Ocado Group Plc Annual Report and Accounts for the 52 Weeks Ended 2 December 2018 ®
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Supply Chain Effects in Creation of Omnichannel Customer Experience in Grocery Retail
CORE Metadata, citation and similar papers at core.ac.uk Provided by Aaltodoc Publication Archive Supply Chain Effects in Creation of Omnichannel Customer Experience in Grocery Retail MSc program in Information and Service Management Master's thesis Anna Savisaari 2016 Department of Information and Service Economy Aalto University School of Business Powered by TCPDF (www.tcpdf.org) Author Anna Savisaari Title of thesis Supply Chain Effects in Creation of Omnichannel Customer Experience in Grocery Retail Degree Master of Science in Economics and Business Administration Degree programme Information and Service Management Thesis advisor(s) Markku Tinnilä Year of approval 2016 Number of pages 78 Language English Abstract Online sales have changed the retail industry during the past decade, and the technological developments shape the business blending the digital and physical worlds together. Customers use different channels interchangeably during their buying process. The objective of the study is to identify and analyze the factors affecting this omnichannel customer experience in grocery retail, focusing in the supply chain effects. The empirical part searches for answers from the Finnish grocery industry. The literature review develops an understanding on three domains in this research: omnichannel, grocery industry’s distinct features, and supply chain characteristics in omnichannel grocery retail. The academia introduced omnichannel as a term about five years ago. Omnichannel retail means the different sales channels work seamlessly for the customer, and inside the company as well. Omnichannel and supply chain aspects in grocery retail are scarcely researched, since the earlier literature has had a stronger focus on customer motivations. Grocery retail is distinctive field in omnichannel retail due to perishability, low-margin and low-involvement products, frequency and volume of shopping and significance of the downstream supply chain operations. -
Notice of De-Designation of Ocado Group Plc from the Groceries (Supply Chain Practices) Market Investigation Order 2009
21 January 2020 Notice of De-designation of Ocado Group plc from the Groceries (Supply Chain Practices) Market Investigation Order 2009 Introduction and background 1. The Competition Commission (CC) published its final report on the Market Investigation into the supply of groceries in the UK on 30 April 2008.1 The CC found adverse effects on competition arising in several areas including the potential exercise of buyer power in relation to suppliers of grocery retailers, and concerns regarding the use of restrictive covenants in concentrated local markets. To address the first of these concerns, the CC implemented the Groceries (Supply Chain Practices) Market Investigation Order 2009 (the Order). The Order listed, at Schedule 2, the initial ten groceries retailers to whom the Order applied. Subsequently, in November 2018, two further retailers were designated, including Ocado Group plc.2 2. Pursuant to a corporate restructuring, in particular the creation of a joint venture with M&S Holdings Ltd, Ocado Group plc no longer carries out the retail supply of Groceries in the UK such that it no longer meets the £1bn turnover threshold for designation under the Order and nor does it have sole control over the Ocado entity which does meet the threshold. The retail activities are now carried out by Ocado Retail Ltd and on 16 October 2019, the CMA designated Ocado Retail Ltd under the Order. 3. Following that designation, a review under s162 of the Enterprise Act 2002 was launched to determine whether Ocado Group plc should cease to be a designated retailer under the Order. 4. -
CILT-Top-30-UK-Logistics-Service
