2015
Annual Report
& Accounts
Contents
Overview
Highlights
Who We Are
Where We Are
Group Portfolio Introduction
Executive Chairman’s Statement
Strategic Report
Business Model
Our Strategy
Principal Risks
Business Review
Financial Review – Continuing Businesses
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
Statement of Comprehensive Income
Statement of Financial Position
Consolidated Statement of Changes in Equity
Consolidated Statement of Cash Flows
Notes to the Consolidated Financial Statements
Group Information
Five Year Record
Financial Calendar
Shareholder Information
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6
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18
45
46
47
49
51
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84
135
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137
Annual Report & Accounts 2015
“ Our continuing operations
have delivered a record
result for the year with
a headline profit before
tax and exceptional items
in excess of £100 million.”
Peter Cowgill
4
Overview
Highlights
• Record result with profit before tax and exceptional items in the continuing businesses of £100.0 million
(2014: 82.0 million).
• Exceptional performance in Sports Fashion with like for like store sales growth across the combined European fascias
of 13% and operating profits increased by 18% to £107.0 million (2014: £91.0 million).
• Encouraging progress in the development of the international Sports Fashion offering with new stores added in all
existing territories.
• Comparable with the wider sector, Outdoor had a difficult second half following the very mild autumn and winter.
Sector wide promotional activity continues as the resulting imbalance of stocks in the trade is addressed.
• Investment levels remain high in Sports Fashion with total capital expenditure of £70.2 million (2014: £48.2 million).
This is expected to increase further in the new financial year as the overseas rollout of JD continues.
• Final dividend payable increased by 4.2% to 5.90p (2014: 5.6625p) bringing the total dividends payable for the year
to 7.05p (2014: 6.7750p) per ordinary share, an increase of 4.1%.
• The results of Bank Fashion Limited, which was disposed of on 25 November 2014, are presented as a discontinued
activity. The results for the 52 weeks to 1 Feb 2014 have been re-presented on the same basis.
Revenue
+25.1%
Adjusted Basic Earnings per Ordinary Share (a) +26.2%
£1,216.4m
£1,522.3m
30.82p
38.89p
2014
2015
2014
2015
Profit Before Tax and Exceptional Items
+22.0%
Total Dividend Payable per Ordinary Share (a)
+4.1%
£82.0m
£100.0m
6.775p
7.050p
2014
2015
2014
2015
a) The prior year has been restated to reflect the 4:1 share split which was approved by shareholders at the Annual
General Meeting on 26 June 2014. The earnings per share are calculated based on the continuing operations only.
5
Annual Report & Accounts 2015
Who We Are
Established in 1981with
a single store in the
North West of England,
JD Sports Fashion Plc is
a leading multichannel
retailer of sports fashion
and outdoor brands in
the UK and Europe.
6
Overview
Who We Are
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, adidas and The North Face with strong own
brand labels such as McKenzie, Carbrini, Supply & Demand and
The Duffer of St George. JD continues to increase its presence in
the European market with additional stores in France, Spain,
The Netherlands and Germany.
Established in 2000, Size? specialises in supplying the UK and
Europe and the rest of the World with the finest products from the
best brands in footwear, apparel and accessories. Initially set up
to trial edgier product collections before introducing them to the
mass market through the JD fascia, the Size? offer has since
grown to include its own roster of highly sought-after worldwide
exclusive produce releases. Outside of the UK and Republic of
Ireland, Size? now has stores in France, The Netherlands and Italy.
Scotts retails fashion and sport led brands with authority to
older, more affluent male consumers largely beyond school
age stocking brands such as EA7, Lacoste, Fred Perry, adidas
Originals and Original Penguin.
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.
7
Annual Report & Accounts 2015
Who We Are
Chausport operates throughout France retailing leading
international footwear brands such as Nike, adidas and Le Coq
Sportif together with brands more specific to the local 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.
Cloggs is an online niche retailer of premium branded footwear.
Cloggs opened its first retail store in Shrewsbury in 2013 and
has opened a further two stores in 2014 in York and Newcastle.
Footpatrol is London’s best-known destination sneaker store, with
a history in supplying the most exclusive footwear. Originally
opened in 2002, and relocated to its new store in 2010, it has
been at the heart of supplying the sneaker fraternity with the most
desirable footwear, apparel and accessories as well as providing
a hub for the sneaker community to come and chat about what
they love most. Specialising in new and classic sneakers, limited
editions, Japanese exclusives and rare deadstock, Footpatrol is
based in the heart of Soho on Berwick Street.
8
Overview
Who We Are
Focus are 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.
Mainline Menswear is an online niche retailer of premium
branded Men’s apparel and footwear.
Getthelabel.com is an online and catalogue business which offers
customers significant savings on branded fashion and footwear.
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.
9
Annual Report & Accounts 2015
Who We Are
Kooga design, source and wholesale rugby apparel and
equipment, with teamwear, replica and leisurewear ranges.
Kooga is also sole kit supplier to a number of professional
rugby clubs.
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 was the official kit supplier to Team England
at the 2014 Commonwealth Games in Glasgow.
Source Lab designs, sources and distributes football related
apparel and other merchandise under license from some of the
biggest clubs in Europe including Manchester United, Chelsea,
Arsenal and Barcelona.
ActivInstinct is a leading online retailer of performance sports
and outdoor equipment, footwear and apparel for the serious
sports and outdoor enthusiast. Aside from operating in the
UK, ActivInstinct also has websites for France, Germany, Spain
and Italy.
10
Overview
Who We Are
Blacks is a long established retailer of specialist outdoor apparel,
footwear and equipment. Trading online and from approximately
70 stores, Blacks primarily stock more technical products from
premium brands such as Berghaus and The North Face helping
the consumer, from weekend family users to more avid explorers,
reach their goals, no matter how high.
With a strong emphasis on own brands, such as Peter Storm
and Eurohike, our Millets outdoor stores are the port of call for a
more leisurely consumer. Trading from approximately 90 stores,
Millets supplies a more casual outdoor customer who seeks value
for money, providing for a wide range of recreational activities,
such as walking or leisure camping.
Tiso is Scotland’s leading outdoor retailer, with 10 stores, including
the larger format Outdoor Experience shops with unrivalled
product ranges catering for those who take the outdoors a bit
more seriously. Alpine Bikes is a quality cycle retailer, with six
standalone shops, stocking premium brands such as Trek,
Cannondale, Whyte and Genesis. Based in the heart of the
English Lake District, George Fisher is the UK’s premium outdoor
destination for more discerning explorers, who can expect the
highest levels of personalised customer service.
Our Ultimate Outdoors store in Preston is a larger format
store catering for a comprehensive range of outdoor activities.
We will be opening more stores during the coming year.
11
Annual Report & Accounts 2015
The Group has over 800
stores across a number of
retail fascias and is proud
of the fact that it always
provides its customers
with the latest products
from the very best brands.
The Group embraces the
latest online and instore
digital technology
providing it with a truly
multichannel, international
platform for future growth.
12
13
Annual Report & Accounts 2015
Who We Are
14
Overview
Who We Are
15
Annual Report & Accounts 2015
Where We Are
Sports Fashion Fascias
(No. Stores)
2014
2015
(000 Sq Ft)
2014
2015
JD UK &
ROI (1)
JD
Europe
348
351
50
65
JD UK &
ROI (1)
1,274
1,292
JD
Europe
92
121
Sub-Total
JD & Size?
423
447
Sub-Total
JD & Size?
1,400
1,462
Size?
25
31
Size?
34
49
Chausport
Sprinter
Other
75
73
65
80
Chausport
Sprinter
84
82
745
838
60
60
Other
137
129
1. Includes Champion stores which are serviced and managed by the UK team.
In addition, there were two JD branded Gyms at the period end in Hull and Liverpool.
Outdoor Fascias
(No. Stores)
2014
2015
(000 Sq Ft)
2014
2015
Blacks
76
73
Blacks
287
270
Millets
80
92
Millets
143
175
Tiso
17
17
Tiso
101
101
Other
-
2
Other
-
62
Total
623
660
Total
2,366
2,511
Total
173
184
Total
531
608
16
Where We Are
17
Annual Report & Accounts 2015
Group Portfolio Introduction
Our vision and passion
through imagery helps
continually build upon
our proud heritage and
sets the standard across
all communications.
18
19
20
21
22
23
24
25
26
27
28
29
3030
31
32
33
3434
35
36
37
38
39
40
41
42
43
4444
Overview
Executive Chairman’s Statement
Introduction
Board Effectiveness
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
We are fortunate, as a Group, to have talented people in every
aspect of our business. Our success would not be continuing
were it not for the skills, drive and passion of the teams that
work in our businesses day to day. As Executive Chairman, it is
particularly pleasing to see the commitment that the team
show to achieve success internationally. I thank everybody
involved in delivering these excellent results.
Current Trading and Outlook
Given the significant change in the timing of Easter relative
to last year, we do not believe that it is appropriate to issue
any detailed update at this time on trading to date in the new
financial year. That said we are encouraged by continued
positive trading across our core fascias. Our next scheduled
update will take place upon the announcement of our Interim
Results which is scheduled for 16 September 2015.
The Board continues to believe that the Group is well positioned
to exploit successfully the opportunities that exist for continued
profitable growth.
Peter Cowgill
Executive Chairman
15 April 2015
I am delighted to report that our continuing operations have
delivered a record result for the year with a headline profit before
tax and exceptional items in excess of £100 million for the first
time. This result and its ingredients provide a robust platform for
further profitable growth, at home and internationally.
This result has been driven by an outstanding performance in our
Sports Fashion fascias where JD’s unique and often exclusive
sports and fashion premium brand offer continues to enthuse
and excite both customers and suppliers. We believe that our
collaborative approach to working with third party brands to
create a unique, premium and often exclusive offer is a major
contributor to our success. We have the utmost respect for the
brands that we sell and believe in working in partnership with
them to achieve their ambitions. This, combined with our market
leading standards of visual merchandising and disciplines
instore, provides the basis for international success.
We have continued to extend our store presence in Europe with
19 new stores for JD and Size?, taking us to 70 new stores.
Our continued development recognises that our offer has been
well received to date in these markets. We are also encouraged
by the performance of Sprinter in Spain and Chausport in France.
In so far as this progress continues, we anticipate further growth
in overseas markets.
The turnaround of our Outdoor fascias continues although the
encouraging results in the first half were somewhat tempered
in the second half as the milder and drier weather led to a
general oversupply relative to demand for winter related product
in the market throughout the season with consequent high levels
of discounting. We continue to work with our branded partners
and our own brand supply chain to improve our product
proposition and market positioning to achieve a more focused
consumer targeting for each part of our business. Property
investment, both in terms of new stores and refitting existing
stores, is also required but will be driven by the strength of the
proposition and the property costs in each location. We are
conscious that delivery of profitability has been delayed but remain
determined to enhance our proposition and the efficiency of
the operations so that profitability is achieved in 2016/17.
Dividends and Earnings per Share
The Board proposes paying a final dividend of 5.90p (2014:
5.6625p) bringing the total dividend payable for the year to
7.05p (2014: 6.775p) per ordinary share, an increase of 4%.
The proposed final dividend will be paid on 3 August 2015 to
all shareholders on the register at 26 June 2015. Given the
increasing success that we are seeing from the international
developments of the JD fascia and the capital investment that
this requires, we intend to keep dividend growth restrained
at this time.
The adjusted earnings per ordinary share before exceptional
items have increased by 26% to 38.89p (2014: 30.82p).
The basic earnings per ordinary share have increased by 21%
to 35.17p (2014: 29.08p).
45
Annual Report & Accounts 2015
Business Model
Central
Infrastructure
Sports
Fashion
Outdoor
Warehouse
Bespoke IT
Development
Training &
Development
Retail
Instore
Devices
Online
Omnichannel
Consumer
46
Strategic Report
Our Strategy
Introduction
Multichannel
Multichannel activity has continued to grow significantly over
the last 12 months and we continue to make good progress
towards our objective of becoming a cutting edge international
multichannel retailer. We believe that the relocation of our digital
marketing teams in the year to the Sharp Project in Manchester,
which is recognised as the leading location for creative digital
production in the North West of England, is an important step
in achieving this objective.
In the UK, we have seen significant growth in online sales,
principally driven by the strengthening of our mobile offer.
Our digital channels continue to be important research
destinations for our customers and there has been substantial
growth in sales from our instore digital devices (kiosks, web tills
and iPads), both through increased adoption of existing ones by
customers and through the roll out of additional devices. These
enable customers to order products from the website but pay
in cash, access extended ranges not available in the store and
access our full warehouse stock inventory. We have also introduced
cross-fascia delivery to store which enables customers to order from
our digital channels and collect the product from any store
within our group retail estate. Overseas, we have rolled out
a full local language and local currency multichannel offer
(website, mobile site, apps, instore devices, delivery to home
and store) to Ireland, The Netherlands, France, Spain and
Germany in the last 12 months for JD. We expect to grow
these markets to be significant contributors in the future.
In 2015 we will continue our focus on optimising our digital
channels, improving the customer experience, enhancing
our multichannel proposition, exploiting group synergies
and rolling out our multichannel offer internationally.
Multichannel sales represented 9.9% of JD and Size? fascia
sales in the last year.
The Group has long been established as a leading retailer of
branded and own brand sports fashion apparel and footwear
in the UK and Ireland. Our Sports Fashion fascias are also now
firmly established in mainland Europe with significant store
presence in France, Spain, The Netherlands and Germany and
we intend to continue to extend our geography further which will
necessitate the development of a different operating model for
countries outside Europe. Building our 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 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 aim to act always in a responsible and ethical
manner with all our stakeholders including suppliers, employees
and of course our customers.
Our core business strength is branded retail and our consumers
are either sports fashion or outdoor oriented. Where we use
own brands we will seek to market them as third party brands.
We seek to build strong market positions which we will always
seek to sustain and defend. We maintain these positions by
constantly adding to our brand roster and endeavouring to be
partner of choice to as many brands as possible with as much
exclusive product as possible. Any business in the Group which
we now invest in will have relevance to our core strength.
All businesses in the Group need to be capable of enhanced
profitability in the medium term. Our ultimate objective is to
deliver long term sustainable earnings growth to enhance total
shareholder returns (‘TSR’) through share price performance
and dividends, whilst retaining our financial capability to invest
in the growth and the sustainability of our propositions.
Recent TSR performance is shown in the graph within the
Remuneration Report on page 74.
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 Fashion 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. This means that we will look
to regularly refurbish stores to maintain our high standards of
visual merchandising. We are also keen to use the latest
technology in our stores as exemplified by the recent opening
in the Trafford Centre.
The store numbers and square footage at the start and end
of the year are documented in the ‘Where we are’ section
on page 16.
47
Annual Report & Accounts 2015
Our Strategy (Continued)
Infrastructure and Resources
Financial Key Performance Indicators
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 150 training courses were
completed by employees in the last 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. Volumes processed there continue to
grow quickly requiring continuing investment in mezzanines,
racking and machinery.
Number of Items Processed by
Kingsway Distribution Centre
Period ended
31 January 2015
Period ended
1 February 2014
58.75m
49.50m
To support our retail businesses a project is ongoing to replace
our bespoke legacy ERP with Oracle Retail Systems. The new
systems should start to go live in 2015 with the Outdoor fascias
being the expected pilot migration later in the year although the
main Sports Fashion fascias will not migrate until 2016.
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 56 to 59.
The risks faced by the Group and our mitigation plans are
reported separately in pages 49 to 50.
Revenue
Gross profit %
Operating profit
Operating profit
(before exceptional items)
Profit before tax and
exceptional items
Profit before tax
Basic earnings per
ordinary share (a)
Adjusted basic earnings per
ordinary share (a)
Total dividend payable per
ordinary share (a)
2015
£000
2014
£000
1,522,253
1,216,371
48.6%
92,646
102,173
48.7%
77,868
83,032
%
Change
+25%
+19%
+23%
100,023
81,995
+22%
90,496
35.17p
76,831
29.08p
+18%
+21%
38.89p
30.82p
+26%
7.050p
6.775p
+4%
Net cash at end of period (b)
84,230
45,276
a) The prior year has been restated to reflect the 4:1 share split
which was approved by shareholders at the Annual General
Meeting on 26 June 2014. The earnings per share are
calculated based on the continuing operations only.
b) Net cash consists of cash and cash equivalents together with
interest-bearing loans and borrowings.
On behalf of the Board
Peter Cowgill
Executive Chairman
15 April 2015
48
Strategic Report
Principal Risks
Any business undertaking will involve some risk with many risk factors common to any business no matter what sector 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 principle risk factors are assessed below:
Omnichannel
Risk and Impact
Mitigating Activities
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.
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 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 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.
Look to agree a break option part way through the lease.
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.
•
• 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 25, they are not aware of any
other stores where there is a possible risk of these stores returning.
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 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.
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.
Compliance is monitored by the Group’s Supply Chain and Change Director who has
extensive experience in this area.
49
Annual Report & Accounts 2015
Principal Risks (Continued)
Omichannel (Continued)
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.
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 benefits in
terms of capacity, product availability, quicker deliveries to our European stores and reduced
transport costs. However, there is an increased risk to store replenishment and multichannel
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.
Health and Safety
The health and safety of our customers and employees is of the utmost importance.
Policies are implemented in conjunction with training programmes to protect our employees
and customers. Personal injuries, distress and fatalities could result from a failure to establish
and maintain safe environments.
Treasury and Financial Risk
The Group is exposed to fluctuations in foreign exchange rates principally Sterling/US Dollar
consequent to the sourcing of own brand merchandise where suppliers are located principally
in the Far East or Indian Sub-Continent. Strengthening of the US Dollar relative to Sterling
makes product sourced in this currency more expensive thus reducing profitability.
Product for the JD fascia throughout Europe is purchased by JD Sports Fashion Plc which is
the main UK trading business. This business then sells to the international businesses in their
local currencies. Given the current geographical location of the Group’s stores then this results
in a Sterling/Euro exposure in the UK trading business for the euros which are remitted back
for stock purchases.
Brian Small
Chief Financial Officer
15 April 2015
50
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 could take longer than currently
anticipated 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 has since been 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.
There is a comprehensive induction and training programme for store staff covering Health
and Safety issues.
The Group Health and Safety Committee meets on a monthly basis; is chaired by the Group
Health and Safety Manager and includes as its attendees the Group Company Secretary
and Group Property Director. The Group Health and Safety Manager appraises the Board of
material issues and, incidents on a periodic basis. Targets are set by the Board to enable
measurement of performance.
Performance against targets, incidents and legal claims that arise are reported to the Board.
The Group also works closely with its principal insurers who undertake regular risk reviews
both in the store portfolio and in the main central warehouse.
The Group sets a buying rate 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, using a
variety of instruments, whereby the minimum exchange rate on the purchase of dollars is
guaranteed. The Group typically looks to protect approximately 90% of the US dollar
requirement for the following year.
