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Travis Perkins
The largest
supplier of
building
materials
in the UK
Annual
Report and
Accounts
2011
Travis Perkins plc, Lodge Way House, Harlestone Road, Northampton NN5 7UG. Telephone 01604 752 424
TRAVIS PERKINS PLC
www.travisperkinsplc.com
TRAVIS PERKINS PLC
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TRAVIS PERKINS PLC
General Merchanting
Consumer
Specialist Merchanting
Travis Perkins Midlands
and North West
Travis Perkins Northern
Travis Perkins South East
Travis Perkins South West
and Wales
Tile Giant
Toolstation
Wickes
Benchmarx
CCF
Keyline
Plumbing and
Heating
Birchwood Price Tools
BSS
City Plumbing
DHS
F&P Wholesale
PTS
Spendlove C. Jebb
This document is important and requires your immediate attention. If you are in any doubt as to what action you should take, you are recommended to seek your own fi nancial
advice from your stockbroker or other independent adviser authorised under the Financial Services and Markets Act 2000. If you have sold or transferred all of your shares in
Travis Perkins plc, please forward this document, together with the accompanying documents, as soon as possible either to the purchaser or transferee or to the person who
arranged the sale or transfer so they can pass these documents to the person who now holds the shares.
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C O N T E N T S
Overview
4 Financial Highlights
4 Operating Highlights
5 Financial Summary
6 Key Performance Indicators
8 Our Group Mission, Vision and Values
9 Who we are
Reports
12 Chairman’s Statement
14 Chief Executive’s Review of the Year
22 Strategic Delivery Overview
24 Deputy Chief Executive’s Review of the Year
29 Business Model
30 Finance Director’s Review of the Year
36 Statement of Principal Risks and Uncertainties
38 Environment Report
43 Health & Safety Report
Governance
46 Directors
48 Corporate Responsibility Statement
48 Committees and Professional Advisers
49 Corporate Governance
53 Audit Committee Report
56 Directors’ Remuneration Report
67 Nominations Committee Report
68 Directors’ Report
72 Statement of Directors’ Responsibilities
73 Independent Auditor’s Report
Financial statements
74 Income Statements
75 Statements of Comprehensive Income
76 Balance Sheets
78 Consolidated Statement of Changes in Equity
79 Statement of Changes in Equity
80 Cash Flow Statements
81 Notes to the Financial Statements
122 Five Year Record
Shareholder information
124 Notice of Annual General Meeting
126 Appendix to Notice of Annual General Meeting
127 Notes to Notice of Annual General Meeting
129 Directions to Annual General Meeting
130 Other Shareholder Information
132 Warning Regarding Unsolicited Calls and Mail
Direct Heating Spares
Forward looking statements
The review of the businesses contained in the annual report and accounts contains forward looking statements with respect to the financial condition, results, operations and business
of the Travis Perkins plc group. These statements and forecasts include risk and uncertainty because they relate to events and depend on circumstances that occur in the future.
There are a number of factors that could cause actual results or developments to differ materially from those expressed or implied by the forward statements.
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“2011 was a good
year for Travis
Perkins. Our
primary focus
was integrating
the former BSS
businesses into the
Group to maximise
synergies”
Robert Walker, Chairman
2
Sarah Pattison at BSS National Tube Distribution Centre
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Financial Highlights
Operating Highlights
• Group revenue up 52% at £4,779m,
up 6% on a like-for-like basis
• Adjusted profit before tax up
37% to £297m
• Adjusted EPS up 21% to 93.1p
• Proforma adjusted group operating
margin maintained at 6.6%
• Net debt reduced by £191m to £583m
with adjusted net debt to EBITDA of
• BSS acquisition synergies
realised in 2011 exceeded
expectations at £20m
• Expected synergies for 2012
increased to £30m
• BSS integration ahead of schedule
• Strong like-for-like performance and
market share gains
• Toolstation acquisition completed on
1.3x (note 37)
3 January 2012
• Total dividend per share up by 33% to
20p, including a final dividend
• 13 ex-Focus stores acquired and
trading ahead of expectations
of 13.5p
4
Financial Summary
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
Revenue
Adjusted:*
Operating profi t (note 5a)
Profi t before taxation (note 5b)
Profi t after taxation (note 5b)
Adjusted earnings per ordinary share (pence) (note 12b)
Statutory:
Operating profi t
Profi t before taxation
Profi t after taxation
Basic earnings per ordinary share (pence)
Total dividend declared
per ordinary share (pence) (note 13)
2011
£m
2010
£m
%
4,779.1
51.6
3,152.8
313.2
296.7
219.0
93.1
290.5
269.6
212.4
90.3
31.0
36.9
39.6
20.6
32.2
37.0
50.3
29.7
239.0
216.7
156.9
77.2
219.8
196.8
141.3
69.6
20.0p
33.3
15.0p
* Throughout this Annual Report the term ‘adjusted’ has been used to signify that the effects of the exceptional items, amortisation of intangible assets and the associated tax impacts have been excluded
from the disclosure being made. The term ‘proforma’ when used in this Annual Report signifies that the 2010 comparative has been adjusted to include the effect of BSS for the entire year, not just the
post acquisition period. Details of exceptional items are given in notes 5, 10 and 11.
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Key Performance Indicators
Revenue
(£m)
Like-for-like
sales growth
(%)
Adjusted
profit before
taxation (£m)
Adjusted
earnings per
share (pence)
09 10 11
09 10 11
09 10 11
09 10 11
5,000
4,000
3,000
2,000
1,000
0
9
.
0
3
9
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2
8
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2
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1
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3
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9
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200
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7
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3
9
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Adjusted
return on
capital (%)
Free cash flow
(£m)
Net debt to
EBITDA
Employee
retention
09 10 11
09 10 11
09 10 11
10 11
15
10
5
0
%
9
.
0
1
%
2
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2
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3
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1
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300
200
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3
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1
100
75
50
25
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%
6
8
%
7
8
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Our Group Mission, Vision and Values
Our Group Mission
Our Group Values
‘Continue to deliver better
At Travis Perkins, we:
returns by... putting in place and
growing the best businesses, with
outstanding people and operations,
providing comprehensive building
material solutions, to everyone
creating, maintaining, repairing or
improving the built environment,
… helping to build Britain’.
Our Group Vision
To ensure that anyone in Britain
who wants to access any kind of
building materials through any
form of supply channel will have a
Travis Perkins group operation as
their fi rst or fi rst alternative choice.
Know our customers – we understand their needs, beat their expectations, treat
them with respect, and know our major customers personally.
Talk and listen – we say what we mean clearly and honestly, we listen carefully; we
respond objectively, we explain our decisions.
Are with you, not against you – we seek mutual benefi ts with all stakeholders; we
think about the impact of our actions; we search for similarities.
Know how to do our jobs – not just today, but for the next job; we equip ourselves
with the skills needed to perform and be confi dent we can perform.
Like to deliver – we enjoy being the best; we know exactly what each of us is
expected to achieve; we focus on getting results, simply.
Work together – we actively work with each other; when something goes wrong, the
fi rst thing we will do is fi x the problem; not look for someone to blame.
Always try to get better – we constructively challenge how we work; we look for
fresh ideas that are different; we only have rules where they are necessary because
we use our common sense.
Are proud to be here – this is a great company; everyone working with us is
welcome; we make work enjoyable for everyone.
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Who we are
Travis Perkins plc
Norman Bell
Group Development
Director
Carol Kavanagh
Group Human
Resources Director
Martin Meech
Group Property
Director
Andrew Pike
Company Secretary
and Lawyer
Robin Proctor
Supply Chain
Director
Travis Perkins, a major plc, is the UK’s largest
supplier to the building and construction
market, one of the most economically significant
activities in the UK.
The present day Company was formed in
1988 out of a merger between Travis and
Arnold plc, a company with strong Midlands and
Northern based business, and Sandell Perkins
plc, a company with an equivalent strength in
the South of England.
The origins of Sandell Perkins can be traced
back over 200 years to 1797 when a carpentry
company was first established in London; Travis
and Arnold was initially formed as a partnership
in 1899. During the early to mid 20th century
both businesses expanded before eventually
becoming listed public companies, Travis and
Arnold was the first to the market in 1964,
followed 22 years later by Sandell Perkins.
Group Reorganisation
In 2011 we operated as three divisions –
Merchanting, Retail and BSS – and it is on that
basis we report in this year’s Annual Report
and Financial Statements. However, on
1 January 2012 we reorganised the business
into four divisions, General Merchanting,
Specialist Merchanting, Consumer and
Plumbing & Heating. It is on the new divisional
structure that we have prepared this section of
the Annual Report.
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Who we are
General Merchanting Division
Joe Mescall
Divisional Chairman
Phil Gransden
MD South East
Kieran Griffi n
MD Midlands and
North West
David Kelman
MD North
Mark Nottingham
MD South West
and Wales
The general merchanting division of Travis
Perkins plc supplies building materials to
professional building companies, contractors and
tradesman throughout Great Britain.
The core businesses of Travis and Arnold
plc and Sandell Perkins plc formed, following
the merger in 1988, what is now the general
merchanting business, which trades nationally
through the Travis Perkins brand and comprises
four geographically organised individual
businesses.
Joe Mescall, who has been with the Group
since 1974, leads the General Merchanting
business in his role as Divisional Chairman.
The Managing Directors of the four businesses
are Phil Gransden (Travis Perkins South East),
Kieran Griffin (Travis Perkins Midlands and North
West), David Kelman (Travis Perkins North)
and Mark Nottingham (Travis Perkins South
West and Wales). The customers of the four
general merchanting businesses are primarily
professional tradesmen, ranging from sole
traders to national housebuilders, whose key
requirements are product range and availability,
competitive pricing and customer service.
The strategy of the general merchanting
business aims to increase market share through
implementation of our best practice programme,
ongoing branch network expansion, entry
into new market segments and exploitation of
multi channel opportunities. The Best Practice
programme is designed to enhance our overall
service to trade customers and covers all of
their key requirements: even though all four
general merchanting businesses are already
operating to high standards in these areas they
have stretching targets in place to deliver further
improvements.
Network expansion will be concentrated on
identifying prime locations through brownfield
openings and small acquisitions. In addition,
store projects and framework agreements will
continue to be expanded with Local Authorities
and Housing Associations.
Consumer Division
Jeremy Bird
Divisional Chairman
Neil Carroll
MD Toolstation
Simon King
MD Wickes
Andy Morrison
MD Tile Giant
The Consumer division comprises three
businesses; Wickes, a national chain of DIY
retail outlets, Tile Giant a ceramic tile merchant
acquired in 2007 and Toolstation a multi-channel
operator, which was acquired by the Group on
3 January 2012.
The Chairman of the Consumer Division is
Jeremy Bird who joined Wickes 19 years ago
and has held a number of senior positions in the
Group including that of Managing Director of
Wickes. The new managing director of Wickes is
Simon King who joined the Company at the end
of 2011 and has fulfilled various external retail
roles including chief operating officer of Asda.
Wickes, which opened its first store in the UK
in 1972 at Whitefield in Manchester, was acquired
by Travis Perkins in 2005 and the Company now
operates from 221 stores nationwide.
Wickes stores are designed to appeal to
tradesmen, who undertake general repairs,
maintenance and improvement projects for
households and small businesses and to serious
DIY customers, who undertake more complete
DIY projects. These customers are more
demanding in terms of service, quality and price.
The business meets its customers’
expectations by offering a focussed range of high
quality, primarily own brand, competitively priced
home improvement products, such as timber,
building materials, tools and decorative materials.
In addition, Wickes stores offer a range of
kitchens and bathrooms, which are sold through
both in-store showrooms and 10 standalone
specialist kitchen and bathroom stores.
In 2007 Travis Perkins acquired its seventh
brand, Tile Giant. In 2008 this business acquired
and rebranded Tile Magic, a 17 store chain and
Tile it All, a 16 store chain. In 2009, Travis Perkins
acquired Tile HQ an internet based retailer of
ceramic and stone tiles. The brand is now trading
from a total of 107 stores. Under the leadership
of managing director Andy Morrison, the brand
offers a strong pipeline for further expansion.
The Group first took a minority investment in
Toolstation, a direct retailer of lightside products,
during 2008 before acquiring the remaining
shares in 2012. Since then, led by its founder
Mark Goddard-Watts, with support from the
Group, this multi-channel retailer of lightside
products has rapidly expanded its trade counter
network and now occupies 103 trade counters
throughout Great Britain. It also operates a very
successful catalogue based internet business.
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Specialist Merchanting Division
Arthur Davidson
Divisional Chairman
Andrew Harrison
MD Keyline
Chris Larkin
MD Benchmarx
Howard Luft
MD CCF
The specialist merchanting business consists
of four separate businesses trading under the
following brands; Keyline, CCF, Benchmarx
and Rinus Roofing Supplies. Arthur Davidson
is the Divisional Chairman. He has worked in
merchanting for over thirty years having joined
Keyline prior to its acquisition by the Travis
Perkins Group.
Andrew Harrison, the Managing Director of
Keyline, has been with the Group since 1989.
Keyline is a specialist merchant supplying
heavy building materials and civils and drainage
solutions to the construction industry throughout
the UK. Keyline is known for its knowledgeable
staff and excellent delivery service.
CCF is a leading supplier of interior building
products to the construction industry. It operates
throughout the UK, offering a one-stop-shop to its
customers from its nationwide branch network.
CCF’s Managing Director is Howard Luft, formerly
managing director of Buck and Hickman, which
was sold by the Group in September 2011.
In 2006 Benchmarx became the first
group brand to be created as a completely
new business within a market adjacent to
the markets already served by the Group.
The business is a leading supplier of kitchen
and joinery products to the trade through
its competitive pricing, quality products and
knowledgeable staff. Benchmarx is led by Chris
Larkin, formerly a Regional Director within Travis
Perkins South East, who became Managing
Director in July 2009.
Rinus Roofing Supplies, an associate
company in which the Group holds a 25%
interest, is a supplier of roofing materials.
The Group has entered into a development
agreement with Rinus aimed at creating a new
competitor in this adjacent market. Although
the Group sells many of the products available
through Rinus, specialist roofing contractors
prefer using specialist distributors in this market.
Plumbing and Heating Division
Paul Tallentire
Divisional Chairman
Ian Church
MD PTS Group
Mark Earnshaw
MD F&P Wholesale
Frank Elkins
MD BSS Industrial
John Frost
MD City Plumbing
Mick Magon
MD DHS
Paul Nieduszynski
MD Birchwood
Price Tools
The new plumbing and heating division was
established on 1 January 2012 under the
leadership of its Chairman, Paul Tallentire. The
division consists of the original plumbing business
of the Travis Perkins group, City Plumbing
Supplies together with the businesses of The
BSS Group, which was acquired on 14 December
2010. It is now the leading plumbing and heating
business in the UK
City Plumbing Supplies, run by managing
director John Frost, is a major nationwide
plumbing and heating merchant serving both the
contract market and the general plumbing and
heating market from 190 branches. The business
offers high quality products and expert service to
the trade. In 2010, a new operation was formed,
City Heating Spares, the spare parts division of
City Plumbing.
The ex-BSS businesses are leading
distributors of plumbing and heating products to
specialist trades. Their principal activities are the
distribution and sale of heating, ventilation and
plumbing products, tools and industrial supplies
to, amongst others, industrial contractors,
domestic plumbers, independent merchants
and industrial end users through a network of
401 branches. 398 branches are located in the
United Kingdom and three in the Republic of
Ireland.
● PTS operates from 317 branches and supplies
a wide range of customers from national
contractors to sole trading plumbers and
heating engineers;
● The industrial, commercial, process,
construction and warehouse markets are
serviced through a network of sixty two
branches of BSS Industrial in the UK and
Ireland; and
● Birchwood Price Tools is a wholesaler of power
tools and accessories, hand tools, safety wear
and general consumables and F&P Wholesale
supply heating, plumbing and sanitaryware to
smaller merchanting businesses.
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Chairman’s Statement
For the year ended 31 December 2011
“Our businesses are
supported by sector leading
IT, and a strong people culture
based on clear values and
leadership behaviours”
Introduction
Travis Perkins is the UK’s largest distributor of
building and construction materials.
Through our various group companies, we
aim to offer the widest range of products to our
professional and retail customers, providing
the highest levels of customer service at
competitive prices.
Our organisation model devolves
management responsibility close to customers
and provides the benefits of innovative and
shared central services.
Our businesses are supported by sector
leading IT, and a strong people culture based
on clear values and leadership behaviours.
We aim to deliver consistent and increasing
shareholder value over time.
Results
2011 was a good year for Travis Perkins. Our
primary focus was integrating the former
BSS businesses into the Group to maximise
synergies, but we have also outperformed in the
majority of our markets through the continued
implementation of self-help initiatives, all this,
in spite of the markets in which we operate
declining by between 4% and 5%.
Revenue increased by 52% to £4.8bn and
our adjusted pre-tax profits rose by 37% to
£297m; adjusted earnings per share were up
by 21% to 93.1 pence. On a proforma basis,
assuming BSS had been owned for all of 2010,
adjusted profit before tax was 11% higher, and
adjusted earnings per share were up 11%, or
9.0 pence.
We have made excellent progress with our
planned BSS financial systems integration
and organisational changes, and our synergy
project is running ahead of schedule. In
2011, we realised £20m of synergies and
we anticipate that we will beat our previously
published target of £25m, achieving £30m in
2012.
Strong cash flows and working capital
management, which includes £27m from the
sale of Buck and Hickman, have reduced debt
by £191m to £583m.
On 3 January 2012, the Group exercised its
option to acquire the remaining share capital of
Toolstation. The company, which sells lightside
products through its network of 103 UK based
retail stores, a catalogue operation and online,
has grown rapidly and profitably in recent
years. We welcome our new colleagues to
the Group and look forward to their continued
success.
Dividend
The Board’s stated intention is to reduce the
multiple by which dividends are covered by
post tax earnings to between 2.5 times and
3.5 times over the medium term from the
Robert Walker
Chairman
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T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
current cover of 4.7 times. As a step towards
meeting that target, the Board is pleased to
recommend a final dividend of 13.5 pence per
share, payable to shareholders on the register
on 4 May 2012, which will give a total dividend
for 2011 of 20 pence per share. The proposed
33% increase in dividend over 2010 will result
in a cash outflow of £47m.
Board of Directors
I am delighted that Ruth Anderson joined
the Company as a non-executive director
in October. She has extensive experience of
advising a broad range of companies across
many business sectors and so will be of great
value to the Board.
As a result of re-organising the Group’s
operations into four divisions and making
other organisational changes, John Carter,
who has successfully served as the Group’s
Chief Operating Officer for the past seven
years, was promoted to Deputy Chief Executive
on 1 January 2012. I am sure that John will
continue to make a very significant contribution
to the Group in his new role.
them, on behalf of the Board, for all their efforts
during the year.
Outlook
The markets in which we operate are likely to
remain subdued for much of 2012. We expect
new house starts and mortgage applications,
which are key indicators for our business,
to remain relatively flat and public sector
expenditure to fall as the government strives
to reduce the deficit. Consumer markets are
likely to be soft as disposable income is further
squeezed.
Our investment in Toolstation will realise
full year profits for the first time, the 13 stores
acquired from Focus in the summer are trading
profitably and our synergy projects will continue
to deliver strong benefits. When these projects
are taken together with our ongoing initiatives
to improve customer service and our careful
management of costs, we are confident 2012
will be another year of progress for the Group.
Employees
Our engaged and hard working colleagues are
critical to our success. Yet again, they have
delivered outstanding results for shareholders
in difficult circumstances. I should like to thank
Robert Walker
Chairman
21 February 2012
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Chief Executive’s Review of the Year
For the year ended 31 December 2011
“Execution of our strategy
meant we came into 2011
as the largest supplier of
building materials in the UK”
Introduction
Over the last dozen years or so the Group has,
from its original base in general merchanting,
steadily expanded its activities to develop
businesses and new distribution channels to
serve a greater proportion of the market in
the UK. In parallel, we have augmented that
strategy with a drive to improve continuously all
our businesses so that they become the most
attractive supplier in their market segment, and
consequently outperform their competitors.
Both these initiatives have allowed us to
capture economies of scale and synergies
through centralisation of common activities and
purchasing into highly efficient, low cost and
powerful central functions.
Execution of our strategy meant we came
into 2011 as the largest supplier of building
materials in the UK, having just acquired BSS.
During 2011 we have continued to make
good progress on all fronts – integrating
the BSS acquisition, adding our presence in
additional channels and stretching our lead in
market outperformance by making a series of
improvements in all businesses.
The integration project under the leadership
of Norman Bell has progressed well thanks to
the very effective work of a team of colleagues
drawn from across the Group. Their focus
has been to integrate BSS colleagues and
businesses into the Group and identify and
realise synergies. New operating and financial
systems have been developed for our PTS
and BSS Industrial businesses, cross brand
selling opportunities have been realised, the
management team has been strengthened
and we have invested in expanding the
warehousing facilities at Magna Park in
Leicestershire and Chorley in Lancashire.
The first year of the BSS synergy project
has exceeded our expectations. The initial
target of £8m, for 2011, has been surpassed
as we achieved a total of £20m of synergies
in 2011 – £15m from purchasing and £5m
from overheads. We are on course to deliver
£30m in 2012. This is one year earlier than we
anticipated, and £5m more than our original
2013 target.
We have continued to take opportunities
where they have met our stringent investment
criteria and have added around 2.5% to
revenue from expansion on an annualised
basis. The administration of Focus, a
competitor in the DIY market, allowed us
to acquire 13 new stores in high priority
catchment areas. Also, we have added a new
sales channel to the Group by acquiring 25% of
a small roofing supplies company based in the
North of England. Should our investment prove
to be successful then we have the option to
acquire the entire company at a future date.
Early in 2012 we completed the acquisition
of Toolstation by purchasing the 70% of
issued share capital we did not already own.
The company has experienced rapid organic
growth over the last three years and now
trades from 103 outlets as well as strongly via
the telephone and the internet. The IT system
Geoff Cooper
Chief Executive
14
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
and multichannel expertise of the Toolstation
management makes it a valuable and profitable
addition to the Group.
In early February, the OFT contacted us to
raise concerns about the acquisition. Given our
agreement with Toolstation has created a new
and robust competitor in the multi-channel
market we are surprised they contacted us. We
are in the process of responding to the initial
enquiry and are confident that the issue will be
satisfactorily resolved.
2011 performance
The success of our business is based upon
having strong operational and financial
disciplines, tight controls on both margins and
costs and allocating capital to ensure that
our mature businesses have both the highest
operating margin and return on capital in their
respective sectors.
Throughout this annual report, consistent
with our approach last year, the term ‘adjusted’
has been used to signify that the effects
of exceptional items and amortisation of
intangible assets have been excluded from
the disclosures being made. Details of the
exceptional charges are given in the Finance
Director’s report on page 30. The term
‘proforma’ is also used in this annual report
to signify that the current year performance is
being compared to 2010 adjusted to reflect the
full year performance of the BSS business.
Revenue for 2011 was £4,779m (2010:
£3,153m), an increase of £1,626m. Excluding
BSS, most of the revenue increase came from
our Merchanting division with all businesses
and product groups seeing strong growth. Of
the 51.6% increase in revenue, like-for-like
(‘LFL’) sales increased by 6.0% with inflation of
4.7% and volumes increasing by 1.3%, whilst
BSS accounted for 43.7% and other expansion
provided 2.2%. One fewer working day reduced
sales by 0.3%. These gains in LFL sales reflect
the work we have done to find more ways to
improve further the merchanting and retail
businesses by continuously improving our offer
to customers. Significant progress has been
made on customer service, product availability,
product presentation and improved sourcing in
both divisions.
Adjusted operating profit increased by £74m
to £313m (2010: £239m), which resulted in
adjusted group operating margin of 6.6%, in
line with last year on a proforma basis. Our
trading strategies in 2011 have been aimed at
maximising operating profits by sustaining our
volume outperformance, and using these to
drive economies of scale. With market volumes
likely to fall slightly in 2012, we aim to modify
this stance on a selective basis, to reflect
market trends in order to protect margins, as
we have done successfully in the past.
Clearly, the inclusion of BSS contributed
the major part of the increase in profits – on
an adjusted proforma basis, operating profits
were up by £11m, an increase of 3.6%. This
increase reflects our ability to drive synergies
and outperform.
After allowing for a £6m reduction in
financing costs, the trend in operating profits
was reflected in the £67m rise in adjusted
pre-tax profits to £284m (2010: £217m).
Adjusted earnings per share ‘EPS’ increased
by 21% to 93.1 pence (2010: 77.2 pence).
Again, this mainly reflected the impact of
the BSS acquisition. Taking into account
synergies, this acquisition has enhanced EPS
by 12%, with gains in the non-BSS businesses
increasing EPS by 9%.
Our strategy of reducing debt has continued
during the year with careful control of working
capital and capital investment resulting in a
significant cash inflow. By 31 December we had
achieved our target net debt of £583m (2010:
£774m), and had reduced the ratio of net debt
to EBITDA to 1.3 times (2010: 1.9 times).
Markets and our response
The market predictions we made for the year
were broadly correct, although the first quarter
of last year proved to be better than expected
and we, like others, did not foresee the full
extent and impact of the Eurozone related
uncertainty later in the year. The latter part of
the year saw markets slowing as a result of
fewer property transactions in the spring and
increasing public sector spending cuts.
Our underlying organic strategy has
delivered good returns against a background of
weak macro indicators and the key indicators
that we follow show that the market remains
weak. We believe that market volumes for trade
are still some 30% below their 2007 peak
whilst in retail, the situation is marginally better
at minus 25%.
We track a number of key external
indicators, but those most closely correlated
with our performance have shown little
improvement in 2011.
Trade market volumes in 2011 declined
by around 3%. Towards the end of the year
property transactions, a good lead indicator for
our merchanting businesses, were around 11%
better than the corresponding period last year,
but they remain stubbornly low at around 70
– 80,000 per month compared with 135,000
pre-recession.
According to Government statistics private
new house starts in England reached almost
76,000 in the 12 months to September 2011,
down by 5% compared with the 12 months
to September 2010. This level of activity is
substantially below the peak of around 155,000
in 2007 and the estimated current need in Great
Britain of 250,000 new houses per annum.
The consumer market was adversely
impacted by a combination of low consumer
confidence and significant tax increases from
April, which reduced household disposable
income. Both indicators have fallen during
2011, with consumer confidence continuing
on a declining trend. Core market volumes
declined by around 5%, but the market for big
ticket items contracted by over 10%.
We have seen further falls in competitor
capacity in both of our markets, although it was
more pronounced in consumer following the
closures of Focus and Homeform in mid-year.
Although we benefited from our acquisition
of 13 Focus stores, the rest of the estate
gained very little from either closure as both
mainly operated in different markets to Wickes,
supplying different customer bases.
Divisions
On 1 January 2012 we reorganised the
Group’s divisional structure so that the Group
now operates through four distinct divisions;
general merchanting, specialist merchanting,
consumer and plumbing and heating, each
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managed by a divisional chairman. Combining
similar businesses, under common leadership,
will ensure that we maximise the benefits from
consistently applying best practice.
The following comments are based upon the
divisional structure in place during 2011.
Our culture of continuous improvement has
driven the business forward again, enabling
us to retain our position as the UK’s leading
provider of building materials.
Merchanting division
Our merchanting division has performed
strongly with each of our businesses recording
impressive growth and outperforming both
national and independent merchants. Sales
increased in aggregate by £231m, or 10.9%
with LFL sales improving by 9.4%, sales from
new branches contributing 2.2% and closures
and one less working day reducing sales by
0.7%. Volumes increased by 3.9% supported
by higher than expected price inflation of 5.5%.
Adjusted operating profit was up 9.4% to
£201.8m.
Operating margins fell by 0.2% to 8.6%
(2010: 8.8%). Gross margin for the division
fell by 0.8% in 2011, due to a combination of
mix (direct sales improved diluting the gross
margins by 0.4%), limited price investment
in the early part of the year and investment
in our warehousing infrastructure which
reduced margins by 0.4%. However, the ratio
of overheads to sales fell by 0.4% due to the
operational gearing effect of the fixed element
of our cost base and synergies improved profits
by 0.2%.
The general merchanting business
had a good year with a particularly strong
performance in London and the South East.
The difficulty of achieving such good results
should not be underestimated. They have come
about because of skill and effort deployed
by Joe Mescall and the general merchanting
team. A profit enhancement project has been
running since the middle of the year designed
to identify those aspects of the business where
good practice can be shared, margins can be
improved and costs can be driven out.
A greater focus on analysis of customer
profitability has yielded positive results. Action
has been taken where margin has been falling,
whether due to the mix of products being
sold, the structure of the customer deals or
cost inflation pressure. Improved in-house
data interrogation and analysis software and
techniques have enabled us to develop plans
leading to raised profitability. Another area
of focus has been reducing the incidence
of stock shrinkage, through improved data
availability, which has enabled us to target
more rapidly those areas of stock loss and the
possible causes.
Further progress has been made on cost
control to ensure the general merchanting
division goes into a probably tough 2012 with
an affordable cost base. Despite increased
turnover, like-for-like headcount at the end
of the year was in line with last year and a
number of initiatives were running to target
aspects such as distribution.
The specialist merchanting businesses,
operating under the Chairmanship of Arthur
Davidson, had a successful year.
Keyline management are working hard to
ensure that the business is the first choice
supplier for heavy building materials, civils and
drainage products with industry leading returns
on sales. In 2011 Keyline revenue growth
has outperformed the market, LFL sales have
increased substantially, particularly in civils and
drainage and the UGS business transferred
from BSS has been absorbed, generating
synergies. New propositions in rail and utilities
were launched and the business’ Centres of
Excellence have been rolled out.
CCF, our specialist distributor of interior
building products and insulation has performed
strongly during 2011, improving profitability
and increasing revenue at a faster rate than
the market leader. A number of improvements
to the customer experience are being targeted,
including greater stock availability, a higher
proportion of on-time in-full deliveries and the
introduction of a new customer service model,
which is currently being piloted.
Benchmarx, our specialist kitchen joinery
business, has made good progress during the
year. Sales have increased by over 40%, gross
margin has improved and 32 new branches
have been opened either as standalone sites
or as implants into the existing estate. This
business is now firmly established in our
portfolio and competes effectively with more
established players.
The City Plumbing team have performed
well in a tough environment increasing
like-for-like sales by 4%. Project Endeavour,
our initiative aimed at introducing a common
showroom template and product matrix to CPS
and the general merchanting business, was
piloted successfully and is now in place in 11
branches. Plans are in place to roll it out into a
further 40 branches during 2012. The heating
spares business introduced in 2010 now
trades out of 62 sites.
Retail division
Poor consumer confidence and lower levels
of disposable income have had a detrimental
effect on our retail businesses in 2011.
Revenue is up £15m (1.5%) to £1,018m
(2010: £1,003m), due to the expansion from
new sites which increased sales by 2.9%.
Despite having a strong product offering
and competitive prices a fall in demand for
delivered kitchen and bathroom products
caused total LFL delivered sales to fall by
1.4%. Overall volumes fell by 4.3% whilst
inflation increased turnover by 2.9%.
Retail division adjusted operating profit
fell by £14m to £45m as lower sales
and increased overheads in Wickes, due
to investment in store expansion and
reorganisation costs, outweighed the benefits
of an improved gross margin.
We have continued to invest in Wickes,
taking the opportunity to acquire 13 new
stores from the receiver of Focus for £8m. The
locations of the sites has meant these stores
are already contributing to profits ahead of our
expectations, and leads us to believe that the
new branches will be very profitable, which
when taken together with the benefits arising
from economies of scale, should result in
returns well in excess of our cost of capital.
In the expectation that consumer markets
will be more difficult in 2012, the Wickes team
under Jeremy Bird’s guidance have undertaken
a detailed review of the Company’s cost base.
Three stores were closed during the year
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Gordon Forrest at Keyline Bedford
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“In 2011 Keyline revenue growth has outperformed the market”
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Chief Executive’s Review of the Year
and just over 200 people left our business as
we restructured store operations. This was
a difficult process, but as always the store
managers undertook it in a professional, but
compassionate manner.
Gross margins in Wickes have improved by
1.3% when compared to 2010. However, the
investment in initiatives and start-up costs for
new stores, combined with reorganisation costs
incurred to achieve long-term overhead savings
has reduced operating profits by £10m.
Consequently the division’s operating margins
fell by 1.4% to 4.5% (2010: 5.9%).
Tile Giant has consolidated its position in
difficult markets with total sales up 9%. Its
like-for-like sales outperformed the market
leader, so gaining market share. The business
now trades from 107 stores a net increase
of 6 this year. Under the initial guidance of
Mo Iqbal, the Company’s founder, and more
recently Andy Morrison, Tile Giant has grown to
be the second largest specialist tile retailer in
the country.
Associate company
Toolstation performed strongly in 2011. The
investment in new stores continued, but the
early losses incurred by immature outlets have
now been surpassed by the profits of maturing
stores with the result that the business moved
into profits during the second half. The unique
business model together with the skill of
management will be a considerable asset to
the Group as we seek to expand our multi-
channel capabilities.
BSS division
Proforma LFL sales increased by 2.9%.
Inflation was 4.5%, but volumes fell by 1.6%
even though the expanded British Gas contract,
during the last nine months of the year, added
2.4% to volumes. New branches accounted for
additional sales of 0.5%, whilst the branches
sold at the insistence of the OFT and one fewer
working day reduced sales by 3.3%.
Reported revenue has decreased, on a
proforma basis, by £22m to £1,436m due to a
number of structural changes. In the early part
of the year, at the insistence of the OFT, 14 PTS
branches were sold. In June the trade of UGS
was transferred into our Keyline business and
on 30 September the trade and assets of Buck
and Hickman were sold to Brammer plc.
On a proforma basis adjusted operating
profit, including synergies, increased by
9.5% to £67m (2010: £61m). In advance of
establishing the new plumbing and heating
division, Paul Tallentire joined us with the
intention of becoming its chairman. He has
come into the Group at a time of significant
change and we are already seeing the benefits
of his experience.
2011 was a more challenging year for the
domestic business, and PTS in particular, as
volumes in the boiler market fell around 15%
from 2010 levels when the boiler scrappage
scheme was in place. However, in April, the
PTS team won a significant contract to supply
plumbing and heating materials to British
Gas on an exclusive basis. Two of the primary
reasons for winning the contract are the
outstanding levels of customer service that PTS
is able to offer from a countrywide network of
sites together with our industry leading on-time
in-full delivery capability. Other advances in
PTS came in both the spares and renewables
offerings.
PTS was named national builders merchant
of the year at the Builders Merchanting News
awards, a real testament to the commitment of
our colleagues.
The BSS Industrial business has performed
strongly with sales outperforming the market.
Increased volumes, high inflation in the
first nine months from rising copper prices,
increasing gross margins and good cost control
have made 2011 a very successful year, which
underlines the strength of the team led by
Managing Director Frank Elkins. A particular
focus on the drainage business has seen sales
grow by over 25% year-on-year with eight
new drainage implants into BSS branches
during 2011.
The other businesses in the BSS group
are F&P Wholesale, a distributor of plumbing,
heating and bathroom products nationally to
The City Plumbing team have performed well in a tough environment, increasing like-for-like sales by 4%
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“The pace of our development
and growth requires our
executives to continuously
improve their skills and
impact in their current roles”
the independent merchants and Birchwood
Price Tools (BPT), which focusses on the
wholesale market distributing power tools,
hand tools and site equipment. F&P sales have
been adversely affected by the boiler market,
with like-for-like sales down year-on-year.
By contrast, BPT has achieved a significant
increase in sales and has been particularly
successful in introducing new products, in
particular Scruffs workwear, to the rest of the
Travis Perkins Group.
2012 Performance
The year has started satisfactorily with
Group LFL sales for the first seven weeks up
1.8%. LFL sales for the general merchanting
division have increased by 5.4% and for the
specialist merchanting division they are up
3.9%. Delivered sales, on a LFL basis for the
retail division (excluding Toolstation since it
remains non-LFL until 2013) have decreased
by 3.1%, whilst on an ordered basis they are
up 0.9%. The addition of Toolstation’s own LFL
performance would have increased the retail
division’s ordered LFL sales to 2.7%. Plumbing
and heating division LFL sales are up 0.9%.
Investors and lenders
We place great emphasis on good
communications with investors, analysts
and lenders. In 2011, we expanded our
road-shows to encompass large investment
funds located on the west coast of America.
Approximately 26% of our investor base
is located in North America so increased
contact with potential new investors from that
continent is an important aspect of our investor
relations strategy.
In the summer of 2011, with the debt crisis
in the Eurozone seemingly worsening, we
decided that it would be better to refinance
our UK syndicated bank facility early, rather
than waiting for the summer of 2012. From
the outset of negotiations, it became clear that
European banks have become considerably
more cautious since we last raised funds in
2008. Even so, thanks to the continued support
of many of the banks in our existing syndicate,
the Group raised a £550m forward start (from
April 2013) revolving credit facility, which
secures our funding needs through to 2016.
Whilst the cost of this source of capital has
increased, it remains an attractive source of
funding relative to other sources, and sustains,
within prudent financing parameters, an
efficient balance sheet for shareholders.
Management
The pace of our development and growth
requires our executives to continuously improve
their skills and impact in their current roles. It
also provides opportunities for them to take up
new challenges often providing promotion to
new roles. During the year we have continued
to strengthen our management team through a
combination of promoting top performers within
our business and attracting fresh talent from
other organisations.
The new appointments have significantly
increased our strength in depth and
organisational capabilities, particularly in our
new Consumer division and our Plumbing and
Heating division. These appointments cover
all aspects of our business, ranging from
specialist areas such as sustainability and
multichannel to operational functions.
We have also made changes to the roles
of some people on our executive committee.
John Carter’s promotion has already been
covered in the Chairman’s statement, but it is
worth reiterating the great contribution he has
made to the success of the Group. Norman
Bell was promoted to the new role of Group
Development Director, following his successful
running of the BSS integration project
alongside John.
Following our reorganisation of the Group
into four operating divisions we have been
able to appoint Paul Tallentire, who recently
joined the Group following a career as a senior
executive in a variety of trade businesses,
as Divisional Chairman of the Plumbing and
Heating division. Jeremy Bird, who previously
ran our Wickes business, has been promoted
to the new role of Divisional Chairman for the
Consumer division.
Joe Mescall and Arthur Davidson continue
to lead the remaining two operating divisions
as Divisional Chairmen of General Merchanting
and Specialist Merchanting respectively.
Opportunities for advancement have also
been given to the people who manage a
number of our businesses.
Ian Church, who has led the Travis Perkins
business in the Midlands with distinction for the
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Chief Executive’s Review of the Year
last seven years, is now managing director, PTS.
Simon King, an experienced retail executive
from Safeway (now Morrisons), Tesco and Asda
(where he was most recently Chief Operations
Officer), joins the Group as Managing Director
Wickes. Kieran Griffin, a former Keyline and
Travis Perkins manager and regional director,
who enjoyed success in his first managing
director role at CCF, has been promoted to
Managing Director, Travis Perkins Midlands and
North West.
Howard Luft, who was until the end of
September the Managing Director of Buck
and Hickman and who was responsible for the
successful turnaround and subsequent sale
of this business, has re-joined the Group to
become Managing Director of CCF.
We are delighted that we have been able
to continue to build on our previous success
by promoting talented people from inside the
Group to their new roles. To achieve a promotion
in these circumstances is truly outstanding.
It is also pleasing to know that both the
strength of the Group and its prospects are
recognised by the new people we have been
able to attract to our Group. It is a testament
to the success we have achieved, against a
backdrop of challenging economic conditions.
I am sure that this group of talented individuals
will make important contributions to our
continued growth.
Travis Perkins in the community
While many aspects of the Group are
co-ordinated centrally, corporate social
responsibility is one area that remains firmly
the responsibility of the individual businesses,
particularly when it comes to charitable
fundraising and community programmes.
In 2011 each of our businesses supported
a charity of their choice and undertook a
plethora of activities to raise funds. In 2011
through the efforts of the Group’s employees,
ably supported by customers and suppliers,
£1.9m was raised for worthy causes (2010:
£1.7m) including £146,217 (2010: £112,083)
contributed by the Group.
Given the success of the charity fundraising
in terms of motivation and colleague
participation, we have also devolved the
management of very successful community
programmes to individual businesses, moving
responsibility away from the centre. Branches
are encouraged to fundraise for their business’
partner charity and carry out building or repair
related work in their local community.
In total, businesses across the Group partner
with 14 charities, with many having chosen
during 2011 to extend their initial two-year
partnership for a further year. In addition,
businesses in the former BSS Group have
increased their fundraising activities. They have
all adopted new charities for 2012 or joined
forces with another business or central function
to support an existing partnership.
For its work with The Prostate Cancer
Charity, Keyline won Best UK Project at the
2011 Business Charity awards. It was declared
the company that made the biggest difference
to beneficiaries through involvement with a
charity project. The company and its colleagues
were also highly commended for their
partnership with the charity.
The Travis Perkins business adopted the
Breast Cancer Campaign and Together for
Short Lives as its charities in 2010. Having
re-sprayed 12 of its trucks pink in a charity
supporting publicity campaign in 2010, the
pink theme has continued in 2011. The
inaugural ‘Travis Pinkins’ charity day took place
to complement the continued sale of pink
products such as wheelbarrows, saws, pencils
and tape measures in its branches.
Wickes continued its support for Leukaemia
and Lymphoma Research, with colleagues yet
again raising over £0.6m for the charity.
Group-wide initiatives include a lottery where
colleagues donate £1 a month from their
pay, half of which is donated to the partner
charities. With 70% of eligible employees now
taking part, more than £100,000 has been
donated to charity since the launch of the
lottery in August 2009.
Strategy
The statements of Mission, Vision, and Values
at the front of this annual report set out what
we exist to do, the direction we aim to take the
Group, and the way in which we believe we
should work. The strategy we are following to
achieve these aims is designed to maximise
over the long term shareholder returns and
involves:
● Creation, acquisition and development
of businesses that seek to serve all the
segments for the distribution of building
materials in the UK;
● Continuously improving the customer and
supplier proposition in all our businesses to
become the highest rated in each segment,
as measured by customers, and as tested by
seeking to outperform markets on a like-for-
like basis;
● Exploit the economies of scale this creates
through the centralisation of common
activities and common purchasing into low
cost, highly efficient and powerful central
functions;
● Sustaining an organisational model that
devolves authority to operating managers
and allows them to compete with the
most effective competitors with minimal
constraints, but always maintaining very
strong controls;
● Operating a performance management
system, closely matched to arrangements
for incentives, that encourages the
right economic behaviour and allows all
colleagues to participate in the financial
success of the Group;
● Recruiting and developing people whose
personal characteristics are consistent with
a culture of customer sensitivity, continuous
improvement and a drive for performance;
The table on page 22 shows how we approach
the various dimensions of our strategy, and how
it is integrated with our management of risk.
These relatively dry words are easy to write
on a page, but require leadership by example,
active management and considerable thought
in deployment. Senior management’s role is
to maintain a focus on these strategies. The
goal, for each of our mature businesses, is that
they achieve the highest operating margin and
return on capital of any business operating in
their segment.
The particular themes currently being
pursued in executing these strategies are:
● Having recently expanded our asset
base and considerably accelerated our
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“The goal, for each of our mature
businesses, is that they achieve
the highest operating margin and
return on capital of any business
operating in their segment”
market outperformance, now prioritise
improvements in operating margins;
● Add multi-channel capabilities to our
businesses, building on the considerable
success achieved via Toolstation and
Wickes’ multi-channel activities;
● Expand our global sourcing activities,
supported by an expansion of own-label
products, category management activity and
harmonised product specifications across
market segments;
● Improve asset turn and lower property
costs via new supply chain capabilities,
concentration of brands on single sites,
development of our owned ‘trade parks’ and
realisation of spare assets through active
property management.
Growth prospects for the Group are positive,
with gains expected from a recovery of activity
in construction markets, further market
outperformance, operational leverage from
economies of scale and expansion of our
branch networks and related activities. Whilst
we confidently expect this to provide several
years of good growth in financial returns, we
believe over the next two or three years we
should begin to cautiously, with a low-risk and
low-capital approach, explore the prospects
for expansion in new markets and activities.
Our approach to these trials should not
adversely impact the prospects for profits, cash
generation and debt reduction.
Our management arrangements are
designed to support these themes as well
as drive the impact of our programmes of
continuous improvement.
Our summary of principal risks and
uncertainties is set out on pages 36
and 37. In summary, our performance is
closely aligned with the fortunes of the UK
construction industry. However, it is also
possible that we could suffer from the
effects of disintermediation if we do not offer
value, match our customer preferences, or
improve our proposition. In addition, we are
dependent upon maintaining our IT capabilities,
purchasing and distributing goods effectively
and recruiting and retaining the best people.
Outlook
Our research suggests that market volumes
will remain subdued in 2012. We expect trade
market volumes to decline responding to the
decrease in the number of housing transactions
in the first half of 2011 and to the contraction
in public sector expenditure, for which we
have less than a 20% exposure. The consumer
sector is likely to decline by a more substantial
amount as consumer confidence remains low,
unemployment rises and disposable income
remains under pressure.
Against a backdrop of generally weak lead
indicators including mortgage approvals,
property transactions, consumer confidence
and pressure on net disposable income we will
further grow revenue by continuously improving
our businesses. Although we will continue to
target outperformance against the competition
on a like-for-like basis, we will actively balance
this objective with maintaining gross margins
and limiting cost growth. In a weakening
market, we judge this slight modification of our
trading stance will yield the best outcome in
terms of absolute profits and trend of operating
margin. In 2012, our priorities will be threefold:
● Leverage our self help initiatives including
the incremental return from the 13 ex-Focus
stores added in 2011 and the growth in
profit from the maturity of the Toolstation
stores 100% owned from January 2012;
● Use our strong cash flow to pay down
debt (targeting a reduction of £125m for
the year), maintain selective expansion
investment and increase dividends;
● Continue the successful integration of BSS
into the Group by adding trading systems
to the already integrated financial systems,
whilst working to realise our increased
synergy target of £30m for 2012.
We therefore look forward to another year of
solid progress in 2012.
Geoff Cooper
Chief Executive
21 February 2012
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Strategic Delivery Overview
Travis Perkins is the largest provider of
building materials in the UK. Our philosophy of
continuous improvement is intended to increase
shareholder value through innovation, organic
self-help initiatives and targeted expansion.
In order that we might achieve our goal, we
seek to ensure that our businesses offer
market leading propositions, (as measured by
customers and suppliers) and outgrow their
markets on a like-for-like basis.
Successful execution of our strategy is based
upon a strong and well resourced share service
model, which enables branches to concentrate
on delivering excellent customer service, whilst
allowing the central teams to concentrate on
innovation and leadership across the Group.
