TIDMCRAW
RNS Number : 9941L
Crawshaw Group PLC
25 April 2018
25 April 2018
Crawshaw Group Plc
Operational progress against challenging market conditions
Crawshaw Group Plc ("Crawshaw", the "Company" or the "Group"),
the UK's leading value butcher, announces its results for the 52
weeks ended 28 January 2018.
Financial Highlights
-- Group revenue up 1% to GBP44.6m (2017: GBP44.2m)
-- Gross margin of 42.0% (2017: 43.5%)
-- EBITDA(1) loss of -GBP0.8m (2017: profit of GBP0.1m)
-- Adjusted EBITDA(2) -GBP0.4m (2017: GBP1.3m)
-- Underlying operating loss(3) of GBP2.0m (2017: GBP1.1m underlying operating loss)
-- Statutory loss before tax of GBP13.5m (2016: loss before tax
GBP1.4m), due to a one off non cash impairment charge of GBP10.6m
and GBP0.8m exceptional costs
-- Cash of GBP4.7m at 28 January 2018 (GBP2.1m at 29 January 2017)
Operational Highlights
Operational focus on positioning Crawshaws as Britain's leading
value butcher, delivering great quality fresh meat at the lowest
possible price:
-- Group sales increase as retail portfolio rebalanced towards
unique factory shops; challenging trading conditions and sterling
weakness impacted profitability
o Sales from new factory shops offsetting 5.4% LFL sales(4)
reduction in high street estate
o Customer numbers -3%; momentum build across H1 impacted by
more challenging market conditions in Q4 (Q1 -5.6%, Q2 -1.1%, Q3
+1.2%, Q4 -5.9%)
o Margin impacted by 1.5% from sterling depreciation. Investment
in value partially offset by benefits from strategic partnership
with 2Sisters Food Group entered into in May 2017
-- Rollout of successful factory shop format to underpin long-term profitability
o 5 new factory shops opened in the period; on course to deliver
1 year payback on capital expenditure
o Factory shops trading in the period delivered c.22% of Group
sales (up from 15% in 2016)
o Total number of factory shops at 10. Further openings expected
at 5-10 per year
-- Review of high street shop estate undertaken; focus on improving productivity
o Full year high street performance impacted by consumer
headwinds and inflationary pressures
o Two unprofitable shops closed during the period
o High street efficiencies targeted through creation of central
production capability at Hellaby factory
-- The Company is well advanced in recruiting a new CEO and CFO
following the announcement on 23 March 2018 that Noel Collett (CEO)
and Alan Richardson (CFO) are to leave the business later this
year.
Current trading and outlook
Trading in our high street shops for the first 12 weeks of the
new financial year has remained challenging, exacerbated by recent
poor weather and continued high street pressures. However, our
factory shop format continues to perform well.
We believe our strategy to build factory shops and reduce the
dependence on the legacy high street business is the right one,
whilst reducing costs and improving revenue through the exceptional
value for money we offer. We expect a new leadership team to
support this strategy and bring new ideas and energy in its
execution.
Noel Collett, Chief Executive, said:
"This has been a disappointing year for Group sales. Whilst we
have been pleased with the strong performance of our factory shop
outlets, sales across our high street estate have proven more
challenging, exacerbated by the well documented high street
pressures.
"Against this, however, we have made operational progress to
strengthen the business. We are confident that the rollout of our
unique factory shops format and improvements in profitability
across the high street estate will leave the Group well-placed for
future growth."
Jim McCarthy, Chairman, said:
"While sales for the year have been challenging, I am confident
that the repositioning of the Group towards our successful factory
shop model will improve long-term profitability.
"I expect to provide an update on a new management team in due
course, who I am confident will help further develop Crawshaws'
market leading value and drive improved performance in both factory
shops and high street stores."
(1) EBITDA is defined by the Group as Operating profit/loss
before impairment charge, tax, exceptional items, depreciation,
amortisation, profit/(loss) on disposal of assets, net finance
costs and shared based payment charge attributable to the LTIP
Growth Share Scheme.
(2) Adjusted EBITDA is defined by the Group as Operating
profit/loss before impairment charge, tax, exceptional items,
depreciation, amortisation, profit/(loss) on disposal of assets,
net finance costs, share based payment charges attributable to the
LTIP Growth Share Scheme and Accelerated Opening Costs. Accelerated
opening costs are defined by the Group as the overhead investment
in people, processes, systems and new store pre-opening costs i.e.
costs directly associated with our accelerated store opening
programme. In the period these costs amounted to GBP0.4m (2017:
GBP1.2m) resulting in an adjusted EBITDA of -GBP0.4m (2017:
GBP1.3m).
(3) Underlying Operating Loss is defined by the Group as
Operating profit/loss before impairment change, exceptional items
and share based payment charges attributable to the LTIP Growth
Share Scheme.
(4) LFL stores are defined as stores which have been trading for
2 full years at the start of the financial year under review.
Enquiries:
Tulchan Communications LLP
Susanna Voyle, Will Smith 020 7353 4200
Crawshaw Group plc
Noel Collett, Alan Richardson 01709 369 600
Peel Hunt LLP
Adrian Trimmings, George Sellar 020 7418 8900
Chairman's Statement
Trading Performance Highlights
-- Group revenue up 1% to GBP44.6m (2017: GBP44.2m)
-- Gross margin of 42.0% (2017: 43.5%)
-- EBITDA(1) loss of -GBP0.8m (2017: profit of GBP0.1m)
-- Adjusted EBITDA(2) -GBP0.4m (2017: GBP1.3m)
-- Underlying Operating Loss(3) of GBP2.0m (2017: GBP1.1m underlying operating loss)
-- Statutory loss before tax of GBP13.5m (2017: loss before tax
GBP1.4m) due to a one off non cash impairment charge of GBP10.6m
and GBP0.8m exceptional costs
-- Cash balances of GBP4.7m at 28 January 2018 (GBP2.1m at 29 January 2017)
Results and Strategy
This was a challenging period for the Group, with initial sales
momentum in H1 subsiding in a more challenging consumer environment
in H2 with sterling devaluation driving increases to buying prices
impacting the profitability of the business.
Group revenue increased by 1%, with GBP3.6m of additional sales
from new and annualising factory shops offsetting the -5.4%
reduction in LFL sales(4) and lower sales from high street stores
which are not yet included within our LFL definition.
Group margin of 42.0% (2017: 43.5%) was impacted by 1.5% from
sterling devaluation. The investment in value of 1% we noted in our
half year results was partially offset by the benefits from our
strategic partnership with 2Sisters Food Group.
As a consequence of the impact from sterling devaluation noted
above and the costs of operating more stores, adjusted EBITDA
reduced to -GBP0.4m (2017: GBP1.3m). The EBITDA performance for the
group was -GBP0.8m (2017: GBP0.1m) reflecting spend on pre-opening
costs of GBP0.4m (2017: GBP1.2m). This spend was reduced
significantly year on year in line with fewer new store openings
and the simpler opening requirements of factory shops with a lower
headcount dedicated to the new store openings programme.
We finished the year with 52 trading stores, opening 5 new
factory shops in the period and closing 2 underperforming high
street units. The factory shop rollout continues to perform well,
with further improvements in the capital investment(5) per unit
further reduced from GBP150k to an average of GBP130k per unit, and
operating performance giving a cash payback on investment of
c.1-year.
The business recorded an underlying operating loss before tax of
GBP2.0m (2017: underlying operating loss of GBP1.1m) as a result of
the decline in EBITDA performance. We report a statutory loss
before tax of GBP13.5m, which includes a one off non cash goodwill
impairment charge of GBP10.6m (2017: NIL) and exceptional costs of
GBP0.8m (2017: GBP0.1m). The impairment was recognised following
our annual goodwill assessment where, when the impact on future
cash flows of sterling depreciation and wage inflation are taken
into account, the goodwill balance was no longer supported. It is
worth noting that this assessment specifically excludes the
expected growth from new stores, in line with the relevant
accounting standard.
Cash
The business continues to have sufficient headroom in its cash
balances following the share placement in the year, with no debt
and cash on hand of GBP4.7m at the balance sheet date. The primary
purpose of the funding is to continue the successful factory shop
rollout, but we will of course balance our investment in growth
with maintaining a strong balance sheet.
(1) EBITDA is defined by the Group as Operating profit/loss
before impairment charge, tax, exceptional items, depreciation,
amortisation, profit/(loss) on disposal of assets, net finance
costs and shared based payment charge attributable to the LTIP
Growth Share Scheme.
(2) Adjusted EBITDA is defined by the Group as Operating
profit/loss before impairment charge, tax, exceptional items,
depreciation, amortisation, profit/(loss) on disposal of assets,
net finance costs, share based payment charges attributable to the
LTIP Growth Share Scheme and Accelerated Opening Costs. Accelerated
opening costs are defined by the Group as the overhead investment
in people, processes, systems and new store pre-opening costs i.e.
costs directly associated with our accelerated store opening
programme. In the period these costs amounted to GBP0.4m (2017:
GBP1.2m) resulting in an adjusted EBITDA of -GBP0.4m (2017:
GBP1.3m).
(3) Underlying Operating Loss is defined by the Group as
Operating profit/loss before impairment change, exceptional items
and share based payment charges attributable to the LTIP Growth
Share Scheme.
(4) LFL stores are defined as stores which have been trading for
2 full years at the start of the financial year under review.
(5) Capital investment is defined the by Group as fixed asset
additions
Outlook
We continue to work through a period of transition as we
re-balance the portfolio away from its historical dependence on
high streets and towards the factory shop model which, as we have
noted in previous updates, underpins the long-term profitability of
the business. Our focus during this transitional period is
two-fold; 1) continuing to rollout our successful factory shop; and
2) increasing the profitability of the high street stores.
We have a number of opportunities and initiatives currently in
trial in our high street stores which we believe will improve the
performance of this estate and we have a robust pipeline of factory
shop opportunities from which we expect to deliver 5-10 new stores
openings in the next 12 months.
In addition, we expect a new leadership team to bring new ideas
and energy which will help us to drive improved performance in both
factory shop and high street store profitability in this
challenging environment.
Jim McCarthy
Chairman
Chief Executive Officer's Review
Performance & Operational Review
We have come to the end of what was a very challenging year on
the high street, with sales coming in below our expectations. We
have seen a further deterioration in the performance of our high
street stores, but have made some significant steps forward on our
plans to transition our retail model away from the high streets and
towards our successful factory shop concept. As expected, we have
seen a further deterioration in the performance of our legacy high
street stores.
Revenue
Group revenue for the year under review increased by 1% to
GBP44.6m, an increase of GBP0.4m. Within that, the 7 new factory
shops opened across FY 17 and FY 18 contributed an additional
GBP3.6m year on year whilst the 5.4% decline experienced by the LFL
stores and a reduction in sales in the non-LFL high street stores
lead to a GBP3.1m sales reduction.
The trading activities and initiatives started in FY 17 as part
of our recovery plan were continued into this financial year and
continued to show positive results, with LFL performance improving
from -5.2% in Q1 to -3.2% Q2. Our trading momentum slowed through
Q3 and into Q4 with LFL sales of -4.0% and -9.0% respectively as we
were unable to achieve the same level of customer number increases
than in the previous year when our recovery plan actions were
initially launched. As a result, we re-based our promotional plan
to offer a smaller selection of deeper discounted products and
introduced a lower priced multibuy range into a number of test
stores. Whilst these initiatives were well received by existing
store customers and have been an integral part of the successful
launch of the new factory shops in the year, they are yet to gain
sufficient traction by attracting new customers in our high street
stores.
Strategic Partnership
During the year, we entered into a Strategic Supply Partnership
with 2Sisters Food Group (2S) which enabled the business to access
significant volumes of poultry products at a cost advantage to
previous supply routes. The relationship has continued to progress
with the product assortment allowing us to mitigate some of the
impact of sterling devaluation on buying prices and offer customers
new products at fantastic price points. There have been some
operational challenges in recent months as 2S addressed some
well-documented internal challenges, we remain convinced of the
strategic rational of the partnership with the business benefitting
from UK supply of whole birds, drumsticks and added value breaded
chicken product.
Growth Plan - Factory Shops
Our growth plan re-started part way through the financial year
with 5 new factory shop units opening between May and November
2017. We continue to be very pleased with the performance of these
units which, following further reductions in capital investment
requirements to an average of GBP130k per store, deliver a cash
payback on investment of c.1-year.
As we have previously noted, the new factory shops continue to
perform well despite the weak consumer environment through a
combination of the value offered to customers and their ease of
access. We have also had some success on new store launches
following social media campaigns which have promoted the stores
with targeted competitions and offers. As a result, the new factory
shops have an average of 4,000 followers on Facebook with whom we
are able to directly communicate new deals and offers. In addition,
the bigger footprint of these stores has allowed us to increase the
number of fresh meat products we present to customers, with a new
'Lean Protein' range and 'Easy Meals for 2' range being the latest
innovations introduced into these stores. We are also in the
process of trialling new products within the meal-solutions
category.