The Group encourages its own brand suppliers to quote in euros where possible thus creating
a natural hedge against the euros remitted from the international businesses. The surplus
euros are also used to fund the international store developments thus alleviating the need
for local third party financing.
Strategic Report
Business Review
Sports Fashion
Outdoor
Sports Fashion consists of the businesses previously reported
both within the former Sports segment and within the former
Fashion segment which ceased to be a substantial separate
segment following the disposal of Bank Fashion Limited (‘Bank’)
prior to the key Christmas trading period. In reality the Group’s
core retail operations have always largely presented and sold
the major international sports brands alongside fashion brands
as fashion and lifestyle attire thereby creating a natural and
strengthening blend between sports and fashion brand
participation in the overall success of the Group.
Indeed, the natural strengthening flow across the Group
has been well illustrated this year by the successful introduction
of The North Face into JD last Autumn from our Outdoor
brand roster.
In addition, given the ActivInstinct online business is not a
fashion led business and its key trading categories are Outdoor
and Sports Performance, we now include this within Outdoor
rather than Sports Fashion.
Sports Fashion has had an excellent year with operating profits
(before exceptional items) in the continuing businesses increased
to £107.0 million (2014: £91.0 million) with positive momentum
in all of the territories in which we operate driven by a buoyant
market for branded athletic footwear across Western Europe
and an excellent buying and merchandising performance.
JD’s approach to retail theatre and our commitment to working
with our supplier partners on the presentation of their premium
branded footwear and apparel is unique. We remain committed
to the advancement of this proposition and during the year we
refurbished our flagship Trafford Centre store in a new concept
which moves forward our already excellent standards in visual
merchandising and embraces the latest instore technology.
This concept will continue to evolve and we are confident that
our new store in Oxford Street, which we will open later in the
year, will generate an equally positive reaction.
The operating loss (before exceptional items) in Outdoor has
reduced by £3.1m to £4.9m (2014: £8.0m).
In the first half of the year, the performance of our Blacks and
Millets businesses saw some encouraging improvement as we
implemented a number of critical operational changes and
introduced more seasonally relevant product. However, the
second half of the year saw weaker than hoped for sell through
of autumn and winter ranges during a particularly mild and dry
season. Heavy discounting has inevitably followed across the
whole sector to deal with the resulting imbalance between supply
and demand, a process which has continued into the new
financial year.
Tiso (incorporating George Fisher), in its first full year in the
Group, has enabled us to enhance our relationship with several
key brands and has given us significantly better geographical
coverage in Scotland. The business, which continues to trade
with independent management and systems, has suffered the
same trading issues in the second half as Blacks and Millets
although we remain confident about its longer term prospects.
Peter Cowgill
Executive Chairman
15 April 2015
51
Annual Report & Accounts 2015
Financial Review – Continuing Businesses
Revenue, Gross Margin and Overheads
Working Capital and Cash
Total revenue increased by 25% in the year to £1,522.3 million
(2014: £1,216.4 million). Like for like sales for the 52 week
period across all continuing Group fascias, including those in
Europe, increased by 12% which was an exceptional performance.
Total gross margin in the year of 48.6% was broadly consistent
with the prior year with a small increase in the margin in
Sports Fashion to 49.5% (2014: 49.1%) offset by a reduction
in the margin in Outdoor to 41.3% (2014: 44.8%), reflecting
the inclusion of a full year of the lower margin Tiso and
ActivInstinct businesses and the impact from heavier discounting
in the final quarter of the year.
Operating Profits and Results
Operating profit (before exceptional items) increased substantially
by £19.2 million to £102.2 million (2014: £83.0 million) with
an exceptional performance in Sports Fashion and a reduction
in the losses in Outdoor. A requirement to clear excess Autumn
and Winter inventories means that whilst we anticipate that
Outdoor will move towards profitability in the new financial
year, it may be 2016/17 before this objective is achieved.
There were net exceptional items in the year of £9.5 million
(2014: £5.2 million) which include a charge of £5.1m for the
impairment of intangible assets previously recognised on the
acquisitions of Blacks Outdoor Retail Limited, Kukri Sports Limited
and Ark Fashion Limited. The exceptional items comprised:
2015
£m
2014
£m
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
Business restructurings (1)
Total reorganisation and restructuring costs
Impairment of intangible assets (2)
Total other exceptional charges
Total exceptional charge
0.9
1.0
2.5
4.4
-
-
-
5.1
5.1
9.5
0.9
0.5
0.5
1.9
0.6
2.7
3.3
-
-
5.2
(1) Charge of £2.7 million in the prior year from the restructuring
of the head office and warehouse operations of the Blacks,
Champion and Kooga businesses.
(2) Charge arising from the impairment of the goodwill arising
in prior years on the acquisition of Blacks Outdoor Retail
Limited, the goodwill arising on the acquisition of Kukri Sports
Limited, the Kukri brand name and the Ark fascia name.
Group profit before tax in the year ultimately increased by £13.7
million to £90.5 million (2014: £76.8 million).
Our core retail fascias continue to provide a source of strong
cash generation which provides the Group with the financial
framework for ongoing acquisition activity and continuing
substantial investments in both retail property and operational
infrastructure. Ultimately, net cash balances improved by
£38.9m in the year to £84.2m (2014: £45.3 million) although
this was assisted by £16.5m of lease incentives received in the
last two months connected with the acquisition of five former
Kiddicare stores.
Gross capital expenditure (excluding disposal costs) increased
by £22.0 million to £70.2 million (2014: £48.2 million).
Our commitment both to delivering the best possible
experience to our customers and to overseas expansion 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 £37.2 million was invested in our retail fascias during
the year (2014: £27.9 million). Elsewhere, investment in Project
Emperor, the replacement of our core systems with Oracle and
new JD proprietary software, was £5.9 million in the year (2014:
£5.1 million). We have also invested £11.5 million (2014: £2.2
million) on the first phase of a project to increase the operational
capacity and flexibility of our Kingsway warehouse.
Our increased confidence in international success means that
investment in JD’s international fascias will be a key focus for the
Group in the new year. International development opportunities
combined with ongoing investment in Project Emperor and further
works at Kingsway means that there is likely to be a further
substantial increase in the overall capital expenditure in the
new financial year.
Disposal of Bank Fashion Limited
Prior to its disposal to Hilco on 25 November 2014, Bank was
having another difficult year with operating losses at similar
levels to the prior year leading the Board to conclude, shortly
before that date, that there was no realistic prospect of a material
improvement in performance in the short term. Consequently
we reluctantly determined that the sale of Bank was in the best
interests of the Group and its shareholders with future investment
being prioritised for our successful core fascias. However, we
remain absolutely committed to supporting the broadest possible
range of fashion brands within the Group and all our other
fascias will continue to be supported with necessary investment
and working capital this year.
Following the disposal of Bank, repayments of £18.15m against
JD’s intercompany loan have been made which represents a
substantial recovery of the intergroup indebtedness at disposal.
The pre-tax exceptional loss arising on the disposal of Bank
was £6.3 million. The results of Bank for the period of the
Group’s ownership together with the exceptional loss arising
on the disposal of the business have been presented as a
discontinued activity.
52
Strategic Report
Financial Review – Continuing Businesses (Continued)
Taxation
Foreign Exchange Exposures
The effective rate of tax on profit from continuing operations
has decreased from 24.6% to 22.9% primarily due to the
decrease in the main rate of UK corporation tax. Excluding both
exceptional items and prior year adjustments from the tax
charge, the effective core rate from continuing activities has
decreased from 26.2% to 22.4%. 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.
Earnings per Share
The basic earnings per share from continuing operations has
increased by 20.9% from 29.08p to 35.17p. 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 from continuing
operations has increased by 26.2% from 30.82p to 38.89p.
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.
Following the disposal of Bank Fashion Limited, the Group’s
forecast requirement for US Dollars in the period to January
2016 is now $120 million. Cover is in place for 2015 for $107
million meaning that the Group is currently exposed on
exchange rate movements for $13 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.
Dividends
A final cash dividend of 5.90p per share is proposed, which
if approved, would represent an increase of 4.2% on the final
dividend from the prior year. Added to the interim dividend of
1.15p per share, this takes the full year dividend to 7.05p, which
is an increase of 4.1% on the prior year. The dividend has risen
by 57% since 2010.
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 UK base rates as the general economic situation
improves but, at present, given the highly seasonal nature of
the Group’s core cashflows, they do not believe that a long term
interest hedge is appropriate. This position continues to be
reviewed regularly.
Working capital remains well controlled with suppliers continuing
to be paid to agreed terms and settlement discounts taken
whenever due.
Brian Small
Chief Financial Officer
15 April 2015
53
Annual Report & Accounts 2015
Property and Stores Review
Sports Fashion
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
our multichannel approach, which marries a vibrant retail
theatre with the latest retail digital technology, increases the
attractiveness and desirability of our product and provides our
stores with a real point of difference for both our consumers
and our branded suppliers.
The JD fascia provides the foundation for profit and cash
generation in the Group and consequently we continue to invest
heavily in this fascia across an increasing number of territories.
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:
• UK & Republic of Ireland – 18 new stores were opened in
the period with 15, generally smaller, stores closed. The
18 new stores included one new store in the Republic of
Ireland and eight relocations in towns or malls in the UK to
a more appropriately spaced store or a position of greater
footfall. We upsized in five 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.
During the year, we also refurbished our flagship store in
the Trafford Centre, Manchester, in a new concept which
moves forward our already excellent standards in visual
merchandising and embraces the latest instore digital
technology. This concept, which has excited consumers and
our supplier partners, will continue to evolve and we are
confident that our new stores in Oxford Street and other key
locations, which we will open through 2015, will generate
a similar very positive reaction.
• France – JD continues to develop momentum in France.
A further five stores opened in the year with 22 stores
now trading in the country. The focus on the major
metropolitan areas is reflected in the fact that the openings
included two stores in malls around Paris, where we now
have 11 stores, and one was in a mall in Marseille, where
we now have three stores.
• Spain – To date, the economic situation in the country has
meant we have been more cautious in our pace on opening
new stores. However, we did open a further two stores in
the year with ten stores now trading in the country.
These openings were both in malls around Madrid, where
we now have six stores. As with France, we have focused
initially on developing a critical mass in the capital city.
We are more optimistic of the economic situation in Spain
now and so, subject to the availability of appropriately
rented property space in the right locations then we would
look to cautiously accelerate our openings in the new
financial year.
• Netherlands – Given that we acquired an immediate critical
mass from our initial acquisition of stores in the country
then this has largely been a year of consolidation as we
review and refine our proposition in the country. However,
the performance of our store in the centre of Rotterdam,
which we opened in December 2013 and was the first
store we identified and opened independently, has given us
the confidence to look for space in other major towns in the
country. During the year we opened a store in Den Haag
and so we now have 16 stores in the country.
• Germany – During the year, we converted the 10 small
stores that we had acquired from the Isico partnership in the
prior year to the JD format. During the year we opened
seven new stores, of which two were committed prior to our
acquisition of the Isico business. Given the strength of Isico in
the Berlin area then we have focused our attention on other
cities and larger towns in the country including Dusseldorf
and Dortmund.
Size?
As with JD, we believe that the Size? fascia with its independent
feel and loyal consumer following has the potential to be
successful internationally. Our international focus for this fascia
is reflected in the fact that of the seven new Size? stores which
were opened during the year, four were in Europe with two
further stores in France, in Toulouse and Bordeaux, to
complement the existing store in Paris together with our first
Size? store in Italy (Milan) and the Netherlands (Amsterdam).
Of the three store openings in the UK, one was a concession in
the Harrods department store in London. Elsewhere, the stores
in Cardiff and Nottingham were relocated.
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 and closed three small stores in the year. We continue to
be satisfied with the performance of the Chausport business
and will support limited investment in this business where conflict
with JD’s plans is unlikely.
Sprinter
We continue to believe that the Sprinter proposition has
significant potential to expand beyond its traditional heartlands
in the communities of Andalucia, Murcia and Valencia and
are supporting the Sprinter management team in their store
opening programme. During the year we opened a further 15
stores of which four were outside of the traditional heartlands,
including the first store in Catalonia. The average retail
footprint of the stores opened in the year was 6,700 sqft which
is less than 50% of the average footprint of the stores on
acquisition in 2010. We are confident that this footprint is more
appropriate for the business.
Scotts
Whilst investment in the business has been limited in recent
years, we are very encouraged by more recent performance.
Accordingly, we anticipate opening a limited number of new
stores in the new financial year.
54
Strategic Report
Property and Stores Review (Continued)
Tessuti
• Ultimate Outdoors – The acquisition of the Ultimate
After opening three new stores in the prior year and converting
the remaining Cecil Gee stores to the Tessuti style then this has
been a year of consolidation with the only property movement
being the closure of one small Originals store. In addition to
the usual decision making factors for new property of rent, retail
footprint and strength of footfall, openings in the premium
branded Tessuti business are also dependent on availability of
third party brands in a particular location.
Outdoors stores has enabled us to develop a new concept
with the same name where we have combined our Outdoor
offerings in a significantly larger space. As the name suggests,
we believe that this fascia and website can cater for the needs
of any Outdoor consumer. Our first store in this new format,
with 16,300 sqft of retail space, opened in Preston in July
2014. Five further stores of this type are expected to open
in 2015 utilising the former Kiddicare stores.
Outdoor
Blacks, Millets and Ultimate Outdoors
Subsequent to our acquisition of the business in January 2012,
we agreed short term leases with flexible break clauses with
landlords in a number of locations which gave both parties the
maximum flexibility to move quickly if appropriate. Consequently,
the Blacks and Millets store portfolios continue to evolve:
• Blacks – No new stores were opened in the period although
we did acquire two stores formerly trading as Ultimate
Outdoors (in Lancaster and Skipton) which were subsequently
converted to the Blacks fascia. As part of the same transaction,
we also acquired a store in Keswick which trades as ‘Planet
Fear’ and caters for the more adventurous outdoor participant.
Three Blacks stores were closed in the period with a further
three stores converted to Millets.
• Millets – The Millets store portfolio has seen considerable
change during the year with 15 new stores opened, 14 stores
acquired which were formerly trading as Oswald Bailey in
the South of England and the conversion of three former
Blacks stores. 20 stores were closed in the year which
included four of the acquired Oswald Bailey stores and two
stores which were relocated into new space.
Tiso
Tiso has 17 stores of which 16 are located across Scotland
(including six standalone Alpine Bikes stores) and one in Keswick
(George Fisher). These stores vary in size ranging from the
specialist Alpine cycling stores at less than 1,000 sqft to Tiso
fascia’ed stores in secondary out of town destinations with the
largest one in Glasgow at 15,500 sqft.
For a complete table of store numbers see page 16.
Peter Cowgill
Executive Chairman
15 April 2015
55
Annual Report & Accounts 2015
Corporate and Social Responsibility
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, Spain, The Netherlands and
Germany 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 a fascia-specific Training
Manager for Size? along with training support for Head Office
(including extended support for the Multichannel and IT
departments) and the Kingsway Distribution Centre.
The training function produces, designs and delivers various
programmes for all fascias and territories 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 36
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
23
3
60
40
24
Length
of course
5 days
12 weeks
4 hours
0.5 day
0.5 day
Average
Number of
attendees on
each course
16
20
10
10
10
New Retail Management Induction
Retail Training Academy
Junior Retail Management
Development
Miscellaneous Management Development
(including Retail & Head Office)
Head Office Induction
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 31 January 2015, is set out below.
PLC Board
Senior Managers*
Male
Female
4
91
-
36
Total
4
127
All Employees
8,274
7,551
15,825
%
Male
100%
72%
52%
%
Female
-
28%
48%
* 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
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.
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 provide direct support for our main distribution
centre in Rochdale.
• 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. Our monthly
newsletter ensures that the safety message is communicated
effectively throughout the Group.
56
Strategic Report
Corporate and Social Responsibility (Continued)
• 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.
• A report is produced on a monthly basis to ensure that the Board is kept regularly informed on the Group’s health and
safety performance.
• 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 remained constant following a reduction of 15% in the prior year.
- Local authority inspection numbers decreased by 33%.
- Fire officer inspections numbers decreased by 9%.
- Enforcement action remained constant.
- Area Manager health and safety performance remained constant.
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.
Energy
Basic Principals
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 Chief Financial Officer 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 531 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 96% of
the UK and Republic of Ireland electricity consumption and 72% of gas consumption is
automatically measured every 30 minutes.
In the period to 31 January 2015, the Group has invested in Building Management
Systems in 150 of its highest energy consuming stores in the UK. The project covers all
fascias and is delivering average energy savings of 20% and a payback in less than 12
months. This technology is now fitted in all new stores as standard with further retrofits
scheduled for 2015.
Working with our preferred lighting suppliers, we have improved the design of the 23 Watt
LED lamps, which are used as standard in all new shopfits, delivering an 11% improvement
in power efficiency compared to the previous design. Our standard retail LED lamps now
use approximately 60% less electricity 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. All new managers receive
training in energy management as part of their wider training programme.
The Group has placed new supply contracts in the UK (except Northern Ireland) and renewed
with Airtricity (whole island of Ireland) in 2014. Both contracts are 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 to all business in the Group. We work closely with the local management
after acquisition to identify gaps and implement group strategies.
57
Annual Report & Accounts 2015
Corporate and Social Responsibility (Continued)
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 which have been calculated
based on the GHG Protocol Corporate Standard 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. Emissions from
the Group’s overseas operations are low relative to UK activities.
Global GHG emissions from:
Combustion of fuels & operation of facilities (i)
Purchased electricity, heat, stream & cooling
Intensity measurement (ii)
Emissions reported above normalised to
per £m revenue
2014/15
Tonnes CO2
Equivalent
2013/14
Tonnes CO2
Equivalent
6,150
34,564
6,724
33,216
29
33
(i) Excludes facility F-Gas emissions
(ii) Like for like revenues for businesses that have contributed
full years both years
The following businesses are excluded from the data above as
their contribution is not considered material at this time:
• JD Sports Fashion GmbH
• Kooga Rugby Limited
• Mainline Menswear Limited
• Source Lab Limited
• Tiso Group Limited
• JD Sports Fashion SRL
Whilst it is not mandatory, the Group remains committed to
presenting data with regards to energy usage and carbon
footprint on a ‘like for like’ basis in respect of those locations
in the Group’s core operations in the UK and Republic of
Ireland that have been present for the full year in both years:
%
Change
Objectives For The Period To January 2016
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 30 January 2016:
• 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
• Review energy usage and practices at the main warehouse
in Kingsway, Rochdale
• Conduct investment grade energy surveys across the property
portfolio which go beyond our ESOS obligations
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 is the Group’s ultimate holding
company (see note 35). 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.
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 further to 1,322 tonnes (2014: 993 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 and The Netherlands to divert as much waste as
possible away from landfill. The scheme will be rolled out to
other newly acquired businesses as soon as this is possible.
