DOCSLIB.ORG

Interim Results Presentation 5Th December 2016 Today’S Agenda

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Interim Results Presentation 5Th December 2016 Today’S Agenda Interim Results Presentation 5th December 2016 Today’s agenda 1. Business Highlights - Michael Bruce 2. Financial Highlights - Neil Cartwright 3. Strategic Overview - Michael Bruce 4. Summary No. 1 Winner Winner Shortlisted Shortlisted Startups 100 List Tech Business of the Year 2015 Innovative Company of the Year Innovative Business of the Year 2015 Business of the Year 2014 2 1. Highlights 3 Business Highlights A sale agreed every 16 minutes Revenue up 159% 24 hours a day1 H1 2017 UK profitable at Local Property Experts Current SSTC increased by Sold and completed on adjusted EBITDA level pipeline £0.3 m 119% £2.589bn £2.521 bn (H1 2016: (£(6.0m)) to 329 (H1 2016: 150) (FY 16: £2.766bn) Monthly run rate Conversion from Online market share 17,424 sales agreed instruction to increased to instructions October 2017 sale agreed over 3 2 63% in H1 2017 2,823 78% (H1 2016: 41%) Most reviewed estate agent Average of Purplebricks Number of LPE's in the UK with over awarded share options 4 1.45m Australia 10,580 monthly visits to our trading better than 176 reviews on Trustpilot UK regional launch Over 10,000 rated 'Excellent' website (2016: 0.44m) 1Based on sales agreed in October 2016. 2Percentage of sale agreed to instructed from 16th May 2016 to 15th November 2016. This may represent the minimum conversion assuming those properties still on the market sell hereafter. 3Quarter ending 1st October 2016 - Rightmove Data. 4As of 31st November 2016. 4 2. Financial review 5 Financial Highlights Group revenue growth Group Gross profit Adjusted Group Adjusted Group 1 EBITDA EBITDA1 +159% +154% pre marketing costs to £18.7m to £10.4m (£2.2m) (H1 2016: £7.2m) (H1 2016: £4.1m) (H1 2016: (£6.0m)) £5.5m Group loss before The basic and AverageUK revenue revenue per tax reduced to diluted loss per share m instructiongrowth +154% up 13% to decreased to £29.1 (£2.8m) Cash £18.3m (£0.01) (H1 2016: £9.7m) £937 (H1 2016: (£6.4m)) (H1 2016 rebased: (£0.03)) (H1(2015: 2016: £829) £7.2m) Average revenue per Adjusted Adjusted EBITDA Loss before tax instruction up 20.6% EBITDA - UK Pre marketing - UK - UK reduced to 2 £1,000 £0.3m £6.9m (£0.3m) (H1 2016: £829) (H1 2016: (£6.0m)) (H1 2016: £0.6m) (H1 2016: (£6.4m)) 1Defined by the Group as (loss)/profit before tax, depreciation, amortisation, net non recurring fund raising / IPO costs and share based payment charges.2 Actual number £1,000.06p 6 Income statement - UK UK • Strong topline growth at 154% vs. H1 2016 H1 2017 H1 2016 • H1 2017 revenue of £18.3m vs. FY 2016 revenue at £18.6m £m £m Revenue 18.3 7.2 • Gross profit improvement of +149% to £10.2m (H1 2016: £4.1m) Cost of sales (8.1) (3.1) Gross Profit 10.2 4.1 • Operational gearing continues to improve: Administrative expenses (3.8) (3.8) - H1 2017 overhead and marketing costs at H1 2016 levels but Sales and marketing costs (6.6) (6.6) delivered scaling of growth of sales instructions Operating loss (0.3) (6.4) • Adjusted EBITDA profit of £0.3m for H1 2017 vs. H1 2016 Finance expenses 0.0 0.0 £6.0m loss Loss before tax (0.3) (6.4) Taxation 0.0 0.0 • Initial tranche of share options granted to LPE's in June 2016, Loss for the period (0.3) (6.4) further awards in December 2016 Reconciliation of Operating Profit to Adjusted EBITDA Operating loss (0.3) (6.4) Less: Depreciation and amortisation 0.2 0.1 EBITDA (0.1) (6.3) Less: Share based payments charge 0.4 0.3 Adjusted EBITDA 0.3 (6.0) Notes 1. Adjusted EBITDA is defined by the Group as loss/profit before tax, depreciation, amortisation, net finance costs and Share based payments charge. 