Factory shops are becoming an increasingly important part of the
business, contributing 22% of sales for the full year, increasing
to 26% through Q4 when the 5 new shops were all trading.
High Street
Despite the success of the new factory shops, the performance of
the business overall has been behind our expectations as a result
of the deterioration in high street store sales and profitability.
As noted above, we have sought to trade our way to an improved
performance through changes to the offer which are yet to gain the
required traction. As a result, our focus has evolved to reviewing
the productivity of the estate overall through a combination of
sales driving and cost saving initiatives.
As part of this review, we have identified 2 stores where we
took the decision to close as they were making a trading loss which
was greater than their fixed property costs.
We believe that the majority of our high street stores are
capable of generating a significantly improved return by changing
the balance of where certain tasks are carried out across the
business. Following the central investment in automated cutting and
packing lines, we have created a central production capability at
our Hellaby Factory.
Central Production - Strategic Development
The strategic development of our central production is enabling
us to re-engineer the store labour model to reduce store-based
headcount and re-focus the remaining work content from production
to customer service. This activity is currently being trialled
across 8 stores in Q1 FY 19 with an expectation of rollout across
the full estate from Q2 onwards. In addition to providing a boost
to high street profitability, this development in our business
model will also allow us to improve the economics of our factory
shops. Furthermore, this central investment provides the capability
to service the wholesale and catering butchery supply routes in the
future.
Summary
Whilst we are disappointed with the financial results for FY 18,
we are pleased with the continued success of the factory shops
strategy and firmly believe the significant productivity
improvements across the business will improve profitability. We
remain fully committed to the business and the strategic
initiatives that are currently in flight and will support the new
leadership team during the smooth transition to ensure business
continuity. I would like to take this opportunity to thank all
colleagues, customers, suppliers and shareholders for their support
during my three years as CEO and wish the business much success in
the future.
Noel Collett
Chief Executive Officer
Chief Financial Officer's Review
Presentation of Results
To present a clear view of performance of the Group, we present
an Underlying Operating (Loss)/Profit number and an Adjusted EBITDA
number. The Underlying Operating (Loss)/Profit number adds back
share based payment charges, exceptional costs and any asset
impairment charges to give a clear view of underlying Group
performance. The Adjusted EBITDA number further excludes
depreciation, amortisation and accelerated opening costs to give a
clear view on the underlying trading performance of the Group.
We define accelerated opening costs as the investments in
people, processes and systems in the year to provide direct support
for our accelerated opening programme. In the year, these costs
amounted to GBP0.4m (2017: GBP1.2m) and are analysed by component
of spend in the table below.
The management team historically used Adjusted EBITDA as the
primary performance measure to understand business performance
without the distortive impact of costs being incurred to facilitate
store rollout. As the growth plan has transitioned to factory shops
which are capable of being opened with a lower dedicated central
cost, this measure will no longer be used in assessing performance
in future accounting periods with EBITDA becoming the primary
internal performance measure.
Underlying Operating Loss and Adjusted EBITDA
2018 2017
GBP'000 GBP'000
--------------------------------- --------- --------
Operating Loss after impairment
charge (13,535) (1,413)
--------------------------------- --------- --------
Share Based Payment Charge 92 217
--------------------------------- --------- --------
Exceptional Items 819 63
--------------------------------- --------- --------
Impairment of Goodwill 10,590 -
--------------------------------- --------- --------
Underlying Operating Loss (2,034) (1,133)
--------------------------------- --------- --------
Depreciation and Amortisation 1,186 1,237
--------------------------------- --------- --------
Accelerated Opening Costs 399 1,171
--------------------------------- --------- --------
Adjusted EBITDA (449) 1,275
--------------------------------- --------- --------
The operating loss in the year of GBP13.5m includes exceptional
items of GBP0.8m and an impairment of goodwill of GBP10.6m. The
exceptional items are made up of deal fees relating to the share
placing and the supply agreement with 2Sisters and a provision to
cover the cost of closing 2 underperforming High Street units. As
part of our annual goodwill assessment, forecast future cash flows
were adjusted to take into account the impacts of sterling
depreciation on buying prices and expected wage inflation. This
assessment specifically excludes any future new stores (as required
by IAS 36) and as a result the goodwill balance was found to be
impaired which has been reflected in these financial
statements.
Accelerated Opening Costs
2018 2017
GBP'000 GBP'000
------------------------------------- -------- --------
Salaries 290 878
------------------------------------- -------- --------
New store pre-opening costs 109 189
------------------------------------- -------- --------
Consultancy (property / recruitment
/ other) - 45
------------------------------------- -------- --------
Other - 59
------------------------------------- -------- --------
Total 399 1,171
------------------------------------- -------- --------
The level of accelerated opening costs has reduced significantly
year on year in line with fewer stores being opened in the
financial year under review (5 new stores opened FY 18, 11 new
stores opened FY 17) and the simpler opening requirements of
factory shop stores allowing us to reduce the number of dedicated
central roles.
We now expect the level of accelerated opening costs to remain
at this run rate and therefore, as these costs will no longer
distort the performance of the Group, we will no longer present
accelerated opening cost numbers in future reporting periods.
Loss Before Tax "PBT" and Earnings Per Share "EPS"
The Group delivered a loss before tax of GBP13.5m (2017: GBP1.4m
loss) as a result of the goodwill impairment charge. The Loss
Before Tax number includes an IFRS 2 shared based payment charge of
GBP0.1m (2017: GBP0.2m). This translated to a negative EPS at
(12.950) pence per share (2017: negative 1.535 pence per
share).
Operational Overheads
Operational overheads are defined as the administrative expenses
of the Group less accelerated opening costs, exceptional costs,
impairment, depreciation, amortisation and share based payments as
this gives a clearer reflection on the underlying operational costs
performance of the Group. On this basis, the ratio of overhead
costs as a % of sales has increased to 43% (2017: 41%). This
reflects the impact of specific cost inflation on wages and the
impact of lower sales on a relatively fixed overhead cost base.
2018 2017
GBP'000 GBP'000
-------------------------------- -------- --------
Administrative expenses 21,710 20,715
-------------------------------- -------- --------
Accelerated opening costs (399) (1,171)
-------------------------------- -------- --------
Depreciation and amortisation (1,186) (1,237)
-------------------------------- -------- --------
Share based payment (92) (217)
-------------------------------- -------- --------
Exceptional costs (819) (63)
-------------------------------- -------- --------
Operational overheads 19,214 18,027
-------------------------------- -------- --------
Operation overheads % of sales 43% 41%
-------------------------------- -------- --------
Cashflow
We have closed the year with GBP4.7m of cash on the balance
sheet (2017: GBP2.1m) following raising new share capital in the
early part of the financial year which was used to re-start the
growth programme and funded the operating cash outflow experienced
by the business in the period. The Board has re-iterated its
commitment to a strong balance sheet with priority being given to
improving cash generation of the core business.
Summary
It has been a year another year of considerable change and
challenge with a recovery in trading momentum in H1 and the
transformational supply agreement and share placing allowing us to
re-start a factory shop based opening programme. Despite
challenging trading conditions and deterioration in trading
performance in H2, the share capital raised in the period resulted
in a year end cash on hand position of GBP4.7m. The Board are
committed to maintaining a strong balance sheet and are
appropriately balancing productivity improvements and further
investments in growth.
Alan Richardson
Chief Financial Officer
Strategy and Business Model
Our Mission
To use our expertise to source, prepare, produce and retail
quality fresh meat products at a price and a service level that
continues to delight our customers.
Principal Activities
The principal activity of the Group continues to be the
operation of a chain of meat focused retail food stores.
The Group operates from a head office and distribution centre in
Rotherham, plus 52 retail locations across Yorkshire, Lincolnshire,
Nottinghamshire, Derbyshire, the North West and the Midlands.
Business Model
Our management team have extensive experience in sourcing
quality meat products from tried and tested local and international
suppliers at the lowest possible prices. Whilst we do buy longer
term to ensure that we have a core range of products, we pride
ourselves on identifying key lines in the spot market that offer
value to our customers.
We have our own distribution centres where we control additional
processing and logistics as well as the production of our own award
winning sausages, beef burgers, beef mince and grill sticks.
Our retail outlets are manned with skilled butchers who are
happy to help customers with advice on choosing the right product,
in the right quantities as well as how to cook it.
Our product range is split into 2 distinct areas:
-- Traditional raw meat - we have a wide range of products sold
either (i) loose in a serve over counter for the traditional
experience or (ii) as multi buy packs on supermarket style multi
deck counters which have all been cut and packaged in store.
-- Hot and cold cooked food - Freshly prepared roast chickens,
gammon and pork joints, hot roast sandwiches, shop cooked curries
and casseroles, chicken and chips as well as other traditional deli
products.
Operational Strategy
The Board is focussed on growing the business through
identifying new profitable store locations and investing resources
in a controlled expansion programme, whilst ensuring the core
business continues to deliver quality products and excellent
customer service at competitive prices.
-- New store locations are regularly reviewed for suitability to
grow/replace our existing retail estate.
-- New products are researched, tested and trialled frequently.
-- Customer feedback is sought and reviewed on an ongoing basis.
-- Key price points from competitors are monitored regularly.
-- Our food safety management systems are continually reviewed
and updated to ensure our procedures are in line with the highest
standards.
As raw meat is a traded commodity, the business operates in an
environment where input prices can fluctuate based on worldwide
natural and economic factors such as a growing world population,
climate change, exchange rates and changing dietary habits.
The Company's purchasing and sales strategy is designed to
minimise these risks by ensuring (i) we sell a broad range of
products and (ii) we use a broad range of tried and tested
suppliers across the globe rather than relying on any specific
supplier or region.
Food Safety
We protect our customers and our brand by sourcing quality
products with full traceability. Further to this we invest
continually to ensure our food safety management systems are
implemented, delivered and audited at every location.
As the only independent retail butchers chain in England to have
Primary Authority, we continue to work with the Environmental
Health department at Wakefield Council. This gives each of our
locations, our staff and our customers a level of consistency in
food safety matters as we are all working to the same standards and
interpretations of the regulations.
Crawshaws continue to recognise the importance of food safety
and positive consistent progress has continued and our Hygiene
Ratings. 62% of the business are on 5 stars (Very good) and 23% on
4 (Good). Our factories have also consistently maintained standards
whilst increasing throughput to match the increases in sales.
There continues to be ongoing investment in training which has
not only provided legal compliance but has equipped Managers with
further knowledge and confidence to maintain food safety. Customer
feedback also indicates consistent quality control and that they
are happy that their needs are being met.
The maintenance and continued development of the company Food
Safety Management System has been fundamental in maintaining
standards across the company. Whilst the Company will continue to
face challenges, including changes in legislation, we are focused
on maintaining food safety on a consistent basis.
The focus on origin and traceability of products will continue
to be managed as we recognise this as being essential if we are to
meet the requirements of our customers and continue to supply safe
and legal products.
KPIs and Risk Management
The performance of the business is regularly monitored against
Key Performance Indicators (KPIs). Most of the KPIs identified
below are discussed in more detail in the Chairman's Statement.
KPI 2018 2017 Notes
----------------------- ---------- ---------- ------------------------
Revenue GBP44.6m GBP44.2m After trade discounts
and excluding VAT
----------------------- ---------- ---------- ------------------------
Gross profit as
a percentage of
Gross profit 42.0% 43.5% revenue
----------------------- ---------- ---------- ------------------------
Adjusted EBITDA(1) (GBP0.4m) GBP1.3m Adjusted pre tax
(loss)/profit before
interest, taxation,
depreciation and
amortisation
----------------------- ---------- ---------- ------------------------
EBITDA(2) (GBP0.8m) GBP0.1m Pre tax profit/(loss)
before interest,
taxation, depreciation
and amortisation
----------------------- ---------- ---------- ------------------------
Underlying operating (GBP2.0m) (GBP1.1m) Operating (Loss)/profit
(loss)/profit (3) before exceptional
costs and share
based payments
----------------------- ---------- ---------- ------------------------
Loss after tax
divided by the
average number
EPS (12.950)p (1.535)p of shares in issue
----------------------- ---------- ---------- ------------------------
Total operational
Operational Overheads overheads as a
%(5) 43% 41% percentage of revenue
----------------------- ---------- ---------- ------------------------
(1) Adjusted EBITDA is defined by Group as profit/loss before
tax, exceptional items, depreciation, amortisation, profit/(loss)
on disposal of assets, net finance costs, share based payment
charges attributable to the LTIP Growth Share Scheme and
Accelerated Opening Costs. Accelerated opening costs are defined by
the Group as the overhead investment in people, processes, systems
and new store pre-opening costs i.e. costs directly associated with
our accelerated store opening programme. In the period these costs
amounted to GBP0.4m (2017: GBP1.2m) resulting in an adjusted EBITDA
of -GBP0.4m (2017: GBP1.3m).
(2) EBITDA is defined by the Group as profit/loss before tax,
exceptional items, depreciation, amortisation, profit/(loss) on
disposal of assets, net finance costs and shared based payment
charge attributable to the LTIP Growth Share Scheme.
