Burberry Group plc. Interim results for the six months ended 30 September 2016

Transcription

1 9 November Burberry Group plc Interim results for the six months ended First half adjusted profit before tax in line with expectations Good progress on ambitious growth and productivity agenda; on track to deliver financial goals Highlights for the six months to Financial performance - Revenue 1,159m, down 4% underlying (up 5% at reported FX) - Retail growth, led by strength in the UK, offset by declines in wholesale and licensing, in part reflecting actions to build and reinforce luxury brand positioning - Adjusted profit before tax 146m, down 24% underlying (down 4% at reported FX) - Adjusted retail/wholesale profit down 19% underlying (up 3% at reported FX), principally due to lower revenues - Licensing profit down 11m due to planned expiry of Japanese licences - Reported profit before tax 102m, down 34% after adjusting items reflecting strategic actions - Net cash of 529m at September (2015: 459m), after 69m payment for China and Burberry Middle East non-controlling interests Strategic progress - Product focus - Innovation and newness resonating with customers; strength in bags as continue to develop category - Productive space - Focus on customer cultivation and retail service; increased investment in global training and expanded Burberry Private Client team - E-commerce leadership - Digital grew in all regions; launch of redesigned website and strong growth from digital third-parties - Operational excellence and Inspired people - Simplifying our structure and processes to enhance efficiency and effectiveness; on track to deliver planned cost savings of around 20m in FY Brand reach and engagement building; exceptional response to runway show and collection Capital returns to shareholders - Additional 50m share buyback to commence upon completion of first 100m, of which 34m completed in the half - Interim dividend up 3% to 10.5p Christopher Bailey, Chief Creative and Chief Executive Officer, commented: In May we outlined plans to evolve how we work as a business and to drive Burberry s future growth in a rapidly-changing luxury environment. Since then, we have made good early progress towards realising the significant opportunities ahead of us, as we begin implementing our five strategies. We remain on track to deliver our financial goals.

2 All metrics and commentary in the Interim Management Report exclude adjusting items unless stated otherwise. Adjusting items are: A 26.1m charge in reported operating expenses relating to the fragrance and beauty licence intangible asset (H1 2015/16: 7.5m) A 12.8m charge in reported operating expenses relating to restructuring costs arising from the Group s cost and efficiency programme A 4.3m charge ( 3.2m in reported operating expenses and 1.1m in the reported net finance charge) relating to the deferred consideration on the purchase of the non-controlling interest in Burberry Middle East Put option liability finance charge of 1.0m in reported net finance charge relating to the third party 15% economic interest in the Chinese business (H1 2015/16: income of 9.3m) Details of adjusting items are contained in Note 4 of the Condensed Consolidated Interim Financial Statements. Underlying performance is presented in this announcement as, in the opinion of the Directors, it provides additional understanding of the ongoing performance of the Group. Underlying performance is calculated before adjusting items and removes the effect of changes in exchange rates compared to the prior period. This takes into account both the impact of the movement in exchange rates on the translation of overseas subsidiaries results and also on foreign currency procurement and sales through the Group's UK supply chain. Comparable sales is the year-on-year change in sales from stores trading over equivalent time periods and measured at constant foreign exchange rates. It also includes online sales. Certain financial data within this announcement have been rounded. Enquiries Investors and analysts Carol Fairweather Chief Financial Officer Charlotte Cowley Director of Investor Relations Media Andrew Roberts VP, Corporate Relations Nick Claydon Brunswick Katharine Spence There will be a presentation today at 9.30am (UK time) for investors and analysts at Horseferry House, Horseferry Road, London, SW1P 2AW The presentation can be viewed live on the Burberry website and can also be accessed live via a listen only dial-in facility on +44 (0) (password: Burberry Interim Results). The supporting slides and an indexed replay will be available on the website later in the day Burberry will update on third quarter trading on 18 January 2017 Certain statements made in this announcement are forward-looking statements. Such statements are based on current expectations and are subject to a number of risks and uncertainties that could cause actual results to differ materially from any expected future results in forward-looking statements. Burberry Group plc undertakes no obligation to update these forward-looking statements and will not publicly release any revisions it may make to these forward-looking statements that may result from events or circumstances arising after the date of this document. Nothing in this announcement should be construed as a profit forecast. All persons, wherever located, should consult any additional disclosures that Burberry Group plc may make in any regulatory announcements or documents which it publishes. All persons, wherever located, should take note of these disclosures. This announcement does not constitute an invitation to underwrite, subscribe for or otherwise acquire or dispose of any Burberry Group plc shares, in the UK, or in the US, or under the US Securities Act 1933 or in any other jurisdiction. Burberry is listed on the London Stock Exchange (BRBY.L) and is a constituent of the FTSE 100 index. ADR symbol OTC:BURBY. BURBERRY, the Equestrian Knight Device and the Burberry Check are trademarks belonging to Burberry which are registered and enforced worldwide. 2

