Helping people 2019 Annual Report be better with credit and Financial Statements Our purpose is to help people be better with credit
Contents
Strategic Report Governance Financial Statements At a glance 01 Our end-to-end digital Chairman’s introduction Independent Our Customer Manifesto 02 product solutions 22 to corporate governance 57 auditor’s report 78 NewDay in numbers 04 Acquiring new customers that Board of Directors 60 Income statements Who we work with 06 create long-term relationships 24 Management Committee 63 and statements of comprehensive income 80 Our business model 10 Delivering strong growth 26 The Board 64 Balance sheets 81 Chairman’s statement 12 Key Performance Indicators 28 Board Committee reports 66 Statements of Chief Executive Officer’s Financial review 30 Directors’ report 76 changes in equity 82 review 14 Operating responsibly 38 Statements of cash flows 83 Market overview 18 Promoting success and Notes to the Leveraging a leading digital stakeholder engagement 46 Financial Statements 84 platform 20 Risk management 48 Mapping our risks 52 Our owners 123
Cautionary statement Please see page 123 of this report for a description of: (i) the basis of preparation of the financial information contained in this report; (ii) the governance and risk frameworks described in this report; (iii) the use of certain non-IFRS financial measures and forward-looking statements; and (iv) certain other important information. You should review this in full prior to reading this report. Strategic Report At a glance
Who we are
We are a leading consumer credit company By understanding the varying needs of our serving five million customers in the UK through customers, building long-term relationships and our diverse and growing business. rewarding customers for appropriately managing their credit we continue to be one of the most We want to be the UK’s leading digitally enabled inclusive lenders in the UK and are able to fulfil our consumer finance provider, responsibly saying purpose to help people be better with credit. “yes” to more people and developing innovative tools to help people stay in control of their finances and access credit seamlessly.
What we do
We have proven specialist capabilities in Our access to and understanding of data allows underwriting credit cards and providing us to generate in-depth customer insights. This unsecured credit across a range of products enables us to provide valued support to our retail including our digital revolving credit product partners and evolve our products to meet our NewPay. Through our Own-brand business, we customers’ rapidly changing needs. offer near-prime revolving credit and unsecured loans to customers who may not have easy access Our business is underpinned by an advanced to mainstream lenders. In our Co-brand business digital platform that allows us to innovate and we partner with retailers and online e-tailers to respond rapidly to changing needs, whilst offer credit to their customers together with creating value for our customers, colleagues and loyalty and other reward programmes. shareholders.
An established UK-focused A digital business that invests in business with a heritage in innovation to create best-in- credit and partnerships class customer journeys
Trusted partner with some of the Our Customer Manifesto largest brands in the UK underpins our purpose to help people be better with credit
NewDay Annual Report and Financial Statements 2019 01 Strategic Report Our Customer Manifesto
Our purpose is to help people be better with credit, guided by four clear principles. These principles bring the Customer Manifesto to life for our customers, colleagues and retail partners
Welcoming We aim to responsibly say “yes” to as Understanding We aim to build lifelong relationships many people who apply for credit as with customers and recognise that possible. Customers are assessed to customers may want to change ensure affordability criteria are met products as their circumstances and that they are provided with the change. We offer a range of right product at an appropriate rate. understandable solutions. If things are not going quite to plan, we We strive to provide customers with a offer customer support, agreeing great experience by offering products appropriate actions for moving and services that are simple, intuitive forward. and useful.
Knowing We know our customers have varying Rewarding We reward customers for managing needs and we provide a range of their credit well. This can mean products and services to suit these providing benefits, such as lowering different needs. These aim to help all APRs, as a result of paying on time and customers be better with credit. We sticking to commitments made or utilise our analytical expertise, providing rewards for customers’ combined with partner insight, to the loyalty. Ultimately, our success is benefit of customers and provide based on helping customers be better tools that help people manage credit with credit and charging appropriately more easily and allow them to access for the risks we take. the benefits it provides.
02 NewDay Annual Report and Financial Statements 2019 Strategic Report
Our Customer Manifesto in action in 2019
2.0m 1.2m £27m customers helped to improve new customers we responsibly given back to customers their credit score said “yes” to through rewards
We’ve helped customers with their credit questions in ways that work for them: 111m 2.8m self-service transactions conversations
Continued support of our community partners to promote financial inclusion and provide 5 financial support to those who need it: new products • entered a new partnership with Demos, meeting different credit needs: a leading UK think tank, to fund the launch • AO Finance – spread the cost of the Good Credit Index with the aim to of online purchases improve access to affordable, sustainable • Argos Classic credit card – access and transparent ‘good credit’ to credit for purchases • continued support of our charity partner • Miss Selfridge, Topman and Family Action to fund the launch of FamilyLine, Topshop credit cards – learning a seven-day-a-week helpline providing to manage credit through rewards practical, emotional and financial support
NewDay Annual Report and Financial Statements 2019 03 Strategic Report NewDay in numbers
Our business is more digital and growing
In 2019, our receivables grew by 15% to £3.0bn and we were delighted to welcome 1.2m new customer accounts to the NewDay family, our 1.2m 77% fifth successive year with over one million new new customer accounts new accounts customer account originations. We continue to (2018: 1.2m) digitally originated ask our customers for feedback to understand (2018: 63%) how we can improve the way they want to interact with us. In 2019, we radically redesigned many of the features in our apps and we saw this investment yield great results in stable app store £5.8bn £2.0bn ratings of 4.7 stars. customer spend through customer spend through our products digital channels By improving the customer experience and (2018: £5.0bn) (2018: £1.7bn) remaining focused on helping customers be better with credit, we have continued to grow our business.
