A Year of Great Progress

Transcription

1 19 March 2015 Preliminary Results For the year ended 31 December 2014 A Year of Great Progress Jimmy Choo PLC, the luxury accessories company with shoes at its core, today announces a strong operational and financial performance for m Year ended 31 December 2014 Year ended 31 December 2013 Growth at reported currency Growth at constant currency 1 Like for like sales growth 2 Retail % 15.4% 5.7% Wholesale % 6.3% Licensing/other % 17.3% Total revenue % 12.2% Adjusted EBITDA % Adjusted EBITDA margin 16.8% 16.6% Adjusted EBIT % Adjusted EPS 5 6.1p 5.6p 7.6% Pierre Denis, CEO of Jimmy Choo PLC commented: This has been a year of great financial, strategic and operational progress for the Company. With our unique DNA and experienced team we have continued to deliver products that resonate strongly with our clients. As a specialist brand we have invested to outperform in this attractive and complex category thus delivering operating leverage. We are expanding in Asia and selected new markets where we are underpenetrated compared to our peers. Our investment programme in new DOS and our new concept has continued. In 2014 we report 12.2% constant currency net revenue growth led by retail as well as by our performance in Asia ex-japan and Japan. I am particularly pleased with our new store concept which contributed towards the 5.7% LFL and 15.4% constant currency retail revenue growth. Our Adjusted EBITDA growth is also on track at +7.2%, together with an increase in EBITDA margin of 0.2% to 16.8% and cash conversion of 92.2% of Adjusted EBITDA. We remain focused on executing our growth strategy and pursuing growth without compromising our brand or its luxury position despite the more challenging macroeconomic environment. Highlights for 2014 Nine new directly operated stores ( DOS ) Successful start to the roll out of the new store concept with the opening of the New Bond Street and Beverly Hills flagships. Introduction of new Made to Order service for our iconic styles lifts luxury experience Successful launch of CHOO.08 0, the new seasonal collection based around boots and sneakers with a cool London feel Men s remains our fastest growing category Industry recognition for creative and quality excellence results in Marie Claire s prestigious Prix d Excellence de la Mode Award for best shoe collection 1

2 Enquiries Jimmy Choo PLC +44 (0) Pierre Denis, Chief Executive Officer Jonathan Sinclair, Chief Financial Officer and Executive Vice President Will Smith, Director of Investor Relations Montfort Communications: +44 (0) Hugh Morrison +44 (0) Sophie Blythe +44 (0) Jimmy Choo PLC will be hosting a presentation to analysts at 9:30 today at 10 Howick Place, London SW1P 1GW. The Company will next update the market on trading at the time of its AGM on 27 May, Notes to Editors Today, Jimmy Choo encompasses a complete luxury accessories brand. Women s shoes remain the core of the product offer, alongside handbags, small leather goods, scarves, sunglasses, eyewear, belts, fragrance and men s shoes. Pierre Denis was appointed CEO in July 2012 and the creative direction is overseen by Sandra Choi. Together, they share a vision to create one of the world s most treasured luxury brands. In October 2014 Jimmy Choo PLC was publicly listed on the London Stock Exchange with the ticker CHOO. This announcement includes forward-looking statements. These forward-looking statements involve known and unknown risks and uncertainties, many of which are beyond the Company s control and all of which are based on the Directors current beliefs and expectations about future events. Forward-looking statements are sometimes identified by the use of forward looking terminology such as believe, expects, may, will, could, should, shall, risk, intends, estimates, aims, plans, predicts, continues, assumes, positioned or anticipates or the negative thereof, other variations thereon or comparable terminology. These forward-looking statements include all matters that are not historical facts. They appear in a number of places throughout this announcement and include statements regarding the intentions, beliefs or current expectations of the Directors or the Company concerning, among other things, the results of operations, financial condition, prospects, growth, strategies (including continued store roll out plans) and the industry in which it operates. In particular, the statements regarding the Company s strategy and other future events or prospects are forwardlooking statements. 1 Constant currency revenue growth is calculated by applying the exchange rates for the year ended 31 December 2014 to the year ended 31 December 2013 on a month by month basis and calculating the growth percentage by reference to the total year. 2 Like for like sales growth is calculated by taking retail sales in all locations where trading occurred for a full financial year prior to the start of the period being measured and calculating sales growth for those locations at constant currency. 3 Adjusted EBITDA is defined as operating profit for the year adjusted for exceptional costs, loss on disposal of property, plant and equipment and intangible assets, depreciation and amortisation charges and realised and unrealised foreign exchange gains and losses on the revaluation of monetary items. 4 Adjusted EBIT is defined as operating profit for the year adjusted for exceptional costs, share of the result of associates and joint ventures and realised and unrealised foreign exchange gains and losses on the revaluation of monetary items. 5 Adjusted EPS is calculated as Adjusted consolidated net income divided by 377,786,469 shares. 2

