TIDMNXT
RNS Number : 7259G
Next PLC
19 March 2020
Date: Embargoed until 07.00hrs, Thursday 19 March 2020
Contacts: Lord Wolfson, Chief Executive
Amanda James, Group Finance Director (analyst calls)
NEXT PLC Tel: 0333 777 8888
Alistair Mackinnon-Musson Email: next@rowbellpr.com
Rowbell PR Tel: 020 7717 5239
Photographs: http://www.nextplc.co.uk/media/image-gallery/campaign-images
NEXT plc
Results for the
Year Ending
January 2020
This document contains some page number cross-referencing.
Please refer to the PDF version of this statement which is
available at
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
or on the NEXT corporate website www.nextplc.co.uk
FINANCIAL HEADLINES
NEXT Brand full price sales(1) were up +4.0% and Brand total
sales(2) (including markdown sales) were up +3.5% on last year.
Group profit before tax was up +0.8% and Earnings Per Share (EPS)
were up +5.6% on last year. Group profit of GBP728.5m was just
ahead of the guidance of GBP727m given in our January 2020 Trading
Statement due to better than expected full price sales in
January.
TOTAL SALES GBPm Jan 2020 Jan 2019
Online 2,146.6 1,918.8 +11.9%
Retail 1,851.9 1,955.1 - 5.3%
Finance 268.7 250.3 +7.3%
======== ========
Brand 4,267.2 4,124.2 +3.5%
Other(3) 94.6 96.7
======== ========
Total Group sales 4,361.8 4,220.9 +3.3%
================== ======== ======== ======
PROFIT GBPm and EPS (excluding
IFRS 16) Jan 2020 Jan 2019
Online 399.6 352.6 +13.3%
Retail 163.9 212.3 - 22.8%
Finance (after funding costs)(4) 146.7 127.3 +15.3%
======== ========
Brand 710.2 692.2 +2.6%
Other(5) 25.6 35.8
Recharge of interest to Finance(4) 36.3 34.0
======== ========
Operating profit 772.1 762.0 +1.3%
Net external interest (43.6) (39.1)
======== ========
Profit before tax 728.5 722.9 +0.8%
Taxation (134.6) (132.5)
======== ========
Profit after tax 593.9 590.4
======== ========
Earnings Per Share 459.8p 435.3p +5.6%
=================================== ======== ======== =======
Statutory sales were up +2.4% and profit before tax, including
the effect of IFRS 16, was up +2.0%.
STATUTORY BASIS GBPm and EPS Jan 2020 Jan 2019
Sales 4,266.2 4,167.4 +2.4%
Profit before tax 748.5 733.6 +2.0%
Profit after tax 610.2 599.1 +1.9%
Earnings Per Share 472.4p 441.7p +7.0%
============================= ======== ======== =====
The financial information in pages 4 to 48 do not reflect the
impact of IFRS 16, Leases. The impact of IFRS 16 is provided in
Appendix 1 on page 49 and Note 13 of the financial statements.
(1) Full price sales are VAT exclusive sales, excluding items
sold in our mid-season, end-of-season Sale events and our Clearance
operations. These are not statutory sales (refer to Note 2 of the
financial statements).
(2) Total sales are VAT exclusive sales including the full value
of commission based sales (refer to Note 2 of the financial
statements).
(3) Other sales include NEXT Sourcing external sales, Franchise,
Lipsy non-NEXT sales and external Property income.
(4) Finance profit for January 2019 has been restated to reflect
a change in the calculation of funding costs. See page 31.
(5) Other profit includes NEXT Sourcing, Franchise, Lipsy and
Property management.
TABLE OF CONTENTS
FINANCIAL HEADLINES
CHIEF EXECUTIVE'S REVIEW - OVERVIEW
Coronavirus - Summary Of Impact Assessment
CORONAVIRUS IN PERSPECTIVE
BEYOND THE VIRUS - THE BIG PICTURE
FOCUS FOR THE YEAR AHEAD
NEXT ONLINE
ONLINE SALES AND PROFIT
LABEL (UK)
ONLINE OVERSEAS
ONLINE WAREHOUSING
CAPACITY IMPROVEMENTS
INCREASED INVESTMENT IN SYSTEMS
ONLINE MARKETING
DEVELOPING NEW BUSINESS
NEXT RETAIL
RETAIL SALES AND PROFIT
RETAIL SPACE
RENT COSTS AND LEASE RENEWALS
Retail Stores In The Next Online Platform
NEXT FINANCE
NEXT FINANCE SALES AND PROFIT
CREDIT CUSTOMERS
BAD DEBT CHARGE
Finance Overheads
Finance Business Balance Sheet and Cost of Funding
OTHER BUSINESS ACTIVITY
NEXT SOURCING
LIPSY
INTERNATIONAL RETAIL AND FRANCHISE STORES
NON-TRADING ACTIVITIES
PENSION SCHEME
CASH FLOW
INTEREST
TAX
ORDINARY DIVID
Capital Expenditure
BOND, BANK FACILITIES AND NET DEBT
OUTLOOK FOR SALES AND PROFIT
APPROACH TO GUIDANCE IN AN UNFORECASTABLE YEAR
1. BASE CASE - BEFORE THE CORONAVIRUS IMPACT
2. MODELLING SALES AND COST IMPACT OF CORONAVIRUS
3. CASH FLOW MODEL
4. MITIGATION
SUMMARY
CHIEF EXECUTIVE'S REVIEW - OVERVIEW
Coronavirus - Summary Of Impact Assessment
As might be expected, we begin with a summary of the risks that
coronavirus poses to the business and the actions we are taking to
weather the storm. When the pandemic first appeared in China, we
assumed that the threat was to our supply chain. It is now very
clear that the risk to demand is by far the greatest challenge we
face and we need to prepare for a significant downturn in sales for
the duration of the pandemic.
Levels of uncertainty
We have no experience of a similar crisis so there is no way of
predicting the extent that the effect coronavirus will have on our
Retail and Online sales. It is not yet clear how widespread the
virus will be at any one time, how long the pandemic will last and
what the medium to long term effect of this pandemic will be on
consumer behaviour.
What we can say
The evidence we have from sales to date in the UK and from our
(small) international websites in the worst affected countries is
that:
-- Demand will be the biggest issue and although the virus is
likely to impact our operations, we do not believe this will be as
damaging as the very significant drop in sales sustained both in
Retail and Online.
-- Online sales are likely to fare better than Retail but will
also suffer significant losses. People do not buy a new outfit to
stay at home. There is some evidence from our overseas sites that
as restrictions on movement increase, the difference between Online
and Retail sales performance widens, with Online picking up a small
amount of the business that cannot be carried out in store.
-- Some product areas are likely to fare better than others. To
date, our homeware and childrenswear sales appear to be less
affected than our adult clothing lines.
Priority
Our priority is to do all we can to keep our workplaces and
shops as safe as possible for customers and staff. At the same time
we must prepare the business for varying levels of sales declines.
To that end we have modelled the effects of differing levels of
sales declines along with all the measures we can take to ensure
that the Company remains within its bond and bank facilities.
Coronavirus stress test
In our Outlook section (page 37) we have included a detailed
stress test that gives the likely cash and profit impact for
different levels of sales decline. The scenarios model full price
sales losses of GBP445m, GBP820m and GBP1bn respectively. These
declines represent -10%, -20% and -25% of our annual turnover.
Measures we can take to conserve cash
The stress test details various measures we could take to
control costs and conserve cash within the business, given
differing levels of sales decline. These potential measures include
the suspension of our buyback programme, the delay of discretionary
capital expenditure, the sale and leaseback of a warehouse, the
part securitisation of customer receivables, the redemption of a
loan to our Employee Share Ownership Trust (ESOT) and if necessary,
the deferral of our August dividend. Beyond that we, of course,
have the option to suspend rather than delay dividends.
More detail is given as to how and when we would trigger these
actions on page 44. We should stress that we currently believe it
is unlikely that we will need to pull all these levers, but we will
ensure that we have the flexibility to take all measures if the
need arises.
Combined, actions to conserve cash could retain within the
business an additional +GBP835m of cash. These actions would mean
that should the Company lose -20% of annual full price sales we
would still have GBP835m headroom within our current bank and bond
facilities at the end of the year. (See page 44).
Conclusion of stress test
The conclusion of our stress test is that the business could
comfortably sustain the loss of more than GBP1bn (25%) of annual
full price sales, without exceeding our current bond and bank
facilities. This accounts for the business rates holiday announced
by Government but excludes any use of Government lending or any
measures that may be introduced to help with wages during
closure.
Working through the crisis
There will be many challenges to our working practices as the
pandemic develops and we are putting plans in place to protect our
most vulnerable employees, comply with differing levels of
Government restrictions and cope with illness throughout the
business. In particular, we are adapting our technology for greater
home working and seeking to segregate critical operational teams so
as to keep all our vital operations and projects on track.
Sourcing and developing new and exciting product ranges for the
back end of the year remains vitally important. This will be a
particular challenge because it normally involves a great deal of
international travel. Our product teams travel to factories to
develop new items and to overseas retail markets for inspiration.
Such travel is likely to be impossible as the pandemic progresses.
We are putting in place measures to compensate for a lack of face
to face contact - video conferencing, online inspiration "trips"
and more.
CORONAVIRUS IN PERSPECTIVE
The continuing imperative - the mission to evolve
This report begins by discussing the real and immediate threat
of coronavirus. It would be easy for us to talk or think of nothing
else, but that would be a mistake. Our sector continues to
experience profound and lasting structural changes and these
changes are not on hold. Indeed it is possible that the pandemic
may accelerate the transition to online shopping. So we cannot
afford to neglect our continuing efforts to transform every part of
our business.
This process of learning new ways to serve our customers,
collaborate with partners and create value for our shareholders is
a task that involves every function in our business. Our buying,
sourcing, systems, marketing, warehouse, distribution and store
teams are all having to re-invent what we do to adapt to a rapidly
changing world.
It is the delivery of new product ranges, web systems,
fulfilment methods, marketing techniques, warehouse capacity,
business ideas, partnerships and more that will determine our
longer term destiny. That requires a culture that embraces change
and is not afraid to take risks - no mean feat in a crisis.
The pandemic will end!
One thing we can be sure of, at some point the pandemic will
pass and when the dust settles it will be the work we have put into
(1) securing the cash resources of the business and (2) moving the
business forward that will make the difference to the long term
future of the Company.
BEYOND THE VIRUS - THE BIG PICTURE
The following paragraphs summarise our view of how and why
people have been changing their shopping habits over the last five
years and how we are responding to the long term challenges and
opportunities those changes present.
The power of choice and the prospect of the high street
stabilising
The internet continues to give consumers unprecedented levels of
choice without requiring them to travel to physical stores. The
ability of retailers to hold stock in single central locations for
nationwide (and worldwide) distribution means that customers can
now access products everywhere that they could previously only find
in a handful of major shopping locations.
We believe that it is this proliferation of choice that is the
most important advantage that the internet brings to the consumer.
Of course, the ability to deliver goods to a customer's home plays
an important part in the service Online provides. But nearly fifty
percent of our orders (by volume) are delivered to our stores. So
for many people the overriding factor is choice, not the
convenience of home delivery.
If online trading were only about home delivery, we might
reasonably expect high street sales to stabilise and the split
between Online and stores to reach a point of equilibrium
relatively soon. But if the driver of change is choice then, in our
view, that equilibrium is likely to be a long way off and we are
preparing ourselves for many years of transition.
The challenge posed by lower barriers to entry
In the same way that the internet has allowed customers to
access far more brands, it has also allowed brands to access far
more customers. The internet has dramatically lowered the barriers
to entering the retail market, allowing small, niche and new
businesses to reach millions of consumers without the need to
invest in a network of expensive retail shops and all their
supporting infrastructure. This is particularly true if they take
advantage of trading on aggregation sites like NEXT.
This is all good news for the consumer and so, in the long run,
should be good for our industry; but for an established retailer,
with a relatively large UK market share, heavily invested in
physical retail assets, this change poses a significant and ongoing
challenge.
Competing with ourselves
The risk for NEXT is that our customers find new ways to buy
competing brands whilst we remain burdened with expensive retail
liabilities (rents, rates, wages etc.). Our response has been to
lean into this challenge and actively enable our competitors to
reach more customers by selling their product on our Online
Platform through LABEL.
We have little doubt that the presence of competing brands
increases the competition for our own (higher margin) NEXT branded
products, but we believe that longer term it is the only way to
survive in the online world. There is nowhere to hide on the
internet, one way or another our customers will find the brands
they want. If they can find what they want on our website they are
more likely to come back to us, furthering our ambition to be our
customers' first choice for clothing and homeware online.
Overseas opportunities
Overseas, the internet also presents us with an unprecedented
opportunity to leverage our Online assets and profitably develop
our brand in territories where we are the new contender. For the
first time we have found a way to profitably reach customers who,
in any one town or city, are insufficient in number to justify the
investment in a retail store. The internet allows access to a large
number of dispersed populations in a way that stores never
could.
Direction of travel
The speed of change is difficult to predict, but the direction
of travel remains the same. Nothing has happened in the last year
to change our view that the combination of choice, convenience and
speed remains the driving force behind the evolution of the UK
clothing and homeware market.
At the heart of our business is our NEXT Brand product and our
Online Platform - the combination of our products, third-party
brands, warehouses, distribution networks, website, customer base,
credit facility, marketing systems and stores. In the year ahead we
will continue to improve and develop our Platform and our
Brand.
FOCUS FOR THE YEAR AHEAD
Over and above managing the business through the pandemic we
must ensure that we continue to develop the business: its product
ranges, operations and online systems.
Much of this work will revolve around the development of NEXT's
Online Platform and its ability to cope with increasing volumes and
breadth of offer. The table below sets out some of our priorities
by business area.
Warehousing Laying the foundations for future growth in volume
and breadth of offer through investment in additional
capacity, improved systems and automation. The focus
will be on systems that consolidate items, quickly
and accurately, into individual parcels; a task which
becomes harder as the breadth of offer grows.
The development of next-day Platform Plus, enabling
the delivery of items held in third-party warehouses
to customers on a 24 hour promise.
============ ============================================================
Website The development of an onsite marketing system to
target products and brands to the customers most
likely to want those items. This system will link
with our email and social marketing systems.
The improvement of website speed and performance.
A two-and-a-half year project to modernise the software
that supports our website. This project will enhance
resilience and dramatically improve our ability to
develop new website functionality.
The development of our first Total Platform bespoke
website for a third-party partner (see page 23).
============ ============================================================
LABEL The continued addition of new brands to our site
along with the expansion of ranges from our existing
client brands.
The extension of our 'Platform Plus' service to additional
clients, allowing customers to order products held
in third-party warehouses for delivery within 48
hours.
The development and expansion of our licensing business.
============ ============================================================
Overseas The extension of ranges available on our overseas
sites including LABEL brands.
Increased investment in and improvement to our overseas
digital marketing (subject to the extent coronavirus
interferes with sales).
The addition of in-house and third-party split payment
methods for overseas customers.
============ ============================================================
Stores The continued development of work done in stores
for our Online business with particular focus on
the instore "fold and pack" returns processing.
Mitigation of stores' costs through the renegotiation
of rents (as and when leases come up for renewal)
along with the addition of new concession opportunities.
Improvement to working-hours rota systems to further
improve productivity.
NEXT ONLINE
ONLINE SALES AND PROFIT
The NEXT Online Platform delivered strong and profitable growth.
Full price sales were up +11.9% and profits were up +13% on last
year. Net margin of 18.6% was up +0.2% on last year (page 11).
Full Price Sales by Division
Online full price sales grew by +11.9%, with total sales growth
(including markdown sales) also up +11.9%. The table below breaks
down full price sales growth by division.
Full price sales GBPm Jan 2020 Jan 2019 Var % Var GBPm
============================== ======== ======== ====== ========
NEXT Brand UK 1,022 981 +4.2% +41
LABEL UK 434 356 +21.9% +78
======== ======== ====== ========
Total UK Online 1,456 1,337 +8.9% +119
Overseas 436 354 +23.3% +82
======== ======== ====== ========
Total Online full price sales 1,892 1,691 +11.9% +201
Improved Stock Availability
We believe Online's sales performance was helped by improved
stock availability, achieved through the faster processing of
customer returns. As explained in our Half Year Report, we have
taken a number of actions to bring items returned to our stores
back to our warehouses faster, in order to make them available for
resale sooner. This has been achieved by:
1. Increasing the number of delivery vans visiting our Retail
stores each day, allowing daily collection of Online returns.
2. Reorganising store staff shift patterns to align them with
new delivery schedules and trading patterns.