The section below gives a high level overview
of our approach to delivering our strategy, how
we judge progress, and which of the principal
risks and uncertainties could prevent it being
delivered. Further details are provided within
the Chairman’s Statement, the Chief Executive’s
Review of the Year, the Deputy Chief Executive’s
Review of the Year and the Finance Director’s
Review of the Year.
Strategic
dimension
People
Approach
Key performance
indicators
Principal risks and
uncertainties
Devolving authority to managers to allow them to compete in the market, but
without weakening our control environment.
Employee retention.
Recruiting and developing people with attributes that support our core values.
Operating a performance management system closely aligned to incentives.
Employee recruitment,
retention and
succession.
Sales and
margin
management
Exploiting economies of scale from growth to improve our proposition, gain
further market share and improve operating margins.
Centralising purchasing to increase the benefits of common purchasing.
Improving our supply chain capabilities.
Expanding our global sourcing activities to support our own brand proposition.
Continuously improving our customer and supplier proposition.
Harmonising product specifications across our businesses.
Like-for-like
revenue growth.
Like-for-like sales
outperformance.
Adjusted operating
profit/margin.
Competitive pressures.
Information technology
failure.
Supplier dependency
and direct sourcing.
Cost control
and asset
management
Exploiting the economies of scale delivered by growth and centralisation to
improve our operating margins.
Group overheads to
sales ratio.
Information technology
failure.
Centralising most support services.
Improving asset turn and lowering property costs.
Realising surplus assets and reinvesting the proceeds.
Adjusted ROCE.
Defined benefit scheme
funding.
Expansion
Using our superior financial performance to expand our branch network so
ensuring we penetrate all catchments in the UK.
Revenue from
expansion.
Integration complexity.
Operating a well resourced and innovative property function.
Extending our multi-channel capabilities.
Adding additional channels or creating businesses to serve all segments of the
UK building materials market where we can achieve synergies.
Developing and owning trade parks and multiple brand sites.
Financial
Achieving market leading returns on sales and returns on capital employed.
Net debt to EBITDA.
Market conditions.
Reducing debt through cash generation.
Increasing adjusted earnings per share.
Optimising our dividend cover.
Free cash flow.
Adjusted ROCE.
Adjusted EPS.
Adjusted PBT.
Dividend cover.
22
Stephen Armstrong, Steve Simms and Nigel Read at F&P Wholesale Bedford
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“F&P Wholesale, a distributor of plumbing, heating and bathroom products to independent merchants”
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Deputy Chief Executive’s Review of the Year
For the year ended 31 December 2011
“Proof that our inclusive culture
works is evidenced by those
employees who have been
employed by the business for
almost their entire working lives”
Introduction
We aim to grow and develop the operating
businesses that make Travis Perkins the largest
and most economically rewarding provider of
building material solutions to anybody in the
UK wanting to construct, maintain, improve or
repair the built environment. We believe that
this will ensure that we achieve our overall
strategy of improving returns for the Group’s
shareholders. The business model we deploy
to execute this strategy is shown on the table
on page 29.
In 2011, the approach we have taken to
meeting our aims has been to:
● Increase our investment in colleague training
and development;
● Improve our health and safety and
environmental credentials;
● Successfully integrate BSS into the Group;
● Concentrate on maximising the benefits from
existing initiatives;
● Maximise the purchasing and overhead
synergies arising from the acquisition of BSS;
● Target expansion in emerging channels
by expanding our newest businesses and
seeking opportunities to add new channels
in areas that are complementary to our
existing businesses.
In developing our business it is important
that we do not overlook the influence that our
colleagues, customers, suppliers and other
stakeholders can have on results. For that
reason it is an imperative that we strive to
make our work environment a better place to
do business.
Operationally we measure our success
● Make many small improvements throughout
our organisation rather than putting all our
efforts into large projects;
through a comprehensive ‘balanced scorecard’
of key performance indicators (‘KPI’), which are
aligned to achieving our strategy:
Like-for-like revenue growth – Merchanting
Like-for-like revenue growth – Retail
Like-for-like revenue growth – BSS (proforma)
Like-for-like revenue outperformance
Employee retention
Revenue from expansion
Environment – see separate report on pages 38 to 42.
Health & Safety – see separate report on pages 43 and 44.
2011
9.4%
(1.3)%
2.9%
5.0%
87.0%
2.0%
2010
7.6%
0.9%
6.2%
3.5%
86.0%
2.6%
John Carter
Deputy Chief Executive
24
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People
Engagement
Building colleague engagement is of great
importance to the success of our business
because committed employees improve
performance, which has a positive ripple-down
effect on customers. To monitor progress we
regularly survey our colleagues to seek their
opinions about what is working well and what
prevents them from performing at their best
and feeling connected.
This year we sought feedback from all of the
BSS colleagues who joined the Group late last
year and were delighted when the engagement
score matched the 60% registered by the rest
of the Group in mid 2010. However, to ensure
that we remain informed between group-wide
surveys, in 2011, we launched an online
survey panel called Voice Box intended to test
where we are on issues that might influence
engagement. All employees were invited to take
part, and within weeks, 2,700 had registered.
We also embrace a variety of two-way
communication channels to maintain
employee involvement and engagement in
group activities. These include open forums
for employees to ask any questions about the
business, colleague liaison forums, employee
nominated special achievement awards, and
our popular quarterly magazine, The Bridge.
Proof that our inclusive culture works is
evidenced by those employees who have been
employed by the business for almost their
entire working lives. Some employees have
given 50 years’ continuous service, whilst
more than 80 have been with Travis Perkins’
companies for more than 40 years.
Training and development
The primary objectives for the business over
the past two years have been to maximise sales
opportunities, protect margin and out perform
the market. To achieve those targets we needed
a learning and development strategy that gave:
● Colleagues the confidence and expert
product knowledge to offer the service and
advice trade customers expect;
● Managers the leadership skills and
commercial acumen to motivate our people
and drive results;
● Leaders the creativity and inspiration to set
the agenda and facilitate change.
During the year, in support of our strategy, we
have undertaken many projects to improve the
abilities of colleagues at all levels throughout
the Group. These are designed to give them
the confidence and skills needed to exercise
the authority they are given to compete in the
market. The projects included:
● Establishing an executive development
group of senior managers with potential for
leadership roles, forging a link with Ashridge,
the leading management school, to deliver
programmes to this group in 2012;
● Delivering leadership and coaching
programmes to up-skill our regional
directors and their peers;
● Developing job skills and product knowledge
expertise amongst branch and store
colleagues through sales and service
workshops;
● Re-launching, as an apprenticeship scheme,
our management training scheme, which
many current directors and I went through
on originally joining the Group.
The success we have achieved in recent
years culminated in our being positioned as
a finalist in the HR Excellence Awards 2011
for ‘Best learning and development strategy’
which confirms that learning and development
activity within the Group delivers bottom line
business benefits.
Careers and talent pipeline
The on-going challenge is to build the
capability of the talent pipeline and leverage
internal knowledge, skills, networks and
experience for the benefit of the Group as a
whole. The hard work and abilities of many
colleagues have been recognised this year
through promotions and new opportunities
to work in different parts of the business, but
in those cases where we have to seek talent
from outside the existing internal talent pool
we need to be positioned as an ‘employer of
choice’ among candidates.
During the year we have invested in a new
centralised IT recruitment platform to bring
more efficiency to our recruitment processes
and increase hire quality. To attract the best
candidates, we believe we need to offer a rich
candidate experience and to let candidates
know where they are in the process at all
times. Our new system allows us to do this.
Furthermore as part of this investment, we
have added a bespoke recruitment site that
colleagues within our business can use to
seek out career opportunities before many
of the vacancies are placed on external
recruitment sites.
Stay Safe
We have an absolute commitment to
continuously improving our health and safety
record, which in recent years has resulted in
our approach to safety in our business evolving
from one which was ‘Stay Legal’ to one which
is now ‘Stay Safe’. In achieving this change,
each year, our safety team have developed a
large number of initiatives to promote the Stay
Safe message.
Driven by the business’ desire to progress
the Stay Safe journey more quickly and
effectively, we have re-aligned our Stay Safe
team to our new divisional structure. This
will strengthen the awareness and personal
ownership of each business board which in
turn will accelerate the development of the Stay
Safe culture in our branch and store managers.
In restructuring the health & safety team we
have created:
● Four Stay Safe business partner roles,
each supporting one of the four operating
divisions;
● A Stay Safe central services team, which is
responsible for reviewing and developing
health & safety policy, managing incidents,
and providing advice and guidance to
operational management; and
● A team of Stay Safe training advisors that
will support the business by developing
and delivering Stay Safe training across all
divisions.
Sales and margin management
It is our aim to outperform our main markets
on a like-for-like basis by communicating and
delivering a superior offer to our customers.
Customer service continues to be an area of
focus for all colleagues.
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Deputy Chief Executive’s Review of the Year
One aspect of increasing sales and customer
satisfaction is ensuring that our prices are
transparent, consistent and understandable
to our customers. In our Merchanting brand
we are trialling new pricing structures with
the intention of rolling them out during 2012.
We have also invested in our sales force
and focussed them, through incentivisation,
on increasing active trading accounts. As a
result we opened or reactivated a number of
customer accounts during the year.
In 2011 we saw merchanting gross margins
come under pressure due to a combination
of high input inflation and our own strategy
to gain market share. In the early part of the
year our actions were supported by investing
a proportion of the gains from our sourcing
initiatives into prices. However, from quarter
2 onwards, as markets became more difficult
we adjusted our stance in favour of achieving
a consistent year-on-year gross margin by the
end of the year.
The category management team undertook
projects to investigate returns on timber
and sheet materials. This involves looking at
all aspects of product holding, pricing and
merchandising. Later in 2012 branches will be
able to order and stock timber by specific length.
We have started to benefit from new ranges
being cross-sold between BSS businesses and
the rest of the Group. A particular success was
the introduction into Wickes, of the Scruffs
workwear range supplied by Birchwood Price
Tools. The new products, which already have
proved to be very popular, will be introduced to
replace an existing range in the Merchanting
division during 2012. Furthermore, we are
now piloting tool-hire in BSS Industrial with the
intention of rolling it out to more branches later
in the year.
Our supply chain operations are wide
reaching with many products now sourced
direct from global manufacturers. We operate
24 warehouse facilities, covering nearly 3m
square feet which supply over 1,800 branches
that utilise 2,500 vehicles to deliver product
to customers' worksites and homes. Over
1,500 colleagues across the Group now
support internal supply chain solutions picking
48,000,000 separate items per annum.
Our customers are rightly becoming ever
more demanding, expecting us to provide
consistent and timely access to a broad
range of products. This provides us with a
significant sales and margin opportunity as we
can leverage our unique multi brand scale, to
improve customer service and reduce costs.
Therefore, we continue to invest successfully
in our supply chain as a key enabler to our
organic growth programme.
The implementation of a feeder network from
larger branches has improved sheet materials
availability by 5% whilst after a year of
operation our heavyside consolidation operation
in the Northwest now services 110 branches
with an extended range of 3,000 products. As
a result our branches can consistently promise
customers 24 hour delivery for product that
would otherwise have come direct from
suppliers, on much longer lead times.
Our performance in supply chain has been
recognised externally with the team beating
many major European retail and merchant
businesses to win two prestigious awards in
2011– the Ligenta European Retail Supply
Chain award and Retail Week’s Distribution
Development Award.
Investment this year focused on further
centralisation of our lightside and plumbing
& heating product ranges, with an additional
500,000 square foot warehouse facility being
added to our Northampton campus. The new
site has allowed us to extend the number
of centrally stocked products available to
branches and so has improved our overall
levels of service and product availability. The
facility is also an enabler to our commercial
team’s direct sourcing programme.
Additional focus on our timber and heavyside
As part of our drive to increase direct
bulky goods supply chains now allows our
smaller branches to access a broader range of
products regardless of their space constraints.
sourcing we opened a new office in Shanghai
to manage the flow of product from factories
located in the Far East. Forty colleagues
“Our performance in supply
chain has been recognised
externally with the team beating
many major European retail and
merchant businesses to win two
prestigious awards in 2011”
26
Eliot Longhorn at Travis Perkins Bedford
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“Our merchanting division has performed strongly with each of our businesses recording impressive growth”
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Deputy Chief Executive’s Review of the Year
In BSS we acquired a group that was part
way through a project to implement a new
operating system throughout the business. Our
assessment of the programme resulted in a
change of course whereby we will implement
new systems into BSS based upon existing
group systems. Our IT colleagues have spent
most of 2011 rewriting system programmes so
that they meet the specific needs of both the
BSS and PTS businesses. We have trialled the
new systems in seven PTS branches during the
year. We plan new systems in PTS to improve
the information available to branch managers
to enable them to trade better, reduce credit
risk and help collect debts more rapidly.
Tight cost control and
asset management
In these difficult economic times we have
continued to place emphasis on finding ways
of improving our efficiency, exploiting the
economies of scale delivered by centralising
group services and managing our cost base.
We have also taken the decision to concentrate
on maximising the returns from existing
initiatives, rather than investing heavily in new
ones. Initiatives where due to market conditions
returns were found to be more marginal have
been delayed or cancelled.
In Wickes we have changed the store
structure by removing some management
roles, but at the same time increasing
colleague hours, to facilitate a greater focus
on customer service. Whilst some colleagues
were redeployed into other roles, unfortunately
the reorganisation has resulted in some 200
colleagues leaving the business towards the
end of the year.
Our delivery fleet based at branches
has benefited from further investment in
automated delivery planning and scheduling
technology, this improves our 'on-time' delivery
performance for customers, while reducing
vehicle costs by optimising the delivery route.
Our synergy programme was not
confined only to product purchases. Through
implementing new systems and processes,
switching suppliers and combining BSS teams
with those in Northampton we achieved almost
£5m of overhead synergies during the year.
Improve return on capital
Managing stock levels, whilst improving stock
availability, is one of the key initiatives being
undertaken by the supply chain team. At 30
June, stock levels were higher than we planned
due to a combination of holding more stock
due to direct sourcing, advance buying due
to favourable pre-inflation increase deals with
suppliers and increasing sales levels. However,
by the year-end we had reduced stock from
its peak levels by approximately £50m. Whilst
we continue to target additional areas where
stock can be reduced without impacting upon
availability, we are also investing in pre-price
increase deals where appropriate.
We are now trialling stock auto-replenishment
in our Wickes business. This will yield working
capital and productivity gains and stronger sales
through better availability.
External expansion
The closure of Focus in the first half of the
year presented us with a great opportunity to
expand selectively our store base in a number
of new catchment areas that had previously
proved difficult to penetrate. In what was the
largest project of its kind ever undertaken by
Wickes, a cross-functional team of colleagues
responded magnificently to the challenge of
engaging 350 new colleagues and opening 13
new stores within four and a half months. The
early results, from what was our largest single
investment of the year, have exceeded our
expectations with all stores trading profitably.
We have continued to leverage our existing
estate by seeking opportunities to expand our
smaller businesses by establishing implants
within our existing merchanting branches. This
approach minimises set up costs and improves
returns through utilising spare capacity within
our network.
● Turnover for toolhire rose 22% in the year.
We now trade from 196 toolhire outlets in
our merchanting business having opened
a further nine during 2011 and we expect
to trial our first toolhire outlet within a BSS
branch in early 2012 before rolling it out
further later in the year.
● Benchmarx opened 27 new implanted
outlets in 2011 so we now trade from 84
Our local and UK staff, based in Shanghai and Shenzhen,
ensured our fi rst Far East team day was a success
from China and the UK work in Shanghai and
Shenzhen to ensure that goods are delivered to
our UK warehouses to the right specification, in
the correct quantities as efficiently as possible.
This has enabled us to capture the margin
previously made by the third party distributors
and agents.
Although we are now purchasing £450m
of goods from approximately 90 factories
located in 15 countries across five continents
our analysis suggests that as more product is
direct sourced we could realise a further £25m
of annual profits by 2016. Consequently, we
plan to expand further our team in China during
the coming year.
The introduction of new product ranges is
fundamental to the growth of the business.
During 2011, we completely re-launched IFLO
our own brand plumbing range. Supported
by a new fully priced catalogue, sales have
increased 22% year-on-year at the same time
as margins have increased. We predict further
growth in 2012 when additional ranges and
a new pricing structure will be introduced. In
addition, we are actively seeking new sales
opportunities in areas such as fire protection,
renewables, drainage and water recovery.
Our most important project in 2011 has
been to deliver the BSS synergies identified at
the time of the acquisition. A team comprising
colleagues from across the Group exceeded our
2011 expectations of £8m by delivering £15m
of purchasing synergies in 2011, and putting
in place a process that will lead to our £25m
initial target being achieved one year early. In
2012 we will be concentrating on maximising
synergies by consolidating purchases where we
currently have multiple suppliers.
28
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sites. It is now the third largest business in
its sector; and
● We continued to expand our heating spares
capability adding a further 44 outlets in PTS
branches and 28 outlets in City Plumbing
branches. We now operate 244 spares
outlets across the Group; a network that has
produced exceptional sales growth in this
category.
A further 1,268 colleagues joined the group
when Toolstation was acquired on 3 January
2012. Toolstation is a multi channel retailer of
lightside products, trading from 103 sites in
the UK as well as by telephone and through
the internet. It has expanded rapidly since
2008 and as more stores have reached trading
maturity it is now trading profitably.
Part of our strategy is to increase our
presence in emerging channels by investing in
new opportunities in markets adjacent to our
existing businesses. In 2011, we acquired a
25% stake in Rinus Roofing, a small company
selling approximately 2,000 roofing products
from seven branches in the north of England.
Outlook
In November, we announced a new divisional
structure would be put in place from 1 January
2012. Our plumbing and heating businesses
have been brought together to form a new
division under the leadership of Paul Tallentire,
whilst Toolstation joins our Consumer division
bringing with it a multichannel expertise that
we can exploit throughout the business.
2011 was a difficult year for companies in
our sector, but colleagues throughout the Travis
Perkins group responded to the challenges set
for them. A lot was achieved, but there remains
a lot of potential. All indications are that 2012
will be equally difficult, but I fully expect that
the initiatives we are undertaking to improve
our business will keep us at the forefront of
our sector.
I would like to place on record my sincere
thanks to all colleagues across the Group for
their outstanding efforts, which have produced,
yet again, an industry leading performance.
John Carter
Deputy Chief Executive
21 February 2012
Business Model
Travis Perkins is a multi-channel operator selling a wide range of building materials to the trade and consumer primarily through a network of mainly UK
branches. Our business model is based upon:
● Achieving growth through investing in organic initiatives and acquisitions that leverage our fi xed and central costs to deliver further benefi ts from increasing
economies of scale;
● An organisation structure, which devolves responsibilities close to customers and provides the benefi ts of shared central services;
● Thorough performance management monitoring systems and processes;
● A technology approach, where retaining control by writing our own systems delivers lower cost, more fl exibility and higher matched functionality, particularly
in areas such as logistics, supply chain and multi-channel;
● Incentivisation structures that are linked to performance and encourage improvement;
● A strong culture, which extends to the types of people we employ and the values and leadership behaviours we encourage.
In delivering our product solutions we…
Our products are distributed to the end user
through a supply chain network which…
We strive to provide our customers with the
highest levels of service possible by…
Are committed to ensuring that we buy quality
goods and materials from responsible and
ethical sources, at prices that are fair to all.
Operates from 24 central warehouses, enabling
us to buy goods in bulk and distribute them to
our branches in smaller quantities.
Purchase over 100,000 products from UK and
overseas manufacturers and distributors.
Stock a wide range of own brand products,
particularly in our consumer business, as well
as branded goods supplied by market leading
companies.
Achieve economies of scale by focussing
our purchases towards a limited number of
suppliers.
Are the largest or second largest customer for a
considerable number of our suppliers, many of
whom have forged close relationships with the
Group over a long period of time.
Utilises a distribution fleet of 192 vehicles to
transport product between warehouses and
branches.
Makes around 350,000 branch deliveries p.a.
Engages over 1,500 colleagues to ensure the
efficient movement of stock throughout our
organisation.
Improves branch efficiency by ensuring we
have an appropriate mix of suppliers delivering
either direct to our branches or to our central
warehouses.
Gives customers access to our businesses
through a nationwide branch network.
Employing the best available people and
investing in their training and development.
Ensuring branches maintain high levels of stock
availability in full project quantities.
Offering advice and building related services
that support their needs.
Using a fleet of 2,300 vehicles to provide an
efficient, on-time-in-full, local delivery service,
where customers have chosen not to collect
goods from our sites.
Making credit available for approximately 80%
of customer purchases.
Ensuring our prices reflect both the quality of
the goods we sell and the service we provide,
whilst remaining competitive.
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Finance Director’s Review of the Year
For the year ended 31 December 2011
“We have arranged a £550m
forward start extension to the
Group’s UK borrowing facilities
which will meet the Group’s
funding requirements until 2016”
Paul Hampden Smith
Finance Director
Financial achievements
Our principal financial objectives for 2011
were to support the Group’s strategy by
delivering the synergies anticipated at the time
of the BSS acquisition, further reducing group
borrowings, managing margins and costs in
the face of increasingly difficult markets and
ensuring increased profitability by leveraging
the investments we made in product service
initiatives and branch expansion. This involved:
● Delivering £20m of synergies from the BSS
acquisition, which has left us well placed to
exceed our original £25m target, with £30m
being our new target;
● Reducing net debt by £191m to £583m
through a series of initiatives and synergies
designed to improve cash flow;
● Increasing adjusted earnings per share on a
proforma basis (assuming we owned BSS for
all of 2010) by 6%;
● Integrating financial systems following the
BSS acquisition.
Furthermore, at a time when financial market
liquidity has been severely affected by events
in Europe, we have arranged a £550m forward
start extension to the Group’s UK borrowing
facilities which will meet the Group’s funding
requirements until 2016.
Financial results
The Group’s overall adjusted operating margin
remained flat at 6.6% compared with last year
on a proforma basis.
Whilst the operating margins of individual
divisions are still strong, there has been a
limited amount of erosion during the year in
merchanting. The overheads to sales ratio
reduced by 0.4% due to the combined impact
of good cost control and the operational
gearing effect of the fixed element of our cost
base and synergy benefits contributed 0.2%.
However, these were not enough to prevent
merchanting operating margins falling by 0.2%
to 8.6% (2010: 8.8%) as gross margins eased
0.8% due to mix (direct to site deliveries grew
strongly, so diluting gross margins), input price
pressure, investment in warehouse facilities
and some investment in market share.
In our retail business, despite a 1.3% gross
margin improvement due to a combination of
improved purchasing terms, direct sourcing
and lower sales incentives, adjusted operating
margin fell by 1.4% to 4.5% (2010: 5.9%).
This reflects an increase in overheads due to
higher marketing spend, the initial costs of
opening all of the new stores acquired from
Focus and restructuring.
BSS adjusted operating margins including
synergies improved by 0.4% to 4.6% (2010:
4.2% on a proforma basis) as the benefits of
our synergy programme more than offset the
effects of sales mix, which reduced operating
margins, due to significantly increased turnover
with British Gas from April.
The Group incurred £10m of exceptional
operating charges in 2011 (2010: £19m) as
a result of integrating BSS into the Group.
The charges arose mainly as a result of
30
Richard Haines at Toolstation Redditch
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“Early in 2012 we completed the acquisition of Toolstation”
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Finance Director’s Review of the Year
the on-going programme to integrate BSS
colleagues, systems and processes into the
Group, although there was a £2m charge due
to the closure or disposal of businesses that
were determined to be non-core to the Group’s
operations. After charging the exceptional
operating items, operating profit was £291m
(2010: £220m).
Despite incurring increased interest charges
due to the acquisition of BSS late in 2010,
overall net financing costs before exceptional
charges have reduced in 2011 by £6m to
£17m. Gains on derivatives, mainly one-off,
were £7m higher than in 2010 as the Group
benefited from revaluing forward currency
contracts taken out during the course of the
year to fix the exchange rate at which goods
sourced in foreign currency will be purchased.
In addition, other finance income associated
with the pension scheme increased by £6m
due to significantly higher asset values at the
start of 2011 than 2010. The average interest
rate during the year was 3.0% (2010: 3.1%).
Exceptional integration related finance costs
of £4m (2010: £1m) were incurred as a result
of repaying $125m of BSS private placement
notes before their contractual maturity dates.
Profit before tax, after charging £14m
(2010: £20m) of exceptional costs and £13m
of intangible asset amortisation (2010: £nil),
rose by £73m to £270m (2010: £197m).
Excluding the combined tax effect of the
exceptional operating and financing costs of
£4m (2010: £2m) and an exceptional deferred
tax credit of £13m (2010: £2m) caused by the
reduction in the corporation tax rate to 25%
from April 2012, the tax charge for the period
was £74m (2010: £60m), which represents an
effective rate of 26.2%, (2010: 27.6%). The
reduction from last year reflects the drop in the
statutory tax rate during the year.
Basic earnings per share were 30% higher
at 90.3 pence (2010: 69.6 pence). Adjusted
earnings per share (note 12) were 93.1 pence
(2010: 77.2 pence), a 21% increase, which is
primarily due to the acquisition of BSS towards
the end of 2010. The proforma increase in
adjusted EPS was 11%. There is no significant
difference between basic and diluted earnings
per share.
The following table shows the Group’s key financial performance indicators:
Adjusted operating profit to revenue ratio
2011
6.6%
2010
7.6%
2009
7.7%
2008
8.5%
Group overheads to sales ratio
23.6%
26.7%
26.3%
26.1%
Profit before tax growth / (decline)
37.0%
(7.5)%
45.4%
(44.0)%
Adjusted profit before tax growth / (decline)
36.9%
20.4%
(11.1)%
(22.5)%
Adjusted earnings per share
93.1p
77.2p
75.2p
Dividend cover
4.7x
5.1x
-
96.9p
8.5x
Free cash flow (note 36)
£294m
£278m
£294m
£185m
Adjusted return on capital (note 37)
11.3%
12.2%
10.9%
12.9%
Net debt to adjusted EBITDA (note 38)
1.3x
1.9x
1.5x
2.8x
Financial capital management
Strong financial capital management is a
fundamental component of the overall group
strategy.
The Directors are committed to the
generation of long-term shareholder value,
which we believe will be achieved through:
● Increasing the Group’s market share via
a combination of LFL sales growth and
targeted expansion through acquisitions,
brown field openings and in-store
development;
● Investing in projects and acquisitions where
the post-tax return on capital employed
exceeds the weighted average cost of capital
of the Group by a minimum of 4%;
● Generating sufficient free cash flow to enable
the Group to expand its operations whilst
funding attractive returns to shareholders,
reducing its debt and pension deficit;
● Operating an efficient balance sheet, by
structuring sources of capital to minimise
the Group’s weighted average cost of capital
consistent with maintaining an investment
grade financial profile. On a lease adjusted
basis this would mean a ratio of net debt
and operating leases to EBITDAR would be
less than three times (31 December 2011
3.4 times);
● Maintaining long-term dividend cover at
between two and a half and three and a half
times earnings.
The Group maintains a capital structure that
is both appropriate to the on-going needs of
the business and ensures it remains within
the covenant limits that apply to its banking
arrangements.
The capital structure is formally reviewed by
the Board as part of its annual strategy review,
but it is kept under review by me throughout
the year. The Company will rebalance its capital
structure through raising or repaying debt,
issuing equity or paying dividends.
The Group’s capital structure is aimed at
balancing equity and debt in a way, which
comfortably retains the Group’s investment
grade status, maintains the financial flexibility
for business development and optimises the
efficiency of its finance costs given that the
cost of debt is below the cost of equity. This
equates to a maximum Net Debt/EBITDA target
of 2.5 times post any acquisition (against 3.0
times bank covenant) with the aim of paying
down debt to achieve a 1 times ratio.
The current preferred capital structure of
the Group consists of debt, which includes the
bank borrowings and the US private placement
notes, cash and cash equivalents and equity
attributable to equity holders of the parent,
comprising issued capital, reserves and
retained earnings. However, we regularly review
the sources of debt available to the Group with
the aim of maintaining both diversified sources
and diversified maturities.
In addition the Group also utilises operating
leases, particularly in respect of properties. At
31 December 2011, the annual rent roll for
leased properties was approximately £173m.
Our aim is to maintain a ratio approximating to
20% of properties owned, 80% leased.
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a syndicate of banks. The £550m revolving
credit facility, which runs until December
2016, can be drawn from April 2013, the
expiry date for the Group’s existing £800m
facility agreement.
The new agreement will increase the Group’s
funding costs in line with changes that have
occurred in the market since the last financing
agreement was signed in 2008. As a result, it is
anticipated that the Group will incur additional
financing costs of around £4m in 2012.
The first $200m tranche of our private
placement notes are due for repayment in
early 2013, the remaining $200m being
available until 2016. These together with
our existing bank facilities provide the Travis
Perkins group with the liquidity it requires for
the foreseeable future.
The Group is also party to a large number
of leases, most of which relate to premises
occupied by the Group for trading purposes.
Note 31 gives further details about the Group’s
operating lease commitments.
Continued focus on debt reduction
Careful control of capital investment together
with a strong focus on working capital
management and integration synergies arising
from aligning supplier payment terms meant
that net debt was reduced by £191m during the
year to £583m. Our net debt to EBITDA ratio
continues to fall towards our target of around
one times. At 31 December 2011, it was 1.3
times (2010: 1.9 times). Free cash flow for the
year was £294m (2010: £278m) (note 36).
Gross capital and investment expenditure
totalled £121m. £55m was spent on capital
replacements, and £66m on expansion.
We believe our culture of undertaking small
incremental improvement projects with strict
return criteria for each expansion project is a
major strength of the Group.
The peak and minimum levels of daily
borrowings on a cleared basis during the
year ended 31 December 2011 were £949m
and £597m respectively (2010: £876m and
£551m). The maximum month end cleared
borrowings were £867m (2010: £736m). At
31 December 2011, the Group had undrawn
committed facilities of £475m (2010: £455m).
Pension fund performance
The Travis Perkins’ final salary pension scheme
started the year with an accounting surplus of
£32m, whilst the aggregate gross deficits on
the three BSS related defined benefit schemes
totalled £60m
During 2011, high quality corporate
bond yields have fallen dramatically, which
has reduced the discount rate applied to
scheme liabilities. This, combined with lower
than anticipated returns from investments,
particularly equity, has resulted in an actuarial
loss of £50m. At 31 December 2011 the
combined accounting gross deficit was £46m
(2010: £28m).
The triennial valuation of the Travis Perkins
scheme for September 2011 is currently being
undertaken. Details will be reported in the
2012 annual report.
Extracting value from
our business assets
After reviewing the individual businesses
acquired with BSS we decided that the Buck
and Hickman business was not sufficiently
aligned to either the Travis Perkins or the BSS
Group core businesses to warrant retaining it
in the Group. Accordingly, the trade and assets
were sold for £27m on a debt free, cash free
basis in September 2011.
Our property team has continued to make
an important contribution to group profits by
realising gains from carefully selected property
development projects. They achieved their
targets for 2011 by generating in excess of
£16m of property profits from seven projects,
one of the largest of which was at Guildford,
which is the second trade park development
undertaken by the Group. The proceeds from
some deals will not be received until 2012,
but £14m was generated during 2011. At the
year-end, the carrying value of our freehold and
long leasehold property portfolio was £285m
(2010: £262m).
Capital employed and balance sheet
Capital employed at the end of 2011 was
£2,108m (2010: £1,952m). The Group’s
adjusted return on capital for the year was
11.3%, (2010: 12.2%), which continues to be
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The capital structure of the Group
at 31 December comprises:
2011
£m
2010
£m
Cash and cash equivalents
(79)
(51)
Bank loans
323
US private placement notes 279
402
366
3
22
36
20
3
20
37
34
2,108
1,952
2,725
2,750
1,408
1,352
Loan notes
Finance leases
Pension SPV
Pension fund deficit
Equity attributable
to shareholders
Total balance sheet
capital employed
Operating leases
(8 times rentals)
Total capital employed
4,133
4,102
Liquidity and funding
The Group is financed through a combination
of unsecured bank borrowings and unsecured
guaranteed private placement notes at fixed
and floating rates of interest. The Board
regularly reviews the facilities available and
seeks to maintain them at a level sufficient
to facilitate execution of its strategy, whilst
ensuring that liquidity headroom will cover
possible contingencies.
At 31 December 2011, the Group had
committed UK bank facilities of £800m and
$400m of $US private placement notes in
issue. In addition it had £40m of uncommitted
overdraft facilities.
During the year, as part of the continuing
integration of BSS into the Group, we repaid
$125m of private placement notes issued by
BSS in 2006. We also cancelled 3 derivative
contracts that were established to hedge
against interest and currency movements
on those notes. In total, these transactions
resulted in a charge to the income statement
of £4m, which has been disclosed as an
exceptional finance cost.
In December 2011, we signed a new
£550m forward start banking agreement with
Finance Director’s Review of the Year
above our pre-tax weighted average cost of
capital (‘WACC’) of 6.9% (2010: 8.1%). Our
WACC reduced in 2011 due to lower Gilt yields.
Our balance sheet remains strong with
over £2bn of net assets and once again our
calculations show there were no impairments
to the carrying values of goodwill and other
intangible assets. Across the Group, our
operating assets continue to be highly cash
and profits generative.
During the year, the daily closing share price
ranged between 711p and 1,127p. The shares
closed the year at a price of 796p, giving a total
market value or market capitalisation of £1.9bn.
This represented 0.9 times shareholders funds
(31 December 2010: 1.3 times).
BSS
During the year, we completed our fair value
exercise on the assets acquired in 2010. In total
we made adjustments of £48m (before goodwill
and intangible write offs) which were principally
in respect of aligning policies on stock, debtor
and pension scheme valuations, writing off the
cost of certain fixed assets and establishing
accruals for previously unrecorded liabilities.
After reflecting all fair value adjustments,
the final value of goodwill included in the group
balance sheet was £345m. In accordance
with the requirements of IFRS the balance
sheet at 31 December 2010 has been
restated to incorporate the additional fair value
adjustments identified since that balance sheet
was signed on 22 February 2011.
Effective financial risk management
The overall aim of the Group’s financial risk
management policies is to minimise potential
adverse effects on financial performance
and net assets. The Group manages the
principal financial risks within policies and
operating parameters approved by the Board
of Directors and does not enter into speculative
transactions. Treasury activities, which fall
under my day-to-day responsibilities, are
managed centrally under a framework of
policies and procedures approved by and
monitored by the Board.
The Group’s policy is to enter into derivative
contracts only with members of its UK banking
facility syndicate, provided such counterparties
meet the minimum rating set out in the Board
approved derivative policy.
● The ratio of net debt to EBITDA (earnings
before interest, tax and depreciation) has
to be lower than 3.0; it was approximately
1.3 at the year-end; and
● The number of times operating profit
covers interest charges has to be a least
3.5 times and it was 15 times in 2011.
The Group’s hedging policy is to generate its
● Have a conservative hedging policy that
preferred interest rate profile, and so manage
its exposure to interest rate fluctuations,
through the use of interest rate derivatives.
Currently the policy is to maintain between
33% and 75% of drawn borrowings at fixed
interest rates.
The Group has entered into a number of
interest rate derivatives designed to protect
it from fluctuating interest and exchange
rates on its borrowings. At the year-end, the
Group had £250m of interest rate derivatives
fixing interest rates on approximately 38% of
the Group’s cleared debt. In total 66% of the
Group’s debt is at fixed interest rates.
The Group settles its currency related trading
obligations using a combination of currency
purchased at spot rates and currency bought
in advance on forward contracts. Its policy is
to purchase forward contracts for between
30% and 70% of its anticipated requirements
twelve months forward. At 31 December 2011
the nominal value of currency contracts, all of
which were $US denominated, was $120m.
To protect itself against adverse currency
movements and enable it to achieve its desired
interest rate profile, the Group has entered into
four cross currency swaps and four forward
contracts in respect of its $400m fixed rate
guaranteed unsecured notes.
In summary, the key points of our financial risk
management strategy are that we:
● Seek to maintain a strong balance sheet;
● Accord top priority to effective cash and
working capital management;
● Retain significant liquidity headroom of
over £100m in our borrowing facilities and
maintain good relationships with our bankers;
● Operate within comfortable margins to our
banking covenants:
reduces the Group’s exposure to currency
and interest rate fluctuations;
● Serve over 150,000 ‘live’ customer accounts
and no single customer accounts for more
than 1% of our sales; the bad debt charge in
2011 was 0.6% (2010: 0.6%) of credit sales.
Going concern
After reviewing the Group’s forecasts and risk
assessments and making other enquiries, the
Directors have formed a judgement at the
time of approving the financial statements,
that there is a reasonable expectation that
the Group and the Company have adequate
resources to continue in operational existence
for the foreseeable future. For this reason, they
continue to adopt the going concern basis in
preparing the financial statements.
In arriving at their opinion the Directors
considered the:
● Group’s cash flow forecasts and revenue
projections;
● Reasonably possible changes in trading
performance;
● Committed facilities available to the Group to
late 2016 and the covenants thereon;
● Group’s robust policy towards liquidity and
cash flow management; and
● Group management’s ability to successfully
manage the principal risks and uncertainties
outlined on pages 36 and 37 during
periods of uncertain economic outlook and
challenging macro economic conditions.
Paul Hampden Smith
Finance Director
21 February 2012
34
Ben Walker at Wickes Rushden
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
“A particular success was the introduction into Wickes of the Scruffs workwear range supplied by Birchwood Price Tools”
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Statement of Principal Risks and Uncertainties
As at 31 December 2011
A number of factors affect the operating
results, financial condition and prospects of
each of the businesses in the Travis Perkins
group. This section describes the risk factors
that are considered by the Directors to be
material, their potential impacts and the
factors that mitigate them. However, these
should not be regarded as a complete and
comprehensive statement of all potential
risks and uncertainties. Additional risks and
uncertainties that are not presently known to
the Directors, or which they currently deem
immaterial, may also have an adverse effect
on the Group’s operating results, financial
condition or prospects.
Risk description
Market conditions
Impact
Risk mitigation
The Group’s products are sold to tradesmen and retail
customers for a broad range of end uses in the built
environment. The performance of the market is affected
by general economic conditions and a number of specific
drivers of construction and DIY activity, including housing
transactions, net disposable income, house price inflation,
consumer confidence, interest rates and unemployment.
Adverse
effect on
financial
results
The Board conducts an annual review of strategy, which includes an
assessment of likely competitor activity, market forecasts and possible
future trends in products, channels of distribution and customer behaviour.
The Group maintains a comprehensive tracking system for lead indicators
that influence the market for the consumption of building materials in the
UK.
Significant events including those in the supply chain that may affect the
Group are monitored by the Executive Committee and reported to the
Board monthly by the Group Chief Executive.
Competitive pressures
Market trends, particularly in respect of customers’
preferences for purchasing materials through a range of
supply channels, may affect the Group’s performance so
making traditional branch based operations less relevant.
Adverse
effect on
financial
results
Public sector buying groups could reduce sales if public
bodies chose to buy direct from the manufacturers.
Disintermediation may become more of a threat if
manufacturers decide to deal directly with the end user.
Information technology
The operations of the Group depend on a wide range of
complex IT systems operating efficiently and effectively.
The rapid expansion of the Group together with an
increasing demand for IT services, particularly in respect
of the BSS integration, could result in development
programmes being delayed.
Increasing levels of cyber crime represent a significant
threat with the potential to cause loss of system
availability or financial loss.
Adverse
effect on
financial
results.
Adverse
effect
on the
Company’s
reputation
Changes to market practice are tracked on an on-going basis and reported
to the Board each month.
The Group is leading the industry in terms of the development of new
and innovative supply solutions, and works closely with customers and
suppliers on a programme of continuous improvement of current models.
The Group’s branding strategy allows it to use sites flexibly. Alternative
space utilisation models are possible, including maintaining smaller stores
and implanting additional services into existing branches.
The strategic demands of the business, resources available to IT,
performance levels of key systems and IT security are kept under review by
the Executive Committee.
Maintenance is undertaken on an on-going basis to ensure the resilience
of group systems, with escalation procedures operating to ensure any
performance issues are resolved at an early stage. Our two main data
centres mirror each other with data processing switched from one to the
other on a regular basis. An IT disaster recovery plan exists and is tested
regularly together with the business continuity plan with arrangements in
place for alternative data sites for both trade and retail businesses. Off-site
back-up routines are in place.
Tile Giant has consolidated its position in diffi cult markets with total sales up 9%
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Risk description
Impact
Risk mitigation
Employee recruitment, retention and succession
Many employees have worked for the Group for some considerable
time during which they have gained valuable knowledge and
expertise.
The ability to recruit, retain and motivate suitably qualified staff is
an important driver of the Group’s overall performance.
Ensuring succession for key positions throughout the Group is
important if it is to continue to be successful in the future.
Inability to
develop and
execute our
development
plans.
Competitive
disadvantage
The Group Human Resources Director monitors staff engagement
and turnover by job type and reports to the Executive Committee
regularly and to the Board annually. Succession plans are
established for the most senior positions within the Group and
these are reviewed annually.
Our reward and recognition systems are actively managed to
ensure high levels of employee engagement.
A wide-range of training programmes are in place to encourage
staff development, whilst management development programmes
are used to assist those identified for more senior positions.
Salaries and other benefits are benchmarked annually to ensure
that the Group remains competitive.
All major integration processes are overseen by a member of the
Executive committee who is designated as integration director.
They are charged with the responsibility for drawing together the
resource and expertise required to deliver our integration plans.
Colleagues from throughout the Group who have the skills and
experience necessary to undertake complicated integration work
are seconded from their existing roles to the integration team for
the duration of the project, with additional resource employed to
backfill their positions.
A rigorous quality control process is implemented to ensure
that system and process changes are thoroughly tested by
business users before they are released into the live operating
environment.
The Board regularly reviews progress against the project plan to
ensure that the process is properly controlled and has sufficient
resource to complete the project.
The commercial and financial teams monitor the financial position
of the Group’s key suppliers. Where possible, contracts exist with
more than one supplier for key products.
The Group has made a significant investment in a new Far
East infrastructure to support its direct sourcing operation.
Comprehensive checks are undertaken on the factories producing
product, the quality and suitability of that product before it is
shipped to the UK.
All of the Group’s final salary pension schemes are closed to new
members.
For the Travis Perkins scheme, pensionable salary inflation has
been capped at 3% per annum.
The schemes’ investment policies are kept under regular review
to ensure asset profiles are kept in line with the profiles of
liabilities.
Integration complexity
Integrating large acquisitions into the Group requires the
re-direction of considerable expertise and resource if progress is to
be achieved efficiently and effectively.
Should the process encounter significant unforeseen difficulties
with systems development and implementation, colleague
integration or process alignment then considerable additional
cost could be incurred, management could be deflected from the
important task of running the rest of the business and our ability to
trade successfully could be inhibited.
Adverse
affect on
financial
results.
Adverse
affect on
reputation.
Supplier dependency and direct sourcing
The Group is the largest customer of many of its suppliers. In
some cases, those suppliers are large enough to cause significant
difficulties to the Group if they become unable to meet their supply
obligations.
Alternative sourcing is generally available, but the volumes required
and the time it may take those suppliers to increase production
could result in significant stock-outs for some considerable time.
Adverse
affect on
financial
results.
Adverse
affect on
reputation.
We have rapidly expanded our direct sourcing capabilities,
which have increased the Group’s reliance on overseas factories
producing product. This increases the Group’s exposure to
sourcing, quality, trading, warranty and currency issues.
Defined benefit pension scheme funding
The Group is required by law to maintain a minimum funding level
in relation to its on-going obligations to provide current and future
pensions for members of its pension schemes who are entitled to
defined benefits.
Adverse
affect on
financial
results.
Some issues could adversely affect the funding of these obligations
including poor performance of the pension fund investments and
increasing longevity of pension scheme members.
The level of contributions required from the Group to meet the
benefits promised in the final salary schemes will vary depending
upon the funding position of those schemes.
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Environment Report
For the year ended 31 December 2011
Introduction
In a difficult market, it is possible to regard
environmental challenges as distracting or
not crucial to the immediate success of our
company. We do not take that view and, in
2011, we started to build the frameworks
within the Group to continue to pursue our
environmental vision.
Specifically we have:
● Restructured how we work in the branches
to allow us to provide the environmental
assurance increasingly required by
customers who purchase timber and timber
products;
● Increased the ability of our branches to
recycle both our own and our customers
waste;
● Challenged our businesses to instil
behaviours aimed at lower energy
consumption;
● Started to consider how we might better
measure, reduce and communicate the
environmental impact of our international
supply chain; and
● Developed our Sustainable Building Solutions
‘SBS’ service to make sure we are at the
forefront of construction product supply for
a sector being asked to make deep cuts in
carbon emissions.
In 2011 we estimate that 6% (2010: 5%)
of our total profit was delivered by being
environmentally responsible. Despite
uncertainty remaining over the impact of
environmental regulation, we will expect to be
able to continue to grow this contribution faster
than our competitors giving us a sustainable
competitive advantage.
It is an occupational hazard of reporting
on environmental matters that measurement
bases and definitions of data are constantly
shifting as regulators, governments and
industries gradually evolve a more robust
approach. In this report we describe where
we have changed our approach in response
to these shifts, and also describe where we
believe we need to adopt fresh targets for the
future. The report is structured to cover our
environmental performance in four aspects
of Group – Environmental Management
Processes, Buying Responsibly, Operating
Responsibly and Selling Responsibly.
Environmental management
processes
Working with key stakeholders
We have identified three key themes where
we need to innovate, improve and sometimes
be disruptive in order to achieve our vision.
Our approach to these themes – responsible
buying, operating and selling – is supported
by our Non-Executive Environmental Advisory
Panel (NEEAP) and by other communications
with stakeholders. In 2011, we canvassed 44
views about our approach through a range of
channels.
We continue to believe that a collaborative
approach is important in delivering sustainable
change to the construction supply and home
improvement retail sectors. We have increased
the number of partners with whom we are
working to 13. Each of these partners offers a
skill, perspective or knowledge that we could
otherwise not access. Some of our important
partners are:
● Waste and Resources Action Programme
(‘WRAP’);
● The Carbon Trust;
● WWF;
● UK Forest and Trade Network;
● Constructing Excellence Wales;
● The Environment Agency;
● University of Salford;
● The Building Research Establishment (‘BRE’);
● Construction Products Association; and
● The British Retail Consortium.
Our NEEAP continues to challenge our
assumptions about the rate and complexity
of change and our perceptions of our own
performance. The composition of the panel has
evolved since its inception in 2009 and in 2011
we welcomed three new members, representing
our customers’ views, onto the panel.
We received 30 environmental complaints,
which have informed and will continue to inform
how we operate. The detail of these complaints
is included in the relevant sections below.