3 INTERIM MANAGEMENT REPORT Total revenue 1,159m, down 4% underlying (up 5% at reported FX). Retail growth, led by the UK, offset by a decline in wholesale and licensing, in part reflecting actions to build and reinforce luxury brand positioning Adjusted profit before tax 146m, down 24% underlying (down 4% at reported FX including exchange rate benefit of 29m). Reported profit before tax 102m (H1 2015/16: 155m) after adjusting items as a result of strategic actions Retail/wholesale revenue 1,146m, down 3% underlying (up 6% at reported FX); adjusted retail/wholesale operating profit 134m, down 19% underlying (up 3% at reported FX) reflecting lower revenue and some modest gross margin pressure, offset by cost savings Licensing profit 11m, down 53% underlying (down 50% at reported FX), reflecting the planned expiry of Japanese licences Adjusted diluted EPS 24.4p down 6% (H1 2015/16: 26.0p), with 25% effective tax rate. Reported diluted EPS 16.2p down 39% Interim dividend up 3% to 10.5p (H1 2015/16: 10.2p) Net cash of 529m at (2015: 459m); outflows included 69m payment for China and BME non-controlling interests, 43m capital expenditure and 32m* of share buyback 30 % change September million 2015 reported FX underlying Revenue 1, , (4) Cost of sales (363.5) (337.9) (8) Gross margin Operating expenses** (650.5) (614.9) (6) Adjusted operating profit (5) (24) Net finance credit** Adjusted profit before taxation (4) (24) Adjusting items (44.2) 1.8 Profit before taxation (34) Taxation (28.9) (33.7) Non-controlling interest (1.1) (1.5) Attributable profit Adjusted EPS (pence) ~ (6) EPS (pence) ~ (39) Weighted average number of ordinary shares (millions) ~ Adjusted measures exclude adjusting items * Cash relating to the 34m completed in the half ** Excludes adjusting items. For details, please see page 2 ~ EPS is presented on a diluted basis 3

4 Brand strength and momentum We continued to build and reinforce Burberry s luxury brand positioning for the long-term - In retail, through service and cultivation initiatives and with the launch of our redesigned website - In wholesale, including Beauty, through tightly controlling inventory and distribution despite challenging market conditions - And in Japan, as we build our direct luxury retail operations Brand reach and engagement is building - The interest around our September runway show, our first straight-to-consumer and combined mens and womens collection, was exceptional. There have been more than 15 million content views through our owned and partners platforms - We innovated across every dimension of the show from our marketing activity, to show format, to the retail experience, with product available for purchase both instore and online directly following the show, to which we saw a strong response - We drove brand engagement online through innovative partnerships including Facebook Messenger and Live, Snapchat, WeChat and YouTube - Brand strength indicators are positive in our key markets, including continued strong unaided awareness Progress on our growth and productivity agenda Good progress was made on our ambitious growth and productivity agenda in the half and we are on track to deliver our financial goals to: Outperform sector growth, with outperformance accelerating over time Deliver at least 100m of annualised cost savings by FY 2019, of which around 20m will be delivered in FY 2017 In May, against the background of more subdued global demand for luxury goods, we outlined our plans to enhance growth and improve productivity in product, retail (including omni-channel excellence) and process (including changing our ways of working). These plans for growth and simplification across the business have been built into five key strategic initiatives which we will continue to report against: Product focus - Simplifying our offer while increasing innovation, tailoring it more effectively for local needs and implementing a new approach to managing our categories Productive space - Improving our end-to-end retail disciplines to drive retail productivity, a multi-year programme covering service and customer cultivation, product and operations E-commerce leadership - E-commerce is the fastest growing channel in the industry. We aim to leverage the strong digital capability we have built to drive revenues both on our own platform and through third party relationships Operational excellence - An area of intense focus for the next phase of our growth as we aim to increase efficiency and continue to invest appropriately to support our plans Inspired people - Changing our ways of working, reducing complexity and enhancing effectiveness, while remaining committed to building our unique culture and values 4

5 Product focus: From product breadth to product focus Progress in the half includes: Identifying further opportunities to simplify our offering with a 15-20% planned reduction in the number of options for the upcoming November market, following a similar reduction in May. This simplification will reduce complexity internally and for our customers will provide greater visibility of the fashion and newness in our collections, where we saw strength in the half Introducing end-to-end category management for key products, with initial changes in place for the upcoming November market and full roll out by May This has involved defining accountabilities and decision paths throughout our product teams and redesigning processes around commercial development, planning, assortment definition and buying The outperformance of bags, as we build our strategic focus in this area and start to reinvent the collection around a new pillar and shape strategy. Growth in bags was led by the runway rucksack and new Buckle bag collection. We also saw a good response to the Bridle bag, the number one selling item from the September runway collection. Beyond bags, we have developed a detailed product strategy, with aligned marketing, for other core categories phased over time Ensuring we have appropriate products at both ends of our existing pricing architecture, responding to demand for our most luxurious products while also introducing more innovation and creativity at our opening price points in core categories, which delivered positive results in the half Strong performance from our pillar fragrances, with market share gains for My Burberry and Mr Burberry in key markets. We have now completed the review of our Beauty business. In line with this, during the half we took action to improve the category s positioning, rationalising distribution in key markets and reducing inventory flow into secondary channels, with plans to maintain this elevated brand positioning in the future consistent with an overall focus on sustainable profitable growth Productive space: From new space to productive space Progress in the half includes: Service and cultivation Significantly increasing investment in globally consistent training, with the initial focus on customer cultivation and service rolled out through our summer store manager conferences. Expanded the activity of our Burberry Private Client team to over 30 new locations providing an elevated level of service to our higher spending customers Designing a new customer feedback tool (based on net promoter scores), which will provide direct insight to our store managers. Our current pilot programme extends to 20 stores in the next few weeks, with global roll out planned by the end of the year 5