3 Operational Review Product collections Our focus on product quality and innovation has ensured we continued to produce innovative collections which resonate strongly with our clients around the world. In 2014 this was apparent in achieving revenue growth ahead of the market. We also received external validation of this at Paris Fashion Week in 2014, where Sandra Choi and Jimmy Choo won Marie Claire s Prix d Excellence de la Mode Award for best shoe collection. Shoes continued to be at the heart of the brand, representing three quarters of the business, underpinned by strong seasonal and continuative collections. In accessories, evening bags and Small Leather Goods (SLG) continued to perform well. We launched a number of product initiatives in 2014, including: Made To Order shoes, giving our clients the opportunity to choose a pair of bespoke shoes from a range of our iconic designs, materials and heel heights. CHOO.08 0 a new seasonal collection which created a cohesive offer based around boots and sneakers with a cool London feel. This had a very positive response, especially with our Asian and European clients. Men s remained our strongest growth category, representing 5% of net revenue. We also launched Jimmy Choo Man, our first male fragrance, with our partner InterParfums SA, which has performed well above our expectations. Distribution We continued to drive our retail channel expansion, with a net nine new directly operated stores (DOS) opened in the period. The focus of our retail expansion remains in Asia, where we are underrepresented relative to our luxury peers. In addition, we began to renovate our store portfolio in the new store concept launched in We are greatly encouraged by the early results, with the newly renovated stores consistently outperforming the rest of the portfolio. At the year end, we numbered 125 DOS, 15 of which were in the new concept. We renovated and relocated a total of 10 DOS (including two flagships at Beverly Hills and New Bond Street, London). Asian Growth Opportunity The focused strategy in the Asian region has been successful, with very strong growth rates in our stores on the ground in China and travelling Chinese becoming our second largest travelling client group. Our products were featured in a 2014 story line of My Love from the Star, a popular television series in Korea. The shoe featured in the story line has been a global best seller and continues to outstrip our expectations. At the end of 2014, we numbered 13 DOS in China. Investment in Systems and Processes During the year we made good progress on the replacement of our systems infrastructure including SAP, product life cycle management and our online platform. 3

4 Revenue Analysis Revenue by channel m 12 months to 31 December months to 31 December 2013 Growth at reported currency Growth at constant currency Retail % 15.4% Wholesale % 6.3% Licensing/Other % 17.3% Total % 12.2% Revenue increased by 6.4%, or 12.2% on a constant currency basis, with continued growth across all segments. Retail grew ahead of wholesale, in line with our previously stated strategic aim of retail led growth and for 2014 represented just over 64% of revenue. Retail In 2014 retail revenue grew by 8.8% to 192.9m as a result of LFL growth of 5.7% and the net addition of nine new DOS, half of which are in China. In constant currency terms, retail revenue grew by 15.4% in LFL sales were also positively impacted by the roll out of the new store concept, with 10 existing stores renovated or relocated in the year and a total of 15 stores trading in the new concept at the year end. The early indications from the new concept renovations undertaken in the year are that they enjoy noticeably improved LFL sales. Wholesale Our wholesale business also performed well, although growth was held back by adverse movements in the US dollar exchange rate against sterling during the year, as a significant proportion of our wholesale accounts are denominated in US dollars. In constant currency terms, wholesale revenue grew by 6.3% during 2014, compared to 1.9% at reported rates. Other Revenue Other revenues were positively impacted this year by the launch of Jimmy Choo Man, our first men s fragrance, which was very well received following its launch in August 2014 and has outstripped expectations consistently since launch. Revenue by destination m 12 months to 31 December months to 31 December 2013 Growth at reported currency EMEA % Americas % Japan % Asia ex-japan % Total % All regions suffered FX headwinds which averaged 5.8% globally. Asia remains our strongest growth region. Asia ex-japan grew by 34.5%, with strong acceptance of our collections and increasing brand penetration driving like for like supported by our continued build out of new stores. Despite the devaluation of the Yen, our Japanese business grew by 8.8% in reported currency, with a strong response to the launch of CHOO EMEA grew by 4.7%, despite reduced activity by travelling clients, as the marked currency shifts impacted behaviour and fewer Russian visitors reduced footfall offset by growth in travelling Chinese clients. Americas performed in line with expectations, up 0.6% despite currency headwind for most of the year and a number of temporary store closures as we began to roll out the new store concept. Profit Analysis Gross margin Gross margin continued to improve on a constant currency basis from increased buying volumes and the favourable shift in channel mix in the year more than offset by strong currency headwinds for most of the year. As a result reported gross margin reduced from 62.3% in 2013 to 61.8% in Costs Overall, total costs charged in arriving at Adjusted EBITDA increased by 5.1% in 2014, compared to a 6.4% growth in revenue. 4