2. Certain financial data have been rounded. As a result of this rounding, the totals of data presented in this document may vary slightly from the actual arithmetic totals of such data. 7 Income statement - Australia AUS • Operational set up, infrastructure, recruitment and training H1 2017 H1 2016 spring/summer 2016 £m £m • Trading commenced with our first instruction on Revenue 0.4 0.0 th 12 September 2016 Cost of sales (0.2) 0.0 Gross Profit 0.2 0.0 • H1 2017 revenue £0.4m after 7 weeks (£0.57m and $1.08m AUD)1 Administrative expenses (1.7) 0.0 Sales and marketing costs (1.0) 0.0 • Two initial launches: Operating loss (2.5) 0.0 - Queensland Finance expenses 0.0 0.0 - Victoria Loss before tax (2.5) 0.0 Taxation 0.0 0.0 • 50 LPEs recruited and operational by calendar year end Loss for the period (2.5) 0.0 • Business growing more quickly than the UK business at the same point in its evolution Reconciliation of Operating Profit to Adjusted EBITDA Operating loss (2.5) 0.0 Less: Depreciation and amortisation 0.0 0.0 EBITDA (2.5) 0.0 Less: Share based payments charge 0.0 0.0 Adjusted EBITDA (2.5) 0.0 Notes 1. Total instruction fees in period. £0.4m revenue as properties are live. Remainder of revenue will be recognised when properties list go live. Certain financial data have been rounded. As a result of this rounding, the totals of data presented in this document may vary slightly from the actual arithmetic totals of such data. 8 Income statement Consolidated • Consolidated Group revenue of £18.7m to H1 2017 vs. £7.2m for H1 2017 H1 2016 H1 2016 (+159%) £m £m • Group gross profit increase of 154% to £10.4m (H1 2016: £4.1m) Revenue 18.7 7.2 Cost of sales (8.3) (3.1) • Loss in H1 2017 driven predominantly by investment in Gross Profit 10.4 4.1 Australian operation Administrative expenses (5.5) (3.8) Sales and marketing costs (7.7) (6.6) Operating loss (2.8) (6.4) Finance expenses 0.0 0.0 Loss before tax (2.8) (6.4) Taxation 0.0 0.0 Loss for the period (2.8) (6.4) Reconciliation of Operating Profit to Adjusted EBITDA Operating loss (2.8) (6.4) Less: Depreciation and amortisation 0.2 0.1 EBITDA (2.6) (6.3) Less: Share based payments charge 0.4 0.3 Adjusted EBITDA (2.2) (6.0) Notes 1. Adjusted EBITDA is defined by the Group as loss/profit before tax, depreciation, amortisation, net finance costs and Share based payments charge. 2. Certain financial data have been rounded. As a result of this rounding, the totals of data presented in this document may vary slightly from the actual arithmetic totals of such data. 9 Revenue growth driven by international rollout and LPE recruitment £M 20 • Total revenue growth of £11.5m in H1 2017 vs. H1 2016 (159%), fuelled by strong increase in UK instructions volume 0.4 AUS 18.3 UK • UK revenue growth of 154% to £18.3m as a consequence of: 16 - LPE recruitment up 119% to 329 operational by October 2016 vs. 150 in October 2015 - Continued development of product base to include premium listings, Scottish home reports and surveys 12 1 Growth of • Average revenue per instruction increased by 20.6% to £1,000 159% (H1 2016: £829) • UK revenue includes c £1.1m of lettings revenue for H1 2017 8 (H1 2016: £0.3M) 7.2 UK • UK instruction deferred revenue of c £970K at 31st October 2016 • Australian orders of £0.57m2 ($1.08m AUD) in c. 2 months after launch 4 0 Notes H1 2016 H1 2017 1. All recognised estate agency sales revenue as a percentage of recognised instructions in period (actual £1,000.06p) 2. Instructed but the property is yet to go live. £7.2m £18.7m 10 Gross Profit £M 56.4% 12 55.5% • Group gross margin at 55.5% in H1 2017 • Very slight reduction in margin as a consequence of: 10 - Modest dilution effect of Australian launch margins at c. 49.7% 0.2 AUS - Mix of revenue from UK products vs. FY 2016 10.2 UK - Introduction of Scottish home reports at pass through rates 8 - Increase in London instructions relative to FY 2016 mix • Minor price increase in late September 2016 with no effect on sales instructions volumes 6 4.1 4 2 0 H1 2016 H1 2017 Gross profit GM 11 UK sales growth outpacing cost investment UK • H1 2017 admin expenses in line with H1 2016 at £3.8m