In the period to 31 January 2015 we recycled 92% (2014: 89%)
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 2,862 trees (2014: 2,884 trees)
-4%
• 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
Energy Usage – Electricity (MWh)
Energy Usage – Natural Gas (MWh)
Total Energy Use (MWh)
Carbon Footprint (Tonnes CO2)
2015
2014
56,080
58,254
2,474
58,554
28,232
2,809
61,063
29,370
58
Strategic Report
Corporate and Social Responsibility (Continued)
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.
Human Rights
The Group endorses the principles set out in the United Nations
Universal Declaration of Human Rights and the International
Labour Organisation’s Declaration on Fundamental Principles
and Rights at Work which seek to ensure safe and fair working
conditions on a global scale. Our suppliers are selected upon
and contractually committed to the Group on the basis of their
adherence to these principles.
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 31 January 2015, 60% of the
current supplier base was audited with the results reported to
the Group Sourcing and Supply Chain Manager. Our Supply
base has been reduced in this period by 40% as the Group
amalgamates its sourcing strategy.
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 or audits and the supplier cannot
be visited, they are required to provide evidence of corrective
action and subsequently re-graded against the initial report.
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’.
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.
The fundraising events have included Team JD running the BUPA
Great Manchester Run and our successful charity balls. In 2014
we exceeded our nominated charity target and raised a total
of £518,000. The funds raised through the partnership has
helped The Christie to build and develop the UK’s premier
young oncology unit, helping to fund vital research into new
treatments, provide equipment, counseling, activities for the
young patients and support for their families.
Other examples of community engagement include:
• We sponsor a Special Needs school in Coimbatore, India
which accommodates 30 children who have Cerebral Palsy,
Down’s syndrome, deafness and autism. We have paid for
one year’s education for each child.
• In addition we sent each child at the school a Christmas
present box which was delivered to them on Christmas Eve.
Donations from within the Head Office also funded four
cartons of toys to be sent to an orphanage in the same area.
• We made a donation to The Marina Dalglish Appeal of
£4,000 to improve cancer treatment facilities in Liverpool.
• We made donations of £8,000 to Cancer Research UK and
£500 to Children with Cancer.
Brian Small
Chief Financial Officer
15 April 2015
59
Annual Report & Accounts 2015
The Board
Peter Cowgill
Executive Chairman and Chairman of the Nomination
Committee - Aged 62
Peter was appointed Executive Chairman in March 2004.
He was previously Finance Director of the Group until his
resignation in June 2001. He is a Non-Executive Chairman
of United Carpets Plc and also held the position of Non-
Executive Chairman of MBL Group Plc until June 2014.
Brian Small
Chief Financial Officer - Aged 58
Brian was appointed Chief Financial Officer 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 68
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 55
Martin was appointed to the Board in October 2012. Martin
also holds the position of Chairman of Sentric Music Limited.
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.
60
Governance
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 31 January 2015. 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 position
and performance, business model and strategy.
Principal Activity
The principal activity of the Group is the retail of branded sports
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,
social, community and human rights 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 47 to 59.
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 63 to 66) and the
Directors’ Remuneration Report (pages 67 to 75) 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. However, following a reorganisation of the Company’s
share capital as approved by the shareholders at the 2014
Annual General Meeting (AGM) held on 26 June 2014, each
5p ordinary share was subdivided into 4 ordinary shares of
1.25p each. The issued share capital following the 2014 AGM
was £2,433,083, comprising 194,646,632 ordinary shares of
1.25p each. The new 1.25p ordinary shares were admitted to
the Official List of the UK Listing Authority and to trading on
the London Stock Exchange on 30 June 2014.
As at 31 January 2015 the Company’s issued share capital is
£2,433,083, comprising 194,646,632 ordinary shares of
1.25p each.
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 2014 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 31 January 2015 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’):
Number of
ordinary shares/
voting rights held
% of Ordinary share
capital
Pentland Group Plc
Sports World International Ltd
Aberforth Partners
Fidelity Management and Research LLC
111,854,888
22,301,020
18,367,614
10,077,300
57.47
11.46
9.44
5.18
The Company has not been notified of any significant changes
in interests pursuant to the DTRs between 31 January 2015 and
the date of this report.
Relationship Agreement
In accordance with LR 9.2.2AR (2) (a), the Company has entered
into a written and legally binding relationship agreement with
its controlling shareholder Pentland Group Plc. So far as the
Company is aware, the independence provisions included
within the relationship agreement have been complied with
during the period since the agreement has been in force.
61
Annual Report & Accounts 2015
Directors’ Report (Continued)
Directors
The names and roles of the current Directors together with
brief biographical details are given on page 60. 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 2015 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 67 to 75.
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 auditor of the Company. A resolution proposing their
re-appointment will be proposed to shareholders at the
forthcoming AGM.
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)
The Company’s AGM will be held at 1pm on 17 June 2015 at
Edinburgh House, Hollinsbrook Way, Pilsworth, Bury, Lancashire,
BL9 8RR. The notice of this year’s AGM is included in a separate
circular to shareholders and will be sent out at least 20 working
days before the meeting. This notice will be available to view
under the ‘Investors’ section of the Company’s website,
www.jdplc.com/investor-relations.
The Directors consider that each of the proposed resolutions to
be presented at the AGM is in the best interests of the Company
and its shareholders and employees as a whole and most
likely to promote the success of the Company for the benefit
of its shareholders as a whole. The Directors unanimously
recommend that shareholders vote in favour of each of the
proposed resolutions, as the Directors intend to do in respect
of their own shareholdings.
By order of the Board
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
Brian Small
Chief Financial Officer
15 April 2015
62
Governance
Corporate Governance Report
Compliance with good corporate governance is important to
the Board. 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 (‘the Code’) and the extent to which the Company has
complied with the provisions of the Code. The Board has chosen
not to adopt early the provisions of the UK Corporate
Governance Code published in September 2014 (‘New Code’)
but will seek to apply the New Code during the 2015/2016
financial year.
The Board
The Board currently consists of four Directors; an Executive
Chairman, one other Executive Director and two Non-Executive
Directors. Martin Davies is the senior independent Non-Executive
Director. The name, position and brief profile of each Director is
set out on page 60. Barry Bown who held the position of Chief
Executive, stepped down from the Board on 30 May 2014.
The composition of the Board is kept under review and changes
are made when appropriate and in the best interests of the
Group. 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
judgment appropriate for the needs of the Group’s business
and overall effectiveness of the Board. In accordance with the
provisions of the Code each Director offers himself for
re-election on an annual basis.
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 formerly an Executive Director of Pentland Brands Plc, a
subsidiary of Pentland Group Plc (‘Pentland’), the Company’s
largest shareholder. Andrew Leslie does not represent the
interests of Pentland on the Board and retired from Pentland
Brands Plc 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.
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 60 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.
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 2015 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 delegates certain powers to Board 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. Jane Brisley resigned as
the Company Secretary and was replaced by Andrew Batchelor
with effect from 24 September 2014.
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 was conducted during the year. This consisted
of an internally run exercise conducted through the completion
by each Director of a questionnaire prepared by the Company
Secretary which encourages each Director 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.
The Company, through its majority shareholder Pentland
Group Plc, maintains appropriate Directors’ and Officers’
liability insurance.
Attendance at Board and Committee Meetings
Board
Meetings
Remuneration
Committee
Audit
Committee
Nomination
Committee
Number of Meetings
in Year
P Cowgill
B Bown (1)
B Small
A Leslie
M Davies
8
3
8
8
8
4(2)
-
4(2)
6
6
3(2)
1(2)
3(2)
3
3
2
-
2
2
2
63
Annual Report & Accounts 2015
Corporate Governance Report (Continued)
Notes:
• Reviewing the Company’s risk register and internal controls.
(1) B Bown served on the Board for part of the year, having stood
• Consideration of whether an internal audit function should
down on 30 May 2014.
be established.
(2) 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.
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.
Audit Committee
Membership and Meetings
The Audit Committee currently comprises two independent Non-
Executive Directors, Martin Davies and Andrew Leslie. Martin
Davies chairs the Audit Committee.
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 on page 63.
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.
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
appropriate judgments 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 judgments
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 management’s 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 cash flow projections, the key growth assumptions and
discount rates. The Committee has also reviewed the disclosures
in the financial statements.
During the year the Committee reviewed the value in use of the
Blacks goodwill and the growth assumptions used in this estimate
and an impairment of £2.5m has been recognised in the current
year. The Committee also reviewed the value in use of the
Blacks and Millets fascia names and, after performing relevant
sensitivity analyses, believe that these values are recoverable.
Further information on these are provided in note 14.
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.
• Reviewing the external auditor’s plan for the audit of the
External Auditor
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.
A breakdown of the audit and non-audit related fees is set out
in note 3 to the Consolidated Financial Statements on page 90.
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
64
Governance
Corporate Governance Report (Continued)
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.
During the year, 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 – Chief
Financial Officer 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.
Internal Audit
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 and
Martin Davies. Andrew Leslie is the chair of the Remuneration
Committee. 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 six times during the year. Details of
attendance at Remuneration Committee meetings are set out
in the table on page 63.
Further details about Directors’ remuneration are set out in the
Directors’ Remuneration Report on pages 67 to 75.
Nomination Committee
The Nomination Committee currently comprises Peter Cowgill,
the Executive Chairman and two independent Non-Executive
Directors, Andrew Leslie and Martin Davies. The Executive
Chairman is the chair of the Nominations Committee.
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. The Nominations
Committee met twice during the financial year principally
to engage an external recruitment consultancy to undertake a
search for an additional Non-Executive Director for the Board
and to oversee the subsequent recruitment process.
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.
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
undertook a search exercise led by the Senior Independent
Director, employing the professional services of Korn Ferry
(a recruitment and executive search consultancy) during the
financial year with a view to appointing a further independent
Non-Executive Director. The search had due regard to the
benefits of diversity on the Board, including gender diversity,
as well as relevant experience against an agreed criteria.
Unfortunately a suitable candidate could not be found and
the search has been renewed in 2015.
In January 2015 the Board adopted a diversity policy which
seeks to recognise and promote the benefits which diversity
can bring to the Group and its operations.
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.
65
Annual Report & Accounts 2015
Corporate Governance Report (Continued)
• 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.
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 B1.2 – For the first four months of the year
more than half of the Board consisted of Executive Directors
and so for this period the Company did not comply with
this Code provision which requires at least half the Board
(excluding the Chairman) to be comprised of independent
Non-Executive Directors. However from 30 May 2014, when
Barry Bown stepped down from office, half of the Board
consisted of Non-Executive Directors.
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 being the totality of independent
Directors of the Company. 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:
Brian Small
Chief Financial Officer
15 April 2015
66
Governance
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 financial
targets with medium/long term strategic objectives. A new
Long Term Incentive Plan (‘LTIP’) was approved at the Annual
General Meeting on 26 June 2014 which is based on the
achievement of earnings based financial targets over a three
year period. The first awards under the LTIP were made to the
Executive Chairman and the Chief Financial Officer in 2014.
This Directors’ Remuneration Report (‘Report’) is on the activities
of the Committee for the period to 31 January 2015. 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 Directors’ remuneration
policy; and
The Annual Report on Remuneration providing details on
how the Directors’ remuneration policy will be operated for
2015/2016 and the remuneration earned in the year to 31
January 2015. This Annual Report on Remuneration
together with the Annual Statement will be subject to an
advisory shareholder vote at the 2015 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’). The Companies Act 2006 requires the auditor 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 Senior Managers. The Committee is mindful that our
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 and Senior
Managers of the right calibre to ensure the success of the
Company into the future.
Summary of Activity
•
Devising and drafting the Remuneration Policy which was put
to shareholders in 2014 and approved at the 2014 AGM;
• Agreeing the settlement arrangements for the former Chief
Executive Barry Bown who stood down in May 2014;
• Agreeing bonus awards for the Executive Directors and
Senior Managers in relation to the period 2014/2015;
• Granting cash LTIP awards to the Executive Chairman and
the Chief Financial Officer;
• Reviewing the basic salary of the Executive Chairman and the
Chief Financial Officer to ensure these are appropriate for
the market in which we operate. With effect from 1 April
2015, the Committee has agreed that the basic salary
reviews detailed on page 75 will be implemented.
The salary increases equate to a 2% increase for the Executive
Chairman and the Chief Financial Officer (which is in line
with the general increase for our Head Office employees);
• Reviewing the annual bonus awards for the year to 31
January 2015, which are set out on page73, and setting
appropriate targets for the 2015/16 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;
• Establishing a new annual bonus and long term incentive
plan for Senior Managers for 2015 and future years.
Andrew Leslie
Chairman of the Remuneration Committee
15 April 2015
67
Annual Report & Accounts 2015
Directors’ Remuneration Report (Continued)
Directors’ Remuneration Policy (Unaudited)
This Directors’ remuneration policy was approved by shareholders at the AGM held on 26 June 2014 and will, subject to any
amendment, remain in force for a period of three years. 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 came 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.
Set out below is the Remuneration Policy as approved at the 2014 AGM.
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.
Benefits
To ensure the overall package is
competitive for Executive Directors.
Pension
To provide post-retirement benefits for
Executive Directors.
68
Operation
Maximum
Performance
targets
Not applicable
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.
Not applicable
Not applicable
The rates are set at a level which the
Committee considers is appropriate.
Current company contribution rates
for Executive Directors are shown on
page 73.
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.
Current benefits provision is detailed
on page 73.
Other benefits may be provided where
appropriate including health insurance,
life insurance/death in service, travel
expenses and relocation.
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).
Governance
Directors’ Remuneration Report (Continued)
Element of
Remuneration
Annual Bonus
Purpose and link
to strategy
Executive Directors have the
opportunity to earn performance
related bonuses based on the
achievement of financial targets and
key performance indicators which
incentivise the achievement of the
business strategy.
Operation
Maximum
The bonus is paid annually in cash and is
non-pensionable.
No claw back provisions apply.
100% of salary, however, the
Committee has the discretion to award
bonuses of up to 200% of salary for
exceptional performance.
Long Term
Incentive Plans
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.
150% to 200% of base salary.
The level of any awards under the
LTIP remains under the consideration
of the Committee.
A new LTIP was approved at the
2014 AGM.
Key features of the 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.
Performance
targets
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 targets.
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.
The LTIP will measure
financial performance over
a 3 year period with targets
based on headline earnings
during that period.
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.
69
Annual Report & Accounts 2015
Directors’ Remuneration Report (Continued)
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.
Performance
targets
None.
Operation
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.
Cash fee paid. Additional fees based
on additional responsibilities, such as
acting as Senior Independent 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.
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 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 Managers 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 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.
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
10 March 2004
Notice Period
(Months)
12
12
Unexpired
Term
Rolling 12 months
Rolling 12 months
P Cowgill
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 discretion 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 into
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.
70
Governance
Directors’ Remuneration Report (Continued)
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 three 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.
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.
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 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.
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 31 January 2015, only Peter Cowgill held
other Non-Executive Directorships. Mr Cowgill resigned from
his office as a Non-Executive Director of MBL Group Plc on
17 June 2014. He remains as a Non-Executive Chairman of
United Carpets Group Plc. Peter Cowgill has aggregate
retained earnings of £53,909 (2014: £72,500) in respect
of these offices.
Illustrations of Application of Remuneration Policy
The chart overleaf illustrates the level of remuneration that would
be received by the Executive Directors in accordance with the
Directors’ remuneration policy in the year to 30 January 2016.
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.
71
Annual Report & Accounts 2015
Directors’ Remuneration Report (Continued)
Fixed elements of remuneration
Variable element of remuneration
LTIP (LTIP scheme approved by the shareholders at the 2014 AGM)
£1,984k
24%
38%
£1,245k
10%
30%
£749k
100%
60%
38%
£311k
100%
£473k
7%
27%
66%
£699k
18%
37%
45%
Minimum
On target
Maximum
Minimum
On target
Maximum
P. Cowgill Executive Chairman
B. Small Chief Financial Officer
)
0
0
0
£
(
n
o
i
t
a
r
e
n
u
m
e
R
2,500
2,250
2,000
1,750
1,500
1,250
1,000
750
500
250
0
The scenarios in the above graphs are defined as follows:
Minimum
On Target
Performance
Maximum Performance
Fixed Elements of
Remuneration
• The base salary is the salary as at 1 April 2015.
• The benefits are taken as those in the single figure table
on page 73.
• The pension is taken as shown in the single figure table
on page 73.
Annual Bonus (1)
Long Term Incentive
Plan (2)
0%
0%
50%
25%
100%
150% to 200%
Note (1) – the maximum annual bonus has been based on the usual maximum award of 100% of salary
Note (2) – The new LTIP was adopted at the 2014 AGM. On target performance is 25% of salary. Maximum performance is
150% of salary in the case of Brian Small and 200% of salary in the case of Peter Cowgill. One third of the award would be
earned in the year to 30 January 2016 subject to the performance conditions being met and the rules of the scheme.
72
Governance
Directors’ Remuneration Report (Continued)
Annual Report on Remuneration
Single Total Figure Table (Audited)
Peter Cowgill
2015
2014 (5)
Barry Bown (1,2)
2015
2014
Brian Small (4)
2015
2014
Colin Archer
2014
Andrew Leslie
2015
2014
Martin Davies
2015
2014
Salary
£000
729
718
107
318
255
240
27
36
31
36
31
Loss of
Office
£000
-
-
952
-
-
-
-
-
-
-
-
Benefits
£000
Pension
£000
Bonus
£000
2
1
1
1
20
20
-
-
-
-
-
-
-
8
25
31
29
-
-
-
-
-
732
718
-
318
204
240
-
-
-
-
-
LTIP
£000
488
-
-
-
127
-
-
-
-
-
-
Special
Retention
£000
-
1,700
-
-
-
-
-
-
-
-
-
Total
£000
1,951
3,137
1,068
662
637
529
27
36
31
36
31
(1) Includes payment for compensation for loss of office.
(2) Barry Bown stepped down as Chief Executive on 30 May 2014.
(3) Salary reviews effective 1 April annually.
(4) In accordance with the remuneration policy £23,000 of the pension contribution shown above for Brian Small has been paid
as a cash amount.
(5) Represents the third tranche of the Executive Chairman Special Retention Scheme award tranche as disclosed in the Annual Report
and Accounts for the year ended 1 February 2014. The full award for all three tranches was subsequently paid in April 2014.
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 (contribution ended May 2014)
- Brian Small – 12% of salary
Statement of Directors’ Shareholding (Audited)
The interests of the Directors who held office at 31 January 2015 and their connected persons in the Company’s ordinary shares
are shown below:
Ordinary Shares of 1.25p each
P Cowgill
B Small
31 January
2015
1,641,052
95,800
1,736,852
1 February
2014
1,641,052
95,800
1,736,852
There has been no change in the interests of the Directors or their connected persons between 31 January 2015 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.