Improving measurement
As far as possible, we use the same data to
compile the KPIs reported here and in our
regulatory or voluntary submissions such as
the Carbon Disclosure Project (CDP), Forest
Footprint Disclosure Project (FFDP) or WWF UK
Forest and Trade Network annual report. Where
start and year-end periods differ, such as in
the Carbon Reduction Commitment Energy
Efficiency Scheme (‘CRC’) submissions, we
apply the same measurement methodology.
We use our sector knowledge and experience
to determine issues of materiality. For example,
we currently exclude, from our carbon
CCF has performed strongly during 2011
38
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reduction KPI, emissions of other green house
gases from air conditioning. Our KPIs are
compiled from measurable data when it is
available or estimates when not.
Lloyds Register of Quality Assurance (‘LRQA’)
verifies our annual environment report and their
assurance statement for this report is available
on our website at www.travisperkinsplc.com/
environment.
The introduction of a full years worth of data
from the BSS Group has made the compilation
of 2011 KPIs a little more challenging since
road and waste data in particular have had to
be estimated.
Setting ambitions
We are proud of what we have achieved in
2011:
● A 6% contribution to the Group’s profit;
● Significant improvements in our waste
management performance;
● Sourcing 91% of timber purchases by value
in our merchanting division from certified
well managed or controlled origins;
● The development and introduction of our
SBS; and
● An upper quartile placement in the CRC
performance league table.
For us to retain a sustainable competitive
advantage, deliver our vision and continue to
act responsibly we recognise the need and
intend to establish targets for our carbon
intensity, waste management performance
and contribution to profit from environmental
activity for the next 5 to 10 years.
Buying responsibly
Purchasing more certified
well-managed timber
We estimate the Group purchased 85% by
value of timber and timber-fibre products
in 2011 from supply chains that started in
certified well managed or controlled forests.
Whilst the proportion achieved in merchanting
increased, the retail contribution fell slightly,
largely due to increased sales of existing
uncertified flooring.
We have now improved the flooring range
so that in 2012 it will consist of material
predominantly sourced from certified well
managed or controlled forests. In 2011, we
Timber certification
Timber purchased by value
100%
05
06
07
08
09
10
11
11
%
5
2
%
1
2
%
6
2
%
6
2
%
4
3
%
4
2
%
8
2
50%
%
6
3
0%
%
9
4
0%
%
8
4
%
4
5
%
8
5
%
3
6
%
3
6
t
e
g
r
a
T
%
0
9
75
50
25
0
CO2 emissions
Corrected data and OECD sales defl ated fi gures
Tonnes CO2 per £m group sales
05
06
07
08
09
10
11
13
.
1
7
2
5
.
6
2
.
6
5
2
.
6
7
2
9
.
6
2
7
.
6
2
5
.
7
2
.
6
2
3
.
9
1
3
.
8
7
2
.
6
2
3
.
3
2
3
.
7
3
3
.
4
5
2
t
e
g
r
a
T
.
8
7
4
FSC: Forest Stewardship Council
OCS: Other certifi ed schemes
Energy
Transport
2005 data excludes Wickes timber fi gures
made good progress with our range of doors in
both retail and merchanting. Door ranges now
have significantly more certified options than
uncertified options. As a result of these two
initiatives, we expect to increase our proportion
of certified purchases in 2012.
In 2012, we will be checking that our
existing due diligence system meets the
detailed requirements of the EU Timber
Regulations, with which we will have to comply
by 2013. In partnership with the WWF, we
campaigned for these regulations, and welcome
their introduction. We anticipate opportunities
will arise from better-controlled local purchases
and a level playing field amongst first placers of
timber and timber products in the EU market.
Our target for 2012 is to ensure that all of
the timber products we place on the EU market
for the first time are credibly certified. By
2014, we expect all our timber and timber-
fibre product purchases to be from supply
chains that started in certified well managed or
controlled forests.
Controlling the environmental impact
of other products
The enquiry rate from our customers, for
products certified to BES 6001 (responsible
sourcing of construction products) remains
low and has not grown substantially over
2011. At the same time, there is a plethora of
customer facing schemes designed to promote
the environmental credentials of products.
The international standards bodies are acting
slowly, which is where we believe we should
step in to innovate to find the right solution.
We estimate that 40% of our supply chain
is already operating with ISO14001 certified
environmental management control and we
have requested that all our general merchant,
specialist merchant and retail suppliers adopt
this standard. We will make a similar request to
plumbing and heating suppliers in 2012.
Over 2011 we have worked with a couple of
partners to trial a measure of the environmental
impact of a product that is simple enough
to be repeated at scale and yet meaningful,
and therefore, useful to our suppliers, our
customers and ourselves. We have adopted
two approaches, one broad brush, which
aggregates all environmental factors into a
single score, the other, a narrower focus on
cradle to factory gate carbon dioxide emissions.
We intend to continue developing these
measures during 2012 before releasing them
for suppliers to adopt.
Getting more from less (resource efficiency)
In 2011, we continued to review our product
categories for opportunities to introduce
products with a higher recycled content, such
as Ecosand made from recycled glass. We
have also eliminated approximately 40 tonnes
of packaging from existing products by either
reduction or reuse. Although the tonnage
savings are relatively small, the changes made
during 2011 are forecast to save over 600
tonnes of packaging during the full calendar
year of 2012. We continue to work with WRAP
on home improvement product resource
efficiency.
We have not yet done enough work to be
able to quantify a target reduction in resource
use within our products, but recognise its
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growing importance. In 2012, we will be trying
to understand the best way of approaching
this area.
Operating responsibly
Reducing our energy consumption
and reducing road journeys
In 2011, we used approximately the same
amount of energy for heating and lighting
(241 MWh) as we did in 2010, despite the
acquisition of the BSS Group, which represents
a significant improvement in efficiency. In
addition, on a like-for-like basis, we increased
the number of deliveries we made to branches
from central warehouses and from branches
to our customers. In total, we consumed 14
million litres of fuel in 2011, 53% more than in
2010. As a result, the quantity of carbon dioxide
(CO2) that we account for increased by 48% to
104,000 tonnes. These increases are driven
by the expansion of our Group, and by our
supply chain product centralisation initiatives.
We estimate, although we cannot measure with
precision, that suppliers save more carbon from
product centralisation than we use in increasing
our central distribution activity.
Despite our absolute emission growth,
because of acquisitions, we are now a less
carbon intensive business than at any point
in the last six years. In 2011, 52.7 tonnes of
CO2 were emitted for every million pounds of
turnover we took, at 2005 prices. In 2010 the
equivalent measure was 60.4 tonnes and you
need to look back to 2007 for our previous
lowest intensity level of 53.1.
In 2012, we will benchmark carbon
performance between the acquired BSS
business, which has recorded better efficiency,
and the rest of the Group to exploit best
practice. Towards the end of 2011, we gave our
Merchant and Wickes branch managers visibility
of their electricity consumption patterns for the
first time and challenged them to cut out waste.
We are confident that, through this approach,
we will recover the cost of our CRC carbon
credits for the 2011 – 2012 financial year of
approximately £1m, by reducing our electricity
consumption by 8 – 10%.
Our vehicle fleet has grown by 50%, to
approximately 3,000 commercial vehicles,
Waste tonnage
Corrected data and OECD sales defl ated fi gures
Tonnes waste per £m yard and core sales
Environmental incidents and complaints
2009 restated to include timber chain of custody complaints,
omitted in 2010 report
05
06
07 08 09 10 11
14
30
05
06
07 08 09 10 11
11
60
0
.
1
7
.
1
15
8
.
2
1
3
.
6
5
.
30
0
3
7
.
7
8
6
.
9
.
1
2
6
.
9
1
0
.
8
1
4
.
8
1
3
.
3
1
0
9
.
6
4
.
0
t
e
g
r
a
T
2
2
.
5
0
1
0
1
7
1
0
55
6 4
7
1 3
2
3
5
6
2
t
e
g
r
a
T
0
Landfi ll
Recycling
Incidents
Complaints
mainly because of the purchase of the BSS
Group. In 2011, we replaced 330 commercial
vehicles with more efficient models.
We continued to increase the final destination
deliveries and internal distribution activity in
2011. Whilst we believe we increase the carbon
efficiency of these activities when we do them
in-house, they are counted as new emissions
against us and therefore do not reflect in our
KPI. Our internal modelling of supply chain
emissions is not yet sophisticated enough to
reflect the gains we believe we have made and
we cannot use this data to publically report on
all emissions across the supply chain.
We will continue to develop our modelling
capability of supply chain emissions to
establish a separate target for distribution and
property carbon dioxide equivalent emissions.
We believe that we are on track to meet our
2013 intensity reduction of 20% on 2005 levels.
Reducing waste to landfill
and increasing recycling
In 2011, we sent 79% less waste to landfill than
we did in 2005. We extended our waste back-
haul service to include paper, brochures, timber
and pallets. Branches and stores now routinely
segregate 18 waste streams and send back 9
different wastes to our distribution centres.
All the businesses support our drive
towards sector leading waste management
performance. By the end of 2011, we had
introduced the Group’s waste management
facilities from the supply chain to the BSS
businesses and will be developing this further
over 2012. By the end of 2011, most branches
and all stores had visibility of their own waste
reduction and recycling performance. In 2012,
the best performing sites will be able to operate
with neutral waste costs.
With the right support from the waste
management industry, we believe that zero
waste to landfill is achievable and cost effective
for our businesses. By 2014, we would expect
to have achieved a 90% reduction in waste
going to landfill on 2005 levels.
Operating without polluting
our local environment
We were not prosecuted for any environmental
offence in 2011, although we were involved in
19 environmental incidents, which we reported
to the competent authorities. Fourteen of these
were paint spills in transit, a result of taking on
the distribution of paint to our branches, which
had previously been done by our suppliers.
Supply chain teams have quickly understood
how to distribute paint more safely, but it is an
area we monitor in case further improvements
are required.
We are disappointed to have caused a
nuisance to our neighbours at four of our
branches over 2011, with one being issued
with an enforcement note. All the issues have
been satisfactorily resolved.
Unfortunately, oil or diesel from spills entered
nearby watercourses three times over the year.
We continue to provide spill kits to branches
and stores and train colleagues in their use.
We have an absolute target of zero incidents,
which we believe is achievable. The trend in
incidents reported over the last five years is
40
Jeanette Wakefi eld at Wickes Rushden
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“We have continued to invest in Wickes, taking the opportunity to acquire 13 new stores from the receiver of Focus”
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for numbers to rise roughly in proportion to the
number of sites from which we operate.
Reducing water use
In 2011, we used 88m3 of water per million
pounds of adjusted turnover, which is already
better, some two years earlier, than our 2013
target of 132.6 m3 per million pounds of sales.
The 37% reduction on the 2008 baseline year
was driven through our continuing leakage
detection programme. We will review our data
and set a new target during 2012.
monitoring if we are to retain the confidence
of our certification body and of our customers.
It is our assertion that we remain the multiple
merchant with the best coverage of product
and branches for chain of custody with every
Travis Perkins branch able to provide evidence.
We are pleased to report a 36% fall in the
number of customer complaints about this
aspect of our service delivery. Never the less,
18 unhappy customers is unacceptable and in
2012 we will work towards making responsible
timber supply second nature.
Environmental management system
We remain on track to bring the BSS Group
companies into the Travis Perkins ISO14001
Environmental Management System Certificate
in 2012.
In 2011, the Travis Perkins Group had a
30% equity interest in Toolstation. Toolstation
data has been included in the report on a
proportional basis.
Selling responsibly
Selling timber and timber products
Customers of our general merchanting
businesses are increasingly demanding
evidence that the timber and timber products
we sell are from well-managed sources.
We have continued to develop our internal
chain of custody procedures and have changed
the way our branches work to improve the
provision of evidence. The way we sell certified
well-managed timber will always require close
Reducing packaging use
We markedly improved the calculation of
merchant packaging volume in 2011 by
switching from category level estimates to
measured data, thereby reducing our estimate
of packaging used by more than 50%. Over the
course of 2012, we will adopt this approach
in the BSS businesses. This change in basis
of measurement means it is not easy to
determine meaningful data for any reduction
driven by our activities.
The reduction in the intensity of packaging
used has, in the main, been achieved through a
changed product mix following the acquisition
of the BSS Group. The product categories
sold by BSS have very little packaging. Taking
back significant quantities of pallets from
our customers’ sites is also contributing. We
estimate we reused or recycled 21,000 tonnes
of pallets in 2011.
Over 2012 we will be incentivising our
branches to recover more pallets from our
customers, as well as refining our measure of
packaging use. We will set out a 2017 target in
line with our other KPIs once we have achieved
an accurate measure of packaging used.
Product and service innovation
About 80% of the contribution that our
responsible environmental approach makes
to profit comes from having the right products
and services to meet the sustainability needs of
our customers, their customers and the policy
frameworks for sustainable construction.
We launched our Sustainable Business
Solutions service at the end of 2010 and in
2011 it incorporates a detailed set of solutions
that provide the right level of help, support and
expert technical assistance to the construction
industry. Our integrated approach provides
solutions to energy efficient building, renewable
energy projects and waste management.
In 2011, Travis Perkins Group sold
approximately 60km2 of insulation, had a range
of over 14 different types of renewable product
categories and took over £1.3 million in revenue
from our customer waste management offer.
Travis Perkins exhibited at Eco build in 2011
and will be there again.
Geoff Cooper
Chief Executive
21 February 2012
Benchmarx sales have increased by over 40%
42
Health & Safety Report
For the year ended 31 December 2011
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
Health & Safety (‘H&S’) is integrated into
everything we do, from the Group Board
to every colleague in every branch, store,
warehouse and office. Our underlying
philosophy is that all injuries are avoidable
and that everyone involved in our business
should return home safe and well at the end
of each day, every day. However, we do not
under-estimate the challenge of achieving this
in a group that now includes 17 businesses,
with a fully integrated supply chain, operating
from over 1,800 branches with over 23,500
colleagues making in excess of 10 million
deliveries per annum. We aim to be industry
leaders in our sector for the reduction and
elimination of injuries. During 2011, we
continued improving our standards, with the
leaders in each of our businesses continuing
to own and drive our Stay Safe culture change
programme.
Our group accident frequency rate (8.8 lost
time injuries per million hours worked), and
our group severity rate (0.14 days lost per
thousand hours worked) remained at similar
levels compared to the previous year. These
results include the BSS businesses for both
years for comparison purposes.
Stay Safe requires effective leadership, a
focus on the key risks in our business and
is simply summarised by the desire to have
everyone return home safely at the end of
each working day. We continue to develop our
Stay Safe programme in each business, in
order to achieve our vision of making injuries a
rare occurrence. We are putting considerable
emphasis on finding new ways to engage the
colleagues in our branches, to increase their
personal ownership of Stay Safe.
Health & Safety performance
and initiatives
Our improvement rate in 2011 has slowed
compared to prior years, however, the 10%
increase in minor injury reporting rates and
a 93% increase in near miss reporting rates
are both clear indicators of the high profile
we continue to place on transparency and
honesty in the reporting of incidents. The
relatively static year-on-year statistics we
have seen for group frequency and severity
rates do not truly reflect the great strides in
health and safety performance seen in many
of our individual group businesses, which are
highlighted later in this summary. Despite
these continuing improvements, we recognise
there is no quick fix to reducing injuries, and
this is very much ‘work in progress’ to make
injuries rare. We intend to further reduce the
frequency and severity rates over the next five
years, by continuing our focus on high-risk
aspects of our operations, and also by targeting
the working behaviour of our colleagues,
customers and suppliers.
External enforcement officer inspections
of branches continued to show a favourable
improvement in performance and standards,
with numerous complimentary letters received.
The Group received no legal notices in 2011,
for the second year running.
There have been numerous initiatives under
the Stay Safe development programme, led
personally by each business-unit management
Lost time injury frequency rate
Lost time injury severity rate
Lost time injuries per million man hours
Days lost per thousand man hours
20
10
0
09 10 11
6
.
0
1
7
.
9
8
.
8
GROUP
0.3
0.2
0.1
0
09 10 11
7
1
.
0
6
1
.
0
4
1
.
0
GROUP
team and supported by the group health
and safety team. The overall theme is one
of colleague engagement, with a focus on
improved communication, increased buy-in
from colleagues and personal ownership of
Stay Safe with more individual involvement.
Several on-going themes from 2010 were
further supported by new initiatives in 2011.
The Stay Safe quarterly newsletter remains
an important tool in the communication
campaign, along with regular presentations and
briefings for directors, managers and branch
colleagues on topics such as Stay Safe focus
groups, updated safe systems, safety bulletins,
and training DVDs.
‘Keep your feet on the ground’, an initiative
introduced during 2010, has gathered
momentum during the year, and is a great
example of involving colleagues, developing
their own ideas, to increase their personal
commitment to the Stay Safe programme.
Likewise, our modification of brick grab
equipment to facilitate the grabbing of bulk
bags was rolled out across the fleet, to remove
the need for drivers to climb onto vehicle beds
to attach bulk bags. These improvements alone
have reduced by 50% the number of incidents
involving work at height on the vehicle bed.
To maintain further the momentum of the
Stay Safe programme, a bespoke in-house
training programme, based around the
Institution of Occupational Safety and Health
(‘IOSH’) Managing Safely programme, has
continued for all operational directors and key
senior managers in support functions. This
has proven extremely successful in exploring
different personal strategies for achieving
culture change, and has also been developed
into a Stay Safe Leadership programme for
branch managers.
All businesses have continued to develop
their own approach to driving the Stay Safe
programme in 2011, including:
● The CCF ‘Line in the Sand’ engagement
programme has helped reduce their lost
time injury frequency rate by a further 10%
during 2011, (42% over the last 3 years);
● Keyline, similarly engaged with all branches
and colleagues to develop their ‘Don’t Walk
By’ programme, which helped reduce their
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“We aim to be industry leaders
in our sector for the reduction
and elimination of injuries”
lost time injury frequency rate by 28%
during 2011 alone;
● Group supply chain established steering
and implementation committees to help
drive ownership and support for the Stay
Safe programme. Numerous initiatives
including forklift truck ‘black box’ software,
pallet collars, near miss reporting pads,
observational safety sessions and IOSH
accredited training programmes have all
contributed to achieving a 50% reduction in
their lost time injury frequency rate over the
last three years;
● Travis Perkins in the South West, has
developed a Stay Safe support team for
drivers and yard teams, with drivers and
yard managers seconded to the team from
key branches across the region. The support
team have been spending their time out on
deliveries with drivers or in the yards and
warehouses, supporting the establishment
and sharing of good practice to drive
behavioural change;
● The Wickes national delivery service has
continued to expand massively, delivering
almost 10 million products in 2011.
Although dedicated training and support for
delivery hubs (1,500 training days in 2011)
has prevented further increases in driver
related injury levels during this period of
growth, Stay Safe for warehouse colleagues
and other store based activities remains a
high priority for 2012 to reduce the overall
injury levels.
These initiatives and many others across the
individual businesses are designed to increase
the personal ownership of Stay Safe and
engagement of colleagues.
In support of the business desire to increase
personal ownership and accountability amongst
regional and branch management teams,
the group safety team is being reorganised
to better reflect the divisional structure of
the Group. Consultations commenced at the
end of 2011 to move to a divisional business
partner structure based with the businesses,
supported by expert trainers and a central
call centre providing specialist advice to over
1,800 managers. This innovative approach
is intended to better support the Stay Safe
journey at all levels, driving personal ownership
and removing the potential for over-reliance
on field-based advisors, which carried a risk of
abdication of accountability at local level.
Group plc and group trading
board stay safe committees
Both established committees have continued
to drive and oversee the Stay Safe journey
following the format established over the last
few years. Further details of their composition
and terms of reference are available, on the
investor centre section of the company website.
In 2012, the format of these committees will
be reviewed to take account of the larger group
and divisional structure now in place.
Andrew Simon
Chairman, Plc Board Health & Safety Committee
21 February 2012
44
Adrian Osbourne and James Harrison at PTS Coventry
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
“PTS was named national builders merchant of the year”
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Directors
Chairman
Robert Walker was appointed as a non-executive director in
September 2009 and became Chairman in May 2010. He is
chairman of Americana International Holdings Ltd, a non-executive
director of Tate & Lyle PLC and has recently been appointed chairman
designate of Enterprise Inns plc. He was previously chairman of
W H Smith PLC, Williams Lea Group Ltd and BCA Europe and Group
Chief Executive of Severn Trent Plc. He spent over 30 years with
Procter & Gamble, McKinsey and PepsiCo and has also served as a
non executive director on a number of FTSE 100/250 boards.
He is Chairman of the Nominations Committee and a member of the
Remuneration and Health & Safety Committees.
Chief Executive
Geoff Cooper joined the Company in February 2005 and was
appointed Chief Executive on 1 March 2005. He is a chartered
management accountant and worked in management consultancy
before joining Gateway (now Somerfield plc) as Finance Director
in 1990. In 1994 he became Finance Director of UniChem plc,
subsequently Alliance UniChem plc (which later became part of
Alliance Boots plc), where he was appointed Deputy Chief Executive
in 2001. He is non-executive Chairman of Dunelm Group Plc. He is
Chairman of the Executive Committee.
Finance Director
Paul Hampden Smith is a chartered accountant and joined Sandell
Perkins in 1988. Following the merger with Travis & Arnold, he was
appointed regional finance director. In 1992, he became Finance
Director of Travis Perkins Trading Company Limited and was
appointed Finance Director of Travis Perkins plc in 1996. He is a
non-executive director of Redrow plc.
Deputy Chief Executive
John Carter joined Sandell Perkins as a management trainee in 1978.
He held a number of regional management positions, before being
appointed Managing Director, Operations in 1996, and a director of
Travis Perkins plc in July 2001. He became Chief Operating Officer
in February 2005 and was appointed Deputy Chief Executive in
December 2011. He is a member of the Health & Safety Committee.
46
Non-executive Directors
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
Ruth Anderson was appointed as a
non-executive director in 2011. She is a
chartered accountant and held a number of
positions in KPMG (UK) from 1976 to 2009,
being a member of its board from 1998 to
2004 and Vice Chair from 2005 to 2009.
She is a non-executive director of Ocado
plc. She is a member of the Audit and
Health & Safety Committees.
Chris Bunker was appointed as a
non-executive director in 2004. He is a
chartered management accountant and was
Finance Director of Thames Water plc, from
2000 until March 2004. He was previously
Finance Director of Tarmac PLC and
Westland Group PLC. He is a non-executive
director of D S Smith Plc and formerly
was a non-executive director of Mowlem
plc, Baltimore Technologies plc and Xansa
PLC. He is the Senior Independent Director
and Chairman of the Audit Committee
and a member of the Nominations and
Remuneration Committees.
John Coleman was appointed as a
non-executive director in 2005. He is a
chartered management accountant and
Chairman of AGA Rangemaster Group
plc. He has previously been Chairman of
Holiday Break plc, Chief Executive of House
of Fraser plc and Chief Executive of Texas
Homecare and of a number of businesses
within Burton Group PLC. He is a member
of the Remuneration, Audit and Nominations
Committees.
Philip Jansen was appointed as a
non-executive director in April 2009. He
is Group Chief Executive of Brakes Group,
and a senior advisor to Bain Capital,the
private equity group. He is also a trustee
of the charity, Wellbeing of Women. He has
previously been Group Chief Operating
Officer and Chief Executive of Europe for
Sodexo, Chief Operating Officer of MyTravel
plc and Managing Director, Consumer
Division of Telewest Communications PLC.
He has also held senior positions with
Procter & Gamble and Dunlop Slazenger
Group. He is a member of the Remuneration
Committee.
Andrew Simon O.B.E. was appointed
as a non-executive director in 2006. He
is a non-executive director of Finning
International Inc. (Canada), Management
Consulting Group plc, SGL Carbon
SE (Germany), Exova Group plc, Icon
Infrastructure Management Limited
(Guernsey) and British Car Auctions. He was
previously Deputy Chairman of Dalkia plc,
Chairman and / or Chief Executive of Evode
Group plc and has also held non-executive
directorships with Severn Trent Plc, Ibstock
PLC, Laporte Plc, Associated British Ports
Holdings PLC, and Brake Bros Holdings Ltd.
He is chairman of the Remuneration and
Health & Safety Committees.
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Corporate Responsibility Statement
For the year ended 31 December 2011
The Company has not produced a separate
corporate responsibility statement in the report
and accounts since it believes these matters
are sufficiently important to receive the personal
attention of individual directors rather than risking
less focus through the exercise of collective
responsibility. Instead, full details of those areas
normally covered by such a report are contained
either in the reports of the directors responsible
for such matters, or in a separate report, as
explained below:
Health & Safety:
Non Executive Director, Andrew Simon,
Health & Safety report on pages 43 and 44;
Supply chain:
Deputy Chief Executive, John Carter’s review of
the year;
Employees:
Deputy Chief Executive, John Carter’s review of
the year; and
Environment:
Chief Executive, Geoff Cooper,
Environment report on pages 38 to 42;
Community relations:
Chief Executive, Geoff Cooper’s review of
the year.
The Board takes into account, environmental,
social and governance matters in its conduct
of the Company’s business. The Board believes
that it has adequate information to identify and
assess the major environmental, social and
governance risks and as part of the system of
internal control receives reports on the risks
associated with these matters. The Board has
received briefings on such matters during 2011.
Robert Walker
Chairman
21 February 2012
Committees and Professional Advisers
Secretary:
A. S. Pike
Audit committee:
C. J. Bunker (Chairman), R. Anderson,
J. Coleman
Remuneration committee:
A. H. Simon (Chairman), C. J. Bunker,
J. Coleman, P. Jansen, R. Walker
Nominations committee:
R. Walker (Chairman), C. J. Bunker,
J. Coleman
Health & Safety committee:
A. H. Simon (Chairman), R. Anderson,
J. P. Carter, R. Walker
Executive committee:
G. I. Cooper (Chief Executive and Committee
Chairman),
J. P. Carter (Deputy Chief Executive),
P. N. Hampden Smith (Finance Director),
N. G. Bell (Group Development Director),
J. Bird (Chairman, Consumer Division),
A. J. Davidson (Chairman, Specialist Merchanting),
C. Kavanagh (Group HR Director),
M. R. Meech (Group Property Director),
J. Mescall (Chairman, General Merchanting),
A. S. Pike (Company Secretary & Lawyer),
R. D. Proctor (Supply Chain Director),
P. Tallentire (Chairman, Plumbing & Heating
Division)
Investment Bankers/Advisors:
HSBC Bank plc, Nomura International plc
Corporate broker:
Citibank,
Credit Suisse
Bankers:
The Royal Bank of Scotland plc,
Barclays Bank plc,
Lloyds TSB Bank plc
Solicitors:
Slaughter and May, London,
Linklaters LLP, London,
Clifford Chance LLP, London,
Hewitsons LLP, Northampton
Auditors:
Deloitte LLP, London
Registrars:
Capita Registrars, Beckenham
48
Corporate Governance
For the year ended 31 December 2011
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
UK corporate governance code
This explains how the Company has applied
the principles, and the extent to which it has
complied with the provisions of, the new UK
Corporate Governance Code (‘the Code’) in 2011.
We do so by reference to the five main sections
of the Code.
of those budgets and long-term objectives.
Legislative, environmental, health and safety and
employment issues are also considered. The
Board has also approved a written statement of
the division of key responsibilities between me,
as Chairman, and the Chief Executive; and again
we review this annually.
Hopefully, this will provide better background
The Company maintains appropriate directors
information and context to the way the Board
is governed, and less ‘boiler-plate’ than in past
years.
& officers’ insurance in respect of the risk of
claims against directors. This is reviewed on a
regular basis.
1. Leadership
The Company is governed by a board of
directors, of which I am Chairman. In addition
there are three executive and five non-executive
directors. Geoff Cooper is Chief Executive and
Chris Bunker is the Senior Independent Director.
Ruth Anderson, (who joined the Board in October
2011), John Coleman, Philip Jansen and Andrew
Simon are also independent non-executive
directors.
The Board has a schedule of matters
reserved to it, which is reviewed annually.
Its key responsibilities are for overall group
strategy, policy on corporate governance,
approval of expansion plans and major capital
expenditure, consideration of significant financial
and operational matters and the Company’s
exposure to key risks. It also reviews the strategy
of the individual businesses, their annual
budgets and progress towards the achievement
Communication
As Chairman, I take care to ensure that each
director is able to make an effective contribution
within an atmosphere of transparency and
constructive debate. I agree the agenda for board
meetings in conjunction with the Chief Executive
and the Company Secretary. Agendas are based
upon an annual plan, but also include matters of
particular interest or concern to the Board at any
particular time.
I discuss the meeting papers with any director
who is unable to attend a meeting, to obtain that
director’s view prior to the meeting. I also monitor
the information provided to the Board to ensure
it is sufficient, timely and clear, and from time
to time, the board reviews the adequacy of this
information.
I email all the non-executive directors in
advance of board meetings, to suggest the key
issues and high priority matters for particular
discussion during the meeting; this also helps the
directors to prepare, as they read the papers in
advance of the meeting.
I maintain regular direct contact with the
executive directors and keep the non-executive
directors informed of material developments
between board meetings. I held three meetings
during the year with all the non-executive
directors, without the executive directors being
present. Finally, and consistent with normal
practice these days, I have regular weekly
meetings with the Group Chief Executive and
meet from time to time throughout the year
with the Finance Director and the Deputy Chief
Executive.
Board meetings
We held thirteen Board meetings in 2011, two
meetings were dedicated to consideration of the
Company’s long-term strategy. Five meetings
either included visits to parts of the Company’s
operations or included presentations by senior
executives on their areas of responsibility.
Individual visits to operational sites by
non-executive directors also took place (see
non-executive mentoring below). In addition to the
regular board meetings, key financial information
is circulated to directors outside of meetings.
The number of board and committee meetings
attended by each director (in whole or in part)
during the year was as follows:
Number of meetings
Attendances:
R. Anderson1
C. J. Bunker
J. P. Carter
J. Coleman
G. I. Cooper
P. N. Hampden Smith
P. Jansen2
A. H. Simon
R. Walker
PLC Board
No.
Audit
No.
Remuneration
No.
Nomination
No.
Health & Safety Executive
No.
No.
13
3
13
13
12
13
13
13
13
13
5
1
5
2
5
-
5
5
1
5
6
-
6
-
6
6
-
1
6
6
3
1
3
-
3
3
-
3
3
3
3
1
-
3
-
-
-
-
3
3
11
-
-
11
-
11
11
-
-
-
1 Appointed to the Board in October 2011.
2 Retired from Audit Committee and appointed to Remuneration Committee in December 2011.
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Corporate Governance
Board committees
We have five board committees: the Audit
Committee, the Remuneration Committee, the
Nominations Committee, the Health & Safety
Committee and the Executive Committee, which
operate within defined terms of reference, which
we review annually. These are available on the
Company’s website or may be obtained from the
Company Secretary. The minutes of committee
meetings are circulated to all the Directors.
The Executive Committee is chaired by the
Group CEO and its members are listed on page
48. Other executives are invited to attend from
time to time in relation to specific matters. The
main purpose of this Committee is to assist the
executive directors in the performance of their
duties in relation in particular to:
● Strategy, operational plans, policies,
procedures and budgets;
● The monitoring of operational and financial
performance;
● The assessment and control of risk;
● The prioritisation and allocation of resources.
2. Effectiveness
The Board is satisfied that I and the five
non-executive directors are all independent. In
particular, none of the specific circumstances set
out in Code provision B.1.1 apply. Appointments
of new directors are made by the Board on the
recommendation of the Nominations Committee.
I chair that Committee and the other members
are independent non-executive directors.
In the past year, we have expanded the
remit of the Committee to include a broader
HR and succession agenda across the senior
management layers of the Group. This has
worked particularly well and a full report of the
Committee’s work in 2011 is on page 67.
Appointment terms
With regard to the appointment of non-executive
directors, our policy is to recruit people of the
highest calibre, with a breadth of skills and
experience appropriate for the Company’s
business. Non-executive directors are appointed
for a period of three years, at the end of
which the appointment may be renewed by
mutual agreement. It is the Board’s policy that
non-executive directors should generally serve
for six years (two three-year terms) and that any
term beyond this should be subject to a rigorous
review. This review takes into account both the
need for progressive refreshing of the Board, and
the particular requirements of the Company at
the time of the possible extension.
Non-executive directors do not have a service
contract, but each has received a letter of
appointment. These appointments expire on the
following dates, and the length of service at that
date is also shown.
Ruth Anderson October 2014 (3 years)
Chris Bunker May 2013 (9 years, 4 months)
John Coleman February 2014 (9 years)
Philip Jansen April 2015 (6 years)
Andrew Simon February 2015 (9 years)
Robert Walker September 2012 (3 years)
The letters of appointment will be available for
inspection at the Annual General Meeting.
Induction
The Board has an induction process for new
directors, which is facilitated by the Company
Secretary. I ensure that all directors receive
appropriate training on appointment and then
subsequently as required, taking into account the
need to update their skills and their knowledge of
the Company’s business. Non-executive directors
are also regularly provided with information
on forthcoming legal and regulatory changes
and corporate governance developments, and
briefings on the key risks facing the Company,
including those identified in the Corporate
Responsibility statement on page 48.
All directors have direct access to the
Company Secretary and may take independent
professional advice in the furtherance of their
duties if necessary.
Non-executive mentoring
Travis Perkins has a long tradition of maintaining
close contact between the Board, management
and employees. Part of the feedback from the
Board’s internal evaluation of its performance in
2010 suggested this contact had slipped, due to
the work involved in securing the BSS acquisition
and the subsequent long-winded and inefficient
OFT clearance process. As a response, in 2011,
we trialled a new approach to involving our
non-executive directors (including myself) more
closely with the individual businesses. At the
start of the year, each non-executive director
was allocated two of the Group’s businesses
to mentor throughout the year. The mentoring
process was each non executive directors’
choice, but involved a programme of contact
and meetings with the management of those
businesses and a number of site visits. The
intention was to get each non-executive more
involved in better understanding our businesses,
their people and strategies, and thereby bring a
fresher and more independent viewpoint to their
meetings.
We reviewed the progress of this initiative
through the course of the year and have decided
to extend it for 2012, rotating the allocation of
businesses and including the central functions
(HR, Supply Chain, Property etc.) in the exercise.
Evalution of performance
During the year, the Board undertook an
evaluation of its performance and the
performance of its committees and the individual
directors. The Board’s policy is to engage an
external facilitator to assist this process at
least every three years, and in 2011, the Board
appointed Egon Zehnder in this role, since they
had conducted a thorough external evaluation
four years earlier and there was no conflict of
interest with the Company. The Board firmly
believes that search firms are better equipped to
perform this work than individual consultants.
Egon Zehnder conducted interviews with each
director and the Company Secretary separately.
These interviews formed the basis of a report,
which Egon Zehnder presented to the Board in
October. The conclusion, following an extensive
discussion of the report by the Board, was that
overall the Board operated very effectively.
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T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
However, following discussion of suggestions
for improvement, the Board will focus on a
number of areas in 2012, to improve further its
performance. Those areas are:
● Continued monitoring of succession planning,
both at board and senior executive level;
● In addition to non-executive director
mentoring, increased attendance at board
meetings by senior executives;
● More use of external expertise to improve the
Board’s knowledge. E-commerce was an area
particularly emphasised.
In 2012, the Board will conduct an internal
review of its performance.
Re-election
From the 2012 AGM, all directors will submit
themselves for re-election every year. As a result
of the board evaluation exercise, as Chairman
I am satisfied that each director continues to
show the necessary level of commitment to the
Group, and has sufficient time available to fulfil
his or her duties, to justify their re-election. The
other directors, in a process led by the Senior
Independent Director, have reached a similar
view in regard to my own re-election.
The Board believes that there is presently
a blend of skills and experience among the
non-executive directors, which is appropriate
for the Group. In profiling the skills required
for the Board, we emphasise experience in the
merchanting sector, retail and consumer goods
experience, capital project and M&A evaluation
and exposure and experience of international
markets; as well of course, as the required
financial control and accounting background.
In particular, the Group will benefit from the
recent addition of Ruth Anderson, whose financial
and accounting experience will aid the planning
for Chris Bunker’s retirement in 2013. In order to
secure Ruth’s addition to the Board, we created
an additional Board seat.
3. Accountability
A review of the performance of the Group’s
businesses and the financial position of the
Group is included in the reports of the Chief
Executive, the Deputy Chief Executive and
Finance Director set out on pages 14 to 34. The
Board uses them, together with my statement on
pages 12 and 13 to present a full assessment
of the Company’s position and prospects, its
business model, and its strategy for delivering
that model. The Directors’ responsibilities for
the financial statements are described on page
72. Their consideration of the Group as a going
concern is dealt with in the Finance Director’s
report on page 34.
Internal control
The Board is responsible for the Group’s
system of internal control and for reviewing its
effectiveness. In the design of the system of
internal control, consideration has been given
to the significant risks to the business, the
probability of these risks manifesting themselves
and the most cost effective means of controlling
them. The system manages rather than eliminates
risk and therefore can only provide reasonable,
and not absolute, assurance against material
misstatement or loss.
The day-to-day operation of the system of
internal control has been delegated to executive
directors and senior management, but the
effectiveness of the system is regularly reviewed
by the Audit Committee and the Board in a
process that accords with the Turnbull Guidance.
Risk assessment
The Board and the Executive Committee
receive regular reports on specific areas
of risk and the results of Internal Audit
reviews. If appropriate, these reports include
recommendations for improvement in controls
or for the management of those risks. Measures
to integrate risk management processes into
the Group’s operations, to extend awareness
of the importance of risk management and
to ensure that recommended improvements
are implemented, are regularly reviewed and
refreshed. Senior executives are asked, twice
a year, to confirm the adequacy of internal
controls in their areas of responsibility, identify
any control weaknesses, and to confirm the
accuracy and completeness of information given
to the directors and to the external auditors.
This process was extended further through the
management structure in 2011.
As regards the Board’s evaluation of the
risks associated with the business, the Board
addresses this in two particular ways:
● At each board meeting a rolling update of
major risks assessed by the executive teams
is reviewed for relevance, standard of controls
and accountabilities.
● A new initiative this year, at the suggestion of
the Group Chief Executive, was to evaluate
each quarter a list of ‘things that are keeping
us awake’, including potential ‘black swan’
(or unexpected) risks that the Group might
encounter. Amongst the comprehensive and
sometimes voluminous reports the Board
receives, this new process has worked
exceptionally well in that it has focussed
attention on the main risks we face and is now
a regular feature of the Board agenda.
The Group has systems and procedures in place
to manage and control the risks associated
with financial reporting and the preparation of
consolidated accounts. This includes experienced
and qualified personnel preparing the
consolidation and review by senior management.
In conjunction with the Audit Committee, the
Board has carried out an annual review of the
overall effectiveness of the system of internal
control and risk management procedures, during
the year and up until the date of approval of this
annual report.
Audit committee and auditors
The Board has established an Audit Committee
consisting of three independent non-executive
directors. Its terms of reference and a description
of its work in 2011 are contained in its report
which is set out on pages 53 to 55.
4. Remuneration
The Board has established a Remuneration
Committee consisting of the Chairman and
four independent non-executive directors. Its
responsibilities include remuneration policy, a
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Corporate Governance
review of the performance of executive directors
prior to determining their remuneration and the
approval of incentive arrangements, including
performance criteria. The remuneration of the
non-executive directors is determined by the
Board as a whole, except that the Remuneration
Committee makes a recommendation in respect
of the Chairman’s fee. No director plays a part in
the discussion about his own remuneration.
The Committee’s terms of reference and a
description of its work in 2011 are contained in
its report which is set out on pages 56 to 66.
5. Relations with shareholders
The Company encourages two-way
communication with both its institutional and
private investors and responds promptly to all
enquiries received. In 2011, the Chairman, the
Senior Independent Director and the executive
directors, either separately or together, attended
a number of meetings with analysts, and with
shareholders representing circa 60% of the
issued share capital. In particular, a strategy
presentation, combined with a visit to some
key Group premises, was held for analysts
in May 2011. We also make it clear that the
Senior Independent Director is available as a
direct contact for shareholders, if they wish. The
Chairman and executive directors report to the
Board on any meetings with shareholders or
analysts. In addition, written reports about the
Company by analysts or brokers are circulated to
all directors.
During 2011, and starting shortly after
the AGM, I had a series of meetings with the
Company’s main shareholders. The timing was
deliberate, and allowed the Board significant time
before the following year’s AGM to both consider
and respond to issues raised by shareholders.
In addition, the intention was to speak with the
group’s top 18 or so investors, in order to ensure
as many views as possible are canvassed; given
current market volatility, it is quite possible that
a smaller shareholder one year will become
a major shareholder the following year. This
process hopefully ensures that their views will
have been taken into account.
As well as sending the annual report to
shareholders, during the year, the Company
published its interim results on its website,
issued two interim management statements,
and one further trading update. All shareholders
receive at least twenty working days notice
of the Annual General Meeting at which all
directors are available for questions and a
short business presentation takes place. Each
substantive issue is the subject of a separate
resolution. I announce the numbers of proxy
votes for and against each resolution at the
meeting, after the voting has taken place, and
these numbers are subsequently published on
the Company’s website.
Corporate governance
compliance statement
I am pleased to report that the Company
has complied throughout the year ended 31
December 2011 with the provisions set out in
the Code.
Robert Walker
Chairman
21 February 2012
52
Audit Committee Report
For the year ended 31 December 2011
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
As Chairman of the Audit Committee, I set out
below our report on its operation and activities
in 2011, which particularly included financial
oversight of the BSS Group integration. During
the year, I was pleased to welcome Ruth
Anderson as member of the Committee, a role to
which she brings extensive financial experience.
Role of the audit committee
The Committee is primarily responsible for:
● The integrity of the financial statements of
the Company and any formal announcements
relating to the Company’s financial
performance, and reviewing significant
financial reporting judgments contained
therein;
● Reviewing the Company’s internal financial
controls and its internal control and risk
management systems;
● Monitoring and reviewing the effectiveness of
the Company’s internal audit function;
● Reviewing the audit plans of the external
auditors and for monitoring the conduct of the
audit;
● Reviewing the external auditors’ independence
and objectivity and the effectiveness of the
audit process, taking into consideration
relevant UK professional and regulatory
requirements;
● Reviewing and implementing the Company’s
policy on the engagement of the external
auditors to supply non-audit services, taking
into account relevant guidance regarding the
provision of non-audit services by an external
audit firm;
● Making recommendations to the Board, for
a resolution to be put to the shareholders in
relation to the appointment and remuneration
of the external auditors.
After each meeting, I report to the Board on the
work of the Committee, identifying any matters
where it considers that action or improvement is
needed, and make recommendations as to the
steps to be taken.
The Committee’s full terms of reference
are available on the Company’s website, or on
request to the Company Secretary.
Composition of the audit committee
I was Chairman, and John Coleman was
a member, of the Committee throughout
2011. Philip Jansen was also a member until
December 2011, when Ruth Anderson joined
the Committee following her appointment to
the Board in October 2011. All members of the
Committee are considered to be independent
and have considerable financial and commercial
experience from a variety of corporate
backgrounds. The Company Secretary is
secretary to the Committee. The Board considers
that both I and Ruth Anderson have the recent
and relevant financial experience required by the
UK Corporate Governance Code (see also the
board profiles on pages 46 and 47).
Meetings and attendance
The Committee held five meetings during 2011,
and attendance at the meetings is shown on
page 49. I also invited the Group Chairman, the
Chief Executive, the Finance Director, the Deputy
Chief Executive, the Group Financial Controller,
the Director of Business Risk and Assurance and
the external auditors to attend the meetings. At
each meeting I gave the external auditors and
the Director of Business Risk and Assurance the
opportunity to discuss with the Committee, any
matters which they wished to raise without the
presence of management. In addition, during
the year, I held a number of meetings with the
Director of Business Risk and Assurance and
with the external auditors, without management
being present. Committee members meet
regularly with operational and functional staff
throughout the year and participate in relevant
technical update programmes. I am satisfied that
the Committee received sufficient, reliable and
timely information from management to enable it
to fulfil its responsibilities during the year.
Main activities of the
committee during the year
At our meeting in February, the Committee
reviewed the annual financial statements
of the Company taking into account regular
management accounting information and reports
from the internal auditors on internal control
matters and from the external auditors on the
conduct of their audit, their review of accounting
policies, areas of judgment in the financial
statements and their comments on statements
concerning risk and internal control. A similar
review was undertaken at the July meeting when
the interim statements were considered. At these
and our other meetings the Committee also
reviewed:
● Progress with regard to the financial
integration of the BSS Group and key
accounting assumptions and judgements
related thereto, including the fair value of the
assets acquired;
● The plans for restructuring of the Group
Finance function in the light of the growth of
the Group;
● The Group’s systems for accounting for
rebates on product purchases, and stock
management;
● The policies and training which had been
implemented in respect of the Bribery Act;
● The internal controls for the new office in
China;
● The Group’s tax planning;
● Proposed revisions to the Group’s segmental
reporting following the BSS acquisition;
● An evaluation of the Committee’s work carried
out as part of the Board evaluation process
referred to on page 50; I subsequently
reported to the Board on this evaluation;
● The Committee’s terms of reference; no
changes were recommended to the Board;
● Any comments received on its 2010 report
from institutional investor bodies;
● The effectiveness of the system of internal
financial control and the system for monitoring
and reporting on risks faced by the Group
taking into account regular reports received
from financial management, internal and
external auditors;
● The terms of reference, strategy, staffing,
processes and effectiveness of the internal
audit department taking into account the
results of a survey amongst stakeholders;
● The status of actions taken in response to
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Audit Committee report
recommendations arising from internal and
external audit work;
● The effectiveness of the Group’s
‘whistleblowing’ policy;
● The policy on engagement of the external
auditor for non-audit work, as referred to
below, and the policy on the employment of
anyone previously employed by the external
auditor;
● The plans presented by the external auditor for
conduct of the year-end audit and half-year
review including the related risk analyses,
terms of engagement, fees and letters of
representation;
● The effectiveness, independence, and
objectivity of the external auditor, taking
into account written assurances provided
by Deloitte LLP, with regard to its quality
and independence controls, and its ethical
standards, together with the results of a
survey of stakeholders and the annual report
of the Audit Inspection Unit;
● The Group’s accounting policies, forthcoming
changes to International Financial Reporting
Standards and other regulatory changes and
various guidance notes issued by the Financial
Reporting Council;
● The effectiveness of the Group’s policies and
processes for fraud prevention.
No matters of material significance were
identified by the auditors during the year and
there were no material audit-related matters that
were discussed with investors.
Two members of the Committee are also
members of the Remuneration Committee.
The Audit Committee is satisfied that the
Group’s remuneration policies are compatible
with a robust control environment and good
stewardship.
The key areas of risk and sensitivity, the
major accounting policies, and the principal
assumptions with regard to fair values are
described in the Annual Report and notes to
the accounts. The Committee reviewed these
during the year, taking into account relevant
external advice, and was satisfied that they were
appropriate.