6 Product Entering the final phase of the roll out of our one label strategy which has been well received by our customers, all new products from November feature the new labels. This is being supported by a comprehensive training programme and changed visual merchandising Refining a new store profiling model which will be in place for the November market. The model classifies stores in greater detail, using a combination of in-house, local data sources, such as customer demographics and product purchasing behaviours, as well as global data such as climate. This will enable the product offer in store to be more appropriately tailored to reflect to its profile Operations Designing and testing best-practice back and front-of-house store operations, including trialling store staff scheduling software with plans to implement globally next year Developing a more detailed globally aligned retail scorecard including key retail metrics and customer service measures, planned to go live next year. Progress on initiatives in the half supported increased conversion in our key markets, and improved customer retention, with a double-digit uplift in spend from returning top customers E-commerce leadership: From digital prowess to e-commerce leadership Progress in the half includes: Digital outperformance, delivering growth in all regions. Digital traffic increased yearon-year, with mobile accounting for over 50% of the mix and conversion improved in both channels. Third party digital revenue grew strongly and at retail value, is now over half the size of our in-house digital revenues Launching a redesigned website for desktop, with a full refresh of the brand aesthetic online and an enhanced browsing and purchasing experience. Mobile launch to follow. Improvements in payments, fulfilment and site functionality continued Developing a customer app to improve mobile checkout and enable a more personalised connection with our customers Continuing to build best-in-class relationships with retailers online and innovating in social commerce. For example, for the September runway collection - Burberry partnered with Barneys to deliver an elevated brand positioning and unique products for their customers in-store and across their digital platforms - WeChat users were able to buy the Bridle bag in-platform 6

7 Operational excellence: Focusing on efficiency and investing appropriately to support our plans Progress in the half includes: Establishing a Transformation Management Office to drive and co-ordinate the delivery of all our strategic initiatives Working to simplify our key business processes to increase efficiency and effectiveness, supported by the implementation of new technology solutions, including - Delivery of a system supporting redesigned procurement processes - Initiating work on a new inventory management system and a redesigned product lifecycle management process Increasing the efficiency of spend in support of delivering our stated cost saving targets in areas such as - Non-stock procurement with the renegotiation of a number of significant contracts expected to deliver meaningful savings over time - Improved returns on marketing spend with allocation and timing decisions supported by enhanced data analytics and detailed econometric modelling Inspired people: Implementing our new ways of working, while remaining committed to building our unique culture and values Progress in the half includes: Evolving our operating model to simplify the organisation, removing duplication and complexity, to ensure it is fit to deliver our plans Continuing to develop our talent and build employee engagement, ranked as top ten in the UK for attracting and retaining talent by LinkedIn Recognised as the industry leader in the Dow Jones Sustainability Index, reflecting our strong commitment to continuously explore more productive and sustainable ways of working 7

8 Revenue analysis Revenue by channel 30 % change September million 2015 reported underlying FX Retail Wholesale (6) (14) Licensing (51) (54) Revenue 1, , (4) Retail 74% of revenue; with 211 mainline stores, 205 concessions within department stores, digital commerce and 60 outlets Retail sales up 2% underlying; up 11% at reported FX Comparable sales improved in the second quarter (Q1: down 3%; Q2: up 2%), unchanged for the half Net new space contributed the balance of growth at 2% Digital outperformed and grew in all regions Asia Pacific With retail accounting for over 85% of revenue in the region, Asia Pacific saw a low single-digit percentage comparable sales decline in the half, broadly similar across both quarters Mainland China improved with mid single-digit percentage comparable sales growth in the second quarter, despite the impact of the planned elevation of the store portfolio in Beijing, Burberry s largest market in the country Hong Kong continued to experience negative footfall throughout the half, with comparable sales down a double-digit percentage Excluding Hong Kong and Macau, comparable sales in the region were positive. EMEIA With retail accounting for nearly 70% of revenue in the region, EMEIA delivered low single-digit percentage comparable sales growth in the half Improved performance from the travelling luxury customer in the second quarter was most significant in the UK, with comparable sales up over 30%, given sterling s depreciation Major markets in Continental Europe remained weak, where growth from domestic customers was more than offset by declines in tourist spend. Americas With retail accounting for nearly 70% of revenue in the region, the Americas saw comparable sales for the first half down a low single-digit percentage Domestic customer demand remained uneven and spend from the travelling luxury customer remained down by a double-digit percentage. 8