5 Selling and distribution expenses increased by 9.6m (13.1%) in 2014, reflecting the impact of the addition of new stores and the variable costs of revenue growth. Retail costs were also negatively impacted by increased costs during the refurbishments of the London and Beverly Hills flagship locations as well as costs in relation to stores due to open in subsequent years. Excluding these two elements, costs rose by 11.4% in Brand communication benefitted from the achievement of significant economies of scale having insourced our media production. We also grew our media presence and were ranked consistently as number 1 in global editorial ranking globally for luxury shoes. In addition we were ranked as Gifted for our digital presence by the digital agency L2 with our social presence being rated Genius. We launched Kit Harrington as our key male personality which coincided with our first catwalk show in London in June This was achieved with spend just under 5% of revenue and 2.8m (16.6%) lower than the previous year. Overheads for 2014 were 37.9m, down 0.8% or 0.3m compared to the prior year, reflecting tight cost control now that the replatforming of the business is largely complete and savings due to movements in foreign exchange rates. As a percentage of revenue, overheads fell from 13.6% in 2013 to 12.6% in Exceptional costs of 13.0m (2013: 6.0m) were incurred during the year, of which 7.8m (2013: nil) were IPO related costs. The remaining exceptional costs included replatforming costs of 3.6m (2013: 3.4m) and acquisition and integration costs, of 1.6m (2013: 2.6m). Profits and earnings 2014 Adjusted EBITDA grew by 3.4m or 7.2% compared to the prior year, with Adjusted EBITDA margin increasing from 16.6% to 16.8%. This represents a strong result for the Group in a year which saw significant foreign exchange headwind Adjusted EBIT grew more modestly than Adjusted EBITDA, as expected, increasing by 0.6% compared to the prior year as a result of additional depreciation and amortisation, which increased by 26.3% as a result of the investment in new stores, refurbishment of flagship stores and improvements to the Group s information systems. Adjusted EBT for the year was 28.3m (2013: 23.6m). In addition to the growth in Adjusted EBIT described above we realised a net gain on realised and unrealised foreign exchange of 1.8m (2013: net loss of 4.0m) and financing charges of 8.8m (2013: 7.5m). The increased financing charges in the year represented the fair value of the open currency swaps at the year end, excluding which financing charges fell by 4.5m or 38.4% in the year ended 31 December 2014 compared to the previous year. Adjusted consolidated net income for the year was 22.9m compared to 21.0m in the preceding period, generating Adjusted EPS of 6.1p per share in 2014 (2013: 5.6p). Cash flow Cash conversion was 92.2% of Adjusted EBITDA (2013: 97.4%), despite the investment in working capital during the year as we have built inventory to support the expansion of the store portfolio. Free operating cash flow decreased from an inflow of 8.8m in 2013 to an outflow of 4.1m largely due to the impact of exceptional payments associated with the IPO. Net debt Net debt reduced from 582.4m at 31 December 2013 to 125.6m at 31 December 2014 following the conversion of the shareholder credit facility from JAB Luxury to equity in October 2014 prior to IPO. External net debt increased from 121.9m to 125.6m, principally due to the timing of drawdowns on the revolving credit facility to fund IPO related costs. As at 31 December 2014 we had drawn down 5.5m on the revolving credit facility (2013: nil). During 2014 we prepaid 13.3m in respect of our term loans and drew down 5.5m on the capital expenditure facility. 5

6 Outlook We continue to pursue our overall growth strategy, of focussing on the design of high quality collections which resonate with our clients and growth in the retail business through like for like growth and opening additional stores. We are rolling out 10 to 15 new DOS per annum, with a focus on China, and renovating 10 to 15 of our existing portfolio of DOS per annum in the new store concept. Japan and Asia ex-japan continue to grow well, while EMEA remains impacted by a reduction in Russian travellers. We continue to see outperformance by stores in the new store concept. We remain focused on executing our growth strategy and pursuing growth without compromising our brand or its luxury position despite the more challenging macroeconomic environment. 6

7 Appendix 1 Financial Information Consolidated income statement for the year ended 31 December Note Revenue 2 299, ,544 Cost of sales (114,357) (106,188) Gross profit 185, ,356 Selling and distribution expenses (93,750) (81,911) Administrative expenses (54,436) (62,287) Operating profit before exceptional costs 37,127 31,158 Exceptional costs 3 (13,047) (6,009) Operating profit 24,080 25,149 Financial income 6 1, Financial expenses 6 (30,963) (50,909) (Loss)/gain on financial instruments 6 (2,908) 4,374 Loss after financing expense (8,311) (21,318) Share of profit/(loss) of associates 12 (85) Loss before tax (8,299) (21,403) Taxation 7 (2,543) 3,735 Loss for the year (10,842) (17,668) Earnings per share - basic and diluted 4 (0.12) (176,680) Non-GAAP measures Adjusted EBITDA 11 50,230 46,877 Adjusted EBIT 11 35,353 35,039 Adjusted EBT 11 28,291 23,612 Adjusted Consolidated Net Income 11 22,888 21,004 Adjusted Earnings per share (pence)