73
Annual Report & Accounts 2015
Directors’ Remuneration Report (Continued)
Scheme Interests Awards During the Year (Audited)
Following approval of the LTIP at the 2014 AGM, Peter Cowgill
was granted a cash award of up to £1,463,700 (being 200%
of base salary) subject to satisfaction of annual audited
earnings based performance targets for the Group over a three
year period. Brian Small was granted a cash award of up to
£382,500 (being 150% of base salary) on the same basis. The
target for the period 2014/2015 was £80m threshold earnings
with a maximum payment being achieved where earnings of
£88m are achieved with straight line vesting in-between.
Threshold earnings are the consolidated earnings on a
normalised basis (pre-exceptional and goodwill) as represented
in the audited accounts for the period. In the interests of
commercial confidence the targets for subsequent years (based
on threshold earnings) will be disclosed one year in arrears.
Payments to Past Directors (Audited)
Barry Bown stepped down as Chief Executive Officer on 30 May
2014. The Company entered into a consultancy agreement
with BCB Retail Consultancy Limited and Mr Bown on the same
date to provide the consultancy services of Mr Bown to the
Company and the wider Pentland Plc group of companies
(‘Consultancy Agreement’). The Consultancy Agreement is for a
fixed term of three years from 1 June 2014. An annual fee of
£100,000 is paid pursuant to this agreement.
Loss of Office Payments (Audited)
Under the terms of a settlement agreement of May 2014,
Barry Bown received the sum of £383,000 in relation to the
termination of employment and any claims in relation thereto,
together with £2,500 plus VAT towards legal fees. A further sum
of £500,000 was paid to Mr Bown in consideration of additional
restrictive covenants provided by Mr Bown to the Company.
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 six 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.
JD Sports Fashion PLC
FTSE All Share General Retailers Index
1,200%
1,000%
800%
600%
400%
200%
0%
31/01/09 31/01/10 31/01/11 31/01/12 31/01/13 31/01/14 31/01/15
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. 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
Annual bonus %
LTIP vesting %
January
2011
January
2012
January
2013
January
2014
January
2015
1,810
120*
100
2,293
2,045
3,137
75
100
37
100
100
n/a
1,951
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.
** Whilst the LTIP performance target for the first year has been
achieved, final vesting is dependent on the performance
measured over the three year period to 28 January 2017.
Subject to the performance criteria being achieved over the full
three year period, the award will vest on 30 October 2017.
Percentage Change in Executive Chairman’s Remuneration
(Unaudited)
The table below shows the percentage change in the Executive
Chairman’s salary, benefits and annual bonus between financial
years 1 February 2014 and 31 January 2015 compared to UK
Head Office employees in the JD and Size? businesses, being
deemed by the Board as the most appropriate comparator group.
74
Governance
Directors’ Remuneration Report (Continued)
% Change
Consideration by Directors of Matters Relating to Directors’
Remuneration (Unaudited)
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*
2
4
-
-
(70)
47
* Comparator group as defined above. There are circa 791
employees within this group.
Relative Importance of Spend on Pay (Unaudited)
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)
2015
237,620
13,260
20,741
53,971
2014
% Change
213,653
12,871
18,897
41,486
11.2
3.0
9.8
30.1
Implementation of Directors’ Remuneration Policy in
2015/16 (Unaudited)
Salaries
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 2015:
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.
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 and Brian Small, the Chief Financial
Officer, 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 2014/15.
The Committee is formally constituted with written Terms of
Reference, which are available on the Company’s corporate
website www.jdplc.com. The Committee engages with 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 six 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 63.
Statement of Voting at General Meeting (Unaudited)
At last year’s AGM, the Directors’ Remuneration Report
received the following votes from shareholders.
%
86.39
13.61
2014 AGM
33,849,462
5,333,955
39,183,417
254,811
Previous
Salary
£000
732
255
New
Salary
£000
747
260
Percentage
Increase
2%
2%
P Cowgill
B Small
Position Against
Comparator
Group
Votes Cast For
Votes Cast Against
Total Votes Cast
Upper Quartile
Votes Withheld
Lower Quartile
This report has been prepared on behalf of the Board
The Comparator Group for these purposes is the FTSE 350
companies. The salary increases for P Cowgill and B Small are in
line with the general salary increase for Head Office employees.
Annual Bonus Performance Targets
The targets in respect of the annual bonus for the financial year
to 31 January 2015 were £80 million threshold earnings with
a maximum payment being achieved where earnings are £88
million. The Board considers that the targets for the financial
year to 31 January 2016 are commercially sensitive and so will
be disclosed in the 2016 Annual Report.
Andrew Leslie
Chairman of the Remuneration Committee
15 April 2015
75
Annual Report & Accounts 2015
“ JD’s unique and often
exclusive sports and
fashion premium
brand offer continues
to enthuse and excite
both customers and
suppliers.”
Peter Cowgill
76
Financial Statements
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.
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;
• for the Group financial statements, state whether they have
been prepared in accordance with IFRSs as adopted by the EU;
• for the Parent Company financial statements, state whether
applicable UK Accounting Standards have been followed,
subject to any material departures disclosed and explained
in the Parent Company financial statements; 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.
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.
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.
We consider the annual report and accounts, taken as a
whole, is fair, balanced and understandable and provides the
information necessary for shareholders to assess the Group’s
position and performance, business model and strategy.
Brian Small
Chief Financial Officer
15 April 2015
77
Annual Report & Accounts 2015
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 31 January 2015 set out on
pages 80 to 134. 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 31 January 2015 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 (£101.1m)
Refer to page 64 (Audit Committee Report), page 103
(accounting policy) and pages 100 to 106 (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). Included
within the £5.1m total impairment of intangible assets
recognised in the year is a write down of £2.5m in relation
to Blacks goodwill. 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
judgmental areas that our audit concentrated on.
• Our response – our audit procedures included
-
-
An assessment of the Group’s historical budgeting
accuracy and challenge of 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.
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 (£225.0m)
Refer to page 64 (Audit Committee Report), page 112
(accounting policy) and page 112 (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 judgment therefore made in
assessing the recoverability of its carrying value.
• Our response – Our audit procedures included 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 £8.0 million. This has been determined with reference
to a benchmark of Group operating profit before exceptional
items, both continuing and discontinued operations (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 report to the Audit Committee any corrected and uncorrected
misstatements exceeding £0.4 million, in addition to other audit
misstatements that warranted reporting on qualitative grounds.
78
Financial Statements
• the section of the Corporate Governance Statement 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 62, in relation to
going concern; and
• the part of the Corporate Governance Statement on pages
63 to 66 relating to the company’s compliance with the ten
provisions of the 2012 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 77, 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/auditscopeukco2014a, 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.
Mick Davies (Senior Statutory Auditor)
for and on behalf of KPMG LLP, Statutory Auditor
Chartered Accountants
1 St. Peter’s Square
Manchester
M2 3AE
15 April 2015
Audits for Group reporting purposes were performed by
component auditors at the key reporting components in the
following countries: UK (two entities), France (one entity), and
Spain (one entity). The Group audit team instructed component
auditors as to the significant areas to be covered, including the
relevant risks detailed above and the information to be reported
back. The Group audit team visited component locations in
France and Spain. At these visits, the findings reported to the
Group audit team were discussed in more detail, and any further
work required by the Group audit team was then performed
by the component auditor. The group procedures covered
74% of total Group revenue; 83% of the total Group profits
and losses before taxation; and 90% of total Group assets
and liabilities. The remaining 26% of total group revenue,
17% of group profit before tax and 10% of total group assets
is represented by 24 reporting components, none of which
individually represented more than 2% of any of total group
revenue, group profit before tax or total group assets.
For the remaining components, we performed analysis at an
aggregated group level to re-examine our assessment that
there were no significant risks of material misstatement within
these. 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 £2.0m
and £6.2m.
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 63 to 66 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
79
Annual Report & Accounts 2015
Consolidated Income Statement
For the 52 weeks ended 31 January 2015
Continuing Operations
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 from continuing operations
Discontinued operation
Loss from discontinued operation, net of tax
Profit for the period
Attributable to equity holders of the parent
Attributable to non-controlling interest
Basic earnings per ordinary share from continuing operations
Diluted earnings per ordinary share from continuing operations
52 weeks to
31 January
2015
£000
Note
(564,333)
(4,467)
(73,969)
(5,060)
4
4
4
7
8
3
9
10
11
11
52 weeks to
31 January
2015
£000
1,522,253
(782,703)
739,550
(568,800)
(79,029)
925
92,646
102,173
(9,527)
92,646
657
(2,807)
90,496
(20,741)
69,755
(15,784)
53,971
52,677
1,294
35.17p
35.17p
52 weeks to
1 February 2014
(re-presented
see note 1)
£000
52 weeks to
1 February 2014
(re-presented
see note 1)
£000
(455,657)
(5,164)
(55,185)
-
1,216,371
(624,220)
592,151
(460,821)
(55,185)
1,723
77,868
83,032
(5,164)
77,868
582
(1,619)
76,831
(18,897)
57,934
(16,448)
41,486
40,158
1,328
29.08p
29.08p
Statement of Comprehensive Income
For the 52 weeks ended 31 January 2015
Group
Company
52 weeks to
31 January
2015
£000
53,971
52 weeks to
1 February
2014
£000
41,486
52 weeks to
31 January
2015
£000
70,150
52 weeks to
1 February
2014
£000
64,783
(4,512)
(4,512)
49,459
49,983
(524)
(2,728)
(2,728)
38,758
37,425
1,333
-
-
70,150
70,150
-
-
-
64,783
64,783
-
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
Total other comprehensive income/(expense) 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
80
Consolidated Income Statement
Statement of Financial Position
As at 31 January 2015
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
Group
Company
As at
31 January
2015
£000
As at
1 February
2014
£000
As at
31 January
2015
£000
As at
1 February
2014
£000
101,075
147,934
-
32,402
-
-
281,411
225,020
53,922
121,317
400,259
681,670
(36,713)
(274,006)
(3,098)
(12,931)
(326,748)
(374)
(41,733)
(1,020)
(1,804)
(44,931)
(371,679)
309,991
2,433
11,659
297,161
(14,764)
296,489
13,502
309,991
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
34,953
78,628
3,532
10,748
69,679
404
197,944
91,024
243,778
60,070
394,872
592,816
(31,000)
(154,586)
(1,529)
(10,172)
(197,287)
-
(28,909)
(653)
-
(29,562)
(226,849)
365,967
2,433
11,659
351,875
-
365,967
-
365,967
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
Note
14
15
16
17
18
26
19
20
21
22
24
25
22
24
25
26
27
28
These financial statements were approved by the Board of Directors on 15 April 2015 and were signed on its behalf by:
Brian Small
Director
Registered number: 1888425
81
Annual Report & Accounts 2015
Consolidated Statement of Changes in Equity
For the 52 weeks ended 31 January 2015
Group
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
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
Non-controlling interest arising on acquisition
Ordinary
share
capital
£000
Share
premium
£000
Retained
earnings
£000
2,433
11,659
230,572
-
40,158
Other
equity
£000
(577)
-
-
-
-
-
Foreign
currency
translation
reserve
£000
(6,264)
Total equity
attributable
to equity
holders of
the parent
£000
Non-
controlling
interest
£000
Total
equity
£000
237,823
13,934
251,757
-
40,158
1,328
41,486
(2,733)
(2,733)
(2,733)
-
-
-
-
(2,733)
(2,733)
37,425
(12,871)
(2,496)
(115)
-
5
5
1,333
(45)
-
115
(2,263)
(2,728)
(2,728)
38,758
(12,916)
(2,496)
-
(2,263)
-
-
40,158
(12,871)
-
-
-
-
-
-
-
-
(2,496)
(115)
-
-
-
-
-
-
-
-
-
-
-
2,433
11,659
257,744
(3,073)
(8,997)
259,766
13,074
272,840
-
-
-
-
-
-
-
52,677
-
-
-
-
-
-
-
52,677
(13,260)
-
-
-
-
-
-
-
-
52,677
1,294
53,971
(2,694)
(2,694)
(2,694)
-
-
(2,694)
(2,694)
49,983
(13,260)
(1,818)
(1,818)
(524)
(63)
-
1,015
(4,512)
(4,512)
49,459
(13,323)
1,015
Balance at 31 January 2015
2,433
11,659
297,161
(3,073)
(11,691)
296,489
13,502
309,991
Ordinary
share
capital
£000
2,433
-
-
-
-
Share
premium
£000
Retained
earnings
£000
Total
equity
£000
11,659
242,461
256,553
-
-
-
-
64,783
64,783
64,783
64,783
(12,871)
(12,871)
255
255
2,433
11,659
294,628
308,720
-
-
-
-
-
-
-
-
70,150
70,150
70,150
70,150
(13,260)
(13,260)
357
357
2,433
11,659
351,875
365,967
Company
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
Profit for the period
Total comprehensive income for the period
Dividends to equity holders
Dividends received from subsidiary
Balance at 31 January 2015
82
Financial Statements
Consolidated Statement of Cash Flows
For the 52 weeks ended 31 January 2015
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
Loss on disposal of Bank Fashion Limited, net of tax
Loss on disposal of non-current assets
Other exceptional items
Increase in inventories
Decrease/(increase) in trade and other receivables
Increase 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
Investment in bespoke software development
Acquisition of other intangible assets
Acquisition of property, plant and equipment
Acquisition of non-current other assets
Acquisition of investments
Cash consideration of acquisitions
Cash acquired with acquisitions
Overdrafts acquired with acquisitions
Consideration received on disposal of Bank Fashion Limited
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
Equity dividends paid
Dividend received from subsidiary
Dividends paid to non-controlling interest in subsidiaries
Net cash (used in)/provided by financing activities
Net increase in cash and cash aquivalents
Cash and cash equivalents at the beginning of the period
Foreign exchange losses on cash and cash equivalents
Cash and cash equivalents at the end of the period
Note
9
8
7
3
4
4
14
14
15
17
18
13
29
32
32
32
32
Group
Company
52 weeks to
31 January
2015
£000
52 weeks to
1 Februuary
2014
£000
52 weeks to
31 January
2015
£000
52 weeks to
1 February
2014
£000
53,971
20,531
2,881
(657)
45,241
4,979
6,318
986
6,043
(54,696)
7,760
46,097
(2,881)
(20,811)
115,762
657
705
-
(7,123)
(29)
(52,924)
(10,124)
-
(12,686)
3,563
-
18,150
(59,811)
(291)
(9)
5,000
(13,260)
-
(63)
(8,623)
47,328
72,043
(3,674)
115,697
41,486
16,364
1,784
(582)
34,353
731
-
1,017
14,225
(29,372)
(8,920)
23,281
(1,784)
(14,810)
77,773
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
26,403
46,228
(588)
72,043
70,151
20,416
2,304
(2,193)
26,596
5,033
10,099
346
-
(17,498)
(51,336)
32,043
(2,304)
(19,318)
74,339
2,193
41
-
(7,123)
(1,029)
(26,688)
(6,654)
(13,952)
-
-
-
18,150
(35,062)
-
-
5,000
(13,260)
357
-
(7,903)
31,374
32,433
(3,737)
60,070
64,783
21,340
1,500
(1,444)
18,064
760
-
370
153
(17,400)
(66,275)
22,411
(1,500)
(17,780)
24,982
1,444
194
-
(4,609)
-
(14,553)
(1,070)
(6,779)
-
-
-
-
(25,373)
-
-
26,000
(12,871)
255
-
13,384
12,993
20,046
(606)
32,433
83
Annual Report & Accounts 2015
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 31 January 2015 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 2015.
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 31 January 2015.
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 45 and 52 respectively. In addition, details
of financial instruments and exposures to interest rate, foreign currency, credit and liquidity risks are outlined in note 23.
As at 31 January 2015, the Group had net cash balances of £84,230,000 (2014: £45,276,000) with available committed
borrowing facilities of £155,000,000 (2014: £155,000,000) of which £31,000,000 (2014: £26,000,000) has been drawn
down (see note 22). 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
The following amendments to accounting standards and interpretations, issued by the International Accounting Standards Board
(IASB), have been adopted for the first time by the Group in the period with no significant impact on its consolidated results or
financial position:
• 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)’
• Amendments to IAS 32 ‘Offsetting Financial Assets and Financial Liabilities’
• Amendments to IAS 36 ‘Recoverable amount disclosures for non-financial assets’
A number of new standards, amendments to standards and interpretations have been issued during the 52 week period ended
31 January 2015 but are not yet effective, and therefore have not yet been adopted by the Group.
Annual Improvements to IFRSs - 2010 - 2012 Cycle was endorsed in January 2015 and Annual Improvements to IFRSs - 2011
- 2013 Cycle was endorsed in December 2014. The Group will apply as appropriate the relevant sections although it is not
anticipated that this will have a significant impact on the financial statements.
84
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
1. Basis of Preparation (continued)
IFRS 9 ‘Financial Instruments’ is expected to be applicable after 1 January 2018. If endorsed, this standard will simplify the
classification of financial assets for measurement purposes, but it 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.
Prior Period Re-presentation
In accordance with IFRS 5 (‘Non-Current Assets Held for Sale and Discontinued Operations’), the results of Bank Fashion Limited
(‘Bank’) are presented as a discontinued activity as Bank was a separate major line of business. The Consolidated Income
Statement for the 52 weeks to 1 February 2014 has consequently been re-presented as if Bank had been discontinued from the
start of the comparative year.
The impact of these adjustments is shown in note 10.
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 considered to be the impairment of goodwill and intangibles (due to the inherent uncertainty
involved in forecasting and discounting future cash flows) and inventory (due to seasonal nature of the Group’s retail businesses
and the judgement required in assessing the recoverability of its carrying value). These are discussed further 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 14 for further disclosure on impairment
of goodwill and review of the key assumptions used.
II. 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 14 provides further disclosure on impairment of other intangible assets with
definite lives, including review of the key assumptions used.
III. 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 14 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.
IV. 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.
85
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
1. Basis of Preparation (continued)
Other Accounting Estimates and Judgements
I. 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.
II. 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.
III. 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 a corresponding entry is made to other equity. For subsequent changes on
remeasurement of the liability the corresponding entry is made to the Income Statement.
IV. 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.
V. 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.
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 better reflect the way that product is held out for sale in the Group’s
core retail businesses. These adjustments were:
• The creation of a new segment ‘Sports Fashion’ reflecting the fact that the Group’s core retail operations present and sell the
major international Sports Brands as Fashion thereby creating a natural continuum between Sports and Fashion. All businesses
previously allocated to the individual Sports and Fashion segments, with the exception of ActivInstinct Limited (see below), have
been incorporated in this new segment.
• ActivInstinct Limited is now included in the Outdoor segment reflecting the fact that its key trading categories in Outdoor and
Running are more closely aligned with the Group’s other Outdoor businesses than the businesses classified as Sports Fashion.
The Group’s revised reportable segments under IFRS 8 are therefore as follows:
• Sports Fashion – 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, JD Sports Fashion SRL, Duffer of St George Limited, Topgrade Sportswear Limited, Kooga Rugby Limited, Focus Brands
Limited (including subsidiary companies), Kukri Sports Limited (including global subsidiary companies), Source Lab Limited, R.D.
