times during the year. Details of
attendance at Remuneration Committee meetings are set out in
the table on page 41.
Further details about Directors’ remuneration are set out in the
Directors’ Remuneration Report on pages 46 to 56.
Nomination Committee
The Nomination Committee currently comprises the Executive
Chairman and two independent Non-Executive Directors,
Andrew Leslie and Martin Davies who was appointed to the
Committee on 1 October 2013. Colin Archer was a member of
the Committee until 30 September 2013.
The Committee’s principal duties are to consider the size,
structure and composition of the Board, ensure appropriate
succession plans are in place for the Board and senior
management and, where necessary, consider new appointments
to the Board and senior management. From time to time the
full Board performs some of the duties of the Nomination
Committee, as was the case during the year under review.
In addition, regular informal discussions on Board structure,
succession and performance take place between the non-executive
directors and the Executive Chairman.
No external search consultancy has been engaged during the
year under review.
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Corporate Governance Report (Continued)
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Board Composition and Diversity
The Board is mindful of the recommendations of the Davies Review.
The Board’s overriding aim is to make appointments based on merit
and against objective criteria. The Board anticipates undertaking
a search exercise during the 2014/15 financial year with a view
to appointing a further independent non-executive director and
any such appointment will be made with due regard to the
benefits of diversity on the Board, including gender diversity,
as well as other relevant and required experience.
Internal Control
There is an ongoing process for identifying, evaluating and
managing the significant risks faced by the Group. This process
has been in place for the year under review and accords with
the Turnbull guidance.
The Board, in conjunction with the Audit Committee, has full
responsibility for the Group’s system of internal controls and
monitoring their effectiveness. However, such a system is
designed to manage rather than eliminate the risk of failure to
achieve business objectives, and can only provide reasonable
and not absolute assurance against material misstatement.
The Board has established a well-defined organisation structure
with clear operating procedures, lines of responsibility, delegated
authority to executive management and a comprehensive
financial reporting process.
Key features of the Group’s system of internal control and risk
management are:
•
•
•
•
•
•
Identification and monitoring of the business risks facing
the Group, with major risks identified and reported to the
Audit Committee and the Board.
Detailed appraisal and authorisation procedures for
capital investment.
Prompt preparation of comprehensive monthly management
accounts providing relevant, reliable and up-to-date
information. These allow for comparison with budget and
previous year’s results. Significant variances from approved
budgets are investigated as appropriate.
Preparation of comprehensive annual profit and cash
flow budgets allowing management to monitor business
activities and major risks and the progress towards financial
objectives in the short and medium term.
Monitoring of store procedures and the reporting and
investigation of suspected fraudulent activities.
Reconciliation and checking of all cash and stock balances
and investigation of any material differences.
In addition, the Audit Committee receives comprehensive
reports from the external auditor in relation to the financial
statements and the Group’s system of internal controls.
The Group has a formal whistle blowing policy in place enabling
employees to raise concerns in relation to the Group’s activities
on a confidential basis.
The Board has reviewed the effectiveness of the Group’s system
of internal controls and believes this to be effective. In establishing
the system of internal control the Directors have regard to the
materiality of relevant risks, the likelihood of a loss being
incurred and costs of control. It follows, therefore, that the
system of internal control can only provide a reasonable,
and not absolute, assurance against the risk of material
misstatement or loss.
The integration of recently acquired businesses into the Group’s
system of internal controls is achieved as quickly as possible.
Shareholder Relations
The Executive Directors maintain an active dialogue with the
Company’s major shareholders to enhance understanding of
their respective objectives. The Executive Chairman provides
feedback to the Board on issues raised by major shareholders.
This is supplemented by twice yearly formal feedback to the
Board on meetings between management, analysts and
investors which seeks to convey the financial market’s perception
of the Group.
The Senior Independent Non-Executive Director is available
to shareholders if they have concerns which have not been
resolved through dialogue with the Executive Directors, or for
which such contact is inappropriate. Major shareholders may
meet with the Non-Executive Directors upon request.
External brokers’ reports on the Group are circulated to the
Board for consideration. In addition, the Non-Executive Directors
attend results presentations and analyst and institutional investor
meetings whenever possible.
The AGM is attended by all Directors, and shareholders are
invited to ask questions during the meeting and to meet with
Directors after the formal proceedings have ended. At the AGM
the level of proxies lodged on each resolution is announced to
the meeting after the show of hands for that resolution.
44 / 45
Compliance with the Code
The Directors consider that during the year under review and to
the date of this report, the Company complied with the Code
except in relation to the following:
-
-
-
-
-
Code provision B.1.2 – The Company was re-admitted to
the FTSE 350 in December 2013. Colin Archer stood down
from the Board on 30 September 2013 and so the Company
does not currently comply with this Code provision which
requires at least half of the Board (excluding the Chairman)
to be comprised of independent non-executive directors.
The Board anticipates undertaking a search exercise during
the 2014/15 financial year with a view to appointing a further
independent non-executive director.
Code provision B.6.1 – The annual evaluation exercise was
not conducted by the year end but in the period prior to the
announcement of the Company’s results on 15 April 2014.
Code provision B.6.2 – The Board did not conduct an
externally facilitated evaluation exercise. The Board will
keep under consideration on an annual basis whether an
externally facilitated exercise is appropriate and would provide
value for money.
Code provision C.3.1 and D.2.1 – These provisions require
there to be three independent non-executive directors on the
Audit Committee and Remuneration Committee respectively.
Each such Committee was comprised of two independent
non-executive directors. The Board will keep Committee
composition under review and will look to make adjustments
as and when a new independent non-executive director is
appointed the Board.
Code provision C.3.7 – The audit has not been put out
to tender. In light of the Code and the recent conclusions
of the Competition Commission, the Committee will keep
under review the appropriate timing for a formal tender.
This report was approved by the Board and signed on its behalf by:
Jane Brisley
Company Secretary
15 April 2014
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46 / 47
Directors’
Remuneration
Report
Annual Statement
Dear Shareholder
The Remuneration Committee (‘Committee’) has focused on
ensuring that our policies and actions are appropriate for our
business and that they balance the rewards to our Executive
Directors for delivering first class financial performance with
our medium/long term strategic goals to create long term value
for our shareholders.
We believe in rewarding our Executives based on their individual
and team performance and on the value created for the
shareholders. Our annual bonus scheme combines challenging
financial targets with clear medium/long term strategic objectives.
This year we are proposing a new Long Term Incentive Plan
(‘LTIP’) which will be based on the achievement of challenging
financial targets.
This Directors’ Remuneration Report (‘Report’) is on the activities
of the Committee for the period to 1 February 2014. It sets
out the remuneration policy and remuneration details for the
Executive and Non-Executive directors of the Company. There are
three sections;
-
-
-
This Annual Statement.
The Policy Report setting out the forward looking directors’
remuneration policy and which is subject to a binding
shareholder vote at the 2014 AGM.
The Annual Report on Remuneration providing details on
how the directors’ remuneration policy will be operated for
2014/2015 and the remuneration earned in the year to
1 February 2014. This Annual Report on Remuneration
together with the Annual Statement will be subject to an
advisory shareholder vote at the 2014 AGM.
This report has been prepared in accordance with Schedule
8 of The Large and Medium-sized Companies and Groups
(Accounts and Reports) Regulations 2008 as amended in
August 2013 (‘Regulations’). This is the first time the Company
has prepared the Report in accordance with the amended
Regulations. The Companies Act 2006 requires the auditors to
report to the shareholders on certain parts of the Report and to
state whether, in their opinion, those parts of the report have
been properly prepared in accordance with the Regulations.
The parts of the Annual Report on Remuneration that are subject
to audit are indicated in that report.
The Committee keeps under review the remuneration policy
and specific remuneration packages for the Executive Directors
and other senior executives. The Committee is mindful that our
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Group operates in a highly competitive retail environment and
we seek to ensure that our remuneration policy is appropriate
to attract, retain and motivate executive directors of the right
calibre to ensure the success of the Company into the future.
The Committee has determined that it would be appropriate for
a new LTIP scheme to be proposed to shareholders at the 2014
AGM. In line with prior LTIP schemes, it will grant cash awards
rather than shares, given the current shareholder structure and
the lack of a large free float. The Committee believes it is in the
best interests of the Company to adopt the new LTIP in order to
be able to retain and motivate the Executive Directors, to provide
competitive rewards and to incentivise them to sustain and
build long term value in alignment with shareholder interests.
Summary of activity
•
•
•
•
Review of basic salary to ensure these are appropriate for
the market in which we operate. No salary increase was
awarded to the Executive Directors at the last review in
2013. With effect from 1 April 2014, the Committee has
agreed that the basic salary reviews detailed on page 56
will be implemented. The salary increases equate to a 2%
increase for the Executive Chairman and Chief Executive
(which is in line with the general increase for our Head
Office employees) and 6.25% for the Group Financial
Director so as to be more in line with the market.
Review of annual bonus awards for the year to 1 February
2014, which are set out on page 53, and appropriate
targets for the 2014/15 financial year. These are based
on a combination of financial and non-financial Key
Performance Indicators (‘KPIs’) linked to key strategic
objectives which are intended to reward our Executive
Directors for performance and provide alignment with
shareholder interests.
Consideration of appropriate LTIP arrangements.
The Company is proposing a new cash LTIP for the
Executive Directors at the 2014 AGM.
Consideration of the final award under the Executive
Chairman’s special retention scheme which is outlined
on page 54.
Andrew Leslie
Chairman of the Remuneration Committee
15 April 2014
46 / 47
Policy Report
This directors’ remuneration policy will take effect, subject to it being approved by shareholders, from the date of the 2014 AGM.
Following approval, remuneration payments and payments for loss of office can only be made to directors if they are consistent
with the approved directors’ remuneration policy. However, commitments made before the directors’ remuneration policy comes
into effect and commitments made before an individual became a director will be honoured even if they are inconsistent with the
policy prevailing when the commitment is fulfilled.
Policy Overview
•
•
•
The Group operates in a highly competitive retail environment and the Committee seeks to ensure that the level and form of
remuneration is appropriate to attract, retain and motivate Executive Directors of the right calibre to ensure the success of the
Company into the future.
Remuneration should be aligned with the key corporate metrics that drive earnings growth and increased shareholder value
with significant emphasis on performance related pay measured over the longer term.
Incentive arrangements for Executive Directors should provide an appropriate balance between fixed and performance related
elements and be capable of providing exceptional levels of total payment if outstanding performance is achieved.
Future Policy Table
Executive Directors
Element of
Remuneration
Base salary
Purpose and link
to strategy
To provide competitive
fixed level remuneration
to attract and retain
Executive Directors of
the necessary calibre to
execute the Group’s
strategy and deliver
shareholder value.
Operation
Base salaries for the Executive Directors are
reviewed annually by the Committee.
The following factors are taken into account when
determining base salary levels:
•
Remuneration levels at comparable quoted
UK retail companies.
The need for salaries to be competitive.
The performance of the individual.
Executive Director.
Experience and responsibilities.
Pay for other employees in the Group.
The total remuneration available to the
Executive Directors and the components
thereof and the cost to the Company.
•
•
•
•
•
Benefits
To ensure the overall
package is competitive
for Executive Directors.
Current benefits provision is detailed
on page 53.
Other benefits may be provided where
appropriate including health insurance,
life insurance/death in service, travel expenses
and relocation.
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Maximum
The policy of the Committee is that
the salaries of the Executive Directors
should be reviewed annually, although
it reserves the right to review salaries
on a discretionary basis if it believes an
adjustment is required to reflect market
rates or performance.
There is no prescribed maximum
annual increase. The Committee is
guided by the general increase for the
broader employee population but on
occasions may need to recognise,
for example, an increase in the scale,
scope or responsibility of the role as
well as market rates.
The Committee determines the
appropriate level taking in account
market practice and individual
circumstances.
Performance
targets
Not applicable
Not applicable
48 / 49
Directors’ Remuneration Report (Continued)
Element of
Remuneration
Pension
Purpose and link
to strategy
To provide post-retirement
benefits for Executive
Directors.
Operation
Payments are made into a defined contribution
scheme with company contributions set as a
percentage of base salary.
The Committee has the discretion to pay a
cash amount in lieu of a pension contribution
(any such payment would not count for the
purposes of calculating bonus and LTIP awards).
The bonus is paid annually in cash and is
non-pensionable.
No claw back provisions apply.
Annual Bonus
Executive Directors have
the opportunity to earn
performance related
bonuses based on the
achievement of targets
and key performance
indicators which incentivise
the achievement of the
business strategy.
Maximum
The rates are set at a level which the
Committee considers is appropriate.
Current company contribution rates
for Executive Directors are shown on
page 53.
100% of salary, however, the Committee
has the discretion to award bonuses of
up to 200% of salary for exceptional
performance.
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Performance
targets
Not applicable
The targets are set by
the Committee each
year and are based on a
combination of financial
and strategic KPIs, with
target and maximum
levels. At least two thirds
of the annual bonus will
be linked to financial KPIs.
The Committee retains
the discretion to adjust
the targets in the event
of significant corporate
activity during the year.
The Committee will
review the Group’s overall
performance before
determining final bonus
levels. The Committee
may in exceptional
circumstances amend the
bonus payout should this
not, in the view of the
Committee, reflect the
overall business
performance or individual
contribution. Targets will
be disclosed in the
following year’s
Annual Report.
48 / 49
Maximum
200% of base salary under the
proposed new LTIP. The level of any
awards under such LTIP (if approved)
remain under consideration of the
Committee.
Element of
Remuneration
Long Term
Incentive Plans
Purpose and link
to strategy
To provide the Executive
Directors with the
opportunity to earn
competitive rewards.
To align the Executive
Directors’ interests more
closely with those of the
shareholders.
To focus the Executive
Directors on sustaining
and improving the
long-term financial
performance of the
Company and reward
them appropriately
for doing so.
Operation
We are proposing a new LTIP for shareholder
approval at the 2014 AGM.
Key features of the proposed LTIP are:
Cash awards (not shares).
•
Three year performance period.
•
The performance condition can be amended
•
or substituted if events occur which cause
the Committee to consider that an amended
or substituted performance target would
be more appropriate. Any amended or
substituted target would not be materially
more or less difficult to satisfy.
Malus provisions apply to unvested awards.
The Committee can reduce, cancel or impose
further conditions on the awards where it
considers such action is appropriate.
This includes where there has been a
material misstatement of the Company’s
audited financial results, a serious failure
of risk management or serious
reputational damage.
•
Non-Executive Directors
Element of
Remuneration
Non-Executive
Director Fees
Purpose and link
to strategy
Set at a level which
the Committee considers
reflects the time
commitment and
contributions that are
expected from the
Non-Executive Directors
Operation
Cash fee paid. Additional fees based on additional
responsibilities, such as acting as Senior
Non-Executive Director or serving as Chairman
of Board Committees, may be paid.
Fees are reviewed on an annual basis.
The Non-Executive Directors do not participate
in the Company’s incentive arrangements and no
pension contributions are made in respect of them.
Reasonable travel and subsistence expenses may
be paid or reimbursed by the Company.
Maximum
The policy of the Committee is that the
fees paid to Non-Executive Directors
should be reviewed annually, although
it reserves the right to review fees on
a discretionary basis if it believes an
adjustment is required to reflect market
rates, scope of responsibilities or
performance. There is no prescribed
maximum annual increase.
Performance
targets
The proposed LTIP
will measure financial
performance over a 3 year
period with targets based
on headline earnings
during that period.
It is anticipated that
25% of any award
will vest at threshold
performance increasing
on a straightline basis
to 100% for maximum
performance.
Targets will be disclosed
in the annual accounts
for the year following
a performance period.
Performance
targets
None
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50 / 51
Directors’ Remuneration Report (Continued)
Share Ownership Guidelines
The Company does not have a minimum share ownership
requirement for the Executive Directors. Given our narrow
shareholder base, the Committee considers it impractical to set
realistic shareholding targets.
Consideration of Shareholder Views
The Committee engages directly with the major shareholders
on key aspects of the remuneration policy and will take into
consideration feedback received in relation to the AGM
(or otherwise) when next reviewing the policy.
Consideration of Employee Conditions Elsewhere in
the Group
Remuneration arrangements are determined throughout the
Group based on the same principle that reward should be
achieved for delivery of our business strategy and should be
sufficient to attract and retain high calibre talent, without paying
more than is necessary.
Senior executives below Board level with a significant ability to
influence company results may participate in an annual bonus
plan and deferred bonus plan which reward both performance
and loyalty and are designed to retain and motivate.
Approach to Recruitment Remuneration
In the event that a new Executive Director was to be appointed,
a remuneration package would be determined consistent with
the directors’ remuneration policy. In particular, new Executive
Directors will participate in variable remuneration arrangements
on the same basis as an existing Executive Directors. In the
event that a new Non-Executive Director was to be appointed,
the fees payable would be determined consistent with the
directors’ remuneration policy.
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If it were necessary to attract the right candidate, due consideration
would be given to making awards necessary to compensate for
forfeited awards in a previous employment. In making any such
award, the Committee will take into account any performance
conditions attached to the forfeited awards, the form in which
they were granted and the timeframe of the forfeited awards.
The value of any such award will be capped to be no higher on
recruitment than the forfeited awards and will not be pensionable
nor count for the purposes of calculating bonus and LTIP awards.
The Committee retains the right to exercise the discretion
available under Listing Rule 9.4.2 where necessary to put in
place an arrangement established specifically to facilitate,
in unusual circumstances, the recruitment of a new Executive
Director. Where appropriate the Company will offer to pay
reasonable relocation expenses for new Executive Directors.
In respect of an internal promotion to the Board, any commitments
made before the promotion will continue to be honoured
even if they would otherwise be inconsistent with the directors’
remuneration policy prevailing when the commitment is fulfilled.
Service Contracts and Payments For Loss of Office
Details of the contracts currently in place for Executive Directors
are as follows:
Date of
Contract
16 March 2004
20 February 2009
10 March 2004
Notice Period
(Months)
12
12
12
Unexpired
Term
Rolling 12 months
Rolling 12 months
Rolling 12 months
P Cowgill
B Bown
B Small
It is the Company’s policy that notice periods for Executive Director
service contracts are no more than 12 months.
In the event of early termination, the Company may make a
termination payment not exceeding one year’s salary and benefits.
Incidental expenses may also be payable where appropriate.
It is in the discretion of the Committee as to whether departing
directors would be paid a bonus. In exercising its discretions
on determining the amount payable to an Executive Director
on termination of employment, the Board would consider each
instance on an individual basis and take in account contractual
terms, circumstances of the termination and the commercial
interests of the Company. When determining whether a bonus
or any other payment should be made to a departing director,
the Committee will ensure that no ‘reward for failure’ is made.
The Committee may make a payment to a departing director for
agreeing to enter into enhanced restrictive covenants following
termination where it considers that it is in the best interests of the
Company to do so.
50 / 51
In the event of gross misconduct, the Company may terminate the
service contract of an Executive Director immediately and with no
liability to make further payments other than in respect of amounts
accrued at the date of termination.
The current Executive Director service contracts permit the
Company to put an Executive Director on garden leave for a
maximum period of 3 months. The Company may adjust such
period as deemed appropriate for any new Executive Directors.
The Executive Director service contracts contain a change of
control provision whereby if 50% of more of the shares in the
Company come under the direct or indirect control of a person
or persons acting in concert, an Executive Director may serve
notice on the Company, at any time within the 12 month period
following a change of control, terminating his employment.
Upon termination in these circumstances, an Executive Director
will be entitled to a sum equal to 112% of his basic salary
(less deductions required by law) and such Executive Director
waives any claim for wrongful or unfair dismissal. The Company
does not envisage such a provision being contained in any
service contracts for any new Executive Directors.
LTIP
Where cessation of employment is due to ill-health, injury,
disability or the sale of the employing entity out of the group,
the unvested LTIP award will continue. It will continue to vest in
accordance with the original vesting date and subject to the
original performance target unless the Committee determines
that it should vest as soon as reasonably practicable following
the date of cessation.
Where cessation of employment is due to death, the LTIP award
will, unless the Committee determine otherwise, vest as soon as
reasonably practicable following death. Where the Executive
Director is dismissed lawfully without notice, the LTIP award will
lapse on the date of cessation.
In all other circumstances the LTIP award will lapse on the date
of cessation of employment unless the Committee determines
otherwise, in which case it will determine the extent to which the
unvested LTIP award vest taking into account the extent to which
the performance target is satisfied at the end of the performance
period or, as appropriate, on the date on which employment ceases.
The period of time that has elapsed since the start of the performance
period to the date of cessation of employment will also be taken
into account unless the Committee determines otherwise.
In the event of a change of control, LTIP awards will vest at the
date of change of control (other than in respect of an internal
reorganisation) unless the Committee determines otherwise.
The service contracts and letters of appointment are available
for inspection by shareholders at the forthcoming AGM and
during normal business hours at the Company’s registered
office address.
In accordance with the recommendations of the UK Corporate
Governance Code, all Directors will retire and offer themselves
for re-election at the 2014 AGM.
Non-Executive Directors
The Non-Executive Directors have entered into letters of
appointment with the Company which are terminable by the
Non-Executive Director or the Company on not less than
three months’ notice.
Non-Executive Directorships
The Board recognises that Executive Directors may be invited to
become Non-Executive Directors of other businesses and that the
knowledge and experience which they gain in those appointments
could be of benefit to the Company. Prior approval of the Board is
required before acceptance of any new appointments.
During the year to 1 February 2014, only Peter Cowgill held
Non-Executive positions. He is Non-Executive Chairman of both
United Carpets Group Plc and MBL Group Plc. He has retained
earnings of £72,500 (2013: £72,500) in respect of these offices.
Illustrations of Application of Remuneration Policy
The chart below illustrates the level of remuneration that would
be received by the Executive Director in accordance with the
directors’ remuneration policy in the year to 31 January 2015.
Each bar gives an indication of the minimum amount of
remuneration payable at target performance and remuneration
payable at maximum performance to each Director under the policy.
Each of the bars is broken down to show how the total under each
scenario is made up of fixed elements of remuneration and
variable remuneration.
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Directors’ Remuneration Report (Continued)
Fixed elements of remuneration
Annual Bonus
LTIP (LTIP scheme to be proposed to shareholders at the 2014 AGM)
)
0
0
0
£
(
n
o
i
t
a
r
e
n
u
m
e
R
3000
2500
2000
1500
1000
500
0
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£2,929k
50%
25%
£1,465k
25%
25%
£733k
100%
50%
25%
£1,323k
49%
24%
27%
£306k
100%
£561k
23%
23%
54%
£1,071k
48%
24%
28%
£675k
24%
24%
52%
£351k
100%
Minimum
On Target
Maximum
Minimum
On Target
Maximum
Minimum
On Target
Maximum
P Cowgill Executive Chairman
B Bown Chief Executive Officer
B Small Group Finance Director
The scenarios in the above graphs are defined as follows:
Fixed elements of remuneration
Annual Bonus (1)
Long Term Incentive Plan (2)
Minimum
•
•
•
0%
0%
The base salary is the salary as at 1 April 2014
The benefits are taken as those in the single figure table on page 53
The pension is taken as shown in the single figure table on page 53.
50%
25%
100%
100%
On target
performance
Maximum
performance
Note (1) – the maximum annual bonus has been based on the usual maximum award of 100% of salary.
Note (2) – the above graphs assume that the new LTIP is adopted at the 2014 AGM. On target performance is 50% of salary.
Maximum performance is 200% of salary.
52 / 53
Annual Report on Remuneration
Single Total Figure Table (Audited)
Peter Cowgill
2014
2013
Barry Bown
2014
2013
Brian Small
2014
2013
Colin Archer (2)
2014
2013
Andrew Leslie
2014
2013
Martin Davies (3)
2014
2013
Chris Bird (4)
2013
Salary (1)
£000
Benefits
£000
Pension
£000
Bonus
£000
LTIP
£000
718
714
318
316
240
234
27
41
31
31
31
10
20
1
1
1
-
20
18
-
-
-
-
-
-
-
-
-
25
25
29
28
-
-
-
-
-
-
-
718
263
318
116
240
77
-
-
-
-
-
-
-
-
167
-
146
-
104
-
-
-
-
-
-
-
Special
Retention
£000
1,700
900
-
-
-
-
-
-
-
-
-
-
-
Total
£000
3,137
2,045
662
603
529
461
27
41
31
31
31
10
20
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(1) Salary reviews effective 1 April.
(2) Colin Archer ceased to be a Non-Executive Director on 30 September 2013.
(3) Martin Davies became a Non-Executive Directors on 1 October 2012.
(4) Chris Bird ceased to be a Non-Executive Director on 30 September 2012.
The taxable benefits received by the Executive Directors are car benefits and healthcare insurance.