External auditors
We place great importance on the effectiveness
and independence of the external auditors
and, together with them, are careful to ensure
their objectivity is not compromised. At our
October meeting, the auditors presented to the
Committee their plans for the forthcoming audit
together with details of their proposed fees
and how they ensure that their objectivity and
independence are not compromised. Deloitte
LLP (or its predecessor firms) is a leading
international audit partnership, and was first
appointed as auditor to Group companies more
than 30 years ago. There are no contractual
restrictions on the Group with regard to their
appointment. In accordance with professional
standards, the partner responsible for the audit
changes every 5 years; the last change occurred
in 2010.
The Committee considers that Deloitte provide
a high quality, efficient and cost effective audit
service. Accordingly, following our February 2012
meeting at which we reviewed the 2011 audit
process, the Committee recommended to the
Board that resolutions be put to shareholders
at the Annual General Meeting for the
re-appointment of the external auditors, and to
authorise the Directors to fix their remuneration.
One of the Committee’s responsibilities is
to ensure compliance with the Board’s policy
in respect of services provided by, and fees
paid to, the auditors. Audit fees, which are
regularly compared with peer companies by
the Committee, are initially negotiated by the
Finance Director, but are then approved by
the Committee. The policy in relation to other
services that could be provided by the external
auditors, which has been approved by the Board,
can be summarised as follows:
General principles
There is a presumption against the external
auditors providing non-audit services and they
should only be selected for such work where its
nature makes it more timely and cost effective to
select advisors who have a good understanding
of the Group or the work is of a particularly
confidential or specialist nature. The external
auditors should not provide non-audit services
where either the nature of the work or the extent
of such services might impair their independence
or objectivity. Any engagement of the external
auditors for non-audit work with a fee over
£25,000 requires my approval.
Areas of work
The policy sets out certain non-audit services
where it would be usual to engage the external
auditors, such as regulatory reviews and some
tax services, and those where their engagement
is not permitted, such as work relating to the
design of financial information systems. I am
consulted in relation to any proposed work not
covered by the list.
Value of work
Non-audit services require approval as follows:
● Up to £5,000 – no formal approval is required
provided the work is permitted under the list
referred to above;
● £5,000 to £25,000 – Group Finance Director;
● £25,000 to £50,000 – Group Finance Director
and Committee Chairman;
● £50,000 and above – Group Finance
Director and Committee Chairman following a
competitive tender.
Formal approval by the Committee is also
required if the aggregated level of forecast fees
for non-audit services exceeds 50% of the
statutory audit fee.
Reporting
The Group Finance Director reports twice yearly
to the Committee on fees for non-audit services
payable to the auditors.
As shown in note 5 to the accounts, during
the year the Auditors were paid £401k (2010;
£404k) for audit-related work, and £299k (2010:
£689k) for non-audit work.
The principal item of non-audit fees was
£182k related to specialist taxation advice
associated with the acquisition of BSS Group
plc. In addition, non-audit fees included a
review of the interim statements and audit work
54
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undertaken in respect of US private placement
notes issued by BSS prior to acquisition. In
view of Deloitte’s detailed understanding of the
Group’s operations and accounting policies,
and being mindful of future Auditor reporting
obligations, the Audit Committee decided that
it was appropriate for Deloitte to undertake this
work. In addition, £119k (2010: £514k) of fees
was paid to other accounting firms for non-audit
work.
The Committee understands that the total
fees paid by the Group to Deloitte in 2011
amount to less than 0.03% of Deloitte’s UK
fee income and considers that the Auditors
independence has not been impaired by the
non-audit fees paid in 2011.
Internal audit
As well as its reviews of the internal audit
department’s strategy and processes, as
described above, during its meetings in 2011,
the Committee received presentations from
the Director of Business Risk and Assurance,
about the results of work undertaken by the
department, and approved its risk-based plans
for work in 2012. Taking into account the results
of a stakeholder survey and other reports,
the Committee was satisfied with the overall
effectiveness of the internal audit function.
Overview
As a result of our work during the year, and
taking into account the result of the Board and
Committee evaluation process described on page
50, the Committee has concluded that it has
acted in accordance with its terms of reference
and has ensured the independence, objectivity
and effectiveness of the external and internal
auditors. The Committee has also concluded that
the Group’s internal control and risk management
systems were effective during the year.
I will be available at the Annual General
Meeting to answer any questions about the work
of the Committee.
Chris Bunker
Chairman, Audit Committee
21 February 2012
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Directors’ Remuneration Report
For the year ended 31 December 2011
Introduction
This report sets out the Group’s remuneration
policies for its directors and senior executives
and describes how those policies are applied in
practice.
of stretch has increased yet further. In 2011,
long-term incentive awards made in 2008 under
the Performance Share Plan (‘PSP’) did not vest,
but we anticipate that there will be partial vesting
in 2012 of the PSP awards made in 2009.
Unaudited information
Remuneration committee
chairman’s statement
Executive remuneration is a high profile issue
and the Remuneration Committee welcomes
the accountability and transparency that
shareholders and the public expect. The
increasingly complex nature of executive
remuneration requires Committee members to
keep themselves abreast of developments and
to obtain high quality, independent advice on a
range of issues.
In 2011, the Committee undertook a review
of its external advisers and decided to appoint
PWC LLP as its main advisor replacing Hewitt
New Bridge Street. We are working with our new
advisors on a review of executive remuneration
to ensure that it continues to provide value for
shareholders whilst retaining and motivating top
quality executives.
● Remuneration should be competitive and
contribute to the delivery of short and long-
term shareholder value;
● Remuneration should contain significant
performance related incentive elements;
● All colleagues should be able to share in the
success of the Group through participation in
both annual bonus schemes and longer term
share plans.
The Committee is delighted that more than 2,100
colleagues benefited from a record pay-out
of more than £17 million under the group’s
Sharesave Scheme. In addition to this, executive
share options vested for more than 100 senior
managers.
Our executive directors are entitled to awards
of up to 75.9% of their maximum potential
under the Annual Bonus Plan as a result of the
Group meeting the targets set for 2011, (which
are described in more detail later in this report).
These targets were set at a more stretching
level in 2011, evaluated by considering the likely
value of risks and opportunities pertaining to the
Group’s annual budget. In 2011, the net risks
were valued at the outset of the year at a higher
level than in previous years. In 2012, the level
Future developments
The Committee plans a full review of executive
remuneration in the Group. We have retained
broadly the same structure for 6 years and
believe that, with the expanded group following
the BSS acquisition now more settled, we should
plan for the next stage of our development to
ensure that remuneration continues to support
our aim to build sustainable shareholder value
and give our senior managers opportunities to
share in our success.
It is vital that both our short and long-term
incentives reward our leaders in maintaining the
focus on the strategies described earlier in the
Chief Executive’s section of the report on page
20. The goal, for each of our mature businesses,
is that they equal the highest operating margin
and return on capital of any business operating
in their segment. We will ensure that any future
changes to our short and long-term incentive
arrangements continue to encourage the right
economic behaviour and allow all colleagues to
participate in the financial success of the Group.
Whilst we have already taken time to discuss
the implications of the ABI guidelines, the
current political and public scrutiny of executive
remuneration may lead to new legal or regulatory
requirements for companies. We do not know yet
what the impact of these will be and we welcome
calls for transparency and more dialogue with
shareholders. The shareholdings of our senior
executives give them much more alignment with
the interest of shareholders. We would like to
build on this and encourage more colleagues in
the Group to become long-term shareholders.
We are also very much mindful of our duty to
appoint and retain top quality executives in order
to build on our management strength across all
Group businesses.
Continuing to ensure appropriate pay and
reward relativities is an area of increasing
concern for the Remuneration Committee. Whilst
we have been successful in recruiting some high
quality individuals at senior executive level to
strengthen our Executive Committee and to lead
new parts of our significantly enlarged business,
the external market pay demands are creating
issues in relation to pay relativity with our existing
plc directors. We are debating ways of dealing
with this difficult and contentious issue.
Finally on page 19 of the Annual Report, we
confirm the decision to promote John Carter
to the new role of Deputy Chief Executive
Officer, from January 1, 2012, with significantly
increased responsibilities, allowing our Chief
Executive, Geoff Cooper to begin to develop
the strategic themes highlighted in his report.
We have commissioned a piece of external
benchmarking work to assist us to determine
the appropriate remuneration package for John
Carter’s expanded role, which will apply from the
date of his appointment. The decision made will
be disclosed in next year’s Remuneration report.
2011 highlights
● Below inflation salary increases for executive
directors at the same level as the percentage
increase for all colleagues, for the fifth
consecutive year. This means that excluding
the previously disclosed pension adjustment
made for Geoff Cooper in 2010, their fixed pay
compound increase for the last five years is
12%;
● Stretching annual performance targets met,
resulting in bonus payments being made to
our strong management team;
● 25% of annual bonus deferred for three years
held in the form of shares, with 78,755 shares
now deferred in this way for the plc directors;
● All employees continue to share in the
Group’s success through participation in short
term incentive plans and longer term share
plans with a record pay-out under the group
Sharesave Scheme;
● Executive share options vested for over
100 senior managers (excluding executive
directors who were not eligible);
● All of our top 27 senior executives, including
the three executive directors had a
shareholding valued in excess of our guidance.
Who attends remuneration
committee meetings?
During the year the Committee comprised
Andrew Simon (Chairman), Chris Bunker, John
Coleman, and Robert Walker all of whom are
independent non-executive directors. Philip
Jansen, also an independent Non Executive
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Director, joined the committee in December.
The Committee met 6 times in 2011.
Attendance at the meetings is shown on page 49.
The Committee is responsible for the broad
policy on directors’ and senior executives’
remuneration. It determines all aspects of
the remuneration packages of the executive
directors and reviews, with the Chief Executive,
the remuneration packages of other senior
executives. It also oversees the administration of
the share schemes. The Committee’s terms of
reference are available on our website or from
the Company Secretary.
Hewitt New Bridge Street (a trading name
of Aon Corporation) and PwC provided advice
to the Committee during the year on executive
remuneration. PwC provided audit services to a
BSS subsidiary early in the year together with
limited tax services prior to their resignation
as auditors. Other than that neither provided
other services to the Company during the year,
but another part of AON Corporation provides
insurance broking services. These advisors
were appointed by the Committee. In addition,
Geoff Cooper (Chief Executive), Paul Hampden
Smith (Finance Director), Andrew Pike (Group
Company Secretary), Carol Kavanagh (Group
Human Resources Director) and Stella Girvin
(Deputy Company Secretary) have assisted the
Committee in its work, but never in respect of
their own remuneration. The Committee keeps
itself fully informed of relevant developments and
best practice in remuneration matters and seeks
advice where appropriate from external advisors.
What is our remuneration policy?
We continue to focus our efforts on ensuring
that we have the right mix of fixed and variable
remuneration. Our incentive structure is designed
to support the group goal of creating shareholder
value through consistently outperforming in our
markets. We believe that, measured as a long
run average, over 50% of total remuneration
for executive directors should be performance
related.
In determining the overall policy for executive
remuneration, all associated risks arising
throughout the group are considered, thereby
ensuring that the overall remuneration structure
and variable scheme targets are set so that
they do not give rise to any undue risk taking.
We believe that it is important that our most
senior executives build up a shareholding in
the Company and we set formal shareholding
guidelines. The target shareholding, to be
acquired within 5 years of appointment, is
100% of salary for the executive directors and
50% of salary for our most senior executives.
All directors and executives are aware that
the Remuneration Committee may scale back
future long-term incentive awards for individuals
who have not consistently met the target level.
Share options which have vested, but not been
exercised, count towards the target.
As at 31 December 2011, all 27 senior
executives had achieved their target
shareholding. More specifically, Geoff Cooper,
Paul Hampden Smith and John Carter held a
salary ratio shareholding of 292%, 722% and
167% respectively.
What makes up fixed remuneration?
BASIC SALARIES
Basic salaries are reviewed annually for each
director and are normally set with reference
to individual performance, experience and
contribution together with developments in
the relevant employment market, internal
relativities and reference to the general economic
environment; it is this last point which has
outweighed all others in determining pay awards
for 2012.
In line with the majority of employees, the
executive directors were awarded a 2% base pay
increase in January 2012. This means that for
the fifth successive year the same basic salary
increase percentage has been applied to all
employee levels.
From 1 January 2012, the executive directors’
salaries are:
● John Carter £392,100;
● Geoff Cooper £652,200;
● Paul Hampden Smith £392,100.
BENEFITS
In addition to their basic salary, directors receive
a benefits package, which includes private
medical insurance, life assurance, and an
incapacity benefits scheme. Paul Hampden Smith
and John Carter are also in receipt of either a car
or car allowance.
PENSION ARRANGEMENTS
In respect of pension arrangements, Geoff
Cooper and John Carter receive cash equal to
25% of basic salary.
Paul Hampden Smith was a member of the
Group’s defined benefits pension scheme until
31 March 2011 and now receives cash equal to
25% of basic salary.
What makes up variable remuneration?
Variable remuneration is a mix of short-term
and long-term incentives designed to deliver
shareholder value and to reward executives.
ANNUAL BONUS
Executive directors are eligible for an annual
bonus. The Remuneration Committee sets
targets linked to board approved annual budgets.
Maximum bonus payments are awarded only
when performance for the year in question
significantly exceeds the agreed annual budget
targets. The maximum bonus levels are 120% of
salary for the Chief Executive and 100% of salary
for the Finance Director and the Deputy Chief
Executive. One-quarter of the bonus is deferred
in shares for 3 years.
PERFORMANCE SHARE PLAN
Executive directors receive awards under this Plan
each year. The maximum award is 150% of salary.
These awards vest after 3 years, subject to the
achievement of a range of performance targets.
In 2011, the total level of award made under
this scheme to each executive director was
150% of basic salary.
SHARE MATCHING SCHEME
Executive directors are also invited to participate
in this Scheme, which involves a participant
buying shares from their own resources. The
maximum amount that can be invested by a
participant is equal to 50% of post-tax salary.
Provided that these shares are retained for 3
years, and further performance targets are met,
matching shares will be made available. The
maximum share match is effectively on a basis of
2 shares for each 1 purchased.
ALL EMPLOYEE SHARE PLANS
As with all group employees, the executive
directors can participate in two HMRC approved
schemes; the Sharesave scheme and the Share
Incentive Plan which operates only on a buy as
you earn basis.
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Variable remuneration in 2011
ANNUAL BONUS
The performance measures were the same as for the previous year and the targets and results are as follows:
Measure
EPS
ROCE
Personal objectives
Weighting
50%
30%
20%
Target range
95% - 105%
95% - 105%
0% - 20%
Achieved
45.1%
16.8%
10%-14%
The evaluation of personal objectives involved the Remuneration Committee considering personal development and performance by the executive eirectors on
a balanced scorecard of measures, including the following main topics:
● Market outperformance;
● Risk monitoring;
● Health and safety;
● Integration of BSS;
● Global sourcing initiatives;
● Category management capability;
● Supply chain optimisation;
● Succession.
The Remuneration Committee assessed the specific achievements against these objectives by reviewing the detailed measures attached to each one as well
as reviewing the performance of each director overall. The annual bonus for each of the executive directors is as follows:
% bonus
Full bonus
Cash bonus
John Carter
Geoff Cooper
Paul Hampden Smith
75.9
91.1
71.9
£291,760
£582,498
£276,384
£218,820
£435,873
£207,288
Deferred
in shares
9,106
18,180
8,626
PERFORMANCE SHARE PLAN
The targets set in 2008 were not met and no awards vested in 2011. This is disappointing as the Company has out-performed its competitors and the share
price has risen significantly. It does serve as a reminder that stretching targets are difficult to achieve in difficult economic circumstances.
SHARE MATCHING SCHEME
There was partial vesting at 51% of the full awards made in 2008. The participants have also benefitted from the increase in the share price along with other
shareholders.
ALL EMPLOYEE SHARE PLANS
Over 2,100 colleagues shared a record pay-out of more than £17 million under the Sharesave scheme. None of the executive directors received this benefit as
their savings and share options under the scheme do not mature until December 2013.
EXECUTIVE SHARE OPTION AWARDS
Executive share options granted in 2008 vested during the year for over 100 senior managers. The executive directors were excluded from this ‘one-off’ award.
The Board believes that wider employee share ownership benefits the Company and strengthens the link between shareholders and group employees. In
2011 the success of the two schemes previously mentioned, along with our ‘Buy as You Earn’ scheme has created many more employee shareholders.
Variable remuneration in 2012
As mentioned above, we do not propose any fundamental change to the current remuneration structure during 2012, but we are conducting a full review with
our new advisers.
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ANNUAL BONUS
The compulsory deferral of 25% of the bonus in shares remains. Performance will be assessed against agreed budgets and the weighting will be as follows.
The weighting is unchanged from 2011.
Measure
EPS
ROCE
Personal objectives
Weighting
50%
30%
20%
PERFORMANCE SHARE PLAN
The maximum award levels will be 150% of basic salary for each of the executive directors. The performance targets will be Aggregate Cashflow, Relative Total
Shareholder Return (‘TSR’) and Adjusted Earnings per Share (‘EPS’) with the same relative weighting as last year.
Measure
Aggregate cashflow
Relative TSR
EPS growth
Rationale
Reinforces importance of cash generation at a time when the Group wishes to
reduce the financial leverage taken on in respect of acquisitions
External measure of shareholder value
A reasonable and well understood proxy for an increase in shareholder value
for the benefit of all shareholders, provided undue leverage is controlled
Weighting
40%
20%
40%
Range
Aggregate cashflow over three years up to 2014
Three aggregate cash flow targets
No vesting below lower target
£761m - £841m
Straight line increase until full vesting at upper target
Company TSR relative to FTSE250 Index
Median (top 50%)
EPS growth
Upper quartile (top 25%)
Straight-line between these points
RPI + 3% p.a.
RPI + 10% p.a.
Straight-line between these points
30% vests
100% vests
30% vests
100% vests
The Earnings Per Share targets are calculated on a compound annual basis and include the increase in the Retail Prices Index (‘RPI’). Although RPI is forecast
to reduce in the next 3 years, it has remained stubbornly high for some time. If it reduces to average 3% over the next 3 years the aggregate EPS growth will
have to be 44% in 3 years time for this part of the award to vest in full.
Given the current economic climate, this would represent an outstanding achievement.
SHARE MATCHING SCHEME
Once again the maximum investment will be 50% of post-tax salary and the other features of the scheme will also be unchanged. The performance target will
be Cash Return on Capital Employed (‘CROCE’).
Measure
CROCE
Rationale
Range
Reinforces importance of cash generation and
Return on Capital Employed
9.53% - 10.53%
Matching ratio
0.6 for 1
2 for 1
Straight-line
between the two
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For executive directors, the remuneration framework can be summarised as follows:
Fixed remuneration
Base salary
Reviewed on 1 January each year against:
● economic circumstances;
●
● salary levels in similar sized companies e.g. FTSE150-250;
●
individual performance, experience and contribution.
increases for all group employees;
Benefits
Pension
● market competitive;
●
linked to benefits for other group employees.
● where appropriate, membership of a group pension scheme;
● alternative cash allowance or top-up at 25% of all or part of basic salary.
Variable remuneration
Annual bonus
Performance share plan
Share matching scheme
Targets reviewed each year:
● on target bonus for CEO – 60% of salary;
● max bonus for CEO – 120% of salary;
● on target bonus for other directors – 50% of salary;
● max bonus for other directors – 100% of salary;
● compulsory deferral of 25% of bonus in Company shares and paid after 3 years, subject to continued employment.
Awards made each year:
● max value of award – 150% of salary;
● awards vest after 3 years subject to achievement of a range of performance targets and continuing employment;
● current performance targets are EPS growth, TSR and Aggregate Cash Flow each with a vesting range.
Voluntary investment by director in Company shares from own resources:
● max investment equal to 50% of post-tax salary;
● matching shares awarded after 3 years provided that investment shares are still held, performance targets are met and
director continues in employment;
● matching shares of up to 2 for each 1 investment share held plus grossing up for tax;
.● current performance target is CROCE with a vesting range.
Expected value of total remuneration package
The following charts show the split between fixed and variable remuneration excluding benefits in kind for ‘on-target’ performance and ‘maximum’ performance.
26%
42%
32%
50%
27%
23%
50%
23%
46%
31%
25%
25%
50%
O N TARGET
MAX IMUM
ON TARGET
MAXIMU M
Chief Executive Officer
Chief Executive Officer
Fixed
Bonus
LTIP
N.B. The charts exclude the one off 2009 share award made to John Carter.
Deputy Chief Executive
and Group Finance Director
Deputy Chief Executive
and Group Finance Director
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Non-executive directors
The remuneration of the non-executive directors is determined by the Board (in the case of the Chairman, on the recommendation of the Remuneration
Committee). Each non-executive director receives an annual fee. In addition, Chris Bunker and Andrew Simon receive additional fees for, in the case of the
former, the role of Senior Independent Director and for chairing the Audit Committee and, in the case of the latter, for chairing the Remuneration and Health &
Safety Committees. The fees for 2011 were set as:
● Base fee - £50,000 p.a.
● Additional fee for Senior Independent Director – £7,000 p.a.
● Additional fee for committee chairmanship – £10,000 p.a.
● Additional fee for second committee chairmanship – £4,000 p.a.
Non-executive directors do not receive any other benefits (other than a staff discount card for purchasing products) and are not eligible to join a company
pension scheme. No compensation is payable on termination of their employment, which may be without notice from the Company. They cannot participate in
any of the Company’s share schemes.
Total shareholder return
As required by the Companies Act, the graph below shows total shareholder return for Travis Perkins’ shares over the last five years, relative to the FTSE 250
Index. Total shareholder return is defined as a combination of growth in the Company’s share price and dividends paid to shareholders. The FTSE 250 Index has
been chosen as a comparable broad equity market index because the Company has been a member of it for the five year period.
150%
100%
50%
0%
2006
2007
2008
2009
2010
2011
Travis Perkins plc
FTSE 250
Audited information
Contracts of executive directors
Each of the executive directors has a service contract, the date of which is shown below, which will be available for inspection at the Annual General Meeting.
These contracts provide for six month’s notice from the directors and 12 month’s notice from the Company. They do not specify any particular level of
compensation in the event of termination or change of control.
6 August 2001
● John Carter
● Geoff Cooper
1 February 2005
● Paul Hampden Smith 8 October 1996
It is the Company’s policy to allow each executive director to hold one non-executive directorship in another company (and to retain the fee payable).
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Amount of directors’ emoluments
Part of each executive director’s remuneration may consist of benefits in kind not payable in cash, such as the provision of a company car, a fuel card, and private
healthcare insurance. No director receives an expense allowance, which is chargeable to tax. Details of directors’ remuneration are set out in the table below.
Executive
Geoff Cooper1
Paul Hampden Smith2
John Carter3
Non-executive
Ruth Anderson4
Chris Bunker
John Coleman
Philip Jansen
Andrew Simon
Tim Stevenson5
Robert Walker
Basic salary
2011
£’000
Annual bonus
2011
£’000
Benefits
2011
£’000
Total remuneration
2010
£’000
2011
£’000
639
384
384
9
67
50
50
64
-
200
582
276
292
-
-
-
-
-
-
-
168
96
131
-
-
-
-
-
-
-
1,389
756
807
9
67
50
50
64
-
200
1,424
766
781
-
60
44
44
55
68
162
1,847
1,150
395
3,392
3,404
Notes:
1 Highest paid director - Benefits include a cash allowance of £159,851 (2010: £244,007) in lieu of pension accrual and £8,446 dividend equivalent on exercise of LTIP awards. These do
not count when calculating annual bonus and granting share incentives. Geoff Cooper also received, and retained, in 2011, £100,000 (2010: £92,840) in respect of his non-executive
chairmanship of Dunelm Group Plc.
2 Benefits include a £16,000 ‘cash for car’ allowance, a £1,500 fuel allowance and £72,075 cash allowance in lieu of pension accrual and £5,624 dividend equivalent on exercise of LTIP
awards, which do not count when calculating annual bonus and granting share incentives. Paul Hampden Smith also received, and retained, in 2011, £45,000 (2010: £40,000 ) in respect
of his non-executive directorship of Redrow plc.
3 Benefits include a cash allowance of £96,100 in lieu of pension accrual and £1,272 dividend equivalent on exercise of LTIP awards, which do not count when calculating annual bonus and
granting share incentives.
4 Appointed 24 October 2011.
5 Retired 17 May 2010.
Directors’ pension entitlements
Pension entitlements of the executive directors during the year were as follows:
Age at 31 December 2011
Accrued pension at 31 December 2010
Accrued pension at 31 December 2011 or earlier leaving
(Decrease) / increase in accrued pension in 2011
Real decrease in accrued pension in 2011
Transfer value of the real decrease in accrued pension net of member’s contributions
Value of decrease in accrued benefit
Member’s contributions towards pension
Increase in transfer value net of member’s contributions
Transfer value of benefits accrued at 31 December 2010
Transfer value of benefits accrued at 31 December 2011
John Carter
50
Paul Hampden Smith
51
Geoff Cooper
57
£’000
290
246
(44)
(60)
(1,263)
(1,263)
-
481
4,608
5,089
£’000
82
83
1
(3)
(53)
(61)
8
395
1,239
1,642
£’000
5
5
-
-
(1)
(1)
-
19
116
135
Notes:
1. Only base salary is pensionable for service from 1 December 2004.
2. Geoff Cooper ceased future accrual on 5 April 2006, but benefits up to that date retain a link to current salary.
3. John Carter ceased future accrual on 31 December 2010. Benefits on leaving have been calculated using a 3 year averaging of pensionable salaries.
4. Paul Hampden Smith ceased future accrual on 31 March 2011. Benefits on leaving have been calculated using a 3 year averaging of pensionable salaries.
5. Salary Sacrifice was introduced for member contributions in April 2006. The figures for Paul Hampden Smith above include the sacrificed amounts.
6. Any pensions paid on early retirement are subject to abatement.
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Travis Perkins’ share price information
Mid-market price at the year end
Highest mid-market price during the year
Average mid-market price during the year
Lowest mid-market price during the year
Directors’ shareholdings
The Directors’ holdings of ordinary 10p shares of Travis Perkins plc at 31 December 2011 and 2010 were as follows:
Director
Ruth Anderson
Chris Bunker
John Carter
John Coleman
Geoff Cooper
Paul Hampden Smith
Philip Jansen
Andrew Simon
Robert Walker
Interest
Beneficial owner
Beneficial owner
Beneficial owner
Beneficial owner
Beneficial owner
Beneficial owner
Beneficial owner
Beneficial owner
Beneficial owner
2011
796p
1,127p
928p
711p
2011
No.
-
11,900
61,918
2,465
195,053
283,933
-
3,400
80,595
2010
1,058p
1,058p
817p
665p
2010
No.
-
11,900
52,062
2,465
165,094
208,883
-
3,400
65,000
Between 31 December 2011 and the date of this report, the only change to the above Directors’ shareholdings is to Paul Hampden Smith’s whose shareholding
had increased to 283,961 because of his monthly contribution to the Travis Perkins’ Buy As You Earn Plan.
Share matching scheme
Participation by directors is as follows:
Outstanding
1 January 2011
No.
Granted
during year
No.
Lapsed
during year
No.
Vested
Outstanding
during year 31 December 2011
No.
No.
Grant date
Geoff Cooper
1 April 2008
19 May 2009
16 March 2010
15 March 2011
Investment matching shares
Investment matching shares
Investment matching shares
Investment matching shares
Paul Hampden Smith
1 April 2008
19 May 2009
16 March 2010
15 March 2011
Investment matching shares
Investment matching shares
Investment matching shares
Investment matching shares
John Carter
19 May 2009
16 March 2010
15 March 2011
Investment matching shares
Investment matching shares
Investment matching shares
63,974
50,296
-
103,988
157,785
71,853
-
72,787
110,450
50,296
-
-
-
-
65,580
-
-
-
39,424
-
-
39,424
(50,955)
-
-
-
(35,666)
-
-
-
-
-
-
(53,033)
-
-
-
(37,121)
-
-
-
-
-
-
-
157,785
71,853
65,580
-
110,450
50,296
39,424
63,974
50,296
39,424
Notes:
1. Vesting is on the third anniversary of the grant date.
2. Award/purchase prices (restated for the rights issue as appropriate) are: 1 April 2008, 840p, 19 May 2009, 553p, 16 March 2010, 740p, 15 March 2011, 968p.
3. Performance criteria apply. For the share matching shares granted in 2008, which vested during 2011, minimum vesting required CROCE of 11.5%, and full vesting required 12.5%. The
Award vested at 51%. For investment matching shares granted in 2009 and 2010 a condition based on a three-year average of cash return on capital employed (‘CROCE’) applies as
described on page 59. For 2009 the target range was 6.45% - 8.82%, and for 2010 the target range was 7.5% to 9.0%.
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Performance share plan
Participation by directors is as follows:
Grant date
Geoff Cooper
5 March 2008
23 June 2009
5 March 2010
4 March 2011
4 April 2011
Paul Hampden Smith
5 March 2008
23 June 2009
5 March 2010
4 March 2011
4 April 2011
John Carter
5 March 2008
23 June 2009
5 March 2010
4 March 2011
4 April 2011
Outstanding
1 January 2011
No.
Granted
during year
No.
Lapsed
during year
No.
Outstanding
31 December 2011
No.
73,015
131,289
92,437
-
-
42,591
76,585
53,921
-
-
42,591
76,585
53,921
-
-
-
-
-
75,224
18,605
-
-
-
37,686
18,642
-
-
-
37,686
18,642
(73,015)
-
-
-
-
(42,591)
-
-
-
-
(42,591)
-
-
-
-
-
131,289
92,437
75,224
18,605
-
76,585
53,921
37,686
18,642
-
76,585
53,921
37,686
18,642
Notes:
1. Vesting is on the third anniversary of the grant date.
2. Award prices (restated for the 2009 rights issue as appropriate) are: 23 June 2009, 473p, 5 March 2010, 695.5p, 4 March 2011, 1,020p, 4 April 2011, 1,031p.
3. Performance criteria apply. For performance shares granted in 2008 and 2009, vesting is at 33 1/3% if EPS exceeds inflation by 3% a year, pro rata between 100% & 33 1/3% if EPS exceeds
inflation by between 3% and 10%, and 100% if EPS exceeds inflation by 10%. The 2008 Award lapsed. Performance conditions for the 2010 award are: vesting is at 30% if EPS exceeds
inflation by 3% a year, TSR is in the top 50% of the FTSE 250 and Aggregate cash flow is at least £470m, vesting is at 100% if EPS exceeds inflation by 10% a year, TSR is in the top 25%
and Aggregate cash flow is at least £520m. There is a straight-line vesting between these points. Conditions for the 2011 award performance were the same as 2010 except the range for
Aggregate cash flow is £844m to £977m.
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Deferred share bonus plan
Participation by directors is as follows:
Grant date
Geoff Cooper
5 March 2008
3 March 2010
2 March 2011
Paul Hampden Smith
5 March 2008
3 March 2010
2 March 2011
John Carter
5 March 2008
3 March 2010
2 March 2011
Outstanding
1 January 2011
No.
Granted
during year
No.
Lapsed
during year
No.
Outstanding
31 December 2011
No.
13,564
19,862
-
7,743
11,586
-
7,743
11,586
-
-
-
16,729
-
-
9,496
-
-
9,496
(13,564)
-
-
(7,743)
-
-
(7,743)
-
-
-
19,862
16,729
-
11,586
9,496
-
11,586
9,496
Notes:
1. Vesting is on the third anniversary of the grant date.
2. The award price (restated for the 2009 rights issue if appropriate) for the 5 March 2008 grant was 998p, for the 3 March 2010 grant was 801.1667p and for the 2 March 2011 grant was
987.3p.
Executive share options
Participation by directors in the 2001 Executive Share Option Scheme is as follows:
Outstanding
1 January 2011
No.
Exercised
during year
No.
Outstanding
31 December 2011
No.
17,980
49,923
39,368
51,994
23,787
10,489
37,296
41,594
22,058
10,487
-
(49,923)
-
-
-
-
-
-
-
-
17,980
-
39,368
51,994
23,787
10,489
37,296
41,594
22,058
10,487
Geoff Cooper
Paul Hampden Smith
John Carter
Share award for John Carter
Grant date
10 November 2009
Exercise
price
Exercise
period
1,320p
Anytime until 31/3/15
596p
845p
841p
1,033p
1,320p
845p
841p
1,033p
1,320p
Anytime until 9/4/12
Anytime until 10/4/13
Anytime until 15/3/14
Anytime until 31/3/15
Anytime until 9/4/12
Anytime until 10/4/13
Anytime until 15/3/14
Anytime until 31/3/15
Outstanding 1 Jan and
31 Dec 2011
No.
47,612
Notes:
1. The one off Award structured as a nil cost share option was made following consultation with principal shareholders in 2009.
2. The Award vests in equal tranches after completion of years four, five and six, the first year being 2009.
3. The performance conditions are linked to procurement improvement initiatives agreed annually by the Remuneration Committee together with delivery of John Carter’s objectives as part of
Travis Perkins’ strategic plan.
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Directors’ Remuneration Report
Sharesave options
Participation by directors in the 2002 Travis Perkins’ Sharesave Scheme is as follows:
Geoff Cooper
Paul Hampden Smith
John Carter
Outstanding 1 Jan and
31 Dec 2011
No.
3,670
3,670
3,670
Notes:
1. No performance conditions apply.
2. All options are exercisable from 1 December 2013 to 31 May 2014 at a price of 442p (restated for the 2009 rights issue).
Share dilution
At 31 December 2011, shares under grant for executive share schemes over a 10 year period represented 1.43% of issued share capital and shares under
grant for all employee share schemes over the previous 10 years represented 5.22%. There were 6,012,644 (2.47% of issued share capital) unallocated
shares and 289,142 allocated shares (0.12%) held in the employee trust.
Shareholders’ approval
The directors confirm that this report has been drawn up in accordance with the requirements of the Companies Act 2006 and the UK Corporate Governance
Code.
The shareholders will be invited to approve the remuneration policy set out in this report at the Annual General Meeting, at which the Chairman of the Committee
will be available to answer any questions.
Approved by the Board and signed on its behalf by:
Andrew Simon
Chairman, Remuneration Committee
21 February 2012
66
Nominations Committee Report
For the year ended 31 December 2011
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
The principal role of the Nominations Committee
is to identify and nominate for Board approval,
candidates to fill board vacancies as and when
they arise. The Committee prepares a description
of the role, and skills and capabilities required,
and maintains contact with major shareholders
about appointments to the Board. It also keeps
the structure, size and composition of the Board
under review, and considers succession planning
for both executive and non-executive directors
and for other senior executive posts. The terms
of reference of the Committee are available on
the Company’s website or from the Company
Secretary.
During the year, the Committee members were
Robert Walker (Chairman), together with Chris
Bunker and John Coleman, both of whom are
independent non-executive directors.
The Committee met three times in 2011.
In addition to the Committee members, the
meetings were also attended by the other
non-executive directors and, in part, by the Chief
Executive and the Group HR Director.
In the past year, the remit of the Committee
has been expanded to include a broader HR
and succession agenda across the senior
management levels in the Company. The
Committee reviewed the personal development
plans for the Executive Directors, a proposed
reorganisation of the Finance department, the
recruitment of a further non-executive director
and the bench strength and succession plans for
the most senior levels throughout the Company.
For each board position, the Committee selects
the appropriate search firm, after reviewing a
shortlist of a minimum of three alternatives. In the
case of Ruth Anderson’s appointment, the Board
prepared a detailed job specification, shortlisted
three search firms, then asked Lygon Group
to undertake a search for candidates with the
requisite skills and experience.
The Committee and the Board also
considered the aspirations of the Davies Review
for an increasing representation of women
on company boards. The Board shares that
aspiration, but in view of the historic challenge
faced in the construction sector in attracting
women candidates, it is reluctant to commit
to specific targets. Nevertheless, for board
appointments, while ensuring that existing high
standards are maintained, the recruitment criteria
set by the Committee have been amended so
that prior PLC experience is not essential. It is
hoped that this will widen the pool of potential
candidates.
The Chairman of the Nominations Committee
will be available at the Annual General Meeting
to answer any questions about the work of the
Committee.
Robert Walker
Chairman, Nominations Committee
21 February 2012
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Directors’ Report
For the year ended 31 December 2011
The Directors present their annual report
and audited accounts for the year ended 31
December 2011. The Corporate Governance
statement on pages 49 to 52 forms part of the
Directors’ report.
Principal activities
Travis Perkins is one of the largest builder’s
merchants and home improvement retailers
in the UK. The principal activities of the Group
are the sale of timber, building materials, and
plumbing and heating products, and the hiring of
tools, to the building trade, industry generally and
the general public, within the United Kingdom.
The Directors are not aware, at the date of this
report, of any likely major changes in the Group’s
activities in the next year.
Business review
A review of the Group’s position, developments
and future prospects is contained in the
Chairman’s statement on pages 12 and 13,
the Chief Executive’s review of the year on
pages 14 to 21, the Deputy Chief Executive’s
review of the year on pages 24 to 29 and the
Finance Director’s review of the year on pages
30 to 34. A review of the Group’s environmental
performance is on pages 38 to 42.
Results and dividends
The Group results for the year ended 31
December 2011 and dividends for the year
ending 31 December 2011 are set out on page
74. If approved, the final dividend will be paid
on 31 May 2012 to those shareholders on the
register at the close of business on 4 May 2012.
Balance sheet and post
balance sheet events
The balance sheet on pages 76 and 77 shows the
Group’s financial position. No significant events
have occurred since the balance sheet date.
Principal risks and uncertainties
A review of the Group’s principal risks and
uncertainties are on pages 36 to 37.
Directors and their interests
In accordance with the Company’s Articles of
Association, Ruth Anderson will be standing for
election by shareholders at the Annual General
Meeting, having been appointed to the Board
since the last Annual General Meeting. The
Board believes that Ruth Anderson’s professional
financial background and extensive experience
of advising a broad range of companies across
many business sectors will greatly benefit the
Company, complement the skills of the other
Board members, and make her an excellent
choice as a non-executive director.
The UK Corporate Governance Code (‘the
Code’) requires that all directors of FTSE 350
companies are subject to re-election at the
Company’s Annual General Meeting each year,
and therefore executive directors, Geoff Cooper,
Paul Hampden Smith and John Carter, and non
executive directors Robert Walker, Chris Bunker,
John Coleman, Philip Jansen and Andrew Simon
will all seek re-election at the Annual General
Meeting.
The names of the Directors at 31 December
2011, together with their biographical details
are set out on pages 46 and 47. All of these
Directors held office throughout the year,
except Ruth Anderson who was appointed on
24 October 2011. The executive directors have
rolling 12 month notice periods in their contracts.
The non-executive directors do not have service
contracts. In the light of the formal evaluation
of their performances as a result of the process
described on page 50, Robert Walker, Chairman,
confirms on behalf of the Board that all directors
continue to be effective in, and committed to,
their roles.
Directors and officers of the Company are
entitled to be indemnified out of the assets of
the Company in respect of any liability incurred
in relation to the affairs of the Company, or
any associate company, to the extent the law
allows. In this regard, the Company is required to
disclose that under article 140 of the Company’s
Articles of Association, the Directors have the
benefit of an indemnity, to the extent permitted
by the Companies Act 2006 against liabilities
incurred by them in the execution of their duties
and exercise of their powers. This indemnity
is currently in force. In addition, if proceedings
against directors are instituted subsequent to
any person acquiring control of the Company,
the Company has agreed with each of the
Directors that pursuant to article 140(D) of the
Company’s Articles of Association, the Company
shall provide a director with funds (subject to
certain restrictions) to meet expenditure incurred
by that director in defending any criminal or civil
proceedings.
A copy of the Company’s Articles of
Association (which contains this indemnity)
is available for inspection at the Company’s
registered office during normal business hours
and will be available for inspection at (and during
the period of 30 minutes prior to) the Company’s
forthcoming Annual General Meeting.
None of the Directors had an interest in any
contract to which the Company or any of its
subsidiaries was a party during the year.
The Company has undertaken to comply
with the best practice on approval of directors’
conflicts of interests in accordance with the
Company’s Articles of Association. Under the
Companies Act 2006, a director must avoid a
situation where he has, or can have, a direct or
indirect interest that conflicts, or possibly may
conflict, with the Company’s interests.
The disclosable interests of Directors at 31
December 2011, including holdings, if any, of
wives and of children aged under 18, were as
detailed in the Directors’ Remuneration Report on
pages 63 to 66.
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Substantial shareholdings
As at 21 February 2012, the Company had been
notified of the following interests amounting to
3% or more of the voting rights in the issued
ordinary share capital of the Company:
Sprucegrove Investment Management Ltd
Standard Life Investments Ltd
Pzena Investment Management LLC
Morgan Stanley & Co Inc
Investec Ltd
Dimensional Fund Advisors LP
Sanderson Asset Management Ltd
UBS
Legal & General Investment Management Ltd
Close company status
The close company provisions of the Income and
Corporation Taxes Act 1988 do not apply to the
Company.
Employees and charitable
donations
Statements on these matters are contained in the
Chief Executive’s review of the year on page 20
and the Deputy Chief Executive’s review of the
year on page 25 respectively.
Details of the number of employees and
related costs can be found in note 7 to the
financial statements.
The Company is committed to equality
of opportunity and recognises the benefit of
diversity within its workforce. Its approach to
the matter of the representation of women on
company boards is set out in the Nominations
Committee report. The Company has an equal
opportunities policy aimed at ensuring that
employment decisions are based on ability
and potential regardless of gender, race,
colour, ethnic origin or sexual orientation,
age or disability. In particular, applications for
employment by disabled persons are always
fully considered, bearing in mind the aptitudes
of the person concerned. In the event of a
Number
13,993,653
12,179,018
11,363,083
10,944,193
9,193,693
9,001,799
8,912,988
8,512,604
8,448,143
%
5.74
4.99
4.66
4.49
3.77
3.69
3.65
3.49
3.46
member of staff becoming disabled, every effort
is made to ensure that their employment with the
Group continues and that appropriate training is
arranged. It is the policy of the Company that the
training, career development and promotion of
disabled persons should, as far as possible, be
identical to that of other employees.
The Group’s policies and practices have
been designed to keep employees informed on
matters relevant to them as employees through
regular meetings and newsletters. Employee
representatives are consulted regularly on a wide
range of matters affecting their interests. All
employees with more than three months’ service
are eligible to participate in the Company’s
Sharesave and Buy As You Earn plans. Details are
provided in the Directors’ Remuneration Report.
Political donations
The Group did not give any money for political
purposes nor did it make any donations to
political organisations or incur any political
expenditure during the year.
Supplier payment policy
The Group’s policy is to pay all of its suppliers in
accordance with established terms. Group trade
creditors at 31 December 2011 represented
57 days (31 December 2010: 55 days) of
average purchases of goods and services. The
Company’s trade creditors at 31 December 2011
represented 30 days (2010: 30 days).
Auditor
Resolutions to re-appoint Deloitte LLP as the
Company’s auditor and to authorise the Directors
to fix the auditor’s remuneration will be proposed
at the Annual General Meeting.
Statement on disclosure of
information to auditors
Each of the persons who is a director at the date
of approval of this report confirms that:
● So far as the director is aware, there is
no relevant audit information of which the
Company’s auditor is unaware; and
● The director has taken all reasonable steps
that he ought to have taken as a director
in order to make himself aware of any
relevant audit information and to establish
that the Company’s auditor is aware of that
information.
This confirmation is given and should be
interpreted in accordance with the provisions of
s.418 of the Companies Act 2006.
Share capital and change of control
As at 31 December 2011 the Company had
an allotted and fully paid share capital of
243,816,533 ordinary shares of 10 pence
each, with an aggregate nominal value of
24,381,653 (including shares owned by the
employee share ownership trust). The ordinary
shares are listed on the London Stock Exchange.
All the shares rank pari passu. The rights and
obligations attaching to the shares are set out in
the Company’s Articles of Association. Fully paid
shares in the Company are freely transferable.
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Directors’ report
There are no persons that hold securities
carrying special rights with regard to the control
of the Company. Details of the structure of the
Company’s share capital and changes in the
share capital during the year are also included in
note 21 to the financial statements.
The Travis Perkins Employee Share Ownership
Trust owns 6,305,367 shares in the Company
(2.59% of issued share capital) for use in
connection with the Company’s share schemes.
Any voting or other similar decisions relating to
those shares would be taken by the trustees,
who may take account of any recommendation of
the Company.
There are no restrictions on voting rights
attaching to the Company’s ordinary shares.
The Company is not aware of any agreements
between holders of securities that may result in
restrictions on the transfer of securities or on
voting rights.
The rules governing the appointment and
replacement of board members and changes
to the Articles of Association accord with usual
English company law provisions. The powers
of the Company’s Directors are set out in the
Company’s Articles of Association. In particular,
the Board has the power to issue shares and
to purchase its own shares and is seeking
renewal of these powers at the forthcoming
Annual General Meeting in accordance with the
restrictions and within the limits set out in the
notice of that meeting.
There are a number of agreements to which
the Company is a party that may take effect, alter
or terminate upon a change of control following
a takeover bid. None of these agreements is
considered significant in the context of the
Company as a whole.
There are no agreements providing for
compensation for Directors or employees on
change of control. As set out in the Directors
Remuneration Report on page 61, service
contracts for executive directors do not specify
any particular level of compensation in the event
of termination following change of control of the
Company. As noted above, the Company has
agreed with each of the directors that it shall
provide a director with funds (subject to certain
restrictions) to meet expenditure incurred in
defending any criminal or civil proceedings if
such proceedings are instituted subsequent to
any person acquiring control of the Company.
Annual general meeting
The Annual General Meeting of the Company
will be held at Northampton Rugby Football Club,
Franklin’s Gardens, Weedon Road, Northampton,
NN5 5BG on Tuesday 22 May 2012 at 11.45
a.m. A buffet lunch will be available. In addition
to the resolutions to approve the receipt of the
Company’s annual accounts, the declaration
of a final dividend, the appointment and
re-appointment of the Company’s directors, the
re-appointment of the Company’s auditors and
to give the directors authority to fix the auditors’
remuneration, the following items are to be
proposed at the forthcoming Annual General
Meeting. The Board considers that all of the
resolutions proposed are in the best interests of
the company and of its shareholders as a whole
and unanimously recommends that shareholders
vote in favour of all resolutions put before the
Annual General Meeting.
Resolution 14:
Directors’ Remuneration Report
In accordance with the Directors’ Remuneration
Report Regulations 2002, this resolution
seeks shareholders’ approval of the Directors’
Remuneration Report as set out on pages 56
to 66.
Resolution 15:
Sharesave scheme 2012
This resolution seeks shareholder approval to
establish a new savings-related share option
scheme, which will replace the existing 2002
Travis Perkins Sharesave Scheme, which is due
to expire this year. The Travis Perkins Sharesave
Scheme 2012 is a standard HM Revenue &
Customs approved all-employee plan and will be
used to encourage employee share ownership
throughout the Group. A description of the
principal terms of the Sharesave Scheme 2012
are summarised in the Appendix to the Notice of
Annual General Meeting which can be found on
page 126.