H1 2017 H1 2016 Growth • Operation leverage continues to develop with overhead of (£m) (£m) 20.8% of revenue – down from 52.7% in H1 2016 Sales and marketing costs 6.6 6.6 0.0% % of sales 36.3% 92.4% • In line with guidance these will increase in H2 2017 due to further investment in Data Sales Unit and Solihull premises Administration costs 3.8 3.8 0.0% % of sales 20.8% 52.7% • Overhead costs include £400K of share based payments which will increase significantly in H2 2017 in line with new awards Total expenses 10.5 10.4 0.0% • Sales and marketing costs were in line with H1 2016 at £6.6m, but as a percentage of sales decreased to 36% (2016: 92%) Evolution of administration costs and sales and marketing expenses as a % of sales 200 Administration costs Sales and marketing 92.4% expenses 100 52.7% 36.30% 20.9% H1 2016 H1 2017 12 Cost contribution analysis - Australia Australia • Establishment of and investment in operation to enable H1 2017 H1 2016 Growth trading to commence with our first instruction on 12th (£m) (£m) September 2016 Sales and marketing costs 1.0 0.0 100.0% • Establishment of national HQ in Sydney % of sales 240.0% 0% • A number of UK staff transferred to Australian operation Administration costs 1.7 0.0 100.0% to preserve the Purplebricks culture and to drive the % of sales 407.1% 0% launch forward • High profile launch of Queensland and Victoria territories Total expenses 2.7 0.0 100.0% with new media created for TV, radio and digital channels 13 Group cash flow statement Consolidated • Strong working capital management continues H1 2017 H1 2016 • Working capital movements aided by: £m £m - Clients paying fees on instruction Adjusted EBITDA (2.2) (6.0) - Continued use of deferred payment option provided by Close Brothers Movement in working capital 1.2 1.3 - Supplier credit facility post listing • Investment in eZie platform to launch Australia and new Net cash flow from operations (1.0) (4.7) products in H1 2017 Cash flow from investment activities (0.9) (0.2) • No corporation tax payments in 2017.
Load more

Recommended publications
  • PLACES PEOPLE PREFER Annual Report and Accounts 2020
    PLACES PEOPLE PREFER Annual Report and Accounts 2020 British Land plc Annual Report and Accounts 2020 Inside Key figures Strategic Report Underlying EPS IFRS loss after tax At a glance 2 Chairman’s statement 4 32.7p £(1,114)m Our purpose 6 2019: 34.9p 2019: £(320)m Case study: 1 Triton Square 8 Chief Executive’s review 10 Investment case 13 EPRA NAV per share Underlying Profit Business model 14 774p £306m Places 2019: 905p 2019: £340m Our portfolio 16 Strategic focus 22 Total accounting return IFRS net assets Strategic performance and KPIs 24 Development pipeline 26 (11.0)% £7,147m 2019: (3.3)% 2019: £8,689m People Customer and community stories 30 Stakeholder engagement and s172 32 IFRS EPS Dividend per share People and culture 34 (110.0)p 15.97p Employee-led networks 36 Sustainability 38 2019: (30.0)p 2019: 31.00p Task Force on Climate-Related Financial Disclosures (TCFD) 42 Senior unsecured Carbon intensity reduction GHG emissions 46 credit rating versus 2009 Non-financial reporting disclosure 47 A 73% Prefer 2019: A 2019: 64% Market insights 54 Performance review 56 Customer Bright Lights skills and Financial review 68 satisfaction employment programme Financial policies and principles 75 Managing risk 78 8.3 504 Principal risks 82 2019: 8.2/10 people supported with work Viability statement 88 2019: 389 Corporate Governance Report Chairman’s introduction 90 Board of Directors 92 Stakeholder engagement statement 96 Presentation of financial information Corporate Governance Report 98 The Group financial statements are prepared under IFRS where the Report of the Nomination Committee 104 Group’s interests in joint ventures and funds are shown as a single line item on the income statement and balance sheet and all subsidiaries are Report of the Audit Committee 108 consolidated at 100%.