Pension contributions are:
Peter Cowgill – 0% of salary
-
- Barry Bown - 8% of salary
- Brian Small - 12% of salary
54 / 55
Directors’ Remuneration Report (Continued)
2010-2013 LTIP
An LTIP was approved by shareholders at the 2010 AGM
(‘2010 LTIP’) and consisted of one award made in 2010 that
would pay out in cash after three years, subject to continued
employment and meeting performance targets which would
drive the creation of shareholder value. The delivery mechanism
was cash rather than shares, given the Company’s shareholder
structure and the lack of a large free float. All payments would
be non-pensionable.
The following table outlines the structure of the 2010 LTIP:
Performance to
Amount Payable:
P Cowgill
B Bown
B Small
Other key executives
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2 February 2013
£000
500
437
313
2,750
4,000
The 2010 LTIP awards were paid out in full in 2013 following
satisfaction of the performance conditions under that plan.
No further awards can be made under the 2010 LTIP.
Executive Chairman Special Retention Scheme
A special retention scheme (the ‘Scheme’) for the Executive
Chairman designed to ensure that he is retained until at least
31 March 2014 and focused on driving shareholder value was
approved by shareholders at the 2011 AGM.
The Scheme provides for Mr Cowgill to receive a cash award at
a certain date in the future. The final value of the Scheme is
subject to the Group achieving certain profits before tax and
exceptional items (‘Adjusted Profits’). None of the benefits
which may be received under the Scheme are pensionable.
The Scheme is divided into three ‘tranches’ relating to three
accounting periods of the Group being the years ending
28 January 2012, 2 February 2013 and 1 February 2014
(‘Award Tranches’). Each Award Tranche has a maximum value,
which will be paid out if the Adjusted Profits target for the relevant
accounting period is met. If the Adjusted Profits target is not met
for any particular accounting period, the value of the relevant
Award Tranche will be reduced pro-rata according to the actual
profits before tax and exceptional items of the Group. If the
Adjusted Profits are less than an agreed figure (the ‘Minimum
Adjusted Profits’), the Award Tranche will lapse and no cash
payment will be made to Mr Cowgill.
The Adjusted Profits target of £74m to achieve the maximum
award of £900,000 for the 52 weeks to 28 January 2012 was
met and so the first Award Tranche of £900,000 vested.
The Adjusted Profits target to achieve the maximum award of
£900,000 for the 53 weeks to 2 February 2013 was set at £74m,
with the Minimum Adjusted Profit to achieve 40% of such maximum
award being set at £70m. However as these targets were set
prior to the acquisition of Blacks which was targeted to deliver
additional profits in the medium term, the Committee retained
a discretion to adjust the award for the impact of this acquisition,
as reported in the 2012 Annual Report. The Committee exercised
its discretion in this regard and was satisfied that, excluding the
impact of the Blacks acquisition, the target of at least £74 million
in the year to 2 February 2013 would have been satisfied.
In the light of this the Committee exercised its discretion and
awarded the second Award Tranche of £900,000 in full.
The Adjusted Profits target to achieve the maximum award of
£1,700,000 for the 52 weeks to 1 February 2014 was set at £75m,
with the Minimum Adjusted Profit to achieve 40% of such
maximum award being set at £68m. Again, the Committee
reserved the right to adjust these targets to take into account
the short term impact of any corporate activity which may have
taken place in the year. This discretion was not exercised.
Given the Adjusted Profits target to achieve the maximum
award for the year to 1 February 2014 has been exceeded,
the Committee has determined that the third award tranche of
£1,700,000 has vested. It is envisaged that payment of the
awards will be made in the period between the announcement
of the Company’s results and the end of April 2014.
Statement of Directors’ Shareholding (Audited)
The interests of the Directors who held office at 1 February 2014
and their connected persons in the Company’s ordinary shares
are shown below:
P Cowgill
B Bown
B Small
Ordinary shares of 5p each
1 February
2014
410,263
5,676
23,950
439,889
2 February
2013
410,263
5,676
23,950
439,889
There has been no change in the interests of the Directors or
their connected persons between 1 February 2014 and the date
of this report. The holdings stated above are held directly by the
Directors and are not subject to any performance targets.
The Directors have no other interests in Company shares.
As stated in the directors’ remuneration policy, the Company does
not have a minimum share ownership requirement for Directors.
Given our narrow shareholder base, the Committee considers
it impractical to set realistic shareholding targets.
54 / 55
Scheme Interests Awards During the Year (Audited)
No awards were made during the year under any long term
incentive scheme.
Payments to Past Directors (Audited)
No payments were made during the year to any past director.
Loss of Office Payments (Audited)
No payments were made for loss of office during the year.
Total Shareholder Return
The following graph shows the Total Shareholder Return (’TSR’)
of the Group in comparison to the FTSE All Share General
Retailers Index over the past five years. The Committee consider
the FTSE All Share General Retailers Index a relevant index for
total shareholder return comparison disclosure required under
the Regulations as the index represents the broad range of UK
quoted retailers.
TSR is calculated for each financial year end relative to the base
date of 31 January 2009 by taking the percentage change of the
market price over the relevant period, re-investing any dividends
at the ex-dividend rate.
1,000%
900%
800%
700%
600%
500%
400%
300%
200%
100%
0%
2009
2010
2011
2012
2013
2014
JD Sports Fashion plc
FTSE All Share General Retailers Index
Executive Chairman’s Remuneration Over Past 5 Years
(Audited)
The total remuneration figures for the Executive Chairman during
each of the last 5 financial years are shown in the table below.
The total remuneration figure includes the annual bonus based
on that year’s performance and LTIP awards based on three year
performance periods ending in the relevant financial year.
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The annual bonus payout and LTIP vesting level as a percentage
of the maximum opportunity are also shown for each of these years.
Year Ended
Total remuneration (£’000)
Annual bonus %
LTIP vesting %
January
2010
1,604
100
100
January
2011
1,810
120*
100
January
2012
2,293
75
100
January
2013
2,045
37
100
January
2014
3,137
100
n/a
*
The Committee exercised its discretion in 2011 to award
bonuses of 120% of salary as the Group’s performance
was considerably above market expectations early in that
financial year.
Percentage change in Executive Chairman’s remuneration
The table below shows the percentage change in the Executive
Chairman’s salary, benefits and annual bonus between financial
years 2 February 2013 and 1 February 2014 compared to UK
Head Office employees in the JD and Size? businesses, being
deemed by the Board as the most appropriate comparator group.
Salary
Executive Chairman
UK Head Office Employee average*
Benefits
Executive Chairman
UK Head Office Employee average*
Annual Bonus
Executive Chairman (includes special retention bonus)
UK Head Office Employee average*
%
change
0
2.5
0
0
173
71
*
Comparator group as defined above. There are circa 770
employees within this group.
Relative Importance of Spend on Pay
The following table shows the Group’s actual spend on pay
(for all employees) relative to dividends, tax and retained profits:
Staff costs (£’000)
Dividends (£’000)
Tax (£’000)
Retained profits (£’000)
2014
213,653
12,871
14,810
41,486
2013
208,702
12,408
12,232
41,242
%
change
2.4
3.7
21.1
0.6
56 / 57
Directors’ Remuneration Report (Continued)
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Implementation of Directors’ Remuneration Policy
in 2014/15
Consideration by Directors of Matters Relating to Directors’
Remuneration
Salaries
The Committee recognised that last year in the difficult and
volatile trading environment it was important that pay restraint
was exercised generally and that the Executive Directors should
lead on this issue. Accordingly, the Committee determined that
the salaries for the Executive Directors would remain unchanged
last year. Following this year’s review, the Committee has
determined that salaries for the current year will be revised as
follows with effect from 1 April 2014:
Previous
Salary
£000
718
318
240
New
Salary
£000
732
324
255
Percentage
Increase
Position
Against
Computer
Group
2 Upper Quartile
2 Lower Quartile
6.25 Lower Quartile
P Cowgill
B Bown
B Small
The Comparator Group for these purposes is the FTSE 350
companies.
The salary increases for P Cowgill and B Bown are in line
with the general salary increase for Head Office employees.
Following review of B Small’s salary, the Committee deemed
it appropriate to award a higher increase so as to be more
in line with the market.
Annual Bonus Performance Targets
The targets in respect of the annual bonus for the financial year
to 31 January 2015 are deemed to be commercially sensitive
and so will be disclosed in the 2015 Annual Report.
LTIP operation
•
•
•
Annual performance targets for the three financial years
comprising the performance period will be set at the date
of grant based on headline earnings for the relevant
financial year. A third of the award will be subject to this
performance target in the first financial year, a third of the
award will be subject to the performance target in the
second financial year and the remaining third will be
subject to the performance target in the third financial year.
In order for the relevant portion of the award to vest at
the end of the three year period the relevant target for
each proportion of the award must continue to be met
at the end of the three year performance period.
The targets in respect of the LTIP are deemed to be
commercially sensitive. However, the targets for the three
year performance period will be disclosed in the Annual
Report following the end of the performance period.
The Committee comprises two independent Non-Executive
Directors, being Andrew Leslie and Martin Davies. Andrew Leslie
was appointed as the Chairman of the Committee on
1 October 2013. Colin Archer was Chairman of the Committee
until 30 September 2013.
The Committee assists the Board in determining the Group’s
policy on Executive Directors’ remuneration and determines the
specific remuneration packages for senior executives, including
the Executive Directors, on behalf of the Board. Peter Cowgill,
the Executive Chairman, Barry Bown, the Chief Executive Officer,
and Brian Small, the Group Finance Director, have assisted the
Committee when requested with regards to matters concerning
key executives below Board level.
The Committee can obtain independent advice at the Company’s
expense where they consider it appropriate and in order to perform
their duties. No such advice was obtained during 2013/14.
The Committee is formally constituted with written Terms of
Reference, which are available on the Company’s corporate
website www.jdplc.com. The Committee is willing to engage
with any of the major shareholders or other representative
groups where appropriate concerning remuneration matters.
The Committee is mindful of the Company’s social, ethical and
environmental responsibilities and is satisfied that the current
remuneration arrangements and policies do not encourage
irresponsible behaviour.
The Committee has met four times during the year under review
with each member attending all the meetings. Details of
attendance at the Committee meetings are set out on page 41.
Statement of Voting at General Meeting
At last year’s AGM, the Directors’ Remuneration Report received
the following votes from shareholder.
Votes cast for
Votes cast against
Total votes cast
Votes withheld
%
94.31
5.69
2013 AGM
37,579,895
2,266,118
39,846,013
0
This report has been prepared on behalf of the Board
Andrew Leslie
Chairman of the Remuneration Committee
15 April 2014
56 / 57
Statement of Directors’ Responsibilities
in Respect of the Annual Report and
the Financial Statements
The Directors are responsible for preparing the Annual Report
and the Group and Parent Company financial statements in
accordance with applicable law and regulations.
Company law requires the Directors to prepare Group and
Parent Company financial statements for each financial year.
Under that law they are required to prepare the Group financial
statements in accordance with IFRSs as adopted by the EU and
applicable law and have elected to prepare the Parent Company
financial statements on the same basis.
The Directors are responsible for the maintenance and integrity
of the corporate and financial information included on the
Company ’s website. Legislation in the UK governing the
preparation and dissemination of financial statements may
differ from legislation in other jurisdictions.
The Board considers that the Annual Report and Financial
Statements, taken as a whole, are fair, balanced and understandable
and provide the information necessary for shareholders to
assess the Group’s performance, business model and strategy.
Under company law the Directors must not approve the financial
statements unless they are satisfied that they give a true and fair
view of the state of affairs of the Group and Parent Company
and of their profit or loss for that period. In preparing each of
the Group and Parent Company financial statements, 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 they have been prepared in accordance with
IFRSs as adopted by the EU; and
prepare the financial statements on the going concern basis
unless it is inappropriate to presume that the Group and the
Parent Company will continue in business.
The Directors are responsible for keeping adequate accounting
records that are sufficient to show and explain the Parent
Company’s transactions and disclose with reasonable accuracy
at any time the financial position of the Parent Company and
enable them to ensure that its financial statements comply with
the Companies Act 2006. They have general responsibility for
taking such steps as are reasonably open to them to safeguard
the assets of the Group and to prevent and detect fraud and
other irregularities.
Under applicable law and regulations, the Directors are also
responsible for preparing a Strategic Report, Directors’ Report,
Directors’ Remuneration Report and Corporate Governance
Statement that complies with that law and those regulations.
Responsibility Statement of the Directors in Respect of
the Annual Financial Report
We confirm that to the best of our knowledge:
•
•
The financial statements, prepared in accordance with the
applicable set of accounting standards, give a true and fair
view of the assets, liabilities, financial position and profit or
loss of the Company and the undertakings included in the
consolidation taken as a whole; and
The strategic report includes a fair review of the development
and performance of the business and the position of the
issuer and the undertakings included in the consolidation
taken as a whole, together with a description of the principal
risks and uncertainties that they face.
Brian Small
Group Finance Director
15 April 2014
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Independent Auditor’s
Report to The Members of
JD Sports Fashion Plc Only
Opinions and Conclusions Arising From Our Audit
1. Our Opinion on the Financial Statements is Unmodified
We have audited the financial statements of JD Sports Fashion Plc
for the 52 week period ended 1 February 2014 set out on
pages 60 to 119. In our opinion:
•
•
•
•
the financial statements give a true and fair view of the state
of the Group’s and of the Parent Company’s affairs as at
1 February 2014 and of the Group’s profit for the year
then ended;
the Group financial statements have been properly prepared
in accordance with International Financial Reporting Standards
as adopted by the European Union (IFRSs as adopted by
the EU);
the Parent Company financial statements have been properly
prepared in accordance with IFRSs as adopted by the EU
and as applied in accordance with the provisions of the
Companies Act 2006; and
the financial statements have been prepared in accordance
with the requirements of the Companies Act 2006 and,
as regards the Group financial statements, Article 4 of the
IAS Regulation.
2. Our Assessment of Risks of Material Misstatement
In arriving at our audit opinion above on the financial statements
the risks of material misstatement that had the greatest effect
on our audit were as follows:
Goodwill and Intangibles (£104.3m)
Refer to page 42 (Audit Committee Report), page 87
(accounting policy) and pages 84 to 90 (financial disclosures)
•
•
The risk – There is a risk of impairment of the group’s
significant goodwill and intangible balances due to
challenging trading conditions in certain of the high street
retail sectors and locations that the Group operates in.
Goodwill and intangibles are reviewed by the directors for
impairment using value in use models, except for brand
names which are reviewed for impairment using an
estimate of fair value less cost to sell based on the ‘royalty
relief’ method of valuation. The directors perform their
reviews on groups of individual cash generating units (CGUs).
A write down of £11.8m in relation to goodwill is recorded
in the income statement in respect of Bank. Due to the
inherent uncertainty involved in forecasting and discounting
future cash flows, which are used as the basis of the
assessment of recoverability of all goodwill and intangible
assets, this is one of the key judgemental areas that our
audit concentrated on.
Our response – our audit procedures included, among others,
reviewing the historical accuracy of the Group’s budgets
and challenging the assumptions used in the current year
budgets upon which the cash flow forecasts are based.
In addition we have tested the principles and integrity of the
discounted cash flow models used and performed sensitivity
analysis on the key assumptions underlying the cash flow
forecasts (revenue growth and margin growth) and the
discount rates used. We assessed the overall consistency of
the assumptions and of the estimated inputs, including the
potential risk of management bias by comparing growth
and discount rates applied in the models across each class
of goodwill and intangibles. We challenged the directors’
assumptions on revenue and margin growth for management
bias by critically analysing their strategy for future growth
and undertook our own assessments of future growth
potential based on long term growth within the market
and historic performance of margin growth within the Group.
We also used our own KPMG valuation specialist to
assess the reasonableness of the discount rates applied to
each class of goodwill and intangibles. Finally, we considered
the adequacy of the Group’s disclosures in respect of
impairment testing and whether disclosures about the
sensitivity of the outcome of the impairment assessment to
changes in the key assumptions reflected the risks inherent
in the valuation of goodwill and intangible assets.
Carrying Value of Inventories (£186.1m)
Refer to page 42 (Audit Committee Report), page 96
(accounting policy) and page 96 (financial disclosures)
•
•
The risk over the carrying value of inventories is considered
a significant audit risk due to the seasonal nature of the
Group’s core retail business, the changing desirability of
branded products over time and the judgement therefore
made in assessing the recoverability of its carrying value.
Our response – Our audit procedures included, among others,
testing the principles and integrity of the obsolescence
provision calculations used across the Group principally by
performing our own assessments in relation to key assumptions
within the model such as the proportion of current inventory
expected to become aged in the future and average proceeds
received for aged inventory. We assessed the overall consistency
of the assumptions, including the potential risk of management
bias by comparing the assumptions to those used in prior
periods, coupled with a review of inventory sold below cost
during the year and margins achieved for aged inventory
sold post year end. Finally we considered the adequacy of
the financial statements disclosures in respect of gross inventory
and inventory provisioning.
3. Our Application of Materiality and an Overview
of the Scope of Our Audit
The materiality of the Group financial statements as a whole
was set at £6.75 million. This has been determined with
reference to a benchmark of Group operating profit before
exceptional items (of which it represents 8.6%) which we consider
to be one of the principal considerations for members of the
company in assessing the financial performance of the Group.
We agreed with the audit committee to report to it all corrected
and uncorrected misstatements we identified through our audit
with a value in excess of £0.3 million, in addition to other audit
misstatements below that threshold that we believe warranted
being reported on qualitative grounds.
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Audits for Group reporting purposes were performed by
component auditors at the key reporting components in the
following countries: UK (three entities), France (one consolidated
reporting entity), and Spain (one consolidated reporting
entity). These group procedures covered 83.4% of total Group
revenue; 88.1% of the total Group profits and losses before
taxation; and 91.1% of total Group assets and liabilities.
The Group audit team performed the audits of the UK components
in accordance with materiality levels used for local audits.
These local materiality levels were set individually for each
component in the Group and ranged between £1.50m and £6.75m.
4. Our Opinion on Other Matters Prescribed by the
Companies Act 2006 is Unmodified
In our opinion:
•
•
•
the part of the Directors’ Remuneration report to be audited
has been properly prepared in accordance with the
Companies Act 2006; and
the information given in the Strategic report and Directors’
report for the financial year for which the financial statements
are prepared is consistent with the financial statements, and
information given in the Corporate Governance Statement
set out on pages 40 to 45 with respect to internal control
and risk management systems in relation to financial
reporting processes and about share capital structures is
consistent with the financial statements.
5. We Have Nothing to Report in Respect of the Matters
on Which we Are Required to Report by Exception
Under ISAs (UK and Ireland) we are required to report to you if,
based on the knowledge we acquired during our audit, we have
identified other information in the annual report that contains a
material inconsistency with either that knowledge or the financial
statements, a material misstatement or fact, or that is otherwise
misleading.
In particular we are required to report to you if:
•
•
we have identified material inconsistencies between the
knowledge we acquired during our audit and the Directors’
statement that they consider that the annual report and
financial statements taken as a whole is fair, balanced and
understandable and provides information necessary for
shareholders to assess the Group’s performance, business
model and strategy; or
the section of the annual report describing the work of the
Audit Committee does not appropriately address matters
communicated by us to the Audit Committee.
Under the Companies Act 2006 we are required to report to
you if, in our opinion:
•
•
•
•
•
adequate accounting records have not been kept by the
parent company, or returns adequate for our audit have
not been received from branches not visited by us; or
the parent company financial statements and the part of
the Directors’ Remuneration report to be audited are not in
agreement with the accounting records and returns; or
certain disclosures of Directors’ remuneration specified by
law are not made; or
we have not received all the information and explanations we
require for our audit; or
a Corporate Governance Statement has not been prepared
by the company.
Under the Listing Rules we are required to review:
•
•
the Directors’ statement, set out on page 39, in relation
to going concern; and
the part of the Corporate Governance Statement on pages
40 to 45 relating to the company’s compliance with the
nine provisions of the 2010 UK Corporate Governance Code
specified for our review; and
We have nothing to report in respect of the above responsibilities.
Scope of Report and Responsibilities
As explained more fully in the Directors’ Responsibilities Statement
[set out on page 57, the directors are responsible for the
preparation of the financial statements and for being satisfied
that they give a true and fair view. A description of the scope
of an audit of financial statements is provided on the
Financial Reporting Council’s website at www.frc.org.uk/
auditscopeukprivate.
This report is made solely to the company’s members as a
body and is subject to important explanations and disclaimers
regarding our responsibilities, published on our website at
www.kpmg.com/uk/auditscopeukco2013a, which are incorporated
into this report as if set out in full and should be read to provide
an understanding of the purpose of this report, the work we have
undertaken and the basis of our opinions.