SPECIAL FEATURE TOP 30 UK LOGISTICS SERVICE PROVIDERS TOP 30 UK Logistics Service Providers 2021 www.ciltuk.org.uk 21 SPECIAL FEATURE TOP 30 UK LOGISTICS SERVICE PROVIDERS CILT has compiled its list of top logistics service providers as reported in the UK, recognising your logistics partners who best exemplify excellence. The list has been formed by assessing a range of key criteria, annual reports and the European Commission. Evaluating data such as financials, performance, professional accreditation, the gender pay gap and human resource factors, CILT has formed its forth annual Top 30. Has your organisation made the list? BULKHAUL UNIPART LOGISTICS Total score: 9.38 30 Total score: 9.96 28 Bulkhaul Limited is dedicated to the global transportation Unipart Group brings together manufacturing, logistics CLAIRE WALTERS, CHIEF COMMERCIAL of liquids, powders and gases. With consistent annual and consultancy in a set of products and services that OFFICER, UNIPART LOGISTICS growth and a fleet of over 23,000 deep-sea liquid isotanks, create imaginative solutions for its customers. Its roots which are 100% owned, it is one of the world’s largest are in manufacturing within the automotive sector, but its Congratulations on being named in the CILT Top 30. independent. Headquartered in the UK, it operates in history has required it to reinvent itself several times in What does this mean to your organisation? more than 150 countries. The board of directors and order to maintain a competitive advantage. Being able to management team combine many years’ experience in offer its customers lessons from its own journey of We are really proud to be recognised in the CILT’s the sector, supported by a highly skilled team of reinvention has never been more relevant than in today’s Top 30 list, which exemplifies excellence across our employees. -
Roadside Retail Will Need to Attract Visits by More Than Just the Visual Dimension (The Eyeball Test) It Relied On
THE SHAPE OF FOOD RETAILING IN THE NEW NORMAL 5: UNDERSTANDING ROADSIDE CONSUMERS RETAIL NEW TECHNOLOGY "The industry as a whole must shift from planning to providing an adequate response to the key strategic question that will determine its future. “Why will the consumer of 2030 visit my roadside outlet?” FOODSERVICE The authors "Roadside retail will need to attract visits by more than just the visual dimension (the eyeball test) it relied on for decades. It will no longer be enough to have a large COFFEE fuel price sign, compelling price, a (hopefully) clean and easy to access lot, to influence customer behavior to shop the site. Within this decade, that long-standing consumer purchasing behavior will endure seismic shifts, becoming more influenced by technology platforms able to make deeper connections. The future FUELS & EV CHARGING dimensions of consumer attraction will be more dependent on technology and other factors, that will transform fuel retail marketing from an interruption during a travel journey to an intentional destination” MARKETING Chris Gheysens, CEO Wawa This paper is motivated by a desire to help roadside retailers to successfully and profitably operate with changing consumer demands. THE SHAPE OF FOOD RETAILING CONTENTS IN THE NEW NORMAL 5: 1. Foreword 2. Introduction ROADSIDE 3. Consumer needs 4. Fresh food for today 5. Services RETAIL 6. Technology and data insights 7. Critical store success pillars 8. Industry leader insights 9. Acknowledgments 10. Addendum: Quotes from industry leaders 11. About the authors 1. FOREWORD by DARRYL BURCHELL, FORMER HEAD OF BP GLOBAL CONVENIENCE RETAIL In this latest paper on the shape of food retail in the new normal, I am delighted that Scott and Dev, with the collaboration of Frank and Sabine, have now turned their sights to roadside retailing—a sector that I have been intimately involved with over the last few years. -
Annex 1: Parker Review Survey Results As at 2 November 2020