(3) Underlying Operating Loss is defined by the Group as
Operating Profit before exceptional items and share based payment
charges attributable to the LTIP Growth Share Scheme.
(4) LFL stores are defined as stores which have been trading for
2 full years at the start of the financial year under review.
(5) Operational overheads are defined as the administrative
expenses of the Group less accelerated opening costs, exceptional
costs, asset impairments, depreciation and amortisation and share
based payments which give a clearer reflection on the underlying
operational costs performance of the Group.
The principal risks and uncertainties affecting the Group
include the following:
-- EU trade deals and exchange rates post BREXIT: the Group
sources approximately half of the meat volumes sold through the
business from the EU. Any changes to the tariff free trade across
current members of the EU will require us to review our sourcing
model. All purchases of goods are made in sterling. Both short term
volatility and long term re-basing of international currency
markets will have an impact on raw material prices. The flexibility
to source globally provides a level of mitigation to this risk.
-- Raw material availability and prices: the Group monitors raw
material sources on a global basis and either contracts to buy a
set volume of goods for a set price for delivering on a specific
date or contracts to buy a set volume of goods at a set price over
a short time period, typically from 2 to 4 weeks.
-- Customer loss and Competition - There is an ongoing risk of
customer loss from enhanced competition. The Groups strategy is to
maintain customer loyalty through: 1) offering consistently high
quality products at consistently low prices, 2) offering customers
even greater value through a rolling cycle of deeply discounted
promotional offers and; 3) delivering superior service and product
expertise at all times. Competitor price points are reviewed
regularly to make sure customers can rely on us to be significantly
cheaper than our competitors.
-- Food Safety: compliance with legislation is continually
assessed with a rolling monthly internal Food Safety compliance
audit in each store augmenting the annual Environmental Health
Office inspections. Any performance exceptions are discussed as a
matter of course at the Monthly PLC Board meeting.
-- Environmental risks: the Group places considerable emphasis
upon environmental compliance in its business and not only seeks to
ensure ongoing compliance with relevant legislation but also
strives to ensure that environmental best practice is incorporated
into its key processes.
-- Major disruption/disaster: business continuity planning is reviewed regularly.
-- The effect of legislation or other regulatory activities: the
Group monitors forthcoming and current legislation.
-- Shrinkage: All retailers are exposed to customer and employee
theft. The Group has a zero tolerance to theft and we continually
review internal systems and controls. We maximise the use of CCTV
surveillance in store and aim to prosecute where relevant.
Our 2018 Strategic Report has been reviewed and approved by the
Board of Directors.
Alan Richardson
Chief Financial Officer
GOVERNANCE
Board Of Directors
Jim McCarthy, Chairman (Age: 61)
Jim has more than forty years of retail experience. He is
currently Chairman of discount retailer UP Global Sourcing Holdings
plc and Chairman of Wynnstay Group Plc, an AIM listed company. He
was previously CEO of T&S Stores Plc for eight years before
selling the business to Tesco Plc for c.GBP500m, then became the
Managing Director of Convenience at Sainsbury's, and most recently
was the CEO of leading value retailer Poundland Group plc for ten
years. Under Jim's leadership, Poundland's EBITDA grew from c.GBP7m
in 2006 to c.GBP57m in 2016, before the business was sold to
Steinhoff International in the same year for c.GBP750m.
Noel Collett, Chief Executive Officer (Age: 43)
Noel Collett joined Crawshaws as CEO in March 2015 having spent
over 16 years with Lidl, the German Discounter. Noel has held a
number of key senior leadership roles in the UK and Germany, and
for the 12 years before joining Crawshaws served as Lidl's Chief
Operating Officer for the UK business. He has been widely credited
as an instrumental figure in transforming Lidl from a low-cost
brand to a high-quality retailer during a decade of rapid sales
growth.
Alan Richardson, Chief Financial Officer (Age: 41)
Alan joined Crawshaws as the Chief Financial Officer in
September 2015 having spent 5 years at Morrisons, most recently as
Finance Director Retail & Logistics. Previous to that, Alan
spent 8 years at Asda in various senior finance roles following his
qualification as a Chartered Accountant at KPMG.
Mark Naughton-Rumbo, Non-Executive Director (Age: 57)
Mark qualified as a Chartered Accountant with Ernst &
Whinney in 1984 and since that time has held a number of key
directorships in public and private SME companies in the retail
sector. He has achievements in strategic development and
implementation, experience of managing businesses in extremely
challenging economic circumstances, delivering business turnaround
and profitable growth. He is currently Group CFO of Anthony
Nicholas Group, an Irish based fine jewellery and watch business
operating in the UK and Ireland retail sectors.
Stephen Henderson, Non-Executive Director (Age: 59)
Stephen is currently the CFO for Boparan Private Office and a
director or Invest Co 1. He was previously CFO of Boparan Holdings
Limited until 2014 and prior to that held a number of senior
finance roles at Northern Foods plc, including acting as CFO of
Northern Foods when it was acquired by Boparan Holdings Limited in
2011.
Noel Collett and Alan Richardson have notified the Board of
their intention to step down from their positions of Chief
Executive Officer and Chief Financial Officer respectively. A
process is underway to identify their replacements.
Directors' Report
The Directors present their Annual Report on the affairs of the
Group together with audited financial statements for the 52 weeks
ended 28 January (2017: 52 week period).
Crawshaw Group Plc ('the Company') is a public limited company
incorporated and domiciled in the United Kingdom and under the
Companies Act 2006.
The address of the Company's registered office is Crawshaw Group
Plc, Unit 4, Sandbeck Way, Hellaby Industrial Estate, Rotherham S66
8QL.
The Company has its primary listing on AIM, part of the London
Stock Exchange.
The Group financial statements were authorised for issue by the
Board of Directors on 24 April, 2018.
Further information on the activities of the business, the Group
strategy and an indication of the outlook for the business are
presented in the Chairman's Statement, the CEO's Statement and the
Strategy and Business Model sections of the report.
Results and Dividends
Reported under IFRS the Group loss before taxation is (GBP13.5m)
(2017: GBP1.4m loss). After a taxation credit of GBP0.3m (2017
credit: GBP0.2m) the Group loss for the year is GBP13.2m (2017:
GBP1.2m loss).
The directors do not propose payment of a final dividend.
Substantial Shareholdings
At 12 March 2018, the directors had been notified of the
following interests, of 3% and over, in the Company's issued
ordinary share capital:
Unaudited
Shareholder Number
of Ordinary %
Shares
Invest Co 1 Limited 33,594,490 29.72
Schroder Investment Management 15,000,000 13.27
Columbia Threadneedle Investment 7,849,523 6.94
Unicorn Asset Management 7,276,875 6.44
Hargreave Hale 6,731,071 5.96
D Rose, J Rose & J Rose Scudamore 5,241,547 4.64
Living Bridge 4,461,015 3.95
Hargreaves Lansdown Asset Mgt 3,698,225 3.27
Mr John Kelly 3,571,762 3.16
Ruffer 3,500,000 3.10
Directors and their interests
The following Directors held office during the Year ended 28
January 2018 and subsequently:
Noel J Collett
Mark Naughton-Rumbo
Alan Richardson
Richard S Rose (resigned 28 June 2017)
Kennedy McMeikan (resigned 28 June 2017)
Jim McCarthy (appointed 26 April 2017)
Stephen Henderson (appointed 26 May 2017)
The interests of the directors in the ordinary shares of the
Company are shown below:
Unaudited 1 March, 1 March,
2018 2017
Number Number
of 5p of 5p
Ordinary Ordinary
Shares Shares
Noel J Collett - -
Mark Naughton-Rumbo 54,456 54,456
Alan Richardson - -
Richard S Rose - 5,241,547
Kennedy McMeikan 330,000 180,000
Jim McCarthy 190,000 -
Stephen Henderson 200,000 -
The interests of the Directors in options to acquire shares are
shown below:
Unaudited 1 March, 1 March,
2018 2017
Number Number
of 5p of 5p
Ordinary Ordinary
Shares Shares
Noel J Collett - -
Mark Naughton-Rumbo - -
Alan Richardson - -
Richard S Rose - -
Jim McCarthy - -
Kennedy McMeikan - -
Financial Instruments
The Company's financial risk management objectives can be found
in notes 19 and 20 to the financial statements
Creditor payment policy
The Group agrees payment with its trade creditors and other
suppliers on an individual contract basis at the time the goods and
services are ordered rather than following a standard code. The
policy is to abide by the agreed terms once satisfied that the
goods or services have been provided in accordance with the
contract terms and conditions. The Group's average creditor payment
period at 28 January 2018 was 47 days (2017: 58 days).
Employee involvement
The Board recognises that the Group's performance and success is
directly related to our ability to attract, train and motivate high
calibre employees. We place considerable value on the involvement
of its employees and has continued to keep them informed on matters
affecting them as employees and on the various financial and
economic factors affecting the performance of the Group.
Key risks of material misstatement
The directors believe that the key risks of material
misstatement in relation to these financial statements are the
recoverability of the Group's non-current assets and the
recoverability of the parent company's investment in subsidiaries.
These risks are considered in Note 1, 'Critical accounting
judgements and key sources of estimation uncertainty' section.
Going concern
The principal risks and uncertainties facing the Group are set
out above. For the purposes of their assessment of the preparation
of the Group's accounts on a going concern basis, the Directors
have considered the current cash position, current trading and
forecasts of future trading including working capital and
investment requirements. These have been sensitised to take account
potential risks and uncertainties.
This assessment showed the group to have a headroom throughout
the forecast period which the Directors believe is sufficient to
manage the Group's business risks and successfully execute the
growth strategy for at least the next 12 months.
During the year the Group met its day-to-day general corporate
and working capital requirements through existing cash resources.
At 28 January 2018 the Group had cash on hand of GBP4.7m (2017:
GBP2.1m).
Accordingly, the adoption of the going concern basis in
preparing the financial statements remains appropriate.
Disclosure of information to auditors
The directors who held office at the date of approval of this
Directors' report confirm that, so far as they are each aware,
there is no relevant audit information of which the Group's auditor
is unaware; and each Director has taken all the steps that he/she
ought to have taken as a director to make himself/herself aware of
any relevant audit information and to establish that the Group's
auditor is aware of that information.
Auditor
A resolution to re-appoint KPMG LLP as auditors and to authorise
the Directors to determine their remuneration will be put to the
members at the forthcoming Annual General Meeting.
By order of the board
Alan Richardson
Company Secretary Unit 4, Sandbeck way
Hellaby Industrial Estate
Rotherham
Company Number: 04755803 South Yorkshire
S66 8QL
Report of the Remuneration Committee
Compliance
This report by the Remuneration Committee, on behalf of the
Board, contains full details of the remuneration of each Director
during the period under review.
Directors' remuneration policy
The Committee aims to ensure that the remuneration packages
offered are competitive and are designed to attract, retain and
motivate executives of the right calibre.
Emoluments of the directors
For the 52 weeks to 28th January 2018
Benefits Compensation
Salaries excluding Pension for loss
and pension Contributions of office Total
fees GBP'000 GBP'000 GBP'000 GBP'000
GBP'000
---------------------- ----------- ------------ ---------------- --------------- ----------
N J Collett 326 8 - - 334
M Naughton-Rumbo 20 - - - 20
A Richardson 137 - - - 137
R S Rose (resigned
28 June 2017)(1) 25 3 - - 28
K McMeikan (resigned
28 June 2017)(1) 10 - - - 10
J McCarthy(2) 58 - - - 58
S Henderson(2) 16 - - - 16
---------------------- ----------- ------------ ---------------- --------------- ----------
592 11 - - 603
(1) From start of year until date of resignation
(2) From date of appointment until 28 January 2018
Emoluments of the directors
For the 52 weeks to 29(th) January 2017
Benefits Compensation
Salaries excluding Pension for loss
and pension Contributions of office Total
fees GBP'000 GBP'000 GBP'000 GBP'000
GBP'000
---------------------- ----------- ------------ ---------------- --------------- ----------
K P Boyd (resigned
6 January 2017) 104 3 7 17 131
N J Collett 326 8 - - 334
M Naughton-Rumbo 20 - - - 20
A Richardson 137 - - - 137
R S Rose (resigned
28 June 2017) 60 6 - - 66
K McMeikan (resigned
28 June 2017) 14 - - - 14
---------------------- ----------- ------------ ---------------- --------------- ----------
661 17 7 17 702
Pensions
No pension contributions are made on behalf of the Executive
Directors. The Non-Executive Directors' emoluments are not
pensionable.
Directors' service contracts
All Director service contracts are terminable on six months
notice.
Directors' share options
As at 28 January 2018, the Directors hold no shares under
option.
Long Term Incentive Plan (LTIP)
Shares were granted under the Crawshaw Group plc Long-Term
Incentive Plan on 24 April 2015. The shares are 'growth shares' in
a subsidiary, Crawshaw Butchers Ltd, but have value linked to the
market capitalisation of Crawshaw Group plc. Shareholders are
entitled to a maximum pool of 10% of the growth in value of the
market capitalisation of Crawshaw Group over the hurdle rate, where
the hurdle rate is set as a premium of 15% to market capitalisation
immediately prior to the award of the shares.
