2020 Annual Report
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POWERING THE PLATFORM ANNUAL REPORT & ACCOUNTS 2020 Our growing footprint, the STRATEGIC REPORT 2 Our Group at a glance ever-increasing diversity of 12 Chair’s letter 14 Strategic review the equipment we rent and 18 Our markets our excellent customer service 24 Our business model 28 Our strategy all make doing business with 34 Key performance indicators 36 Principal risks and uncertainties us easy and hassle-free. 40 Stakeholder engagement We call this the platform. 42 Financial review 48 Responsible business report 65 Non-financial information statement 66 s172 statement DIRECTORS’ REPORT 68 Our Board of directors 70 Corporate governance report “I am extraordinarily proud of, and grateful for, our team 78 Audit Committee report members and their response during a time when our communities were in need. All levels of the organisation 83 Nomination Committee report quickly adapted our operations to continue servicing our 84 Remuneration report customers while keeping our leading value of safety at 101 Other statutory disclosures the forefront of all we do. 104 Statement of directors’ responsibilities While no one could have foreseen the global impact of FINANCIAL STATEMENTS COVID-19, our business model and capital structure are designed to withstand the cyclical nature of some of our 106 Independent auditor’s report end markets. We took prompt actions to optimise cash 114 Consolidated income statement flow, reducing capital expenditure and operating costs, 114 Consolidated statement of comprehensive income and strengthen further our liquidity position. In these 115 Consolidated balance sheet unprecedented times, the results of our long-term 116 Consolidated statement of changes in equity strategy to mature our business through diversity 117 Consolidated cash flow statement and scale came through in our performance. 118 Notes to the consolidated financial statements Looking forward, I am certain these swift actions combined with the strength of our cash flow and ADDITIONAL INFORMATION balance sheet will serve the Group well. The diversity 152 Ten-year history of our products, services and end markets coupled with 153 Glossary of terms ongoing structural change opportunities put the Board 156 Financial calendar and advisers in a position of confidence to look to the coming year as one of strong cash generation and strengthening our market position. Based on this confidence, the Board has decided to maintain its progressive dividend policy and to recommend a final dividend of 33.5p.” Brendan Horgan Chief executive Throughout the Annual Report we refer to a number of alternative performance measures, including measures such as underlying results, free cash flow and constant currency growth. These are defined in the Glossary on page 153. Forward looking statements This report contains forward looking statements. These have been made by the directors in good faith using information available up to the date on which they approved this report. The directors can give no assurance that these expectations will prove to be correct. Due to the inherent uncertainties, including both business and economic risk factors underlying such forward looking statements, actual results may differ materially from those expressed or implied by these forward looking statements. Except as required by law or regulation, the directors undertake no obligation to update any forward looking statements whether as a result of new information, future events or otherwise. 1 REVENUE (£M) £5,054m STRATEGIC REPORT 2020 5,054 2019 4,500 2018 3,706 2017 3,187 2016 2,546 1,105 0 5054 UNDERLYING PROFIT BEFORE TAXATION (£M) RENTAL STORES WORLDWIDE £ 1 , 0 6 1 m REPORT DIRECTORS’ 2020 1,061 2019 1,110 2018 927 2017 793 2016 645 0 1110 UNDERLYING EPS (P) 815,000 1 7 5 . 0 p RENTAL ASSETS 2020 175.0 2019 174.2 STATEMENTS FINANCIAL 2018 127.5 2017 104.3 2016 85.1 0 175 PROFIT BEFORE TAXATION (£M) £983m 2020 983 260m+ 2019 1,059 MILES TRAVELLED FOR DELIVERY AND SERVICES 2018 862 2017 765 ADDITIONALINFORMATION 2016 617 0 1059 EPS (P) 1 6 2 . 