Scott Limited, Tessuti Group Limited (including subsidiary companies), Nicholas Deakins Limited, Cloggs Online Limited, Ark
Fashion Limited and Mainline Menswear Limited. Bank Fashion Limited was also included until the point of disposal (see note 13).
• Outdoor – includes the results of Blacks Outdoor Retail Limited, Tiso Group Limited (including subsidiary companies) and
ActivInstinct Limited.
86
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
2. Segmental Analysis (continued)
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 ‘Sports Fashion’ 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 £31,000,000 (2014: £26,000,000),
a deferred tax liability of £1,804,000 (2014: liability of £4,283,000) and an income tax liability of £12,931,000 (2014:
£11,596,000) 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 Sports Fashion) 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.
Business Segments
Information regarding the Group’s reportable operating segments for the 52 weeks to 31 January 2015 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/(loss) before tax
Income tax (expense)/credit
Profit/(loss) for the period
Total assets and liabilities
Total assets
Total liabilities
Total segment net assets/(liabilities)
Sports
Fashion
£000
Outdoor
£000
Continuing
Operations
£000
Discontinued
Operations
£000
Total
£000
1,352,407
169,925
1,522,332
83,441
1,605,773
(79)
-
(79)
-
(79)
1,352,328
169,925
1,522,253
83,441
1,605,694
107,046
(4,876)
102,170
(4,873)
(4,651)
(9,524)
102,173
(9,527)
92,646
657
(2,807)
90,496
(20,741)
69,755
(7,832)
(8,088)
(15,920)
-
(74)
(15,994)
210
(15,784)
Sports
Fashion
£000
672,342
(368,440)
303,902
Outdoor
£000
102,496
(50,673)
51,823
Unallocated
£000
Eliminations
£000
-
(45,734)
(45,734)
(93,168)
93,168
-
94,341
(17,615)
76,726
657
(2,881)
74,502
(20,531)
53,971
Total
£000
681,670
(371,679)
309,991
87
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
2. Segmental Analysis (continued)
Other segment information
Capital expenditure:
Software development
Other intangible assets
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
Sports
Fashion
£000
7,123
29
49,543
10,124
41,928
2,560
233
Outdoor
£000
-
-
3,381
-
3,313
2,500
750
Total
£000
7,123
29
52,924
10,124
45,241
5,060
983
The comparative segmental results (re-presented) for the 52 weeks to 1 February 2014 are as follows:
Income statement (re-presented)
Gross revenue
Intersegment revenue
Revenue
Operating profit/(loss) before exceptional items
Exceptional items
Operating profit/(loss)
Financial income
Financial expenses
Profit/(loss) before tax
Income tax (expense)/credit
Profit/(loss) for the period
Total assets and liabilities (re-presented)
Total assets
Total liabilities
Total segment net assets/(liabilities)
Other segment information (re-presented)
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
88
Sports
Fashion
£000
Outdoor
£000
Continuing
Operations
£000
Discontinued
Operations
£000
Total
£000
1,104,691
111,680
1,216,371
114,207
1,330,578
-
-
-
-
-
1,104,691
111,680
1,216,371
114,207
1,330,578
91,012
(3,351)
87,661
(7,980)
(1,813)
(9,793)
Sports
Fashion
£000
589,625
(254,810)
334,815
Outdoor
£000
91,921
(112,017)
(20,096)
83,032
(5,164)
77,868
582
(1,619)
76,831
(18,897)
57,934
(4,831)
(13,985)
(18,816)
-
(165)
(18,981)
2,533
(16,448)
Unallocated
£000
Eliminations
£000
-
(41,879)
(41,879)
Sports
Fashion
£000
4,609
36,466
3,224
31,181
11,839
1,942
(81,961)
81,961
-
Outdoor
£000
-
3,885
-
3,172
-
-
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
Financial Statements
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, Italy, 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
31 January
2015
Total
£000
Discontinued
£000
82,940
1,267,906
189
312
317,661
20,127
Continuing
£000
1,184,966
317,472
19,815
Continuing
£000
972,787
229,664
13,920
Discontinued
£000
113,548
307
352
52 weeks to
1 February
2014
Total
£000
1,086,335
229,971
14,272
1,522,253
83,441
1,605,694
1,216,371
114,207
1,330,578
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 by the geographical area in which the
assets are located:
Non-current assets
UK
Europe
Rest of world
2015
£000
206,692
74,523
196
2014
£000
205,591
63,985
130
281,411
269,706
89
Annual Report & Accounts 2015
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)
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
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
Reversal of impairments of other non-current assets
Foreign exchange gain recognised
52 weeks to
31 January 2015
£000
111
352
32
8
37
6
35,601
8,433
1,207
1,203
5,060
-
122,814
2,906
-
542
383
220
4,698
52 weeks to
1 February 2014
(re-presented)
£000
108
299
38
37
94
123
30,743
2,736
874
1,786
11,839
156
113,216
2,605
6,032
733
990
-
-
In addition, fees of £52,000 (2014: £49,000) were incurred and paid by Pentland Group Plc (see note 35) 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, legal fees and lease premia associated with the acquisition of leasehold
interests (see note 17).
90
Financial Statements
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:
• Profit/(loss) 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
• Fair value adjustments to put option liabilities
Exceptional Items
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
Impairment of goodwill, brand names and fascia names (6)
Administrative expenses - exceptional
Exceptionals - continuing operations
Exceptionals - discontinued operations
52 weeks to
31 January 2015
£000
986
983
2,498
-
-
4,467
5,060
5,060
9,527
8,088
17,615
52 weeks to
1 February 2014
(re-presented)
£000
864
530
506
589
2,675
5,164
-
-
5,164
13,985
19,149
Note
25
10
(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) The charge in the prior period related to the reorganisation of the warehouse operations consisting of the provision of onerous
property leases, redundancy costs and dilapidations at the vacated premises.
(5) The charge in the prior period related to the restructuring of the Blacks and Champion businesses following acquisition for
relocation of the warehouse and head office operations, the closure of Frank Harrison Limited (a subsidiary of Kukri Sports
Limited) following the decision to wind down this separate business and the restructuring of the Kooga business following a
decision to relocate the previous head office and warehouse.
(6) Relates to the impairment in the period to 31 January 2015 of the goodwill arising in prior years on the acquisition of Blacks
Outdoor Retail Limited, the goodwill arising in prior years on the acquisition of Kukri Sports Limited, the Kukri brand name
and the Ark fascia name.
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.
91
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
5. Remuneration of Directors
Directors' emoluments:
As Non-Executive Directors
As Executive Directors
Pension contributions
Compensation for loss of office
52 weeks to
31 January 2015
£000
73
2,665
39
952
3,729
52 weeks to
1 February 2014
(re-presented)
£000
89
4,274
54
-
4,417
The remuneration of the Executive Directors includes provision for future retention payments totalling £nil (2014: £1,700,000)
and provision for future LTIP payments of £615,000 (2014: £nil). Further information on Directors’ emoluments is shown in the
Directors’ Remuneration Report on page 67.
In the opinion of the Board, the key management as defined under revised IAS 24 ‘Related Party Disclosures’ are the four Executive
and Non-Executive Directors (2014: five). Full disclosure of the Directors’ remuneration is given in the Directors’ Remuneration
Report on page 73.
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
Continuing operations:
Sales and distribution
Administration
Discontinued operations:
Sales and distribution
Administration
Full time equivalents - continuing operations
Full time equivalents - discontinued operations
The aggregate payroll costs of these persons were as follows:
Group
Continuing operations:
Wages and salaries
Social security costs
Other pension costs (see note 31)
92
2015
2014
(re-presented)
15,209
676
1,797
2
17,684
10,471
727
13,933
565
1,999
7
16,504
9,427
1,081
52 weeks to
31 January 2015
£000
214,312
20,667
2,641
237,620
52 weeks to
1 February 2014
(re-presented)
£000
192,490
19,175
1,988
213,653
Financial Statements
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
2015
9,197
309
9,506
5,942
2014
8,194
245
8,439
5,054
52 weeks to
31 January 2015
£000
52 weeks to
1 February 2014
£000
119,222
8,300
1,136
128,658
98,083
6,814
814
105,711
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
Financial income - continuing operations
8. Financial Expenses
52 weeks to
31 January 2015
£000
657
-
657
52 weeks to
1 February 2014
(re-presented)
£000
537
45
582
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
Financial expenses - continuing operations
Financial expenses - discontinued operations
52 weeks to
31 January 2015
£000
2,542
206
23
36
2,807
74
2,881
52 weeks to
1 February 2014
(re-presented)
£000
1,415
187
7
10
1,619
165
1,784
93
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
9. Income Tax Expense
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 21.3% (2014: 23.2%)
Adjustment relating to prior periods
Total current tax charge - continuing operations
Deferred tax
Deferred tax (origination and reversal of temporary differences)
Adjustment relating to prior periods
Total deferred tax credit - continuing operations
Income tax expense - continuing operations
Income tax credit - discontinued operations (see note 10)
Income tax expense
Reconciliation of income tax expense - continuing operations
Profit before tax multiplied by the standard rate of corporation tax in the UK of 21.3% (2014: 23.2%)
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
Research and development tax credits and other allowances
Recognition of previously unrecognised tax losses
Reduction in tax rate
Change in unrecognised temporary differences
Over provided in prior periods
Group relief from discontinued operations, not paid for
Income tax expense - continuing operations
94
52 weeks to
31 January 2015
£000
22,817
(196)
22,621
(1,900)
20
(1,880)
20,741
(210)
20,531
52 weeks to
31 January 2015
£000
19,276
1,127
1,541
(147)
36
1,209
(57)
(110)
(315)
691
(176)
(2,334)
20,741
52 weeks to
1 February 2014
(re-presented)
£000
19,950
(760)
19,190
200
(493)
(293)
18,897
(2,533)
16,364
52 weeks to
1 February 2014
(re-presented)
£000
17,825
910
745
(267)
(30)
761
(138)
(23)
48
319
(1,253)
-
18,897
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
10. Discontinued Operations
A discontinued operation is a component of the Group’s business, the operations and cash flows of which can be
clearly distinguished from the rest of the Group and which:
• represents a separate major line of business or geographic area of operations;
• is part of a single co-ordinated plan to dispose of a separate major line of business or geographic area of operations; or
• is a subsidiary acquired exclusively with a view to re-sale
Classification as a discontinued operation occurs at the earlier of disposal or when the operation meets the criteria to be
classified as held for sale.
When an operation is classified as a discontinued operation, the comparative statement of profit or loss and other comprehensive
income is re-presented as if the operation has been discontinued from the start of the comparative year.
On 25 November 2014 the Group disposed of its 100% shareholding in Bank Fashion Limited to Huk 57 Limited (a subsidiary
of Hilco Capital Limited). Bank Fashion Limited was not previously classified as held-for sale or as a discontinued operation.
The comparative Consolidated Income Statement has been re-presented to show the discontinued operation separately from
continuing operations.
Results of discontinued operation
Revenue
Expenses - normal
Expenses - exceptional
Net interest expense
Results from operating activities
Income tax
Results from operating activities, net of tax
Loss on sale of discontinued operation - exceptional
Loss for the period
Basic loss per ordinary share
Diluted loss per ordinary share
52 weeks to
31 January 2015
£000
52 weeks to
1 February 2014
£000
Note
83,441
(91,273)
(1,770)
(74)
(9,676)
210
(9,466)
(6,318)
(15,784)
(8.11p)
(8.11p)
114,207
(119,038)
(13,985)
(165)
(18,981)
2,533
(16,448)
-
(16,448)
(8.45p)
(8.45p)
13
The loss from the discontinued operations of £15,784,000 (2014: loss of £16,448,000) is attributable entirely to the equity
holders of the parent.
Cash flows from/(used in) discontinued operation
Net cash used in operating activities
Net cash from/(used in) investing activities
Net decrease in cash and cash equivalents
52 weeks to
31 January 2015
£000
52 weeks to
1 February 2014
£000
(25,272)
18,905
(6,367)
(2,644)
(2,262)
(4,906)
95
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
10. Discontinued Operations (continued)
Effect of disposal on the financial position of the group
Property, plant and equipment
Inventories
Trade and other receivables
Income tax assets
Deferred tax asset
Trade and other payables
Provisions
Net assets
Fascia name
Deferred tax on fascia name
Net fascia name disposed of on divestment of subsidiary
Consideration received, satisfied in cash
Cash and cash equivalents disposed of
Net cash inflow
11. Earnings Per Ordinary Share
Basic and Diluted Earnings per Ordinary Share
52 weeks to
31 January 2015
£000
(9,266)
(18,371)
(4,198)
(21)
(873)
10,624
1,599
(20,506)
(5,481)
1,519
(3,962)
18,150
-
18,150
The calculation of basic and diluted earnings per ordinary share at 31 January 2015 is based on the profit from continuing
operations for the period attributable to equity holders of the parent of £68,461,000 (2014: re-presented £56,606,000) and a
weighted average number of ordinary shares outstanding during the 52 week period ended 31 January 2015 of 194,646,632
(2014: restated 194,646,632).
An Ordinary Resolution was passed at the Annual General Meeting, effective 30 June 2014, resulting in a share split whereby four
Ordinary shares were issued for each Ordinary share. In accordance with IAS 33, the number of shares outstanding before the
event has been adjusted for the proportionate change as if the event had occurred at the beginning of the earliest period presented.
Issued ordinary shares at beginning and end of period
52 weeks to
31 January 2015
Number
(restated)
52 weeks to
1 February 2014
Number
194,646,632
194,646,632
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 from continuing operations
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.
Profit for the period from continuing operations attributable to equity holders of the parent
Exceptional items excluding loss on disposal of non-current assets
Tax relating to exceptional items
Profit for the period from continuing operations attributable to equity holders of the parent excluding exceptional items
Adjusted basic and diluted earnings per ordinary share from continuing operations
Note
4
52 weeks to
31 January 2015
£000
52 weeks to
1 February 2014
(re-presented)
£000
68,461
8,541
(1,309)
75,693
38.89p
56,606
4,300
(919)
59,987
30.82p
96
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
12. Acquisitions
Business Combinations
The Group accounts for business combinations using the acquisition method when control is transferred to the Group.
The Group controls an entity when it is exposed to, or has rights to, variable returns from its involvement with the entity and
has the ability to affect the returns through its power over the entity.
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.
The consideration transferred in the acquisition is generally measured at fair value, as are the identifiable net assets acquired.
Any goodwill that arises is tested annually for impairment. 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.
Any contingent consideration is measured at fair value at the date of acquisition. If an obligation to pay contingent consideration
that meets the definition of a financial instrument is classified as equity, then it is not remeasured and the settlement is accounted
for within equity. Otherwise, subsequent changes in the fair value of the contingent consideration are recognised in the
Consolidated Income Statement.
Current Period Acquisitions
Mainline Menswear Limited
On 21 March 2014, the Group acquired 80% of the issued share capital of Mainline Menswear Holdings Limited for cash
consideration of £10,924,000 with additional consideration of up to £500,000 payable after 30 November 2014 if certain
performance criteria were achieved. At acquisition, management believed that Mainline Menswear was on course to meet the
performance criteria for the maximum contingent consideration to be payable and therefore management believe that the fair
value of this contingent consideration at this time was £500,000. The deferred consideration was subsequently paid in full in
February 2015. Mainline Menswear is primarily an online niche retailer of premium branded Men’s apparel and footwear.
The goodwill calculation is summarised below:
Book value
£000
Measurement
adjustments
£000
Fair value at
31 January 2015
£000
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
Contingent consideration
Total consideration
-
52
1,519
3,535
60
(692)
(62)
(10)
4,402
(880)
843
-
-
-
-
-
-
(169)
674
(135)
843
52
1,519
3,535
60
(692)
(62)
(179)
5,076
(1,015)
7,363
10,924
500
11,424
The intangible asset acquired represents the fair value of the ‘Mainline’ fascia name. The Board believes that the excess of
consideration paid over the fair value of the net identifiable assets of £7,363,000 is best considered as goodwill on acquisition
representing employee expertise and anticipated future operating synergies.
Included in the 52 week period to 31 January 2015 is revenue of £9,082,000 and a profit before tax of £1,618,000 in respect
of Mainline Menswear Limited.
Ultimate Outdoors
On 3 February 2014, the Group acquired, via its 100% owned subsidiary Blacks Outdoor Retail Limited, 100% of the entire issued
share capital of Ultimate Outdoors Limited for cash consideration of £835,000 which was equal to the fair value of the net
identifiable assets acquired.
Included in the 52 week period to 31 January 2015 is revenue of £778,000 and a loss before tax of £188,000 in respect of
Ultimate Outdoors Limited.
97
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
12. Aquisitions (continued)
Oswald Bailey
On 28 March 2014, the Group acquired, via its 100% owned subsidiary Blacks Outdoor Retail Limited, the trade and assets of
14 stores (and 2 websites) trading as Oswald Bailey for cash consideration of £851,000 which was equal to the fair value of the
net identifiable assets acquired. Oswald Bailey is a retailer of outdoor footwear, apparel and equipment.
Included in the 52 week period to 31 January 2015 is revenue of £3,501,000 and a loss before tax of £399,000 in respect of
Oswald Bailey.
Full Year Impact of Acquisitions
Had the acquisitions of Mainline Menswear Limited, Oswald Bailey and Ultimate Outdoors been effected at 1 February 2014, the
revenue and profit before tax from continuing operations of the Group for the 52 week period to 31 January 2015 would have
been £1,525,156,000 and £90,518,000 respectively.
Acquisition Costs
Acquisition-related costs amounting to £141,000 (Mainline Menswear Limited: £63,000; Oswald Bailey: £50,000 and Ultimate
Outdoors: £28,000) 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
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 which was equal to the fair
value of the net identifiable assets acquired. Cloggs is an online niche retailer of premium branded footwear.
The measurement period concluded in the 52 week period ended 31 January 2015, with no measurement adjustments being
made to the fair values in this period.
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 which was equal to the fair value of the net identifiable
assets acquired. On acquisition, there were nine stores trading as Ark in the North of England and the Midlands with a separate
trading website. Since acquisition three of the stores have been closed.
The measurement period concluded in the 52 week period ended 31 January 2015, with no measurement adjustments being made
to the fair values in this period.
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. These stores have been rebranded
to JD during 2014.
The Board believes that the excess of consideration paid over the fair value of the net identifiable assets of £982,000 is best
considered as goodwill on acquisition representing employee expertise.
The measurement period concluded in the 52 week period ended 31 January 2015, with no measurement adjustments being
made to the fair values in this period.
98
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
12. Aquisitions (continued)
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.
Included within the fair value of net identifiable assets on acquisition is an intangible asset of £3,524,000 representing the
‘ActivInstinct’ fascia name. The Board believes that the excess of consideration paid over the fair value of the net identifiable assets
of £6,617,000 is best considered as goodwill on acquisition representing employee expertise.
Of the maximum further payment of £4,136,000 payable after 31 August 2014, £76,000 was paid during the 52 week period
ended 31 January 2015 with the balance of £4,060,000 paid in February 2015.