Stuart Burdass (Senior Statutory Auditor)
For and on Behalf of KPMG LLP, Statutory Auditor
Chartered Accountants
St James’ Square, Manchester, M2 6DS
15 April 2014
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Consolidated Income Statement
For the 52 weeks ended 1 February 2014
52 weeks to
1 February
2014
£000
Note
Revenue
Cost of sales
Gross profit
Selling and distribution expenses - normal
Selling and distribution expenses - exceptional
Selling and distribution expenses
Administrative expenses - normal
Administrative expenses - exceptional
Administrative expenses
Other operating income
Operating profit
Before exceptional items
Exceptional items
Operating profit
Financial income
Financial expenses
Profit before tax
Income tax expense
Profit for the period
Attributable to equity holders of the parent
Attributable to non-controlling interest
Basic earnings per ordinary share
Diluted earnings per ordinary share
(512,092)
(7,310)
(56,430)
(11,839)
4
4
4
7
8
3
9
10
10
53 weeks to
2 February
2013
£000
(494,619)
(3,724)
(59,973)
(1,624)
52 weeks to
1 February
2014
£000
1,330,578
(685,448)
645,130
(519,402)
(68,269)
1,593
59,052
78,201
(19,149)
59,052
582
(1,784)
57,850
(16,364)
41,486
40,158
1,328
82.52p
82.52p
53 weeks to
2 February
2013
£000
1,258,892
(645,404)
613,488
(498,343)
(61,597)
2,427
55,975
61,323
(5,348)
55,975
645
(1,503)
55,117
(13,875)
41,242
38,786
2,456
79.71p
79.71p
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Consolidated Statement of Comprehensive Income
For the 52 weeks ended 1 February 2014
Group
Company
Profit for the period
Other comprehensive income:
Items that may be classified subsequently to the Consolidated Income Statement:
Exchange differences on translation of foreign operations
Recycling of foreign currency translation reserve on disposal of foreign operations
Total other comprehensive income for the period
Total comprehensive income and expense for the period (net of income tax)
Attributable to equity holders of the parent
Attributable to non-controlling interest
52 weeks to
1 February
2014
£000
41,486
53 weeks to
2 February
2013
£000
41,242
52 weeks to
1 February
2014
£000
64,783
53 weeks to
2 February
2013
£000
47,874
(2,728)
-
(2,728)
38,758
37,425
1,333
(2,921)
(910)
(3,831)
37,411
34,767
2,644
-
-
-
64,783
64,783
-
-
-
-
47,874
47,874
-
60 / 61
Consolidated Statement of Financial Position
As at 1 February 2014
Group
Company
Assets
Intangible assets
Property, plant and equipment
Investment property
Other assets
Investments
Deferred tax assets
Total non-current assets
Inventories
Trade and other receivables
Cash and cash equivalents
Total current assets
Total assets
Liabilities
Interest-bearing loans and borrowings
Trade and other payables
Provisions
Income tax liabilities
Total current liabilities
Interest-bearing loans and borrowings
Other payables
Provisions
Deferred tax liabilities
Total non-current liabilities
Total liabilities
Total assets less total liabilities
Capital and reserves
Issued ordinary share capital
Share premium
Retained earnings
Other reserves
Total equity attributable to equity holders of the parent
Non-controlling interest
Total equity
As at
1 February
2014
£000
As at
2 February
2013
£000
As at
1 February
2014
£000
As at
2 February
2013
£000
Note
13
14
15
16
17
25
18
19
20
21
23
24
21
23
24
25
26
104,330
141,574
-
23,802
-
-
269,706
186,116
66,966
76,797
329,879
599,585
(30,970)
(240,544)
(2,541)
(11,596)
(285,651)
(551)
(34,487)
(1,773)
(4,283)
(41,094)
(326,745)
272,840
2,433
11,659
257,744
(12,070)
259,766
13,074
272,840
96,024
129,101
-
20,568
-
-
245,693
146,569
56,761
53,484
256,814
502,507
(7,157)
(194,061)
(2,714)
(8,817)
(212,749)
(691)
(30,085)
(3,373)
(3,852)
(38,001)
(250,750)
251,757
2,433
11,659
230,572
(6,841)
237,823
13,934
251,757
34,411
70,532
3,573
4,835
55,227
7
168,585
73,525
222,160
32,433
328,118
496,703
(26,000)
(122,250)
(1,547)
(8,831)
(158,628)
-
(28,017)
(1,338)
-
(29,355)
(187,983)
308,720
2,433
11,659
294,628
-
308,720
-
308,720
31,908
71,924
3,614
4,399
45,952
519
158,316
56,125
156,105
20,046
232,276
390,592
-
(97,913)
(2,040)
(5,783)
(105,736)
-
(26,608)
(1,695)
-
(28,303)
(134,039)
256,553
2,433
11,659
242,461
-
256,553
-
256,553
These financial statements were approved by the Board of Directors on 15 April 2014 and were signed on its behalf by:
B Small
Director
Registered number: 1888425
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Consolidated Statement of Changes In Equity
For the 52 weeks ended 1 February 2014
Group
Balance at 28 January 2012
Profit for the period
Other comprehensive income:
Exchange differences on translation of foreign operations
Recycling of foreign currency translation reserve on
disposal of foreign operations
Total other comprehensive income
Total comprehensive income for the period
Dividends to equity holders
Put options held by non-controlling interests
Revaluation of Canterbury put option prior to disposal
On disposal of Canterbury
Non-controlling interest arising on acquisition
Balance at 2 February 2013
Profit for the period
Other comprehensive income:
Exchange differences on translation of foreign operations
Total other comprehensive income
Total comprehensive income for the period
Dividends to equity holders
Put options held by non-controlling interests
Acquisition of non-controlling interest
Non-controlling interest arising on acquisition
Balance at 1 February 2014
Company
Balance at 28 January 2012
Profit for the period
Total comprehensive income for the period
Dividends to equity holders
Balance at 2 February 2013
Profit for the period
Total comprehensive income for the period
Dividends to equity holders
Dividends received from subsidiary
Balance at 1 February 2014
Ordinary
share
capital
£000
2,433
-
Share
premium
£000
11,659
-
Retained
earnings
£000
207,503
38,786
Foreign
currency
translation
reserve
£000
(2,245)
-
Total equity
attributable
to equity
holders of
the parent
£000
215,256
38,786
Other
equity
£000
(4,094)
-
Non-
controlling
interest
£000
13,832
2,456
Total
equity
£000
229,088
41,242
-
-
-
-
(3,109)
(3,109)
188
(2,921)
-
-
-
-
-
-
-
-
2,433
-
-
-
-
-
-
-
-
-
-
-
-
-
-
11,659
-
-
-
-
-
-
-
2,433
-
11,659
-
-
38,786
(12,408)
-
-
(2,691)
(618)
230,572
40,158
-
-
40,158
(12,871)
-
(115)
-
257,744
-
-
-
-
(1,744)
2,570
2,691
-
(577)
-
-
-
-
-
(2,496)
(910)
(4,019)
(4,019)
-
-
-
-
-
(6,264)
-
(2,733)
(2,733)
(2,733)
-
-
-
(3,073)
-
(8,997)
(910)
(4,019)
34,767
(12,408)
(1,744)
2,570
-
(618)
237,823
40,158
(2,733)
(2,733)
37,425
(12,871)
(2,496)
(115)
-
259,766
-
188
2,644
(338)
-
-
(2,570)
366
13,934
1,328
5
5
1,333
(45)
-
115
(2,263)
13,074
Ordinary
share
capital
£000
2,433
-
-
-
2,433
-
-
-
-
2,433
Share
premium
£000
11,659
-
-
-
11,659
-
-
-
-
11,659
Retained
earnings
£000
206,995
47,874
47,874
(12,408)
242,461
64,783
64,783
(12,871)
255
294,628
(910)
(3,831)
37,411
(12,746)
(1,744)
2,570
(2,570)
(252)
251,757
41,486
(2,728)
(2,728)
38,758
(12,916)
(2,496)
-
(2,263)
272,840
Total
equity
£000
221,087
47,874
47,874
(12,408)
256,553
64,783
64,783
(12,871)
255
308,720
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Consolidated Statement of Cash Flows
For the 52 weeks ended 1 February 2014
Group
Company
Cash flows from operating activities
Profit for the period
Income tax expense
Financial expenses
Financial income
Depreciation and amortisation of non-current assets
Exchange differences on translation
Revaluation of forward contracts
Profit on disposal of Canterbury
Loss on disposal of non-current assets
Other exceptional items
Increase in inventories
Increase in trade and other receivables
Increase/(decrease) in trade and other payables
Interest paid
Income taxes paid
Net cash from operating activities
Cash flows from investing activities
Interest received
Proceeds from sale of non-current assets
Disposal costs of non-current assets
Acquisition of other intangible assets
Investment in bespoke software development
Acquisition of property, plant and equipment
Acquisition of investment property
Acquisition of non-current other assets
Acquisition of investments
Cash consideration of acquisitions
Cash acquired with acquisitions
Overdrafts acquired with acquisitions
Receipt of Canterbury intercompany debt
Cash in Canterbury on disposal
Net cash used in investing activities
Cash flows from financing activities
Repayment of interest-bearing loans and borrowings
Repayment of finance lease liabilities
Draw down of syndicated bank facility
Acquisition of non-controlling interest
Equity dividends paid
Dividend received from subsidiary
Dividends paid to non-controlling interest in subsidiaries
Net cash provided by/(used) in financing activities
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at the beginning of the period
Foreign exchange gains on cash and cash equivalents
Cash and cash equivalents at the end of the period
52 weeks to
1 February
2014
£000
53 weeks to
2 February
2013
£000
52 weeks to
1 February
2014
£000
53 weeks to
2 February
2013
£000
41,486
16,364
1,784
(582)
34,353
(2,709)
6,254
-
1,017
14,225
(29,372)
(8,702)
19,671
(1,784)
(14,810)
77,195
582
557
(7)
-
(4,609)
(40,351)
-
(3,224)
-
(14,889)
1,313
(3,637)
-
-
(64,265)
(129)
(60)
26,000
-
(12,871)
-
(45)
12,895
25,825
46,228
(10)
72,043
41,242
13,875
1,503
(645)
30,328
401
(411)
(691)
212
4,495
(23,551)
(12,393)
(5,902)
(1,503)
(12,232)
34,728
645
977
(143)
(5,540)
-
(38,178)
-
(5,350)
-
(5,875)
1,208
(175)
22,699
(5,888)
(35,620)
(245)
(593)
-
(40)
(12,408)
-
(338)
(13,624)
(14,516)
61,611
(867)
46,228
64,783
21,340
1,500
(1,444)
18,064
29
6,254
-
370
153
(17,400)
(66,056)
16,092
(1,500)
(17,780)
24,405
1,444
194
-
-
(4,609)
(14,553)
-
(1,070)
(6,779)
-
-
-
-
-
(25,373)
-
-
26,000
-
(12,871)
255
-
13,384
12,416
20,046
(29)
32,433
47,874
21,901
1,019
(683)
17,125
158
(449)
600
255
-
(3,546)
(54,851)
(10,508)
(1,019)
(11,100)
6,776
683
55
(51)
(5,540)
-
(15,823)
(677)
(1,372)
(2,860)
-
-
-
22,699
-
(2,886)
-
-
-
(40)
(12,408)
-
-
(12,448)
(8,558)
28,762
(158)
20,046
Note
9
8
7
3
4
4
4
13
13
14
15
16
17
12
12
27
30
30
30
30
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Notes to the Consolidated Financial Statements
1. Basis of Preparation
General Information
JD Sports Fashion Plc, (the ‘Company’) is a company incorporated and domiciled in the United Kingdom. The financial statements
for the 52 week period ended 1 February 2014 represent those of the Company and its subsidiaries (together referred to as the
‘Group’). The Parent Company financial statements present information about the Company as a separate entity and not about
its Group.
The financial statements were authorised for issue by the Board of Directors on 15 April 2014.
Basis of Preparation
European Union law (‘EU LAW’) (IAS Regulation EC 1606/2002) requires that the financial statements of the Group are prepared
and approved in accordance with International Financial Reporting Standards as adopted by the EU (‘adopted IFRSs’). The financial
statements have been prepared on the basis of the requirements of adopted IFRSs that are endorsed by the EU and effective at
1 February 2014.
The Company has chosen to present its own results under adopted IFRSs and by publishing the Company Financial Statements
here, with the Group Financial Statements, the Company is taking advantage of the exemption in s408 of the Companies Act
2006 not to present its individual income statement and related notes.
The financial statements are presented in pounds sterling, rounded to the nearest thousand.
The financial statements have been prepared under the historical cost convention, as modified for financial assets and liabilities
(including derivative instruments) at fair value through the Consolidated Income Statement and also put options held by the
non-controlling interests.
The preparation of financial statements in conformity with adopted IFRSs requires management to make judgements, estimates
and assumptions that affect the application of policies and reported amounts of assets and liabilities, income and expenses.
The estimates and associated assumptions are based on historical experience and various other factors that are believed to be
reasonable under the circumstances, the results of which form the basis of making the judgements about carrying values of assets
and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates.
The judgements, estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are
recognised in the period in which the estimate is revised and in any future periods affected.
The accounting policies set out below have unless otherwise stated been applied consistently to all periods present in these financial
statements and have been applied consistently by all Group entities.
The Group’s business activities, together with the factors likely to affect its future development, performance and position are set
out in the Executive Chairman’s Statement and Financial and Risk Review on pages 16 and 26 respectively. In addition, details of
financial instruments and exposures to interest rate, foreign currency, credit and liquidity risks are outlined in note 22.
As at 1 February 2014, the Group had net cash balances of £45,276,000 (2013: £45,636,000) with available committed
borrowing facilities of £155,000,000 (2013: £75,000,000) of which £26,000,000 (2013: £nil) has been drawn down (see note 21).
With a facility of £155,000,000 available, the Directors believe that the Group is well placed to manage its business risks successfully
despite the current uncertain economic outlook.
After making enquiries, the Directors have a reasonable expectation that the Company and the Group have adequate resources
to continue in operational existence for the foreseeable future. Accordingly, they continue to adopt the going concern basis in
preparing the financial statements.
Adoption of New and Revised Standards
From 3 February 2013, the Group has applied the amendment to IFRS 1 ‘Presentation of Items of Other Comprehensive Income
(OCI)’. This amendment requires an entity to separate items included in OCI between those that may be reclassified to profit and
loss in the future from those that would never be reclassified to profit and loss. This has been reflected in the Groups OCI for the
52 week period ending 1 February 2014.
Since being endorsed, the Group has applied the relevant sections of the Annual improvement to IFRSs - 2009-2011 Cycle. This has
had no significant impact on the consolidated results or financial position of the Group.
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Notes to the Consolidated Financial Statements (Continued)
1. Basis of Preparation (Continued)
Adoption of New and Revised Standards (Continued)
From 3 February 2013, the Group has applied IFRS 13 ‘Fair Value Measurement’. This standard consolidates the existing fair
value measurement guidance in different IFRSs with a single definition of fair value, a framework for measuring fair value and
disclosures about fair value measurements. This has had no significant impact on the consolidated results or financial position
of the Group.
From 3 February 2013 the Group has applied Amendments to IFRS 7 ‘Offsetting Financial Assets and Financial Liabilities’.
This amendment has introduced new disclosure required for financial assets and liabilities which have been offset in the statement
of financial position and/or are subject to master netting arrangements or similar agreements. This has had no significant impact
on the consolidated results or financial position of the Group.
A number of new standards, amendments to standards and interpretations have been issued during the 52 week period ended
1 February 2014 but are not yet effective, and therefore have not yet been adopted by the Group.
New standards on consolidation (and related standards), which are effective for accounting periods beginning 1 January 2014.
The following standards replace the existing accounting for subsidiaries and joint ventures, and make limited amendments in
relation to associates:
IFRS 10 ‘Consolidated Financial Statements’
IFRS 11 ‘Joint Arrangements’
IFRS 12 ‘Disclosure of Interests in Other Entities’
•
•
•
• Amendments to IFRS 10, IFRS 11 and IFRS 12
•
•
IAS 27 ‘Separate Financial Statements (2011 revised)’
IAS 28 ‘Investments in Associates and Joint Ventures (2011 revised)’
With the exception of future acquisition of subsidiaries and joint ventures it is not anticipated that these standards will have a significant
Impact on the financial statements, as no change to the current consolidation conclusions is expected to be required. IFRS 10 indicates
that control is the determining factor in deciding whether an entity should be consolidated in the Groups financial statements.
Amendments to IAS 32 ‘Offsetting Financial Assets and Financial Liabilities’ is applicable from 1 January 2014. This amendment
clarifies the application of the offsetting rules, however this is not anticipated to have a significant impact on the financial statements.
Investment Entities (Amendments to IFRS 10, IFRS12 and IAS 27) is applicable from 1 January 2014. This amendment exempts an
investment entity from the requirement to consolidate the investments that it controls and to instead account for these investments at
fair value through the profit and loss. This standard is not expected to have a significant impact on the consolidated results or financial
position of the Group.
Amendments to IAS 36 ‘Recoverable amount disclosures for non-financial assets’ is applicable from 1 January 2014. This amendment
reverses the unintended requirement of IFRS 13 ‘Fair Value Measurement’ to disclose the recoverable amount of every cash-generating
unit to which significant goodwill or indefinite lived intangible assets have been allocated. This standard is not expected to have a
significant impact on the consolidated results or financial position of the Group.
IFRS 9 ‘Financial Instruments’ is expected to be applicable after 1 January 2015. If endorsed, this standard will simplify the classification
of financial assets for measurement purposes, but is not anticipated to have a significant impact on the financial statements.
The Group continues to monitor the potential impact of other new standards and interpretations which may be endorsed by the
European Union and require adoption by the Group in future reporting periods.
The Group does not consider that any other standards, amendments or interpretations issued by the IASB, but not yet applicable,
will have a significant impact on the financial statements.
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Notes to the Consolidated Financial Statements (Continued)
1. Basis of Preparation (continued)
Critical Accounting Estimates and Judgements
The preparation of financial statements in conformity with adopted IFRSs requires management to make judgements, estimates and
assumptions that affect the application of policies and reported amounts of assets and liabilities, income and expenses. The estimates
and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under
the circumstances, the results of which form the basis of making the judgements about carrying values of assets and liabilities that
are not readily apparent from other sources. Actual results may differ from these estimates. The judgements, estimates and
assumptions which have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities are
discussed below:
I.
Impairment of Goodwill
Goodwill arising on acquisition is allocated to the cash-generating units that are expected to benefit from the synergies of the
business combination from which goodwill arose. Goodwill is allocated to groups of cash-generating units, being portfolios of
stores or individual businesses. The cash-generating units used to monitor goodwill and test it for impairment are therefore the store
portfolios and individual businesses. The recoverable amount is the higher of the value in use and the fair value less the costs to
sell. The recoverable amounts of these cash-generating units are determined based on value-in-use calculations. The use of this
method requires the estimation of future cash flows expected to arise from the continuing operation of the cash-generating unit and
the choice of a suitable discount rate in order to calculate the present value. See note 13 for further disclosure on impairment of
goodwill and review of the key assumptions used.
II.
Impairment of Property, Plant and Equipment and Non-Current Other Assets
Property, plant and equipment and non-current other assets are reviewed for impairment if events or changes in circumstances indicate
that the carrying amount of an asset or a cash-generating unit is not recoverable. The recoverable amount is the greater of the fair
value less costs to sell and value-in-use. Impairment losses recognised in prior periods are assessed at each reporting period date
for any indications that the loss has decreased or no longer exists. An impairment loss is reversed if there has been a change in the
estimates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the assets carrying
amount does not exceed the carrying amount that would be held (net of depreciation) if no impairment had been realised.
III. Impairment of Other Intangible Assets with Definite Lives
The Group is required to test whether other intangible assets with a definite useful economic life have suffered any impairment.
The recoverable amount of brand names is based on an estimation of future sales and the choice of a suitable royalty and discount
rate in order to calculate the present value, when this method is deemed the most appropriate. Alternatively the carrying value of
the brand names has been allocated to a cash-generating unit, along with the relevant goodwill and fascia names, and tested in
the value-in-use calculation performed for that cash-generating unit. The recoverable amount of brand licences is determined
based on value-in-use calculations. The use of this method requires the estimation of future cash flows expected to arise from the
continuing operation of the cash-generating unit until the license expiry date and the choice of a suitable discount rate in order to
calculate the present value. Note 13 provides further disclosure on impairment of other intangible assets with definite lives,
including review of the key assumptions used.
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Notes to the Consolidated Financial Statements (Continued)
1. Basis of Preparation (continued)
Critical Accounting Estimates and Judgements (Continued)
IV. Impairment of Other Intangible Assets with Indefinite Lives
The Group is required to test whether other intangible assets with an indefinite useful economic life have suffered any impairment.
The recoverable amount of these assets is determined based on value-in-use calculations. The use of this method requires the
estimation of future cash flows expected to arise from the continuing operation of the cash-generating unit and the choice of a
suitable discount rate in order to calculate the present value. Note 13 provides further detail of the judgements made by the Board
in determining that the lives of acquired fascia names are indefinite and further disclosure on impairment of other intangible assets
with indefinite lives, including review of the key assumptions used.
V. Provisions to Write Inventories Down to Net Realisable Value
The Group makes provisions for obsolescence, mark downs and shrinkage based on historical experiences and management
estimates of future events.
VI. Onerous Property Lease Provisions
The Group makes a provision for onerous property leases on specific stores based on the anticipated future cash outflows relating
to the contractual lease cost less potential sublease income. The estimation of sublease income is based on historical experience
and knowledge of the retail property market in the area around each specific property. Significant assumptions and judgements are
used in making these estimates and changes in assumptions and future events could cause the value of these provisions to change.
This would include sublet premises becoming vacant, the liquidation of an assignee resulting in a property reverting to the Group or
closing an uneconomic store and subletting at below contracted rent.
VII. Value of Put Options Held by Non-Controlling Interest
The Group recognises put options over non-controlling interests in its subsidiary undertakings as a liability in the Consolidated
Statement of Financial Position at the present value of the estimated exercise price of the put option. The present value of the
non-controlling interests’ put options are estimated based on expected earnings in Board-approved forecasts and the choice of a
suitable discount rate. Upon initial recognition, and for subsequent changes on remeasurement of the liability, a corresponding entry
is made to other equity.
VIII. Estimation of Useful Economic Lives of Brand Names
The Group amortises brand names over their useful economic life. In determining the useful economic life of each brand name,
the Board considers the market position of the brands acquired, the nature of the market that the brands operate in, typical product
life cycles of brands and the useful economic lives of similar assets that are used in comparable ways.
IX. Determination of Fair Value of Assets and Liabilities on Acquisition
For each acquisition, the Group reviews the appropriateness of the book values of the assets and liabilities acquired, taking
into account the application of Group accounting policies, to determine if fair value adjustments are required. The key judgements
involved are the identification and valuation of intangible assets which require the estimation of future cash flows based on
the Board’s strategic plans for the intangible asset, the useful economic life of the intangible asset and the selection of a
suitable discount rate.
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Notes to the Consolidated Financial Statements (Continued)
2. Segmental Analysis
IFRS 8 ‘Operating Segments’ requires the Group’s segments to be identified on the basis of internal reports about components of
the Group that are regularly reviewed by the Chief Operating Decision Maker to allocate resources to the segments and to assess
their performance. The Chief Operating Decision Maker is considered to be the Executive Chairman of JD Sports Fashion Plc.
Information reported to the Chief Operating Decision Maker is focused on the nature of the businesses within the Group. In the
current period the reportable segments have been adjusted to reflect the streamlining of the Group’s businesses into three main
operating divisions. This has resulted in those businesses that were previously allocated to the distribution segment now being
allocated to the Sport and Fashion segments based on the nature of the products they supply. The Group’s revised reportable
segments under IFRS 8 are therefore as follows:
•
•
Sport – includes the results of JD Sports Fashion Plc, John David Sports Fashion (Ireland) Limited, Spodis SA, Champion Sports Ireland,
JD Sprinter Holdings 2010 SL (including subsidiary companies), JD Sports Fashion BV, JD Sports Fashion Germany GmbH,
ActivInstinct Limited, Duffer of St George Limited, Topgrade Sportswear Limited, Kooga Rugby Limited, Focus Brands Limited
(including subsidiary companies), Kukri Sports Limited (including global subsidiary companies) and Source Lab Limited.
Canterbury Limited (including global subsidiary companies) was also included in the prior period until the point of disposal (see note 12)
Fashion – includes the results of Bank Fashion Limited, R.D. Scott Limited, Premium Fashion Limited, Tessuti Group Limited
(including subsidiary companies), Nicholas Deakins Limited, Cloggs Online Limited and Ark Fashion Limited
• Outdoor – includes the results of Blacks Outdoor Retail Limited and Tiso Group Limited (including subsidiary companies)
The Chief Operating Decision Maker receives and reviews segmental operating profit. Certain central administrative costs including
Group Directors’ salaries are included within the Group’s core ‘Sport’ result. This is consistent with the results as reported to the
Chief Operating Decision Maker.
IFRS 8 requires disclosure of information regarding revenue from major products and customers. The majority of the Group’s
revenue is derived from the retail of a wide range of apparel, footwear and accessories to the general public. As such,
the disclosure of revenues from major customers is not appropriate. Disclosure of revenue from major product groups is not provided
at this time due to the cost involved to develop a reliable product split on a same category basis across all companies in the Group.
Intersegment transactions are undertaken in the ordinary course of business on arm’s length terms.
The Board consider that certain items are cross divisional in nature and cannot be allocated between the segments on a meaningful
basis. Net funding costs and taxation are treated as unallocated reflecting the nature of the Group’s syndicated borrowing facilities
and its tax group. Drawdowns from the Group’s syndicated borrowing facility of £26,000,000 (2013: £nil), a deferred tax liability
of £4,283,000 (2013: liability of £3,852,000) and an income tax liability of £11,596,000 (2013: £8,817,000) are included within
the unallocated segment.
Each segment is shown net of intercompany transactions and balances within that segment. The eliminations remove intercompany
transactions and balances between different segments which primarily relate to the net down of long term loans and short term
working capital funding provided by JD Sports Fashion Plc (within Sport) to other companies in the Group, and intercompany
trading between companies in different segments.
Revenue Recognition
Revenue is measured at the fair value of the consideration received or receivable and represents amounts receivable for goods
and services provided in the normal course of business, net of discounts and sales related taxes.
In the case of goods sold through the retail stores and trading websites, revenue is recognised when goods are sold and the
title has passed, less provision for returns. Accumulated experience is used to estimate and provide for such returns at the time
of the sale. Retail sales are usually in cash, by debit card or by credit card.
In the case of goods not sold directly through the retail stores, revenue is recognised when goods are sold and the title has
passed less a provision for credit notes. Wholesale sales are either settled by cash received in advance of the goods being
dispatched or made on agreed credit terms.
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Notes to the Consolidated Financial Statements (Continued)
2. Segmental Analysis (Continued)
Business Segments
Information regarding the Group’s reportable operating segments for the 52 weeks to 1 February 2014 is shown below:
Income statement
Gross revenue
Intersegment revenue
Revenue
Operating profit/(loss) before exceptional items
Exceptional items
Operating profit/(loss)
Financial income
Financial expenses
Profit before tax
Income tax expense
Profit for the period
Total assets and liabilities
Total assets
Total liabilities
Total segment net assets/(liabilities)
Sport
£000
573,640
(225,184)
348,456
Fashion
£000
58,663
(71,896)
(13,233)
Other segment information
Capital expenditure:
Software development
Property, plant and equipment
Non-current other assets
Depreciation, amortisation and impairments:
Depreciation and amortisation of non-current assets
Impairment of intangible assets
Impairment of non-current assets
Sport
£000
1,056,423
(1,077)
1,055,346
93,421
(4,013)
89,408
Fashion
£000
172,297
(1,092)
171,205
(6,425)
(13,323)
(19,748)
Outdoor
£000
104,027
-
104,027
(8,795)
(1,813)
(10,608)
Outdoor
£000
75,952
(96,456)
(20,504)
Sport
£000
4,609
31,961
3,183
26,815
-
529
Unallocated
£000
-
(41,879)
(41,879)
Eliminations
£000
(108,670)
108,670
-
Fashion
£000
-
4,505
41
4,366
11,839
1,413
Outdoor
£000
-
3,885
-
3,172
-
-
Total
£000
1,332,747
(2,169)
1,330,578
78,201
(19,149)
59,052
582
(1,784)
57,850
(16,364)
41,486
Total
£000
599,585
(326,745)
272,840
Total
£000
4,609
40,351
3,224
34,353
11,839
1,942
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Notes to the Consolidated Financial Statements (Continued)
2. Segmental Analysis (Continued)
Business Segments (Continued)
The comparative segmental results (restated) for the 53 weeks to 2 February 2013 are as follows:
Income statement (restated)
Gross revenue
Intersegment revenue
Revenue
Operating profit/(loss) before exceptional items
Exceptional items
Operating profit/(loss)
Financial income
Financial expenses
Profit before tax
Income tax expense
Profit for the period
Total assets and liabilities (restated)
Total assets
Total liabilities
Total segment net assets/(liabilities)
Sport
£000
451,718
(178,296)
273,422
Fashion
£000
73,187
(68,138)
5,049
Other segment information (restated)
Capital expenditure:
Brand names purchased
Property, plant and equipment
Non-current other assets
Depreciation, amortisation and impairments:
Depreciation and amortisation of non-current assets
Impairment of intangible assets
Impairment of non-current assets
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Sport
£000
977,082
(1,590)
975,492
77,912
(1,426)
76,486
Outdoor
£000
50,112
(64,157)
(14,045)
Sport
£000
5,540
31,707
5,350
25,108
-
843
Fashion
£000
163,613
(1,219)
162,394
(1,683)
(3,314)
(4,997)
Outdoor
£000
121,006
-
121,006
(14,906)
(608)
(15,514)
Unallocated
£000
-
(12,669)
(12,669)
Eliminations
£000
(72,510)
72,510
-
Fashion
£000
Outdoor
£000
-
3,031
-
4,037
2,315
62
-
3,440
-
1,183
-
-
Total
£000
1,261,701
(2,809)
1,258,892
61,323
(5,348)
55,975
645
(1,503)
55,117
(13,875)
41,242
Total
£000
502,507
(250,750)
251,757
Total
£000
5,540
38,178
5,350
30,328
2,315
905
70 / 71
Notes to the Consolidated Financial Statements (Continued)
2. Segmental Analysis (Continued)
Geographical Information
The Group’s operations are located in the UK, Republic of Ireland, France, Spain, Germany, the Netherlands, Australia, New Zealand,
Canada, Dubai, Singapore and Hong Kong.