1 p 2020 162.1 2019 166.1 2018 195.3 745,000 2017 100.5 2016 81.3 CUSTOMERS 0.0 195.3 Ashtead Group plc Annual Report & Accounts 2020 2 OUR GROUP AT A GLANCE AN INTERNATIONAL NETWORK OF EQUIPMENT SOLUTIONS AND SERVICES Ashtead is an international equipment rental company, trading under the Sunbelt Rentals brand, with national networks in the US, Canada and the UK. We rent a full range of construction, industrial and general HAWAII equipment across a wide variety of applications to a diverse customer base. OUR PURPOSE US To provide a reliable alternative to ownership for The second largest equipment rental company in the our customers while delivering sustainable value US with 837 stores and above average performance across the cycle for our stakeholders. REVENUE 1 See more on page 24 $5,490m 2 SEGMENT RESULT 3 OUR STRATEGY $1,560m 9 10% 4 5 6 Build a platform for growth RETURN ON INVESTMENT1 7 Operational excellence 21% 8 Maintain financial and operational flexibility STORES See more on page 28 837 MARKET SHARE2 1 United Rentals 14% EMPLOYEES 2 Sunbelt 10% OUR CULTURE 3 Herc Rentals 3% 14,048 4 Home Depot 2% Safety is our top priority 5 H&E 1% FLEET SIZE Making it happen 6 Ahern 1% Very best levels of customer service 7 Top 7–10 3% $10,102m 8 Top 11–100 c.19% Innovation through new products and markets 9 Others c.47% See more on page 48 FLEET COMPOSITION3 34% 21% 13% 11% 2% 19% 1 Excluding goodwill and intangible assets. Aerial work Forklifts Earth Pump and Scaffold Other 2 Source: Management estimate based on IHS Markit market estimates. platforms moving power 3 Source: Management information. Ashtead Group plc Annual Report & Accounts 2020 3 STRATEGIC REPORT DIRECTORS’ REPORT DIRECTORS’ HAWAII FINANCIAL STATEMENTS FINANCIAL CANADA UK Market share of 5% in Canada with 75 stores. The largest equipment rental company in the UK with 193 stores. REVENUE 1 REVENUE 1 2 2 C$421m £469m 3 SEGMENT RESULT SEGMENT RESULT 4 C$54m 5% £36m 8% 5 RETURN ON INVESTMENT1 RETURN ON INVESTMENT1 9% 3 5% 6 STORES STORES 75 MARKET SHARE2 193 MARKET SHARE2 1 United Rentals 12% 1 Sunbelt* 8% ADDITIONALINFORMATION EMPLOYEES 2 Sunbelt 5% EMPLOYEES 2 HSS 6% 3 Others 83% 3 Speedy 6% 1,506 3,712 4 VP 6% 5 GAP 3% FLEET SIZE FLEET SIZE 6 Others 71% C$921m £874m * The UK business was rebranded Sunbelt Rentals on 1 June 2020. FLEET COMPOSITION3 FLEET COMPOSITION3 31% 10% 15% 8% 36% 11% 10% 14% 15% 4% 3% 2% 12% 29% Aerial work Forklifts Earth Pump and Other Aerial Forklifts Earth Accomm- Pump Acrow Traffic Panels, Other platforms moving power work moving odation and fencing platforms power and barriers Ashtead Group plc Annual Report & Accounts 2020 4 THE CASE STUDY PHILADELPHIA, PENNSYLVANIA PLATFORM Philadelphia is a great example of why our cluster strategy helps us outperform the market. When times are good, clusters help us generate growth. Under stress, they enable us to remain resilient because of the availability of our diverse product offering. In March 2020, construction stopped completely in the Philadelphia area due to COVID-19. But our business only decreased 40% in that period reflecting the breadth of our customer base and the high demand for our extensive product portfolio and has now returned to pre COVID-19 levels. Our cluster approach is an important aspect of building a broad platform for growth. Our greenfield sites are chosen carefully to enhance our existing business and we focus on building clusters of stores to meet the multiple needs of our customers. OUR MAR KET CLUSTER STRATEGY Ashtead Group plc Annual Report & Accounts 2020 5 STRATEGIC REPORT DIRECTORS’ REPORT DIRECTORS’ LOCAL HUSTLE, NATIONAL MUSCLE Our cluster strategy is a huge source of competitive advantage. As we increase our cluster in any one geography, we grow our end market. We offer a wide range of products in close proximity to customers. They have no need to go elsewhere to fill their equipment needs. The interaction of the stores in a cluster is also what makes the difference. We find that having a blend of large and smaller general tool stores with the addition of a broad offering of specialty stores differentiates us from the competitors and expands our end markets, making it the optimal operating model. 1,105 STATEMENTS FINANCIAL RENTAL STORES OUR MAR KET ADDITIONALINFORMATION CLUSTER STRATEGY Ashtead Group plc Annual Report & Accounts 2020 6 FACILITIES MAINTENANCE AND MUNICIPALITIES THE OFFICE COMPLEXES APARTMENT COMPLEXES PLATFORM GOVERNMENT HOSPITALS DATA CENTRES PARKS AND RECREATION DEPARTMENTS SCHOOLS AND UNIVERSITIES SHOPPING CENTRES PAVEMENT/KERB REPAIRS GOLF COURSE MAINTENANCE SPECIALTY BUSINESS EVOLUTION THE When we first started out, the majority CHANGING FACE of our business came from the construction industry. We have worked hard to expand the market sectors and applications that now rely on renting equipment rather than owning it. OF OUR CUSTOMERS Our specialty businesses, such as Our markets continue to broaden, with a growing Climate Control, Power & HVAC, Pump Solutions, Ground Protection diversity of end markets choosing our solutions. and Flooring Solutions, are an ever-growing part of our business. These specialty businesses enable us to broaden the customer base and extend our end market reach, including facility maintenance, special events, emergency response and air quality/climate control. This all adds to our growth in good markets and helps us mitigate declining revenues from a construction downturn or in a recession. 43bn+ BTU/HR OF HEATING DELIVERED