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BUILDING ON
SOLID FOUNDATIONS
ANNUAL REPORT
& ACCOUNTS
2014
“2014 was the first year in our
five year journey to grow each of
our businesses in a sustainable way.
After refreshing our strategy in 2013,
I am pleased with the progress we
have made to improve and grow our
Group businesses during 2014.
We outperformed our markets, grew
profits faster than revenues and
returns to shareholders further still”
John Carter Chief Executive
CONTENTS
02
HIGHLIGHTS
04
STRATEGIC REPORT
80
CORPORATE
GOVERNANCE
130
FINANCIAL
STATEMENTS
188
OTHER
INFORMATION
06 Key performance
82 Directors
132 Income statements
190 Five year record
192 Other shareholder
information
indicators
Travis Perkins plc at a
glance
The Group’s
businesses
10
12
16
Chairman’s statement
18
Business model –
what Travis Perkins
does
20 The Group’s markets
86
Committees and
advisors
88
Corporate
governance report
94
Audit Committee
report
98
Directors’
remuneration report
133 Statements of
comprehensive
income
134 Balance sheets
136 Consolidated
statement of
changes in equity
138 Cash flow statements
118 Nominations
Committee report
139 Notes to the financial
statements
24 Business review
120 Directors’ report
124 Statement
of directors’
responsibilities
125 Independent auditor’s
report to the
members of
Travis Perkins plc
32 Financial review
38
The Group’s strategy
44
General Merchanting
Division strategy
48
Plumbing & Heating
Division strategy
52
Contracts Division
strategy
54
Consumer Division
strategy
58
64
Statement of
principal risks and
uncertainties
Capturing the way
things are done
around here
70 Stay Safe report
74 Environmental report
ANNUAL REPORT & ACCOUNTS 2014
301
SECTION HEAD
HIGHLIGHTS
For the year ended 31 December 2014
STRONG PROFIT GROWTH AND GOOD STRATEGIC PROGRESS
• Revenue increased by 8.4% to £5.6bn, with like-for-like sales up by 7.3%
• Adjusted earnings per share increased to 119.0p, up 14.9%
• Final dividend of 25.75p giving a full year dividend of 38p, up 22.6%
• Gross capital investment increased by £58m to £165m funded from cash flows
to drive on-going share gains and sustainable growth
• 54 new sites opened with a further 47 implants added to the network
• Acquisition of Primaflow, a plumbing and heating distribution business for £16m
• Supply chain capabilities enhanced with new Warrington primary distribution
centre and second heavyside range centre
• Lease adjusted return on capital employed improved by 0.4ppt to 10.4%
• Long-term funding secured with £250m bond issued on investment grade terms
Revenue
Adjusted(1):
Operating profit (note 5a)
Profit before taxation (note 5c)
Profit after taxation (note 5c)
Adjusted earnings per share (pence) (note 11b)
Statutory:
Operating profit
Profit before taxation
Profit after taxation
Basic earnings per share (pence)
Total dividend declared per share (note 12)
2014
£m
5,580.7
384.0
362.3
290.8
119.0
343.1
321.4
258.7
105.9
38.0p
%
8.4
10.5
12.8
16.6
14.9
4.1
2.8
(2.3)
(3.6)
22.6
2013
£m
5,148.7
347.6
321.1
249.5
103.6
329.7
312.6
264.7
109.9
31.0p
Divisional Performance(2)
General Merchanting
Plumbing & Heating
Contracts
Consumer
Group
Revenue Growth
Adjusted Operating
Margin
Total
13.7%
(0.9)%
12.1%
8.8%
8.4%
Like-
for-like
(note 4)
12.9%
(1.9)%
11.8%
6.7%
7.3%
2014
Change
from 2013
9.8%
4.8%
6.7%
6.0%
6.9%
(0.9)ppt
0.7ppt
(0.4)ppt
0.7ppt
0.1ppt
Lease Adjusted Return
on Capital Employed
(Rolling 12 Months)
2014
2013
16%
9%
13%
7%
16%
8%
12%
6%
10.4%
10.0%
(2)The divisional allocation of the Group’s businesses for 2013 has been restated following the divisional restructuring effected on 1 January 2014 (note 6).
General Merchanting
• Revenue improved by 13.7% significantly outperforming the
market, with all product categories performing strongly
Contracts
• Revenue growth of 12.1%, with a particularly strong fourth
quarter. Share gains in all three businesses
• Adjusted operating profit up 4% to £183m. However,
excluding profits from property transactions adjusted
EBITA increased by more than 6% to £169 million. Also in
2014 the Travis Perkins business began a modernisation
programme which increased operating costs. Had this
investment programme not commenced, adjusted
operating profits would have increased by more than 10%
• Good progress made in commencing the modernisation
programme with new format trials underway, the second
range centre operating in Cardiff and a much stronger
pipeline of new branch openings
Plumbing & Heating
• As expected revenue growth slowed during the year,
down 0.9% owing to fewer Energy Company Obligation
contracts, a declining boiler market and some branch
conversion disruption in the second half
• Adjusted operating margin improved 0.7ppt to 4.8%
with a 1.3ppt benefit from property profits and good cost
management despite competitive pricing pressure from
weak volume demand reducing gross margins by 0.6ppt
• Good progress was made effecting the branch
reconfiguration programme. 46 branches were converted
from the PTS format to the CPS format and 27 PTS
branches were closed with customers transferred to larger
PTS and nearby CPS branches
• Adjusted operating margin fell 0.4ppt due to the relative
outperformance of CCF and Keyline and the competitive
BSS market
• Strong capital management and higher profits, up 6.1% to
£72m, resulted in a 1.0ppt increase in lease adjusted return
on capital employed (“LAROCE”) to 13%
Consumer
• Revenue up 8.8% to £1,283m with consistent like-for-like
sales growth throughout the year and a very strong fourth
quarter against a strong prior year comparator
• Adjusted operating profit up 22.7% to £77m from £63m
in 2013, adjusted operating margin up 0.7% to 6.0% and
improved LAROCE to 7%
• Although early in the transformation programme for
Wickes, customer feedback to the changes implemented
so far has been positive. Improvements to value, branded
ranges, promotions, customer service and the introduction
of a new website and click and collect capability
demonstrate the extent of the work under way
(1)Throughout this Annual Report the term “adjusted” has been used to signify that the effects of exceptional items, amortisation of intangible assets and the
associated tax impacts have been excluded from the disclosure being made.
2
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
3
STRATEGIC
REPORT
The Directors of the Company have prepared a
Strategic Report for the year ended 31 December 2014,
which is set out on pages 6 to 77. It encompasses the
following information:
06 Key performance indicators
10 Travis Perkins plc at a glance
12 The Group’s businesses
16 Chairman’s statement
18 Business model – what Travis Perkins does
20 The Group’s markets
24 Business review
32 Financial review
38 The Group’s strategy
44 General Merchanting Division strategy
48 Plumbing & Heating Division strategy
52 Contracts Division strategy
54 Consumer Division strategy
58 Statement of principal risks and uncertainties
64 Capturing the way things are done around here
70 Stay Safe report
74 Environmental report
The Strategic Report was approved by the Board of Directors and signed on its behalf by:
John Carter
Chief Executive Officer
2 March 2015
Tony Buffin
Chief Financial Officer
4
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
5
SECTION HEAD STRATEGIC REPORT
KEY PERFORMANCE
INDICATORS
The Group tracks its performance using 2 operating key performance indicators (“KPI”s), 3 financial KPIs and 4 funding targets that the Board
believes are key indicators of its progress against its strategic and financial targets. In addition, the Group has a number of guidance measures
at a group, divisional and business level, details of which are set out in the business and finance reviews on pages 24 to 37. In 2014, in order to
ensure greater consistency throughout the Group, the Group’s KPIs were reviewed and an additional 3 funding targets were included.
OPERATING
KEY PERFORMANCE INDICATORS
FINANCIAL
KEY PERFORMANCE INDICATORS
Like-for-like revenue
growth (%)
(Note 4)
Adjusted operating
profit (£m)
(Note 5a)
Lease adjusted return on
capital employed* (%)
(Note 37)
Adjusted earnings per share*
(pence)
(Note 11b)
Free cash flow (£m)
(Note 35)
3
7.
.
0
4
8
3
6
7.
4
3
.
2
3
1
3
.
7
5
2
3
0
6
.
0
5
.
.
4
0
1
.
0
0
1
8
9
.
.
0
9
1
1
.
6
3
0
1
.
5
3
9
2
.
6
4
5
2
.
8
1
4
2
.
6
9
3
2
.
1
3
9
.
6
0
9
3
1
0
2
4
1
0
2
1
1
0
2
2
1
0
2
3
1
0
2
4
1
0
2
1
1
0
2
2
1
0
2
.
4
1
-
6
9
.
1
1
0
2
2
1
0
2
3
1
0
2
4
1
0
2
1
1
0
2
2
1
0
2
3
1
0
2
4
1
0
2
1
1
0
2
2
1
0
2
3
1
0
2
4
1
0
2
Definition
Profit before tax, financing charges
and income, amortisation and
exceptional items.
Reason
This is the profit earned from the
Group’s trading activities.
Definition
Adjusted operating profit after adding
back 50% of annual property lease
rentals, divided by the combined value
of balance sheet debt, equity and eight
times annual property rental expense.
Reason
This ratio allows management to
measure how effectively capital is used
in the business to generate returns for
shareholders. It takes into account both
balance sheet debt and off-balance
sheet long term obligations, being
principally property leases.
Definition
Revenue growth adjusted for new
branches, branch closures and trading
day differences. Revenue included
in like-for-like is for the equivalent
periods in both years under comparison.
Branches are included in like-for-like
sales once they have traded for more
than 12 months. When branches close,
revenue is excluded from the prior
year figures for the number of months
equivalent to the post closure period in
the current year.
Reason
Calculating like-for-like sales enables
management to monitor the performance
trend of the underlying business
year-on-year. It also gives management
a good indication of the health of the
business compared to competitors.
KPIs marked * are measurements used in determining elements of directors’ remuneration, details of which are set out on pages 98 to 117.
Definition
Profit after tax, adjusted to exclude
the effects of amortisation and
exceptional items, divided by the
weighted average number of shares
in issue during the period.
Reason
Adjusted earnings per share is an
indicator of the Group’s underlying
profitability, which is an important factor
in determining the Group’s share price.
Definition
Net cash flow before dividends, growth
capital expenditure, pension deficit repair
contributions and financing cash flows.
Reason
The Group needs to generate strong
free cash flows to enable it to invest and
expand its operations, settle financing
charges from debt providers, pay
dividends to shareholders and access
the best property locations.
Like-for-like
revenue growth
7.3%
Adjusted
operating profit
£384m
Lease adjusted
return on capital
employed
10.4%
Adjusted
earnings per
share
119.0p
Free cash flow
£255m
6
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
7
SECTION HEAD STRATEGIC REPORT
KEY PERFORMANCE
INDICATORS
FUNDING TARGETS
Dividend cover (times)
(Note 12)
Fixed charge cover (times)
(Note 36)
Leverage ratio (times)
(Note 36)
x
7
4
.
x
6
3
.
x
3
3
.
x
1
3
.
x
5
3
.
x
3
3
.
x
0
3
.
x
8
2
.
x
1
3
.
x
9
2
.
Net debt (£m)
(Note 33)
.
2
3
8
5
.
2
2
5
4
.
1
8
5
3
.
9
3
4
3
1
1
0
2
2
1
0
2
3
1
0
2
4
1
0
2
x
8
2
.
1
1
0
2
x
8
2
.
2
1
0
2
3
1
0
2
4
1
0
2
1
1
0
2
2
1
0
2
3
1
0
2
4
1
0
2
1
1
0
2
2
1
0
2
3
1
0
2
4
1
0
2
Definition
The ratio of adjusted earnings per share
to dividends per share.
Reason
Dividends are the primary method for
returning capital to shareholders. The
Board aims to balance retaining profits in
the business for future investment with
giving shareholders an acceptable return
on their investment. The Group’s target
range for its dividend cover ratio is
2.5x to 3.25x.
Definition
The ratio of earnings after adding
back property lease rentals, but before
interest, tax, depreciation, amortisation
and exceptional items, to finance charges
plus property lease rentals.
Reason
Fixed charge cover is used by
management, lenders and Debt Rating
Agencies when determining how well the
Group can afford to pay fixed financing
charges. The Group is targeting a ratio
of 3.5x.
Definition
The ratio of lease adjusted net debt to
earnings before tax, interest, depreciation,
amortisation, property lease rentals and
exceptional items.
Reason
The leverage ratio is an indicator for
management and lenders of the Group’s
ability to support its debt. The Group has
a target of below 2.5x.
Definition
The amounts owed to lenders of finance
less cash held by the Group.
Reason
The value of debt in the balance sheet is
an indication of financial efficiency.
In general, the return paid to debt
lenders is below the return demanded
by equity investors. The Group has not
set a debt target.
Dividend cover
3.1
times
Fixed charge
cover
3.1
times
Leverage ratio
2.8
times
Net debt
£358m
8
ANNUAL REPORT & ACCOUNTS 2014
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9
SECTION HEAD STRATEGIC REPORT
TRAVIS PERKINS PLC
AT A GLANCE
A major plc, which can trace its roots back over 200 years,
Travis Perkins is a leading company in the builders’ merchant and home
improvement markets, and is the UK’s largest product supplier to the
building and construction market, one of the largest industries in the UK.
It operates 18 businesses from 1,975 sites across the UK and Ireland.
Travis Perkins comprises a strong portfolio of businesses which are
organised into four divisions: General Merchanting, Plumbing & Heating,
Contracts and Consumer.
Cornerstones
The Group has built an inclusive working environment
where everyone can contribute because everyone is listened
to, valued and respected. It is founded on five Cornerstones:
Upholding family values – a way of working and
treating people
Keeping people safe – safety will always be at the top
of the agenda
Making decent returns – creating value for
shareholders, employees, customers and suppliers
Supporting our customers – the Group’s business
is based on strong relationships
Being the best – setting the bar high
and making employees and customers
feel special
THE
GROUP’S
MISSION
“Continue to deliver better returns
by putting in place and growing
the best businesses, with outstanding
people providing comprehensive
building material solutions to everyone.
Creating, maintaining, repairing and
improving the built environment,
helping to build Britain.’’
Consumer
23%
Plumbing
& Heating
24%
Revenue
EBITA
Steve Fellows – Travis Perkins, Aylesford
Consumer
20%
Plumbing
& Heating
17%
General
Merchanting
34%
Contracts
19%
Unallocated
EBITA
(-4%)
General
Merchanting
48%
Contracts
19%
10
ANNUAL REPORT & ACCOUNTS 2014
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11
SECTION HEAD
STRATEGIC REPORT
THE GROUP’S BUSINESSES
GENERAL MERCHANTING
General Merchanting is a division consisting of the Travis Perkins
and Benchmarx brands, and is the Group’s core business.
It supplies products for all types of repair, maintenance and
improvement projects (“RMI”) as well as new builds and
construction. It has developed exclusive own label products, the
largest of which is 4Trade. The customers of General Merchanting
businesses are primarily professional tradesmen, ranging from
sole traders to national house builders whose key requirements
are product range and availability, competitive pricing and
customer service.
a
Industry: General building materials
Travis Perkins is a leading company in the builders’
merchant market, supplying more than 100,000 product
lines to trade professionals and self-builders.
Industry: Kitchen specialists
Benchmarx Kitchen & Joinery was opened in 2006. It is a
trade only specialist outlet supplying kitchens and joinery
products that meet the needs of businesses of many sizes
from specialist joiners through to local authorities and
national house builders.
653
BRANCHES
AROUND THE UK
119
BRANCHES
AROUND THE UK
PLUMBING & HEATING
Plumbing & Heating supplies the trade with plumbing, heating
and related products. Plumbing Trade Supplies and City Plumbing
Supplies are the main brands in the Division which supplies a wide
range of customers including domestic plumbers, independent
merchants, large contractors and public services. As well as selling
branded products, the Division has developed very successful own
brand products such as BOSS and iflo.
Industry: Plumbing and heating
City Plumbing Supplies (“CPS”) is a major nationwide
plumbing and heating merchant serving the general
plumbing and heating trades. The business offers high
quality products and expertise to the trade.
Industry: Plumbing and heating
Plumbing Trade Supplies (“PTS”) sells a wide range of
bathroom, heating and plumbing products to the contracts
market serving both the private and public sectors, including
national house builders and sole trading plumbers.
Industry: Plumbing, heating and bathrooms
F & P Wholesale is the leading distributor of heating, plumbing
and bathroom products into the independent merchant
sector and to retailers of fires and bathrooms. The business
distributes a wide range of the UK’s leading brands plus a
number of popular own brands including Pro (heating and
ancillary products) and Fresssh (bathrooms).
236
BRANCHES
AROUND THE UK
246
BRANCHES
AROUND THE UK
AND IRELAND
9
DISTRIBUTION
CENTRES ACROSS
THE UK
Industry: Heating spares
Direct Heating Spares (“DHS”) is a leading distributor of
domestic heating spares in the UK with national coverage.
The business is focused on improving the supply and
service of domestic heating spares to the trade.
1
TRADING UNIT
WHICH DISTRIBUTES
AROUND THE UK
Industry: Tools and hardware wholesaler
Birchwood Price Tools (“BPT”) is a leading wholesaler of
power tools, hand tools and site equipment. BPT also develops
products and brands which are sold both within the Group and
through third parties throughout the building materials market
in the UK. BPT was formed in April 2009 as the result of a
merger between Birchwood Products and Price Tools and was
acquired by Travis Perkins plc in December 2010.
3
LOCATIONS WHICH
DISTRIBUTE AROUND
THE UK
12
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13
SECTION HEAD STRATEGIC REPORT
THE GROUP’S BUSINESSES
PLUMBING & HEATING
Continued
Industry: Plumbing and heating
Solfex Energy Systems is a distributor of renewables
technology.
Industry: Plumbing and heating
PlumbNation is a leading supplier of plumbing and heating
products through its online ecommerce platform and its UK
contact centre operation.
1
SITE IN THE NORTH
WEST OF ENGLAND
1
DISTRIBUTION CENTRE
WHICH DISTRIBUTES
AROUND THE UK
CONTRACTS
Contracts has three main brands: Keyline, CCF and BSS and these
businesses are known for their knowledgeable staff and excellent
delivery service.
CONSUMER
The consumer division supplies domestic building and decorative
materials through retail stores. It differentiates its proposition
through a higher proportion of own brand products, low prices
and good availability supplemented by the key brands required by
DIY’ers and the trade.
Industry: Civils, heavy building materials and
drainage solutions
Keyline is one of the largest suppliers of civils, heavy building
materials and drainage solutions in the UK, with a nationwide
network that delivers thousands of product lines to trade
professionals and specialist contractors.
Industry: Pipeline and heating solutions
BSS Industrial Pipeline & Heating Solutions (“BSS”) is a
specialist distributor of pipeline, heating and mechanical
services equipment, serving customers across all industrial
sectors within the UK and Ireland.
Industry: Interior building solutions - commercial
offices, residential, healthcare, education, hotels,
airports, retail, food
CCF is one of the UK’s leading distributors of interior
building products to the construction industry. CCF has an
extensive product range from ceilings, drywall and flooring,
to insulation, partitioning and fire protection products, which
can be supplied from stock and delivered nationwide.
75
BRANCHES
AROUND THE UK
64
BRANCHES
AROUND THE UK
32
BRANCHES
AROUND THE UK
Industry: DIY and home improvement
product retailer
Wickes opened its first store in 1972 and now has over 200
stores throughout the UK. Wickes was acquired by the Group
in February 2005. There are currently 10,000+ products in
the Wickes range which are available to order in-store, online
or by telephone.
Industry: Retailer of tools and hardware
Toolstation is a rapidly growing retailer founded in 2003
operating from over 180 stores. Its fully integrated
multichannel operating model is class leading and enables
the business to offer the lowest prices and best availability.
Industry: Retailer of ceramic tiles
Tile Giant is one of the UK’s fastest growing suppliers of
ceramic tiles which are available to both the public and the
trade. Tile Giant was founded in Staffordshire and has grown
to over 100 stores nationwide. Tile Giant was acquired by
the Group in 2007.
232
STORES
AROUND THE UK
184
STORES
AROUND THE UK
111
STORES
AROUND THE UK
14
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15
SECTION HEAD CHAIRMAN’S STATEMENT
FOR THE YEAR ENDED 31 DECEMBER 2014
INTRODUCTION
A few introductory points, by way of context.
During the years 2008 to 2013,
the Company adopted a measured
approach to trading and investment,
combining self-help initiatives and
selective acquisitions (Toolstation and
BSS), which reflected opportunities at
that stage in the business cycle.
During the second quarter of 2013, however, the Group saw
early signs of recovery in the sector and decided to adopt a
more expansionary stance, investing ahead of the cycle and
planning accordingly:
• Continuing to carefully plan and execute CEO succession,
with the pending retirement of Geoff Cooper
• Developing longer term strategies for each of the
Group’s businesses
• Realigning the Group’s senior management teams and
devolving more operating authority to each of the Group’s
businesses to take full advantage of the Group’s traditional
strengths as operators
• Planning well in advance for a series of Board retirements
and recruiting a Board fit for the future
• Commencing a disciplined approach to capital allocation
that fully reflected the Company’s most attractive
investment choices
One year into this new direction, I am pleased to report
impressive progress. Point by point, addressing each of the
five points above:
• John Carter, taking over as Chief Executive Officer (“CEO”)
in January 2014, has had a strong first year and has
established a close working partnership with Tony Buffin,
the Group’s Chief Financial Officer (“CFO”)
• The Group’s five year strategic direction was presented to
the City in a Capital Markets presentation in December
2013; this was followed by a further operational briefing
day in November 2014, when many of the Group’s senior
executives presented their individual businesses. The
Group plans to continue this high level of communication
• The new devolved organisation is clearly working. There
is significant commitment and energy in each of the
businesses aimed at innovating their business models
to serve customers better
• Board recruitment is now complete. The Group now has
a talented Board, comprising directors with extensive
experience, many of whom are current and past CEOs
and CFOs
• During 2014, £183m of capital investment was approved.
Disciplined processes are in place to monitor this
investment to ensure that targeted returns are achieved,
and future capital is put to best use
Finally, and despite good progress to date, the Board
remains vigilant about future political and market
uncertainties, and it will continue to ensure the Group
retains significant flexibility to adjust its
stance, should conditions change.
Results
As a result I am pleased to report another good year, in which
the Group once again outperformed its sector.
The improvement in market conditions has led to revenue
increasing by 8.4% to £5.6bn (2013: £5.1bn), whilst adjusted
profit before tax rose by £41m or 12.8% from £321m to
£362m. Adjusted earnings per share were up 15.4 pence to
119.0 pence, a 14.9% increase over last year’s 103.6 pence.
As a result of the Group recognising a net £23m of pre-tax
exceptional items (2013: £9m credit), profit after tax fell by
£6m to £259m and basic earnings per share was 3.6% lower
at 105.9 pence.
Net debt has risen slightly to £358m (2013: £344m) despite,
as planned, the Group increasing the dividend payment to
investors, commencing its investment programme in branch
and store expansion, distribution centre restructuring and
extension and in IT developments and completing a bolt
on acquisition. Overall gross capital expenditure, before
acquisitions and disposals, increased by £58m to £165m
(2013: £107m).
Dividend
The strong performance of the Group in 2014 combined with
the Board’s confidence that the Group’s self-help strategy and
underlying market indicators will result in continued strong
future earnings growth, has enabled the Board to propose a
22.6% increase in the full year dividend.
A final dividend of 25.75 pence, payable on 1 June 2015 to
shareholders on the register on 1 May 2015, will give a full year
dividend of 38 pence (2013: 31 pence) which is covered
3.1 times by adjusted earnings per share. The proposed
dividend brings cover to within the Board’s target range of
2.5x to 3.25x in the medium term.
Board of Directors
The Group believes that it is best served by directors who have
demonstrated a successful track record of leading businesses
as either CEO or CFO. The evolution of the Board, which
started two years ago, continued at pace during 2014. Two new
non-executive directors joined the Group during the autumn
and a further appointment was announced during December
following the retirement of John Coleman, and in advance of
the planned retirement from the Board of Andrew Simon in
October 2015.
John Coleman retired from the Board on 31 October 2014.
He has served the Group with distinction since he became
a non-executive director in February 2005 having been
a member of the remuneration, nominations and audit
committees and also fulfilled the role of senior independent
director from January 2013 until August 2014. The Board
would like to express its thanks to John and wish him well for
the future.
John Rogers and Pete Redfern joined the Board as
non-executive directors on 1 November 2014, whilst Coline
McConville has joined it in the same capacity on 1 February
2015. The Board believes that it will be enhanced by the newly
appointed directors as they bring a wide range of skills and
experience to the Group.
Andrew Simon became senior independent director on
1 August 2014. Having joined the Board in 2006, he completed
nine years of service as a director on 20 February 2015 and
would normally have retired at that time. However, with all
the changes to the composition of the Board over the past
eighteen months Andrew has agreed to its request to defer his
retirement until 31 October 2015, by which time the recently
appointed directors will have settled in to their roles.
Employees
The successful implementation of the Group’s strategy is
wholly dependent upon the quality of the entire Travis Perkins
team. During the year, the already successful team was joined
by a number of new colleagues bringing skills to support the
growth and development of the business. The Board would like
to welcome all of those new colleagues to the Group and thank
everyone who has contributed to what has been yet another
successful year for Travis Perkins.
Outlook
Good progress has been made implementing the Group’s
updated strategy, although there remains much still to do. Whilst
it is early in the recovery of the construction industry, the new
housing market, new commercial and industrial markets and
the repair, maintenance and improvement markets have been
performing largely as the Group expected.
The key lead indicators monitored by management show that
the drivers of activity have settled into a more sustainable and
consistent trend. Mortgage approval rates and subsequent
housing transactions began to moderate in 2014 and this is not
expected to significantly reverse in 2015. The upcoming general
election may also create some short-term volatility. However,
consumer sentiment has improved, employment is rising,
mortgage rates are at an historical low and the Group has begun
to see wage price inflation above consumer price inflation.
However, the Group’s growth plans are not just predicated on
resurgent markets, but on active investment programmes
to drive sustainable competitive advantage and long term
improvements to shareholder returns. Through investing
in customer propositions, optimising the branch network,
accelerating the scale advantage the Group enjoys and
disciplined portfolio management the Group remains confident
it can continue to outperform the markets it operates in over the
year ahead and the medium-term.
Robert Walker
Chairman
2 March 2015
16
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
17
SECTION HEAD STRATEGIC REPORT
BUSINESS MODEL
What Travis Perkins Does
Travis Perkins operates a diverse range of principally UK-based building
materials and products distribution businesses in terms of scale and
customers served. Businesses with similar operating models and
customer groups are organised into four divisions: General Merchanting,
Plumbing & Heating, Contracts and Consumer.
The Group sells quality building products and related
services over the counter through its physical branches
and stores, using its nationwide sales force and increasingly
online to a diverse range of customers ranging from sole
traders to national house-builders.
The Group aims for each of its businesses to be the
number one or number two by share in their respective
sector. The unique breadth of businesses in the Group
and diverse supply channels provide resilience to future
changes in customer buying behaviour. Wickes, Tile Giant
and Toolstation are well placed to benefit from the trend
amongst smaller customers seeking fixed prices and online
convenience. Similarly, BSS, CCF and Keyline provide the
level of service and bespoke framework agreements which
are increasingly important to larger contract customers.
The Group is organised by customer type, product and
operating model as follows:
Consumer
Merchants
Contracts
Wickes
Tile Giant
Toolstation
Travis Perkins,
Benchmarx
CPS, PTS,
F & P, Spares
BSS, CCF,
Keyline
Customers
Small / retail
Pricing
Fixed
Ranging
Mandated
Delivery
35%
50%
Medium - large trade
Variable by customer to
templates / guided
Tendered quote /
framework
agreements
Variable
85%
Source products from over
50 countries and over
9,000 stock suppliers
Stock over 100,000 products
and then distribute them from
1,448 branches, 527 stores
and 29 warehouses
Sell goods and services
to over 280,000 account
customers and millions of
cash customers
The Group differentiates its customer proposition through its:
Product solutions:
Scale, competitive pricing and convenience:
• The size of the Group allows it to benefit from economies of
scale in common and direct product sourcing and selective
centralised distribution
• The Group operates from 2,000 locations enabling it to
conveniently offer products for collection or delivery to
customers anywhere in the UK and increasingly integrate
its developing online operations into its branch and store
network. This then enables the Group to pass on these
efficiencies to customers by ensuring each of its businesses
offers competitive prices in their respective markets
Excellent availability and fast and efficient delivery:
• The Group’s scale gives its suppliers access to a wide range
of end customers whilst enabling the Group to purchase
products on a competitive basis
• The range of businesses in the Group enables it to access
and distribute products in almost all building material
product categories
• The Group is committed to buying products, commensurate
with its customers’ needs, from ethically responsible
manufacturers
• The Group has developed a wide range of own brand
products which enable it to offer products of commensurate
quality to branded goods, but at lower price points
• The operation of lightside primary distribution centres,
• Excellent relationships with suppliers ensure the Group
heavyside regional distribution centres and dedicated retail
supply chains mean the Group can offer superior access to
the broadest product range and excellent availability
• Over 2,250 colleagues, 192 lorries, 29 central warehouses
and 3,700 local delivery vehicles enable the Group to operate
an efficient local and national delivery service
• Nearly 70% of the Group’s sales are delivered to customers
with two thirds of these routed through the branch network
• Telephone, mail order and internet ordering channels
enable customers to access the product they need at
their convenience
benefits from product innovation and keen prices which it can
pass through to its customers
Excellent customer service:
• Each business has developed a proposition to meet the
differing needs of its customers, which concentrates on
speed and quality of service, breadth of product range,
stock availability for both collection and delivery and value
for money
• The Group aims to employ, develop and retain the best
people in the sector
Through sales expansion, careful control of costs and
targeted investment the Group seeks to grow the
business, increase shareholder value and strengthen
its balance sheet.
18
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
19
SECTION HEAD STRATEGIC REPORT
THE GROUP’S MARKETS
The total UK construction and home improvement materials market
is worth approximately £65bn. Travis Perkins’ addressable market
is £34bn which excludes certain trade and DIY categories and direct
from manufacturer to end-user supplies.
£65bn building materials market
Non-addressable
trade market
£6bn
Direct to
trade/ contract
£20bn
Addressable
trade market
£27bn
Addressable
market £34bn
Non-addressable
retail market
£5bn
Addressable
retail market
£7bn
£34bn addressable market - £11bn adjacent categories
Independents £14bn
5,400 branches
Adjacent categories
£11bn
Travis Perkins
£6bn
1,975 branches
Nationals £14bn
5,000 branches
Many of the Group’s businesses hold market leading
positions (by turnover), and those that do not are generally
the number two in their respective market. Therefore
the Group is well-positioned to benefit from the UK’s
continuing economic recovery and further enhance
shareholder returns.
The Group’s largest nationwide competitors account for less
than half the turnover in the Group’s addressable markets.
Independents and regional, largely private, companies make
up the remainder of the market. There are categories with
an addressable market of approximately £11bn, in which the
Group does not currently operate. These categories provide
potential opportunities into which the Group may extend
its reach.
Market Trends
The UK has a long history of significantly under-investing in
its housing stock. According to a recent survey by the Office
for National Statistics, there are approximately 28 million
homes in the UK and only 60% of these are maintained
to a satisfactory standard. A trend towards smaller family
units results in around 230,000 new households being
formed each year. The combination of under-investment in
existing dwellings and new household formation provides
a reasonable expectation of sustainable medium to long
term growth in both the new build housing and the repair,
maintenance and improvement (“RMI”) markets.
Lead Indicators
The Group’s businesses supply greater volumes of product
to the more resilient RMI market, albeit with a small, but
important component of turnover coming from the supply
of material to the new build market.
The Group tracks several market indicators from the
housing, retail and construction sectors in order to
determine levels of investment and inform the Group’s
trading stance. Secondary housing transactions and
consumer confidence remain the key indicators that most
closely correlate to future performance. Traditionally there
has been a lag of around nine months between a change
in those key indicators and a corresponding uplift in
demand volumes.
There was a significant improvement in the key lead
indicators the Group monitors as the UK recovery took hold
in 2013. Whilst it is still relatively early in the recovery of UK
construction industry, the key indicators monitored by the
Group have steadied during the course of the year and are
now at levels that the Group believes are consistent with
those needed to support sustained medium-term growth in
RMI spend, new housing construction and new commercial
and industrial development.
The following chart shows some of the key lead indicators
the Group tracks:
Site
visitors
Site
reservations
Consumer
confidence
Climate for
purchases
using
o
H
R
e
t
a
i
l
Equity
withdrawal
Retail sales
growth
Mortgage
approvals
Housing
transactions
Housing
prices
Constru c t i
n
o
Architect
workload
New
construction
orders
Construction
output
Trade
confidence
Expected
workload
20
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
21
SECTION HEAD STRATEGIC REPORT
Housing Transactions
1,900
s
d
n
a
s
u
o
h
T
1,700
1,500
1,300
1,100
900
700
500
Northern Ireland
Wales
Scotland
England
2006
2007
2008
2009
2010
2011
2012
2013
2014
Source: HM Revenue and Customs December 2014 and Travis Perkins analysis
Mortgage Approvals
350
s
d
n
a
s
u
o
h
T
300
250
200
150
100
50
0
2006
Other
Remortgages
House purchases
2007
2008
2009
2010
2011
2012
2013
2014
Source: Bank of England December 2014
Consumer Confidence
)
%
(
x
e
d
n
I
5
0
(5)
(10)
(15)
(20)
(25)
(30)
(35)
(40)
(45)
Index figure
Index annual
moving average
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Source: GFK UK Consumer Confidence Index December 2014
22
ANNUAL REPORT & ACCOUNTS 2014
Looking in more detail at a number of the lead indicators
the Group tracks, the charts on page 22 show that key lead
indicators for housing transactions and mortgage approvals
are relatively strong, albeit growth rates have moderated
during 2014.
Government actions and returning confidence led to a rapid
increase in housing transactions in late 2013 and early
2014. Following these initial increases, secondary housing
transactions have been broadly consistent at around
100,000 transactions per month which has formed the
basis for the Group’s long term planning
An improving economic outlook with lower inflation, rising
employment, low and steady interest rates and rising real
wage increases for the first time in many years has resulted
in consumer confidence increasing to its highest point
since 2008.
Customer Propositions
Customers’ buying behaviours continually evolve and it is
important that the Group stays ahead of these changes.
End-users are becoming more confident in challenging
tradesmen on materials prices with improvements in
technology enabling increasing levels of price transparency.
In some of the Group’s markets, in specific categories and
for smaller tradesmen, there is an emerging trend towards
more fixed rather than negotiated prices. Larger customers,
quite rightly, continue to demand both increased levels of
service and better value.
The Group’s assembly of businesses serving large and
small customers, across a broad range of categories,
through on-line and off-line channels, and its nationwide
delivery capability means it is well placed to adapt to and
benefit from any changes in customer behaviour and
buying patterns.
Online penetration of building material supply to the trade
remains relatively modest at around 3% and 7% for the
DIY sector. Industry forecasts predict that online penetration
is expected to grow and mainly for lighter or higher value
items where the cost and ease of distribution
is not restrictive.
Despite the expectation of relatively modest growth
in penetration of online sales, the Group is constantly
monitoring, and will respond to, changes in technology,
buying behaviour and supply arrangements. The Group
continues to invest in the expansion of Toolstation with its
well-developed online capability and in its online heating
supplies business. New multichannel platforms are being
developed for General Merchanting, before being rolled
out across the Group. Wickes has implemented a new web
platform, which is designed to ensure it is the DIY supplier
of choice. All of these measures demonstrate the Group’s
intention to enhance its market leading positions whatever
the customers’ channel of choice.
The Group will continue to monitor changes in end-user
and customer buying behaviour to ensure that it is well
placed to invest in and benefit from any changes under way.
Beyond changes to the channels through which products
are distributed the Group has identified further outsourcing
opportunities where larger end-users, such as local
authorities, have requested full service supply agreements.
Staying ahead of changes in buying behaviour
Wickes
Tile Giant
Toolstation
Travis Perkins
& Benchmarx
CPS, PTS,
F & P, Spares
BSS, CCF,
Keyline
Fixed pricing
Variable pricing
Tendered quote /
framework agreements
Customer sizes:
Small – 1-2 employees
Medium – 2-15 employees
Large – 15+ employees
Smaller customers
Medium customers
Larger customers
• Increasing price transparency
• Lightside and high-value products
• End-users challenging tradesmen on material prices
• Large customers demanding increasing levels of service
• Jobbing tradesmen able to better compare prices
and value
ANNUAL REPORT & ACCOUNTS 2014
23
SECTION HEAD
STRATEGIC REPORT
BUSINESS REVIEW
During 2014 good progress has been made in delivering improvements
in each of the four areas of value creation identified across the Group:
customer innovation, network optimisation, utilising scale advantage
and portfolio management.
Significant achievements in the Group’s first year
Customer innovation
• Further price investment to
Network optimisation
• 9 new TP branches
grow share
• Heavyside range extensions
• 4 new Wickes stores
• 33 new Toolstation stores
• Promotional & branded
ranges into Wickes
• City Plumbing format
conversions
• New TP format trials
under way
• Wickes Click & Collect
launched
• 46 City Plumbing
conversions
• 34 new Benchmarx
• 23 Toolhire implants
• 44 Spares implants
• 12 Contracts and
2 Travis Perkins
branches redeployed
Utilising scale advantage
• Second primary lightside
hub in Warrington complete
Portfolio management
• Divisional management
teams gaining traction
• Second heavyside range
centre in Cardiff complete
• Technology investment in
early stages
• Further sourcing
improvements
in lightside, heavyside,
timber & kitchens
• More to do on incentive
structures
• Strategic capital planning,
allocation and review
processes in place
• Disciplined acquisitions /
disposals
• Transparent / regular
market updates
on progress
Improved ranging, own brand development, better
availability, greater value through price investment and new
formats have improved the Group’s customer proposition.
The Group’s network has been extended with 54 new
trading locations opened during the year together with a
further 47 non-spares implants being opened in existing
locations. The Plumbing & Heating Division’s programme
to reconfigure its branches into two more clearly defined
operating models commenced during the year and will
continue through 2015 and into 2016.
A significant step up in the Toolstation new store opening
programme meant that 33 new stores were opened during
the year.
The Group has made good progress in better using its scale
advantage. A new primary lightside primary distribution
centre located near to Warrington opened towards the end
of the year, with a second heavyside range centre opened
in Cardiff. Although still at an early stage a number of
important technology investments have commenced as
the Group seeks to modernise its information technology
infrastructure. Further improvements have been made in
sourcing where the Group has continued to grow volumes
through its international buying teams.
Significant progress has also been made in better managing
the Group’s portfolio of businesses and improving returns
on capital. Divisional management teams have been
considerably strengthened and have further developed the
strategic plans for their respective divisions. The enhanced
discipline brought to portfolio management resulted in
the Group determining it could not make an acceptable
Lester Roe – Travis Perkins, Warrington
return from its roofing business, Rinus Roofing, which was
subsequently disposed of during the year.
Incentive structures have been better aligned to the
more clearly defined plans, particularly in the Consumer
Division, and more work is under way to link management
performance to compensation in the other Divisions. In the
first year of implementing the updated strategy the Group
has successfully outperformed the market and gained
share, grown operating profit in line with its target of double
digit growth over the medium-term and improved lease
adjusted return on capital by 40bps to 10.4%. Significant
operating and capital investment programmes have
continued to improve customer propositions, optimise the
Group’s property network and take advantage of its scale.
The markets for three of the Group’s four divisions have
followed an improving trend, which began in 2013. Only the
plumbing and heating market has struggled to grow in the
face of a reduction in government initiatives and generally
weak demand. The Group has taken advantage of lower
demand in the market to commence the restructuring of its
two principal plumbing and heating businesses, CPS and
PTS to better align them to the needs of their customers.
With sales outperformance being a key element of the
Group’s strategy, it was encouraging that for much of 2014
the merchanting businesses have outperformed the Builders
Merchants Federation (“BMF”) and the Construction
Products Association (“CPA”) growth benchmarks, whilst the
new Wickes management team has significantly increased
Wickes market share.
24
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
25
SECTION HEAD STRATEGIC REPORT
Revenue
Total revenue grew by 8.4% driven by strong like-for-like (“LFL”) sales of 7.3% and further network expansion across the Group.
Total Revenue
General
Merchanting
Plumbing &
Heating
Contracts
Consumer
Total
Volume
Price / mix
Like-for-like per day
Expansion / disposals
Total revenue change
Like-for-Like Revenue
Quarter to 31 March
Quarter to 30 June
Quarter to 30 September
Quarter to 31 December
First half
Second half
Full year
%
10.3
2.6
12.9
0.8
13.7
%
(1.6)
(0.3)
(1.9)
1.0
(0.9)
%
10.3
1.5
11.8
0.3
12.1
%
9.8
(3.1)
6.7
2.1
8.8
%
7.0
0.3
7.3
1.1
8.4
General
Merchanting
Plumbing &
Heating
Contracts
Consumer
Total
%
16.6
13.3
10.9
11.6
14.6
11.3
12.9
%
13.2
1.2
(5.1)
(13.3)
7.4
(9.7)
(1.9)
%
12.8
9.7
9.6
15.8
11.1
12.4
11.8
%
6.9
6.8
6.4
6.7
6.8
6.4
6.7
%
12.7
8.1
5.7
3.5
10.2
4.6
7.3
Better weather when compared to the same period in 2013,
combined with improved market conditions meant that the
Group started the year strongly with first quarter like-for-like
sales up 12.7%. Whilst the rate of like-for-like sales growth
moderated as the year progressed due to much stronger
comparators, General Merchanting, Contracts and the
Consumer Division all finished the year well.
The Consumer Division saw a strong sales volume increase
during 2014, driven partly by an improved kitchen and
bathroom performance in Wickes. However, the impact of
higher volumes on like-for-like sales was tempered slightly
as Wickes continued to invest in lowering prices and strong
promotions on key product lines to further enhance its value
leading position in the DIY market.
Despite a strong start to 2014, the plumbing and heating
market weakened as the year progressed. Boiler sales
suffered an industry-wide slow down owing to mild
weather and the impact of government inducement
schemes which pulled forward boiler installations into
2013 and early 2014. As a result the market became
increasingly competitive with more aggressive pricing and
significant discounting of boiler prices during the latter
part of the year.
The Group has continued its programme of new branch
openings, utilising existing space more effectively and
rationalising underperforming sites, particularly in the
Plumbing & Heating Division where the Building the Best
transformation programme gathered pace. Network
expansion and intensification added £60m to revenue
which represented 1.1% of group sales.
In November 2014 the Group purchased Primaflow,
a plumbing and heating distribution business that
complements the Group’s existing F & P operations.
Adjusted Operating Margin
Gross margins fell by 0.2ppt for the Group largely owing
to the weaker volumes in the Plumbing & Heating Division
and to the stance adopted to grow volumes alongside a
sales mix shift in the Contracts Division. Implementing the
Group’s strategy has led to an increase in investment in
self-help initiatives, but despite this investment the ratio of
overheads to sales fell by 0.2ppt in 2014.
Overall Group adjusted operating profit increased by 10.5%
to £384m (2013: £348m), which resulted in adjusted
operating margins growing by 0.1ppt to 6.9% (2013: 6.8%)
after the inclusion of property profits across both years.
Property profits increased by £9m during the year to £26m
(2013: £17m) following the disposal of the freehold for
the Warrington distribution centre, which added 0.1% to
operating margin.
General
Merchanting
Plumbing &
Heating
Contracts
Consumer
Unallocated
Total
%
10.7
(0.2)
(0.4)
10.1
(0.3)
9.8
%
4.1
(0.6)
0.5
4.0
0.8
4.8
%
7.1
(0.7)
0.3
6.7
-
6.7
%
5.3
(0.3)
1.0
6.0
-
6.0
%
(0.3)
-
0.1
(0.2)
-
(0.2)
%
6.8
(0.2)
0.2
6.8
0.1
6.9
2013 adjusted operating
margin
Gross margin
Operating costs
2014 adjusted operating
margin before property profits
Property profits
2014 adjusted
operating margin
26
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
27
SECTION HEAD STRATEGIC REPORT
General Merchanting
Performance
Revenue
LFL growth
Adjusted operating profit
Adjusted operating margin
Network expansion (No. of owned branches)
Lease adjusted ROCE
1Excludes Rinus Roofing branches
The improved market conditions experienced in the second
half of 2013 continued into 2014. New housing activity,
sustained growth in the RMI sector coupled with improved
sentiment from the Group’s trade customers led to strong
market growth. The General Merchanting Division experienced
modest sales price inflation, predominantly but not exclusively
in heavyside products, where supply fell short of demand and
a positive sales mix effect from growth in heavyside and
timber sales.
Divisional sales grew by 13.7%, 12.9% on a like-for-like basis.
In May 2014 twelve Keyline branches were transferred into
the Division and rebranded as Travis Perkins and two large
Travis Perkins branches were rebranded Keyline. The branches
added approximately 0.8ppt to Travis Perkins revenue and
reduced Contracts revenue by approximately 1.4ppt. There
was no material impact on like-for-like revenue as these
branches were excluded from comparative calculations.
From a category perspective, good growth was seen in
heavyside and timber product areas, with moderate sales price
deflation in lightside products particularly plumbing & heating,
reducing growth. Gross margin reduced slightly in the second
half due to product mix and additional promotional activity,
but throughout the year margins benefited from strong price
management and rational markets in the face of
supply constraints.
Adjusted operating margins fell by 0.9% from 10.7% in 2013
to 9.8% and 0.6% after adjusting for property profits.
Divisional operating costs increased during the year due to a
combination of the comprehensive modernisation programme
being established, volume increases, investment in customer
service and delivery service enhancements. New format trials
were undertaken, upgrades were made to IT software and
hardware and additional tool-hire and Benchmarx implants
were established. The second half saw an increase in the
level of investment, when compared to the first half as the
modernisation programme gained momentum.
Property profits for the Division were lower in 2014 as the
impact of the St Pancras redevelopment reduced, which
resulted in a 0.3% fall in adjusted operating margin.
Operating the branches of the Division in a safe manner is
of paramount importance. During 2014 improved reporting
allowed the earlier identification of potential issues which,
when coupled with branch led initiatives, has strengthened the
Division’s safety position; further improvements will be sought
in 2015.
2014
£1,873m
£183m
9.8%
772
16%
2013
£1,648m
£176m
10.7%
7281
16%
Change
13.7%
12.9%
4.0%
(0.9)ppt
44
-
In December 2014, Travis Perkins successfully opened its
second range centre (“RC”) in Cardiff and by the end of 2014
the RC was supplying heavyside product to more than 30
branches. Work is under way to open a third RC at East Tilbury
during 2015. The Warrington RC is now serving 135 branches.
RCs enable Travis Perkins to provide customers with an
extended range catalogue and to offer better availability to all
the brands they serve.
The property pipeline required to deliver new branches has
been re-established during 2014 and is now well placed to
deliver between five and fifteen new branches per year into the
medium-term. Existing space intensification continued in 2014,
with two Benchmarx kitchen showrooms opening in Travis
Perkins branches, along with 10 more branches able to offer
tool-hire services.