The Directors participating in the scheme at the date of this
report and their respective entitlement to the growth in value of
market capitalisation of Crawshaw Group plc above the hurdle rate
are as follows;
-- Noel Collett, 5.00%
-- Alan Richardson, 0.49%
There are specific trigger points governing when the
participants can exercise their options and how the fair value of
the awards have been calculated which are set out in Note 17 of the
accounts.
Noel Collett and Alan Richardson have notified the Board of
their intention to step down from their positions of Chief
Executive Officer and Chief Financial Officer respectively. Their
participation in this scheme will end when their employment
terminates.
This report was approved by the Board and signed on its behalf
by
Mark Naughton-Rumbo
Chairman of the Remuneration Committee
Statement of Directors' responsibilities in respect of the
Annual Report.
The directors are responsible for preparing the Annual Report
and the Group and parent Company financial statements in accordance
with applicable law and regulations.
Company law requires the directors to prepare Group and parent
Company financial statements for each financial year. As required
by the AIM Rules of the London Stock Exchange they are required to
prepare the Group financial statements in accordance with
International Financial Reporting Standards as adopted by the EU
(IFRSs as adopted by the EU) and applicable law and have elected to
prepare the parent Company financial statements on the same
basis.
Under company law the directors must not approve the financial
statements unless they are satisfied that they give a true and fair
view of the state of affairs of the Group and parent Company and of
their profit or loss for that period. In preparing each of the
Group and parent Company financial statements, the directors are
required to:
-- select suitable accounting policies and then apply them consistently;
-- make judgements and estimates that are reasonable, relevant and reliable;
-- state whether they have been prepared in accordance with IFRSs as adopted by the EU;
-- assess the Group and parent Company's ability to continue as
a going concern, disclosing, as applicable, matters related to
going concern; and
-- use the going concern basis of accounting unless they either
intend to liquidate the Group or the parent Company or to cease
operations, or have no realistic alternative but to do so.
The directors are responsible for keeping adequate accounting
records that are sufficient to show and explain the parent
Company's transactions and disclose with reasonable accuracy at any
time the financial position of the parent Company and enable them
to ensure that its financial statements comply with the Companies
Act 2006. They are responsible for such internal control as they
determine is necessary to enable the preparation of financial
statements that are free from material misstatement, whether due to
fraud or error, and have general responsibility for taking such
steps as are reasonably open to them to safeguard the assets of the
Group and to prevent and detect fraud and other irregularities.
Under applicable law and regulations, the directors are also
responsible for preparing a Strategic Report and a Directors'
Report that complies with that law and those regulations.
The directors are responsible for the maintenance and integrity
of the corporate and financial information included on the
company's website. Legislation in the UK governing the preparation
and dissemination of financial statements may differ from
legislation in other jurisdictions.
Consolidated Statement of Comprehensive Income
For the 52 weeks ended 28 January 2018
28 January 29 January
2018 2017
Note GBP'000 GBP'000
------------------------------------------------------------ ----- ---------------- -----------
Revenue 44,559 44,228
Cost of sales (25,825) (24,983)
------------------------------------------------------------ ----- ---------------- -----------
Gross profit 18,734 19,245
------------------------------------------------------------ ----- ---------------- -----------
Other operating income 2 31 57
Administration expenses (21,710) (20,715)
------------------------------------------------------------ ----- ---------------- -----------
Operating loss before impairment charge (2,945) (1,413)
------------------------------------------------------------ ----- ---------------- -----------
Operating loss before impairment charge analysed as:
EBITDA(1) (848) 104
Exceptional items 24 (819) (63)
Depreciation and amortisation 3 (1,186) (1,237)
Share based payment charge (92) (217)
Operating loss before impairment charge (2,945) (1,413)
------------------------------------------------------------ ----- ---------------- -----------
Impairment charge (10,590) -
------------------------------------------------------------ ----- ---------------- -----------
Operating loss after impairment charge (13,535) (1,413)
------------------------------------------------------------ ----- ---------------- -----------
Finance income 6 9 23
Finance expenses 6 (4) (4)
------------------------------------------------------------ ----- ---------------- -----------
Net finance income 5 19
Share of profit of equity accounted investees (net of tax) 11 9 12
------------------------------------------------------------ ----- ---------------- -----------
Loss before income tax (13,521) (1,382)
Income tax credit 7 279 167
------------------------------------------------------------ ----- ---------------- -----------
Total recognised loss for the period (13,242) (1,215)
------------------------------------------------------------ ----- ---------------- -----------
Comprehensive loss for the period (13,242) (1,215)
------------------------------------------------------------ ----- ---------------- -----------
Attributable to:
Equity holders of the Company (13,242) (1,215)
------------------------------------------------------------ ----- ---------------- -----------
(12.950) (1.535)
Basic loss per ordinary share p p
(12.950) (1.535)
Diluted loss per ordinary share p p
------------------------------------------------------------ ----- ---------------- -----------
(1) EBITDA is defined by the Group as the Operating
profit/(loss) before impairment charge, tax, exceptional items,
depreciation, amortisation, profit/(loss) on disposal of assets,
net finance costs and share based payment charge attributable to
the LTIP growth share scheme.
The Company is taking advantage of the exemption in section 408
of the Companies Act 2006 not to present its individual income
statement.
Balance Sheets
At 28 January 2018
Group Group Company Company
2018 2017 2018 2017
Note GBP'000 GBP'000 GBP GBP
'000 '000
------------------------------------------------------------------ ----- --------- -------- -------- --------
ASSETS
Non current assets
Property, plant and equipment 9 8,338 8,847 - -
Intangible assets - goodwill and related acquisition intangibles 10 319 10,969 - -
Investment in equity accounted investees 11 125 125 - -
Investments in subsidiaries 12 - - 10,549 16,789
------------------------------------------------------------------ ----- --------- -------- -------- --------
Total non current assets 8,782 19,941 10,549 16,789
------------------------------------------------------------------ ----- --------- -------- -------- --------
Current assets
Inventories 14 1,375 1,469 - -
Trade and other receivables 15 780 787 7,015 2,373
Cash and cash equivalents 4,675 2,147 - -
------------------------------------------------------------------ ----- --------- -------- -------- --------
Total current assets 6,830 4,403 7,015 2,373
------------------------------------------------------------------ ----- --------- -------- -------- --------
Total assets 15,612 24,344 17,564 19,162
------------------------------------------------------------------ ----- --------- -------- -------- --------
SHAREHOLDERS' EQUITY
Share capital 5,651 3,962 5,651 3,962
Share premium 17,499 14,051 17,498 14,051
Reverse acquisition reserve 447 447 - -
Merger reserve - - 508 508
Retained earnings (13,231) (81) (6,241) 539
------------------------------------------------------------------ ----- --------- -------- -------- --------
Total shareholders' equity 10,366 18,379 17,416 19,060
------------------------------------------------------------------ ----- --------- -------- -------- --------
LIABILITIES
Non current liabilities
Other payables 16 666 559 - -
Interest bearing loans and borrowings 18 41 58 - -
Deferred tax liabilities 13 141 472 - -
------------------------------------------------------------------ ----- --------- -------- -------- --------
Total non current liabilities 848 1,089 - -
------------------------------------------------------------------ ----- --------- -------- -------- --------
Current liabilities
Trade and other payables 16 4,375 4,812 148 102
Interest bearing loans and borrowings 18 23 64 - -
------------------------------------------------------------------ ----- --------- -------- -------- --------
Total current liabilities 4,398 4,876 148 102
------------------------------------------------------------------ ----- --------- -------- -------- --------
Total liabilities 5,246 5,965 148 102
------------------------------------------------------------------ ----- --------- -------- -------- --------
Total equity and liabilities 15,612 24,344 17,564 19,162
------------------------------------------------------------------ ----- --------- -------- -------- --------
These financial statements were approved by the Board of
Directors and were signed on its behalf by:
Alan Richardson
Director and Company Secretary
Company registered number: 04755803
Statements of Changes in Shareholders' Equity
Reverse
Share Share Acquisition Retained Total
capital Premium Reserve Earnings equity
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
--------------------------------------------- -------- -------- ------------ --------- ---------------------
Group
Balance at 31 January 2016 3,947 13,941 447 1,327 19,662
--------------------------------------------- -------- -------- ------------ --------- ---------------------
Loss for the period - - - (1,215) (1,215)
Transactions with owners:
Share based payment charge - - - 217 217
Dividend on equity Shares - - - (372) (372)
Long term incentive plan options exercised (38) (38)
Share options exercised (241,470 Shares) 15 110 - - 125
--------------------------------------------- -------- -------- ------------ --------- ---------------------
Balance at 29 January 2017 3,962 14,051 447 (81) 18,379
--------------------------------------------- -------- -------- ------------ --------- ---------------------
Loss for the period - - - (13,242) (13,242)
Transactions with owners:
Share based payment charge - - - 92 92
Dividend on equity Shares - - - - -
Share placing (33,794,490 shares) 1,690 3,447 - - 5,137
Balance at 28 January 2018 5,651 17,498 447 (13,231) 10,366
--------------------------------------------- -------- -------- ------------ --------- ---------------------
The reverse acquisition reserve was established under IFRS 3
'Business Combinations' following the deemed acquisition of
Crawshaw Group Plc by Crawshaw Holdings Limited on 11 April
2008.
Share Share Merger Retained Total
capital Premium reserve Earnings Equity
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
------------------------------------------ -------- -------- -------- --------- ---------------------
Company
Balance at 31 January 2016 3,947 13,941 508 863 19,259
------------------------------------------ -------- -------- -------- --------- ---------------------
Loss for the period - - - (169) (169)
Transactions with owners:
Share based payment charge - - - 217 217
Dividend on equity Shares - - - (372) (372)
Share options exercised (241,470 Shares) 15 110 - - 125
------------------------------------------ -------- -------- -------- --------- ---------------------
Balance at 29 January 2017 3,962 14,051 508 539 19,060
------------------------------------------ -------- -------- -------- --------- ---------------------
Loss for the period - - - (6,873) (6,873)
Transactions with owners:
Share based payment charge - - - 92 92
Dividend on equity Shares - - - - -
Shares placing (33,794,490 shares) 1,690 3,447 - - 5,137
------------------------------------------ -------- -------- -------- --------- ---------------------
Balance at 28 January 2018 5,651 17,498 508 (6,242) 17,416
------------------------------------------ -------- -------- -------- --------- ---------------------
The merger reserve was established on 11 April 2008 following a
share for share exchange between the Company and Crawshaw Holdings
Limited (CHL) as part of a reverse acquisition. As a result of this
transaction the Company acquired CHL which in turn owned 100% of
the share capital of Crawshaw Butchers Limited (CBL).
In 2012 CHL transferred its investment in CBL to the Company at
book value.
Cash Flow Statements
For the 52 week period ended 28 January 2018
Group Group Company Company
28
January 29 January 28 January 29 January
2018 2017 2018 2017
GBP'000 GBP'000 GBP'000 GBP'000
------------------------------------------------------------ ----------------- ----------- ----------- -----------
Cash flows from operating activities
Loss for the period (13,242) (1,215) (6,873) (169)
------------------------------------------------------------ ----------------- ----------- ----------- -----------
Adjustments for:
Depreciation and amortization 1,184 1,211 - -
Loss on sale of property, plant and equipment 2 37 - -
Impairment of goodwill/Investment write down 10,590 - 6,332 -
Store closure provision 428 - - -
Share placing and supply partnership deal fees 391 - 391 -
Net financial income (5) (19) - -
Share based payment charges 92 217 - -
Share of profit of equity accounted investees (net of tax) (9) (12) - -
Taxation (279) (167) - -
Dividend received - - - -
------------------------------------------------------------ ----------------- ----------- ----------- -----------
Operating cashflow before movements in working capital (848) 52 (150) (169)
------------------------------------------------------------ ----------------- ----------- ----------- -----------
Movement in trade and other receivables 7 (196) - 394
Movement in trade and other payables (470) 749 80 14
Movement in inventories 94 (455) - -
Tax (paid)/received (64) 168 - -
------------------------------------------------------------ ----------------- ----------- ----------- -----------
Net cash (used in)/generated from operating activities (1,281) 318 (70) 239
------------------------------------------------------------ ----------------- ----------- ----------- -----------
Cash flows from investing activities
Purchase of property, plant and equipment (905) (2,947) - -
Proceeds from sale of property, plant & equipment 12 63 - -
Received from equity accounted investees 9 12 - -
Interest received 9 23 - -
Interest paid (4) (4) - -
Dividend received - - - -
Dividend paid - (372) - (372)
------------------------------------------------------------ ----------------- ----------- ----------- -----------
Net cash (used in) investing activities (879) (3,225) - (372)
------------------------------------------------------------ ----------------- ----------- ----------- -----------
Cash flows from financing activities
Repayment of loans - - - -
Share capital raised 5,137 125 5,137 125
Share placing costs (391) (391) -
HP financing (58) 49 - -
Movements in amounts owed by group companies - - (4,676) -
------------------------------------------------------------ ----------------- ----------- ----------- -----------
Net cash generated from financing activities 4,688 174 70 125
------------------------------------------------------------ ----------------- ----------- ----------- -----------
Net change in cash and cash equivalents 2,528 (2,733) - (8)
------------------------------------------------------------ ----------------- ----------- ----------- -----------
Cash and cash equivalents at start of period 2,147 4,880 - 8
Cash and cash equivalents at end of period 4,675 2,147 - -
------------------------------------------------------------ ----------------- ----------- ----------- -----------
Notes to the financial statements
(forming part of the financial statements)
52 Weeks ended 28 January 2018
1. Accounting policies
Crawshaw Group Plc (the "Company") is a company incorporated and
domiciled in the UK.