    [Show full text]
  • End of Year Results Presentation 29Th June 2017 Today’S Agenda
    End of Year Results Presentation 29th June 2017 Today’s agenda Purplebricks – realising the opportunity 1. Business Highlights - Michael Bruce 2. Financial Highlights - James Davies 3. Strategic Overview - Michael Bruce A lifetime relationship through service - Lee Wainwright Our Australian business - Ryan Dinsdale No. 1 Winner Shortlisted Startups 100 List Tech Business of the Year 2015 Shortlisted Winner Innovative Business of the Year 2015 Best Newcomer to TV Business of the Year 2014 2 1. Highlights 3 Business Highlights - UK Revenue up Local Property Experts Online market share increased by EBIT increased to 132% 1 (Group up 151%) 118% Profitable 72% to 448 (2016: 205) (2016: 62%) Year on year Ended year with Average revenue Conversion from instructions per instruction instruction to increased by 5,497 sale agreed over instructions in April 2017 £1,035 2 94% (April 2016: 2,827) (April 2016: £901) 83% Sale agreed every Current monthly rate Sold and Current SSTC of sales agreed of completed on pipeline 9 minutes3 4,979 £5.80 bn £3.69 bn 24/7 May 2017 (May 2016: 2,386) (2016: £2.77 bn) (2016: £1.69 bn) Over 20,000 reviews on Trustpilot - Currently over 2.50 m the most reviewed estate agent in the UK monthly visits to our website (2016: 1.23m) 1Rightmove statistics April 2017. 2Percentage against all instructed properties May 2016 - April 2017. This may represent the minimum conversion assuming those properties still on the market sell hereafter. 3Based on sales agreed in May 2017. 4Period ending 28 June 2017. 4 Business Highlights
    [Show full text]
  • Kmheritage Practice Profile
    Who we are KMHeritage provides advice, guidance and support on all aspects of the historic built environment. With a background in the private and public sectors, KMHeritage understands the needs and objectives of the various stakeholders in this field. The principal of KMHeritage is Kevin Murphy B.Arch MUBC RIBA IHBC. Between 1999 and 2004, Kevin was an Inspector of Historic Buildings in the London Region of English Heritage. Prior to his time at English Heritage he had been a conservation officer with the London Borough of Southwark, and led the Conservation & Design Team at the London Borough of Hackney. He trained as an architect and has a specialist qualification in urban and building conservation. He has worked in Ireland, France, Scotland and England. Kevin Murphy was included for a number of years on the Heritage Lottery Fund’s Directory of Expert Advisers. What we do The experience of KMHeritage in the full range of public and private sectors ensures that we are familiar with issues surrounding the public perception of the built heritage and how such issues are dealt with. This experience - in private sector architecture, in local government and at English Heritage - allows KMHeritage to offer broad insight, knowledge of issues and an expert understanding of historic buildings and areas. KMHeritage advises owners, developers, architects and surveyors, planners, conservation and design teams, public sector heritage bodies, amenity groups, regeneration agencies and all who have a role in the historic built environment. Page 1 We
    [Show full text]
  • Annual Report 2018 ANNUAL REPORT 2018
    Gensler Annual Report 2018 ANNUAL REPORT 2018 ONE COMMUNITY 1 Gensler Annual Report 2018 Every day, by using innovation and creativity, people at Gensler solve important challenges through our work. This is what Gensler is built for—we thrive on the challenges that our clients bring us on projects of all types and scales, from the everyday to the complex. In fact, over the past year we worked with our clients on an amazing 10,000 projects in 2,500 cities. Each project was unique and vital to the future. To make the greatest positive impact on the world around us, Gensler is organized as a single cohesive community that’s connected across the globe, working with shared values and shared purpose. This year, we reshaped our network as One Community that’s able to bring Gensler’s unique strengths to the marketplace and drive transformation for our clients anywhere in the world. This annual report highlights four key areas that go to the core of who we are. We take pride in the fact that we are an industry leader in diversity, with the understanding that assembling a team of people from diverse backgrounds and with different perspectives fuels our ability to practice in over 90 countries, designing every- thing from office furniture to major sports stadiums. We’re also making significant investments in platforms that drive innovation, developing our own software applications, invest- ing in data-driven design, hiring talented leaders from related fields, and growing in ways that will allow exciting new partnerships with our clients. With offices in 48 locations, we have committed to a greater focus on community impact, enriching the human experi- ence through active engagement with community, charitable, civic, and not-for-profit organizations in our cities.