Annex 1: Parker Review survey results as at 2 November 2020 The data included in this table is a representation of the survey results as at 2 November 2020, which were self-declared by the FTSE 100 companies. As at March 2021, a further seven FTSE 100 companies have appointed directors from a minority ethnic group, effective in the early months of this year. These companies have been identified through an * in the table below. 3 3 4 4 2 2 Company Company 1 1 (source: BoardEx) Met Not Met Did Not Submit Data Respond Not Did Met Not Met Did Not Submit Data Respond Not Did 1 Admiral Group PLC a 27 Hargreaves Lansdown PLC a 2 Anglo American PLC a 28 Hikma Pharmaceuticals PLC a 3 Antofagasta PLC a 29 HSBC Holdings PLC a InterContinental Hotels 30 a 4 AstraZeneca PLC a Group PLC 5 Avast PLC a 31 Intermediate Capital Group PLC a 6 Aveva PLC a 32 Intertek Group PLC a 7 B&M European Value Retail S.A. a 33 J Sainsbury PLC a 8 Barclays PLC a 34 Johnson Matthey PLC a 9 Barratt Developments PLC a 35 Kingfisher PLC a 10 Berkeley Group Holdings PLC a 36 Legal & General Group PLC a 11 BHP Group PLC a 37 Lloyds Banking Group PLC a 12 BP PLC a 38 Melrose Industries PLC a 13 British American Tobacco PLC a 39 Mondi PLC a 14 British Land Company PLC a 40 National Grid PLC a 15 BT Group PLC a 41 NatWest Group PLC a 16 Bunzl PLC a 42 Ocado Group PLC a 17 Burberry Group PLC a 43 Pearson PLC a 18 Coca-Cola HBC AG a 44 Pennon Group PLC a 19 Compass Group PLC a 45 Phoenix Group Holdings PLC a 20 Diageo PLC a 46 Polymetal International PLC a 21 Experian PLC a 47 -
Ftse4good UK 50
2 FTSE Russell Publications 19 August 2021 FTSE4Good UK 50 Indicative Index Weight Data as at Closing on 30 June 2021 Index weight Index weight Index weight Constituent Country Constituent Country Constituent Country (%) (%) (%) 3i Group 0.81 UNITED GlaxoSmithKline 5.08 UNITED Rentokil Initial 0.67 UNITED KINGDOM KINGDOM KINGDOM Anglo American 2.56 UNITED Halma 0.74 UNITED Rio Tinto 4.68 UNITED KINGDOM KINGDOM KINGDOM Antofagasta 0.36 UNITED HSBC Hldgs 6.17 UNITED Royal Dutch Shell A 4.3 UNITED KINGDOM KINGDOM KINGDOM Associated British Foods 0.56 UNITED InterContinental Hotels Group 0.64 UNITED Royal Dutch Shell B 3.75 UNITED KINGDOM KINGDOM KINGDOM AstraZeneca 8.25 UNITED International Consolidated Airlines 0.47 UNITED Schroders 0.28 UNITED KINGDOM Group KINGDOM KINGDOM Aviva 1.15 UNITED Intertek Group 0.65 UNITED Segro 0.95 UNITED KINGDOM KINGDOM KINGDOM Barclays 2.1 UNITED Legal & General Group 1.1 UNITED Smith & Nephew 0.99 UNITED KINGDOM KINGDOM KINGDOM BHP Group Plc 3.2 UNITED Lloyds Banking Group 2.39 UNITED Smurfit Kappa Group 0.74 UNITED KINGDOM KINGDOM KINGDOM BT Group 1.23 UNITED London Stock Exchange Group 2.09 UNITED Spirax-Sarco Engineering 0.72 UNITED KINGDOM KINGDOM KINGDOM Burberry Group 0.6 UNITED Mondi 0.67 UNITED SSE 1.13 UNITED KINGDOM KINGDOM KINGDOM Coca-Cola HBC AG 0.37 UNITED National Grid 2.37 UNITED Standard Chartered 0.85 UNITED KINGDOM KINGDOM KINGDOM Compass Group 1.96 UNITED Natwest Group 0.77 UNITED Tesco 1.23 UNITED KINGDOM KINGDOM KINGDOM CRH 2.08 UNITED Next 0.72 UNITED Unilever 7.99 UNITED KINGDOM KINGDOM -
Constituents & Weights
2 FTSE Russell Publications 19 August 2021 FTSE 100 Indicative Index Weight Data as at Closing on 30 June 2021 Index weight Index weight Index weight Constituent Country Constituent Country Constituent Country (%) (%) (%) 3i Group 0.59 UNITED GlaxoSmithKline 3.7 UNITED RELX 1.88 UNITED KINGDOM KINGDOM KINGDOM Admiral Group 0.35 UNITED Glencore 1.97 UNITED Rentokil Initial 0.49 UNITED KINGDOM KINGDOM KINGDOM Anglo American 1.86 UNITED Halma 0.54 UNITED Rightmove 0.29 UNITED KINGDOM KINGDOM KINGDOM Antofagasta 0.26 UNITED Hargreaves Lansdown 0.32 UNITED Rio Tinto 3.41 UNITED KINGDOM KINGDOM KINGDOM Ashtead Group 1.26 UNITED Hikma Pharmaceuticals 0.22 UNITED Rolls-Royce Holdings 0.39 UNITED KINGDOM KINGDOM KINGDOM Associated British Foods 0.41 UNITED HSBC Hldgs 4.5 UNITED Royal Dutch Shell A 3.13 UNITED KINGDOM KINGDOM KINGDOM AstraZeneca 6.02 UNITED Imperial Brands 0.77 UNITED Royal Dutch Shell B 2.74 UNITED KINGDOM KINGDOM KINGDOM Auto Trader Group 0.32 UNITED Informa 0.4 UNITED Royal Mail 0.28 UNITED KINGDOM KINGDOM KINGDOM Avast 0.14 UNITED InterContinental Hotels Group 0.46 UNITED Sage Group 0.39 UNITED KINGDOM KINGDOM KINGDOM Aveva Group 0.23 UNITED Intermediate Capital Group 0.31 UNITED Sainsbury (J) 0.24 UNITED KINGDOM KINGDOM KINGDOM Aviva 0.84 UNITED International Consolidated Airlines 0.34 UNITED Schroders 0.21 UNITED KINGDOM Group KINGDOM KINGDOM B&M European Value Retail 0.27 UNITED Intertek Group 0.47 UNITED Scottish Mortgage Inv Tst 1 UNITED KINGDOM KINGDOM KINGDOM BAE Systems 0.89 UNITED ITV 0.25 UNITED Segro 0.69 UNITED KINGDOM -