The following table provides analysis of the Group’s revenue by geographical market, irrespective of the origin of the goods/services:
Revenue
UK
Europe
Rest of world
52 weeks to
1 February
2014
£000
1,086,335
229,971
14,272
1,330,578
53 weeks to
2 February
2013
£000
1,029,801
197,596
31,495
1,258,892
The revenue from any individual country, with the exception of the UK, is not more than 10% of the Group’s total revenue.
The following is an analysis of the carrying amount of segmental non-current assets, excluding the deferred tax assets of £nil
(2013: £nil) by the geographical area in which the assets are located:
Non-current assets
UK
Europe
Rest of world
2014
£000
205,591
63,985
130
269,706
2013
£000
190,590
54,961
142
245,693
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Notes to the Consolidated Financial Statements (Continued)
3. Profit Before Tax
Profit before tax is stated after charging:
Auditor’s remuneration:
Audit of these financial statements (KPMG LLP)
Audit of these financial statements (KPMG Audit Plc)
Amounts receivable by the Company’s auditor (KPMG LLP) and its associates in respect of:
Audit of financial statements of subsidiaries of the Company
Audit-related assurance services
Taxation compliance services
Other tax advisory services
All other services
Amounts receivable by the Company’s auditor (KPMG Audit Plc) and its associates in respect of:
Audit of financial statements of subsidiaries of the Company
Audit-related assurance services
Taxation compliance services
Other tax advisory services
All other services
Depreciation and amortisation of non-current assets:
Depreciation of property, plant and equipment
Amortisation of intangible assets
Amortisation of non-current other assets - owned
Impairments of non-current assets:
Property, plant and equipment
Intangible assets
Other non-current assets
Rentals payable under non-cancellable operating leases for:
Land and buildings
Other - plant and equipment
Foreign exchange loss recognised
Profit before tax is stated after crediting:
Rents receivable and other income from property
Sundry income
Foreign exchange gain recognised
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52 weeks to
1 February
2014
£000
53 weeks to
2 February
2013
£000
108
-
299
38
37
94
123
-
-
-
-
7
30,743
2,736
874
1,786
11,839
156
113,216
2,605
6,032
733
860
-
-
123
-
-
-
-
-
407
42
23
67
60
26,993
2,798
537
714
2,315
191
117,404
2,760
-
945
1,482
2,633
In addition, fees of £49,000 (2013: £46,000) were incurred and paid by Pentland Group Plc (see note 34) in relation to the
non-coterminous audit of the Group for the purpose of inclusion in their consolidated financial statements.
Non-current other assets comprise key money, store deposits and legal fees associated with the acquisition of leasehold interests
(see note 16).
72 / 73
Notes to the Consolidated Financial Statements (Continued)
4. Exceptional Items
Items that are, in aggregate, material in size and/or unusual or infrequent in nature, are included within operating profit and
disclosed separately as exceptional items in the Consolidated Income Statement.
The separate reporting of exceptional items, which are presented as exceptional within the relevant category in the Consolidated
Income Statement, helps provide an indication of the Group’s underlying business performance. The principal items which will be
included as exceptional items are:
• Loss/(profit) on the disposal of non-current assets
• Provision for rentals on onerous property leases
Impairment of property, plant and equipment
•
Impairment of non-current other assets
•
Impairment of goodwill, brand names and fascia names
•
•
Impairment of investment property
• Profit/(loss) on disposal of subsidiary undertakings
• Negative goodwill
• Business restructuring and business closure related costs
•
(Gains)/losses arising on changes in ownership interest where control has been obtained
Loss on disposal of non-current assets (1)
Impairment of non-current assets (2)
Onerous lease provision (3)
Reorganisation of the warehouse operations (4)
Business restructuring (5)
Selling and distribution expenses - exceptional
Profit on disposal of Canterbury (6)
Impairment of goodwill, brand names and fascia names (7)
Administrative expenses - exceptional
Note
24
52 weeks to
1 February
2014
£000
1,017
1,942
1,087
589
2,675
7,310
-
11,839
11,839
19,149
53 weeks to
2 February
2013
£000
212
905
1,332
133
1,142
3,724
(691)
2,315
1,624
5,348
(1) Relates to the excess of net book value of property, plant and equipment and non-current other assets disposed over
proceeds received
(2) Relates to property, plant and equipment and non-current other assets in cash-generating units which are generating a negative
cash contribution, where it is considered that this position cannot be recovered
(3) Relates to the net movement in the provision for onerous property leases on trading and non-trading stores
(4) Relates to the reorganisation of the current warehouse operations consisting of the provision of onerous property leases,
redundancy costs and dilapidations at the vacated premises
(5) Relates to the restructuring of the Blacks and Champion businesses following acquisition for relocation of the warehouse and
head office operations, as well as the restructuring of the Kooga business following a decision to relocate the current head
office and warehouse. In the prior period the exceptional items relate to the restructuring of the Blacks business for relocation
of the warehouse operations and closure of the Canterbury North America LLC and Canterbury European Fashionwear operations
following the decision to wind down the separate businesses
(6) Profit on the disposal of Canterbury Limited and its subsidiaries (see note 12)
(7) Relates to the impairment in both periods of the goodwill arising on the acquisition of Pink Soda Limited (formerly Bank Stores
Holdings Limited) (see note 13) in which the trading subsidiary, Bank Fashion Limited, is held
These selling and distribution expenses and administrative expenses are exceptional items as they are, in aggregate, material in size
and/or unusual or infrequent in nature.
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Notes to the Consolidated Financial Statements (Continued)
5. Remuneration of Directors
Directors' emoluments:
As Non-Executive Directors
As Executive Directors
Pension contributions
52 weeks to
1 February
2014
£000
53 weeks to
2 February
2013
£000
89
4,274
54
4,417
102
3,056
53
3,211
The remuneration of the Executive Directors includes provision for future retention payments totalling £1,700,000 (2013: £900,000)
and provision for future LTIP payments of £nil (2013: £417,000). Further information on Directors’ emoluments is shown in the
Directors’ Remuneration Report on page 46.
In the opinion of the Board, the key management as defined under revised IAS 24 ‘Related Party Disclosures’ are the five Executive
and Non-Executive Directors (2013: six). Full disclosure of the Directors’ remuneration is given in the Directors’ Remuneration
Report on page 53.
6. Staff Numbers and Costs
Group
The average number of persons employed by the Group (including Directors) during the period, analysed by category, was as follows:
Group
Sales and distribution
Administration
Full time equivalents
The aggregate payroll costs of these persons were as follows:
Group
Wages and salaries
Social security costs
Other pension costs
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2014
15,932
572
16,504
10,508
52 weeks to
1 February
2014
£000
192,490
19,175
1,988
213,653
2013
15,885
778
16,663
10,430
53 weeks to
2 February
2013
£000
188,826
18,607
1,269
208,702
74 / 75
Notes to the Consolidated Financial Statements (Continued)
6. Staff Numbers and Costs (Continued)
Company
The average number of persons employed by the Company (including Directors) during the period, analysed by category,
was as follows:
Company
Sales and distribution
Administration
Full time equivalents
The aggregate payroll costs of these persons were as follows:
Company
Wages and salaries
Social security costs
Other pension costs
7. Financial Income
2014
8,194
245
8,439
5,054
52 weeks to
1 February
2014
£000
98,083
6,814
814
105,711
2013
8,438
293
8,731
5,229
53 weeks to
2 February
2013
£000
91,927
6,038
517
98,482
Financial income comprises interest receivable on funds invested. Financial income is recognised in the Consolidated Income Statement
on an effective interest method.
Bank interest
Other interest
52 weeks to
1 February
2014
£000
537
45
582
53 weeks to
2 February
2013
£000
620
25
645
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Notes to the Consolidated Financial Statements (Continued)
8. Financial Expenses
Financial expenses comprise interest payable on interest-bearing loans and borrowings. Financial expenses are recognised in
the Consolidated Income Statement on an effective interest method.
On bank loans and overdrafts
Amortisation of facility fees
Interest on obligations under finance leases
Other interest
9. Income Tax Expense
52 weeks to
1 February
2014
£000
1,580
187
7
10
1,784
53 weeks to
2 February
2013
£000
1,266
101
19
117
1,503
Tax on the profit or loss for the year comprises current and deferred tax.
Current Income Tax
Current income tax expense is calculated using the tax rates which have been enacted or substantively enacted by the reporting date,
adjusted for any tax paid in respect of prior years.
Deferred Tax
Deferred tax is recognised in respect of temporary differences between the carrying amounts of assets and liabilities for financial
reporting purposes and the amounts used for taxation purposes. The following temporary differences are not provided for:
• Goodwill not deductible for tax purposes
• The initial recognition of assets or liabilities that affect neither accounting nor taxable profit
• Differences relating to investments in subsidiaries to the extent that they will probably not reverse in the foreseeable future
The amount of deferred tax provided is based on the expected realisation or settlement of the carrying amount of assets and liabilities,
using tax rates enacted or substantively enacted by the reporting date.
A deferred tax asset is recognised only to the extent that it is probable that future taxable profits will be available against which
the asset can be utilised. Deferred tax assets are reduced to the extent that it is no longer probable that the related tax benefit
will be realised.
Current tax
UK corporation tax at 23.2% (2013: 24.3%)
Adjustment relating to prior periods
Total current tax charge
Deferred tax
Deferred tax (origination and reversal of temporary differences)
Adjustment relating to prior periods
Total deferred tax (credit)/charge (see note 25)
Income tax expense
52 weeks to
1 February
2014
£000
53 weeks to
2 February
2013
£000
18,157
(996)
17,161
(304)
(493)
(797)
16,364
13,311
163
13,474
1,410
(1,009)
401
13,875
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Notes to the Consolidated Financial Statements (Continued)
9. Income Tax Expense (Continued)
Reconciliation of Income Tax Expense
Profit before tax multiplied by the standard rate of corporation tax in the UK of 23.2% (2013: 24.3%)
Effects of:
Expenses not deductible
Depreciation and impairment of non-qualifying non-current assets (including brand names arising on consolidation)
Non taxable income
Loss on disposal of non-qualifying non-current assets
Effect of tax rates in foreign jurisdictions
UK research and development tax credits and other allowances
Non-qualifying impairment of goodwill on consolidation
Recognition of previously unrecognised tax losses
Reduction in tax rate
Change in unrecognised temporary differences
Over provided in prior periods
Income tax expense
52 weeks to
1 February
2014
£000
13,421
53 weeks to
2 February
2013
£000
13,393
156
943
(258)
(24)
761
(138)
2,742
(23)
(46)
319
(1,489)
16,364
172
784
(323)
(45)
233
-
605
(146)
83
(35)
(846)
13,875
10. Earnings per Ordinary Share
Basic and Diluted Earnings per Ordinary Share
The calculation of basic and diluted earnings per ordinary share at 1 February 2014 is based on the profit for the period
attributable to equity holders of the parent of £40,158,000 (2013: £38,786,000) and a weighted average number of ordinary
shares outstanding during the 52 weeks ended 1 February 2014 of 48,661,658 (2013: 48,661,658).
Issued ordinary shares at beginning and end of period
52 weeks to
1 February
2014
£000
48,661,658
53 weeks to
2 February
2013
£000
48,661,658
Adjusted basic and diluted earnings per ordinary share
Adjusted basic and diluted earnings per ordinary share have been based on the profit for the period attributable to equity holders
of the parent for each financial period but excluding the post-tax effect of certain exceptional items. The Directors consider that this
gives a more meaningful measure of the underlying performance of the Group.
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Profit for the period attributable to equity holders of the parent
Exceptional items excluding loss on disposal of non-current assets
Tax relating to exceptional items
Notes
4
52 weeks to
1 February
2014
£000
40,158
18,132
(1,296)
56,994
117.12p
53 weeks to
2 February
2013
£000
38,786
5,136
(850)
43,072
88.51p
78 / 79
Notes to the Consolidated Financial Statements (Continued)
11. Acquisitions
Business Combinations
All business combinations are accounted for by applying the acquisition method.
Business combinations are accounted for using the acquisition method as at the acquisition date, which is the date on which
control is transferred to the Group. Control is the power to govern the financial and operating policies of an entity so as to
obtain benefits from its activities. In assessing control, the Group takes into consideration potential voting rights that currently
are exercisable.
The consideration transferred does not include amounts related to the settlement of pre-existing relationships. Such amounts are
generally recognised in the Consolidated Income Statement.
Costs related to the acquisition, other than those associated with the issue of debt or equity securities, that the Group incurs in
connection with a business combination are expensed as incurred.
Any contingent consideration payable is recognised at fair value at the acquisition date. If the contingent consideration is classified as
equity, it is not remeasured and settlement is accounted for within equity. Otherwise, subsequent changes to the fair value of the
contingent consideration are recognised in the Consolidated Income Statement.
Current Period Acquisitions
Cloggs Online Limited
On 13 February 2013, the Group acquired, via its new 88% owned subsidiary Cloggs Online Limited, the trade and assets of
Cloggs (UK) Limited (‘Cloggs’) from its Administrators for a total cash consideration of £579,000. Cloggs is an online niche retailer
of premium branded footwear. In December 2013, Cloggs opened its first retail store.
The Board believes that the excess of consideration paid over net identifiable assets on acquisition of £700,000 represents the fair
value of the ‘Cloggs’ online fascia name.
Included in the 52 week period to 1 February 2014 is revenue of £4,701,000 and a loss before tax of £617,000 in respect of
Cloggs Online Limited.
Setpoint RE BV
On 1 May 2013, the Group acquired Setpoint RE BV for a cash consideration of £1,280,000 (€1,600,000). Setpoint RE BV was
established on 26 April 2013 with its only asset being the leases of 15 stores in the Netherlands which were transferred into it on
27 April 2013 from Setpoint BV who were looking to close down their retail operations. Following a refit, 14 of these stores now
trade under the JD fascia with one store handed back to the landlord.
The only asset acquired is the right to the leases, with a fair value of £1,280,000 (€1,600,000). As the acquisition does not constitute
a business combination under IFRS 3, the Group has not applied acquisition accounting.
Ark Fashion Limited
On 28 June 2013, the Group acquired, via its new 70% owned subsidiary Ark Fashion Limited, the trade and assets of Rett Retail
Limited from its Administrators for a total cash consideration of £1,138,000. On acquisition, there were nine stores trading as Ark
in the North of England and the Midlands with a separate trading website. Since acquisition one of the loss making stores has
been closed.
The Board believes that the excess of consideration paid over net identifiable assets on acquisition of £469,000 represents the fair
value of the ‘Ark’ fascia name.
Included in the 52 week period to 1 February 2014 is revenue of £6,008,000 and a loss before tax of £803,000 in respect of Ark
Fashion Limited.
Isico U.S.A. Sports Eric Isichei & Soehne oHG
On 1 July 2013, the Group acquired, via its new 85% subsidiary JD Sports Fashion Germany GmbH, the trade and assets of Isico
U.S.A. Sports Eric Isichei & Soehne oHG (‘Isico’) for a cash consideration of £800,000 (€1,000,000). On acquisition, Isico had 10
small stores primarily in Berlin but with a presence also in Hamburg, Hannover and Frankfurt. It is intended that these stores will
be rebranded to JD through 2014.
The Board believes that the excess of consideration paid over the provisional fair value of the net identifiable assets of £982,000
is best considered as goodwill on acquisition representing employee expertise.
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78 / 79
Notes to the Consolidated Financial Statements (Continued)
11. Acquisitions (Continued)
Isico U.S.A. Sports Eric Isichei & Soehne oHG (continued)
The goodwill calculation is provisional at 1 February 2014 to allow further measurement adjustments to be made if necessary,
during the remaining measurement period to reflect any new information obtained about facts and circumstances that existed at
the acquisition date that would have affected the measurement of the amounts recognised as of that date.
Included in the 52 week period to 1 February 2014 is revenue of £3,687,000 and a profit before tax of £329,000 in respect of
JD Sports Fashion Germany GmbH.
ActivInstinct Limited
On 25 October 2013, the Group, via its new 81.2% subsidiary ActivInstinct Holdings Limited acquired the issued share capital
of ActivInstinct Limited for an initial cash consideration of £9,093,000 with a maximum further payment of £4,136,000 payable
after 31 August 2014 depending on performance. ActivInstinct is an online multi-sport retailer of premium, technical sporting equipment.
The provisional goodwill calculation is summarised below:
Acquiree's net assets at the acquisition date:
Intangible assets
Property, plant and equipment
Inventories
Cash and cash equivalents
Trade and other receivables
Trade and other payables
Income tax liabilities
Interest bearing loans and borrowings
Deferred tax asset /(liabilities)
Net identifiable assets
Non-controlling interest
Goodwill on acquisition
Consideration paid - satisfied in cash
Non-controlling interest share of loan made from JD Sports Fashion Plc to ActivInstinct Holdings Limited
Deferred consideration
Total consideration
Book value
£000
Measurement
adjustment
£000
Provisional fair
value at
1 February
2014
£000
-
164
3,035
1,110
808
(2,407)
(452)
(18)
20
2,260
(425)
3,524
-
-
-
-
-
-
-
(705)
2,819
(530)
3,524
164
3,035
1,110
808
(2,407)
(452)
(18)
(685)
5,079
(955)
6,617
9,093
(2,488)
4,136
10,741
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ActivInstinct is on course to meet the performance criteria for the maximum deferred consideration to be payable and therefore the
full amount has been included in the acquisition accounting.
The fair value of trade and other receivables is £808,000 and includes trade receivables with a fair value of £523,000. The gross
contractual amount for trade receivables is £523,000, of which £nil is expected to be uncollectable.
The intangible asset acquired represents the fair value of the ‘ActivInstinct’ fascia name (see note 13). The Board believes that the
excess of consideration paid over the provisional fair value of the net identifiable assets of £6,617,000 is best considered as goodwill
on acquisition representing employee expertise.
The goodwill calculation is provisional at 1 February 2014 to allow further measurement adjustments to be made if necessary,
during the remaining measurement period to reflect any new information obtained about facts and circumstances that existed at
the acquisition date that would have affected the measurement of the amounts recognised as of that date. The goodwill arises on
consolidation and is therefore not tax deductible.
Included in the 52 week period to 1 February 2014 is revenue of £7,653,000 and a profit before tax of £836,000 in respect of
ActivInstinct Limited.
80 / 81
Notes to the Consolidated Financial Statements (Continued)
11. Acquisitions (Continued)
Tiso Group
On 11 November 2013, the Group acquired 60% of the issued share capital of Tiso Group Limited for a cash contribution of
£2,000,000 and have also advanced £5,340,000 to allow it to settle an element of its indebtedness.
Tiso is a highly regarded retailer of Outdoor clothing, footwear and equipment and has four fascias (Tiso, Alpine Bikes, Blues ski
and George Fisher). On acquisition, the Group was trading from 17 stores (all in Scotland except for the George Fisher store)
including five ‘Outdoor Experience’ stores which are multi-fasciaed in larger retailer units, along with two trading websites.
The provisional goodwill calculation is summarised below:
Acquiree's net assets at the acquisition date:
Intangible assets
Property, plant and equipment
Inventories
Trade and other receivables
Cash and cash equivalents
Interest bearing loans and overdrafts
Trade and other payables
Deferred tax liabilities
Net identifiable (liabilities)/ assets
Non-controlling interest (40%)
Goodwill on acquisition
Consideration paid - satisfied in cash
Book value
£000
Measurement
adjustment
£000
Provisional fair
value at
1 February
2014
£000
-
6,327
5,404
673
103
(3,637)
(12,161)
(2)
(3,293)
1,317
2,700
(1,000)
-
-
-
-
-
(540)
1,160
(464)
2,700
5,327
5,404
673
103
(3,637)
(12,161)
(542)
(2,133)
853
3,280
2,000
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The fair value of trade and other receivables is £673,000 and includes trade receivables with a fair value of £58,000. The gross
contractual amount for trade receivables is £65,000, of which £7,000 is expected to be uncollectable.
The intangible asset acquired represents the fair value of the ‘Tiso’, ‘Alpine Bikes’ and ‘George Fisher’ fascia names (see note 13).
The Board believes that the excess of consideration paid over the provisional fair value of the net identifiable assets of £3,280,000
is best considered as goodwill on acquisition representing employee expertise.
The goodwill calculation is provisional at 1 February 2014 to allow further measurement adjustments to be made if necessary,
the acquisition date that would have affected the measurement of the amounts recognised as of that date. The goodwill arises on
consolidation and is therefore not tax deductible.
Included in the 52 week period to 1 February 2014 is revenue of £4,809,000 and a profit before tax of £19,000 in respect of Tiso Group.
Full Year Impact of Acquisitions
Had the acquisitions of Cloggs Online Limited, Ark Fashion Limited, Isico U.S.A. Sports Eric Isichei & Soehne oHG, ActivInstinct
Limited and Tiso Group been effected at 3 February 2013, the revenue and profit before tax of the Group for the 52 week period
to 1 February 2014 would have been £1,369,378,000 and £57,020,000 respectively.
80 / 81
Notes to the Consolidated Financial Statements (Continued)
11. Acquisitions (Continued)
Acquisition Costs
Acquisition-related costs amounting to £430,000 (Cloggs Online Limited: £70,000; Ark Fashion Limited: £30,000; Isico U.S.A.
Sports Eric Isichei & Soehne oHG: £65,000; ActivInstinct Limited: £200,000 and Tiso Group: £65,000) have been excluded
from the consideration transferred and have been recognised as an expense in the year, within administrative expenses in the
Consolidated Income Statement.
Prior Period Acquisitions
Originals
On 14 March 2012, the Group acquired, via its subsidiary R.D. Scott Limited, the trade and assets of seven stores trading as
Originals and the head office along with the Originals name and inventory from the Administrators of Retailchic Limited for a
total cash consideration of £100,000. On 3 February 2013, the trade and assets of the Originals stores were transferred to
Tessuti Limited, another subsidiary of the Group.
The measurement period concluded in the 52 week period to 1 February 2014, with no measurement adjustments being made
to the fair values in this period.
Source Lab Limited
On 9 May 2012, the Group acquired 85% of the issued share capital of Source Lab Limited for a cash consideration of £2,550,000.
Source Lab Limited, which was established in 2005, design, source and distribute football related apparel under license from some
of the biggest clubs in Europe including Manchester United, Chelsea, Arsenal and Barcelona.
The measurement period concluded in the 52 week period to 1 February 2014, with no measurement adjustments being made
to the fair values in this period. The final goodwill calculation is summarised below:
Acquiree's net assets at the acquisition date:
Property, plant and equipment
Inventories
Trade and other receivables
Cash and cash equivalents
Interest-bearing loans and borrowings
Trade and other payables
Deferred tax liabilities
Net identifiable assets
Non-controlling interest (15%)
Goodwill on acquisition
Consideration paid - satisfied in cash
Book value
£000
Measurement
adjustment
£000
Fair value at
1 February
2014
£000
9
23
1,370
162
(170)
(839)
-
555
(83)
-
229
(68)
-
-
(222)
(1)
(62)
9
9
252
1,302
162
(170)
(1,061)
(1)
493
(74)
2,131
2,550
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Notes to the Consolidated Financial Statements (Continued)
11. Acquisitions (continued)
Tessuti Group
On 18 May 2012, the Group, via its new 60% owned subsidiary Tessuti Group Limited, acquired the trading businesses that make
up the Tessuti group for a total consideration of £4,819,000. On acquisition, the Tessuti group operated four premium fashion
retail stores in the North West of England, along with two trading websites.