The Group financial statements consolidate those of the Company
and its subsidiaries (together referred to as the "Group") and
equity account the Group's interest in associates and joint
ventures. The parent company financial statements present
information about the Company as a separate entity and not about
its group.
Both the parent company financial statements and the Group
financial statements have been prepared and approved by the
Directors in accordance with International Financial Reporting
Standards as adopted by the EU ("Adopted IFRSs"). On publishing the
parent company financial statements here together with the Group
financial statements, the Company is taking advantage of the
exemption in s408 of the Companies Act 2006 not to present its
individual income statement and related notes that form a part of
these approved financial statements.
The current financial period is a 52 week period to 28 January
2018. The prior year was also a 52 week period.
New IFRS and amendments to IAS and interpretations
There have been no significant changes to accounting under IFRS
which have affected the Group's results. The Group has considered
the following amendments to published standards that are effective
for the first time for the 52 weeks ended 28 January 2018 and
concluded that they are either not relevant to the Group or they do
not have a significant impact on the Group's financial statements.
These amendments are:
-- Recognition of Deferred Tax Assets for Unrealised Losses - Amendments to IAS 12;
-- Disclosure Initiative - Amendments to IAS 7; and
-- Annual improvements to IFRSs - 2014-2016 Cycle.
There are a number of standards and interpretations issued by
the IASB that are effective for financial statements after this
reporting period.
These are:
-- IFRS 9 'Financial Instruments' was published in July 2014 and
will be effective for the Group from the period beginning 1(st)
February 2018. The standard is applicable to financial assets and
financial liabilities, and covers the classification, measurement,
impairment and de-recognition of financial assets and financial
liabilities together with a new hedge accounting model. This
standard is not expected to have a material impact on the
consolidated financial statements.
-- IFRS 15 'Revenue from Contracts with Customers' will be
effective or the Group from the period beginning 1(st) February
2018, replacing IAS 18 'Revenue,' IAS 11 'Construction contracts'
and related interpretations. The standard establishes a principles
based approach for revenue recognition and is based on the concept
of recognising revenue when a customer obtains control of a good or
service and has the ability to direct the use and obtain the
benefits from the goods or services. It applies to all contracts
with customers, except those in the scope of other standards. It
replaces the separate models for goods, services and construction
contracts under the current accounting standards. As the Group's
revenue is based on the sale of product in a retail unit to an end
customer, with consideration for the sale being received at the
point of sale, the Group believes that the adoption of IFRS 15 will
not have a material impact on the consolidated financial
statements
-- IFRS 16 'Leases' was published in January 2016 and will be
effective for the Group from the period beginning 1 February 2019,
replacing IAS 17 'Leases,' subject to EU endorsement. The standard
requires lessees to recognise assets and liabilities for all leases
unless the lease term is 12 months or less or the underlying asset
is of low value. IFRS 16 represents a significant change in the
accounting and reporting of leases and it will primarily change the
balance sheet as well as impacting the income statement and lessee
reporting as disclosed in note 22. The Group is in the process of
quantifying the impact of the new standard and expects to adopt the
'modified retrospective approach' on transition. The new standard
is likely to have an impact on the Group's results and a material
impact on the balance sheet, as the majority of arrangements that
are currently accounted for as operating leases will come onto the
Group's balance sheet. However, it is not yet practicable to fully
quantify the effect of IFRS 16 on these consolidated financial
statements.
Basis of consolidation
Subsidiaries
Subsidiaries are entities controlled by the Group. The Group
controls an entity when it is exposed to, or has rights to,
variable returns from its involvement with the entity and has the
ability to affect those returns through its power over the entity.
In assessing control, the Group takes into consideration potential
voting rights that are currently exercisable. The acquisition date
is the date on which control is transferred to the acquirer. The
financial statements of subsidiaries are included in the
consolidated financial statements from the date that control
commences until the date that control ceases.
Change in subsidiary ownership and loss of control
Changes in the Group's interest in a subsidiary that do not
result in a loss of control are accounted for as equity
transactions.
Where the Group loses control of a subsidiary, the assets and
liabilities are derecognised along with any related NCI and other
components of equity. Any resulting gain or loss is recognised in
profit or loss. Any interest retained in the former subsidiary is
measured at fair value when control is lost.
Joint arrangements
A joint arrangement is an arrangement over which the Group and
one or more third parties have joint control. These joint
arrangement are in turn classified as:
- Joint ventures whereby the Group has rights to the net assets
of the arrangement, rather than rights to its assets and
obligations for its liabilities; and
- Joint operations whereby the Group has rights to the assets
and obligations for the liabilities relating to the
arrangement.
Associates
Associates are those entities in which the Group has significant
influence, but not control, over the financial and operating
policies. Significant influence is presumed to exist when the Group
holds between 20 and 50 percent of the voting power of another
entity.
Application of the equity method to associates and joint
ventures
Associates and joint ventures are accounted for using the equity
method (equity accounted investees) and are initially recognised at
cost. The Group's investment includes goodwill identified on
acquisition, net of any accumulated impairment losses. The
consolidated financial statements include the Group's share of the
total comprehensive income and equity movements of equity accounted
investees, from the date that significant influence or joint
control commences until the date that significant influence or
joint control ceases. When the Group's share of losses exceeds its
interest in an equity accounted investee, the Group's carrying
amount is reduced to nil and recognition of further losses is
discontinued except to the extent that the Group has incurred legal
or constructive obligations or made payments on behalf of an
investee.
Joint operations
Where the Group is a party to a joint operation, the
consolidated financial statements include the Group's share of the
joint operations assets and liabilities, as well as the Group's
share of the entity's profit or loss and other comprehensive
income, on a line-by-line basis.
The accounting policies set out below have, unless otherwise
stated, been applied consistently to all periods presented in these
consolidated financial statements.
Going concern
The Group's business activities, together with the factors
likely to affect its future development, performance and position
are set out in the Strategy and Business Model. In addition, notes
19 and 20 set out the Group's objectives, policies and processes
for managing its capital and exposures to credit and liquidity
risk.
As highlighted in note 20, the Group meets its day to day
working capital requirements through cash on hand and an overdraft
facility. Current cash headroom totals GBP5.2m.
For the purposes of their assessment of the preparation of the
Group's accounts on a going concern basis, the Directors have
considered the current cash position, current trading and forecasts
of future trading including working capital and investment
requirements. These include consideration of the loss making
position of Group in recent periods and the cash outflows incurred.
These have been sensitised to take account potential risks and
uncertainties. These sensitivities and cash flow forecasts show
that the Group should be able to operate within its cash
reserves.
Classification of financial instruments issued by the Group
In applying policies consistent with IAS 32, financial
instruments issued by the Group are treated as equity only to the
extent that they meet the following two conditions:
(a) they include no contractual obligations upon the Group to
deliver cash or other financial assets or to exchange financial
assets or financial liabilities with another party under conditions
that are potentially unfavourable to the Group; and
(b) where the instrument will or may be settled in the Group's
own equity instruments, it is either a non-derivative that includes
no obligation to deliver a variable number of the Group's own
equity instruments or is a derivative that will be settled by the
Group's exchanging a fixed amount of cash or other financial assets
for a fixed number of its own equity instruments.
To the extent that this definition is not met, the proceeds of
issue are classified as a financial liability. Where the instrument
so classified takes the legal form of the Group's own shares, the
amounts presented in this financial information for called up share
capital and share premium account exclude amounts in relation to
those shares.
Preference share capital is classified as equity if it is
non-redeemable, or redeemable only at the Company's option, and any
dividends are discretionary. Dividends thereon are recognised as
distributions within equity upon approval by the Group's
shareholders.
Preference share capital is classified as a liability if it is
redeemable on a specific date or at the option of the shareholders,
or if dividend payments are not discretionary. Dividends thereon
are recognised as interest expense in profit or loss as
accrued.
Finance payments associated with financial liabilities are dealt
with as part of finance expenses. Finance payments associated with
financial instruments that are classified in equity are treated as
distributions and are recorded directly in equity.
Non-derivative financial instruments
Non-derivative financial instruments comprise investments in
equity securities, trade and other receivables, cash and cash
equivalents and trade and other payables.
Trade and other receivables are recognised at stated cost less
impairment losses. It is the Company's policy to review trade and
other receivable balances for evidence of impairment at each
reporting date. Any receivables which give significant cause for
concern are written down to the best estimate of the recoverable
amount.
Cash and cash equivalents comprise cash-in-hand and
cash-at-bank.
Trade and other payables are recognised at stated cost.
Property, plant and equipment
Property, plant and equipment are stated at cost less
accumulated depreciation and impairment losses.
Depreciation is charged to the income statement on a
straight-line basis over the estimated useful lives of each part of
an item of property, plant and equipment. Residual values of
property, plant and equipment is assumed to be nil. Land is not
depreciated. The estimated useful lives are as follows:
-- Freehold property 5%-10%
-- Leasehold improvements in accordance with the lease term
-- Plant, equipment and vehicles 3-15 Years Straight Line Basis
Intangible assets and goodwill
Goodwill represents amounts arising on acquisition of
businesses. In respect of business acquisitions that have occurred
since 11 December 2006, goodwill represents the difference between
the cost of the acquisition and the fair value of the net
identifiable assets acquired. Identifiable intangibles are those
which can be sold separately or which arise from legal rights
regardless of whether those rights are separable.
Goodwill is stated at cost less any accumulated impairment
losses. Goodwill is allocated to cash-generating units and is not
amortised but is tested annually for impairment. Any impairment is
then recognised immediately in profit or loss and is not
subsequently reversed.
Intangible assets that are acquired by the Group, which have
finite useful lives, are measured at cost less accumulated
amortisation and accumulated impairment losses.
IFRS 1 grants certain exemptions from the full requirements of
Adopted IFRSs in the transition period. The Company elected not to
restate business combinations in Crawshaw Butchers Limited that
took place prior to 1 February 2006. In respect of acquisitions
prior to 1 February 2006, goodwill is included at 1 February 2006
on the basis of its deemed cost, which represents the amount
recorded under UK GAAP which was broadly comparable save that only
separable intangibles were recognised and goodwill was
amortised.
Amortisation
Amortisation is recognised in the statement of comprehensive
income on a straight-line basis over the estimated useful lives of
intangible assets, other than goodwill, from the date that they are
available for use. The estimated useful lives for the current and
comparative periods are as follows:
-- Brand 20 years
Impairment
The carrying amounts of the Group's assets are reviewed at each
balance sheet date to determine whether there is any indication of
impairment. If any such indication exists, the asset's recoverable
amount is estimated.
For goodwill and intangible assets that are not yet available
for use, the recoverable amount is estimated at each balance sheet
date.
An impairment loss is recognised whenever the carrying amount of
an asset or its cash-generating unit exceeds its recoverable
amount. Impairment losses are recognised in the statement of
comprehensive income.
Impairment losses recognised in respect of cash-generating units
are allocated first to reduce the carrying amount of any goodwill
allocated to cash-generating units and then to reduce the carrying
amount of the other assets in the unit on a pro rata basis. A cash
generating unit is the smallest identifiable group of assets that
generates cash inflows that are largely independent of the cash
inflows from other assets or groups of assets.
Calculation of recoverable amount
The recoverable amount of other assets is the greater of their
fair value less costs to sell and value in use. In assessing value
in use, the estimated future cash flows are discounted to their
present value using a pre-tax discount rate that reflects current
market assessments of the time value of money and the risks
specific to the asset. For an asset that does not generate largely
independent cash inflows, the recoverable amount is determined for
the cash-generating unit to which the asset belongs.
Reversals of impairment
An impairment loss in respect of goodwill is not reversed.
In respect of other assets, an impairment loss is reversed when
there is an indication that the impairment loss may no longer exist
and there has been a change in the estimates used to determine the
recoverable amount.
An impairment loss is reversed only to the extent that the
asset's carrying amount does not exceed the carrying amount that
would have been determined, net of depreciation or amortisation, if
no impairment loss had been recognised.
Provisions
A provision is recognised in the balance sheet when the Group
has a present legal or constructive obligation as a result of a
past event, and it is probable that an outflow of economic benefits
will be required to settle the obligation. If the effect is
material, provisions are determined by discounting the expected,
risk adjusted, future cash flows at a pre-tax risk-free rate.
Trade and other receivables
Trade and other receivables are recognised at their fair value
and thereafter at amortised cost less impairment charges.