    [Show full text]
  • HOME 18 in Week Two of Our Three-Part Buy-To-Let Guide, Martina
    SUNDAY TIMES DIGITAl Search for a profitable postcode on our interactive map, on tablet and at 18 thesundaytimes.co.uk/buytoletmap HOME Steve BrowN knows a thing or In week two of our three-part buy-to-let two about fighting to win. Paralysed from the chest down when he fell off a balcony guide, Martina Lees focuses on where to in 2005, he overcame his injuries to Earning captain Great Britain in wheelchair rugby invest to ensure a steady rental income (nicknamed murderball for its fierceness) at the London 2012 Paralympics. Now he has applied his resolve to investment, having bought his first buy-to-let property — a one-bedder in Accrington, near Manchester — last month. “From wheelchair rugby, I’ve learnt to do my research. I want to know what the competition is like,” says Brown, 33, who lives in Reigate, Surrey, but realised that he could get a much better income from their keep property in the north. With a rent of £450 a month, the gross yield on his £56,500 one-bedroom flat is a healthy 9.6%. “I know that next week I’m definitely going to get my rental return, whereas in 10 years’ time there are no guarantees what the property market might do. It’s not the biggest and most luxurious apartment in the world, but in terms of return, it’s a sound investment.” BrowN is one of a growing squad of buy-to-let investors focused on rental income, with long-term property price growth as the cherry on top.
    [Show full text]
  • Core Strategy Selective Review Report of Consultation
    Core Strategy Selective Review Leeds Local Plan Report of Consultation Submission Draft Development Plan Document June 2018 Contents 1 Introduction ………………………………………………………………………………………………………………………………..3 2 Consultation Principles ...................................................................................................................... 3 3 Summary of Consultation Activity ..................................................................................................... 4 Housing Standards Development Plan Document .................................................................................. 4 Participation in preparation of the Strategic Housing Market Assessment 2017 .................................. 5 Consultation on the scope of the Plan (Regulation 18) - Summer 2017 ................................................ 5 Consultation on Publication Draft CSSR (Regulation 19) February to March 2018 ................................ 6 Summary of Responses Received to Regulation 18 Consultation - Summer 2017 ................................. 7 Summary of Responses Received to Regulation 20 Consultation (Feb-March 2018) ............................ 7 Detailed Assessment of Representations Received to Regulation 20 and LCC Responses .................... 8 Reference Table of Representations and Representor ......................................................................... 13 Leeds Site Allocations Plan .................................................................................................................... 13
    [Show full text]
  • Commercial Developers Directory - 2007 Edition
    ccoommmmeerrcciiaall ddeevveellooppeerrss DD II RR EE CC TT OO RR YY -- 22 00 00 77 EE DD II TT II OO NN The definitive information source on active UK commercial/mixed-use property developers & their schemes UK Commercial Developers Directory - 2007 Edition No payment is either solicited or accepted for the inclusion of basic entries in this publication. Every possible precaution has been taken to ensure that the information it contains is accurate at the time of going to press and the publisher cannot accept any liability for errors or omissions however caused. The information contained in this book has in the main been supplied by the organisations listed and all other information comes from a variety of sources. All right reserved. No part of THE UK COMMERCIAL DEVELOPERS DIRECTORY - 2007 EDITION may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electric, mechanical, photocopying, recording or otherwise, without the prior written permission of the publishers. Copyright © 2007 - Property Data Ltd THE UK COMMERCIAL DEVELOPERS DIRECTORY is published annually and is available by mail order from the publishers at the following address or telephoning 01785 859300, or by faxing 01785 859301, or order via our secure website at www.propertydata.com Price: £325.00 (VAT zero-rated) including postage & packing. Visa / Mastercard / Maestro / Solo Property Data Ltd Unit 2, Sugnall Business Centre, Eccleshall, Staffordshire ST21 6NF UK Commercial Developers Directory - 2007 Edition Contents The UK Commercial
    [Show full text]
  • Landlords Guide (PDF, 999KB)