3. Introducing a simple fold-and-pack operation in stores, so
that pristine stock can return to the warehouses "customer
ready" and made available for re-order immediately.
4. Identifying at the point returns are being processed through
the till, those items that are in highest demand and prioritising
their processing.
We are seeing significant benefits from these activities. In the
last six months, the average value of returned stock in transit
between our stores and warehouse was down -30% compared with the
previous year. On average, this meant GBP15m of additional stock
(at full selling price) was available to our Online customers at
any one time. During the peak trading weeks in the run up to
Christmas, the value of additional stock available was GBP30m.
The most successful initiative has been fast tracking high
demand items. High demand stock is now processed and available for
resale within four days, which compares with 12 days in the
previous year.
Customer Base
Average active customers(6) increased by +12.5% to 6 million,
driven mainly by the growth in Overseas and UK cash customers. Cash
customers are those who do not use our nextpay credit account when
ordering. The table below sets out the growth in the respective
parts of our customer base.
For further detailed analysis of credit customer growth see
pages 29 to 30.
Average active customers (m) Jan 2020 Jan 2019 Var %
============================= ======== ======== ======
UK credit 2.58 2.52 +2.3%
UK cash 2.02 1.66 +21.4%
======== ======== ======
Total UK 4.60 4.18 +9.9%
Overseas cash 1.40 1.15 +22.1%
======== ======== ======
Total 6.00 5.33 +12.5%
(6) Active customers are defined as those who have placed an
Online order or received a standard account statement in the last
20 weeks.
Online Customer History chart: Click or paste the following link
into your web browser to view the PDF document. Refer to page 10
for the relevant chart.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
Profit by Division
Net margin by division is set out below, together with the
change in net margins versus last year.
Jan 2020 Net margin
Profit Variance Net margin % vs Jan
Online division GBPm GBPm % 2019
======================= ====== ======== =========== ==========
NEXT Brand UK 247.6 +19.7 21.0% +1.0%
LABEL UK 77.3 +11.1 15.2% - 0.8%
Overseas 74.7 +16.2 16.4% +0.3%
====== ======== =========== ==========
Total Online operating
profit 399.6 +47.0 18.6% +0.2%
NEXT Brand UK margin was up +1.0% mainly as a result of cost
savings made in print and photography along with a small (+0.2%)
improvement in bought-in gross margin.
Margin in the LABEL business was managed down to 15.2% mainly as
a result of us lowering our headline commission rate on third-party
brands. This reduction in bought-in gross margin was in furtherance
of our ambition to be our partners' most profitable third-party
route to market. Going forward, if we are able to operate more
efficiently, we will aim to pass any savings back to our partners
by way of further reductions in commission.
Margin Movement Analysis
The table below sets out significant Online margin movements by
major heads of costs.
Net margin on total sales to January 2019 18.4%
==================================================================== =======
Underlying margin on NEXT products improved
by +0.2%, mainly due to achieving a better
than expected Dollar exchange rate. An
increase in the participation of third-party
Bought-in branded sales, which have a lower bought-in
gross margin gross margin, reduced margin by -0.4%. - 0.2%
A higher participation of full price sales
Markdown improved margin. +0.2%
Growth in overseas sales, which have a
higher cost of distribution, eroded margin
Warehousing by -0.3%. Wage inflation and other operational
& distribution costs reduced margin by -0.3%. - 0.6%
Catalogues Production of fewer catalogues and photography
& photography savings increased margin. +1.2%
Marketing Investment in marketing and systems meant
& systems costs grew faster than sales. - 0.5%
Central costs did not grow in line with
Central costs sales, improving margin. +0.1%
Net margin on total sales to January 2020 18.6%
LABEL (UK)
LABEL sells third-party branded products through our Online
Platform and is central to the continued growth of our Online
business. Turnover in the year was GBP510m and net margin was 15%.
Our aim is for the LABEL business to:
-- become our customers' first choice destination for brands
-- be our partners' most profitable third-party route to market
-- offer a level of service and integrity that both NEXT and our partners are proud of
LABEL Sales and Profit
Total sales were up +23% and full price sales were up +22%.
Profit in the year was GBP77m, an increase of +17% on last year.
LABEL growth has been driven by:
-- the introduction of new partner brands, including expansion
of our Home and Branded Beauty offer (page 13)
-- increasing sales with our existing partner brands, using our Platform Plus model (page 13)
LABEL Full Price Sales Analysis
LABEL full price sales have grown by GBP78m. This increase is
shown below, split into product categories: Clothing, Home and
Branded Beauty. In addition, the Brands can be divided into new,
discontinued and continuous.
Continuous brands were up +10% with the remaining 12% of growth
coming from the net increase from new brands and discontinued
brands. Our new Branded Beauty business has grown by GBP12m,
following our collaboration and subsequent acquisition of Fabled
(see page 13), which substantially increased the breadth of our
Branded Beauty offer.
Year on year sales GBPm New Discontinued Net new Continuous Total
========================================= === ============ ======= ========== =====
Clothing +32 - 5 +27 +33 +60
Home +6 - 1 +5 +1 +6
Branded Beauty +11 +11 +1 +12
=== ============ ======= ========== =====
Full price sales versus last year +49 - 6 +43 +35 +78
% var to last year's total full price sales 12% 10% 22%
Commission Versus Wholesale
More than half (56%) of our LABEL business is now on a
commission basis and, although we make a lower net margin on a
commission brand, we encourage our partners to adopt this model as
we believe it helps drive sales growth. This is demonstrated by our
full price sales performance (shown below), with commission sales
growing by +32%, compared with wholesale which grew by +11%.
Full price sales GBPm Jan 2020 Jan 2019 Var %
======================= ======== ======== =====
Wholesale 190.9 171.7 +11%
Commission 242.7 184.0 +32%
======== ======== =====
LABEL full price sales 433.6 355.7 +22%
Branded Beauty - Fabled by Marie Claire
In July 2019, our subsidiary Lipsy acquired Fabled by Marie
Claire, a premium branded beauty business. This acquisition has
allowed the Group to significantly increase the breadth and depth
of beauty products sold through the NEXT Online Platform. Full
price sales were GBP13m in the year contributing GBP2m of profit to
the Group.
In the year ahead, we will add six more premium brands to the
ranges available on NEXT's website. Fabled continues to operate on
a standalone website (Fabled.com). 40% of the brands (by value) on
the Fabled website are also available on the NEXT website and it is
these products that drive the lion's share of our growth. In the
year ahead, we expect more of the Fabled product to become
available on the NEXT website.
Platform Plus
Platform Plus enables us to increase the breadth of our offer by
giving our customers access to items stocked in our partners'
warehouses. Stock falls into two categories: (1) products that are
delivered by NEXT through our distribution networks, which can be
consolidated in parcels with other stocked items and (2) products
that are delivered by our partners directly to our customers, for
example furniture or personalised items. In the year, we achieved
sales of GBP32m with 87 brands. Before the prospect of coronavirus,
we had expected full price sales in the year ahead of GBP48m.
Jan 21 (e) Jan 21 (e) Jan 20 Jan 20
No. of brands GBPm annual sales No. of brands GBPm annual sales
=================== ============== ================== ============== ==================
Delivered by NEXT 53 32 26 18
Delivered by brand 89 16 61 14
============== ================== ============== ==================
Total 142 48 87 32
We have also started to forecast sales of Platform Plus stock in
the week ahead, so we can collect stock in anticipation of future
orders. This allows us to improve order consolidation, minimising
the number of parcels sent to a customer. This forecasting model is
currently live with 11 brands and will be rolled out to at least 15
more over the coming year.
We estimate that Platform Plus has increased sales of our
partner brands by +15% and we believe almost all of these sales
were incremental to the brand.
ONLINE OVERSEAS
Overseas Sales and Profit
Our Overseas business has had another good year, with strong
growth in both sales and profit. Full price sales were up +23% and
total sales (including markdown sales) were up +26%. Profit was up
+28% and we achieved a net margin of 16% after all central
overheads.
The following sections provide details of full price sales,
marketing and customer recruitment.
Full Price Sales by Geographical Region
The table below sets out full price sales growth by geographical
region. Sales in all regions have grown, with the fastest growth in
our largest regions of Europe and the Middle East.
Full price sales No. of countries % of full Jan 2020 Jan 2020
price sales GBPm vs Jan 2019
========================== ================ ============ ======== ============
Middle East 14 45% 195 +34%
Europe (EU) 28 34% 150 +27%
Europe (Non-EU) 5 13% 55 +7%
Australia and New Zealand 2 6% 25 +1%
Rest of the World (ROW) 21 2% 11 +2%
================ ============ ======== ============
Total full price sales 70 100% 436 +23%
Full Price Sales Growth by Channel
Full price sales through our Overseas website (nextdirect.com)
grew consistently throughout the year at +24%. Like-for-like sales
via third-parties were up +35%, and in the second half of the year
we saw strong incremental growth from new partnerships covering
nine countries. We ceased trading with two partners during the
year.
Full price sales GBPm Jan 2020 Jan 2019 Var %
================================ ======== ======== ======
Third-parties
New 5.5 - -
Continuous 32.5 24.1 +35%
Discontinued - 9.0 - 100%
======== ======== ======
Total third-parties 38.0 33.1 +15%
nextdirect.com 398.3 320.8 +24%
======== ======== ======
Total Overseas full price sales 436.3 353.9 +23%
Increasing Choice Overseas
Over the past few years we have increased the choice of products
offered on our Overseas website by extending the range to include
some LABEL brands (400+). Take up was slow initially but we are now
starting to see meaningful growth with LABEL brands up +68%. NEXT
product full price sales grew by +20% in the year.
Product full price sales GBPm Jan 2020 Jan 2019 Var %
================================ ======== ======== =====
NEXT 350.1 292.0 +20%
LABEL brands 48.2 28.8 +68%
======== ======== =====
nextdirect.com full price sales 398.3 320.8 +24%
Overseas Digital Marketing & Customer Growth
As our Overseas business continues to grow, we continually
evaluate and invest in digital marketing to drive sales while
maintaining profit margins. This year we increased our digital
marketing spend by GBP5.6m (+112%). The table below sets out the
spend by media channel.
Overseas marketing GBPm Jan 2020 Jan 2019 Var %
======================== ========= ======== =====
Display 2.9 1.2 +142%
Search 3.4 1.9 +79%
Social 4.3 1.9 +126%
========= ======== =====
Digital marketing spend 10.6 5.0 +112%
Non-digital marketing 0.7 1.8 - 61%
========= ======== =====
Total marketing spend 11.3 6.8
We continue to see a good return on our digital marketing
investment. For every GBP1 spent directly on digital marketing, we
expect GBP1.53 of cash to be generated from incremental orders
placed within the first year. We will continue to invest in the
areas where we see strong returns.
New Customers Recruitment Analysis
During the year, we recruited customers both organically and via
digital marketing. The table below illustrates how important
digital marketing is to customer acquisition. Over 55% of all new
customers acquired during the year to January 2020 came via digital
marketing.
New customers from previous 12 months ('000s) Jan 2020 Jan 2019 Var Var %
============================================== ======== ======== ==== =====
Via marketing 150 60 +90 +150%
Organic growth in countries with marketing 760 725 +35 +5%
Total growth in countries with marketing 910 785 +125 +16%
Organic growth in countries without marketing 285 250 +35 +14%
======== ======== ==== =====
Total 1,195 1,035 +160 +15%
Sales Growth from New and Continuous Customers
Over the past 12 months, new customers spent on average +4% more
than the previous year's recruits. Average spend by continuous
customers was up +3%. We believe this increase was driven through
marketing and increased choice.
Full price sales and customers for nextdirect.com Jan 2020 Jan 2019 Var %
================================================== ======== ======== =====
New customers 1,195k 1,035k +15%
Average sales per new customer GBP93 GBP89 +4%
New customer sales GBP111m GBP92m +20%
================================================== ======== ======== =====
Continuous customers 1,290k 1,055k +22%
Average sales per continuous customer GBP223 GBP217 +3%
Continuous customers sales GBP287m GBP229m +26%
================================================== ======== ======== =====
Total customers 2,485k 2,090k +19%
Average sales per customer GBP160 GBP153 +4%
Total full price sales GBP398m GBP321m +24%
======== ======== =====
Payment Options
During the second half of the year we added an instalment based
repayment option (AfterPay) into one country (Australia). Early
results show an increase in the average net order value and we are
looking to provide similar repayment options in more countries.
ONLINE WAREHOUSING
The continued growth of the Online business, and particularly
the growth in the choice of unique items, has created ongoing
challenges for warehouse infrastructure. Since 2016, the number of
unique styles we offer on our website has increased by +100%.
These challenges relate to the efficiency of our space,
machinery and people along with the fact that some areas are close
to operating capacity. During the year we implemented a number of
measures to alleviate these pressures through improved working
practices and additional capital investment. We have plans in place
for further investment and development in the coming years.
Choice of Styles by Year and Product Category chart: Click or
paste the following link into your web browser to view the PDF
document. Refer to page 17 for the relevant chart.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
Online Boxed Warehouse Growth
The activity in our Online boxed warehouse has changed
dramatically. To put this in context, in 2000 Online occupied a
third of our Retail boxed warehouse. Now, Online is operating to
full capacity out of two standalone warehouses. The table below
shows the significant change in daily activity in our Online boxed
operations; we now pick 10 times more units each day, from an area
that is five times larger. Our next-day delivery offer has extended
by seven hours, meaning we have less time to pick more stock over a
larger area!
Online boxed warehouse 2000 2020 Change
========================================= ======= =========== =========
Units picked per day 50k 500k 10 x
Warehouse square footage 320k 1,700k 5 x
Order cut-off time for next-day delivery 5pm 12 midnight + 7 hours
Minimum time to pick 9 hours 2 hours - 80%
======= =========== =========
The Challenges for Warehousing
As we grow our Online business the challenges become harder.
These challenges can be categorised as cost, speed and
accuracy:
-- Cost - with more SKUs(7) spread over a larger area, our
warehouse colleagues have to walk further, so picking costs are
higher
-- Speed - stock has further to travel to packing stations, so takes longer
-- Accuracy - there is a greater risk of failing to get the
right item to the right place on time
(7) A SKU is defined as a unique style in a particular size.
Parcel Economics
The costs of fulfilling an order can be broken down into
warehouse item picking, parcel packing and parcel delivery. Of
these, the cost of delivering parcels is by far the largest. For
NEXT, delivery costs represent 68% of the fulfilment costs. Our
deliveries are fulfilled by various third-party carriers and we are
charged per parcel, rather than per item. If we have to put items
into separate parcels, costs rise dramatically. So, the number of
items consolidated into a single parcel is central to minimising
costs.
Capital Discipline
The current book value of our warehouse and distribution plant
and machinery assets is GBP182m and our annual depreciation charge
is GBP22m, representing around 1% of Online sales. If we were to
replace our current infrastructure with new, we estimate it would
cost in the region of GBP750m which would equate to an annual
depreciation charge of around GBP50m. So for NEXT, extending the
life of existing equipment is often as important as developing new
equipment.
Over the last ten years we have invested in a great deal of new
warehouse capacity, systems and mechanisation; but the key to
success has been our ability to integrate those investments with
our existing operations in order to deliver the maximum benefit for
the minimum capital investment.
All investments in our warehouses must either be justified on
the basis of (1) the profit generated from the increased sales
capacity they facilitate or (2), where they improve productivity,
deliver an internal rate of return of more than 20%.
CAPACITY IMPROVEMENTS
The biggest strain on capacity has been in our boxed warehouses.
The following sections cover some of the initiatives we are working
on to increase capacity in both the short and long term.
2019 Improvements
In the short term we have had to work on a large number of small
initiatives just to keep up with sales growth. These initiatives
delivered the capacity required for sales growth and resulted in
cost savings of around GBP1.5m. Some of these initiatives are
summarised below.
Forward Locations
In the year we have carried out several small projects,
including rewriting our picking software and reconfiguring our
forward picking locations. These changes have increased the number
of forward locations in our Online boxed warehouse by +25%. This
has improved the availability of stock which can be picked for
next-day delivery. In turn this has increased the average number of
items packed in a parcel, which reduces the delivery cost per
item.
Staff Training
In our previous report we explained that we have overhauled our
recruitment and training programmes. Over the last six months we
have expanded our training zones to benefit more staff and plan to
increase the number of tasks trained this way. During this six
month period we have experienced tangible operational benefits,
with improvements in staff retention and productivity.
Returns Locations
We recently completed the installation of a new automated
returns storage and retrieval system for Online boxed items. This
was operational from February 2020. Although it is early days, we
anticipate a reduction in picking costs of -30% compared to manual
returns locations. When fully complete this will almost double the
boxed returns capacity in our main Online warehouse. In addition,
it will also serve as an overflow for forward locations.