8 Consolidated statement of other comprehensive income Loss for the year (10,842) (17,668) Other comprehensive income Items that are or may be recycled subsequently to profit or loss: Gain on non-controlling interest Foreign currency translation differences (425) 407 Income tax credit on items that are or may be recycled subsequently to profit or loss Other comprehensive (loss)/income for the year, net of tax (425) 719 Total comprehensive loss for the year (11,267) (16,949) 8

9 Consolidated statement of financial position as at 31 December 2014 Note Non-current assets Intangible assets and goodwill 585, ,958 Property, plant and equipment 50,908 39,094 Investments in equity-accounted investees Deferred tax asset 11,370 8,320 Total non-current assets 647, ,551 Current assets Inventories 58,068 42,864 Trade and other receivables 41,087 35,520 Other financial assets - 1,450 Current tax assets Cash and cash equivalents 12,045 20,334 Total current assets 111, ,314 Total assets 758, ,865 Current liabilities Borrowings (12,604) (7,588) Trade and other payables (94,494) (86,640) Current tax liabilities (5,287) (5,503) Other financial liabilities (2,903) (419) Total current liabilities (115,288) (100,150) Non-current liabilities Borrowings (124,982) (595,140) Trade and other payables (5,165) (3,552) Other non-current liabilities (15,374) - Deferred tax liabilities (54,010) (53,824) Share based payments liability 10 - (5,872) Total non-current liabilities (199,531) (658,388) Total liabilities (314,819) (758,538) Net assets/(liabilities) 444,153 (25,673) Equity attributable to equity holders of the parent Share capital 9 389,738 - Share premium 9 99,480 - Own shares reserve 9 (16,732) - Translation reserve 9 (2,864) (2,439) Retained deficit 9 (25,469) (23,234) Total equity 444,153 (25,673) 9

10 Consolidated statement of changes in equity Note Share capital Share premium Own shares reserve Translation reserve Retained earnings Total equity Balance at 1 January (2,846) (5,878) (8,724) Loss for the year (17,668) (17,668) Other comprehensive income Total comprehensive income/(loss) for the year (17,356) (16,949) Balance at 31 December (2,439) (23,234) (25,673) Loss for the year - - (10,842) (10,842) Other comprehensive loss - - (425) - (425) Total comprehensive loss for the year Issue of shares in consideration for shareholder credit facility (425) (10,842) (11,267) 389,738 99, ,218 Acquisition of own shares - - (16,732) - - (16,732) Capital contribution from controlling shareholder Effect of cancellation of cashsettled share based payments Charge for the year under equitysettled share based payments Deferred tax on share based payments ,358 1, ,690 6, Total transactions with owners 389,738 99,480 (16,732) - 8, ,093 Balance at 31 December ,738 99,480 (16,732) (2,864) (25,469) 444,153 10

11 Consolidated statement of cash flows for the year ended 31 December 2014 Cash flows from operating activities Operating profit 24,080 25,149 Adjustments for: Depreciation of property, plant and equipment 14,225 11,001 Amortisation of intangible assets Gain on disposal of property, plant and equipment and intangibles (129) - Effects of foreign exchange 1,339 3,158 Share based payment expense 1,344 1,999 Increase in trade and other receivables (5,880) (8,031) Increase in inventories (16,418) (4,020) Increase in trade and other payables 13,917 9,647 Cash generated from operating activities 33,271 39,655 Income taxes paid (5,542) (33) Interest paid (6,251) (9,321) Interest received Settlement of derivatives 1, Net cash inflow from operating activities 22,508 31,307 Cash flows from investing activities Dividends received from associates - 65 Proceeds from sale of property, plant and equipment and intangibles Acquisition of subsidiary, net of cash acquired 570 (786) Acquisition of property, plant and equipment (27,228) (17,530) Acquisition of other intangible assets (489) (4,266) Net cash outflow from investing activities (26,617) (22,517) Cash flows from financing activities Proceeds from borrowings 15,062 1,760 Repayment of borrowings (19,256) (13,740) Capital contribution from joint venture partner Net cash outflow from financing activities (4,194) (11,675) Net decrease in cash and cash equivalents (8,303) (2,885) Cash and cash equivalents at start of year 20,334 23,360 Effect of exchange rate fluctuations on cash held 14 (141) Cash and cash equivalents at end of year 12,045 20,334 11