Work continues with the Travis Perkins modernisation
programme:
• Format, range and space initiatives are now being trialled in
three branches, with a fuller pilot programme to commence
in 2015
• Extending the Travis Perkins multi-channel offer remains
a priority with IT infrastructure under development and the
range centre development both being an integral part of
enabling fulfilment.
• Modernising the pricing architecture in Travis Perkins,
through better systems and analytics, is already seeing
improved decision making in branches and will continue
in 2015
The Benchmarx business had a record year in 2014, with sales
growth of 28.2%, 14.7% on a like-for-like basis. Early in the year
27 kitchen showrooms within Travis Perkins were rebranded
as Benchmarx showrooms resulting in increased sales, whilst
a further two implants and five brownfield branches were
opened during the year taking the total number of sites to 119.
The Benchmarx strategy is well defined with three branch
formats: standalone branches, implants in Travis Perkins
branches, which carry stock to fulfil orders, and showrooms
which enable customers to view product and then order
kitchens for delivery. Improvements in sourcing in 2014 and
a significant review and rationalisation of the range mean the
business is well placed for growth in 2015.
Plumbing & Heating
Performance
Revenue
LFL growth
Adjusted operating profit
Adjusted operating margin
Network expansion (No. of owned branches)
Lease adjusted ROCE
In March 2014 the business announced its Building the
Best plans to transform the Plumbing & Heating Division
by clarifying the plumbing and heating format strategy,
more specifically aligning the PTS business to support
large contract customers with CPS supporting the small
to medium sized plumbing and heating engineers and
bathroom installers. The network reconfiguration will bring a
clearer segmentation of customer propositions with around
180 branch conversions planned over two years. The effect
will be to re-allocate capital to City Plumbing, which offers
better returns and significantly improve divisional LAROCE.
Furthermore, the PTS network is being designed to better
satisfy demand from larger customers with fewer stocking
points, better account management and more efficient
deliveries reducing the level of capital employed.
During the year 46 branches have been converted from
the PTS format to the CPS format. This has enabled more
CPS customers to access the new bathroom showroom
concept and a broader range of product. In addition 27 PTS
branches have been closed with customers transferred to
larger PTS and nearby CPS branches.
Revenue in the Division declined by 0.9% as a result of a
number of one-off Energy Company Obligation Scheme
contracts ending in the first half of the year as well as a
weaker market for boiler sales. In addition, as expected,
sales in the second half of the year were impacted by the
disruption of branches being physically converted to the
CPS format and the closure of PTS branches, which were
not considered to be viable under the new PTS operating
model. This disruption will continue through 2015.
Gross margins declined 0.6ppt when compared with
last year a result of a highly competitive market whilst
operating costs were well controlled with the ratio of cost
to sales improving by 0.5ppt in the year. This operating
cost improvement has been delivered despite the business
continuing to invest in new bathroom showroom facilities
and spares implants across the network.
2014
£1,353m
2013
£1,366m
£65m
4.8%
505
9%
£56m
4.1%
526
8%
Change
(0.9)%
(1.9)%
15.4%
0.7ppt
(21)
1.0ppt
The business has recognised an exceptional charge of
£29m relating to the reconfiguration of the plumbing and
heating network across PTS and CPS. This includes onerous
lease costs, dilapidations expenditure, abnormal stock-
write offs associated with branch closures and the costs of
running the transformation programme. These costs include
items such as lease rental costs, which would have been
incurred through to 2020.
Operating profit grew from £56m in 2013 to £65m in
2014. If the impacts of property profits and ECO contracts
are excluded from both the 2013 and 2014 results then
underlying profits increased from £46m in 2013 to £48m in
2014. As a result the underlying operating margin increased
from 3.4% to 3.5% and the reported operating margin
improved from 4.1% to 4.8%.
During the year, the business undertook a number of
initiatives to drive productivity improvements across the
branch network, for example reviewing warehouse layouts
and processes. In addition property profits of £11m arose
following the sale of the freehold for the Warrington primary
distribution hub.
Lease adjusted return on capital employed has improved to
9%, a year-on-year increase of 1.0ppt as initiatives to reduce
working capital have gathered pace.
The Division continued to expand the CPS network format
outside the core Building the Best change programme.
Through 2014 four new CPS sites were opened in key
markets and bathroom showrooms were rolled out to an
additional 34 sites. Spares implants were rolled out to
44 new PTS and CPS sites in the year, enhancing the
customer offer and improving sales densities.
In November 2014 the business acquired Primaflow for
£16m, which has an annual turnover of £37m. Primaflow
will sit alongside the Connections business within F & P,
distributing small parts largely to the independent plumbers
merchants. This investment will support the growth of
the F & P business through category expansion as well as
producing commercial and supply chain synergies.
28
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
29
SECTION HEAD
STRATEGIC REPORT
Contracts
Performance
Revenue
LFL growth
Adjusted operating profit
Adjusted operating margin
Network expansion (No. of owned branches)
Lease adjusted ROCE
Good progress was made in the Contracts division in 2014,
which was created just over 15 months ago to provide
a better service to large contract customers and realise
synergy benefits. Double digit revenue growth led to
market share gains in all three businesses, with investments
commenced to deliver the strategic plans laid out in
late 2013.
Revenue growth of 12.1% with a like-for-like sales increase
of 11.8% benefited from good volume growth throughout
the year and a particularly encouraging final quarter given
the very strong prior year pricing comparatives. Positive
sales price and mix variance were slightly more muted than
expected at the outset of the year with commodity price
deflation in the BSS plumbing and heating categories being
offset by inflation in heavy building materials in Keyline.
The gross margin decline in the Division was predominantly
due to competitive price discounting in BSS and more
limited pass through as well as a mix shift to the lower
margin Keyline and CCF businesses. Despite the
competitive market conditions BSS grew both market
share and gross profits in the year.
Overheads were well controlled across all three businesses.
Notwithstanding, investments have been made to support
the division’s long term vision and strategic plan including in
skilled, technically strong colleagues to drive an enhanced
service proposition. Further investments were made in
rolling out nine more tool-hire businesses within existing
BSS branches, in the industrial sales team capability, in the
range and distribution of Sektor partitions in CCF and in the
rail and utility team capabilities in Keyline.
Keyline continued to improve its range conformity and
clarity throughout its branch network in 2014. As part of
this work it was decided to rebrand 12 branches as Travis
Perkins fascias. These branches were smaller than required
to stock the comprehensive civil materials range which
Keyline customers have come to expect and so were better
suited to meet the needs of Travis Perkins customers.
Two larger Travis Perkins branches were branded Keyline in
locations where Keyline was historically under-represented.
Product ranges were extended and specialists recruited
in the rail, utilities, highways and geo-technics customer
segments and categories. Encouragingly strong growth was
achieved in all parts of the business. In addition, further
2014
£1,072m
£72m
6.7%
171
13%
2013
£956m
£68m
7.1%
182
12%
Change
12.1%
11.8%
6.1%
(0.4)ppt
(11)
1.0ppt
investments were made in the tool-hire category with
12 branches now offering the full range of tool-hire assets.
BSS faced a more challenging market in 2014, but
continued to make market share gains, with particular
focus on growth in the industrial market sector delivering
double digit growth through the deployment of ‘centres of
excellence’ across the branch network. The BSS Hire IT offer
is now available on a national basis through 27 branches.
It is supported by a central warehouse distribution service,
which ensures that hire assets are available when and where
customers need them.
CCF has had a very strong year as it focused on expanding
its interiors range. All categories have shown positive growth,
particularly insulation and internal partitions. Following
an exciting launch at the end of 2013, sales of CCF’s own
brand ‘Sektor’ partitions products have grown strongly
during the year and were well received by customers.
Further investment is planned in 2015. The business’ online
presence through Insulation Giant has been enhanced with
an expansion of product range and improvements to the
on-line customer experience.
CCF added one new branch in 2014 taking the total
network to 32. In addition three branches were relocated to
larger, more efficient premises giving a total space increase
of 6.6%, which contributed 4.8% to CCF sales. Network
development provides a material opportunity to grow
footprint, improve national coverage and reduce the cost
to serve. Plans are well advanced to extend CCF’s network
further in 2015.
Operating margins in the Division fell from 7.1% to 6.7% in
the year in part owing to the competitive BSS market and
in part owing to higher growth in lower margin CCF and
Keyline businesses. Despite the fall in margins EBITA grew
by 6.1% and lease adjusted return on capital employed
increased from 12% to 13%.
Following the year end, on 4 February 2015, the Division
completed the small acquisitions of Rudridge. This should
add about £50m to revenue from four well located
branches in the South East.
Consumer
Performance
Revenue
LFL growth
Adjusted operating profit
Adjusted operating margin
Network expansion (No. of owned branches)
Lease adjusted ROCE
The Division showed strong revenue growth throughout
2014. Like-for-like sales growth was consistently over 6%
throughout the year. The first quarter benefited from milder
weather than in 2013, coupled with strong winds which
assisted fencing and roofing sales. The fourth quarter saw
the strongest underlying sales growth with like-for-like sales
up over 6% and two-year growth of over 15%.
Total revenue growth of 8.8% and like-for-like sales of
6.7% demonstrates the improvements made in the
Wickes offer through the year and the attractiveness of
the Toolstation proposition. Continued price investment in
Wickes, to keep prices generally lower than its competitors,
helped the business gain significant share and establish a
stronger price perception amongst customers. Toolstation
continued to invest to maintain its ‘lowest price in the
market’ positioning.
Despite these significant investments for customers, gross
margin declined by only 0.3ppt owing to the continued work
to re-source and rationalise range. However, the growth
in volumes and strong cost control resulted in operating
margins improving from 5.3% to 6.0% and EBITA growing
by nearly 23%.
New stores contributed 2.1ppt to sales during the year
with four new Wickes stores opened alongside 33 new
2014
£1,283m
2013
£1,180m
£77m
6.0%
527
7%
£63m
5.3%
489
6%
Change
8.8%
6.7%
22.7%
0.7ppt
38
1.0ppt
Toolstation shops, including 12 implants in Wickes. At the
end of 2014 Toolstation operated from 184 shops and
Wickes from 232 stores.
The transformation plans for Wickes started to gain
momentum during 2014 with improvements in price,
branded ranges, promotions, customer service and Wickes
online offer through the introduction of a new website and
click and collect. Further improvements and investments
are planned in 2015 alongside an acceleration in the store
opening programme.
To date the incremental returns from these investments
have been strong and are contributing towards
management’s medium-term target of improving
lease adjusted returns by 200-300bps for the Division
as a whole.
Wickes plans to continue the expansion of its network
by between 5 and 10 new stores per year and
Toolstation is planning to open more than 30 shops
again in 2015 (2014: 33).
With clear improvement and expansion plans in place for
2015, a strong performance in 2014 and positive market
indicators, management are encouraged with the improved
outlook for the Division.
Summary
The Group has seen encouraging progress in the majority
of its businesses during the first year of implementing
its updated strategy. The key priorities remain on
modernising General Merchanting, transforming Wickes and
reconfiguring the plumbing and heating businesses to better
suit their customers’ needs.
The Group’s key lead indicators have settled into a still
positive, but more moderated and consistent trend.
This backdrop allied to the Group’s “self-help” growth
initiatives should support on-going market share gains,
medium-term double digit operating profit growth and
continuing growth in return on capital.
John Carter
Chief Executive Officer
2 March 2015
30
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
31
SECTION HEAD
STRATEGIC REPORT
FINANCIAL REVIEW
The Group has made good progress towards achieving the medium
term strategic financial targets set out in last year’s annual report and
towards its aim of running the business on investment grade metrics.
Investment levels have increased, longer term funding has been
put in place and six of the Group’s seven key financial metrics have
improved as a result of increased profits when compared with 2013.
Measure
Adjusted earnings per share
Lease adjusted ROCE
Lease adjusted debt to EBITDAR
Fixed charge cover
Adjusted dividend cover
Net debt
Free cash flow
Note
11b
37
36
36
12
33
35
2014
119.0p
10.4%
2.8x
3.1x
3.1x
£358m
£255m
Change
2013
Medium Term Ambition
14.9%
40bps
103.6p
10.0%
Double digit growth p.a.
+200-300bps
0.2x
0.2x
0.2x
3.0x
2.9x
3.3x
£(14)m
£344m
£15m
£240m
2.5x
3.5x
2.50x–3.25x
-
-
With increasing investment levels the Board had a strong
desire to diversify sources of funding to improve the Group’s
debt maturity profile, to ensure the Group is not overly
reliant on any one form of financing and to improve its
covenant in negotiations with landlords, the Trustees of the
Group’s pension schemes and its suppliers.
During 2014 the Group obtained a public debt rating
from Standard & Poors. In line with the expectations
of the Group’s management and its advisors, the Group
was assessed as being BB+ stable, one notch below
investment grade.
In September 2014, with strong liquidity in the debt capital
markets, the Group issued a £250m seven year debut listed
sterling denominated bond, on investment grade terms, even
though the Group was rated slightly below investment grade.
The issue was oversubscribed by more than 3 times. Issuing
the bond improves the tenor of the Group’s funding and it will
enable it to implement its investment plans, whilst allowing
$200m of US private placement senior notes to be repaid in
January 2016 which are not expected to be replaced.
Financial Results
The operating performance of the Group is set out in the
Business Review on pages 24 to 31 of this report. The
key financial metrics and targets are set out above, the
key income statement metrics, stated after the exclusion
of £18m (2013: £18m) of amortisation and £23m of
exceptional costs (2013: £9m of exceptional income
and £21m of exceptional tax credits), are included in the
table below:
Revenue
Operating profit
Profit before tax
Tax
Profit after tax
2014
£m
5,580.7
343.1
321.4
62.7
258.7
Basic EPS (pence)
105.9p
Change
8.4%
4.1%
2.8%
(30.9)%
(2.5)%
(3.6)%
2013
£m
5,148.7
329.7
312.6
47.9
264.7
109.9p
Throughout this annual report, consistent with the approach
in prior years, 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. The adjusted operating profit and profit before
tax are shown below:
2014
£m
Change
384.0
10.5%
2013
£m
347.6
362.3
12.8%
321.1
119.0p
14.9%
103.6p
Adjusted operating
profit
Adjusted profit
before tax
Adjusted basic EPS
(pence)
Impairment and amortisation
The annual amortisation charge was £18m (2013: £18m). In
accordance with the requirements of International Accounting
Standards the Group conducted an annual review of the
carrying value of goodwill and intangible assets to determine
whether any impairment should be recognised in the financial
statements. As shown in notes 13 and 14 and noted in the
Audit Committee report on page 94, after consideration by
the Audit Committee and the Board, the Directors concluded
that the future cash flows of each business are likely to be
sufficient to support the balance sheet carrying value of
goodwill and intangible assets, therefore no provision for
impairment has been made.
Finance costs
Net finance costs, which comprise interest on debt,
mark-to-market fair value adjustments and other financing
type costs associated with pension schemes, provision discount
unwinds, fund raising and tax were £22m (2013: £26m).
Borrowing costs on outstanding debt were approximately
£1m lower at £22m (2013: £23m). Although the interest
rate payable on the Group’s new bond issue is higher than
that on its revolving credit facility, interest charges fell
following the expiry of several historical interest rate swaps.
32
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
33
SECTION HEAD STRATEGIC REPORT
The impact of marking-to-market currency forward
contracts used to hedge commercial transactions, which
remained outstanding at the year-end was £3m higher in
2014 with a £4m gain being recorded (2013: £1m gain).
Other financing type costs were broadly similar to last year
at £4m (2013: £4m).
The average interest rate on the Group’s borrowings during
the year was 3.7% (2013: 3.6%).
Exceptional items
Reported profit before tax was £8m higher than last
year at £321m (2013: £313m) because of the impact of
exceptional items. In 2014 there was a £23m net pre-tax
exceptional charge to the income statement (2013: £9m
of pre-tax exceptional income). The exceptional items in
2014 comprised the release of a £10m onerous lease
provision, a £5m loss on the disposal of an investment in
an associate company, a £1m gain on fair valuing contingent
consideration for an historic acquisition and £29m of costs
relating to the reconfiguration of businesses in the
Plumbing & Heating Division.
Exceptional
costs and
cash flows
2014
Cash
Impact
£m
2014
EBITA
Impact
£m
2015
Incremental
Cash Impact
£m
2014
EBITA
Impact
£m
Wickes store
closure
Plumbing
and heating
network
reconfiguration
Other
Rinus Roofing
disposal
Total
Taxation
-
10
(4)
-
3
(1)
(29)
1
(5)
(23)
(3)
(3)
-
-
(6)
-
-
-
-
-
The statutory tax charge for the year was £63m
(2013: £48m). 2014 was the first year in the last five that
the Government did not enact a change to the standard rate
of corporation tax, which in previous years has resulted in a
significant reduction in the Group’s tax charge (2013: £20m).
The underlying tax charge, excluding the tax deduction
for exceptional items, was £68m (2013: £68m), which
represents an effective rate of 19.7% (2013: 22.4%). This is
slightly below the standard rate of corporation tax of 21.5%
(2013: 23.25%) applicable to profits in the United Kingdom.
The difference is mainly due to the value of non-taxable
property profits exceeding the value of expenses not
deductible for tax purposes and a reduction in prior year tax
charges following the implementation of FRS 102, a new UK
Accounting Standard that impacted the Group’s subsidiary
companies. A full reconciliation of the actual to standard tax
rates is included in note 10 of the financial statements.
The Group’s balance sheet tax provision includes £50m
relating to uncertain tax positions currently under discussion
with H. M. Revenue and Customs (“HMRC”), which arose
in prior periods. As a result of changes in Government
legislation in the 2014 budget, the Group expects that in 2015
it will have to pay approximately £50m in corporation tax to
HMRC before the tax positions under discussion are finalised,
although to date no payment demand has been received.
Should the Group’s filed tax positions be agreed with
HMRC the tax charge in the group income statement in a
future period will be reduced by the release of the £50m
of provisions, or if previously settled by the repayment of
£50m of taxes paid. If after concluding all possible avenues
available to the Group, it becomes necessary to amend the
Group’s filed tax position then there should be no significant
impact on the tax charge in the group income statement.
Earnings per share
Profit after taxation fell by 2.3% to £259m (2013: £265m)
which resulted in basic earnings per share falling by 3.6%
to 105.9 pence (2013: 109.9 pence). There is no significant
difference between basic and diluted basic earnings per share.
Adjusted profit after tax was £291m (2013: £249m) (note
5) which resulted in adjusted earnings per share (note 11)
increasing by 14.9% to 119.0 pence (2013: 103.6 pence).
The increase reflects the improvement in trading profit,
lower financing costs and the previously enacted reduction
in the standard rate of corporation tax. There is no significant
difference between adjusted basic and adjusted diluted
earnings per share.
Capital employed and lease adjusted return
on capital employed
Net assets at the end of 2014 were £2,678m (2013:
£2,515m), which contributed to capital employed of
£3,207m (2013: £3,009m) (note 37).
Increased adjusted pre-tax profits in 2014 have resulted
in the Group’s adjusted (for exceptional items and
amortisation) return on capital for the year being 0.6%
higher than 2013 at 12.4%, (2013: 11.8%). After adjusting
for property leases at a rate of 8 times the annual lease
charge, the lease adjusted return on lease adjusted capital
employed was 10.4%, (2013: 10.0%). On both a reported and
lease adjusted basis returns are well above the Group’s post
tax weighted average cost of capital of 7.7%.
Property transactions continued to be an important source
of profit for the Group in 2014. The development and then
disposal of the freehold of the Group’s Warrington primary
distribution centre together with the final element of the
St. Pancras branch development profit were the main
contributors to the Group’s £26m of property related gains
(2013: £17m), which have been included within divisional profits.
In 2014 the Group has been implementing its strategy of
investing in strategically important freeholds by spending
£35m to acquire 19 sites. At the year end, the balance sheet
carrying value of the freehold and long-leasehold estate
was £350m (2013: £309m).
During the year, the daily closing share price ranged between
1,574p (2013: 1,088p) and 1,982p (2013: 1,872p). The shares
closed the year at a price of 1,857p (2013: 1,872p), making
the Group’s market capitalisation at the year-end £4.62bn
(2013 £4.62bn). This represented 1.7 times shareholders’
funds (31 December 2013: 1.8 times).
Dividend
The proposed dividend for the year of 38 pence
(2013: 31 pence) results in a 22.6% increase compared to
2013 (2013: 24% increase). An interim dividend of
12.25 pence was paid to shareholders in November 2014 at
a cost of £30m. If it is approved, the proposed final dividend
of 25.75 pence will be paid on 1 June 2015 and will cost the
Group approximately £58m.
A 38 pence full year dividend would reduce dividend
cover to 3.1 times (2013: 3.3 times) adjusted earnings per
share, bringing it within the Board’s target cover of between
2.5x and 3.25x.
Financing strategy
Strong financial capital management is a fundamental
component of the overall group strategy. 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 current preferred capital structure of the Group consists
of debt, which includes listed sterling bonds, syndicated bank
borrowings and US private placement notes, cash and cash
equivalents and equity attributable to equity holders of the
Parent Company, comprising issued capital, reserves and
retained earnings.
The capital structure is formally reviewed by the Board as
part of its annual strategy review, but it is kept under review
throughout the year. 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 most reasonably possible eventualities.
As necessary, the Group will rebalance its capital structure
by investing in the business, raising or repaying debt, issuing
equity or paying dividends.
The strategic capital management ambition of the Group is to:
• Target investment grade credit metrics
• Maintain group funding flexibility to allow for property
purchases and branch infill and category acquisitions
• Generate sufficient free cash flow to enable the Group
to follow a progressive and sustainable dividend policy
through the cycle. Specifically this will result in:
• A dividend cover range of between 2.5x and 3.25x
• Moving towards the centre of the range in 2015 and 2016
Whilst the Group has consistently reduced outstanding debt
in recent years deleveraging over the next two years may be
more modest given the Group’s:
• Value adding investment plans
• Need to increase investment in working capital as the
Group expands
• Intention to operate a progressive dividend policy
The Group is also party to a large number of leases,
most of which relate to premises it occupies for trading
purposes. The weighted average duration (the time until
the Group’s first opportunity to exit the lease) is
approximately 9.5 years.
At 31 December 2014, property leases capitalised at 8x the
annual rent roll were approximately 80% (2013: 80%) of
the Group’s combined on and off balance sheet funding with
an annual rent roll of approximately £184m (2013: £184m).
It is likely that property leases will become a smaller
component of the Group’s financing structure in future,
nonetheless they will remain significant and important.
In addition the Group paid approximately £36m
(2013: £12m) in respect of non-property operating leases.
Note 30 gives further details about the Group’s operating
lease commitments.
The capital structure of the Group at 31 December comprised:
Cash and cash equivalents
Bank loans
UK listed bond
US private placement
notes at fair value
Loan notes
Finance leases
Liability to pension scheme
Pension fund deficits
Goodwill written off
Mark-to-market adjustments
on borrowings
2014
£m
(108)
-
258
2013
£m
(80)
240
-
133
129
41
21
36
78
93
(17)
(6)
3
24
37
57
93
(4)
(5)
• Ensure debt funding is suitably diversified to provide
Finance charges netted off debt
an acceptable maturity profile and reduce reliance on
individual sources of finance, whilst lowering overall
funding costs
• Balance the need to ensure available funding with the
desire for an efficient cost of capital
Equity attributable to shareholders
Total balance sheet capital employed
Property operating leases (8x rentals)
Total lease adjusted capital employed
2,678
3,207
1,469
4,676
2,515
3,009
1,474
4,483
34
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
35
SECTION HEAD STRATEGIC REPORT
Net Debt, Funding and Liquidity
Net debt rose slightly in 2014 and finished the year at
£358m (2013: £344m), an increase of £14m (2013:
£104m decrease):
• Cash generated from operations was £6m lower than for
2013 at £313m (2013: £319m). A £29m improvement to
cash flows from higher profits, together with lower pension
and exceptional payments of £2m, were offset by a £36m
increase in working capital absorbed by the business
(2014: £107m, 2013: £71m) as the Group sought to further
improve availability by investing more into stock
• Gross capital expenditure, before acquisitions and
disposals increased by £58m to £165m in 2014 (2013:
£107m) as the Group commenced its planned investment
programme in branch and store expansion, distribution
centre restructuring and extension and in IT development
and completing a bolt on acquisition. Capital replacement
expenditure totalled £50m (2013: £44m) and aggregate
expansionary capital, including acquisitions of £18m
(2013: £12m), but before netting off disposal proceeds of
£31m (2013: £17m), was £133m (2013: £75m)
• The consideration payable for Toolstation was finalised
early in the year and resulted in the issue of £38m of
loan notes
• Dividend payments were, as planned, £16m higher as a
result of significant dividend increases
• Other cash outflows and non-cash movements were
£7m higher than 2013
Adjusted free cash flow for the period was £255m
(2013: £240m) (note 35).
At 31 December 2014 the Group’s committed
funding comprised:
• A £250m UK listed bond due 2021
• A revolving credit facility of £550m, which runs until
December 2016, advanced by a syndicate of 10 banks
• $200m of unsecured guaranteed $US senior notes due for
repayment in January 2016
At 31 December 2014, the Group had undrawn committed
facilities of £550m (2013: £360m) and available cash /
short-term borrowings of £108m (2013: £54m).
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 and treasury risks within a framework of
policies and operating parameters reviewed and approved
annually by the Board of Directors. The Group does not
enter into speculative transactions.
The Group’s policy is to enter into derivative contracts only
with members of its bank facility syndicate, provided such
counterparties meet the minimum rating set out in the
Board approved derivative policy.
The Group reviewed its interest rate hedging policy during
the year and agreed that its preference is for a 100%
variable rate borrowing profile, subject to an annual review
that this meets acceptable uncertainty levels for the Group’s
interest costs, covenants and credit ratios. Currently the
Board believes that a fully variable rate borrowing profile
provides acceptable uncertainty levels and so wherever it is
cost effective to do so the Group’s borrowings are to be held
at floating rates, with interest rate swaps being used to swap
fixed rate borrowings into floating rate borrowings.
At the year-end, the Group had £312m notional value of
interest rate derivatives resulting in interest rates floating
on approximately 85% (2013: 58%) of the Group’s cleared
gross debt (before cash and cash equivalents).
The Group has previously entered into two cross currency
swaps and four forward currency contracts in respect of its
$200m of $US private placement notes.
The Group settles its currency denominated purchases
using a combination of currency purchased at spot rates
and currency bought in advance on forward contracts.
During the year, the Group refined its hedging policy to
more closely buy forward only those purchases that are
fully committed. As a result the Group now purchases
forward contracts for approximately 50% of its anticipated
requirements seven months forward (previously this was
50% of its projected requirements one year forward).
At 31 December 2014 the nominal value of currency
contracts, all of which were $US denominated, was
$75m (2013: $83m).
The Group is a substantial provider of credit to a large
portfolio of small and medium size businesses throughout
the UK together with some of the country’s largest
companies. It manages its exposure to credit risk through
a strong credit control function that works closely with the
business and its customers to ensure the Group offers
credit sufficient for the needs of those customers without
exposing the Group to excessive risk. The bad debt charge
in 2014 was approximately 0.28% (2013: 0.35%) of
credit sales, which is at the lower end of results previously
achieved by the Group.
In summary, the key aspects of the Group’s financial risk
management strategy are to:
• Target investment grade credit parameters
• Reduce the Group’s reliance on the bank market for its
funding by having a diverse mix of funding sources with a
spread of maturities
• Seek to maintain a strong balance sheet
• Accord a high priority to effective cash and working
capital management
Pensions
At 31 December 2014 the combined accounting gross
deficit for the Group’s two final salary pension schemes was
£98m (2013: £71m), which equated to a net deficit after tax
of £78m (2013: £57m).
The Group has compared the funding positions of its
pensions schemes calculated in accordance with IAS 19
with the net present value of the minimum agreed funding
contributions. The deficit in the balance sheet is then based
on the higher of the two numbers.
At the year-end the gross deficit for the Travis Perkins
scheme, based upon the net present value of the agreed
minimum funding contributions was £41m (2013: £6m).
The gross deficit of the BSS scheme was £57m calculated
in accordance with IAS 19.
The Trustees of the Travis Perkins scheme are in the
process of undertaking an actuarial valuation of the scheme
as at 30 September 2014. The Trustees of the BSS scheme
are due to undertake the next actuarial valuation of the
scheme as at 31 May 2015. It is likely that these valuations
will result in changes to the value of additional pension
payments made by the Group to fund the Scheme’s historic
deficits (2014: £26m).
The Group made £12m (2013: £12m) of contributions to its
defined contribution scheme during the year.
Tony Buffin
Chief Financial Officer
2 March 2015
• Maintain liquidity headroom of over £200m and continue
good relationships with the Group’s bankers
• Manage counterparty risk by raising funds from a syndicate
of lenders, the members of which maintain investment
grade credit ratings
• Operate banking covenants within comfortable margins:
• The ratio of net debt to adjusted EBITDA (earnings
before interest, tax depreciation and amortisation) has to
be lower than 3.0x; it was 0.7x (2013: 0.7x) at the
year-end (note 36)
• The number of times operating profit covers interest
charges has to be a least 3.5x and it was approximately
22x at 31 December 2014 (31 December 2013: 18x)
• Have a conservative hedging policy that reduces the
Group’s exposure to currency and fluctuations, whilst
allowing it to benefit from low interest rates
Tax Strategy and Tax Risk Management
The Group’s objectives in managing and controlling its tax
affairs and related tax risks are as follows:
• Ensuring compliance with all applicable rules, legislation
and regulations under which it operates
• Maintaining an open and co-operative relationship with the
UK Tax Authorities to reduce its risk profile
• Paying the correct amount of tax as it falls due
Tax policies and risks are assessed as part of the formal
governance process and are reviewed by the Chief Financial
Officer and reported to the Group’s Audit Committee on a
regular basis.
Significant tax risks, implications arising from these risks
and potential mitigating actions are considered by the Board
when strategic decisions are taken:
• The tax risks of proposed transactions or new areas of
business are fully considered before proceeding
• The Group employs professional tax specialists to manage
tax risks and takes appropriate tax advice from reputable
professional firms where it is considered to be necessary
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37
SECTION HEAD STRATEGIC REPORT
THE GROUP’S STRATEGY
One of the Group’s key strengths is its unique breadth in the UK.
It has a portfolio of 18 businesses that cover the spectrum of the
building materials distribution markets from retail customers in the
consumer division to major construction companies purchasing large
scale building products from the Contracts division. The chart below
shows the structure of the Group:
Strength as a Group – Unique Breadth in the UK
General
Merchanting
Plumbing &
Heating
Contracts
Consumer
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Aerial photograph – Guy Stephenson
SECTION HEAD STRATEGIC REPORT
The Group’s markets are in the early stages of recovery
from what has been a significant and protracted downturn
for the UK’s construction sector. This recovery now appears
to be increasingly broad based and this combined with a
series of self-help initiatives outlined at the Group’s capital
markets day presentation in 2013 and operational briefing
in 2014 means that the Group’s performance improvements
should not be constrained by market growth.
Our growth is not constrained by the market
Market Fragmentation
Majority of the
markets we compete
in are highly
fragmented
Proliferation of
small family-owned
businesses
1
The Group’s businesses are significant
in each of their markets, but with
relatively low market shares
Structural Advantages
Branch network:
2,000 locations in the
UK with strong financial
position underpinning
tight yields and site
access
2
Sourcing and supply chain:
sourcing terms, range,
stocking and distribution
efficiency
IT:
selective sharing of software
platforms and volume
hardware purchasing
Superior Propositions
Space:
new branch and
store opening
programme
with implants
intensifying space
3
Range & value:
improved promotions
and KVI pricing,
range extension,
own label development,
availability
Channel:
format and customer
service: investment in
online channels, new
formats and better service
Fragmented
markets
+
+
structural
advantage
superior
proposition
=
sustainable
market share
gains
In setting its strategy the Group believes that it can sustain
revenue growth into the medium-term due to a number
of factors:
Sustainable medium-term revenue growth
.
.
a
p
h
t
w
o
r
g
s
e
l
a
S
8%
6%
4%
2%
0%
1-2%
1-2%
0-2%
2-3%
Market
volume
Inflation
Out-
performance
New
space
• Low single digit market volume growth assumed
• Low levels of inflation
• Structural advantages and investment opportunities
generate consistent market outperformance
• ~6-7% revenue growth p.a.
Levers of value creation
The Group’s strategy is designed to deliver long-term
sustainable shareholder value through the following levers
of value creation:
• Improved customer innovation
• Optimising the Group’s store and branch network
• Scale advantage
• Portfolio management
The levers of value creation and key components of each
lever are set out in the column on the right:
Levers of
value creation
Customer innovation
• Improved value
• Extended range
• Product development
• Format renewal
• Technology enabled
• Multi-channel
Optimising network
• TP expansion & modernisation
• Wickes national footprint
• Plumbing & Heating format clarity
• Implants intensity returns
• Trade parks
Scale advantage
• Supply chain investment
• Leverage property capability
• Group sourcing benefits
• Shared technology investment
Portfolio management
• Streamlined central functions
• Devolved management responsibility
• Disciplined planning and capital allocation
• Regular market updates
e
r
u
t
l
u
c
e
u
q
n
u
i
f
o
l
n
o
i
t
u
o
v
e
d
n
a
l
e
p
o
e
p
h
g
u
o
r
h
t
d
e
b
a
n
E
l
40
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41
SECTION HEAD
STRATEGIC REPORT
Portfolio Management
The Group has a robust planning approach enabling it to
allocate capital to the opportunities which are expected to
deliver the most material value for shareholders. Aligned
with this approach to managing capital allocation is a
selection of key metrics upon which the Group is managed.
In particular lease-adjusted return on capital employed is
an important measure of success as the Board believes it
best aligns investment decisions with the ultimate goal of
shareholders; their return on equity.
In order to improve lease adjusted return on capital
management responsibility for both earnings and capital
employed is devolved down through the business.
This greater accountability and autonomy is managed and
monitored through strong governance processes.
As management in each of the businesses are taking more
control for managing returns, central functions are being
streamlined to ensure all teams are closer to the businesses
they support and ultimately customers. This approach to
capital allocation is creating more competition for capital
with management allocating capital to those investments
with demonstrably the highest returns.
Capital expenditure, which rose in 2014, will increase further
in the medium-term to take advantage of investment
opportunities in the market. Capital expenditure is being
tiered based upon the risk and return profiles of the various
investment opportunities identified. The tiering of capital
spend is managed under four broad headings:
1. Extending the Group’s leadership: investment in proven
businesses and opportunities delivering attractive returns
2. Investing to grow: investment in customer propositions
to adapt to changing customer needs and cement the
Group’s market leading positions
3. Infrastructure investment: investment to enable
future outperformance
4. Divest: where there are better uses for capital either
to grow the business or where it is sensible for it to be
returned to shareholders
Scale Advantage
One of the key value creation levers is using the
Group’s scale to improve efficiency and deliver a better
customer proposition.
The Group’s supply chain ambition is to provide branches
and customers with easy access to the broadest range of
products, reliably, efficiently, safely and on time:
• Ordering will be made simpler for branches with
improved range management tools and automated stock
replenishment systems
• The Group’s distribution centre (“DC”) footprint will undergo
further change, increasing lightside DC capacity and rolling
out regional heavyside range centres
• Route planning tools and further optimisation of the
vehicle fleet will reduce the cost of, and enhance, the
local delivery proposition
The Group’s scale enables improved efficiency and
the ability to offer a stronger proposition. Customers
increasingly want certainty of product availability and access
to broader product ranges.
The Group’s strategy of Easy Supply of Product (ESP) offers
continuous access to more products quickly, reliably and
efficiently. The strategy will deliver a sustainable structural
advantage in the form of:
• Next day availability on 24,000 lightside products -
nationwide
• Next day availability on 3,000 heavyside - 90% of the country
• Next week availability on further 3,000 heavyside products
- 90% of the country
• Lower in-branch stock holding
• Reduced inter-branch transfers
• Fewer empty trucks, travelling fewer miles, more frequently
The strength of the Group’s balance sheet enables businesses
within the Group to access properties they would otherwise
find it difficult to occupy. Furthermore, by developing
multi-fascia sites, the Group is able to provide opportunities
for the Group’s smaller operating businesses to co-locate
with the Group’s larger businesses and benefit from greater
foot traffic.
The Group is also focused on using its buying scale to
source products directly from manufacturers at lower cost
and on creating more commonality in product ranges such
that it can consolidate volumes so reducing unit costs
still further.
For many years, the Group has benefited from efficient,
low-cost IT systems. These systems are approaching the
end of their useful life and, therefore, a clear four point
strategy has been developed to ensure better IT systems
capacity and flexibility in the future:
• Delivering a common and shared trading platform across
the Group’s merchanting businesses
• Delivering an appropriate multi-channel presence for each
brand making it easier for customers to order, buy and
receive products
• Simplifying back office systems to enable decoupling and
enhance efficiency
• Increasing system usability and the experience for
colleagues and customers so that it is easier to do business
with the Group
CUSTOMER INNOVATION
AND OPTIMISING THE
BRANCH AND STORE
NETWORK
The underpinning activities to improving the customer
proposition and improve the network including offering
better value, extending range, better availability, format
renewal, modernising Travis Perkins branches and creating
national networks in a number of the Group’s businesses
are included in the plans for each of the Divisions in the
following sections.
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43
SECTION HEAD
STRATEGIC REPORT
GENERAL MERCHANTING
DIVISION STRATEGY
Travis Perkins is, and for the foreseeable future will continue to be,
the Group’s core business. It is the Group’s largest business by sales,
profitability and one of the highest returning businesses operated
within the Group.
The business benefits from national coverage with over 650
branches, an efficient lightside central distribution network,
access to a range few competitors can match,
a modern vehicle delivery fleet and branch managers who
have built an unparalleled relationship with customers.
Branch manager incentives are based on return on
capital performance setting the business apart from its
competitors, which is a key component of Travis Perkins’
market outperformance.
The following chart sets out the key components of the plan
to improve Travis Perkins, combining both sales and profit
drivers and investments in enabling infrastructure.
Simon Stamp – Travis Perkins, Guildford
Modernising the Travis Perkins Model
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45
SECTION HEADExpand thenetworkModernisingformatsManaged servicesdevelopmentInvest in safety &develop our peopleRegionaldistributionEnhanced ITcapabilityEnhancedCRMToolhireexpansionMulti-channeldevelopmentCategory managementand pricingSales and Profit DriversEnablers STRATEGIC REPORT
There is significant scope for network expansion and
relocation. Travis Perkins is targeting 5-15 net new branches
per annum and plans to increase the number of tool-hire
equipment implants and Benchmarx kitchen implants
within existing branches.
The modernisation programme for the Travis Perkins
business is underway with the key focus on improving range,
better use of space and ensuring that the price position
remains competitive. This coupled with the development
of sales to local authorities through the managed services
business, expanding the tool-hire category and improving
Travis Perkins’ multi-channel proposition, offers significant
opportunities for growth.
The plans to improve the Travis Perkins multi-channel offer
are set out below:
Mark Munro and Michalakis Michael – Travis Perkins, Aylesford
1
2
3
Where we
are now
Next
steps
Where we
will get to
Customer experience
Infrastructure
• Clean and functional
• Branch to site delivery for heavyside
• Passive
• Branch collection only for lightside
• Non-transactional
• Branch acting as call centre
• Transactional capability
• Integration to pricing systems
• Account management
• Click & collect
• Leading online gateway
• Interactive & social hub
• Seamless experience across channels
• Integrated CRM
• Heavyside distribution improvements
expanding range and availability
• Lightside range access from DCs
• DC direct to site picking
• Cross-channel fulfilment for lightside
• CRM and account management
systems development
• Contact centre coordination
In summary, the Group is
confident that Travis Perkins
can extend its market leading
position and further drive
improvements to the customer
proposition, which over the
long term will grow value for
shareholders.
The targets for improvement are set out below and right:
General Merchanting Ambition
Measure
Current
Network expansion
• Strong market outperformance
• Network expansion opportunity
• Modernisation programme the key focus
• More Benchmarx & Toolhire implants and branches
• Good early progress with LAROCE improvement
Like-for-like sales
outperformance
3-5%
772
Operating margin
improvement prospects
Sector leading
Sustain
Medium-term
ambition
5-15 new p.a.
1-4% p.a.
• Strong market outperformance
• Network expansion opportunity
• Modernisation programme the key focus
• More Benchmarx & Toolhire implants and branches
Capital expenditure
£110m
£40-60m p.a.
• Good early progress with LAROCE improvement
LAROCE
16% Add 200-300bps
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47
SECTION HEAD STRATEGIC REPORT
PLUMBING & HEATING
DIVISION STRATEGY
The strategy for the Plumbing & Heating Division
has three key elements:
1. Providing plumbers and
2. Providing large contract
bathroom installers with a
dedicated branch network
tailored to their needs:
customers with a dedicated
nationwide branch network
and efficient delivery service:
a. City Plumbing Supplies – creating a national network
of around 400 branches serving local plumbing and
heating engineers and bathroom installers
a. Plumbing Trade Supplies – once the reconfiguration
is complete, a network of around 80 to 90 branches
servicing value driven plumbing contractors
b. Tailored bathroom showrooms showcasing the
best branded and own label ranges, operated by a
design consultant, helping local tradesmen deliver
the complete job to their customers faster and
more efficiently
c. Increasing availability of spares through extending the
number of City Heating Spares implants
d. Selective range extension offering renewables
products and advice on fitting
b. Fewer branches holding broader ranges of product in
contract specified quantities available for same day
or next day delivery
c. Branch network supported by overnight dead
drops from the distribution centre network
improving availability
d. Dedicated large customer account management
capability providing transparency of products
ordered, despatched and awaiting delivery alongside
improved billing
3. Building scale in the P&H
Division’s focused customer
proposition:
Pantone
Reflex Blue c
Pantone
PMS 199c
Graphically
represented
overleaf
a. F & P Wholesale – expanding the range throughput
of product through the reconfigured distribution
infrastructure to offer local independents broader
ranges, which are available more speedily
b. Plumbnation online – providing local heating
engineers with a fixed price, online ordered boiler and
spares delivery service
c. Solfex – providing solar, thermal, photo-voltaic and
under-floor heating packages to specialist installers
d. Primaflow – has a complementary product set to
F & P and so provides the opportunity to offer an
extended range in both businesses
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49
SECTION HEAD STRATEGIC REPORT
Share Gain Through Focused Customer Propositions
Sales and Profit Drivers
Roll-out of Bathroom
showroom &
spares
Leverage high
ROCE F & P model
Develop contract
business
PTS /
City Plumbing
reconfiguration
More standalone
City Plumbing
branches
Supply chain
efficiencies
Tailored
multi-channel
capability
Enablers
Stay Safe
Excellent IT
Talent to lead UK’s
#1 P&H business
Stanislav Golovenkin – F & P
The targets for the Division are shown below alongside how
the Plumbing & Heating Division intends to outcompete in
its markets:
• Outperformance through:
– Reallocation of the capital base from PTS to CPS
Plumbing & Heating Ambition
Measure
Current
Network expansion
504
Medium-term
ambition
5-10 net new
branches p.a.
– CPS network expansion
– Spares and showroom implants
– Differentiated customer offer
– Sourcing and own label development
– F & P supply chain development
Like-for-like sales
outperformance
Operating margin
improvement prospects
0-3%
0-3% p.a.
– Development of multi-channel offer
3.5%
Good
Capital expenditure
£14m
£10-20m p.a.
LAROCE
9%
Add >250bps
Ross Taylor – PTS
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51
SECTION HEAD STRATEGIC REPORT
CONTRACTS DIVISION
STRATEGY
The Contracts Division was formed on 1 January 2014, bringing
together the three businesses within the Group that supply products
to large construction companies and project contractors.
These businesses all track major commercial and
infrastructure projects and by bringing them together into
one division, it is enabling the Group to better track projects
and sell to major contractors. The key components of the
strategy for the division are set out below.
Collaboration Drives Outperformance
As with the other divisions, the Group has clear
performance targets for the division including increasing
the level of capital investment with the ambition of
outperforming market peers.
Contracts Ambition
Measure
Current
Network expansion
171 branches
Medium-term
ambition
1-2% net space
growth p.a.
Like-for-like sales
outperformance
Operating margin
improvement prospects
0-3%
1-3% p.a.
0.7%
Good
Capital expenditure
£14m
£15-25m p.a.
LAROCE
13% Add 200-300bps
• Late-cycle recovery – encouraging lead indicators
• Good market positions throughout project lifecycle
• Good synergies through businesses collaborating
• Clear category expansion opportunities
• Opportunity to improve customer coverage through
expanding CCF network
Ben Parsons – BSS
Daniel Horgan – Keyline
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Andrew Oliver – CCF
53
SECTION HEADMajor presence inpartitionsDevelop BSSindustrial offerMarket-leadingcustomer serviceMulti-channelcapabilityExcellent ITContract pricing& projectmanagementCategoryexpansionBranch networkoptimisationDeepen sector &category specialismSales and Profit DriversEnablersWhole ContractsDivisionGrowth ininsulation STRATEGIC REPORT
CONSUMER DIVISION
STRATEGY
The Consumer Division’s three businesses, Wickes, Toolstation and
Tile Giant have distinct strategies. The strategies for Wickes and
Toolstation are set out below:
The strategy is to transform Wickes into the UK’s strongest
serious DIY retailer with the ambition of having a Wickes
project in every home. This will be achieved by leveraging
Wickes’ advantaged position in the market and building on:
• Wickes’ small box footprint
• Modest range extensions to the focused store range
• Reinforcing Wickes value price position
• Investing in further improvements in the online
proposition
• Selectively opening new stores in underserved
catchment areas
The Wickes plan is graphically represented below:
Wickes offers a focused range of high quality products at
great value coupled with best in class availability. During
the year more brands were introduced, there were fewer but
bigger promotions, and stronger direct communication with
customers. The business continues to expand its appeal to
a broader customer base, whilst remaining a great value,
reliable and convenient place to shop for a loyal base of
trade and expert DIY consumers. The focus is to continue to
grow sales and gain market share over the medium term.
The Wickes business is structurally advantaged over its
competitors. The majority of stores operate from 25 - 30k
sq ft and there are no plans to significantly modify the
average store footprint. There are over 60 potential new
locations in the UK where the Wickes model has already
proved that the business would be able to gain a profitable
Philippa Marsh – Wickes
share of the market. The focused Wickes in-store range
and excellent availability enable customers to shop for
a DIY project confident that they will be able to find all
the materials they need to complete the project. Wickes
investment in its multi-channel capability means customers
can access an extended range of products which can be
delivered to home or store with further investments planned.
With a focused range and access to buying scale through
the Travis Perkins Group, Wickes is able to offer DIY sector
leading prices and intends to maintain this advantage.
Dan Millers and Sophie Haynes – Wickes
TRANSFORMING THE CUSTOMER PROPOSITION
A Wickes Project in Every Home!
VALUE FOR MONEY
VALUE FOR MONEY
WE ALWAYS DELIVER
WE ALWAYS DELIVER
QUICK, SIMPLE & EASY
QUICK, SIMPLE & EASY
• Refocus product offering based on
clear customer needs
• Maintain structural price
advantage with authority
• Extend to broader
customer base
• Leverage group scale in
buying & distribution
• Leaner service model
• Enable greater efficiency
through IT
hat w e s e ll
hat w e s e ll
W
W
How w
How w
e
e
s
s
e
e
l
l
l
l
• Build on multi-channel strengths
• National estate coverage
• Improve in-store infrastructure
& experience
E
E
ffi
ffi
c
c
i
i
e
e
n
n
t
t
& E
& E
ffective
ffective
w we work
w we work
o
o
H
H
• Become a great place to work,
always
• Develop a diverse workforce to
match our customer base
Wickes plans to continue to
expand its network by between
5 and 10 new stores per year
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ANNUAL REPORT & ACCOUNTS 2014
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55
SECTION HEAD
Acquisitions
The Group is committed to achieving growth through organic expansion, but that does not exclude taking advantage of suitable
opportunities that arise to support growth through small bolt on acquisitions.