The measurement period concluded in the 52 week period to 1 February 2014, with no measurement adjustments being made
to the fair values in this period. The final goodwill calculation is summarised below:
Book value
£000
Measurement
adjustment
£000
Fair value at
1 February
2014
£000
-
1,898
660
303
1,044
(508)
(736)
(100)
2,561
783
852
-
-
-
-
-
-
(213)
639
(256)
852
1,898
660
303
1,044
(508)
(736)
(313)
3,200
527
1,092
3,225
1,570
24
4,819
Acquiree's net assets at the acquisition date:
Intangible assets
Property, plant and equipment
Inventories
Trade and other receivables
Cash and cash equivalents
Interest-bearing loans and borrowings
Trade and other payables
Deferred tax asset/(liabilities)
Net identifiable assets
Non-controlling interest
Goodwill on acquisition
Consideration paid - satisfied in cash
Deferred consideration - non-controlling interest loan notes
Consideration paid - satisfied in shares
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Notes to the Consolidated Financial Statements (Continued)
12. Disposals
Prior Period Disposals
Disposal of 100% of the Issued Ordinary Share Capital of Canterbury Limited (and it’s Subsidiary Undertakings)
On 13 September 2012 the Group disposed of its 100% shareholding in Canterbury Limited to Pentland Group Plc for a total
cash payment of £22,698,521 and acquired the ONETrueSaxon Brand. The total cash payment received comprised £1 for the
entire share capital of Canterbury Limited and £22,698,520 which repaid the total intercompany receivable balance owing to
the Company from the Canterbury Group at the date of disposal.
The assets and liabilities related to Canterbury Limited (and its subsidiary undertakings) formed a disposal group. However, Canterbury
was not treated as a discontinued operation at 2 February 2013, as its teamwear and leisurewear offering did not represent a
major line of business.
Financial information related to the disposal is set out below:
Consideration received
Less carrying value of net assets disposed of
Plus share of translation reserve recycled
Less non-controlling interest disposed of
Less transaction costs
Profit on disposal
Net cashflow on disposal:
Consideration received
Less cash and cash equivalents disposed of
Net cash inflow from disposal
£000
22,699
(19,748)
910
(2,570)
(600)
691
22,699
(5,888)
16,811
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Notes to the Consolidated Financial Statements (Continued)
13. Intangible Assets
Group
Cost or valuation
At 28 January 2012
Acquisitions
Divestment of subsidiaries
Exchange differences
At 2 February 2013
Acquisitions
At 1 February 2014
Amortisation and impairment
At 28 January 2012
Charge for the period
Impairments
Divestment of subsidiaries
At 2 February 2013
Charge for the period
Impairments
At 1 February 2014
Net book value
At 1 February 2014
At 2 February 2013
At 28 January 2012
Impairment
Goodwill
£000
Brand licences
£000
Brand names
£000
Fascia name
£000
Software
development
£000
65,382
3,328
-
(813)
67,897
10,879
78,776
11,406
-
2,315
-
13,721
-
11,839
25,560
53,216
54,176
53,976
11,779
-
-
-
11,779
-
11,779
2,319
1,112
-
-
3,431
1,112
-
4,543
7,236
8,348
9,460
16,658
5,540
(6,884)
-
15,314
-
15,314
3,116
1,686
-
(2,016)
2,786
1,485
-
4,271
21,150
852
-
(192)
21,810
7,393
29,203
838
-
-
-
838
-
-
838
-
-
-
-
-
4,609
4,609
-
-
-
-
-
139
-
139
Total
£000
114,969
9,720
(6,884)
(1,005)
116,800
22,881
139,681
17,679
2,798
2,315
(2,016)
20,776
2,736
11,839
35,351
11,043
12,528
13,542
28,365
20,972
20,312
4,470
-
-
104,330
96,024
97,290
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The impairment in the current period relates to an additional impairment of the goodwill on the acquisition of the entire issued
share capital of Pink Soda Limited (formerly Bank Stores Holdings Limited), in which the trading subsidiary, Bank Fashion Limited
is held. The Bank business is a cash-generating unit and is included in the Fashion segment. The recoverable amount of the
cash-generating unit is the value-in-use, which has been calculated using a pre-tax discount of rate of 12.2% (2013: 13.3%).
In the prior year, £2,315,000 of the goodwill was impaired, following a difficult trading period where revenues on certain key
brands declined. Current year trading in Bank stores has continued to be difficult with reduced revenue across womenswear,
which has resulted in the remaining goodwill of £11,839,000 being impaired. The Board believes that the Bank fascia name
of £5,481,000 is recoverable after having performed relevant sensitivity analysis.
Divestment of Subsidiaries
The divestment in the prior period of £4,868,000 relates to the carrying value of the Canterbury brand name recognised on
acquisition of Canterbury Limited in 2009. The Group disposed its 100% shareholding in Canterbury Limited on 13 September 2012
(see note 12).
84 / 85
Notes to the Consolidated Financial Statements (Continued)
13. Intangible Assets (Continued)
Intangibles Assets with Definite Lives
Brand licences
Brand licences are stated at cost less accumulated amortisation and impairment losses. Amortisation of brand licences is charged
to the Consolidated Income Statement within cost of sales over the term to the licence expiry on a straight line basis.
Brand licenses are tested annually for impairment by comparing the recoverable amount to their carrying value. Impairment losses
are recognised in the Consolidated Income Statement.
The recoverable amount of brand licences is determined based on value-in-use calculations. The use of this method requires the
estimation of future cash flows expected to arise from the continuing operation of the relevant cash-generating unit until the license
expiry date and the choice of a suitable discount rate in order to calculate the present value.
The Group’s brand licenses and the key assumptions used in the value-in-use calculations, is as follows:
Basic information
Impairment model assumptions used
Group
Segment Terms
Net
Book
Value
2014
£000
Net
Book
Value
2013
£000
Short
term
growth
rate (1)
%
Cost
£000
Long
term
growth
rate (2)
% Margin rate
Fila
Sport
10 year license from January 2011
for exclusive use of the brand in the
UK and Republic of Ireland
7,500
5,188
5,938
2.0%
2.0%
Sergio
Tacchini
Sport
Sub-licence to use the brand in the
UK until 2019
4,279
11,779
2,048
7,236
2,410
8,348
2.0%
2.0%
Gross margins over the remaining
license period are assumed to be
broadly consistent with approved
budget levels for the period ending
January 15
Gross margins over the remaining
license period are assumed to be
broadly consistent with approved
budget levels for the period ending
January 15
Pre-tax
discount
rate (3)
2014
%
Pre-tax
discount
rate (3)
2013
%
13.3%
13.9%
13.3%
13.9%
(1) The short term growth rate is the Board approved compound annual growth rate in sales for the first two year period following
the January 2015 financial year currently underway
(2) The long term growth rate is the rate used thereafter until the end of the license period
(3) The discount rate applied is pre-tax and reflects current market assessments of the time value of money and risks specific to the
assets, for which future cash flow estimates have not been adjusted. This discount rate is considered to be equivalent to the rate
a market participant would use
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86 / 87
Notes to the Consolidated Financial Statements (Continued)
13. Intangible Assets (Continued)
Brand Names
Brand names acquired as part of a business combination are stated at fair value as at the acquisition date less accumulated
amortisation and impairment losses. Brand names separately acquired are stated at cost less accumulated amortisation and
impairment losses. The useful economic life of each purchased brand name is considered to be finite.
Brand names are all amortised over a period of 10 years and the amortisation charge is included within administrative expenses
in the Consolidated Income Statement. Brand names are tested annually for impairment by comparing the recoverable amount
to their carrying value.
The recoverable amount of brand names is determined based on a ‘royalty relief’ method of valuation. This is based on an
estimation of future sales and the choice of a suitable royalty and discount rate in order to calculate the present value, when this
method is deemed the most appropriate. This method involves calculating a net present value for each brand by discounting the
projected future royalties expected over the remaining useful life of each brand. The future royalties are estimated by applying
a suitable royalty rate to the sales forecast. Alternatively the carrying value of the brand names has been allocated to a
cash-generating unit, along with the relevant goodwill and fascia names, and tested in the value-in-use calculation performed
for that cash-generating unit (see below). Impairment losses are recognised in the Consolidated Income Statement.
The Group’s brand names and the key assumptions used in ‘royalty relief’ method of valuation, is as follows:
Basic information
Date of
acquisition
Segment
Group
Royalty relief model used to test the following brands:
Sport
Peter Werth
Sport
Sonneti
Sport
Duffer of St George
Sport
Henleys
Sport
One True Saxon
Sport
Fly 53
Gio Goi (4)
Sport
Brands included within the intangible asset models (as below):
Fenchurch
Peter Storm
Eurohike
Kukri
Nanny State
Brands with nil net book value at period end:
Chilli Pepper
Kooga
Sport
Outdoor
Outdoor
Sport
Fashion
Sport
Sport
26 May 2011
26 April 2010
24 November 2009
4 May 2012
13 September 2012
2 February 2013
31 January 2013
17 March 2011
9 January 2012
9 January 2012
7 February 2011
4 August 2010
18 June 2010
3 July 2009
Impairment model assumptions used
Short
term
growth
rate (1)
%
Pre-tax
discount
rate (3)
2014
%
Long
term
growth
rate (2)
%
Pre-tax
discount
rate (3)
2013
%
2.0%
2.0%
2.0%
5.0%
2.0%
2.0%
100.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
13.3%
13.3%
13.3%
13.3%
13.3%
13.3%
13.3%
13.9%
13.9%
13.9%
14.5%
14.5%
14.5%
14.5%
Net
book
value
2014
£000
293
988
1,110
2,172
43
369
2,160
779
1,796
599
504
230
Net
book
value
2013
£000
333
1,140
1,332
2,435
48
415
2,400
889
2,021
674
576
265
Cost
£000
400
1,520
2,042
2,632
50
458
2,400
1,100
2,250
750
720
350
190
452
15,314
-
-
11,043
-
-
12,528
(1) The short term growth rate is the Board approved annual growth rate in sales for the first two year period following the January 2015
financial year currently underway
(2) The long term growth rate is the rate used thereafter until the end of the useful life remaining
(3) The discount rate applied is pre-tax and reflects current market assessments of the time value of money and risks specific to the
assets, for which future cash flow estimates have not been adjusted. This discount rate is considered to be equivalent to the rate
a market participant would use
(4) On acquisition the brand was in a distressed state, therefore the actual sales achieved in the year ending 1 February 2014 do
not reflect the potential of this brand. The investment being made in the brand in the short term supports the aggressive short
rate growth rate assumed
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86 / 87
Notes to the Consolidated Financial Statements (Continued)
13. Intangible Assets (Continued)
Software Development
Software developments costs (including website development costs) are capitalised as Intangible Assets if the technical and
commercial feasibility of the project has been demonstrated, the future economic benefits are probable, the Group has an
intention and ability to complete and use or sell the software and the costs can be measured reliably. Costs that do not meet
these criteria are expensed as incurred. Software development costs are stated at historic cost, less accumulated amortisation.
Software development costs are all amortised over a period of three to four years and the amortisation charge is included within
administrative expenses in the Consolidated Income Statement.
Intangibles Assets with Indefinite Lives
Fascia Name
Separately identifiable fascia names acquired are stated at fair value as at the acquisition date less accumulated impairment losses.
Fascia names are not being amortised as management consider these assets to have indefinite useful economic life. As such all
fascia names are subject to an impairment review on an annual basis or more frequently if there is an indicator that the fascia
name is impaired.
The recoverable amount of these assets is determined based on value-in-use calculations. The use of this method requires the
estimation of future cash flows expected to arise from the continuing operation of the cash-generating unit and the choice of a
suitable discount rate in order to calculate the present value. Impairment losses are recognised in the Consolidated Income Statement.
Factors considered by the Board in determining that the useful life of the fascia names are indefinite for all fascia names:
• The strength of the respective fascia names in the relevant sector and geographic region where the fascia is located
•
The history of the fascia names and that of similar assets in the UK (in relation to Blacks, Millets, Bank, Tessuti, Ark and Tiso),
Republic of Ireland (Champion), Spain (Sprinter) and Germany (Isico) retail sectors
The commitment of the Group to continue to operate these stores separately for the foreseeable future, including the ongoing
investment in new stores and refurbishments
•
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• The strength of the respective online fascia names for the online fascia’s acquired in the period (Cloggs and ActivInstinct)
Goodwill
Goodwill represents amounts arising on acquisition of subsidiaries.
Method 1: For acquisitions on or after 31 January 2010, the Group measures goodwill at the acquisition date as:
•
•
•
•
the fair value of the consideration transferred; plus
the recognised amount of any non-controlling interests in the acquiree; plus
if the business combination is achieved in stages, the fair value of the existing equity interest in the acquiree; less
the net recognised amount of the identifiable assets acquired and liabilities assumed.
When the excess is negative, negative goodwill is recognised immediately in the Consolidated Income Statement.
On disposal of a subsidiary, the attributable amount of goodwill is included in the determination of the profit/loss on disposal.
Method 2: In respect of business acquisitions that occurred from 1 February 2004 to 30 January 2010, goodwill represents the
difference between the cost of the acquisition and the net fair value of the identifiable assets, liabilities and contingent liabilities
of the acquiree.
When the excess was negative (negative goodwill), it was recognised immediately in the Consolidated Income Statement as an
exceptional item. Transaction costs, other than those associated with the issue of debt or equity securities, that the Group incurred
in connection with business combinations were capitalised as part of the cost of the acquisition.
Method 3: In respect of acquisitions prior to 1 February 2004, goodwill is included on the basis of its deemed cost, which represents
the amount recorded under previous GAAP. The classification and accounting treatment of business combinations that occurred
prior to 1 February 2004 has not been reconsidered in preparing the Group’s opening adopted IFRS balance sheet at 1 February 2004.
Goodwill is stated at cost less any accumulated impairment losses. Goodwill is allocated to cash-generating units and is tested
annually for impairment and whenever there is an indication that the goodwill may be impaired. The cash-generating units used
are either the store portfolios or individual businesses acquired. The recoverable amount is compared to the carrying amount of
the cash-generating units including goodwill.
The recoverable amount of a cash-generating unit is determined based on value-in-use calculations. The carrying amount of goodwill
and fascia name by cash-generating units, along with the key assumptions used in the value-in-use calculation is set out on the
following pages.
88 / 89
Notes to the Consolidated Financial Statements (Continued)
13. Intangible Assets (Continued)
Fascia Names and Goodwill (Continued)
Basic financial information
Impairment model assumptions used
Goodwill
2014
£000
924
Fascia
name
2014
£000
-
Total
intangible
2014
£000
924
Goodwill
2013
£000
924
Fascia
name
2013
£000
-
Total
intangible
2013
£000
924
Segment
Sport
Short
term
growth
rate (1)
%
Long
term
growth
rate (2)
% Margin rate
1.0% 1.0% Gross margins are assumed to
Pre-tax
discount
rate (3)
2014
%
Pre-tax
discount
rate (3)
2013
%
Sport
14,976
-
14,976
14,976
-
14,976
1.0% 1.0% Gross margins are assumed to
be broadly consistent with recent
historic and approved budget levels
10.2% 10.5%
Sport
11,202
2,000
13,202
11,202
2,000
13,202
6,173
4,139
10,312
6,173
4,139
10,312
2.0% 2.0% Gross margins are assumed to
982
-
982
6,617
3,524
10,141
-
-
-
-
-
5,481
5,481
11,839
5,481
17,320
2.5% 2.0% Gross margins are assumed to
improve by 3.7% in the short
term to reflect reduction in
markdown activity
1,092
852
1,944
1,092
852
1,944
3.0% 2.0% Gross margins are assumed to
be broadly consistent with recent
historic and approved budget levels
10.2% 10.5%
2.0% 2.0% Gross margins are assumed to
improve by 0.9% in the short
term to reflect improvements in
merchandising from transfer to
Group core systems
13.6% 14.4%
be broadly consistent with recent
historic and approved budget levels
16.5% 20.7%
-
1.0% 1.0% Gross margins are assumed to
be broadly consistent with recent
historic and approved budget levels
14.1%
n/a
-
1.0% 1.0% Gross margins are assumed to
be broadly consistent with recent
historic and approved budget levels
14.1%
n/a
12.2% 13.3%
13.0% 14.5%
improve by 6.0% in the short term
to reflect focused strategy regarding
stock and merchandising and a
reduction in clearance activity
2.0% 1.0% Gross margins are assumed to
105
be broadly consistent with recent
historic and approved budget levels
13.4% 14.5%
-
2.0% 2.0% Gross margins are assumed to
-
improve by 3.7% in the short term to
reflect implementation of enhanced
group terms and focused strategy
regarding stock and merchandising
2.0% 2.0% Gross margins are assumed to im-
prove by 0.5% in the short term
to reflect focused strategy regard-
ing stock and merchandising
3.0% 2.0% Gross margins are assumed to
improve by 6.3% in the short
term to reflect increase proportion
of own brand sales budget
14.0%
n/a
13.0%
n/a
13.0% 14.3%
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Originals
store
portfolio
Cloggs
online
Ark
store
portfolio
Blacks/
Millets store
portfolio
(5)
Fashion
105
-
105
105
Fashion
-
700
700
Fashion
-
469
469
-
-
-
-
-
Outdoor
2,500
8,500
11,000
2,500
8,500
11,000
Fascia
Name
Allsports
store
portfolio
First Sport
store
portfolio
Champion
store
portfolio
Sprinter
store
portfolio
Isico store
portfolio
Sport
Sport
ActivInstinct
online
Sport
Bank store
portfolio (4)
Fashion
Tessuti store
portfolio
Fashion
88 / 89
Notes to the Consolidated Financial Statements (Continued)
13. Intangible Assets (continued)
Fascia Names and Goodwill (Continued)
Basic financial information
Impairment model assumptions used
Goodwill
2014
£000
3,280
Fascia
name
2014
£000
2,700
Total
intangible
2014
£000
5,980
Goodwill
2013
£000
-
Fascia
name
2013
£000
-
Total
intangible
2013
£000
-
Segment
Outdoor
Short
term
growth
rate (1)
%
Long
term
growth
rate (2)
% Margin rate
3.0% 2.0% Gross margins are assumed to
Pre-tax
discount
rate (3)
2014
%
13.4%
Pre-tax
discount
rate (3)
2013
%
n/a
improve by 5.0% in the short term
to reflect focused strategy regarding
stock and merchandising
Fashion
864
Sport
1,653
Sport
Sport
Sport
2,131
700
17
-
-
-
-
-
864
864
1,653
1,653
2,131
2,131
700
700
17
17
-
-
-
-
-
864
1.0% 1.0% Gross margins are assumed to
12.8% 13.3%
be broadly consistent with recent
historic and approved budget levels
1,653
1.0% 1.0% Gross margins are assumed to
improve by 0.5% in the short
term to reflect focused strategy
regarding stock and merchandising
15.4% 16.0%
2,131
2.0% 1.0% Gross margins are assumed to
12.8% 14.5%
be broadly consistent with recent
historic and approved budget levels
700
1.0% 1.0% Gross margins are assumed to
13.4% 13.3%
17
be broadly consistent with recent
historic and approved budget levels
Not material for Group
53,216
28,365
81,581
54,176
20,972
75,148
Fascia
Name
Tiso store
portfolio
Nicholas
Deakins
Limited
Kukri
Sports
Limited
(6)
Source
Lab
Limited
Focus
Brands
Limited
Topgrade
Sportswear
Limited
(1) The short term growth rate is the Board approved compound annual growth rate for the four year period following the January
2015 financial year currently underway
(2) The long term growth rate is the rate used thereafter, which is an estimate of the growth based on past experience within the
Group taking account of economic growth forecast for the relevant industries
(3) The discount rate applied is pre-tax and reflects the current market assessments of the time value of money and any specific risk
premiums relevant to the individual cash-generating unit. These discount rates are considered to be equivalent to the rates a
market participant would use
(4) The impairment model prepared for Bank, in addition to covering the goodwill and fascia names, has also been used to support
the net book value of the Nanny State and Fenchurch brand names, which are predominantly sold through the Bank store portfolio
(5) The impairment model prepared for Blacks and Millets, in addition to covering the goodwill and fascia names, has also been
used to support the net book value of the Peter Storm and Eurohike brand names, which are exclusively sold through the Blacks
and Millets store portfolio
(6) The impairment model prepared for Kukri, in addition to supporting the goodwill, has also been used to support the net book
value of the Kukri brand name
The cash flow projections used in the value-in-use calculations are all based on actual operating results, together with financial
forecasts and strategy plans approved by the Board covering a five year period. These forecasts and plans are based on both past
performance and expectations for future market development.
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90 / 91
Notes to the Consolidated Financial Statements (Continued)
13. Intangible Assets (Continued)
Sensitivity Analysis
A sensitivity analysis has been performed on the base case assumptions of sales growth and discounts rates used for assessing
the goodwill.
With regards to the assessment of value-in-use of all cash-generating units, with the exceptions of those listed below, the Board
believe that there are no reasonably possible changes in any of the key assumptions, which would cause the carrying value of the
unit to exceed its recoverable amount.
For the Bank fascia name and Blacks goodwill and fascia name cash-generating units, changes in key assumptions could cause the
carrying value of the unit to exceed its recoverable amount.
The Board has considered the possibility of each of these businesses achieving less revenue and gross profit % than forecast.
Whilst any reduction in revenue would be partially offset by a reduction in revenue related costs, the Board would also take actions
to mitigate the loss of gross profit by reducing other costs.
Bank
Should the pre-tax discount rate increase by 1.0%, the value-in-use would lead to an impairment of the Bank fascia name of
£2,660,000. All other assumptions remain unchanged.
The impairment model prepared by management assumes margin growth of 3.7% up to 50.3% in the first five year period. Should
the business achieve assumed gross margin rate % growth of 3.0% in the first five year period and be unable to reduce selling and
distribution and administrative costs, the reduction in value-in-use would lead to an impairment of the Bank fascia name of
£5,480,000. Should the business achieve assumed margin rate % growth of 3.4% in the first five year period and be unable to
reduce selling and distribution and administrative costs, the reduction in value-in-use would lead to an impairment of £2,030,000.
In both cases all other assumptions remain unchanged.
Blacks
Should the business not achieve the assumed gross margin rate % growth in the first five year period of 6.3% by 1.0% and be
unable to reduce selling and distribution and administrative costs, the reduction in value-in-use would lead to an impairment of
£6,000,000. All other assumptions remain unchanged.
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Company
Cost or valuation
At 28 January 2012
Acquisitions
At 2 February 2013
Acquisitions
At 1 February 2014
Amortisation and impairment
At 28 January 2012
Charge for the period
At 2 February 2013
Charge for the period
At 1 February 2014
Net book value
At 1 February 2014
At 2 February 2013
At 28 January 2012
Goodwill
£000
Brand licences
£000
Brand names
£000
Software
development
£000
19,945
-
19,945
-
19,945
4,045
-
4,045
-
4,045
15,900
15,900
15,900
11,779
-
11,779
-
11,779
2,319
1,112
3,431
1,112
4,543
7,236
8,348
9,460
3,210
5,540
8,750
-
8,750
384
706
1,090
855
1,945
6,805
7,660
2,826
-
-
-
4,609
4,609
-
-
-
139
139
4,470
-
-
Total
£000
34,934
5,540
40,474
4,609
45,083
6,748
1,818
8,566
2,106
10,672
34,411
31,908
28,186
Goodwill in the Company comprises the goodwill on acquisition of First Sport (£14,976,000) and Allsports (£924,000).
Brand names in the Company comprise all brand names included in the Group table on page 86 within the Sport segment,
with the exception of the fair value adjustments remaining in relation to brand names acquired on acquisition of Duffer of St
George (£1,110,000) and Kukri (£504,000).
90 / 91
Notes to the Consolidated Financial Statements (Continued)
14. Property, Plant and Equipment
Owned Assets
Items of property, plant and equipment are stated at cost less accumulated depreciation and impairment losses. Where parts of
an item of property, plant and equipment have different useful economic lives, they are accounted for as separate items.
Legal fees and other costs associated with the acquisition of a leasehold interest are capitalised within non-current other assets
(see note 16). These costs are amortised over the life of the lease.
Lease incentives are credited to the Consolidated Income Statement on a straight line basis over the life of the lease.
Rental income from operating leases where the Group is the lessor is recognised on a straight-line basis over the term of the
relevant lease.