9 Digital continued to outperform in the half, with growth in all three regions. The redesign of burberry.com launched globally on desktop in September, delivering a full refresh of the brand aesthetic and enhanced browsing and purchasing experience. Progress on other initiatives included improved payment options, the launch of store stock look up and increased product personalisation for heritage scarves. By product, in mainline, fashion outperformed replenishment as customers responded positively to innovation and newness. Growth in bags was led by the runway rucksack and new Buckle bag collection. We also saw a good response to the Bridle bag, the number one selling item from the September runway. Emerging growth categories of dresses and ponchos outperformed. During the first half, we closed a net 13 mainline stores and concessions (11 openings and 24 closures). This included the continued elevation of the store network in China (a net one opening), Korea (a net four closures) and the Middle East (a net three closures) along with the relocation of stores including Sydney airport. Wholesale 25% of revenue; generated from sales of apparel and accessories to department stores, multi-brand specialty accounts, franchise stores and travel retail; as well as beauty to around 80 distributors worldwide Wholesale revenue down 14% underlying; down 6% at reported FX In part reflecting strategic actions to elevate the brand in the US and Beauty At, Burberry had 49 franchise stores globally The regional comments relate to apparel and accessories and exclude Beauty. EMEIA EMEIA remains the group s largest wholesale region at over 50% of the total. Revenue was broadly unchanged year-on-year with cautious ordering and brand elevation actions largely offset by the addition of new accounts, including over 100 European childrenswear accounts as a result of the expiration of the regional licence. Americas The Americas accounted for about 30% of group wholesale revenues with a significant decline year-on-year, principally reflecting tighter inventory control by customers and further strategic brand elevation. Asia Pacific Wholesale revenue in Asia Pacific was down year-on-year. Growth from customers in Korea and South East Asia was offset by cautious ordering from other travel retail accounts. Beauty In Beauty, underlying wholesale revenue declined by approaching 20%, reflecting tighter inventory control by distributors and actions including rationalising distribution in key markets and reducing inventory flow into secondary channels. My Burberry and Mr Burberry performed well, with market share gains in key markets. 9

10 Licensing 1% of revenue; of which about 50% is from Japan, with the balance from global product licences Licensing revenue 13m (down 54% underlying), primarily reflecting planned expiry of Japanese Burberry licences, consistent with full year guidance Operating profit analysis Adjusted operating profit 30 % change September million 2015 reported underlying FX Retail/wholesale (19) Licensing (50) (53) Adjusted operating profit (5) (24) Adjusted operating margin 12.5% 13.7% Adjusted operating profit decreased by 24% underlying. Reported adjusted operating profit of 145m, down 5%, includes an FX benefit of 29m. Adjusted retail/wholesale operating profit 30 % change September million 2015 reported FX Revenue 1, , Cost of sales (363.5) (337.9) (8) Gross margin Gross margin 68.3% 68.7% Operating expenses (648.7) (610.8) (6) Adjusted operating profit Operating expenses as a % 56.6% 56.7% of sales Adjusted operating margin 11.7% 12.0% Retail/wholesale adjusted operating profit decreased by 19% underlying, up 3% at reported FX including a 28.6m positive impact from exchange rate movements. 10

11 Retail/wholesale revenue declined by 3% underlying (up 6% at reported FX), with growth in retail offset by a decline in wholesale, in part due to tighter inventory control by customers and strategic actions to elevate the brand, including the rationalisation of distribution in key markets. Gross margin was 68.3%, down 40 basis points compared to the prior year This included a 70 basis point positive impact of exchange rate movements Gross margin on the apparel and accessories business was unchanged year-on-year on an underlying basis, with positive channel and regional mix offsetting adverse product mix Strategic actions in the half adversely impacted Beauty margin. Operating expenses of 649m include an adverse impact of exchange rate movements, on an underlying basis operating expenses were down 1% year-on-year This underlying improvement reflects ongoing tight cost control and the delivery of 6m of the planned full year savings of around 20m associated with our cost and efficiency programme, offsetting underlying cost pressure and investment in our growth initiatives The operating expenses to sales ratio was 56.6%, down 10 basis points compared to the prior year. Licensing operating profit 30 % change September million 2015 reported FX Revenue (51) Cost of sales Gross margin (51) Gross margin 100% 100% Operating expenses (1.8) (4.1) 57 Operating profit (50) Operating margin 85.9% 84.3% Licensing profit was down 11m year-on-year (down 50% at reported FX), including a 0.7m exchange rate benefit. The decline reflects 13m lower revenue year-on-year, principally due to the planned expiry of the Japanese Burberry licences, and reduced operating expenses. 11