Resolution 16:
Renewal of authority to allot shares
Paragraph (a) of this resolution would give the
Directors the authority to allot ordinary shares
up to an aggregate nominal amount equal
to £8,132,018 (representing 81,320,185
ordinary shares of 10 pence each). This amount
represents approximately one-third of the issued
ordinary share capital of the Company as at 21
February 2012, the latest practicable date prior
to publication of this Notice.
In line with guidance issued by the Association
of British Insurers (the ‘ABI’), paragraph (b) of
this resolution would give the Directors authority
to allot ordinary shares in connection with a
rights issue in favour of ordinary shareholders
up to an aggregate nominal amount equal
to £16,264,037 (representing 162,640,371
ordinary shares of 10p each), as reduced by
the nominal amount of any shares issued under
paragraph (a) of this resolution. This amount
(before any reduction) represents approximately
two-thirds of the issued ordinary share capital
of the Company as at 21 February 2012, the
latest practicable date prior to publication of this
Notice. If this authority is exercised, the Directors
intend to follow ABI guidance issued from time to
time, (including as to the re-election of directors).
It is now our practice to propose all directors
for annual re-election at each Annual General
Meeting in accordance with the Code.
The authorities sought under paragraphs (a)
and (b) of this resolution will expire at the earlier
of 30 June 2013 (the last date by which the
Company must hold an annual general meeting
in 2013) and the conclusion of the annual
general meeting of the Company held in 2013.
The Directors have no present intention to
exercise either of the authorities sought under
this resolution, except, under paragraph (a), to
satisfy options under the Company’s employee
share option schemes.
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Resolution 17:
Limited authority to allot shares for cash
This resolution would give the Directors the
authority to allot ordinary shares (or sell any
ordinary shares which the Company elects to
hold in treasury) for cash without first offering
them to existing shareholders in proportion to
their existing shareholdings.
Except as provided in the next paragraph, this
authority would be limited to allotments or sales
in connection with pre-emptive offers and offers
to holders of other equity securities if required
by the rights of those shares or as the board
otherwise considers necessary, or otherwise up
to an aggregate nominal amount of £1,219,802
(representing 12,198,027 ordinary shares).
This aggregate nominal amount represents
approximately 5% of the issued ordinary share
capital of the Company as at 21 February 2012,
the latest practicable date prior to publication of
this Notice. In respect of this aggregate nominal
amount, the Directors confirm their intention to
follow the provisions of the Pre-Emption Group’s
Statement of Principles regarding cumulative
usage of authorities within a rolling 3-year period
where the Principles provide that usage in excess
of 7.5% should not take place without prior
consultation with shareholders.
Allotments made under the authorisation in
paragraph (b) of resolution 16 would be limited to
allotments by way of a rights issue only (subject
to the right of the board to impose necessary or
appropriate limitations to deal with, for example,
fractional entitlements and regulatory matters).
The authority will expire at the earlier of 30
June 2013 (the last date by which the Company
must hold an annual general meeting in 2013)
and the conclusion of the annual general meeting
of the Company held in 2013. Any issue of
shares for cash will, however, still be subject to
the requirements of the UK Listing Authority.
Resolution 18:
Notice of meetings
The Companies Act 2006 requires that the notice
period for general meetings of a company is 21
days unless certain requirements are satisfied,
including that shareholders approve a shorter
notice period, which cannot be less than 14
clear days. At the Annual General Meeting held in
2011, shareholders approved a notice period for
general meetings (other than AGMs) of not less
than 14 clear days effective until the AGM to be
held in 2012. This resolution is proposed to allow
the Company to continue to call general meetings
(other than AGM’s) on 14 clear days notice. The
Directors believe it is in the best interests of the
shareholders of the Company to preserve the
shorter notice period and accordingly are putting
this resolution, to be proposed as a special
resolution to the meeting. The shorter notice
period would not be used as a matter of routine
for general meetings, but only where the flexibility
is merited by the business of the meeting and is
thought to be to the advantage of shareholders
as a whole. The approval will be effective until
the Company’s Annual General Meeting in 2013,
when it is expected that a similar resolution will
be proposed. Under the Companies Act 2006 in
order to be able to call a general meeting on less
than 21 clear days’ notice, the Company must
make a means of electronic voting available to all
shareholders.
Resolution 19:
Authority to purchase own shares
The authority for the Company to purchase its
own shares of 10 pence each granted at last
year’s Annual General Meeting will expire on the
date of the forthcoming Annual General Meeting.
The Directors wish to renew this authority and
a special resolution, which is set out in full in
the Notice of Annual General Meeting on page
125, will be proposed at the forthcoming Annual
General Meeting to give the Company the
authority to purchase its own ordinary shares
in the market as permitted by the Companies
Act 2006. The authority limits the number of
shares that could be purchased to a maximum
of 24,396,055 (representing 10% of the issued
ordinary share capital of the Company as at
21 February 2012) and sets minimum and
maximum prices. This authority will expire no
later than 30 June 2013.
The Directors consider that it is in the best
interests of the Company to have available this
authorisation, in case of circumstances when
it would be appropriate to use it. They would
only use it after consideration of the effect on
earnings per share and the longer-term benefit
for the Company and shareholders generally.
The fact that such authorisation is being sought
should not be taken to imply that shares would
be purchased at any particular price or indeed
at all. Any ordinary shares purchased pursuant
to this authority may either be held as treasury
shares or cancelled by the Company, depending
on which course of action is considered by
the Directors to be in the best interests of
shareholders at the time.
As at 21 February 2012, there were options
over 12,252,464 ordinary shares in the capital of
the Company, (including 2,044,655 Investment
Matching Shares, 240,508 Deferred Bonus
Share Plan shares and 1,653,045 Performance
Share Plan shares - these are described in the
Directors’ Remuneration Report on pages 56 to
66), which represent 5.02% of the Company’s
issued ordinary share capital (excluding any
treasury shares). If the authority to purchase
the Company’s ordinary shares were exercised
in full, these options would represent 5.02%
of the Company’s issued ordinary share capital
(excluding any treasury shares). As at 21
February 2012, the Company did not hold any
treasury shares in the Company and no warrants
over ordinary shares in the capital of the
Company existed.
By order of the Board,
Andrew Pike
Company Secretary
21 February 2012
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Statement of Directors’ Responsibilities
For the year ended 31 December 2011
The Directors are responsible for preparing the
Annual Report and the financial statements in
accordance with applicable law and regulations.
Company law requires the Directors to
prepare financial statements for each financial
year. Under that law the Directors are required
to prepare the group financial statements in
accordance with International Financial Reporting
Standards (IFRSs) as adopted by the European
Union and Article 4 of the IAS Regulation and
have also chosen to prepare the Parent Company
financial statements under IFRSs as adopted
by the EU. Under company law the Directors
must not approve the accounts unless they
are satisfied that they give a true and fair view
of the state of affairs of the Company and
of the profit or loss of the Company for that
period. In preparing these financial statements,
International Accounting Standard 1 requires that
directors:
● Properly select and apply accounting policies;
● Present information, including accounting
policies, in a manner that provides relevant,
reliable, comparable and understandable
information;
● Provide additional disclosures when
compliance with the specific requirements
in IFRSs are insufficient to enable users
to understand the impact of particular
transactions, other events and conditions on
the entity’s financial position and financial
performance; and
● Make an assessment of the Company’s ability
to continue as a going concern.
The Directors are responsible for keeping
adequate accounting records that are sufficient
to show and explain the Company’s transactions
and disclose with reasonable accuracy at any
time the financial position of the Company
and enable them to ensure that the financial
statements comply with the Companies Act
2006. They are also responsible for safeguarding
the assets of the Company and hence for taking
reasonable steps for the prevention and detection
of fraud and other irregularities.
The Directors are responsible for the
maintenance and integrity of the corporate and
financial information included on the Company’s
website. Legislation in the United Kingdom
governing the preparation and dissemination of
financial statements may differ from legislation in
other jurisdictions.
accordance with International Financial
Reporting 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 management report, which is
incorporated into the directors’ report,
includes a fair review of the development
and performance of the business and the
position of the Company and the undertakings
included in the consolidation taken as a
whole, together with a description of the
principal risks and uncertainties that they
face.
By order of the Board
Geoff Cooper
Chief Executive
Responsibility statement
We confirm that to the best of our knowledge:
● The financial statements, prepared in
Paul Hampden Smith
Finance Director
21 February 2012
72
Independent Auditor’s Report to the Members of Travis Perkins plc
For the year ended 31 December 2011
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
We have audited the financial statements
of Travis Perkins plc for the year ended 31
December 2011 which comprise Group and
Parent Company Income Statements, the
Group and Parent Company Statements of
Comprehensive Income, the Group and Parent
Company Balance Sheets, the Group and Parent
Company Statements of Changes in Equity,
the Group and Parent Company Cash Flow
Statements and the related notes 1 to 38. The
financial reporting framework that has been
applied in their preparation is applicable law
and International Financial Reporting Standards
(‘IFRS’s’) as adopted by the European Union.
This report is made solely to the Company’s
members, as a body, in accordance with Chapter
3 of Part 16 of the Companies Act 2006. Our
audit work has been undertaken so that we
might state to the Company’s members those
matters we are required to state to them in an
auditor’s report and for no other purpose. To the
fullest extent permitted by law, we do not accept
or assume responsibility to anyone other than
the Company and the Company’s members as a
body, for our audit work, for this report, or for the
opinions we have formed.
Respective responsibilities
of directors and auditor
As explained more fully in the Directors’
Responsibilities Statement, the Directors are
responsible for the preparation of the financial
statements and for being satisfied that they
give a true and fair view. Our responsibility is to
audit and express an opinion on the financial
statements in accordance with applicable law
and International Standards on Auditing (UK and
Ireland). Those standards require us to comply
with the Auditing Practices Board’s Ethical
Standards for Auditors.
Scope of the audit of the
financial statements
An audit involves obtaining evidence about
the amounts and disclosures in the financial
statements sufficient to give reasonable
assurance that the financial statements are
free from material misstatement, whether
caused by fraud or error. This includes an
assessment of: whether the accounting policies
are appropriate to the Group’s and the Parent
Company’s circumstances and have been
consistently applied and adequately disclosed;
the reasonableness of significant accounting
estimates made by the Directors; and the overall
presentation of the financial statements.
In addition, we read all the financial and
non-financial information in the annual report
to identify material inconsistencies with the
audited financial statements. If we become
aware of any apparent material misstatements or
inconsistencies we consider the implications for
our report.
Opinion on financial statements
In our opinion:
● The financial statements give a true and fair
view of the state of the Group’s and of the
Parent Company’s affairs as at 31 December
2011 and of the Group’s and the Parent
Company’s profit for the year then ended;
● The financial statements have been properly
prepared in accordance with IFRSs as adopted
by the European Union; 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.
Separate opinion in relation to
IFRSs as issued by the IASB
As explained in note 1 to the group financial
statements, the Group in addition to complying
with its legal obligation to apply IFRSs as adopted
by the European Union, has also applied IFRSs as
issued by the International Accounting Standards
Board (IASB).
In our opinion the group financial statements
comply with IFRSs as issued by the IASB.
Opinion on other matters
prescribed by the Companies
Act 2006
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 Directors’ Report
for the financial year for which the financial
statements are prepared is consistent with the
financial statements.
Matters on which we are required
to report by exception
We have nothing to report in respect of the
following:
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.
Under the Listing Rules we are required to review:
● The Directors’ statement, contained within
the Finance director’s review of the year, in
relation to going concern;
● The part of the Corporate Governance
Statement relating to the Company’s
compliance with the nine provisions of the UK
Corporate Governance Code specified for our
review; and
● Certain elements of the report to shareholders
by the Board on directors’ remuneration.
Colin Hudson FCA (Senior statutory auditor)
for and on behalf of Deloitte LLP
Chartered Accountants and Statutory Auditor
London, United Kingdom
21 February 2012
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73
Income Statements
For the year ended 31 December 2011
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
2011
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Pre-exceptional Exceptional
items
items
£m
£m
Total
£m
2010
––––––––––––––––––––––––––––––––––––––––––––––––––––
Pre-exceptional
items
£m
Exceptional
items
£m
Total
£m
Revenue
Notes
4
Operating profi t before amortisation 5
Amortisation of intangible assets
Operating profi t
Finance income
Finance costs
Profi t before tax
Tax
Profi t for the year
10
10
11
Earnings per ordinary share
12
Basic
Diluted
Total dividend declared
per ordinary share
13
4,779.1
-
4,779.1
3,152.8
-
3,152.8
313.2
(12.9)
300.3
22.4
(38.9)
283.8
(74.5)
209.3
(9.8)
-
(9.8)
-
(4.4)
(14.2)
17.3
303.4
(12.9)
290.5
22.4
(43.3)
269.6
(57.2)
239.0
(0.2)
238.8
17.5
(39.8)
216.5
(59.8)
(19.0)
-
(19.0)
-
(0.7)
(19.7)
4.3
220.0
(0.2)
219.8
17.5
(40.5)
196.8
(55.5)
3.1
212.4
156.7
(15.4)
141.3
90.3p
87.3p
20.0p
69.6p
67.2p
15.0p
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2010
£m
2011
£m
86.0
68.9
-
68.9
19.5
(39.8)
48.6
10.1
58.7
47.2
31.8
(13.4)
18.4
15.5
(42.1)
(8.2)
10.4
2.2
All results relate to continuing operations. Details of exceptional items are given in notes 5, 10 and 11.
Revenue
Operating profit before exceptional items
Exceptional items
Operating profi t after exceptional items
Finance income
Finance costs
Profi t / (loss) before tax
Tax
Profit for the year
All results relate to continuing operations.
Notes
4
5
10
10
11
74
Statements of Comprehensive Income
For the year ended 31 December 2011
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
Profi t for the year
Cash fl ow hedges:
Losses arising during the year
Transferred to income statement
Actuarial (losses) / gains on defi ned benefi t pension schemes
Movement on cash fl ow hedge cancellation payment
Tax relating to components of other comprehensive income
Other comprehensive (loss) / income for the year
Total comprehensive income for the year
T H E G R O U P
–––––––––––––––––––––––––
2011
£m
2010
£m
212.4
141.3
(4.6)
2.8
(1.8)
(49.8)
(51.6)
4.2
7.1
(40.3)
172.1
(4.4)
6.8
2.4
15.9
18.3
4.8
(6.7)
16.4
157.7
T H E C O M P A N Y
–––––––––––––––––––––––––
2011
£m
2010
£m
58.7
(4.6)
2.8
(1.8)
-
(1.8)
4.2
(0.6)
1.8
60.5
2.2
(4.4)
6.8
2.4
-
2.4
4.8
(2.0)
5.2
7.4
S
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Balance Sheets
As at 31 December 2011
Assets
Non-current assets
Property, plant and equipment
Goodwill
Other intangible assets
Derivative fi nancial instruments
Investment property
Interest in associates
Investment in subsidiaries
Loans and receivables
Available-for-sale investments
Retirement benefi t asset
Deferred tax asset
Total non-current assets
Current assets
Inventories
Trade and other receivables
Derivative fi nancial instruments
Assets held for resale
Cash and cash equivalents
Total current assets
Total assets
T H E G R O U P
–––––––––––––––––––––––––––––
2011
2010*
£m
£m
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2010
£m
2011
£m
Notes
16
14
15
25
17
18
18
25
18
8
27
19
25
20
562.6
1,706.2
388.9
527.1
1,697.8
411.9
40.3
0.4
51.3
-
-
1.5
19.3
-
56.9
0.4
45.7
-
-
1.5
31.7
-
0.2
-
-
40.3
-
58.5
2,872.8
-
-
-
9.9
0.1
-
-
0.3
-
52.3
2,697.8
174.4
-
-
14.7
2,770.5
2,773.0
2,981.7
2,939.6
596.0
743.0
3.1
-
78.6
571.4
687.2
0.1
2.3
62.9
-
214.1
3.1
-
-
1,420.7
1,323.9
217.2
-
208.4
0.1
-
12.4
220.9
4,191.2
4,096.9
3,198.9
3,160.5
* As required by IFRS 3 (revised) the 2010 comparative numbers and appropriate notes have been revised to refl ect the fi nal fair value adjustments
to the assets and liabilities of The BSS Group plc identifi ed since the last annual report. Further details are given in note 30.
76
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
T H E G R O U P
–––––––––––––––––––––––––––––
2011
2010*
£m
£m
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2010
£m
2011
£m
Notes
21
23
23
23
23
23
23
24
25
8
26
27
24
24
28
25
26
24.4
480.8
326.5
20.8
(5.1)
(75.2)
24.2
471.5
325.9
21.3
(6.9)
(83.4)
1,335.6
1,199.2
2,107.8
1,951.8
598.2
5.9
65.0
28.9
-
97.4
795.4
60.3
3.3
760.9
4.2
59.6
36.0
-
110.5
971.2
72.3
3.3
1,088.3
1,004.5
-
75.9
60.2
2.5
36.5
54.8
24.4
479.7
326.5
-
(5.1)
(75.2)
192.5
942.8
592.8
5.9
-
-
24.2
470.4
325.9
-
(6.9)
(83.4)
178.7
908.9
686.8
124.7
-
-
1,563.5
1,335.7
-
-
2,162.2
2,147.2
71.6
3.3
19.0
-
-
-
71.9
3.3
26.7
2.5
-
-
1,288.0
1,173.9
93.9
104.4
2,083.4
2,145.1
2,256.1
2,251.6
Equity and liabilities
Capital and reserves
Issued capital
Share premium account
Merger reserve
Revaluation reserve
Hedging reserve
Own shares
Accumulated profi ts
Total equity
Non-current liabilities
Interest bearing loans and borrowings
Derivative fi nancial instruments
Retirement benefi t obligations
Long-term provisions
Amounts due to subsidiaries
Deferred tax liabilities
Total non-current liabilities
Current liabilities
Interest bearing loans and borrowings
Unsecured loan notes
Trade and other payables
Derivative fi nancial instruments
Tax liabilities
Short-term provisions
Total current liabilities
Total liabilities
Total equity and liabilities
4,191.2
4,096.9
3,198.9
3,160.5
The fi nancial statements of Travis Perkins plc, registered number 824821, were approved by the Board of Directors on 21 February 2012 and
signed on its behalf by:
Geoff Cooper, Chief Executive
Paul Hampden Smith, Finance Director
S
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77
Consolidated Statement of Changes in Equity
For the year ended 31 December 2011
T H E G R O U P
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Issued
share
capital
£m
Merger Revaluation
reserve
reserve
£m
£m
Share
premium
account
£m
Hedging
reserve
£m
Retained
earnings
£m
Own
shares
£m
Total
equity
£m
21.3
(12.1)
(83.7)
1,042.8
1,460.4
At 1 January 2010
Profi t for the year
Cash fl ow hedge gains
Actuarial gains on defi ned benefi t
pension schemes
Unamortised cash fl ow hedge
cancellation payment
Tax relating to comprehensive income
Total comprehensive income for the year
Dividends
Issue of share capital
Realisation of revaluation reserve in
respect of property disposals
Difference between depreciation of assets on
a historical basis and on a revaluation basis
Deferred tax rate change
Credit to equity for equity-settled
share based payments
20.9
471.2
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3.3
0.3
325.9
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(0.2)
(0.2)
0.4
-
At 31 December 2010
24.2
471.5
325.9
21.3
Profi t for the year
Cash fl ow hedge losses
Actuarial losses on defi ned
benefi t pension schemes
Unamortised cash fl ow hedge
cancellation payment
Tax relating to comprehensive income
Total comprehensive income for the year
Dividends
Issue of share capital
Realisation of revaluation reserve in
respect of property disposals
Difference between depreciation of assets on
a historical basis and on a revaluation basis
Deferred tax rate change
Foreign exchange differences
Credit to equity for equity-settled
share based payments
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0.2
9.3
0.6
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(1.1)
(0.3)
0.9
-
-
-
2.4
-
4.8
(2.0)
5.2
-
-
-
-
-
-
(6.9)
-
(1.8)
-
4.2
(0.6)
1.8
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0.3
-
-
-
-
141.3
-
141.3
2.4
15.9
15.9
-
(4.7)
152.5
(10.1)
(0.3)
0.2
0.2
-
4.8
(6.7)
157.7
(10.1)
329.5
-
-
0.4
13.9
13.9
(83.4)
1,199.2
1,951.8
-
-
-
-
-
-
-
8.2
-
-
-
-
-
212.4
-
212.4
(1.8)
(49.8)
(49.8)
-
7.7
170.3
(38.8)
(7.1)
1.1
0.3
-
(0.1)
4.2
7.1
172.1
(38.8)
11.2
-
-
0.9
(0.1)
10.7
10.7
At 31 December 2011
24.4
480.8
326.5
20.8
(5.1)
(75.2)
1,335.6
2,107.8
78
Statement of Changes in Equity
For the year ended 31 December 2011
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
T H E C O M P A N Y
Issued
share
capital
£m
Share
premium
account
£m
20.9
470.1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
At 1 January 2010
Profi t for the year
Cash fl ow hedge gains
Unamortised cash fl ow hedge
cancellation payment
Tax relating to comprehensive income
Total comprehensive income for the year
Dividends
Issue of share capital
Credit to equity for equity-settled
3.3
0.3
325.9
share based payments
-
-
-
At 31 December 2010
24.2
470.4
325.9
Profi t for the year
Cash fl ow hedges losses
Unamortised cash fl ow hedge
cancellation payment
Tax relating to comprehensive income
Total comprehensive income for the year
Dividends
Issue of share capital
Credit to equity for equity-settled
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0.2
9.3
0.6
share based payments
-
-
-
Merger
reserve
£m
Hedging
reserve
£m
Own
shares
£m
Retained
earnings
£m
(12.1)
(83.7)
Total
equity
£m
573.9
2.2
2.4
4.8
(2.0)
7.4
(10.1)
329.5
178.7
2.2
-
-
-
2.2
(10.1)
(0.3)
-
-
-
-
-
-
0.3
-
8.2
8.2
(83.4)
178.7
908.9
-
-
-
-
-
-
8.2
58.7
-
-
-
58.7
(38.8)
(7.1)
58.7
(1.8)
4.2
(0.6)
60.5
(38.8)
11.2
-
1.0
1.0
-
2.4
4.8
(2.0)
5.2
-
-
-
(6.9)
-
(1.8)
4.2
(0.6)
1.8
-
-
-
At 31 December 2011
24.4
479.7
326.5
(5.1)
(75.2)
192.5
942.8
S
T
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T
A
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S
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A
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79
Cash Flow Statements
For the year ended 31 December 2011
Operating profi t before exceptional items
300.3
238.8
68.9
31.8
T H E G R O U P
–––––––––––––––––––––––––––––
2010
£m
2011
£m
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2010
£m
2011
£m
Adjustments for:
Depreciation of property, plant and equipment and amortisation
Other non cash movements
Losses of associate
Gain on disposal of property, plant, equipment and investments
Operating cash fl ows before movements in working capital
Increase in inventories
(Increase) / decrease in receivables
Increase in payables
Payments on exceptional items
Pension payments in excess of the charge to profi ts
Cash generated from operations
Interest paid
Income taxes paid
Net cash from operating activities
Cash fl ows from investing activities
Interest received
Proceeds on disposal of property, plant, equipment and investments
Purchases of property, plant and equipment
Interest in associate
Disposal of business (note 29)
Provision of funding to subsidiary undertaking
Acquisition of businesses net of cash acquired (note 30)
Net cash used in investing activities
Financing activities
Net proceeds from the issue of share capital
Bank facility fees paid
Swap cancellation receipt
Payment of fi nance lease liabilities
Repayment of unsecured loan notes
Pension SPV
Decrease in bank loans
Dividends paid
Net cash from fi nancing activities
Net increase / (decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year (note 20)
76.8
13.9
0.6
(17.6)
374.0
(36.1)
(62.0)
107.1
(17.8)
(20.1)
345.1
(24.2)
(26.3)
294.6
0.7
15.0
(109.2)
(2.3)
26.9
-
(9.9)
(78.8)
10.6
(6.1)
-
(1.6)
-
-
(152.2)
(38.8)
(188.1)
27.7
50.9
78.6
57.7
8.0
2.1
(11.3)
295.3
(62.3)
(3.2)
112.8
(7.6)
(52.7)
282.3
(25.4)
(42.4)
214.5
9.4
17.2
(52.6)
(12.5)
-
-
(294.9)
(333.4)
0.3
-
13.7
(1.3)
(0.6)
34.7
(214.1)
(10.1)
(177.4)
(296.3)
347.2
50.9
-
5.1
-
-
74.0
-
1.5
231.9
(5.4)
-
302.0
(29.2)
-
272.8
11.6
-
(0.1)
(2.3)
-
(168.2)
(1.6)
(160.6)
10.6
(6.1)
-
-
-
-
(90.0)
(38.8)
(124.3)
(12.1)
10.5
(1.6)
0.1
2.3
-
-
34.2
-
(125.0)
353.9
(7.8)
-
255.3
(27.5)
-
227.8
8.0
0.1
(0.2)
(12.5)
-
-
(481.6)
(486.2)
0.3
16.3
-
(0.6)
-
(50.0)
(10.1)
(44.1)
(302.5)
313.0
10.5
80
Notes to the Financial Statements
For the year ended 31 December 2011
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
1. General information
Overview
Travis Perkins plc is a company incorporated in
the United Kingdom under the Companies Act
2006. The address of the registered offi ce is
given on page 130. The nature of the Group’s
operations and its principal activities are set out
in the Chief Executive’s review of the year, the
Deputy Chief Executive’s review of the year and
the Finance Director’s review of the year on pages
14 to 34.
These fi nancial statements are presented
in pounds sterling, the currency of the primary
economic environment in which the Group
operates.
Basis of accounting
The fi nancial statements have been prepared
in accordance with International Financial
Reporting Standards (‘IFRS’) issued by the
International Accounting Standards Board. The
fi nancial statements have also been prepared in
accordance with IFRS adopted by the European
Union and therefore the Group fi nancial statements
comply with Article 4 of the EU IAS Regulations.
Basis of preparation
The fi nancial statements have been prepared
on the historic cost basis, except that derivative
fi nancial instruments are stated at their fair value.
The consolidated fi nancial statements include
the accounts of the Company and all entities
controlled by the Company (its subsidiaries)
(together referred to as ‘the Group’) from the date
control commences until the date that control
ceases. Control is achieved where the Company
has the power to govern the fi nancial and
operating policies of an investee entity to obtain
benefi ts from its activities. As such, the results of
subsidiaries acquired during the year are included
in the consolidated income statement from the
effective date of acquisition.
In the current fi nancial year, the Group has
adopted the following, which did not have a
material impact:
● IAS 24 Related Party Disclosures (2009)
● Amendments to various standards arising from
annual improvements issued in 2010.
At the date of authorisation of these fi nancial
statements, the following Standards and
Interpretations, which have not yet been applied in
these fi nancial statements, were in issue, but not
yet effective:
● IAS 28 Investments in Associates and Joint
Ventures (2011);
● IFRS 9 Financial Instruments (2009);
● IFRS 10 Consolidated Financial Statements;
● IFRS 11 Joint Arrangements;
● IFRS 12 Disclosure of Interests in Other Entities;
● IFRS 13 Fair Value Measurement.
The Directors anticipate that adoption of these
Standards and Interpretations in future periods
will have no material impact on the fi nancial
statements of the Group.
Management is currently of the opinion that
the Group’s forecasts and projections, show that
the Group should be able to operate within its
current facilities and comply with its banking
covenants. The Group is, however, exposed to
a number of signifi cant risks and uncertainties,
which could affect on the Group’s ability to meet
management’s forecast and projections and hence
its ability to meet its banking covenants.
The Directors believe that the Group has the
fl exibility to react to changing market conditions
and is adequately placed to manage its business
risks successfully despite the current uncertain
economic outlook and challenging macro
economic conditions.
A detailed consideration of going concern,
risks and uncertainties is provided in the Finance
Director’s review of the year on page 34.
After making enquiries, the Directors have
formed a judgement at the time of approving the
fi nancial statements, that there is a reasonable
expectation that the Company and the Group have
adequate resources to continue in operational
existence for the foreseeable future. For this
reason, they continue to adopt the going concern
basis in preparing the fi nancial statements.
2. Significant accounting policies
The principal accounting policies adopted in
preparing the fi nancial statements are set out
below.
Revenue recognition
Revenue is recognised when goods or services
are received by the customer and the risks
and rewards of ownership have passed to
them. Revenue is measured at the fair value
of consideration received or receivable and
represents amounts receivable for goods and
services provided in the normal course of
business, net of discounts and value added tax.
For the Parent Company, revenue comprises
management charges receivable and dividend
income received.
Exceptional items
Exceptional items are those items of income and
expenditure that by reference to the Group are
material in size or unusual in nature or incidence,
that in the judgement of the Directors, should be
disclosed separately on the face of the fi nancial
statements (or in the notes in the case of a
segment) to ensure both that the reader has a
proper understanding of the Group’s fi nancial
performance and that there is comparability of
fi nancial performance between periods.
Items of income or expense that are considered
by the Directors for designation as exceptional
items include, but are not limited to, signifi cant
restructurings, onerous contracts, write-downs or
impairments of current and non-current assets,
the costs of acquiring and integrating businesses,
gains or losses on disposals of businesses and
investments, re-measurement gains or losses
arising from changes in the fair value of derivative
fi nancial instruments to the extent that hedge
accounting is not achieved or is not effective and
pension scheme curtailment gains.
Business combinations and goodwill
All business combinations are accounted for using
the purchase method. The cost of an acquisition
represents the cash value of the consideration
and/or the fair value of the shares issued on
the date the offer became unconditional. The
acquiree’s identifi able assets, liabilities and
contingent liabilities that meet the conditions for
recognition under IFRS 3 (2008) are recognised at
their fair value at the acquisition date except that:
● Deferred tax assets or liabilities and liabilities
or assets related to employee benefit
arrangements are recognised and measured in
accordance with IAS 12 Income Taxes and IAS
19 Employee Benefits respectively;
● Liabilities or equity instruments related to the
replacement by the Group of an acquiree’s
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Notes to the Financial Statements
share-based payment awards are measured in
accordance with IFRS 2 Share-based Payment;
● Assets (or disposal groups) that are classified
as held for sale in accordance with IFRS
5 Non-current Assets Held for Sale and
Discontinued Operations are measured in
accordance with that Standard.
Goodwill arising on acquisition represents the
excess of the cost of acquisition over the share of
the aggregate fair value of identifi able net assets
(including intangible assets) of a business or a
subsidiary at the date of acquisition. All material
intangible fi xed assets obtained on acquisition
have been recognised separately in the fi nancial
statements. Goodwill is initially recognised as
an asset and allocated to cash generating units,
then at least annually, is reviewed for impairment.
Any impairment is recognised immediately in
the income statement and is not subsequently
reversed, as such, goodwill is stated in the balance
sheet at cost less any provisions for impairment
in value.
Goodwill arising on acquisitions before the
date of transition to IFRS (1 January 2004) has
been retained at the previous UK GAAP amounts
subject to being tested for impairment at that date.
Goodwill written off to reserves under UK GAAP
prior to 1998 has not been reinstated and is not
included in determining any subsequent profi t or
loss on disposal.
Investments in associates
An associate is an entity over which the Group has
signifi cant infl uence, but not control or joint control
through participation in the fi nancial and operating
policy decisions of the investee. The results, assets
and liabilities of associates are incorporated in
these fi nancial statements using the equity method
of accounting. Investments in associates are
carried in the balance sheet at cost as adjusted
by post acquisition changes in the group’s share
of the net assets of the associate, less any
impairment in the value of individual investments.
Intangible assets
Intangible assets identifi ed as part of the assets
of an acquired business are capitalised separately
from goodwill if the fair value can be measured
reliably on initial recognition. Intangible assets are
amortised to the income statement on a straight-
line basis over a maximum of 20 years except
where they are considered to have an indefi nite
useful life. In the latter instance they are reviewed
annually for impairment.
Investment properties
Investment properties, which are held to earn rental
income or for capital appreciation or for both, are
stated at deemed cost less depreciation. Properties
are depreciated to their estimated residual value
on a straight-line basis over their estimated useful
lives, up to a maximum of 50 years.
Rental income from investment property is
recognised in the income statement on a straight-
line basis over the term of the lease.
Assets held for sale
Assets held for sale are measured at the lower of
carrying amount and fair value less costs to sell.
Assets are held for sale if their carrying amount
will be recovered through a sale transaction rather
than continuing use. This condition is regarded as
met only when the sale is highly probable and the
asset is available for sale in its present condition.
Property, plant and equipment
Property, plant and equipment is stated at cost or
deemed cost less accumulated depreciation and
any impairment in value. Assets are depreciated
to their estimated residual value on a straight-line
basis over their estimated useful lives as follows:
● Buildings – 50 years or if lower, the estimated
useful life of the building or the life of the lease;
● Plant and equipment – 4 to 10 years;
● Freehold land is not depreciated.
Assets held under fi nance leases are depreciated
over their expected useful lives on the same basis
as owned assets, or where shorter, the term of the
relevant lease.
The gain or loss arising on the disposal or
retirement of an asset is determined as the
difference between the sale proceeds net of
expenses and the carrying amount of the asset in
the balance sheet and is recognised in the income
statement. Where appropriate, the attributable
revaluation reserve remaining in respect of
properties revalued prior to the adoption of IFRS is
transferred directly to accumulated profi ts.
Leases
Finance leases, which transfer to the Group
substantially all the risks and benefi ts incidental
to ownership of the leased item, are capitalised at
the inception of the lease at the fair value of the
leased asset or, if lower, at the present value of
the minimum lease payments. Lease payments
are apportioned between the fi nance charges
and reduction of the lease liability to achieve a
constant rate of interest on the remaining balance
of the liability. Finance charges are charged
directly against income. Capitalised leased assets
are depreciated over the shorter of the estimated
useful life of the asset or the lease term. Leases
where the lessor retains substantially all the
risks and benefi ts of ownership of the asset are
classifi ed as operating leases.
Operating lease rental payments are recognised
as an expense in the income statement on a
straight-line basis over the lease term.
Reverse lease premia and other incentives
receivable for entering into a lease agreement are
recognised in the income statement over the life
of the lease.
Impairment of tangible and intangible
assets excluding goodwill
The carrying amounts of the Group’s tangible
and intangible assets are reviewed at each
balance sheet date to determine whether there
is any indication of impairment. If such an
indication exists, the asset’s recoverable amount
is estimated and compared to its carrying value.
Where the asset does not generate cash fl ows
that are independent from other assets, the
Group estimates the recoverable amount of the
cash-generating unit (‘CGU’) to which the asset
belongs. Where the carrying value exceeds the
recoverable amount a provision for the impairment
loss is established with a charge being made to
the income statement.
For intangible assets that have an indefi nite
useful life the recoverable amount is estimated at
each annual balance sheet date.
Impairment losses recognised in respect of
a CGU are allocated fi rst to reduce the carrying
amount of any goodwill allocated to the CGU and
then to reduce the carrying amount of the other
assets in the unit on a pro-rata basis.
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T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
Inventories
Inventories, which consist of goods for resale,
are stated at the lower of average weighted
cost and net realisable value. Cost comprises
direct materials and, where applicable, direct
labour costs and those overheads that have been
incurred in bringing the inventories to their present
location and condition. Net realisable value is the
estimated selling price less the estimated costs of
disposal.
Foreign currencies
Transactions denominated in foreign currencies
are recorded at the rates ruling on the date of the
transaction.
At the consolidated balance sheet date,
unhedged monetary assets and liabilities
denominated in foreign currencies are translated
at the rate of exchange ruling at that date. Foreign
exchange differences arising on translation are
recognised in the income statement.
as a non-current asset or non-current liability if
the remaining maturity of the hedge relationship
is more than 12 months, otherwise they are
classifi ed as current.
Foreign currency forward contracts are not
designated effective hedges and so are marked
to market at the balance sheet date, with any
gains or losses being taken through the income
statement.
Financial assets and fi nancial liabilities
Financial assets are classifi ed into the following
specifi ed categories: fi nancial assets at ‘fair
value through profi t or loss’ (‘FVTPL’), ‘available-
for-sale’ (‘AFS’) fi nancial assets and ‘loans and
receivables’. The classifi cation depends on the
nature and purpose of the fi nancial assets and is
determined at the time of initial recognition.
Financial liabilities are classifi ed as either
fi nancial liabilities ‘at FVTPL’ or ‘other fi nancial
liabilities’ and trade and other payables.
Derivative fi nancial instruments
and hedge accounting
The Group uses derivative fi nancial instruments
to hedge its exposure to interest rate and foreign
exchange risks arising from fi nancing activities.
The Group does not enter into speculative
fi nancial instruments. In accordance with its
treasury policy, the Group does not hold or
issue derivative fi nancial instruments for trading
purposes.
Financial instruments
Financial assets and liabilities are recognised
in the balance sheet when the Group becomes
a party to the contractual provisions of the
instrument.
Trade receivables
Trade receivables are measured at amortised
cost, which is carrying amount less provision
for irrecoverable amounts. Allowances for the
estimated irrecoverable amounts are made in
the income statement when the receivable is
considered to be uncollectable.
Impairment of fi nancial assets
Financial assets are treated as impaired when in
the opinion of the Directors, the likelihood of full
recovery is diminished either by events or change
of circumstance.
Cash and cash equivalents
Cash and cash equivalents comprise cash
balances and call deposits with an original
maturity of three months or less.
Bank and other borrowings
Interest bearing bank loans and overdrafts,
loan notes and other loans are recognised in
the balance sheet at amortised cost. Finance
charges associated with arranging a bank facility
are recognised in the income statement over the
life of the facility. All other borrowing costs are
recognised in the income statement in the period
in which they are incurred.
Trade payables
Trade payables are measured at amortised cost.
Derivative fi nancial instruments are stated at
The Group has defi ned the classes of fi nancial
fair value. The fair value of derivative fi nancial
instruments is the estimated amount the Group
would receive or pay to terminate the derivative at
the balance sheet date, taking into account current
interest and exchange rates and the current
creditworthiness of the counterparties.
Changes in the fair value of derivative fi nancial
instruments, that are designated and effective as
hedges of the future variability of cash fl ows, are
recognised directly in equity and the ineffective
portion is recognised immediately in the income
statement.
For an effective hedge of an exposure to
changes in the fair value of a hedged item, the
hedged item is adjusted for changes in fair value
attributable to the risk being hedged with the
corresponding entry in the income statement.
For derivatives that do not qualify for hedge
accounting, any gains or losses arising from
changes in fair value are taken to the income
statement as they arise.
Derivatives embedded in commercial contracts
are treated as separate derivatives when their risks
and characteristics are not closely related to those
of the underlying contracts, with unrealised gains
or losses being reported in the income statement.
The fair value of hedged derivatives is classifi ed
assets to be other fi nancial assets, cash and
borrowings and derivative fi nancial instruments.
Financial assets and fi nancial
liabilities at FVTPL
Financial assets and fi nancial liabilities are
classifi ed as at FVTPL where the fi nancial asset or
the fi nancial liability is either held for trading or it
is designated as FVTPL.
A fi nancial asset or fi nancial liability is classifi ed
as held for trading if it:
● Has been acquired principally for the purpose of
selling or of disposal in the near future; or
● Is a part of an identified portfolio of financial
instruments that the Group manages together
and has a recent actual pattern of short-term
profit-taking; or
● Is a derivative that is not designated and
effective as a hedging instrument.
Financial assets and fi nancial liabilities at FVTPL
are stated at fair value, with any resultant gain or
loss recognised in the income statement unless
it is an effective cash fl ow relationship. The net
gain or loss recognised in the income statement
incorporates any interest earned or paid on the
fi nancial asset and fi nancial liability respectively.
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Notes to the Financial Statements
Loans and receivables
Trade receivables and other receivables that have
fi xed or determinable payments that are not quoted
in an active market are classifi ed as loans and
receivables. Loans and receivables are measured
at amortised cost using the effective interest
method, less any impairment. Interest income is
recognised by applying the effective interest rate,
except for short-term receivables, which applies
to all amounts owed to the Group when the
recognition of interest would be immaterial.
Other fi nancial liabilities
Other fi nancial liabilities, including borrowings, are
initially measured at fair value, net of transaction
costs. Other fi nancial liabilities are subsequently
measured at amortised cost using the effective
interest method, with interest expense recognised
on an effective yield basis. The effective interest
method is a method of calculating the amortised
cost of a fi nancial liability and of allocating interest
expense over the relevant period. The effective
interest is the rate that exactly discounts estimated
future cash payments through the expected life
of the fi nancial liability, or, where appropriate, a
shorter period.
Derecognition of fi nancial assets
and fi nancial liabilities
The Group derecognises a fi nancial asset only
when the contractual rights to the cash fl ows
from the asset expire; or it transfers the fi nancial
asset and substantially all the risks and rewards
of ownership of the asset to another entity. If the
Group neither transfers nor retains substantially all
the risks and rewards of ownership and continues
to control the transferred asset, the Group
recognises its retained interest in the asset and an
associated liability for amounts it may have to pay.
If the Group retains substantially all the risks and
rewards of ownership of a transferred fi nancial
asset, the Group continues to recognise the
fi nancial asset and also recognises a collateralised
borrowing for the proceeds received.
The Group derecognises fi nancial liabilities
when, and only when, the Group’s obligations are
discharged, cancelled or they expire.
Taxation
The tax expense represents the sum of the tax
currently payable and the deferred tax.
The tax currently payable is based on taxable
profi t for the year. Taxable profi t differs from
net profi t as reported in the income statement
because it excludes items of income and expense
that are taxable or deductible in other years and it
further excludes items which are never taxable or
deductible. The Group’s liability for current tax is
calculated using tax rates that have been enacted
or substantially enacted by the balance sheet date.
Deferred tax is the tax expected to be payable
or recoverable on differences between the
carrying amounts of assets and liabilities in the
fi nancial statements and the corresponding
tax bases used in the computation of taxable
profi t. This is accounted for using the balance
sheet liability method. Deferred tax liabilities are
generally recognised for all taxable temporary
differences and deferred tax assets are
recognised to the extent that it is probable that
taxable profi ts will be available against which
deductible temporary differences can be utilised.
Such assets and liabilities are not recognised if
the temporary difference arises from goodwill
or from the initial recognition (other than in
a business combination) of other assets and
liabilities in a transaction that affects neither the
tax profi t nor the accounting profi t.
Deferred tax is calculated at the tax rates that
are expected to apply in the period when the
liability is settled or the asset realised. Deferred tax
is charged or credited in the income statement,
except when it relates to items charged or credited
directly to equity, in which case the deferred tax is
also dealt with in equity.
Pensions and other post-employment benefi ts
For defi ned benefi t schemes, operating profi t is
charged with the cost of providing pension benefi ts
earned by employees in the period. The expected
return on pension scheme assets less the interest
on pension scheme liabilities is shown as fi nance
income or as a fi nance cost within the income
statement.
Actuarial gains and losses arising in the period
from the difference between actual and expected
returns on pension scheme assets, experience
gains and losses on pension scheme liabilities
and the effects of changes in demographics
and fi nancial assumptions are included in the
statement of recognised income and expense.
Recoverable pension scheme surpluses and
pension scheme defi cits and the associated
deferred tax balances are recognised in full in the
period in which they occur and are included in the
balance sheet.
Obligations for contributions to defi ned
contribution pension plans are recognised as an
expense in the income statement as incurred.
Employee share incentive plans
The Group issues equity-settled share-based
payments to certain employees (long term
incentives, executive share options and Save As
You Earn). These payments are measured at fair
value at the date of grant by the use of the Black
Scholes option-pricing model taking into account
the terms and conditions upon which the options
were granted. The cost of equity-settled awards is
recognised on a straight-line basis over the vesting
period, based on the Group’s estimate of the
number of shares that will eventually vest.
Provisions
A provision is recognised in the balance sheet
when the Group has a present legal or constructive
obligation as a result of a past event, and it is
probable that an outfl ow of economic benefi ts will
be required to settle the obligation. Provisions are
measured at the Directors’ best estimate of the
expenditure required to settle the obligation at the
balance sheet date, and are discounted to present
value where the effect is material.
Equity instruments and own shares
The Group has applied the requirements of IFRS 2
– Share Based Payments. In accordance with the
transitional provisions, IFRS 2 has been applied to
all grants of equity instruments after 7 November
2002 that were unvested at 1 January 2005.
Equity instruments represent the ordinary
share capital of the Group and are recorded at
the proceeds received, net of directly attributable
incremental issue costs.
Consideration paid by the Group for its own
shares is deducted from total shareholders’
equity. Where such shares vest to employees
under the terms of the Group’s share incentive
schemes or the Group’s share save schemes or
are sold, any consideration received is included in
shareholders’ equity.
Dividends
Dividends proposed by the Board of Directors and
unpaid at the period end are not recognised in the
fi nancial statements until they have been approved
by shareholders at the Annual General Meeting.
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3. Critical judgements and
key sources of estimation
and uncertainty
These consolidated fi nancial statements have
been prepared in accordance with IFRS as
issued by the IASB. The preparation of fi nancial
statements requires the Directors to make
estimates and assumptions about future events
that affect the reported amounts of assets and
liabilities and disclosure of contingent assets and
liabilities. Future events and their effects cannot be
determined with absolute certainty. Therefore, the
determination of estimates requires the exercise
of judgement based on various assumptions and
other factors such as historical experience, current
and expected economic conditions. The Directors
constantly re-evaluate these signifi cant factors and
make adjustments where facts and circumstances
dictate. The Directors believe that the following
accounting policies are critical due to the degree
of estimation required and / or the potential
material impact they may have on the Group’s
fi nancial position and performance.
Income taxes
The Group is subject to the income tax laws of
the United Kingdom. These laws are complex and
subject to different interpretations by taxpayers
and tax authorities. When establishing income
tax provisions, the Directors make a number
of judgements and interpretations about the
application and interaction of these laws. Changes
in these tax laws or in their interpretation could
impact the Group’s effective tax rate and the
results of operations in a given period.
Goodwill and intangible assets
In testing for impairment, the Directors have
made certain assumptions concerning discount
rates and the future development of the business
that are consistent with its annual budget and
three-year plan. Whilst the Directors consider
these assumptions are realistic should these
assumptions regarding the growth in profi tability
be unfounded then it is possible that the value
of goodwill and intangible assets included in the
balance sheet could be impaired. Further details
concerning the impairment of goodwill and
intangible assets are given in note 14.
Pension assumptions
The Group has chosen to adopt assumptions that
the Directors believe are generally in line with the
median for comparable companies. If the future
return on equities is lower than anticipated, or if
the difference between actual infl ation and the
actual increase in pensionable salaries is greater
than that assumed, or if long term interest rates
were lower than assumed, or if the average life
expectancy of pensioners increases, then the
pension defi cit would be greater than currently
stated in the balance sheet.