Depreciation
Depreciation is charged to the Consolidated Income Statement over the estimated useful life of each part of an item of property,
plant and equipment. The estimated useful economic lives are as follows:
Improvements to short leasehold properties
• Freehold land
• Long leasehold and freehold properties
•
• Computer equipment
• Fixtures and fittings
• Motor vehicles
not depreciated
2% per annum on a straight line basis
life of lease on a straight line basis
3 - 4 years on a straight line basis
5 - 7 years, or length of lease if shorter, on a straight line basis
25% per annum on a reducing balance basis
Group
Cost
At 28 January 2012
Additions
Disposals
Transfers
On acquisition of subsidiaries
Divestment of subsidiaries
Exchange differences
At 2 February 2013
Additions
Disposals
Transfers
On acquisition of subsidiaries
Exchange differences
At 1 February 2014
Depreciation and impairment
At 28 January 2012
Charge for period
Disposals
Impairments
Divestment of subsidiaries
Exchange differences
At 2 February 2013
Charge for the period
Disposals
Impairments
Transfer to Deposits
Exchange differences
At 1 February 2014
Net book value
At 1 February 2014
At 2 February 2013
At 28 January 2012
Freehold land,
long leasehold
& freehold
properties
£000
Improvements
to short
leasehold
properties
£000
Computer
equipment
£000
Fixtures
and fittings
£000
Motor
vehicles
£000
Assets in the
course of
construction
£000
3,939
677
-
-
973
-
-
5,589
2,965
-
268
3,298
-
12,120
27
33
-
-
-
-
60
133
-
-
-
-
193
11,927
5,529
3,912
18,567
1,039
(979)
90
268
(572)
(43)
18,370
2,314
(631)
(268)
1,087
-
20,872
10,260
1,403
(883)
11
(311)
(18)
10,462
1,542
(515)
230
-
-
11,719
9,153
7,908
8,307
16,868
9,899
(329)
-
81
(431)
(128)
25,960
8,211
(999)
84
230
(6)
33,480
9,963
3,125
(235)
-
(232)
(72)
12,549
4,215
(760)
48
-
(3)
16,049
161,696
26,444
(10,033)
18,672
575
(402)
(2,218)
194,734
26,712
(11,263)
(84)
1,449
(14)
211,534
81,171
22,294
(9,710)
703
(279)
(1,289)
92,890
24,728
(10,203)
1,508
(62)
(9)
108,852
17,431
13,411
6,905
102,682
101,844
80,525
547
119
(191)
-
8
(52)
(4)
427
149
(191)
-
28
(17)
396
49
138
(127)
-
(41)
(1)
18
125
(114)
-
-
(14)
15
381
409
498
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Total
£000
220,379
38,178
(11,532)
-
1,905
(1,457)
(2,393)
245,080
40,351
(13,084)
-
6,092
(37)
278,402
101,470
26,993
(10,955)
714
(863)
(1,380)
115,979
30,743
(11,592)
1,786
(62)
(26)
136,828
18,762
-
-
(18,762)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
18,762
141,574
129,101
118,909
92 / 93
Notes to the Consolidated Financial Statements (Continued)
14. Property, Plant and Equipment (Continued)
In the prior period, assets in the course of construction of £18,762,000 relating to the new warehouse development at Kingsway,
Rochdale were transferred to fixtures and fittings.
Impairment charges of £1,786,000 (2013: £714,000) relate to all classes of property, plant and equipment in cash-generating
units which are loss making and where it is considered that the position cannot be recovered as a result of a continuing deterioration
in the performance in the particular store. The cash-generating units represent individual stores, or a collection of stores where the
cash flows are not independent, with the loss based on the specific revenue streams and costs attributable to those cash-generating
units. Assets in impaired stores are written down to their recoverable amount which is calculated as the greater of the fair value less
costs to sell and value-in-use.
Leased Assets
Assets funded through finance leases and similar hire purchase contracts are capitalised as property, plant and equipment
where the Group assumes substantially all of the risks and rewards of ownership. Upon initial recognition, the leased asset
is measured at the lower of its fair value and the present value of the minimum lease payments. Future instalments under such
leases, net of financing costs, are included within interest-bearing loans and borrowings.
Rental payments are apportioned between the finance element, which is included in finance costs, and the capital element which
reduces the outstanding obligation for future instalments so as to give a constant charge on the outstanding obligation.
All other leases are accounted for as operating leases and the rental costs, are charged to the Consolidated Income Statement
on a straight line basis over the life of the lease. Contingent rental payments, where payment is conditional on the Group’s
operating performance derived from the lease item (e.g. turnover levels), are expensed in the period incurred.
The carrying amount of the Group’s property, plant and equipment includes an amount of £49,000 (2013: £1,479,000) in respect
of assets held under finance leases, comprising fixtures and fittings of £nil (2013: £1,427,000) and motor vehicles of £49,000
(2013: £52,000). The depreciation charge on those assets for the current period was £42,000 (2013: £672,000), comprising fixtures
and fittings of £10,000 (2013: £643,000) and motor vehicles of £32,000 (2013: £29,000).
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Company
Cost
At 28 January 2012
Additions
Disposals
Transfers
At 2 February 2013
Additions
Disposals
At 1 February 2014
Depreciation and impairment
At 28 January 2012
Charge for period
Disposals
At 2 February 2013
Charge for period
Disposals
Impairments
At 1 February 2014
Net book value
At 1 February 2014
At 2 February 2013
At 28 January 2012
Improvements
to short leasehold
properties
£000
Land
£000
Computer
equipment
£000
Fixtures
and fittings
£000
Motor
vehicles
£000
Assets in the
course of
construction
£000
942
-
-
-
942
-
-
942
-
-
-
-
-
-
-
-
942
942
942
13,580
546
(806)
-
13,320
591
(440)
13,471
8,415
969
(715)
8,669
922
(371)
11
9,231
4,240
4,651
5,165
13,411
7,726
(185)
-
20,952
5,718
(148)
26,522
9,012
1,948
(165)
10,795
2,592
(99)
3
13,291
105,546
7,526
(6,822)
18,762
125,012
8,201
(3,571)
129,642
63,817
11,808
(6,696)
68,929
11,785
(3,167)
73
77,620
13,231
10,157
4,399
52,022
56,083
41,729
213
25
(33)
-
205
43
(33)
215
107
31
(24)
114
29
(25)
-
118
97
91
106
18,762
-
-
(18,762)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
18,762
Total
£000
152,454
15,823
(7,846)
-
160,431
14,553
(4,192)
170,792
81,351
14,756
(7,600)
88,507
15,328
(3,662)
87
100,260
70,532
71,924
71,103
92 / 93
Notes to the Consolidated Financial Statements (Continued)
15. Investment Property
Investment property, which is property held to earn rentals, is stated at cost less accumulated depreciation and impairment losses.
Investment property is depreciated over a period of 50 years on a straight line basis, with the exception of freehold land, which is
not depreciated. The Group has elected not to revalue investment property annually but to disclose the fair value in the
Consolidated Financial Statements.
The fair value is based on an external valuation prepared by persons having the appropriate professional qualification and experience.
Company
Cost
At 28 January 2012
Additions
At 2 February 2013 and 1 February 2014
Depreciation and impairment
At 28 January 2012
Charge for period
At 2 February 2013
Charge for period
At 1 February 2014
Net book value
At 1 February 2014
At 2 February 2013
At 28 January 2012
£000
4,160
677
4,837
1,190
33
1,223
41
1,264
3,573
3,614
2,970
The investment properties brought forward relates to properties leased to Focus Brands Limited (£4,160,000) and Kukri Sports
Limited (£677,000).
Both of these properties are owner-occupied from the perspective of the Group as both Focus Brands Limited and Kukri Sports
Limited are subsidiaries of the Group. These properties however remain investment properties from the Company perspective as at
1 February 2014.
Based on an external valuation, the fair value of the investment properties as at 1 February 2014 was £3,477,000 (2013: £3,427,000).
Management do not consider either of the investment properties to be impaired as the future rental income supports the carrying value.
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Notes to the Consolidated Financial Statements (Continued)
16. Non-Current Other Assets
Key Money
Monies paid in certain countries to give access to retail locations are capitalised within non-current assets. Key money is stated
at historic cost less impairment losses. These assets are not depreciated as past experience has shown that the key money is fully
recoverable on disposal of a retail location and is deemed to have an indefinite useful economic life but will be impaired if
evidence exists that the market value is less than the historic cost. Gains/losses on key money from the subsequent disposal of
these retail locations are recognised in the Consolidated Income Statement.
Deposits
Money paid in certain countries as deposits to store landlords as protection against non-payment of rent, is capitalised within
non-current assets. A provision for the impairment of these deposits is established when there is objective evidence that the landlord
will not repay the deposit in full.
Legal Fees
Legal fees and other costs associated with the acquisition of a leasehold interest are capitalised within non-current other assets
and amortised over the life of the lease.
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Cost
At 28 January 2012
Additions
Disposals
Exchange differences
At 2 February 2013
Additions
Disposals
On acquisition
At 1 February 2014
Depreciation and impairment
At 28 January 2012
Charge for period
Disposals
Impairments
Exchange differences
At 2 February 2013
Charge for period
Disposals
Impairments
Transfer from Property, Plant and Equipment
At 1 February 2014
Net book value
At 1 February 2014
At 2 February 2013
At 28 January 2012
Group
Key Money
£000
Deposits
£000
Legal Fees
£000
10,243
3,273
(252)
(539)
12,725
1,444
(83)
-
14,086
726
-
-
191
(95)
822
-
-
146
-
968
13,118
11,903
9,517
2,030
667
(213)
(90)
2,394
592
(61)
-
2,925
-
-
-
-
-
-
-
-
-
62
62
2,863
2,394
2,030
9,054
1,410
(146)
(12)
10,306
1,188
(232)
1,280
12,542
3,626
537
(123)
-
(5)
4,035
874
(198)
10
-
4,721
7,821
6,271
5,428
Company
Legal Fees
£000
6,831
1,372
(123)
-
8,080
1,070
(189)
-
8,961
3,273
518
(110)
-
-
3,681
589
(154)
10
-
4,126
4,835
4,399
3,558
Total
£000
21,327
5,350
(611)
(641)
25,425
3,224
(376)
1,280
29,553
4,352
537
(123)
191
(100)
4,857
874
(198)
156
62
5,751
23,802
20,568
16,975
94 / 95
Notes to the Consolidated Financial Statements (Continued)
17. Investments
In the Company’s accounts all investments in subsidiary undertakings and joint ventures are stated at cost less provisions for
impairment losses.
Basis of Consolidation
I. Subsidiaries
Subsidiaries are entities controlled by the Group. Control exists when the Group has the power to govern the financial and
operating policies of an entity so as to obtain benefits from its activities. In assessing control, potential voting rights that are
presently exercisable are taken into account.
The financial statements of subsidiaries are included in the consolidated financial statements from the date that control commences
until the date that control ceases. Non-controlling interests in the net assets of consolidated subsidiaries are identified separately
from the equity attributable to holders of the parent. Non-controlling interests consist of the amount of those interests at the date
that control commences and the attributable share of changes in equity subsequent to that date.
II. Joint Ventures
Joint ventures are entities over which the Group has joint control based on a contractual arrangement. The results and assets
and liabilities of joint ventures are incorporated in the consolidated financial statements using the equity method of accounting.
Investments in joint ventures are carried in the Consolidated Statement of Financial Position at cost and adjusted for post-acquisition
changes in the Group’s share of the net assets. Losses of the joint venture in excess of the Group’s interest in it are not recognised.
III. Transactions Eliminated on Consolidation
Intragroup balances, and any unrealised income and expenses arising from intragroup transactions, are eliminated in preparing
the consolidated financial statements.
Changes in Ownership Interest Without a Loss of Control
In accordance with IAS 27 ‘Consolidated and Separate Financial Statements’ (2008), upon a change in ownership interest in
a subsidiary without a loss of control, the carrying amounts of the controlling and non-controlling interests are adjusted to reflect
the changes in their relative interests in the subsidiary. Any difference between the amount by which the non-controlling interests
are adjusted and the fair value of the consideration paid or received is recognised directly in equity and attributed to the owners
of the parent. Acquisitions or disposals of non-controlling interests are therefore accounted for as transactions with owners in
their capacity as owners and no goodwill is recognised as a result of such transactions. Associated transaction costs are accounted
for within equity.
Company
Cost
At 28 January 2012
Additions
At 2 February 2013
Additions
At 1 February 2014
Impairment
At 28 January 2012 and 2 February 2013
Impairments
At 1 February 2014
Net book value
At 1 February 2014
At 2 February 2013
At 28 January 2012
£000
47,945
3,477
51,422
9,275
60,697
5,470
-
5,470
55,227
45,952
42,475
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Notes to the Consolidated Financial Statements (Continued)
17. Investments (Continued)
The additions to investments in the current year comprise the following. Unless otherwise stated the investment is 100% owned.
Company
Cloggs Online Limited (88% owned)
Ark Fashion Limited (70% owned)
JD Germany Gmbh (85% owned)
JD Sports Fashion Holdings Cooperatief WA
ActivInstinct Holdings Limited (81.2% owned)
Tiso Group Limited (60% owned)
JD Sports Fashion France SAS
Additional investment in Source Lab
Total additions
2014
£000
1
-
921
1,280
2,179
2,000
2,800
94
9,275
On 31 December 2013 JD Sports Fashion Plc exercised a call option over the share held by the non-controlling interest in Kukri
Sports Limited. 4.2% of the shares were transferred to JD Sports Fashion Plc from the non-controlling interest for consideration of £1.
A list of principal subsidiaries is shown in note 35.
18. Inventories
Inventories are stated at the lower of cost and net realisable value. Cost is based on the weighted average principle. Provisions are
made for obsolescence, mark downs and shrinkage.
Finished goods and goods for resale
Group
Company
2014
£000
186,116
2013
£000
146,569
2014
£000
73,525
2013
£000
56,125
The cost of inventories recognised as expenses and included in cost of sales for the 52 weeks ended 1 February 2014 was
£685,448,000 (2013: £645,404,000).
The Group has £19,556,000 (2013: £20,590,000) of stock provisions at the end of the period. The Company has £6,813,000
(2013: £7,574,000) of stock provisions at the end of the period.
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96 / 97
Notes to the Consolidated Financial Statements (Continued)
19. Trade and Other Receivables
Trade receivables are recognised at amortised cost less impairment losses. A provision for the impairment of trade receivables is
established when there is objective evidence that the Group will not be able to collect all amounts due according to the original terms.
Significant financial difficulties of the debtor, probability that the debtor will enter bankruptcy or financial reorganisation and
default or delinquency in payments are considered indicators that the trade receivable is impaired. The movement in the provision
is recognised in the Consolidated Income Statement.
Current assets
Trade receivables
Other receivables
Prepayments and accrued income
Amounts owed by other Group companies
The ageing of trade receivables is detailed below:
Group
Not past due
Past due 0 - 30 days
Past due 30 - 60 days
Past 60 days
Company
Not past due
Past due 0 - 30 days
Past due 30 - 60 days
Past 60 days
Group
Company
2014
£000
15,849
5,751
45,366
-
66,966
2013
£000
12,386
6,413
37,962
-
56,761
2014
£000
1,443
1,052
23,172
196,493
222,160
2014
2013
Provision
£000
(74)
(87)
-
(489)
(650)
Net
£000
6,071
4,038
2,356
3,384
15,849
Gross
£000
7,620
1,508
904
2,991
13,023
Provision
£000
(262)
-
(2)
(373)
(637)
2014
2013
Provision
£000
-
-
-
(100)
(100)
Net
£000
432
119
388
504
1,443
Gross
£000
907
356
430
504
2,197
Provision
£000
-
-
-
(100)
(100)
Gross
£000
6,145
4,125
2,356
3,873
16,499
Gross
£000
432
119
388
604
1,543
2013
£000
2,097
2,645
22,150
129,213
156,105
Net
£000
7,358
1,508
902
2,618
12,386
Net
£000
907
356
430
404
2,097
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98 / 99
Notes to the Consolidated Financial Statements (Continued)
19. Trade and Other Receivables (Continued)
Analysis of gross trade receivables is shown below:
Not past due or impaired
Past due but not impaired
Impaired
The aging of the impaired trade receivables is detailed below:
Not past due
Past due 0 - 30 days
Past due 30 - 60 days
Past 60 days
Group
Company
2014
£000
6,061
9,465
973
16,499
2013
£000
7,256
4,208
1,559
13,023
2014
£000
424
689
430
1,543
Group
Company
2014
£000
84
132
31
726
973
2013
£000
364
-
345
850
1,559
2014
£000
8
45
31
346
430
2013
£000
896
580
721
2,197
2013
£000
11
-
342
368
721
The Board consider that the carrying amount of trade and other receivables approximate their fair value. Concentrations of credit
risk with respect to trade receivables are limited due to the majority of the Group’s customer base being wide and unrelated.
Therefore, no further credit risk provision is required in excess of the normal provision for impairment losses, which has been
calculated following individual assessments of credit quality based on historic default rates and knowledge of debtor insolvency or
other credit risk.
Movement on this provision is shown below:
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At 28 January 2012
Created
Released
Utilised
Divestments
Exchange differences
At 2 February 2013
Created
Released
Utilised
Exchange differences
At 1 February 2014
The other classes within trade and other receivables do not contain impaired assets.
Group
£000
1,020
435
(29)
(139)
(639)
(11)
637
171
(10)
(142)
(6)
650
Company
£000
100
-
-
-
-
-
100
-
-
-
-
100
98 / 99
Notes to the Consolidated Financial Statements (Continued)
20. Cash and Cash Equivalents
Cash and cash equivalents comprise cash balances and call deposits with an original maturity of three months or less. Bank overdrafts
are included as a component of cash and cash equivalents for the purpose of the Consolidated Statement of Cash Flows, as these
are used as an integral part of the Group’s cash management.
Bank balances and cash floats
21. Interest-Bearing Loans and Borrowings
Group
Company
2014
£000
76,797
2013
£000
53,484
2014
£000
32,433
2013
£000
20,046
Interest-bearing borrowings are recognised initially at fair value less attributable transaction costs. Following the initial recognition,
interest-bearing borrowings are stated at amortised cost with any difference between cost and redemption value being recognised
in the Consolidated Income Statement over the period of the borrowings on an effective interest basis.
Current liabilities
Finance lease liabilities
Bank loans and overdrafts
Syndicated bank facility
Other loans
Non-current liabilities
Finance lease liabilities
Bank loans
Other loans
Group
Company
2014
£000
37
4,869
26,000
64
30,970
35
173
343
551
2013
£000
49
7,036
-
72
7,157
7
288
396
691
2014
£000
-
-
26,000
-
26,000
-
-
-
-
2013
£000
-
-
-
-
-
-
-
-
-
The following provides information about the contractual terms of the Group and Company’s interest-bearing loans and borrowings.
For more information about the Group and Company’s exposure to interest rate risk, see note 22.
Bank Facilities
On 10 July 2013, the Group amended and extended its syndicated committed £75,000,000 bank facility which previously expired
on 11 October 2015. The facility has been amended by increasing the syndicated committed facility by £80,000,000 to
£155,000,000. The amended facility now expires on 11 October 2017.
Under the amended facility, a maximum of 10 drawdowns can be outstanding at any time with drawdowns made for a period of
one, two, three or six months with interest currently payable at a rate of LIBOR plus a margin of 1.50% (2013: 1.40%). The arrangement
fee payable on the amended facility is 0.6% on the additional £80,000,000 commitment and 0.3% on the existing £75,000,000
commitment. The commitment fee on the undrawn element of the facility is 45% of the applicable margin rate.
This facility encompasses cross guarantees between the Company, Bank Fashion Limited, RD Scott Limited, Topgrade Sportswear
Limited, Nicholas Deakins Limited, Blacks Outdoor Retail Limited, Millets Limited and Focus International Limited.
At 1 February 2014, £26,000,000 was drawn down on this facility (2013: no amounts were drawn down on this facility).
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100 / 101
Notes to the Consolidated Financial Statements (Continued)
21. Interest-Bearing Loans and Borrowings (Continued)
Bank Loans and Overdrafts
The following Group companies have overdraft facilities which are repayable on demand:
• Spodis SA €5,000,000 (2013: €5,000,000)
• Sprinter Megacentros Del Deporte SLU €4,500,000 (2013: €4,500,000)
• Champion Sports Ireland €3,000,000 (2013: €3,000,000)
• Kukri Sports Limited and Kukri GB Limited £170,000 (2013: £170,000)
• Source Lab Limited £350,000 (2013: £350,000)
• Tiso Group £4,030,000 (2013: £nil)
• ActivInstinct Limited £300,000 (2013: £nil)
As at 1 February 2014, these facilities were drawn down by £3,692,000 (2013: £7,256,000). Further information on guarantees
provided by the Company is disclosed in note 32.
Included within bank loans and overdrafts in the prior year were term loans of £68,000 within Spodis SA which have been taken
out to fund the refurbishment of specific stores. The interest rates ranged from 5.10% to 6.50% and were secured on the fixtures in
those particular stores.
The maturity of the bank loans and overdrafts is as follows:
Within one year
Between one and five years
Other Loans
Group
Company
2014
£000
4,869
173
5,042
2013
£000
7,036
288
7,324
2014
£000
-
-
-
2013
£000
-
-
-
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The acquisition of Tessuti Group Limited included a freehold property with a mortgage balance remaining of £508,000 at the time
of acquisition. The loan is repayable over 10 years and attracts interest at 2.99% over base. At 1 February 2014, 70 months is
remaining.
The maturity of the other loans is as follows:
Within one year
Between one and five years
Group
Company
2014
£000
64
343
407
2013
£000
72
396
468
2014
£000
-
-
-
2013
£000
-
-
-
100 / 101
Notes to the Consolidated Financial Statements (Continued)
21. Interest-Bearing Loans and Borrowings (Continued)
Finance Leases
As at 1 February 2014, the Group’s liabilities under finance leases are analysed as follows:
Amounts payable under finance leases:
Within one year
Later than one year and not later than five years
After five years
Minimum
lease payments
Present value
of minimum lease
payments
2014
£000
43
39
-
82
2013
£000
51
8
-
59
2014
£000
37
35
-
72
2013
£000
49
7
-
56
Assets held under finance leases consist primarily of motor vehicles. The fair value of the Group’s lease obligations approximate to
their present value. The Group’s obligations under finance leases are secured by the lessors’ rights over the leased assets.
22. Financial Instruments
Financial assets and financial liabilities are recognised in the Group’s Statement of Financial Position when the Group becomes
a party to the contractual provisions of the instrument. Financial assets are derecognised when the contractual rights to the cash
flows from the financial assets expire or are transferred. Financial liabilities are derecognised when the obligation specified in
the contract is discharged, cancelled or expires.
Financial Assets
The Group’s financial assets are all categorised as loans and receivables. Loans and receivables are non-derivative financial assets
with fixed or determinable payments that are not quoted in an active market. The Group’s loans and receivables comprise ‘Trade and
other receivables’ and ‘Cash and cash equivalents’ in the Consolidated Statement of Financial Position.
Cash and cash equivalents comprise short-term cash deposits with major United Kingdom and European clearing banks earning
floating rates of interest based upon bank base rates or rates linked to LIBOR and EURIBOR. The currency profile of cash and cash
equivalents is shown below:
Bank balances and cash floats
Sterling
Euros
US Dollars
Australian Dollars
New Zealand Dollars
Other
Group
Company
2014
£000
76,797
14,356
59,132
1,981
416
79
833
76,797
2013
£000
53,484
18,552
31,481
2,316
162
87
886
53,484
2014
£000
32,433
11,577
19,692
618
41
-
505
32,433
2013
£000
20,046
4,608
12,525
2,211
49
-
653
20,046
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Notes to the Consolidated Financial Statements (Continued)
22. Financial Instruments (Continued)
Financial Liabilities
The Group’s financial liabilities are all categorised as other financial liabilities. Other financial liabilities are measured at amortised cost.
The Group’s other financial liabilities comprise ‘Interest-bearing loans and borrowings’ and ‘Trade and other payables’.
The currency profile of interest-bearing loans and borrowings is shown below:
Interest-bearing loans and borrowings
Sterling
Euros
US Dollars
New Zealand Dollars
Canadian Dollars
Risk Management
Group
Company
2014
£000
31,521
30,141
1,351
25
-
4
31,521
2013
£000
7,848
469
7,344
25
-
10
7,848
2014
£000
26,000
26,000
-
-
-
-
26,000
2013
£000
-
-
-
-
-
-
-
The Group’s operations expose it to a variety of financial risks that include the effects of changes in exchange rates, interest rates,
credit risk and its liquidity position. The Group manages these risks through the use of derivative instruments, which are reviewed
on a regular basis. Derivative instruments are not entered into for speculative purposes. There are no concentrations of risk in the
period to 1 February 2014.
Interest Rate Risk
The Group finances its operations by a mixture of retained profits and bank borrowings. The Group’s borrowings are at floating rates,
partially hedged by floating rate interest on deposits, reflecting the seasonality of its cash flow. Interest rate risk therefore arises from
bank borrowings. Interest rate hedging has not been put in place on the current facility. The Directors continue to be mindful of the
potential volatility in base rates, but at present do not consider a long term interest rate hedge to be necessary given the inherent
short term nature of both the revolving credit facility and working capital facility. This position is reviewed regularly, along with the
level of facility required.
The Group has potential bank floating rate financial liabilities on the £155,000,000 committed bank facility, together with overdraft
facilities in subsidiary companies (see note 21). At 1 February 2014 £26,000,000 was drawdown from the committed bank facility
(2013: £nil). When drawdowns are made, the Group is exposed to cash flow interest risk with interest paid at a rate of LIBOR plus
a margin of 1.50% (2013: 1.40%).