Small Bolt-on Acquisitions to Support Organic Growth
Geography
• Smaller, independent merchants
for regional infill where valuations
attractive
• International expansion not a focus
On-line
• Accelerate expansion into new
channels for key product areas
• Buy or Build trade-off where
valuations prohibitive
• Strategic investments to protect supply chain
• Share in categories which bypass distribution
• Not a focus
Manufacturing
anufacturin
Channel
Channel
Product
Product
Installation
nstallation
• Installation risk / potential competition with customers
• Not a focus
New categories
• Access specialist markets
• Focus on product areas attractive
to existing customers
• Smaller footprints attractive to
leverage existing branch / distribution
assets
• Buy or Build trade-off where valuations
prohibitive or lack of targets
• Demonstrable IP / innovation key
target areas
How Performance will be Compared to Strategy
The Group’s ambition is to deliver long-term, sustainable value to shareholders. There are a series of financial and non-financial
measures which the Group tracks to monitor performance. Operationally, success is measured through a comprehensive set of
key performance indicators. All of these indicators are aligned to achieving the Group’s strategic ambition. The Group’s actual
performance for 2014 is shown in the key performance indicator section on pages 6 to 9 and in the business and financial
review sections on pages 24 and 32.
The following diagram shows how delivery of the Group’s strategy links through to the remuneration of the Executive Directors.
Strategy
Financial
Ambition
Annual
Incentive
PSP
Co-
investment
Plan
• Customer Innovation
• Optimise Network
• Scale Advantage
• Portfolio Management
• Double digit
EBITA growth
• Investment grade
credit metrics
• 150-250bps
LAROCE improvement
over medium term
(3-5 years)
• Prospective dividend
growth to within
2.5-3.25X cover
EPS
EPS
Aggregate
cash flow
LAROCE
CROCE
TSR
Personal
objectives aligned to
operational delivery
Risks
The Statement of Principal Risks and Uncertainties on pages 58 to 63 sets out the key risk factors that are considered by the
Directors to be material to the business. These include those risks which are deemed to be material and may impact upon
the successful delivery of this strategy. In addition there are a number of risks which are set out in the table below that are not
deemed to be material to the Group as a whole but are relevant when setting out a balanced commentary on a divisional basis.
The performance targets for the Consumer Division are set
out below:
Consumer Ambition
Measure
Network expansion
Like-for-like sales
outperformance
Operating margin
improvement prospects
Current
Medium-term
ambition
232 Wickes
111 Tile Giant
184 Toolstation
~10-15 Wickes p.a.
30+ Toolstation p.a.
Above market
Above market
6%
Good
Capital expenditure
£20m
~£40m p.a.
LAROCE
7% Add 150-200bps
• Toolstation expansion continues at pace
• Wickes transformation driving outperformance:
– New store openings
– Range extension
– Maintain value advantage
– Extend multi-channel leadership
Ben Farler – Toolstation
Toolstation operates from over 180 shops across the UK
offering the same range instore, online and through its
catalogue. It aims to provide the lowest cost lightside building
materials to tradesmen and serious DIY customers and to
always be in stock in the project quantities its customers
require. If for any reason products are not available it offers
next day delivery of those products free of charge.
Toolstation plans to continue to open new shops across
the UK to meet growing demand from tradesmen for
transparent, fixed price products. Further investments are
planned to improve customers’ online experience, provide
enhanced click and collect services and modestly extend
the range offered to customers.
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57
SECTION HEAD STATEMENT OF PRINCIPAL
RISKS AND UNCERTAINTIES
FOR THE YEAR ENDED 31 DECEMBER 2014
The Group operates in a market and an industry which by their nature
are subject to a number of inherent risks. The Group is able to mitigate
those risks by adopting different strategies and by maintaining a strong
system of internal control. However, regardless of the approach that is
taken, the Group has to accept a certain level of risk in order to generate
suitable returns for shareholders.
The Board has a reporting framework that ensures it has
visibility of the Group’s key risks, the potential impacts
on the Group and how and to what extent those risks
are mitigated. Details of the Group’s risk management
processes are given in the Corporate Governance report on
page 88. The risk environment in which the Group operates
does not remain static. The nature of risk is that its scope
and potential impact will change over time. As such the
list below should not be regarded as a comprehensive
statement of all potential risks and uncertainties that may
manifest themselves in the future. Additional risks and
uncertainties that are not presently known to the Directors,
or which they currently deem immaterial, could also have
an adverse effect on the Group’s future operating results,
financial condition or prospects.
This section describes the current risk factors that are
considered by the Board to be material, their potential
impacts and the factors that mitigate them. The inherent risk
(before the operation of control) is stated for each risk area
together with an indication of the current trend for that risk:
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Inherent Risk and Trend
Risk Description
Impact
Risk Mitigation
Market Conditions
Inherent Risk:
•••
Trend:
Competitive pressures place pressure on
prices, margins and profitability
Inherent Risk:
•••
Trend:
The Group’s products are sold to businesses, tradesmen and retail customers for a broad range of end
uses in the built environment. The Group’s markets are cyclical in nature and the performance of those
markets is affected by general economic conditions and a number of specific drivers of construction,
RMI and DIY activity, including housing transactions, the timing and nature of government activity to
stimulate activity, net disposable income, house price inflation, consumer confidence, interest rates
and unemployment.
Negative or uncertain economic conditions could affect the confidence levels of the Group’s customers,
which could reduce their propensity to purchase products and services from the Group’s businesses.
Market trends, particularly in respect of customers’ preferences for purchasing materials through
a range of supply channels and not just through the Group’s traditional competitors may affect the
Group’s performance so making traditional branch based operations less relevant or profitable.
Increased price transparency could cause customers to perceive that the Group is less competitive
than some online traders.
Public sector buying groups could reduce sales if public bodies chose to buy direct from
manufacturers.
The Group faces the risk of new entrants to any of its markets, including from businesses currently
operating outside its industry or only in overseas markets. Disintermediation may become more of a
threat if manufacturers decide to deal directly with the end users.
Information technology capabilities impact
the Group’s ability to trade profitably
The Group depends on a wide range of complex IT systems, both in terms of the availability of
hardware and the efficient and effective operation of software.
Inherent Risk:
••
Trend:
Colleague recruitment, retention and
succession plans do not deliver the required
skills and experience
Inherent Risk:
•
Trend:
Supplier dependency could result in
shortages of product
Inherent Risk:
••
Trend:
The rapid expansion of the Group together with an increasing demand for IT services, particularly as
the Group embraces modern platforms such as multi-channel, updates its point of sale systems and
develops its supply chain capabilities, could result in development programmes being delayed or new
IT systems and change management systems not being successfully implemented.
Should a system become unavailable for an extended period either through deliberate act or through
accidental failure it could impact the business’ ability to trade.
Increasing levels of sophisticated cyber-crime represent a significant threat to all businesses with the
potential to cause disruption to systems or the theft and consequential misuse of confidential data.
The ability to recruit, retain and motivate suitably qualified staff is an important driver of the Group’s
overall performance.
The strength of the Group’s customer proposition is underpinned by the quality of people working
throughout the Group. Many of them have worked for Travis Perkins for some considerable time,
during which they have gained valuable knowledge and expertise.
The Group faces competition for the best people from other organisations. Ensuring the retention,
proper development of employees and the succession for key positions is important if the Group is not
to suffer an adverse effect on future prospects.
The Group is the largest customer to many of its suppliers. In some cases, those suppliers are large
enough to cause significant supply difficulties to the Group if they are unable to meet their supply
obligations due to either economic or operational factors.
Alternative sourcing may be 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.
The Group has become more reliant on overseas factories producing products as the Group has
rapidly expanded its direct sourcing capabilities. This has increased the Group’s exposure to sourcing,
quality, trading, warranty and currency issues.
There is a potential for European anti-dumping legislation to be extended to encompass further Asian
countries which could increase the cost of some imported products.
Inherent risk: High ••• Medium •• Low •
Trend: Increasing
Static
Reducing
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.
Adverse effect on financial results.
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 CEO.
Should market conditions deteriorate then the Board has a range of options dependent upon the severity of
the change. Historically these have included amending the Group’s trading stance, cost reduction, lowering
capital investment and cutting the dividend.
Changes to market practice are tracked on an on-going basis and reported to the Board each month.
The Group is building multi-channel capabilities that complement its existing operations and provide its
customers with the opportunity to transact with the Group through channels that best suit their needs.
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 improvements.
The Group continues to refine pricing strategies to ensure it remains competitive.
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.
Adverse effect on financial results.
Adverse effect on the Company’s
reputation.
The strategic demands of the business, the resources available to IT, the performance levels of key systems
and IT security are kept under review by the Executive Committee.
Plans that require continual investment in the IT infrastructure have been approved and are being
implemented. 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.
The Group’s three 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. Arrangements are in place for alternative data sites for both trade and consumer businesses. Off-site
back-up routines are in place.
A programme of risk oriented reviews is undertaken to ensure the level of control around the IT systems
remains robust.
Inability to develop and execute
development and succession 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.
The Group’s 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.
Adverse effect on financial results.
Adverse effect on reputation.
The commercial and financial teams have established strong relationships with the Group’s key suppliers
and work closely with them to ensure the continuity of quality materials.
To spread the risk where possible contracts exist with more than one supplier for key products.
The Group has made a significant investment in its Far East infrastructure to support its direct sourcing
operation which allows the development of own brand products, thereby reducing the reliance on
branded suppliers.
Comprehensive checks are undertaken on the factories producing products, the quality and the suitability of
that product before it is shipped to the UK.
The Group has reacted to the increasing cyber threat by doubling the size of its team to deliver a
comprehensive security architecture. Investments in best of breed solutions have been made that continually
adapt to mitigate the risk associated with the most advanced threats. Furthermore, the Information Security
team has the full support of senior management acting as an important gateway to ensure the development
of new systems is performed according to industry standard security practices.
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Inherent Risk and Trend
Risk Description
Impact
Risk Mitigation
Defined benefit pension scheme funding
could increase significantly
Inherent Risk:
••
Trend:
Future expansion plans are not
implemented or do not achieve the desired
sales and profit improvements
Inherent Risk:
•
Trend:
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 two defined benefit
pension schemes.
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.
The funding of pension obligations could increase due to a number of factors including poor
performance of the pension fund investments, falling corporate bond and gilt yields and increasing
longevity of pension scheme members.
Adverse effect on financial condition.
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 profile of liabilities.
The Group has agreed deficit payment plans which currently require it to pay up to £26m per annum to
its defined benefit pension schemes. The repayment plans will remain in place until the next actuarial
valuations, when in conjunction with the Scheme Trustees they will be reassessed to take into account the
circumstances at the time.
The Group’s strategic plans are predicated on the continued expansion of its UK branch network and
the development of its supply chain capabilities.
Adverse effect on financial results.
Responsibility for identifying and implementing opportunities to expand the Group’s operations rests with
each of the divisional boards, with capital being deployed to those projects giving the best return on capital.
Large scale acquisitions in existing UK markets are unlikely due to the Group’s size and the resulting
concerns of the competition authorities to ensure competitive markets. Therefore the Group will
rely on developing smaller scale opportunities, in new catchment areas or in new formats within
existing sites or on expanding into adjacent markets in which it does not have a presence.
The Group also needs to ensure that funding is available to support its plans. The Group has been
reliant on the banking market for funding, a market that has contracted in recent years and which
may continue to contract in the future. It has established a bond issuance capability in 2014, but the
availability of funds from that market at a sensible cost may depend upon The Group’s rating which
can be affected by its trading performance.
The Group has identified a significant number of opportunities for expansion throughout the United Kingdom
and continues to develop alternative trading formats that will open up additional opportunities in future.
The Group continues to invest in its leading supply chain infrastructure. Its capabilities in this area allow it
to source directly from manufacturers, offer superior availability to customers and operate cost efficient
mechanisms to deliver products to customers when they most need it.
As part of its capital management strategy the Group has developed plans and instituted a series of metrics
that are designed to maintain opportunities to extend sources of funding.
Business transformation projects fail to
deliver the expected benefits, cost more or
take longer to implement than expected
The Group is undertaking a large number of strategic projects throughout its business. These
projects are intended to transform the Group’s infrastructure and its information technology
systems and to develop its supply chain operations and its branch and store networks.
Inherent Risk:
••
Trend:
By their nature, strategic projects are often complicated, interlinked and require considerable
resource to deliver them. As a result the expected benefits and the costs of implementation of each
project may deviate from those anticipated at their outset.
Adverse effect on financial results.
All potentially significant projects are subject to detailed investigation, assessment and approval prior
to commencement.
Dedicated teams are allocated to each project, with additional expertise being brought into the Group to
supplement existing resource when necessary.
All strategic projects are closely monitored by the Executive Committee with regular reporting to
the Board.
Inherent risk: High ••• Medium •• Low •
Trend: Increasing
Static
Reducing
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SECTION HEAD STRATEGIC REPORT
CAPTURING THE WAY
THINGS ARE DONE
AROUND HERE
FOR THE YEAR ENDED 31 DECEMBER 2014
How the Group drives growth and returns is about a combination of a
clear strategy with ways of working that will ensure its teams deliver
the plans underpinning it. 2014 has been notable in that the Group
has defined the people ‘must haves’ which have enabled it to grow
to the size and scale of business it is today - its Cornerstones and
Leadership framework - and will help to ensure it achieves its future
growth plans and returns. Other enablers are the new management
trainee programme and women’s community which were launched
during the year.
The Group’s 5 Cornerstones are:
Upholding Family Values
“I have relationships that have been built
throughout the Group that make it like a family.”
Keeping People Safe
“Staying safe is our highest priority.”
Making Decent Returns
“It’s about doing the right thing and not
being greedy.”
Working for our Customers
“Building good customer relationships is key –
it leads to loyalty.”
Being the Best
“The best people create the best company.”
Unveiling the Group’s ‘Cornerstones’
Travis Perkins wanted to find a way to define and ‘bottle’
the ways of working, leading and managing people which
have made it so successful since it was formed by the
merger of the family businesses of Travis and Arnold and
Sandell Perkins.
Firstly, during the year colleagues from across the
Group’s 2,000 business outlets helped define what can
best be described as ‘the way we go about doing things
around here’. A critical aspect of the project was that the
outputs had to be shaped by the Group’s people, for the
Group’s people. The project started as an attempt to
re-clarify and refresh ‘Group Values’ in a way that that would
enable them to work seamlessly with those of the Group’s
individual brands. Colleagues quickly said that ‘values’ was
not a well understood word and working with them it was
decided that going forward they will be known instead as
the Group’s ‘Cornerstones’.
Focus groups, held with hundreds of colleagues as part
of the research process, reported that group colleagues
are looking for responsibility at a young age, are driven by
their commitments to their families and have a desire to
learn new skills and develop their careers within a stable,
successful and safe environment.
Unique Leadership: What Makes the
Group Great?
Codifying what makes the Group’s leaders different helped
complete what makes the Group a great place to work.
How leaders behave is really important to the teams
around them and they need to help others develop into
leadership roles.
New leaders joining the Group always say that they
never imagined how good it would be to be part of the
Travis Perkins Group and how different it is.
Based on the colleague feedback the new Leadership
framework supports the Cornerstones to capture what’s
good about the Group’s leaders and summarises the
behaviours and personality traits that are important.
The framework is a checklist for current leaders and will
also guide the recruitment and development of those who
will lead the business in the future.
The Group believes the heart of its business has to
be about how people behave and conduct themselves
and that the combination of its Cornerstones with the
Leadership framework will underpin everything it does
and will ensure that it drives the planned growth and
returns for all stakeholders.
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Four activity groups have been formed that the Group believes best describe what makes a great leader in Travis Perkins:
What Makes Us Great
WHO
I AM
HOW
I LEAD
HOW
I THINK
HOW
I DELIVER
Have the courage to
lead as myself
Develop relationships
at all levels
Think broadly and make
timely decisions
Be passionate about
improving performance
• Down to earth – our people
value honesty
• I am comfortable in my own
skin – we appreciate genuine
people who can have fun
• I am confident in my own
knowledge – our customers
value our expertise
• I am humble – arrogance
doesn’t work in our business
• I am resilient – we overcome
obstacles and keep on going
• I am self-aware – we ask the
right questions of ourselves
and learn from our mistakes
• Visible and approachable
• Listen and show interest in
people
• Praise people and develop
them to be great
• Use a range of styles to
influence
• Keep the customer at the
centre of everything we do
• Seek out market trends and
use them to make decisions
that generate profit
• Take a longer term and group
wide view
• Think about my whole business
• Know when to use rigorous
analysis or gut feel
• Consider risk and the impact
for us
• Make reasoned decisions in
ambiguous situations
• Challenge the way we do things
• Passionately pursue
opportunities for growth
• Tackle poor performance
• Get the right things done with
pace and energy
• Know the competition and
keep on improving
Building A Workforce with a Difference
Building a workforce with a difference means recruiting,
developing and supporting people with a wide range
of backgrounds and experiences and introducing fresh
perspectives and new ways of thinking into the business.
During the year, as part of achieving the best possible
workforce the Group established a Women’s Community
as a first step to building a future workforce that has a
significantly different composition to the current one.
There are already great women in the Group, all of whom
are contributing to its strong commercial performance, so
an environment is being created where they and others like
them can be a positive force for change. In addition steps
are being taken to attract and retain more women.
The Group’s Women’s Community is aimed at giving
women a greater voice in the organisation. It was launched
across the Group in July 2014 after being pioneered by
City Plumbing Supplies (“CPS”).
A new Google+ Community has been launched where
women, and men, can share their ideas, challenges
and success.
The aim is to strengthen female representation in the
senior leadership and management population because
analysis shows that in every division outlets run by women
managers outperform those run by men so it’s good for
the Group’s people and its customers and it makes good
commercial sense.
Whilst recruiting and developing more women is an
important factor in achieving Travis Perkins’ growth
ambitions, a more diverse mix of colleagues in outlets and
within the leadership team will help broaden the Group’s
Logo (Without TP plc)
thinking and bring a fresh approach to problem solving.
Building a Workforce with a Difference
Bringing More Talent into the Group
1. Management Apprenticeship Scheme
In 2014 there has been much more activity focused on
bringing young talent into the business. From a pool of
10,000 applicants, 170 young people made it through
the recruitment process to join the Travis Perkins plc
Management Apprenticeship Scheme, which is now in
its fourth year and is bigger and better than ever.
The two year scheme has been running in its current form
since 2011 when just 19 apprentices joined the Company.
The fact that this number has grown nearly ten-fold in
3 years bears testament to its success. Expectations of the
apprentices increase each year. Many now reach supervisor
level midway through their apprenticeship and some take
on assistant branch manager roles within their first year.
Management apprentices are a valuable resource for the
branches in which they are working.
2. Fast Tracking the Group’s Talent Pipeline
The business is constantly growing and changing and so
it needs to develop great people quickly to support this
growth. At the same time future leaders need to be adept at
working across the Group’s brands and functions.
A pilot programme was implemented during the year to
enable the speedy entry into Group of high calibre, high
potential candidates to fulfil the following:
Included in myPerks is a comprehensive range of flexible
benefits. Everybody’s lifestyle is different and so flexible
benefits allow colleagues to find benefits that best suit them.
They can ‘trade’ some of their benefits in favour of others
or elect to increase or decrease their benefits to suit their
lifestyle or circumstances. Current flexible benefits range
from savings on mobile phones and childcare vouchers to
income protection and the Group’s healthcare cash plan.
The portfolio of benefits available will be expanded further
during 2015.
Charities and Communities
Once again during the year colleagues from across the
Group have engaged in a wide variety of community and
charitable activities. The activities are many and varied and
the Group is often recognised for its efforts in this area.
The City Plumbing Supplies business made it through
to the final of the Business Charity Awards. The Travis
Perkins General Merchanting brand, received the Corporate
Partnership Innovation Award for its Breast Cancer
Campaign. Overall, during the year the Group and its
colleagues raised £1.9 million for charities and good causes.
At a local level, Northampton-based colleagues joined
forces with Northampton Saints RFC to organise the
Big Christmas Toy Collection for children in care or in
need. Finally the Wickes business gained an award for
Best Commercial Float at this year’s Manchester
Gay Pride Event.
• Populate more management pipelines with the desired
quality of people
Engagement
• Fast-track candidates towards management roles across
the Group and beyond
• Provide future managers with a far broader perspective
than traditional programmes including branch exposure
and support function specialism
• Enhance and stimulate a more diverse mix of high
potential managers for the future
Giving Colleagues More Choice - Launch of MyPerks
During the year further steps were taken to enhance the
Group’s industry leading, approach to compensation and
benefits. In order to provide more options and choice for
colleagues myPerks, an online hub for employees of the
Travis Perkins Group, was introduced in 2014. The hub is
open to all employees of the Travis Perkins Group and it
provides detailed information about all the rewards and
benefits that are included in the Perks scheme as well as
specific access to colleague rewards, benefits, discounts,
advice and guidance. To ensure ease of access, which is
crucial to myPerks, it can be accessed through work or
home computers, mobile phones or tablets.
The Group regularly undertakes surveys to measure how
employee engagement is changing and 2014 was no
exception. The Group recognises that engaged colleagues
continue to be a vital part of its success and is very pleased
that in 2014 levels of colleague engagement reached a
level that was 40% higher than when the Group first started
measuring it back in 2007.
Colleague engagement is key to the Group’s success so it
is good news that the 2014 survey showed that typically
8 out of 10 colleagues are proud to work for the business
and around 9 out of 10 feel loyal to their branch or store.
This sense of pride and loyalty makes the difference in
the way Travis Perkins people go about their business at
work and fuels the tremendous extra-curricular activities
undertaken with the charities and communities it supports.
Communication
Colleagues are regularly informed about the performance
of the Group and the business they work for through
a variety of internal engagement channels including a
Group quarterly magazine, face-to-face updates, printed
materials, video and digital sources. A number of the
Group’s businesses share their local news, successes
and strategic objectives in more detail through their own
quarterly publications and online communities, all designed
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to increase employee engagement and productivity.
The Group’s continuing efforts to drive employee
engagement have proven their worth, with all the businesses
delivering consistently high engagement scores in our
regular ‘You Talk, We Listen’ employee surveys.
Ethical Policies
The Travis Perkins Group is a leading supplier to Britain’s
building construction and home improvement industry.
Its reputation for providing excellent customer service with
the highest integrity is the direct result of the collective
effort of its employees, all of whom are caretakers of
that reputation. How the business conducts itself in
its businesses and how it treats others will continue to
determine how the world views Travis Perkins.
The Group has established clearly defined principles aimed
at helping all its employees to uphold the highest ethical,
legal and business standards across all the business
activities it is involved in.
The Group’s “Doing the Right Thing” initiative lays down the
standards expected of its colleagues under the umbrella
of three separate, but closely related policies on business
principles, diversity and encouraging equal treatment.
The initiative sets out the expectations that colleagues will
not have any involvement with acts of bribery, will avoid
conflicts of interest, will ensure they comply with all aspects
of all applicable laws when performing their duties and will
not become involved with any aspect of insider dealing.
During 2014 it was compulsory for all managers to
complete online anti-bribery training which provided an
overview of the Bribery Act and our policies regarding
Corporate Hospitality, Entertaining and Gifts and concluded
with a requirement to pass an online examination.
The completion of the anti-bribery training is a requirement
for all new managers and completions/non completions
are reported on monthly. Any Gifts and hospitality that are
accepted must be recorded in a register.
In summarising the Group’s commitment to integrity, to
acting honestly and ethically and to complying with the law
the initiative has provided a one-stop guide for colleagues
when considering how they interact with customers,
suppliers, shareholders and the communities in which they
operate. In essence it sets out the Group’s commitment to
“Doing the Right Thing”.
Any colleague who is concerned about wrongdoing,
malpractice or improper behaviour is encouraged to report
the matter using our confidential telephone hotline.
Equal Opportunities, Human Rights and Diversity
The Group is committed to promoting equality of
opportunity for all employees and job applicants. It is an
equal opportunity employer and always treats its employees
and applicants fairly regardless of their age, gender, full
or part time status, disability and marital status. Decisions
relating to any aspect of employment are based upon ability
and potential rather than age, sex, race, religion or belief,
disability or sexual orientation, gender reassignment, civil
partnership status, pregnancy or maternity.
The Group complies with national legal requirements
in respect of wages and working hours. It supports the
International Labour Organisation’s (“ILO”) standards
regarding child labour and minimum age. It is also
committed to working only with suppliers who embrace
standards of ethical behaviour that are consistent with
its own.
A workforce with a difference allows the Group to maximise
the unique and individual qualities of its people introducing
fresh perspectives and new ways of thinking into the Group’s
businesses. A diverse workforce is at the heart of a strong
business performance; it delivers increased engagement,
improves output and generates better financial returns.
The Group employs over 27,000 people in 18 different
businesses across both the retail and merchanting sectors.
Around 37% of the workforce in the Group’s retail sector
businesses is female; across the central functions it is 47%.
The Group’s challenge is to improve the attractiveness of its
merchanting businesses only 14% of colleagues are female.
As part of the Group’s strategy the diversity of all applicant
shortlists are now monitored by our recruitment teams.
The following table sets out more details of the mix of men
and women employed by the Group at the year-end.
F
M
Total
Number
763
3,536
560
902
643
186
6,590
%
Number
%
Number
47.2%
37.2%
17.8%
11.5%
16.9%
10.0%
23.7%
854
5,978
2,583
6,917
3,164
1,680
21,176
52.8%
62.8%
82.2%
88.5%
83.1%
90.0%
76.3%
1,617
9,514
3,143
7,819
3,807
1,866
27,766
%
100%
100%
100%
100%
100%
100%
100%
Central Functions
Consumer Division
Contracts Division
General Merchanting Division
Plumbing & Heating Division
Supply Chain
Grand Total
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The following table sets out the gender demographics for the Group:
Director
Senior Manager
Colleague
Grand Total
F
M
Total
Number
%
Number
%
Number
1
98
6,491
6,590
12.5%
20.0%
23.8%
23.7%
7
392
20,777
21,176
87.5%
80.0%
76.2%
76.3%
8
490
27,268
27,766
%
100%
100%
100%
100%
successes, supporting each other and inspiring more
women in to the Travis Perkins Group in the future.
At a senior leadership level 18% (2 out of 11) of the
operating Executive and 13% of the Board (1 out of 8)
are female.
The Women’s community was launched in 2014 and
now has over 400 members. Two Women’s community
conferences were held during the year where over
200 nominated attendees were treated to inspiring
speeches from women who have thrived in male
dominated businesses.
A Google + community was established in 2014 where
women (and men) can share their ideas, challenges and
John Carter
Chief Executive Officer
2 March 2015
Kaycee Benson – Travis Perkins, Vauxhall
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STAY SAFE
REPORT
FOR THE YEAR ENDED 31 DECEMBER 2014
The Group’s Stay Safe Philosophy and Objectives
The Group’s underlying philosophy
that all injuries are avoidable
and that everyone involved in its
business should return home safe
and well at the end of every day
remains unchanged.
It continues to recognise that achieving a significant
reduction in accidents is a major challenge for an
organisation of the scale and complexity of the Group and
that it requires dedicated effort and perseverance.
Since its inception in 2008, Stay Safe has resulted in real
improvement in the Group’s safety performance particularly
in the first couple of years, however improvement
has slowed and it is now at what is a recognised and
characteristic plateau.
This year the Group has engaged with external consultants
to conduct a qualitative assessment of ‘where it is now’
referencing ‘the safety culture ladder’ in one of its major
brands. The assessment considered five main drivers of
safety culture; Systems, Safety/Profit balance, Reporting,
Training and Communication. With some variation across
branches the overall assessment rated the brand as
3.82 out of 5 or approaching proactive. Considering the
detailed recommendations from the assessment, the
Group will determine its approach to a wider roll out of this
method for assessing its overall safety culture.
Safety Culture Ladder
GENERATIVE
(High reliability organisation) HSE is how we do
business around here
PROACTIVE
Safety leadership and values drive
continuous improvement
CALCULATIVE
Safety leadership and values drive
continuous improvement
REACTIVE
Safety is important, we do a lot every time
we have an accident
PATHOLOGICAL
Who cares as long as we’re
not caught
Stay Safe Governance
Throughout 2014 all Stay Safe activity was reviewed by the Plc Stay Safe Committee, in addition to Stay Safe performance being
reviewed at group board meetings. Stay Safe also forms part of regular Divisional leadership meetings.
Data Trends for 2014
Each months reports represents the rolling 12 month figure
Frequency Rates
11
10.5
10
9.3
9
8.3
0.25
0.2
0.15
0.1
0.05
0
Jan-14
Feb-14
Mar-14
Apr-14
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
Each months reports represents the rolling 12 month figure
Severity Rates
2014
2013
Jan-14
Feb-14
Mar-14
Apr-14
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
2014
2013
The Stay Safe report for 2013 noted a plateau effect in the
lost time frequency rates during 2013. For 2014, it is pleasing
to report that for most of the year frequency rate and group
severity rates were below those seen in 2013. This positive
trend is supported by a 29% reduction in the number of days
lost overall from 8,145 (2013) to 5,783 (2014). The main
contribution to the effect is a 10% reduction in those lost time
incidents that lasted a month or more.
Whilst reporting of ‘lagging’ or ‘output’ based indicators such
as injury frequency rates is helpful in demonstrating the
Group’s overall long term aim of reducing accidents, there is
often a lag between improvement activity and a translation
into accident reduction. With this in mind the Group will be
reviewing its performance measures with a view to focusing
on a new suite of ‘leading’ or ‘input’ based indicators and
objective measures of safety culture and behaviours. This
will allow a more proactive approach and a focus on human
factors and reducing errors in the workplace.
Safe Branches
Safe branches are those where:
• No lost time injuries have been reported
• Near misses are being reported using the Group’s online
reporting system
• The Group’s internal audit team has not given the branch a
red or amber rating following its most recent Stay Safe audit
In 2014 50% of the Group’s branches achieved this benchmark,
an improvement from 39.1% in 2013, which means a further
218 branches became safe branches in 2014. Because of the
size of the Group’s estate not all branches are audited for safety
every calendar year so the Group accepts that the safe branch
measure is an ‘indicative’ measure. It recognises that whilst
obtaining Safe Branch status is an achievement it also needs
to continually challenge the baseline for this benchmark and
‘raise the bar’ in terms of expectation for what makes a truly
safe branch. Therefore the Group will review the safe branch
standards and how it reports on this indicator to provide a
meaningful year-on-year comparison against a continually
improving standard.
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71
SECTION HEAD??. SECTION continuedNOTES TO THE FINANCIAL STATEMENTS STRATEGIC REPORT
TP Group Plc
General Merchanting
Contracts
P&H
Consumer
Safe Branch %
2013
2014
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
Type of Lost Time Injuries in 2014
The type of lost time injuries the Group experiences continue
to be broadly similar year-on-year.
However the Group is confident that its Manual Handling
programme LIFT and innovations in each its divisions to
reduce the need to manually handle heavy objects will
secure the reductions it seeks in lost time injuries in this
area. LIFT is a bespoke practical programme focusing on
the people, system and environmental issues effecting
manual handling. There is a focus on eliminating manual
handling tasks as well as teaching safe lifting techniques.
As reported in the transport matters section below the
Group has reason to be proud of its overall transport safety
record. Therefore, the Board was deeply saddened by the
tragic loss of one of the Group’s delivery drivers from F & P
Wholesale in a fatal road traffic accident during 2014.
Hit by moving / falling object
Hit by moving vehicle
Hit something fixed / stationary
Injured while manual handling
Slipped, tripped or fell on the same level
Some other kind of accident
2013
10%
26%
6%
26%
21%
23%
3%
4%
2%
7%
2014
38%
34%
Stay Safe Innovations in 2014
The Group’s businesses continue to take the Stay Safe
philosophy and translate this into specific actions that are
tailored to their operations and the safety issues that they
face. Some of the activity completed in 2014 includes:
were challenged with finding best manual handling practice
in the region and pitched their finding to a panel of yard
supervisors and drivers who scored ideas. The winning ideas
are now being developed for roll out across the division. They
include more effective manual handling accessories for fork
lift trucks.
• Keyline estimated that its manual workers in the yard move
between 4 and 6 tonnes each day. As part of its target to
reduce this by 75% in 3 years it ran a Strictly Come Dancing
meets the Dragons Den event where regional directors
• CCF have introduced new yard-safety co-ordinators
to provide a focal point for safety and purchased a ride
on sweeper to avoid manual sweeping and improve
housekeeping.
• BSS has launched its own LiFT programme, including a DVD
of colleagues from Cambridge in real life situations.
• Wickes has focused on behavioural safety, delivering training
to 433 branch managers, deputies and supervisors. It has
also been rolling out the LiFT manual handling programme
and improving employee engagement.
• Within General Merchanting, in addition to behavioural
training for its branch managers and yard supervisors, a
Stay Safe challenge was run where branch teams were
encouraged to spot potential hazards in branches and to
fix them, reporting fixed hazards to their regional director.
The Group believes that in excess of 200 potential hazards,
which could have led to an injury to a colleague or customer
in our branches, have been spotted and fixed.
• All Plumbing & Heating Division drivers received a drivers
day card signed by their regional director, and all directors,
senior managers, heads of department and many branch
managers booked a day out with a driver to help their
understanding and learn more about the drivers’ role and
how their safety can be improved.
• All Plumbing & Heating branches held a Stay Safe meeting
on June 27, with the branches closing early to facilitate an
effective meeting. Branch managers were provided with
supporting materials, flipcharts etc. to launch the “Hole in the
Swiss Cheese” reporting system. The team meeting session
also built on some of the feedback from the drivers’ day to
fully engage all the branch colleagues in making sure safety
is an integral part of the operation, from
making a sale to delivering the products. The
concept of holes in the Swiss cheese was
launched across the Plumbing & Heating
Division to better illustrate the importance
of hazard spotting and reacting to near
misses or unsafe behaviours.
Transport Matters
For the fourth year in a row the Travis
Perkins Group has achieved gold accreditation as part
of the Fleet Operators Recognition Scheme (FoRS) and has
built on the success of being finalists in the Motor Transport
Industry awards last year by winning the 2014 Safety in
Operation Award.
The Construction Logistics and Cycle Safety (CLOCS)
programme brings together developers, construction
companies, operators, vehicle manufacturers and regulatory
bodies to ensure a road safety culture is embedded across
the construction industry. In 2014 the Group became a
CLOCS Champions, i.e. one of the organisations that have
signed a Memorandum of Understanding with Transport for
London to support the CLOCS programme.
As a major part of the Group’s outward supply, deliveries are
subject to the FORS and now the CLOCS requirements, and
it has again been accredited in 2014, passing the required
audits. The standard is based around safety in driving
and vehicle design, and highlights vulnerable road users,
i.e. cyclists. The accreditation also provides a competitive
advantage as it can be a requirement to trade with certain
customers and so is responsible for over £12m in sales for
Keyline via the rail industry.
The Group was successful in winning the Fleet Safety
Award in 2014 from BRAKE the road safety charity, which
was based on its work with the Fleet Risk Assessors, and the
Safer Roads campaign. The award recognised the Group’s
success in reducing its accident ratio from 0.7 to 0.54
through the use of vehicle telemetry, which provides live
data from vehicles such as GPS location, speed, fuel use etc.
as well as sharing lessons from incidents to coach drivers.
From January 2014 all new fleet vehicles have been fitted
with 4 way cameras to protect the Group and its drivers
from fraudulent claims and help with investigations into any
incidents. The system has a 30 day recording facility so all
incidents are reviewed and the footage is used to progress
cases and help with training.
Looking Ahead to 2015 and Beyond
As part of its continual challenge for improvement in safety
performance, the Group has recruited a Safety Change
Director. Whilst responsibility for safety will remain devolved
to the divisional leadership teams, this new role will act
as a thought leader for the Group and focus on new ways
to engage with employees and will work with each of the
Divisions to build stronger sustainable programmes to
embed the Stay Safe philosophy.
Embedding grass roots behavioural safety will form a key
part of the strategy along with a focus on consistency in
regional and branch manager visible leadership. Where
attention is focussed on leadership training the Group will
challenge itself to measure and improve the effectiveness of
this training and its translation into actions on the shop floor.
It will also start to champion general health and wellbeing
as a key part of its engagement and improvement strategy
as well as reviewing all of its safety performance measures.
This is my last report before handing over the Chairmanship
of the Committee to my colleague Peter Redfern, the CEO
of Taylor Wimpey, who brings a wealth of experience of
safe working conditions in the construction industry. In spite
of the fact that there are still too many accidents in the
Group, there is no doubt in my mind that the investments
in equipment, training and processes will over time help
the Group achieve its goal of a significant reduction in the
number of accidents.
I would like to sincerely thank all colleagues in the Group
for their efforts in making Travis Perkins a safer place for
themselves, their colleagues and our customers.
Andrew Simon
Chairman Plc Stay Safe Committee
2 March 2015
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ANNUAL REPORT & ACCOUNTS 2014
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73
STRATEGIC REPORT
ENVIRONMENTAL
REPORT
FOR THE YEAR ENDED 31 DECEMBER 2014
Behaving Responsibly
Travis Perkins takes pride in attaching the values of working
safely, fairly and ethically to its business activities. These
values are described as the Group’s Cornerstones, and they
apply just as much to environmental performance as they
do to other aspects of the Group’s operations. At the same
time, an essential part of being a successful, sustainable
company is the return that is provided to shareholders.
This means that the way environmental impact is reduced
is also shaped by the desire to create sustainable
competitive advantage.
In 2014 the Group’s performance1 met or exceeded targets
in many areas. In some, it fell short of expectations and
there is still work to be done, as described in this summary
of activities which covers three areas: buying, operating
and selling.
Buying Responsibly
Headline Results for 2014
• 97% certified timber (up from 93% in 2013 and surpassing
the Group’s 2017 target of 96%)
• Better understanding of the Group’s Supply Chain impacts
Within the Travis Perkins Group there are 18 brands
and more than 2,000 suppliers. This makes it possible
to positively influence environmental awareness and
performance across an extremely wide group of
stakeholders. It’s really an extension of the Group’s family
values. A key aspect of the Group’s approach to working
with suppliers is understanding their energy, greenhouse
gas, water and waste performance, and to openly share and
report that data. The objective is to encourage more
co-operation between suppliers and to lead the way for the
UK building materials industry.
Timber certification is another key business issue that the
Group is able to use its buying power to influence, for the
good of the environment. As the percentage moves closer
to 100, the task becomes even more challenging. For this
reason, during 2014 the Group began providing support to
smaller suppliers to help them with certification challenges
and help to ensure that they achieve full compliance.
d
e
s
a
h
c
r
u
p
r
e
b
m
T
i
100%
80%
60%
40%
20%
0
Timber Certification
18%
75%
13%
84%
96%
2013
2014
2017 Target
Other certified
FSC
Operating Responsibly
Headline Results for 2014
• 45% energy reduction due to lighting improvements in
5 Wickes stores
• 89% Waste diverted from landfill
During 2014 the “Constant Energy Conversation” began
at Wickes. The objective was to get store managers
and their colleagues to adopt a more active approach
to energy conservation. The results were extremely
encouraging. Initially, energy champions were enlisted
and trained by the Energy Managers’ Association in
15 regions. By the end of 2014 over half of the Wickes
managers had completed the training which has
produced energy reductions, along with the associated
savings in energy cost. An ambitious pilot project focused
on replacing lighting in some existing Wickes stores.
As a result, energy savings across 5 of the stores in the
pilot averaged 45%. The project is due to be rolled out
to all stores, beginning in 2015. However, in spite of the
big improvements made in energy management, the
Group did fall short of its reduction target for the year,
so there is still work to be done. This aspect of carbon
performance is balanced by the outstanding results that
were achieved with CDP (formerly the Carbon
Disclosure Project). Very few companies voluntarily
report on all 3 disclosures (carbon, water and forestry).
Travis Perkins Group does; achieving a score of 88 for
disclosure and B for performance for the climate change
submission, as well as being recognised by CDP as the
company with the most improved deforestation policy in
its sector.
Environmental incidents and complaints rose during 2014 and
as a result, the Group fell short of its stated 2014 target of 10.
A non-compliance issue at Solfex, which occurred prior to the
Company’s acquisition by Travis Perkins Group, was voluntarily
reported to the Environment Agency. There is work still to be
done on achieving the targets in this area. However, across
the Group significant improvements in site management
procedures and compliance have been made, in spite of the
challenges faced by a business as large and diverse as this one.
Environmental Incidents and Complaints
i
s
t
n
a
l
p
m
o
c
&
s
t
n
e
d
c
n
i
I
70
60
50
40
30
20
10
0
13
40
12
27
2013
2014
10
Target
Reportable incidents
Incidents & complaints
The tonnage of waste diverted from landfill continued to
improve during the period alongside improved recycling
rates, with the implementation of dry mixed recycling (DMR)
in selected branches providing further opportunities to
reduce landfill quantities.
s
e
l
a
s
p
u
o
r
G
m
£
r
e
p
e
2
O
C
s
e
n
n
o
T
45
40
35
30
25
20
15
10
5
0
CO2e Emissions
21.1
18.6
19.5
17.8
28.6
2013
2014
2020 Target
s
e
l
a
s
e
r
o
c
d
n
a
s
e
l
a
s
d
r
a
y
f
o
m
£
r
e
p
e
t
s
a
W
f
o
s
e
n
n
o
T
9
8
7
6
5
4
3
2
1
0
Waste Tonnage
6.1
1.5
2013
7.5
0.9
2014
2.2
2014 Target
Transport
Energy
Diverted from Landfill
Landfill
1 This Report includes data for companies where Travis Perkins plc has operational control except PlumbNation (76%) (recent acquisition) and Primaflow (recent acquisition).
It excludes activities and data relating to, Rinus Roofing Supplies Ltd (interest disposed of during 2014), The Mosaic Tile Company Ltd (49%) and Toolstation Europe Ltd (49%).
74
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
75
STRATEGIC REPORT
Selling Responsibly
Headline Results for 2014
• Halving carbon intensity2 by 2020, compared to the Group’s
original 2005 baseline. This equates to a 28% reduction on
the Group’s new 2013 base year3
• Increased stakeholder awareness of sustainable products
• Zero waste to landfill by the end of 2017
and opportunities
An entire business, Sustainable Building Solutions (SBS)
is dedicated to selling sustainable products as well as
professional services and training focused on building
regulations. SBS focuses exclusively on helping customers
reduce both operating costs and environmental impact.
This approach to making things easy for customers is
also demonstrated in the Group’s waste-broking initiative,
which enables customers to include recycling skips on their
materials purchasing account. A waste recycling “take back”
scheme was also introduced during 2014, enabling customers
to pass responsibility for managing and recycling product
packaging, such as cardboard and plastic, back to the Group.
Progressing Responsibly
During 2014, environmental improvement measures
accounted for over £11 million of savings. Quantifying
risks and opportunities enables us to identify competitive
advantage and improved profitability resulting directly from
the implementation of environmental initiatives.
Moving forward, there are three major environmental targets
that will be a focus of particular attention in the future.
Scope 1
Direct emissions from burning gas and solid fuel for heating
and from road fuel use for distribution6
Scope 2
Indirect emissions from the Group’s use of electricity.
Intensity
Tonnes of CO2e from Scope 1 and 2, sources per million pounds of
inflation adjusted sales
John Carter
Chief Executive Officer
2 March 2015
• 96% certified timber purchases by the end of 2017
Each division will have direct responsibility for its own
environmental performance from 2015, with sustainability
leadership being recognised by the Board as a core
leadership competency. During 2015 the Group will be
embarking on the most comprehensive stakeholder
engagement exercise ever to be undertaken by the business,
with a view to reporting to the new Global Reporting
Initiative G4 guidelines in future years. For this year data and
performance have once again been independently verified
by LRQA, full details of which are available on the new
environmental section of the Travis Perkins Group website.
The web will be used increasingly to update stakeholders
on progress during 2015.
(Visit: www.travisperkins.co.uk/responsibility/environment.aspx)
The Group has considered direct GHG emissions
(Scope 1) and indirect GHG emissions (Scope 2) from all
activities and operations where the Group has operational
control over the business.
The Group has reported on all of the emissions’ sources
required under the Companies Act 2006 (Strategic Report
and Directors Reports) Regulations 2013. Scope 1 and
2 emissions are calculated using the UK Government
Conversion Factors for Company Reporting 2014. 95% of
Scope 1 and 2 data is from measured sources4 with the
remainder extrapolated from expenditure on fuel.
Carbon Dioxide Equivalent (CO2e) Tonnes
Comparison year 20135
Reporting year 2014
136,614
132,295
68,904
39.697
74,292
37.24
Notes
2 Carbon intensity is referenced to turnover, which is adjusted to allow for inflation, relative to the baseline year. It uses best available financial data at the time the report was produced.
3 2013 was chosen as the new base year due to significant changes to the business.
4 10% of the energy data is estimated due to supplier data provision issues.
5 Fugitive emissions from domestic refrigeration, vehicle & building air conditioning have been excluded in 2013 as they were not material to the Group’s overall emissions.
6 Scope 1 CO2e emissions include 24,184 from buildings and 108,111 from transport.
7 This carbon intensity value was reported as 54.36 in the Group’s 2013 report. The new value represents the Group’s base year change from 2005 to 2013 using unadjusted sales
figures.
76
ANNUAL REPORT & ACCOUNTS 2014
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77
SECTION HEAD
78
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
79
CORPORATE
GOVERNANCE
80
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
81
82 Directors
86 Committees and advisors
88 Corporate governance report
94 Audit Committee report
98 Directors’ remuneration report
118 Nominations Committee report
120 Directors’ report
124 Statement of directors’ responsibilities
125 Independent auditor’s report to the
members of Travis Perkins plc
SECTION HEAD Chairman
Robert Walker
Robert Walker was appointed as a non-executive director in
September 2009 and became Chairman in May 2010. He is chairman
of Enterprise Inns plc, and of Eagle TopCo Limited. He was chairman
of W H Smith PLC, Williams Lea Group Ltd, Americana International
Holdings Ltd and BCA Marketplace, senior independent director
of Tate & Lyle PLC and Group Chief Executive of Severn Trent Plc.
Previously, he spent over 30 years with Procter & Gamble, McKinsey
and PepsiCo and has also served as a non-executive director on a
number of other FTSE 100 and 250 boards. He is Chairman of the
Nominations Committee and a member of the Remuneration and
Stay Safe Committees.
Chief Executive
John Carter
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 Deputy Chief Executive in December 2011.
He was appointed Chief Executive on 1 January 2014. He is a trustee
of the Building Research Establishment. He is a member of the
Stay Safe Committee and Chairman of the Executive Committee.
Chief Financial Officer
Tony Buffin
Tony Buffin was appointed as Chief Financial Officer on 8 April 2013.
He is a chartered accountant and was previously with the Coles Group in
Australia where he was Chief Financial Officer from 2009. Prior to that
he was Chief Executive Officer of the Loyalty Management Group. He is a
member of the Executive Committee.
