Final Results
March 21 2003 - 2:00AM
UK Regulatory
RNS Number:0298J
AGA Foodservice Group PLC
21 March 2003
21st March 2003
FOR IMMEDIATE RELEASE
AGA FOODSERVICE GROUP PLC
2002 PRELIMINARY RESULTS
HIGHLIGHTS
Full year to 31st December 2002 2002 2002 2001 2001
Continuing Total Continuing Total
#m #m #m #m
Turnover (note 1) 323.3 330.3 209.8 370.3
Operating profit before goodwill amortisation 30.8 30.3 20.3 25.7
Profit before goodwill amortisation 33.5 29.0
Profit before tax 27.0 24.7
Shareholders' funds 270.6 258.4
Net cash 55.5 116.1
Basic earnings per share 15.2p 9.5p
Basic earnings per share before goodwill amortisation 20.2p 13.0p
Dividend per share 6.0p 5.0p
1. Pipe Systems sold March 2001
* Strong performance across the Group drives a 60% basic EPS increase.
* Record year for Aga-Rayburn, with successful product range development.
* Shape for the long term established with key steps made into the US and
Europe by both consumer and foodservice operations.
* Final dividend of 4.1 pence brings dividend for the year to 6.0 pence per
share - a 20 per cent increase.
* Trading remains satisfactory although onus is on own initiatives given
overall market anxieties.
"We are delighted with this strong financial performance. The key objective in
2002 was to create a framework for international growth, which has been achieved
by creating a visible presence in the US and Europe, as well as strengthening
our position in the UK. Our excellent market positions and formidable product
ranges ensure we are well positioned for 2003, despite the market uncertainty."
William McGrath
Chief Executive
Enquiries:
William McGrath, Chief Executive 0207 404 5959 (today)
Shaun Smith, Finance Director 0121 711 6000 (thereafter)
Jonathan Glass (Brunswick) (0207 404 5959)
Aga Foodservice Group plc
2002 Preliminary Statement
CHAIRMAN'S AND CHIEF EXECUTIVE'S STATEMENTS
In 2002 we made excellent progress in our objective to create a strong
international business in our chosen consumer and foodservice markets. Trading
performance showed the benefits of the systematic approach to our development
plans. Turnover, operating profit before tax and earnings per share were all
well up. Our financial position remains robust and we retain a strong net cash
position.
We now have a well-balanced range of consumer and foodservice products and a
distribution structure in place to expand our sales in both North America and
Continental Europe. We have created the framework we envisaged when the Group
disposed of its Pipe Systems operations in early 2001 and from this base we can
now look forward to achieving long-term growth.
Developing the Group
For our consumer operations, having made Aga the centre stage business, the next
requirement was to broaden the product range, make acquisitions of empathetic
brands and to strengthen our retail structure. This we have achieved. Products
like Aga Masterchef and the Aga Six-Four Series have been instrumental in taking
Aga branded cooker sales over 9,000 for the first time and the progressive
development of Rangemaster, our range cooker brand, gives us a strong portfolio
of premium cookers. Our owned and distributor managed retail operations have
performed well and have been bolstered by new store openings, including six
inspirational stores, in which both Aga and Fired Earth products are featured.
Internationalising our consumer businesses is central to our strategy. The
acquisition in March of Domain, the East Coast furniture retailer, has proved
successful in its own right and has provided a catalyst for Aga's US consumer
activities. Grange, in which we now have a 40.7 per cent interest, gives us
strong links to a well-developed distribution structure to sell our products on
the continent and is now at the core of marketing Aga in France. While focused
initially on the Aga range, our cooker sales in the US and Europe will, in
future, include Rangemaster products.
In foodservice, two important acquisitions made in 2002 helped implement the
stated strategy of becoming a leader internationally in selected niche markets.
The $24 million acquisition in April of Belshaw, the world leader in doughnut
making equipment, has provided the opportunity to take European manufactured
bakery equipment to the US through Belshaw's routes to market. The Euro 55
million acquisition of Bongard in October was a breakthrough for the Group as it
is Europe's leading bakery equipment supplier to in-store supermarket and
artisan bakeries and it provides the base for expansion in Continental Europe
for the full range of foodservice equipment operations.