12 Notes to the consolidated financial statements 1 Basis of preparation The financial information contained in this preliminary announcement has have been prepared on the historical cost basis except for the revaluation of certain financial instruments which are carried at fair value. The financial information set out above does not constitute the Company's statutory accounts for the years ended 31 December 2014 or 2013 but is derived from those accounts. Statutory accounts for 2013 have been delivered to the registrar of companies, and those for 2014 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 Full financial statements for the year ended 31 December 2014, will be posted to shareholders at least 20 working days prior to the Company s first Annual General Meeting on 27 May 2015 and delivered to the registrar after this meeting. Basis of consolidation On 16 October 2014 the Company obtained control of the entire share capital of Choo Luxury Group Limited by way of a share for share exchange with one share in the Company being exchanged for each share in Choo Luxury Group Limited. There were no changes in rights or proportion of control exercised as a result of this transaction. Although the share for share exchange resulted in a change in legal ownership, in substance these financial statements reflect the continuation of the pre-existing Group, headed by Choo Luxury Group Limited. As a result the comparatives presented in these financial statements are the consolidated results of Choo Luxury Group Limited. The prior year statement of financial position reflects the share capital structure of Choo Luxury Group Limited. The current year statement of financial position presents the legal change in the ownership of the Group, as well as the issue of shares in satisfaction of the shareholder credit facility. The consolidated statement of changes in equity explains the impact of these transactions in more detail. Changes in accounting policies Whilst the financial information included in this preliminary announcement has been prepared in accordance with International Financial Reporting Standards ( IFRS ) as adopted for use in the European Union and as issued by the International Accounting Standards Board, this announcement does not itself contain sufficient information to comply with IFRS. The accounting policies applied in preparing this financial information are consistent with those applied by the Group in its Prospectus issued in connection with the listing of the Group on the London Stock exchange issued on 17 October 2014 and as published on the Group s website except in relation to the mandatory adoption of new accounting standards and revisions and amendments to existing accounting standards, none of which had any significant impact on the Group s results or financial position Except for the changes below, the Group has consistently applied the accounting policies set out in this note to all periods presented in these consolidated financial statements. The Group has adopted the following new standards and amendments to standards, including any consequential amendments to other standards, with a date of initial application of 1 January There was no material impact on the reported financial performance or position of the Group. IFRS 10 IFRS 11 IFRS 12 IAS 27 IAS 28 Consolidated Financial Statements Joint Arrangements Disclosure of Interests in Other Entities Separate Financial Statements Investments in Associates and Joint Ventures 12

13 Notes to the consolidated financial statements (continued) 1 Basis of preparation (continued) Going concern The Group s consolidated financial statements are prepared on a going concern basis as the directors have a reasonable expectation that the Group has adequate resources to continue in operational existence for the foreseeable future. The Group has considerable financial resources, together with a strong ongoing trading performance. The directors have reviewed the Group s forecasts and projections. These include the assumptions around the Group s products and markets, expenditure commitments, expected cash flows and borrowing facilities. Taking into account reasonably possible changes in trading performance, and after making enquiries, the directors have a reasonable expectation that the Group and the Company have adequate resources to continue in operational existence for the foreseeable future. Accordingly the directors consider it appropriate to continue to adopt the going concern basis in preparing the financial statements. 2 Operating segments The Chief Operating Decision Maker ( CODM ) is the Board of Directors. Internal management reports are reviewed by the CODM. Key measures used to evaluate segment performance are revenue and segment contribution to EBITDA. Management believes that these measures are the most relevant in evaluating the performance of the segment and for making resource allocation decisions as central costs are not allocated across the segments. The CODM considers the Group s segments to be its three channels to market, being retail (including online), wholesale and other. Retail revenue is generated through the sale of luxury goods to end consumers via Jimmy Choo directly operated stores in Europe, the USA, Hong Kong, China and Japan and via the Group s website. Wholesale revenue is generated through the sale of luxury goods to distribution partners, multi-brand department stores and speciality stores worldwide. Other revenue is predominantly generated through receipt of royalties from the Group s global licensees of Jimmy Choo branded fragrance, sunglasses and eyewear products. There are no material inter-segment transactions. The following is an analysis of the Group s revenue and results by reportable segment for the year ended 31 December Retail 2014 Wholesale 2014 Other 2014 Total 2014 Revenue 192,896 99,583 7, ,670 Segment result 45,049 45,260 1,254 91,563 Administrative expenses (54,436) Exceptional costs (13,047) Finance income 1,480 Finance expense (30,963) Loss on financial instruments (2,908) Share of profit of associates 12 Loss before tax (8,299) 13