Longer Term Capital Investment Programme
We are currently two years into a six year programme of
increased warehouse and logistics capital expenditure. This
includes the development of a new Online boxed warehouse which we
expect to be operational in 2022. The spend is largely geared to
increasing Online capacity and throughput. However, there are
further benefits from improved automation in the form of improved
accuracy, parcel consolidation and productivity.
In the next four years we expect to invest around GBP300m on
warehouse capex, which will increase our Online annual sales
capacity by GBP1.7bn. So as a rule of thumb, 18p of capital
investment allows GBP1 of future annual sales capacity.
INCREASED INVESTMENT IN SYSTEMS
As we go into the year ahead, we will further increase
investment in Online systems. The table below categorises Online
systems revenue and capital costs by type of expenditure over the
last two years and our projection for the year ahead.
Jan 21
(e)
Jan 21 vs Jan
Systems spend (revenue and capital) GBPm Jan 19 Jan 20 (e) 19
============================================== ====== ====== ====== =======
Marketing systems 10.6 12.2 15.0 +42%
Warehouse & distribution systems 4.4 6.5 8.0 +81%
Website Modernisation 0.2 2.4 5.0 -
====== ====== ====== =======
Online Platform development 15.2 21.1 28.0 +84%
Software maintenance (e.g. security, storage) 21.8 24.2 24.4 +12%
Call centre and Head Office functions 13.8 17.7 17.8 +30%
====== ====== ====== =======
Total Online systems costs 50.8 63.0 70.2 +38%
Online systems P&L charge 49.0 58.4 62.7 +28%
Online systems capital expenditure 1.8 4.6 7.5 +328%
Ten years ago, our website was relatively simple to code. Since
then, the complexity of website coding has moved on dramatically.
Search engines and web-based marketing tools have become more
sophisticated. The volume of data and transactions has grown
dramatically along with the challenges of keeping that data safe;
payment methods have multiplied and become more secure and we have
added over 50 international sites, many with their own language and
tender types. As a result, managing the code that supports our
website has become increasingly complex, unwieldy and
expensive.
The interdependence of complex and piecemeal legacy code reduces
performance, resilience and makes the development of new
functionality increasingly challenging. We are addressing these
issues by redeveloping our entire website in a Website
Modernisation project. We expect this programme to improve the
resilience and speed of our site. However, the biggest benefit will
be the enhanced ability for us to improve and develop our website
going forward.
In essence, the project compartmentalises the different
functions within the website (e.g. header, footer, home page,
search page, product page, checkout etc.), which will allow each of
these areas to be developed and deployed independently of each
other, without the risk of a change in one function destabilising
other functions within our website. At the same time, Website
Modernisation will serve to update and simplify our code base to
quickly improve performance and resilience of our site.
The programme is modular and each function will be developed in
turn and work alongside the legacy code of functions that have not
yet been redeveloped. This approach means that we avoid the risks
inherent in grand projects that seek to replace entire systems
overnight in one 'big bang' changeover. We have already built the
communication layer and our account management function. We aim to
deploy our search function within the next few months.
We anticipate Website Modernisation will cost GBP12m over a
period of two and a half years.
ONLINE MARKETING
We spent GBP63m on Online marketing, an increase of GBP13m
(+26%) on the prior year. GBP44m of this expenditure relates to
digital marketing, of which GBP33m was in the UK and GBP11m was
Overseas. GBP19m was spent on marketing professionals and other
online marketing activities such as site content management and
translation, brand advertising campaigns, PR and market
research.
The increase in Online marketing costs was more than offset by
savings made from reducing the number of catalogues we print and
savings made on the costs of photography. The table below gives a
picture of how our marketing expenditure changed during the
year.
Category GBPm Jan 2020 Jan 2019 Var %
==================================== ======== ======== =====
UK digital marketing 33 29 +14%
Overseas digital marketing 11 7 +64%
======== ======== =====
Total digital marketing 44 36 +23%
Personnel and other marketing costs 19 14 +33%
======== ======== =====
Total Online marketing 63 50 +26%
Catalogues and photography 67 85 - 21%
======== ======== =====
Total marketing 130 135 - 3%
We still produce printed publications every six weeks but send
them to fewer customers as more choose to browse and shop Online
only. We expect to make at least GBP10m of further savings in
photography and catalogue costs in the year ahead.
DEVELOPING NEW BUSINESS
In the year ahead we aim to develop two new features of our
Online platform: (1) licensing which leverages our ability to
source specialist products such as childrenswear and swimwear and
(2) Total Platform, which takes our service to third-party brands
one step further. Each is discussed in turn below.
Licensing
In our Half Year Report we announced a licensing partnership
with Ted Baker and this will launch Online and in ten stores in
April 2020. The aim of this business is to enable us to combine our
sourcing expertise with our partners' design skills. We now have
licence agreements in place with four other brands in the following
categories: childrenswear, swimwear, men's suits, men's formal
shirts and some home textiles (cushions and curtains). We will
continue to look for new opportunities to work in this way.
We are very clear that for our licensing business to be
successful, items must genuinely reflect the handwriting and DNA of
our partner brands. To that extent, their input into the design
process is crucial. Our belief is, where the combination of our
sourcing expertise and our partners' design skills produce
something genuinely new and valuable for the consumer, the business
will be a success.
Before the prospect of coronavirus, we had expected annualised
full price sales for new licensed products to be around GBP20m and
to generate GBP4m of profit.
Licensing Partners image: Click or paste the following link into
your web browser to view the PDF document. Refer to page 22 for the
relevant image.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
Total Platform - A Trial
Taking working with third-party brands to the next level
The aim of this Total Platform is to leverage the investment
NEXT has made in its warehousing, call centres, distribution
networks, customers, marketing and systems and make those assets
available to third-party brands through their own dedicated bespoke
brand website.
NEXT has agreed heads of terms with a third-party business to
build and operate their website for them. The website would look
and feel like the client's website but would be built on all the
functionality available on NEXT's own website, along with our order
by midnight for next-day delivery promise, store collections and
returns.
Complete online service
But this trial is much more than an outsourcing deal. The
client's website will link into ALL the other elements of our
platform. This will allow us to provide all the services the client
needs to serve its online customers; from warehousing,
distribution, data management, retail deliveries, call centre
services through to complaint resolution, returns refurbishment and
clearance. We will also be providing a number of dedicated,
translated overseas websites for our client with the ability to
take payment in local currencies.
One simple commission
Total Platform will offer a pay-as-you-go answer to operating an
online business. Clients pay through fixed commission on their
total sales, which means that the costs such as website, systems
and warehousing all vary in line with sales. It also means their
businesses can grow without the capital costs, operational risks
and time associated with developing new warehousing, systems,
distribution networks and website functionality.
We plan to have our first client operational later this year and
are actively talking to other brands about providing a similar
service in 2021.
Total Platform image: Click or paste the following link into
your web browser to view the PDF document. Refer to page 23 for the
relevant image.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
NEXT RETAIL
RETAIL SALES AND PROFIT
GBPm Jan 2020 Jan 2019 Var %
================= ======== ======== ======
Total sales 1,851.9 1,955.1 -5.3%
Operating profit 163.9 212.3 -22.8%
======== ======== ======
Net margin 8.9% 10.9%
Full price sales were down -4.3% which was +0.8% ahead of the
guidance given in September 2019 of -5.1%. Total Retail sales
(including markdown sales) were down -5.3% on last year.
We believe that Retail sales were improved by better shop-floor
stock availability. During the year we increased the frequency of
deliveries at a cost of GBP1m. We also more closely aligned
delivery processing shifts to van arrival times to reduce delay in
getting stock onto the shop floor. Following these process changes,
stock received and waiting to be put onto the shop floor (store
backlog) was reduced by 55%.
Profit was down -23% on last year and net margin reduced by
-2.0% to 8.9%, mainly due to the costs of store occupancy and other
fixed overheads which did not fall in line with like-for-like
sales. Retail wage costs were well controlled and, despite
inflationary cost increases, improved productivity meant store
payroll costs fell broadly in line with sales.
Retail Margin Analysis
The table below sets out significant Retail margin movements by
major heads of costs.
Net margin on total sales to January 2019 10.9%
============================================================================================================= =======
Underlying bought-in gross margin added +0.3% to margin, mainly due to
achieving a better
Bought-in gross margin than expected Dollar exchange rate. +0.3%
Lower clearance rates would have reduced margin by -0.8% but were partially
offset by a higher
Markdown participation of full price sales. - 0.2%
The value of stock loss was flat on last year and did not fall in line with
sales, reducing
Stock loss margin. - 0.1%
Increased rates of pay reduced margin by -0.4%, however this was offset by
Store payroll improved productivity. - 0.1%
Falling like-for-like sales increased occupancy costs as a percentage of
sales, reducing margin
by -1.4%. Rent reductions and additional concession income improved margin by
Store occupancy +0.3%. - 1.1%
A combination of falling sales (-0.1%), wage inflation (-0.1%) and increased
cost of picking
Warehousing & distribution and distribution (-0.2%) reduced margin. - 0.4%
Central costs Central costs have not reduced in line with sales, reducing margin. - 0.4%
Net margin on total sales to January 2020 8.9%
RETAIL SPACE
Overall net space grew by +98,000 square feet in the year, an
increase of +1.2% as set out below. The increase in space came from
relocating existing stores into larger sites and the addition of
concessions. The reductions came from the closures of stores with
low levels of profitability.
Store NEXT Concessions Total
numbers Sq. ft. (k) Sq. ft. (k) Sq. ft. (k)
======================= ======== ============ ============ ============
January 2019 507 7,989 305 8,294
Mainline re-sites (10) 0 + 132 + 57 + 189
Mainline closures - 7 - 70 - 1 - 71
Clearance stores - 2 - 20 0 - 20
======== ============ ============ ============
January 2020 498 8,031 361 8,392
Change in square feet + 42 + 56 + 98
Change % + 0.5% + 18.3% + 1.2%
New space performance and forecast payback
Branch profitability(8) of new space opened in the year is
forecast to be 21% and the investment in new space is forecast to
payback within 27 months (excluding the effects of
coronavirus).
(8) Store profitability is defined as profit before central
overheads and is expressed as a percentage of VAT inclusive
sales.
Store closures and transfer of trade
We closed seven mainline stores and estimate that around 20% of
sales from the closing stores transferred to nearby stores. The
marginal profit gained on these transferred sales is the gross
margin less the associated additional variable costs. We estimate
that profit gained on transferred sales was broadly equal to the
profit lost in the closed stores. The table below sets out the
store closure economics for last year. The implication is that
where stores are making 9% or less net margin and where we are able
to transfer 20% to nearby stores, closure is cost neutral.
GBPm Closed stores Transferred trade Total
========================================== ============= ================= =====
Sales (VAT inclusive) - 11.9 2.3 - 9.6
Net margin before central overheads (NBC) - 1.0 1.0 0.0
============= ================= =====
% NBC 8% 44%
Concessions
Concession space grew by +18% in the year and now represents
4.3% of all Retail space. Annual rental income has increased by
GBP2m to GBP14m and now accounts for 7% of our total store rent
bill.
Retail space in the year ahead
In the year ahead, we expect to add +57,000 square feet through
the addition of two new trading locations and the relocation of
five existing stores. We plan to close 14 low profitability stores
occupying 122,000 square feet. The net impact in Retail space is
forecast to be a reduction of -65,000 square feet (- 0.8%).
RENT COSTS AND LEASE RENEWALS
In the year we renewed 44 leases. Rent on these stores reduced
by -30%, with an average lease term of 3.6 years. These reductions
allowed us to continue to trade in stores which would otherwise
have closed.
44 store renewals
January 2020 GBPm Before renewal After renewal
==================================================================== ============== =============
Rental costs(9) 13.6 9.5 - 30%
Concession income (0.1)
Net rent 13.6 9.4 - 31%
============== =============
Net rent/sales (VAT inc.) 10.3% 7.1%
Rent-free incentive/capital contribution used for store upgrade(10) GBP3.2m
Average lease term(11) 3.6 years
Average branch profitability (before central overheads) 24%
(9) Annualised rental costs including the release of any capital
contributions or rent-free incentives, over the term of the lease,
which will not be used to refit the stores being renewed. Excluding
the release of surplus capital contributions, rent is forecast to
decline by -29%.
(10) This is a cash contribution or rent-free period given by
the landlord spent on upgrading the store.
(11) Average lease term shown is to the earlier of the lease end
or break clause.
Outlook for Lease Renewals in the Year Ahead
In the year ahead, we expect to negotiate lease renewals on 53
stores and anticipate rent reductions of -40%. This includes eight
very short term lease renewals with terms of less than two years at
a very low rent. In stores where the lease has been renewed for
more than two years, the average rent reduction is expected to be
-29%.
After accounting for additional concession income in these
stores, net rent is forecast to reduce by -GBP7.7m per annum (-42%)
as a result of lease renewal negotiations. The average lease term
is expected to be 3.9 years and the profitability of the stores
would be 26% (before central overheads).
53 store renewals
January 2021 GBPm Before renewal After renewal
==================================================================== ============== =============
Rental costs(12) 18.5 11.0 - 40%
Concession income (0.2)
Net rent 18.5 10.8 - 42%
============== =============
Net rent/sales (VAT inc.) 11.1% 6.5%
Rent-free incentive/capital contribution used for store upgrade(10) GBP4.0m
Average lease term(11) 3.9 years
Average branch profitability (before central overheads) 26%
(12) Excluding the release of surplus capital contributions rent
is forecast to decline by -40%.
Lease Commitments and Portfolio Profitability
Fifty per cent of our leases (by value) will expire or break
within 4.8 years and 81% within the next 10 years. The table below
summarises our net store profitability (before central overheads)
by profitability band as at January 2020. As shown, 98% of Retail's
turnover is profitable and 91% is achieving at least 10% profit.
N.B. This profitability is based on our January guidance and does
not reflect the effect of lost sales resulting from
coronavirus.
Store profitability % of turnover
==================== =============
>20% 58%
>15% 81%
>10% 91%
>5% 97%
>0% 98%
=============
Long Term View of Retail Sales and Costs
The graph below indexes Retail sales(13) and costs from January
2016 to January 2020. This demonstrates the improvements we have
made in reducing payroll costs as well as the challenges that
remain to current levels of rents, rates and service charges.
Retail Sales and Costs Indexation vs Jan 2016 graph: Click or
paste the following link into your web browser to view the PDF
document. Refer to page 27 for the relevant graph.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
(13) Annualised sales of Mainline store only, at the end of each
year.
Retail Stores In The Next Online Platform
Our stores remain an important part of our Online business in
the UK. UK Online customers collect nearly 50% of their orders from
and bring over 80% of their returns to our stores. Our focus for
our stores for the year ahead is three-fold:
-- The continued improvement to the systems and procedures we
use to ensure customer collections are quick, accurate and
efficient.
-- The continued improvement in the speed and quality of Online
returns processing to maximise their availability for resale.
-- Increasing the amount of Online work we do in our stores in
relation to making returns customer-ready and fit for resale
before they leave the store. This has three advantages: (1)
it reduces the pressure on staffing levels in our warehouses
at peak times, (2) increases the speed at which returns become
available for resale and (3) helps improve store productivity
through making use of contracted hours at quieter times of
the day.
NEXT Bicester image: Click or paste the following link into your
web browser to view the PDF document. Refer to page 28 for the
relevant image.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
NEXT FINANCE
NEXT FINANCE SALES AND PROFIT
GBPm Jan 2020 Jan 2019 Var %
=============================== ========= ========= =======
Note of credit sales (VAT ex.) 1,747.6 1,688.8 +3.5%
=============================== ========= ========= =======
Interest income 268.7 250.3 +7.3%
Bad debt charge (43.3) (52.1) - 16.9%
Overheads (42.4) (36.9) +15.0%
========= ========= =======
Profit before cost of funding 183.0 161.3 +13.4%
========= ========= =======
Cost of funding(14) (36.3) (34.0) +6.4%
Net profit 146.7 127.3 +15.3%
========= ========= =======
Average debtor balance GBP1,185m GBP1,140m +4.0%
ROCE (after cost of funding) 12.4% 11.2%
(14) Cost of funding has been restated for January 2019 to
reflect the new debt to equity ratio. See page 31.
NEXT Finance has performed well in the year. Interest income was
up +7.3% on last year and net profit was up +15.3%.
Growth in interest income was driven by a combination of
increased credit sales and an increase in APR actioned in November
2018. Underlying credit sales grew by +3.5%, marginally ahead of
the +2.5% growth in credit customer base. We believe that credit
sales per customer grew mainly as a result of the continued
increase in the products available on our website.