Taken together these steps have created a business that in 2002 split 54 per
cent in consumer and 46 per cent in foodservice and had two-thirds of turnover
in the UK and the remainder split between North America and Continental Europe.
Strategy
A consistent, methodical approach to implementing our strategy has been a
feature of the last two years. We will continue to make acquisitions and are
assessing the opportunities to expand existing operations and to acquire
businesses which are both strong in their own right and which will bring new
opportunities to others already within the Group.
The retail dimension has grown in importance in the Group and we now have an
exciting range of products to appeal to our targeted customer base, which we can
reach not just in the UK but also in the US and Europe. In foodservice we are
working to ensure that the full range of our products is marketed well in all of
our key geographical markets.
Against this background we have assessed the best use of the cash and financial
capacity available to the Group. We intend to continue with the strategy we
have in place and not make an early return of capital to shareholders. We have,
however, decided to maintain a progressive dividend policy and to increase the
dividend for the year from 5.0 pence per share to 6.0 pence, a 20 per cent
increase. We have the scope to sustain a period of dividend growth.
People
With the acquisitions the number of our employees increased to over 4,700 at the
year end and we should like to thank them all for their achievements in the
year. We have seen some notable changes around the Board with Beverley Nielsen
moving from being a non-executive Group director to be managing director at
Fired Earth and Deryck Solomon standing down as Company Secretary. We should
like to thank them for their distinctive contributions. We have made two new
non-executive appointments. John Lovering, who has wide experience in the
retail sector and was Chairman of Homebase until its recent sale to GUS, and
Helen Mahy, Company Secretary of National Grid Transco. In addition, Judy
George, the Chief Executive of Domain, who is leading the work to take Aga to
the US, will join the Board on 1st July as head of our US retail operations.
Prospects
By selective increase in the range of products and increased geographical reach,
we continue to add to the potential of the Group. Alongside work on
acquisitions, resources are being committed in each of our product areas to
enable us to drive sales growth within the existing portfolio, looking at the
infrastructure we have on a country-by-country basis and making broader ranges
of Group products available through it. The year as a whole will benefit from a
full year contribution from our recent acquisitions, notably Bongard.
The current year has started satisfactorily with the foodservice operations
obtaining important new orders. While there are clear reasons for concern
about consumer markets, we have a distinctive approach which is winning new
customers. The political and economic uncertainties may yet affect us
materially but we do have, for our own part, grounds for optimism for 2003.
C J Farrow W B McGrath
Chairman Chief Executive
21st March 2003
APPENDIX TO 2002 PRELIMINARY RESULTS FOR AGA FOODSERVICE GROUP PLC
Consumer Operations (Turnover #173.6 million : Operating profit before goodwill
amortisation #17.4 million)
Aga Rayburn had another excellent year achieving record turnover and profits.
Project 10,000, launched in 2001, has the objective of taking sales of Aga
branded cookers over 10,000 by 2003 and sales were over 9,000 in 2002 for the
first time. The newly launched Six-Four series has proved an immediate success.
Additionally, cookware sales were at record levels and the Aga fridge is
steadily building a market presence. The upgrade programme for shops now means
there are over 65 shops including newly opened flagships shops in Edinburgh and
Birmingham.
Fired Earth has proved a stimulant to our overall retail expansion. Selling
space has increased by over 40 per cent to 68,000 sq ft since acquisition in
July 2001 - notably with shops opening in Peterborough, Knutsford, High Wycombe,
Cobham and shortly in Exeter. With the retail infrastructure well developed, it
is a priority for both Aga and Fired Earth to broaden the customer base with
greater marketing support in local markets.
Domain, in turn, has added to the Group's retailing expertise - its marketing
skills and detailed financial management are impressive. In 2002 it devised
"the Great Room" concept of selling kitchens and dining rooms as an integrated
space and it placed Aga at the heart of the room. The Fair Oaks, Virginia store
opened in October was the first such store. Princeton will open in April. Aga
will be added to over ten Domain stores as Aga is a stimulant to Domain's
existing business. With Domain and a broadened distribution structure in place,
the long recognised potential in the US for Aga can start to be fulfilled.
The thinking and progress Domain is making is, in turn, influencing Grange as it
seeks to create a concept similar to the Great Room in France. Grange's Lyon
and Marseille stores have been refurbished to incorporate Aga and Fired Earth
and this will extend to Paris shortly.