12 Adjusting items 30 September million 2015 Fragrance and beauty licence (26.1) (7.5) intangible charges Restructuring costs (12.8) - China put option liability finance (1.0) 9.3 (charge)/income BME deferred consideration (4.3) - charges (44.2) 1.8 Fragrance and beauty licence intangible A beauty licence intangible asset of 70.9m was recognised in FY This was being amortised on a straight line basis over the period 1 April 2013 to 31 December As a result of actions to improve category positioning, Beauty revenue expectations to December 2017 are now lower than previously planned. In addition to the planned charge of 7.5m for the half, a further 18.6m has been recognised to write down the remaining balance of the intangible to nil, resulting in a total charge of 26.1m. Restructuring costs Restructuring costs of 12.8m were incurred in the half, relating to our cost and efficiency programme. We continue to expect a charge of around 20m for the full year. China put option liability The China put option liability finance charge relates to fair value movements, including the discount unwind, on the put option liability over the non-controlling interest in the acquired Chinese business. The charge of 1.0m in the first half reflects movements in the period to 1 August when Burberry exercised the call option, acquiring the remaining 15% of its China operations for 53.7m. The put option was therefore extinguished. Burberry Middle East deferred consideration The Burberry Middle East (BME) deferred consideration charge relates to fair value movements ( 3.2m operating expense) and the discount unwind ( 1.1m finance charge) on the deferred consideration liability relating to taking full economic control of BME. The deferred consideration is expected to be settled through payments over the period to FY The value of the liability at is 33.8m. 12

13 Taxation The effective rate of tax on adjusted profit for FY 2017 is estimated to be about 25.0% (FY : 24.7%), 1% higher than initially guided due to a change in the transfer pricing approach by an overseas tax authority. This 25.0% is the rate applied in the half (H1 2015/16: 23.0%). Tax on adjusting items has been recognised as appropriate. The resulting effective tax rate on H1 /17 reported profit is 28.3% (H1 2015/16: 21.8%). Cash Cash generated from operating activities in the six months to was 118m (H1 2015/16: 113m). Reflecting lower than expected revenue growth, inventory at was 574m (September 2015: 478m), up 10% at constant exchange rates with no deterioration in the aging profile. Net cash at was 529m, compared to 459m at 2015 and 660m at 31 March. Outflows in the half included: 43m on capital expenditure 69m payment for non-controlling interests in China ( 54m) and BME ( 15m) 119m on dividends 32m of the initial 100m share buyback programme. Outlook Retail: In FY 2017, we continue to expect net new space to contribute low single-digit percentage growth to total retail revenue. Around 15 mainline store openings are planned, with a similar number of closures Wholesale: We continue to expect total wholesale revenue at constant exchange rates in the six months to 31 March 2017 to be down by a mid-teens percentage on the same period last year (H2 2015/16: 330m), with the trends in both fashion and Beauty similar to those in the first half of the current year Retail/wholesale profit: Using 31 October exchange rates*, FY 2017 reported adjusted retail/wholesale profit would benefit by about 125m compared to FY rates. This compares to an expected benefit of about 105m based on rates Licensing: Total licensing revenue for FY 2017 continues to be planned to be down by about 20m at constant exchange rates (FY : 42m), primarily reflecting the expiry of the Japanese Burberry licences Capital expenditure: Spend of around 130m is now planned for FY 2017 due to timing shifts (previous guidance 150m) Tax rate: The tax rate on adjusted profit for FY 2017 is currently expected to be about 25% (previous guidance about 24%) FY Adjusted PBT: Our expectations for FY 2017 adjusted PBT on an underlying basis remain unchanged * See Appendix 13

14 APPENDIX Exchange rates Forecast full year average rates for FY /17 Average exchange rates 1= 31 October FY 2015/16 H1 /17 H1 2015/16 Euro US Dollar Chinese Yuan Renminbi Hong Kong Dollar Korean Won 1,448 1,483 1,740 1,565 1,743 Yen ~ ~ For licensing revenue, taking into account the current hedged positions Retail/wholesale revenue by destination 30 % change September million 2015 reported underlying FX Asia Pacific (1) EMEIA Americas (2) (12) 1, , (3) Retail/wholesale revenue by product division 30 % change September million 2015 reported underlying FX Accessories (1) Womens (6) Mens Childrens Beauty (7) (17) 1, , (3) 14

15 Store portfolio Directly-operated stores Stores Concessions Outlets Total Franchise stores At 31 March Additions Closures (11) (13) - (24) (13) At Store portfolio by region Directly-operated stores Stores Concessions Outlets Total Franchise At stores Asia Pacific EMEIA Americas Total Related parties Related party disclosures are given in note 15 of the Condensed Consolidated Interim Financial Statements. Principal Risks The Group carried out a formal process throughout the period to identify, evaluate and manage significant risks faced by the Group. In the view of the directors, the principal risks and uncertainties affecting the Group for the remaining six months of the financial year comprise those set out on pages 56 to 61 of the Annual Report for the year ended 31 March (a copy of which is available at the Group s website at ) and which are summarised below. These principal risks and uncertainties have remained unchanged. Summary of Principal Risks set out in the Annual Report A major breach in cyber, systems or information security could adversely impact the Group s business operations and/or result in a major data loss adversely impacting the Group s reputation The Group s customer and employee data, Burberry.com business, digital strategy and operations mean that it is critical that the Group s technology is robust, its systems are secure and data protected. Sensitive data faces the threat of misappropriation and a breach of cyber security on key business systems could also affect business operations. The outlook for the luxury sector remains uncertain Changes and events in the external market or environment could impact the Group s performance and the delivery of its strategies. These changes or events could include: (i) a sustained economic slowdown which adversely impacts the Group s customers, suppliers and operations; (ii) a change in consumer behaviour or other events which 15