Property leases
The Group is party to a number of leases on
properties that are no longer required for trading.
Whilst every effort is made to profi tably sub-let
these properties, it is not always possible. Where
a lease is onerous to the Group, a provision is
established for the difference between amounts
contractually payable to the landlord and to local
authorities and amounts contractually receivable
from the tenant (if any) for the period up until the
point it is judged that the lease will no longer be
onerous.
The Directors believe that their estimates,
which are based upon the current state of the
UK property market, are appropriate. However,
it is possible that it may take longer to dispose
of leases than they anticipate. As a result the
provisions may be understated, but in the opinion
of the Directors this is unlikely to be material.
Insurance provisions
The Group has been substantially self-insured
since 2001. The nature of insurance claims is that
they frequently take many years to fully crystallise,
therefore the Directors have to estimate the
value of provisions to hold in the balance sheet in
respect of historical claims. Under the guidance
of the Group’s insurance advisors, the value of
incurred claims is estimated using the Generalised
Cape Cod Method. The provision is determined by
deducting the value of claims settled to date from
the estimated level of claims incurred. Whilst the
Generalised Cape Cod Method is an insurance
industry standard methodology, it relies on
historical trends to determine the level of expected
claims. To the extent that the estimates are
inaccurate the Group may be underprovided, but in
the opinion of the Directors, any under-provision is
unlikely to be material.
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Notes to the Financial Statements
4. Revenue
Sale of goods
Management charges
Dividends from subsidiaries
Other operating income
Finance income
5. Profit
(a) Operating profit
Revenue
Cost of sales
Gross profi t
Selling and distribution costs
Administrative expenses
Other operating income
Share of results of associate
Operating profi t
Add back exceptional items
Add back amortisation of intangible assets
Adjusted operating profit
Exceptional items
T H E G R O U P
–––––––––––––––––––––––––––––
2010
£m
2011
£m
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2010
£m
2011
£m
4,779.1
-
-
4,779.1
20.5
22.4
4,822.0
3,152.8
-
-
3,152.8
15.4
17.5
3,185.7
-
6.9
79.1
86.0
-
19.5
105.5
-
6.9
40.3
47.2
-
15.5
62.7
T H E G R O U P
–––––––––––––––––––––––––––––
2010
£m
2011
£m
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2010
£m
2011
£m
4,779.1
(3,355.8)
1,423.3
(882.1)
(270.6)
20.5
(0.6)
290.5
9.8
12.9
313.2
3,152.8
(2,081.5)
1,071.3
(675.8)
(189.0)
15.4
(2.1)
219.8
19.0
0.2
239.0
86.0
-
86.0
-
(17.1)
-
-
68.9
-
-
68.9
47.2
-
47.2
-
(28.8)
-
-
18.4
13.4
-
31.8
2011
The Group incurred £9.8m of exceptional operating charges in 2011 (2010: £19.0m) as a result of integrating BSS into the Group. The charges arose mainly as a
result of the on-going programme to integrate BSS colleagues, systems and processes into the Group, although there was a £2.2m charge due to the closure or
disposal of businesses that were determined to be non-core to the Group’s operations.
2010
On 14 December 2010, the group acquired 100% of the issued share capital of The BSS Group plc (‘BSS’) for total consideration of £623.9m. As required by IFRS
3 (2008), £13m of costs incurred in making the acquisition and £8.1m of non-fair value charges incurred in respect of assets written out of the opening BSS group
balance sheet were charged to the income statement as exceptional items and included in administrative expenses. Offset against the exceptional charge was the
release of £2.1m of onerous lease provisions, which were originally established in 2008 as exceptional charges to the income statement. The net total of exceptional
items was £19.0m.
£13.4m of costs incurred in making the acquisition of BSS were charged to the Company’s income statement in 2010 as an exceptional item and included in
administrative expenses.
To enable readers of the financial statements to obtain a clear understanding of underlying trading, the Directors have shown the exceptional items separately in
the group income statement.
86
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
T H E G R O U P
–––––––––––––––––––––––––––––
2010
£m
2011
£m
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2010
£m
2011
£m
5. Profit continued
Operating profit has been arrived at after charging / (crediting):
Movement of provisions against inventories
Cost of inventories recognised as an expense
Pension costs included in cost of sales
Pension costs in administration expenses
Pension costs in selling and distribution costs
Depreciation of property, plant and equipment
Staff costs (see note 7)
Gain on disposal of property, plant and equipment
Rental income
Hire of vehicles, plant and machinery
Other leasing charges – property
Amortisation of intangible assets
Auditor’s remuneration for audit services
(0.3)
3,356.1
0.5
1.4
10.9
63.9
579.7
(16.3)
(4.2)
33.4
164.3
12.9
0.4
5.7
2,075.8
-
2.9
6.4
57.5
412.5
(11.3)
(4.3)
16.7
140.8
0.2
0.4
During the year the Group incurred the following costs for services provided by the Company’s auditors:
Fees payable to the Company’s auditors for the audit of the Company’s annual accounts
Fees payable to the Company’s auditors for the audit of the Company’s subsidiaries
Fees paid to the Company’s auditors for other services:
Audit related assurance services
Other services relating to taxation - advisory
Corporate fi nance transactions – acquisition of BSS
Other services
-
-
-
0.4
-
-
12.4
-
-
-
-
-
0.1
-
-
-
1.3
-
0.1
8.6
-
-
-
-
-
0.1
T H E G R O U P
–––––––––––––––––––––––––––––
2010
£000
2011
£000
104
297
107
192
-
-
700
108
256
60
216
445
8
1,093
Audit related assurance services includes £17,000 (2010: £10,000) which was paid to the auditors by the Travis Perkins Pension and Dependents Benefi t Scheme.
A description of the work of the Audit Committee is set out in the Audit Committee report on pages 53 to 55, and includes an explanation of how auditor objectivity
and independence is safeguarded when non-audit services are provided by the auditors.
(b) Adjusted profit before and after tax
Profi t before tax
Exceptional items
Amortisation of intangible assets
Adjusted profit before tax
Profi t after tax
Exceptional items
Amortisation of intangible assets
Tax on exceptional items and amortisation
Effect of reduction in corporation tax rate on deferred tax
Adjusted profit after tax
T H E G R O U P
–––––––––––––––––––––––––––––
2010
£m
2011
£m
269.6
14.2
12.9
296.7
196.8
19.7
0.2
216.7
T H E G R O U P
–––––––––––––––––––––––––––––
2010
£m
2011
£m
212.4
14.2
12.9
(7.9)
(12.6)
219.0
141.3
19.7
0.2
(1.9)
(2.4)
156.9
S
T
N
E
M
E
T
A
T
S
I
L
A
C
N
A
N
I
F
87
Notes to the Financial Statements
5. Profit continued
(c) Adjusted operating margin
Merchanting
–––––––––––––––
2011
2010
£m
£m
Retail
–––––––––––––––
2011
2010
£m
£m
Group Pre-BSS
–––––––––––––––
2011
£m
2010
£m
BSS
–––––––––––––––
2011
2010
£m
£m
Eliminations
–––––––––––––––
2011
2010
£m
£m
Revenue
2,337.0 2,106.5
1,017.8 1,002.9
3,354.8 3,109.4
1,436.0
43.4
(11.7)
Segment result
Share of
associate losses
Amortisation of
intangible assets
Exceptional items
Adjusted segment
result
Adjusted
195.8
174.1
45.3
58.7
241.1
232.8
50.0
(10.9)
-
-
-
6.0
-
10.3
-
-
-
-
-
0.6
-
-
-
-
-
6.0
-
10.9
12.9
3.8
0.2
8.1
201.8
184.4
45.3
59.3
247.1
241.6
66.7
(2.6)
operating margin
8.6%
8.8%
4.5%
5.9%
7.4%
7.8%
4.6%
(6.0)%
-
-
-
-
-
-
-
-
-
-
-
-
-
Group
–––––––––––––––
2011
2010
£m
£m
4,779.1 3,152.8
291.1
221.9
(0.6)
(2.1)
12.9
9.8
0.2
19.0
313.2
239.0
6.6%
7.6%
Segmental information is shown in note 6.
6. Business and geographical segments
As required by IFRS 8 the operating segments are identifi ed on the basis of internal reports about components of the Group that are regularly reviewed by the Chief
Executive to assess their performance. For management purposes, during 2011 the Group was organised into three operating divisions – Merchanting, Retailing
and BSS, which operate mainly in the United Kingdom. It is on this basis that we report in the 2011 Annual Report and Accounts. On 1 January 2012 the Group was
reorganised into four divisions, General Merchanting, Specialist Merchanting, Consumer and Plumbing and Heating. In 2012, we will report segmental information
on the basis of the new divisional structure.
Segment profit represents the profit earned by each segment without allocation of share of losses of associates, finance income and costs and income tax expense.
Inter-segment sales are eliminated. During 2011 and 2010, other than in respect of fair value adjustments and exceptional charges made in respect of BSS
assets, there were no impairment losses or reversals of impairment losses recognised in profit or loss or in equity in any of the reportable segments.
2011
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Consolidated
Merchanting
£m
£m
Unallocated
£m
Eliminations
£m
Retail
£m
BSS
£m
Revenue
2,337.0
1,017.8
1,436.0
-
(11.7)
4,779.1
Result
Segment result
Share of associate losses
Finance income
Finance costs
Profi t before taxation
Taxation
Profi t for the year
Segment assets
Segment liabilities
195.8
-
-
-
195.8
-
195.8
45.3
-
-
-
45.3
-
45.3
1,954.4
(791.1)
1,498.8
(343.7)
Consolidated net assets
1,163.3
1,155.1
Exceptional items
Capital expenditure
Amortisation
Depreciation
6.0
86.9
-
45.3
-
17.7
-
13.3
50.0
-
-
-
50.0
-
50.0
893.3
(390.2)
503.1
3.8
3.5
12.9
5.3
-
(0.6)
22.4
(43.3)
(21.5)
(57.2)
(78.7)
192.5
(906.2)
(713.7)
-
-
-
-
-
-
-
-
-
-
-
(347.8)
347.8
-
-
-
-
-
291.1
(0.6)
22.4
(43.3)
269.6
(57.2)
212.4
4,191.2
2,083.4
2,107.8
9.8
108.1
12.9
63.9
88
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
6. Business and geographical segments continued
2010
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Consolidated
Merchanting
£m
£m
Unallocated
£m
Eliminations
£m
Retail
£m
BSS
£m
Revenue
2,106.5
1,002.9
43.4
-
Result
Segment result
Share of associate losses
Finance income
Finance costs
Profi t before taxation
Taxation
Profi t for the year
Segment assets
Segment liabilities
174.1
-
-
-
174.1
-
174.1
58.7
-
-
-
58.7
-
58.7
1,823.5
(738.9)
1,444.2
(367.3)
Consolidated net assets
1,084.6
1,076.9
Exceptional items
Capital expenditure
Amortisation
Depreciation
7. Staff costs
10.3
44.5
-
43.3
0.6
7.2
-
13.7
(10.9)
-
-
-
(10.9)
-
(10.9)
963.5
(317.6)
645.9
8.1
-
0.2
0.5
-
(2.1)
17.5
(40.5)
(25.1)
(55.5)
(80.6)
197.3
(1,052.9)
(855.6)
-
0.2
-
-
(a) The average monthly number of persons employed (including executive directors)
-
-
-
-
-
-
-
-
(331.6)
331.6
-
-
-
-
-
3,152.8
221.9
(2.1)
17.5
(40.5)
196.8
(55.5)
141.3
4,096.9
(2,145.1)
1,951.8
19.0
51.9
0.2
57.5
Sales
Distribution
Administration
(b) Aggregate remuneration
Wages and salaries
Share based payments (note 9)
Social security costs
Other pension costs (note 8)
T H E G R O U P
–––––––––––––––––––––––––––––
2010
No.
2011
No.
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2010
No.
2011
No.
15,923
3,240
2,260
21,423
11,880
2,345
1,567
15,792
-
-
42
42
-
-
42
42
T H E G R O U P
–––––––––––––––––––––––––––––
2010
£m
2011
£m
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2010
£m
2011
£m
519.0
13.9
46.8
12.8
592.5
368.6
8.1
35.8
9.3
421.8
6.7
5.1
0.6
0.4
12.8
5.5
2.3
0.5
1.6
9.9
S
T
N
E
M
E
T
A
T
S
I
L
A
C
N
A
N
I
F
89
Notes to the Financial Statements
8. Pension arrangements
Defi ned benefi t schemes
Prior to the acquisition of The BSS Group plc, the Group operated one fi nal salary scheme; the Travis Perkins Pensions and Dependants Benefi t Scheme (‘the TP
scheme’), which for the majority of members is a 1/60th scheme. The TP scheme is funded by contributions from Group companies and employees. Contributions
are paid to the Trustees on the basis of advice from an independent professionally qualifi ed actuary who carries out a valuation of the scheme every three years.
Employees are entitled to start drawing a pension, based on their membership of the scheme, on their normal retirement date. If employees choose to retire early
and draw their pension, then the amount they receive is scaled down accordingly.
A full actuarial valuation of the TP scheme was carried out on 30 September 2008. The full actuarial valuation as at 30 September 2011 is currently in progress.
The IAS 19 valuation has been based upon the results of the 30 September 2008 valuation, then updated to 31 December 2011 by a qualified actuary. The present
values of the defined obligations, the related current service costs and the past service costs for the scheme were measured using the projected unit method.
Following the acquisition of The BSS group plc the Group now operates three additional defined benefit pension schemes (‘the BSS schemes’) based on final
pensionable salary. The assets of the schemes are held separately from those of the Group in funds under the control of the schemes trustees. All defined benefit
schemes are closed to new members. The most recent actuarial valuations of the scheme assets and the present value of the defined benefit obligation were carried
out at 1 June 2009 for the main UK and Irish schemes and 31 December 2008 for the secondary UK scheme. The present value of the defined benefit obligation,
and the related current service cost and past service cost, were measured using the projected unit method with a control period equal to the future working lifetime
of the active members.
In June 2010 an agreement was reached with the trustees of the Travis Perkins final salary pension scheme to fund £34.7m of the deficit using a group controlled
special purpose vehicle. The pension scheme will be entitled to receive the income of the SPV for a period of up to 20 years, subject to funding levels. This income
is backed by the security of 16 Travis Perkins freehold properties. As the SPV is consolidated into the Travis Perkins plc group accounts advantage has been taken
of Regulation 7 of The Partnership (Accounts) Regulations 2008 and accounts for the SPV will neither be audited or filed.
(a) Major assumptions used by the actuary at the balance sheet date (in nominal terms)
At 31 December 2011
TP Scheme
At 31 December 2010
TP Scheme
At 31 December 2011
BSS Schemes
At 31 December 2010
BSS Schemes
Rate of increase in pensionable salaries
Rate of increase of pensions in payment
Discount rate
Inflation assumption
2.25%
2.5%
4.9%
3.1%
2.5%
2.4%
5.35%
3.5%
2.25%
2.5%
4.9%
3.1%
3.5%
3.5%
5.35%
3.5%
In respect of longevity, the valuation adopts the PMA/PFA92 tables with improvements in life expectancy to continue in the medium term, with base year appropriate
to the member’s date of birth. This results in the following life expectancies at illustrative ages:
Weighted average life expectancy for mortality tables used to determine pension liability at 31 December 2011:
Member age 65 (current life expectancy) – TP Scheme
Member age 45 (life expectancy on reaching age 65) – TP Scheme
Member age 65 (current life expectancy) – BSS Schemes
Member age 45 (life expectancy on reaching age 65) – BSS Schemes
Male Years
21.5
23.4
21.7
23.6
Female Years
24.1
26.0
24.3
26.3
(b) Amounts recognised in income in respect of the defined benefit schemes
TP Scheme
£m
BSS Schemes
£m
2011 Group
£m
2010 Group
£m
Current and past service costs charged to operating profi t
in the income statement
Interest cost
Expected return on scheme assets
Total pension costs
3.5
32.5
(43.4)
(7.4)
3.6
12.2
(13.1)
2.7
7.1
44.7
(56.5)
(4.7)
5.7
32.2
(38.4)
(0.5)
The total charge to the profi t and loss account disclosed in note 7 of £12.8m (2010: £9.3m) comprises defi ned benefi t scheme current and past service costs of
£7.1m (2010: £5.7m) and £5.7m (2010: £3.6m) of contributions made to the defi ned contribution schemes.
The directors have agreed with the Scheme Actuary and the Trustees to pay contributions of £20.0m in 2012 in excess of the forecast charge to the income
statement to the TP scheme. In addition, agreement has been made to pay £3m in respect of the BSS schemes.
Note 5 shows where pension costs have been charged in the income statement. Actuarial gains and losses have been included in the Statement of Comprehensive
Income.
90
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
8. Pension arrangements continued
(c) Assets and liabilities in the schemes and the expected rate of return (net of allowance for administration expenses)
TP Scheme
Equities
Bonds, gilts and cash
Pensions SPV
Property
Total fair value of assets
Actuarial value of liability
Surplus in scheme
Related deferred tax liability
Net pension asset
BSS Schemes
Equities
Bonds, gilts and cash
Property
Total fair value of assets
Actuarial value of liability
Defi cit in schemes
Related deferred tax asset
Net pension liability
At 31 December 2011
–––––––––––––––––––––––––––––
Expected
return
Fair value
£m
At 31 December 2010
–––––––––––––––––––––––––––––
Expected
return
Fair value
£m
8.0%
3.95% – 4.2%
7.0%
5.2%
8.25%
4.50% – 5.70%
5.0%
6.5%
335.2
215.0
44.0
58.0
652.2
(632.9)
19.3
(4.9)
14.4
382.2
150.6
36.2
74.4
643.4
(611.7)
31.7
(8.6)
23.1
At 31 December 2011
–––––––––––––––––––––––––––––
Expected
return
8.0%
3.95 – 4.2%
5.2%
Fair value
£m
145.1
17.2
4.1
166.4
(231.4)
(65.0)
16.3
(48.7)
At 31 December 2010
–––––––––––––––––––––––––––––
Expected
return
Fair value
£m
8.25%
4.50% – 5.70%
6.2%
151.7
14.0
3.8
169.5
(229.1)
(59.6)
16.4
(43.2)
Actual return on scheme assets
TP Scheme
BSS Schemes
2011
–––––––––––––––––––––––––––––
2010
–––––––––––––––––––––––––––––
£m
5.0
(5.3)
%
0.8
(3.1)
£m
72.9
12.1
%
13.8
7.7
(d) The amount included in the balance sheet arising from the Group’s obligations in respect of its defined benefit schemes
and the movements during the year
At 1 January
Liability at date of acquisition
Income / (expense) recognised in the
income statement
Contributions received by the scheme
Actuarial (losses) / gains recognised in
the statement of comprehensive income
At 31 December
2011
–––––––––––––––––––––––––––––––––––––––––––––––––––––
2010
–––––––––––––––––––––––––––––––––––––––––––––––––––––––
TP Scheme BSS Schemes
£m
£m
31.7
-
7.4
19.5
(39.3)
19.3
(59.6)
-
(2.7)
7.8
(10.5)
(65.0)
Group
£m
(27.9)
-
4.7
27.3
(49.8)
(45.7)
TP Scheme
£m
BSS Schemes
£m
(43.0)
-
0.5
58.3
15.9
31.7
-
(59.6)
-
-
-
(59.6)
Group
£m
(43.0)
(59.6)
0.5
58.3
15.9
(27.9)
S
T
N
E
M
E
T
A
T
S
I
L
A
C
N
A
N
I
F
91
Notes to the Financial Statements
8. Pension arrangements continued
(e) Movements in the present value of defined benefit obligations in the current period
2011
–––––––––––––––––––––––––––––––––––––––––––––––––––––––
2010
–––––––––––––––––––––––––––––––––––––––––––––––––––––––
At 1 January
Liability at date of acquisition
Service cost
Interest cost
Contributions from scheme members
Actuarial (losses) / gain
Foreign exchange
Benefi ts paid
TP Scheme
£m
BSS Schemes
£m
(611.7)
-
(3.5)
(32.5)
(5.2)
(0.9)
-
20.9
(229.1)
-
(3.6)
(12.2)
(0.1)
7.9
0.2
5.5
At 31 December
(632.9)
(231.4)
Group
£m
(840.8)
-
(7.1)
(44.7)
(5.3)
7.0
0.2
26.4
(864.3)
TP Scheme
£m
BSS Schemes
£m
(571.1)
-
(5.7)
(32.2)
(5.5)
(18.6)
-
21.4
(611.7)
-
(229.1)
-
-
-
-
-
-
(229.1)
Group
£m
(571.1)
(229.1)
(5.7)
(32.2)
(5.5)
(18.6)
-
21.4
(840.8)
(f) Movements in the present value of fair value of scheme assets in the current period
2011
–––––––––––––––––––––––––––––––––––––––––––––––––––––––
2010
–––––––––––––––––––––––––––––––––––––––––––––––––––––––
At 1 January
Scheme assets at date of acquisition
Expected return of scheme assets
Actuarial (losses) / gains
Contributions from sponsoring companies
Contributions from scheme members
Foreign exchange
Benefi ts paid
At 31 December
TP Scheme
£m
BSS Schemes
£m
643.4
-
43.4
(38.4)
19.5
5.2
-
(20.9)
652.2
169.5
-
13.1
(18.4)
7.8
0.1
(0.2)
(5.5)
166.4
Group
£m
812.9
-
56.5
(56.8)
27.3
5.3
(0.2)
(26.4)
818.6
TP Scheme
£m
BSS Schemes
£m
528.1
-
38.4
34.5
58.3
5.5
-
(21.4)
643.4
-
169.5
-
-
-
-
-
-
169.5
Group
£m
528.1
169.5
38.4
34.5
58.3
5.5
-
(21.4)
812.9
(g) Cumulative actuarial gains and losses recognised in equity
At 1 January
Net actuarial (losses) / gains recognised in the year
At 31 December
TP Scheme
–––––––––––––––––––––––––––
BSS Schemes
–––––––––––––––––––––––––––
2011
£m
(182.1)
(39.3)
(221.4)
2010
£m
(198.0)
15.9
(182.1)
2011
£m
-
(10.5)
(10.5)
2010
£m
-
-
-
92
8. Pension arrangements continued
(h) History of experience gains and losses
TP Scheme
Fair value of assets (£m)
Present value of obligations (£m)
Surplus / (defi cit) in the scheme (£m)
Experience adjustments on scheme liabilities
Amounts (£m)
Percentage of liabilities (%)
Experience adjustments on scheme assets
Amounts (£m)
Percentage of assets (%)
BSS Schemes
Fair value of assets (£m)
Present value of obligations (£m)
Defi cit in the schemes (£m)
Experience adjustments on scheme liabilities
Amounts (£m)
Percentage of liabilities (%)
Experience adjustments on scheme assets
Amounts (£m)
Percentage of assets (%)
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
2011
652.2
(632.9)
19.3
-
-
38.4
6.0%
2010
643.4
(611.7)
31.7
-
-
2009
528.1
(571.1)
(43.0)
-
-
2008
420.7
(490.6)
(69.9)
13.4
2.7%
34.5
5.4%
62.3
11.8%
(157.2)
(37.4%)
2011
166.4
(231.4)
(65.0)
7.9
3.4%
(18.4)
(11.1)%
2007
533.9
(549.9)
(16.0)
-
-
(13.5)
(2.5%)
2010
169.5
(229.1)
(59.6)
39.4
17.2%
3.4
2.1%
(i) Sensitivities
The estimated effects of changing the key assumptions (discount rate, inflation and life expectancy) on the IAS19 balance sheet position as at 31 December 2011:
Assumption
Change
Discount rate
Infl ation
Longevity
Increase of 1.0%
Decrease of 1.0%
Increase of 1.0%
Decrease of 1.0%
Increase of 1 year
Decrease of 1 year
TP Scheme effect on
2011 balance sheet position
£m
BSS Schemes effect on
2011 balance sheet position
£m
120.0
(150.0)
(90.0)
55.0
(15.6)
15.6
39.8
(53.4)
(42.2)
39.9
(4.6)
4.6
Defined contribution schemes
Prior to the acquisition of The BSS Group plc there were two defi ned contribution schemes in the Group. The Group now operates a further three defi ned contribution
schemes for all qualifying employees. The pension cost, which represents contributions payable by the Group, amounted to £5.7m (2010: £3.6m).
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Notes to the Financial Statements
9. Share-based payments
The following disclosures relate to share option and SAYE grants made after 7 November 2002.
The Black-Scholes option-pricing model is used to calculate the fair value of the options and the amount to be expensed. The probability of the performance
conditions being achieved was included in the fair value calculations. The inputs into the model for options granted in the year expressed as weighted averages are
as follows:
2011
–––––––––––––––––––––––––––––
2010
–––––––––––––––––––––––––––––
Share price at grant date (pence) - Group
Option exercise price (pence) - Group
Share price at grant date (pence) - Company
Option exercise price (pence) - Company
Volatility (%) – Group and Company
Option life (years) – Group and Company
Risk-free interest rate (%) – Group and Company
Expected dividends as a dividend yield (%) – Group and Company
SAYE
833
657
833
657
48.6%
3.5
0.9%
1.8%
Nil price
options
975
-
975
-
61.4%
3.0
1.7%
1.9%
SAYE
819
691
819
691
59.5%
3.5
1.6%
0.6%
Nil price
options
734
-
734
-
62.1%
3.0
1.3%
0.6%
Volatility was based on historic share prices over a period of time equal to the vesting period. Option life used in the model has been based on options being exercised
in accordance with historical patterns. For executive share options the vesting period is 3 years. If options remain unexercised after a period of 10 years from the
date of grant, these options expire. Options are forfeited if the employee leaves the Group before options vest. SAYE options vest after 3 or 5 years and expire 3½
or 5½ years after the date of grant.
The risk-free interest rate of return is the yield on zero-coupon UK Government bonds on a term consistent with the vesting period. Dividends used are based on
actual dividends where data is known and future dividends estimated using a dividend cover of 3 times.
The expected life used in the model has been adjusted, based upon management’s best estimate, for the effect of non-transferability, exercise restrictions and
behavioural considerations.
SAYE options were granted on 1 December 2011. The estimated fair value of the shares at that date was £10.4m for the Group and £0.1m for the Company.
Shares were granted under the share-matching scheme on 15 March, 6 September and 7 December 2011. The estimated fair value of the shares at those dates
was £4.2m for the Group and £2.1m for the Company.
Shares were granted under the performance share plan on 4 March, 4 April, 21 June and 19 August 2011. The estimated fair value of the shares at those dates
was £7.0m for the Group and £4.6m for the Company.
Shares were granted under the deferred share bonus plan on 2 March 2011. The estimated fair value of the shares at that date was £1.1m for the Group and
£0.5m for the Company.
The Group charged £13.9m (2010: £8.0m) and the Company charged £5.1m (2010: £2.3m) to the income statement in respect of equity-settled share-based
payment transactions.
The number and weighted average exercise price of share options is as follows:
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
In thousands of options
Outstanding at the beginning of the period
Forfeited during the period
Exercised during the period
Granted during the period
Outstanding at the end of the period
Exercisable at the end of the period
2011
––––––––––––––––––––––––––––––––––––––––––––––––––––
Number of
nil price
options
No.
Weighted
average
exercise price
p
Number of
options
No.
2010
––––––––––––––––––––––––––––––––––––––––––––––––––––
Number of
nil price
options
No.
Weighted
average
exercise price
p
Number of
options
No.
582
778
392
657
636
718
8,917
(1,290)
(2,473)
2,896
8,050
1,656
4,454
(712)
(248)
1,381
4,875
-
680
1,247
511
691
582
1,116
9,624
(1,580)
(19)
892
8,917
1,004
2,959
(2)
-
1,497
4,454
-
Share options were exercised on a regular basis throughout the year. The weighted average share price for options exercised during the year was 392 pence (2010:
511 pence).
94
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
9. Share-based payments continued
Details of the options outstanding at 31 December 2011 were as follows:
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
2011
––––––––––––––––––––––––––––––––––––––––––––––––––––
Executive
options
Range of exercise prices (pence)
Weighted average exercise price (pence)
Number of shares (thousands)
Weighted average expected remaining life (years)
Weighted average contractual remaining life (years)
201 – 1,611
733
1,992
0.7
5.3
SAYE
442 – 1,114
604
6,058
2.6
3.1
Nil price
options
-
-
4,874
1.2
8.2
The number and weighted average exercise price of share options is as follows:
2010
––––––––––––––––––––––––––––––––––––––––––––––––––––
Nil price
options
Executive
options
SAYE
201 – 1,611
667
3,302
1.4
6.7
442 – 1,114
532
5,615
2.1
2.6
-
-
4,454
1.5
8.5
T H E C O M P A N Y
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
2011
––––––––––––––––––––––––––––––––––––––––––––––––––––
Number of
nil price
options
No.
Weighted
average
exercise price
p
Number of
options
No.
2010
––––––––––––––––––––––––––––––––––––––––––––––––––––
Number of
nil price
options
No.
Weighted
average
exercise price
p
Number of
options
No.
698
362
952
-
657
606
713
473
(55)
(318)
-
11
111
33
2,166
(361)
(168)
-
560
2,197
-
980
1,550
-
596
691
698
1,018
701
(232)
-
1
3
473
239
1,480
-
-
-
686
2,166
-
In thousands of options
Outstanding at the beginning of the period
Forfeited during the period
Exercised during the period
Transferred from other group companies
Granted during the period
Outstanding at the end of the period
Exercisable at the end of the period
Share options were exercised on a regular basis throughout the year. The weighted average share price for options exercised during the year was 952 pence.
(2010:511 pence)
Details of the options outstanding at 31 December 2011 were as follows:
T H E C O M P A N Y
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
2011
––––––––––––––––––––––––––––––––––––––––––––––––––––
Executive
options
Range of exercise prices (pence)
Weighted average exercise price (pence)
Number of shares (thousands)
Weighted average expected remaining life (years)
Weighted average contractual remaining life (years)
201 – 1,611
700
54
1.0
6.0
SAYE
442 – 1,114
516
56
2.2
2.7
Nil price
options
-
-
2,196
1.1
8.1
2010
––––––––––––––––––––––––––––––––––––––––––––––––––––
Nil price
options
Executive
options
SAYE
201 – 1,611
727
418
0.8
5.1
442 – 1,114
479
55
2.5
3.0
-
-
2,166
1.5
8.5
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95
Notes to the Financial Statements
10. Net finance costs
T H E G R O U P
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
2010
2011
Pre-exceptional
items
£m
2011
Exceptional
items
£m
Total
£m
2011
£m
Interest on bank loans and overdrafts*
Interest payable to group companies
Interest on obligations under fi nance leases
Unwinding of discounts
Amortisation of cancellation payment for
swaps accounted for as cash fl ow hedges
Other interest
Net loss on settlement of private placement
Net loss on re-measurement of derivatives at fair value
Finance costs
(26.6)
-
(1.2)
(5.7)
(4.2)
(1.2)
-
-
(38.9)
Other fi nance income - pension scheme
Amortisation of cancellation receipt for swap
1.1
accounted for as fair value hedge
Net gain on re-measurement of derivatives at fair value 5.1
4.4
Interest receivable
11.8
Finance income
Net fi nance costs
Adjusted interest cover
22.4
(16.5)
-
-
-
-
-
-
(4.4)
-
(4.4)
-
-
-
-
-
(4.4)
(26.6)
-
(1.2)
(5.7)
(4.2)
(1.2)
(4.4)
-
(43.3)
11.8
1.1
5.1
4.4
22.4
(20.9)
15.4x
(28.5)
-
(1.2)
(4.2)
(4.9)
(0.2)
-
(1.5)
(40.5)
6.2
0.9
-
10.4
17.5
(23.0)
18.9x
T H E C O M P A N Y
–––––––––––––––––––––––––
2011
2010
£m
(26.4)
(6.4)
-
-
(4.2)
(1.2)
-
(1.6)
(39.8)
-
1.1
5.1
13.3
19.5
£m
(31.5)
(3.5)
-
-
(4.9)
(0.2)
-
(2.0)
(42.1)
-
3.6
-
11.9
15.5
(20.3)
(26.6)
*Includes £3.1m (2010: £5.7m) of amortised bank fi nance charges.
Adjusted interest cover is calculated by dividing, adjusted operating profit of £313.2m (2010: £239.0m) less £1.5m (2010: £1.2m) of specifically excluded
IFRS adjustments, by the combined value of interest on bank loans and overdrafts (excluding amortised bank finance charges), other interest payable and interest
receivable, which total £20.3m (2010: £12.6m).
The unwinding of the discounts charge arises principally from the property provisions created in 2008 and the pensions SPV.
During 2011 the Group repaid $125m of the BSS unsecured senior notes and terminated the associated derivatives. This resulted in a net loss of £4.4m, which
is shown as exceptional.
Included within finance costs in 2010 is an exceptional charge of £0.7m due to writing off unamortised bank fees in respect of the BSS loan facility, which was
repaid following the acquisition.
11. Tax
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
2011
2011
2011
Pre-
exceptional
items
£m
Exceptional
items
£m
Current tax
UK corporation tax
current year
prior year
Total current tax
Deferred tax
current year
prior year
Total deferred tax
Total tax charge
72.5
(1.1)
71.4
2.8
0.3
3.1
74.5
(3.3)
(1.4)
(4.7)
(12.6)
-
(12.6)
(17.3)
96
2010
Pre-
exceptional
items
£m
51.0
(1.2)
49.8
10.1
(0.1)
10.0
59.8
2010
2010
Exceptional
items
£m
0.4
-
0.4
(4.7)
-
(4.7)
(4.3)
Total
£m
51.4
(1.2)
50.2
5.4
(0.1)
5.3
55.5
Total
£m
69.2
(2.5)
66.7
(9.8)
0.3
(9.5)
57.2
T H E C O M P A N Y
–––––––––––––––––––––––––
2011
2010
£m
£m
(8.1)
(1.4)
(9.5)
(0.6)
-
(0.6)
(8.5)
-
(8.5)
(1.9)
-
(1.9)
(10.1)
(10.4)
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
11. Tax continued
The differences between the total tax charge shown above and the amount calculated by applying the standard rate of UK corporation tax to the profi t before tax
are as follows:
Profit before tax
Tax at the UK corporation tax rate
Tax effect of expenses / credits that are not deductible /
taxable in determining taxable profi t
Depreciation of non-qualifying property
Exceptional costs not allowable for tax purposes
Deferred tax rate change
Property sales
Exceptional prior period adjustment
Prior period adjustment
Tax expense and effective tax rate for the year
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
2011
–––––––––––––––––––––––––––––
%
£m
2010
–––––––––––––––––––––––––––––
%
£m
269.6
71.4
1.9
2.3
0.5
(12.6)
(4.1)
(1.4)
(0.8)
57.2
26.5
0.7
0.8
0.2
(4.7)
(1.5)
(0.5)
(0.3)
21.2
196.8
55.1
2.1
1.5
3.6
(2.4)
(3.2)
-
(1.2)
55.5
28.0
1.0
0.8
1.8
(1.2)
(1.6)
-
(0.6)
28.2
The tax rate for the year of 26.5% is a blended rate of 28% up to 1 April 2011 and 26% thereafter. The tax charge for 2011 includes an exceptional credit of £12.6m
arising from the reduction in the rate of UK corporation tax from 27% to 25% on 1 April 2012. Future changes reducing the corporation tax rate by 1% per annum
to 23% by 1 April 2014 have been announced but not substantively enacted and therefore have not been taken into account.
Profi t / (loss) before tax
Intercompany dividends
Loss before tax and dividends received
Tax at the UK corporation tax rate
Tax effect of expenses / credits that are not deductible /
taxable in determining taxable profi t
Prior year
Deferred tax rate change
Exceptional costs not allowable for tax purposes
Receipts in subsidiary taxable in company
T H E C O M P A N Y
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
2011
–––––––––––––––––––––––––––––
%
£m
2010
–––––––––––––––––––––––––––––
%
£m
48.6
(79.1)
(30.5)
(8.1)
(1.5)
(1.4)
0.6
-
0.3
(26.5)
(5.0)
(4.6)
2.0
-
1.0
(8.2)
(40.3)
(48.5)
(13.6)
(1.7)
-
-
3.6
1.3
(28.0)
(3.5)
-
-
7.4
2.7
Tax expense and effective tax rate for the year
(10.1)
(33.1)
(10.4)
(21.4)
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97
Notes to the Financial Statements
12. Earnings per share
(a) Basic and diluted earnings per share
Earnings
2011
£m
Earnings for the purposes of basic and diluted earnings per share being net profit attributable to equity holders of the Parent Company
212.4
2010
£m
141.3
Number of shares
Weighted average number of shares for the purposes of basic earnings per share pre BSS acquisition share issue
Issued in connection with the BSS acquisition
Weighted average number of shares for the purposes of basic earnings per share
Dilutive effect of share options on potential ordinary shares
No.
235,113,837
37,267
No.
201,682,453
1,444,926
235,151,104
8,057,058
203,127,379
7,099,195
Weighted average number of ordinary shares for the purposes of diluted earnings per share
243,208,162
210,226,574
At 31 December 2011, 796,390 (2010: 2,450,045) share options had an exercise price in excess of the market value of the shares on that day. As a result, these
share options are excluded from the calculation of diluted earnings per share.
(b) Adjusted earnings per share
Adjusted earnings per share are calculated by excluding the effect of the exceptional items and amortisation from earnings.
2011
£m
212.4
14.2
12.9
(3.2)
(4.7)
(12.6)
219.0
93.1p
2010
£m
141.3
19.7
0.2
-
(1.9)
(2.4)
156.9
77.2p
2010
£m
201,682,453
33,068,032
234,750,485
2010
£m
156.9
40.6
197.5
84.1p
Earnings for the purposes of basic and diluted earnings per share being net profi t attributable to
equity holders of the Parent Company
Exceptional items
Amortisation of intangible assets
Tax on amortisation
Tax on exceptional items
Effect of reduction in corporation tax rate on deferred tax
Adjusted earnings
Adjusted earnings per share
(c) Adjusted pro-forma earnings per share
Weighted average number of shares for the purposes of basic earnings per share pre BSS acquisition share issue
Issued in connection with the BSS acquisition assumed 1 January 2010
Weighted average number of shares for the purposes of proforma earnings per share
Earnings for adjusted earnings per share
BSS post tax pre acquisition earnings
Adjusted proforma earnings
Adjusted proforma earnings per share
98
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
13. Dividends
Amounts were recognised in the financial statements as distributions to equity shareholders as follows:
Final dividend for the year ended 31 December 2010 of 10p (2009: nil) per ordinary share
Interim dividend for the year ended 31 December 2011 of 6.5p (2010: 5p) per ordinary share
Total dividend recognised during the year
2011
£m
23.5
15.3
38.8
2010
£m
-
10.1
10.1
The Company is proposing a fi nal dividend of 13.5p in respect of the year ended 31 December 2011.
Adjusted dividend cover of 4.7x (2010: 5.1x) is calculated by dividing adjusted earnings per share (note 12) of 93.1 pence (2010: 77.2 pence) by the total dividend
for the year of 20.0 pence (2010: 15.0 pence).
There are no income tax consequences in respect of the dividends declared, but not recognised in the financial statements.
The dividends declared for 2011 at 31 December 2011 and for 2010 at 31 December 2010 were as follows:
Interim paid
Final proposed
Total dividend for the year
14. Goodwill
Cost
At 1 January 2010
Recognised on acquisitions during the year (note 30)
At 1 January 2011
Recognised on acquisitions during the year
At 31 December 2011
The following is an analysis of goodwill by CGU (‘Cash Generating Unit’).
Name of CGU
CCF
City Plumbing Supplies
Keyline
Travis Perkins
Tile Giant
Wickes
PTS
BSS Industrial
F&P
2011
Pence
6.5
13.5
20.0
2010
Pence
5.0
10.0
15.0
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
T H E G R O U P
BSS
£m
-
191.8
191.8
-
191.8
Retail
£m
719.9
-
719.9
8.4
728.3
Merchanting
£m
632.9
153.2
786.1
-
786.1
Total
£m
1,352.8
345.0
1,697.8
8.4
1,706.2
Amount of Goodwill
£m
43.6
175.4
101.5
465.6
26.8
701.5
133.7
27.8
30.3
1,706.2
On the acquisition of the BSS Group £153.2m of goodwill, which represented synergies derived principally from cost savings arising from the acquisition, was
allocated to the City Plumbing Supplies (£101.2m), Travis Perkins (£29.5m) and Keyline (£22.5m) CGU’s.
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Notes to the Financial Statements
14. Goodwill continued
The Group tests goodwill and other non monetary assets for impairment annually or more frequently if there are indications that goodwill might be impaired.
The recoverable amounts of the CGUs are determined from value in use calculations. The key assumptions for the value in use calculations are those regarding
the discount rates, growth rates and forecast cash flows during the period. Management estimates discount rates using pre-tax rates that reflect current market
assessments of the time value of money and the risks specific to the CGUs.
The turnover growth rates in each CGU are based on the Directors’ forecasts for the next 1 to 4 years. Changes in selling prices and direct costs used in the
calculations are based on past practices and expectations of future changes in the market.
At the beginning and end of the financial period the fair value of goodwill and intangible assets in all segments was in excess of their book value. The Directors’
calculations have shown that no impairments have occurred. The key assumptions applied in the value in use calculations were:
● Cash flow forecasts which were derived from the most recent financial budgets and plans, which were approved by the directors. Cash flows for the following
year are extrapolated from cash flows produced for the budget period using similar assumptions to those applied to the final year of the budget;
● The weighted average cost of capital (‘WACC’) of the Group, which is used as the discount rate, is 6.9%, which is not significantly different for any individual CGU;
● Long-term forecast growth rates of 2.5% in line with the average long-term GDP growth trend applied from 2017 onwards.
Whilst management believe the assumptions are realistic, it is possible that an impairment would be identifi ed if any of the above key assumptions were changed
signifi cantly. For instance factors which could cause an impairment are:
● Significant underperformance relative to the forecast results;
● Changes to the way the assets are used or changes to the strategy for the business;
● A deterioration in the industry or in the economy.
The impairment review calculations are based upon anticipated discounted future cash fl ows. These calculations are sensitive to changes in future cash fl ows, the
discount rate applied and the terminal growth rate. The Directors believe the assumptions used are appropriate, but have conducted a sensitivity analysis to determine
the assumptions, all other assumptions remaining the same, that would result in an impairment to goodwill and intangibles of £1m and these are as follows:
Name of CGU
CCF
City Plumbing Supplies
Keyline
Tile Giant
Travis Perkins
Wickes
PTS
BSS Industrial
F&P
The Company has no goodwill.
Long term growth rate
Discount rate
––––––––––––––––––––––––––––––––––––––––––––––––
27.5%
13.5%
10.3%
13.3%
19.1%
8.7%
12.1%
24.2%
18.1%
(18.0%)
(4.1%)
(0.9%)
(6.4%)
(9.7%)
0.3%
(2.8%)
(14.8%)
(8.7%)
100
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Brand
£m
162.5
112.8
275.3
(6.6)
268.7
-
-
-
-
0.3
-
0.3
268.4
275.3
Computer software
£m
Customer relationships
£m
-
9.9
9.9
(1.5)
8.4
-
-
8.1
8.1
0.4
(0.4)
8.1
0.3
1.8
-
135.0
135.0
(2.5)
132.5
-
0.2
-
0.2
12.2
(0.1)
12.3
120.2
134.8
Total
£m
162.5
257.7
420.2
(10.6)
409.6
-
0.2
8.1
8.3
12.9
(0.5)
20.7
388.9
411.9
15. Other intangible assets
Cost or valuation
At 1 January 2010
On acquisition of subsidiary
At 31 December 2010
Disposals
At 31 December 2011
Amortisation
At 1 January 2010
Charged to operating profi t in the year
Charged to exceptional item
At 31 December 2010
Charged to operating profi t in the year
Disposals
At 31 December 2011
Net book value
At 31 December 2011
At 31 December 2010
On the acquisition of The BSS Group plc the following brands were recognised:
● PTS £40.9m;
● BSS Industrial £49.3m;
● F&P £8.5m;
● Others £14.1m.
These brands together with the Wickes brand of £162.5m are all considered to be leading brands in their sectors with signifi cant growth prospects. They are
considered, therefore, to have an indefi nite useful life and are reviewed annually for impairment. Acquired customer relationships are amortised over their estimated
useful lives, which range from 5 to 15 years.
Details of impairment testing are given in note 14. No impairments were identified in either year.
The Company has no intangible assets.
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Notes to the Financial Statements
16. Property, plant and equipment
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
T H E C O M P A N Y
––––––––––––––––––––
Cost or valuation
At 1 January 2010
Additions
Additions from acquired businesses
Reclassifi cations to current assets
Disposals
At 1 January 2011
Additions
Reclassifi cations
Disposals
At 31 December 2011
Accumulated depreciation
At 1 January 2010
Charged this year
Reclassifi cations to current assets
Disposals
At 1 January 2011
Charged this year
Disposals
At 31 December 2011
Net book value
At 31 December 2011
At 31 December 2010
Freehold
£m
Long
leases
£m
Short
leases
£m
Plant &
equipment
£m
258.1
10.8
7.1
(0.3)
(1.1)
274.6
28.2
1.5
(3.1)
301.2
31.6
4.0
(0.1)
(0.4)
35.1
4.5
(0.7)
38.9
262.3
239.5
25.0
2.7
1.0
(1.0)
-
27.7
1.3
(0.9)
-
28.1
4.3
0.6
(0.3)
-
4.6
0.6
0.2
5.4
22.7
23.1
113.8
2.1
6.1
-
(1.0)
121.0
9.4
9.5
(5.4)
134.5
35.1
7.0
-
(0.4)
41.7
10.1
(3.1)
48.7
85.8
79.3
411.2
36.3
23.4
-
(13.6)
457.3
69.2
(10.1)
(29.6)
486.8
238.1
45.9
-
(11.9)
272.1
48.7
(25.8)
295.0
191.8
185.2
Total
£m
808.1
51.9
37.6
(1.3)
(15.7)
880.6
108.1
-
(38.1)
950.6
309.1
57.5
(0.4)
(12.7)
353.5
63.9
(29.4)
388.0
562.6
527.1
Plant &
equipment
£m
0.5
0.2
-
-
(0.1)
0.6
0.1
-
-
0.7
0.4
0.1
-
-
0.5
-
-
0.5
0.2
0.1
The cost element of the fi xed assets carrying value is analysed as follows:
At valuation
At cost
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––
Freehold
£m
65.7
235.5
301.2
Long
leases
£m
6.1
22.0
28.1
Short
leases
£m
1.9
132.6
134.5
Plant and
equipment
£m
-
486.8
486.8
Total
£m
73.7
876.9
950.6
Total
£m
-
0.7
0.7
Those freehold and leasehold properties included at valuation in the consolidated balance sheet were revalued at their open market value on an existing use basis.