The success of the repositioning of Rangemaster was a key feature of the year
and its second half performance was most encouraging. 200 years after
Rangemaster first moved to Leamington Spa, it now has a refurbished centre of
excellence for range cooking, a type of cooking it pioneered with the first
enclosed cooker introduced in 1829. With both cooker and stainless steel sink
sales strong, Rangemaster is better placed than for many years and is looking to
make export markets a major priority.
Overall 2002 proved a successful year for the consumer operations. Turnover
reached #173.6 million up from #107.1 million and operating profit before
goodwill amortisation of #17.4 million up from #9.6 million.
The consumer operations are now all aligned and the Group can look to the web
capabilities provided by Agalinks and to the Aga magazine to bring together the
combined offering that the Group provides. Products that we provide follow the
advice of William Morris: "Have nothing in your houses that you do not know to
be useful or believe to be beautiful."
Foodservice Operations (Turnover #149.7 million : Operating profit before
goodwill amortisation #13.4 million)
In foodservice the Group has strengthened its international position, notably in
bakery, and is now seeking to create in each of its markets major operations
with access to all the Group's products.
In April 2002 the Group acquired Belshaw, the Seattle based doughnut equipment
manufacturer for $24 million. It is a long-established market leader and has
major supermarket chains and specialist retailers among its customer base.
Taken together, with Adamatic, the East Coast bakery specialist acquired at the
end of 2001, and with Victory Refrigeration, the base for expansion in the US
with links to European manufactured product is in place. Progress is to be seen
with Mono equipment becoming part of Adamatic's and Belshaw's product portfolios
and with new products being specifically developed in Europe for the US market.
In the US, Belshaw has introduced a major new product line for the frozen
doughnut market alongside its established fried doughnut products and has
thereby confirmed its position as the market leader. With Adamatic enjoying a
strong 2002 with independent bakers and with Victory's recovery, which started
in 2001, continuing, US operations had a good year.
The acquisition of Bongard for Euro 55 million in October 2002 was part of the
plan to put the Group in a similar position in Europe to that in the US and have
comparable market positions in our chosen sub-sectors. Bongard is market leader
in France and in the Benelux countries and also has strong positions in Italy
and Spain.
During 2002 the Group's bakery businesses performed particularly well. Mono and
Millers both benefited from upgrade programmes of major supermarket chains.
Millers continued with its push into support services and is increasing its
involvement with in-store supermarket facilities management. It now has
Sainsbury's and Somerfield as national accounts.
Foodservice markets remained challenging all year in the UK. Falcon and
Williams had to adjust to a number of major accounts in the leisure and
hospitality sectors cutting back on capital expenditure, notably in the South of
England. In addition, the broader distributor-led markets were cautious and
competitive. Profits of Falcon and Williams both fell, in spite of continuing
cost-driven initiatives. The objective in 2003 will be to take the
opportunities available from any UK upturn, while recognising that long term
growth is likely to come from strengthened links with the Group's growing
international network.
AFE Serviceline enjoyed a record year providing service and maintenance support
with its high standards and grasp of evolving regulatory requirements enhancing
its position with major customers. Troldahl acquired in September 2002 adds air
conditioning to our capabilities.
Overall, the foodservice operation saw turnover increase from #102.7 million to
#149.7 million and operating profit before goodwill amortisation, rise from
#10.7 million to #13.4 million.
In foodservice we have strong companies and market positions in a number of
countries. The objective now is to use the routes to market they have on a
country-by-country basis to add broadened product ranges to ensure that we can
service both specialist companies and national and international accounts
wherever they need product. We want always to be seen as the local supplier.
In so doing, we increasingly have a depth of service support with not only the
specialist activity in bakery of Millers, but also the broader capability of AFE
Serviceline/Troldahl. The strategy is epitomised by the opening of our new
office in Dubai which is building on the established market presence of Williams
by introducing a comprehensive range sourced from Bongard, Belshaw, Falcon and
Victory: all branded Williams.