Inventories
Inventories are stated at the lower of cost and net realisable
value, after making due allowance for obsolete and slow moving
items. Cost comprises purchase price and an allocation of
production overheads. Net realisable value is estimated selling
price in the ordinary course of business, less the estimated costs
of completion and selling expenses.
Inventories are primarily goods for resale.
Cash and cash equivalents
Cash and cash equivalents comprise cash-in-hand and cash-at
bank. Bank overdrafts that are repayable on demand and form an
integral part of the Group's cash management are included as a
component of cash and cash equivalents for the purpose only of the
statement of cash flows.
Employee benefits
Defined contribution plans
The Group operates a defined contribution pension scheme. The
assets of the scheme are held separately from those of the Group in
an independently administered fund. Obligations for contributions
to defined contribution pension plans are recognised as an expense
in the income statement as incurred.
Short-term benefits
Short-term employee benefit obligations are measured on an
undiscounted basis and are expensed as the related service is
provided. A provision is recognised for the amount expected to be
paid under short-term cash bonus or profit-sharing plans if the
Group has a present legal or constructive obligation to pay this
amount as a result of past service provided by the employee and the
obligation can be estimated reliably
Revenue
Revenue is mainly derived from retail butcher activities, stated
after trade discounts, VAT and any other sales taxes. Revenue from
the sale of goods is recognised in the statement of comprehensive
income when the significant risks and rewards of ownership have
been transferred to the buyer, which is the time of retail sale to
the customer.
Expenses
Operating lease payments
Payments made under operating leases are recognised in the
statement of comprehensive income on a straight-line basis over the
term of the lease. Lease incentives received are recognised in the
income statement as an integral part of the total lease expense.
Lease incentives are recognised in the income statement on a
straight-line basis over the term of the associated lease.
Net financing costs
Net financing costs comprise interest payable, finance charges
on shares classified as liabilities, interest receivable on funds
invested and dividend income.
Interest income and interest payable is recognised in profit or
loss as it accrues, using the effective interest method. Dividend
income is recognised in the income statement on the date the
entity's right to receive payments is established.
Borrowing costs
Borrowing costs are expensed in the consolidated statement of
comprehensive income as incurred.
Taxation
Tax on the profit or loss for the period comprises current and
deferred tax. Tax is recognised in the statement of comprehensive
income except to the extent that it relates to items recognised
directly in equity, in which case it is recognised in equity.
Current tax is the expected tax payable on the taxable income
for the period, using tax rates enacted or substantively enacted at
the balance sheet date, and any adjustment to tax payable in
respect of previous periods.
Deferred tax is provided on temporary differences between the
carrying amounts of assets and liabilities for financial reporting
purposes and the amounts used for taxation purposes. The following
temporary differences are not provided for: the initial recognition
of goodwill; the initial recognition of assets or liabilities that
affect neither accounting nor taxable profit other than in a
business combination, and differences relating to investments in
subsidiaries to the extent that they will probably not reverse in
the foreseeable future. The amount of deferred tax provided is
based on the expected manner of realisation or settlement of the
carrying amount of assets and liabilities, using tax rates enacted
or substantively enacted at the balance sheet date.
A deferred tax asset is recognised only to the extent that it is
probable that future taxable profits will be available against
which the asset can be utilised.
Bank loans, overdrafts and loan notes
Interest-bearing bank loans, overdrafts and loan notes are
recorded at the proceeds received, net of direct issue costs.
Finance charges, including premiums payable on settlement or
redemption and direct issue costs, are accounted for on an accruals
basis in profit or loss using the effective interest rate method
and are added to the carrying amount of the instrument to the
extent that they are not settled in the period in which they
arise.
Segmental reporting
An operating segment is a component of the Group that engages in
business activities from which it may earn revenues and incur
expenses, including revenues and expenses that relate to
transactions with any of the Group's other components. Operating
segments' operating results are reviewed regularly by the Chief
Executive Officer to make decisions about resources to be allocated
to the segment and assess its performance, and for which discrete
financial information is available. The Directors considers retail
stores with the same supply chain and operating model in aggregate
to be an operating segment. The Group's business operations are
conducted exclusively in the UK so geographical segment reporting
is not required.
Critical accounting judgements and key sources of estimation
uncertainty
The preparation of the financial information in conformity with
IFRS required management to make judgements, estimated and
assumptions that affect the application of policies and reported
amounts of assets and liabilities, income and expense. The
estimates and underlying assumptions are reviewed on an ongoing
basis.
The estimates associated with the assumptions are based on
historical experience and various other factors that are believed
to be reasonable under the circumstances, the results of which form
the basis for making judgements about the carrying values of assets
and liabilities that are not readily apparent from other sources.
Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an
ongoing basis. Revisions to estimates are recognised in the period
in which the estimate is revised if the revision only affects that
period, or in the period of revision and future periods if the
revision affects both current and future periods.
During the current year, the Group experienced a reduction in
profitability as a result of challenging trading conditions which
led to a reappraisal of the group's expectation of future cash
flows and an impairment review was carried out in relation to both
the non-current assets held at Group level and the parent company
investments in subsidiaries.
The estimated recoverable amount of Group's non-current assets
and parent's investment in the associated subsidiaries is based on
the discounted cash flow model and is subjective due to the
inherent uncertainty involved in forecasting and discounting future
cash flows.
The key sources of estimation uncertainty at the balance sheet
date are:
-- Recoverability of non-current assets (note 10)
-- Recoverability of parent company investments in subsidiaries (note 12)
There are no judgments to be disclosed.
2. Other operating income
2017 2017
GBP'000 GBP'000
----------------------- -------- --------
RGV management charge 12 12
Other 19 45
-------------------------- -------- --------
Total 31 57
-------------------------- -------- --------
The Group charges RGV Refrigeration a management charge each
period for administration services. The Group has an investment in
RGV Refrigeration, which is described further in note 11.
3. Expenses and auditor's remuneration
Included in operating loss are the following:
2018 2017
GBP'000 GBP'000
Depreciation of property, plant and equipment (owned) (note 9) 1,124 1,151
Amortisation of intangible assets (note 10) 60 60
Loss on sale of property, plant and equipment 2 26
--------------------------------------------------------------------------- ------------------ --------
1,186 1,237
------------------------------------------------------------------------ ------------------ --------
Impairment Charge 10,590 -
Auditor's remuneration:
2018 2017
GBP'000 GBP'000
------------------------------------------------------------------------ ------------------ --------
Audit of these financial statements 7 7
Half year review 9 9
Amounts receivable by the auditors and their associates in respect of:
Audit of financial statements of subsidiaries pursuant to legislation 44 44
Other services relating to taxation 9 12
VAT related and other Advisory services 12 10
--------------------------------------------------------------------------- ------------------ --------
Total auditors' remuneration 81 82
--------------------------------------------------------------------------- ------------------ --------
4. Staff numbers and costs
The average number of persons employed by the Company (including
Directors) during the period, analysed by category, was as
follows:
Number of
employees
-------------
2018 2017
------------ ------ -----
Management 5 6
Other 657 643
--------------- ------ -----
662 649
------------ ------ -----
The aggregate payroll costs of these persons were as
follows:
2018 2017
GBP'000 GBP'000
----------------------- -------- --------
Wages and salaries 11,094 10,822
Social security costs 778 691
Other pension costs - 7
-------------------------- -------- --------
11,872 11,520
----------------------- -------- --------
5. Key management compensation
For the 52 weeks to 28th January 2018
Benefits Compensation
Salaries excluding Pension for loss
and pension Contributions of office Total
fees GBP'000 GBP'000 GBP'000 GBP'000
GBP'000
---------------------- ----------- ------------ ---------------- --------------- ----------
N J Collett 326 8 - - 334
M Naughton-Rumbo 20 - - - 20
A Richardson 137 - - - 137
R S Rose (resigned
28 June 2017)(1) 25 3 - - 28
K McMeikan (resigned
28 June 2017)(1) 10 - - - 10
J McCarthy(2) 58 - - - 58
S Henderson(2) 16 - - - 16
---------------------- ----------- ------------ ---------------- --------------- ----------
592 11 - - 603
(1) From start of year until date of resignation
(2) From date of appointment until 28 January 2018
For the 52 weeks to 29(th) January 2017
Benefits Compensation
Salaries excluding Pension for loss
and pension Contributions of office Total
fees GBP'000 GBP'000 GBP'000 GBP'000
GBP'000
---------------------- ----------- ------------ ---------------- --------------- ----------
K P Boyd (resigned
6 January 2017) 104 3 7 17 131
N J Collett 326 8 - - 334
M Naughton-Rumbo 20 - - - 20
A Richardson 137 - - - 137
R S Rose (resigned
28 June 2017) 60 6 - - 66
K McMeikan (resigned
28 June 2017) 14 - - - 14
---------------------- ----------- ------------ ---------------- --------------- ----------
661 17 7 17 702
The Group considers key management personnel as defined in IAS24
'Related Party Disclosures' to be the Directors of the Group. The
aggregate of emoluments and amounts receivable under long term
incentive schemes of the highest paid Director was GBP334k (2017:
GBP334k). No company pension contributions were made on his behalf
(2017: GBPnil).
6. Finance and income expense
2018 2017
GBP'000 GBP'000
------------------------ -------- --------
Bank interest received 9 23
--------------------------- -------- --------
Finance income 9 23
--------------------------- -------- --------
Bank interest paid 4 4
--------------------------- -------- --------
Finance expenses 4 4
--------------------------- -------- --------
7. Income tax expense
Recognised in the income statement
The income tax expense is based on the estimated effective rate
of taxation on trading for the period and represents:
2018 2017
GBP'000 GBP'000
------------------------------------------------ ---------- --------
Current tax - 24
Adjustments for prior year 52 (22)
--------------------------------------------------- ---------- --------
52 2
Deferred tax:
Origination and reversal of timing differences (354) (193)
Adjustments for prior year 23 24
Effect of rate change - -
------------------------------------------------ ---------- --------
(331) (169)
------------------------------------------------ ---------- --------
Income tax (credit) (279) (167)
--------------------------------------------------- ---------- --------
Reconciliation of effective tax rate
2018 2017
GBP'000 GBP'000
--------------------------------------------- --------- --------
Loss for the period (13,242) (1,215)
Impairment 10,590 -
Total tax credit (279) (167)
------------------------------------------------ --------- --------
Loss excluding taxation (2,931) (1,382)
Tax using UK Corporation tax rate of 19.16% (562) (276)
Non-deductible expenses 68 78
Current year losses not recognised 94 -
Adjustment in respect of prior years - CT 52 (23)
Tax not at standard rate 46 30
Adjustment in respect of prior years - DT 23 24
------------------------------------------------ --------- --------
Total tax credit (279) (167)
------------------------------------------------ --------- --------
Reductions in the UK corporation tax rate from 20% to 19%
(effective from 1 April 2017) and to 18% (effective from 1 April
2020) were substantively enacted on 26 October 2015. A further rate
reduction to 17% (to be effective from 1 April 2020) was
substantively enacted on 6 September 2016.
This will reduce the Company's future current tax charge
accordingly and reduce the deferred tax asset at 28 January 2018
which has been calculated based on the rate of 17% in line with the
above.
8. Earnings per ordinary share
Basic earnings per ordinary share is calculated by dividing the
earnings attributable to the ordinary shareholders by the weighted
average number of ordinary shares outstanding during the year of
102,255,376 (29 January 2017: 79,140,309).
The calculation of the basic and diluted earnings per share is
based on the following data:
2018 2017
Earnings GBP'000 GBP'000
----------------------------------------- ------------ -----------
Loss attributable to shareholders (13,242) (1,215)
-------------------------------------------- ------------ -----------
2018 2017
Number of shares No. No.
----------------------------------------- ------------ -----------
Basic weighted average number of shares 102,255,376 79,140,309
Dilutive potential ordinary shares - -
----------------------------------------- ------------ -----------
Total 102,255,376 79,140,309
-------------------------------------------- ------------ -----------
Loss per share 2018 2017
Pence Pence
----------------------------------------- ------------ -----------
Basic (12.950) (1.535)
-------------------------------------------- ------------ -----------
In both years the share options were anti-dilutive as the Group
reported a loss in each period.
9. Property, plant and equipment
Land and Buildings
-----------------------------------
Plant,
Assets Leasehold equipment
under
construction Freehold improvements and vehicles Total
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
------------------------------- ------------- -------------------- ------------- ------------- ------------------
Cost
Balance at 30 January 2017 51 815 5,266 7,230 13,362
Additions at cost 1 - 47 857 905
Disposals - - (3) (28) (31)
Balance at 29 January 2017 52 815 5,310 8,059 14,236
------------------------------- ------------- -------------------- ------------- ------------- ------------------
Depreciation and impairment
Balance at 30 January 2017 - 265 1,994 2,256 4,515
Depreciation charge for the
year - 40 294 790 1,124
Accelerated depreciation - - 272 - 272
Disposals - - - (13) (13)
------------------------------- ------------- -------------------- ------------- ------------- ------------------
Balance at 29 January 2017 - 305 2,560 3,032 5,898
------------------------------- ------------- -------------------- ------------- ------------- ------------------
Net book value
At 28 January 2018 52 510 2,750 5,027 8,338
------------------------------- ------------- -------------------- ------------- ------------- ------------------
At 29 January 2017 51 550 3,272 4,974 8,847
------------------------------- ------------- -------------------- ------------- ------------- ------------------
There are no items of property, plant and equipment in the
Company.