14 Notes to the consolidated financial statements (continued) 2 Operating segments (continued) The following is an analysis of the Group s revenue and results by reportable segment for the year ended 31 December Retail 2013 Wholesale 2013 Other 2013 Total 2013 Revenue 177,362 97,707 6, ,544 Segment result 49,394 43, ,445 Administrative expenses (62,287) Exceptional costs (6,009) Finance income 68 Finance expense (50,909) Gain on financial instruments 4,374 Share of loss of associates (85) Loss before tax (21,403) 3 Exceptional costs Acquisition and integration costs 1,644 2,584 Replatforming costs 3,559 3,425 IPO costs 7,844 - Total 13,047 6,009 Acquisition and integration costs relate to initiatives put in place following the acquisition of Passion Holdings Limited on 1 July 2011 and the subsequent costs incurred integrating the operations of the business into the wider JAB Luxury GmbH group. These costs include legal and other professional fees associated with the refinancing and integration of the Group and the restructuring of the senior management team, including severance, recruitment costs and retention bonuses. These initiatives came to an end on the IPO of the Group in October Replatforming costs represent costs associated with strengthening product development (in the Florence facility), reinforcing the team in key functions, undertaking regional buyouts in Asia and scaling up the information systems capability and office infrastructure to support the growth strategy. IPO costs represent costs directly associated with the listing of the Group on the London Stock Exchange in October IPO costs includes an exceptional charge of 1.6m in respect of the accelerated vesting of the Group s cash settled share based payment scheme at IPO (note 10). 14

15 Notes to the consolidated financial statements (continued) 4 Earnings per share Basic earnings per share are calculated by dividing the profit attributable to ordinary shareholders by the weighted average number of ordinary shares in issue during the year. There are no dilutive shares. The weighted average number of shares for the year was: Shares Shares issued Own shares outstanding No of shares No of shares No of shares 1 January October ,737,488 (11,951,119) 377,786, December ,737,588 (11,951,119) 377,786,469 Weighted average number of shares 93,152,879 In order to provide a measure of underlying performance, the Group has chosen to present an additional illustrative measure of Adjusted earnings per share. Adjusted earnings per share has been calculated using Adjusted consolidated net income (see note 11) and dividing by the number of ordinary shares outstanding as at 31 December 2014 for both years to eliminate the impact of shares issued during the year. No of shares No of shares Basic weighted average shares 93,152, Outstanding shares as at 31 December ,786, ,786,469 Loss for the year (10,842) (17,668) Adjusted consolidated net income for the year 22,888 21,004 Earnings per share is calculated as follows: Basic and diluted earnings per ordinary share ( ) (0.12) (176,680) Adjusted earnings per ordinary share (pence)

16 Notes to the consolidated financial statements (continued) 5 Staff numbers and costs The average number of persons employed by the Group (including directors) during the year, analysed by category, was as follows: Administration Selling and distribution Total staff numbers The aggregate payroll costs incurred were as follows: Wages and salaries 40,914 37,804 Social security costs 5,042 5,094 Share based payments 3,541 1,999 Contributions to defined contribution plans 1, Total staff costs 50,851 45,179 Included within share based payments expenses for the year ended 31 December 2014 is an expense of 1.6m (2013: nil) that relates to the accelerated vesting of the Group s cash settled share based payment scheme and is disclosed within exceptional costs (see note 3). 6 Financial income and expense Bank interest income Foreign exchange gain on external borrowings 1,456 - Total financial income 1, Interest expense on bank loans and overdrafts (5,955) (7,386) Interest expense on shareholder credit facility (23,646) (29,496) Finance charges (1,362) (12,962) Foreign exchange loss on external borrowings - (1,065) Total finance expense (30,963) (50,909) Net result on financial instruments (2,908) 4,374 Net financing expense (32,391) (46,467) Interest incurred on the shareholder credit facility ceased on 3 October 2014 when the Group entered into a debt for equity swap agreement, which discharged the shareholder credit facility in exchange for the issue of ordinary shares in Choo Luxury Group Limited (see note 9). 16

17 Notes to the consolidated financial statements (continued) 7 Taxation Corporation tax charge for the year (4,455) (3,803) Adjustments for prior year (911) 320 Double taxation relief 130 1,000 Foreign tax for current year (167) (125) Current taxation (5,403) (2,608) Origination and reversal of temporary differences 2,860 6,343 Deferred tax credit 2,860 6,343 Total tax (charge)/credit for the year (2,543) 3,735 The tax (charge)/credit is reconciled with the standard rates of UK corporation tax as follows: Loss before tax (8,299) (21,403) UK corporation tax at standard rate of 21.25% (2013: 23.25%) 1,763 4,976 Factors affecting the charge for the year: Expenses not deductible for tax purposes (2,196) (8,681) Utilisation of losses brought forward (327) 393 Impact of change in tax rate - 7,011 Adjustments in respect of prior years (911) 320 Group relief claimed and paid for Difference of overseas rate (1,114) (602) Total tax (charge)/credit for the year (2,543) 3,735 8 Acquisitions of subsidiaries On 5 August 2014, Itachoo S.r.l., a wholly owned subsidiary undertaking of the Group, purchased 100% of Studio Luxury S.r.l. for consideration of EUR 1.9m ( 1.5m) from Luxury Italia Holding S.r.l, a wholly owned subsidiary of JAB Luxury GmbH. The consideration is payable in four tranches between 1 January 2015 and 31 December