Read more on page 40. Own-brand receivables Co-brand £3,026m receivables £113m Unsecured Personal Loans receivables £2,623m £1,160m £66m
£2,164m £992m £17m £3,026m £821m Group closing receivables (2018: £2,623m) £1,753m £1,566m £1,326m
2017 2018 2019
04 NewDay Annual Report and Financial Statements 2019 Strategic Report
5.2m 2.0m customer accounts customers with improved credit score (2018: 4.7m) (2018: 1.7m1) 4.7 +66 average app store rating transactional Net Promoter Score (NPS) (average customer feedback score when rating their experience on an interaction with us) (2018: +64) 2.3m 125m app downloads to date transactions processed (2018: 1.4m) (2018: 107m)
1. In 2019, we refined our definition of customers with an improved credit score so that it is assessed only on customers who have had an account with NewDay for at least twelve months. In 2018, the definition only included accounts that were active as at both the beginning and end of the year. Accordingly, the 2018 comparative has been restated throughout this report.
NewDay Annual Report and Financial Statements 2019 05 Strategic Report Who we work with
We are committed to building long-term relationships with our customers, suppliers and partners. We partner with companies that share our vision and help us to deliver seamless customer journeys
Broad spectrum of customers Innovative retail partners Powered by our in-house and state-of-the-art technology, our We partner with some of the UK’s most loved brands, both Customer Manifesto and credit capabilities allow us to responsibly traditional and online-only retailers. Our partners share our say “yes” to more customers. passion for delivering a best-in-class customer experience. We work together to build brand loyalty and deliver value for both our Our Own-brand business serves customers who typically are partners and customers. employed but exhibit one or more additional characteristics such as a limited credit history or a history of adverse credit events that Our partners value the seamless integration and insight that prevents them from easily accessing credit from mainstream our data and technology offers. They also value our collaborative credit providers. and open approach in delivering for them and their customers.
Our Co-brand retail partners value our ability to serve a broad range of prime and near-prime customers. We do this by offering a spectrum of credit products including NewPay, our digital revolving credit product. They also value our modern customer offering and the power that our offering brings to their online platforms in building customer loyalty and profitability.
Leading technology partners Diversified funding partners Our in-house digital capability is built on infrastructure provided Our broad base of international funding partners includes many of by leading technology organisations, including Microsoft and the world’s leading financial institutions and we adopt a very Amazon Web Services. Our in-house built platform allows us conservative approach to funding. cloud‑based scalability, performance, cost and security advantages. Our transaction processing platform remains We regularly access securitisation markets to support outsourced to Fiserv, who remain an important partner for us. our receivables growth with a low, stable cost of funding from both the UK and US.
06 NewDay Annual Report and Financial Statements 2019 Strategic Report Our portfolio
We have a portfolio of 19 brands designed to meet a range of different consumer credit needs. This includes 4 of our own brands alongside a stable of retail and e-tail partnerships with leading brands
“We have continued to diversify and grow our brands to ensure we are offering products that meet a range of credit needs. Our partnership with leading online electrical goods e-tailer AO.com is the latest brand we’ve welcomed to NewDay“
Ian Corfield Chief Commercial Officer
Read more about our portfolio of brands overleaf
NewDay Annual Report and Financial Statements 2019 07 Strategic Report
Our portfolio – some examples
Seamless shopping with rewards Spreading the cost of purchases We are in our fourth year of partnership with Amazon UK. In 2019, we launched our partnership with leading UK The Amazon Mastercard products continue to offer online electrical goods e-tailer AO.com. Leveraging our customers a credit card automatically loaded into the Amazon NewPay platform, AO Finance offers customers the ability to wallet, further enhancing the seamless Amazon shopping spread the cost of purchases through easy and affordable experience. Both the Classic and Platinum card offer a range of payment options using a flexible finance account. Customers reward benefits, with Classic customers automatically have access to a range of convenient finance options so they upgraded to Platinum after 12 months of positive credit can repay their balance in ways that suit them. behaviour.