A symposium involving senior executives from across the foodservice activities
met in February 2003 and established clear, deliverable synergies, together with
the business models and systems that would make them possible. It was
recognised that we should be a low cost producer given our scale and buying
power. The additional sales and service support is available and we are using
the online capabilities developed in recent years by AFE Online to provide an
E-Catalogue for use internally and in due course by customers worldwide.
Financial Analysis
Turnover and operating profit both moved sharply ahead as the investment
programmes came to fruition.
The scale of continuing operations has increased considerably. Turnover in 2002
was #323.3 million compared with #209.8 million in the prior year and, including
a full year of Bongard and other 2002 acquisitions, was over #380 million.
Overall, continuing operating profits before goodwill amortisation were #30.8
million, 52 per cent higher than in 2001.
The move out of commodity cookers was achieved at limited cost. There was a
trading loss in the period prior to disposal of #0.5 million and the #5.2
million disposal itself was breakeven after costs of disposal.
The Group has a strong cash position of over #55 million even after the
acquisitions made and this is invested with a range of international banks and
liquidity funds. Net interest receivable in 2002 totalled #3.2 million.
The tax rate in the accounts is 27.4 per cent on profits before tax of #27.0
million after goodwill and 22.1 per cent before goodwill. The changing and more
international shape of the Group means that the tax rate should continue to be
below the UK standard rate in 2003.
The Group has a substantial pension scheme reflective of its long history. In
recent years it has closed its final salary scheme to new entrants and moved to
a defensive investment position largely during 2000 and 2001. Well under half
of its investments are now in equities. During 2002 with the final transfers of
members associated with businesses sold, the long term shape of the fund became
clear. A new actuarial valuation is currently under preparation. The July 2000
valuation used, for SSAP 24 purposes in these accounts, had shown a substantial
surplus. At 31st December 2002 the value of the assets in the Scheme was #585
million and the liabilities were appraised at #649 million for the purpose of
the FRS 17 disclosure notes. The deficit taking account of deferred tax was #45
million.
During 2002 the Group increased company cash contributions to #7.4 million and
the Group is continuing to contribute at a similar rate in the current year.
Earnings per share before goodwill amortisation were 20.2 pence (2001:13.0
pence) and were 15.2 pence after goodwill amortisation (2001: 9.5 pence). The
average number of shares in issue during the year was 129 million. The dividend
has been increased substantially by 20 per cent to 6.0 pence reflecting a move
to a more progressive dividend cover policy by the Board and is covered 2.5
times out of post goodwill EPS.
The Group continues to focus carefully on cashflow. Cash inflow from continuing
operations was #21.3 million with again most of the cash being generated in the
second half of the year. The development plans we have for the Group mean we
continue to invest in our businesses; #8.2 million net in 2002, well ahead of
the depreciation charge of #6.7 million. Working capital rose as the scale of
the business increased by #3.9 million.
At the end of 2002 the Group still had #55.5 million of net cash, which equates
to 43 pence per share. Following a review of the opportunities available to the
Group and the encouraging, systematic progress made to date, the intention is to
invest in further expanding the business by acquisition and organically within
the framework now firmly in place. The carefully planned process has helped
ensure each step is manageable within the structures established and other
potential opportunities have been identified.
Gratifying progress has been made by the Group over the last two years and the
vision for the Group, with its brand-led consumer businesses and strength in
niche foodservice markets, has been implemented. The task now is to derive the
benefits of providing greater visibility and broader product ranges to our
consumer and foodservice operations alike. We will add to the businesses we
have, the onus being on strengthening routes to market rather than adding
capacity.
So while markets may be difficult at times, we believe we have a competitive
range of products which will bring great benefits to the Group through its
higher profile both at home and overseas. Against this background, we are
looking to the year ahead with optimism.