16 adversely impact consumer demand particularly in relation to key consumer groups who make a significant contribution to Group revenues; and (iii) increasing global economic uncertainty including matters such as Brexit which could have an impact on economic growth and adversely impact the Group or give rise to additional costs relating to movements of inventory within the supply chain. Inability of the organisation to successfully deliver the productivity and efficiency agenda without compromising business as usual The productivity and efficiency agenda is being implemented to optimise future organic revenue growth opportunities and to deliver productivity and efficiencies particularly through ways of working. The failure to effectively manage this programme could adversely impact the delivery of the Group s strategies, the anticipated productivity and efficiency improvements, its operations and return on investments. The Group s systems of internal control will need to be maintained. Failure to realign the organisational resource capability to deliver the productivity and efficiency agenda The implementation of the productivity and efficiency agenda means that attracting and retaining the right skills to meet evolving priorities is critical. Insufficient capability and capacity in senior management and insufficient employees with the right skills will limit the Group s ability to execute the Group s strategies and other changes as planned. The period of change may result in a loss of key individuals or the inability to recruit and retain individuals with the relevant talent and experience could disrupt the operation of the business and adversely impact the Group s ability to deliver its strategies. Sustained breaches of the Group s intellectual property rights and unauthorised sale of Burberry products Trademarks and other intellectual property rights are fundamentally important to the Group s reputation, success and competitive position. Unauthorised use of these, as well as the unauthorised sale of Burberry products and distribution of counterfeit products, damages the Burberry brand image and profits. Chinese consumer spending patterns significantly change adversely impacting the Group s revenues A significant proportion of the Group s sales are to Chinese consumers globally. Consequently, any change to Chinese consumer tastes or the economic, regulatory, social and/or political environment in China could adversely impact this consumer s disposable income, confidence and travel which could impact the Group s revenue and profits. Volatility in foreign exchange rates could have a significant impact on the Group s reported results The Group operates on a global basis and earns revenues, incurs costs and makes investments in a number of currencies. The Group s financial results are reported in Sterling. The majority of reported revenues are earned in non-sterling currencies, with a significant proportion of costs in Sterling. Therefore changes in exchange rates can impact the Group s revenues, margins, profits and cash flows. 16

17 Major incidents such as natural catastrophes, global pandemics or terrorist attacks affecting one or more of the Group s key locations could significantly impact its operations A major incident at a key location could significantly impact business operations, with the impact clearly varying depending on the location and its nature. The impact of the loss of a distribution hub would clearly differ from a global pandemic, but both would impact revenues and profits. The Group s operations are subject to a broad spectrum of regulatory requirements in the various jurisdictions in which the Group operates The pace of change and the consistency of application of legislation can vary significantly across these jurisdictions, particularly in an environment where public sector debt is often high and tax revenues are falling. Failure to comply with these requirements could leave the Group open to civil and/or criminal legal challenge, significant penalties and reputational damage. Failure by the Group or associated third parties to act in accordance with ethical and environmental standards A failure to act appropriately could result in penalties, adverse press coverage and reputational damage with a resulting drop in sales and profit. Over-reliance on key vendors The Group relies on a small number of vendors in key product categories. Failure of these businesses to deliver products or services would have a significant impact on business operations. The Group s IT systems and operational infrastructure are critical to its operation and the delivery of products and services to its consumers. Increasingly, technology is evolving to stream major events and to communicate through social media A failure in these systems or a denial of service could have a significant impact on the Group s operations and reputation. The Group also relies on a small number of vendors of specialist digital and IT services. The Group operates in a number of emerging markets which are typically more volatile than developed markets, and are subject to changing economic, regulatory, social and political developments that are beyond the Group s control. Infrastructure and services also tend to be less developed Seizure of assets or staff, Business Associate practice that is inconsistent with the Group s ethical standards and the UK regulatory environment. Increased operational costs due to country-specific processes driven by the operating or regulatory environment. 17

18 CONDENSED GROUP INCOME STATEMENT UNAUDITED Note 2015 Audited Year to 31 March Revenue 3 1, , ,514.7 Cost of sales (363.5) (337.9) (752.0) Gross profit ,762.7 Net operating expenses (692.6) (622.4) (1,359.8) Operating profit Financing Finance income Finance expense (0.9) (1.4) (2.3) Other financing (charge)/income (2.1) Net finance (charge)/income (0.4) Profit before taxation Taxation 5 (28.9) (33.7) (101.0) Profit for the period Attributable to: Owners of the Company Non-controlling interest Profit for the period Earnings per share basic p 27.1p 70.0p diluted p 26.7p 69.4p Reconciliation of adjusted profit before taxation: Profit before taxation Adjusting items: adjusting operating items adjusting financing items (9.3) (9.9) Adjusted profit before taxation - non-gaap measure Adjusted earnings per share - non-gaap measure basic p 26.3p 70.5p diluted p 26.0p 69.9p Dividends per share Proposed interim (not recognised as a liability at ) p 10.2p 10.2p Final (not recognised as a liability at 31 March) p 18