CREDIT CUSTOMERS
Active(15) credit customers closed the year up +2.5% on last
year. Total credit sales per customer (including interest) were up
+1.2%.
Credit customers ('000) Jan 2020 Jan 2019 Var %
============================================= ======== ======== =====
Opening actives 2,578 2,545 +1.3%
Average actives 2,582 2,524 +2.3%
Closing actives 2,643 2,578 +2.5%
======== ======== =====
Credit sales per average active (GBP VAT Ex) GBP677 GBP669 +1.2%
(15) Active customers are defined as those who have placed an
Online order or received a standard account statement in the last
20 weeks.
Credit Customer Growth Drivers
Last year was our third consecutive year of growth in closing
active customers and demonstrates the effects of the improvements
we have made to our credit offers, marketing and account services.
The five year trend is shown in the following chart.
Annual Change in UK Active Credit Customers chart: Click or
paste the following link into your web browser to view the PDF
document. Refer to page 30 for the relevant chart.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
We believe the following initiatives have driven the increase in
recruitment of new customers this year:
-- Investment in new credit scoring techniques and software,
which has allowed us to accept more applicants without lowering our
acceptance criteria
-- Improved Online marketing, for example using personalised banner advertising on our homepage
BAD DEBT CHARGE
The bad debt charge in the year was GBP43m, which was GBP9m
lower than last year. This was partly due to an over provision we
made last year for doubtful debts. We subsequently recovered these
debts, which resulted in a release of the provision this year. The
underlying bad debt charge is set out below:
GBPm Jan 2020 Jan 2019 Var %
================================================== ======== ======== =======
Bad debt charge 43.3 52.1 - 16.9%
Adjusted for provision release +3.4 - 3.4
======== ======== =======
Underlying bad debt charge 46.7 48.7 - 4.1%
Underlying bad debt charge as a % of credit sales 2.7% 2.9%
The underlying bad debt charge as a percentage of credit sales
reduced in the year from 2.9% to 2.7%. As seen in the following
chart, we started to experience an increase in bad debt in 2017/18.
In January 2019 we made two changes to our lending criteria: (1) we
reduced the amount of credit limit increases and (2) we increased
the time required between successive increases.
Underlying Bad Debt as a Percentage of Credit Sales chart: Click
or paste the following link into your web browser to view the PDF
document. Refer to page 31 for the relevant chart.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
Following the credit limit restrictions, we have seen a
reduction in the average credit limit, customer balance and debtor
days (the average number of days a customer takes to pay down their
balance).
Key metrics Jan 2020 Jan 2019 Var %
========================= ======== ======== ======
Average credit limit GBP 4,118 4,290 - 4.0%
Average balance GBP 532 533 - 0.1%
Average debtor days 225 233 - 3.4%
======== ======== ======
Finance Overheads
Overheads increased to GBP42m, up +15%. Costs directly related
to the Finance business (GBP17m) grew slightly faster than sales
(+12%) due to investment in our credit systems and call centre
operations. Following a review of central overheads, we have
increased the cost allocation to the Finance business by +17% and
now recharge GBP25m.
Finance Business Balance Sheet and Cost of Funding
In our Half Year Results, we outlined our approach to funding
the Finance business. We aim to fund any increases in customer net
receivables with 15% equity and 85% debt. So for every GBP100 of
additional receivables we own, we would expect to take on an
additional GBP85 of financial debt. It is worth stressing that net
receivables are calculated after providing for bad debt. So to
report GBP100 of receivables on our balance sheet we would need to
be owed GBP107 (that has not defaulted).
We have restated last year's cost of funding on the same basis
and the calculation of the cost of funding is set out below. The
average interest rate increased by +0.1% to 3.6% as a result of the
issuance of a new bond in April 2019.
Restated
Cost of funding calculation Jan 2020 Jan 2019 As reported Jan 2019
==================================== ========= ========= ====================
Average nextpay receivables GBP1,185m GBP1,140m GBP1,140m
Debt funding % 85% 85% 100%
========= ========= ====================
next pay receivables funded by debt GBP1,008m GBP969m GBP1,140m
Annual interest rate % 3.6% 3.5% 3.5%
========= ========= ====================
Cost of funding for 12 months GBP36.3m GBP34.0m GBP40.1m
========= ========= ====================
OTHER BUSINESS ACTIVITY
NEXT SOURCING
NEXT Sourcing (NS) is our internal sourcing agent, which
procures around 38% of NEXT branded product. Profit in the year
ended January 2020 increased by +GBP2.4m to GBP32m. The table below
sets out the performance of the business in Pounds and in
Dollars.
Sales in Dollars were down -5% due to lower NEXT purchases.
Profit in Dollars was up +4.1% due primarily to overhead savings,
with lower sales being offset by improved margin.
Jan 2020 Jan 2019 Jan 2020 Jan 2019
GBPm GBPm USD m USD m
============================= ======== ======== ======== ========
Sales (mainly inter-company) 543.0 550.0 - 1.3% 695.1 731.5 - 5.0%
Operating profit 32.0 29.6 +8.2% 41.0 39.4 +4.1%
Net margin 5.9% 5.4% 5.9% 5.4%
======== ======== ======== ========
Exchange rate 1.28 1.33
LIPSY
Lipsy is a wholly owned subsidiary, based in London, that sells
women's fashion brands including Lipsy's own brand and over 140
third-party brands. In July 2019, Lipsy acquired Fabled by Marie
Claire, which significantly increased the Group's offer of Branded
Beauty products.
Sales achieved through NEXT's stores and websites are reported
by NEXT Retail and Online respectively. Online, UK sales are
reported within LABEL and non-UK sales are reported within
Overseas. The table below sets out Lipsy's total sales performance
by channel and operating profit.
GBPm Jan 2020 Jan 2019 Var %
================================================================= ======== ======== =======
Sales through NEXT websites: Online clothing 113.8 116.7 - 2.5%
Sales through NEXT websites: Online beauty 18.5 5.2 +255.5%
Sales through NEXT stores 9.8 12.9 -23.6%
======== ======== =======
Sales reported through NEXT 142.1 134.8 +5.4%
Other sales (Fabled, wholesale, franchise, third-party websites) 13.1 15.1 - 13.7%
======== ======== =======
Total sales 155.2 149.9 +3.5%
======== ======== =======
Net operating profit (exc. Lipsy and Fabled acquisition costs) 15.9 17.1 - 7.0%
Net operating profit (inc. Lipsy and Fabled acquisition costs) 13.0 11.0 +18.0%
As detailed in our Half Year Report, we expected clothing sales
in the second half of the year to be hampered by range errors and
stock shortages. Clothing sales through NEXT Online were down -2.5%
on last year and down -24% in Retail stores. With the addition of
Beauty, overall sales via NEXT were up +5.4%. Non-NEXT sales were
down -13.7%, due to the winding up of the UK wholesale business.
Underlying profit (excluding acquisition costs) was GBP15.9m, down
-7% on last year. The reduction in profit was mainly due to the
fall in clothing sales and higher levels of surplus stock in the
first half of the year. After acquisition costs, net operating
profit was GBP13m, up +18.0%. The increase in post-acquisition
profit came as a result of the crystallization and settlement of
some management earn out incentives.
INTERNATIONAL RETAIL AND FRANCHISE STORES
Our franchise partners currently operate 185 stores in 31
countries and at the close of the year we had three owned stores in
the Czech Republic. During the year we closed our unprofitable
retail operations in Slovakia and Sweden.
Revenue and profit are set out in the table below. Profit has
remained flat on declining sales due to the closure of our
unprofitable operations.
GBPm Jan 2020 Jan 2019 Var %
================= ======== ======== =======
Franchise income 52.0 52.2 - 0.3%
Own store sales 4.9 10.0 - 51.7%
======== ======== =======
Total revenue 56.9 62.2 - 8.6%
======== ======== =======
Operating profit 6.2 6.2 - 0.5%
NON-TRADING ACTIVITIES
The table below summarises central costs and the profit on other
non-trading activities.
GBPm Jan 2020 Jan 2019
========================================= ======== ========
Central costs and employee share schemes (21.5) (19.4)
Property management (2.2) 6.7
Foreign exchange (1.5) 1.4
Associates and joint venture (0.4) 0.1
======== ========
Total (25.6) (11.2)
Property profit was GBP8.9m lower than last year. This was due
to a GBP3.6m increase in provisions made in the year and GBP5.3m of
one-off profits in the prior year. The year ending January 2019
benefited from a profit of GBP1.4m on two development sites and
GBP3.9m compensation income received upon the early completion of
two store leases at the landlords' request.
Foreign exchange movements relate to contracts not eligible for
hedge accounting.
PENSION SCHEME
On the IFRS accounting basis, our defined benefit schemes have
moved from GBP125m surplus at January 2019 to GBP133m surplus at
January 2020. This movement is primarily due to an increase in the
value of equity investments, partially offset by an increase in
liabilities resulting from a reduction in the discount rate
assumption applied to the liabilities.
A full valuation as at 30 September 2019 is currently being
undertaken and the discussions between the Company and the Trustee
are well advanced. The preliminary results of this valuation showed
a small deficit of GBP12m on the proposed Technical Provisions
basis.
CASH FLOW
Profit in the year before interest, tax, depreciation and
amortisation was GBP896m. Cash flow after non-discretionary
outflows of taxation, interest and working capital was GBP663m.
After investing in capital expenditure and paying ordinary
dividends, but before financing customer receivables, the Group
generated surplus cash of GBP307m. Total share buybacks in the year
to January 2020 were GBP300m; we purchased 5.4m shares at an
average price of GBP55.83, reducing our shares in issue at the
start of the year by 3.9%. The table below summarises our main cash
flows in the year ended January 2020 and the prior year.
GBPm Jan 2020 Jan 2019
========================================================================== ========== ==========
Profit before Interest, Tax, Depreciation & Amortisation 896 884
Interest (39) (37)
Taxation (138) (144)
Working capital and other (56) (34)
========================================================================== ========== ==========
Discretionary cash flow 663 669
Capital expenditure (139) (129)
Investment in subsidiary/associate (3) (3)
Ordinary dividends (214) (216)
========================================================================== ========== ==========
Surplus cash 307 321
Financing of additional nextpay receivables* (23) (90)
Share buybacks (300) (325)
========================================================================== ========== ==========
Movement in net debt (16) (94)
*85% of movement in Jan 2020, 100% of movement in 2019 (see page 31 for further explanation).
INTEREST
Net interest charged in the Income Statement for the year was
GBP44m, an increase of +GBP5m on the previous year as a result of
higher net debt and higher average interest rate following the
issue of the new bond in April 2019. As a result of payment timing
differences, the interest paid was GBP39m.
TAX
Our full year effective tax rate was 18.5%, broadly in line with
last year. For the year ahead we have assumed an effective tax rate
of 18.5%. This is based on the current UK headline corporate tax
rate, adjusted for our overseas business.
In the year ahead, HMRC are accelerating Corporation Tax
payments so that the full tax charge is paid in the year in which
it is incurred. Previously, half of the tax payment was deferred
until the following year. If the Company had achieved its
pre-coronavirus central guidance, this change would have resulted
in an additional GBP70m cash outflow to HMRC.
ORDINARY DIVID
It is our usual practice at this time of the year to propose a
final ordinary dividend to be paid at the start of August, subject
to approval by shareholders at the Annual General Meeting held in
May. However, given the highly unusual circumstances arising from
the coronavirus, we believe it is important to maintain flexibility
around the timing of a decision to pay this dividend.
So, instead of proposing a final dividend at this time, the
Board currently intends to declare a second interim dividend in
June. The directors will keep the Group's liquidity position under
review over the next few months and determine the quantum and
timing of the second interim dividend in the light of the outlook
for the Group's balance sheet at that time. Our current plan is to
declare an interim dividend of up to 116.5p payable on 3 August,
although we may decide to delay this payment by up to three months
if we need cash to keep our balance sheet secure through our period
of peak borrowings. For further detail see Outlook and Stress Test
sections on page 37.
Capital Expenditure
Spend by Category
Jan 2021 (e) Jan 2021 (e)
GBPm Current plans Pre-coronavirus Jan 2020 Jan 2019
================================== =============== ================ ======== ========
Retail space expansion 30 32 24 57
Retail cosmetic/maintenance capex 5 15 14 12
=============== ================ ======== ========
Total capex on stores 35 47 38 69
Warehouse 55 81 87 52
Head office infrastructure 2 7 5 4
Systems 8 10 9 4
=============== ================ ======== ========
Total capital expenditure 100 145 139 129
Capital expenditure in the year ending January 2020 was GBP139m,
GBP10m higher than the prior year. Warehouse capex was our biggest
investment at GBP87m, a GBP35m increase on the prior year. This
warehouse investment is part of an ongoing expansion programme to
increase capacities to support Online sales growth. The GBP31m
reduction in Retail capex is a function of opening fewer new
stores; most of the space expansion in the year relates to the
re-site of small stores in existing locations to larger sites,
typically on improved lease terms. Retail cosmetic and maintenance
capex increased by GBP2m; this is due to the renewal of leases
where capital contributions from the landlord are being reinvested
in the stores.
Capex in the year ahead
Pre-coronavirus, we had originally planned to spend GBP145m in
the year ahead, but we have scaled this back to GBP100m by delaying
non-essential capex. Our warehouses will again see the largest
investment with capital spend of GBP55m. This includes the
extension of bulk storage facilities in our current Online boxed
warehouse. We expect to spend GBP35m on store capex in the year,
this includes three large stores which we plan to re-site to new
locations.
The systems expenditure of GBP8m includes projects which update
the code that runs three core systems. The systems in question are
(1) our web platform (2) our warehouse management systems and (3)
our product systems. These projects all aim to deliver improvements
to resilience, performance and security along with an improvement
in the ease with which they can be developed going forward.
BOND, BANK FACILITIES AND NET DEBT
During the year we took steps to extend the maturity of our long
term debt financing. We successfully issued a GBP250m six year
bond, which matures in August 2025. We initially retained GBP50m of
these bonds which were later issued in August 2019. The value of
Sterling bonds outstanding at January 2020 amounted to GBP1,125m,
which compares with GBP875m at January 2019. In addition, we
refinanced our bank facilities, combining two facilities maturing
in 2020 and 2021 into a new GBP450m facility maturing in 2024.
Total bank and bond financing amounts to GBP1.6bn.
Our GBP325m bond matures in October 2021. It is our intention to
refinance this with the issuance of a new bond prior to
maturity.
OUTLOOK FOR SALES AND PROFIT
APPROACH TO GUIDANCE IN AN UNFORECASTABLE YEAR
Uncertainty and Stress Testing
Uncertainty around the scale, timing and impact of the
coronavirus pandemic means it is impossible to give meaningful
guidance for profits in the year ahead. Instead, we have given a
range of outcomes for the current year for different sales
scenarios. The resulting stress test is very useful; it gives a
clear picture of the possible effects on our balance sheet and
finances and points to the practical steps we can take to ensure
that the Company is best placed to cope with all imaginable
outcomes.
Method
The method we have used to stress test the business is as
follows:
1. Start with our Base Case sales, profits and cash flow guidance
before taking account of any impact of coronavirus (i.e. based
on the forecast given in January)
2. Model varying levels of sales of decline
3. Assess the expected impact on cash flow for each scenario
4. Outline the measures we can take to increase cash retained
within the business
Conclusion of Stress Test
The conclusion of our stress test is that the business could
sustain the loss of more than GBP1bn (25%) of annual full price
sales, without exceeding our current bond and bank facilities. This
accounts for the rates holiday announced by Government but excludes
any use of Government lending or any measures that may be
introduced to help with wages during closure.
1. BASE CASE - BEFORE THE CORONAVIRUS IMPACT
Base Case - Sales
The table below sets out our January central guidance for full
price sales growth by trading divisions in the year ahead, before
the impact from the coronavirus. For comparison, we have also shown
the actual sales performance in the year ending January 2020.
Base Case Actual performance
Full price variance on previous guidance 2020/21 in
year (e) 2019/20
================================= ================= ==================
Online sales +10.9% +11.9%
Retail sales (including sales
from new space) - 5.8% - 4.3%
Product full price sales +3.1% +3.7%
================= ==================
Finance interest income +1.0% +7.3%
Total full price sales including
interest income +3.0% +4.0%
================= ==================
Base Case Profits and Earnings Per Share (52 Week Basis)
In the Base Case we estimated that Group profit before tax would
be around GBP734m, up +0.8% on the prior year. Our January central
guidance for sales, profits and EPS is set out in the table
below.