As at 1 February 2014 the Group has liabilities of £72,000 (2013: £56,000), in respect of finance lease or similar hire purchase contracts.
A change of 1.0% in the average interest rates during the year, applied to the Group’s floating interest rate loans and borrowings
as at the reporting date, would change profit before tax by £517,000 (2013: £60,000) and would change equity by £517,000
(2013: £60,000). The calculation is based on any floating interest rate loans and borrowings drawn down at the period end date.
This includes the Group’s committed bank facility, Tiso Group Limited’s overdraft and Sprinter Megacentros Del Deporte SLU
bank loans and borrowings. Calculations are performed on the same basis as the prior year and assume that all other variables
remain unchanged.
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Notes to the Consolidated Financial Statements (Continued)
22. Financial Instruments (continued)
Foreign Currency Risk
Foreign Currency Translation
Transactions denominated in foreign currencies are translated into sterling at the exchange rate prevailing on the date of
the transaction. Monetary assets and liabilities denominated in foreign currencies are translated into sterling at the rate of
exchange at the reporting date. Exchange differences in monetary items are recognised in the Consolidated Income Statement.
Non-monetary assets and liabilities that are measured in terms of historical cost in a foreign currency are translated using the
exchange rate at the date of the transaction.
On consolidation, the assets and liabilities of the Group’s overseas operations are translated into sterling at the rate of exchange
at the reporting date. Income and expenses are translated at the average exchange rate for the accounting period. Foreign currency
differences are recognised in Other Comprehensive Income and are presented in the foreign currency translation reserve.
Derivative Financial Instruments
The Group uses derivative financial instruments to hedge its exposure to foreign exchange and interest rate risks arising from
operational, financing and investment activities. In accordance with its treasury policy, the Group does not hold or issue derivative
financial instruments for trading purposes. However, derivatives that do not qualify for hedge accounting are accounted for as
trading instruments.
Derivative financial instruments are recognised initially at fair value and remeasured at each period end. The gain or loss on
remeasurement to fair value is recognised immediately in the Consolidated Income Statement. However, where derivatives
qualify for hedge accounting, recognition of any resultant gain or loss depends on the nature of the item being hedged.
Interest rate swaps are recognised at fair value in the Consolidated Statement of Financial Position with movements in fair value
recognised in the Consolidated Income Statement for the period. The fair value of interest rate swaps is the estimated amount
that the Group would receive or pay to terminate the swap at the reporting date, taking into account current interest rates and
the respective risk profiles of the swap counterparties.
Hedging of Monetary Assets and Liabilities
Where a derivative financial instrument is used to hedge the foreign exchange exposure of a recognised monetary asset or liability,
no hedge accounting is applied and any gain or loss on the hedging instrument is recognised in the Consolidated Income Statement.
The Group is exposed to foreign currency risk on sales and purchases that are denominated in a currency other than pound sterling.
The currencies giving rise to this risk are the Euro and US Dollar with sales made in Euros and purchases made in both Euros and
US Dollars (principal exposure). To protect its foreign currency position, the Group sets a buying rate in each country for the purchase
of goods in US Dollars at the start of the buying season (typically six to nine months before the product actually starts to appear in
the stores) and then enters into a number of local currency/US Dollar contracts whereby the minimum exchange rate on the purchase
of dollars is guaranteed.
As at 1 February 2014, options have been entered into to protect approximately 91% of the US Dollar requirement for the period to
January 2015. The balance of the US Dollar requirement for the period will be satisfied at spot rates.
As at 1 February 2014, the fair value of these instruments was a liability of £5,813,000 (2013: asset of £441,000) which has been
included within current liabilities (2013: current assets). A loss of £6,254,000 (2013: gain of £411,000) has been recognised in the
Consolidated Income Statement for the change in fair value of these instruments.
We have considered the credit risk of the Group’s and counterparty’s credit risk and this is not expected to have a material effect on
the valuation of these options.
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104 / 105
Notes to the Consolidated Financial Statements (Continued)
22. Financial Instruments (Continued)
Foreign Currency Risk (Continued)
A 10.0% strengthening of sterling relative to the following currencies as at the reporting date would have reduced profit before tax
and equity as follows:
Euros
US Dollars
Australian Dollars
New Zealand Dollars
Other
Profit before tax
Equity
2014
£000
1,871
(172)
31
-
80
1,810
2013
£000
1,770
61
11
6
15
1,863
2014
£000
5,990
(174)
47
11
13
5,887
2013
£000
3,363
(2)
(10)
4
(75)
3,280
A 10.0% weakening of sterling relative to the following currencies as at the reporting date would have increased profit before tax
and equity as follows:
Euros
US Dollars
Australian Dollars
New Zealand Dollars
Other
Profit before tax
Equity
2014
£000
2,288
(210)
38
-
42
2,158
2013
£000
2,163
74
13
7
19
2,276
2014
£000
8,533
(212)
58
5
(39)
8,345
2013
£000
5,464
(2)
(7)
8
(88)
5,375
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Calculations are performed on the same basis as the prior year and the method assumes that all other variables remain unchanged.
Credit Risk
Credit risk arises from the possibility of customers and counterparties failing to meet their obligations to the Group. Investments of
cash surpluses, borrowings and derivative instruments are made through major United Kingdom and European clearing banks,
which must meet minimum credit ratings as required by the Board.
All customers who wish to trade on credit terms are subject to credit verification procedures. Receivable balances are monitored on
an ongoing basis and provision is made for impairment where amounts are not thought to be recoverable (see note 19). At the reporting
date there were no significant concentrations of credit risk and receivables which are not impaired are believed to be recoverable.
The Group considers its maximum exposure to credit risk to be equivalent to total trade and other receivables of £66,966,000
(2013: £56,761,000) and cash and cash equivalents of £76,949,000 (2013: £53,484,000).
The Company has provided guarantees on working capital and other banking facilities entered into by Spodis SA, Sprinter Megacentros
Del Deporte SLU and Champion Sports Ireland of €5,000,000, €8,750,000 and up to maximum of €3,000,000 respectively. As at
1 February 2014, these facilities were drawn down by £587,000 (2013: £7,256,000). The Company had also provided a guarantee
on the finance lease facility in relation to the acquisition of Champion Sports Ireland up to a maximum of €2,500,000, however this
is now fully repaid as at 1 February 2014. In addition, the syndicated committed £155,000,000 bank facility, which was in place
as at 1 February 2014, encompassed cross guarantees between the Company, RD Scott Limited, Bank Fashion Limited, Topgrade
Sportswear Limited, Nicholas Deakins Limited, Blacks Outdoor Retail Limited, Millets Limited and Focus International Limited to the
extent to which any of these companies were overdrawn. As at 1 February 2014, these facilities were drawn down by £26,000,000
(2013: £nil).
104 / 105
Notes to the Consolidated Financial Statements (Continued)
22. Financial Instruments (Continued)
Liquidity Risk
The Group manages its cash and borrowing requirement to minimise net interest expense, whilst ensuring that the Group has
sufficient liquid resources to meet the operating needs of the business. The forecast cash and borrowing profile of the Group is
monitored on an ongoing basis, to ensure that adequate headroom remains under committed borrowing facilities. The Board review
13 week and annual cash flow forecasts each month.
Information about the maturity of the Group’s financial liabilities is disclosed in note 21.
As at 1 February 2014, there are committed facilities with a maturity profile as follows:
Expiring in more than two years but no more than three years
Expiring in more than three years but no more than four years
The commitment fee on these facilities is 0.45% (2013: 0.45%).
Fair Values
2014
£000
-
155,000
155,000
2013
£000
75,000
-
75,000
The fair values together with the carrying amounts shown in the Consolidated Statement of Financial Position as at 1 February 2014
are as follows:
Trade and other receivables
Cash and cash equivalents
Interest-bearing loans and borrowings - current
Interest-bearing loans and borrowings - non-current
Trade and other payables - current
Trade and other payables - non-current
Unrecognised gains
The comparatives at 2 February 2013 are as follows:
Trade and other receivables
Cash and cash equivalents
Interest-bearing loans and borrowings - current
Interest-bearing loans and borrowings - non-current
Trade and other payables - current
Trade and other payables - non-current
Unrecognised gains
Group
Company
Carrying amount
2014
£000
66,966
76,797
(30,970)
(551)
(240,544)
(34,487)
(162,789)
Fair value
2014
£000
66,966
76,797
(30,970)
(339)
(240,544)
(21,220)
(149,310)
13,479
Carrying amount
2014
£000
222,160
32,433
(26,000)
-
(122,250)
(28,017)
78,326
Group
Company
Carrying amount
2013
£000
56,761
53,484
(7,157)
(691)
(194,061)
(30,085)
(121,749)
Fair value
2013
£000
56,761
53,484
(7,157)
(429)
(194,061)
(18,680)
(110,082)
11,667
Carrying amount
2013
£000
156,105
20,046
-
-
(97,913)
(26,608)
51,630
Fair value
2014
£000
222,160
32,433
(26,000)
-
(122,250)
(17,239)
89,104
10,778
Fair value
2013
£000
156,105
20,046
-
-
(97,913)
(16,521)
61,717
10,087
Notes
19
20
21
21
23
23
Note
19
20
21
21
23
23
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106 / 107
Notes to the Consolidated Financial Statements (Continued)
22. Financial Instruments (Continued)
Fair Values (Continued)
In the opinion of the Board, the fair value of the Group’s current financial assets and liabilities as at 1 February 2014 and 2 February 2013
are not considered to be materially different to that of the book value. On this basis, the carrying amounts have not been adjusted
for the fair values. In respect of the Group’s non- current financial assets and liabilities as at 1 February 2014 and 2 February 2013,
the fair value has been calculated using a pre-tax discount rate of 12.8% (2013: 13.3%) which reflects the current market assessments
of the time value of money and the specific risks applicable to the liability.
Estimation of fair values
For trade and other receivables/payables (as adjusted for the fair value of foreign exchange contracts), the notional amount is deemed
to reflect the fair value.
Fair value hierarchy
As at 1 February 2014, the Group held the following financial instruments carried at fair value on the Statement of Financial Position:
• Foreign exchange forward contracts - non-hedged
The Group uses the following hierarchy for determining and disclosing the fair value of financial instruments by valuation technique:
Level 1: quoted (unadjusted) prices in active markets for identical assets or liabilities
Level 2: other techniques for which all inputs which have a significant effect on the recorded fair value are observable, either directly or indirectly
Level 3: techniques which use inputs that have a significant effect on the recorded fair value that are not based on observable market data
Carrying amount
£000
Level 1
£000
Level 2
£000
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At 1 February 2014
Loans and receivables
Deposits
Trade and other receivables
Cash and cash equivalents
Financial liabilities at fair value through profit or loss
Foreign exchange forward contracts – non-hedged
Other financial liabilities
Interest-bearing loans and borrowings - current
Interest-bearing loans and borrowings - non-current
Trade and other payables - current
Trade and other payables - non-current
Put options held by non-controlling interests
At 2 February 2013
Loans and receivables
Deposits
Trade and other receivables
Cash and cash equivalents
Financial assets at fair value through profit or loss
Foreign exchange forward contracts – non-hedged
Other financial liabilities
Interest-bearing loans and borrowings - current
Interest-bearing loans and borrowings - non-current
Trade and other payables - current
Trade and other payables - non-current
Put options held by non-controlling interests
2,863
66,966
76,797
(5,813)
(30,970)
(551)
(234,731)
(31,414)
(3,073)
-
-
-
-
-
-
-
-
-
2,394
56,320
53,484
441
(7,157)
(691)
(194,061)
(29,508)
(577)
-
-
-
-
-
-
-
-
-
(5,813)
-
Level 3
£000
2,863
66,966
76,797
(30,970)
(551)
(234,731)
(31,414)
(3,073)
Level 3
£000
2,394
56,320
53,484
-
-
-
-
-
-
-
-
-
-
-
441
-
-
-
-
-
-
(7,157)
(691)
(194,061)
(29,508)
(577)
Carrying amount
£000
Level 1
£000
Level 2
£000
Where the Company has corresponding balances, these are categorised as the same level as above. In addition, Investment property
held in the Company of £3,573,000 (2013: £3,614,000) is categorised as Level 3 within the fair value hierarchy.
106 / 107
Notes to the Consolidated Financial Statements (Continued)
23. Trade and Other Payables
Trade and other payables are non-interest-bearing and are stated at their cost.
Current liabilities
Trade payables
Other payables and accrued expenses
Other tax and social security costs
Amounts payable to other Group companies
Non-current liabilities
Other payables and accrued expenses
Amounts payable to other Group companies
Group
Company
2014
£000
128,510
88,414
23,620
-
240,544
34,487
-
34,487
2013
£000
97,084
70,101
26,876
-
194,061
30,085
-
30,085
2014
£000
64,750
54,418
3,052
30
122,250
21,435
6,582
28,017
2013
£000
47,447
45,692
4,774
-
97,913
20,026
6,582
26,608
Put Options Held by Non-Controlling Interests
The Group recognises put options over non-controlling interests in its subsidiary undertakings as a liability in the Consolidated
Statement of Financial Position at the present value of the estimated exercise price of the put option. Upon initial recognition,
and for subsequent changes on remeasurement of the liability, a corresponding entry is made to other equity.
The Group has a number of options to buy the remaining shares in partly-owned subsidiaries from the non-controlling interest.
The present value of these options has been estimated as at 1 February 2014 and is included within non-current other payables
and accrued expenses.
The present value of the estimated exercise price is calculated using the option price formula agreed on acquisition. All existing
option price formulas are based on a profit measure, which is estimated by applying an approved growth assumption to the current
budget profit for the January 2015 financial year, if appropriate for the individual business the put option directly relates to.
A discount rate is also applied to the option price which is pre-tax and reflects the current market assessments of the time value of
money and any specific risk premiums relevant to the individual businesses involved. These discount rates are considered to be
equivalent to the rates a market participant would use.
Put options held by non-controlling interests
At 2 February 2013
Increase in the present value of the existing option liability
Fair value recognised on acquisition
At 1 February 2014
Source Lab
Limited
£000
Tessuti Group
Limited
£000
ActivInstinct
Holdings
Limited
£000
JD Germany
GmbH
£000
216
94
-
310
361
-
-
361
-
-
2,178
2,178
-
-
224
224
Total
£000
577
94
2,402
3,073
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108 / 109
Notes to the Consolidated Financial Statements (Continued)
23. Trade and Other Payables (Continued)
Put Options Held by Non-Controlling Interests (Continued)
Company
Source Lab
Limited
Options in existence
Put and call option, whereby
JD Sports Fashion Plc may
acquire or be required to acquire
(in stages) the remaining 15% of
the issued share capital of Source
Lab Limited.
Tessuti
Group
Limited
Put and call option whereby JD
Sports Fashion Plc may acquire or
be required to acquire (in stages)
the remaining 40% of the issued
share capital of Tessuti Group
Limited.
Cloggs
Online
Limited
Put and call options, whereby
JD Sports Fashion Plc may
acquire or be required to acquire
the remaining 12% (split equally
by each non-controlling interest)
of the issued share capital of
Cloggs Online Limited.
Ark Fashion
Limited
Put and call option whereby JD
Sports Fashion Plc may acquire or
be required to acquire (in stages)
the remaining 30% of the issued
share capital of Ark Fashion Limited.
JD Germany
GmbH
Tiso Group
Limited
Put option whereby JD Sports
Fashion Plc may be required to
acquire all or some of the remaining
15% of the issued share capital of
JD Germany GmbH, including earn
out shares.
First put and call option whereby
JD Sports Fashion Plc may acquire
or be required to acquire 20% of
the issued share capital of Tiso
Group Limited. Second put and call
option whereby JD Sports Fashion
Plc may acquire or be required to
acquire 40% (or the remaining
20%) of the issued share capital
of Tiso Group Limited.
ActivInstinct
Holdings
Limited
Put and call option whereby JD
Sports Fashion Plc may acquire
or be required to acquire 18.8%
remaining issued share capital of
ActivInstinct Holdings Limited.
Exercise periods
Exercisable by either party after the third
anniversary of the completion of the initial
transaction, during the 30 day period
commencing on the date on which the
statutory accounts of Source Lab Limited
for the relevant financial year have been
approved by the board of directors.
Exercisable by either party after the fifth
anniversary of the completion of the initial
transaction, during the 30 day period
commencing on the date on which the
statutory accounts of Tessuti Group Limited
for the relevant financial year have been
approved by the board of directors
(exercise period).
The put option is exercisable between the
period starting on the date on which the
statutory accounts for the financial year
ending in 2016 have been approved by
the board of directors of the Company
until one month after the date on which
the statutory accounts of the Company for
the financial period ending in 2018 have
been approved by the board of directors
of the Company. Two months after the put
options cease to be exercisable the call
options become exercisable.
The call option is exercisable at any point
from completion date if the contract of
employment of non-controlling interest
with the Company is terminated. The put
option is exercisable each year after the
fifth anniversary of the initial transaction
during the 30 day period commencing
on the date on which the accounts of Ark
Fashion Limited for the relevant year have
been approved by the board of directors.
The put option is exercisable after a period
of five years from the completion date
during the 30 days following approval of
the shareholders meeting of the audited
annual accounts of the Company for the
relevant financial year.
First call option is exercisable 90 days
beginning 30 days after the consolidated
accounts of the Company for the financial
period ending 28 January 2017 are
signed. The first put option is exercisable
60 days following the end of the first call
option. The second call option is exercis-
able 90 days beginning 30 days after the
consolidated accounts of the Company for
the financial period ending 3 February
2018 are signed. The first put option is
exercisable 60 days following the end of
the second call option.
Within 40 business days of the financial
period ending 31 August 2016 the
Company must deliver the relevant option
accounts for the 12 month period to 31
August 2016. Either party has then 30 days
to exercise the options once both parties
have agreed to accounts.
Recognised as a liability and in
other equity
At 1 February
2014
£000
310
At 2 February
2013
£000
216
361
361
-
-
n/a
n/a
224
n/a
-
n/a
Methodology
The option price is calculated
based on a multiple of
the audited profit before
distributions, interest,
amortisation and exceptional
items but after taxation for
the relevant financial year
prior to the exercise date.
The option price is calculated
based on a multiple of the
audited consolidated profit
before distributions, interest,
amortisation and exceptional
items but after taxation for
Tessuti Group Limited (which
includes its subsidiary un-
dertakings) for the relevant
financial year prior to the
exercise date.
The option price is calculated
based on a multiple of the
average audited profit before
distributions, amortisation
and exceptional items but
after taxation for the relevant
two financial years prior to
the exercise date.
Maximum
Price
The option
price shall
not exceed
£12,450,000.
The option
price shall
not exceed
£12,000,000.
The put
option
price shall
not exceed
£3,000,000
and the call
option shall
not exceed
£5,000,000.
The option price is calculated
based on a multiple of the
average profit before tax for
the relevant two financial years
prior to the exercise date.
The option
price shall
not exceed
£5,000,000.
The option price is calculated
based on a multiple of the
average earnings before tax
for the relevant two financial
years prior to the exercise date.
The put
option
price shall
not exceed
€20,000,000.
The option
price shall
not exceed
£8,000,000
or 25p per
share.
The option price is calculated
based on a multiple of the
average operating profit for
the financial year ending 28
January 2017 and the prior
year for the first put and call
option and year ending 3
February 2018 and the prior
year for the second put and
call option.
The option price is calculated
based on a multiple of the
relevant EBITDA for the 12
months to August 2016.
The option
price shall
not exceed
£10,211,000
2,178
n/a
3,073
577
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Notes to the Consolidated Financial Statements (Continued)
24. Provisions
A provision is recognised in the Consolidated Statement of Financial Position when the Group has a present legal or constructive
obligation as a result of a past event, it is more likely than not that an outflow of economic benefits will be required to settle
the obligation and the obligation can be estimated reliably.
Within the onerous lease provision, management have provided against the minimum contractual lease cost less potential sublease
income for vacant stores. For loss making trading stores, provision is made to the extent that the lease is deemed to be onerous.
The provisions are discounted where the effect is material. The pre-tax discount rate used is 12.8% (2013: 13.3%) which reflects the
current market assessments of the time value of money and the specific risks applicable to the liability.
Group
Balance at 2 February 2013
Provisions created during the period
Provisions released during the period
Provisions utilised during the period
Balance at 1 February 2014
Provisions have been analysed between current and non-current as follows:
Group
Current
Non-current
Company
Balance at 2 February 2013
Provisions created during the period
Provisions released during the period
Provisions utilised during the period
Balance at 1 February 2014
Provisions have been analysed between current and non-current as follows:
Company
Current
Non-current
Onerous
property leases
£000
6,087
2,452
(1,365)
(2,860)
4,314
2014
£000
2,541
1,773
4,314
2013
£000
2,714
3,373
6,087
Onerous
property leases
£000
3,735
808
(175)
(1,483)
2,885
2014
£000
1,547
1,338
2,885
2013
£000
2,040
1,695
3,735
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110 / 111
Notes to the Consolidated Financial Statements (Continued)
25. Deferred Tax Assets and Liabilities
Recognised Deferred Tax Assets and Liabilities
Deferred tax assets and liabilities are attributable to the following:
Group
Property, plant and equipment
Chargeable gains held over/rolled over
Other
Tax losses
Tax (assets)/liabilities
Assets
2014
£000
(126)
-
-
(384)
(510)
Assets
2013
£000
-
-
-
(914)
(914)
Liabilities
2014
£000
-
237
4,556
-
4,793
Liabilities
2013
£000
1,095
273
3,398
-
4,766
Net
2014
£000
(126)
237
4,556
(384)
4,283
Net
2013
£000
1,095
273
3,398
(914)
3,852
Deferred tax assets on losses of £4,319,000 (2013: £4,500,000) within Kooga Rugby Limited; £810,000 (2013: £5,210,000)
within Champion Sports Ireland; £3,487,000 (2013: £nil) within Champion Retail Limited and £567,000 (2013: £2,621,000)
within Kukri Sports Limited (and its subsidiaries) have not been recognised as there is uncertainty over the utilisation of these losses.
Movement in Deferred Tax During the Period
Property,
plant and
equipment
£000
547
(28)
390
186
1,095
(1,201)
(20)
(126)
Chargeable
gains held over/
rolled over
£000
297
(24)
-
-
273
(36)
-
237
Other
£000
4,856
(2,376)
213
705
3,398
(90)
1,248
4,556
Tax losses
£000
(4,977)
2,829
-
1,234
(914)
530
-
(384)
Total
£000
723
401
603
2,125
3,852
(797)
1,228
4,283
Group
Balance at 28 January 2012
Recognised in income
Recognised on acquisition
Recognised on disposal
Balance at 2 February 2013
Recognised in income
Recognised on acquisition
Balance at 1 February 2014
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110 / 111
Notes to the Consolidated Financial Statements (Continued)
25. Deferred Tax Assets and Liabilities (Continued)
Recognised Deferred Tax Assets and Liabilities
Deferred tax assets and liabilities are attributable to the following:
Company
Property, plant and equipment
Chargeable gains held over/rolled over
Other
Tax (assets)/liabilities
Assets
2014
£000
-
-
(584)
(584)
Assets
2013
£000
-
-
(1,180)
(1,180)
Liabilities
2014
£000
340
237
-
577
Liabilities
2013
£000
388
273
-
661
Movement in Deferred Tax During the Period
Company
Balance at 28 January 2012
Recognised in income
Balance at 2 February 2013
Recognised in income
Balance at 1 February 2014
Property,
plant and
equipment
£000
355
33
388
(48)
340
Chargeable
gains held over/
rolled over
£000
297
(24)
273
(36)
237
Net
2014
£000
340
237
(584)
(7)
Other
£000
(959)
(221)
(1,180)
596
(584)
Net
2013
£000
388
273
(1,180)
(519)
Total
£000
(307)
(212)
(519)
512
(7)
At 1 February 2014, the Group has no recognised deferred income tax liability (2013: £nil) in respect of taxes that would be payable
on the unremitted earnings of certain subsidiaries. As at 1 February 2014, the unrecognised gross temporary differences in respect
of reserves of overseas subsidiaries is £17,893,000 (2013: £12,983,000). No deferred income tax liability has been recognised in
respect of this temporary timing difference due to the foreign profits exemption, the availability of double tax relief and the ability to
control the remittance of earnings.
There are no income tax consequences attached to the payment of dividends by the Group to its shareholders.
Reductions in the UK corporation tax rate from 26% to 24% (effective from 1 April 2012) and to 23% (effective 1 April 2013) were
substantively enacted on 26 March 2012 and 3 July 2012 respectively. Further reductions to 21% (effective from 1 April 2014) and
20% (effective from 1 April 2015) were substantively enacted on 2 July 2013. This will reduce the company’s future current tax
charge accordingly. The deferred tax liability at 1 February 2014 has been calculated based on the substantively enacted rates at
the balance sheet date.