GROUP PROFIT AND LOSS ACCOUNT
2002 2001
#m #m
Turnover
Continuing operations 266.9
Acquisitions 56.4
____________________________________________________________________________________________________________
Total continuing operations 323.3 209.8
Discontinued operations 7.0 160.5
____________________________________________________________________________________________________________
Total turnover 330.3 370.3
____________________________________________________________________________________________________________
Operating profit
____________________________________________________________________________________________________________
Continuing operations 24.7
Acquisitions 6.1
____________________________________________________________________________________________________________
Total continuing operating profit before goodwill amortisation 30.8 20.3
Goodwill amortisation (6.5) (4.3)
____________________________________________________________________________________________________________
24.3 16.0
____________________________________________________________________________________________________________
Continuing operations 19.2 16.0
Acquisitions 5.1 -
____________________________________________________________________________________________________________
Total continuing operations 24.3 16.0
Discontinued operations (0.5) 3.1
____________________________________________________________________________________________________________
Total operating profit 23.8 19.1
Net interest receivable 3.2 5.6
____________________________________________________________________________________________________________
Profit on ordinary activities before tax 27.0 24.7
Tax on profit on ordinary activities (7.4) (7.9)
____________________________________________________________________________________________________________
Profit on ordinary activities after tax 19.6 16.8
Equity minority interests (0.1) (0.1)
____________________________________________________________________________________________________________
Profit attributable to shareholders 19.5 16.7
Dividends (7.8) (7.7)
____________________________________________________________________________________________________________
Profit retained 11.7 9.0
____________________________________________________________________________________________________________
Earnings per share p p
Basic 15.2 9.5
Diluted 15.1 9.5
Basic - before goodwill amortisation 20.2 13.0
GROUP BALANCE SHEET
As at 31st December 2002 2001
#m #m
Fixed assets
Goodwill 138.2 97.7
Tangible assets 62.2 49.0
Investments 2.8 -
__________________________________________________________________________________________________________
Total fixed assets 203.2 146.7
__________________________________________________________________________________________________________
Current assets
Stocks 52.0 36.8
Debtors 93.1 60.7
Cash at bank and in hand 78.8 157.4
__________________________________________________________________________________________________________
Total current assets 223.9 254.9
__________________________________________________________________________________________________________
Creditors - amounts falling due within one year
Operating creditors (89.6) (59.0)
Borrowings (22.5) (32.7)
Tax and dividends payable (7.5) (11.0)
__________________________________________________________________________________________________________
Total amounts falling due within one year (119.6) (102.7)
__________________________________________________________________________________________________________
Net current assets 104.3 152.2
__________________________________________________________________________________________________________
Total assets less current liabilities 307.5 298.9
__________________________________________________________________________________________________________
Creditors - amounts falling due after more than one year
Creditors (2.4) -
Borrowings (0.8) (8.6)
Provisions for liabilities and charges (33.3) (31.5)
__________________________________________________________________________________________________________
Total net assets employed 271.0 258.8
__________________________________________________________________________________________________________
Capital and reserves
Called up share capital 32.3 31.9
Share premium account 59.9 56.7
Revaluation reserve 3.0 5.8
Capital redemption reserve 35.0 35.0
Profit and loss account 140.4 129.0
__________________________________________________________________________________________________________
Total shareholders' funds 270.6 258.4
Equity minority interests 0.4 0.4
__________________________________________________________________________________________________________
Total funds 271.0 258.8
__________________________________________________________________________________________________________
GROUP CASH FLOW STATEMENT
Year to 31st December 2002 2001
#m #m
Net cash inflow / (outflow) from operating activities 21.3 (12.3)
Net returns on investments and servicing of finance 3.9 4.9
Tax paid (7.8) (4.3)
Net capital expenditure and financial investment (8.2) (9.5)
Cash inflow from disposals - 818.4
Cash outflow for acquisitions (43.3) (9.4)
Equity dividends paid (6.7) (24.8)
___________________________________________________________________________________________________________
Net cash (outflow) / inflow before financing (40.8) 763.0
Financing
- issue of ordinary share capital 3.8 34.8
- buyback of ordinary share capital - (336.3)
- decrease in debt (41.5) (321.5)
___________________________________________________________________________________________________________
Net financing (37.7) (623.0)