“Having a payment method that’s “Customers want options whilst shopping integrated into Amazon works really and AO Finance gives them lots of choices, well for me” way beyond what they have had before”
Haider David Lawson Amazon Mastercard customer, Managing Director, AO.com Cambridge
To find out more visit: To find out more visit: amazon.co.uk ao.com
08 NewDay Annual Report and Financial Statements 2019 Strategic Report
Building better credit with Aqua Saving interest with a balance transfer We know that our customers are more than their credit We launched the Fluid brand in 2018, offering near-prime scores. For over 18 years, our Aqua brand has been consumers access to competitive balance transfers – a need responsibly providing credit to consumers who are not easily identified in the market. Fluid helps customers save on served by mainstream lenders. We meet a very clear near- interest with a 0% interest balance transfer offer with initial prime customer need – credit building. Aqua offers sensible credit limits of between £300 and £2,500. credit limits and all the tools and support needed for customers to begin a journey to be better with credit and appropriate financial inclusion.
“Feeling trusted again means so much to “I already had a credit card that was at a me because I can look forward to building higher interest rate. I did a balance transfer my future” from my other credit card to Fluid which had 0% interest for nine months. It came Claire Aqua customer, at the right time” Middlesbrough Sarah Fluid customer, Warminster
To find out more visit: To find out more visit: aquacard.co.uk fluid.co.uk
NewDay Annual Report and Financial Statements 2019 09 Strategic Report Our business model
Powered by leading edge technology and an embedded Customer Manifesto
Opportunity Evolving with our In an increasingly digital world, consumer credit behaviours continue to evolve and technological advancements lead customers to address to new opportunities for e-commerce and data insight. changing needs We deploy our specialist knowledge in underwriting credit and truly agile customer-centric technology platform to carefully pursue brand and product expansion in a digitising and growing UK marketplace.
Read more on page 18. Enablers Driving high standards for Helping customers be better with credit and the principles of our Customer Manifesto remain at the heart of what we do. our customers, colleagues We design better products and better journeys to meet our and community through customers’ needs, whilst empowering our colleagues to drive forward this vision through attracting top new talent to our our Manifesto growing business.
Read more on page 02. Leveraging a leading Re-imagining our digital strategy to build a cloud-based scalable front-end digital acquisition and servicing platform digital platform for all credit products unlocks significant value for our customers, colleagues and partners though engaging experiences and highly-relevant products. Building our digital capability in-house enables us to innovate and respond rapidly to the changing needs of our customers, partners and the wider marketplace.
Read more on page 20. Outcomes Acquiring new customers Our modern and innovative products allow us to continue to acquire new customers and develop our long-standing and creating long-term customer relationships. Our deep understanding of customer relationships behaviour gives us a high level of performance predictability. Read more on page 24. Delivering strong controlled Another strong year for customer acquisition and our relentless focus on helping customers be better with credit growth and high performance have delivered another record financial year. Receivables and predictability total income recorded double-digit growth and impairment was controlled within acceptable levels.
Read more on page 30.
10 NewDay Annual Report and Financial Statements 2019 Strategic Report
How we create value
Attractive market proposition Digital origination Market-leading technology We focus on providing credit propositions Through both direct marketing and Together with our customer insight, our in- that require specialist skills aligned with our partnerships, we reach an extensive house technology capabilities and agile core competencies and competitive customer base. This reach is increasingly operating model enable our data scientists strengths. We offer a suite of compelling digital and encompasses our partners’ and engineers to build better solutions products that allow us to serve our most loyal customers as well as those who faster and drive rapid digitisation in our customers throughout their credit journey. find access to credit from mainstream customer journey and the business more We offer seamless integration with providers less easy. widely. traditional retailers and e-tailers in serving the needs of our increasingly digital Leading customer service Operating efficiently customers. We add power to merchant We offer omni-channel 24-hour support. Our continued focus on being digital by offerings. We are committed to continuous default allows us to operate at a lower improvement and are engaged in ongoing underlying cost-income ratio and our in- Credit and collections expertise dialogue with customers, with real-time house digital platform offers us true Our proprietary models have been feedback recorded through Net Easy scalability and great flexibility. developed specifically for our target Scores (NES) and transactional NPS scores. customers, enabling us to make better We continue to make great progress in Funding credit decisions. Lending responsibly is our digitally engaging our customers. Through our established funding base and overarching Customer Manifesto securitisation technology, we have a stable commitment. funding capacity and a low cost of funds.
Our competitive strengths
Trusted brands built on our Customer End-to-end digital product solutions Access to diversified funding Manifesto NewPay, our digital revolving credit A stable and diversified funding base The strength of our portfolio of brands product, offers frictionless customer with trusted funding partners offers us gives customers and partners confidence journeys and simple integration for our flexibility and a solid basis for continued in what we stand for. retail partners. It offers instant access to growth and the ability to weather market credit and optionality through more ways conditions. Long-term strategic relationships to pay, including instalment plans, buy now with retail and e-tail partners pay later and other promotional options. Skilled, experienced colleagues We are a trusted partner with some of the The relentless dedication of our workforce largest retail brands in the UK. We build Understanding and engagement powers the delivery of our customer and long-term relationships to support their with our customers retail propositions as well as our continued customers’ credit journeys and help Strong and long-term relationships product and digital innovation. retailers profitably grow their business. powered by a deep understanding of customer behaviour results in embedded Market-leading digital platform portfolio value and predictable and technology partners financial growth. To continue to deliver a superior and competitive service to our customers, Credit and collection capabilities we have built an in-house digital Our credit risk and collections expertise has engineering capability that ensures been developed and honed over 18 years excellence and optionality. This is built on with the management team’s experience an infrastructure supported by leading proven through economic cycles. technology partners.