Full year estimate to January Base case
2021 guidance
================================= =========
Total full price sales versus
2019/20 +3.0%
Group profit before tax GBP734m
Group profit before tax versus
2019/20 +0.8%(16)
Earnings Per Share growth versus
2019/20 +3.3%(16)
=========
(16) In our January Trading Statement, we reported profit
guidance of GBP734m, which would be up +1% on the prior year, and
EPS growth of +3.5%. Profit in the year ended January 2020 finished
slightly ahead of our forecast so profit growth would now be up
+0.8% with EPS up +3.3%.
The guidance above is based on a 52 week trading period.
However, the financial year ahead will be a 53 week period to 30
January 2021. We had expected the additional week of sales to
generate profit of around GBP13m.
2. MODELLING SALES AND COST IMPACT OF CORONAVIRUS
Supply Chain Effects
When the coronavirus outbreak started, we assumed that the main
impact would be on our supply chain. There has been some effect on
supply, though as yet the only meaningful delays have come from
suppliers based in mainland China. Mainland China accounts for 27%
of our supply base (excluding third-party brands). This number
increases to 47% once you account for goods manufactured outside
China but made with Chinese fabric and trims (buttons, zips
etc.).
So far, half the goods we were expecting from China in the month
of February are running late. Most of our factories in China have
now returned to work and we expect the supply of stock from China
to improve as the year progresses. As yet we do not know what
impact the virus will have on our other key territories, though at
present it appears that the virus is not having a significant
impact on warmer territories. The table below sets out the
percentage of stock delivered from our most important
territories:
Supply %
Year ended Jan
Territory 2020
========================== ===============
Mainland China 27%
Bangladesh 24%
India 12%
Sri Lanka 7%
Cambodia 6%
Turkey 6%
Vietnam 5%
Myanmar 4%
Pakistan 4%
Portugal and North Africa 2%
===============
In reality, the threat posed to the supply of goods pales into
insignificance when compared with the potential impact on demand.
Indeed, the inability of some suppliers to make and deliver the
stock we have ordered may help manage stock levels at a time when
we are certain to have higher than normal levels of surplus
stock.
Sales Impact to Date
The graph and table below show our sales growth in Retail stores
and Online versus last year for the year to date. The last column
on the right shows sales up to the evening of Tuesday 17 March. The
year-on-year performance for mid-February is distorted by the fact
that this year the third and fourth weeks were adversely affected
by flooding.
26
Week commencing Jan 02 Feb 09 Feb 16 Feb 23 Feb 01 Mar 08 Mar 15 Mar*
========================== ====== ====== ====== ====== ======= ======= ======= =======
Online (including
overseas) +7.4% +7.5% +11.2% +6.2% +2.3% +3.9% - 2.0% - 25.0%
Retail - 3.9% - 4.6% - 9.6% - 6.9% - 12.9% - 12.4% - 19.7% - 46.0%
====== ====== ====== ====== ======= ======= ======= =======
Brand (including interest
income) +2.1% +1.7% +1.4% - 0.0% - 5.9% - 2.1% - 8.8% - 30.0%
*Part week to Tuesday
17 March
2020 Full Price Sales Variance by Week vs 2019 graph: Click or
paste the following link into your web browser to view the PDF
document. Refer to page 40 for the relevant graph.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
Sales Scenarios
We have modelled three scenarios for full price sales as set out
below. The first scenario assumes a shorter pandemic duration. The
second and third are spread out over 24 weeks. It is important to
stress that no one knows, and the phasing shown below is pure
guesswork. Our gut feeling is that the -10% scenario is too
optimistic, and we believe the -25% scenario is overly pessimistic.
The week by week progression does not make much difference to our
cash resources and the number to focus on is the total quantum of
lost sales rather than the timing.
Full price sales versus last year Scenario -10% Scenario -20% Scenario -25%
================================== ============= ============= =============
Weeks 1 & 2 - 45% - 45% - 45%
Weeks 3 & 4 - 90% - 90% - 100%
Weeks 5 & 6 - 45% - 90% - 100%
Weeks 7 & 8 - 25% - 65% - 75%
Weeks 9 & 10 - 25% - 65% - 75%
Weeks 11 & 12 - 25% - 45% - 60%
Weeks 13 & 14 - - 45% - 60%
Weeks 15 & 16 - - 25% - 40%
Weeks 17 & 18 - - 25% - 40%
Weeks 19 & 20 - - 10% - 25%
Weeks 21 & 22 - - 10% - 25%
Weeks 23 & 24 - - 10% - 10%
============= ============= =============
Decline for affected period - 42% - 45% - 53%
Rest of year 0% 0% 0%
============= ============= =============
Full year - 10% - 20% - 25%
Full Price Sales Scenarios graph: Click or paste the following
link into your web browser to view the PDF document. Refer to page
41 for the relevant graph.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
Cost Assumptions
The paragraphs below set out the way in which we have modelled
the major heads of cost.
Stock We have assumed that we can cancel out of somewhere
between 10% and 20% of the lost sales, saving the
cost value of the stock. The later in the year the
sales are lost, the greater our opportunity to cancel
orders.
Clearance We have assumed that we will not achieve any additional
rates markdown sales by clearing additional surplus stock.
This is potentially overly conservative.
Variable costs As sales reduce, the demand for labour in our warehouses,
stores and call centres would reduce. We have assumed
that for warehouses and call centres, costs are
20% variable. So if Online sales drop by -10%, costs
would only fall by -2%.
Retail store wages are assumed to be 30% variable
to Retail sales. We believe this can be achieved
mainly through not requiring staff to work more
than their contracted hours and, in the short term,
we would not replace leavers. In the event of a
prolonged closure period, and in the absence of
any Government assistance, we may have to take more
radical action on wages, but we have not factored
this into the model.
Online distribution costs, many of which are contracted
out to a third-party on a per parcel basis, are
assumed to be 65% variable.
Head office Most Head Office functions are vital to the long
term future of the business and we have assumed
that wages remain broadly fixed.
Bad debt We have not assumed any change in bad debt rates
or payment profile though in reality payments may
be a little slower than expected and bad debt may
increase.
Rents We have assumed that rents and all other fixed costs
are not variable.
3. CASH FLOW MODEL
Base Case Finances
NEXT has long term bond and debt facilities of GBP1.6bn; all of
these facilities are secured for more than a year. Peak debt was
forecast to be GBP1.4bn in August.
The bar chart below sets out our bond and bank facilities in the
leftmost bar consisting of GBP1,125m of bonds and a GBP450m bank
facility maturing in 2024. The central bar shows our Base Case year
end and peak borrowing requirements. The right-hand bar
demonstrates that year end net debt would normally be more than
matched by our wholly owned consumer receivables book.
Financing chart: Click or paste the following link into your web
browser to view the PDF document. Refer to page 43 for the relevant
chart.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
Base Case Cash Flow Model
The graph below shows our Base Case cash flow for the year
ahead, relating to our January guidance. This model assumes,
amongst other things, that we buy back GBP280m of shares over the
course of the year. The black line shows our expected net debt
position throughout the year, the green line shows the level of our
cash resources. As can be seen, in a normal year we would expect to
keep headroom of around GBP210m at peak financing in late
August.
Net Debt and Financing Base Case graph: Click or paste the
following link into your web browser to view the PDF document.
Refer to page 43 for the relevant graph.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
Cash Flow Without Mitigating Action
The table below sets out the cash flow impact of lost sales
after cost saving measures but without the Company taking any
further corporate action to conserve cash (such as cancelling
buybacks). For completeness, the EBITDA and Profit before tax the
Company would generate is shown in the last two lines of the
table.
GBPm (e) Scenario -10% Scenario -20% Scenario -25%
========================================= ============= ============= =============
Lost full price sales (VAT ex) - 445 - 820 - 1,010
Cash from additional clearance sales +0 +0 +0
Operational cost savings +55 +80 +90
Reduced stock purchases +15 +50 +65
Inflow from reduction in Online lending +55 +120 +150
Corporation tax saving and rates holiday +130 +180 +215
============= ============= =============
Cash cost of lost sales - 190 - 390 - 490
Implied Group EBITDA(17) GBP665m GBP375m GBP230m
Profit before tax(17) GBP490m GBP200m GBP55m
(17) Profit before tax includes the benefit of the business
rates holiday.
Net Debt and Financing Without Mitigation graph: Click or paste
the following link into your web browser to view the PDF document.
Refer to page 44 for the relevant graph.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
4. MITIGATION
The following actions can be taken to increase cash resources in
the current financial year.
Level 1 Measures: Share Buybacks, ESOT and Capex
Suspending buybacks, employee share option trust (ESOT)
purchases and deferring non-essential capital expenditure. These
actions will have no or little impact on the short term operations
of the business.
Level 2 Measures: Leasebacks, Securitisation and ESOT Loan
Recall
We believe we can leaseback high quality assets and recall part
of a loan from the Company which has been advanced to the ESOT and
securitise some of our customer receivables. These actions have
little impact on the operations of the business but are mildly
earnings dilutive in future years as, for example, the cost of rent
on a leased-back building is likely to be higher than prevailing
interest rates on the proceeds of sale.
Level 3 Measures: Delay August Dividend
We could choose to delay the payment of our usual August
dividend which comes just before our peak cash requirement. This
would only be necessary in the event we saw more than a -20%
reduction in sales.
At this time of year (March) we would normally propose a final
dividend and we had planned to announce a return of 116.5p per
share for payment in August. Instead of proposing a final dividend
now (which would commit us to the payment), our current intention
is to announce a second interim dividend (of up to 116.5p) at the
end of June, for payment at some point between August and October,
in the event that (1) the worst of the virus has passed by that
time and (2) that our finances permit the payment.
Level 4 Measure: Suspend Dividends
This would be a last resort but, in the event the business
needed to conserve cash, we could suspend both the August 2020 and
January 2021 dividends which would retain GBP220m in the Group.
Impact of Levels 1-4 Mitigation
The chart below shows our cash requirements and resources in the
event that we lose -20% (GBP820m) of sales and take all levels of
mitigation outlined above. The dotted line shows the scenario where
sales are down -25%. As can be seen in the -20% scenario, our
minimum headroom is GBP150m and cash resources at the year-end
would rise to GBP835m. Even in the -25% scenario, our minimum
headroom would still be GBP110m.
Net Debt and Financing With Levels 1-4 Mitigation graph: Click
or paste the following link into your web browser to view the PDF
document. Refer to page 45 for the relevant graph.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
Further Measures Not Included in the Model
We have two further significant measures that would help us to
increase our cash headroom in May. We could (1) bring forward our
Summer End of Season Sale and (2) push back deliveries of stock
into June. We estimate that the combination of these two options
would increase our headroom by at least a further GBP100m at that
time.
The following table sets out the measures we believe we can take
and an estimate of the resulting cash retained at the end of August
and Year End. The final line of the table shows the headroom the
measures would generate at year end in the -20% scenario.
It is worth noting that, normally, our peak cash requirement
would be in August, however, if all measures are undertaken the
peak cash requirement moves to the end of May as shown in the
previous graph.
Value
Value at
at year
August end
ACTION DESCRIPTION GBPm GBPm
================== ================================================= ======= =====
We expected to spend GBP280m on buybacks
and have spent c.GBP20m to date. Further
Suspend buybacks are suspended until the situation
buybacks stabilises +148 +260
We had expected to spend GBP40m in the
ESOT current year on buying shares into our
purchases Employee share option trust. +17 +40
We had planned to spend GBP145m of which
we have not committed to GBP70m. We intend
to delay all non-essential capex (for
example maintenance and refit capex).
Defer capex We expect to save GBP45m on capex. +20 +45
======= =====
TOTAL LEVEL 1 +185 +345
Part securitise Within the terms of our bonds we can securitise
Online debt up to GBP100m of our Online receivables. +100 +100
We have some freehold warehousing and
other property which could be leased back.
We estimate we could realise GBP100m from
Lease backs these sales. +100 +100
This involves our ESOT selling shares
they do not currently need to cover employee
options (at today's share price) and repaying
part of the loan from the NEXT Group used
ESOT loan to buy these shares. We estimate that
recall this would generate cash of at least GBP70m. +70 +70
======= =====
TOTAL LEVEL 1 & 2 +455 +615
This would involve delaying our usual
Delay dividend August dividend to October. +147 -
======= =====
TOTAL LEVEL 1, 2 & 3 +602 +615
Suspend dividends +220
======= =====
TOTAL LEVEL 1, 2, 3 & 4 +602 +835
Cash impact of lost sales and rates holiday (-20%
scenario) - 390
Base case headroom +390
=====
Headroom generated by all measures assuming -20%
scenario +835
Further Increasing our Financing Resources
We are in advanced discussions with our banks to increase our
facilities by GBP200m to provide further flexibility and headroom
during these uncertain times. These discussions are progressing
well, and we expect the new facility to be in place within the next
month.
Revolving Credit Facility Covenants
Under the scenario where full price sales fall by -20%, there is
a risk that we may breach the Group's bank covenants during the
current financial year. This would be caused by a temporary
reduction in profits, however peak borrowings would remain
comfortably within our total facilities.
We have had positive discussions with all our lending banks
about this potential scenario. Our discussions have been
encouraging and early indications suggest they would agree to a
covenant waiver during the financial period to the end of January
2021 .
Government Support for Businesses
We believe that Government, acting as lender and employer of
last resort, can make an enormous difference to the preservation of
retail jobs and businesses during the crisis. The scale and speed
of the actions announced on Tuesday are very much welcomed. We
believe that the availability of a Government loan facility will do
much to stabilise businesses through the crisis.
At present (as can be seen from our modelling) we do not believe
that we would need to draw on Government loan facilities, but they
are hugely comforting, not least because they will help prevent
business collapses and unemployment elsewhere in the economy.
The Government has announced and is considering further measures
to assist industry at this exceptional time. For information, If
NEXT were able to defer payment of National Insurance, Corporation
Tax, and VAT for the rest of this financial year, it would generate
an additional cash headroom of GBP240m at the year end.
Employment and Salaries
We would recommend that the Government urgently put in place
measures to support the incomes of those who work in shops that are
forced to close. We understand the immense pressure the Treasury
are under at this time but would emphasise that clarity and speed
on this issue would be useful for retailers and employees
alike.
SUMMARY
Our industry is facing a crisis that is unprecedented in living
memory, but we believe that our balance sheet and margins mean that
we can weather the storm.
The crisis will pass at some point. At that time, it will be the
work we do to move the business forward that will determine our
future success. So our priorities are clear: (1) to do all we can
to keep our workplaces and shops as safe as possible for customers
and staff, (2) securing the cash resources of the business and (3)
continue to develop our Online platform and product ranges
throughout the next six months.
FIRST QUARTER TRADING UPDATE
Our first quarter Trading Statement will cover the thirteen
weeks to 25 April 2020 and is scheduled for Wednesday 29 April
2020.
Lord Wolfson of Aspley Guise
Chief Executive
19 March 2020
APPIX 1 - STATUTORY SALES AND LEASES
Overview
The financial information presented in pages 4 to 48 is used by
the Chief Operating Decision Maker (CODM) and management in
assessing business performance against its targets and strategy. It
is also the financial information used to inform business decisions
and investment appraisals. Having been prepared on a basis that is
consistent with prior years and current profit guidance, it is
management's view that this provides both a useful and necessary
basis for understanding the Group's results.
Management will continue to monitor and assess the financial
information it presents so that it remains both useful and
necessary to understand the Group's performance.
For statutory reporting purposes, changes are made in respect of
revenue and accounting for leases.
A summary of the changes and their impact is set out below.
Further detail on IFRS 16 "Leases" and its impact on the statutory
accounts is provided in Note 13 of the Financial Statements.
Revenue
Revenue presented in pages 4 to 48 is based on "Total sales"
excluding VAT. "Total sales" represent VAT exclusive sales,
including the full value of commission based sales and interest
income. For statutory reporting purposes two adjustments are made
to derive statutory revenue:
-- Where third-party branded goods are sold on a commission
basis, only the commission receivable is included in statutory
revenue. This adjustment reduces the value of sales recognised for
statutory reporting purposes by GBP137.7m for the period to January
2020 (2019: GBP93.8m)
-- Customer delivery charges, income received from printed
publications, promotional discounts, Interest Free Credit
commission costs and unredeemed gift card balances are included in
statutory revenue (these amounts being reclassified from cost of
sales). This adjustment increases the value of sales recognised for
statutory reporting purposes by GBP42.1m for the period to January
2020 (2019: GBP40.3m)
As a result, Total Sales for the period to January 2020 of
GBP4,361.8m (2019: GBP4,220.9m) are recognised for statutory
purposes as revenue of GBP4,266.2m (2019: GBP4,167.4m). A
corresponding amount has been recognised in cost of sales.