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112 / 113
Notes to the Consolidated Financial Statements (Continued)
26. Capital
Issued Ordinary Share Capital
Group and Company
At 2 February 2013 and 1 February 2014
Numbers of
ordinary shares
thousands
48,662
Ordinary
share capital
£000
2,433
The total number of authorised ordinary shares was 62,150,000 (2013: 62,150,000) with a par value of 5p per share (2013: 5p per share).
All issued shares are fully paid.
The capital structure of the Group consists of equity attributable to equity holders of the parent, comprising issued share capital,
share premium and retained earnings.
It is the Board’s policy to maintain a strong capital base so as to maintain investor, creditor and market confidence and to sustain
future development of the business. The processes for managing the Group’s capital levels are that the Board regularly monitors the
net cash/debt in the business, the working capital requirements and forecasts cash flows. Based on this analysis, the Board determines
the appropriate return to equity holders while ensuring sufficient capital is retained in the business to meet its strategic objectives.
The Board consider the capital of the Group as the net cash/debt at the year end (see note 30) and the Board review the gearing
position of the Group which as at 1 February 2014 was less than zero (2013: less than zero). There were no changes to the Group’s
approach to capital management during the period.
Full disclosure on the rights attached to shares is provided in the Directors’ Report on page 37.
27. Dividends
After the reporting date the following dividends were proposed by the Directors. The dividends were not provided for at the
reporting date.
22.65p per ordinary share (2013: 22.00p)
Dividends on Issued Ordinary Share Capital
Group and Company
Final dividend of 22.00p (2013: 21.20p) per qualifying ordinary share paid in respect of prior period,
but not recognised as a liability in that period
Interim dividend of 4.45p (2013: 4.30p) per qualifying ordinary share paid in respect of current period
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52 weeks to
1 February 2014
£000
11,022
53 weeks to
2 February 2013
£000
10,706
52 weeks to
1 February 2014
£000
53 weeks to
2 February 2013
£000
10,706
2,165
12,871
10,316
2,092
12,408
112 / 113
Notes to the Consolidated Financial Statements (Continued)
28. Commitments
Group
(i) Capital Commitments
As at 1 February 2014, the Group had entered into contracts to purchase property, plant and equipment as follows:
Group
Contracted
2014
£000
6,534
2013
£000
7,966
(ii) Operating Lease Commitments
The Group leases various retail outlets, offices, warehouses, plant and equipment under non-cancellable operating lease agreements.
The leases have varying terms, escalation clauses and renewal rights.
Undiscounted total future minimum rentals payable under non-cancellable operating leases are as follows:
Group
Within one year
Later than one year and not later than five years
After five years
Land and
buildings
2014
£000
102,439
302,674
244,072
649,185
Plant and
equipment
2014
£000
1,524
1,905
17
3,446
Land and
buildings
2013
£000
96,120
288,973
248,055
633,148
Plant and
equipment
2013
£000
1,109
1,257
104
2,470
The future minimum rentals payable on land and buildings represent the base rents that are due on each property. Certain properties
have rents which are partly dependent on turnover levels in the individual store concerned.
(iii) Sublease Receipts
The Group subleases various retail outlets under non-cancellable operating lease agreements. The leases have varying terms,
escalation clauses and renewal rights. The total future minimum operating sublease receipts expected to be received at 1 February
2014 are as follows:
Group
Within one year
Later than one year and not later than five years
After five years
2014
£000
674
2,134
1,577
4,385
2013
£000
594
1,749
1,618
3,961
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114 / 115
Notes to the Consolidated Financial Statements (Continued)
28. Commitments (Continued)
Company
(i) Capital Commitments
As at 1 February 2014, the Company had entered into contracts to purchase property, plant and equipment as follows:
Company
Contracted
2014
£000
3,707
2013
£000
2,378
(ii) Operating Lease Commitments
The Company leases various retail outlets, offices, warehouses, plant and equipment under non-cancellable operating lease agreements.
The leases have varying terms, escalation clauses and renewal rights.
Undiscounted total future minimum rentals payable under non-cancellable operating leases are as follows:
Company
Within one year
Later than one year and not later than five years
After five years
Land and
buildings
2014
£000
55,736
160,035
129,561
345,332
Plant and
equipment
2014
£000
739
959
17
1,715
Land and
buildings
2013
£000
59,122
181,558
164,288
404,968
Plant and
equipment
2013
£000
695
774
104
1,573
(iii) Sublease Receipts
The Company subleases various retail outlets under non-cancellable operating lease agreements. The leases have varying terms,
escalation clauses and renewal rights. The total future minimum operating sublease receipts expected to be received at 1 February
2014 are as follows:
Company
Within one year
Later than one year and not later than five years
After five years
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2014
£000
504
1,678
1,442
3,624
2013
£000
482
1,322
1,343
3,147
114 / 115
Notes to the Consolidated Financial Statements (Continued)
29. Pension Schemes
The Group operates defined contribution pension schemes, the assets of which are held separately from those of the Group in
independently administered funds. Obligations for contributions to the defined contribution schemes are recognised as an expense
in the Consolidated Income Statement when incurred.
The pension charge for the period represents contributions payable by the Group of £1,934,000 (2013: £1,216,000) in respect of
employees, and £54,000 (2013: £53,000) in respect of Directors. The amount owed to the schemes at the period end was £378,000
(2013: £239,000).
30. Analysis of Net Cash
Net cash consists of cash and cash equivalents together with other borrowings from bank loans and overdrafts, other loans, loan notes,
finance leases and similar hire purchase contracts.
Group
Cash at bank and in hand
Overdrafts
Cash and cash equivalents
Interest-bearing loans and borrowings:
Bank loans
Syndicated bank facility
Finance lease liabilities
Other loans
Company
Cash at bank and in hand
Cash and cash equivalents
Interest-bearing loans and borrowings:
Syndicated bank facility
At 2 February
2013
£000
53,484
(7,256)
46,228
On acquisitions
of subsidiaries
£000
1,313
(3,637)
(2,324)
(68)
-
(56)
(468)
45,636
-
-
(18)
-
(2,342)
At 2 February
2013
£000
20,046
20,046
-
20,046
Cash flow
£000
22,010
5,851
27,861
68
(26,000)
60
61
2,050
Cash flow
£000
12,416
12,416
(26,000)
(13,584)
Non-cash
movements
£000
(10)
288
278
At 1 February
2014
£000
76,797
(4,754)
72,043
(288)
-
(58)
-
(68)
(288)
(26,000)
(72)
(407)
45,276
Non-cash
movements
£000
(29)
(29)
At 1 February
2014
£000
32,433
32,433
-
(29)
(26,000)
6,433
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116 / 117
Notes to the Consolidated Financial Statements (Continued)
31. Related Party Transactions and Balances
Transactions and balances with each category of related parties during the period are shown below. Transactions were undertaken
in the ordinary course of business on an arms length basis. Outstanding balances are unsecured (unless otherwise stated) and will
be settled in cash.
Transactions with Related Parties Who Are Not Members of the Group
Pentland Group Plc
Pentland Group Plc owns 57.5% (2013: 57.5%) of the issued ordinary share capital of JD Sports Fashion Plc. The Group and Company
made purchases of inventory from Pentland Group Plc in the period and the Group also sold inventory to Pentland Group Plc.
In the prior period, the Company disposed its 100% shareholding in Canterbury Limited to Pentland Group Plc for £22,699,000
(see note 12). The other income represents marketing contributions received, whilst the Group also paid royalty costs to Pentland
Group Plc for the use of a brand.
During the period, the Group entered into the following transactions with Pentland Group Plc:
Group
Sale of inventory
Purchase of inventory
Royalty costs
Proceeds from disposal of Canterbury Limited
Other income
Income from
related parties
2014
£000
102
-
-
-
-
Expenditure from
related parties
2014
£000
-
(19,374)
(130)
-
-
Income from
related parties
2013
£000
478
-
-
22,699
369
Expenditure from
related parties
2013
£000
-
(25,610)
(190)
-
-
At the end of the period, the following balances were outstanding with Pentland Group Plc:
Group
Trade receivables/(payables)
Amounts owed by
related parties
2014
£000
383
Amounts owed to
related parties
2014
£000
(1,811)
Amounts owed by
related parties
2013
£000
321
Amounts owed to
related parties
2013
£000
(1,790)
During the period, the Company entered into the following transactions with Pentland Group Plc:
Company
Sale of inventory
Purchase of inventory
Receipt of Canterbury intercompany debt
Other income
Income from
related parties
2014
£000
82
-
-
-
Expenditure from
related parties
2014
£000
-
(9,969)
-
-
Income from
related parties
2013
£000
-
-
22,699
369
Expenditure from
related parties
2013
£000
-
(14,126)
-
-
At the end of the period, the Company had the following balances outstanding with Pentland Group Plc:
Company
Trade receivables/(payables)
Amounts owed by
related parties
2014
£000
328
Amounts owed to
related parties
2014
£000
(1,174)
Amounts owed by
related parties
2013
£000
380
Amounts owed to
related parties
2013
£000
(1,175)
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116 / 117
Notes to the Consolidated Financial Statements (Continued)
31. Related Party Transactions and Balances (Continued)
Transactions with Related Parties Who Are Members of the Group
Subsidiaries
The Company transacts and has outstanding balances with its subsidiaries. The Company enters into loans with its subsidiaries as follows:
Long term loans represent historic intercompany balances and initial investment in subsidiary undertakings to enable them to
purchase other businesses. These loans do not attract interest when the subsidiaries are wholly owned, with the exception of loans
to Spodis SA and JD Sports Fashion (France) SAS, where interest is charged at the official French government interest rate. This interest
rate is variable and is reviewed quarterly. For subsidiaries with a non-controlling interest, these long term loans attract interest at the
UK base rate plus an applicable margin. All long term loans are repayable on demand.
Debenture loans represent formal loan agreements put in place between the Company and its subsidiaries Bank Fashion Limited,
RD Scott Limited and Premium Fashion Limited in the prior period. These loans attract interest at the UK base rate plus a margin of
2.0% and are repayable on demand.
The secured loan from the Company is secured upon the intellectual property in Duffer of St George Limited. This loan accrues interest
at the UK base rate plus a margin of 4.0%. This loan is repayable on demand.
Other intercompany balances and trade receivables/ payables relates to
-
-
The sale and purchase of stock between the Company and its subsidiaries on arms length terms
Recharges for administrative overhead and distribution costs.
Other intercompany balances are settled a month in arrears. These balances do not accrue interest. In certain circumstances where the
subsidiaries have not repaid these balances, they have been reclassified to long term loans, and therefore accrue interest as applicable.
During the period, the Company entered into the following transactions with subsidiaries:
Company
Sale/purchase of inventory
Interest receivable
Dividend income received
Rental income
Royalty income
Concession fee payable
Management charge receivable
Income from
related parties
2014
£000
46,659
1,200
255
446
846
-
3,174
Expenditure from
related parties
2014
£000
(5,484)
-
-
-
-
(155)
-
Income from
related parties
2013
£000
26,180
554
-
351
486
-
1,173
Expenditure from
related parties
2013
£000
(4,602)
-
-
-
-
(155)
-
At the end of the period, the Company had the following balances outstanding with subsidiaries:
Company
Long term loan receivable
Long term loan receivable (interest bearing)
Long term loan payable
Debenture loan receivable (interest bearing)
Secured loan receivable
Trade receivables/(payables)
Other intercompany balances
Income tax group relief
Amounts owed by
related parties
2014
£000
125,401
26,476
-
15,252
613
4,737
37,569
262
Amounts owed to
related parties
2014
£000
-
-
(6,582)
-
-
(573)
(501)
(12,774)
Amounts owed by
related parties
2013
£000
69,311
3,523
-
15,000
690
3,337
47,006
-
Amounts owed to
related parties
2013
£000
-
-
(6,582)
-
-
(1,040)
(724)
(7,892)
Remuneration of Key Management Personnel
Other than the remuneration of Directors as shown in note 5 and in the Directors’ Remuneration Report on page 53 there have
been no other transactions with Directors in the year (2013: nil)
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Notes to the Consolidated Financial Statements (Continued)
32. Contingent Liabilities
Where the Company enters into financial guarantee contracts to guarantee the indebtedness of other companies within its group,
the company treats the guarantee contract as a contingent liability until such time as it becomes probable that the company will
be required to make a payment under the guarantee.
The Company has provided the following guarantees:
• Guarantee on the working capital facilities and bonds and guarantees in Spodis SA of €6,100,000 (2013: €6,100,000)
•
Guarantee on the working capital and other banking facilities in relation to the Sprinter Megacentros Del Deporte SLU of
€8,750,000 (2013: €8,750,000)
• Guarantee on the working capital facilities in Champion Sports Ireland up to a maximum of €3,000,000 (2013: €3,000,000)
• Guarantee to Commonwealth Games England regarding performance of Kukri GB Limited up to a maximum of £1,200,000
In the period ending 2 February 2013, the Company had provided the following guarantees, which have expired in the 52 week
period ending 1 February 2014:
•
•
Guarantee to Pentland Group Plc on the outstanding legal settlement and associated legal costs that Canterbury International
(Australia) Pty Limited had with the Australian Rugby Union at the point of disposal of Canterbury in excess of AUD$175,000
Guarantee on the finance lease facility in relation to the acquisition of Champion Sports Ireland, up to a maximum of €2,500,000.
At 1 February 2014, the liability had been fully repaid (2013: liability remaining of €27,000)
33. Subsequent events
Mainline Menswear Limited
On 21 March 2014, the Group acquired 80% of the issued share capital of Mainline Menswear Holdings Limited for a cash
consideration of £8,168,000 with a further £500,000 payable after 30 November 2014 if certain performance criteria are achieved.
The provisional goodwill calculation is summarised below:
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Acquiree's net assets at acquisition date:
Intangible Assets
Property, plant and equipment
Inventories
Cash
Trade and other receivables
Trade and other payables
Income tax liabilities
Deferred tax liabilities
Net identifiable assets
Non-controlling interest (20%)
Goodwill on acquisition
Consideration paid - satisfied in cash
Deferred consideration
Total consideration
Book value
£000
Measurement
adjustment
£000
Provisional
fair value
£000
-
53
1,512
193
60
(705)
(62)
(10)
1,041
(208)
843
-
-
-
-
-
-
(169)
674
(135)
843
53
1,512
193
60
(705)
(62)
(179)
1,715
(343)
7,296
8,168
500
8,668
34. Ultimate parent company
The Company is a subsidiary undertaking of Pentland Group Plc which is also the ultimate parent company. Pentland Group Plc
is incorporated in England and Wales.
The largest group in which the results of the Company are consolidated is that headed by Pentland Group Plc. The results of
Pentland Group Plc may be obtained from Companies House, Crown Way, Cardiff, CF14 3UZ.
The Company has taken advantage of the exemption in s408 of the Companies Act 2006 not to present its individual income
statement and related notes. The total recognised income and expense for the parent included in these consolidated financial
statements is £64,783,000 (2013: £47,874,000). The Consolidated Financial Statements of JD Sports Fashion Plc are available to
the public and may be obtained from The Company Secretary, JD Sports Fashion Plc, Hollinsbrook Way, Pilsworth, Bury, BL9 8RR or
online at www.jdplc.com.
118 / 119
Notes to the Consolidated Financial Statements (Continued)
35. Principal Subsidiary Undertakings
The following companies were the principal subsidiary undertakings of JD Sports Fashion Plc at 1 February 2014. These undertakings
shown principally affect these results of the Group.
Place of
registration
Nature of business
and operation
Ownership
interest
Voting rights
interest
Name of subsidiary
John David Sports Fashion (Ireland) Limited
Athleisure Limited
R.D. Scott Limited
Pink Soda Limited
Varsity Kit Limited*
Bank Fashion Limited*
Topgrade Sportswear Holdings Limited
Topgrade Sportswear Limited*
Nicholas Deakins Limited
JD Sports Fashion (France) SAS
Spodis SA*
Kooga Rugby Limited
Duffer of St George Limited
Focus Brands Limited
Focus International Limited*
Kukri Sports Limited
Kukri GB Limited*
Kukri (Asia) Limited*
Kukri NZ Limited*
Kukri Sports Ireland Limited*
Kukri Australia Pty Limited*
Kukri Sports Canada Inc*
Kukri Sports Middle East JLT*
Kukri Pte Limited*
Champion Sports Group Limited*
PCPONE*
Champion Retail Limited*
Champion Sports Ireland*
JD Sprinter Holdings 2010 SL
JD Spain Sport Fashion 2010 SL*
Sprinter Megacentros Del Deporte SLU*
Blacks Outdoor Retail Limited
Source Lab Limited
Tessuti Group Limited
Tessuti Limited*
Cloggs Online Limited
Ark Fashion Limited
Tiso Group Limited
Graham Tiso Limited*
Alpine Bikes Limited*
George Fisher Limited*
JD Sports Fashion Germany GmbH
JD Sports Fashion Holdings Cooperatief WA
JD Sports Fashion BV*
ActivInstinct Holdings Limited
ActivInstinct Limited*
*Indirect holding of the Company
Ireland
UK
UK
UK
UK
UK
UK
UK
UK
France
France
UK
UK
UK
UK
UK
UK
Hong Kong
New Zealand
Ireland
Australia
Canada
Middle East
Singapore
Ireland
Ireland
Ireland
Ireland
Spain
Spain
Spain
UK
UK
UK
UK
UK
UK
UK
UK
UK
UK
Germany
Netherlands
Netherlands
UK
UK
Retailer of sports inspired footwear and apparel
Intermediate holding company
Retailer of fashion clothing and footwear
Intermediate holding company
Intermediate holding company
Retailer of fashion clothing and footwear
Intermediate holding company
Distributor and multichannel retailer of sports and fashion clothing and footwear
Distributor of fashion footwear
Intermediate holding company
Retailer of sports footwear and accessories
Distributor of rugby clothing and accessories
Licensor of a fashion brand
Intermediate holding company
Distributor of sports clothing and footwear
Intermediate holding company
Distributor and retailer of sports clothing and accessories
Distributor of sports clothing and accessories
Distributor of sports clothing and accessories
Distributor of sports clothing and accessories
Distributor of sports clothing and accessories
Distributor of sports clothing and accessories
Distributor of sports clothing and accessories
Distributor of sports clothing and accessories
Intermediate holding company
Intermediate holding company
Retailer of sports and leisure goods
Retailer of sports and leisure goods
Intermediate holding company
Retailer of sports and leisure goods
Retailer of sports and leisure goods
Retailer of outdoor footwear, apparel and equipment
Design and distributor of sportswear
Intermediate holding company
Retailer of fashion clothing and footwear
Multichannel retailer of fashion footwear
Retailer of fashion clothing and footwear
Retailer of outdoor footwear, apparel and equipment
Retailer of outdoor footwear, apparel and equipment
Retailer of outdoor footwear, apparel and equipment
Retailer of outdoor footwear, apparel and equipment
Retailer of sports inspired footwear and apparel
Intermediate holding company
Retailer of sports inspired footwear and apparel
Intermediate holding company
Multichannel retailer of sports inspired footwear and apparel
100%
100%
100%
100%
100%
100%
80%
80%
100%
100%
100%
100%
100%
80%
80%
84.2%
84.2%
84.2%
63.2%
84.2%
69.9%
63.2%
84.2%
84.2%
100%
100%
100%
100%
50.1%
65.1%
50.1%
100%
85%
60%
60%
88%
70%
60%
60%
60%
60%
85%
100%
100%
81.2%
81.2%
100%
100%
100%
100%
100%
100%
80%
80%
100%
100%
100%
100%
100%
80%
80%
84.2%
84.2%
84.2%
63.2%
84.2%
69.9%
63.2%
84.2%
84.2%
100%
100%
100%
100%
50.1%
65.1%
50.1%
100%
85%
60%
60%
88%
70%
60%
60%
60%
60%
85%
100%
100%
81.2%
81.2%
A full list of subsidiary undertakings of JD Sports Fashion Plc can be obtained from Companies House.
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120 / 121
Five Year Record
Consolidated Income Statement
Group
Revenue
Cost of sales
Gross profit
Selling and distribution expenses - normal
Selling and distribution expenses - exceptional
Selling and distribution expenses
Administrative expenses - normal
Administrative expenses - exceptional
Administrative expenses
Other operating income
Operating profit
Before exceptional items
Exceptional items
Operating profit before financing and share of
result of joint venture
Share of results of joint venture before exceptional
items (net of income tax)
Share of exceptional items (net of income tax)
Share of results of joint venture
Financial income
Financial expenses
Profit before tax
Income tax expense
Profit for the period
Attributable to equity holders of the parent
Attributable to non-controlling interest
Basic earnings per ordinary share
Adjusted basic earnings per ordinary share (i)
Dividends per ordinary share (ii)
52 weeks to
30 January 2010
£000
769,785
(390,248)
379,537
(288,462)
(6,458)
(294,920)
(26,051)
1,472
(24,579)
2,270
62,308
67,294
(4,986)
52 weeks to
29 January 2011
£000
883,669
(446,657)
437,012
(326,296)
(3,277)
(329,573)
(32,966)
(1,007)
(33,973)
2,177
75,643
79,927
(4,284)
52 weeks to
28 January 2012
£000
1,059,523
(538,676)
520,847
(403,923)
(10,532)
(414,455)
(43,193)
847
(42,346)
2,730
66,776
76,461
(9,685)
53 weeks to
2 February 2013
£000
1,258,892
(645,404)
613,488
(494,619)
(3,724)
(498,343)
(59,973)
(1,624)
(61,597)
2,427
55,975
61,323
(5,348)
52 weeks to
1 February 2014
£000
1,330,578
(685,448)
645,130
(512,092)
(7,310)
(519,402)
(56,430)
(11,839)
(68,269)
1,593
59,052
78,201
(19,149)
62,308
75,643
66,776
55,975
59,052
539
(1,012)
(473)
385
(827)
61,393
(18,647)
42,746
42,900
(154)
88.16p
93.64p
18.00p
1,475
1,348
2,823
618
(455)
78,629
(22,762)
55,867
55,884
(17)
114.84p
116.86p
23.00p
(102)
1,170
1,068
646
(1,048)
67,442
(18,093)
49,349
46,847
2,502
96.27p
105.89p
25.30p
-
-
-
645
(1,503)
55,117
(13,875)
41,242
38,786
2,456
79.71p
88.51p
26.30p
-
-
-
582
(1,784)
57,850
(16,364)
41,486
40,158
1,328
82.52p
117.12p
27.10p
(i) Adjusted basic earnings per ordinary share is based on earnings excluding the post-tax effect of certain exceptional items (see note 10).
(ii) Represents dividends declared for the year. Under IFRS dividends are only accrued when approved.
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Financial Calendar
Final Results Announced
Final Dividend Record Date
Financial Statements Published
Annual General Meeting
Final Dividend Payable
Interim Results Announced
Period End (52 Weeks)
Final Results Announced
Shareholder Information
15 April 2014
9 May 2014
May 2014
26 June 2014
4 August 2014
September 2014
31 January 2015
April 2015
Registered office
JD Sports Fashion Plc
Hollinsbrook Way
Pilsworth
Bury
Lancashire BL9 8RR
Financial advisers
and stockbrokers
Investec
2 Gresham Street
London EC2V 7QP
Principal bankers
Barclays Bank Plc
43 High Street
Sutton
Surrey SM1 1DR
Company number
Registered in England
and Wales,
Number 1888425
Financial public relations
MHP Communications
60 Great Portland Street
London W1W 7RT
Registrars
Equiniti Limited
Aspect House
Spencer Road
Lancing
West Sussex BN99 6DA
Solicitors
DLA Piper UK LLP
Princes Exchange
Princes Square
Leeds LS1 4BY
Addleshaw Goddard LLP
100 Barbirolli Square
Manchester M2 3AB
Auditor
KPMG LLP
St James’ Square
Manchester M2 6DS
The Board wishes to express its thanks to the marketing and finance departments for the in-house production of this
Annual Report and Accounts.
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Trading Website
Contact
JD Sports Fashion Plc
Hollinsbrook Way
Pilsworth
Bury
BL9 8RR
Tel: +44(0)161 767 1000
Fax: +44(0)161 767 1001
www.jdplc.com
www.jdsports.co.uk
www.size.co.uk
www.scottsonline.co.uk
www.bankfashion.co.uk
www.chausport.com
www.getthelabel.com
www.champion.ie
www.kukrisports.com
www.nicholasdeakins.com
www.thedufferofstgeorge.com
www.peterwerth.co.uk
www.blacks.co.uk
www.millets.co.uk
www.squirrelsports.co.uk
www.cloggs.co.uk
www.sprinter.es
www.tessuti.co.uk
www.footpatrol.co.uk
www.tiso.com
www.alpinebikes.com
www.georgefisher.co.uk
www.activinstinct.com
www.ark.co.uk
www.mainlinemenswear.co.uk
Non Trading Websites
www.uksourcelab.com
www.kooga-rugby.com
www.bluestheskishop.co.uk