NewDay Annual Report and Financial Statements 2019 11 Strategic Report Chairman’s statement
We have continued to deliver on our strategic priorities and make progress towards our vision of being the UK’s leading digitally enabled consumer finance provider
Sir Michael Rake Chairman and Non-Executive Director
Our vision is to become the UK’s leading of Directors at NewDay. Our customer- Group. This helps us deliver positive digitally enabled consumer finance centric culture ensures that the focus of outcomes for our customers in the natural provider. In 2019, we continued to build on the Group is to build long-term positive rhythm of our business and brings the the strong foundations and scalability of relationships with customers and to work Customer Manifesto to life. our business model to deliver record with them to meet their changing needs results and better outcomes for over time. I am delighted to say that in Digital developments customers. 2019, we helped 2.0m customers improve The Board continues to review the Group’s their credit score (2018: 1.7m). We also strategic technology journey to ensure we Our purpose rewarded our customers with £27m in are appropriately positioned to deliver NewDay exists to help people be better loyalty rewards (2018: £29m) and we against our vision of being the UK’s leading with credit. This purpose sits at the heart launched new benefits to reward digitally enabled consumer finance of everything we do and it is enshrined in customers for good credit behaviour. provider. I am pleased to report that we are our Customer Manifesto. We set out to be making very good progress against this Welcoming, Understanding, Knowing and I was pleased to see the market recognise objective. Building on the work we did last Rewarding for our customers, irrespective some of the things we do at NewDay in year across the Own-brand estate, in 2019 of where they sit on the credit spectrum. supporting our customers. NewDay won we brought the Co-brand digital the Gold Award at the European Contact acquisition platform in-house from Fiserv. Across our own brands and in partnership Centre and Customer Service Awards for This allows us to be more innovative, with some of the UK’s most exciting and the ‘Best Use of Customer Insight’. We also flexible, resilient, and to be more leading brands, we offer credit to a wide won a Silver Award at the UK Customer responsive to the needs of our digital spectrum of customers, many of whom do Experience Awards for ‘Use of Insights and partners. We also introduced exciting not have access to credit from mainstream Feedback’. My colleagues at NewDay ChatBot functionality, enhancing the way lenders. Responsible lending, financial continue to ensure that our Customer we interact with our customers and firing education and appropriate inclusion Manifesto and our Values are front and the ‘starting gun’ for a range of AI-powered remain important priorities for the Board centre in decision-making across the innovation in the future.
12 NewDay Annual Report and Financial Statements 2019 Strategic Report
We continue to develop our apps, the assess access to ‘good credit’ and provide Leadership embedded functionality and the way our location-based strategies for building In October 2019, we welcomed John customers can digitally engage. I am better credit across the country. We will Hourican to the Board as Chief Executive pleased to report that our customers have continue to work with them as they explore Officer as successor to James Corcoran. reacted well by awarding us an average app how local government, employers and Between 2013 and 2019 John served as store score of 4.7 stars. The strength of other stakeholders can improve access to Chief Executive Officer of Bank of Cyprus, our in-house digital team allows us to react affordable, sustainable and transparent the largest banking and financial services quicker and deliver better, more cost- good credit. group in Cyprus. During his tenure, John effective solutions to our customers and reshaped the business, re-established its partners. It was great to see our digital We also recognise that minimising our deposit base, improved the quality of its team recognised at the European impact on the environment is important loan book and strengthened its financial Software Testing Awards and winning and we remain committed to ensuring our position and prior to joining Bank of Cyprus, ‘Best Mobile Testing Project’. carbon footprint remains low. We are John served as Chief Executive Officer of proud our efforts were recognised by the RBS Group’s Investment Bank (Markets Our colleagues external stakeholders at the Green World and International Banking) from 2008 until Maintaining the focus and tempo at Awards where we were awarded a Green 2013. I look forward to building on NewDay’s NewDay requires us to provide an engaging World Ambassador in the financial services strong foundations and financial position and inclusive working environment. I am sector. Our colleagues also launched their with John in the years ahead. pleased to report that we have continued own Green Forum, which promotes to make good progress in building a diverse recycling and green-related matters. I would like to extend my personal thanks and inclusive environment at NewDay and to James Corcoran on the important role the results of our regular employee survey Regulation he played in the Group’s evolution over the show that we are continuing to build a We continue to work closely with last ten years. James led NewDay from positive and dynamic working regulators and industry bodies to ensure being a one-product credit card business environment. This is underpinned by a we deliver positive outcomes