This change has no impact on profit before taxation, profit
after taxation, Earnings Per Share or cash flow.
Leases (IFRS 16)
The accounting for leases used within pages 4 to 48 do not
reflect the requirements of IFRS 16, "Leases". Instead, operating
leases are held off balance sheet with the lease costs recognised
on a straight-line basis over the term of the lease. This is
consistent with how leases were recognised on a statutory basis in
prior years.
In contrast, IFRS 16 applies a single 'on balance sheet'
approach to lease accounting. This is primarily achieved by:
-- Recognising a right-of-use asset which represents the
lessee's contractual right to use the leased asset for the lease
term
-- Recognising a lease liability which reflects the lessee's
obligation to make payments under the terms of the lease
In this way leases previously classified as operating leases
have now been included in the Balance Sheet.
Due to the changes on the Balance Sheet, the nature and timing
of costs being recognised in the Income Statement also change, with
depreciation being recognised on the right-of-use asset and finance
costs being recognised on the lease liability. The rental costs
recognised under the previous accounting standard for leases, IAS
17, are then excluded.
The impact of this change, on the timing of costs being
recognised, is shown in the graph below. Note, this graph is for
illustrative purposes only.
Example of Income Statement Profile for Lease Costs graph: Click
or paste the following link into your web browser to view the PDF
document. Refer to page 50 for the relevant graph.
http://www.rns-pdf.londonstockexchange.com/rns/7259G_1-2020-3-19.pdf
Under IFRS 16 depreciation costs on the right-of-use asset
remain consistent during the lease as they are recognised on a
straight-line basis.
However, finance costs recognised on a lease are typically
higher in the earlier years due to the finance costs associated
with a higher lease liability. This is evident in years one to
three in the above graph where the total IFRS 16 cost is higher
than its IAS 17 equivalent.
As the lease liability is repaid the associated finance costs
reduce year-on-year. This is evident in years three to five in the
above graph.
In contrast, under the previous accounting standard, the entire
lease cost would be recognised on a straight-line basis over the
lease term as represented by the horizontal line in the graph.
IFRS 16 - Full retrospective application
NEXT has applied the requirements of IFRS 16 on a fully
retrospective basis. This means that NEXT has had to recalculate
its IFRS 16 position as though it had always applied IFRS 16.
When viewed across its entire lease population, the NEXT lease
portfolio is relatively mature. The retrospective application of
IFRS 16 has therefore resulted in a reduction in reserves of
GBP196.3m as at January 2018 (see note 13 of the Financial
Statements). This reduction in reserves represents the costs that
would have been recognised at an earlier point in the lease term
under IFRS 16 compared to the previous standard, IAS 17.
While this reduction in reserves has reduced the Net Assets of
NEXT it will not cause any hindrance to the distribution of
dividends to shareholders.
Income Statement
Having recognised a significant portion of the lease costs
directly in reserves it is expected that, where the lease portfolio
is stable, the NEXT Income Statement will benefit from the
recognition of lower lease costs going forward. This is evident in
both the January 2020 and January 2019 Income Statement, restated
for IFRS 16, see below.
Jan 2020
GBPm Jan 2020 excluding IFRS 16 IFRS 16 impact including IFRS 16
======================= ========================== ============== ==================
Profit before taxation 728.5 20.0 748.5
Taxation (134.6) (3.7) (138.3)
Profit after taxation 593.9 16.3 610.2
========================== ============== ==================
Earnings Per Share 459.8p 472.4p
Jan 2019
GBPm Jan 2019 excluding IFRS 16 IFRS 16 impact including IFRS 16
======================= ========================== ============== ==================
Profit before taxation 722.9 10.7 733.6
Taxation (132.5) (2.0) (134.5)
Profit after taxation 590.4 8.7 599.1
========================== ============== ==================
Earnings Per Share 435.3p 441.7p
The higher profit before tax under IFRS 16 is consistent with
the illustrative profile on lease costs shown on page 50 and the
impact of full retrospective application of IFRS 16.
It is important to stress that while the timing and nature of
costs under IFRS 16 differ to those reported under IAS 17, over the
course of the lease term the overall costs remain the same.
Hence the reduction to reserves of GBP196.3m, and the subsequent
higher profit before tax in the periods to January 2020 and January
2019, relate primarily to the timing of costs being recognised and
not cash savings or improved performance under the lease
contracts.
In order to present financial information on a basis consistent
with how the CODM and management run the business, and to assist
readers in understanding the underlying business performance, pages
4 to 48 of this report do not include the impact of IFRS 16.
Cash Flow
While IFRS 16 has, from a statutory reporting perspective, had a
significant impact on the Balance Sheet and Income Statement it is
important to emphasize that it has had no impact on the cash
generated by the business.
As disclosed in Note 1 of the Financial Statements, the impact
of IFRS 16 on the cash flow is limited to changes in the
presentation of where cash flows are reported. A summary of the
changes for January 2020 is presented below which also demonstrates
that the net cash position does not change.
Consequently, surplus cash as presented on page 34 remains an
APM used by the business in its management of cash flows.
Cash Flow Statement
Jan 2020 Jan 2020
GBPm excluding IFRS 16 IFRS 16 impact including IFRS 16
=============================================== ================== ============== ==================
Operating profit 772.1 81.8 853.9
Non-cash items and movement in working capital (69.3) 142.6 73.3
Net Cash from investing activities (139.1) 0.0 (139.1)
New cash from financing activities (544.8) (224.4) (769.2)
================== ============== ==================
Closing cash 18.9 - 18.9
Net Debt
Net debt at January 2020, excluding leases, was GBP1,112.1m.
From a statutory reporting perspective, the adoption of IFRS 16
results in the recognition of lease debt on the Balance Sheet of
GBP1,251.0m (2019: GBP1,366.3m).
GBPm Jan 2020 Jan 2019
=========================== ========= ========= ======
Cash and cash equivalents 52.9 34.0
========= ========= ======
Unsecured bank loans (40.0) (255.0)
Corporate bonds (1,163.7) (905.2)
Fair value hedges of bonds 38.7 30.4
========= ========= ======
Net debt excluding leases (1,112.1) (1,095.8) - 1.5%
========= ========= ======
Lease debt under IFRS 16 (1,251.0) (1,366.3)
========= ========= ======
Net debt including leases (2,363.1) (2,462.1) +4.0%
========= ========= ======
The year on year reduction in lease debt reflects the payments
made in the period and the trend towards shorter lease terms on
lease renewals.
Lease Commitment Profile
On an IFRS 16 basis 50% of the lease liability (by value) will
expire within the next 11 years. This differs to the lease profile
on page 27 which states that 50% of the leases will expire within
4.8 years and that within the next 10 years 81% of the rental
liability would have expired.
This difference is primarily due to the following factors:
-- The IFRS 16 lease profile includes all lease contracts within
the scope of IFRS 16 - stores, warehouses and plant and machinery.
In contrast the lease commitment profile on page 27 includes
store leases only
-- The IFRS 16 liability includes lease terms beyond the break
clause based on our expectation of how long we will remain
in the lease. In contrast the lease commitment profile on
page 27 only includes the commitment to expiry or break point
-- The IFRS 16 lease liability is measured as the present value
of future lease payments. In contrast the lease commitment
on page 27 is not discounted.
UNAUDITED CONSOLIDATED INCOME STATEMENT
52 weeks 52 weeks
to 25 January to
2020 26 January
2019
Restated
GBPm GBPm
Continuing operations
Revenue 3,997.5 3,917.1
Credit account interest 268.7 250.3
(___________) (___________)
Total revenue (including credit account
interest) 4,266.2 4,167.4
Cost of sales (2,584.2) (2,562.2)
Impairment losses on customer and other
receivables (41.5) (52.7)
(___________) (___________)
Gross profit 1,640.5 1,552.5
Distribution costs (517.0) (457.5)
Administrative expenses (267.7) (255.4)
Other (losses)/gains (1.5) 1.4
(___________) (___________)
Trading profit 854.3 841.0
Share of results of associates and joint
venture (0.4) 0.1
(___________) (___________)
Operating profit 853.9 841.1
Finance income 0.2 0.4
Finance costs (105.6) (107.9)
(___________) (___________)
Profit before taxation 748.5 733.6
Taxation (138.3) (134.5)
(___________) (___________)
Profit for the year attributable to
equity holders of the Parent Company 610.2 599.1
(___________) (___________)
52 weeks 52 weeks
to to
25 January 26 January
2020 2019
Restated
Earnings per share (Note 4)
Basic 472.4p 441.7p
Diluted 468.8p 439.3p
The Consolidated Income Statement and Earnings Per Share for the
52 weeks to 26 January 2019 have been restated to reflect the
impact of IFRS 16 "Leases" (refer to Notes 1 and 13).
The Notes 1 to 14 are an integral part of these consolidated
financial statements.
UNAUDITED CONSOLIDATED
STATEMENT OF COMPREHENSIVE INCOME
52 weeks to 52 weeks
25 January to
2020 26 January
2019
Restated
GBPm GBPm
Profit for the year 610.2 599.1
Other comprehensive income and expenses:
Items that will not be reclassified to
profit or loss
Actuarial gains on defined benefit pension
scheme 2.8 18.6
Tax relating to items which will not be
reclassified (0.5) (3.2)
(_________) (_________)
Subtotal items that will not be reclassified 2.3 15.4
(_________) (_________)
Items that may be reclassified to profit
or loss
Exchange differences on translation of
foreign operations 2.0 (5.3)
Foreign currency cash flow hedges:
- fair value movements 10.5 73.2
Cost of hedging:
- fair value movements 0.1 0.5
Tax relating to items which may be reclassified (2.8) (13.0)
(_________) (_________)
Subtotal items that may be reclassified 9.8 55.4
(_________) (_________)
Other comprehensive income for the year 12.1 70.8
(_________) (_________)
Total comprehensive income for the year 622.3 669.9
(_________) (_________)
UNAUDITED CONSOLIDATED BALANCE SHEET
25 January 26 January
2020 2019
Notes Restated
GBPm GBPm
ASSETS AND LIABILITIES
Non-current assets
Property, plant and equipment 578.5 564.9
Intangible assets 44.2 42.6
Right-of-use asset 852.7 943.8
Associates, joint venture and
other investment 5.0 5.1
Defined benefit pension asset 6 133.4 125.0
Other financial assets 7 48.4 41.5
Deferred tax assets 55.7 41.9
(____________) (____________)
1,717.9 1,764.8
Current assets
Inventories 527.6 502.8
Customer and other receivables 8 1,315.3 1,285.4
Right of return asset 24.2 23.4
Other financial assets 7 1.7 9.9
Cash and short term deposits 86.6 156.3
(____________) (____________)
1,955.4 1,977.8
(____________) (____________)
Total assets 3,673.3 3,742.6
(____________) (____________)
Current liabilities
Bank loans and overdrafts (73.7) (377.3)
Trade payables and other liabilities 9 (592.0) (596.3)
Lease liabilities (172.3) (175.6)
Other financial liabilities 7 (32.6) (9.4)
Current tax liabilities (79.2) (85.1)
(____________) (____________)
(949.8) (1,243.7)
Non-current liabilities
Corporate bonds 10 (1,163.7) (905.2)
Provisions (17.3) (15.7)
Other financial liabilities 7 (7.8) (9.2)
Lease liabilities (1,078.7) (1,190.7)
Other liabilities 9 (14.5) (9.1)
Deferred tax liabilities - (2.8)
(____________) (____________)
(2,282.0) (2,132.7)
(____________) (____________)
Total liabilities (3,231.8) (3,376.4)
(____________) (____________)
NET ASSETS 441.5 366.2
(____________) (____________)
TOTAL EQUITY 441.5 366.2
(____________) (____________)
The January 2019 Balance Sheet has been restated to reflect the
impact of IFRS 16 "Leases" (Refer to Notes 1 and 13).
UNAUDITED CONSOLIDATED
STATEMENT OF CHANGES IN EQUITY
Share Capital Cash Foreign Cost of Retained Total
Share premium redemption ESOT flow currency hedging Other earnings equity
capital account reserve reserve hedge translation reserve reserves Restated Restated
GBPm GBPm GBPm GBPm reserve GBPm GBPm GBPm GBPm GBPm
GBPm
At 27 January
2018 14.5 0.9 15.4 (231.6) (42.9) 3.3 - (1,443.8) 1,970.5 286.3
_______ _______ _______ _______ _______ _______ _______ _______ _______ _______
Profit for the
year - - - - - - - - 599.1 599.1
Other
comprehensive
income/(expense)
for the year - - - - 60.3 (5.3) 0.4 - 15.4 70.8
_______ _______ _______ _______ _______ _______ _______ _______ _______ _______
Total
comprehensive
income/(expense)
for the year - - - - 60.3 (5.3) 0.4 - 614.5 669.9
Share buybacks
and commitments (0.6) - 0.6 - - - - - (324.2) (324.2)
ESOT share
purchases and
commitments - - - (61.9) - - - - - (61.9)
Shares issued by
ESOT - - - 21.9 - - - - (6.6) 15.3
Share option
charge - - - - - - - - 13.8 13.8
Reclassified to
cost of
inventory - - - - (21.0) - - - - (21.0)
Tax recognised
directly in
equity - - - - 4.0 - - - (0.3) 3.7
Equity dividends
( Note 5 ) - - - - - - - - (215.7) (215.7)
_______ _______ _______ _______ _______ _______ _______ _______ _______ _______
At 26 January
2019 13.9 0.9 16.0 (271.6) 0.4 (2.0) 0.4 (1,443.8) 2,052.0 366.2
_______ _______ _______ _______ _______ _______ _______ _______ _______ _______
Profit for the
year - - - - - - - - 610.2 610.2
Other
comprehensive
income for the
year - - - - 7.7 2.0 0.1 - 2.3 12.1
_______ _______ _______ _______ _______ _______ _______ _______ _______ _______
Total
comprehensive
income for the
year - - - - 7.7 2.0 0.1 - 612.5 622.3
Share buybacks
and commitments (0.6) - 0.6 - - - - - (300.2) (300.2)
ESOT share
purchases and
commitments - - - (94.2) - - - - - (94.2)
Shares issued by
ESOT - - - 80.9 - - - - (15.4) 65.5
Share option
charge - - - - - - - - 14.7 14.7
Reclassified to
cost of
inventory - - - - (40.5) - - - - (40.5)
Tax recognised
directly in
equity - - - - 7.7 - - - 13.6 21.3
Equity dividends
( Note 5 ) - - - - - - - - (213.6) (213.6)
_______ _______ _______ _______ _______ _______ _______ _______ _______ _______
At 25 January
2020 13.3 0.9 16.6 (284.9) (24.7) - 0.5 (1,443.8) 2,163.6 441.5
_______ _______ _______ _______ _______ _______ _______ _______ _______ _______
UNAUDITED CONSOLIDATED
CASH FLOW STATEMENT
52 weeks to 52 weeks
25 January to
2020 26 January
2019
GBPm Restated
GBPm
Cash flows from operating activities
Operating profit 853.9 841.1
Depreciation, impairment and loss on disposal
of property,
plant and equipment 124.9 122.3
Depreciation on right-of-use asset and
gains on exit of leases 138.1 138.0
Amortisation of intangible assets - 0.3
Share option charge 14.7 13.8
Share of loss of associate 0.1 -
Exchange movement 1.7 (4.3)
Increase in inventories and right of return
asset (25.6) (36.2)
Increase in customer and other receivables (34.0) (97.6)
(Decrease)/increase in trade and other
payables (3.3) 35.8
Net pension contributions less income statement
charge (5.3) (0.2)
(____________) (____________)
Cash generated from operations 1,065.2 1,013.0
Corporation taxes paid (138.0) (144.2)
(____________) (____________)
Net cash from operating activities 927.2 868.8
(____________) (____________)
Cash flows from investing activities
Additions to property, plant and equipment (138.8) (128.6)
Movement in capital accruals 2.4 5.4
(____________) (____________)
Payments to acquire property, plant and
equipment (136.4) (123.2)
Proceeds from sale of property, plant and
equipment 0.3 0.3
Purchase of shares in associate - (3.0)
Purchase of subsidiary (3.0) -
(____________) (____________)
Net cash from investing activities (139.1) (125.9)
(____________) (____________)
Cash flows from financing activities
Repurchase of own shares (300.2) (325.0)
Purchase of shares by ESOT (94.2) (61.9)
Disposal of shares by ESOT 66.9 15.8
(Repayment)/proceeds from unsecured bank
loans (215.0) 120.0
Issue of corporate bonds 250.2 -
Lease repayment (162.6) (146.1)
Interest paid (100.9) (105.7)
Interest received 0.2 0.2
Dividends paid (Note 5) (213.6) (215.7)
(____________) (____________)
Net cash from financing activities (769.2) (718.4)
(____________) (____________)
Net increase in cash and cash equivalents 18.9 24.5
Opening cash and cash equivalents 34.0 8.5
Effect of exchange rate fluctuations on
cash held - 1.0
(____________) (____________)
Closing cash and cash equivalents (Note
12) 52.9 34.0
(____________) (____________)
NOTES TO THE UNAUDITED CONSOLIDATED
FINANCIAL STATEMENTS
1. Basis of preparation
The results for the financial year are for the 52 weeks to 25
January 2020 (last year 52 weeks to 26 January 2019).