The measurement period concluded in the 52 week period ended 31 January 2015, with no further measurement adjustments
being made to the fair values in this period. The final goodwill calculation is summarised below:
Book value
£000
Measurement
adjustments
£000
Fair value at
31 January 2015
£000
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
-
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
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),
along with two trading websites.
Included within the fair value of net identifiable assets on acquisition is an intangible asset of £2,700,000 representing the ‘Tiso’,
‘Alpine Bikes’ and ‘George Fisher’ fascia names. The Board believes that the excess of consideration paid over the fair value of
the net identifiable assets of £3,280,000 is best considered as goodwill on acquisition representing employee expertise.
The measurement period concluded in the 52 week period to 31 January 2015, with no measurement adjustments being made
to the fair values in this period. The final goodwill calculation is summarised below:
Book value
£000
Measurement
adjustments
£000
Fair value at
31 January 2015
£000
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
-
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
99
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
13. Disposals
Disposal of 100% of the Issued Ordinary Share Capital of Bank Fashion Limited
On 25 November 2014, the Group disposed of its 100% shareholding in Bank Fashion Limited to Huk 57 Limited (a subsidiary of
Hilco Capital Limited) for a total consideration of £18.15m. The total cash payment comprised £1 for the entire share capital
of Bank Fashion Limited and £18.15m which repaid a substantial part of the intercompany receivable balance of £28.25m.
JD Sports Fashion Plc has recorded a provision of £10.1m against the remaining balance.
The assets and liabilities related to Bank Fashion Limited form a disposal group. Bank Fashion Limited has been treated as a
discontinued operation as at 31 January 2015 as its fashionwear business offering represented a significant line of business.
Further information related to the disposal is set out below:
£000
18,150
(20,506)
(5,481)
1,519
(6,318)
18,150
-
18,150
Total
£000
116,800
22,881
139,681
8,567
7,152
(5,481)
149,919
20,776
2,736
11,839
35,351
8,433
5,060
48,844
101,075
104,330
96,024
Goodwill
£000
Brand licences
£000
Brand names
£000
Fascia name
£000
Software
development
£000
67,897
10,879
78,776
7,363
-
-
11,779
15,314
-
-
11,779
15,314
-
-
-
-
29
-
86,139
11,779
15,343
13,721
-
11,839
25,560
-
4,153
29,713
56,426
53,216
54,176
3,431
1,112
-
4,543
2,799
-
7,342
4,437
7,236
8,348
2,786
1,485
-
4,271
3,112
438
7,821
7,522
11,043
12,528
21,810
7,393
29,203
1,204
-
(5,481)
24,926
838
-
-
838
1,000
469
2,307
22,619
28,365
20,972
-
4,609
4,609
-
7,123
-
11,732
-
139
-
139
1,522
-
1,661
10,071
4,470
-
Consideration received
Less carrying value of net assets disposed of
Less fascia name disposed of
Plus deferred tax on fascia name
Loss on disposal
Net cashflow on disposal:
Consideration received
Less cash and cash equivalents disposed of
Net cash inflow from disposal
14. Intangible Assets
Group
Cost or valuation
At 2 February 2013
Acquisitions
At 1 February 2014
Acquisitions
Additions
Divestment of subsidiaries
At 31 January 2015
Amortisation and impairment
At 2 February 2013
Charge for the period
Impairments
At 1 February 2014
Charge for the period
Impairments
At 31 January 2015
Net book value
At 31 January 2015
At 1 February 2014
At 2 February 2013
100
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
14. Intangible Assets (continued)
Impairment
The impairment in the current period relates to the impairment of the goodwill arising in prior years on the acquisition of Blacks
Outdoor Retail Limited (‘Blacks’), the goodwill arising on the acquisition of Kukri Sports Limited, the Kukri brand name and the
Ark fascia name.
The goodwill in Blacks of £2,500,000 arose in January 2012 on the acquisition of the trade and assets of Blacks Leisure Group
Plc (in administration) by the Group’s newly formed subsidiary, Blacks Outdoor Retail Limited. Blacks is a cash-generating unit
and is included in the Outdoor segment. The recoverable amount of the cash-generating unit is the value-in-use, which has been
calculated using a pre-tax discount rate of 15.3% (2014: 13.0%). The goodwill has been impaired following a weaker than
anticipated performance in the second half of the year where the particularly mild and dry weather across Western Europe
resulted in heavy discounting across the wider Outdoor Sector which impacted margins. The Board believes that the Blacks fascia
name (£6,500,000) and Millets fascia name (£2,000,000) are recoverable after having performed relevant sensitivity analysis.
Furthermore, the Kukri goodwill (£1,653,000) and brand name (£438,000) and the Ark fascia name (£469,000) have been
impaired; being the amounts unsupported following the impairment reviews on the relevant cash-generating units.
The impairment in the previous period related 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 subsidiary, Bank Fashion Limited, was held.
The Group disposed its 100% shareholding in Bank Fashion Limited on 25 November 2014 (see note 13).
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
Fila
Sergio
Tacchini
Segment
Terms
Net Book
Value
2015
£000
Cost
£000
Sports Fashion 10 year license
7,500
4,437
Net Book
Value
2014
£000
5,188
Short term
growth
rate (1)
%
Long term
growth
rate (2)
%
2.0%
2.0%
from January 2011
for exclusive use
of the brand in the
UK and Republic of
Ireland
Sports Fashion Sub-licence to use
4,279
-
2,048
N/A
N/A
the brand in the
UK until 2019
11,779
4,437
7,236
Pre Tax
Discount
rate (3)
2015
%
13.0%
Pre Tax
Discount
rate (3)
2014
%
13.3%
N/A - fully
written down
13.3%
Margin rate
Gross margins
over the remaining
license period are
assumed to be
consistent with
approved budget
levels for the period
ending January 16
The licence has been
fully written down
in the period ended
January 2015.
(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 2016 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
101
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
14. 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 overleaf). 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:
Segment
Group
Royalty relief model used to test the following brands:
Sports Fashion
Duffer of St George
Sports Fashion
Sonneti
Sports Fashion
Fenchurch (4)
Sports Fashion
Peter Werth
Sports Fashion
Henleys
Sports Fashion
One True Saxon
Sports Fashion
Fly 53
Gio Goi
Sports Fashion
Brands included within the intangible asset models (as below):
Peter Storm
Eurohike
Kukri
Nanny State
Brands with nil net book value at period end:
Chilli Pepper
Kooga
Outdoor
Outdoor
Sports Fashion
Sports Fashion
Sports Fashion
Sports Fashion
Basic Information
Impairment Model Assumptions Used
Date of
acquisition
Cost
£000
Net Book
Value
2015
£000
Net Book
Value
2014
£000
Short term
growth
rate (1)
%
Long term
growth
rate (2)
%
Pre Tax
Discount
rate (3)
2015
%
Pre Tax
Discount
rate (3)
2014
%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
13.0%
13.0%
13.0%
13.0%
13.0%
13.0%
13.0%
13.0%
13.3%
13.3%
-
13.3%
13.3%
13.3%
13.3%
13.3%
24 November 2009
26 April 2010
17 March 2011
26 May 2011
4 May 2012
13 September 2012
2 February 2013
31 January 2013
9 January 2012
9 January 2012
7 February 2011
4 August 2010
2,042
1,520
1,100
400
2,632
50
458
2,400
2,250
750
720
350
18 June 2010
3 July 2009
190
452
15,314
913
836
669
253
1,908
38
323
297
1,578
512
-
195
-
-
7,522
1,110
988
779
293
2,172
43
369
2,160
1,796
599
504
230
-
-
11,043
(1) The short term growth rate is the Board approved annual growth rate in sales for the first two year period following the January
2016 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) In previous years the Fenchurch brand has been included within an intangible asset model. For the current year Fenchurch
has been tested using the royalty relief method as this was considered more appropriate.
102
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
14. 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 two to seven 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.
With the exception of the Champion fascia name, all fascia names are not being amortised as management consider these assets
to have indefinite useful economic life.
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.
As the remaining Champion stores are being converted to the JD fascia it was determined that this now indicates that the Champion
fascia name has a finite useful life and should be amortised in line with the conversion programme. The change in the useful life
assessment from indefinite to finite in the period has been accounted for as a change in the accounting estimate in accordance
with IAS 8. The change in accounting estimate has resulted in a £1,000,000 amortisation charge for the period ended 31 January
2015. The fascia name is expected to be fully amortised in the period ended 30 January 2016 with a further amortisation charge
of £1,000,000.
Factors considered by the Board in determining that the useful life of the fascia names are indefinite for all fascia names (with the
exception of Champion):
• 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, Tessuti, Ark and Tiso),
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
• The strength of the respective online fascia names for the online fascia’s acquired (Cloggs, ActivInstinct and Mainline Menswear)
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:
103
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
14. Intangible Assets (continued)
Basic Financial Information
Impairment Model Assumptions Used
Goodwill
2015
£000
Segment
Fascia
name
2015
£000
Total
intangible
2015
£000
Goodwill
2014
£000
Fascia
name
2014
£000
Total
intangible
2014
£000
Short
term
growth
rate (1)
%
Long
term
growth
rate (2)
% Margin rate
Pre Tax
Discount
rate (3)
2015
%
Pre Tax
Discount
rate (3)
2014
%
Sports Fashion
924
-
924
924
-
924
1.0%
1.0% Gross margins are assumed
9.9%
10.2%
to be marginally higher
than recent historic and
approved budget levels
Sports Fashion
14,976
-
14,976
14,976
-
14,976
1.0%
1.0% Gross margins are assumed
9.9%
10.2%
to be broadly consistent
with recent historic and
approved budget levels
Sports Fashion
11,202
1,000
12,202
11,202
2,000
13,202
2.0%
2.0% Gross margins are assumed
12.7%
13.6%
to be broadly consistent
with recent historic and
approved budget levels
Sports Fashion
6,173
4,139
10,312
6,173
4,139
10,312
2.0%
2.0% Gross margins are assumed
15.1%
16.5%
to be broadly consistent
with recent historic and
approved budget levels
Sports Fashion
982
-
982
982
-
982
1.0%
1.0% Gross margins are assumed
11.5%
14.1%
to be broadly consistent
with recent historic and
approved budget levels
Sports Fashion
6,617
3,524
10,141
6,617
3,524
10,141
1.0%
1.0% Gross margins are assumed
13.7%
14.1%
Sports Fashion
-
-
-
-
5,481
5,481
-
-
to be broadly consistent
with recent historic and
approved budget levels
Bank has been disposed
of in the period to
January 2015
Sports Fashion
1,092
852
1,944
1,092
852
1,944
3.0%
Sports Fashion
105
-
105
105
-
105
3.0%
Group
Allsports store
portfolio
First Sport store
portfolio
Champion store
portfolio
Sprinter store
portfolio
Isico store
portfolio
ActivInstinct
online
Bank store
portfolio
Tessuti store
portfolio
Originals store
portfolio
12.2%
N/A -
disposed
of during
the year
12.0%
13.0%
12.0%
13.4%
13.1%
14.0%
1.0% Gross margins are assumed
to improve by 6.3% in the
short term to reflect focused
strategy regarding stock
and merchandising and a
reduction in clearance activity
3.0% Gross margins are assumed
to improve by 6.3% in the
short term to reflect focused
strategy regarding stock
and merchandising and a
reduction in clearance activity
2.0% Gross margins are assumed
to improve by 4.3% in the
short term to reflect
implementation of enhanced
group terms and focused
strategy regarding stock
and merchandising
Cloggs online
Sports Fashion
-
700
700
-
700
700
2.0%
Ark store portfolio
Sports Fashion
-
-
-
-
469
469
-
-
Ark has been fully
impaired in the period to
January 2015
N/A - fully
impaired
13.0%
Outdoor
-
8,500
8,500
2,500
8,500
11,000
4.2%
3.0% Gross margins are assumed
15.3%
13.0%
to improve by 4.6% in
the short term to reflect
increase proportion of own
brand sales budget and
better purchasing
Blacks/Millets
store portfolio (4)
104
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
14. Intangible Assets (continued)
Basic Financial Information
Impairment Model Assumptions Used
Goodwill
2015
£000
Fascia
name
2015
£000
Total
intangible
2015
£000
Goodwill
2014
£000
Fascia
name
2014
£000
Total
intangible
2014
£000
Short
term
growth
rate (1)
%
Long
term
growth
rate (2)
% Margin rate
Pre Tax
Discount
rate (3)
2015
%
Pre Tax
Discount
rate (3)
2014
%
Group
Segment
Tiso store portfolio
Outdoor
3,280
2,700
5,980
3,280
2,700
5,980
3.0%
2.0% Gross margins are assumed
13.1%
13.4%
Nicholas
Deakins Limited
Kukri Sports
Limited
Source Lab
Limited
Focus Brands
Limited
Topgrade
Sportswear
Limited
Mainline
Menswear Limited
Ultimate Outdoors
Limited
Sports Fashion
864
-
864
864
-
864
1.0%
to improve by 4.1% in
the short term to reflect
focused strategy regarding
stock and merchandising
1.0% Gross margins are assumed
to be broadly consistent with
recent historic and approved
budget levels
13.2%
12.8%
Sports Fashion
-
-
-
1,653
-
1,653
-
-
Kukri has been fully
impaired in the period
to January 2015
N/A - fully
impaired
15.4%
Sports Fashion
2,131
-
2,131
2,131
-
2,131
2.0%
2.0% Gross margins are assumed
12.4%
12.8%
to be broadly consistent
with recent historic and
approved budget levels
Sports Fashion
700
-
700
700
-
700
1.0%
1.0% Gross margins are assumed
13.1%
13.4%
to improve by 2.7% in
the short term to reflect
focused strategy regarding
stock and merchandising
and a reduction in
clearance activity
Sports Fashion
17
-
17
17
Sports Fashion
7,363
843
8,206
-
-
-
17
-
-
Not material for Group
-
-
3.0%
1.0% Gross margins are assumed
13.6%
to improve by 1.2% in
the short term to reflect
implementation of enhanced
group terms and focused
strategy regarding stock
and merchandising
Outdoors
-
361
361
-
-
-
1.0%
1.0% Gross margins are assumed
14.0%
to improve by 3.6% in
the short term to reflect
implementation of enhanced
group terms and focused
strategy regarding stock
and merchandising
-
-
-
56,426
22,619
79,045
53,216
28,365
81,581
(1) The short term growth rate is the Board approved compound annual growth rate for the four year period following the January
2016 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 Blacks and Millets, in addition to covering the 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
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.
105
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
14. Intangible Assets (continued)
Sensitivity Analysis
A sensitivity analysis has been performed on the base case assumptions of margin growth used for assessing the goodwill and
other intangibles.
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 Blacks goodwill 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.
Blacks
Should the business not achieve the assumed gross margin rate % growth in the first five year period of 4.6% by 2.0% and be
unable to reduce selling and distribution and administrative costs, the reduction in value-in-use would lead to an impairment of
£2,200,000. All other assumptions remain unchanged.
Company
Cost or valuation
At 2 February 2013
Acquisitions
At 1 February 2014
Additions
At 31 January 2015
Amortisation and impairment
At 2 February 2013
Charge for the period
At 1 February 2014
Charge for the period
At 31 January 2015
Net book value
At 31 January 2015
At 1 February 2014
At 2 February 2013
Goodwill
£000
Brand licences
£000
Brand names
£000
Software
development
£000
19,945
11,779
-
-
19,945
11,779
-
-
19,945
11,779
4,045
-
4,045
-
4,045
15,900
15,900
15,900
3,431
1,112
4,543
2,799
7,342
4,437
7,236
8,348
8,750
-
8,750
1,029
9,779
1,090
855
1,945
3,289
5,234
4,545
6,805
7,660
-
4,609
4,609
7,123
11,732
-
139
139
1,522
1,661
10,071
4,470
-
Total
£000
40,474
4,609
45,083
8,152
53,235
8,566
2,106
10,672
7,610
18,282
34,953
34,411
31,908
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 above within the Sport Fashion segment,
with the exception of the fair value adjustments remaining in relation to brand name acquired on acquisition of Duffer of St
George (£887,000).
106
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
15. 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 17). 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:
• Freehold land
not depreciated
• Long leasehold and freehold properties
2% per annum on a straight line basis
• Improvements to short leasehold properties
life of lease on a straight line basis
• Computer equipment
• Fixtures and fittings
• Motor vehicles
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 2 February 2013
Additions
Disposals
Transfers
On acquisition of subsidiaries
Exchange differences
At 1 February 2014
Additions
Disposals
Acquisitions
Divestment of subsidiaries
Exchange differences
At 31 January 2015
Depreciation and impairment
At 2 February 2013
Charge for the period
Disposals
Impairments
Transfer to Deposits
Exchange differences
At 1 February 2014
Charge for the period
Disposals
Impairments
Acquisitions
Divestment of subsidiaries
Exchange differences
At 31 January 2015
Net book value
At 31 January 2015
At 1 February 2014
At 2 February 2013
Freehold land,
long leasehold &
freehold properties
£000
Improvements to
short leasehold
properties
£000
Computer
equipment
£000
Fixtures
and fittings
£000
Motor
vehicles
£000
5,589
2,965
-
268
3,298
-
12,120
-
-
554
-
-
12,674
60
133
-
-
-
-
193
191
-
-
107
-
-
491
12,183
11,927
5,529
18,370
2,314
(631)
(268)
1,087
-
20,872
2,556
(895)
-
(3,482)
(1)
19,050
10,462
1,542
(515)
230
-
-
11,719
1,915
(724)
84
-
(1,848)
-
11,146
7,904
9,153
7,908
25,960
8,211
(999)
84
230
(6)
33,480
6,006
(458)
7
(383)
(9)
38,643
12,549
4,215
(760)
48
-
(3)
16,049
6,970
(395)
5
-
(300)
(7)
22,322
16,321
17,431
13,411
194,734
26,712
(11,263)
(84)
1,449
(14)
211,534
44,298
(12,828)
930
(23,466)
(5)
220,463
92,890
24,728
(10,203)
1,508
(62)
(9)
108,852
26,428
(12,024)
1,114
717
(15,916)
5
109,176
111,287
102,682
101,844
427
149
(191)
-
28
(17)
396
64
(192)
3
32
12
315
18
125
(114)
-
-
(14)
15
97
(85)
-
-
31
18
76
239
381
409
Total
£000
245,080
40,351
(13,084)
-
6,092
(37)
278,402
52,924
(14,373)
1,494
(27,299)
(3)
291,145
115,979
30,743
(11,592)
1,786
(62)
(26)
136,828
35,601
(13,228)
1,203
824
(18,033)
16
143,211
147,934
141,574
129,101
107
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
15. Property, Plant and Equipment (continued)
Impairment charges of £1,203,000 (2014: £1,786,000) 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 £63,000 (2014: £49,000) in respect
of assets held under finance leases, comprising fixtures and fittings of £nil (2014: £nil) and motor vehicles of £63,000 (2014:
£49,000). The depreciation charge on those assets for the current period was £26,000 (2014: £42,000), comprising fixtures
and fittings of £nil (2014: £10,000) and motor vehicles of £26,000 (2014: £32,000).