The valuations were performed as at 31 December 1999 by an independent professional valuer, Lambert Smith Hampton, Consultant Surveyors and Valuers.
Included within freehold property is land with a value of £115.0m (2010: £98.0m) which is not depreciated.
102
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
16. Property, plant and equipment continued
The carrying amount of assets held under finance leases is analysed as follows:
2011
2010
T H E G R O U P
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––
Long
leases
£m
0.8
0.8
Short
leases
£m
10.7
11.9
Plant &
equipment
£m
-
1.3
Total
£m
11.5
14.0
Total
£m
-
-
Comparable amounts determined according to the historical cost convention:
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––
Freehold
£m
297.0
(55.2)
241.8
217.7
Long
leases
£m
26.8
(6.6)
20.2
20.6
Short
leases
£m
143.1
(54.5)
88.6
82.2
Plant &
equipment
£m
486.8
(295.0)
191.8
184.2
Total
£m
953.7
(411.3)
542.4
504.7
Total
£m
0.7
(0.5)
0.2
0.1
Cost
Accumulated depreciation
Net book value
At 31 December 2011
At 31 December 2010
17. Investment property
Cost
At 1 January 2010
Disposals
Cost at 31 December 2010 and 31 December 2011
Accumulated depreciation
At 1 January 2010
Provided in 2010
At 31 December 2010 and 31 December 2011
Net book value
At 31 December 2010 and 31 December 2011
T H E G R O U P
––––––––––––––––––––––
£m
3.9
(3.4)
0.5
0.6
(0.5)
0.1
0.4
Investment property rental income totalled £nil (2010: £nil). The Group also receives income from subletting all or part of 100 ex-trading and trading properties, the
amount of which is not material.
No external valuation has been performed and therefore, the Directors have estimated that the fair value of investment property equates to its carrying value.
The Company has no investment property.
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103
Notes to the Financial Statements
18. Investments
(a) Interest in associates and joint ventures
Equity investment
Loan facility
Interest on loan facility
Share of losses
T H E G R O U P
–––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2011
£m
18.0
30.3
10.3
(7.3)
51.3
2010
£m
17.5
28.5
6.4
(6.7)
45.7
2011
£m
17.9
30.3
10.3
-
58.5
2010
£m
17.4
28.5
6.4
-
52.3
On 4 April 2008, Travis Perkins plc acquired a 30% investment in Toolstation Limited for a total consideration of £5.2m with a further £12.0m paid in 2010. In
addition, Travis Perkins plc has provided a non-revolving loan facility totalling £27.8m. In the year to 31 December 2011 Toolstation recognised total revenues of
£103.8m and a loss before tax of £2.2m. At 31 December 2011, total aggregate assets were £34.3m and total aggregate liabilities (including the loan facility
provided by Travis Perkins plc) were £63.2m. On 3 January 2012, Travis Perkins plc acquired the remaining 70% of the issued share capital for a consideration of
£24.2m (note 30). Travis Perkins plc holds a 49% investment in The Mosaic Tile Company Limited and in 2011, acquired a 25% investment in Rinus Roofi ng Limited.
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2011
£m
2,714.8
173.8
1.2
2,889.8
(17.0)
2,872.8
2010
£m
1,912.1
-
802.7
2,714.8
(17.0)
2,697.8
(b) Shares in group undertakings
Cost at 1 January
Reclassifi cation of loans and receivables (note 25)
Additions
Cost at 31 December
Provision for impairment
Net book value at 31 December
The principal operating companies of the Group at 31 December 2011 are as follows:
Travis Perkins Trading Company Limited*
Keyline Builders Merchants Limited*
Wickes Building Supplies Limited
City Plumbing Supplies Holdings Limited
CCF Limited*
Travis Perkins (Properties) Limited*
Benchmarx Kitchens and Joinery Limited
Tile Giant Limited
PTS Group Limited
*Direct subsiduary of Travis Perkins plc
(Builders merchants)
(Builders merchants)
(DIY retailers)
(Plumbers merchants)
(Ceiling & dry lining distribution)
(Property management company)
(Specialist distribution)
(Ceramic tile merchants)
(Plumbing and Heating Merchants)
The registered office for all the subsidiaries listed above is: Lodge Way House, Harlestone Road, Northampton NN5 7UG, except for Keyline Builders Merchants
Limited, for which the registered office is Suite S3, 8 Strathkelvin Place, Kirkintilloch, Glasgow G66 1XT.
The Directors have applied s409 to s410 of the Companies Act 2006 and therefore list only signifi cant subsidiary companies.
All subsidiaries are 100% owned. Each company is registered and incorporated in England and Wales, other than Keyline Builders Merchants Limited and eight
dormant companies, which are registered and incorporated in Scotland, City Investments Limited, which is registered and incorporated in Jersey and two dormant
companies registered and incorporated in Northern Ireland.
104
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
18. Investments continued
(c) Available-for-sale investments
Fair value investment
T H E G R O U P
–––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2011
£m
1.5
2010
£m
1.5
2011
£m
-
2010
£m
-
The investment represents a minority holding in a unit trust that acquired properties from the Group in 2006. The investment presents the Group with an opportunity
to generate returns through both income and capital gains. The Directors consider that the carrying amount of this investment approximates its fair value.
19. Trade and other receivables
Trade receivables
Allowance for doubtful debts
Amounts owed by subsidiaries
Other receivables, prepayments and accrued income
Trade and other receivables
T H E G R O U P
–––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2011
£m
585.7
(54.5)
531.2
-
211.8
743.0
2010
£m
575.4
(44.4)
531.0
-
156.2
687.2
2011
£m
-
-
-
208.1
6.0
214.1
2010
£m
-
-
-
205.5
2.9
208.4
The Group’s trade and other receivables at the balance sheet date comprise principally of amounts receivable from the sale of goods, together with amounts due in
respect of rebates and sundry prepayments. The Directors consider the only class of asset containing signifi cant credit risk is trade receivables. The average credit
term taken for sales of goods is 55 days (2010: 55 days).
The amounts presented in the balance sheet are net of allowances for doubtful debts of £54.5m (2010: £44.4m), estimated by the Group’s management based on
prior experience and their assessment of the current economic environment. The Directors consider the carrying amount of trade and other receivables approximates
their fair values.
No interest is charged on the trade receivable from the date of the invoice until the date the invoice is classified as overdue according to the trading terms agreed
between the Group and the customer. Thereafter, the Group retains the right to charge interest between 2% to 4% above the clearing bank base rate per annum on
the outstanding balance. The business has provided fully for all receivables outstanding for more than 90 days beyond agreed terms. Trade receivables not receivable
for up to 90 days are specifically provided for based on estimated irrecoverable amounts.
Movement in the allowance for doubtful debts
At 1 January
Arising on acquisition
Amounts written off during the year
Increase in allowance recognised in the income statement
At 31 December
T H E G R O U P
–––––––––––––––––––––––––––––
2011
£m
44.4
-
(10.2)
20.3
54.5
2010
£m
34.5
5.2
(5.3)
10.0
44.4
In determining the recoverability of the trade receivables, the Group considers any change in the credit quality of the trade receivable that may have occurred
between the date credit was initially granted and the reporting date. The concentration of credit risk is limited due to the customer base being large. Accordingly, the
Directors believe that no further credit provision is required in excess of the allowance for doubtful debts.
Included in the Group’s trade receivable balance are unprovided against debtors with a carrying amount of £65.9m (2010: £70.4m) which are past due at the
reporting date for which the Group has not identified a significant change in credit quality and as such, the Group considers that the amounts are still recoverable.
Except for some instances of personal guarantees the Group does not hold any collateral over these balances.
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105
Notes to the Financial Statements
19. Trade and other receivables continued
Ageing of past due but not impaired receivables
Days overdue
0 – 30 days
31 – 60 days
61 – 90 days
T H E G R O U P
–––––––––––––––––––––––––––––
2011
£m
53.0
9.2
3.7
65.9
2010
£m
54.7
9.4
6.3
70.4
Included in the allowance for doubtful debts are specifi c trade receivables with a balance of £30.7m (2010: £24.0m) which have been placed into liquidation. The
impairment represents the difference between the carrying amount of the specifi c trade receivable and the amount it is anticipated will be recovered.
None of the Company’s debts are overdue. The directors do not consider there to be any significant credit risk, as the majority of the debt is due from subsidiaries.
20. Cash and cash equivalents
Cash and cash equivalents comprise cash held by the Group and Company net of overdrafts. The carrying amount of these assets approximates their fair value.
21. Share capital
Ordinary shares of 10p
At 1 January 2010
Allotted on acquisition of BSS
Allotted under share option schemes
At 1 January 2011
Allotted in respect of acquisition of BSS
Allotted under share option schemes
At 31 December 2011
T H E G R O U P A N D T H E C O M P A N Y
–––––––––––––––––––––––––––––––––––––––––––––
Issued and fully paid
–––––––––––––––––––––––––––––––––––––––––––––
No.
208,631,466
33,000,681
69,770
241,701,917
67,351
2,047,265
243,816,533
£m
20.9
3.3
-
24.2
-
0.2
24.4
The Company has one class of ordinary share that carries no right to fi xed income. The holders of ordinary shares are entitled to receive dividends as declared from
time to time and are entitled to one vote per share at meetings of the Company. All shares rank equally with regard to the Company’s residual assets.
22. Own shares
At 1 January
Re-issued during the year
At 31 December
Allocated to grants of executive options
Not allocated to grants of executive options
T H E G R O U P A N D T H E C O M P A N Y
–––––––––––––––––––––––––––––––––––––––––––––
2011
No.
6,961,930
(656,563)
6,305,367
289,142
6,016,225
6,305,367
2010
No.
7,000,690
(38,760)
6,961,930
289,142
6,672,788
6,961,930
The own shares are stated at cost and held by the Employee Share Ownership Trust to satisfy options under the Group’s share option schemes. All rights attaching
to own shares are suspended until the shares are re-issued.
106
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
23. Reserves
Details of all movements in reserves for both the Group and Company are shown in the Statement of Changes in Equity. A description of the nature and purpose of
each reserve is given below.
● The revaluation reserve represents the revaluation surplus that has arisen from property revaluations in 1999 and prior years;
● The hedging reserve comprises the effective portion of the cumulative net change in the fair value of cash fl ow hedging instruments related to hedged transactions
that have yet to occur;
● The own shares reserve represents the cost of shares purchased in the market and held by the Employee Share Ownership Trust to satisfy options under the
Group’s share option schemes;
● The merger reserve represents the premium on equity instruments issued as consideration for the acquisition of BSS.
The cumulative total of goodwill written off directly to reserves for acquisitions from December 1989 to December 1998 is £40.1m. The aggregate information for
the accounting periods prior to this period is not available.
24. Borrowings
A summary of the Group policies and strategies with regard to fi nancial instruments can be found in the Finance Director’s review of the year on pages 30 to 34.
At 31 December 2011 all borrowings were made in Sterling except for the unsecured senior notes (note 25 (i)).
(a) Summary
Unsecured senior notes
Liability to pension SPV (note 8)
Bank loans (note 24c)*
Bank overdraft*
Finance leases (note 24d)
Loan notes (note 24e)
Finance charges netted off bank debt*
Current liabilities
Non-current liabilities
*These balances together total the amounts shown as bank loans in note 24(b).
(b) Analysis of borrowings
Borrowings repayable
On demand or within one year
More than one year, but not more than two years
More than two years, but not more than fi ve years
More than fi ve years
T H E G R O U P
–––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2011
£m
279.3
37.2
323.2
-
20.3
3.3
(1.5)
661.8
63.6
598.2
661.8
2010
£m
366.0
36.1
401.9
12.0
21.8
3.3
(4.6)
836.5
75.6
760.9
836.5
2011
£m
279.3
-
385.0
1.6
-
3.3
(1.5)
667.7
74.9
592.8
667.7
2010
£m
286.4
-
475.0
1.9
-
3.3
(4.6)
762.0
75.2
686.8
762.0
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Bank loans
and overdrafts
–––––––––––––––––––––––––––
Other borrowings
–––––––––––––––––––––––––––
2011
£m
58.8
262.9
-
-
321.7
2010
£m
70.8
58.8
279.7
-
409.3
2011
£m
4.8
138.5
147.2
49.6
340.1
2010
£m
4.8
1.5
187.8
233.1
427.2
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107
Notes to the Financial Statements
24. Borrowings continued
Borrowings repayable
On demand or within one year
More than one year, but not more than two years
More than two years, but not more than fi ve years
More than fi ve years
T H E C O M P A N Y
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Bank loans
and overdrafts
–––––––––––––––––––––––––––
Other borrowings
–––––––––––––––––––––––––––
2011
£m
71.6
313.5
-
-
385.1
2010
£m
71.9
70.0
330.4
-
472.3
2011
£m
3.3
136.9
142.4
-
282.6
2010
£m
3.3
142.2
-
144.2
289.7
(c) Facilities
At 31 December 2011, the Group had the following bank facilities available:
T H E G R O U P
–––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––––––––––––
Drawn facilities
5 year term loan
5 year revolving credit facility
Unsecured senior notes
Bank overdrafts
Undrawn facilities
5 year revolving credit facility
Bank overdrafts
2011
£m
323.2
-
279.3
-
602.5
475.0
40.0
515.0
2010
£m
382.0
20.0
366.0
12.0
780.0
455.0
38.4
493.4
2011
£m
385.0
-
279.3
1.6
665.9
475.0
38.4
513.4
2010
£m
455.0
20.0
286.4
1.9
763.3
455.0
38.1
493.1
The disclosures in note 24(c) do not include fi nance leases, loan notes, or the effect of fi nance charges netted off bank debt.
(d) Obligations under finance leases
Amounts payable under fi nance leases:
Within one year
In the second to fi fth years inclusive
After fi ve years
Less: future fi nance charges
Present value of lease obligations
Less: Amount due for settlement within 1 year (shown under current liabilities)
Amount due for settlement after 1 year
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Minimum
lease payments
–––––––––––––––––––––––––––
Present value
of minimum
lease payments
–––––––––––––––––––––––––––
2011
£m
2.7
10.0
21.3
34.0
(13.7)
20.3
2010
£m
2.7
10.3
23.6
36.6
(14.8)
21.8
2011
£m
1.5
6.4
12.4
20.3
-
20.3
(1.5)
18.8
2010
£m
1.5
6.3
14.0
21.8
-
21.8
(1.5)
20.3
The Group considers certain properties to be subject to fi nance leases. Excluding 999-year leases, the average loan term for these properties is 49 years and the
average borrowing rate has been determined at the inception of the lease to be 9.0%. Interest rates are fi xed at the contract date. All lease obligations, which are
denominated in Sterling, are on a fi xed repayment basis and no arrangements have been entered into for contingent rental payments.
108
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
24. Borrowings continued
(e) Loan notes
Included in borrowings due within one year are £3.3m (2010: £3.3m) in respect of loan notes issued as consideration for the acquisition of Broombys Limited in
1999. They are redeemable on 30 June and 31 December each year until the fi nal redemption date of 30 June 2015.
(f) Interest
The weighted average interest rates paid were as follows:
Unsecured senior notes
Bank loans and overdraft
Other borrowings
2011
%
5.8
1.8
6.0
2010
%
5.8
1.8
6.0
Bank term loans and revolving credit facilities of £798m (2010: £857m) were arranged at variable interest rates. The $400m unsecured Travis Perkins senior notes
were issued at fi xed rates of interest and swapped into variable rates. This exposes the Group to fair value interest rate risk. As detailed in note 25, to manage the
risk the Group enters into interest rate derivatives arrangements, which for 2011, fi xed interest rates on an average of £335m of borrowing. For the year to 31
December 2011 this had the effect of increasing the weighted average interest rates paid by 1.4%.
In respect of income earning financial assets and interest bearing financial liabilities, the following table indicates their effective interest rates at the balance sheet
date and the periods in which they reprice.
Unsecured senior notes
Unsecured variable rate bank facilities
Loan notes
Bank overdraft
Unsecured senior notes
Unsecured variable rate bank facilities
Loan notes
Bank overdraft
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
2011
–––––––––––––––––––––––––––––––––––
6 months or less
Total
£m
Effective
interest rate
2010
–––––––––––––––––––––––––––––––––
6 months or less
Total
£m
Effective
interest rate
5.8%
2.3%
6.0%
-
279.3
323.2
3.3
-
605.8
5.8%
1.8%
6.0%
2.3%
366.0
401.9
3.3
12.0
783.2
T H E C O M P A N Y
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
2011
–––––––––––––––––––––––––––––––––––
6 months or less
Total
£m
Effective
interest rate
2010
–––––––––––––––––––––––––––––––––
6 months or less
Total
£m
Effective
interest rate
5.8%
2.3%
6.0%
2.3%
279.3
385.0
3.3
1.6
669.2
5.8%
1.8%
6.0%
2.3%
286.4
475.0
3.3
1.9
766.6
(g) Fair values
For both the Group and the Company the fair values of fi nancial assets and liabilities have been calculated by discounting expected cash fl ows at prevailing rates at
31 December. There were no signifi cant differences between book and fair values on this basis and therefore no further information is disclosed.
Details of the fair values of derivatives are given in note 25.
(h) Guarantees and security
There are cross guarantees on the overdrafts between group companies.
The companies listed in note 18, with the exception of Benchmarx Kitchens and Joinery Limited, Tile Giant Limited and The BSS Group Limited, together with Wickes
Limited are guarantors of the following facilities advanced to Travis Perkins plc:
● £323m term loan;
● £475m revolving credit facility;
● $400m unsecured senior notes (note 24(i));
●
The group companies have entered into other guarantee and counter-indemnity arrangements in respect of guarantees issued in favour of group companies by the
clearing banks amounting to approximately £16.1m (2010: £21.1m).
Interest rate and currency derivatives, (note 25).
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109
Notes to the Financial Statements
24. Borrowings continued
(i) Unsecured senior notes
The US private placement carries fi xed rate coupons of between 130 bps and 140 bps over US treasuries. As described in note 25, to protect itself from currency
movements and bring interest rate exposures back into line with the Group’s desired risk profi le the Group entered into four cross currency swaps.
(j) Forward start facility
On 14 December 2011 The Group signed a new £550m forward start banking agreement with a syndicate of banks. The £550m revolving credit facility which runs
until December 2016 can be drawn from April 2013, the expiry date of the Group’s existing £800m facility agreement.
25. Financial instruments
(a) Significant accounting policies
Details of the signifi cant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement and the basis on which income
and expenses are recognised, in respect of each class of fi nancial asset, fi nancial liability and equity instrument are disclosed in note 2 to the fi nancial statements.
(b) The carrying value of categories of financial instruments
T H E G R O U P
–––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––––––––––––
Financial assets
Designated as fair value through profi t and loss (FVTPL)
Derivative instruments in designated hedge accounting relationships
Loans and receivables (including cash and cash equivalents)
Available-for-sale
Financial liabilities
Designated as fair value through profi t and loss (FVTPL)
Derivative instruments in designated hedge accounting relationships
Borrowings (note 24a)
Trade and other payables at amortised cost (note 28)
2011
£m
3.1
40.3
753.5
1.5
798.4
3.3
2.6
661.8
872.7
2010
£m
0.1
56.9
679.9
1.5
738.4
4.1
2.6
836.5
835.6
1,540.4
1,678.8
2011
£m
3.1
40.3
214.1
-
257.5
3.3
2.6
667.7
19.0
692.6
2010
£m
0.1
0.3
395.2
-
395.6
124.7
2.6
762.0
26.7
916.0
Loans and receivables exclude prepayments of £68.1m (2010: £70.2m). Trade and other payables exclude taxation and social security and accruals and deferred
income totalling £215.6m (2010: £168.9m).
The carrying amount of financial assets recorded in the financial statements, which is net of impairment losses, represents the Group’s maximum exposure to
credit risk.
(c) Fair value of financial instruments
The fair values of fi nancial assets and fi nancial liabilities are determined as follows:
● Foreign currency forward contracts are measured using quoted forward exchange rates;
●
Interest rate swaps are measured at the present value of future cash flows estimated and discounted based on the applicable yield curves derived from quoted
interest rates.
The following table provides an analysis of fi nancial instruments that are measured subsequent to initial recognition at fair value, grouped into Levels 1 to 3 based
on the degree to which the fair value is observable:
● Level 1 fair value measurements are those derived from quoted prices (unadjusted) in active markets for identical assets or liabilities;
●
Level 2 fair value measurements are those derived from inputs other than quoted prices included within Level 1 that are observable for the asset or liability either
directly (i.e. as prices ) or indirectly (i.e. derived from prices); and
Level 3 fair value measurements are those derived from valuation techniques that include inputs for the asset or liability that are not based on observable market
data (unobservable inputs).
●
There were no transfers between levels during the year.
110
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
25. Financial instruments continued
Included in assets
Level 2
Foreign currency forward contracts at fair value through profi t and loss
Foreign currency forward contracts designated and effective
as hedging instruments carried at fair value
Cross currency interest rate swaps designated and effective
as hedging instruments carried at fair value
Cross currency interest rate swaps designated and effective
as cash hedging instruments
Current assets
Non-current assets
Included in liabilities
Level 2
Foreign currency forward contracts at fair value through profi t and loss
Interest rate swaps at fair value through profi t and loss
Interest rate swaps designated and effective as cash hedging instruments
Cross currency interest rate swaps designated and effective
as hedging instruments carried at fair value
Current liabilities
Non-current liabilities
T H E G R O U P
–––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2011
£m
3.1
0.1
40.2
-
43.4
3.1
40.3
43.4
-
3.3
2.6
-
5.9
-
5.9
5.9
2010
£m
0.1
0.3
54.1
2.5
57.0
0.1
56.9
57.0
1.0
4.1
1.6
-
6.7
2.5
4.2
6.7
2011
£m
3.1
0.1
40.2
-
43.4
3.1
40.3
43.4
-
3.3
2.6
-
5.9
-
5.9
5.9
2010
£m
0.1
0.3
-
-
0.4
0.1
0.3
0.4
1.0
4.1
1.6
120.5
127.2
2.5
124.7
127.2
(d) Interest risk management
The Group is exposed to interest rate risk as entities in the Group borrow funds at both fi xed and fl oating interest rates. The risk is managed by the Group by
maintaining an appropriate mix between fi xed and fl oating rate borrowings, by the use of interest rate swap contracts and forward interest rate contracts. Hedging
activities are evaluated regularly to align with interest rate views and defi ned risk appetite, ensuring optimal hedging strategies are applied, by either positioning the
balance sheet or protecting interest expense through different interest rate cycles.
Interest rate swaps
The Group adopts a policy of ensuring that its exposure to changes in interest rates on borrowings either is on a fi xed rate basis or is subject to movements within
pre-defi ned limits. To achieve its desired interest rate profi le the Group uses interest rate swaps.
As part of their interest rate management processes, in respect of the facilities described in note 24, the Group and the Company at the commencement of the
year were parties to four amortising swaps each with an initial notional value of £100m, two amortising swaps with an initial notional value of £50m and two non
amortising swaps each with a notional value of £50m, all expiring on 11 May 2011. On the 11 May 2011, the Group and the Company entered into five amortising
swaps each with an initial notional value of £45m. Contracts with notional values of £200m are designated as cash flow hedges with fixed interest payments at an
average rate of 1.71% for periods up until May 2014 and have floating interest receipts equal to 1 month LIBOR. The non-amortising interest rate swap with a call
option has a notional value of £50m with fixed interest payments at a rate of 4.595% for periods up until October 2013 and has floating interest payments equal
to 6 month LIBOR.
At 31 December 2011 the fair value of interest rate derivatives, all of which terminate before three years from the balance sheet date, to which the Group and the
Company were parties was estimated at £5.9m (2010: £5.7m). This amount is based on market values of equivalent instruments at the balance sheet date. Interest
rate swaps excluding those with a call option are designated and effective as cash flow hedges and the fair value thereof has been deferred in equity. A credit of
£0.9m (2010: charge £0.7m) in respect of the fair value movement on interest rate swaps with a call option has been taken to the income statement through net
finance charges as the Group has not applied hedge accounting.
S
T
N
E
M
E
T
A
T
S
I
L
A
C
N
A
N
I
F
111
Notes to the Financial Statements
25. Financial instruments continued
Interest rate swap contracts
Under interest rate swap contracts, the Group agrees to exchange the difference between fi xed and fl oating interest rate amounts calculated on agreed notional
principal amounts. Such contracts enable the Group to mitigate the risk of changing interest rates on the fair value of issued fi xed rate debt held and the cash fl ow
exposures on the issued variable rate debt held. The fair value of interest rate swaps at the reporting date is determined by discounting the future cash fl ows using
the curves at the reporting date and the credit risk inherent in the contract, and is disclosed below. The average interest rate is based on the outstanding balances
at the end of the fi nancial year.
The following table details the notional principal amounts and remaining terms of interest rate swap contracts as at the reporting date:
Cash fl ow hedges – outstanding receive fl oating pay fi xed contracts
Average contract fi xed interest rate
––––––––––––––––––––––––––––––––––––
Notional principle amount
––––––––––––––––––––––––––––––
Fair value
–––––––––––––––––––––––––––––
Less than 1 year
2 to 5 years
Greater than 5 years
2011
%
-
1.17%
-
2010
%
1.52%
-
5.40%
2011
£m
-
200.0
-
200.0
2010
£m
400.0
-
29.0
429.0
2011
£m
-
(2.6)
-
(2.6)
2010
£m
(1.6)
-
2.5
0.9
The interest rate swaps settle on a monthly basis. The fl oating rate on the interest rate swaps is 1 month LIBOR. The Group will settle the difference between the fi xed
and fl oating interest rate on a net basis. All interest rate swap contracts exchanging fl oating rate interest amounts for fi xed rate interest amounts are designated as
cash fl ow hedges in order to reduce the Group’s cash fl ow exposure resulting from variable interest rates on borrowings. The interest rate swaps and the interest rate
payments on the loan occur simultaneously and the amount deferred in equity is recognised in the income statement over the period that the fl oating rate interest
payments on debt affect profi t or loss.
(e) Currency swaps and currency forward contracts
In order to eliminate the currency risk associated with the $400m unsecured senior notes described in note 24(i) the Group and Company has four cross currency
swaps in varying amounts between £23m and £58m to fi x the exchange rate at £1 equal to $1.73 for the entire lives of $290m of the unsecured loan notes. The
forward options fi xed the notional amount receivable and payable in respect of the unsecured senior notes to £168m as well as fi xing the exchange rate applicable
to future coupon payments.
The Group and the Company has three forward contracts with a notional value of $30m each and one with a notional value of £20m to hedge $110m of unsecured
senior notes. These contracts have a maturity date of January 2016. At 31 December 2011 the fair value of these forward contracts was estimated at £0.1m
(2010: £0.3m).
The interest rate swaps settle on a half-yearly basis. The floating rate on the interest rate swaps is 6 months LIBOR. The Group will settle the difference between
the fixed and floating interest on a net basis.
The currency swaps manage the Group’s and the Company’s exposure to the fixed interest rate on the US dollar denominated borrowing arising out of a private
placement on 26 January 2006. There are two interest rate swaps of £58m that convert the borrowing rate on $200m of debt from 5.77% to a variable rate on 6
month LIBOR plus a weighted average basis point increment of 81.9. At 26 January 2006 the variable rates were both at 5.43%. A further two interest rate swaps
of £29m and £23m convert the borrowing rates on US$50m, US$40m of debt from 5.89% to a variable rate based on six month LIBOR plus basis point increment
of 86.5 and 86.7 respectively. At 26 January 2006 the variable rates were at weighted average 5.47%.
In order to eliminate the currency risk associated with the BSS private placement of $125m The BSS Group plc entered into three cross currency interest rate
swaps to fix the exchange rate at £1 equal to $1.73 for the entire duration of the private placement. The private placement was repaid in June and July 2011 and
consequently all three cross currency swaps were settled. The aggregate net loss from these transactions was £4.4m, which is shown as an exceptional item.
During 2010 the Group and Company novated one cross currency interest rate swap with a notional value of $110m and a sterling equivalent of £63m for total
proceeds of £13.7m in the Group and £16.3m in the Company. The proceeds are being amortised to the income statement over the remaining life of the unsecured
senior notes.
Fair value hedges – outstanding receive fi xed pay fl oating contracts
Average contract fl oating interest rate
––––––––––––––––––––––––––––––––––––
Notional principle amount
––––––––––––––––––––––––––––––
Fair value
–––––––––––––––––––––––––––––
1 to 2 years
2 to 5 years
Greater than 5 years
2011
%
1.9%
1.9%
-
2010
%
-
1.8%
1.8%
2011
£m
115.6
52.0
-
167.6
2010
£m
-
158.6
52.0
210.6
2011
£m
23.5
16.7
-
40.2
2010
£m
-
38.7
15.4
54.1
112
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
25. Financial instruments continued
Interest rate swap contracts exchanging fi xed rate interest for fl oating rate interest are designated and effective as fair value hedges in respect of interest rates.
During the period, the hedge was 100% effective in hedging the fair value exposure to interest movements and as a result, the carrying amount of the loan was
adjusted by £36.9m (2010: £38.4m), which was included in the income statement at the same time that the fair value of the interest rate swap was included in
the income statement.
The Group acquires goods for sale from overseas, which when not denominated in Sterling are paid for principally in US dollars. The Group has entered into
forward foreign exchange contracts (all of which are less than one year in duration) to buy US dollars to hedge the exchange risk arising from these anticipated future
purchases. At the balance sheet date the total notional value of contracts to which the Group was committed was US$120.3m (2010: US$93.6m). The fair value of
these derivatives is £3.1m (2010: [£0.9m]). These contracts have not been designated as hedges and accordingly the fair value movement has been reflected in
the income statement.
(f) Liquidity analysis
The following table details the Group’s liquidity analysis for its derivative financial instruments and other financial liabilities. The table has been drawn up based on
the undiscounted net cash inflows / (outflows) on the derivative instrument that settle on a net basis and the undiscounted gross inflows and (outflows) on those
derivatives that require gross settlement. When the amount payable or receivable is not fixed, the amount disclosed has been determined by reference to the
projected interest and foreign currency rates as illustrated by the yield curves existing at the reporting date.
2011
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
0-1 year
£m
1-2 years
£m
2-5 years
£m
5+ years
£m
Gross settled
Interest rate swaps – receipts
Interest rate swaps – payments
Foreign exchange forward contracts
Total gross settled
Net settled
Interest rate swaps
Total derivative fi nancial instruments
Borrowings
Other fi nancial liabilities (note 28)
Finance leases (note 24d)
10.9
(3.3)
7.6
(77.3)
(69.7)
(1.4)
(71.1)
(77.0)
(872.7)
(2.7)
Total fi nancial instruments
(1,023.5)
139.3
(118.9)
20.4
-
20.4
(0.6)
19.8
(407.3)
-
(2.7)
(390.2)
63.0
(53.8)
9.2
(0.1)
9.1
-
9.1
(157.4)
-
(7.3)
(155.6)
-
-
-
-
-
-
-
(37.2)
-
(21.3)
(58.5)
Total
£m
213.2
(176.0)
37.2
(77.4)
(40.2)
(2.0)
(42.2)
(678.9)
(872.7)
(34.0)
(1,627.8)
Gross settled
Interest rate swaps – receipts
Interest rate swaps – payments
Foreign exchange forward contracts
Total gross settled
Net settled
Interest rate swaps
Total derivative fi nancial instruments
Borrowings
Other fi nancial liabilities (note 28)
Finance leases (note 24d)
Total fi nancial instruments
2010
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
0-1 year
£m
1-2 years
£m
2-5 years
£m
5+ years
£m
10.8
(2.9)
7.9
(57.4)
(49.5)
(0.8)
(50.3)
(93.7)
(831.0)
(2.7)
(977.7)
10.8
(3.6)
7.2
-
7.2
(0.9)
6.3
(78.5)
-
(2.7)
(74.9)
141.7
(122.0)
19.7
-
19.7
1.1
20.8
(508.2)
-
(7.6)
(495.0)
59.2
(52.6)
6.6
(0.4)
6.2
0.1
6.3
(211.3)
-
(23.6)
(228.6)
Total
£m
222.5
(181.1)
41.4
(57.8)
(16.4)
(0.5)
(16.9)
(891.7)
(831.0)
(36.6)
(1,776.2)
S
T
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M
E
T
A
T
S
I
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A
C
N
A
N
I
F
113
Notes to the Financial Statements
25. Financial instruments continued
(g) Interest rate sensitivity analysis
The sensitivity analyses below have been determined based on the exposure to interest rates for both derivatives and non-derivative fi nancial instruments at the
balance sheet date. For fl oating rate liabilities, the analysis is prepared assuming that the amount of liability outstanding at the balance sheet date was outstanding
for the whole year. A 1.0% increase or decrease is used when reporting interest rate risk internally to key management personnel. If interest rates had been 1.0%
higher / lower and all other variables were held constant, the Group’s:
● Profit before taxation for the year ended 31 December 2011 would have decreased / increased by £2.1m (2010: increased / decreased by £0.2m) including
£0.7m (2010: £1m) of movement on interest rate swaps with options;
● Net equity would have increased / decreased by £0.6m (2010: increased / decreased by £0.2m) mainly because of the changes in the fair value of
interest rate derivatives.
The Group’s sensitivity to interest rates has decreased during the current period mainly due to the increase in the nominal value of interest rate derivatives.
(h) The Company
On 15th October 2010, as part of financing arrangements in relation to the proposed reorganisation and integration of the Group’s plumbing and heating businesses,
the Company agreed to pay amounts equal to a proportion of future US$ receipts under certain cross currency interest rate swaps to a subsidiary, as part of a
contribution agreement entered into with it and a further subsidiary of the Company. The maximum amounts payable under the contribution agreement would have
been US$273m. This transaction resulted in the derecognition of the fair value of these future US$ receipts from the balance sheet of the company.
On 8th December 2011 it was agreed by all relevant parties to terminate this contribution agreement early. As a result of this early termination the Company has
made a payment to its subsidiary of £168.2m in full and final settlement of the contribution agreement.
As a result of this early termination the Company has re-recognised the fair value of the US$ amounts receivable on the $273m cross currency interest rate
swaps in its balance sheet from the date of termination, and has designated the swaps as a fair value hedge of the relevant proportion of the Company’s US$ private
placement debt.
Also on 8 December 2011 the Company agreed with another of its subsidiaries to redenominate an investment by the company in US$ preference shares with a
value of $273m to their sterling equivalent. As well as this redenomination, the preference shares were converted to ordinary shares ranking equally with its existing
investment in the ordinary shares of the subsidiary. Up to the date of redenomination and conversion the Company received accrued preference dividends of £9.2m
and made a retranslation loss of £0.6m, both of which have been recognised in the Company’s income statement.
26. Provisions
At 1 January 2010
Arising on acquisition
Additional provision in the year
Exceptional provision release
Utilisation of provision
Unwinding of discount
At 31 December 2010
Additional provision in the year
Utilisation of provision
Unwinding of discount
At 31 December 2011
Included in current liabilities
Included in non-current liabilities
T H E G R O U P
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Property
£m
Insurance
£m
Other
£m
58.3
5.1
0.2
(2.1)
(8.0)
2.8
56.3
1.8
(10.4)
3.0
50.7
21.8
28.9
50.7
28.8
2.0
2.6
-
(1.9)
-
31.5
8.8
(4.8)
-
35.5
35.5
-
35.5
2.2
-
0.8
-
-
-
3.0
-
(0.1)
-
2.9
2.9
-
2.9
Total
£m
89.3
7.1
3.6
(2.1)
(9.9)
2.8
90.8
10.6
(15.3)
3.0
89.1
60.2
28.9
89.1
The Group has a number of vacant and partly sub-let leasehold properties. Where necessary provision has been made for the residual lease commitments after
taking into account existing and anticipated sub-tenant arrangements.
114
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
26. Provisions continued
It is Group policy to substantially self insure itself against claims arising in respect of damage to assets, or due to employers or public liability claims. The nature of
insurance claims means they may take some time to be settled. The insurance claims provision represents management’s best estimate, based upon external advice
of the value of outstanding insurance claims where the final settlement date is uncertain. The following table details the Group’s liquidity analysis of its provisions.
The table has been drawn up based on the undiscounted net cash outflows.
0-1 year
£m
1-2 years
£m
2-5 years
£m
5+ years
£m
16.1
35.5
2.9
54.5
17.0
31.5
3.0
51.5
7.5
-
-
7.5
8.7
-
-
8.7
15.4
-
-
15.4
18.1
-
-
18.1
21.4
-
-
21.4
28.5
-
-
28.5
Total
£m
60.4
35.5
2.9
98.8
72.3
31.5
3.0
106.8
2011
Property
Insurance
Other
2010
Property
Insurance
Other
The Company has no provisions.
27. Deferred tax
The following are the major deferred tax liabilities and assets recognised by the Group and movements thereon during the current and prior reporting periods.
T H E G R O U P
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
At 1 Jan
2010
£m
Aquired
in year
£m
Recognised
in income
£m
Recognised
in equity
£m
At 31 Dec
2010
£m
Recognised
in income
£m
Recognised
in equity
£m
At 31 Dec
2011
£m
11.6
12.1
(3.8)
(10.7)
(4.6)
12.7
45.5
-
(12.0)
50.8
(0.3)
0.3
(0.1)
(0.1)
0.6
5.4
64.5
-
(16.4)
53.9
(4.7)
-
(1.8)
(1.1)
-
(1.4)
(1.6)
3.9
12.0
5.3
-
(0.4)
(5.9)
-
2.1
-
-
4.7
-
0.5
6.6
12.0
(11.6)
(11.9)
(1.9)
16.7
108.4
8.6
(16.4)
110.5
(0.4)
-
(0.7)
0.5
-
(2.3)
(10.6)
2.9
1.1
(9.5)
-
(0.9)
4.2
-
0.7
-
-
(6.6)
(1.0)
(3.6)
6.2
11.1
(8.1)
(11.4)
(1.2)
14.4
97.8
4.9
(16.3)
97.4
Provided
Capital allowances
Revaluation
Share based payments
Provisions
Derivatives
Business combinations
Brand
Pension scheme surplus
Pension scheme liability
Deferred tax
At the balance sheet date the Group had unused capital losses of £56.0m (2010: £59.3m) available for offset against future capital profi ts. No deferred tax asset
has been recognised because it is not probable that future taxable profi ts will be available against which the Group can utilise the losses.
Other than disclosed above, no deferred tax assets and liabilities have been offset.
Provided
Share based payments
Derivatives
Provisions
T H E C O M P A N Y
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
At 1 Jan
2010
£m
Recognised
in equity
£m
Recognised
in income
£m
At 31 Dec
2010
£m
Recognised
in income
£m
Recognised
in equity
£m
At 31 Dec
2011
£m
(3.8)
(4.6)
(0.6)
(9.0)
(5.9)
2.1
-
(3.8)
(1.8)
-
(0.1)
(1.9)
(11.5)
(2.5)
(0.7)
(14.7)
(0.7)
-
0.1
(0.6)
4.1
1.3
-
5.4
(8.1)
(1.2)
(0.6)
(9.9)
S
T
N
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M
E
T
A
T
S
I
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A
C
N
A
N
I
F
115
Notes to the Financial Statements
28. Other financial liabilities
Trade payables
Other taxation and social security
Other payables
Accruals and deferred income
Trade and other payables
T H E G R O U P
–––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2011
£m
740.7
76.2
132.0
139.4
2010
£m
684.7
50.1
150.9
118.8
1,088.3
1,004.5
2011
£m
-
-
19.0
-
19.0
2010
£m
-
-
26.7
-
26.7
The Group
Trade and other payables principally comprise amounts outstanding for trade purchases and ongoing costs. The average credit period taken for trade purchases is 57
days (2010: 55 days). The Directors consider that the carrying amount of trade payables approximates to their fair value. The Group has fi nancial risk management
policies in place to ensure that all payables are paid within the credit timeframe.
The Company
Trade and other payables principally comprise amounts outstanding for trade purchases and ongoing costs. The average credit period taken for trade purchases is
30 days (2010: 30 days). The Directors consider that the carrying amount of trade payables approximates to their fair value.
29. Disposal of businesses
On the 2 September 2011 the Group disposed of its interest in the Buck and Hickman business. Shown below are the assets and liabilities disposed of and
the resulting loss on disposal.
Assets and liabilities
Property, plant and equipment
Identifi able intangible assets
Inventories
Trade and other receivables
Trade and other payables
Net assets
Loss on disposal
Total consideration
Satisfied by cash
2011
£m
2.9
10.3
12.0
23.8
(21.4)
27.6
(0.7)
26.9
26.9
30. Acquisition of businesses
(a) The BSS Group plc
On the 14 December 2010 the Group acquired the entire issued share capital of The BSS Group plc. The acquisition was accounted for using the purchase method
of accounting. The acquisition has created the leading plumbing and heating distribution business in the UK. Provisional fair values ascribed to identifi able assets as
at 31 December 2010 have been adjusted during 2011 and the fi nal fair values acquired are shown in the table on page 117. The 2010 balance sheet has been
amended to show the fi nal fair values acquired.
116
30. Acquisition of businesses continued
Net assets acquired:
Property, plant and equipment
Identifi able intangible assets
Derivative fi nancial instruments
Investments
Inventories
Trade and other receivables
Retirement benefi t obligations
Trade and other payables
Provisions
Deferred tax liabilities
Current tax liabilities
Bank overdrafts and loans
Goodwill
Amount payable
Satisfi ed by:
Cash
Equity instruments (closing price on 14 December 2010)
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
2011
Fair value acquired
£m
37.6
257.7
14.9
0.1
199.4
311.7
(59.6)
(246.3)
(7.1)
(53.9)
(0.6)
(174.6)
279.3
345.0
624.3
294.5
329.8
624.3
Fair value adjustments
The Directors have fi nalised the fair value exercise in respect of assets and liabilities of The BSS Group plc. As the exercise is now complete further adjustments
have been made to the 2010 opening balance sheet in respect of the acquisition accounting. There are no impacts on the balance sheet at 31 December 2009.
(b) Toolstation Limited
On the 3 January 2012, the Group acquired the remaining 70% of the issued share capital of Toolstation Limited for further consideration of £24m. The Group had
previously acquired 30% in April 2008, which included an option to buy the remaining 70%. The aggregate consideration following the payment on 3 January is
now £41m. Future consideration dependent upon future performance and expansion of the business over the period to December 2013 is estimated to be £75.3m.
Toolstation net liabilities (including the £27.8m loan repayable to Travis Perkins plc) were £28.9m at 31 December 2011. The net liabilities quoted are provisional as
the fair value exercise has not been started due to the proximity of the acquisition to the 21 February 2012. It will be completed by the end of the year.
31. Operating lease arrangements
The Group leases a number of trading properties under operating leases. The leases, at inception, are typically 25 years in duration, although some have lessee only
break clauses of between 10 and 15 years. Lease payments are reviewed every fi ve years and increases applied in line with market rates. The Group also leases
certain items of plant and equipment. The Company has no operating lease arrangements.
(a) The Group as lessee
Minimum lease payments under operating leases recognised in income for the year
2011
£m
176.0
2010
£m
143.4
At the balance sheet date, the Group had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as
follows:
Within one year
In the second to fi fth years inclusive
After fi ve years
2011
£m
173.3
599.9
1,194.4
1,967.6
2010
£m
167.4
576.7
1,153.9
1,898.0
S
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M
E
T
A
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S
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A
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N
A
N
I
F
117
Notes to the Financial Statements
31. Operating lease arrangements continued
(b) The Group as lessor
The Group sublets a number of ex-trading properties to third parties. Property rental income earned during the year in respect of these properties was £4.1m (2010:
£4.0m).
At the balance sheet date, the Group had contracts with tenants for the following future minimum lease payments:
Within one year
In the second to fi fth years inclusive
After fi ve years
32. Capital commitments
Contracted for but not provided in the accounts
33. Related party transactions
2011
£m
3.6
12.6
17.3
33.5
2010
£m
3.6
11.1
14.1
28.8
T H E G R O U P
–––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2011
£m
15.6
2010
£m
16.1
2011
£m
-
2010
£m
-
The Group has a related party relationship with its subsidiaries and with its directors. Transactions between group companies, which are related parties, have
been eliminated on consolidation and are not disclosed in this note. Transactions between the Company and its subsidiaries are disclosed below. In addition the
remuneration, and the details of interests in the share capital of the Company, of the Directors, are provided in the audited part of the remuneration report on pages
56 to 66.
The remuneration of the key management personnel of the Group is set out below in aggregate for each of the categories specified in IAS 24 Related Party
Disclosures
Short term employee benefi ts
Share based payments
2011
£m
7.3
4.9
12.2
2010
£m
8.0
3.0
11.0
The Company undertakes the following transactions with its active subsidiaries:
● Providing day-to-day funding from its UK banking facilities;
● Paying interest to members of the Group totalling £6.4m (2010: £3.5m)
● Levying an annual management charge to cover services provided to members of the Group of £6.9m (2010: £6.9m);
● Receiving preference dividends totalling £9.2m (2010: £2.1m)
● Receiving annual dividends totalling £79.1m (2010: £40.3m)
Details of balances outstanding with subsidiary companies are shown in note 19 and on the Balance Sheet on page 77.
There have been no material related party transactions with directors.
Details of transactions with Toolstation are shown in note 18. The Group advanced a total of £2.3m to all the group’s associate companies in 2011. Operating
transactions with all three associates during the year were not significant.