    Contents Introduction Security Lighting Becoming a good Landlord Noise New Lettings Hygiene and Refuse Finding tenants Kitchen Facilities Letting and Managing Agents Personal hygiene, sanitation and drainage Water supply Setting up Tenancies Protection against falls Types of Tenancy Stairs Shorthold Tenancies Windows, balconies etc. Resident Landlord Tenancy Electrical hazards Regulated Tenants Fire Company Tenancies Hot surfaces and materials Unprotected Tenants Collision and entrapment Other types of tenure Explosions Ergonomics References, Deposits, Inventories and Disputes Falling objects and structural collapse References Inventories Maintenance and Property Improvements Deposits The role of the landlord / agent Deposits and low incomes Electrical Safety Disputes Gas Safety OFT guidance on unfair terms in tenancy agreements Condensation and Black Mould Growth Unfair terms Potentially unfair terms Planning and Building Control Issues Rents and Changing the Tenancy Terms Houses in Multiple Occupation How much rent should you charge? What is a House in Multiple Occupation (HMO)? Can rents be increased? HMO Standards Can I change the terms of a tenancy? Fire Protection Rent Act (regulated) tenancies Good management Excessive rent and Pre-Tenancy Determinations Licensing of HMOs Rent Arrears Financial Matters What to do when the Tenancy ends Tax liability End of the contract period Stamp duty How to end a tenancy Mortgages Accelerated Possessions Housing Benefit List of grounds for possession Deposits Notice periods Insurance What if
    [Show full text]
  • UK Property Developers Profiles
    UK Commercial Developers - A-Z Profiles ABA Abacus Developments Ltd Abbeygate Developments 40 Bernard Street, London WC1N 1LG Blackfriars House, 379 South Row, Milton Keynes MK9 2PN Tel: 020 7833 3322 Fax: 020 7837 3112 Tel: 01908 230911 Fax: 01908 230931 Email: [email protected] Email: [email protected] Web: www.sir-robert-mcalpine.co.uk Contacts Contacts Clive Faine (Managing Director) Adrian McAlpine (Chairman) David Gwynne (Director) Peter Sanders (Director) Andrew Bolt (Director) Comment Financial Much of Abbeygate’s development has centred on Milton Keynes since Faine bought out the business with fellow director David Year Ending Oct 2006 Oct 2005 Oct 2004 Gwynne in 1988. It has invested more than £250m in the town and Turnover £2.43m £5.14m n/a has another scheme in the pipeline that will take that figure past Pre-Tax Profit £3.9m £1.06m £-0.14m £350m. Net Worth £-8.18m £-11.9m £-13.1m It has a rolling development programme of £250m to £300m. Most Total Assets £10.5m £12.3m £10.8m of developments are traded, although Abbeygate retains about Primary Sector: Business Park £40m to £50m of its portfolio. (06/07) Comment Abacus Developments, the property arm of Sir Robert McAlpine Group, is a property investment and development company with involvement in many business parks, retail schemes, office Abbeygate Properties Ltd developments, industrial and warehouse schemes throughout the UK. Many of its recent projects have been undertaken in joint Abbeygate House, St Andrews Street South venture, with companies such as Ravenbourne Securities and Bury St Edmunds, Suffolk IP33 3PH Oakham Developments.
    [Show full text]
  • Places People Prefer
    Places People British Land Annual Report and Accounts 2021 Prefer Annual Report and Accounts 2021 CONTENTS Strategic Report Corporate Governance Financial Statements 1 Places People Prefer 90 Board of Directors 149 Report of the auditors 2 2021 Key figures 93 Governance at a glance 160 Primary statements and notes 3 Investment case 94 Chairman’s introduction 211 Company balance sheet 4 Our portfolio 96 Governance Review 223 Supplementary disclosures 6 Chairman’s Statement 101 Key investor relations activities 8 Chief Executive’s Review during the year Other Information 12 How we deliver value 102 Key themes for the year 229 Other information (unaudited) 14 Vision 103 Board activity 235 Sustainability performance 15 The priorities for our business 104 Stakeholder engagement statement measures 20 Our development pipeline 108 Workforce engagement statement 237 Ten year record 28 Market drivers 110 Report of the Corporate Social 238 Shareholder information 30 Our key performance indicators Responsibility Committee 32 Stakeholder engagement 112 Report of the Nomination Committee 36 People and culture 116 Report of the Audit Committee 40 Sustainability 122 Directors’ Remuneration Report 48 Task Force on Climate-Related 144 Directors’ Report and Financial Disclosures (TCFD) additional disclosures 52 Streamlined Energy and Carbon 147 Directors’ responsibilities statement Reporting (SECR) 54 Non-financial reporting disclosure 56 Performance Review 70 Financial Review 75 Financial policies and principles 78 Managing risk in delivering our strategy 82 Principal risks 88 Viability statement Presentation of financial information The accounting policies used are otherwise non-GAAP measures, which management uses The financial statements for the year ended consistent with those contained in the Group’s internally.