Improvements to
short leasehold
properties
£000
Land
£000
942
13,320
-
-
942
-
-
942
-
-
-
-
-
-
-
-
942
942
942
591
(440)
13,471
1,135
(743)
13,863
8,669
922
(371)
11
9,231
992
(683)
9,540
4,323
4,240
4,651
Computer
equipment
£000
Fixtures
and fittings
£000
Motor
vehicles
£000
20,952
5,718
(148)
26,522
3,693
(114)
30,101
10,795
2,592
(99)
3
13,291
4,956
(99)
18,148
11,953
13,231
10,157
125,012
8,201
(3,571)
129,642
21,860
(6,211)
145,291
68,929
11,785
(3,167)
73
77,620
12,307
(6,002)
83,925
61,366
52,022
56,083
205
43
(33)
215
-
(145)
70
114
29
(25)
-
118
13
(105)
26
44
97
91
Total
£000
160,431
14,553
(4,192)
170,792
26,688
(7,213)
190,267
88,507
15,328
(3,662)
87
100,260
18,268
(6,889)
111,639
78,628
70,532
71,924
Company
Cost
At 2 February 2013
Additions
Disposals
At 1 February 2014
Additions
Disposals
At 31 January 2015
Depreciation and impairment
At 2 February 2013
Charge for period
Disposals
Impairments
At 1 February 2014
Charge for period
Disposals
At 31 January 2015
Net book value
At 31 January 2015
At 1 February 2014
At 2 February 2013
108
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
16. 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 2 February 2013, 1 February 2014 and 31 January 2015
Depreciation and impairment
At 2 February 2013
Charge for period
At 1 February 2014
Charge for period
At 31 January 2015
Net book value
At 31 January 2015
At 1 February 2014
At 2 February 2013
£000
4,837
1,223
41
1,264
41
1,305
3,532
3,573
3,614
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 31 January 2015.
Based on an external valuation, the fair value of the investment properties as at 31 January 2015 was £3,777,000 (2014:
£3,477,000).
Management do not consider either of the investment properties to be impaired as the future rental income supports the
carrying value.
109
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
17. 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.
Lease Premia
Money paid in certain countries specifically to landlords or tenants as an incentive to exit an existing lease commonly referred
to as compensation for early termination, to enable acquisition of that lease. These payments are capitalised within other
non-current assets and amortised over the life of the lease.
Group
Company
Key Money
£000
Deposits
£000
Legal Fees
£000
Lease Premia
£000
Total
£000
Legal Fees
£000
Lease Premia
£000
12,725
1,444
(83)
-
14,086
240
(255)
(280)
13,791
822
-
-
146
-
968
-
10
-
(220)
758
2,394
592
(61)
-
2,925
1,135
(208)
-
3,852
-
-
-
-
62
62
-
-
-
-
62
13,033
13,118
11,903
3,790
2,863
2,394
10,306
1,188
(232)
1,280
12,542
1,654
(200)
(1,280)
12,716
4,035
874
(198)
10
-
4,721
1,015
(136)
93
-
5,693
7,023
7,821
6,271
-
-
-
-
-
7,095
-
1,560
8,655
-
-
-
-
-
-
192
-
(93)
99
8,556
-
-
Cost
At 2 February 2013
Additions
Disposals
On acquisition
At 1 February 2014
Additions
Disposals
Transfers
At 31 January 2015
Depreciation and Impairment
At 2 February 2013
Charge for period
Disposals
Impairments
Transfer from Property, Plant and Equipment
At 1 February 2014
Charge for period
Disposals
Reclassifications
Impairments
At 31 January 2015
Net book value
At 31 January 2015
At 1 February 2014
At 2 February 2013
110
Total
£000
8,080
1,070
(189)
-
8,961
6,654
(200)
-
25,425
3,224
(376)
1,280
29,553
10,124
(663)
-
8,080
1,070
(189)
-
8,961
1,654
(200)
-
-
-
-
-
-
5,000
-
-
39,014
10,415
5,000
15,415
4,857
3,681
874
(198)
156
62
5,751
1,207
(126)
-
(220)
6,612
32,402
23,802
20,568
589
(154)
10
-
4,126
677
(136)
-
-
4,667
5,748
4,835
4,399
-
-
-
-
-
-
-
-
-
-
-
5,000
-
-
3,681
589
(154)
10
-
4,126
677
(136)
-
-
4,667
10,748
4,835
4,399
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
18. 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. The Group controls an entity when it is exposed to, or has rights to, variable
returns from its involvement with the entity and has the ability to affect those returns through its power over the entity.
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 2 February 2013
Additions
At 1 February 2014
Additions
Disposals
At 31 January 2015
Impairment
At 2 February 2013, 1 February 2014 and 31 January 2015
Net book value
At 31 January 2015
At 1 February 2014
At 2 February 2013
£000
51,422
9,275
60,697
14,452
-
75,149
-
5,470
69,679
55,227
45,952
111
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
18. Investments (continued)
The additions to investments in the current year comprise the following. Unless otherwise stated the investment is 100% owned.
Company
Mainline Menswear Holdings Limited (80% owned)
R. D. Scott Limited
JD Size GmbH
JD Sports Fashion SRL
Total additions
The disposals in the current year comprise the following. Unless otherwise stated the investment is 100% owned.
Company
Bank Fashion Limited
Total disposals
A list of principal subsidiaries is shown in note 36.
19. Inventories
2015
£000
11,424
3,000
20
8
14,452
2015
£000
-
-
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
2015
£000
2014
£000
225,020
186,116
2015
£000
91,024
2014
£000
73,525
The cost of inventories recognised as expenses and included in cost of sales from continuing operations for the 52 weeks ended
31 January 2015 was £782,703,000 (20014: re-presented £624,220,000).
The Group has £24,602,000 (2014: £19,556,000) of stock provisions at the end of the period. The Company has £9,798,000
(2014: £6,813,000) of stock provisions at the end of the period.
112
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
20. 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.
Group
Company
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
Gross
£000
6,617
2,598
744
2,869
2015
Provision
£000
-
(47)
(115)
(947)
Gross
£000
-
302
108
87
497
2015
Provision
£000
-
(25)
(108)
(87)
(220)
12,828
(1,109)
11,719
16,499
Analysis of gross trade receivables is shown below:
Not past due or impaired
Past due but not impaired
Impaired
Group
Company
2015
£000
11,719
4,465
37,738
-
53,922
Net
£000
6,617
2,551
629
1,922
2014
£000
15,849
5,751
45,366
-
66,966
Gross
£000
6,145
4,125
2,356
3,873
Net
£000
-
277
-
-
277
2015
£000
6,617
5,102
1,109
Gross
£000
432
119
388
604
1,543
2014
£000
6,061
9,465
973
12,828
16,499
2015
£000
277
298
17,234
225,969
243,778
2014
Provision
£000
(74)
(87)
-
(489)
(650)
2014
Provision
£000
-
-
-
(100)
(100)
2014
£000
1,443
1,052
23,172
196,493
222,160
Net
£000
6,071
4,038
2,356
3,384
15,849
Net
£000
432
119
388
504
1,443
2015
£000
-
277
220
497
2014
£000
424
689
430
1,543
113
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
20. Trade and Other Receivables (continued)
The ageing 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
2015
£000
-
47
115
947
1,109
2014
£000
84
132
31
726
973
2015
£000
-
25
108
87
220
2014
£000
8
45
31
346
430
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:
At 2 February 2013
Created
Released
Utilised
Exchange differences
At 1 February 2014
Created
Released
Utilised
Divestments
Exchange differences
At 31 January 2015
Group
£000
637
171
(10)
(142)
(6)
650
815
24
(11)
(381)
12
Company
£000
100
-
-
-
-
100
120
-
-
-
-
1,109
220
The other classes within trade and other receivables do not contain impaired assets.
21. 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.
Group
Company
2015
£000
121,317
2014
£000
76,797
2015
£000
60,070
2014
£000
32,433
Bank balances and cash floats
114
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
22. Interest-bearing Loans and Borrowings
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
2015
£000
28
5,620
31,000
65
36,713
35
60
279
374
2014
£000
37
4,869
26,000
64
30,970
35
173
343
551
2015
£000
-
-
31,000
-
31,000
-
-
-
-
2014
£000
-
-
26,000
-
26,000
-
-
-
-
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 23.
Bank Facilities
As at 31 January 2015, the Group has a syndicated committed £155,000,000 bank facility which expires on 11 October 2017.
Under this 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 1.35% (2014: 1.50%). The arrangement fee
payable on the amended facility is 0.6% on £80,000,000 of the commitment and 0.3% on £75,000,000 of the 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, RD Scott Limited, Topgrade Sportswear Limited, Nicholas Deakins
Limited, Blacks Outdoor Retail Limited, Millets Limited and Focus International Limited.
At 31 January 2015, £31,000,000 was drawn down on this facility (2014: £26,000,000).
Bank Loans and Overdrafts
The following Group companies have overdraft facilities which are repayable on demand:
• Spodis SA €5,000,000 (2014: €5,000,000)
• Sprinter Megacentros Del Deporte SLU €13,000,000 (2014: €4,500,000)
• Champion Sports Ireland €3,000,000 (2014: €3,000,000)
• Kukri Sports Limited and Kukri GB Limited £nil (2014: £170,000)
• Source Lab Limited £350,000 (2014: £350,000)
• Tiso Group £5,030,000 (2014: £4,030,000)
• ActivInstinct Limited £300,000 (2014: £300,000)
As at 31 January 2015, these facilities were drawn down by £5,503,000 (2014: £3,692,000). Further information on guarantees
provided by the Company is disclosed in note 34.
The maturity of the bank loans and overdrafts is as follows:
Within one year
Between one and five years
Group
Company
2015
£000
5,620
60
5,680
2014
£000
4,869
173
5,042
2015
£000
-
-
-
2014
£000
-
-
-
115
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
22. Interest-bearing Loans and Borrowings (continued)
Other Loans
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 31 January 2015, 58 months is remaining.
The maturity of the other loans is as follows:
Within one year
Between one and five years
Finance Leases
Group
Company
2015
£000
65
279
344
2014
£000
64
343
407
2015
£000
-
-
-
2014
£000
-
-
-
As at 31 January 2015, 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
Minimum Lease Payments
2014
£000
2015
£000
Present Value of Minimum Lease Payments
2014
£000
2015
£000
33
39
72
43
39
82
28
35
63
37
35
72
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.
116
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
23. 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
Financial Liabilities
Group
Company
2015
£000
121,317
14,798
98,271
6,744
918
212
374
2014
£000
76,797
14,356
59,132
1,981
416
79
833
2015
£000
60,070
(4,194)
58,642
5,580
42
-
-
2014
£000
32,433
11,577
19,692
618
41
-
505
121,317
76,797
60,070
32,433
The Group’s financial liabilities are all categorised as other financial liabilities. Other financial liabilities, with the exception of
foreign exchange forward contracts and put option 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
2015
£000
37,087
36,872
176
39
-
-
2014
£000
31,521
30,141
1,351
25
-
4
2015
£000
31,000
31,000
-
-
-
-
2014
£000
26,000
26,000
-
-
-
-
37,087
31,521
31,000
26,000
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 31 January 2015.
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
117
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
23. Financial Instruments (continued)
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 22). At 31 January 2015 £31,000,000 was drawdown from the committed
bank facility (2014: £26,000,000). 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 1.35% (2014: 1.50%).
As at 31 January 2015 the Group has liabilities of £63,000 (2014: £72,000), 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 £938,000 (2014: £517,000) and would change equity by £938,000
(2014: £517,000). 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.
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 31 January 2015, options have been entered into to protect approximately 89% of the US Dollar requirement for the period
to January 2016. The balance of the US Dollar requirement for the period will be satisfied at spot rates.
As at 31 January 2015, the fair value of these instruments was an asset of £2,888,000 (2014: liability of £5,813,000) and these
are all classified as due within one year. A gain of £2,888,000 (2014: loss of £6,254,000) has been recognised in cost of sales
within the Consolidated Income Statement for the change in fair value of these instruments.
118
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
23. Financial Instruments (continued)
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.
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
2015
£000
5,487
363
80
59
3
2014
£000
1,871
(172)
31
-
80
2015
£000
7,571
362
95
67
(15)
2014
£000
5,990
(174)
47
11
13
5,992
1,810
8,080
5,887
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
2015
£000
6,707
444
98
73
3
2014
£000
2,288
(210)
38
-
42
7,325
2,158
2015
£000
9,496
440
107
74
(218)
9,899
2014
£000
8,533
(212)
58
5
(39)
8,345
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 20).
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 £53,922,000
(2014: £66,966,000) and cash and cash equivalents of £121,317,000 (2014: £76,949,000).
The Company has provided guarantees on working capital and other banking facilities entered into by Spodis SA (€6,600,000),
Sprinter Megacentros Del Deporte SLU (€8,750,000), Champion Sports Ireland (up to maximum of €3,000,000), Cloggs Online
Limited (£500,000) and Kooga Rugby Limited (£250,000). As at 31 January 2015, these facilities were drawn down by £nil
(2014: £587,000). In addition, the syndicated committed £155,000,000 bank facility, which was in place as at 31 January 2015,
encompassed cross guarantees between the Company, RD Scott 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 31 January 2015, these facilities were drawn down by £31,000,000 (2014: £26,000,000).
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 22.
119
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
23. Financial Instruments (continued)
As at 31 January 2015, 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% (2014: 0.45%).
Fair values
2015
£000
155,000
-
155,000
2014
£000
-
155,000
155,000
The fair values together with the carrying amounts shown in the Statement of Financial Position as at 31 January 2015 are as follows:
Group
Company
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 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
Note
20
21
22
22
24
24
Note
20
21
22
22
24
24
Carrying amount
2015
£000
53,922
121,317
(36,713)
(374)
(274,006)
(41,733)
(177,587)
Carrying amount
2014
£000
66,966
76,797
(30,970)
(551)
(240,544)
(34,487)
(162,789)
Carrying amount
2015
£000
243,778
60,070
(31,000)
-
(154,586)
(28,909)
89,353
Fair value
2015
£000
53,922
121,317
(36,713)
(233)
(274,006)
(26,031)
(161,744)
15,843
Group
Company
Carrying amount
2014
£000
222,160
32,433
(26,000)
-
(122,250)
(28,017)
78,326
Fair value
2014
£000
66,966
76,797
(30,970)
(339)
(240,544)
(21,220)
(149,310)
13,479
Fair value
2015
£000
243,778
60,070
(31,000)
-
(154,586)
(18,032)
100,230
10,877
Fair value
2014
£000
222,160
32,433
(26,000)
-
(122,250)
(17,239)
89,104
10,778
In the opinion of the Board, the fair value of the Group’s current financial assets and liabilities as at 31 January 2015 and
1 February 2014 are not considered to be materially different to that of the book value. On this basis, the fair value hierarchy
reflects the carrying values. In respect of the Group’s non-current financial assets and liabilities as at 31 January 2015 and
1 February 2014, the fair value has been calculated using a pre-tax discount rate of 12.4% (2014: 12.8%) 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.
120
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
23. Financial Instruments (continued)
Fair Value Hierarchy
As at 31 January 2015, 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
Carrying amount
£000
Level 1
£000
Level 2
£000
market data.
At 31 January 2015
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
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
3,790
53,922
121,317
2,888
(36,713)
(374)
(276,894)
(38,660)
(3,073)
-
-
-
-
-
-
-
-
-
2,863
66,966
76,797
(5,813)
(30,970)
(551)
(234,731)
(31,414)
(3,073)
-
-
-
-
-
-
-
-
-
2,888
-
Level 3
£000
3,790
53,922
121,317
(36,713)
(374)
(276,894)
(38,660)
(3,073)
Level 3
£000
2,863
66,966
76,797
-
-
-
-
-
-
-
-
-
-
-
(5,813)
-
-
-
-
-
-
(30,970)
(551)
(234,731)
(31,414)
(3,073)
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 £3,532,000 (2014: £3,573,000) is categorised as Level 3 within the fair value hierarchy.
121
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
24. Trade and Other Payables
Trade and other payables are non-interest-bearing and are stated at their cost. Volume related rebates or other contributions
from suppliers are recognised in the Consolidated Financial Statements when it becomes a party to an agreement.
Reverse Premia
Reverse premia represent monies received by the Group on assignment of property leases. Reverse premia is amortised over
the life of the remaining lease.
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
2015
£000
124,590
116,144
33,272
-
2014
£000
128,510
88,414
23,620
-
2015
£000
72,555
74,023
8,008
-
2014
£000
64,750
54,418
3,052
30
274,006
240,544
154,586
122,250
41,733
-
41,733
34,487
-
34,487
21,581
7,328
28,909
21,435
6,582
28,017
Put Options Held by Non-Controlling Interests
Put options over non-controlling interests are accounted for using the present access method. 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 a corresponding entry is made to other
equity, and for subsequent changes on remeasurement of the liability the corresponding entry is made to the Income Statement.
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 31 January 2015 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 2016 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 1 February 2014 and 31 January 2015
Source Lab
Limited
£000
Tessuti
Group Limited
£000
ActivInstinct
Holdings Limited
£000
JD Germany
GmbH
£000
Total
£000
310
361
2,178
224
3,073
122
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
24. Trade and Other Payables (continued)
Recognised as a Liability
and in Other Equity
At 1
At 31
February
January
2014
2015
£000
£000
310
310
361
361
-
-
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.
Options in Existence
Exercise Periods
Methodology
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.
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.
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.
Company
Source Lab
Limited
Tessuti Group
Limited
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
undertakings) 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.
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.
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).
Cloggs Online
Limited
Put and call options, whereby
JD Sports Fashion Plc may acquire
or be required to acquire the
remaining 6% 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 22%
of the issued share capital of
Ark Fashion Limited.
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 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.
-
-
JD Germany
GmbH
Tiso Group
Limited
ActivInstinct
Holdings 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.
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.
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.
224
224
-
-
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.
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 exercisable
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.
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.
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.
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
2,178
3,073
3,073
123
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
25. 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 12.4% (2014: 12.8%) which reflects
the current market assessments of the time value of money and the specific risks applicable to the liability.