Non-Executive Director
Ruth Anderson
Ruth Anderson was appointed as a non-executive director in
2011. She is a non-executive director of Ocado plc, Coats plc,
Coats Group plc, The Royal Parks - an executive agency of
the Department of Culture, Media and Sport, and a trustee of
the charity, the Duke of Edinburgh’s Award. 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 Chairman of the
Audit Committee and a member of the Stay Safe Committee.
Non-Executive Director
Coline McConville
Coline McConville was appointed as a non-executive director on
1 February 2015. Coline is currently a non-executive director of
TUI AG, Inchcape PLC, Fevertree Drinks PLC, UTV Media PLC
and Wembley National Stadium Limited and was formerly a non-
executive director of Shed Media PLC and HBOS PLC,
and a global advisor and director of Grant Thornton International
Limited. Previous to that Coline was Chief Operating Officer and
Chief Executive Officer Europe of Clear Channel International
Limited. She holds an MBA from Harvard Business School,
where she was a Baker Scholar. Coline joined the Remuneration
Committee and the Nominations Committee of the Board upon
appointment and has since joined the Audit Committee.
It is anticipated that she will become Chair of the Remuneration
Committee in due course when Andrew Simon retires.
Non-Executive Director
Pete Redfern
Pete Redfern was appointed as a non-executive director on
1 November 2014. He is currently Chief Executive of
Taylor Wimpey plc and is also a Chartered Accountant.
Pete was previously Chief Executive of George Wimpey Plc
and prior to that, he held the roles of Chief Executive and
Finance Director of its UK Housing division. Pete is a member
of the Remuneration Committee, Stay Safe Committee and
the Nominations Committee. It is anticipated that he will
become Chair of the Stay Safe Committee in due course when
Andrew Simon retires.
Non-Executive Director
Christopher Rogers
Christopher Rogers was appointed as a non-executive director
on 1 September 2013. He is a chartered accountant,
Managing Director of Costa Coffee and a director of
Whitbread PLC, of which he was Group Finance Director from
2005 to 2012. He was Group Finance Director of
Woolworth Group PLC from 2001 to 2005 and previously
held senior roles in both finance and commercial functions
in Comet Group PLC and Kingfisher PLC. He was also a
non-executive director of HMV Group PLC from 2006 to
2012. He is a member of the Audit Committee and the
Nominations Committee.
Non-Executive Director
John Rogers
John Rogers was appointed as a non-executive director on
1 November 2014 and is currently Chief Financial Officer of
J Sainsbury plc and a member of the Board of Sainsbury’s
Bank plc. During his career at Sainsbury’s he has held the posts
of Property Director, Director of Group Finance and Director of
Corporate Finance. Prior to joining Sainsbury’s, John held
a variety of financial, operational and strategy roles.
John is a member of the Audit Committee and the
Nominations Committee.
Non-Executive Director
Andrew Simon O.B.E.
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
LLP (Guernsey), Icon 1A GP Ltd, BCA Marketplace and
Gulf Keystone Petroleum Ltd (Bermuda). He was previously
Deputy Chairman of Dalkia plc, Chairman, and before that 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 the Senior Independent Director and chairman of the
Remuneration and Stay Safe Committees and a member of the
Nominations Committee.
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84
CORPORATE GOVERNANCEDIRECTORS “Through investing in customer propositions, optimising the
branch network, accelerating the scale advantage the Group
enjoys and disciplined portfolio management the Group
remains confident it can continue to outperform the markets
it operates in over the year ahead and the medium-term.”
Robert Walker Chairman
“2014 was the first year in our five year journey to grow each
of our businesses in a sustainable way. I am pleased that
during this year of investment we grew revenues, earnings at
a faster pace and the dividend at an even faster pace.”
John Carter Chief Executive
CORPORATE GOVERNANCE
COMMITTEES AND
ADVISORS
Committees
Secretary
Audit Committee
Deborah Grimason
Ruth Anderson (Chair), John Rogers, Christopher Rogers, Coline McConville
Remuneration Committee
Andrew Simon (Chair), Pete Redfern, Coline McConville, Robert Walker
Nominations Committee
Stay Safe Committee
Executive Committee
Robert Walker (Chair), John Rogers, Andrew Simon, Christopher Rogers,
Ruth Anderson, Pete Redfern, Coline McConville
Andrew Simon (Chair), Pete Redfern, Ruth Anderson, John Carter, Robert Walker
John Carter (Chief Executive and Committee Chairman)
Tony Buffin (Chief Financial Officer)
Norman Bell (Group Strategy & IT Director)
Frank Elkins (Divisional CEO, Contracts Division)
Deborah Grimason (Company Secretary & General Counsel)
Andrew Harrison (Divisional COO, General Merchanting Division)
Carol Kavanagh (Group HR Director)
Simon King (Wickes Managing Director)
Martin Meech (Group Property Director)
Ian Preedy (Group Commercial Director)
Robin Proctor (Group Supply Chain Director)
Paul Tallentire (Divisional CEO, Plumbing & Heating Division)
“Strong capital discipline is a fundamental part of the overall
group strategy. By focusing on investing in areas with a
strong incremental return on capital we increased our key
lease adjusted return on capital employed measure in each
of our Divisions, bringing the group total to 10.4%.”
Tony Buffin Chief Financial Officer
Advisors
Investment Bankers / Advisors:
HSBC Bank plc, Nomura International plc
Corporate Brokers:
Citibank, JP Morgan Cazenove
Bankers:
Solicitors:
Auditor:
Registrar:
The Royal Bank of Scotland plc, Barclays Bank plc, Lloyds Bank plc
Linklaters LLP, London; Herbert Smith LLP, London
Deloitte LLP, London
Capita Registrars, Beckenham
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87
CORPORATE GOVERNANCE
CORPORATE
GOVERNANCE REPORT
FOR THE YEAR ENDED 31 DECEMBER 2014
UK Corporate Governance Code
The following pages
explain how the Company
has applied the principles
and provisions of the 2012
UK Corporate Governance
Code (“the Code”)
during 2014.
I would like to make the following points by way of
introduction before describing the Group’s approach in more
detail. I hope you will find them helpful:
• The Board considers that John Carter in his first full year as
Chief Executive has seamlessly succeeded Geoff Cooper,
and has established an excellent working relationship with
Tony Buffin, who joined the Company in April 2013
• Having successfully completed the recruitment of three
non-executives, the Group now has a stable and superbly
qualified Board to monitor, challenge and support the
evolution of the Company’s strategy
• Given the rotation in non-executives in 2014, the Board
delayed, for a year, the initiative of having individual
non-executives ‘mentoring’ one of the Group’s businesses
or central functions and we plan to reintroduce this later
in 2015
• An external evaluation of the Board’s performance was
conducted by Egon Zehnder, one of the UK’s foremost
providers of such services, and the results are summarised
on page 91
• The Board continues to welcome extensive and
regular shareholder engagement on both business and
governance matters
• On governance issues, the Group always aims to engage
early and with as wide a range of shareholders as possible,
contacting at least the top 20 investors. In 2014, and
despite follow-up reminders, the Board was disappointed
that fewer shareholders chose to engage, on the basis
that they had no governance concerns. The Board’s view
is that Group would always prefer to have a regular
annual discussion
• The Board has decided not to adopt voluntary reporting
against the 2014 edition of the Code which applies to
financial periods starting on or after 1 October 2014
The following pages summarise the Company’s governance
practices by reference to the five main sections of the Code.
1. Leadership
At 31 December 2014 the Board was made up of six
non-executive directors (including myself as Chairman) and
two executive directors. A further non-executive director
(Coline McConville) was appointed and took up her role on
1 February 2015. Andrew Simon is the Senior Independent
Director. The Board has a schedule of matters reserved
to it, which is reviewed annually. Revisions were made in
December 2014 to:
• Raise to £10m the level of capital expenditure requiring
Board approval
• Require the acquisition of any business or company whose
business is not within the ordinary course for the Group to
be approved by the Board
• Remove (subject to safeguarding provisos) change of
control provisions in certain contracts with public bodies
from the requirement to obtain Board approval
• Remove parent company guarantees of £50,000 and
under from the requirement to obtain Board approval
The Board’s 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 Group’s exposure to key risks. It also reviews the
strategy of the individual businesses, the annual budget and
progress towards the achievement of the budget and long
term objectives. Legislative, environmental, health and safety
and employment issues are also considered.
The Board has approved a written statement of the division
of key responsibilities between the Chairman, and the Chief
Executive. This is reviewed annually and minor changes
were made in 2014. The Board, in 2014, also approved a
statement of the role of the Senior Independent Director.
The Company maintains directors & officers’ insurance
in respect of the risk of claims against directors. This is
reviewed annually and has been increased in 2014.
All directors have direct access to the Company Secretary
/ General Counsel and may take independent professional
advice in the furtherance of their duties if necessary.
I agree the agenda for board meetings in conjunction with
the Chief Executive and the Company Secretary / General
Counsel. Agendas are based upon an annual plan, but also
include matters of particular interest or concern to the
Board at any particular time.
I monitor the information provided to the Board to ensure it
is sufficient, timely and clear.
I generally contact all the Non-executive Directors in
advance of Board meetings, to suggest the key issues for
discussion. In particular I discuss the meeting papers with
any director who is unable to attend, to obtain that director’s
views. At the meetings, as Chairman, I ensure that each
director is able to make an effective contribution within an
atmosphere of transparency and constructive debate.
Between Board meetings I maintain frequent direct contact
with the Executive Directors and keep the Non-executive
Directors informed of material developments. I held
a number of meetings during the year with all the
Non-executive Directors, without the Executive Directors
being present.
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SECTION HEAD CORPORATE GOVERNANCE
Board Meetings
The Board held nine scheduled meetings in 2014. Three
meetings considered the Group’s long term strategy.
Six meetings included either visits to parts of the Group’s
operations or presentations by senior executives on their
areas of responsibility. Non-executive directors also made
individual visits to operational sites. In addition to the regular
board meetings, key financial information is circulated to the
Directors outside of meetings.
The number of Board and Committee meetings attended by
each director (in whole or in part) during the year is detailed
in the table below.
PLC Board No.
Audit No.
Remuneration No.
Nomination No.
Stay Safe No.
Number of meetings
Attendances:
R. Anderson
A. D. Buffin4
J. P. Carter4
J. Coleman1
G. I. Cooper2
P. Redfern3
C. C. B. Rogers
J. Rogers3
A. H. Simon
R. M. Walker4
9
9
9
9
8
-
1
8
1
9
9
4
4
-
-
3
-
-
3
-
-
-
4
-
-
-
3
-
1
-
1
4
4
4
4
-
-
4
-
-
3
-
4
4
4
4
-
4
-
-
-
-
-
4
4
1 Retired 31 October 2014 2 Retired 6 March 2014 3 Appointed 1 November 2014 4 Although not a member of the Audit Committee has attended four
meetings during the year
Board Committees
The Group has five Board Committees: the Audit
Committee, the Remuneration Committee, the Nominations
Committee, the Stay Safe Committee and the Executive
Committee, which operate within defined terms of reference,
which are reviewed annually. Summaries of 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 Chief Executive
and its members are listed on page 86. 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
On occasions during 2014, sub-committees of the Executive
Committee met to carry out more detailed reviews of
particular areas.
2. Effectiveness
Save in respect of Andrew Simon who reached the ninth
anniversary of his appointment on 20 February 2015 none
of the specific circumstances set out in Code provision
B.1.1 apply. Nevertheless, the Board is satisfied that all the
Non-executive Directors are independent.
Given the significant changes to Board composition
which have taken place over the past two years and the
Company’s ambitions for growth presented to investors at
the 2013 Capital Markets day the issue of orderly Board
succession is of critical importance. A period of transition
and handover of between nine and twelve months between
Andrew and those new directors who will be assuming
membership and chairmanship of Committees in his stead
is considered to be necessary and in the best interests of
investors and accordingly the Board has decided to extend
Andrew’s term of office until 31 October 2015.
Appointments of new directors are made by the Board on
the recommendation of the Nominations Committee. I chair
that Committee and all the other members are independent
non-executive directors. A report of the Committee’s work in
2014 is on pages 118 to 119.
Appointments of Non-executive Directors
The Group’s policy is to recruit people of the highest calibre,
with a breadth of skills and experience appropriate for
the Company’s business. The Group’s businesses both
trade and retail, are trading businesses. Given the highly
competitive and fast moving nature of the markets in which
the Group operates, the Group’s preference in seeking
future non-executives, is to attract individuals who have had
significant Profit and Loss experience as CFOs or CEOs;
additional expertise in areas relevant to the Group’s businesses
is also valuable. The Group supports the principles of the
Davies Review and the need for a diverse board, although it
does not intend to commit to specific quotas. The Group uses
search firms who abide by the voluntary code of conduct
which followed the Davies Review. The Board diversity policy is
summarised in the Nominations Committee Report.
Non-executive directors are appointed for a period until
the third AGM following election, 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 the need for progressive
refreshing of the Board, maintenance of a balance of skills
and experience 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
May 2018 (6 years 7 months)
Coline McConville
May 2018 (3 years 4 months)
Peter Redfern
May 2018 (3 years 7 months)
Christopher Rogers
August 2016 (3 years)
John Rogers
May 2018 (3 years 7 months)
Andrew Simon
October 2015 (9 years 7 months)
Robert Walker
September 2015 (6 years)
The letters of appointment will be available for inspection at
the Annual General Meeting (“AGM”).
During 2014 Pete Redfern and John Rogers joined the Board
and on 1 February 2015 Coline McConville also joined.
Pete is CEO at Taylor Wimpey plc, John is Group CFO at
J Sainsbury plc and Coline is an experienced non-executive
director. In view of the number of changes that there have
been recently, and in order to secure continuity during
this period of change, Andrew Simon’s appointment was
extended beyond his normal retirement date of February
2015. This extension will be until 31 October 2015.
Induction
The Group has an induction process for new directors, which
is facilitated by the Company Secretary / General Counsel.
In particular, this includes a programme of meetings
with senior management in both operations and central
functions, and visits to a range of branches and stores.
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 Statement of
Principal Risks and Uncertainties on pages 58 to 63.
Evaluation of Board Performance
Each year, the Board undertakes an evaluation of its
performance and the performance of its Committees and
individual directors. The Board’s policy is to engage an
external facilitator to assist this process every three years.
In 2007, 2011 and in 2014, the Board’s performance was
reviewed externally by Egon Zehnder. The Board had no
conflict of interest with Egon Zehnder, who has conducted in
excess of 400 external reviews, significantly more than most
other comparable firms.
In 2013, the Board carried out an internal review of its
performance. Reviewing the actions identified at that time,
the Board has performed well on all items. Non-executive
succession has been comprehensively managed. The success
of the 2013 Capital Markets day presentation has been built
upon. Further streamlining of the financial reporting for the
Board was completed in May 2014. The Board devoted more
time to management succession and development
beyond the senior team. Finally, the Board continued to
involve appropriate and challenging external expertise in
its discussions.
Turning to 2014, the Board once again conducted an external
performance evaluation. This entailed each director, the
Company Secretary and the Executive Committee members
completing a questionnaire about the performance of the
Board and its Committees, followed by individual interviews
with Egon Zehnder. Egon Zehnder presented its report to the
Board in December 2014. Additionally, the Non-executive
Directors led by the Senior Independent Director conducted a
review of my own performance.
As a result, the Board determined that it had effectively
managed the achievement of the Company’s objectives
during the year, that the mix of knowledge and skills among
Board members was appropriate, and that the Board
worked cohesively.
For 2015, the following areas for focus, among others,
were identified:
• Honing Board processes
• Medium-term board succession planning
In 2015, an internal review of the Board’s performance will
be conducted.
Re-election
At the AGM, all directors will submit themselves for
election or re-election as appropriate. 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 election or
re-election. The other directors, in a process led by the
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91
SECTION HEAD CORPORATE GOVERNANCE
Senior Independent Director, have reached a similar view
with 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. The skills required for the Board
include experience in the merchanting and retail sectors,
capital project and M&A evaluation, as well as the essential
understanding of financial controls and accounting. An
understanding of information technology is increasingly
important.
3. Accountability
A review of the performance of the Group’s businesses
and the financial position of the Group is included in the
Strategic Report on pages 38 to 57. The Board uses it
to present a full assessment of the Group’s position and
prospects, its business model, and its strategy for delivering
that model. The directors’ responsibilities for the financial
statements is described on page 124.
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
The day-to-day operation of the system of internal control
is 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
It is the responsibility of the Board to establish the risk
framework within which the Group operates. The Board and
the Executive Committee review the risk register twice and
the risk appetite once in each year. Members of the Audit
Committee also receive reports 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 and
managers are asked, each 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.
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,
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 four independent non-executive directors. Its key
responsibilities and a description of its work in 2014 are
contained in its report, which is set out on pages 94 to 97.
• The committed facilities available to the Group and the
covenants thereon
4. Remuneration
• The Group’s robust policy towards liquidity and cash
flow management
• The Group management’s ability to successfully manage
the principal risks and uncertainties outlined on
pages 58 to 63 during periods of uncertain economic
outlook and challenging macro-economic conditions
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 threat posed by
those risks, and any perceived change in that threat, is
reviewed half yearly by both the Executive Committee and
the Board. The system manages rather than eliminates risk
and therefore can only provide reasonable, and not absolute,
assurance against material misstatement or loss.
The Board has established a Remuneration Committee
consisting of the Chairman and three independent
non-executive directors. Its responsibilities include
remuneration policy, a 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 or her own remuneration.
The Committee’s key responsibilities and a description of its
work in 2014 are contained in its report, which is set out on
pages 98 to 117.
The constitution of the Committee did not comply with
provision D.2.1 of the Code from the beginning of the year
until the appointment of Pete Redfern and John Rogers. As
described elsewhere there has been period of significant
turnover within the Company’s Non-executive Directors and
it has taken time to re-populate the Committee to meet the
Code requirements.
5. Relations with Shareholders
The Company encourages two-way communication with
both its institutional and private investors and responds
promptly to all enquiries received. Each year, the Company
reviews its strategy for engaging with shareholders. In 2014,
the Executive Directors and I, either separately or together,
attended a large number of meetings with analysts, and with
shareholders.
In November 2014 the Group held an Operational Briefing day,
which was attended by more than 50 investors and analysts
as well as a number of representatives from the Group’s
banks. The Executive Directors together with members of the
Executive Committee delivered an update on progress against
the strategy which was presented at the Capital Markets day
in 2013. A copy of the presentation is available in the investor
section of the Group’s website at www.travisperkinsplc.co.uk.
The Chairman and the 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.
The Group makes the Senior Independent Director available
as a direct contact for investors and shareholders, if they
wish. However, no meetings have in fact taken place
between the Senior Independent Director and investors due
to an absence of appetite for such meetings among the
Company’s investors, and accordingly the Company has not
complied with provision E.1.1 of the Code in this respect. As
regards governance issues, as Chairman I aim to meet with
major shareholders shortly after the previous year’s Annual
General Meeting. These meetings are deliberately timed
early in the year so that the Board can consider and respond
to shareholder concerns well in advance of the following
year’s annual report and shareholder meeting. I normally
contact the Group’s 20 largest shareholders to ensure the
widest consultation possible and particularly, given market
volatility, to ensure that the views of any shareholder
which substantially increases its stake during the year
have been fully taken into account. In 2014, and despite
follow-up reminders, the Board was disappointed that fewer
shareholders chose to engage, on the basis that they had no
governance concerns. The Board’s view is that Group would
always prefer to have a regular annual discussion.
As well as sending the annual report to shareholders, during
the year, the Group published its interim results on its
website and issued two interim management statements.
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.
The Board’s Fair, Balanced and
Understandable Declaration
At the board meeting during which the Group’s results for
the year were presented by the Chief Executive and the
Chief Financial Officer, the Board also considered whether
the annual report and accounts, when taken as a whole,
present a fair, balanced and understandable overview of the
Group and its performance. After:
• Hearing from the Executive Directors
• Receiving a report from the Chairman of the Audit
Committee on that Committee’s meeting to discuss
the preparation and content of the year-end financial
statements and the audit conducted upon them
• Discussing the contents of the Annual Report and Accounts
• Recognising that the Auditors have stated in their audit
report on page 128:
“We are required to consider whether we have identified
any inconsistencies between our knowledge acquired
during the audit and the directors’ statement that
they consider the annual report is fair, balanced and
understandable and whether the annual report
appropriately discloses those matters that we
communicated to the Audit Committee which we
consider should have been disclosed. We confirm that
we have not identified any such inconsistencies or
misleading statements.”
The Board concluded that the annual report and accounts
are fair, balanced and understandable and accordingly the
Directors’ declaration to that effect can be found in the
Statement of Directors Responsibilities on page 124.
Corporate Governance Compliance
Statement
I am pleased to report that the Board considers that the
Company has complied throughout the year ended
31 December 2014 with the provisions set out in the Code
save that for the reasons described on pages 92 and 93:
• The Remuneration Committee comprised only two
independent non-executive directors plus the Chairman
until the Committee membership was supplemented by
the appointment of John Rogers and Pete Redfern
• The Senior Independent Director has not proactively met
with Investors; but has made himself fully available for
meetings should investors request them
Robert Walker
Chairman
2 March 2015
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SECTION HEAD CORPORATE GOVERNANCE
AUDIT COMMITTEE
REPORT
FOR THE YEAR ENDED 31 DECEMBER 2014
Dear Shareholder
As chairman of the Audit Committee, I am pleased to report
below on the work of the Committee in 2014.
Role of the Audit Committee
The Committee’s full terms of reference (which are reviewed
annually and were last updated in December 2013) are
available on the Group’s website (www.travisperkinsplc.co.uk),
or on request to the Company Secretary / General Counsel.
Membership and Attendance
I was chairman of the Committee throughout the year.
Christopher Rogers was a member of the Committee
throughout 2014 and John Coleman was a member of the
Committee until his retirement on 31 October 2014. John
Rogers joined the Committee following John Coleman’s
departure. John is currently Chief Financial Officer of
J Sainsbury plc and a member of the Board of Sainsbury’s
Bank plc. Since the year end the Committee has also been
joined by Coline McConville whose biographical details can
be found on page 83.
All members of the Committee are considered to
be independent and have considerable financial and
commercial experience gained through a variety of
corporate and professional appointments. In particular, the
Board considers that John Rogers, Christopher Rogers and
I have the recent and relevant financial experience required
by the UK Corporate Governance Code (see also the board
profiles on pages 82 to 84). The Company Secretary was
secretary to the Committee throughout 2014.
The Committee held four meetings during 2014 and
attendance at the meetings is shown on page 90. The Group
Chairman, the Chief Executive, the Chief Financial Officer,
the Group Financial Controller, the Head of Internal Audit
and the external auditor also attended most meetings. At
each meeting attended, the external auditor and the Head of
Internal Audit were given the opportunity to discuss with the
Committee any matters which they wished to raise without
the presence of management. In addition, during the year,
there were a number of meetings between the Chairman of
the Committee and the Head of Internal Audit and between
the Chairman of the Committee and the external auditors,
without management being present.
Work of the Committee
Shortly after each meeting, I report to the Board on the
work of the Committee, outlining key matters and making
appropriate recommendations. Set out below is the work of
the committee in more detail.
The Committee has an annual work plan of standard items
within its remit which is based upon the Group’s half year
and full year financial reporting cycle. The following sets out
the main areas of work undertaken by the Committee at
each of its meetings:
Key issues considered
February
• Year-end accounting and tax update, including impairment
consideration and going concern review
• Consideration of the annual report and financial statements and
the preliminary results announcement
• Review of the systems of internal controls
• Review and discussion of a report from Deloitte on their audit
findings, representation letter, independence and quality
control processes
• Review of the effectiveness and appointment of the external auditors
• Review of the Audit Committee’s effectiveness
May
• Review and discussion of upcoming changes to accounting and
governance rules – consideration of any proposed changes to
accounting policies
• Review of the annual internal audit activity plan
• Review of the terms of reference for internal audit
• Review of the Audit Committee terms of reference
• Agreement of the Deloitte terms of engagement for the interim review
• Review of tax strategy and compliance
July
• Half year accounting and tax update, including impairment
considerations and going concern review
• Consideration of the interim results announcement
• Consideration and discussion of a report by Deloitte on their
review of the interim results and their representation letter
• Discussion of Deloitte’s audit letter of engagement, audit plan and
proposed audit fees
November
• Deloitte interim audit report (systems and controls)
• Draft Annual Report & Accounts – initial review, including a
review of significant accounting issues, accounting estimates and
accounting policies
• Annual review of effectiveness of Internal Audit
• Annual review of effectiveness of Audit Committee
• Annual review of External Auditor effectiveness, quality control
and independence
In addition, there are a number of standing agenda items
where at each meeting the Committee reviews:
• Internal audit and risk reports
• Whistleblowing, fraud and bribery
• Non-audit services and fees
• Progress on implementing recommendations arising from
internal and external audit work
In addition to attending the formal Audit Committee
meetings, during the year the Committee members met
with operational and finance staff and received a number of
technical updates.
The Audit Committee reviewed papers from the Group’s
management team and from the Group’s Auditors that
provided details of the significant financial reporting
estimates and judgements made during the preparation and
presentation of the Group’s interim and annual accounts.
I am satisfied that the Committee received sufficient,
reliable and timely information from management to enable
it to fulfil its responsibilities during the year.
Significant Issues Relating to the
Financial Statements
The table below sets out the key judgement areas associated
with the Group’s financial statements for the year-ended
31 December 2014 which were considered by the Audit
Committee. In reaching its conclusions set out in more
detail below, the Committee has considered papers and
explanations given by management, discussed each matter
in detail, challenged assumptions and judgements made and
sought clarification where necessary. It has reviewed and
discussed any internal audit reports in respect of the matters
under consideration and the Committee also received a report
from the External Auditors on the work undertaken to arrive at
the conclusions set out in their audit report on page 125 and
had the opportunity to discuss it with them in depth.
Matter
Issue and Nature of Judgement
Factors Considered and Conclusion Reached
Carrying
value of
goodwill and
intangible
assets
The Group balance sheet contains a significant value of
goodwill and other intangible assets associated with historical
acquisitions. The Directors are required to determine annually
whether those assets have suffered any impairment. They
do so by comparing the present value of future cash flows
for each cash generating unit with the carrying value of its
goodwill and other intangible assets.
The calculations undertaken to help arrive at a conclusion
incorporate a consideration of the risks associated with
each cash generating unit and are based upon forecasts of
their long term future cash flows, which by their nature
require judgement to be exercised and are subject to
considerable uncertainty.
The cash flow forecasts used for impairment considerations are
prepared from the strategic business plans presented to, and approved
by, the Board of Directors annually.
Management explained to the Committee how the cash flow and
discount rate calculations were prepared, the key assumptions and
judgements that were made and how sensitive those cash flows were to
changes in the key assumptions.
The Committee concluded that management had taken a sensible,
consistent and reasoned approach to preparing the calculations.
It considered the judgements made to be acceptable and concluded
that, whilst the headroom was limited for some cash generating units,
principally Wickes and PTS, (see note 13 to the financial statements),
there was no immediate indication of any impairment.
Accounting
for supplier
rebate
income
Supplier rebate agreements result in a significant value of
income being received by the Group. The calculation of
rebates due to the Group from suppliers and the amounts to
be recognised in the income statement and deferred into stock
can be complicated due to the nature of the agreements.
However, very few agreements are not coterminous with
the Group’s accounting year end, so the level of judgement
required to determine whether volume or value of goods
purchase thresholds are going to be reached is significantly
reduced. As a result the key judgements are to determine the
value of rebates to be immediately recognised in the
income statement.
To meet customer expectations the Group carries a wide
range of stock in over 2,000 locations. That stock should
be included in the balance sheet at the lower of cost or
net realisable value. The determination of cost may be
complicated when rebate agreements are in place (see above).
Furthermore, determining the net realisable value of stock
requires judgement to be applied.
The Group is currently in discussion with H. M. Revenue
and Customs (“HMRC”) about the tax treatment of several
commercial transactions. The outcome of these discussions is
uncertain and so the Group has had to consider what benefits
it is appropriate to recognise in the income statement.
Inventory
valuation
Income taxes
In the Autumn, management presented a detailed paper to the
Committee and explained the Group’s key systems and processes, how
the sources of supplier income were identified, what estimates were
made, how the calculations were undertaken and how recoverability
was monitored and reviewed. In addition the Committee reviewed and
discussed the findings of reviews of systems, controls and processes
undertaken by the internal audit team.
A summary update of the year-end position was given to the
Committee at the meeting held to consider the year-end results.
The Committee concluded that the controls over recognising and
recovering rebate income were appropriate and that the values included
in the financial statements were appropriate.
Management presented a paper that set out the level of stock
provisioning and its basis, so that the Committee could understand the
adjustments made to stock figures for management accounts purposes
in order to get to the stock figures for statutory accounts purposes.
The Committee concluded that stock values were fairly stated in the
balance sheet.
The Committee considered the Group’s provisions for unresolved tax
positions. It has received regular updates from management during the
year and at the year-end received a paper setting out the latest position
based upon the most recent discussions with the Group’s advisors and
with HMRC. The Committee concluded that the uncertainty justified the
provisions held and that the Group’s tax position was fairly stated and
appropriately provisioned.
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SECTION HEAD CORPORATE GOVERNANCE
Internal Audit
In 2013 we carried out a review of the skills and resources
in our Internal Audit team and, as a result, during 2014 we
recruited some new team members with the appropriate
qualifications and experience. Resources were also
supplemented by the use of external resources for some
specialist area audits.
The Committee continued to review the plans for work in
2014 throughout the first part of the year and increased the
emphasis on finance matters as opposed to operational
matters. At each Committee meeting issues raised by, and
the recommendations made as a result of internal audits
were considered. The Committee had a particular focus this
year on reviewing how quickly management implemented
actions to meet agreed recommendations. Risk based
plans for work in 2015 were agreed by the Committee in
November 2014.
The Committee was satisfied with the overall effectiveness
of the internal audit function.
Risk Management and Internal Controls
The Committee reviewed the Group’s internal financial
controls and its internal control and risk management
systems in February 2015. The Committee considered
these systems to have been overall effective during the year.
Where deficiencies were identified, actions were agreed to
provide a remedy and the Committee monitored the “clear
down” rate of the agreed actions, as noted in the previous
section on Internal Audit. The risk management systems
were reviewed in 2014 to more closely align them with the
Group’s strategy and corporate plans.
External Auditor
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 current professional
standards, the partner responsible for the audit changes
every 5 years; the last change occurred in 2010.
As flagged in the 2013 report, in 2014 the Committee
began the process to tender for external audit services.
It is expected that the process will be completed during
March 2015 and a proposal either to re-appoint the existing
auditor (as permitted under regulation 537/2014/EU on the
mandatory rotation of statutory auditors, for one final five
year period) or to appoint a new auditor as appropriate, will
be put to the Annual General Meeting in May and will be
effective for the 2015 half year reporting process.
During the year the Committee reviewed the following in
respect of the external auditor:
• 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 information and
written assurances provided by Deloitte LLP, on its quality
and independence controls, and its ethical standards and
reports of the FRC Audit Quality Review Team (formerly
called the FRC Audit Inspection Unit)
The Committee specifically discussed the effectiveness
of the external audit process at its meetings of February
and November 2014 and again at its meeting in February
2015. In each case the Committee obtained input from
the Company’s finance team. In particular the Committee
considered the audit of the 2013 report and accounts, the
audit plan for 2014 and the audit of the 2014 report and
accounts, and the risk identification process. The
Committee was satisfied with the effectiveness of the
external audit process.
Independence and Objectivity
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 external auditor. There has
been no change to this policy, which is summarised below
and is included on the Group’s website at
www.travisperkinsplc.co.uk.
General Principle
The external auditors should only be chosen to carry out
non-audit work where its nature makes it more effective
for the work to be carried out by auditors who have existing
knowledge of the Group. The external auditors should not
provide non-audit services where it might impair their
independence or objectivity in carrying out the audit.
Areas of Work
Audit Related
Activities required by law or legislation
to be undertaken by the Auditors
Reviews of interim financial information
Managed service reports to housing
associations and local authorities
Permitted Work
Prohibited Work
Non-audit Related
Tax compliance services
Tax advisory services
Book-keeping and work related to the
preparation of accounting records
Financial information system design or
implementation
Public reporting on investment circulars
and similar documents
Appraisal and valuation services
Private reporting to sponsors and
similar parties in connection with
investment circulars and similar
documents
Internal audit services
Actuarial services
Forensic work
Employee benefit plan audits
Recruitment services
Provision of market data for
remuneration benchmarking
Secondment of staff to a supervisory
or management position
Provision of investment advice, broking
or legal services
Value of Work
Non-audit services require approval as follows:
• £5,000 to £25,000 – Chief Financial Officer
The Committee understands that the total fees paid by the
Group to Deloitte in 2014 amount to less than 0.02% of
Deloitte’s UK fee income and considers that the Auditor’s
independence and objectivity has not been impaired by the
non-audit fees paid to it in 2014.
• £25,000 to £50,000 – Chief Financial Officer and
Committee Chairman
Overview
As a result of the Committee’s work during the year, and
taking into account the result of the Board and Committee
evaluation process described on page 91, the Committee
considers 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.
Ruth Anderson
Chairman, Audit Committee
2 March 2015
• £50,000+ – Chief Financial Officer 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 Chief Financial Officer reports twice annually 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 £435,000 (2013: £442,000) for
audit-related work, and £111,000 (2013: £188,000) for
non-audit work.
The principal items of non-audit fees relate to the interim
review, bond issue and sundry tax. 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, £1,415,000 (2013: £837,000) of fees were paid to
other accounting firms for non-audit work, including advice
to the Remuneration Committee.
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SECTION HEAD CORPORATE GOVERNANCE
DIRECTORS’
REMUNERATION
REPORT
FOR THE YEAR ENDED 31 DECEMBER 2014
This report sets out the Group’s remuneration policies for its
directors and senior executives and how these policies will be applied
in practice. The policy is available to view on the Company’s website in
the investor centre.
UNAUDITED INFORMATION
Remuneration Philosophy
1. Remuneration Committee Chairman’s
Statement
Dear Shareholder,
In my last year, both as Senior Independent Director and in
my role as Chairman of the Remuneration Committee, I am
delighted to present this report, on behalf of the Board at
the conclusion of a very successful year.
Shareholders will recall that 2012 and 2013 were busy
years of leadership change and transition as the Committee
established, following extensive consultation, the pay and
performance framework for the newly appointed Chief
Executive Officer, John Carter, Chief Financial Officer,
Tony Buffin and the Executive Committee team members.
I was pleased with the high level of shareholder support
shown through the votes received in favour of both the
remuneration report and the Committee’s policy statement.
The policy on directors’ remuneration received a 93.28%
binding vote at the 2014 Annual General Meeting and is
included in this year’s report again for ease of reference.
The principles of the Group’s remuneration policy
remain unchanged:
• Remuneration should be competitive and contribute
to the delivery of short and long term superior
financial returns for shareholders
• Remuneration should contain significant performance
related incentive elements
• Reward mechanisms should ensure that a significant
proportion of variable pay is delivered in deferred
shares with clawback provisions ensuring that
executives retain a meaningful personal stake in the
Group’s success
• 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 approach to basic salary increases should be
consistent across all colleagues including no pay
increases for mergers and acquisitions activity
Performance Outcomes
Group Performance in the 2014 Financial Year
The Group delivered a strong set of financial results and
solid returns for shareholders in 2014 through continuing to
outperform in the majority of markets in which it operates.
The highlights from a very successful year were:
• Adjusted profit before tax increased by 12.8%
• Adjusted EPS up by 14.9%
• Lease adjusted return on capital employed 10.4%
• Full year dividend of 38 pence (2013: 31 pence), increasing
by 22.6% (2013: 24%)
• Free cash flow increased by 6%
• Total shareholder return (“TSR”) increased ahead of the
peer group
The Committee ensures that senior executive incentive
targets are stretching, aligned to the business strategy and
drive long term shareholder value. The ultimate measure
of success in a business is consistent shareholder value
creation; the Committee feels that the Group’s short and
long term rewards should reflect this. Over the last five
years the Group has consistently outperformed its peer
competitor group’s TSR performance and whilst the
executive team has been rewarded through a combination
of short and long term incentives, the combination of a
turbulent market and stretching targets has resulted in the
executive remuneration history illustrated below:
%
R
S
T
160
140
120
100
80
60
40
20
0
-20
Combined
STI/LTI
achievement
Cumulative TSR to Date
147.3
Travis Perkins
Peer group
136.2
102.5
89.1
54.3
77.2
64.9
29.3
2010-14
2011-14
2012-14
2013-14
33%
42%
69%
74%
Bonus achievement in year of performance, LTIP vesting in year of vesting
1.2 -4.0
2014
42%
Performance against the range of financial, operational
and longer term targets and KPIs is monitored on a regular
basis. The Committee is comfortable that the annual bonus
outcomes for 2014 reflect business performance. The
table overleaf sets out the Group’s framework for linking its
growth strategy with pay and performance outcomes; the
financial measures denoted in bold text (EPS and LAROCE)
represent 80% of the maximum annual bonus payment.
Alignment Between the Group’s Growth Strategy
and Performance Measures
The Group’s growth strategy and Key Performance
Indicators (“KPIs”) were presented to shareholders at its
Operational Briefing held on 27 November 2014 and are
described in detail on pages 6 to 9.
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SECTION HEAD
CORPORATE GOVERNANCE
What
Enabled by
Customer
Innovation
Optimising
the Network
Ways of Working
KPIs
2014
Multi-channel
progress
Customer
perception
Network
expansion
Exploit scale
advantages
Better portfolio
management
People engagement
Working safely
Annual Bonus
Financial and Non-Financial
Targets/KPIs*
EPS
ROCE/LAROCE
COGS
Safe sites
Colleague engagement
Customer satisfaction
Sales intensity from implants
Online sales growth
* TSR, Aggregate Cashflow and CROCE form the basket of performance measures for LTIPs
Pay & Performance
Annual Pay Review
The basic salaries of the Chief Executive and the
Chief Financial Officer increased by 2%. This is the eighth
successive year of consistency in approach to the annual
pay review across the whole organisation. As a result,
with effect from 1 January 2015, John Carter’s and
Tony Buffin’s basic salaries increased to £673,200 and
£520,200 respectively.
Annual Bonus
The very strong business performance in 2014 was again
driven by the delivery of management’s planned strategic
programme of work. The rounded assessment of financial
outcomes and achievement against other strategic growth
KPIs has resulted in an annual incentive payment for
executive directors and central function managers of
typically 85-90% of the annual bonus opportunity.
The precise outcomes are set out later in the remuneration
report on page 111.
KPIs for Strategy for Growth
Performance in 2014
% of Annual Bonus
max
Below Target
On Target
Above Target
Adjusted EPS Growth
LAROCE/ROCE
Non-Financial
(Multi-channel
customer perception
network expansion
people engagement
safety)
50%
30%
20%
A large number of the Group’s business unit teams and
branch managers exceeded their plan targets by more
than 5%. I am therefore delighted that these outstanding
performances have been rewarded with maximum bonus
payments in their respective schemes which are all tailored
to meet the operational plan and growth expectations of
each business.
apply to the senior team. Half of the bonus earned for
the Executive Directors and the Executive Committee is
deferred into shares which are subject to forfeiture if target
share prices are not achieved over the following two years.
This mechanism ensures that there is a meaningful deferral
of variable pay on an ‘at risk’ basis for the Group’s most
senior business leaders.
Whilst there is a great deal of consistency in financial
performance measures across all business areas with a
strong focus on ROCE and LAROCE, the deferred bonus
arrangements, approved by shareholders in 2014, only
Long Term Incentive Plans
Over recent years the setting of appropriately stretching
performance targets for long term incentives has proved
to be one of the most challenging tasks undertaken by the
Remuneration Committee.
The recession brought new challenges. Global and
domestic economic uncertainty combined with declining
customer confidence and poor availability of credit wrought
havoc in the construction sector. Alongside these market
uncertainties there has been an increased governance focus
on pay and performance which extended well beyond the
financial services sector.
In 2010/11 the Group believed that market growth in its
sector over the subsequent three year period would be
much stronger than that which has occurred, and the LTIP
targets were set accordingly.
As a result of the market recovery taking longer than the
Group and other businesses anticipated and despite the
outstanding performance of the management team over
the intervening three year trading period, the targets have
been partially met, resulting in a partial vesting of LTIPS
(37% under the Performance Share Plan and nil vesting
under the Co-investment Plan) for the Executive Directors
and over 200 senior managers in 2014.
Looking forward a similar pattern is anticipated in 2015 with
partial vesting of awards granted in 2012.
Remuneration Policy
The remuneration policy remains unchanged and is set
out again on pages 103 to 110. In contrast to prior years
of significant change there has been no requirement to
formally consult with shareholders on any remuneration
issues during 2014. The Committee has, however, discussed
and carefully considered the guidance notes issued by
the ABI, ISS, NAPF and PIRC prior to the publication of
this report.
Forward Looking Remuneration Challenges
Under the UK Corporate Governance Code (the “Code”)
for reporting years beginning on or after 1 October 2014
companies are required to include a clawback provision in
their share plans and bonus arrangements on a comply
or explain basis. In addition, companies are required
to consider under the Code whether for share-based
remuneration, the Remuneration Committee should require
directors to hold a minimum number of shares and to
hold shares for a further period after vesting or exercise,
including for a period after leaving the Company, subject to
the need to finance any costs of acquisition and associated
tax liabilities.
Malus & Clawback
Currently a full clawback provision applies to both the
executive bonus plan (the Deferred Share Bonus Plan -
which applies to Executive Directors and the majority of
Executive Committee members) and the Co-investment
Plan (the Share Matching Scheme - which applies to a wider
group typically including business unit managing directors).
The Performance Share Plan (“PSP”) contained only a
clause which allowed adjustment of PSP grants to effect
clawback clauses in other plans. The PSP plan rules have
recently been amended such that all the executive bonus
plans now include full malus and clawback clauses. The
circumstances in which malus and clawback could apply are
as follows:
• Discovery of a material misstatement resulting in an
adjustment in the audited consolidated accounts of the
Company
• The assessment of any performance target or condition in
respect of an award was based on error, or inaccurate or
misleading information
• The discovery that any information used to determine the
number of shares subject to an award was based on error,
or inaccurate or misleading information
• Action or conduct of an award holder, which in the
reasonable opinion of the Board, amounts to employee
misbehaviour, fraud or gross misconduct
Malus will apply up to the date of the bonus determination
and clawback will apply for 3 years from the date of bonus
determination under the bonus arrangements. Malus will
apply for the 3 year period from grant to vesting with
clawback applying for the 2 year period post vesting under
the Performance Share Plan and the Co-investment Plan.
The Committee is comfortable that the rules of the Plans
provide sufficient powers to enforce malus and clawback
if required.
Minimum Shareholding & Holding Periods
The Remuneration Committee has reviewed the current
shareholding requirements for the Executive Directors of
200% of salary and believes that these remain appropriate.
In addition, the Committee feels that the combination of
these minimum shareholding requirements and the multiple
deferral periods under the Company incentive plans means
that additional post holding vesting periods are not currently
required. The Committee will review this position on an
annual basis.
The Committee will also be looking closely at the EU Market
Abuse Regulations. Under these regulations the definition of
‘closed period’ will change to 30 days preceding publication
of the financial statements for any period. Under the insider
dealing regime there would also be a period equivalent
to the Group’s existing closed periods in which no dealing
could take place.
This raises a number of questions to be considered with
respect to executive bonus plans including very restricted
opportunity to exercise vesting awards for example. In
particular the Group’s Deferred Share Bonus Plan has only
a short exercise period (6 months) and so the issue is
particularly acute for this plan.
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SECTION HEAD CORPORATE GOVERNANCE
In addition from 2017, the window in which grants can be
made under the long term incentive plans will be limited to
about 3 weeks between the results announcement and the
start of the full year closed period. Whilst most grants have
historically been made within this window, delayed grants
would now be prohibited.
These issues will be considered by the Committee over
the coming months and may result in changes to current
plan mechanics.
Remuneration Elsewhere in the Group
The Committee takes into account remuneration packages
available to all colleagues when considering executive pay.
As with many companies, senior management participate in
a wider range of incentives than the majority of colleagues.
The Group recognises that it has to operate on this basis
to attract and retain high-quality managers, but ensure that
a significantly higher proportion of reward for this group is
weighted on variable incentive outcomes.
All colleagues are entitled to a competitive remuneration
package that includes basic pay, bonus, pension, life
assurance cover, Sharesave, Buy-as-You-Earn shares,
colleague discount, tax-efficient benefits such as childcare
vouchers and the cycle-to-work scheme, a range of
‘voluntary benefits’, and paid annual leave.
In order to improve the accessibility, understanding and take
up of these benefits the Group followed up 2013’s launch
of a colleague benefits brand ‘PERKS’ with the launch of
an online benefits platform ‘myPERKS’ during the year. The
hub is open to all employees of the Travis Perkins Group
and it provides detailed information about all the rewards
and benefits that are included in the Perks scheme as well
as specific access to colleague rewards, benefits, discounts,
advice and guidance.
Included in myPERKS is a comprehensive range of flexible
benefits where employees can ‘trade’ some of their benefits
in favour of others or elect to increase or decrease their
benefits to suit their lifestyle or circumstances. Current
flexible benefits range from savings on mobile phones and
childcare vouchers to income protection and the Group’s
healthcare cash plan. The Group has plans to continue to
expand the portfolio of benefits available during 2015 and
beyond. A key principle for myPERKS is ease of access and
so it has been designed to enable access through work or
home computers, mobile phones or tablets.
Over 19,000 colleagues are active members of a group
pension scheme. Contribution rates made by the Group
range from 1% to 20% of qualifying earnings under the
defined contribution scheme. The defined benefits schemes
are closed to new members, but over 1,600 colleagues
continue as active members of a defined benefit scheme.
The Group’s Sharesave scheme continues to be a great
success. In 2014 around 3,559 colleagues shared returns of
close to £34m (gains of £21.5m) from five and three year
schemes, which matured at the end of the year. The gain
for each employee vesting at the maximum level in the five
year scheme was around £42,500. Following the invitation
for the new 2014 Sharesave plan over 10,000 colleagues
are now active savers which is an 18% increase from 2013.
Summary
Executive director remuneration has reflected the strong
overall performance of the Group with annual bonus
payments at 89% of maximum being above last year. This
pay and performance pattern extends across most of the
Group’s businesses with the majority of colleagues receiving
a bonus award in respect of the 2014 financial year. The
partial vesting of LTIPs at 21% reflects the volatile market
conditions at the time the targets were set, which will impact
the vesting outcome for 2015 as well.
A more turbulent economic environment coupled
with increased governance regulation has spanned a
significant part of my nine-year tenure as Chairman of
the Remuneration Committee. The Group’s organic and
acquisition strategy for growth, level of business change and
people and succession agendas over the same time period
have required reviews of its reward framework and have
resulted in a relatively high level of shareholder dialogue
on remuneration issues. I believe that, with the advice and
support of the Group’s major shareholders the Group has
been able, on balance, to navigate a course of action on
each occasion which has enabled it to retain and recruit top
talent and has aligned the interests of multiple stakeholders.
The 2015 remuneration report will be written by Coline
McConville who joined the Board in February 2015 and
will be appointed as Chairman of the Remuneration
committee in November 2015 as I step down from the
Board. Coline brings a wealth of remuneration experience
from her other non-executive director roles and shares the
Group’s philosophy and approach to remuneration matters
which has guided us well over the last nine years, in an
environment that is now more demanding, regulated and
dynamic than when I joined the Board in 2006.