for our into one of the UK’s leading specialist calendar of events and workshops customers and sustainable returns for our credit providers with a leading digital throughout the year that invests in shareholders. Our strong Risk platform and we are fortunate to continue ensuring we encourage education and Management Framework and credit to benefit from his expertise as a Non- debate on a variety of topics. The launch of scorecards built from 18 years of Executive Director on the Board. an Inspirational Speaker Series and a experience give us a deep understanding programme raising colleague awareness of our markets. This allows us to adapt In addition, Johan Pettersson, a Cinven on mental health were particularly positive quickly to changing or uncertain economic Investor Director, resigned from the Board developments during 2019. The Board and political environments and our ‘low and with effect from August 2019 and Arron Wu, continues to promote a culture that grow’ credit strategy ensures we remain a CVC Investor Director, resigned from the celebrates diversity in ethnicity, sexual focused on lending responsibly. Board with effect from November 2019. orientation, gender and opinion. NewDay continues to offer support to any In 2019, the Board has been particularly Outlook colleagues who require assistance. focused on supporting individuals There is now more political certainty in the considered to be in persistent debt UK following the December 2019 General Our communities following the introduction of the FCA’s final Election, however there are still a number We recognise that we have a responsibility rules and guidance on the Credit Card of uncertainties with regards to Brexit. We to positively serve the community we are Market Study from September 2018. have continued to consider and plan for part of and that we have a wider During the year we supported over potential implications carefully. The Board responsibility to minimise the impact on 123,000 customers to come out of has reviewed the possible impact on both our environment. We are extremely proud persistent debt with the interventions we our operations and strategic plans and has to continue our work with our chosen deployed, and we have continued to considered stress scenarios to ensure we charity partner, Family Action, who provide develop our strategies to support are well-positioned to promptly respond to practical, emotional and financial support customers who will have been in persistent different outcomes. Our proactive risk to those who are experiencing poverty, debt for 36 months by March 2020 and will management approach and strong disadvantage and social isolation. It was therefore require mandatory intervention. balance sheet, including headroom on very pleasing that our engagement and funding facilities, allow us to appropriately support of Family Action was recognised at The Board is committed to balancing manage these risks. We are well placed to the International CSR Excellence Awards, the needs of our different stakeholders in respond to the external environment and with a Gold Award for ‘Charitable Giving’. It order to maximise the long-term success make continued progress in our strategic is also pleasing to see that this charity of the business and considers each key development to deliver attractive returns partner is embraced across the Company stakeholder group in its decision-making. for our shareholders. We continue to with a large majority of our colleagues For further details of the Board’s monitor the recent coronavirus outbreak engaging to make a positive personal considerations and engagement of and the potential impact on performance contribution. stakeholders, see page 46. We have also during 2020. closely monitored other regulatory Financial education and responsible developments, including in relation to the I would like to personally thank the Board lending are priorities for the Board. We are Second Payment Services Directive and all colleagues across the business for actively involved in discussions around the (PSD2), the Senior Managers and their hard work and commitment to role credit plays in financial inclusion. In Certification Regime and the Gambling delivering on our purpose and Customer 2019, we provided financial support to Commission’s ban on using credit cards to Manifesto, which is key to the continued Demos, a leading UK think tank, who place bets, to ensure the Group is delivery of our strong growth and financial launched their Good Credit Index that built adequately prepared. performance. a comprehensive credit map of the UK to
NewDay Annual Report and Financial Statements 2019 13 Strategic Report Chief Executive Officer’s review 2019 was a record year in terms of financial delivery. Our controlled growth and scalable platform positions NewDay well into 2020
In 2019, we made very good progress against our stated strategic particularly as the world around us continues to digitise and our objectives. We further invested in our digital capability. We launched customers quickly evolve to interact with us in an increasingly five new products with exciting UK brands. We added 1.2m new digital way. customer accounts to our Group (2018: 1.2m) and we helped 2.0m customers improve their credit score (2018: 1.7m). These The investment we have made in modernising and bringing in- achievements combined to deliver a record financial performance house our technological capability provide the foundations for our in 2019 that my colleagues can be genuinely proud of. It sets the Group’s success. Better, more nimble, faster, scalable and cost- tone and ambition for the year ahead and provides strong evidence effective technology allows us to support our retail and e-tail that our controlled approach to growth is the right one. partners in securing customer engagement and creating frictionless customer experiences. We will continue to invest in We continue to put our customers at the centre of our business. intelligent digitisation to secure the Group’s emerging reputation We recognise the purpose of NewDay is to help people be better for innovation and capability. with credit. We remain focused on ensuring that we provide appropriate products and tools in support of this objective,