18 Notes to the consolidated financial statements (continued) 9 Capital and reserves Share capital 389,738 - Share premium 99,480 - Own shares reserve (16,732) - Translation reserve (2,864) (2,439) Retained earnings (25,469) (23,234) Total equity 444,153 (25,673) Share capital Share capital is comprised of: Allotted and called up 100 ordinary shares of 1 each ,737,588 ordinary shares of 1 each 389,738 - The comparative share capital represents that of Choo Luxury Group Limited. The table below summarises the movements in share capital during the year ended 31 December 2014: No of shares Balance at 31 December Issue of ordinary shares Jimmy Choo PLC 1 Issue of preference shares Jimmy Choo PLC 50,000 Redemption of preference shares Jimmy Choo PLC (50,000) Issue of ordinary shares Jimmy Choo PLC 389,737,487 Balance prior to capital transaction 389,737,588 Jimmy Choo PLC was incorporated on 1 September 2014 and issued one ordinary share of 1 at par and 50,000 preference shares of 1 each at par. The preference shares were subsequently redeemed as part of the share for share exchanges described below. On 1 September 2014 Jimmy Choo (Holdings) Limited was incorporated and issued one ordinary share of 1 at par. On 3 October 2014 JAB Luxury GmbH and Choo Luxury Group Limited entered into a debt for equity swap agreement pursuant to which JAB Luxury GmbH agreed to discharge Choo Luxury Group Limited from the Shareholder Credit Facility in exchange for the issue of 389,737,488 new ordinary 1 shares in Choo Luxury Group Limited. On 15 October 2014 Jimmy Choo (Holdings) Limited issued 389,737,587 ordinary 1 shares in exchange for all classes of shares of Choo Luxury Group Limited. On 16 October 2014 Jimmy Choo PLC issued 389,737,587 ordinary 1 shares in exchange for all classes of shares of Jimmy Choo (Holdings) Limited. Share premium Share premium of 99.5m arose on the debt for equity swap transaction between JAB Luxury GmbH and Choo Luxury Group Limited on 3 October The carrying value of the shareholder credit facility (including accrued interest) at the date of the debt for equity swap was 489.2m. 18

19 Notes to the consolidated financial statements (continued) 9 Capital and reserves (continued) Own shares reserve The cost of the Company s ordinary shares held by the Jimmy Choo PLC Employee Benefit Trust is treated as a deduction in arriving at total shareholder s equity. The movement in the own shares reserve was as follows: Number of ordinary shares Average price paid per share January Shares purchased by the EBT during the year 11,951, ,732 At 31 December ,951, ,732 Shares held by the Jimmy Choo PLC Employee Benefit Trust will be used to satisfy options awarded under the Group s long term incentive plan (see note 10). 10 Share based payments During the year the Group operated two equity-settled share based compensation schemes and one cash-settled share based payment scheme for its directors and employees. Details of each of these schemes are set out in this note. Cash-settled share option scheme Phantom option scheme The Group operated a long term incentive plan open to invited employees of the Group ( the Participants ), which was accounted for as a cash-settled share based payment scheme. The Participants in the scheme were required to purchase equity in Choo Luxury Holdings Limited, a wholly owned subsidiary of the Group ( the Subsidiary ) in order to receive matching phantom options over the shares of the Subsidiary. A put and call agreement existed between the Participants and the Subsidiary which enabled the Participant to put their equity shares back to the Subsidiary at fair value. The Subsidiary could call the shares in the event of a change in control or if the Participant left employment with the Group. The put and call agreement was accounted for as a cash settled share based payment scheme as the Participants were required to remain employed by the Group in order to participate in any increase in the fair value of the underlying equity shares. The IPO of the Group in October 2014 triggered the vesting conditions of the all the options. Of these, 5,387,877 options were exercised at a fair value of 1.40, calculated with reference to the IPO price. The remaining 3,571,713 were cancelled and replaced by the equity-settled JC PLC Scheme detailed below. At IPO the Participants also exchanged their shares in Choo Luxury Holdings Limited for shares in Jimmy Choo PLC via a series of share-for-share exchanges. The put and call agreement over the Participants shares in Choo Luxury Holdings Limited lapsed at IPO. The liability of 3.5m that had previously been recognised in respect of the put and call agreement was therefore reclassified to equity. The total liability recognised in respect of the cash settled share based payment scheme at 31 December 2014 was nil (2013: 5.9m). 19