I anticipate that Coline will have a different, but equally full
remuneration agenda in the medium to long term and
I hope that the high level of shareholder support the Group
has received to date continues.
I take this opportunity both to wish Coline every success for
the future and to thank all of the Group’s shareholders
I have spoken to personally for their time and input over the
last nine years.
Andrew Simon
Chairman of the Remuneration Committee
2 March 2015
2. Policy Report
The Group’s remuneration policies are not unique to its
directors. The same principles underpin how the Group
rewards and compensates all its colleagues. It aims
to provide base pay to all colleagues that is market
competitive, all colleagues are provided with the opportunity
to share in the Group’s success through a variety of bonuses
and incentive schemes where return on capital employed
measures aligns colleagues from store and branch
operations to the CEO. All colleagues are provided with the
opportunity to prepare for retirement through participation
in the Group’s pension plan and its PERKS colleague benefit
brand launched in 2013, and extended to an online website
(myPerks) during 2014, covers flexible benefits, employee
discounts, health and welfare benefits and risk and
insurance benefits and is all inclusive.
How the Group’s policies specifically apply to Directors
is detailed on the following pages. Following shareholder
approval these policies applied from 28 May 2014. It is
intended that the policies apply for three years from the
date of approval. Relevant parts of the policy are restated
here for ease of reference.
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SECTION HEAD CORPORATE GOVERNANCE
Future Policy Table
Remuneration Element
Link to Strategy
Operation
Maximum Potential Value
Performance Metrics
Remuneration Committee Discretion
Base Salary
Core element of total
package, essential to support
recruitment and retention of
high calibre executives.
Benefits
Maintain competitive package
with range of benefits for the
director and their family.
Reviewed annually as at 1 January. Factors influencing
decision include:
• Role, experience and individual performance
• Pay awards elsewhere in the Group
• External market (benchmarked against the
FTSE 75-125 companies)
• General economic environment
Directors are currently entitled to:
• Private medical insurance
• Income protection
• Annual leave - up to 30 days
• Fully expensed company car (or cash alternative)
• Life insurance of up to 5 times salary
Pension
Helps executives provide for
retirement and aids retention.
No director actively participates in a defined benefit
pension scheme.
None.
The Remuneration Committee
(‘The Committee’) normally
considers the relevant market
median as the maximum salary
level required.
In the normal course of events
the maximum salary increase for
executive directors will be in line
with the general employee increase.
Benefit levels reflect those typically
available to senior managers within
the Group and may be subject to
minor change.
None.
The maximum potential value
being the cost to the Company to
provide those benefits.
25% allowance or contribution.
None.
The Committee retains discretion to award
salaries of above median levels or increases
in excess of the general population where
necessary to attract high calibre candidates,
to reflect performance and recognise changes in
roles and responsibilities.
The Committee retains discretion to review the
appropriate peer comparator group used for
benchmarking.
Up to 25% of salary is provided either as a cash allowance or as
part allowance and part pension contribution.
Cash allowances are paid gross and after statutory deductions
provide a net benefit of 13.25% of salary.
Pension allowances will not be included in the salary figure to be
used to calculate bonus or the level of award under long term
incentive plans.
Targets are set annually in line with the performance metrics
(see aside).
Total bonus level is determined after the year end, based on
achievement of targets.
50% of the total bonus is paid in cash within 4 months of the
year end. The remainder of the bonus is deferred as shares.
Bonus deferred as shares is subject to forfeiture if target share
prices are not achieved. Target share prices are based upon the
average share price during the bonus year inclusive of a
compounded long-term equity rate of return.
The deferred shares are split into 2 equal tranches. Tranche 1 vests
if after 1 year, by comparison to the highest 30 day average share
price during the period, the target share price is met. If the target
share price is not met 50% of tranche 1 is forfeited.
Tranche 2 vests if after two years, by comparison to the highest
30 day average share price during the period the target share price
is met. If the target share price is not met at the end of two years
50% of tranche 2 is forfeited.
In determining achievement of target share prices dividends paid
during the period will be added. Dividend equivalents on vesting
shares may be paid.
Deferred Share Bonus Plan
Rewards achievement of
annual financial and key
business strategy objectives.
Rewards personal performance
measured against key
objectives.
Deferred element encourages
longer term shareholding
and aligns reward to
shareholder interests.
Malus & clawback and
performance based forfeiture
provisions discourage
excessive risk taking and
short-term outlook ensuring
that executive and shareholder
interests are aligned.
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ANNUAL REPORT & ACCOUNTS 2014
Maximum bonus opportunity under
the plan is 180% of annual salary.
Bonus measures include:
• Financial targets relating to
profitability and return on capital
• Individual or group targets pertaining
to delivery of the business strategy
Financial targets are based on group
Annual Operating Plan (‘AOP’) with
bonus threshold and maximum
bonus set equidistantly around AOP.
Threshold will be a maximum of
5% below AOP.
Performance below threshold results
in zero bonus. Bonus earned rises from
0% to 100% of maximum bonus
opportunity for levels of performance
between threshold and maximum
targets.
Performance conditions and
weightings are set out in the
Statement of Implementation of the
Remuneration Policy in 2015.
The Committee retains the discretion to review
the weighting of measures and to set the
performance targets and ranges for each metric
(including the long-term equity rate of return
which determines the rate of vesting of the
deferred bonus element).
For financial targets the Committee will
determine the amount of bonus which can be
earned for achievement of AOP.
This determination will be based upon an
assessment of the degree of difficulty in
achieving AOP taking into account market
conditions, improvement on prior year
performance required, and other relevant factors.
(continued overleaf)
ANNUAL REPORT & ACCOUNTS 2014
105
SECTION HEAD
CORPORATE GOVERNANCE
Future Policy Table continued
Remuneration Element
Link to Strategy
Operation
Maximum Potential Value
Performance Metrics
Remuneration Committee Discretion
Performance Share Plan
Incentivises participants to
deliver key financial targets
over a longer term, with
particular focus on shareholder
return and the generation
of cash to fund investment
in growth and long term
sustainability.
Helps retain high performing
executives.
Awards are granted in the form of nil cost options (or a mix of
nil cost options and approved options at market price), annually
to participants.
Awards vest after 3 years subject to achievement of performance
measures (see aside).
Participation may be scaled back where the shareholding
requirement set by the Committee is not met.
Dividend equivalents on vesting shares may be paid.
Malus & clawback provisions apply.
The maximum annual award for
all executive directors is 150%
of salary.
The Committee retains discretion to
review the weighting applied to measures,
and to set the target ranges for each
measure.
In addition the Committee will review and
select the appropriate comparator group
for the TSR, or similar, measures.
Performance measures are:
• EPS growth
• Aggregate cash flow
• Relative TSR
Vesting criteria for aggregate cash flow is set
against a range based on threshold and maximum
performance levels determined by the Group’s
projections for the next 3 years.
TSR awards are measured against an appropriate
peer group.
EPS growth targets are set as a % growth range
(in addition to RPI) over 3 years.
Performance below threshold levels results in zero
vesting. At threshold the amount of the award
vesting rises from 30% to 100% of maximum
opportunity for levels of performance between
threshold and maximum targets.
Performance conditions and weightings are set
out in the Statement of Implementation of the
Remuneration Policy in 2015.
Co-investment Plan (SMS)
Encourages a mutual
commitment whereby
participants build up a
shareholding in the Company
and are incentivised to deliver
key financial targets over a
longer term.
Helps retain high calibre
executives.
Participants are invited to participate annually.
Each participant buys shares from their own resources.
A matching share award in the form of nil cost options is made
to each participant, which vests after 3 years subject to
achievement of performance target.
Dividend equivalents on vesting shares may be paid.
Malus & clawback provisions apply.
All Employee Share Plans
Share plans available to all
employees to encourage
wider share ownership
and engagement amongst
colleagues.
HMRC SAYE and BAYE plans.
The Committee retains discretion to
review the weighting applied to measures,
and to set the target ranges for each
measure.
Participants may invest up to
50% of their post-tax salary.
Performance target is Cash Return on Capital
Employed (CROCE).
Maximum matching is 2:1
(100% of salary).
Vesting range is based on threshold and
maximum performance levels based upon the
Company’s business plan and projections for the
next 3 years.
Performance below the threshold results in zero
vesting. At threshold the amount of the award
vesting rises from 30% to 100% of maximum
opportunity for levels of performance between
threshold and maximum targets.
Performance conditions are set out in the
Statement of Implementation of the Remuneration
Policy in 2015.
In line with HMRC and
all-colleague and plan limits.
None.
Shareholding Requirements Aligns the interests of
executives and shareholders.
Formal requirement (not voluntary guidelines) apply to directors
and senior executives.
Executive directors are required to hold shares
valued at two times salary within 5 years.
The Committee retains discretion to
increase shareholding requirements.
Participation in long-term incentives may be scaled back or
withheld if the requirements are not met or maintained.
For the purposes of assessing compliance with the shareholding
requirement vested, but unexercised awards will be considered.
106
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
107
SECTION HEAD CORPORATE GOVERNANCE
In considering appropriate performance metrics the
Committee seeks to incentivise and reinforce delivery of the
Company’s strategic objectives achieving a balance between
delivering annual return to shareholders and ensuring
sustainable long term profitability and growth. Measures
will therefore reflect a balance of direct shareholder value,
such as TSR and those which reflect appropriate investment
strategies, for example, CROCE.
The Committee calibrates these targets by due reference
to general and bespoke market intelligence, lead indicators
and other indicators of the economic environment to ensure
targets represent relative, as well as absolute, achievement.
Discretion
The Committee has discretion in several areas of policy
as set out in this report. The Committee may also exercise
operational and administrative discretions under relevant
plan rules approved by shareholders as set out in those
rules. In addition, the Committee has the discretion to
amend policy with regard to minor or administrative
matters where it would be, in the opinion of the Committee,
disproportionate to seek or await shareholder approval.
The Committee retains discretion in exceptional
circumstances to change performance measures and
targets and the weightings attached to performance
measures part-way through a performance year if there is a
significant and material event which causes the Committee
to believe the original measures, weightings and targets are
no longer appropriate. Any exercise of this discretion will be
explained in full to shareholders. Discretion may also
be exercised in cases where the Committee believe that
the outcome is not a fair and accurate reflection of
business performance.
It is the Committee’s intention that commitments made
in line with its policies prior to the date of the 2014 AGM
will be honoured, even if satisfaction of such commitments
is made post the AGM and may be inconsistent with the
above policies. Such commitments include but are not
limited to:
• Awards under the Deferred Share Bonus Plan
• Awards under the Performance Share Plan
• Awards under the Co-investment Plan (SMS)
Such commitments remain subject to the share plan rules
and terms and conditions under which they were granted.
Non-Executive Directors’ Fees
Non-executive fees are positioned in line with the same
peer comparator group used for executive directors at
median level and, notwithstanding peer group comparison,
will normally be reviewed on an annual basis in line
with inflation and general movement of pay within the
Company. Current fees are detailed within the Statement of
Implementation of the Remuneration Policy.
A minimum of 25% of non-executive director fees are paid
in shares. 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 plans. The Company will pay reasonable expenses
incurred by the Chairman and Non-executive directors.
Recruitment Remuneration
It is the Group’s policy to recruit the best candidate possible
for any executive board position. The Group seeks to avoid
paying more than necessary to secure the candidate and
will have regard to guidelines and shareholder sentiment
when formulating the remuneration package.
Generally salary, incentives and benefits for candidates are
structured in line with the above remuneration policy and
accordingly participation in short and long term incentives
will be on the same basis as existing directors. In all
cases the Group commits to providing shareholders with
timely disclosure of the terms of any new executive hires
including the approach taken to determine a fair level of
compensation. The table below outlines the Group’s normal
recruitment policy:
Share buy-outs/
replacement
awards
The Group’s policy is not to provide buy-out as a matter of course. However, should the Committee determine
that the individual circumstances of recruitment justified the provision of a buyout, the value of any incentives
that will be forfeited on cessation of a director’s previous employment will be calculated taking into account
the following:-
• The proportion of the performance period completed on the date of the director’s cessation of employment
• The performance conditions attached to the vesting of these incentives and the likelihood of them
being satisfied
• Any other terms and condition having a material effect on their value (“lapsed value”)
The Committee may then grant up to the equivalent value as the lapsed value, where possible, under the
Company’s incentive plans. To the extent that it was not possible or practical to provide the buyout within the
terms of the Company’s existing incentive plans, a bespoke arrangement would be used.
Relocation
Where the Group requires a candidate to relocate in order to take up an executive position it will normally
reimburse the reasonable costs of the relocation.
Where an internal candidate is promoted to an
executive position the Group will honour any contractual
commitments made through their employment prior to
the promotion.
Recruitment remuneration for Non-executive directors
would be assessed following the principles set out in the
policy for Non-executive director fees.
Service Contracts
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 or at the
Company’s registered office. These contracts provide for
6 months’ notice from the directors and 12 months’ notice
from the Company. They do not specify any particular level
of compensation in the event of termination or change
of control:
• John Carter - 1 January 2014
• Tony Buffin - 8 April 2013
The Non-executive directors do not have a service contract,
but each has received a letter of appointment which will be
available for inspection at the Annual General Meeting or at
the Company’s registered office. These appointments expire
on the following dates:
Policy on Payment for Directors Leaving
Employment
Contractual notice periods for directors are normally set at
6 months’ notice from the director and 12 months’ notice
from the Company and the Company would normally honour
contractual commitments in the event of the termination
of a director. Notwithstanding this approach it is Company
policy to seek to minimise liability in the event of any early
termination of a director.
The Committee classifies terminations of employment
arising from death, ill health, disability, injury, retirement with
company agreement, redundancy or the transfer from the
Group of the employing entity as ‘good leaver’ reasons. In
addition the Committee retains discretion under incentive
plan rules to determine ‘good leaver’ status. In the event such
discretion is exercised, for example, recognising significant
long term contribution to achievement of strategic objectives,
a full explanation will be provided to shareholders.
Exceptional circumstances may arise where the Committee
considers it appropriate to exercise discretion in relation
to the terms afforded to departing directors and allow for
pro-rata vesting to be calculated on a basis other than the
director’s leaving date, but normal performance conditions
will always apply (other than for the events described in the
table overleaf) and the application of discretion will not be
used to bring forward vesting.
The Committee reserves the right to make additional
payments where such payments are made in good faith
in discharge of an existing legal obligation (or by way of
damages for breach of such an obligation); or by way of
settlement or compromise of any claim arising in connection
with the termination of a director’s office or employment.
In reporting payments to leaving or past directors,
payments below a de-minimis level of £5,000 will not
normally be reported.
Base salary and
benefits
Pension
Annual bonus
Long-term
incentives
Sign-on
payments
The pay of any new recruit would be assessed following the principles set out in the remuneration policy table.
Director
Expiry of Appointment Letter
The appointee will be able to receive either a contribution to a personal pension scheme or cash allowance in
lieu of pension benefits in line with the Company’s policy as set out in the remuneration policy table.
The appointee will be eligible to participate in the Deferred Share Bonus Plan as set out in the remuneration
policy table. Awards may be granted up to the maximum opportunity allowable in the remuneration policy
table at the Remuneration Committee’s discretion.
The appointee will be eligible to participate in the Company’s Long-Term Incentive Plans (PSP and SMS) as
set out in the remuneration policy table. Awards may be granted up to the maximum opportunity allowable
under scheme rules at the Remuneration Committee’s discretion.
The Group’s policy is not to provide sign-on payments. However, in exceptional cases payments to an
appointee may be made when the Committee deem it to be in the best interests of the Company and
shareholders. In such exceptional circumstances the business reason will be explained to shareholders at the
time of appointment and put to shareholders at the next AGM. Where required, a payment can be made in
cash or shares and may be subject to performance conditions and/or a holding period. Any sign-on payment
will be limited to a value equal to twice annual salary.
Ruth Anderson
May 2018
John Coleman
Retired October 2014
Coline McConville
May 2018
Pete Redfern
Chris Rogers
John Rogers
May 2018
August 2016
May 2018
Andrew Simon
October 2015
Robert Walker
September 2015
No compensation is payable on termination of the
employment of Non-executive directors, which may be with
or without notice.
108
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
109
SECTION HEAD CORPORATE GOVERNANCE
Leaver reason may impact treatment of the various remuneration elements as follows:
Remuneration Element Good Leaver Reason
Other Leaver Reason
Salary
Ceases on cessation of employment (salary may
be paid in lieu of notice) unless a pre-existing
contractual term applies.
Ceases on cessation of employment (salary may
be paid in lieu of notice) unless a pre-existing
contractual term applies.
Bonus including
Deferred Share Bonus
Plan*
Unpaid bonus from the period prior to cessation
will be paid in full. A pro-rata bonus may be paid,
subject to normal performance conditions, for the
period in which cessation occurs.
All unpaid bonus payments lapse. Deferred bonus
payments also lapse.
Bonus earned and deferred from 2013 onwards will
vest at the normal vesting date on a pro-rata basis.
Bonus earned and deferred prior to 2013 will vest
in full at cessation.
Benefits
PSP*
SMS*
Provision or accrual of benefits will cease on
cessation of employment.
Provision or accrual of benefits will cease on
cessation of employment.
Normal vesting on a pro-rata basis (full vesting in
the event of the ill health, injury, disability or death
of the executive).
Vests on a pro-rata basis in year of leaving based
on performance in that period.
Participation lapses at cessation of employment.
Participation lapses at cessation of employment.
*Leaver vesting provisions are fully defined in the appropriate plan documents.
Illustration of the Application of the
Remuneration Policy
Chief Executive Officer
Long Term Variable Remuneration
Annual Variable Remuneration
Fixed Remuneration
• Fixed remuneration includes basic salary, pension provision
and other benefits
• Annual variable remuneration includes annual bonus
potential under the Deferred Share Bonus Plan, and
includes that part of the bonus which is deferred as shares
and may be subject to Malus, but not subject to further
performance targets
• Long term variable remuneration includes potential awards
under the Performance Share Plan and Co-investment
plan (SMS) as well as that part of the bonus which is
deferred as shares and subject to performance testing
• Performance ‘in line with expectations’ assumes, for annual
variable remuneration, performance in line with annual
operating plan. For long term variable remuneration it
assumes mid-range performance relative to the targets set
for each plan
• Maximum performance means performance at or in
excess of maximum performance targets
’
)
0
0
0
£
(
n
o
i
t
a
r
e
n
u
m
e
R
4000
3500
3000
2500
2000
1500
1000
500
0
48%
18%
34%
100%
53%
24%
23%
Minimum
In line with Expectations
Maximum
Chief Financial Officer
Long Term Variable Remuneration
Annual Variable Remuneration
Fixed Remuneration
’
)
0
0
0
£
(
n
o
i
t
a
r
e
n
u
m
e
R
4000
3500
3000
2500
2000
1500
1000
500
0
50%
15%
35%
100%
55%
21%
24%
Minimum
In line with Expectations
Maximum
AUDITED INFORMATION
3. Annual Report on Remuneration
Single Total Figure of Remuneration
Salary
2014
£’000
Salary
2013
£’000
Benefits
20145
£’000
Benefits
2013
£’000
Bonus
20146
£’000
Bonus
2013
£’000
LTI
20147
£’000
LTI
20138
£’000
Pension
2014
£’000
Pension
2013
£’000
Other
20149
£’000
Other
2013
£’000
Total
2014
£’000
Total
2013
£’000
John Carter
Geoff Cooper1
Tony Buffin
Paul Hampden
Smith2
Ruth Anderson
Chris Bunker3
John Coleman3
Philip Jansen3
Pete Redfern4
Chris Rogers
John Rogers4
Andrew Simon
660
119
510
-
67
-
53
-
9
55
9
75
Robert Walker
270
504
657
365
294
59
44
61
29
-
18
-
69
235
41
1
21
-
-
-
-
-
-
-
-
-
-
33
1
16
14
-
-
-
-
-
-
-
-
-
793
-
511
-
-
-
-
-
-
-
-
-
-
359
562
265
222
-
-
-
-
-
-
-
-
-
838
726
527
-
-
-
-
-
-
-
-
-
-
710
659
-
430
-
-
-
-
-
-
-
-
-
165
30
128
-
-
-
-
-
-
-
-
-
-
126
165
91
74
-
-
-
-
-
-
-
-
-
Total
1,827
2,335
63
64
1,304
1,408
2,091
1,799
323
456
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2,497
1,732
876
2,044
1,697
737
52
-
1,086
-
-
-
-
-
-
-
-
-
67
-
53
-
9
55
9
75
270
59
44
61
29
-
18
-
69
235
52
5,608
6,114
Notes:
1 Geoff Cooper stepped down as CEO on 31 December 2013 and as an executive
director with effect from 6 March 2014. In addition he received £83,000 in his role
as an advisor to the senior management team from 6 March 2014 onwards. He
also received, and retained, in respect of his non-executive chairmanship of Dunelm
plc £121,200 (full year, 2013: £110,000) and £200,000 (full year) in respect of his
non-executive directorship of Bourne Leisure Holdings Ltd (2013: £66,667). Mr Cooper
also became a director of Informa Plc on 1 January 2014, and a director of
Card Factory Plc in May 2014, but earned no fees for these appointments whilst an
executive director of Travis Perkins plc.
2 Paul Hampden Smith stood down as Finance Director on 28 February 2013 remaining
as a paid employee of the Company until 30 September 2013.
3 Philip Jansen retired May 2013, Chris Bunker retired in September 2013 and
John Coleman retired in October 2014.
4 Peter Redfern and John Rogers were appointed as non-executive directors on
1 November 2014.
5 Benefits for 2014 for John Carter and Tony Buffin include private medical insurance
and the provision of a company car or car allowance. For Geoff Cooper benefits include
private medical insurance.
6 Having reviewed prior year bonus disclosure the Group has determined that it is more
appropriate to classify as LTIP only that proportion of bonus which is deferred and
subject to additional performance conditions before vesting. 2013 bonus was reported
as non-deferred bonus only and so is restated here for proper comparison. Deferred
bonus which is subject to performance vesting conditions will be reported as LTIP upon
vesting. Bonus payments made in 2014 reflected an achievement of:
a. 100% achievement of EPS maximum target (achieved 119.0p, plan 112.9p,
maximum 118.5p) - weighted at 50% of bonus.
b. 70% achievement of LAROCE maximum target (achieved 10.4%, plan 10.3%,
maximum 10.7%) - weighted at 30% of bonus.
c. 90% achievement of Individual targets set against group strategic objectives
(including measures relating to people and process capability, market
competitiveness, business quality, growth potential and financial performance)
reviewed and assessed by the Remuneration Committee (20% weighting).
Any greater disclosure of strategic tracker objectives would be commercially
sensitive and could provide advantage to the Group’s competitors.
7 The Group has historically reported LTIPs in the year they have vested. Going forward
the Group will report LTIPs based upon the year in which the performance conditions
were met irrespective of when the award vests. We believe this approach is more in
keeping with reporting requirements. We have applied this approach for 2014 reporting
and 2013 disclosure is restated to allow full comparison. Vesting awards include
dividend equivalents amassed during the vesting period. The following vested
(or vesting) awards are reported for 2014:
a. There were three vesting targets under the PSP:
i. Aggregate Cash Flow (40% weighting) – for this element to vest, aggregate cash
flow had to exceed £761m. The outcome over the three years was £666m so this
element will not vest.
ii. Total Shareholder Return (20% weighting) - during the three year period the
increase in share price, in combination with the dividends paid, resulted in
Travis Perkins being ranked 17th of the companies in the FTSE 250, inside the
upper quartile which will result in full vesting.
iii. Adjusted Earnings per Share (40% weighting) - this is an absolute target
measure (rather than relative to AOP). Over the 3 year period EPS growth was
27.82%, exceeding the minimum target of RPI plus 3% compounded and will be
sufficient for a 24.8% vesting. The maximum target was RPI plus
10% compounded.
b. For SMS the performance target was average CROCE for 2012, 2013 and 2014
which needed to be over 9.53% to vest. The average achieved was 7.41% so this
award will not vest.
c. Awards due to vest in 2015 are as follows:
i. For John Carter 30,806 shares are forecast to vest under the PSP, and 15,872
shares under the terms of his special share award. Forecast value is based on the
average share price during Q4 2014 (1715.606p).
ii. For Geoff Cooper 40,302 shares are forecast to vest under the PSP, again the
forecast value is based on the average share price during Q4 2014 (1715.606p).
iii. For Tony Buffin 32,902 shares vested under the terms of his special share
matching award during 2014.
8 The following vested awards are reported for 2013:
a. There were three vesting targets under the PSP:
i. Aggregate Cash Flow (40% weighting) – for this element to vest, aggregate cash
flow had to exceed £884m. The outcome over the three years was £709m so
this element did not vest.
ii. Total Shareholder Return (20% weighting) - during the three year period the
increase in share price, in combination with the dividends paid, resulted in
Travis Perkins being ranked 44th of the companies in the FTSE 250, inside the
upper quartile which resulted in full vesting.
iii. Adjusted earnings per Share (40% weighting) - this is an absolute target
measure (rather than relative to AOP). Over the 3 year period EPS growth
was 23.19%, exceeding the minimum target of RPI plus 3% compounded
and was sufficient for a 17.4% vesting. The maximum target was RPI plus
10% compounded.
b. For SMS the performance target was average CROCE for 2011, 2012 and 2013
which needed to be over 10.75% to vest. The average achieved was 8.08% so this
award did not vest.
c. Awards vesting were as follows:
i. For John Carter 19,994 shares vested under the PSP during 2014, and 15,870
shares under the terms of his special share award also vested during 2014.
3,670 shares vested under the SAYE schemes.
ii. For Geoff Cooper 33,307 shares vested under the PSP during 2014 and 3,670
shares vested under the SAYE scheme.
iii. For Paul Hampden Smith 19,995 shares vested under the PSP during 2014 and
3,670 shares vested under the SAYE scheme.
9 Other payments include dividend equivalents arising on exercise of LTIP awards which
vested in prior years.
110
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
111
SECTION HEAD
CORPORATE GOVERNANCE
Director’s Pension Entitlements
The Company’s defined benefit scheme is closed to new
members. Geoff Cooper ceased defined benefit accrual on
5 April 2006, but benefits up to that date retain a link to
pensionable salary and John Carter ceased defined benefit
accrual on 31 December 2010. The value of the pension
under the defined benefit scheme is calculated using the
HMRC Method.
A gross cash allowance of 25% of salary was paid to
John Carter and Geoff Cooper in lieu of continued accrual.
Tony Buffin has received 25% of salary paid as a mix of
pension contributions to the defined contribution scheme
and a cash allowance.
Accrued defined benefit pension at 31 December 2014 including revaluation
if applicable
Normal retirement age
Additional value of pension on early retirement
Pension value in the year from defined benefit scheme (HMRC Method)
Pension value in the year from company contributions to defined contribution scheme
Pension value in year from cash allowance (salary supplement in place of employer
pension contributions)
Total pension benefit accrued in 2014
Geoff Cooper
£’000
John Carter
£’000
Tony Buffin
£’000
5
274
N/A
60 years
60 years
65 years
0
0
N/A
30
30
0
N/A
N/A
165
165
N/A
N/A
43
85
128
Share Interests Awarded During the Financial Year
Performance Share Plan
Type of Award
Basis
Face Value
Vesting Period
John Carter
Performance shares
150% of salary
Tony Buffin
Performance shares
150% of salary
£989,994
(53,441 shares at
1,852.5p per share)
£764,990
(41,295 shares at
1,852.5p per share)
Three years
Three years
Measure
EPS growth
Aggregate cash flow over
three years up to 2017
Company TSR relative to
FTSE 50-150 Index
Weighting
Target Detail
40%
RPI + 9.27% over the
vesting period
RPI + 33.1% over the
vesting period
Pro-rata vesting between
these points
Vesting Range
30% vests
100% vests
40%
£802m - £887m
No vesting below lower target
30% vests at lower target
Full vesting at upper target
Pro-rata vesting between these
points
30% vests
100% vests
20%
Upper half (top 50%)
Upper quartile (top 25%)
Pro-rata vesting between
these points
Co-Investment Plan (SMS)
Type of Award
Basis
John Carter
Matching shares
up to 2:1 matching of shares purchased
Tony Buffin
Matching shares
up to 2:1 matching of shares purchased
Face Value
£655,379
(36,207 shares at 1,810.0p per share)
£506,427
(27,978 shares at 1,810.0p per share)
Measure
Weighting
Target Detail
Matching Range
Cash Return on Capital Employed (CROCE)
100%
8.37% - 9.37%
0.6:1 matching at lower target
Deferred Share Bonus Plan
Half of the bonuses earned in 2014 will be issued as deferred shares as follows:
Type of Award
Basis
John Carter
Shares
50% of 2014 bonus
Tony Buffin
Shares
50% of 2014 bonus
2:1 matching at upper target
Pro-rata matching between
these points
Face Value
£528,660
(29,146 shares at 1,813.8p per share)
£340,425
(18,768 shares at 1,813.8p per share)
Shares vest two years from grant, part subject to the
performance conditions detailed in the remuneration policy
table. The long term equity rate of return which determines
the rate of vesting of the deferred bonus element, as
referenced in the policy table is set at 8% for this award.
When Geoff Cooper stepped down as a director on 6 March
2014, he was retained as an advisor to senior management
on a salary of £100,000 p.a. for the rest of the year.
He received no other compensation or benefits in his
advisory position.
The Executive Directors also took up the maximum
opportunity under the all employee Sharesave (SAYE)
scheme.
Payments to Past Directors
There were no payments to past directors made during
the period, however for Paul Hampden Smith 12,795
shares are forecast to vest in 2015 under the PSP. The
total vested value of the award is £229,972. This is based
upon the average share price over the final quarter of
2014 (1715.606p) and inclusive of dividend equivalents
of £10,460. In addition Paul Hampden Smith will receive
unpaid dividend equivalents of £35,518 arising from prior
vested, and reported, awards.
Payments for Leaving Directors
No payments for loss of office were made during 2014.
Geoff Cooper retired as CEO of the Group (31 December
2013) and as a director of the Board from 6 March 2014.
Mr Cooper remains in the Company’s employment until
6 March 2015 as a senior management adviser to the new
management team. The transition arrangements are such
that the Group’s normal policy for good leavers will apply
to Mr Cooper and as such no discretion was applied by
the Committee.
112
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
113
SECTION HEAD
CORPORATE GOVERNANCE
Directors’ Shareholding and Share Interests
Formal shareholding requirements (not voluntary
guidelines) apply to executive directors and senior
executives. Participation in long term incentives may be
scaled back or withheld if the requirements are not met or
maintained. Executive directors are required to hold shares
valued at two times salary within 5 years. John Carter and
Tony Buffin both meet the requirement.
Directors’ shareholdings and share interests as at
31 December 2014 and as at 28 February 2015
(for directors in post at this time) were as follows:
Executive
Director
Beneficial
Owner
Conditional
Shares Granted
under LTI Plans1
Unconditional
Shares Granted
under LTI Plans2
Vested but
Unexercised
Options
Total
Interests
Exercised during
20143
John Carter
197,464
Tony Buffin
61,214
320,551
159,684
21,250
1,786
10,487
-
549,572
228,267
45,360
32,902
Non-Executive Director
Beneficial Shareholding
(as at 31 December 2014)
Beneficial Shareholding
(as at 28 February 2015)
Ruth Anderson
Pete Redfern
Chris Rogers
John Rogers
Andrew Simon
Robert Walker
1,828
72
1,598
72
4,343
93,434
1,911
139
1,666
139
4,447
93,944
Notes:
1 Includes awards made under Deferred Share Bonus
Plan, Performance Share Plan, Co-investment Plan and
Sharesave.
2 Includes awards made under Deferred Share Bonus Plan
and Sharesave.
3 John Carter exercised 35,864 shares vested under the
Performance Share Plan and 9,496 shares vested under the
Deferred Share Bonus Plan, of which 19,125 were retained.
The share price on exercise was £17.73. The value of shares
on exercise was £804,340. Tony Buffin exercised 32,902
vested shares under the Share Matching Scheme, retaining
17,407. The share price on exercise was £15.73. The value of
shares on exercise was £517,419.
UNAUDITED INFORMATION
Performance Graph & Table
Historic CEO Pay
Single figure remuneration (£’000)
2009
1,412
2010
1,423
Annual bonus payout (% of maximum)
100.0%
100.0%
Vesting of share options (% of maximum)
Vesting of Performance Share Plan
(% of maximum)
Vesting of Co-investment Plan (SMS)
(% of maximum)
0%
-
0%
-
0%
0%
2011
1,938
75.9%
-
0%
2012
3,506
27.0%
-
2013
2,044
62.9%
-
2014
2,497
89.0%
-
80.0%
37.4%
44.8%
51.0%
100.0%
0%
0%
Change in Remuneration of Director undertaking the Role of CEO
Percentage Change in Salary
Earned
(2014 Full Year Compared to 2013 Full Year)
Percentage Change in Bonus
Opportunity Earned
(2014 Full Year Forecast Compared to 2013 Full Year)
Percentage Change in Taxable
Benefits received
(2013/14 Tax Year Compared to 2012/13 Tax Year)
CEO1
Comparative employee
group2
0.5%
1.7%
26.1%
10.7%
4,000% 3
7.9%4
1 The CEO comparison compares the remuneration of the previous CEO, Geoff Cooper and the current CEO, John Carter.
2 Comparative group is all colleagues within the Travis Perkins Merchanting Division. This division is the largest division within the Group, covers roles at all levels of the organisation,
and has wide geographic coverage within the UK and consequently provides a broad and diverse basis for comparison. Comparative group data is provided on a per capita basis.
3 The CEO benefits comparison reflects that the previous CEO (Geoff Cooper) took only Private Medical Insurance as a benefit. His successor John Carter has, in addition to
Private Medical Insurance, a company car.
4 Average based on all employees employed and in receipt of taxable benefits in both periods.
Relative Importance of Spend on Pay
For comparative purposes the FTSE 100 index has been selected as this is the index of which the Company is a member.
2013
2014
Total Shareholder Return
Travis Perkins plc
FTSE 100
800
700
600
500
400
300
200
100
0
2008
2009
2010
2011
2012
2013
2014
700
600
500
400
300
200
100
0
653.9
65.1
Distribution to
Shareholders
107.2
59.2
Capex
Corporation Tax
Employee
Remuneration
700
600
500
400
300
200
100
0
729
81.1
Distribution to
Shareholders
164.9
49.9
Capex
Corporation Tax
Employee
Remuneration
Capital expenditure is shown, for comparison, as an indicator of investment by the Company in future growth. It includes funds
invested in the purchase of property, plant and equipment. Corporation tax is included as indicator of wider societal contribution
facilitated by the Company’s operations and is the actual amount of corporation tax paid in the relevant reporting periods.
114
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
115
SECTION HEAD CORPORATE GOVERNANCE
Statement of Implementation of the Remuneration Policy in 2015
In 2015 the Company will implement the remuneration policy outlined above in the future policy table using the following
measures, weightings and targets:
Plan
Individual Maximum
Opportunity in 2014
Measures and
Weighting
Target
Deferred Share
Bonus Plan
CEO - 180%
CFO - 150%
• EPS 60%
• LAROCE 20%
• Business
strategy 20%
Targets are determined in line with the Annual Operating Plan
(AOP) for 20151.
Threshold for EPS is set at 95%. Threshold for LAROCE is set at
96% of AOP.
Performance below threshold results in zero bonus. Bonus
earned rises from 0% to 100% of maximum bonus opportunity
for levels of performance between threshold and maximum
targets (105% of AOP for EPS and 104% of AOP for LAROCE).
For achievement of AOP for these measures 50% of bonus
potential can be earned.
The compounded equity rate of return used to determine targets
for vesting of deferred bonus is set at 8% for bonus earned in
2014. For bonus earned in 2015 the rate will be RPI plus 4%
(subject to a 6% overall cap)2.
Performance
Share Plan
CEO - 150%
CFO - 150%
• EPS growth -
40%
• Aggregate
cashflow -
40%
• Relative
TSR - 20%
EPS - threshold of 3% pa in addition to RPI over 3 years with full
vesting at 10% plus RPI.
The aggregate cashflow range is £901m to £996m.
Relative TSR - relative position in FTSE 50-150
• Threshold is median relative position
• Maximum is upper quartile relative position
For each target performance below threshold levels results
in zero vesting. At threshold the amount of the award vesting
rises from 30% to 100% of maximum opportunity for levels of
performance between threshold and maximum targets.
Co-investment
Plan (SMS)
2:1 Matching of
amount invested by the
executive from their
own resources. The
amount invested being
limited to 50% of
post-tax annual salary
Performance
target is
Cash Return
on Capital
Employed
(CROCE)
CROCE range is 9.08% to 10.0%.
Performance below threshold levels results in zero vesting.
At threshold the amount of the award vesting rises from 30%
to 100% of maximum opportunity for levels of performance
between threshold and maximum targets.
Notes
1 Specific targets are commercially sensitive, and disclosure of such may provide an unfair advantage to the Company’s competitors. However targets, and the corresponding level of
vesting or bonus earned, will be disclosed retrospectively, in the relevant reporting period.
2 Given the extension of the deferred plan to a wider population we have reviewed the basis upon which the vesting target is calculated. We believe the revised basis (RPI +4%) will
generate a fairer target in the forecast medium term low inflation environment.
In relation to salaries and fees:
Salary / Fee Adjustment
Executive directors
• In line with the Group’s remuneration policy the Executive Directors’ salaries were reviewed
Non-executive directors
and increased by 2%, in line with general increases across the Group with effect from
1 January 2015:
• CEO - John Carter’s salary was increased to £673,200 p.a. (2014 £660,000)
• CFO - Tony Buffin’s salary was increased to £520,200 p.a. (2014 £510,000)
• In line with the Group’s remuneration policy the Non-executive Directors fees were
reviewed and increased by 2%, in line with general increases across the Group with
effect from 1 January 2015:
• Chairman - £275,400 p.a. (2014 £270,000 p.a.)
• Non-executive director basic fee - £56,100 p.a. (2014 £55,000 p.a.)
• Chairs of Audit and Remuneration Committees - £12,224 p.a (2014 £12,000 p.a.)
• Senior Independent Director - £10,200 p.a. (2014 £10,000 p.a.)
• Chair of Health & Safety Committee - £4,080 p.a. (2014 £4,000 p.a.)
Governance
Remuneration Committee and Consideration by the
Directors of Matters Relating to Directors’ Remuneration.
During the year the Committee comprised Andrew Simon
(Chairman), John Coleman (part year), Peter Redfern
(part year) and John Rogers (part year), all of whom are
independent Non-executive directors and Robert Walker.
PricewaterhouseCoopers (“PwC”) LLP was appointed by
the Committee to provide it with advice during the year on
executive remuneration. PwC were selected on the basis of
their track record of providing robust, salient and independent
advice in matters pertaining to executive remuneration.
PwC is a member of the Remuneration Consultants Group
and abides by its code. Fees are determined on a time
and materials basis at prevailing market rates (£15,000 in
2014). PwC provide additional services to the Company in
relation to remuneration including support in developing
and implementing remuneration proposals, compensation
benchmarking and other tax and consulting services.
Additional compensation data was provided to the committee
by Deloitte (fee £3,000).
In addition John Carter (CEO), Tony Buffin (CFO),
Deborah Grimason (Company Secretary), Carol Kavanagh
(Group Human Resources Director), Stella Girvin/
Sonia Fennell (Deputy Company Secretary) and Paul Nelson
(Group Head of Reward) have assisted the Committee in its
work, but never in respect of their own remuneration.
Responsibilities
The Remuneration Committee is responsible for the
executive remuneration policy and the remuneration of
executives within the Company. It determines all aspects of
the remuneration of executive directors and reviews with the
Chief Executive the remuneration of other senior executives.
It also oversees the administration of the Company’s share
plans. The Committee’s terms of reference are available on
the company website or from the Company Secretary.
Key Items Discussed in 2014 Meetings
In 2014 the Remuneration Committee met four times.
The Committee discussed amongst other topics the
following matters:
Month
January
Key Issues Considered
• Bonus targets for 2014
• Review of LTIP targets in relation to the corporate plan
• Renewal of the Share Matching (Co-investment) Scheme.
February
• Bonuses
Review of achievement against 2013 targets
bonus targets for 2014
• LTIP Awards
Review of performance conditions and grants for 2014
Review of awards vesting in 2014
• Review of executive shareholding requirement
• Extension of Sharesave and BAYE limits
• Amendment to Performance Share Plan rules
October
December
• Company pay review 2015
• Initial considerations for the 2014 directors’ remuneration report
• Company incentives
• Directors’ salary review
• Bonus targets for 2015
• Initial review of executive committee performance against strategic objectives
• Directors’ remuneration report 2014
Shareholder Voting
At the last AGM the following resolutions in relation to remuneration were put by the Company:
Resolution
To receive and approve the
directors’ remuneration policy
Votes For
% For Votes Against % Against
Votes Withheld
147,358,040
93.28%
10,622,997
6.72%
3,478,935
To receive and approve the directors’ remuneration report
154,007,876
96.59%
5,441,120
To authorise the rules of the Travis Perkins Share
Matching Scheme 2014 and to authorise directors to
make modifications to the scheme and to establish
further schemes.
149,814,409
93.71%
10,047,798
The Directors remuneration report has been approved by the Board of Directors and is signed on its behalf.
3.41%
6.29%
2,010,976
1,597,765
Andrew Simon
Chairman of the Remuneration Committee
2 March 2015
116
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
117
SECTION HEAD CORPORATE GOVERNANCE
NOMINATIONS
COMMITTEE REPORT
FOR THE YEAR ENDED 31 DECEMBER 2014
Dear Fellow Shareholder
I hope that the following introductory remarks will give you a
good overview of the Committee’s activities in 2014.
Over the past two or three years, the Board’s Nomination
Committee has met as often as the Audit and Remuneration
Committees. Where necessary, and although not recorded
as separate meetings, there have also been Nominations
Committee updates at the end of the regular Board meetings.
This frequency has been important because of the need to
meticulously plan the CEO and CFO executive succession
process; and also, as indicated in my last year’s report, to
plan for non-executive rotation and establish a Board that is
fully appropriate for the Company’s long term future.
I am pleased to report that these processes are
now complete.
In his first full year as CEO, John Carter has proved a very
effective and energetic leader, and has forged a strong and
complementary working relationship with Tony Buffin, the
Group’s CFO.
On the non-executive front, planning for the retirement of
John Coleman at the end of 2014, and Andrew Simon’s
impending retirement at the end of 2015 is now complete.
In last year’s report, I stated that we were very clear about
the Board skills we seek, operating as it does in fast-moving,
highly competitive trading and retailing businesses. Simply
stated, the Group believes its Board is best served by
individuals who have demonstrated a track record of success
in leading such businesses, as either CEOs or CFOs. In
recent months therefore, it has been pleased to welcome
Pete Redfern and John Rogers to the Board. Additionally, in
December 2014, the Group was pleased to announce the
appointment of Coline McConville to the Board.
For the next twelve months, the Committee’s main task
will be to review the depth of management and succession
below the Executive Committee, to ensure the Group has
a strong pipeline of future management and leadership
throughout the Group.
Role
The Committee’s principal responsibility is to ensure that
the Board comprises individuals with the most appropriate
balance of experience, skills and knowledge to help develop
and support the Company strategy. In order to achieve
this, the Committee requires procedures to be in place that
enable the nomination, selection and succession of the
most capable directors and senior executives.
The Committee is also responsible for considering, and
making recommendations to the Board on succession
planning for directors and other senior executives; in
this sense the Nominations Committee undertakes a
broader role.
The Nominations Committee comprises all the
Non-executive Directors and is chaired by me other than
when it is dealing with matters in relation to me or the
chairmanship of the Company. The Chief Executive,
Chief Financial Officer and Group HR Director are invited
to attend when appropriate.
Election of Directors
A rigorous selection process precedes the appointment of
all directors by the Board, and their recommendation by the
Nominations Committee.
The performance of each director, the Board and each
Committee is reviewed annually as part of the Board
evaluation process and I am pleased to confirm that the
Board recommends the election and re-election of all
directors who are standing for election and re-election at the
Group’s 2015 AGM.
Activites in 2014
The Committee operates under formal terms of reference
and met four times during the year. The principal matters
discussed at the meetings were:
• Monitoring top management succession (completed
in January 2014) to confirm that the new leadership
transition has been both seamless and effective
• Planning and executing the non-executive succession
to John Coleman as Senior Independent Director, and
Andrew Simon as Chairman of the Remuneration
Committee
• Securing the appointments of Pete Redfern (CEO
of Taylor Wimpey plc) and John Rogers (CFO of
J Sainsbury PLC)
• Securing the agreement of Coline McConville to join the
Board in February 2015
• Examining the performance of the Committee and
reviewing its terms of reference
Board Succession
As mentioned in my introductory note (above), a key task
facing the Committee during 2014 was the appointment
of three new non-executive directors, following the
resignation and retirement of John Coleman and the
impending retirement in October 2015 of Andrew Simon.
After considering alternatives, the Committee appointed
Russell Reynolds, MWM and Odgers Berndtson as external
independent search consultants. I confirm that each of
these three firms have no other relationship with the
Company and have signed up to the voluntary code of
conduct covering board appointments, following the
Davies Review.
The brief for the recruitment of new non-executive
directors was to attract proven, successful candidates with
both current and past experience as CEOs or CFOs of
businesses operating in competitive, fast-moving sectors.
The Group was delighted to announce in September the
appointment of Pete Redfern, CEO of Taylor Wimpey plc
and John Rogers, CFO of J Sainsbury plc and in December
the appointment of Coline McConville with effect from
1 February 2015.
Finally, and as a result of John Coleman approaching
retirement from the Board after nine years service, the
Nominations Committee recommended and the Board
agreed that Andrew Simon be appointed as Senior
Independent Director with effect from August 2014.
The individuals involved did not participate in discussions
about their appointments.
2015 Objectives
As previously outlined, the Committee’s focus in 2015 will
be on reviewing the Company’s talent pipeline of future
senior management and leaders. The Committee will
particularly focus on the depth of this talent below the
Executive Committee.
Board Diversity
It is the Group’s firm belief that having executives and
non-executives on the Board that are diverse in age,
experience, nationality or gender, provides us with different
perspectives. This does not just make good commercial and
business sense, but it is good for the Group’s colleagues and
its customers as well.
In addition, the Group has a clear preference for
non-executives of whatever background, who have
demonstrated success as CFOs or CEOs.
As a result, job specifications, search processes and
selection criteria are focused on appointing candidates that
not only meet the criteria for the role, but who could also
offer different perspectives. Therefore, diversity, including
gender diversity, was actively considered during the year, and
this will continue to be reflected in future activities.
The Board is committed to appointing the best people
and ensuring all employees are able to develop their
careers within the Group and therefore do not believe it is
appropriate to set targets in this area.
At the most senior director / manager level the Group has
two female board directors (22%). The Group currently also
has two women on its operating executive (16.6%). Further
details of the Group’s workforce diversity are set out in the
Equal Opportunities, Human Rights and Diversity section of
the Capturing the Way Things are Done Round Here section
on pages 64 to 69.
I will be available at the Annual General Meeting to answer
any questions about the work of the Committee.
Robert Walker
Chairman
2 March 2015
118
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
119
SECTION HEAD CORPORATE GOVERNANCE
DIRECTORS’ REPORT
FOR THE YEAR ENDED 31 DECEMBER 2014
The Directors present their annual report and audited accounts for the
year ended 31 December 2014. The Corporate Governance statement
on pages 88 to 93 forms part of the Directors’ report.