The condensed consolidated financial statements for the year
ended 25 January 2020 have been prepared in accordance with the
recognition and measurement criteria of International Financial
Reporting Standards ("IFRS") as adopted for use in the European
Union and in accordance with the accounting policies set out in the
NEXT plc Annual Report and Accounts for the year ended 26 January
2019.
The condensed consolidated financial statements are unaudited
and do not constitute statutory accounts of the Company within the
meaning of Section 434(3) of the Companies Act 2006. Statutory
accounts for the year to 26 January 2019 have been delivered to the
Registrar of Companies. The audit report for those accounts was
unqualified, did not draw attention to any matters by way of
emphasis and did not contain a statement under 498(2) or (3) of the
Companies Act 2006.
New accounting standards, interpretations and amendments adopted
by the Group
The accounting policies adopted in the preparation of the
condensed consolidated financial statements are the same as those
set out in the Group's annual financial statements for the 52 weeks
ended 26 January 2019, except for the adoption of new standards as
set out below.
For the financial period ended 25 January 2020 the Group has
adopted IFRS 16 "Leases" for the first time. The nature and effect
of this change is disclosed below and in note 13. Several other
amendments and interpretations have been applied for the first time
in 2020, but do not have an impact on the financial statements of
the Group.
IFRS 16 "Leases"
IFRS 16 is effective for all accounting periods beginning on or
after 1 January 2019. The Group applied IFRS 16 retrospectively,
restating prior year comparatives. It applied the practical
expedient to grandfather the definition of a lease on transition
and apply the recognition exemption for both short term and low
value leases.
Impact to financial statements
Restating the 2018/19 financial statements upon transition, NEXT
recognised an opening right-of-use asset of GBP948.9m and a lease
liability of GBP1,379.6m. Including adjustments for working capital
which existed under IAS 17, the retained earnings of the Group on
transition reduced by GBP196.3m. This adjustment did not cause any
hindrance to the distribution of dividends to shareholders.
The opening right-of-use asset is lower than the opening lease
liability as it includes lease incentives received and reflects the
higher depreciation of the right-of-use asset compared to the
reduction on the lease liability and accrued interest over the same
period of time.
The Income Statement reflected an increase to profit before
taxation for the year ending January 2020 of GBP20.0m (2019:
GBP10.7m). Operating profit increased by GBP81.8m (2019: GBP79.1m)
as the depreciation on right-of-use assets was lower than the IAS
17 rental charge. Interest costs charged to the Income Statement
increased by GBP61.8m (2019: GBP68.4m) with the addition of higher
finance costs on the newly recognised lease liability. The adoption
of IFRS 16 did not impact the Group's effective tax rate.
There was no impact on cash flows, although the presentation of
the Cash Flow Statement changed significantly, with an increase in
net cash inflows from operating activities offset by an increase in
net cash outflows from financing activities. Disclosure of the
transitional impact on adoption of IFRS 16 is presented in Note
13.
Several other amendments and interpretations apply for the first
time in 2020, but do not have an impact on the condensed
consolidated financial statements of the Group.
Going concern
The directors report that, having reviewed current performance
and forecasts, including specific consideration of the potential
risks associated with the Coronavirus, they have a reasonable
expectation that the Group has adequate resources to continue its
operations for the foreseeable future. See the Chief Executive's
Review for further details on the specific reviews undertaken in
relation to the Coronavirus.
For this reason, they have continued to adopt the going concern
basis in preparing the financial statements.
2. Segmental analysis
The Group's operating segments are determined based on the
Group's internal reporting to the Chief Operating Decision Maker
(CODM). The CODM has been determined to be the Group Chief
Executive, with support from the Board. The performance of
operating segments is assessed on profits before interest and tax,
excluding equity-settled share option charges recognised under IFRS
2 "Share-based payment", IFRS 16 "Leases" and unrealised gains or
losses on derivatives which do not qualify for hedge
accounting.
The Property Management segment holds properties and property
leases which are sublet to other segments and external parties. The
NEXT International Retail segment comprises franchise and wholly
owned stores overseas. International online sales are included in
the NEXT Online segment.
Where third-party branded goods are sold on a commission basis,
only the commission receivable is included in statutory revenue.
"Total sales" represents the full customer sales value of
commission based sales and interest income, excluding VAT. Under
IFRS 15, total sales have also been adjusted for customer delivery
charges, income received from printed publications, promotional
discounts, Interest Free Credit commission costs and unredeemed
gift card balances. The CODM uses the total sales as a key metric
in assessing segment performance; accordingly this is presented
below and then reconciled to the statutory revenue.
During the financial year to 25 January 2020, the CODM has
altered the internal reporting of finance costs allocated to NEXT
Finance. The NEXT Finance segment revenue represents the interest
charged to customers on their credit account balance. Previously
the customer receivables were treated as being fully funded by
external debt. Following a review of this allocation it was decided
to treat these as being 85% funded through debt. Consequently an
allocation of finance costs was made on this basis. This allocation
better reflects the utilisation of funds across the business. The
impact of this change has increased the NEXT Finance profit by
GBP6.4m (2019: GBP6.1m) but had no impact on overall Group profit.
Further details on the Finance cost of funding are provided in the
Chief Executive's Review .
Segment sales and revenue
52 weeks to Total Commission Total
25 January 2020 sales sales IFRS 15 External Internal segment
excluding adjustment adjustments revenue revenue revenue
VAT GBPm GBPm GBPm GBPm GBPm
GBPm
NEXT Online 2,146.6 (134.3) 42.4 2,054.7 1.6 2,056.3
NEXT Retail 1,851.9 (3.4) (0.3) 1,848.2 3.3 1,851.5
NEXT Finance 268.7 - - 268.7 - 268.7
NEXT
International
Retail 56.9 - - 56.9 - 56.9
NEXT Sourcing 9.5 - - 9.5 533.4 542.9
(____________) (____________) (____________) (____________) (____________) (____________)
4,333.6 (137.7) 42.1 4,238.0 538.3 4,776.3
Lipsy 13.1 - - 13.1 81.8 94.9
Property
Management 15.1 - - 15.1 196.2 211.3
(____________) (____________) (____________) (____________) (____________) (____________)
Total segment
sales/revenues 4,361.8 (137.7) 42.1 4,266.2 816.3 5,082.5
Eliminations - - - - (816.3) (816.3)
(____________) (____________) (____________) (____________) (____________) (____________)
Total 4,361.8 (137.7) 42.1 4,266.2 - 4,266.2
(____________) (____________) (____________) (____________) (____________) (____________)
Segment sales and revenue
52 weeks to Total Commission Total
26 January 2019 sales sales IFRS 15 External Internal segment
excluding adjustment adjustments revenue revenue revenue
VAT GBPm GBPm GBPm GBPm GBPm
GBPm
NEXT Online 1,918.8 (92.5) 38.3 1,864.6 - 1,864.6
NEXT Retail 1,955.1 (1.2) 2.0 1,955.9 4.6 1,960.5
NEXT Finance 250.3 - - 250.3 - 250.3
NEXT
International
Retail 62.2 - - 62.2 - 62.2
NEXT Sourcing 6.9 - - 6.9 543.2 550.1
(____________) (____________) (____________) (____________) (____________) (____________)
4,193.3 (93.7) 40.3 4,139.9 547.8 4,687.7
Lipsy 15.1 (0.1) - 15.0 80.4 95.4
Property
Management 12.5 - - 12.5 202.9 215.4
(____________) (____________) (____________) (____________) (____________) (____________)
Total segment
sales/revenues 4,220.9 (93.8) 40.3 4,167.4 831.1 4,998.5
Eliminations - - - - (831.1) (831.1)
(____________) (____________) (____________) (____________) (____________) (____________)
Total 4,220.9 (93.8) 40.3 4,167.4 - 4,167.4
(____________) (____________) (____________) (____________) (____________) (____________)
The view of segment profits used by the CODM does not include
the impact of IFRS 16 because the IFRS 16 profit before tax is not
used in internal reporting. The prior year segment profit results
have been restated for the change in the allocation of finance
costs to NEXT Finance.
52 weeks to 52 weeks to
25 January 2020 26 January 2019
Restated
Segment profit GBPm GBPm
NEXT Online 399.6 352.6
NEXT Retail 163.9 212.3
NEXT Finance 146.7 127.3
NEXT International Retail 6.2 6.2
NEXT Sourcing 32.0 29.6
(____________) (____________)
748.4 728.0
Lipsy 13.0 11.0
Property Management (2.2) 6.7
(____________) (____________)
Total segment profit 759.2 745.7
Central costs and other (6.8) (5.4)
Recharge of interest to NEXT Finance 36.3 34.0
Share option charge (14.7) (13.8)
Other (losses)/gains (1.5) 1.4
(____________) (____________)
Trading profit 772.5 761.9
Share of results of associates and
joint venture (0.4) 0.1
Finance income 0.2 0.4
Finance costs (43.8) (39.5)
(____________) (____________)
Profit before tax excluding IFRS
16 728.5 722.9
(____________) (____________)
IFRS 16 20.0 10.7
(____________) (____________)
Profit before tax including IFRS
16 748.5 733.6
(_____________) (_____________)
3. Revenue
The Group's disaggregated revenue recognised under contracts
with customers relates to the following categories and operating
segments:
52 weeks to 25 January 2020
Credit
Sale of account Rental
goods interest Royalties income Total
GBPm GBPm GBPm GBPm GBPm
NEXT Online 2,054.7 - - - 2,054.7
NEXT Retail 1,848.2 - - - 1,848.2
NEXT Finance - 268.7 - - 268.7
NEXT International
Retail 51.6 - 5.3 - 56.9
NEXT Sourcing 9.5 - - - 9.5
Lipsy 10.8 - 2.3 - 13.1
Property Management - - - 15.1 15.1
(____________) (____________) (____________) (____________) (____________)
Total 3,974.8 268.7 7.6 15.1 4,266.2
(____________) (____________) (____________) (____________) (____________)
52 weeks to 26 January 2019
Credit
Sale of account Rental
goods interest Royalties income Total
GBPm GBPm GBPm GBPm GBPm
NEXT Online 1,864.6 - - - 1,864.6
NEXT Retail 1,955.9 - - - 1,955.9
NEXT Finance - 250.3 - - 250.3
NEXT International
Retail 56.7 - 5.5 - 62.2
NEXT Sourcing 6.9 - - - 6.9
Lipsy 12.9 - 2.1 - 15.0
Property Management - - - 12.5 12.5
(____________) (____________) (____________) (____________) (____________)
Total 3,897.0 250.3 7.6 12.5 4,167.4
(____________) (____________) (____________) (____________) (____________)
4. Earnings Per Share
Basic Earnings Per Share is based on the profit for the year
attributable to the equity holders of the Parent Company divided by
the net of the weighted average number of shares ranking for
dividend less the weighted average number of shares held by the
ESOT during the period.
2020 2019 2020 2019
including including excluding excluding
IFRS 16 IFRS 16 IFRS 16 IFRS 16
------------------------- ----------- ----------- ----------- -----------
Basic Earnings Per Share 472.4p 441.7p 459.8p 435.3p
------------------------- ----------- ----------- ----------- -----------
Diluted Earnings Per Share is calculated by adjusting the
weighted average number of shares used for the calculation of basic
Earnings Per Share as increased by the dilutive effect of potential
ordinary shares. Dilutive shares arise from employee share option
schemes where the exercise price is less than the average market
price of the Company's ordinary shares during the period. Their
dilutive effect is calculated on the basis of the equivalent number
of nil cost options. Where the option price is above the average
market price, the option is not dilutive and is excluded from the
diluted EPS calculation. There were 2,424,915 non-dilutive share
options in the current year (2019: 3,508,782).
2020 2019 2020 2019
including including excluding excluding
IFRS 16 IFRS 16 IFRS 16 IFRS 16
--------------------------- ----------- ----------- ----------- -----------
Diluted Earnings Per Share 468.8p 439.3p 456.3p 433.0p
--------------------------- ----------- ----------- ----------- -----------
5. Dividends
Year to 25 January 2020
Pence Statement
per Cash Flow of Changes
Paid share Statement in Equity
GBPm GBPm
Final ordinary dividend for the
year to Jan 2019 1 Aug 2019 110p 140.3 140.3
Interim ordinary dividend for
the year to Jan 2020 2 Jan 2020 57.5p 73.3 73.3
(________) (________)
213.6 213.6
(________) (________)
Year to 26 January 2019
Pence Statement
per Cash Flow of Changes
Paid share Statement in Equity
GBPm GBPm
Final ordinary dividend for the
year to Jan 2018 1 Aug 2018 105p 141.9 141.9
Interim ordinary dividend for
the year to Jan 2019 2 Jan 2019 55p 73.8 73.8
(________) (________)
215.7 215.7
(________) (________)
6. Defined benefit pension
The principal pension scheme is the 2013 NEXT Group Pension
Plan, which includes defined benefit and defined contribution
sections.
The movement in the defined benefit pension surplus in the
period is as follows:
52 weeks to 52 weeks to
25 January 26 January 2019
2020
GBPm GBPm
Surplus in schemes at the beginning
of the period 125.0 106.2
Current service cost (6.0) (8.2)
Guaranteed Minimum Pension equalisation - (0.4)
Administration costs (2.4) (1.9)
Net interest 3.7 2.8
Employer contributions 7.3 7.8
Actuarial gains and return on plan assets 5.8 18.7
(___________) (___________)
Surplus in schemes at the end of the
period 133.4 125.0
(___________) (___________)
The main financial assumptions and actuarial valuations have
been updated by independent qualified actuaries under IAS 19
"Employee benefits". The following financial assumptions have been
used:
52 weeks to 52 weeks to
25 January 26 January 2019
2020
Discount rate 1.75% 2.90%
Inflation - RPI 2.80% 3.15%
Inflation - CPI 1.90% 2.15%
Salary increases - -
Pension increases in payment
- RPI with a maximum of 5% 2.75% 2.95%
- RPI with a maximum of 2.5% and discretionary
increases 1.90% 2.05%
7. Other financial assets and liabilities
Other financial assets and other financial liabilities include
the fair value of derivative contracts which the Group uses to
manage its foreign currency and interest rate risks. All
derivatives are categorised as Level 2 under the requirements of
IFRS 13, as they are valued using techniques based significantly on
observed market data.
8. Customer and other receivables
The following table shows the components of net receivables:
25 January 26 January
2020 2019
Restated
GBPm GBPm
Gross customer receivables 1,455.5 1,417.2
Less: refund liabilities (49.9) (44.5)
(___________) (___________)
Net customer receivables 1,405.6 1,372.7
Less: allowance for expected credit losses (171.5) (165.5)
(___________) (___________)
1,234.1 1,207.2
Other trade receivables 26.4 23.8
Less: allowance for expected credit losses (0.5) (0.5)
(___________) (___________)
1,260.0 1,230.5
(___________) (___________)
Presentation of the above, split by total receivables and
allowances:
Net customer receivables 1,405.6 1,372.7
Other trade receivables 26.4 23.8
(___________) (___________)
1,432.0 1,396.5
Less: allowance for expected credit losses (172.0) (166.0)
(___________) (___________)
1,260.0 1,230.5
Prepayments 38.8 37.2
Other debtors 13.3 14.7
Amounts due from associate and joint venture 3.2 3.0
(___________) (___________)
1,315.3 1,285.4
(___________) (___________)
No interest is charged on customer receivables if the statement
balance is paid in full and to terms; otherwise balances bear
interest at a variable annual percentage rate of 23.9% (2019:
23.9%) at the year-end date, except for GBP6.0m (2019: GBP3.1m) of
next3step balance that bears interest at 29.9% (2019: 29.9%).
The fair value of customer receivables and other trade
receivables is approximately GBP1,200m (2019: GBP1,170m). This has
been calculated based on future cash flows discounted at an
appropriate rate for the risk of the debt. The fair value is within
Level 3 of the fair value hierarchy.