John Hourican Chief Executive Officer
14 NewDay Annual Report and Financial Statements 2019 Strategic Report
Long-term customer relationships Delivering strong controlled growth delivered record results New account acquisitions along with the In 2019, we responsibly said “yes” to 1.2m Group’s ‘low and grow’ credit strategy led new customers (2018: 1.2m), 77% of which to record Group receivables of £3.0bn were originated online (2018: 63%). (2018: £2.6bn), with the Co-brand business surpassing the £1bn receivables milestone. Our product portfolio allows us to adapt to 5 new products customers’ changing needs throughout The increase in receivables represents their credit journey, generating long-term 15% growth year-on-year. Strong growth launched, each meeting different credit customer relationships as we reward across all business units led to growth in needs, including expanding our NewPay customers for good credit behaviour. total income of 14%. offering with our new retail partner Within our Own-brand portfolio we re- AO.com branded our Aqua product, refreshing the As a result of improved credit quality, partly entire customer journey. We positioned driven by the tightening of credit lending Aqua as the credit provider of choice for criteria in 2018, and refinements to the near-prime customers by partnering with Group’s impairment provision model, the them through their credit-building journey. Group impairment rate reduced by 1.4 percentage points to 11.6%. In 2019, we continued to diversify our retail 2.0m customers partner network and product proposition The scalability of our business model, in our Co-brand business. We launched along with efficiencies from our have been helped to improve five new products, each aimed at different streamlined end-to-end digital platform, their credit score credit needs. We introduced a young led to a reduction in the underlying cost- fashion proposition in Topshop, Topman income ratio of 2.8 percentage points to and Miss Selfridge, expanding on our 33.0%. During 2019 we invested a further product portfolio with Arcadia Group. We £38m in change initiatives to continue to expanded our digital revolving credit develop our digital capabilities and drive product (NewPay), in partnership with sustainable long-term growth (2018: AO.com, allowing their customers to £41m). spread the cost of their online purchases. We launched the Argos Classic credit card Our strong but controlled growth along >100,000 chats and we signed an agreement with M&Co with a well-managed cost base resulted in who will also utilise NewPay when launched record adjusted EBITDA of £144m, a 75% Integrated intelligent automation into in 2020. increase year-on-year (2018: £82m). The several customer-facing and back office statutory profit before tax of £50m processes, including introducing During the year we provided customers (2018: loss before tax of £7m) includes a ChatBot functionality with over 100,000 with over £27m loyalty rewards in our Co- number of items, detailed on page 31, chats to date brand business to help build brand loyalty which in our view do not represent the for our retail partners and encourage Group’s underlying performance. ongoing spend and long-term utilisation of our products by customers (2018: £29m). Free cash flow available for growth and We supported our partners with state-of- debt service of £106m highlights the the-art analytics to help them engage and strong cash generation of the business understand customer behaviour. (2018: £109m), providing us with the capacity to reinvest for future growth. In our Unsecured Personal Loan business £144m we provided 21,000 personal loans to Our balance sheet remains strong. existing Own-brand customers who had We continued to execute our funding adjusted EBITDA, a record result and managed their credit accounts well (2018: strategy and successfully refinanced all 75% increase year-on-year 15,000). of our maturing asset-backed securities during the year and raised £577m in total. Building long-term relationships with This included $205m raised in the US as we our customers is a key strength of NewDay continued to diversify our funding strategy. and this underpinned the delivery of At the end of 2019, we had £0.7bn of £144m adjusted EBITDA in the year (2018: headroom on our funding facilities (2018: £82m). This result arises from the growing £0.9bn) for future growth with an average profitability of existing customers maturity profile of two years (2018: three offsetting the year-one cost of acquiring years), providing protection in case of a £240m new customers. Our existing customers deterioration in capital markets. generated adjusted EBITDA of £240m adjusted EBITDA generated from (2018: £201m), an increase of 19%, offset existing customer relationships offset by a £96m adjusted EBITDA loss (2018: by a £96m adjusted EBITDA loss £119m) generated from establishing 1.2m generated from establishing new new customers we originated. Our customer relationships investment in new customers each year generates further growth and value in future years, evidencing the sustainable strength of the Group’s proposition (see page 24 for further details).