This Document Is Important and Requires Your Immediate Attention
THIS DOCUMENT IS IMPORTANT AND REQUIRES YOUR IMMEDIATE ATTENTION If you are in any doubt as to what action you should take, you are recommended to seek your own financial advice from a stockbroker or other independent adviser authorised under the Financial Services and Markets Act 2000. If you have sold or transferred all of your shares in Kingfisher plc, please forward this notice, together with the accompanying documents but not the personalised proxy form, as soon as possible either to the purchaser or transferee or to the person who arranged the sale or transfer so they can pass these documents to the person who now holds the shares. Dear Shareholder Voting at the AGM Shareholders are strongly encouraged to submit a proxy vote The 2021 Annual General Meeting (the ‘AGM’) of Kingfisher plc in advance of the AGM. You can submit your proxy vote online (the ‘company’), will be held electronically and at The Royal or by returning the proxy form posted to you. Given the current College of Physicians, 11 St Andrews Place, London NW1 4LE uncertainty regarding attendance, we would urge shareholders on Wednesday, 30 June 2021 at 2:00pm. to appoint the Chair of the Meeting as their proxy rather than a named person who we would also strongly discourage from Important – AGM arrangements attending in person. Shareholders who participate in the AGM The company is continuing to monitor public health guidance electronically or in person will be able to vote in real time. All and legislation issued by the UK Government. We have prepared voting on the day will be via the dedicated online AGM platform, for this AGM based on the anticipated status of the UK https://web.lumiagm.com. -
FY20 Results
FY20 Results 1 Forward-looking statements 2 Chairman’s Overview Lord Rose 3 2020 in review Tim Steiner CEO 21 Changing the way the world shops, for good ‘We are online shopping pioneers. We continue to make the delivery of consumer’s essential groceries fit for modern lives and businesses. Our technologies, combined knowledge and 20 years of experience provide our client partners with exceptional efficiency and economics, and their consumers customer service that is among the best. Achieving this responsibly is at the very core of how we have solved complex challenges and how we will continually improve. This is achieved with minimal impact on the environment and a positive influence on the communities we serve. We are able to offer this proven ability to our client partners and deliver on shared ambitions.’ 5 21 Financial Review Andrew Page Deputy CFO 6 Financial Summary £m FY 2020 FY 2019 Var (%) Group Revenue 2,331.8 1,756.6 32.7% Group EBITDA 73.1 43.3 68.8% Depreciation, amortisation, (168.9) (136.1) 24.1% impairment Net Finance costs (52.8) (27.6) 91.3% Loss before tax (148.6) (120.4) Exceptionals 104.6 (94.1) Loss before tax (44.0) (214.5) post exceptionals 1. Revenue is online sales (net of returns) including charges for delivery but excluding relevant vouchers/offers and value added tax. The recharge of costs and associated fees to our UK Solutions clients and International Solutions clients are also included in revenue with the exception of recharges to Ocado Retail which are eliminated on consolidation 2. -
Enablers and Barriers in German Online Food Retailing, Supply Chain Forum: an International Journal, Vol
Accepted for publication in Supply Chain Forum: an International Journal and subsequently published at http://www.supplychain- forum.com/article.cfm?num=38&art=294&CFID=13312898&CFTOKEN=5b5beeaf0aed4264- 25EA378D-D7B9-0121-85231AE137C6EEF5. Citation is Grant, D. B., Fernie, J., Schulz, B. (2014), Enablers and Barriers in German Online Food Retailing, Supply Chain Forum: an International Journal, vol. 15 n°3, pp. 4-11. ENABLERS AND BARRIERS IN GERMAN ONLINE FOOD RETAILING David B. Grant University of Hull HU6 7RX Hull, United Kingdom E-mail: [email protected] John Fernie Heriot-Watt University EH14 4AS Edinburgh, United Kingdom E-mail: [email