9. Trade payables and other liabilities
26 January 2019
25 January 2020 Restated
Current Non-current Current Non-current
GBPm GBPm GBPm GBPm
Trade payables 212.8 - 209.4 -
Refund liabilities 5.4 - 6.2 -
Other taxation and social security 73.4 - 68.3 -
Deferred revenue from sale of gift cards 74.9 - 75.4 -
Share-based payment liability 0.2 0.2 0.2 0.2
Other creditors and accruals 225.3 14.3 236.8 8.9
(___________) (___________) (___________) (___________)
592.0 14.5 596.3 9.1
(___________) (___________) (___________) (___________)
10. Corporate bonds
Balance sheet value Nominal value
2020 2019 2020 2019
GBPm GBPm GBPm GBPm
Corporate bond 5.375% repayable 2021 327.0 327.5 325.0 325.0
Corporate bond 3.000% repayable 2025 250.0 - 250.0 -
Corporate bond 4.375% repayable 2026 286.7 277.7 250.0 250.0
Corporate bond 3.625% repayable 2028 300.0 300.0 300.0 300.0
(___________) (___________) (___________) (___________)
1,163.7 905.2 1,125.0 875.0
(___________) (___________) (___________) (___________)
During the year the Group issued a new Corporate bond which has
a nominal value of GBP250.0m.
11. Share buybacks
Movements in the Company's issued share capital during the year
are shown in the table below:
2020 2020 2019 2019
Shares '000 Cost GBPm Shares '000 Cost GBPm
Shares in issue at start of year 138,606 13.9 144,882 14.5
Shares purchased for cancellation
in the year (5,377) (0.6) (6,276) (0.6)
(____________) (__________) (____________) (__________)
Shares in issue at end of year 133,229 13.3 138,606 13.9
(____________) (__________) (____________) (__________)
The total cost of shares purchased for cancellation as shown in
the Statement of Changes in Equity was GBP300.2m (2019:
GBP324.2m).
12. Analysis of net debt
Other non-cash
changes
January Cash Fair value January
2019 flow changes IFRS 2020
16
GBPm GBPm GBPm GBPm GBPm
Cash and short term
deposits 156.3 86.6
Overdrafts and short
term
borrowings (122.3) (33.7)
(__________) (__________) (__________) (__________) (__________)
Cash and cash
equivalents 34.0 18.9 - - 52.9
Unsecured bank loans (255.0) 215.0 - - (40.0)
Corporate bonds (905.2) (250.2) (8.3) - (1,163.7)
Fair value hedges of
corporate
bonds 30.4 - 8.3 - 38.7
(__________) (__________) (__________) (__________) (__________)
Net debt excluding
leases (1,095.8) (16.3) - - (1,112.1)
(_________) (__________) (__________) (__________) (__________)
Current lease liability (175.6) 224.4 - (221.1) (172.3)
Non-current lease
liability (1,190.7) - - 112.0 (1,078.7)
(__________) (__________) (__________) (__________) (__________)
(1,366.3) 224.4 - (109.1) (1,251.0)
(__________) (__________) (__________) (__________) (__________)
Net debt including
leases (2,462.1) 208.1 - (109.1) (2,363.1)
(_________) (__________) (__________) (__________) (__________)
13. IFRS 16 transition note
52 weeks to Adjustments 52 weeks to
25 January on adoption 25 January
2020 of IFRS 2020
Excluding IFRS 16
16 GBPm GBPm
Impact on profit for the period Notes GBPm
Total revenue 4,266.2 - 4,266.2
Cost of sales (i) (2,706.7) 81.0 (2,625.7)
(__________) (__________) (__________)
Gross profit 1,559.5 81.0 1,640.5
Distribution costs (517.8) 0.8 (517.0)
Administrative costs (267.7) - (267.7)
Other losses (1.5) - (1.5)
(__________) (__________) (__________)
Trading profit 772.5 81.8 854.3
Share of results of associates
and joint venture (0.4) - (0.4)
(__________) (__________) (__________)
Operating profit 772.1 81.8 853.9
(__________) (__________) (__________)
Finance income 0.2 - 0.2
Finance costs (i) (43.8) (61.8) (105.6)
(__________) (__________) (__________)
Profit before taxation 728.5 20.0 748.5
Taxation (v) (134.6) (3.7) (138.3)
(__________) (__________) (__________)
Profit attributable to equity
holders 593.9 16.3 610.2
(__________) (__________) (__________)
52 weeks to Adjustments 52 weeks to
26 January on adoption 26 January
2019 of IFRS 2019
Excluding IFRS 16 Restated
16 GBPm GBPm
Impact on profit for the period GBPm
Total revenue 4,167.4 - 4,167.4
Cost of sales (i) (2,693.2) 78.3 (2,614.9)
(__________) (__________) (__________)
Gross profit 1,474.2 78.3 1,552.5
Distribution costs (458.3) 0.8 (457.5)
Administrative costs (255.4) - (255.4)
Other gains 1.4 - 1.4
(__________) (__________) (__________)
Trading profit 761.9 79.1 841.0
Share of results of associates
and joint venture 0.1 - 0.1
(__________) (__________) (__________)
Operating profit 762.0 79.1 841.1
(__________) (__________) (__________)
Finance income 0.4 - 0.4
Finance costs (i) (39.5) (68.4) (107.9)
(__________) (__________) (__________)
Profit before taxation 722.9 10.7 733.6
Taxation (v) (132.5) (2.0) (134.5)
(__________) (__________) (__________)
Profit attributable to equity
holders 590.4 8.7 599.1
(__________) (__________) (__________)
Impact on net assets and retained earnings as at 25 January
2020
25 January IFRS 16 25 January
2020 Adjustment 2020
Notes GBPm
GBPm GBPm
ASSETS AND LIABILITIES
Non-current assets
Property, plant and equipment 578.5 - 578.5
Intangible assets 44.2 - 44.2
Right-of-use asset (ii) - 852.7 852.7
Associates, joint venture and
other investment 5.0 - 5.0
Defined benefit pension asset 133.4 - 133.4
Other financial assets 48.4 - 48.4
Deferred tax assets (v) 17.5 38.2 55.7
(__________) (__________) (__________)
827.0 890.9 1,717.9
Current assets
Inventories 527.6 - 527.6
Customer and other receivables (iv) 1,367.9 (52.6) 1,315.3
Right of return asset 24.2 - 24.2
Other financial assets 1.7 - 1.7
Cash and short term deposits 86.6 - 86.6
(__________) (__________) (__________)
2,008.0 (52.6) 1,955.4
(__________) (__________) (__________)
Total assets 2,835.0 838.3 3,673.3
(__________) (__________) (__________)
Current liabilities
Bank loans and overdrafts (73.7) - (73.7)
Trade payables and other liabilities (iv) (640.6) 48.6 (592.0)
Lease liabilities (iii) - (172.3) (172.3)
Other financial liabilities (32.6) - (32.6)
Current tax liabilities (79.2) - (79.2)
(__________) (__________) (__________)
(826.1) (123.7) (949.8)
Non-current liabilities
Corporate bonds (1,163.7) - (1,163.7)
Provisions (iv) (12.4) (4.9) (17.3)
Other financial liabilities (7.8) - (7.8)
Lease liabilities (iii) - (1,078.7) (1,078.7)
Other liabilities (iv) (212.1) 197.6 (14.5)
Deferred tax liabilities - - -
(__________) (__________) (__________)
(1,396.0) (886.0) (2,282.0)
(__________) (__________) (__________)
Total liabilities (2,222.1) (1,009.7) (3,231.8)
(__________) (__________) (__________)
NET ASSETS 612.9 (171.4) 441.5
(__________) (__________) (__________)
TOTAL EQUITY 612.9 (171.4) 441.5
(__________) (__________) (__________)
Impact on net assets and retained earnings as at 26 January
2019
26 January IFRS 16 26 January
2019 Adjustment 2019
Notes GBPm Restated
GBPm GBPm
ASSETS AND LIABILITIES
Non-current assets
Property, plant and equipment 564.9 - 564.9
Intangible assets 42.6 - 42.6
Right-of-use asset (ii) - 943.8 943.8
Associates, joint venture and
other investment 5.1 - 5.1
Defined benefit pension asset 125.0 - 125.0
Other financial assets 41.5 - 41.5
Deferred tax assets (v) - 41.9 41.9
(__________) (__________) (__________)
779.1 985.7 1,764.8
Current assets
Inventories 502.8 - 502.8
Customer and other receivables (iv) 1,339.8 (54.4) 1,285.4
Right of return asset 23.4 - 23.4
Other financial assets 9.9 - 9.9
Cash and short term deposits 156.3 - 156.3
(__________) (__________) (__________)
2,032.2 (54.4) 1,977.8
(__________) (__________) (__________)
Total assets 2,811.3 931.3 3,742.6
(__________) (__________) (__________)
Current liabilities
Bank loans and overdrafts (377.3) - (377.3)
Trade payables and other liabilities (iv) (640.7) 44.4 (596.3)
Lease liabilities (iii) - (175.6) (175.6)
Other financial liabilities (9.4) - (9.4)
Current tax liabilities (85.1) - (85.1)
(__________) (__________) (__________)
(1,112.5) (131.2) (1,243.7)
Non-current liabilities
Corporate bonds (905.2) - (905.2)
Provisions (iv) (10.3) (5.4) (15.7)
Other financial liabilities (9.2) - (9.2)
Lease liabilities (iii) - (1,190.7) (1,190.7)
Other liabilities (iv) (217.5) 208.4 (9.1)
Deferred tax liabilities (2.8) - (2.8)
(__________) (__________) (__________)
(1,145.0) (987.7) (2,132.7)
(__________) (__________) (__________)
Total liabilities (2,257.5) (1,118.9) (3,376.4)
(__________) (__________) (__________)
NET ASSETS 553.8 (187.6) 366.2
(__________) (__________) (__________)
TOTAL EQUITY 553.8 (187.6) 366.2
(__________) (__________) (__________)
Impact on net assets and retained earnings as at 27 January
2018
27 January IFRS 16 27 January
2018 Adjustment 2018
Notes GBPm Restated
GBPm GBPm
ASSETS AND LIABILITIES
Non-current assets
Property, plant and equipment 558.9 - 558.9
Intangible assets 42.9 - 42.9
Right-of-use asset (ii) - 948.9 948.9
Associates, joint venture and
other investment 2.1 - 2.1
Defined benefit pension asset 106.2 - 106.2
Other financial assets 48.1 - 48.1
Deferred tax assets (v) 5.8 44.0 49.8
(__________) (__________) (__________)
764.0 992.9 1,756.9
Current assets
Inventories 466.7 - 466.7
Customer and other receivables (iv) 1,248.2 (55.7) 1,192.5
Right of return asset 23.4 - 23.4
Other financial assets 5.7 - 5.7
Cash and short term deposits 53.5 - 53.5
(__________) (__________) (__________)
1,797.5 (55.7) 1,741.8
(__________) (__________) (__________)
Total assets 2,561.5 937.2 3,498.7
(__________) (__________) (__________)
Current liabilities
Bank loans and overdrafts (180.0) - (180.0)
Trade payables and other liabilities (iv) (580.2) 39.9 (540.3)
Lease liabilities (iii) - (165.8) (165.8)
Other financial liabilities (59.3) - (59.3)
Current tax liabilities (95.3) - (95.3)
(__________) (__________) (__________)
(914.8) (125.9) (1,040.7)
Non-current liabilities
Corporate bonds (908.5) - (908.5)
Provisions (iv) (10.4) (6.7) (17.1)
Other financial liabilities (12.4) - (12.4)
Lease liabilities (iii) - (1,213.8) (1,213.8)
Other liabilities (iv) (232.8) 212.9 (19.9)
(__________) (__________) (__________)
(1,164.1) (1,007.6) (2,171.7)
(__________) (__________) (__________)
Total liabilities (2,078.9) (1,133.5) (3,212.4)
(__________) (__________) (__________)
NET ASSETS 482.6 (196.3) 286.3
(__________) (__________) (__________)
TOTAL EQUITY 482.6 (196.3) 286.3
(__________) (__________) (__________)
(i) Income Statement
Under the previous accounting standard for leases, IAS 17,
lease costs were recognised on straight line basis over the
term of the lease. The Group recognised these costs within
cost of sales and distribution costs.
On adoption of IFRS 16 these costs have been removed and replaced
with costs calculated on an IFRS 16 basis. The impact of removing
these costs on the January 2020 Income Statement was GBP222.1m
(2019: GBP217.1m).
Under IFRS 16 the right-of-use asset is depreciated over the
lease term. The Group has recognised the depreciation costs
on the right-of-use asset in cost of sales. The impact of
this adjustment in the January 2020 Income Statement was GBP140.3m
(2019: GBP138.0m).
The costs under IAS 17 were higher than the depreciation costs
recognised under IFRS 16 which has resulted in a net credit
under IFRS 16 to cost of sales and distribution costs. The
net impact of this adjustment in the January 2020 Income Statement
was GBP81.8m (2019: GBP79.1m).
Under IFRS 16 finance costs are charged on the lease liability
recognised. These costs are recognised within finance costs.
The impact of this adjustment on the January 2020 Income Statement
was GBP61.8m (2019: GBP68.4m).
The net impact of the above adjustments to the January 2020
profit before tax was GBP20.0m (2019: GBP10.7m).
(ii) Right-of-use asset
IFRS 16 has resulted in the recognition of a right-of-use
asset. This asset represents the Group's contractual right
to access an identified asset under the terms of the lease
contract.
(iii) Lease liability
IFRS 16 has resulted in the recognition of a lease liability.
This liability represents the Group's contractual obligation
to minimum lease payments during the lease term.
The element of the liability payable in next 12 months is
recognised as a current liability with the balance recognised
in non-current liabilities.
(iv) Working capital
Under IAS 17 certain lease incentives, rent prepayments, accruals
and similar amounts were held on the balance sheet as part
of working capital. Such balances are no longer recognised
as all payments, lease incentives and related costs are reflected
in either the right-of-use asset or the lease liability.
(v) Taxation
A deferred tax asset has been recognised on the transition
to IFRS 16 representing the timing difference on the amounts
taken to reserves. The deferred tax asset created at the point
of transition will unwind over the life of the leases held
at the date of transition.
14. AGM
The Annual General Meeting will be held at the Leicester
Marriott Hotel, Smith Way, Grove Park, Leicester, LE19 1SW on
Thursday 14 May 2020. The Annual Report and Accounts will be sent
to shareholders on 14 April 2020 and copies will be available from
the Company's registered office: Desford Road, Enderby, Leicester,
LE19 4AT and on our corporate website at nextplc.co.uk .
This statement, the full text of the Stock Exchange announcement
and the results presentation can be found on the Company's website
at nextplc.co.uk.
To view our range of exciting, beautifully designed, excellent
quality clothing and homeware go to next.co.uk .
Certain statements which appear in a number of places throughout
this announcement are "forward looking statements" which are all
matters that are not historical facts, including anticipated
financial and operational performance, business prospects and
similar matters. These forward looking statements are identifiable
by words such as "aim", "anticipate", "believe", "budget",
"estimate", "expect", "forecast", "intend", "plan", "project" and
similar expressions. These forward looking statements reflect
NEXT's current expectations concerning future events and actual
results may differ materially from current expectations or
historical results. Any such forward looking statements are subject
to risks and uncertainties, including but not limited to those
matters highlighted in the Chief Executive's review; failure by
NEXT to predict accurately customer fashion preferences; decline in
the demand for merchandise offered by NEXT; competitive influences;
changes in level of store traffic or consumer spending habits;
effectiveness of NEXT's brand awareness and marketing programmes;
general economic conditions or a downturn in the retail industry;
the inability of NEXT to successfully implement relocation or
expansion of existing stores; insufficient consumer interest in
NEXT Online; acts of war or terrorism worldwide; work stoppages,
slowdowns or strikes; and changes in financial and equity markets.
These forward looking statements do not amount to any
representation that they will be achieved as they involve risks and
uncertainties and relate to events and depend upon circumstances
which may or may not occur in the future and there can be no
guarantee of future performance. Undue reliance should not be
placed on forward looking statements which speak only as of the
date of this document. NEXT does not undertake any obligation to
update publicly or revise forward looking statements, whether as a
result of new information, future events or otherwise, except to
the extent legally required.
This information is provided by RNS, the news service of the
London Stock Exchange. RNS is approved by the Financial Conduct
Authority to act as a Primary Information Provider in the United
Kingdom. Terms and conditions relating to the use and distribution
of this information may apply. For further information, please
contact rns@lseg.com or visit www.rns.com.
END
FR GPUWPWUPUUPB
(END) Dow Jones Newswires
March 19, 2020 03:00 ET (07:00 GMT)
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