    [Show full text]
  • End of Year Results Presentation 16Th June 2016 Today’S Agenda
    I can honestly say the service I received from Emma and Purplebricks was fantastic. It was exactly what I had hoped for - the personal service of the high street (better in fact) but also far more convenient, not to mention a fraction of the price. Caitlin McLoughlin End of Year Results Presentation 16th June 2016 Today’s agenda 1. Business Highlights - Michael Bruce 2. Financial Highlights - Neil Cartwright 3. Strategic Overview - Michael Bruce 4. Summary No. 1 Winner Winner Shortlisted Shortlisted Startups 100 List Tech Business of the Year 2015 Innovative Company of the Year Innovative Business of the Year 2015 Business of the Year 2014 2 1. Highlights 3 Business Highlights Revenue up 448% Local Property Experts Every Local Property Sold and Current SSTC increased by Expert to be granted completed on share options pipeline 159% on a long term £2.766 bn £1.697 bn to 205 (2015: 79) incentive scheme (2015: £832m) Ended year with Current monthly rate Conversion from Average period of sales agreed of instruction to to exchange of 2,827 sale agreed over contracts instructions 2,386 1 2 in April 2016 (May 2016) 77% 56 days Online market share Most reviewed estate Currently over Intention to launch increased to agent in the UK with over Purplebricks in 3 4 1.23m 62% 5,800 monthly visits to our Australia (2015: 41%) reviews on Trustpilot website (2015: 0.44m) a £3.3bn market 1Percentage against all instructed properties April 2015 - March 2016. This may represent the minimum conversion assuming those properties still on the market sell hereafter.
    [Show full text]
  • Performance Analysis from 1/12/17 to 30/11/18 for Colchester and Peninsula Agents Rank Agent Branch Listings Sales Sale Ratio Cu
    Performance analysis from 1/12/17 to 30/11/18 for Colchester and peninsula agents Rank Agent Branch Listings Sales Sale Ratio Current stock Lost listings Lost ratio 1 Home Domus 360 Colchester 9 7 78% 1 1 11% 2 Nicholas Percival Colchester - Sales 54 33 61% 8 13 24% 3 Martin & Co Colchester - Lettings & Sales 54 29 54% 16 9 17% 4 Elms Price & Co Wivenhoe 81 43 53% 17 21 26% 5 Lucas Estate Agents Brightlingsea 37 19 51% 12 6 16% 6 Fenn Wright Manningtree Residential Sales 166 85 51% 43 38 23% 7 haart First Time Buyer & New Home Centre 244 122 50% 60 62 25% 8 Settled National 6 3 50% 2 1 17% 9 Moores Estate Agents West Mersea 120 59 49% 30 31 26% 10 Elms Price & Co Colchester - Sales 279 137 49% 46 96 34% 11 Peagrams Estate Agency Clacton-on-Sea 220 103 47% 45 72 33% 12 Town & Country Residential Brightlingsea 250 117 47% 46 87 35% 13 Exquisite Home Essex 90 42 47% 18 30 33% 14 Gallant Richardson Colchester - Sales 119 55 46% 23 41 34% 15 Essex Country & Village Homes Manningtree 61 28 46% 11 22 36% 16 Fenn Wright Stanway Residential Sales 186 85 46% 41 60 32% 17 Jackson-Stops Ipswich 11 5 45% 3 3 27% 18 Fenn Wright Signature Home Sales South Essex 11 5 45% 0 6 55% 19 HardingEstateAgents.com Essex 31 14 45% 1 16 52% 20 Lindsells Country Estate Agents East Bergholt 29 13 45% 6 10 34% 21 Property Street Fixed Fee Colchester 29 13 45% 3 13 45% 22 Fenn Wright Colchester Residential Sales 562 245 44% 94 223 40% 23 Harris + Wood Colchester 430 187 43% 67 176 41% 24 Chewton Rose Colchester 113 49 43% 32 32 28% 25 Temme English Colchester 277 120 43% 36 121 44% 26 haart Manningtree 147 63 43% 35 49 33% 27 Purplebricks covering Anglia 591 240 41% 122 229 39% 28 William H.
    [Show full text]