Business Review
A review of the Group’s position, developments, activities in
the field of research and development and future prospects
can be found in the Strategic report on pages 38 to 43. Whilst
the Group operates predominately in the UK it does have a
few branches in the Isle of Man and the Republic of Ireland.
Greenhouse Gas Emissions Reporting
Details of the Group’s Green House Gas Emissions can be
found in the Environmental Report on pages 74 to 77.
Results and Dividends
The Group results for the year ended 31 December 2014
and dividends for the year ending 31 December 2014 are
set out on page 132. If approved at the Annual General
Meeting, the final dividend will be paid on 1 June 2015 to
those shareholders on the register at the close of business
on 1 May 2015.
Balance Sheet and Post Balance
Sheet Events
The balance sheet on pages 134 and 135 shows the Group’s
financial position. No important 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 58 to 63.
Financial Risk Management
Details of the Group’s approach to capital management
and the alleviation of risk through the use of financial
instruments are given in the Financial Review on pages
32 to 37. Specific quantitative information on borrowings
and financial instruments is given in notes 23 and 24 on
pages 165 to 173 of the annual financial statements.
Directors and Their Interests
In accordance with the Company’s Articles of Association,
John Rogers, Pete Redfern and Coline McConville 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
John Rogers, Pete Redfern and Coline McConville’s strong
general management and financial background coupled
with their experience in a number of operational roles will
greatly benefit the Company, complement the skills of the
other Board members, and confirm each of them as ideal
choices 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, John Carter and
Tony Buffin, and non-executive directors Robert Walker,
Chris Rogers, Andrew Simon and Ruth Anderson will all
seek re-election at the Annual General Meeting.
John Coleman retired from the Board on 31 October 2014.
The names of the Directors at 31 December 2014, and
Coline McConville who was appointed on 1 February 2015
together with their biographical details are set out on pages
82 to 84. All of these Directors held office throughout
the year, except John Rogers and Pete Redfern who were
appointed with effect from 1 November 2014, and
Coline McConville as noted immediately above. 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 91, 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.
These provisions have operated effectively. 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 2014,
including holdings, if any, of spouses and of children aged
120
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
121
SECTION HEAD 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. 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 20 to
the annual financial statements.
As at 31 December 2014 the Travis Perkins Employee Share
Ownership Trust owned 2,428,156 shares in the Company
(0.98%) 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.
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 109,
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.
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
By order of the Board
Deborah Grimason
Company Secretary and General Counsel
2 March 2015
CORPORATE GOVERNANCE
under 18, were as detailed in the Directors’ Remuneration
Report on page 114.
persons should, as far as possible, be identical to that of
other employees.
Substantial Shareholdings
As at 31 December 2014, 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 (as at this date no other such notification from
any other shareholder had been received by the Company):
Sprucegrove Investment
Management
BlackRock Inc
Majedie Asset Management
Pzena Investment
Management
Legal & General Investment
Management
Number
%
13,026,336
5.24%
12,642,678
7,989,646
7,847,602
5.08%
3.21%
3.16%
7,767,618
3.12%
AXA Group
7,693,143
3.09%
Any notifications received by the Company after
31 December 2014 and up to the 1 April 2015 (being a
date within one month prior to the publication of the
AGM notice) are disclosed in the AGM notice.
Close Company Status
The close company provisions of the Income and
Corporation Taxes Act 1988 do not apply to the Company.
Employees
Statements on employee matters are contained in the
section of the annual report entitled Capturing the Way
Things are Done Around Here on pages 64 to 69.
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 diversity on company boards is
set out in the Nominations Committee report on page 118
and in the section of the annual report entitled Capturing
the Way Things are Done Around Here on pages 64 to 69.
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 and fairly considered, bearing in mind the aptitudes of
the person concerned. In the event of a 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
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
independent candidates or incur any political expenditure
during the year.
Auditor
Deloitte LLP is the Company’s auditor at the date of this
report. Following the decision of the Audit Committee, the
Company is currently putting the role of external auditor out
to tender and the decision is expected to be available on
27 March 2015. For further details of the tender process,
please refer to the Audit Committee Report on page 94.
Deloitte LLP is also participating in the tender process.
Depending on the result following the tender process,
resolutions will be proposed at the Annual General
Meeting to either re-appoint Deloitte LLP as the Company’s
auditor or appoint a new auditor as the Company’s
auditor, and to authorise the Directors to fix the relevant
auditor’s remuneration.
Statement on Disclosure of Information to
the Auditor
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 they ought
to have taken as a director in order to make themselves
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 2014 the Company had an allotted and
fully paid share capital of 248,702,988 ordinary shares
of 10 pence each, with an aggregate nominal value of
£24,870,298.80 (including shares owned by the employee
122
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
123
SECTION HEAD CORPORATE GOVERNANCE
STATEMENT OF
DIRECTORS’
RESPONSIBILITIES
FOR THE YEAR ENDED 31 DECEMBER 2014
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 such
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 European Union. 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.
Directors’ Responsibility Statement
We confirm that to the best of our knowledge:
• The financial statements, prepared in accordance with
International Financial Reporting Standards as adopted
by the EU, give a true and fair view of the assets, liabilities,
financial position and profit or loss of the Company and
the undertakings included in the consolidation taken as a
whole; and
• The Strategic Report, 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.
Declaration
The Directors consider that the Annual Report and
Accounts, when taken as a whole, are fair, balanced and
understandable and provide the information necessary for
shareholders to assess the Group’s performance, business
model and strategy.
By order of the Board
John Carter
Chief Executive
2 March 2015
Tony Buffin
Chief Financial Officer
INDEPENDENT
AUDITOR’S REPORT TO
THE MEMBERS OF
TRAVIS PERKINS PLC
Opinion on Financial Statements of
Travis Perkins plc
Separate Opinion in
Relation to IFRSs as Issued by the IASB
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 2014
and of the Group’s and the Parent company’s profit for the
year then ended;
• have been properly prepared in accordance with
International Financial Reporting Standards (IFRSs) as
adopted by the European Union; and
• 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.
The financial statements comprise the 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 37. The financial reporting framework that has
been applied in their preparation is applicable law and IFRSs
as adopted by the European Union.
As explained in note 1 to the group financial statements,
in addition to complying with its legal obligation to apply
IFRSs as adopted by the European Union, the group 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.
Going Concern
As required by the Listing Rules we have reviewed the
directors’ statement contained within the Corporate
Governance Statement, that the Group is a going concern.
We confirm that:
• we have concluded that the directors’ use of the going
concern basis of accounting in the preparation of the
financial statements is appropriate; and
• we have not identified any material uncertainties that may
cast significant doubt on the Group’s ability to continue as
a going concern.
However, because not all future events or conditions can
be predicted, this statement is not a guarantee as to the
Group’s ability to continue as a going concern.
124
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
125
SECTION HEAD
CORPORATE GOVERNANCE
Our Assessment of Risks of Material Mistatement
Risk
How the scope of our audit responded to the risk
The assessed risks of material misstatement described overleaf are those that had the greatest effect on our audit strategy,
the allocation of resources in the audit and directing the efforts of the engagement team:
Risk
How the Scope of our Audit Responded to the Risk
The assessment of the carrying value of goodwill
and intangible assets
The Group’s assessment of goodwill and
intangible assets (£2,224m, 2013: £2,224m)
incorporates judgments based on assumptions
of future cash flows, including assumptions
around revenue growth, margins, the selection of
appropriate discount rates and the assessment
of the Group’s cash-generating units particularly
with respect to the Wickes (£864m) and
Plumbing Trading Supplies (“PTS”) (£175m)
cash generating units within the Consumer and
Plumbing & Heating Divisions respectively.
Management has included this risk in the key
accounting estimates and judgements on
page 143.
Accounting for supplier rebates
Supplier rebates are a key part of the Group’s
trading activity. As set out on page 143 the
majority of rebates are determined with reference
to guaranteed rates and only one rebate
agreement is not coterminus with the Group’s
year end.
These arrangements can however be complex
and therefore management judgement is
necessary in relation to recognition of the
associated rebate including the allocation of
rebate credits between profit and loss and
inventory at each balance sheet date.
Management has included this risk in the key
accounting estimates and judgements on
page 143.
Our work focussed on challenging Management’s assumptions including specifically
the determination of cash-generating units, the forecast cash flow projections for
each cash-generating unit and the discount rates.
In making this critical assessment of the cash flow projections we assessed historical
forecasting accuracy and compared forecast profit margins to historical margins and
benchmarked the discount rate and growth rates employed to available market data.
We challenged the appropriateness of inclusion of cash flows relating to new
initiatives against the guidance in IAS 36, which precludes the inclusion of cash flows
from restructuring activity to which an entity is not yet committed. With respect to
PTS, we assessed whether the group was committed to building the best programme
and that the inclusion of associated revenues, costs and cash flows was appropriate.
With respect to Wickes we considered the ongoing initiatives against this guidance,
including range reviews and store refits.
We critically assessed management’s position as to whether or not a reasonably
possible change to key operating assumptions could result in an impairment in either
of these CGUs. In doing so we considered the sensitivity of the asset valuations
to adverse outturn versus the forecasts, in particular adverse changes in the long
term growth rate assumed and like for like sales. We also specifically challenged
and considered the appropriateness of the disclosures set out in note 13 and note
14 to the accounts detailing the point at which the carrying value of goodwill and
intangibles would equal their recoverable amounts.
We assessed the continuing appropriateness of testing groups of CGUs for
impairment at the brand level.
We tested the operating effectiveness of the controls in the supplier rebate cycle
in both 2013 and 2014 including management oversight, reviewed and challenged
actual versus forecast rebate receipts throughout the year.
A key focus of our work was on the controls around new agreements entered into in
the year are appropriately captured by management’s reporting systems.
We reviewed agreements to understand the commercial basis for arrangements
entered into and assessed the consistency of the accounting applied.
We circularised a sample of suppliers to confirm rebate terms and balances, verified
post year-end cash receipts to assess recoverability and validity of the amount
recognised as receivable at year end.
We tested and challenged Management’s calculations to estimate the impact of
rebates agreements on purchases of items held in stock at year end.
We reviewed and challenged the appropriateness of management’s accounting
policy on page 139 and other associated disclosures on page 143 in light of recent
FRC communications.
In addition, we applied data audit techniques to profile the supplier income
received in order to identify anomalies. Such anomalies were investigated to assess
whether they were indicative of mis-application of contractual terms or other
calculation errors.
We tested the operating effectiveness of relevant controls in 2014, including those
relating to management oversight and completion of inventory counts.
We tested the existence of inventory through observation of 44 inventory counts
across all of the Group’s divisions on a sample basis and assessed the condition of
the stock. We tested and challenged the calculations supporting the determination of
weighted average cost across each division and assessed the appropriateness of the
methodology applied. We also tested the adjustments for overhead allocations and
supplier rebates to assess whether they were appropriate. We considered actual and
forecast sales of key inventory lines to check that the allowances for slow-moving/
obsolete stock were valid and sufficient.
We tested that the inventory values do not exceed their net realisable values, by
selecting a sample of lines and comparing the actual sales value to the value held
in inventory.
We challenged Management’s determination of the Group’s accounting for income
taxes, using our taxation specialists to assess the judgements made, including the
level of provision maintained for uncertain tax positions, in light of evidence that
included correspondence with the relevant tax authorities.
Inventory valuation and provisioning
In relation to the valuation of inventory (£743m,
2013: £688m), there is complexity in determining
average weighted cost, reflecting the size and
scale of the business and the various processing
systems involved. In addition, judgement must
be applied by management in determining
adjustments and provisions for supplier rebates
on purchases, overhead allocations and other
allowances to recognise inventories at the lower
of cost and net realisable value.
Management has included this risk in the key
accounting estimates and judgements on
page 143.
Income taxes
The Group is required to consider the extent
to which the impact of uncertain tax positions
should be recognised within the current and
deferred taxation charge for the year and related
current and deferred taxation assets and liabilities
in the financial statements.
Management has included this risk in the key
accounting estimates and judgements on
page 143.
Last year our audit report included one other risk which is
not included in our report this year. In 2013 we highlighted
a risk around provisions for liabilities, principally comprising
self-insurance and onerous property leases. The Group
exited one property which accounted for 21% of the total
provision in the previous year and the remaining provision is
no longer material to the Group financial statements.
The description of risks above should be read in
conjunction with the significant issues considered by the
Audit Committee discussed on page 95.
Our Application of Materiality
Our audit procedures relating to these matters were designed in
the context of our audit of the financial statements as a whole, and
not to express an opinion on individual accounts or disclosures.
Our opinion on the financial statements is not modified with
respect to any of the risks described above, and we do not express
an opinion on these individual matters.
We define materiality as the magnitude of misstatement in the
financial statements that makes it probable that the economic
decisions of a reasonably knowledgeable person would be
changed or influenced. We use materiality both in planning the
scope of our audit work and in evaluating the results of our work.
We determined materiality for the Group to be £17m (2013:
£22m), which is below 5% of Group profit before tax. We have
changed the percentage applied to align more closely with other
comparable companies.
We agreed with the Audit Committee that we would report to
the Committee all audit differences in excess of £0.3m (2013:
£0.3m), as well as differences below that threshold that, in our view,
warranted reporting on qualitative grounds.
We also report to the Audit Committee on disclosure matters
that we identified when assessing the overall presentation of the
financial statements.
An Overview of the Scope of our Audit
Our group audit was scoped by obtaining an understanding of the
Group and its environment, including group-wide controls, and
assessing the risks of material misstatement at the group level. The
senior statutory auditor was involved in all decisions including the
risk assessment and approach to group-wide controls testing. Based
on that assessment, we focused our group audit scope primarily on
the Group’s four principal divisions. These principal divisions are the
Group’s four operating segments and represent 95% of the Group’s
net assets, 99% of the Group’s revenue and 99% of the Group’s
profit before tax. The statutory audits were executed at levels of
materiality applicable to each individual entity, which were much
lower than Group materiality.
At the parent entity level we also tested the consolidation process
and carried out analytical procedures to confirm our conclusion
that there were no significant risks of material misstatement of the
aggregated financial information of the remaining components not
subject to audit or audit of specified account balances.
126
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
127
SECTION HEAD CORPORATE GOVERNANCE
Opinion on Other Matters Prescribed by
the Companies Act 2006
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.
We also comply with International Standard on Quality Control 1
(UK and Ireland). Our audit methodology and tools aim to ensure
that our quality control procedures are effective, understood and
applied. Our quality controls and systems include our dedicated
professional standards review team and independent partner
reviews. 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.
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
and to identify any information that is apparently materially incorrect
based on, or materially inconsistent with, the knowledge acquired by
us in the course of performing the audit. If we become aware of any
apparent material misstatements or inconsistencies we consider the
implications for our report.
Colin Hudson FCA (Senior statutory auditor)
for and on behalf of Deloitte LLP, Chartered Accountants
and Statutory Auditor, London, United Kingdom
2 March 2015
In our opinion:
• The part of the Directors’ Remuneration Report to be audited has
been properly prepared in accordance with the Companies Act
2006; and
• The information given in the Strategic Report and 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
Adequacy of Explanations Received and Accounting Records
Under the Companies Act 2006 we are required to report to you
if, in our opinion:
• We have not received all the information and explanations we
require for our audit; or
• Adequate accounting records have not been kept by the parent
company, or returns adequate for our audit have not been
received from branches not visited by us; or
• The parent company financial statements are not in agreement
with the accounting records and returns.
We have nothing to report in respect of these matters.
Directors’ Remuneration
Under the Companies Act 2006 we are also required to
report if in our opinion certain disclosures of directors’
remuneration have not been made or the part of the Directors’
Remuneration Report to be audited is not in agreement with the
accounting records and returns. We have nothing to report arising
from these matters.
Corporate Governance Statement
Under the Listing Rules we are also required to review the part of
the Corporate Governance Statement relating to the company’s
compliance with ten provisions of the UK Corporate Governance
Code. We have nothing to report arising from our review.
Our Duty to Read Other Information in the Annual Report
Under International Standards on Auditing (UK and Ireland), we are
required to report to you if, in our opinion, information in the annual
report is:
• Materially inconsistent with the information in the audited
financial statements; or
• Apparently materially incorrect based on, or materially
inconsistent with, our knowledge of the Group acquired in the
course of performing our audit; or
• Otherwise misleading.
In particular, we are required to consider whether we have
identified any inconsistencies between our knowledge acquired
during the audit and the directors’ statement that they consider the
annual report is fair, balanced and understandable and whether
the annual report appropriately discloses those matters that we
communicated to the audit committee which we consider should
have been disclosed. We confirm that we have not identified any
such inconsistencies or misleading statements.
128
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
129
Scott Lloyd and Marc Thompson
Travis Perkins, Warrington
SECTION HEAD FINANCIAL
STATEMENTS
SECTION HEAD The Group
Pre-
exceptional
items
£m
5,148.7
FINANCIAL STATEMENTS
Income Statements
FOR THE YEAR ENDED 31 DECEMBER 2014
Pre-
exceptional
items
£m
5,580.7
Notes
4
384.0
(17.6)
366.4
-
5.6
(27.3)
344.7
(68.0)
276.7
276.5
0.2
276.7
5(a)
5(d)
9
9
10(a)
11(a)
11(a)
12
2014
Exceptional
items
Total
£m
£m
-
5,580.7
(23.3)
360.7
-
(17.6)
(23.3)
343.1
-
-
-
-
5.6
(27.3)
(23.3)
321.4
5.3
(62.7)
(18.0)
258.7
(18.0)
258.5
-
0.2
(18.0)
258.7
105.9p
102.8p
38.0p
Revenue
Operating profit before
amortisation
Amortisation of intangible assets
Operating profit
Exceptional investment income
Finance income
Finance costs
Profit before tax
Tax
Profit for the year
Attributable to
Owners of the Company
Non-controlling interests
Earnings per ordinary share
Basic
Diluted
Total dividend declared per
ordinary share
All results relate to continuing operations. Details of exceptional items are given in notes 5 and 10.
Revenue
Operating profit before exceptional items
Exceptional items
Operating profit
Exceptional investment income
Finance income
Finance costs
Profit before tax
Tax
Profit for the year
All results relate to continuing operations. Details of exceptional items are given in note 5.
Statements of Comprehensive Income
FOR THE YEAR ENDED 31 DECEMBER 2014
Notes
28(g)
10(b)
10(b)
Profit for the year
Items that will not be reclassified subsequently to profit and loss
Actuarial (losses) / gains on defined benefit pension schemes
Deferred tax rate change on actuarial movement
Income tax relating to items not reclassified
Items that may be reclassified subsequently to profit and loss
Cash flow hedges:
Losses arising during the year
Reclassification adjustments for losses included in profit
Movement on cash flow hedge cancellation payment
Income tax relating to items that may be reclassified
10(b)
Other comprehensive (loss) / income for the year net of tax
Total comprehensive income for the year
The Group
The Company
2014
£m
258.7
(48.4)
-
9.5
(38.9)
(0.1)
0.3
-
-
0.2
(38.7)
220.0
2013
£m
264.7
2014
£m
147.2
2013
£m
85.2
34.0
(11.5)
(7.0)
15.5
(5.0)
6.1
0.8
(0.3)
1.6
17.1
-
-
-
-
(0.1)
0.3
-
-
0.2
0.2
-
-
-
-
(5.0)
6.1
0.8
(0.3)
1.6
1.6
281.8
147.4
86.8
2013
Exceptional
items
£m
-
-
-
-
9.4
-
-
9.4
20.1
29.5
29.5
-
29.5
Total
£m
5,148.7
347.6
(17.9)
329.7
9.4
3.7
(30.2)
312.6
(47.9)
264.7
264.6
0.1
264.7
109.9p
105.7p
31.0p
The Company
2014
£m
205.4
178.5
2013
£m
129.0
102.9
(6.4)
-
172.1
102.9
-
5.9
9.4
4.0
(41.4)
(45.2)
136.6
10.6
147.2
71.1
14.1
85.2
347.6
(17.9)
329.7
-
3.7
(30.2)
303.2
(68.0)
235.2
235.1
0.1
235.2
Notes
4
5
5
9
9
10
132
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
133
FINANCIAL STATEMENTS
Balance Sheets
AS AT DECEMBER 2014
Assets
Non-current assets
Goodwill
Other intangible assets
Property, plant and equipment
Derivative financial instruments
Investment property
Interest in associates
Investment in subsidiaries
Available-for-sale investments
Deferred tax asset
Total non-current assets
Current assets
Inventories
Trade and other receivables
Derivative financial instruments
Cash and cash equivalents
Total current assets
Total assets
The Group
The Company
Notes
2014
£m
2013
£m
2014
£m
2013
£m
The Group
The Company
Notes
2014
£m
2013
£m
2014
£m
2013
£m
13
14
15
24
16
17
17
17
26
18
24
19
1,816.8
406.8
689.3
18.7
0.4
1.7
-
3.2
-
1,813.9
409.8
609.9
9.3
0.4
7.3
-
2.7
-
-
-
0.1
18.7
-
1.3
-
-
0.1
9.3
-
7.7
3,605.5
3,588.8
-
3.7
-
18.2
2,936.9
2,853.3
3,629.3
3,624.1
742.7
931.8
2.5
108.3
1,785.3
4,722.2
687.7
822.9
-
79.8
1,590.4
4,443.7
-
167.4
2.5
54.0
223.9
-
133.1
-
7.3
140.4
3,853.2
3,764.5
Equity and Liabilities
Capital and reserves
Issued capital
Share premium account
Merger reserve
Revaluation reserve
Hedging reserve
Own shares
Other reserves
Accumulated profits
Total equity
Non-current liabilities
Interest bearing loans and borrowings
Derivative financial instruments
Retirement benefit obligations
Long-term provisions
Long-term other payables
Amounts due to subsidiaries
Deferred tax liabilities
Total non-current liabilities
Current liabilities
Interest bearing loans and borrowings
Trade and other payables
Derivative financial instruments
Tax liabilities
Short-term provisions
Total current liabilities
Total liabilities
Total equity and liabilities
20
22
22
22
22
22
22
22
23
24
28
25
27
26
23
27
24
25
24.9
510.5
326.5
18.1
0.2
(28.5)
(1.5)
1,827.5
2,677.7
440.0
0.5
97.5
7.8
-
-
66.7
612.5
43.5
1,255.2
-
71.6
61.7
1,432.0
2,044.5
4,722.2
24.7
498.0
326.5
18.4
-
(40.6)
(1.7)
1,689.9
2,515.2
421.6
4.5
71.4
20.7
1.9
-
61.3
581.4
5.8
1,218.1
1.8
73.2
48.2
1,347.1
1,928.5
4,443.7
24.9
509.4
326.5
-
0.2
(28.5)
-
261.0
1,093.5
385.4
0.5
-
-
-
24.7
496.9
326.5
-
-
(40.6)
-
214.3
1,021.8
363.9
4.5
-
-
1.9
2,303.9
2,308.0
-
-
2,689.8
2,678.3
45.6
24.3
-
-
-
69.9
2,759.7
3,853.2
3.2
59.4
1.8
-
-
64.4
2,742.7
3,764.5
The financial statements of Travis Perkins plc, registered number 824821, were approved by the Board of Directors on 2 March 2015 and
signed on its behalf by:
John Carter
Chief Executive Officer
Tony Buffin
Chief Financial Officer
134
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
135
FINANCIAL STATEMENTS
Consolidated Statement of Changes in Equity
FOR THE YEAR ENDED 31 DECEMBER 2014
FOR THE YEAR ENDED 31 DECEMBER 2014
Statement of Changes in Equity
FOR THE YEAR ENDED 31 DECEMBER 2014
FOR THE YEAR ENDED 31 DECEMBER 2014
The Group
Issued
share
capital
£m
Share
premium
account
£m
Merger
reserve
£m
Revaluation
reserve
£m
Hedging
reserve
£m
Own
shares
£m
Other
£m
Retained
earnings
£m
Total
equity
£m
24.5
487.2
326.5
20.1
(1.6)
(62.4)
At 1 January 2013
Profit for the year
Other comprehensive income for
the period net of tax
Total comprehensive income for
the year
Dividends
-
-
-
-
-
-
-
-
Issue of share capital
0.2
10.8
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
Tax on share based payments
(10c)
Foreign exchange
Fair value of put option (note 29)
Credit for equity-settled share
based payments
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(2.8)
(0.2)
1.3
-
-
-
-
At 31 December 2013
24.7
498.0
326.5
18.4
Profit for the year
Other comprehensive income for
the period net of tax
Total comprehensive income for
the year
Dividends
-
-
-
-
-
-
-
-
Issue of share capital
0.2
12.5
Realisation of revaluation reserve
in respect of property disposals
Difference between depreciation
of assets on a historical basis
and on a revaluation basis
Tax on share based payments
(10c)
Foreign exchange
Credit for equity-settled share
based payments
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(0.2)
(0.1)
-
-
-
-
0.1
-
0.1
-
-
-
-
-
-
-
(1.8)
-
1,461.3
2,255.6
264.6
264.7
15.5
17.1
280.1
281.8
(65.1)
(65.1)
(18.9)
13.9
2.8
0.2
-
15.7
0.1
-
-
-
1.3
15.7
0.1
(1.8)
13.7
13.7
-
-
-
-
21.8
-
-
-
-
-
-
-
(40.6)
(1.7)
1,689.9
2,515.2
-
-
-
-
12.1
-
-
-
-
-
0.2
258.5
258.7
-
(38.9)
(38.7)
0.2
219.6
220.0
-
-
-
-
-
-
-
(81.1)
(10.5)
(81.1)
14.3
0.2
0.1
-
-
(0.5)
(0.5)
(0.1)
(0.1)
9.9
9.9
-
1.6
1.6
-
-
-
-
-
-
-
-
-
-
-
0.2
0.2
-
-
-
-
-
-
-
Issued
share
capital
£m
24.5
Share
premium
account
£m
486.1
Merger
reserve
£m
326.5
The Company
Hedging
reserve
£m
Own
shares
£m
Retained
earnings
£m
Issue of share capital
0.2
10.8
At 1 January 2013
Profit for the year
Other comprehensive income for
the period net of tax
Total comprehensive income for
the year
Dividends
Tax on share based payments
(note 10)
Credit for equity-settled share
based payments
At 31 December 2013
Profit for the year
Other comprehensive income for
the period net of tax
Total comprehensive income for
the year
Dividends
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
24.7
496.9
326.5
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(1.6)
(62.4)
-
1.6
1.6
-
-
-
-
-
-
0.2
0.2
-
-
-
-
-
-
-
-
21.8
-
-
(40.6)
-
-
-
-
12.1
-
-
Issue of share capital
0.2
12.5
Tax on share based payments
(note 10)
Credit for equity-settled share
based payments
-
-
-
-
At 31 December 2014
24.9
509.4
326.5
0.2
(28.5)
261.0
1,093.5
1.2
1.2
Total
equity
£m
977.1
85.2
1.6
86.8
(65.1)
13.9
5.3
3.8
1,021.8
147.2
0.2
147.4
(81.1)
14.3
(10.1)
204.0
85.2
-
85.2
(65.1)
(18.9)
5.3
3.8
214.3
147.2
-
147.2
(81.1)
(10.5)
(10.1)
At 31 December 2014
24.9
510.5
326.5
18.1
0.2
(28.5)
(1.5)
1,827.5
2,677.7
136
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
137
FINANCIAL STATEMENTS
SECTION HEAD
Cash Flow Statements
FOR THE YEAR ENDED 31 DECEMBER 2014
The Group
The Company
Operating profit before amortisation and exceptional items
Adjustments for:
Depreciation of property, plant and equipment
Amortisation of internally generated intangibles
Other non cash movements
Losses of associate
Gain on disposal of property, plant and equipment
Operating cash flows
Increase in inventories
(Increase) / decrease in receivables
Increase / (decrease) in payables
Payments on exceptional items
Pension payments in excess of the charge to profits
Cash generated from operations
Interest paid
Income taxes paid
Net cash from operating activities
Cash flows from investing activities
Interest received
Proceeds on disposal of property, plant, equipment and investments
Development of computer software
Purchases of property, plant and equipment
Interest in associate
Investments in subsidiaries
Acquisition of businesses net of cash acquired (note 29)
Net cash used in investing activities
Financing activities
Net proceeds from the issue of share capital
Net movement in finance lease liabilities
Bond issue costs
Decrease in loans and liabilities to pension scheme
Increase in sterling bond
Dividends paid
Net cash from financing activities
Net increase / (decrease) in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of year (note 19)
2014
£m
384.0
74.9
0.7
9.9
3.3
(26.8)
446.0
(48.5)
(107.7)
48.9
(3.8)
(24.7)
310.2
(15.2)
(49.9)
245.1
0.2
30.8
(14.0)
(150.9)
(2.1)
-
(15.7)
(151.7)
14.3
(2.5)
(2.6)
(243.0)
250.0
(81.1)
(64.9)
28.5
79.8
108.3
2013
£m
347.6
71.3
-
13.7
2.5
(18.1)
417.0
(48.5)
(83.6)
61.5
(4.6)
(22.6)
319.2
(21.0)
(59.2)
239.0
0.5
16.9
-
(107.2)
(2.9)
-
(9.3)
(102.0)
13.9
(2.1)
-
(143.0)
-
(65.1)
(196.3)
(59.3)
139.1
79.8
2014
2013
£m
£m
178.5
102.9
0.1
-
1.2
-
-
0.1
-
3.8
-
-
179.8
106.8
-
(19.3)
(31.2)
(0.4)
-
-
41.6
63.8
-
-
128.9
212.2
(12.9)
(21.9)
-
-
116.0
190.3
0.5
-
-
(0.1)
1.6
(16.7)
-
-
-
-
(0.1)
(1.3)
(13.2)
-
(14.7)
(14.6)
14.3
-
(2.6)
13.9
-
-
(240.0)
(190.6)
250.0
-
(81.1)
(65.1)
(59.4)
(241.8)
41.9
7.3
49.2
(66.1)
73.4
7.3
Notes to the financial statements
FOR THE YEAR ENDED 31 DECEMBER 2014
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 office is given on page 192. The nature of the Group’s
operations and its principal activities are set out in the Business
and Strategy Review on pages 6 to 57.
These financial statements are presented in pounds sterling, the
currency of the primary economic environment in which the
Group operates.
Basis of accounting
The financial statements have been prepared in accordance with
International Financial Reporting Standards (“IFRS”) issued by the
International Accounting Standards Board (“IASB”). The financial
statements have also been prepared in accordance with IFRS
adopted by the European Union and therefore the Group financial
statements comply with Article 4 of the EU IAS Regulations.
Basis of preparation
The financial statements have been prepared on the historic cost
basis, except that derivative financial instruments, available for
sale investments, contingent consideration arising from business
combinations and certain borrowings are stated at their fair value.
The consolidated financial 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 over the investee;
• is exposed or has rights to a variable return from the
involvement with the investee; and
• has the ability to use its power to affect its returns.
As such, the results of subsidiaries acquired during the year are
included in the consolidated income statement from the effective
date of acquisition.
The following new and revised Standards and interpretations
have been adopted in the current year. Their adoption has not
had any significant impacts on the amounts reported in these
financial statements:
• Amendments to IFRS10, IFRS12 and IAS 27 Investment entities
• Amendments to IAS 36 Recoverable Amount Disclosure for
Non-Financial Assets
At the date of the approval of these financial statements, the
following Standards and Interpretations, which have not yet
been applied in these financial statements, were in issue, but not
yet effective:
• IFRS 9 Financial Instruments
• IFRS15 Revenue from Contracts with Customers
• Improvements to IFRSs – minor amendments
The Directors anticipate that adoption of these Standards and
Interpretations in future periods will have no material impact on
the financial statements of the Group.
The Directors are 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 significant risks
and uncertainties, which could affect the Group’s ability to meet
management’s projections and hence its ability to meet its banking
covenants. The Directors believe that the Group has the flexibility
to react to changing market conditions and is adequately placed to
manage its business risks successfully.
Detailed considerations of going concern, risks and uncertainties
are provided in the Strategic Report on pages 6 to 63.
After making enquiries, the Directors have formed a judgement
at the time of approving the financial 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 financial statements.
2. SIGNIFICANT ACCOUNTING POLICIES
The principal accounting policies adopted in preparing the financial
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 financial 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 financial performance
and that there is comparability of financial 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, significant 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 financial
instruments to the extent that hedge accounting is not achieved
or is not effective and pension scheme curtailment gains and the
effect of changes in corporation tax rates on deferred tax balances.
Supplier arrangements
Rebate, manufacturer funded customer contract support and
similar promotional arrangements (“Supplier Arrangements”) are a
common component of trading agreements in the building product
supply industry. As part of its on-going business activities, the
Travis Perkins group has entered into such arrangements with a
significant number of its goods for resale suppliers.
Amounts due in respect of Supplier Arrangements are not
recognised in the income statement until all performance
conditions have been met and the goods have been sold to third
party customers.
138
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
139
FINANCIAL STATEMENTS
2. SIGNIFICANT ACCOUNTING POLICIES continued
Supplier rebates received and receivable in respect of goods
which have been sold to the Group’s customers are deducted from
cost of sales in the income statement. Where goods on which
rebate has been earned remain in inventory at the year-end, an
appropriate rebate deduction is made from the gross balance
sheet carrying value of that inventory. The rebate deduction is
only released to the income statement when the goods are
ultimately sold.
Customer contract support arrangements, which are supplier
specific, enable a supplier to elicit Travis Perkins in the sale of
certain products or product ranges to particular customers.
Through this Travis Perkins can sell goods to its customer at a
competitive contract price benefiting from support from a given
supplier. All contract support receipts received and receivable are
deducted from cost of sales when the sale to the third party has
been completed.
At the year-end the balance sheet includes a balance representing
unpaid amounts receivable from suppliers.
Other promotional arrangements are not significant.
Customer rebates
Where the Group has rebate agreements with its customers,
the value of customer rebates paid or payable, calculated in
accordance with the agreements in place, is deducted from
turnover in the year in which the rebate is earned.
Business combinations and goodwill
All business combinations are accounted for using the acquisition
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 identifiable 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 share-based payment awards are
measured in accordance with IFRS 2 Share-based Payment.
Where a business combination is achieved in stages, the Group’s
previously held interest in the acquired entity are remeasured to
fair value at the acquisition date and the resulting gain or loss,
if any, is recognised in the income statement.
Goodwill arising on acquisition represents the excess of the cost of
acquisition over the share of the aggregate fair value of identifiable
net assets (including intangible assets) of a business or a subsidiary
at the date of acquisition. All material intangible fixed assets
obtained on acquisition have been recognised separately in the
financial statements. Goodwill is initially recognised as an asset and
allocated to cash generating units or groups of cash generating units
that are expected to benefit from the synergies of the combination,
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
carrying value subject to being tested for impairment at that date.
Goodwill written off to reserves prior to 1998 under UK GAAP has
not been reinstated and would not be included in determining any
subsequent profit or loss on disposal.
Liabilities for contingent consideration are classified as fair value
through profit and loss.
Intangible assets
Intangible assets identified 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 indefinite 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.
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.
• Computer software - 3 to 10 years.
• Freehold land is not depreciated.
Assets held under finance 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 reserves.
Leases
Finance leases, which transfer to the Group substantially all the
risks and benefits 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 finance
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 benefits of ownership of the asset are
classified 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 on
a straight-line basis over the life of the lease.
Impairment of tangible and intangible assets
The carrying amounts of the Group’s tangible and intangible assets
with a definite useful life 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 flows that are independent from other assets, the
Group estimates the recoverable amount of the cash-generating
unit (“CGU”) to which the asset belongs. The recoverable amount
of an asset is the greater of its fair value less disposal cost and
its value in use (the present value of the future cash flows that
the asset is expected to generate). In determining value in use the
present value of future cash flows is discounted using a pre tax
discount rate that reflects current market assessments of the time
value of money in relation to the period of the investment and the
risks specific to the asset concerned.
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. When the reasons for
a write down no longer exist the write down is reversed in the
income statement up to the net book value that the relevant
asset would have had if it had not been written down and if it had
been depreciated.
For intangible assets that have an indefinite useful life the
recoverable amount is estimated at each annual balance
sheet date.
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.
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 uncollectible.
Impairment of financial assets
Financial assets are treated as impaired when in the opinion of
the Directors, the likelihood of full recovery is diminished by either
events or change of circumstance.
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 non-equity funding are
recognised in the income statement over the life of the facility.
All other borrowing costs are recognised in the income statement
in accordance with the effective interest rate method.
Trade payables
Trade payables are measured at amortised cost.
Foreign currencies
Transactions denominated in foreign currencies are recorded at the
rates ruling on the date of the transaction.
At the 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.
Derivative financial instruments and hedge accounting
The Group uses derivative financial instruments to hedge its
exposure to interest rate and foreign exchange risks arising from
financing activities. The Group does not enter into speculative
financial instruments. In accordance with its treasury policy, the
Group does not hold or issue derivative financial instruments for
trading purposes.
Derivative financial instruments are stated at fair value. The
fair value of derivative financial 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 financial instruments, that
are designated and effective as hedges of the future variability of
cash flows, are recognised 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 classified 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 classified
as current.
Foreign currency forward contracts not designated as effective
hedges are marked-to-market at the balance sheet date, with any
gains or losses being taken through the income statement.
Financial assets and financial liabilities
Financial assets are classified into the following specified
categories: financial assets at ‘fair value through profit or loss’
(“FVTPL”), ‘available-for-sale’ (“AFS”) financial assets and ‘loans
and receivables’. The classification depends on the nature and
purpose of the financial assets and is determined at the time of
initial recognition.
140
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
141
SECTION HEAD 2. SIGNIFICANT ACCOUNTING POLICIES continued
Financial liabilities are classified as either financial liabilities ‘at
FVTPL’ or ‘other financial liabilities’ and trade and other payables.
The Group derecognises financial liabilities when, and only when,
the Group’s obligations are discharged, cancelled or they expire.
The Group has defined the classes of financial assets to be
other financial assets, cash and borrowings and derivative
financial instruments.
Financial assets and financial liabilities at FVTPL
Financial assets and financial liabilities are classified as at FVTPL
where the financial asset or the financial liability is either held for
trading or it is designated as FVTPL.
A financial asset or financial liability is classified as held for
trading if it:
• Has been acquired principally for the purpose of being sold or
disposed of 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 financial 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 flow relationship. The net
gain or loss recognised in the income statement incorporates
any interest earned or paid on the financial asset and financial
liability respectively.
Loans and receivables
Trade receivables and other receivables that have fixed or
determinable payments that are not quoted in an active market
are classified 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 financial liabilities
Other financial liabilities, including borrowings, are initially
measured at fair value, net of transaction costs. Other financial
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 financial 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 financial liability, or,
where appropriate, a shorter period.
Derecognition of financial assets and financial liabilities
The Group derecognises a financial asset only when the
contractual rights to the cash flows from the asset expire; or it
transfers the financial 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 financial asset, the Group continues to recognise the
financial asset and also recognises a collateralised borrowing for
the proceeds received.
Taxation
The tax expense represents the sum of the tax currently payable
and the deferred tax.
The tax currently payable is based on taxable profit for the year.
Taxable profit differs from net profit 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 financial statements and the corresponding tax bases used
in the computation of taxable profit. 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 profits 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 profit nor the accounting profit.
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 within equity.
Retirement benefit costs
Payments to defined contribution retirement benefit schemes
are recognised as an expense when employees have rendered
services entitling them to the contributions.
For defined benefit schemes, the cost of providing benefits is
determined using the projected unit credit method with actuarial
valuations being carried out at the end of each reporting period.
Re-measurement comprising actuarial gains and losses, the effects
of asset ceilings and minimum funding payments and the return
on scheme assets (excluding interest) are recognised immediately
in the balance sheet with a charge or credit to the statement
of comprehensive income. Re-measurement recorded in the
statement of comprehensive income is not recycled. Net interest
is calculated by applying a discount rate to the net defined benefit
liability or asset. Net interest expense or income is recognised
within finance costs.
Where the Group is committed to pay additional contributions
under a minimum funding arrangement and it has no
unconditional right to receive any surplus in a winding up of
the scheme, the pension obligation recognised in the financial
statements is the higher of the IAS 19 (revised 2011) obligation
or the net present value of future minimum funding payments,
discounted using the IAS 19 (revised 2011) discount rate to which
the Group is unconditionally committed.
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 because of a past
event, and it is probable that an outflow of economic benefits 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
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 financial statements until they
have been approved by shareholders at the Annual General Meeting.
3. CRITICAL JUDGEMENTS AND KEY SOURCES
OF ESTIMATION AND UNCERTAINTY
These consolidated financial statements have been prepared in
accordance with IFRS as issued by the IASB. The preparation of
financial 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 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 frequently re-evaluate these
significant factors and make adjustments where facts and
circumstances dictate. The Directors believe that the following
judgements are critical due to the degree of estimation required
and / or the potential material impact they may have on the
Group’s financial position and performance.
Supplier arrangements - supplier rebates
The value of supplier rebates included in the income statement is
generally calculated by applying an agreed percentage to the gross
supplier invoice price of the goods purchased.
The overwhelming majority of supplier rebates, in excess of 95%
by value, are determined by reference to “guaranteed” rates of
rebate, the remainder are subject to stepped targets, the net rebate
percentage increasing as values or volumes purchased reach
pre-agreed targets. Only one rebate agreement is not co-terminus
with the Group’s year end.
Amounts receivable under most Supplier Arrangements are
earned and settled monthly, although some agreements may
also stipulate quarterly, bi-annual or annual payments with very
few of the arrangements not being co-terminus with the Group’s
statutory year end, which:
• enables the accurate quantification of amounts receivable
from suppliers prior to their inclusion in the annual financial
statements; and
• allows the Group to sense check the value of unpaid receivables
at the year-end by reference to cash received immediately after
the year-end.
As a result the key judgements made are to determine the value of
rebates to be immediately recognised in the income statement and
the value to be deferred in stock.
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
affect the Group’s effective tax rate and the results of operations in
a given period. Accordingly, potentially significant tax benefits will
not be recognised until there is sufficient certainty that they will be
accepted by HMRC.
Cash generating units
The Directors consider that individual assets do not generate cash
flows that are largely independent of those from other assets and
consequently that, for the purposes of impairment testing, each
branch in the Group is a cash generating unit (“CGU”). Impairment
testing of property, plant and equipment is carried out at individual
branch level and no write offs have been made. Goodwill and
other intangibles impairment testing is carried out at brand level as
described in note 13.
Goodwill and other intangible assets
In testing for impairment, the recoverable amount of goodwill and
intangible assets is determined by reference to the value in use
of the CGU grouping to which they are attributed. In addition the
Directors have made certain assumptions concerning discount
rates and the future development of the business that are
consistent with its five-year strategic plan. Whilst the Directors
consider their assumptions to be realistic, should actual results,
including those for market volume changes, be different from
expectations, for instance due to a worsening of the UK economy,
then it is possible that the value of goodwill and intangible assets
included in the balance sheet could become impaired.
The pre-tax discount rate is derived from the Group’s weighted
average cost of capital (“WACC”) calculated by the Group’s
advisors. The WACC is based upon the risk free rate for
twenty-year UK gilts, adjusted for the UK market risk premium,
which reflects the increased risk of investing in UK equities and
the relative volatilities of the equity of the Group compared to the
market as a whole. In arriving at the discount rate the Directors
have applied an adjustment to reflect their view of the relative
risk of the Group’s operations. Further details concerning the
judgements made by the Directors in respect of goodwill and
intangible assets and the impairment testing thereof, are given
in note 13.
142
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
143
SECTION HEADFINANCIAL STATEMENTS FINANCIAL STATEMENTS
3. CRITICAL JUDGEMENTS AND KEY SOURCES OF ESTIMATION AND UNCERTAINTY continued
Pension assumptions
The Group has chosen to adopt assumptions that the Directors
believe are generally in line with comparable companies. If
the difference between actual inflation 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 deficit
could be greater than currently stated in the balance sheet. Where
the pension obligation is included in the balance sheet at the net
present value of the minimum funding payments then the impact
on the balance sheet of changes in these assumptions is reduced.
Insurance provisions
The Group has insurance policies containing high excess levels.
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 un-insured excesses relating to 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.
4. REVENUE
Sale of goods
Management charges
Dividends from subsidiaries
Other operating income
Finance income
The Group
The Company
2014
£m
2013
£m
5,580.7
5,148.7
-
-
-
-
5,580.7
5,148.7
5.7
5.6
4.9
3.7
5,592.0
5,157.3
2014
2013
£m
-
8.3
197.1
205.4
-
5.9
211.3
£m
-
8.0
121.0
129.0
-
4.0
133.0
Like-for-like sales are a measure of underlying sales performance for two successive periods. Branches contribute to like-for-like sales once
they have been trading for more than 12 months. Revenue included in like-for-like is for the equivalent times in both years being compared.
When branches close revenue is excluded from the prior year figures for the months equivalent to the post closure period in the current year.
5. PROFIT
a. Operating profit
Revenue
Cost of sales
Gross profit
Selling and distribution costs
Administrative expenses
Profit on disposal of properties
Other operating income
Share of results of associate
Operating profit
Add back exceptional items
Add back amortisation of acquired intangible assets
Adjusted operating profit
The Group
The Company
2014
£m
2013
£m
5,580.7
5,148.7
(3,930.2)
(3,616.6)
1,650.5
(1,015.5)
(320.6)
26.3
5.7
(3.3)
343.1
23.3
17.6
384.0
1,532.1
(941.5)
(280.7)
17.4
4.9
(2.5)
329.7
-
17.9
347.6
2014
£m
205.4
-
205.4
-
(33.3)
-
-
-
172.1
6.4
-
178.5
2013
£m
129.0
-
129.0
-
(26.1)
-
-
-
102.9
-
-
102.9
Operating profit has been arrived at after charging / (crediting):
During the year the Group incurred the following costs for services provided by the Company’s auditor:
The Group
Fees payable to the Company’s auditor for the audit of the Company’s annual accounts
Fees payable to the Company’s auditor for the audit of the Company’s subsidiaries
Fees paid to the Company’s auditor for other services:
Audit related assurance services
Other services relating to taxation - advisory
2014
£000
107
328
89
22
546
2013
£000
107
335
85
115
642
The Group
The Company
Movement of provisions against inventories
2014
£m
(1.5)
2013
£m
(3.0)
Cost of inventories recognised as an expense
3,931.7
3,619.6
Pension costs in administration expenses
Pension costs in selling and distribution costs
Depreciation of property, plant and equipment
Amortisation of internally generated intangible assets
Staff costs
Gain on disposal of property, plant and equipment
Rental income
Hire of vehicles, plant and machinery
Other leasing charges – property
Amortisation of acquired intangible assets
Auditor’s remuneration for audit services
7.5
15.1
74.9
0.7
706.4
(26.8)
(5.7)
44.3
183.6
17.6
0.4
7.2
14.9
71.3
-
631.8
(18.1)
(5.0)
35.8
184.1
17.9
0.4
2014
£m
2013
£m
-
-
0.3
-
-
-
-
-
0.3
-
-
-
10.3
12.1
-
-
-
-
-
-
-
-
-
-
0.1
0.1
Audit related assurance services includes £12,000 (2013: £12,781) which was paid to the auditor by the Travis Perkins Pension and
Dependents Benefit Scheme.
A description of the work of the Audit Committee is set out in the Audit Committee report on pages 94 to 97, and includes an explanation of
how auditor objectivity and independence is safeguarded when the auditor provides non-audit services.
144
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
145
5. PROFIT continued
b. Adjusted Operating Margin
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.