NewDay Annual Report and Financial Statements 2019 15 Strategic Report
Chief Executive Officer’s review Credit Card Market Study (CCMS) Delivering for our colleagues Continued As we covered in our 2018 Annual Report, Our colleagues are key to delivering a the final FCA rules and guidance on the positive experience for our customers. Digital investment CCMS were published in February 2018 Attracting, retaining, engaging and Our digital transformation remains a and took effect in September of that year. motivating colleagues remains a priority as priority. In 2019, we invested £38m in The guidance required that, from we strive to be an employer of choice. Our continuing to develop a best-in-class 1 September 2018, firms should identify bi-annual, externally managed employee (2018: £41m), frictionless digital customer the subset of their customers in persistent surveys demonstrate high levels of experience in support of our vision to be debt when assessed over the previous 18 engagement at 77% (2018: 75%) and 74% the UK’s leading digitally enabled months and recommend a change to of colleagues engaged with our Customer consumer finance provider. We aim to payment behaviour. The guidance then Manifesto and Values (2018: 75%), provide a simple, convenient, easy to use prescribed a second intervention point at evidencing that they are embedded digital customer experience and continue 36 months, at which point firms must throughout the organisation. to develop our range of apps and increase contact those customers remaining in functionality to achieve this. In 2019, we persistent debt and propose alternative We are creating a work environment where delivered a straight-through end-to-end repayment plans to settle the balance over colleagues feel valued and respected and digital journey for balance transfers and a reasonable period. The first cohort will where they can develop and thrive. Our money transfers and integrated marketing reach the 36-month intervention point in colleagues interact daily with our offers into customers’ digital servicing March 2020. customers and therefore are best placed journeys. Customers gave our apps a to drive continuous improvement in our combined rating of 4.7 stars and our NES We have previously communicated that we products and services. In support of for online servicing (which measures how considered circa 8% of our customer base colleague development, in 2019 we easy it is to navigate through our apps and to be in early stage persistent debt as at launched a learning management system websites) increased by two points to +70. 31 December 2018. Having now providing all colleagues direct access to a completed the implementation of the catalogue of soft and function-specific Following the success in our Own-brand required CCMS interventions and a learning that can be tailored to their business in 2018, we have transitioned our number of additional preventative individual development needs and Co-brand digital acquisition platform in- measures, we expect that the first cohort accessed at any time. house from Fiserv this year. This improves reaching the 36 month intervention point our agility and resilience as well as allowing in March 2020 will represent circa 2% of our Outlook us to generate cost efficiencies. customer base (and account for In 2019, we have continued to make Additionally we have integrated artificial approximately £210m of receivables). Due significant progress in our digital intelligence into a number of customer- to the measures taken, customers transformation and have further facing and back office processes, including reaching this intervention point should not diversified our retail partner network away the launch of ChatBots and the experience a sudden change to their from the challenging conditions on the UK development of VoiceBots as we continue minimum payment on their existing debt, high street with product offerings that to develop different ways for customers to and depending on individual continue to meet the changing needs of interact with us. We are enhancing circumstances, will typically be able to our customers. Our strong controlled communication channels to ensure we can continue to use their credit facility with growth and the scalability of our operating help customers address their credit higher minimum payment terms. The platform have generated record profits questions in ways that suit them, when it impact of the CCMS on the 2019 financial and we have maintained significant suits them – in 2019 customers had 2.8m statements has been mitigated by our headroom on funding facilities to protect conversations with our colleagues and underlying business performance as we the business in case of a deterioration in completed 111m self-service interactions. have continued to grow receivables and capital markets. We are well placed to delivered strong results. continue to build on this success and On 3 January 2020, our immediate parent deliver positive outcomes for our company, Nemean MidCo Limited, agreed Payment Protection Insurance (PPI) customers and shareholders. terms to acquire Pay4Later Limited The FCA deadline by which customers can subject to FCA approval. Pay4Later raise a claim with their PPI provider passed I would like to thank all of our colleagues for Limited trades under the name ‘Deko’ and on 29 August 2019 and, as at 31 December their ongoing commitment and dedication is a point-of-sale (PoS) finance technology 2019, the Group reported a provision of to supporting our customers and delivering firm, providing platform and brokerage £10m (2018: £25m) to cover the remaining our vision to be the UK’s leading digitally services in the PoS finance market working expected costs. Although the deadline for enabled consumer finance provider. with over 1,500 merchants in the UK. The customers to make complaints which can acquisition will provide opportunities for be considered by the Financial Ombudsman Deko and NewDay to leverage their Service has passed, NewDay continues to respective experience in order to provide receive court claims. In addition, discussions Deko customers with access to new are being held across the industry in relation products whilst allowing NewDay to pursue to Deloitte being appointed by the Official its goal of becoming the UK’s leading Receiver to assist with the submission of digitally enabled consumer finance queries to PPI providers to establish provider (and, in particular, proliferate our whether any redress in respect of the sale of NewPay offering). Nemean MidCo Limited PPI is due to creditors of bankrupts’ estates. will initially acquire a 50.1% interest in Deko The provision includes our best estimate of with the remaining 49.9% acquired over a expected costs associated with these three-year period. The results of Deko will claims. not be consolidated in the NewDay Group Financial Statements.