118
34. Net debt reconciliation
Net debt at 1 January
Increase / (decrease) in cash and cash equivalents
Net debt arising on acquisition
Cash fl ows from debt
Decrease / (increase) in fair value of debt
Fair value of BSS loan notes repaid
Finance charges netted off bank debt
Amortisation of swap cancellation receipt
Discount unwind on pension SPV
Net debt at 31 December
35. Gearing
Net debt under IFRS
IAS 17 fi nance leases
Unamortised swap cancellation receipt
Pension SPV
Fair value on debt acquired
Fair value adjustment to debt
Finance charges netted off bank debt
Net debt under covenant calculations
Total equity
Gearing
36. Free cash flow
Net debt at 1 January
Net debt at 31 December
Decrease / (increase) in net debt
Dividends paid
Net cash outfl ow for expansion capital expenditure
Net cash outfl ow for acquisitions
Disposal of business
Bank fees paid
Amortisation of swap cancellation receipt
Discount unwind on SPV
Cash impact of exceptional items
Interest in associate
Shares issued and sale of own shares
Decrease in fair value of debt
Movement in fi nance charges netted off bank debt
Net debt arising on BSS on acquisition
Special pension contributions
Free cash flow
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
T H E G R O U P
–––––––––––––––––––––––––––––
T H E C O M P A N Y
–––––––––––––––––––––––––––––
2011
£m
(773.6)
27.7
-
153.8
1.0
12.4
(3.1)
1.1
(2.5)
(583.2)
2010
£m
(467.2)
(296.3)
(174.6)
167.6
3.1
-
(5.7)
1.0
(1.5)
(773.6)
2011
£m
(749.6)
(12.1)
-
90.0
6.0
-
(3.1)
1.1
-
(667.7)
2010
£m
(477.9)
(302.5)
-
34.3
(2.1)
-
(5.0)
3.6
-
(749.6)
T H E G R O U P
–––––––––––––––––––––––––––––
2010
£m
2011
£m
(583.2)
20.3
4.0
37.2
-
36.6
(1.5)
(486.6)
(773.6)
21.9
5.1
-
12.4
37.4
(4.6)
(701.4)
2,107.8
1,951.8
23.1%
36.0%
T H E G R O U P
–––––––––––––––––––––––––––––
2010
£m
2011
£m
(773.6)
(583.2)
190.4
38.8
54.4
9.9
(26.9)
6.1
(1.1)
2.5
17.8
2.3
(10.6)
(13.3)
3.1
-
20.1
293.5
(467.2)
(773.6)
(306.4)
10.1
29.0
294.9
-
-
(0.9)
1.5
7.6
12.5
(0.3)
(3.1)
5.7
174.6
52.6
277.8
S
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M
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A
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A
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119
Notes to the Financial Statements
37. Adjusted ratio of net debt to earnings before interest, tax and depreciation
Adjusted ratio of net debt to earnings before interest, tax and depreciation (‘EBITDA’) is derived as follows:
Profi t before tax
Net fi nance costs
Depreciation and amortisation
EBITDA under IFRS
Exceptional operating items
BSS 2010 pre-acquisition EBITDA
IFRS adjustments not included in covenant calculations
Adjusted EBITDA under covenant calculations
Net debt under covenant calculations
Adjusted net debt to EBITDA
38. Adjusted return on equity and adjusted return on capital
Adjusted return on equity
Profi t before tax
Amortisation of intangible assets
Exceptional items
BSS post acquisition loss before tax
Adjusted profi t before tax
Opening equity
Net pension defi cit
Goodwill written off
Opening net assets
Closing equity
BSS post acquisition loss after tax
Shares issued in respect of the BSS acquisition
Net pension defi cit / (surplus)*
Goodwill written off
Closing net assets
Average net assets
Adjusted return on equity
120
T H E G R O U P
–––––––––––––––––––––––––––––
2010
£m
2011
£m
269.6
20.9
76.7
367.2
9.8
-
(2.7)
374.3
486.6
1.3x
196.8
23.0
57.7
277.5
19.0
71.3
(2.6)
365.2
701.4
1.9x
T H E G R O U P
––––––––––––––––––––––––––––––
2010
£m
2011
£m
269.6
12.9
14.2
-
296.7
1,951.8
20.1
92.7
2,064.6
2,107.8
-
-
34.3
92.7
2,234.8
196.8
0.2
19.7
2.8
219.5
1,460.4
31.0
92.7
1,584.1
1,951.8
2.8
(329.2)
(23.1)
92.7
1,695.0
2,149.7
1,640.0
13.8%
13.4%
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
38. Adjusted return on equity and adjusted return on capital continued
Adjusted return on capital
Operating profi t
Amortisation of intangible assets
Exceptional items
BSS post acquisition operating losses (excluding exceptional items)
Adjusted operating profi t
Opening net assets
Net pension defi cit
Goodwill written off
Net borrowings
Exchange adjustment
Opening capital employed
Closing net assets
BSS post acquisition loss before tax
Shares issued in respect of the BSS acquisition
Net pension defi cit / (surplus)*
Goodwill written off
Net borrowings
Borrowings arising from the BSS acquisition
Exchange adjustment
Closing capital employed
Average capital employed
Adjusted return on capital
* 2010 was adjusted only for the surplus in the Travis Perkins defi ned benefi t scheme.
T H E G R O U P
––––––––––––––––––––––––––––––
2010
£m
2011
£m
290.5
12.9
9.8
-
313.2
1,951.8
20.1
92.7
773.6
(52.2)
2,786.0
2,107.8
-
-
34.3
92.7
583.2
-
(36.6)
2,781.4
219.8
0.2
19.0
2.6
241.6
1,460.4
31.0
92.7
467.2
(40.5)
2,010.8
1,951.8
2.8
(329.2)
(23.1)
92.7
773.6
(469.3)
(37.4)
1,961.9
2,783.7
1,986.4
11.3%
12.2%
S
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M
E
T
A
T
S
I
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A
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121
Five Year Record
Consolidated income statement
2011
£m
2010
£m
2009
£m
2008
£m
2007
£m
Revenue
4,779.1
3,152.8
2,930.9
3,178.6
3,186.7
Operating profi t before amortisation and exceptional items
Amortisation
Exceptional items
Operating profi t
Net fi nance costs
Profi t before tax
Income tax expense
Net profi t
Adjusted return on capital
Adjusted return on equity
Basic earnings per share
Adjusted earnings per share
Dividend declared per ordinary share (pence)
Branches at 31 December (No.)
313.2
(12.9)
(9.8)
290.5
(20.9)
269.6
(57.2)
212.4
11.3%
13.8%
90.3p
93.1p
20.0p
1,868
239.0
(0.2)
(19.0)
219.8
(23.0)
196.8
(55.5)
141.3
12.2%
13.4%
69.6p
77.2p
15.0p
1,813
224.6
-
32.7
257.3
(44.6)
212.7
(55.3)
157.4
10.9%
13.1%
88.4p
75.2p
-
1,238
271.5
-
(56.2)
215.3
(69.0)
146.3
(44.4)
101.9
12.9%
17.6%
68.6p
96.9p
14.5p
1,223
319.9
-
-
319.9
(58.5)
261.4
(76.1)
185.3
15.9%
23.6%
120.8p
118.1p
44.9p
1,125
Average number of employees (No.)
21,423
15,792
14,528
15,414
14,580
Basic and adjusted earnings per share for 2007 and 2008 have been restated for the impact of the rights issue.
Consolidated cash fl ow statement
Cash generated from operations
Net interest paid
Swap cancellation receipt / (payment)
Income taxes paid
Net purchases of investments, property and plant
Interest in associates
Disposal of businesses
Acquisition of businesses net of cash acquired
Proceeds from issuance of share capital
Dividends paid
Bank facility fi nance charges
Own shares acquired
Payment of fi nance lease liabilities
Repayment of unsecured loan notes
Pension SPV
(Decrease) / increase in bank loans
Net increase / (decrease) in cash and cash equivalents
Net debt at 1 January
Non cash adjustment
Loan notes issued
Cash fl ow from debt and debt acquired
Net debt at 31 December
Free Cash Flow
122
2011
£m
345.1
(23.5)
-
(26.3)
(94.2)
(2.3)
26.9
(9.9)
10.6
(38.8)
(6.1)
-
(1.6)
-
-
(152.2)
27.7
(773.6)
8.9
-
153.8
(583.2)
293.5
2010
£m
282.3
(16.0)
13.7
(42.4)
(35.4)
(12.5)
-
(294.9)
0.3
(10.1)
-
-
(1.3)
(0.6)
34.7
(214.1)
(296.3)
(467.2)
(3.1)
-
(7.0)
(773.6)
277.8
2009
£m
319.8
(29.0)
(28.7)
(27.3)
(7.8)
(12.9)
-
(1.0)
300.3
-
-
-
(1.5)
(0.1)
-
(160.0)
351.8
(1,017.4)
36.8
-
161.6
2008
£m
337.6
(63.0)
-
(66.0)
(82.4)
(20.7)
-
(22.5)
0.6
(52.5)
(14.7)
-
(2.1)
(11.5)
-
(33.7)
(30.9)
(941.0)
(92.8)
-
47.3
(467.2)
(1,017.4)
294.4
185.3
2007
£m
303.9
(72.5)
-
(74.5)
(118.9)
-
-
(47.2)
6.8
(48.1)
-
(76.0)
(1.9)
(0.2)
-
98.6
(30.0)
(804.4)
(2.4)
(7.7)
(96.5)
(941.0)
157.8
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
2011
£m
2010
£m
2009
£m
2008
£m
562.6
2,095.1
40.3
51.3
19.3
1.9
-
596.0
746.1
-
78.6
527.1
2,109.7
57.0
45.7
31.7
1.9
-
571.4
687.2
2.3
62.9
499.0
1,515.3
44.7
31.7
-
4.8
12.0
312.7
375.4
-
347.2
534.5
1,513.9
80.3
19.6
-
5.4
19.5
321.9
388.6
-
7.7
2007
£m
505.0
1,492.2
3.0
-
-
5.5
4.5
330.2
422.6
-
26.3
4,191.2
4,096.9
3,142.8
2,891.4
2,789.3
24.4
480.8
326.5
(75.2)
15.7
1,335.6
2,107.8
598.2
5.9
65.0
28.9
97.4
63.6
-
1,088.3
75.9
60.2
2,083.4
24.2
471.5
325.9
(83.4)
14.4
1,199.2
1,951.8
760.9
4.2
59.6
36.0
110.5
75.6
2.5
1,004.5
36.5
54.8
2,145.1
20.9
471.2
-
(83.7)
9.2
1,042.8
1,460.4
739.1
6.1
43.0
43.7
62.8
75.3
-
638.7
28.1
45.6
12.3
179.5
-
(83.7)
6.0
904.1
12.3
178.9
-
(83.9)
27.1
902.5
1,018.2
1,036.9
1,007.3
25.8
69.9
47.8
74.7
17.8
-
582.2
9.1
38.6
Consolidated balance sheet
Assets
Non-current assets
Property, plant and equipment
Goodwill and other intangible assets
Derivative fi nancial instruments
Interest in associates
Retirement benefi t assets
Investment property and other investments
Deferred tax asset
Current assets
Inventories
Trade and other receivables
Assets held for resale
Cash and cash equivalents
Total assets
Issued capital
Share premium account
Merger reserve
Own shares
Other reserves
Accumulated profi ts
Total equity
Non-current liabilities
Interest bearing loans and borrowings
Derivative fi nancial instruments
Retirement benefi t obligations
Long term provisions
Deferred tax liabilities
Current liabilities
Interest bearing loans and borrowings
Derivative fi nancial instruments
Trade and other payables
Tax liabilities
Short-term provisions
Total liabilities
Total equity and liabilities
4,191.2
4,096.9
3,142.8
2,891.4
1,682.4
1,873.2
863.9
29.8
16.0
13.7
75.3
103.4
-
585.0
32.3
33.0
1,752.4
2,789.3
S
T
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M
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A
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A
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123
Notice of Annual General Meeting
Notice is hereby given that the forty-eighth
Annual General Meeting of Travis Perkins plc will
be held at Northampton Rugby Football Club,
Franklin’s Gardens, Weedon Road, Northampton,
NN5 5BG on Tuesday 22 May 2012 at 11.45 am.
The Resolutions
Resolutions 1 to 16 (inclusive) will be proposed
as ordinary resolutions. Resolutions 17 to 19
(inclusive) will be proposed as special resolutions.
1. To receive the Company’s annual accounts
for the financial year ended 31 December
2011, together with the directors’ report,
the directors’ remuneration report and
the auditors’ report on those accounts
and on the auditable part of the directors’
remuneration report.
2. To declare a final dividend for the financial
year ended 31 December 2011 of 13.5
pence per ordinary share, payable to
shareholders on the register at the close of
business on 4 May 2012.
3. To appoint Ruth Anderson as a
non-executive director of the Company.
Biographical details of Ruth Anderson appear
on page 47.
4. To re-appoint Robert Walker as a director of
the Company. Biographical details of Robert
Walker appear on page 46.
5. To re-appoint Chris Bunker as a
non-executive director of the Company.
Biographical details of Chris Bunker appear
on page 47.
6. To re-appoint John Coleman as a
non-executive director of the Company.
Biographical details of John Coleman appear
on page 47.
7. To re-appoint Philip Jansen as a
non-executive director of the Company.
Biographical details of Philip Jansen appear
on page 47.
8. To re-appoint Andrew Simon as a
9. To re-appoint Geoff Cooper as a director of
the Company. Biographical details of Geoff
Cooper appear on page 46.
10. To re-appoint Paul Hampden Smith as a
director of the Company. Biographical details
of Paul Hampden Smith appear on page 46.
11. To re-appoint John Carter as a director of
the Company. Biographical details of John
Carter appear on page 46.
12. To re-appoint Deloitte LLP, Chartered
Accountants, as auditors of the Company
to hold office from the conclusion of this
meeting until the conclusion of the next
general meeting of the Company at which
accounts are laid.
13. To authorise the Directors to fix the
remuneration of Deloitte LLP.
14. That the directors’ remuneration report for
the financial year ended 31 December 2011
set out on pages 56 to 66 be approved.
15. That the rules of the Travis Perkins
Sharesave Scheme 2012 (the ‘Scheme’)
produced in draft to this meeting and, for the
purposes of identification, initialled by the
Chairman, be approved and the Directors be
authorised to:
a. Make such modifications to the Scheme
as they may consider appropriate to take
account of the requirements of HMRC and
for the implementation of the Scheme
and to adopt the Scheme as so modified
and to do all such other acts and things
as they may consider appropriate to
implement the Scheme; and
b Establish further schemes based on the
Scheme but modified to take account of
local tax, exchange control or securities
laws in overseas territories, provided that
any shares made available under such
further schemes are treated as counting
against the limits on individual or overall
participation in the Scheme.
non-executive director of the Company.
Biographical details of Andrew Simon appear
on page 47.
16. That, in substitution for all existing
authorities, the Directors be generally and
unconditionally authorised in accordance with
124
section 551 of the Companies Act 2006 to
exercise all the powers of the Company to
allot:
(a) shares (as defined in section 540 of the
Companies Act 2006) or grant rights to
subscribe for or to convert any security
into shares up to an aggregate nominal
amount of £8,132,018; and
(b) equity securities (as such phrase is
to be interpreted in accordance with
section 560 of the Companies Act 2006)
up to an aggregate nominal amount
of £16,264,037 (such amount to be
reduced by the aggregate nominal
amount of shares allotted or rights to
subscribe for or to convert any security
into shares in the Company granted
under paragraph (a) of this resolution 16)
in connection with an offer by way of a
rights issue:
i.
ii.
to ordinary shareholders in proportion
(as nearly as may be practicable) to
their existing holdings; and
to holders of other equity securities
(as defined in section 560(1) of the
Companies Act 2006) as required
by the rights of those securities or,
subject to such rights, as the directors
otherwise consider necessary,
and so that the Directors may
impose any limits or restrictions and
make any arrangements which they
consider necessary or appropriate to
deal with treasury shares, fractional
entitlements, record dates, legal,
regulatory or practical problems in, or
under the laws of, any territory or any
other matter,
such authorities to apply until the end of the
Company’s next annual general meeting
after this resolution is passed (or, if earlier,
until the close of business on 30 June 2013)
but, in each case, so that the Company
may make offers and enter into agreements
before the authority expires which would, or
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
might, require shares to be allotted or rights
to subscribe for or to convert any security
into shares to be granted after the authority
expires and the Directors may allot shares
or grant such rights under any such offer
or agreement as if the authority had not
expired.
17. That, in substitution for all existing powers
and subject to the passing of resolution
16, the Directors be generally empowered
pursuant to section 570 of the Companies
Act 2006 to allot equity securities (as such
phrase is to be interpreted in section 560 of
the Companies Act 2006) for cash pursuant
to the authority granted by resolution 16
and/or where the allotment constitutes an
allotment of equity securities by virtue of
section 560(3) of the Companies Act 2006,
in each case free of the restriction in section
561 of the Companies Act 2006, such power
to be limited:
to the allotment of equity securities in
connection with an offer of equity securities
(but in the case of an allotment pursuant
to the authority granted by paragraph (b) of
resolution 16, such power shall be limited
to the allotment of equity securities in
connection with an offer by way of a rights
issue only):
(a)
(b)
under the laws of, any territory or any
other matter; and
to the allotment of equity securities pursuant
to the authority granted by paragraph (a)
of resolution 16 and/or an allotment which
constitutes an allotment of equity securities
by virtue of section 560(3) of the Companies
Act 2006 (in each case otherwise than in
the circumstances set out in paragraph
(a) of this resolution 17) up to a nominal
amount of £1,219,802 calculated, in the
case of equity securities which are rights
to subscribe for, or to convert securities
into, ordinary shares (as defined in section
560(1) of the Companies Act 2006) by
reference to the aggregate nominal amount
of relevant shares which may be allotted
pursuant to such rights, such power to
apply until the end of the Company’s next
annual general meeting after this resolution
is passed (or, if earlier, until the close of
business on 30 June 2013); but so that the
Company may make offers and enter into
agreements before the power expires which
would, or might, require equity securities to
be allotted after the power expires and the
Directors may allot equity securities under
any such offer or agreement as if the power
had not expired.
(i) to ordinary shareholders in proportion
(as nearly as may be practicable) to
their existing holdings; and
18. That a general meeting other than an annual
general meeting may be called on not less
than 14 clear days’ notice.
(ii) to holders of other equity securities
(as defined in section 560(1) of the
Companies Act 2006), as required
by the rights of those securities or,
subject to such rights, as the directors
otherwise consider necessary, and
so that the Directors may impose any
limits or restrictions and make any
arrangements which they consider
necessary or appropriate to deal
with treasury shares, fractional
entitlements, record dates, legal,
regulatory or practical problems in, or
19. That the Company be and is hereby
generally and unconditionally authorised
to make one or more market purchases
(within the meaning of section 693(4) of the
Companies Act 2006) of ordinary shares of
10 pence each in the capital of the Company
(‘ordinary shares’), provided that:
(a) the maximum aggregate number
of ordinary shares authorised to be
purchased is 24,396,055 (representing
10% of the issued share capital of the
Company as at 21 February 2012);
(b) the minimum price (exclusive of
expenses) which may be paid for an
ordinary share is its nominal value of 10
pence;
(c) the maximum price (exclusive of
expenses) which may be paid for an
ordinary share is an amount equal to
105% of the average of the middle
market quotations for an ordinary share
as derived from The London Stock
Exchange Daily Official List for the five
business days immediately preceding
the day on which that ordinary share is
purchased;
(d) this authority expires at the conclusion of
the next Annual General Meeting of the
Company or 30 June 2013, whichever is
the earlier; and
(e) the Company may make a contract to
purchase ordinary shares under this
authority before the expiry of such
authority, which will or may be executed
wholly or partly after the expiry of such
authority, and may make a purchase of
ordinary shares pursuant to any such
contract.
By order of the Board
Andrew Pike
Company Secretary
Lodge Way House, Harlestone Road,
Northampton NN5 7UG
21 February 2012
Registered in England No. 824821
Directions to Northampton Rugby Football Club
can be found on page 129.
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125
Appendix to Notice of Annual General Meeting
Summary of principal terms of the
Travis Perkins Sharesave Scheme
2012 (the ‘Scheme’)
Operation
The operation of the Scheme will be supervised
by the board of directors of the Company (the
‘Board’). It will be approved by HM Revenue
& Customs (‘HMRC’) in order to provide UK
tax-advantaged options to UK employees.
other day or days as may be agreed with HMRC);
and (ii) if the option relates only to new issue
Shares, the nominal value of a Share.
The option price will be determined by
reference to dealing days which fall within six
weeks of the announcement by the Company
of its results for any period or at any other time
when the Board considers there to be exceptional
circumstances which justify offering options
under the Scheme.
Eligibility
Employees and full-time directors of the
Company and any designated participating
subsidiary who are UK resident taxpayers are
eligible to participate. The Board may require
employees to have completed a qualifying period
of employment of up to five years before the
grant of options. The Board may also allow other
employees to participate.
Grant of options
Options can only be granted to employees who
enter into HMRC approved savings contracts,
under which monthly savings are normally made
over a period of three or five years. Options
must be granted within 30 days (or 42 days if
applications are scaled back) of the first day by
reference to which the option price is set. The
number of Shares over which an option is granted
will be such that the total option price payable for
those Shares will correspond to the proceeds on
maturity of the related savings contract.
An option may not be granted more than 10
years after shareholder approval of the Scheme.
Options are not transferable, except on death.
Options are not pensionable.
Individual participation
Monthly savings by an employee under all savings
contracts linked to options granted under any
sharesave scheme may not exceed the statutory
maximum (currently £250). The Board may set a
lower limit in relation to any particular grant.
Exercise of options
Options will normally be exercisable for a six
month period from the third, fifth or seventh
anniversary of the commencement of the related
savings contracts. Earlier exercise is permitted,
however, in the following circumstances:
● following cessation of employment by reason
of death, injury, disability, redundancy,
retirement on reaching age 60 (or any other
age at which the employee is bound to
retire under his terms of employment) or the
business or company that the employee works
for ceasing to be part of the Company’s group;
● when an employee reaches 60;
● where employment ceases more than three
years from grant for any reason other than
dismissal for misconduct; and
reconstruction or winding-up of the Company,
except in the case of an internal corporate
re-organisation when the Board may decide to
exchange existing options for equivalent new
options over shares in a new holding company.
Except where stated above, options will lapse on
cessation of employment or directorship with the
Company’s group.
Shares will be allotted or transferred to
participants within 30 days of exercise.
Overall scheme limits
The Scheme may operate over new issue Shares,
treasury Shares or Shares purchased in the
market.
In any ten calendar year period, the Company
the institutional investors decide that they need
not count.
Variation of capital
If there is a variation in the Company’s share
capital then the Board may, subject to HMRC
approval, make such adjustment as it considers
appropriate to the number of Shares under option
and the option price.
Rights attaching to shares
Any Shares allotted when an option is exercised
under the Scheme will rank equally with
Shares then in issue (except for rights arising
by reference to a record date prior to their
allotment).
Alterations to the scheme
The Board may amend the provisions of the
Scheme in any respect, provided that the prior
approval of shareholders is obtained for any
amendments that are to the advantage of
participants in respect of the rules governing
eligibility, limits on participation, the overall limits
on the issue of Shares or the transfer of treasury
Shares, the basis for determining a participant’s
entitlement to, and the terms of, the Shares to be
acquired and the adjustment of options.
of shareholders will not, however, apply to
any minor alteration made to benefit the
administration of the Scheme, to take account of
a change in legislation or to obtain or maintain
favourable tax, exchange control or regulatory
treatment for participants or for any company in
the Company’s group.
Overseas schemes
The shareholder resolution to approve the
Scheme will allow the Board, without further
shareholder approval, to establish further
schemes for overseas territories, any such
scheme to be similar to the Scheme, but modified
to take account of local tax, exchange control or
securities laws, provided that any Shares made
available under such further schemes are treated
as counting against the limits on individual and
overall participation in the Scheme.
● in the event of a takeover, amalgamation,
The requirement to obtain the prior approval
Option price
The price per Share payable upon the exercise of
an option will not be less than the higher of: (i) 80
per cent. of the average middle-market quotation
of a Share on the London Stock Exchange on
the three days preceding a date specified in an
invitation to participate in the Scheme (or such
may not issue (or grant rights to issue) more
than 10 per cent of the issued ordinary share
capital of the Company under the Scheme and
any other employee share Scheme adopted by
the Company.
Treasury Shares will count as new issue
Shares for the purposes of these limits unless
126
Notes to the Notice of Annual General Meeting
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
1. A form of proxy is enclosed and instructions
for its use are shown on the form. The
appointment of a proxy will not prevent a
member from subsequently attending, voting
and speaking at the Meeting in person, in
which case any votes of the proxy will be
superseded.
2. A member of the Company is entitled to
appoint a proxy to exercise all or any of his
rights to attend, speak and vote at a general
meeting of the Company. A member may
appoint more than one proxy, provided that
each proxy is appointed to exercise the rights
attaching to different shares. A proxy need not
be a member.
3. To appoint more than one proxy, (an)
additional proxy form(s) may be obtained
by contacting the Registrars or you may
photocopy the form. Please indicate in the box
next to the proxy holder’s name the number of
shares in relation to which they are authorised
to act as your proxy. Please also indicate by
ticking the box provided if the proxy instruction
is one of multiple instructions being given. All
forms must be signed and should be returned
together in the same envelope.
4. The right to appoint a proxy under note
1 and 2 above does not apply to persons
whose shares are held on their behalf
by another person and who have been
nominated to receive communication from
the Company in accordance with Section
146 of the Companies Act 2006 (‘nominated
persons’). Nominated persons may have a
right under an agreement with the registered
shareholder who holds shares on their
behalf to be appointed (or to have someone
else appointed) as a proxy. Alternatively, if
nominated persons do not have such a right,
or do not wish to exercise it, they may have
a right under such an agreement to give
instructions to the person holding the shares
as to the exercise of voting rights.
5. To be effective, the instrument appointing
a proxy and any authority under which
it is signed (or a notarially certified copy
of such authority) for the Annual General
Meeting to be held at Northampton Rugby
Football Club, Franklins Gardens, Weedon
Road, Northampton, NN5 5BQ at 11.45
am on Tuesday 22 May 2012 and any
adjournment(s) thereof must be returned to
Capita Registrars, PXS, 34 Beckenham Road,
Beckenham, Kent, BR3 4TU, by 11.45 am on
18 May 2012. Alternatively you may submit
your proxy form online by accessing the
Shareholder portal at www.capitaregistrars.
com, logging in and selecting the ‘Proxy
Voting’ link. If you have not previously
registered for electronic communications,
you will first be asked to register as a new
user, for which you will require your investor
code (which can be found on the enclosed
proxy form, your share certificate or dividend
tax voucher), family name and post code (if
resident in the UK).
6. CREST members who wish to appoint a proxy
or proxies through the CREST electronic proxy
appointment service may do by using the
procedures described in the CREST Manual.
CREST personal members or other CREST
sponsored members, and those CREST
members who have appointed a voting
service provider(s) should refer to their
CREST sponsors or voting service provider(s),
who will be able to take the appropriate
action on their behalf.
In order for a proxy appointment made
by means of CREST to be valid, the
appropriate CREST message (a ‘CREST
Proxy Instruction’) must be properly
authenticated in accordance with Euroclear
UK & Ireland Limited’s specifications and
must contain the information required
for such instructions, as described in the
CREST Manual. The message, regardless of
whether it constitutes the appointment of a
proxy or an amendment to the instruction
given to a previously appointed proxy must,
in order to be valid, be transmitted so as
to be received by the Company’s agent (ID
RA10) by the latest time(s) for receipt of
proxy appointments (11.45 am on 18 May
2012). For this purpose, the time of receipt
will be taken to be the time (as determined
by the timestamp applied to the message
by the CREST Application Host) from which
the Company’s agent is able to retrieve the
message by enquiry to CREST in the manner
prescribed by CREST. After this time, any
change of instructions to proxies appointed
through CREST should be communicated to
the appointee through other means.
CREST members and, where applicable,
their CREST sponsors and voting service
providers should note that Euroclear UK &
Ireland Limited does not make available
special procedures in CREST for any particular
messages. Normal system timings and
limitations will therefore apply in relation
to the input of CREST Proxy Instructions. It
is the responsibility of the CREST member
concerned to take (or, if the CREST member
is a CREST personal member or sponsored
member or has appointed a voting service
provider(s), to procure that his CREST sponsor
or voting service provider(s) take(s)) such
action as shall be necessary to ensure that
a message is transmitted by means of the
CREST system by any particular time. In this
connection, CREST members and, where
applicable, their CREST sponsors or voting
service providers are referred, in particular,
to those sections of the CREST Manual
concerning practical limitations of the CREST
system and timings. The CREST Manual can
be reviewed at www.euroclear.com/CREST.
The Company may treat as invalid a CREST
Proxy Instruction in the circumstances set out
in Regulation 35(5)(a) of the Uncertificated
Securities Regulations 2001.
In each case the proxy appointments must
be received by the Company not less than 48
hours before the time appointed for holding
the meeting or any adjournment thereof.
7. Only those members entered on the register
of members of the Company as at 6.00 pm
on 18 May 2012 shall be entitled to attend or
vote at the meeting in respect of the number
of shares registered in their name at that
time. Changes to entries on the register of
members after that time shall be disregarded
in determining the rights of any person to
attend or vote at the meeting.
8. Reference to the register means the issuer
register of members and the Operator register
of members maintained in accordance with
Regulation 20 of the Uncertificated Securities
Regulations 2001.
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Notes to the Notice of Annual General Meeting
9. The following documents will be available
for inspection at the Registered Office of
the Company during usual business hours
on any weekday (Saturdays, Sundays and
public holidays excluded) from the date of
this Notice to the date of the meeting and
at Northampton Rugby Football Club from
11.15 am on the day of the meeting until the
conclusion of the meeting.
● Copies of contracts of service of directors
and non–executive directors’ letters of
appointment with the Company, or with
any of its subsidiary companies.
● The register of directors’ interests kept by
the Company.
● A copy of the Company’s Articles of
Association.
● A statement giving particulars of directors’
relevant transactions.
● A copy of the draft rules of the Travis
Perkins Sharesave Scheme 2012. Copies
will also be available for inspection at
the offices of New Bridge Street, 10
Devonshire Square, London, EC2M 4YP
during usual business hours on any
weekday (Saturdays and English public
holidays excepted) from the date of this
notice until the conclusion of the meeting.
10. At 21 February 2012 (being the latest
practicable date before publication of this
notice) the issued share capital of the
Company consisted of 243,960,557 ordinary
shares, carrying one vote each. Therefore,
the total voting rights in the Company as at
21 February 2012 was 243,960,557.
11. A person to whom this Notice is sent who is
a person nominated under Section 146 of
the Companies Act 2006 to enjoy information
rights (a ‘Nominated Person’) may, under
an agreement between him/her and the
shareholder by whom he/she was nominated,
have a right to be appointed (or to have
someone else appointed) as a proxy for the
Meeting. If a Nominated Person has no such
proxy appointment right or does not wish
to exercise it, he/she may, under any such
agreement, have a right to give instructions
to the shareholder as to the exercise of
voting rights.
12. The statement of the rights of members in
relation to the appointment of proxies in
paragraphs 1 to 6 above does not apply to a
Nominated Person. The rights described in
these paragraphs can only be exercised by
registered members of the Company.
13. Any corporation which is a member
can appoint one or more corporate
representatives who may exercise on
its behalf all of the same powers as the
corporation could exercise if it were an
individual member.
14. Under section 527 of the Companies Act
2006 members meeting the threshold
requirements set out in that section have the
right to require the company to publish on a
website a statement setting out any matter
relating to: (i) the audit of the Company’s
accounts (including the auditor’s report and
the conduct of the audit) that are to be laid
before the meeting; or (ii) any circumstance
connected with an auditor of the Company
ceasing to hold office since the previous
meeting at which annual accounts and
reports were laid in accordance with section
437 of the Companies Act 2006. The
Company may not require the shareholders
requesting any such website publication to
pay its expenses in complying with sections
527 or 528 of the Companies Act 2006.
Where the Company is required to place a
statement on a website under section 527 of
the Companies Act 2006, it must forward the
statement to the Company’s auditor not later
than the time when it makes the statement
available on the website. The business
which may be dealt with at the meeting
includes any statement that the Company
has been required under section 527 of the
Companies Act 2006 to publish on a website.
15. Under section 338 and section 338A of the
Companies Act 2006, members meeting the
threshold requirements in those sections
have the right to require the company (i) to
give, to members of the company entitled
to receive notice of the meeting, notice of a
resolution which may properly be moved and
is intended to be moved at the meeting and/
or (ii) to include in the business to be dealt
with at the meeting any matter (other than a
proposed resolution) which may be properly
included in the business. A resolution may
properly be moved or a matter may properly
be included in the business unless (a) (in
the case of a resolution only) it would, if
passed, be ineffective (whether by reason
of inconsistency with any enactment or the
company’s constitution or otherwise), (b) it is
defamatory of any person, or (c) it is frivolous
or vexatious. Such a request may be in hard
copy form or in electronic form, must identify
the resolution of which notice is to be given
or the matter to be included in the business,
must be authorised by the person or persons
making it, must be received by the company
not later than 9 April 2012, being the date
six clear weeks before the meeting, and (in
the case of a matter to be included in the
business only) must be accompanied by a
statement setting out the grounds for the
request.
16. Shareholders and their proxies will have the
opportunity to ask questions at the Meeting.
When invited by the Chairman, if you wish to
ask a question, please wait for a Company
representative to bring you a microphone. It
would be helpful if you could state your name
before you ask your question. Questions
may not be answered at the Meeting if they
are deemed not to be in the interests of the
Company, or the good order of the Meeting,
would interfere unduly with the preparation
for the Meeting or involve the disclosure of
confidential information, or if the answer
has already been given on a website. The
Chairman may also nominate a Company
representative to answer a specific question
after the Meeting or refer the response to the
Company’s website.
17. A copy of this Notice, and other information
required by section 311A of the Companies
Act 2006, can be found in the Investor
Centre at www.travisperkinsplc.com.
128
Directions to the Annual General Meeting
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
The Travis Perkins Annual General Meeting is to be held in The Captains Lounge and The Rodber Suite,
Northampton Rugby Football Club, Franklin’s Gardens, Weedon Road, Northampton NN5 5BG.
Parking is directly outside in the VIP Car Park (follow VIP Car Park signs off Weedon Road).
Nearest airports
London Luton and Nottingham East Midlands.
Further information
For detailed directions you might want to try the
following websites:
Multimap (www.multimap.com);
The AA (www.theaa.com);
The RAC (www.rac.co.uk).
For further details about the venue:
www.northamptonsaints.co.uk
Directions
From the south (via the M1)
Exit off motorway at junction 15A and follow the
signs towards Sixfields. At roundabout with TGI
Fridays on the right and a BP petrol station on
the left carry straight on up the hill. At Cineworld
roundabout turn right towards the Town Centre.
Go straight over the next roundabout (Sainsbury’s
is on the left before the roundabout and Wickes
on the right after the roundabout) and set of
traffic lights. Continue on that road (Weedon
Road). The entrance to the Saints is on the right
immediately after Beacon Bingo. Follow signs for
VIP car park off Weedon Road.
From the north (via the M1)
Exit off motorway at junction 16 and follow the
A45 to Northampton. At Cineworld roundabout
continue straight on and follow directions from
the South.
From the east, Peterborough, Cambridge,
Wellingborough
Follow A45 to M1 junction 15. Head north
to junction 15A then follow directions from
the South.
From Welford, Market Harborough
Aim towards the Kingsthorpe area of
Northampton. Turn right at the major set of
traffic lights (the Cock Hotel is on the corner),
signposted Sixfields. Continue on this road until
you get to Cineworld roundabout (approx 3 miles)
then continue as from the South.
From the railway station
Turn right out of the station. Continue past
Thomas A Becket pub, Church and Co. factory
and bus station. At fork in road bear left and
Franklin’s Gardens is on your left. Walk takes
approx 15 minutes.
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129
Other Shareholder Information
Shareholder enquiries
Shareholder enquiries should be directed to the
Company Secretary at the Company’s registered
office:
Lodge Way House, Lodge Way, Harlestone
Road, Northampton NN5 7UG
(telephone 01604 752424;
email cosec@travisperkins.co.uk)
or to the Company’s registrars,
Capita Registrars,
The Registry, 34 Beckenham Road,
Beckenham, Kent, BR3 4TU
(telephone 0871 664 0300 – calls cost 10p
per minute plus network extras; lines are open
8.30am to 5.30pm, Monday – Friday;
email ssd@capitaregistrars.com).
Should your query relate to a pensions matter
please email pensions@travisperkins.co.uk or if
your query relates to a marketing matter please
email marketing@travisperkins.co.uk.
Financial diary
Announcement of 2011
annual results:
Ex-dividend date:
Record date:
Annual General Meeting:
Payment of final dividend:
Announcement of 2012
interim results:
Announcement of 2012
annual results:
22 February 2012
2 May 2012
4 May 2012
22 May 2012
31 May 2012
July 2012
February 2013
Annual general meeting –
catering arrangements
It has always been the Company’s custom
to provide a light luncheon for shareholders
following the AGM and a buffet luncheon will be
available. (You need not notify the company in
advance if you would like lunch).
Internet
There are sites on the internet that carry a range
of information about the Group and its principal
brands, products and services at the following
addresses:
www.ccfltd.co.uk *
www.4tradeproducts.co.uk
www.benchmarxkitchens.co.uk
www.benchmarxshowroom.co.uk (end user site)
www.birchwoodpricetools.com
www.bmpublicsector.co.uk
www.bssgroup.com
www.bssindustrial.co.uk
www.buytiles.co.uk
www.cityheatingspares.co.uk
www.cityplumbing.co.uk*
www.defenderpower.com
www.dhsspares.co.uk
www.fponlineordering.co.uk
www.fpwholesale.co.uk
www.fressshbathrooms.co.uk
www.havelockcontrols.co.uk
www.hire.travisperkins.co.uk/hire *
www.iflo.co.uk
www.insulationgiant.co.uk – going live in March
www.keyline.co.uk*
www.keyline.co.uk/hire/*
www.mispares.com
www.mywickescard.co.uk
www.premiumstone.co.uk
www.pro-heat.co.uk
www.ptsonlineordering.co.uk
www.ptsplumbing.co.uk
www.ptsrenewables.co.uk
www.scruffs.com
www.selfbuildgroup.co.uk
www.southern-darwent.co.uk
www.sustainablebuildingsolutions.co.uk
www.tilegiant.co.uk *
www.tilehq.co.uk
www.tilemagic.co.uk
www.timberdirect.co.uk
www.toolstation.co.uk*
www.tpcareers.co.uk
www.tpmanagedservices.co.uk
www.trademate.co.uk *
www.travisperkins.co.uk*
www.travisperkinsplc.com (investor relations site)
www.vanvault.co.uk
www.wickes.co.uk*
www.wickescareers.co.uk
www.wickeskitchens.co.uk
the product range available. Customers are also
able to construct their own price quotation that
includes any special price arrangements that
have been negotiated with the Group.
Electronic communication
In accordance with the Companies Act 2006
and the Company’s Articles of Association, the
company is allowed to use its website to publish
statutory documents and communications to
shareholders, such as the Annual Report and
Accounts and the Notice of the AGM. You can
therefore view or download a copy of the Annual
Report and Accounts and the Notice of the AGM
by going to our website at www.travisperkinsplc.
com (see section called ‘Investor Centre’). If
you received a hard copy of this report in the
post then you will not have consented to this
method of publication. Should you now wish to
consent to this method of publication, you should
contact Capita Registrars, Freepost RLYX-GZTU-
KRRG, SAS, The Registry, 34 Beckenham Road,
Beckenham, BR3 9ZA. By reducing the number
of communications sent by post, it will not
only result in cost savings to the Company but
also reduce the impact that the unnecessary
printing and distribution of reports has on the
environment. Please note that if you consent
to website publication, you will continue to be
notified each time that the Company places a
statutory communication on the website. This
notification will be sent to you by post. However,
you may also choose to receive notifications by
e-mail and we would encourage you to do so. If
you wish to receive these notifications by e-mail,
you should register at www.capitashareportal.
com, and follow the instructions (see Registrar’s
On-Line Service below).
Please telephone Capita Registrars on
0871 664 0391 (within the UK, calls cost 10p
per minute plus network extras; lines are open
9.00am to 5.30pm, Monday – Friday or +44 20
8639 3367 (Non-UK) if you have any queries.
* These sites allow credit account holders
to order on-line through Trademate, with
the exception of the Wickes, Tile Giant and
Toolstation sites which allow on-line ordering by
secure card transaction.
Most of the sites provide information about
branch locations and allow access to prices and
Notes
1. Before consenting to receive documents and
communications via the website, shareholders
should ensure that they have a computer with
internet access and the Adobe Acrobat reader
facility. The Adobe Acrobat reader software may
be obtained via the website free of charge.
130
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 1
2. If you elect to receive notifications of
the publication of the documents and
communications on the website electronically,
it will be your responsibility to notify our
registrars, Capita, of any subsequent change
in your e-mail address or other contact
details.
3. If you are not resident in the United
Kingdom, it is your responsibility to ensure
that you may validly receive documents and
communications electronically (either generally
or in relation to any particular document or
communication) without the Company being
required to comply with any governmental
or regulatory procedures or any similar
formalities. The Company may deny electronic
access to documents and communications
relating to certain corporate actions in respect
of those shareholders who it believes are
resident in jurisdictions where it is advised
that to provide such access would or may be a
breach of any legal or regulatory requirements.
4. The Company’s obligation to provide
shareholder documents to you is satisfied
when it transmits an electronic message. The
Company is not responsible for any failure in
transmission for reasons beyond its control
any more than it is for postal failures. In the
event of the Company becoming aware that
an electronic communication to you has not
been successfully transmitted, a further two
attempts will be made. If the transmission is
still unsuccessful, a hard copy of the relevant
notification will be posted to your registered
address.
5. Your registration to receive electronic
communications and your relevant contact
address details will stand until such time as
the Company receives alternative instructions
from you by e-mail or in writing.
6 The Company takes all reasonable precautions
to ensure no computer viruses are present
in any electronic communication it transmits,
but the Company shall not be responsible for
any loss or damage arising from the opening
or use of any e-mail or attachments sent by
the Company or on its behalf. The Company
recommends that shareholders subject
all messages to computer virus checking
procedures. Any electronic communication
received by or on behalf of the Company,
including the lodgement of an electronic proxy
form that is found to contain any computer
virus will not be accepted.
7 The Company reserves the right, irrespective
of your election, to revert to sending hard copy
documentation by post whenever it considers
it necessary or desirable to do so.
Capita registrars
The Company’s registrars, Capita Registrars
(‘Capita’), provide a number of services that, as a
shareholder, might be useful to you:
Registrar’s on-line service
By logging onto www.capitashareportal.com and
following the prompts, shareholders can view
and amend various details on their account.
Please note that you will need to register to use
this service for which purpose you will require
your unique investor code, which can be found
on your share certificate, proxy card or dividend
tax voucher.
Dividend Re-Investment Plan (‘DRIP’)
This is a scheme which allows you to use
your dividends to buy further shares in Travis
Perkins. For any shareholders who wish to
re-invest dividend payments in the Company, a
facility is provided by Capita IRG Trustees Ltd in
conjunction with Capita Registrars. Under this
facility, cash dividends are used to purchase
additional shares. Shares are bought on the
dividend payment date at the then current market
price. Any cash left over which is insufficient to
purchase a whole share will be carried forward
and held without interest, in a Client Money
bank account. Any shareholder requiring further
information should contact Capita on 0871
664 0381 (Calls cost 10p per minute plus any
network extras from within the UK; lines are open
from 9.00 am to 5.30 pm Monday - Friday). If
Non-UK +44 0208 639 3402. Fax 0208 639
1023. E-mail shares@capitaregistrars.com or
visit www.capitaregistrars.com.
Duplicate share register accounts
If you are receiving more than one copy of our
report, it may be that your shares are registered
in two or more accounts on our register of
members. If that was not your intention you
might consider merging them into one single
entry. Please contact Capita who will be pleased
to carry out your instructions.
Overseas shareholders
Capita are able to provide you with a service that
will convert your sterling dividends into your local
currency at a competitive rate. You can choose to
receive payment directly into your bank account,
or you can be sent a draft in your local currency.
Further details are available from Capita
Registrars, Freepost RLYX-GZTU-KRRG, SAS, The
Registry, 34 Beckenham Road, Beckenham, Kent
BR3 9ZA; telephone UK: 0871 664 0385 (Calls
cost 10 pence per minute plus network extras;
lines are open to 9.00am to 5.30pm, Monday
– Friday) or +44 208 639 3405 (Non-UK) or by
logging on to
www.capitaregistrars.com/international.
Share dealing services
There are two share dealing services that you
may wish to use to buy or sell shares in Travis
Perkins (but alternatively there are many other
options that you could use):
1. Capita offers an on-line and telephone share
dealing service which is available by logging
on to www.capitadeal.com or telephoning
0871 664 0346 (calls cost 10p per minute
plus network extras; lines are open 8.00am
to 4.30pm, Monday – Friday). For the on-line
service, Capita’s commission rates are 1% of
the value of the deal (minimum £20, maximum
£75) and for the telephone service, Capita’s
commission rates are 1.50% of the value of
the deal (minimum £25, maximum £102.50).
2. Stocktrade offer a telephone share dealing
service which is available by telephoning 0845
6010 995 (non-UK +44131 240 0414) and
quoting reference ‘Low cost 335’. Stocktrades
commission will be 0.5%, to £10,000 and
0.2% on the excess thereafter, subject to
minimum of £17.50. Please note that UK
share purchases will be subject to 0.5%
stamp duty. There will also be a PTM (‘Panel
for Takeovers and Mergers’) levy of £1 for
single trades in excess of £10,000. When
buying shares you will be required to pay for
your transaction at the time of the deal by
debit card, and you should ensure that you
have sufficient cleared funds available in your
debit card account to pay for the shares in full.
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Warning Regarding Unsolicited Calls and Mail
We have been made aware that several of
our shareholders have received unsolicited
calls or mail regarding their shareholding in
Travis Perkins, and offering to buy shares at an
attractive price. Typically these approaches come
from overseas companies.
Such approaches are invariably ‘scams’ and
usually the people involved will ask you to provide
them with your bank details, or send them money
(often referred to as a ‘bond’), and send them
your share certificate. No reputable company
would behave in this way and so, if you do
receive an approach, we would suggest that you
ignore it or treat it with caution – if it sounds too
good to be true, it probably is! Further details of
these so called ‘boiler room’ scams can be found
on our website www.travisperkinsplc.com
Shareholder Notes
132
TRAVIS PERKINS PLC
General Merchanting
Consumer
Specialist Merchanting
Travis Perkins Midlands
and North West
Travis Perkins Northern
Travis Perkins South East
Travis Perkins South West
and Wales
Tile Giant
Toolstation
Wickes
Benchmarx
CCF
Keyline
Plumbing and
Heating
Birchwood Price Tools
BSS
City Plumbing
DHS
F&P Wholesale
PTS
Spendlove C. Jebb
This document is important and requires your immediate attention. If you are in any doubt as to what action you should take, you are recommended to seek your own fi nancial
advice from your stockbroker or other independent adviser authorised under the Financial Services and Markets Act 2000. If you have sold or transferred all of your shares in
Travis Perkins plc, please forward this document, together with the accompanying documents, as soon as possible either to the purchaser or transferee or to the person who
arranged the sale or transfer so they can pass these documents to the person who now holds the shares.
Printed on:
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Designed by RWH Design Consultants, Photography by Charles Ward
Printed by Jones and Palmer
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Travis Perkins
The largest
supplier of
building
materials
in the UK
Annual
Report and
Accounts
2011
Travis Perkins plc, Lodge Way House, Harlestone Road, Northampton NN5 7UG. Telephone 01604 752 424
TRAVIS PERKINS PLC
www.travisperkinsplc.com
TRAVIS PERKINS PLC
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