19 CONDENSED GROUP STATEMENT OF COMPREHENSIVE INCOME UNAUDITED 2015 Audited Year to 31 March Profit for the period Other comprehensive income (1) : cash flow hedges net investment hedges (3.2) (0.8) foreign currency translation differences 90.4 (31.8) 20.4 Tax on other comprehensive income: cash flow hedges (1.9) (0.7) (2.2) net investment hedges foreign currency translation differences (3.8) 0.8 (1.9) Other comprehensive income/(expense) for the period, net of tax 91.9 (28.0) 26.9 Total comprehensive income for the period Total comprehensive income attributable to: Owners of the Company Non-controlling interest (1) All items included in other comprehensive income may subsequently be reclassified to profit and loss in a future period. 19

20 CONDENSED GROUP BALANCE SHEET UNAUDITED Note As at As at 2015 Audited As at 31 March ASSETS Non-current assets Intangible assets Property, plant and equipment Investment properties Deferred tax assets Trade and other receivables Derivative financial assets Current assets Inventories Trade and other receivables Derivative financial assets Income tax receivables Cash and cash equivalents , , ,494.9 Total assets 2, , ,314.3 LIABILITIES Non-current liabilities Trade and other payables 11 (102.1) (111.8) (114.7) Deferred tax liabilities (1.7) (0.8) (0.6) Derivative financial liabilities (0.1) (0.1) Retirement benefit obligations (0.8) (0.7) (0.7) Provisions for other liabilities and charges 12 (43.7) (22.5) (38.4) (148.4) (135.9) (154.4) Current liabilities Bank overdrafts and borrowings 13 (39.3) (61.8) (51.5) Derivative financial liabilities (7.3) (3.0) (2.3) Trade and other payables 11 (479.1) (407.9) (387.2) Provisions for other liabilities and charges 12 (13.2) (9.7) (17.6) Income tax liabilities (48.8) (70.8) (80.4) Total liabilities (587.7) (553.2) (539.0) (736.1) (689.1) (693.4) Net assets 1, , ,620.9 EQUITY Capital and reserves attributable to owners of the Company Ordinary share capital Share premium account Capital reserve Hedging reserve Foreign currency translation reserve Retained earnings , ,140.9 Equity attributable to owners of the Company 1, , ,565.0 Non-controlling interests in equity Total equity 1, , ,

21 CONDENSED GROUP STATEMENT OF CHANGES IN EQUITY UNAUDITED Note Attributable to owners of the Company Ordinary share capital Share premium account Other reserves Retained earnings Total Noncontrolling interest Balance as at 1 April , , ,451.5 Profit for the period Other comprehensive income: Cash flow hedges gains deferred in equity Cash flow hedges losses transferred to income Foreign currency translation differences (30.4) (30.4) (1.4) (31.8) Tax on other comprehensive income Total comprehensive income for the period (26.6) Transfers between reserves 0.4 (0.4) Transactions with owners: Employee share incentive schemes value of share options granted value of share options transferred to liabilities (1.1) (1.1) (1.1) tax on share options granted (5.2) (5.2) (5.2) exercise of share options Dividend paid in the period (112.5) (112.5) (112.5) Total equity Balance as at , , ,429.9 Balance as at 1 April , , ,620.9 Profit for the period Other comprehensive income: Cash flow hedges gains deferred in equity Cash flow hedges losses transferred to income Net investment hedge (3.2) (3.2) (3.2) Foreign currency translation differences Tax on other comprehensive income (5.1) (5.1) (5.1) Total comprehensive income for the period Transactions with owners: Employee share incentive schemes value of share options granted value of share options transferred to liabilities (0.3) (0.3) (0.3) tax on share options granted (1.0) (1.0) (1.0) exercise of share options Purchase of own shares share buy-back (100.5) (100.5) (100.5) held by ESOP trusts (13.3) (13.3) (13.3) Put option over non-controlling interest Acquisition of additional interest in subsidiary from noncontrolling interest 18 (45.1) (45.1) (53.2) (98.3) Dividend paid in the period (118.6) (118.6) (118.6) Balance as at , ,