___________________________________________________________________________________________________________
(Decrease) / increase in cash in the year (78.5) 140.0
___________________________________________________________________________________________________________
Reconciliation of net cash flow to movement in net cash / (borrowings)
(Decrease) / increase in cash in the year (78.5) 140.0
Decrease in debt 41.5 321.5
___________________________________________________________________________________________________________
Change in net cash resulting from cash flows (37.0) 461.5
Borrowings acquired with acquisitions (24.6) (22.3)
Loan notes cancelled / (issued) for acquisitions 0.3 (20.2)
Exchange adjustment 0.7 1.4
___________________________________________________________________________________________________________
(Decrease) / increase in net cash (60.6) 420.4
Opening net cash / (borrowings) 116.1 (304.3)
___________________________________________________________________________________________________________
Closing net cash 55.5 116.1
___________________________________________________________________________________________________________
Reconciliation of operating profit to net cash inflow / (outflow) from operating
activities
#m #m
Operating profit 23.8 19.1
Goodwill amortisation 6.5 6.6
Depreciation 6.7 10.4
Profit on disposal of fixed assets (1.2) (1.4)
(Increase) / decrease in stocks 0.6 (12.1)
(Increase) / decrease in debtors (13.9) (17.3)
Increase / (decrease) in creditors 2.0 (16.2)
Increase / (decrease) in provisions (3.2) (1.4)
___________________________________________________________________________________________________________
Net cash inflow / (outflow) from operating activities 21.3 (12.3)
___________________________________________________________________________________________________________
SUPPLEMENTARY STATEMENTS
Year to 31st December 2002 2001
#m #m
Statement of total recognised gains and losses
Profit attributable to shareholders 19.5 16.7
Exchange adjustments on net investments (3.3) (0.3)
_____________________________________________________________________________________________________________
Total recognised gains and losses since last annual report 16.2 16.4
_____________________________________________________________________________________________________________
2002 2001
#m #m
Reconciliation of movements in shareholders'
funds
Total recognised gains and losses relating to the year 16.2 16.4
Dividends (7.8) (7.7)
New share capital subscribed - share premium 3.2 30.8
- share capital 0.4 4.0
Future share scheme issues 0.2 -
Share buybacks - ordinary shares - (32.7)
- profit and loss account - (336.3)
- capital redemption - 32.7
reserve
Goodwill reinstated on disposals - 175.8
_____________________________________________________________________________________________________________
Net increase / (decrease) in shareholders' funds 12.2 (117.0)
Shareholders' funds at 1st January 258.4 375.4
_____________________________________________________________________________________________________________
Shareholders' funds at 31st December 270.6 258.4
_____________________________________________________________________________________________________________
SEGMENTAL ANALYSIS
2002 2001
By business group Operating Net operating Operating Net operating
Turnover profit assets Turnover profit assets
#m #m #m #m #m #m
Consumer Products 173.6 17.4 52.0 107.1 9.6 44.5
Foodservice Products 149.7 13.4 54.8 102.7 10.7 38.1
___________________________________________________________________________________________________________________
Total continuing 323.3 30.8 106.8 209.8 20.3 82.6
operations
Goodwill - continuing - (6.5) 138.2 - (4.3) 97.7
Discontinued operations 7.0 (0.5) (18.3) 160.5 3.1 (21.2)
___________________________________________________________________________________________________________________
Total Group 330.3 23.8 226.7 370.3 19.1 159.1
___________________________________________________________________________________________________________________
Turnover between business groups is immaterial. Net operating assets exclude
net debt, dividends payable, taxation balances and goodwill. Goodwill
amortisation on continuing operations relates to Foodservice Products #4.5m
(2001: #3.6m) and Consumer Products #2.0m (2001: #0.7m).
Consumer Products 2001 operating profit includes costs of #2.3m which were
disclosed as exceptional in 2001.
Consumer Products includes acquisition turnover of #35.3m and operating profit
before goodwill of #3.0m and Foodservice Products includes acquisition turnover
of #21.1m and operating profit before goodwill of #3.1m.
2002 2001
By geographical origin Turnover Operating Net operating Turnover Operating profit Net operating
profit assets assets
#m #m #m #m #m #m
United Kingdom 229.1 23.4 90.9 182.9 20.1 77.9
North America 79.5 6.2 5.5 22.0 (0.1) 3.4
Rest of World 14.7 1.2 10.4 4.9 0.3 1.3
__________________________________________________________________________________________________________________
Total continuing 323.3 30.8 106.8 209.8 20.3 82.6
operations
Goodwill - continuing - (6.5) 138.2 - (4.3) 97.7
Discontinued operations 7.0 (0.5) (18.3) 160.5 3.1 (21.2)
__________________________________________________________________________________________________________________
Total Group 330.3 23.8 226.7 370.3 19.1 159.1
__________________________________________________________________________________________________________________
Goodwill amortisation on continuing operations relates to United Kingdom #4.6m
(2001: #3.5m), North America #1.7m (2001: #0.8m) and Rest of World #0.2m (2001:
nil).