protected] Björn Schulz APL Logistics Deutschland GmbH & Co. KG 20457 Hamburg, Germany E-mail: [email protected] David B. Grant is professor of logistics at Hull University Business School. His research interests include customer service and satisfaction, retail logistics, and sustainable logistics. Recent published research includes on-shelf availability and out-of-stocks, Internet retailer service quality, and consumer logistics. He has published more than 175 publications in refereed journals, conference proceedings, books, and book chapters. He sits on several journal editorial boards, and is a member of the Council of Supply Chain Management Professionals and British Retail Consortium’s Technical Advisory Committee. John Fernie is emeritus professor of retail marketing at Heriot-Watt University. He has written numerous textbooks and papers on retail management, particularly retail logistics and retail format internationalisation. He created the George Davies Centre for Retail Excellence in 2005 with financial support from the retail entrepreneur of the same name. -
Rothschild & Co Risk-Based UK Index
Rothschild & Co Risk-Based UK Index Monthly Report As of 8/31/2021 The R&CO Risk-Based UK Index provides an alternative to market-cap weighting with a risk-based approach to index construction. The strategy seeks to equalize risk contribution of index constituents and to maximize risk diversification while avoiding excessive turnover and portfolio concentration. The approach seeks to provide lower volatility, reduced maximum drawdown and higher Sharpe ratio compared with market capitalization indices over the long-term. Cumulative Index Performance Calendar Year Returns % Time Period: 1/14/2000 to 8/31/2021 Tot Ret Net TR MSCI UK Tot Ret Net TR MSCI UK 9,000 2020 -1.42 -1.44 -13.19 2009 17.96 17.95 10.24 7,000 2019 24.54 24.49 16.45 2008 4.32 4.30 -1.79 2018 -9.25 -9.28 -8.76 2007 17.30 17.29 12.22 5,000 2017 13.57 13.55 11.79 2006 21.38 21.38 27.66 3,000 2016 4.99 4.95 19.24 2005 -22.15 -22.15 -28.46 1,000 2012 11.83 11.82 -2.16 2004 5.86 5.86 6.57 2011 2.38 2.37 0.54 2003 25.62 25.62 14.62 -1,000 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 2010 26.58 26.58 18.47 2002 23.25 23.25 20.09 Total Return % Index Value 1M 3M YTD 1yr 3yr 5yr 10yr Since Inception Risk-Based UK TR GBP 4,053.94 2.75 8.89 16.54 22.65 8.24 7.41 10.58 10.49 Risk-Based UK NR GBP 4,044.98 2.75 8.89 16.52 22.62 8.21 7.37 10.55 10.48 MSCI United Kingdom GR LCL 16,494.59 1.89 2.60 13.76 23.83 1.76 4.48 6.48 3.86 Risk/Returns Characteristics vs. -
ONLINE GROCERY RETAIL in MENA Table of Contents
2019 ONLINE GROCERY RETAIL IN MENA Table of contents Introduction ................................................................ 3 Definitions ............................................................................. 5 Pure Play ................................................................................ 7 Marketplace ........................................................................... 8 Omni-Channel ....................................................................... 9 Sector Overview .......................................................... 10 Global Market ............................................................. 14 MENA Market Overview ................................................ 18 Benchmarking Players in MENA ..................................... 35 Conclusion .................................................................. 53 Introduction For many households across the Middle East and North Africa’s (MENA) rural areas, a significant part of the day is the call of the grocer, shouting out the day’s produce and price. The fresh fruit and vegetables laid out on a cart, usually pulled by a horse or donkey, is the most basic form of food delivery. In more urban areas, phoning up the local grocery store to deliver staple goods is commonplace and now, as technology permeates further into the e-commerce space, ordering groceries online will be the technological equivalent of the vegetable cart at your door. While 58 per cent of consumers in the region still prefer to do their weekly shop instore at large supermarkets,