20 Notes to the consolidated financial statements (continued) 10 Share based payments (continued) Details of the movements during the year are as follows: Number of share options Weighted average Number of share options exercise price Weighted average exercise price Outstanding at the beginning of the year 8,959, ,679, Granted during the year ,000, Cancelled during the year (3,571,713) 1.00 (1,720,030) 1.00 Exercised during the year (5,387,877) Outstanding at the end of the year - - 8,959,590 - Exercisable at the end of the year Equity-settled share option schemes JC PLC Share Award Following the partial vesting of the Phantom Option Scheme at IPO in October 2014, 3,571,713 options were cancelled and a new equity-settled share based payment scheme implemented (the JC PLC Share Award ). The number of shares awarded under the JC PLC Share Award was calculated by reference to the value attributed to the proportion of previously held phantom options. For each phantom option forfeited, Participants received 0.55 share awards, with a nominal exercise price of 1 in total for each exercise. As a result 2,801,120 options were granted during the year. The options are due to vest in three stages: one third are exercisable on 1 July 2016; one third are exercisable 1 July 2017; and the remaining third are exercisable on 1 July The vesting of these options is dependent upon continued employment over the vesting period. Any vested but unexercised options will automatically lapse on 21 October One-off Award On 30 October 2014, share awards of 10,192,858 ordinary shares in Jimmy Choo PLC were granted as a one-off award at IPO to members of the Group s senior management team, with a nominal exercise price of 1 in total for each exercise. The options were awarded in three tranches each with different vesting conditions: 1. Main award 50% of the options granted are exercisable on the fifth anniversary of the grant date and 50% are exercisable on the sixth anniversary of the grant date. The total number of shares granted under this award was 8,271, Alternate grant 1 33% of the options granted are exercisable on the fourth anniversary of the grant date; 33% are exercisable on the fifth anniversary of the grant date and 33% are exercisable on the sixth anniversary of the grant date. The total number of shares granted under this award was 1,071, Alternate grant 2 850,000 options were granted with vesting conditions that are the same as the JC PLC Share Awards described above. 20

21 Notes to the consolidated financial statements (continued) 11 Reconciliation to non-gaap performance measures Adjusted EBITDA Operating profit 24,080 25,149 Adjusted for: Exceptional costs (note 3) 13,047 6,009 Depreciation 14,225 11,001 Amortisation Gain on disposal of property, plant and equipment and intangibles (129) - Realised and unrealised foreign exchange (gain)/loss (1,786) 3,966 Adjusted EBITDA 50,230 46,877 Adjusted EBIT Operating profit 24,080 25,149 Adjusted for: Exceptional costs (note 3) 13,047 6,009 Share of associates and jointly controlled entities 12 (85) Realised and unrealised foreign exchange (gain)/loss (1,786) 3,966 Adjusted EBIT 35,353 35,039 Adjusted profit before tax Loss before tax (8,299) (21,403) Adjusted for: Exceptional costs (note 3) 13,047 6,009 Interest on shareholder credit facility 23,646 29,496 Foreign exchange (gain)/loss on external loan (1,456) 1,065 Loss on financial instruments on external loan 1,353 - Accelerated amortisation of capitalised debt costs - 8,445 Adjusted EBT 28,291 23,612 Adjusted consolidated net income Loss for the year (10,842) (17,668) Adjusted for: Exceptional costs (note 3) 13,047 6,009 Deferred tax (2,860) (6,343) Interest on the shareholder credit facility 23,646 29,496 Foreign exchange (gain)/loss on external loan (1,456) 1,065 Loss on financial instruments on external loan 1,353 - Accelerated amortisation of capitalised debt costs - 8,445 Adjusted consolidated net income 22,888 21,004 21

22 Appendix 2 Supplemental Financial Information Table 1 Costs charged in arriving at EBITDA m m Selling and distribution expenses Brand communication expenses Overheads Costs charged in arriving at EBITDA Table 2 Free operating cash flow m m Adjusted EBITDA Adjusted operating cash flow Cash conversion % 97.4% Exceptional costs (13.0) (6.0) Tax paid (5.5) - Net financing payments (5.3) (8.4) Capital expenditure (27.2) (21.7) Acquisitions 0.6 (0.8) Free operating cash flow (4.1) Adjusted operating cash flow is defined as Adjusted EBITDA plus/minus non-cash charges in respect of share-based payments, realised and unrealised foreign exchange gains and losses on the revaluation of monetary items and working capital. Working capital is defined as the sum of changes in trade and other receivables, inventories, trade and other payables and provisions. 2 Cash conversion is defined as Adjusted operating cash flow (as defined above) divided by Adjusted EBITDA. 22

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