9. Property, plant and equipment continued
Prior year
Land and Buildings
------------------------
Plant,
Assets Leasehold equipment
under
construction Freehold improvements and vehicles Total
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
---------------------------------- ------------- --------- ------------- ------------- --------
Cost
Balance at 1 February 2016 345 815 5,063 4,406 10,629
Additions at cost 51 - 269 2,627 2,947
Disposals - - (66) (148) (214)
Transfer (345) - - 345 -
---------------------------------- ------------- --------- ------------- ------------- --------
Balance at 29 January 2017 51 815 5,266 7,230 13,362
---------------------------------- ------------- --------- ------------- ------------- --------
Depreciation and impairment
Balance at 1 February 2016 - 208 1,688 1,549 3,445
Depreciation charge for the year - 57 310 784 1,151
Disposals - - (4) (77) (81)
---------------------------------- ------------- --------- ------------- ------------- --------
Balance at 29 January 2017 - 265 1,994 2,256 4,515
---------------------------------- ------------- --------- ------------- ------------- --------
Net book value
At 29 January 2017 51 550 3,272 4,974 8,847
---------------------------------- ------------- --------- ------------- ------------- --------
At 31 January 2016 345 607 3,375 2,857 7,184
---------------------------------- ------------- --------- ------------- ------------- --------
10. Intangible assets
Other
intangibles Goodwill Brand Total
GBP'000 GBP'000 GBP'000 GBP'000
---------------------------------- ------------ --------- -------- --------
Group
Cost or deemed cost
---------------------------------- ------------ --------- -------- --------
At 30 January 2017 365 10,590 694 11,649
Balance at 28 January 2018 365 10,590 694 11,649
----------------------------------- ------------ --------- -------- --------
Amortisation and impairment
At 30 January 2017 340 - 340 680
Amortisation charge for the year 25 - 35 60
Impairment Charge - 10,590 - 10,590
----------------------------------- ------------ --------- -------- --------
Balance at 29 January 2017 365 10,590 375 11,330
----------------------------------- ------------ --------- -------- --------
Net book value
At 28 January 2018 - - 319 319
----------------------------------- ------------ --------- -------- --------
At 29 January 2017 25 10,590 354 10,969
----------------------------------- ------------ --------- -------- --------
Prior year
Other
intangibles Goodwill Brand Total
GBP'000 GBP'000 GBP'000 GBP'000
---------------------------------- ------------ --------- -------- --------
Group
Cost or deemed cost
---------------------------------- ------------ --------- -------- --------
At 1 February 2016 365 10,590 694 11,649
Balance at 29 January 2017 365 10,590 694 11,649
----------------------------------- ------------ --------- -------- --------
Amortisation and impairment
At 1 February 2016 315 - 305 620
Amortisation charge for the year 25 - 35 60
----------------------------------- ------------ --------- -------- --------
Balance at 29 January 2017 340 - 340 680
----------------------------------- ------------ --------- -------- --------
Net book value
At 29 January 2017 25 10,590 354 10,969
----------------------------------- ------------ --------- -------- --------
At 31 January 2016 50 10,590 389 11,029
----------------------------------- ------------ --------- -------- --------
There are no intangible assets within the Company. Goodwill is
tested for impairment annually.
Acquired brand values were calculated using the royalty relief
approach and are amortised over 20 years. The remaining
amortisation period is nine years and one month.
The amortisation and impairment charge is recognised in the
following line items in the consolidated statement of comprehensive
income:
2018 2017
GBP'000 GBP'000
------------------------- -------- --------
Administrative expenses 60 60
---------------------------- -------- --------
Impairment testing
Goodwill is allocated to the Group's cash-generating units as
follows:
2018 2017
GBP'000 GBP'000
----------------------------- --------- --------
Crawshaw Butchers Limited - 10,413
East Yorkshire Beef Limited - 177
Cash-generating units are defined as the aggregate of the retail
stores which have the same supply chain and operating model.
Each allocation is tested annually for impairment and, to
confirm whether an impairment of the goodwill is necessary,
management compares the carrying value to the recoverable amount.
These calculations require the use of estimates to enable the
calculation of value in use. The key estimates are noted below.
The recoverable amount of Crawshaw Butchers Limited and East
Yorkshire Beef Limited has been calculated with reference to their
value in use. The value in use for each allocation of the existing
goodwill has been calculated using internal Group budgets and
projections for the next 5 years to forecast pre-tax cash flows
from each CGU (with the key assumptions being in relation to sales,
gross margin and wages - these budgets and projections are based on
cash flows from existing assets as per IAS 36 and therefore exclude
any contribution from new stores). The cash flows have been
extrapolated for a further 5 years assuming an annual average
growth rate of 0% to 2028 (2017: 2%) and then 0% into perpetuity
(2017: 2%). The pre-tax cash flows have been discounted back to 28
January 2018 using a discount rate of 11.5% (2017: 8.8%).
As a result of this exercise a GBP10.4m impairment of goodwill
allocated to Crawshaw Butchers Limited and a GBP0.2m impairment of
goodwill allocated to East Yorkshire Beef Limited has been
recognised, reflecting the reduced cash flows expected following
sterling devaluation impact on buying costs and regulatory
increases to wage spend.
Sensitivity analysis has been performed on the key assumptions
which indicated that no reasonably possible change to key
assumptions would change the result of the annual intangible asset
impairment assessment.
11. Investments in equity accounted investees
Group Group
2017 2017
GBP'000 GBP'000
------------------------------------------ -------- --------
Non-current
Investment in equity accounted investees 125 125
--------------------------------------------- -------- --------
Other investments comprise a 50% share in RGV Refrigeration, a
joint venture between Crawshaw Butchers Limited and Mr M Hornsby.
The principal place of business for RGV Refrigeration is Unit 4,
Sandbeck Way, Hellaby Industrial Estate, Rotherham S66 8QL. The
last year end being 30 September 2017. The Group does not exert
control over the entity.
The carrying value of investments in equity accounted investees
includes GBPnil (2017: GBPnil) of outstanding dividend declared by
RGV Refrigeration.
The share of profit recognised in the statement of comprehensive
income was received in cash in the year.
12. Other investments
Company Company
2018 2017
GBP'000 GBP'000
--------------------------------------- ---------------- --------
Non-current
Investment in Crawshaw Butchers Ltd 9,308 15,548
Investment in East Yorkshire Beef Ltd 247 247
Investment in Gabbotts Farm Ltd 994 994
------------------------------------------ ---------------- --------
Total 10,549 16,789
------------------------------------------ ---------------- --------
Movement in Other Investments
GBP'000
2017 balance carried forward 16,789
Share based payment (92)
Impairment charge (6,148)
----------------------------------------- --------
10,549
------------------------------ --------
During the current year, the Group experienced a reduction in
profitability as a result of challenging trading conditions which
led to a reappraisal of the group's expectation of future cash
flows and an impairment review was carried out in relation to both
the non-current assets held at Group level and the parent company
investments in subsidiaries.
In assessing the carrying value of parent company investment in
subsidiaries, management compares the carrying value to the
recoverable amount.
The recoverable amount of the parent company investments in
subsidiaries have been calculated with reference to their value in
use. These calculations require the use of estimates to enable the
calculation of value in use. The key estimates are noted below. The
value in use has been calculated using internal Group budgets and
projections for the next 5 years to forecast pre-tax cash flows
(with the key assumptions being in relation to sales, gross margin
and wages - these budgets and projections are based on cash flows
from existing assets as per IAS 36 and therefore exclude any
contribution from new stores). The cash flows have been
extrapolated for a further 5 years assuming an annual average
growth rate of 0% to 2028 (2017: 2%) and then 0% into perpetuity
(2017: 2%). The pre-tax cash flows have been discounted back to 28
January 2018 using a discount rate of 11.5% (2017: 8.8%).
As a result of this exercise a GBP6.2m impairment has been
recognised on the parent company's investment in Crawshaw Butchers
Limited.
Sensitivity analysis has been performed on the key assumptions
which indicated that no reasonably possible change to key
assumptions would materially change the result of the impairment
assessment.
13. Deferred tax liabilities
Recognised deferred tax liabilities
Deferred tax liabilities are attributable to the following:
Group Group
liabilities Liabilities
2018 2017
GBP'000 GBP'000
--------------------------- ------------ ------------
Plant and equipment 232 414
Intangible assets - brand 53 58
Temporary Differences (144) -
--------------------------- ------------ ------------
141 472
--------------------------- ------------ ------------
Movement in deferred tax during the year
Recognised
29 January Acquired in income 28 January
in
2017 the current 2018
period year
GBP'000 GBP'000 GBP'000 GBP'000
---------------------------------------------------- ----------- --------- ----------- -----------
Plant and equipment 420 - (188) 232
Deferred tax relating to intangible assets - brand 58 - (5) 53
Temporary differences (6) - (138) (144)
----------------------------------------------------- ----------- --------- ----------- -----------
472 - (331) 141
---------------------------------------------------- ----------- --------- ----------- -----------
14. Inventories
Group Group
2018 2017
GBP'000 GBP'000
---------------- -------- --------
Finished goods 1,375 1,469
------------------- -------- --------
Finished goods recognised as cost of sales in the year amounted
to GBP25,825k (2017: GBP24,983k).
15. Trade and other receivables
Group Group Company Company
2018 2017 2018 2017
GBP'000 GBP'000 GBP'000 GBP'000
-------------------------------------- -------- -------- -------- --------
Trade receivables 96 126 - -
Other tax and social security - - - -
Prepayments and accrued income 684 661 13 10
Amounts owed from group undertakings - - 7,002 2,328
Corporation tax recoverable - - - 35
--------------------------------------- -------- -------- -------- --------
780 787 7,015 2,373
-------------------------------------- -------- -------- -------- --------
The Directors consider that the carrying amount of trade and
other receivables approximates their fair value.
The balance owing to the Company represents cash belonging to
Crawshaw Group Plc which is held by Crawshaw Butchers Limited to
facilitate the day to day running of the business.
Aged analysis of trade receivables
28 January 2018 29 January 2017
--------------------------------------- --------------------------------------
Provision Provision
Gross for Net Gross for Net
doubtful trade doubtful trade
receivables Debt receivables receivables debt receivables
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
------------------------ ------------ ----------- ------------ ------------ ---------- ------------
Not past due 76 - 76 104 - 104
Up to 1 month past due 25 (5) 20 21 - 21
Over 1 month past due 2 (2) - 3 (2) 1
------------------------ ------------ ----------- ------------ ------------ ---------- ------------
103 (7) 96 128 (2) 126
------------------------ ------------ ----------- ------------ ------------ ---------- ------------
Provision for doubtful debt GBP'000
------------------------------ --------
Provision at 31 January 2017 (2)
Created during the year (7)
Utilised during the year -
Released during the year 2
---------------------------------- --------
Provision at 31 January 2017 (7)
---------------------------------- --------
The release of the provision in the year was credited to the
administration expense line in the Income Statement.
16. Trade and other payables
Group Group Company Company
2018 2017 2018 2017
GBP'000 GBP'000 GBP'000 GBP'000
------------------------------ ----------------- -------- -------- ------------------
Current:
Trade payables 3,315 3,864 23 31
Other creditors and accruals 1,060 936 125 71
Corporation Tax - 12 - -
------------------------------ ----------------- -------- -------- ------------------
4,375 4,812 148 102
------------------------------ ----------------- -------- -------- ------------------
Non-current:
Accruals 666 559 - -
------------------------------- ----------------- -------- -------- ------------------
666 559 - -
------------------------------ ----------------- -------- -------- ------------------
Trade payables and other creditors comprise amounts outstanding
for trade purchases and ongoing costs. The Directors consider that
the carrying amount of trade payables approximates to their fair
value.
Non-current accruals relate to reverse lease premiums and rent
free periods, which are credited to the income statement on a
straight-line basis over the lease term.
17. Employee benefits
Pension plans
Defined contribution plans
The Group operates a defined contribution pension plan. The
assets of the scheme are held separately from those of the Group in
an independently administered fund. The amount charged to the
income statement represents the contributions payable to the scheme
in respect of the accounting period. Pension costs for the defined
contribution scheme are as follows:
2018 2017
GBP'000 GBP'000
---------------------------- -------- --------
Defined contribution scheme - -
---------------------------- -------- --------
Share based payments
The Group issues equity settled share based payments to certain
employees. Equity settled share based payments are measured at fair
value (excluding the effect of non-market based vesting conditions)
at the date of the grant. The fair value determined at the grant
date of such equity settled share based payments is expensed on a
straight line basis over the vesting period, based on the Group's
estimate of shares that will eventually vest and adjusted for the
effect of non-market based vesting conditions (with a corresponding
movement in equity).