22 CONDENSED GROUP STATEMENT OF CASH FLOWS UNAUDITED Note 2015 Audited Year to 31 March Cash flows from operating activities Operating profit Depreciation Amortisation Net impairment of intangible assets Net impairment of property, plant and equipment Loss on disposal of property, plant and equipment and intangible assets Losses on derivative instruments Charges in respect of employee share incentive schemes (0.3) Proceeds/(Payment) from settlement of equity swap contracts 0.3 (1.6) Increase in inventories (60.9) (42.9) (49.3) Decrease/(Increase) in receivables 24.6 (2.4) (31.7) (Decrease)/Increase in payables (3.8) (11.4) 5.1 Cash generated from operating activities Interest received Interest paid (0.8) (1.0) (1.7) Taxation paid (65.2) (56.4) (94.8) Net cash generated from operating activities Cash flows from investing activities Purchase of property, plant and equipment (28.5) (67.2) (107.3) Purchase of intangible assets (14.7) (12.9) (30.7) Proceeds from sale of property, plant and equipment Net cash outflow from investing activities (43.2) (79.6) (137.5) Cash flows from financing activities Dividends paid in the year (118.6) (112.5) (157.7) Dividends paid to non-controlling interest (0.7) Payment to acquire additional interest in subsidiary from non-controlling interest 18 (68.8) Issue of ordinary share capital Purchase of own shares by ESOP trusts (11.3) (10.9) Purchase of shares through share buy-back (32.4) Net cash outflow from financing activities (230.5) (111.6) (167.1) Net (decrease)/increase in cash and cash equivalents (155.4) (78.5) Effect of exchange rate changes 24.2 (14.9) 1.4 Cash and cash equivalents at beginning of period Cash and cash equivalents at end of period ANALYSIS OF NET CASH UNAUDITED Note As at As at 2015 Audited As at 31 March Cash and cash equivalents as per the Balance Sheet Bank overdrafts 13 (39.3) (61.8) (51.5) Net cash

23 NOTES TO THE CONDENSED CONSOLIDATED INTERIM FINANCIAL STATEMENTS 1. Corporate information Burberry Group plc and its subsidiaries (the Group ) is a global luxury goods manufacturer, wholesaler and retailer. The Group also licenses third parties to manufacture and distribute products using the Burberry trade marks. All of the companies which comprise the Group are controlled by Burberry Group plc (the Company ) directly or indirectly. 2. Accounting policies and basis of preparation Basis of preparation The financial information contained in this report is unaudited. The Condensed Group Income Statement, Condensed Group Statement of Comprehensive Income, Condensed Group Statement of Changes in Equity and Condensed Group Statement of Cash Flows for the interim period ended, and the Condensed Group Balance Sheet as at 30 September and related notes have been reviewed by the auditors and their report to the Company is set out on page 35. These condensed consolidated interim financial statements do not constitute statutory accounts within the meaning of Section 434 of the Companies Act Statutory accounts for the year ended 31 March were approved by the Board of Directors on 17 May and have been filed with the Registrar of Companies. The report of the auditors on the statutory accounts for the year ended 31 March was unqualified, did not contain an emphasis of matter paragraph and did not contain a statement under Section 498 of the Companies Act These condensed consolidated interim financial statements for the six months ended have been prepared in accordance with the Disclosure and Transparency Rules of the Financial Services Authority and with IAS 34, Interim Financial Reporting as adopted by the European Union. This report should be read in conjunction with the Group s financial statements for the year ended 31 March, which have been prepared in accordance with International Financial Reporting Standards ( IFRSs ) as adopted by the European Union. The directors have made enquiries and reviewed the Group s updated forecasts and projections. These include the assumptions around the Group s products and markets, expenditure commitments, expected cashflows and borrowing facilities. Taking into account reasonable possible changes in trading performance, and after making enquiries, the directors consider it appropriate to continue to adopt the going concern basis in preparing the condensed consolidated interim financial statements for the six months ended. Accounting policies Accounting policies and presentation are consistent with those applied in the Group s financial statements for the year ended 31 March, as set out on pages 128 to 136 of those financial statements, with the exception of taxation. Taxes on income in the interim periods are accrued using the expected tax rate that would be applicable to total annual earnings. Key sources of estimation and judgement The preparation of the condensed consolidated interim financial statements requires that management make certain judgements, estimates and assumptions that affect the reported revenues, expenses, assets and liabilities and the disclosure of certain contingent liabilities. The key sources of estimation and uncertainty and the assumptions applied in the preparation of these condensed consolidated interim financial statements are consistent with those applied in the Group s financial statements for the year ended 31 March, as set out on pages 127 and 128 of those financial statements, with the exception of taxation, as described above and the assessment of the future payments to the non-controlling interest in Burberry Middle East LLC as deferred consideration. Refer to note 18 for further details on this transaction. Adjusted profit before taxation and adjusting items In order to provide additional consideration of the underlying performance of the Group s on-going business, the Group s results include a presentation of Adjusted Profit before Taxation ( adjusted PBT ). Adjusted PBT is defined as profit before taxation and before adjusting items. Adjusting items are those items which, in the opinion of the directors, should be excluded in order to provide a consistent and comparable view of the underlying performance of the Group s on-going business. Generally this will include those items that are largely one-off and material in nature as well as income or expenses relating to acquisitions or disposals of businesses or other transactions of a similar nature, including the impact of changes in fair value of expected future payments or receipts relating to these transactions. Adjusting items are identified and presented on a consistent basis each year and a reconciliation of adjusted PBT to profit before tax is included in the financial statements. Adjusting items and their related tax impacts are added back/deducted from profit attributable to owners of the Company to arrive at adjusted earnings per share. 23