General
Merchanting
Contracts
Consumer
Plumbing &
Heating
Unallocated
Group
2014
2014
£m
2013
£m
2014
£m
2013
£m
2014
£m
2013
£m
2014
£m
2013
£m
Revenue
1,872.7
1,647.7
1,071.3
955.7
1,283.4
1,179.8
1,353.3 1,365.5
Segment result
183.4
176.4
65.9
5.7
61.4
6.1
82.4
4.9
67.5
4.9
29.4
7.0
49.5
6.9
-
2014
£m
-
2013
£m
2014
£m
2013
£m
- 5,580.7
5,148.7
(18.0)
(15.7) 343.1
339.1
-
-
17.6
17.9
23.3
(9.4)
-
-
(10.0)
(9.4)
28.7
-
4.6
183.4
176.4
71.6
67.5
77.3
63.0
65.1
56.4
(13.4)
(15.7) 384.0
347.6
9.8%
10.7%
6.7%
7.1%
6.0%
5.3%
4.8%
4.1%
-
-
6.9%
6.8%
-
-
-
-
Amortisation of
acquired intangible
assets
Exceptional items
Adjusted segment
result
Adjusted operating
margin
Segmental information including the definition of segment result is shown in note 6.
c. Adjusted profit before and after tax
Profit before tax
Exceptional items
Amortisation of acquired intangible assets
Adjusted profit before tax
Profit after tax
Exceptional items
Amortisation of acquired intangible assets
Tax on exceptional items and amortisation of acquired intangible assets
Income effect of reduction in corporation tax rate on deferred tax
Adjusted profit after tax
d. Exceptional items
Reconfiguration of Plumbing & Heating business
Onerous lease provision release
Write down of loans and investment in Rinus Roofing Limited
Fair value adjustments to contingent consideration
The Group
2014
£m
321.4
23.3
17.6
362.3
The Group
2014
£m
258.7
23.3
17.6
(8.8)
-
290.8
2013
£m
312.6
(9.4)
17.9
321.1
2013
£m
264.7
(9.4)
17.9
(3.6)
(20.1)
249.5
The Group
The Company
2014
£m
29.5
(10.0)
4.6
(0.8)
23.3
2013
£m
-
-
-
(9.4)
(9.4)
2014
£m
2013
£m
2.1
-
5.1
(0.8)
6.4
-
-
-
-
-
The programme to reconfigure the Plumbing and Heating business resulted in the Group and the Company incurring £29.5m and £2.1m
respectively of exceptional operating charges. Details of the exceptional provision is given in note 25.
£10.0m of surplus exceptional onerous lease provision was credited back to operating profit following the surrender of the lease on a property.
The Group disposed of its investment in Rinus Roofing Limited for £2.8m and recorded a loss of £4.6m, £5.1m in the Company, as loans
previously advanced to Rinus Roofing and the Group’s equity investment were not fully recovered.
In accordance with IAS 39 the contingent consideration payable in respect of the acquisition of Solfex was reassessed with the discounted
amount previously recognised being reduced by £0.8m in the Group and in the Company.
2013
The contingent consideration payable in respect of the Toolstation acquisition was reassessed which resulted in the discounted amount
previously recognised of £47.0m being reduced to £37.6m. The difference of £9.4m was credited as exceptional investment income to the
income statement in both the Group and the Company.
6. BUSINESS AND GEOGRAPHICAL SEGMENTS
As required by IFRS 8 the operating segments are identified on the basis of internal reports about components of the Group that are regularly
reviewed by the Chief Executive to assess their performance. All four divisions sell building materials to a wide range of customers, none of
which are dominant, and operate almost exclusively in the United Kingdom and consequently no geographical information is presented.
Segment result represents the profit earned by each segment without allocation of certain central costs, finance income and costs and
income tax expense. Unallocated segment assets and liabilities comprise financial instruments, current and deferred taxation, cash and
borrowings and pension scheme assets and liabilities.
Inter-segment sales are eliminated. During 2014 and 2013 there were no impairment losses or reversals of impairment losses recognised in
profit or loss or in equity in any of the reportable segments.
General
Merchanting
£m
1,872.7
Contracts
Consumer
2014
£m
1,071.3
Plumbing &
Heating
£m
£m
1,283.4
1,353.3
183.4
65.9
82.4
29.4
-
-
183.4
-
183.4
1,453.4
(420.2)
1,033.2
110.1
-
44.6
-
-
65.9
-
65.9
735.5
(280.7)
454.8
13.9
5.7
8.8
-
-
82.4
-
82.4
1,436.2
(334.7)
1,101.5
20.1
4.9
15.6
-
-
29.4
-
29.4
961.5
(265.2)
696.3
13.6
7.0
5.9
Revenue
Result
Segment result
Finance income
Finance costs
Profit before taxation
Taxation
Profit for the year
Segment assets
Segment liabilities
Consolidated net assets
Capital expenditure
Amortisation of acquired
intangibles
Depreciation
Unallocated
Consolidated
£m
-
£m
5,580.7
(18.0)
5.6
(27.3)
(39.7)
(62.7)
(102.4)
135.6
(743.7)
(608.1)
-
-
-
343.1
5.6
(27.3)
321.4
(62.7)
258.7
4,722.2
(2,044.5)
2,677.7
157.7
17.6
74.9
146
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
147
SECTION HEADFINANCIAL STATEMENTS
FINANCIAL STATEMENTS
6. BUSINESS AND GEOGRAPHICAL SEGMENTS continued
2013
General
Merchanting
£m
1,647.7
Contracts
Consumer
£m
955.7
£m
1,179.8
Plumbing &
Heating
£m
1,365.5
Unallocated
Consolidated
£m
-
£m
5,148.7
176.4
61.4
-
-
-
176.4
-
176.4
1,332.2
(421.5)
910.7
84.1
-
36.3
-
-
-
61.4
-
61.4
692.9
(229.8)
463.1
8.8
6.1
10.5
58.1
9.4
-
-
67.5
-
67.5
1,406.5
(380.7)
1,025.8
12.7
4.9
17.4
49.5
(15.7)
329.7
-
-
-
49.5
-
49.5
911.9
(235.6)
676.3
5.9
6.9
7.1
-
3.7
(30.2)
(42.2)
(47.9)
(90.1)
100.2
(660.9)
(560.7)
-
-
-
9.4
3.7
(30.2)
312.6
(47.9)
264.7
4,443.7
(1,928.5)
2,515.2
111.5
17.9
71.3
Revenue
Result
Segment result
Exceptional
investment income
Finance income
Finance costs
Profit before taxation
Taxation
Profit for the year
Segment assets
Segment liabilities
Consolidated net assets
Capital expenditure
Amortisation
Depreciation
As outlined in last year’s annual report, on 1 January 2014 the Group’s divisions were restructured and BSS was transferred from the
Plumbing and Heating division to the Contracts division, whilst Benchmarx was transferred from the Contracts division to General
Merchanting. As a result the segmental information for 2013 was reallocated in line with the new divisional structure.
Unallocated segment assets and liabilities comprise the following:
Assets
Interest in associates
Financial instruments
Investment properties
Available for sale investments
Cash and cash equivalents
Unallocated corporate assets
Liabilities
Financial instruments
Tax liabilities
Deferred tax liabilities
Retirement benefit obligations
Interest bearing loans, borrowings and loan notes
Unallocated corporate liabilities
2014
£m
1.7
21.2
0.4
3.2
108.3
0.8
135.6
(0.5)
(71.6)
(66.7)
(97.5)
(483.5)
(23.9)
(743.7)
2013
£m
7.3
9.3
0.4
2.7
79.8
0.7
100.2
(6.3)
(73.2)
(61.2)
(71.4)
(427.4)
(21.4)
(660.9)
7. STAFF COSTS
a. The average monthly number of persons employed (including executive directors)
Sales and distribution
Administration
b. Aggregate remuneration
Wages and salaries
Share based payments (note 8)
Social security costs
Other pension costs (note 28i)
The Group
The Company
2014
No.
20,320
3,160
23,480
2013
No.
19,097
2,840
21,937
2014
No.
-
48
48
2013
No.
-
46
46
The Group
The Company
2014
£m
646.8
9.9
49.7
22.6
2013
£m
565.2
13.7
52.9
22.1
729.0
653.9
2014
£m
7.7
1.2
0.9
0.5
10.3
2013
£m
7.6
3.8
0.7
0.3
12.4
8. SHARE-BASED PAYMENTS
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:
Share price at grant date (pence)
Option exercise price (pence)
Volatility (%)
Option life (years)
Risk-free interest rate (%)
Expected dividends as a dividend yield (%)
Executive
Options
1,787
1,796
29.0%
3.0
1.2%
1.9%
2014
SAYE
1,665
1,390
28.2%
3.4
1.4%
1.9%
1,832
-
29.3%
3.0
1.1%
1.9%
2013
SAYE
1,648
1,274
Nil price
options
1,373
-
1,463
1,453
32.3%
36.3%
33.0%
3.0
0.6%
2.2%
3.5
1.0%
2.0%
3.0
0.5%
2.3%
Nil price
options
Executive
Options
Volatility is based on historic share prices over a period 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 three times (within the
Board’s target range).
The expected life of options used in the model has been adjusted, based upon management’s best estimate, for the effect of non-transferability,
exercise restrictions and behavioural considerations.
A description of the share schemes operated by the Group is contained in the remuneration report on pages 98 to 117.
SAYE options were granted on 26 September 2014. The estimated fair value of the shares under option at that date was £11.6m for the
Group and £0.1m for the Company.
Shares were granted under the share-matching scheme on 25 March 2014 and 21 October 2014. The estimated fair value of the shares
under option at those dates was £5.7m for the Group and £2.4m for the Company.
Shares were granted under the performance share plan on 8 January 2014, 21 March 2014 and 22 August 2014. The estimated fair value of
the shares under option at those dates was £9.6m for the Group and £3.0m for the Company.
148
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
149
The number and weighted average exercise price of share options is as follows:
The Company
2014
Weighted
average
exercise
price
Number of
options
Number
of nil price
options
Weighted
average
exercise
price
2013
Number of
options
Number
of nil price
options
In thousands of options
Outstanding at the beginning of the
year
Forfeited during the year
Exercised during the year
Transferred to other group
companies
Granted during the year
Outstanding at the end of the year
Exercisable at the end of the year
p
873
1,064
1,065
1,507
1,513
892
429
No.
186
(9)
(81)
(6)
31
121
62
No.
2,331
(406)
(618)
(20)
344
1,631
332
Details of the options outstanding at 31 December 2014 were as follows:
p
756
630
695
-
795
873
790
No.
300
(8)
(126)
-
20
186
125
No.
2,837
(199)
(796)
-
489
2,331
727
The Company
2014
2013
Executive
options
SAYE
Nil price
options
Executive
options
SAYE
Nil price
options
Range of exercise prices (pence)
201-1,883 657-1,390
Weighted average exercise price (pence)
Number of shares (thousands)
Weighted average expected remaining life (years)
Weighted average contractual remaining life (years)
744
83
0.7
4.8
1,176
43
2.5
3.0
-
-
1,651
0.8
7.4
201-1,745
442-1,274
880
152
0.4
3.7
841
34
1.9
2.4
-
-
2,331
0.8
7.4
8. SHARE-BASED PAYMENTS continued
Shares were granted under the deferred share bonus plan on 7 March 2014. The estimated fair value of the shares at that date was £1.5m for
the Group and £0.9m for the Company.
The Group charged £9.9m (2013: £13.7m) and the Company charged £1.2m (2013: £3.8m) 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:
2014
Number of
options
The Group
Number
of nil price
options
Weighted
average
exercise
price
2013
Number
of options
Number
of nil price
options
No.
No.
6,222
(552)
(2,111)
2,420
5,979
434
4,771
(958)
(841)
900
3,872
743
p
695
763
600
1,287
856
794
No.
7,718
(503)
(2,366)
1,373
6,222
662
No.
5,699
(598)
(1,434)
1,104
4,771
1,193
Weighted
average
exercise
price
p
856
1,018
684
1,407
1,124
700
In thousands of options
Outstanding at the beginning of the year
Forfeited during the year
Exercised during the year
Granted during the year
Outstanding at the end of the year
Exercisable at the end of the year
Share options were exercised on a regular basis throughout the year. The weighted average share price for options exercised during the year
was 1,790 pence (2013: 1,606 pence).
Details of the options outstanding at 31 December 2014 were as follows:
Executive
options
2014
SAYE
Range of exercise prices (pence)
201-1,853 636-1,390
Weighted average exercise price (pence)
1,087
1,128
The Group
2013
Nil price
options
Executive
options
SAYE
Nil price
options
-
-
201-1,750
442-1,274
963
837
-
-
Number of shares (thousands)
590
5,389
3,872
893
5,329
4,771
Weighted average expected remaining life (years)
Weighted average contractual remaining life (years)
1.2
5.7
2.3
2.8
0.9
7.5
0.9
5.1
2.0
2.5
0.9
7.5
If all 0.6 million outstanding executive options vest and then are exercised on the date of vesting, or in the case of SAYE all 5.4 million shares
are acquired on the first possible day 6.0 million of shares will be issued for a consideration of £67.2million in the years ending 31 December:
31 December
2015
2016
2017
2018
2019
Options
SAYE
No.
m
0.4
1.3
Value
£m
3.3
10.1
No.
m
0.1
1.3
Value
£m
1.3
13.8
No.
m
0.1
2.1
Value
£m
1.8
27.5
No.
m
-
0.3
Value
£m
-
3.6
No.
m
-
0.4
Value
£m
-
5.8
The table above shows theoretical amounts. For the Company to receive the cash indicated in the periods shown, the following must occur:
• All performance conditions on executive share options must be fully met;
• Options must be exercised on the day they vest (option holders generally have a 7 year period post vesting to exercise the option);
• The share price at the exercise date for SAYE options must exceed the exercise price and every holder must exercise;
• All option/SAYE holders must remain with the Company, or leave on good terms.
If none of the requirements are met then the Company will receive no consideration.
150
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
151
SECTION HEADFINANCIAL STATEMENTS
9. NET FINANCE COSTS
Interest on bank loans and overdrafts*
Interest on sterling bond
Interest on obligations under finance leases
Unwinding of discounts - property provisions
Unwinding of discounts - SPV loan
Amortisation of cancellation payment for swaps accounted for as cash flow hedges
Other interest
Other finance costs – pension scheme
Net loss on re-measurement of derivatives at fair value
Finance costs
Amortisation of cancellation receipt for swap accounted for as fair value hedge
Net gain on re-measurement of derivatives at fair value
Interest receivable
Finance income
Net finance costs
*Includes £1.7m (2013: £1.5m) of amortised finance charges.
Interest on bank loans and overdrafts
Interest on sterling bond
Amortised bank finance charges
Other interest
Interest receivable
Interest for covenant purposes
Adjusted interest cover for covenant purposes
The Group
The Group
2014
£m
(14.4)
(2.1)
(1.2)
(1.3)
(2.5)
-
(3.4)
(2.4)
-
(27.3)
1.0
4.1
0.5
5.6
(21.7)
2014
£m
(14.4)
(2.1)
1.7
(3.4)
0.5
(17.7)
21.6x
2013
£m
(19.4)
-
(1.3)
(1.5)
(2.5)
(0.8)
(1.8)
(2.1)
(0.8)
(30.2)
1.0
1.9
0.8
3.7
(26.5)
2013
£m
(19.4)
-
1.5
(1.8)
0.8
(18.9)
18.3x
Adjusted interest cover is calculated by dividing adjusted operating profit of £384.0m (2013: £347.6m) less £1.3m (2013: £1.0m) of
specifically excluded IFRS adjustments, by the interest for covenant purposes.
Interest on bank loans and overdrafts
Interest on sterling bond
Interest on obligations under finance leases
Unwinding of discounts - SPV loan
Loan note interest (included in other interest)
Interest for fixed charge ratio purposes
Interest on bank loans and overdrafts*
Interest on sterling bond
Interest payable to group companies
Amortisation of cancellation payment for swaps accounted for as cash flow hedges
Other interest
Net loss on re-measurement of derivatives at fair value
Finance costs
Amortisation of cancellation receipt for swap accounted for as fair value hedge
Net gain on re-measurement of derivatives at fair value
Interest receivable from group companies
Interest receivable
Finance income
Net finance costs
*Includes £1.7m (2013: £1.5m) of amortised bank finance charges.
The Group
2014
£m
(14.4)
(2.1)
(1.2)
(2.5)
(0.6)
(20.8)
The Company
2014
£m
(14.4)
(2.1)
(22.5)
-
(2.4)
-
(41.4)
1.0
4.1
0.4
0.4
5.9
2013
£m
(19.4)
-
(1.3)
(2.5)
(0.2)
(23.4)
2013
£m
(19.4)
-
(22.4)
(0.8)
(1.8)
(0.8)
(45.2)
1.0
1.9
0.8
0.3
4.0
(35.5)
(41.2)
152
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
153
SECTION HEADFINANCIAL STATEMENTS
??. SECTION continued
10. TAX
a. Tax charge in income statement
The Group
Pre-
exceptional
items
£m
2014
Exceptional
items
Total
£m
£m
Pre-
exceptional
items
£m
The Company
2014
2013
2013
Exceptional
items
Total
£m
£m
£m
£m
Current tax
UK corporation tax
- current year
- prior year
Total current tax
Deferred tax
- current year
- prior year
Total deferred tax
70.2
(11.1)
59.1
1.9
7.0
8.9
(5.3)
-
(5.3)
-
-
-
64.9
(11.1)
53.8
1.9
7.0
8.9
Total tax charge
68.0
(5.3)
62.7
68.9
(1.0)
67.9
1.1
(1.0)
0.1
68.0
-
-
-
(20.1)
-
(20.1)
(20.1)
68.9
(1.0)
67.9
(19.0)
(1.0)
(20.0)
47.9
(14.4)
(15.4)
(0.6)
0.3
(15.0)
(15.1)
0.4
4.0
4.4
1.0
-
1.0
(10.6)
(14.1)
Profit before tax
Tax at the UK corporation tax rate
Tax effect of expenses / credits that are not deductible / taxable in
determining taxable profit
Depreciation of non-qualifying property
Exceptional fair value movement not taxable
Deferred tax rate change
Property sales
Prior period adjustment
Tax expense and effective tax rate for the year
The Group
2014
2013
£m
321.4
69.1
1.7
1.9
(0.2)
-
(5.7)
(4.1)
62.7
%
21.5
0.6
0.6
(0.1)
-
(1.8)
(1.3)
19.5
£m
312.6
72.8
1.4
2.1
(2.2)
(20.1)
(4.0)
(2.1)
47.9
%
23.3
0.4
0.7
(0.7)
(6.4)
(1.3)
(0.7)
15.3
The standard rate of corporation tax for the year of 21.5% is a blended rate of 23% up to 1 April 2014 and 21% thereafter.
The differences between the total tax charge shown above and the amount calculated by applying the standard rate of UK corporation tax to
the profit before tax are as follows:
Deferred tax
Profit 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 profit
Prior period adjustment
Deferred tax rate change
Exceptional fair value movement not taxable
Tax credit and effective tax rate for the year
The Company
2014
2013
£m
136.6
(197.1)
(60.5)
(13.0)
(0.8)
3.4
-
(0.2)
(10.6)
%
21.5
1.3
(5.6)
-
0.3
17.5
£m
71.0
(121.0)
(50.0)
(11.7)
(1.4)
0.3
0.9
(2.2)
(14.1)
%
23.3
2.8
(0.6)
(1.8)
4.4
28.1
b. Tax charge in statement of comprehensive income
In addition to the amounts charged to the income statement the following amounts relating to tax have been recognised in other
comprehensive income:
Items that may be reclassified
Cash flow hedge movement
Items that may not be reclassified
Deferred tax rate change on actuarial movement
Actuarial movement
The Group
2014
£m
2013
£m
The Company
2014
£m
2013
£m
-
-
9.5
9.5
(0.3)
(11.5)
(7.0)
(18.8)
-
-
-
-
(0.3)
-
-
(0.3)
c. Tax credited directly to equity
In addition to the amount charged to the income statement and other comprehensive income, the following amounts relating to tax have
been recognised in equity:
Current tax
Excess tax deductions related to share based payments on exercised options
Deferred tax
Rate change on revaluation reserve
Share based payments
The Group
2014
£m
5.6
-
(6.1)
(0.5)
2013
£m
10.4
1.3
5.3
17.0
The Company
2014
£m
2013
£m
-
-
(10.1)
(10.1)
-
-
5.3
5.3
154
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
155
SECTION HEADFINANCIAL STATEMENTS
11. EARNINGS PER SHARE
a. Basic and diluted earnings per share
Earnings
Earnings for the purposes of basic and diluted earnings per share being net profit attributable
to equity holders of the Parent Company
Weighted average number of shares for the purposes of basic earnings per share
Dilutive effect of share options on potential ordinary shares
2014
£m
258.5
244,146,721
7,295,091
Weighted average number of ordinary shares for the purposes of diluted earnings per share
251,441,812
Earnings per share
Diluted earnings per share
105.9p
102.8p
2013
£m
264.6
240,829,833
9,428,138
250,257,971
109.9p
105.7p
47,940 (2013: 16,833) share options had an exercise price in excess of the average market value of the shares during the year. As a result,
these share options were excluded from the calculation of diluted earnings per share.
b. Adjusted earnings per share
Adjusted earnings per share is calculated by excluding the effect of the exceptional items and amortisation from earnings.
Earnings for the purposes of basic and diluted earnings per share being net profit attributable
to equity holders of the Parent Company
Exceptional items
Amortisation of acquired intangible assets
Tax on amortisation of acquired intangible assets
Tax on exceptional items
Effect of reduction in corporation tax rate on deferred tax
Adjusted earnings
Adjusted earnings per share
Adjusted diluted earnings per share
12. DIVIDENDS
Amounts were recognised in the financial statements as distributions to equity shareholders as follows:
Final dividend for the year ended 31 December 2013 of 21.0p (2012: 17.0p) per ordinary share
Interim dividend for the year ended 31 December 2014 of 12.25p (2013: 10.0p) per ordinary
share
Total dividend recognised during the year
2014
£m
258.5
23.3
17.6
(3.5)
(5.3)
-
290.6
119.0p
115.6p
2014
£m
51.2
29.9
81.1
2013
£m
264.6
(9.4)
17.9
(3.6)
-
(20.1)
249.4
103.6p
99.7p
2013
£m
40.9
24.2
65.1
The Company is proposing a final dividend of 25.75p in respect of the year ended 31 December 2014.
Dividend cover of 3.1x (2013: 3.3x) is calculated by dividing adjusted earnings per share (note 11) of 119.0p (2013: 103.6p) by the total dividend
for the year of 38.0p (2013: 31.0p).
There are no income tax consequences in respect of the dividends declared, but not recognised in the financial statements.
The dividends for 2014 and for 2013 were as follows:
Interim paid
Final proposed
Total dividend for the year
2014
Pence
12.25
25.75
38.0
2013
Pence
10.0
21.0
31.0
The anticipated cash payment in respect of the proposed final dividend is £63.4m (2013: £51.2m).
13. GOODWILL
Cost
At 1 January 2013
Recognised on acquisitions during the year
At 1 January 2014
Recognised on acquisitions during the year (note 29)
At 31 December 2014
General
Merchanting
£m
466.2
0.2
466.4
-
466.4
The Group
Contracts
Consumer
P&H
Total
£m
172.9
-
172.9
-
172.9
£m
829.0
0.5
829.5
-
829.5
£m
339.4
5.7
345.1
2.9
348.0
£m
1,807.5
6.4
1,813.9
2.9
1,816.8
There has been no impairment to the carrying value of goodwill. The Company has no goodwill.
Cash generating units
The Directors consider that each branch in the Group is an individual Cash Generating Unit (“CGU”). Goodwill and intangible assets with
indefinite useful lives have been allocated and monitored for impairment testing purposes to groups of individual CGUs within the same
brand. The following analyses goodwill and intangible assets with indefinite useful lives by CGU grouping.
CGU Grouping
Contracts
CCF
Keyline
BSS Industrial
General Merchanting
Travis Perkins
Consumer
Tile Giant
Toolstation
Wickes
Plumbing & Heating
PTS
City Plumbing Supplies
Plumbnation
Primaflow
Solfex
F&P
Other
Intangibles
(note 14)
£m
-
-
49.3
-
-
-
162.5
40.9
-
-
-
-
8.5
3.9
2014
Goodwill
£m
43.6
101.5
27.8
Total
£m
43.6
101.5
77.1
466.4
466.4
24.6
103.4
701.5
68.7
240.4
1.7
2.9
4.0
30.3
-
24.6
103.4
864.0
109.6
240.4
1.7
2.9
4.0
38.8
3.9
Intangibles
(note 14)
£m
-
-
49.3
-
-
-
162.5
40.9
-
-
-
-
8.5
3.9
2013
Goodwill
£m
43.6
101.5
27.8
Total
£m
43.6
101.5
77.1
466.4
466.4
24.6
103.4
701.5
133.7
175.4
1.7
-
4.0
30.3
-
24.6
103.4
864.0
174.6
175.4
1.7
-
4.0
38.8
3.9
265.1
1,816.8
2,081.9
265.1
1,813.9
2,079.0
156
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
157
SECTION HEADFINANCIAL STATEMENTS 13. GOODWILL continued
In March 2014 the business announced plans to clarify the Plumbing and Heating format strategy, by aligning the PTS business to support
large contract customers with City Plumbing Supplies supporting the small to medium sized plumbing and heating engineers and bathroom
installers. As a consequence of this restructuring the Directors determined that the goodwill and other intangibles associated with the PTS
branches that are rebranded as City Plumbing Supplies should be reallocated to the City Plumbing Supplies CGU. Therefore £65m of
goodwill has been transferred from the PTS CGU to the City Plumbing Supplies CGU.
Measuring recoverable amounts
The Group tests goodwill and other non-monetary assets with indefinite useful lives for impairment annually or more frequently if there are
indications that impairment may have occurred. The recoverable amounts of the goodwill and other non-monetary assets with indefinite
useful lives 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 like-for-like market volume changes which impact sales and therefore cash flow projections. Management
estimates pre-tax discount rates that reflect current market assessments of the time value of money and the risks specific to the CGU
groupings that are not reflected in the cash flow projections.
At the beginning and end of the financial year the recoverable amount of goodwill and intangible assets with indefinite useful lives in all
segments was in excess of their book value. In the absence of a binding agreement to sell the assets and active reference market on which
fair value can be determined the recoverable amount of the goodwill and intangible assets with indefinite useful lives was determined
according to value in use. The Directors’ calculations have shown that no impairments have occurred. The key variables applied to the value in
use calculations were:
• Cash flow forecasts, which were derived from the most recent board approved five-year strategic plans.
• The sales market volume assumptions underlying the cash flow forecasts are the Directors’ estimates of likely future changes based on
historic performance (excluding future investment and enhancements) and the current outlook for both the UK economy and the UK
building materials industry. This is viewed as the key operating assumption because the state of the building materials market determines
the Directors’ approach to margin and cost maintenance.
• A risk adjusted pre tax discount rate is calculated by reference to the weighted average cost of capital (“WACC”) of the Group. For 2014, the
pre tax discount rate ranged between 9.45% and 10.28% (2013: 9.7%), which is not significantly different for any individual CGU or CGU
grouping. That is because each CGU operates in the same market, selling the same product types therefore the risk profiles are not dissimilar.
• For 2014, cash flows beyond the five-year plan (2020 and beyond) have been determined using a growth rate of 2.1%, which is the average
long-term forecast GDP growth outlined in the Economic and Fiscal Outlook report produced by the Office for Budget Responsibility. The
Directors believe this is the most appropriate indicator of long-term growth rates that is available (2013 growth rate: 2.1%).
Sensitivity of results to changes in assumptions
Whilst management believe the assumptions are realistic, it is possible that an impairment would be identified if any of the above key
assumptions were changed significantly. 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; and
• a deterioration in the UK economy.
The impairment review calculations are based upon anticipated discounted future cash flows. For most of the CGU groupings, given the
prudence already built into the Group’s five-year plans and the level of headroom they show, the Directors do not envisage reasonably
possible changes to the key operating assumptions that are sufficient to generate a different outcome to the impairment calculations
undertaken. However, for the CGU groupings listed in the table below this is not the case as the Directors consider that reasonably possible
31 December 2014
CGU Grouping
Headroom
Like-for-like Market Volume
(Average per annum)
Discount Rate
Long-term Growth Rate
Assumption
Sensitivity
Assumption
Sensitivity
Assumption
Sensitivity
Tile Giant
Wickes
PTS
£10m
£100m
£44m
3.2%
-
1.9%
(3.5%)
(1.7%)
(3.0%)
9.6%
9.6%
9.8%
12.5%
10.3%
12.5%
2.1%
2.1%
2.1%
(2.2%)
1.1%
(2.2%)
The reconfiguration of the PTS business is under way as the business transitions to a lower capital, high volume model. To the extent the
transition is delayed or, in a competitive market, the growth in market share is not as substantial as assumed, this would result in a failure to
achieve forecast sales volumes, reflected in the like-for-like market volume assumption above. The sales market volume assumption is the
average annual change incorporated in the five-year strategic plans of each CGU grouping.
31 December 2013
CGU Grouping
Headroom
Like-for-like Market Volume
(Average per annum)
Discount Rate
Long-term Growth Rate
Assumption
Sensitivity
Assumption
Sensitivity
Assumption
Sensitivity
Tile Giant
Wickes
PTS
F & P
£20m
£194m
£37m
£32m
0.7%
1.8%
0.8%
0.8%
(1.3%)
0.7%
(0.1%)
(1.9%)
9.7%
9.7%
9.7%
9.7%
14.9%
11.2%
11.2%
15.2%
2.1%
2.1%
2.1%
2.1%
(6.5%)
(0.1%)
(0.1%)
(7.4%)
14. OTHER INTANGIBLE ASSETS
Cost or valuation
At 1 January 2013
Recognised on acquisitions in the year
At 31 December 2013
Recognised on acquisitions in the year (note 29)
Additions
At 31 December 2014
Amortisation
At 1 January 2013
Charged to operating profit in the year
At 31 December 2013
Charged to operating profit in the year on acquired intangibles
Charged to operating profit in the year on internally generated
intangibles
At 31 December 2014
Net book value
At 31 December 2014
At 31 December 2013
Cost of brands with an indefinite useful life (note 13)
Cost of brands being amortised
Brand
£m
298.2
2.9
301.1
1.3
-
302.4
2.1
2.0
4.1
2.1
-
6.2
296.2
297.0
The Group
Computer
software
Customer
relationships
£m
17.1
-
17.1
-
14.0
31.1
9.0
0.9
9.9
0.9
0.7
11.5
19.6
7.2
£m
147.6
-
147.6
-
-
147.6
27.0
15.0
42.0
14.6
-
56.6
91.0
105.6
2014
£m
265.1
37.3
302.4
Total
£m
462.9
2.9
465.8
1.3
14.0
481.1
38.1
17.9
56.0
17.6
0.7
74.3
406.8
409.8
2013
£m
265.1
36.0
301.1
Where a brand, which is a leading brand in its sector and has significant growth prospects, has not been established for a significant period of
time, the Directors do not have sufficient evidence to support a contention that it will have an indefinite useful life. Accordingly for Toolstation,
Plumbnation, Solfex and Primaflow and certain product related brands the Directors have decided it is appropriate to amortise their cost over
their estimated useful lives. The useful lives of those brands being amortised ranges from 10 to 20 years while the remaining lives range
from 6 to 16 years.
The Directors consider that the other brands, which are also all leading brands in their sectors with significant histories and significant growth
prospects have an indefinite useful life. They are reviewed annually for impairment; details of impairment testing are shown in note 13, but no
impairment was identified in either year. Acquired customer relationships are amortised over their estimated useful lives, which range from
5 to 15 years. The remaining lives of amortised customer relationships range from 1 to 11 years.
The Company has no intangible assets.
158
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
159
SECTION HEADFINANCIAL STATEMENTS
15. PROPERTY, PLANT AND EQUIPMENT
The carrying amount of assets held under finance leases is analysed as follows:
Freehold
£m
Long
leases
£m
The Group
Short
leases
£m
308.6
32.3
0.3
(6.5)
334.7
42.9
0.4
-
(0.3)
377.7
43.1
5.2
(0.9)
47.4
4.3
-
(0.1)
51.6
326.1
287.3
27.2
1.0
-
-
28.2
0.1
-
8.9
(0.2)
37.0
6.0
0.5
-
6.5
0.4
6.1
(0.1)
12.9
24.1
21.7
145.0
9.3
-
(7.1)
147.2
13.5
-
(8.9)
(4.6)
147.2
58.8
11.6
(6.4)
64.0
10.7
(6.1)
(4.3)
64.3
82.9
83.2
Plant and
equipment
£m
511.4
68.9
0.1
Total
£m
992.2
111.5
0.4
(31.6)
(45.2)
548.8
101.2
0.1
-
1,058.9
157.7
0.5
-
(44.3)
(49.4)
605.8
1,167.7
305.9
54.0
(28.8)
331.1
59.5
-
(41.0)
349.6
256.2
217.7
413.8
71.3
(36.1)
449.0
74.9
-
(45.5)
478.4
689.3
609.9
The Company
Plant and
equipment
£m
0.7
0.1
-
(0.1)
0.7
0.1
-
-
(0.1)
0.7
0.5
0.1
-
0.6
0.1
-
(0.1)
0.6
0.1
0.1
Cost or valuation
At 1 January 2013
Additions
Additions from acquired businesses
Disposals
At 1 January 2014
Additions
Additions from acquired businesses
Reclassifications
Disposals
At 31 December 2014
Accumulated depreciation
At 1 January 2013
Charged this year
Disposals
At 1 January 2014
Charged this year
Reclassifications
Disposals
At 31 December 2014
Net book value
At 31 December 2014
At 31 December 2013
The Group
The Company
2014
2013
Long
leases
£m
0.8
0.8
Short
leases
£m
Plant and
equipment
£m
7.2
8.3
5.2
6.1
Total
£m
13.2
15.2
Comparable amounts determined according to the historical cost convention:
Freehold
£m
375.6
(67.9)
Long
leases
£m
26.7
(8.1)
The Group
Short
leases
£m
164.7
(75.0)
Plant and
equipment
£m
Total
£m
605.8
1,172.8
(349.6)
(507.2)
307.7
268.9
18.6
19.2
89.7
85.8
256.2
217.7
672.2
591.6
Cost
Accumulated depreciation
Net book value
At 31 December 2014
At 31 December 2013
16. INVESTMENT PROPERTY
Deemed cost
At 1 January 2013 and 1 January 2014 and 31 December 2014
Accumulated depreciation
At 1 January 2013 and 1 January 2014 and 31 December 2014
Net book value
At 31 December 2013 and 31 December 2014
Investment property rental income totalled £nil (2013: £nil).
Total
£m
-
-
The Company
Total
£m
0.7
(0.6)
0.1
0.1
The Group
£m
0.5
(0.1)
0.4
The cost element of the fixed assets carrying value is analysed as follows:
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 Group
The Company
The Company has no investment property.
At valuation
At cost
Freehold
Long
leases
Short
leases
Plant and
equipment
£m
59.6
318.1
377.7
£m
6.1
30.9
37.0
£m
1.9
145.3
147.2
£m
-
605.8
605.8
Total
£m
67.6
1,100.1
1,167.7
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 £149.5m (2013: £133.8m) which is not depreciated. No assets are pledged as
security for the Group’s liabilities.
17. INVESTMENTS
a. Interest in associates
Equity investment
Loan facility
Interest on loan facility
Share of losses
The Group
The Company
2014
£m
1.2
6.1
-
(5.6)
1.7
2013
£m
0.6
9.1
0.4
(2.8)
7.3
2014
£m
1.2
0.1
-
-
1.3
2013
£m
0.6
6.7
0.4
-
7.7
160
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
161
Travis Perkins plc holds a 49% investment in The Mosaic Tile Company Limited and a 33% investment in Toriga Limited. In 2014 the
Company disposed of its 25% investment in Rinus Roofing Limited.
SECTION HEADFINANCIAL STATEMENTS
17. INVESTMENTS continued
b. Investment in subsidiares
Cost
At 1 January
Additions
At 31 December
Provision for impairment
Net book value at 31 December
2014
£m
3,605.8
16.7
3,622.5
(17.0)
3,605.5
2013
£m
3,589.9
15.9
3,605.8
(17.0)
3,588.8
The principal operating subsidiaries of the Group at 31 December 2014 are as follows:
Travis Perkins Trading Company Limited*
Keyline Builders Merchants Limited*
Wickes Building Supplies Limited
City Plumbing Supplies Holdings Limited
CCF Limited*
Primaflow Limited*
Travis Perkins (Properties) Limited*
Benchmarx Kitchens and Joinery Limited
Solfex Energy Systems Limited*
Tile Giant Limited
Travis Perkins P & H Partner Limited
Toolstation Limited*
PTS Group Limited
* Direct subsidiary of Travis Perkins plc
(Builders merchants)
(Builders merchants)
(DIY retailers)
(Plumbers merchants)
(Ceiling & dry lining distribution)
(Distributor of plumbing and heating products)
(Property management company)
(Specialist distribution)
(Distributor of renewables technology)
(Ceramic tile merchants)
(Sole corporate partner in Plumbing and Heating Merchants)
(DIY retailers)
(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 Unit S3, 8 Strathkelvin Place, Kirkintilloch, Glasgow, G66 1XT, Toolstation Limited
for which the registered office address is 16-18 Whiteladies Road, Clifton, Bristol, B58 2LG and Solfex Energy Systems Limited for which the
registered office is Units 3-5 Charnley Fold Industrial Estate, Off School Lane, Bamber Bridge, Preston, Lancashire, PR5 6PS. The Directors
have applied s409 to s410 of the Companies Act 2006 and therefore list only significant subsidiary companies.
All subsidiaries, with the exception of Plumbnation Limited which is 76% owned, are 100% owned. Each company is registered and
incorporated in the United Kingdom and registered 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.
c. Available-for-sale investments
Fair value investment
The Group
The Company
2014
2013
2014
2013
£m
3.2
£m
2.7
£m
-
£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 to its fair value.
The Company
The Group
The Company
18. TRADE AND OTHER RECEIVABLES
Trade receivables
Allowance for doubtful debts
Amounts owed by subsidiaries
Other receivables, prepayments and accrued income
Trade and other receivables
2014
£m
669.8
(25.3)
644.5
-
287.3
931.8
2013
£m
619.1
(33.9)
585.2
-
237.7
822.9
2014
£m
-
-
-
167.4
-
167.4
2013
£m
-
-
-
133.1
-
133.1
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
significant credit risk is trade receivables.
The average credit term taken for sales of goods is 55 days (2013: 55 days). The allowance for doubtful debts is 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 to their fair values. The business has provided fully for all receivables outstanding for
more than 90 days beyond agreed terms. Trade receivables not receivable for up to 120 days are specifically provided for. 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 at between 2% to 4% per annum
above the clearing bank base rate on the outstanding balance.
Movement in the allowance for doubtful debts
At 1 January
Amounts written off during the year
Increase in allowance recognised in the income statement
At 31 December
The Group
2014
£m
33.9
(21.7)
13.1
25.3
2013
£m
48.3
(26.0)
11.6
33.9
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 debtors unprovided against with a carrying amount of £84.1m (2013: £62.3m) 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 and therefore there is no allowance for doubtful debts. Except for some instances of personal
guarantees the Group does not hold any collateral over these balances.
Ageing of past due but not impaired receivables
Days overdue
0 – 30 days
31 – 60 days
61 – 90 days
The Group
2014
£m
55.6
15.4
13.1
84.1
2013
£m
44.2
10.7
7.4
62.3
Included in the allowance for doubtful debts are specific trade receivables with a balance of £2.7m (2013: £11.9m) which have been placed
into liquidation. The impairment represents the difference between the carrying amount of the specific 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.
162
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
163
SECTION HEADFINANCIAL STATEMENTS
19. CASH AND CASH EQUIVALENTS
Cash and cash equivalents comprise cash balances and cash deposits with an original maturity of three months or less held by the Group
and Company, net of overdrafts. The carrying amount of these assets approximates to their fair value.
23. BORROWINGS
A summary of the Group objectives, policies procedures and strategies with regard to financial instruments and capital management can be
found in the Finance review within the Strategic report on pages 32 to 37. At 31 December 2014 all borrowings were denominated in Sterling
except for the unsecured senior notes.
20. SHARE CAPITAL
Ordinary shares of 10p
At 1 January 2013
Allotted under share option schemes
At 1 January 2014
Allotted under share option schemes
At 31 December 2014
The Group and the Company
Issued and fully paid
No.
244,853,057
1,933,232
246,786,289
1,916,699
248,702,988
£m
24.5
0.2
24.7
0.2
24.9
The Company has one class of ordinary share that carries no right to fixed income. The holders of ordinary shares are entitled to receive
dividends as declared 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.
21. OWN SHARES
At 1 January
Movement during the year
At 31 December
Allocated to grants of executive options
Not allocated to grants of executive options
The Group and the Company
2014
No.
2013
No.
3,459,161
5,313,791
(1,030,985)
(1,854,630)
2,428,176
77,878
2,350,298
2,428,176
3,459,161
166,069
3,293,092
3,459,161
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.
22. RESERVES
Details of all movements in reserves for both the Group and Company are shown in their respective Statement of Changes in Equity.
A description of the nature and purpose of each reserve is given below.
• the merger reserve represents the premium on equity instruments issued as consideration for the acquisition of BSS;
• the revaluation reserve represents the revaluation surplus that arises 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 flow hedging instruments
(net of tax) 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; and
• the other reserve represents anticipated gross outflow on potential exercise of the put option held over the non-controlled
24% shareholding in Plumbnation.
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.
a. Summary
Unsecured senior notes
Liability to pension scheme (note 28)
Bank loans (note 23c)*
Sterling bond
Bank overdraft*
Finance leases (note 23d)
Loan notes (note 23e)
Finance charges netted off bank debt*
Finance charges netted off sterling bond
Current liabilities
Non-current liabilities
*These balances together total the amounts shown as bank loans in note 23(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 five years
More than five years
Gross borrowings
Unamortised fees
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 five years
More than five years
Gross borrowings
Unamortised fees
The Group
The Company
2014
£m
133.1
36.0
-
258.0
-
21.3
40.8
(3.2)
(2.5)
483.5
43.5
440.0
483.5
2013
£m
128.7
36.5
240.0
-
-
23.8
3.2
(4.8)
-
427.4
5.8
421.6
427.4
2014
£m
133.1
-
-
258.0
4.8
-
40.8
(3.2)
(2.5)
431.0
45.6
385.4
431.0
The Group
Bank loans and
overdrafts
Other
borrowings
2014
£m
-
-
-
-
-
(3.2)
(3.2)
2013
£m
-
50.0
190.0
-
240.0
(4.8)
235.2
2014
£m
43.5
135.9
7.5
302.3
489.2
(2.5)
486.7
The Company
Bank loans and
overdrafts
Other
borrowings
2014
£m
4.8
-
-
-
4.8
(3.2)
1.6
2013
£m
-
50.0
190.0
-
240.0
(4.8)
235.2
2014
£m
40.8
133.1
-
258.0
431.9
(2.5)
429.4
2013
£m
128.7
-
240.0
-
-
-
3.2
(4.8)
-
367.1
3.2
363.9
367.1
2013
£m
5.8
4.7
135.9
45.8
192.2
-
192.2
2013
£m
3.2
-
128.7
-
131.9
-
131.9
164
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
165
SECTION HEADFINANCIAL STATEMENTS 23. BORROWINGS continued
c. Facilities
At 1 December 2014, the following facilities were available:
Drawn facilities
5 year committed revolving credit facility
15 month committed facility
Sterling bond
Unsecured senior notes
Bank overdrafts
Undrawn facilities
5 year committed revolving credit facility
Bank overdrafts
The Group
The Company
2014
£m
-
-
255.5
133.1
-
388.6
550.0
30.0
580.0
2013
£m
190.0
50.0
-
128.7
-
368.7
360.0
40.0
400.0
2014
£m
-
-
255.5
133.1
4.8
393.4
550.0
25.2
575.2
2013
£m
190.0
50.0
-
128.7
-
368.7
360.0
40.0
400.0
On 14 December 2011, the Group signed a new £550m forward start banking agreement with a syndicate of banks, which commenced on
4 April 2013 and runs until December 2016. $200m of the unsecured loan notes fall due on 26 January 2016. On the 4 February 2014 two
further bilateral facilities were entered into with two syndicate banks totalling £100m. On the 15 September 2014 the company issued a
7 year sterling bond with a principal amount of £250m. Following the issue of the bond the bilateral facilities totalling £150m were cancelled.
The disclosures in note 23(c) do not include finance leases, loan notes, or the effect of finance charges netted off bank debt.
d. Obligations under finance leases
Amounts payable under finance leases:
Within one year
In the second to fifth years inclusive
After five years
Less: future finance charges
Present value of lease obligations
Less: Amount due for settlement within one year
(shown under current liabilities)
Amount due for settlement after one year
The Group
Minimum
lease payments
2014
£m
3.6
12.8
15.4
31.8
(10.5)
21.3
2013
£m
3.6
14.9
16.9
35.4
(11.6)
23.8
Present value of
minimum
lease payments
2014
£m
2013
£m
2.7
10.2
8.4
21.3
-
21.3
(2.7)
18.6
2.6
11.8
9.4
23.8
-
23.8
(2.6)
21.2
Excluding 999-year leases, the average loan term for properties held under finance leases is 49 years and the average borrowing rate
has been determined at the inception of the lease to be 9.0%. Interest rates are fixed at the contract date. All lease obligations, which are
denominated in Sterling, are on a fixed repayment basis and no arrangements have been entered into for contingent rental payments.
e. Loan notes
Included in borrowings due within one year is £3.2m (2013: £3.2m) of loan notes issued as consideration for the acquisition of Broombys
Limited in 1999. They are redeemable on their final redemption date of 30 June 2015. On 24 March 2014 as consideration for the acquisition
of Toolstation the company issued loan notes totalling £37.6m. The loan notes can be redeemed by the noteholder giving 30 days notice on
quarter days with a final redemption date of 31 December 2018.
f. Interest
The weighted average interest rates paid were as follows:
Unsecured senior notes
Sterling bond
Bank loans and overdraft
Other borrowings
2014
%
5.9
4.4
2.6
2.0
2013
%
5.8
-
2.6
6.0
Bank revolving credit facilities outstanding at the year end of £550m (2013: £550m) and bank loans of £nil (2013: £50m). The $200m
unsecured Travis Perkins senior notes were issued at fixed rates of interest and swapped into variable rates. As detailed in note 24, to manage
the risk the Group enters into interest rate derivatives arrangements, which for 2014, swapped floating rates to fixed interest rates on an
average of £3m of borrowing. For the year to 31 December 2014, this had the effect of increasing the weighted average interest rates paid
by 0.06%. In addition the Group entered into fixed to floating swap contracts which swapped $90m of the private placement debt and all
£250m principal of the sterling bond into floating rates. For the year to December 2014 this had the effect of lowering the weighted average
interest paid by 0.70%.
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. All assets and liabilities except for loan notes reprice within six months.