Group
Balance at 1 February 2014
Provisions created during the period
Provisions released during the period
Provisions utilised during the period
Provisions disposed of during the period
Balance at 31 January 2015
Provisions have been analysed between current and non-current as follows:
Group
Current
Non-current
Company
Balance at 1 February 2014
Provisions created during the period
Provisions utilised during the period
Balance at 31 January 2015
Provisions have been analysed between current and non-current as follows:
Company
Current
Non-current
26. Deferred Tax Assets and Liabilities
Recognised Deferred Tax Assets and Liabilities
Deferred tax assets and liabilities are attributable to the following:
2015
£000
3,098
1,020
4,118
2015
£000
1,529
653
2,182
Assets
2015
£000
(314)
-
-
(579)
(893)
Assets
2014
£000
(126)
-
-
(384)
(510)
Liabilities
2015
£000
-
237
2,460
-
2,697
Liabilities
2014
£000
-
237
4,556
-
4,793
Net
2015
£000
(314)
237
2,460
(579)
1,804
Group
Property, plant and equipment
Chargeable gains held over/rolled over
Other
Tax losses
Tax (assets)/liabilities
124
Onerous
property leases
£000
4,314
4,521
(93)
(3,025)
(1,599)
4,118
2014
£000
2,541
1,773
4,314
Onerous
property leases
£000
2,885
630
(1,333)
2,182
2014
£000
1,547
1,338
2,885
Net
2014
£000
(126)
237
4,556
(384)
4,283
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
26. Deferred Tax Assets and Liabilities (continued)
Deferred tax assets on losses of £4,136,000 (2014: £4,319,000) within Kooga Rugby Limited; £810,000 (2014: £810,000)
within Champion Sports Ireland; £3,847,000 (2014: £3,487,000) within Champion Retail Limited; £1,656,000 (2014: £1,002,000)
within Tessuti Group Limited (and its subsidiaries); £2,369,000 (2014: £765,000) within Ark Fashion Limited and £399,000
(2014: £567,000) 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
Group
Balance at 2 February 2013
Recognised in income
Recognised on acquisition
Balance at 1 February 2014
Recognised in income
Recognised on acquisition
Recognised on disposal
Balance at 31 January 2015
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
Movements in Deferred Tax During the Period
Assets
2015
£000
-
-
(904)
(904)
Company
Balance at 2 February 2013
Recognised in income
Balance at 1 February 2014
Recognised in income
Balance at 31 January 2015
Property, plant
and equipment
£000
Chargeable gains
held over/
rolled over
£000
1,095
(1,201)
(20)
(126)
(808)
168
452
(314)
Assets
2014
£000
-
-
(584)
(584)
Other
£000
3,398
(90)
1,248
4,556
(986)
-
(1,110)
2,460
273
(36)
-
237
-
-
-
237
Liabilities
2015
£000
Liabilities
2014
£000
263
237
-
500
340
237
-
577
Property,
plant and
equipment
£000
Chargeable gains
held over/
rolled over
£000
388
(48)
340
(77)
263
273
(36)
237
-
237
Tax losses
£000
(914)
530
-
(384)
(86)
(109)
-
(579)
Net
2015
£000
263
237
(904)
(404)
Other
£000
(1,180)
596
(584)
(320)
(904)
Total
£000
3,852
(797)
1,228
4,283
(1,880)
59
(658)
1,804
Net
2014
£000
340
237
(584)
(7)
Total
£000
(519)
512
(7)
(397)
(404)
At 31 January 2015, the Group has no recognised deferred income tax liability (2014: £nil) in respect of taxes that would
be payable on the unremitted earnings of certain subsidiaries. As at 31 January 2015, the unrecognised gross temporary
differences in respect of overseas subsidiaries is £30,072,000 (2014: £17,893,000). 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.
The deferred tax liability at 31 January 2015 has been calculated based on the substantively enacted rates at the balance sheet date.
125
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
27. Capital
Issued Ordinary Share Capital
Group and Company
At 1 February 2014 and 31 January 2015
Number of
Ordinary Shares
Thousands
194,647
Ordinary
Share Capital
£000
2,433
An Ordinary Resolution was passed at the Annual General Meeting, effective 30 June 2014, resulting in a share split whereby four
Ordinary shares were issued for each Ordinary share. In accordance with IAS 33, the number of shares outstanding before the
event has been adjusted for the proportionate change as if the event had occurred at the beginning of the earliest period presented.
The total number of authorised ordinary shares was 248,600,000 (2014: restated 248,600,000) with a par value of 1.25p per
share (2014: restated 1.25p 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 forecast 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 32) and the Board review the gearing
position of the Group which as at 31 January 2015 was less than zero (2014: 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 61.
28. Non-Controlling Interests
The following disclosure provides summarised financial information for investments that have non-controlling interests.
The table below provides a list of the subsidiaries which include non-controlling interests at 31 January 2015 and 1 February 2014:
% of
non-controlling
interests and
non-controlling
voting rights at
31 January 2015
% of
non-controlling
interests and
non-controlling
voting rights at
1 February 2014
Net income/(loss)
attributable to
non-controlling
interests for
52 weeks ending
31 January 2015
£000
Non-controlling
interests at
31 January 2015
£000
Net income/
loss attributable
to non-controlling
interests for
52 weeks ending
1 February 2014
£000
Non-controlling
interests at
1 February 2014
£000
Country of
incorporation
Group
Name of subsidiary
Sprinter Megacentros Del Deporte SLU (Sprinter)
Spain
ActivInstinct Holdings Limited
Mainline Menswear Holdings Limited
Kukri Sports Limited
Tessuti Group Limited
Cloggs Online Limited
Ark Fashion Limited
Tiso Group Limited
UK
UK
UK
UK
UK
UK
UK
JD Sports Fashion Germany GmbH
Germany
49.9%
18.8%
20.0%
15.8%
40.0%
6.0%
22.0%
40.0%
15.0%
49.9%
18.8%
20.0%
15.8%
40.0%
12.0%
30.0%
40.0%
15.0%
Other
UK
15% - 20%
15% - 20%
3,263
300
254
(636)
(537)
(77)
(557)
(306)
67
(477)
1,294
17,757
(1,241)
1,270
(987)
(1,539)
(135)
(742)
(1,151)
221
49
13,502
2,115
108
-
(71)
(533)
(58)
(185)
8
34
(90)
16,312
(1,540)
-
(352)
(1,002)
(57)
(185)
(845)
154
589
1,328
13,074
126
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
28. Non-Controlling Interests (continued)
The table below provides summarised financial information for significant non-controlling interests at 31 January 2015 and
1 February 2014:
Summarised Statement of Financial Position
Current assets
Non-current assets
Total assets
Current liabilities
Non-current liabilities
Net assets
Summarised Results of Operations
Revenue
Profit for the period, net of tax
Summarised Statement of Cash Flows
Net cash provided by operating activities
Net cash used in investing activities
Net cash used in financing activities
Cash and cash equivalents:
At the beginning of the period
At the end of the period
29. Dividends
Sprinter
2015
£000
47,186
33,894
81,080
(34,203)
(1,779)
45,098
Sprinter
52 weeks to
31 January 2015
£000
118,730
6,405
Sprinter
52 weeks to
31 January 2015
£000
11,343
(9,524)
(1,468)
24,110
24,461
Sprinter
2014
£000
42,891
27,943
70,834
(29,761)
(2,380)
38,693
Sprinter
52 weeks to
1 February 2014
£000
90,521
4,269
Sprinter
52 weeks to
1 February 2014
£000
17,379
(5,602)
(2,124)
14,457
24,110
After the reporting date the following dividends were proposed by the Directors. The dividends were not provided for at the
reporting date.
5.9000p per ordinary share (2014 (restated): 5.6625p)
Dividends on Issued Ordinary Share Capital
Group and Company
Final dividend of 5.6625p (restated) (2014 (restated): 5.5000p) per qualifying ordinary
share paid in respect of prior period, but not recognised as a liability in that period
Interim dividend of 1.1500p (2014 (restated): 1.1125p) per qualifying ordinary share paid
in respect of current period
52 weeks to
31 January 2015
£000
52 weeks to
1 February 2014
£000
11,484
11,022
52 weeks to
31 January 2015
£000
52 weeks to
1 February 2014
£000
11,022
2,238
13,260
10,706
2,165
12,871
127
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
30. Commitments
Group
(i) Capital Commitments
As at 31 January 2015, the Group had entered into contracts to purchase property, plant and equipment as follows:
Group
Contracted
(ii) Operating Lease Commitments
2015
£000
15,344
2014
£000
6,534
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
2015
£000
86,475
259,422
202,692
548,589
Plant and
equipment
2015
£000
1,791
2,461
4
4,256
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
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 31 January
2015 are as follows:
Group
Within one year
Later than one year and not later than five years
After five years
2015
£000
461
1,434
957
2,852
2014
£000
674
2,134
1,577
4,385
128
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
30. Commitments (continued)
Company
(i) Capital Commitments
As at 31 January 2015, the Company had entered into contracts to purchase property, plant and equipment as follows:
Company
Contracted
2015
£000
8,912
2014
£000
3,707
(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
(iii) Sublease Receipts
Land and
buildings
2015
£000
49,732
144,502
101,661
295,895
Plant and
equipment
2015
£000
1,287
1,628
-
2,915
Land and
buildings
2014
£000
55,736
160,035
129,561
345,332
Plant and
equipment
2014
£000
739
959
17
1,715
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 31 January
2015 are as follows:
Company
Within one year
Later than one year and not later than five years
After five years
2015
£000
350
1,211
880
2,441
2014
£000
504
1,678
1,442
3,624
129
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
31. 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 £2,602,000 (2014: £1,934,000) in respect
of employees, and £39,000 (2014: £54,000) in respect of Directors. The amount owed to the schemes at the period end was
£393,000 (2014: £378,000).
32. 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.
At 1 February
2014
£000
On acquisition
of subsidiaries
£000
76,797
(4,754)
72,043
(288)
(26,000)
(72)
(407)
3,563
-
3,563
-
-
-
-
Cash flow
£000
44,631
(866)
43,765
228
(5,000)
9
63
Non-cash
movements
£000
At 31 January
2015
£000
(3,674)
-
(3,674)
-
-
-
-
121,317
(5,620)
115,697
(60)
(31,000)
(63)
(344)
45,276
3,563
39,065
(3,674)
84,230
At 1 February
2014
£000
32,433
32,433
(26,000)
6,433
Cash flow
£000
31,374
31,374
(5,000)
26,374
Non-cash
movements
£000
At 31 January
2015
£000
(3,737)
(3,737)
-
(3,737)
60,070
60,070
(31,000)
29,070
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
130
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
33. 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% (2014: 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. 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
Income from
related parties
2015
£000
Expenditure with
related parties
2015
£000
Income from
related parties
2014
£000
Expenditure with
related parties
2014
£000
42
-
-
-
(25,232)
(270)
102
-
-
-
(19,374)
(130)
At the end of the period, the following balances were outstanding with Pentland Group Plc:
Group
Trade receivables/(payables)
Amounts owed by
related parties
2015
£000
Amounts owed to
related parties
2015
£000
Amounts owed by
related parties
2014
£000
Amounts owed to
related parties
2014
£000
4
(638)
383
(1,811)
During the period, the Company entered into the following transactions with Pentland Group Plc:
Company
Sale of inventory
Purchase of inventory
Income from
related parties
2015
£000
Expenditure with
related parties
2015
£000
Income from
related parties
2014
£000
Expenditure with
related parties
2014
£000
48
-
-
(11,573)
82
-
-
(9,969)
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
2015
£000
Amounts owed to
related parties
2015
£000
Amounts owed by
related parties
2014
£000
Amounts owed to
related parties
2014
£000
2
(580)
328
(1,174)
131
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
33. 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 previously put in place between the Company and its subsidiaries RD Scott
Limited and Premium Fashion Limited (2014: RD Scott Limited, Premium Fashion Limited and Bank Fashion Limited).
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.
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
2015
£000
Expenditure with
related parties
2015
£000
Income from
related parties
2014
£000
87,923
1,851
357
440
900
-
1,988
(7,001)
-
-
-
-
(167)
-
46,659
1,200
255
446
846
-
3,174
Expenditure with
related parties
2014
£000
(5,484)
-
-
-
-
(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
2015
£000
Amounts owed to
related parties
2015
£000
Amounts owed by
related parties
2014
£000
Amounts owed to
related parties
2014
£000
130,752
31,064
-
7,255
641
12,771
66,078
-
-
-
(7,328)
-
-
(284)
(9,163)
(13,145)
125,401
26,476
-
15,252
613
4,737
37,569
262
-
-
(6,582)
-
-
(573)
(501)
(12,774)
Remuneration of Key Management Personnel
Other than the remuneration of Directors as shown in note 5 and in the Directors’ Remuneration Report on page 73 there have
been no other transactions with Directors in the year (2014: nil).
132
Financial Statements
Notes to the Consolidated Financial Statements
(Continued)
34. 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 €6,600,000 (2014: €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 (2014: €8,750,000)
• Guarantee on the working capital facilities in Champion Sports Ireland up to a maximum of €3,000,000 (2014: €3,000,000)
• Guarantee on the working capital facilities in Cloggs Online Limited of £500,000 (2014: £nil)
• Guarantee on the working capital facilities in Kooga Rugby Limited of £250,000 (2014: £nil)
• Guarantee to Kiddicare Properties Limited in relation to the rental commitments on five stores assigned to Blacks Outdoor Retail
Limited in the year. The total value of the remaining rental commitments at 31 January 2015 was £21,700,000 (2014: £nil)
In the period ended 1 February 2014, the Company had provided the following guarantees, which have expired in the 52 week
period ended 31 January 2015:
• Guarantee to Commonwealth Games England regarding performance of Kukri GB Limited up to a maximum of £1,200,000
35. 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 comprehensive income for the parent included in these consolidated financial
statements is £70,150,000 (2014: £64,783,000). 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.
133
Annual Report & Accounts 2015
Notes to the Consolidated Financial Statements
(Continued)
36. Principal Subsidiary Undertakings
The following companies were the principal subsidiary undertakings of JD Sports Fashion Plc at 31 January 2015. These undertakings
shown principally affect these results of the Group.
Name of subsidiary
John David Sports Fashion (Ireland) Limited
Athleisure Limited
R.D. Scott 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 Sports 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*
Mainline Menswear Holdings Limited
Mainline Menswear Limited*
Dapper (Scarborough) Limited*
JD Sports Gyms
Open Fashion Limited
JD Sports Fashion SRL
Place of
Registration
Ireland
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
UK
UK
UK
UK
UK
Italy
Nature of Business and Operation
Retailer of sports inspired footwear and apparel
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
Intermediate holding company
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
Intermediate holding company
Retailer of premium branded Men's apparel and footwear
Retailer of premium branded Men's apparel and footwear
Operator of fitness centres
Retailer of Men's fashion clothing and footwear
Retailer of sports inspired footwear and apparel
*Indirect holding of the Company
A full list of subsidiary undertakings of JD Sports Fashion Plc can be obtained from Companies House.
134
Ownership
Interest
Voting
Rights
Interest
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%
94%
78%
60%
60%
60%
60%
85%
100%
100%
81.2%
81.2%
80%
80%
80%
100%
80%
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%
94%
78%
60%
60%
60%
60%
85%
100%
100%
81.2%
81.2%
80%
80%
80%
100%
80%
100%
Group Information
Five Year Record
Consolidated Income Statement
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
Discontinued Operation
Loss from discontinued operation, net of tax
Attributable to equity holders of the parent
Attributable to non-controlling interest
Basic Earnings Per Ordinary Share from Continuing Operations (i)
Adjusted Basic Earnings Per Ordinary Share from Continuing
Operations (i) (ii)
(iv)
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)
75,643
1,475
1,348
2,823
618
(455)
78,629
(22,762)
55,867
-
55,884
(17)
28.71p
29.22p
(iv)
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)
66,776
(102)
1,170
1,068
646
(1,048)
67,442
(18,093)
49,349
-
46,847
2,502
24.07p
26.47p
(iv)
52 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)
55,975
-
-
-
645
(1,503)
55,117
(13,875)
41,242
-
38,786
2,456
19.93p
22.13p
(iv)
52 weeks to
1 February
2014
£000
1,216,371
(624,220)
592,151
(455,657)
(5,164)
(460,821)
(55,185)
-
(55,185)
1,723
77,868
83,032
(5,164)
77,868
-
-
-
582
(1,619)
76,831
(18,897)
57,934
(16,448)
40,158
1,328
29.08p
30.82p
(iv)
52 weeks to
31 January
2015
£000
1,522,253
(782,703)
739,550
(564,333)
(4,467)
(568,800)
(73,969)
(5,060)
(79,029)
925
92,646
102,173
(9,527)
92,646
-
-
-
657
(2,807)
90,496
(20,741)
69,755
(15,784)
52,677
1,294
35.17p
38.89p
Dividends Per Ordinary Share (i) (iii)
5.75p
6.32p
6.58p
6.78p
7.05p
(i) Basic and adjusted earnings per ordinary share and dividends per ordinary share have been adjusted to reflect the share split
(see note 27), effective 30 June 2014, as if the event had occurred at the beginning of the earliest period presented.
(ii) Adjusted basic earnings per ordinary share is based on earnings excluding the post-tax effect of certain exceptional items
(see note 11).
(iii) Represents dividends declared for the year. Under IFRS dividends are only accrued when approved.
(iv) In accordance with IFRS 5, the results of Bank Fashion Limited (‘Bank’) are presented as a discontinued activity in the 52 weeks
to 31 January 2015 as Bank was a separate major line of business. The Consolidated Income Statement for the 52 weeks to 1
February 2014 has consequently been re-presented as if Bank had been discontinued from the start of the comparative year.
The previous three financial years as shown above have not been re-presented.
135
Annual Report & Accounts 2015
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
15 April 2015
26 June 2015
May 2015
17 June 2015
3 August 2015
16 September 2015
30 January 2016
April 2016
136
Group Information
Shareholder Information
Registered Office
JD Sports Fashion Plc
Hollinsbrook Way
Pilsworth
Bury
Lancashire
BL9 8RR
Company Number
Registered in England
and Wales,
Number 1888425
Financial Advisers
and Stockbrokers
Investec
2 Gresham Street
London
EC2V 7QP
Financial Public Relations
MHP Communications
60 Great Portland Street
London
W1W 7RT
Principal Bankers
Barclays Bank Plc
43 High Street
Sutton
Surrey
SM1 1DR
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
1 St. Peter’s Square
Manchester
M2 3AE
The Board wishes to express its thanks to the marketing and finance departments for
the in-house production of this Annual Report and Accounts.
137
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
Annual Report & Accounts 2015
Trading websites
www.jdsports.co.uk
www.size.co.uk
www.scottsmenswear.com
www.chausport.com
www.getthelabel.com
www.kukrisports.com
www.nicholasdeakins.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.ark.co.uk
www.tiso.com
www.alpinebikes.com
www.georgefisher.co.uk
www.activinstinct.com
www.mainlinemenswear.co.uk
www.ultimateoutdoors.com
www.exclusivefootwear.com
www.thehipstore.co.uk
www.jdgyms.co.uk
www.fly53.com
www.jdsports.fr
www.jdsports.nl
www.jdsports.ie
www.jdsports.de
www.jdsports.es
www.oswaldbailey.co.uk
www.topgradesportswear.com
Non trading websites
www.uksourcelab.com
www.kooga-rugby.com
www.bluestheskishop.co.uk
www.champion.ie
www.thedufferofstgeorge.com
www.planetfear.com
www.openstores.co.uk
138