16 NewDay Annual Report and Financial Statements 2019 Strategic Report
Q&A with John Hourican
“What is clear is the NewDay is a fast-moving business that Q What are the key challenges continually challenges the status quo. Our NewDay faces? commitment of our teams across the business work well Consumer behaviour and trends continue colleagues to delivering together to identify, deliver and capitalise to change rapidly, particularly in relation to our Customer Manifesto on opportunities for future growth whilst digital, and we need to ensure we are ensuring the customer remains at the leading the response to these changes and driving positive forefront of every decision. within the industry and promptly adapt our outcomes for our customers” product and service offerings. We have I would like to extend my personal thanks continued to transform our in-house to my predecessor, James Corcoran, for digital capabilities allowing us to deliver Q What attracted you to NewDay? the support he has given to me during our better solutions for our customers quicker NewDay is at an exciting time in its handover to develop my understanding of and more cost-effectively. I feel we are well evolution and plays an important role in the foundations of the business’ success placed to continue to meet changing supporting people who may not have easy to date. He is a hard act to follow but customer needs. access to credit from mainstream lenders. thankfully he left behind a strong team that The Group’s strong sense of purpose to is delivering the business plans. Intensifying competition across consumer help people be better with credit and focus finance continues to be a challenge we on responsible lending and financial Q What are your key priorities face. We continually develop our product education enables us to make a real for NewDay? offering and reward structures to ensure difference to customers’ lives. I am fortunate to have joined a business we meet customer needs, including with solid foundations and a strong track continuing to build on and leverage The strength of the Group’s digital record of delivering for its stakeholders. My NewPay, our digital revolving credit ambition and pace of delivering change aim is to continue to build on this success product. Additionally, our credit scorecards also stand out to me. Consumer trends and capitalise on further opportunities to built from 18 years of experience provide and behaviours are changing rapidly and deliver growth and value for our us with a deep understanding of the the business has transformed its digital stakeholders. This includes continuing to markets we operate in and allow us to capabilities over recent years. With a leverage our leading digital platform to adapt and respond rapidly to any changes strong in-house digital team we are well best serve the needs of current and future in the market, whilst ensuring we remain placed to be more innovative, agile and customers, ensuring we respond rapidly to within our credit risk appetite. flexible, allowing us to capitalise on future changing consumer trends and deliver a opportunities and deliver on our vision to frictionless digital customer journey. In There are a number of regulatory be the UK’s leading digitally enabled addition, I am focused on continuing to developments across the industry to consumer finance provider. diversify our portfolio and retail partner support positive outcomes for customers. network to expand our reach and provide We continue to work closely with Q What are your initial impressions credit solutions to more customers and to regulators and industry bodies to ensure of NewDay? continue to deliver consistent growth we are fully prepared for these and given I spent my first few months at NewDay and attractive returns. our purpose to help customers be better getting to know our colleagues, customers with credit we feel the changes are and stakeholders and understanding what Our colleagues are at the heart of consistent with our direction. is important to them. What is clear is the delivering a positive experience for our commitment of our colleagues to customers, so it is also important to me delivering our Customer Manifesto and that NewDay is an engaging place to For further information on John’s driving positive outcomes for our work where colleagues are listened to experience see page 60. customers. Our colleagues are best placed and are empowered to drive continuous to understand our customers’ needs and improvements in our products, the culture at NewDay encourages them services and processes. to provide feedback and empowers them to drive initiatives forward that improve our customer experience.
NewDay Annual Report and Financial Statements 2019 17 Strategic Report Market overview
We operate within the increasingly digital unsecured consumer credit market, specialising in serving near-prime customers and partnering with retailers and e-tailers to serve their customers (both prime and near-prime)
Products (selected) Customer type Distribution channels
Credit cards or store cards Prime Direct (online and offline) Unsecured personal loans
Cardless credit accounts
Point-of-Sale financing Near-prime Aggregators (online)
Overdrafts
Catalogue credit Sub-prime Partnerships (online and offline) Guarantor loans
Payday loans NewDay Other high cost credit products Products not offered by NewDay (other) Products not offered by NewDay (suitable for customers with higher risk profiles)
Our business
We offer a range of revolving credit and instalment-based 1 2 products to serve the specific needs of our customers across our Own-brand and Co-brand businesses. We distribute through £225bn 65% direct channels, third party aggregators and, in our Co-brand business, through retail partners (both online and offline). total UK outstanding consumer of adults in the UK have credit receivables a credit card
Unsecured consumer credit market With 4.0% of the total UK credit card receivables, up from 3.5% in Revolving credit Instalment lending 2018, our market share is growing and there remains a sizeable market opportunity for NewDay and our technology. In addition to £73bn credit card balances, there is an emerging cardless revolving Total credit card Unsecured receivables personal loans new credit segment not captured in this number. There are 61m4 credit lending 1 cards in issue in the UK compared to our 5.2m customer accounts. £73bn £26bn3 NewDay Our UPL lending currently represents less than 1% of total £2.9bn NewDay UK instalment-based lending. £97m
1. Bank of England data as at 31 December 2019. 4. UK Finance (www.ukfinance.org.uk): Total Market Data - Credit Card Statistics. 2. UK Finance (www.ukfinance.org.uk): UK Payment Markets 2019. Volumes based on 2018 data. 5. Office for National Statistics. 3. Management estimate based on various sources.
18 NewDay Annual Report and Financial Statements 2019 Strategic Report
Retail spend
Total retail spend5 (£) NewDay spend (£)
Offline Online Offline Online