Turnover by geographical destination 2002 2001
#m % #m %
United Kingdom 216.9 67.1 171.1 81.6
North America 78.9 24.4 22.3 10.6
Rest of World 27.5 8.5 16.4 7.8
_________________________________________________________________________________________________________
Total continuing operations 323.3 100.0 209.8 100.0
_________________________________________________________________________________________________________
EARNINGS PER SHARE
Year to 31st December 2002 2001
#m #m
Earnings
Profit on ordinary activities after tax 19.6 16.8
Minority interests (0.1) (0.1)
Goodwill amortisation net of tax 6.5 6.0
_________________________________________________________________________________________________________
Earnings before goodwill amortisation 26.0 22.7
_________________________________________________________________________________________________________
Profit on ordinary activities after tax 19.6 16.8
Minority interests (0.1) (0.1)
_________________________________________________________________________________________________________
Earnings - for basic and diluted EPS 19.5 16.7
_________________________________________________________________________________________________________
Weighted average number of shares in issue million million
For basic EPS calculation 128.5 174.9
Dilutive effect of share options 0.5 -
_________________________________________________________________________________________________________
For diluted EPS calculation 129.0 174.9
_________________________________________________________________________________________________________
Earnings per share p p
Basic 15.2 9.5
Diluted 15.1 9.5
Basic - before goodwill amortisation 20.2 13.0
_________________________________________________________________________________________________________
NOTES
1. Dividends
The Board has approved the payment of a final dividend amounting to 4.1p per
share (2001: 3.3p). An interim dividend of 1.9p per share (2001: 1.7p) has
already been paid, making the total dividend for the year 6.0p per share (2001:
5.0p). The final dividend will be paid on 6th June 2003 to shareholders
registered on 2nd May 2003.
2. Exchange rates
The profit and loss accounts of overseas subsidiaries are translated into
sterling using average exchange rates, balance sheets are translated at year end
rates. The main currencies and exchange rates are:
Year to 31st December 2002 2001
Average
EUR 1.59 1.61
USD 1.50 1.44
Year end
EUR 1.53 1.63
USD 1.61 1.46
3. Tax on profit on ordinary activities
2002 2001
#m #m
United Kingdom corporation tax based on a rate of 30% (2001: 30%):
Current tax on income for year 3.7 5.3
Adjustments in respect of prior years (2.1) 1.1
_________________________________________________________________________________________________________
Corporation tax 1.6 6.4
Deferred tax charge in year 2.4 0.4
Adjustments in respect of prior years 0.8 -
_________________________________________________________________________________________________________
Deferred tax 3.2 0.4
_________________________________________________________________________________________________________
Total United Kingdom tax 4.8 6.8
_________________________________________________________________________________________________________
Overseas tax
Current tax on income for year 1.9 1.2
Adjustments in respect of prior years 0.7 0.1
_________________________________________________________________________________________________________
2.6 1.3
Deferred tax - (0.2)
_________________________________________________________________________________________________________
Total overseas tax 2.6 1.1
_________________________________________________________________________________________________________
Tax on profit on ordinary activities 7.4 7.9
_________________________________________________________________________________________________________
Tax on exceptional costs - (0.7)
_________________________________________________________________________________________________________
FIRST HALF 2003 FINANCIAL CALENDAR
Report and accounts posted 4th April 2003
Record date for final ordinary dividend 2nd May 2003
Annual General Meeting 8th May 2003
Final ordinary dividend payable 6th June 2003
2003 half year end 30th June 2003
The financial information set out in this announcement does not constitute the
Company's statutory accounts for the years ended 31st December 2002 and 2001 but
is derived from those accounts. Statutory accounts for 2001 have been delivered
to the Registrar of Companies and those for 2002 will be delivered following the
Company's Annual General Meeting. The Company's auditor has reported on these
accounts; its reports were unqualified and did not contain statements under
section 237(2) or (3) of the Companies Act 1985.
This information is provided by RNS
The company news service from the London Stock Exchange
END
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