Unsecured senior notes
Unsecured variable rate bank facilities
Sterling bond
Loan notes - Toolstation
Loan notes - Broombys
Unsecured senior notes
Unsecured variable rate bank facilities
Sterling bond
Loan notes - Toolstation
Loan notes - Broombys
Bank overdraft
2014
Effective
interest rate
5.9%
-
4.375%
1.5%
6.0%
2014
Effective
interest rate
5.9%
-
4.375%
1.5%
6.0%
2.25%
The Group
2013
Effective
interest rate
£m
133.1
-
255.5
37.6
3.2
429.4
The Company
£m
133.1
-
255.5
37.6
3.2
4.8
434.2
5.9%
2.0%
-
-
6.0%
2013
Effective
interest rate
5.9%
2.0%
-
-
6.0%
-
£m
128.7
240.0
-
-
3.2
371.9
£m
128.7
240.0
-
-
3.2
-
371.9
166
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
167
The US private placement carries fixed rate coupons of between 130 bps and 140 bps over US treasuries.
SECTION HEADFINANCIAL STATEMENTS
23. BORROWINGS continued
g. Fair values
For both the Group and the Company the fair values of financial assets and liabilities have been calculated by discounting expected cash
flows at prevailing rates at 31 December. There were no significant 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 24.
h. Guarantees and security
There are cross guarantees on the overdrafts between group companies.
The companies listed in note 17, with the exception of Benchmarx Kitchens and Joinery Limited, Travis Perkins P&H Partner Limited,
Tile Giant Limited, Toolstation Limited, Solfex Energy Systems Limited, and Primaflow Limited together with Wickes Limited and Travis Perkins
Plumbing and Heating LLP are guarantors of the following facilities advanced to Travis Perkins plc:
• £250m sterling bond;
• £550m revolving credit facility;
• $200m unsecured senior notes;
• Interest rate and currency derivatives (note 24).
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 £62m (2013: £20m).
24. FINANCIAL INSTRUMENTS
a. Significant accounting policies
Details of the significant 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 financial asset, financial liability and equity instrument are
disclosed in note 2 to the financial statements.
b. The carrying value of categories of financial instruments
Financial assets
Derivative instruments in designated hedge accounting relationships
Designated as fair value through profit and loss (FVTPL)
Loans and receivables (including cash and cash equivalents)
Available-for-sale
Financial liabilities
The Group
The Company
2014
£m
18.7
2.5
961.1
3.2
2013
£m
9.3
-
821.1
2.7
2014
£m
18.7
2.5
2013
£m
9.3
-
221.4
140.4
-
-
Designated as fair value through profit and loss (FVTPL)
Derivative instruments in designated hedge accounting relationships
Borrowings (note 23a)
Trade and other payables at amortised cost (note 27)
1.4
0.5
483.5
1,033.8
42.1
4.8
427.4
962.7
1,519.2
1,437.0
1.4
0.5
431.0
24.3
457.2
42.1
4.8
367.1
20.7
434.7
Loans and receivables exclude prepayments of £79.0m (2013: £81.6m). Trade and other payables exclude taxation and social security and
accruals and deferred income totalling £220.0m (2013: £216.7m). Deferred consideration payable totalling £1.4m included in trade and other
payables is included in financial liabilities designated as fair value through profit and loss. 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. The Group has
considered the impact of credit risk on its financial instruments and because the counterparties are banks with a high credit rating considers
its impact to be immaterial.
c. Fair value of financial instruments
The fair values of financial assets and financial 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 financial 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);
• 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.
Included in assets
Level 2
Interest rate swaps 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
Foreign currency forward contracts at fair value through profit and loss
Current assets
Non-current assets
Included in liabilities
Level 2
Foreign currency forward contracts at fair value through profit and loss
Foreign currency forward contracts designated and effective as hedging
instruments carried at fair value
Interest rate swaps designated and effective as cash hedging instruments
Level 3
Current liabilities
Non-current liabilities
The Group
The Company
2014
£m
8.0
10.7
2.5
21.2
2.5
18.7
21.2
-
0.5
-
1.4
1.9
1.4
0.5
1.9
2013
£m
-
9.3
-
9.3
-
9.3
9.3
1.5
4.5
0.3
40.6
46.9
40.5
6.4
46.9
2014
£m
8.0
10.7
2.5
21.2
2.5
18.7
21.2
-
0.5
-
1.4
1.9
1.4
0.5
1.9
2013
£m
-
9.3
-
9.3
-
9.3
9.3
1.5
4.5
0.3
40.6
46.9
40.5
6.4
46.9
d. Interest risk management
The Group is exposed to interest rate risk as entities in the Group borrow funds at both fixed and floating interest rates. The risk is
managed by the Group by maintaining an appropriate mix between fixed and floating 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 defined risk
appetite, ensuring optimal hedging strategies are applied, by either positioning the balance sheet or protecting interest expense through
different interest rate cycles.
985.5
833.1
242.6
149.7
Deferred consideration at fair value through profit and loss
168
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169
SECTION HEADFINANCIAL STATEMENTS
24. FINANCIAL INSTRUMENTS continued
Interest rate swap contracts
The Group adopts a policy of ensuring that its exposure to changes in interest rates on borrowings is on either a fixed rate basis or is subject
to movements within pre-defined limits. To achieve its desired interest rate profile the Group uses interest rate swap contracts.
Under interest rate swap contracts, the Group agrees to exchange the difference between fixed and floating 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 fixed rate debt held and the cash flow 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 flows 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 financial year.
In May 2014 interest rate swaps, designated and 100% effective as cash flow hedges, with notional values of £50m matured.
At 31 December 2013 the fair value of those interest rate derivatives, to which the Group and the Company were parties was estimated at
£(0.3)m. This amount is based on market values of equivalent instruments at the balance sheet date. Interest rate swaps were designated
and effective as cash flow hedges and the fair value thereof was deferred in equity.
On 15 September 2014 the Group and Company entered into interest rate swap contracts with seven syndicate banks which swapped the
fixed rate payable on the listed sterling bond of 4.375% to floating rates based on 6 month libor. These interest rate swap contracts, totalling
a notional amount of £250m, are all designated and effective as fair value hedges. At 31 December 2014 the fair value of these interest
rate derivatives, all of which terminate after five years from the balance sheet date, to which the Group and the Company were parties, was
estimated at £8.0m (2013: £nil). This amount is based on market values of equivalent instruments at the balance sheet date. The fair value
thereof has been credited to the income statement where it is matched with the fair value movement of the associated sterling bond.
A credit of £nil (2013: £1.9m) 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.
The following table details the notional principal amounts and remaining terms of interest rate swap contracts accounted for as cash flow
hedges at the reporting date:
Cash flow hedges
Receive floating / pay fixed contracts
Under 1 year
Fair value hedges
Receive fixed / pay floating contracts
Over 5 years
Average contract
fixed interest
rate
2014
2013
%
-
%
1.71
Average contract
floating interest
rate
2014
2013
%
2.95
%
-
Notional principal
amount
2014
£m
-
2013
£m
50.0
Notional principal
amount
2014
£m
250.0
2013
£m
-
Fair value
2014
2013
£m
-
£m
(0.3)
Fair value
2014
2013
£m
8.0
£m
-
The floating rate on the interest rate swaps outstanding at 31 December 2014 is six month LIBOR plus a basis point increment averating 223.3.
The floating leg is settled every six months whilst the receivable fixed leg is settled annually.
e. Cross currency swaps and currency forward contracts
In order to eliminate the currency risk associated with the $200m unsecured senior notes the Group and Company has two cross currency
swaps of £23m and £29m to fix the exchange rate at £1 equal to $1.73 for the entire lives of $90m of the unsecured loan notes. The hedging
risk on the remaining $110m is eliminated through the use of forward currency contracts.
The forward options fixed the notional amount receivable and payable in respect of the unsecured senior notes to £52m as well as fixing the
exchange rate applicable to future coupon payments. The two currency swaps 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. The currency swaps settle
on a half-yearly basis. The Group will settle the difference between the fixed and floating interest on a gross basis.
Currency swap contracts exchanging fixed rate interest for floating 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 £1.3m (2013: £3.5m), which was included in the income statement at the same time that the fair
value of the interest rate swap was also included in the income statement.
The following table details the notional principal amounts and remaining terms of currency swap contracts accounted for as fair value hedges
as at the reporting date:
Fair value hedges – outstanding receive fixed pay floating contracts
Less than 1 year
2 to 5 years
Average contract
floating interest
rate
2014
2013
%
1.6
-
%
-
1.4
Notional principal
amount
Fair value
2014
£m
52.0
-
52.0
2013
£m
-
52.0
52.0
2014
2013
£m
10.7
-
10.7
£m
-
9.3
9.3
The Group and the Company have three currency 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 2014 the fair value of these forward contracts was estimated at £ (0.5)m (2013: £ (4.5)m). These contracts are designated
cash flow hedges.
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$75.0m (2013: US$83.0m). The fair value of these derivatives is £2.5m (2013: £ (1.5)m). These contracts are not
designated cash flow hedges and accordingly the fair value movement has been reflected in the income statement.
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 with the total credit to income statement in 2014 being £1.0m (2013: £1.0m).
170
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171
SECTION HEADFINANCIAL STATEMENTS
24. FINANCIAL INSTRUMENTS continued
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 flows on the derivative instrument that settle on a net basis and the undiscounted gross cash
flows 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.
0-1 year
£m
1-2 years
£m
2014
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 financial instruments
Borrowings
Deferred consideration
Other financial liabilities (note 27)
Finance leases (note 23d)
Total financial instruments
Gross settled
Interest rate swaps – receipts
Interest rate swaps – payments
Foreign exchange forward contracts
Total gross settled
Net settled
Interest rate swaps
Total derivative financial instruments
Borrowings
Deferred consideration
Other financial liabilities (note 27)
Finance leases (note 23d)
Total financial instruments
3.4
(0.8)
2.6
(45.6)
(43.0)
3.6
(39.4)
(48.4)
(1.4)
(1,035.2)
(3.6)
(1,128.0)
59.4
(52.5)
6.9
-
6.9
3.0
9.9
(133.7)
-
-
(3.6)
(127.4)
-
-
-
-
-
6.5
6.5
-
-
-
(9.2)
(2.7)
0-1 year
£m
1-2 years
£m
2013
2-5 years
£m
1.8
(0.4)
1.4
(51.8)
(50.4)
(0.2)
(50.6)
(10.3)
(38.7)
(962.7)
(3.6)
(1,065.9)
3.2
(0.8)
2.4
-
2.4
-
2.4
55.9
(52.4)
3.5
-
3.5
-
3.5
(57.1)
(313.9)
(36.5)
-
-
(6.4)
(61.1)
(2.4)
-
(8.5)
(321.3)
-
-
(16.9)
(53.4)
-
-
-
-
-
3.5
3.5
(291.4)
-
-
(15.4)
(303.3)
5+ years
£m
-
-
-
-
-
-
-
Total
£m
62.8
(53.3)
9.5
(45.6)
(36.1)
16.6
(19.5)
(473.5)
(1.4)
(1,035.2)
(31.8)
(1,561.4)
Total
£m
60.9
(53.6)
7.3
(51.8)
(44.5)
(0.2)
(44.7)
(417.8)
(41.1)
(962.7)
(35.4)
(1,501.7)
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 financial
instruments at the balance sheet date. For floating 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 2014 would have decreased / increased by £3.1m (2013: increased / decreased by
£2.5m);
• net equity would have decreased / increased by £2.4m (2013: increased / decreased by £1.9m) mainly because of the changes in the fair
value of interest rate derivatives.
25. PROVISIONS
At 1 January 2013
Additional provision (released) / charged to the income
statement
Utilisation of provision
Unwinding of discount
At 31 December 2013
Additional provision (released) / charged to income
statement
Additional provision (released) / charged to income
statement as exceptional items
Utilisation of provision
Unwinding of discount
At 31 December 2014
Included in current liabilities
Included in non-current liabilities
The Group
Plumbing
and heating
reconfiguration
£m
Property
£m
Insurance
£m
42.6
(0.4)
(7.1)
1.4
36.5
-
(10.0)
(5.8)
1.4
22.1
16.4
5.7
22.1
31.5
2.6
(4.2)
-
29.9
3.4
-
(3.2)
-
30.1
30.1
-
30.1
-
-
-
-
-
-
16.1
-
-
16.1
14.0
2.1
16.1
Other
£m
2.7
-
(0.2)
-
2.5
-
-
Total
£m
76.8
2.2
(11.5)
1.4
68.9
3.4
6.1
(1.3)
(10.3)
-
1.2
1.2
-
1.2
1.4
69.5
61.7
7.8
69.5
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.
The Group has recognised an exceptional provision of £16.1m relating to the reconfiguration of the Plumbing and Heating division.
The provision covers expected property costs, legal costs and IT costs arising from the reconfiguration.
Should a provision ultimately prove to be unnecessary then it is credited back into the income statement. Where the provision was originally
established as an exceptional item, any release is shown as an exceptional credit.
It is Group policy to insure itself using policies with a high excess 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.
172
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ANNUAL REPORT & ACCOUNTS 2014
173
SECTION HEADFINANCIAL STATEMENTS
25. PROVISIONS continued
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
18.8
14.0
30.1
1.2
64.1
16.5
29.9
2.5
48.9
1.3
2.1
-
-
3.4
2.9
-
-
2.9
2.5
2.8
-
-
-
-
-
-
2.5
2.8
8.1
-
-
8.1
25.9
-
-
25.9
Total
£m
25.4
16.1
30.1
1.2
72.8
53.4
29.9
2.5
85.8
2014
Property
Plumbing and Heating reorganisation
Insurance
Other
2013
Property
Insurance
Other
The Company has no provisions.
26. DEFERRED TAX
Capital allowances
Trading losses
Revaluation
Share based payments
Provisions
Derivatives
Business combinations
Brand
Pension scheme liability
Deferred tax
The Group
At
1 Jan 2013
£m
Recognised
in income
£m
Recognised
in equity
£m
At
31 Dec 2013
£m
5.7
(4.5)
10.2
(13.3)
(10.2)
(0.3)
12.2
98.2
(28.9)
69.1
(2.7)
2.7
-
1.0
1.5
-
(2.5)
(16.4)
(3.6)
(20.0)
-
-
(1.3)
(5.3)
-
0.3
-
-
18.5
12.2
3.0
(1.8)
8.9
(17.6)
(8.7)
-
9.7
81.8
(14.0)
61.3
At the balance sheet date the Group had unused capital losses of £45.8m (2013: 47.4m) available for offset against future capital profits.
No deferred tax asset has been recognised because it is improbable that future taxable profits will be available against which the Group can
utilise the losses.
Other than disclosed above, no deferred tax assets and liabilities have been offset.
The following are the major fully recognised deferred tax liabilities and assets recognised by the Group and movements thereon during the
current and prior reporting periods.
(Asset) / Liability
Capital allowances
Trading losses
Revaluation on property
Share-based payments
Provisions
Business combinations
Brand
Pension scheme liability
Deferred tax
At
1 Jan 2014
£m
3.0
(1.8)
8.9
(17.6)
(8.7)
9.7
81.8
(14.0)
61.3
Arising on
acquisition
£m
(0.1)
-
-
-
-
-
-
-
(0.1)
The Group
Recognised
in income
£m
Recognised
in equity
£m
At
31 Dec 2014
£m
Share-based payments
Other timing differences
(1.3)
1.8
-
0.4
8.1
(0.9)
(3.5)
4.3
8.9
-
-
-
6.1
-
-
-
(9.5)
(3.4)
1.6
-
8.9
(11.1)
(0.6)
8.8
78.3
(19.2)
66.7
Share-based payments
Derivatives
Other timing differences
At
1 Jan 2014
£m
(17.7)
(0.5)
(18.2)
The Company
Recognised
in income
£m
Recognised
in equity
£m
At
31 Dec 2014
£m
4.3
0.1
4.4
The Company
10.1
-
10.1
(3.3)
(0.4)
(3.7)
At
1 Jan 2013
£m
Recognised
in income
£m
Recognised
in equity
£m
At
31 Dec 2013
£m
(13.4)
(0.3)
(0.5)
(14.2)
1.0
-
-
1.0
(5.3)
0.3
-
(5.0)
(17.7)
-
(0.5)
(18.2)
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ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
175
SECTION HEADFINANCIAL STATEMENTS 27. OTHER FINANCIAL LIABILITIES
The Group
The Company
Trade payables
Other taxation and social security
Deferred consideration payable
Other payables
Accruals and deferred income
Trade and other payables
2014
£m
852.3
64.5
1.4
181.5
155.5
2013
£m
781.2
78.7
38.7
181.5
138.0
1,255.2
1,218.1
2014
£m
-
-
1.4
22.9
-
24.3
2013
£m
-
-
38.7
20.7
-
59.4
The Group
Trade and other payables principally comprise amounts outstanding for trade purchases and ongoing costs. The Directors consider that the
carrying amount of trade payables approximates to their fair value. The Group has financial risk management policies in place to ensure that
all payables are paid within the credit timeframe.
Deferred consideration payable of £nil (2013: £1.9m) is included in long-term other payables.
The Company
Trade and other payables principally comprise amounts outstanding for trade purchases and ongoing costs. The Directors consider that the
carrying amount of trade payables approximates to their fair value.
28. PENSION ARRANGEMENTS
Defined benefit schemes
The Group operates three final salary schemes being The Travis Perkins Pensions and Dependants Benefit Scheme (“the TP scheme”), the
“BSS schemes” being the BSS defined benefit scheme and the immaterial BSS Ireland defined benefit scheme. All defined benefit schemes
are closed to new members. The TP scheme is for the majority of members a 1/60th scheme. 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.
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 qualified actuary who carries out a valuation of the scheme every three years.
A full actuarial valuation of the TP scheme was carried out on 30 September 2011. The IAS 19 valuation has been based upon the results
of the 30 September 2011 valuation, and then updated to 31 December 2014 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.
The assets of the BSS schemes are held separately from those of the Group in funds under the control of the schemes’ trustees. The most
recent actuarial valuations of the BSS schemes’ assets and the present value of the defined benefit obligations were carried out at
1 June 2012. 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 is 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.
The TP scheme and the BSS schemes expose the company to actuarial risks such as investment risk, interest rate risk, longevity risk and
salary risk. A summary of the risks and the management of those risks is given in the table top right.
Investment risk
Interest risk
Longevity risk
Salary risk
The present value of the defined benefit liabilities of the schemes is calculated using a discount rate
predetermined by reference to high quality corporate bond yields. If the return on scheme assets is below
this rate it may create a plan deficit. Currently the schemes have a relatively balanced investment in equity
securities, debt instruments and real estate. Due to the long term nature of the scheme liabilities the trustees
of the pension funds consider it appropriate that a reasonable portion of the scheme assets should be
invested in equities.
A decrease in the bond interest rate will increase the schemes’ liabilities but this will be partially offset by an
increase in the return on the schemes’ debt assets.
The present value of the defined benefit plan liabilities of the schemes is calculated by reference to the best
estimate of mortality of plan participants both during and after their employment. An increase in the life
expectancy of the plan participants will increase the schemes’ liabilities.
The present value of the defined benefit plan liabilities is calculated by reference to the future salaries of
scheme participants. As such an increase in salaries of scheme participants will increase the scheme liability.
a. Major assumptions used by the schemes’ actuaries at the balance sheet date (in nominal terms)
Rate of increase in pensionable salaries
Rate of increase of pensions in payment
Discount rate
Inflation assumption
At 31 December
2014
At 31 December
2013
2.35%
2.50%
3.70%
3.10%
2.65%
2.50%
4.70%
3.40%
In respect of longevity, the valuation adopts the SN1A year of birth 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 2014:
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
b. Amounts recognised in income in respect of the defined benefit schemes
Male
Years
22.3
24.1
22.4
24.5
Current and past service costs charged to operating profit in the
income statement
Net interest income / (expense)
Total pension charge
TP
Scheme
£m
BSS
Schemes
£m
(8.0)
0.4
(7.6)
(2.7)
(2.8)
(5.5)
2014
Group
£m
(10.7)
(2.4)
(13.1)
Female
Years
25.2
27.2
25.2
27.2
2013
Group
£m
(11.1)
(2.1)
(13.2)
The Directors have agreed with the Schemes’ Actuaries and the Trustees to pay total contributions, including the amounts in excess of
ongoing contributions required to repay the deficit of £15m to the TP scheme and £10m to the BSS schemes in 2015. In 2015, the excess of
funding over the on-going service contributions will be £25m in total for the Group.
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.
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ANNUAL REPORT & ACCOUNTS 2014
177
SECTION HEADFINANCIAL STATEMENTS 28. PENSION ARRANGEMENTS continued
c. The amount included in the balance sheet arising from the Group’s obligations in respect of all of its defined benefit schemes and the
movements during the year
Fair value of plan assets
2014
BSS
Schemes
£m
230.9
TP
Scheme
£m
923.7
Group
£m
1,154.6
2013
BSS
Schemes
£m
TP
Scheme
£m
821.1
206.1
Group
£m
1,027.2
Present value of defined benefit obligations
(947.8)
(287.6)
(1,235.4)
(780.0)
(246.9)
(1,026.9)
Actuarial (deficit) / surplus
Restriction an asset recognised
Additional liability recognised for minimum
funding requirements
(24.1)
(56.7)
(80.8)
-
(16.7)
-
-
Gross pension liability at 31 December
(40.8)
(56.7)
Deferred tax asset
Net pension liability at 31 December
2014
BSS
Schemes
£m
TP
Scheme
£m
At 1 January actuarial asset / (deficit)
41.1
(40.8)
Additional liability recognised for minimum
funding requirements
(46.7)
(25.0)
(5.6)
(8.0)
0.4
22.8
61.3
(65.8)
(2.7)
(2.8)
12.6
8.9
Service costs charged to the income statement
Net interest income / (expense)
Contributions from sponsoring companies
Return on plan assets (excluding amounts
included in net interest)
Actuarial losses arising from changes in
financial assumptions
Actuarial gain arising from experience
adjustments
Decrease / (increase) in minimum funding
requirement liability
-
(16.7)
(97.5)
19.2
(78.3)
Group
£m
0.3
(71.7)
(71.4)
(10.7)
(2.4)
35.4
70.2
41.1
(41.1)
(5.6)
(5.6)
(40.8)
-
0.3
(41.1)
(25.0)
(30.6)
(65.8)
(71.4)
14.0
(57.4)
Group
£m
(57.5)
2013
BSS
Schemes
£m
TP
Scheme
£m
1.6
(59.1)
(68.4)
(66.8)
(8.5)
0.4
22.7
46.3
-
(68.4)
(59.1)
(125.9)
(2.6)
(2.5)
11.0
21.7
(11.1)
(2.1)
33.7
68.0
(141.7)
(33.6)
(175.3)
(21.4)
(9.3)
(30.7)
-
1.7
1.7
-
-
-
At 31 December actuarial deficit
(40.8)
(56.7)
(97.5)
30.0
25.0
55.0
21.7
(5.6)
(25.0)
(65.8)
(3.3)
(71.4)
d. Major categories and fair value of plan assets
The major categories and fair values of plan assets at the end of the reporting period for each category are as follows:
At 31 December 2014
At 31 December 2013
TP
Scheme
£m
BSS
Schemes
£m
TP
Scheme
£m
BSS
Schemes
£m
Level 1
Domestic equities
Overseas equities
Fixed interest government bonds
Index linked government bonds
Corporate bonds
Diversified growth fund
Liability driven investment
Level 3
Property
SPV asset
Cash and other
210.0
253.9
-
-
117.2
127.9
131.8
41.6
37.5
3.8
923.7
13.6
126.2
16.4
-
2.4
69.8
-
-
-
2.5
230.9
200.8
235.7
32.0
38.5
108.0
120.2
7.1
32.3
36.1
10.4
821.1
Actual return on scheme assets
2014
2013
TP Scheme
BSS Schemes
e. Movements in the fair value of scheme assets in the current period
£m
100.0
18.4
10.8%
8.0%
£m
80.3
29.7
At 1 January
Interest on scheme assets
Return on scheme assets not included above
Administration expenses
Contributions from sponsoring companies
Contributions from members
Benefits paid
At 31 December
TP
Scheme
£m
821.1
38.7
61.3
-
22.8
5.0
(25.2)
923.7
2014
BSS
Schemes
£m
Group
£m
2013
BSS
Schemes
£m
TP
Scheme
£m
206.1
1,027.2
738.0
171.8
9.5
8.9
-
12.6
0.1
(6.3)
48.2
70.2
-
35.4
5.1
(31.5)
230.9
1,154.6
34.0
46.3
(0.8)
22.7
5.0
(24.1)
821.1
8.0
21.7
-
11.0
0.1
13.1
114.8
-
-
15.3
61.4
-
-
-
1.5
206.1
9.8%
14.4%
Group
£m
909.8
42.0
68.0
(0.8)
33.7
5.1
(6.5)
(30.6)
206.1
1,027.2
178
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
179
SECTION HEADFINANCIAL STATEMENTS 28. PENSION ARRANGEMENTS continued
f. Movements in the present value of defined benefit obligations in the current period
At 1 January
Service cost
Interest cost
Contributions from members
Experience adjustments
Actuarial losses
Benefits paid
At 31 December
TP
Scheme
£m
2014
BSS
Schemes
£m
Group
£m
TP
Scheme
£m
2013
BSS
Schemes
£m
Group
£m
(780.0)
(246.9)
(1,026.9)
(736.4)
(230.9)
(967.3)
(8.0)
(38.3)
(5.0)
-
(141.7)
25.2
(2.7)
(12.3)
(0.1)
1.7
(33.6)
6.3
(10.7)
(50.6)
(5.1)
1.7
(175.3)
31.5
(7.7)
(33.6)
(5.0)
-
(21.4)
24.1
(2.6)
(10.5)
(0.1)
-
(9.3)
6.5
(10.3)
(44.1)
(5.1)
-
(30.7)
30.6
(947.8)
(287.6)
(1,235.4)
(780.0)
(246.9)
(1,026.9)
g. Amounts recognised in the statement of other comprehensive income are as follows
Return on plan assets (excluding amounts
included in net interest)
Actuarial losses arising from changes in
financial assumptions
Actuarial gain arising from experience
adjustments
Movements on restrictions in asset
recognised
Decrease / (increase) in minimum funding
requirement liability
Re-measurement of net defined pension
liability
2014
BSS
Schemes
£m
TP
Scheme
£m
61.3
8.9
Group
£m
70.2
TP
Scheme
£m
2013
BSS
Schemes
£m
46.3
21.7
Group
£m
68.0
(141.7)
(33.6)
(175.3)
(21.4)
(9.3)
(30.7)
-
-
1.7
-
1.7
-
30.0
25.0
55.0
(50.4)
2.0
(48.4)
-
(39.5)
61.2
46.6
-
-
(25.0)
(12.6)
-
(39.5)
36.2
34.0
h. Sensitivities
The estimated effects of changing the key assumptions (discount rate, inflation and life expectancy) on the IAS19 (revised 2011) balance
sheet position as at 31 December 2014 is given below.
Assumption
Discount rate
Inflation
Longevity
Increase of 0.1%
Decrease of 0.1%
Increase of 0.1%
Decrease of 0.1%
Increase of 1 year
Decrease of 1 year
TP Scheme
BSS Schemes
20.0
(20.5)
(12.5)
13.8
(23.6)
23.7
5.3
(5.4)
(5.2)
5.1
(8.6)
8.6
Defined contribution schemes
The Group operates five defined contribution schemes for all qualifying employees. The pension cost, which represents contributions payable
by the Group, amounted to £11.9m (2013: £11.8m).
The total charge to the profit and loss account disclosed in note 7 of £22.6m (2013: £22.1m) comprises defined benefit scheme current and
past service costs of £10.7m (2013: £10.3m) and £11.9m (2013 £11.8m) of contributions made to the defined contribution schemes.
29. ACQUISITION OF BUSINESSES
On the 21 November 2014, the Group acquired 100% of the issued share capital of Primaflow Limited (“Primaflow”) for a total consideration
of £15.8m. Primaflow is a leading supplier of plumbing fixtures and fittings and complements the Group’s existing F & P business.
The total revenue and operating profit for Primaflow, for the period from acquisition, total £3.4m and £0.2m respectively. If the acquisition had
been completed on the first day of the year Group revenues would have been £5,615m and Group operating profit before amortisation would
have been £386.6m.
Goodwill recognised consists of the benefits from forecast growth and the assembled workforce. None of the goodwill recognised is expected
to be deductible for income tax purposes. Acquisition costs charged in administration expenses for the period to 31 December 2014
amounted to £0.1m. The fair value of the acquired receivables totalled £8.3m and all acquired receivables are expected to be collected in full.
The acquisition was accounted for using the purchase method of accounting. Provisional fair values ascribed to identifiable assets as at the
date of acquisition are shown in the table below:
Net assets acquired:
Property, plant and equipment
Identifiable intangible assets
Deferred taxation
Inventories
Trade and other receivables
Cash at bank
Corporation tax
Trade and other payables
Goodwill – addition during the period
Satisfied by:
Cash paid
Fair value
acquired
£m
0.5
1.3
0.1
6.5
8.3
0.9
(0.1)
(4.6)
12.9
2.9
15.8
15.8
On 30 September 2014 a further payment of £0.8m was made to acquire an additional 25% of the share capital of Plumbnation Limited.
The total holding in Plumbnation Limited is now 76% with options in place to acquire the remaining 24%.
180
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
181
SECTION HEADFINANCIAL STATEMENTS 30. 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 five 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 equipment operating leases recognised in income for the year
Minimum lease payments under property operating leases recognised in income for the year
2014
£m
36.0
183.6
2013
£m
31.6
184.3
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 £22.5m (2013: £22.4m);
• levying an annual management charge to cover services provided to members of the Group of £8.3m (2013: £8.0m);
• receiving annual dividends totalling £197.1m (2013: £121.0m).
Details of balances outstanding with subsidiary companies are shown in note 19 and on the Balance Sheet on page 134.
Other than the payment of remuneration there have been no related party transactions with directors.
The Group advanced a total of £4.9m (2013: £2.9m) to all the Group’s associate companies in 2013. Operating transactions with the
associates during the year were not significant.
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:
33. ANALYSIS OF CHANGES IN NET DEBT
Within one year
In the second to fifth years inclusive
After five years
2014
£m
174.8
620.7
1,046.8
1,842.3
2013
£m
172.0
600.7
1,042.5
1,815.2
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 £5.7m (2013: £4.5m).
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 fifth years inclusive
After five years
31. CAPITAL COMMITMENTS
Contracted for but not provided in the accounts
2014
£m
5.4
19.2
22.1
46.7
The Group
The Company
2014
£m
13.8
2013
£m
34.0
2014
£m
-
2013
£m
5.1
18.1
23.7
46.9
2013
£m
-
32. RELATED PARTY TRANSACTIONS
The Group has a related party relationship with its subsidiaries, its Directors and with its pension schemes (note 28). 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 111 to 114.
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. The prior year figure has been restated to include the remuneration of all the directors.
Short-term employee benefits
Post employee benefits
Share-based payments
182
ANNUAL REPORT & ACCOUNTS 2014
2014
£m
16.1
0.4
2.9
19.4
2013
£m
11.3
0.9
6.0
18.2
Cash
and cash
equivalents
Finance
leases
The Group
Unsecured
senior USD
Notes and
Sterling
Bond
Term
loan and
revolving
credit
facility and
loan notes
Liability to
pension
scheme
Fair value
and
exchange
on hedged
net debt
items
At 1 January 2013
Cash flow
Exchange movement
Fair value movement
Finance charges
amortised
Amortisation of swap
cancellation receipt
Discount unwind on
liability to pension
scheme
At 1 January 2014
Cash flow
Exchange movement
Fair value movement
Finance charges
movement
Issue of Toolstation
loan notes
Amortisation of swap
cancellation receipt
Discount unwind on
liability to pension
scheme
£m
(139.1)
59.3
-
-
-
-
-
£m
25.9
(2.1)
-
-
-
-
-
£m
267.4
(24.5)
-
-
(4.5)
-
-
£m
261.1
(115.6)
(1.7)
(14.1)
-
(1.0)
-
(79.8)
(28.5)
23.8
(2.5)
238.4
(240.0)
128.7
247.4
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1.6
37.6
-
-
4.2
9.2
0.1
-
(1.0)
-
31 December 2014
(108.3)
21.3
37.6
388.6
£m
36.9
(2.9)
-
-
-
-
2.5
36.5
(3.0)
-
-
-
-
-
2.5
36.0
£m
(19.5)
-
1.7
14.1
-
-
-
(3.7)
-
(4.2)
(9.2)
-
-
-
-
Total
£m
432.7
(85.8)
-
-
(4.5)
(1.0)
2.5
343.9
(26.6)
-
-
1.7
37.6
(1.0)
2.5
(17.1)
358.1
ANNUAL REPORT & ACCOUNTS 2014
183
SECTION HEADFINANCIAL STATEMENTS
33. ANALYSIS OF CHANGES IN NET DEBT continued ntinued
Balances at 31 December comprise:
The Group
35. FREE CASH FLOW
Cash and cash equivalents
Non-current interest bearing loans and borrowings
Current interest bearing loans and borrowings
Exchange and fair value adjustments on derivatives hedging net debt items
Net debt
Net debt under IFRS
IAS 17 finance leases
Unamortised swap cancellation receipt
Liability to pension scheme
Fair value adjustment to debt
Finance charges netted off bank debt
Net debt under covenant calculations
34. LEASE ADJUSTED GEARING
Net debt
Exchange and fair value adjustments
Reported net debt
Property operating lease rentals x8
Lease adjusted net debt
Property operating lease rentals x8
Total equity
Lease adjusted equity
Gearing
2014
£m
108.3
(440.0)
(43.5)
17.1
(358.1)
2014
£m
2013
£m
79.8
(421.6)
(5.8)
3.7
(343.9)
2013
£m
(375.2)
(347.6)
16.0
0.9
36.0
17.1
(5.7)
(310.9)
The Group
2014
£m
375.2
(17.1)
358.1
1,468.8
1,826.9
1,468.8
2,677.7
4,146.5
44.1%
17.5
1.9
36.5
3.7
(4.8)
(292.8)
2013
£m
347.6
(3.7)
343.9
1,474.4
1,818.3
1,474.4
2,515.2
3,989.6
45.6%
Net debt at 1 January
Net debt at 31 December
(Increase) / decrease in net debt
Dividends paid
Net cash outflow for expansion capital expenditure
Net cash outflow for acquisitions
Amortisation of swap cancellation receipt
Discount unwind on liability to pension scheme
Cash impact of exceptional items
Issue of Toolstation loan notes
Interest in associate
Shares issued and sale of own shares
Increase / (decrease) in fair value of debt and exchange
Movement in finance charges netted off bank debt
Special pension contributions
Free cash flow
36. LEVERAGE RATIOS
The adjusted ratio of net debt to earnings before interest, tax and depreciation (“EBITDA”) is derived as follows:
Profit before tax
Net finance costs
Depreciation and amortisation
EBITDA
Exceptional operating items
Exceptional investment income
Adjusted EBITDA
IFRS adjustments required for covenant calculations
Adjusted EBITDA under covenant calculations
Net debt under covenant calculations (note 33)
Adjusted net debt to EBITDA under covenant calculations
The Group
2014
£m
(347.6)
(375.2)
(27.6)
81.1
115.0
15.7
(1.0)
2.5
3.8
37.6
2.1
(14.3)
13.4
1.7
24.7
254.7
The Group
2014
£m
321.4
21.7
93.2
436.3
23.3
-
459.6
(2.4)
457.2
310.9
0.68x
2013
£m
(452.2)
(347.6)
104.6
65.1
63.2
9.3
(1.0)
2.5
4.6
-
2.9
(13.9)
(15.8)
(4.5)
22.6
239.6
2013
£m
312.6
26.5
89.2
428.3
-
(9.4)
418.9
(2.6)
416.3
292.8
0.70x
184
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
185
SECTION HEADFINANCIAL STATEMENTS 36. LEVERAGE RATIOS continued
Adjusted ratio of net debt to earnings before interest, tax, depreciation and operating lease rentals (“EBITDAR”) is derived as follows:
Adjusted EBITDA
Property operating lease rentals
Adjusted EBITDAR
Net Debt
Exchange and fair value adjustments
Reported net debt
Property operating lease rentals x8
Lease adjusted net debt
Lease adjusted net debt to adjusted EBITDAR
Fixed charge cover is derived as follows:
Adjusted EBITDAR
Property operating lease rentals
Interest for fixed charge calculation (note 9)
Fixed charge cover
The Group
2014
£m
459.6
183.6
643.2
375.2
(17.1)
358.1
1,468.8
1,826.9
2.8x
The Group
2014
£m
643.2
183.6
20.8
204.4
3.1x
2013
£m
418.9
184.3
603.2
347.6
(3.7)
343.9
1,474.4
1,818.3
3.0x
2013
£m
603.2
184.3
23.4
207.7
2.9x
??. SECTION continued
37. RETURN ON CAPITAL RATIOS
Group return on capital employed is calculated as follows:
Operating profit
Amortisation of acquired intangible assets
Exceptional items
Adjusted operating profit
Opening net assets
Net pension deficit
Goodwill written off
Net borrowings
Exchange and fair value adjustment
Opening capital employed
Closing net assets
Net pension deficit
Goodwill written off
Net borrowings
Exchange and fair value adjustment
Closing capital employed
Average capital employed
Adjusted pre–tax return on capital
Group lease adjusted return on capital employed is calculated as follows:
Adjusted operating profit
50% of property operating lease rentals
Lease adjusted operating profit
Average capital employed
Property operating lease rentals x8
Lease adjusted capital employed
Lease adjusted return on capital employed
The Group
2014
£m
343.1
17.6
23.3
384.0
2013
£m
329.7
17.9
-
347.6
2,515.2
2,255.6
57.4
92.7
347.6
(3.7)
3,009.2
2,677.7
78.3
92.7
375.2
(17.1)
3,206.8
3,108.0
12.4%
384.0
91.8
475.8
3,108.0
1,468.8
4,576.8
10.4%
97.0
92.7
452.2
(19.5)
2,878.0
2,515.2
57.4
92.7
347.6
(3.7)
3,009.2
2,943.6
11.8%
347.6
92.2
439.8
2,943.8
1,474.4
4,418.2
10.0%
186
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
187
SECTION HEADFINANCIAL STATEMENTS OTHER
INFORMATION
SECTION HEAD OTHER INFORMATION
Five Year Record
Consolidated income statement
Revenue
2014
£m
5,580.7
Operating profit before amortisation and exceptional items
384.0
Amortisation
Exceptional items
Operating profit
Exceptional investment income
Net finance costs
Profit before tax
Income tax expense
Net profit
Adjusted return on capital
Basic earnings per share
Adjusted earnings per share
Dividend declared per ordinary share (pence)
Number of branches at 31 December
(Includes branches of associates)
(17.6)
(23.3)
343.1
-
(21.7)
321.4
(62.7)
258.7
12.4%
105.9p
119.0p
38.0p
1,975
2013
£m
5,148.7
347.6
(17.9)
-
329.7
9.4
(26.5)
312.6
(47.9)
264.7
11.8%
109.9p
103.6p
31.0p
2012
£m
4,844.9
325.7
(17.4)
(8.7)
299.6
39.5
(39.9)
299.2
(50.5)
248.7
11.5%
104.3p
90.6p
25.0p
1,939
1,896
2011
£m
4,779.1
313.2
(12.9)
(9.8)
290.5
-
(20.9)
269.6
(57.2)
212.4
11.3%
90.3p
93.1p
20.0p
1,868
2010
£m
3,152.8
239.0
(0.2)
(19.0)
219.8
-
(23.0)
196.8
(55.5)
141.3
12.2%
69.6p
77.2p
15.0p
1,813
Average number of employees
23,480
21,937
21,632
21,423
15,792
Consolidated cash flow 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 finance charges
Movement on finance lease liabilities
Repayment of unsecured loan notes
Liability to pension scheme
Increase / (decrease) in loans
Net increase / (decrease) in cash and cash equivalents
Net debt at 1 January
Non cash adjustment
Cash flow from debt and debt acquired
Net debt at 31 December
Free cash flow
2014
£m
310.2
(15.0)
-
(49.9)
(134.1)
(2.1)
-
(15.7)
14.3
(81.1)
(2.6)
(2.5)
-
-
7.0
28.5
(347.6)
(54.2)
(1.9)
(375.2)
254.7
2013
£m
319.2
(20.5)
-
(59.2)
(90.3)
(2.9)
-
(9.3)
13.9
(65.1)
-
(2.1)
-
-
(143.0)
(59.3)
(452.2)
18.8
145.1
(347.6)
239.6
2012
£m
327.6
(27.3)
-
(64.5)
(49.7)
(2.9)
-
(24.5)
8.9
(51.2)
-
5.7
-
-
(61.6)
60.5
(583.2)
14.6
55.9
(452.2)
241.8
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
Consolidated balance sheet
Assets
Non-current assets
Property, plant and equipment
Goodwill and other intangible assets
Derivative financial instruments
Interest in associates
Retirement benefit assets
Investment property and other investments
Current assets
Inventories
Trade and other receivables
Assets held for resale
Cash and cash equivalents
Total assets
Capital and reserves
Issued capital
Share premium account
Merger reserve
Own shares
Other reserves
Accumulated profits
Total equity
Non-current liabilities
Interest bearing loans and borrowings
Derivative financial instruments
Retirement benefit obligations
Long-term provisions and other payables
Deferred tax liabilities
Current liabilities
Interest bearing loans and borrowings
Derivative financial instruments
Trade and other payables
Tax liabilities
Short-term provisions
Total liabilities
Total equity and liabilities
2014
£m
2013
£m
2012
£m
2011
£m
2010
£m
689.3
2,223.6
609.9
2,223.7
578.4
2,232.3
562.6
2,095.1
527.1
2,109.7
9.3
7.3
-
3.1
687.7
822.9
-
79.8
12.8
6.7
-
2.8
637.1
746.4
-
139.1
40.3
51.3
-
1.9
596.0
746.1
-
78.6
57.0
45.7
31.7
1.9
571.4
687.2
2.3
62.9
4,443.7
4,355.6
4,171.9
4,096.9
24.7
498.0
326.5
(40.6)
16.7
1,689.9
2,515.2
421.6
4.5
71.4
22.6
61.3
5.8
1.8
24.5
487.2
326.5
(62.4)
18.5
1,461.3
2,255.6
195.2
4.9
125.9
67.0
69.1
396.1
2.6
1,107.6
74.8
56.8
2,100.0
4,355.6
24.4
480.8
326.5
(75.2)
15.7
1,277.2
2,049.4
598.2
5.9
123.7
28.9
77.8
63.6
-
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
1,088.3
1,004.5
75.9
60.2
2,122.5
4,171.9
36.5
54.8
2,145.1
4,096.9
1,255.2
1,218.1
71.6
61.7
2,044.5
4,722.2
73.2
48.2
1,928.5
4,443.7
21.2
1.7
-
3.6
742.7
931.8
-
108.3
4,722.2
24.9
510.5
326.5
(28.5)
16.8
1,827.5
2,677.7
440.0
0.5
97.5
7.8
66.7
43.5
-
190
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
191
OTHER INFORMATION
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 Asset Services at
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 shareholderenquiries@capita.co.uk).
FINANCIAL DIARY
Ex-dividend date
Record date
Annual General Meeting
Payment of final dividend
Announcement of 2015 interim results
Interim Management Statement
Announcement of 2015 annual results
30 April 2015
1 May 2015
28 May 2015
1 June 2015
4 August 2015
22 October 2015
25 February 2016
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.
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.birchwoodpricetools.com
www.bssindustrial.co.uk
www.buytiles.co.uk
www.cityheatingspares.co.uk
www.cityplumbing.co.uk*
www.connectionsaml.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
http://hire.travisperkins.co.uk/hire*
www.iflo.co.uk
www.insulationgiant.co.uk
www.keyline.co.uk*
http://hire.keyline.co.uk/hire/*
www.mispares.com
www.pro-heat.co.uk
www.ptsonlineordering.co.uk
www.ptsplumbing.co.uk
www.ptsrenewables.co.uk
www.scruffs.com
www.sektorinteriors.co.uk
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.co.uk (investor relations site)
www.vanvault.co.uk
www.wickes.co.uk*
www.wickescareers.co.uk
www.wickeskitchens.co.uk
* 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 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 http://www.travisperkinsplc.co.uk/
(see section called ‘Investor Relations’). 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 Asset Services,
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 on the Share Portal at www.travisperkins-shares.com,
and follow the instructions (see Registrar’s On-Line Service
over the page).
Please telephone Capita Asset Services on 0871 664 0300
(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 3399 (Non-UK) if you have any queries.
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.
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 Asset
Services, 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.
192
ANNUAL REPORT & ACCOUNTS 2014
ANNUAL REPORT & ACCOUNTS 2014
193
OTHER INFORMATION
Other shareholder information continued
• 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 1.25% of the value of the deal (minimum £30.00,
maximum £150.00) for certificated holdings, 1.00% of the
value of the deal (minimum £21.00, maximum £125.00) for
uncertificated holdings and for the telephone service, Capita’s
commission rates are 1.50% of the value of the deal (minimum
£40.00 certificated/£28.50 uncertificated, maximum £195
certificated/£175.00 uncertificated); all charges include a £3.50
Compliance charge. The maximum online transaction value is
£25,000 and a £1 (‘Panel for Takeovers and Mergers’)
PTM levy is applied to all transactions over £10,000. Share
purchases are also subject to SDRT.
• Stocktrade offer a telephone share dealing service which
is available by telephoning +44 131 240 0508 and quoting
reference ‘Travis Perkins Dial and Deal’. Stocktrade’s commission
will be 0.5%, to deals up to the value of £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 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.
SHARE FRAUD - WARNING TO SHAREHOLDERS
In recent years, share fraud has been increasing, with shareholders
receiving unsolicited correspondence concerning investment
matters. Fraudsters use persuasive and high-pressure tactics to
lure investors into scams; offering to sell shares that turn out to
be worthless or non-existent, or to buy shares at an inflated price
in return for an upfront payment. Sometimes these individuals
imply that they represent Travis Perkins, but in fact they have no
connection with the Company and have no authority to claim or
imply that they are.
If you are approached by fraudsters, please tell the Financial
Conduct Authority using the share fraud reporting form at
www.fca.org.uk/scams, where you can also find out more about
investment scams.
CAPITA REGISTRARS
The Company’s registrars, Capita Asset Services (“Capita”),
provide a number of services that, as a shareholder, might be
useful to you:
• Registrar’s On-Line Service
By logging onto www.travisperkins-shares.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 (IVC), 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
Asset Services. 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. You can sign up for this service on the Share Portal
(by clicking on ‘reinvest your dividends’ and following the
on screen instructions). 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 9.00am to 5.30pm
Monday – Friday. If Non-UK +44 208 639 3402. E-mail
shares@capita.co.uk or visit www.travisperkins-shares.com.
Please note that this facility is only available to shareholders with
an address in the UK or EEA. The value of shares and income
from them can fall as well as rise and you may not recover the
amount of money you invest.
• 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 has partnered with Deutsche Bank 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 local bank account, or alternatively,
you can be sent a currency draft.
You can sign up for this service on the Share Portal (by clicking
on ‘manage your account’ and ‘Change your dividend details’
and following the on screen instructions) or by contacting the
Customer Support Centre. Further details are available from
Capita Asset Services: by telephone UK: 0871 664 0385
(UK calls cost 10p per minute plus network extras). From
overseas: +44 20 8639 3405. Lines are open 9.00am to 5.30pm,
Monday to Friday, excluding public holidays.
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):-
194
ANNUAL REPORT & ACCOUNTS 2014
Designed by Travis Perkins Plc, Design Print & Distribution
Travis Perkins plc, Lodge Way House, Harlestone Road, Northampton NN5 7UG Telephone 01604 752 424
www.travisperkinsplc.com
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