Fair value is measured by use of the Black-Scholes model. The
expected life used in the model has been adjusted, based on
management's best estimate, for the effects of non-transferability,
exercise restrictions, and behavioural considerations.
The fair value of the shares issued under the new Long Term
Incentive Plan were valued on a discounted cash flow basis in
conjunction with a third party valuation specialist.
Share Options
Share options were granted post reverse acquisition on 14 April
2008 to key employees of the enlarged group, Crawshaw Group Plc. In
line with the scheme rules, options for employees who leave the
business lapse after six months.
The share options in issue all relate to ordinary shares of 5p
and are to be settled by the physical delivery of shares are as
follows:
Number
Number of
of options
options at
at Granted Exercised Lapsed 29
Exercise 1 Feb in in in Jan
Date granted price 2016 period period period 2017 Exercise period
---------------- --------- --------- -------- ---------- ---------- --------- ---------------------------
14 April 2008
14 April 2008 42.5p 705,881 - (294,117) (411,764) - to 14 April 2018
9 July 2015 59.5p 140,335 - - - 140,335 9 July 2015 to 9 July 2025
4 January 2016
4 January 2016 82.5p 72,727 - - - 72,727 to 4 January 2026
---------------- --------- --------- -------- ---------- ---------- --------- ---------------------------
During the year the Group recognised a charge of GBPNil (2017:
GBPNil) in relation to equity settled share options in the income
statement.
Long term incentive plan
Shares were granted under the Crawshaw Group Plc Long-Term
Incentive Plan on 24 April 2015 which entitles employees to equity
instruments in Crawshaw Butchers Limited. The shares are 'growth
shares' in a subsidiary, Crawshaw Butchers Ltd, but have value
linked to the market capitalisation of Crawshaw Group Plc.
Shareholders are entitled to a maximum pool of 10% of the growth in
value of the market capitalisation of Crawshaw Group Plc over the
hurdle rate, where the hurdle rate is set as a premium of 15% to
market capitalisation immediately prior to the award of the
shares.
Shareholders have the option to "put" their Eligible Put Shares
on the occurrence of the following events:
- The First and Second Put Dates: Shareholders can put 1/6th of
their Shares from the first anniversary of the date of grant and a
further 1/6th of their Shares from the second anniversary of the
date of grant.
- The achievement of the Performance Conditions: Shareholders
can put 1/3rd of their Shares once the market capitalisation of
Crawshaw Butchers has increased by 50% since the date of grant. In
addition, shareholders can put a further 1/3rd of their Shares once
the market capitalisation of Crawshaw Butchers has increased by
100% since the date of grant.
- On a voluntary winding up or change of control of Crawshaw Group Plc.
The fair value of the awards is determined by using the Monte
Carlo model and allowance has been made for the following
assumptions: Expected exercise date, expected volatility of total
shareholder return, expected future dividends and the risk free
rate of interest. 100,000 simulations were used in the Monte Carlo
model and set out below is a summary of the key data.
Date of Grant 24 April 2015
Ave Share price in period prior to grant 53.1p
Volatility of TSR for the Company 60% pa
Dividend Yield 1% pa
Risk Free rate of Interest 1.75% pa
Exercise pattern Expected exercise between 0 and 10 years
---------------------------------------------- -----------------------------------------
The expected Volatility is wholly based on the historic
volatility simulated over differing time periods to the date of
grant.
The share based payment charge will be adjusted each financial
year to reflect expected and actual achievement of non-market based
vesting conditions. The total expense recognised in the Statement
of Comprehensive Income is GBP92,000 (2017: GBP217,000).
18. Loans and borrowings - Group
2018 2017
GBP'000 GBP'000
--------------------------- -------- --------
Current Hire Purchase 23 64
------------------------------ -------- --------
Non-current Hire Purchase 41 58
------------------------------ -------- --------
19. Financial instruments
The Group's principal financial instruments comprise cash and
trade creditors. The main purpose of these financial instruments is
to raise finance for the Group's operations.
The main risks arising from the Group's financial instruments
are interest rate risk, liquidity risk and credit risk. The Board
reviews and agrees policies for managing each of these risks and
they are summarised below.
Interest rate risk
The Group has paid all bank facilities mitigating any risk in
interest rate variability.
Credit risk
The Group's principal financial assets are cash and receivables.
The Group's credit risk is primarily attributable to trade
receivables. Trade receivables are included in the balance sheet
net of a provision for doubtful receivables, estimated by the
Group's management based on prior experience and their assessment
of current economic conditions.
At the balance sheet date, the Directors consider there to be no
significant credit risk.
Liquidity risk
Liquidity risk is the risk that the Group will not be able to
meet its financial obligations as they fall due. The Group's
objective is to maintain a balance between continuity of funding
and flexibility through the use of cash and bank facilities. The
cash generative nature of the business is forecast to continue and
the bank facilities have been paid in full. The Directors are
confident that there will continue to be sufficient headroom to
cover liquidity risk.
The following are the contractual maturities of financial
liabilities, including estimated interest payments and excluding
the effect of netting agreements:
Contractual Cash Flows
2018 2017
-------------------- --------------------
1 year 1 year 1 year 1 year
or less or more or less or more
GBP'000 GBP'000 GBP'000 GBP'000
-------------------------------------- --------- --------- --------- ---------
Non-derivative financial liabilities
Finance lease liabilities 23 41 64 58
Trade and other payables 4,386 666 4,812 559
--------------------------------------- --------- --------- --------- ---------
Total 4,409 707 4,876 617
--------------------------------------- --------- --------- --------- ---------
Effective interest rates
In respect of income-earning financial assets and
interest-bearing financial liabilities, the following table
indicates their effective interest rates at the balance sheet date
and the periods in which they mature or, if earlier, are
repriced.
5 years
Effective < 1 year 1 to 2 to and over
< 2 years < 5 years
Financial Instrument interest GBP GBP GBP GBP
rate
---------------------- ---------- --------- ----------- ----------- ---------
Cash 0.3% 4,675 - - -
20. Capital management
The capital structure of the Group is a mixture of (i) net cash
made up of cash balances and (ii) equity comprising issued share
capital and reserves as detailed in the Statements of Changes in
Shareholders Equity.
The Group's primary objective is to safeguard its ability to
continue as a going concern, through the optimisation of the debt
and equity balance, and to maintain a strong credit rating and
headroom. The Group manages its capital structure through detailed
management forecasts and clear authorisation procedures for
significant capital expenditure. The Board makes appropriate
decisions in light of the current economic conditions and strategic
objectives of the Group.
There has been no change in the objectives, policies or
processes with regards to capital management during the periods
ended 28 January 2018 and 29 January 2017.
21. Capital commitments
The Group had no capital commitments at the current and
preceding year ends.
22. Operating leases
Non-cancellable operating lease rentals are payable as
follows:
Group Group Company Company
2018 2017 2018 2017
GBP'000 GBP'000 GBP'000 GBP'000
---------------------------- -------- -------- -------- --------
Less than one year 1,731 1,676 - -
Between one and five years 5,421 5,495 - -
More than five years 3,145 3,786 - -
----------------------------- -------- -------- -------- --------
Total 10,297 10,957 - -
----------------------------- -------- -------- -------- --------
The Company leases a number of retail outlets, warehouse and
factory facilities under operating leases. Land and buildings have
been considered separately for lease classification. During the
year GBP1,896k (2017: GBP1,646k) was recognised as an expense in
the income statement in respect of operating leases.
23. Related party transactions
Transactions with key management personnel
The Board and certain members of senior management are related
parties within the definition of IAS 24 (Related Party
Disclosures). Summary information of the transactions with key
management personnel is provided in note 5 and the Remuneration
Report.There is no difference between transactions with key
management personnel of the Company and the Group.
Transactions with subsidiaries
The Company has entered into transactions with its subsidiary
undertakings in respect of the following: provision of Group
services (including senior management, IT, accounting, purchasing
and legal services). Recharges are made to subsidiary undertakings
for intra- group balances, based on their amount and interest rates
set by Group management. In addition, cash belonging to Crawshaw
Group Plc is held by subsidiary companies to facilitate the day to
day running of the business. The amount outstanding from subsidiary
undertakings to the Company at 28 January 2018 is GBP7.0m (2017:
GBP2.4m). Amounts owed to subsidiary undertakings by the Company at
28 January 2018 totalled GBPnil (2017: GBPnil).
The Company has suffered no expense in respect of bad or
doubtful debts of subsidiary undertakings in the year (2017:
GBPnil).
Transactions with jointly controlled entities
Crawshaw Butchers Limited, a subsidiary of the Company, holds a
50% share in a partnership which trades under the name of RGV
Refrigeration. The operations of the partnership comprise of the
maintenance and repair of refrigeration machinery for a variety of
customers.
During the year the transactions amounted to:
2018 2017
GBP'000 GBP'000
------------------------------------------------------------ -------- --------
Amounts received in respect of management charges 12 12
Amounts paid in respect of repair and maintenance services 138 130
--------------------------------------------------------------- -------- --------
The amount outstanding from jointly controlled entities to the
Group at 28 January 2018 totalled GBP4,963 (2017: GBP5,053).
Amounts owed joint ventures by the Group at 28 January 2018
totalled GBP17,412 (2017: GBP9,363).
The Group has suffered no expense in respect of bad or doubtful
debts of jointly controlled entities in the year (2017:
GBPnil).
Transaction with other related parties
In May 2017 Crawshaw Group Plc entered into a supply chain
partnership with the 2 Sisters Food Group. Crawshaw Group Plc
subsequently entered into a subscription agreement with Invest Co 1
in which they acquired 29.72% of the issued share capital of
Crawshaw Group Plc. 2 Sisters Food Group and Invest Co 1 are
controlled by Ranjit and Baljinder Boparan. 2 Sisters Food Group
are therefore considered to be a related party of Crawshaw Group
Plc. Since the start of the agreement, the value of purchases from
2 Sister Food Group to 30 July 2017 was GBP1,323k and a balance of
GBP118k was owed by Crawshaws Group Plc to 2 Sisters Food Group at
the end of the period. There were no sales made by Crawshaw Group
Plc to 2 Sisters Food Group from the start of the agreement.
24. Exceptional costs in relation to unusual items of
expenditure
Exceptional costs are defined as one off costs incurred in the
year which are of a non-recurring nature.
Exceptional costs incurred:
2018 2017
GBP'000 GBP'000
------------------------------------------------------------ --- --- --- -------- --------
Bank facility arrangement fees and non-utilisation charges - 40
Share placing 391 -
Store closure provision 156 -
Accelerated depreciation in relation to store closures 272
Other - 23
--------------------------------------------------------------------------- -------- --------
819 63
All of these costs are included within administration expenses
in the statement of comprehensive income.
25. Subsidiary undertakings
At 28 January 2018 Crawshaw Group PLC had the following
subsidiary undertakings:
Crawshaw Holdings Limited - United Kingdom - Non-trading
subsidiary
Crawshaw Butchers Limited - United Kingdom - Retail Butchers
East Yorkshire Beef Limited - United Kingdom - Retail
Butchers
Gabbotts Farm (Retail) Limited - United Kingdom - Retail
Butchers
Gabbotts Farm Ltd - United Kingdom - Non-trading subsidiary
MeatMart Ltd - United Kingdom - Non-trading subsidiary
All the above subsidiary undertakings have the the following
registered office:
Unit 4, Sandbeck Way, Hellaby Industrial Estate, Rotherham, S66
8QL
The shareholdings were 100% of the subsidiary undertakings'
ordinary and preference shares. Each of the subsidiaries is
included in the consolidated financial statements.
26. Ultimate parent company
The Company is the ultimate parent company of the Group.
No other group financial statements include the results of the
Company.
27. Statutory Accounts
The financial information set out above does not constitute the
company's statutory accounts for the years ended 28 January 2018 or
29 January 2017 but is derived from those accounts. Statutory
accounts for 2017 have been delivered to the registrar of
companies, and those for 2018 will be delivered in due course. The
auditor has reported on those accounts; their reports were (i)
unqualified, (ii) did not include a reference to any matters to
which the auditor drew attention by way of emphasis without
qualifying their report and (iii) did not contain a statement under
section 498 (2) or (3) of the Companies Act 2006.
28. Annual Report
The Group's Annual Report and Financial Statements for the 52
weeks ended 28 January 2018 were approved
on 24 April 2018 and are expected to be posted to shareholders,
along with the Group's Notice of Annual
General Meeting ("AGM") and related form of proxy, in due
course. The AGM will be held at 12 noon on
Wednesday 27 June at the Company's registered offices, Unit 4,
Hellaby Industrial Estate, Sandbeck Way,
Rotherham, S66 8QL.
Further copies will be available to download from the Company's
website at: www.crawshawbutchers.com and
will also be available from the companies office address, as
above.
This information is provided by RNS
The company news service from the London Stock Exchange
END
FR USANRWVASUAR
(END) Dow Jones Newswires
April 25, 2018 02:00 ET (06:00 GMT)
Grafico Azioni Crawshaw (LSE:CRAW)
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Grafico Azioni Crawshaw (LSE:CRAW)
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