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2020 Annual Report

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2020 Annual Report Galliford Try Annual Report and Financial Statements 2020 A progressive business Galliford Try Annual Report and Financial Statements 2020 Strategic report Key developments in the year 1 What makes us different? Successful transition to a well-capitalised, UK-focused 2 Our business at a glance construction group following the strategic disposal of 4 Our business model the housebuilding divisions. 8 Our investment case 10 Chairman’s statement Rapid and effective response to Covid-19 to protect 11 Q&A with the Executive directors the health and wellbeing of our people and supply chain, 14 Market review and enable our business to continue to operate safely 16 Our strategy and sustainably. 18 Operating review 24 People and culture 27 Health and safety Financial performance 29 Risk management Pre-exceptional1 Statutory 35 Operating sustainably Revenue 40 Financial review £1,089.6m -22% £1,121.6m -20% 43 Managing our stakeholder relationships (s172 statement) Continuing -247% +46% (loss) £(59.7)m £(34.6)m Governance before tax 46 Chairman’s review 48 Directors and Executive Board Net cash2 £197.2m +£253.8m £197.2m +£253.8m 50 Governance review 57 Nomination Committee report 58 Audit Committee report Continuing -346% +34% loss per (47.7)p (29.4)p 61 Remuneration Committee report share 63 Directors’ Remuneration Policy report 70 Annual report on remuneration 77 Directors’ report 80 Statement of directors’ responsibilities 3 Financial information Operational performance 81 Independent auditors’ report Order book £3.2bn 88 Consolidated income statement (2019: £2.9bn) 89 Consolidated statement of comprehensive income 90 Balance sheets Accident Frequency Rate (2019: 0.10) 0.07 91 Consolidated and Company statements of changes in equity 92 Statements of cash flows Alternative performance measures 93 Notes to the consolidated financial statements The financial statements in this report include the financial performance of the Linden 143 Five-year record Homes and Partnerships & Regeneration divisions, which are presented as discontinued 144 Shareholder information operations per IFRS 5 as a result of their disposal on 3 January 2020. The ‘continuing basis’ shown above excludes these businesses unless stated otherwise. 1 Pre-exceptional measures exclude exceptional items as described in the Financial review on page 40 and in note 4. All future references to pre-exceptional data and ratios are consistent with this definition. 2 Net cash is cash and cash equivalents less current and non-current borrowings (note 22). 3 Excludes discontinued housebuilding operations. Two alternative performance measures have been removed since last year as they are no longer relevant to the Group following the disposal of the housebuilding divisions during the year. These were ‘Group revenue’, which included the share of joint ventures’ revenue and which was primarily relevant only to the housebuilding divisions and ‘Group return on net assets’, which provided a measure of the profit returns generated by the Group’s invested capital, and was again primarily relevant to the Partnerships & Regeneration business. More information on the Group’s alternative performance measures can be found in note 38 to the financial statements on page 135. Cover photo: Dami Alli, Graduate Quantity Surveyor, Building London & South East Commercial. Strategic report Governance Financial information People are key to success in the UK construction industry – and our network of regional businesses allows us to build successful local relationships with At a glance clients and suppliers nationally. 2 To make the most of that network, you need to Financial review be well financed, with a balance sheet that makes 40 you a reliable, attractive partner. Our strategy 16 You must have a clear strategy with strong positions in your chosen sectors, robust Risk management commercial controls and rigorous risk 29 management. You have to be agile and react quickly and decisively when needed, as demonstrated in our response to Covid-19. To truly stand out as a construction business, there is a crucial underpinning factor – People and culture a progressive culture, focused on 24 Operating long-term performance and value creation sustainably 35 for all stakeholders. Bill Hocking Chief Executive Annual Report and Financial Statements 2020 1 Our business at a glance One of the UK’s leading construction groups Our divisions Our core capabilities are delivered through our Building and Infrastructure divisions: Building Infrastructure works with private and public carries out civil engineering projects, sector clients, in particular in specialising in the highways and health, education and defence. environment sectors. Operating review p20 Operating review p22 PPP Investments Facilities Management (FM) delivers major building and infrastructure predominantly provides services for buildings projects through public-private which Galliford Try has constructed and partnerships and co-development invested in. opportunities, generating work for the wider Group in the process. Operating review p23 2 Galliford Try Strategic report Governance Financial information How we do it Where we do it Our purpose We operate nationally through nine regions in To improve people’s lives through building Building, and UK-wide coverage in Infrastructure. the facilities and infrastructure that Areas of Building operations communities need. In doing so, we provide opportunities for our people to learn, 1 Morrison Construction Highland grow and progress, work with our supply chain to promote the very best practices Morrison Construction North East and care for the environment. 2 Our values 3 Morrison Construction Central We achieve our purpose by holding true to: Building North East & Yorkshire Excellence 4 Striving to deliver the best. 5 Building North West Passion 6 Building West Midlands & South West Committed and enthusiastic in all that we do. 7 Building East Midlands Integrity 8 Building London & South East Commercial Demonstrating strong ethical standards with openness and honesty. 9 Building Southern (public sector) Collaboration Dedicated to working together to achieve results. We do this by delivering excellence for our clients and the community, being 1 passionate about our role in providing vital 2 services, putting integrity at the heart of our business and collaborating with our clients, supply chain and stakeholders. 3 Our vision To be a people-orientated, progressive business, driven by our values to deliver 4 lasting change for our stakeholders and communities. 5 7 6 8 9 Annual Report and Financial Statements 2020 3 Our business model Our business model is designed to deliver our purpose and to create both financial and non-financial value that benefits all our stakeholders What we do Key activities Promote a strong culture Collaborate with our Deliver excellence Build strong client and We promote the culture, supply chain We look to complete projects community relationships values and behaviours we A large portion of our business to the highest standards and We seek clients who value a want to see in Galliford Try is delivered through our supply are recognised for the quality collaborative approach and to our people, and underpin chain, so building successful of our delivery. We increasingly aim to become their long-term this through high standards long-term relationships is vital. use technology and Modern partners, in particular by securing of corporate governance. Our ‘Advantage through Methods of Construction, such a place on major frameworks. Alignment’ scheme increases as off-site construction and We also endeavour to develop engagement with leading supply Building Information Modelling strong community relationships, chain members, giving them to deliver superior buildings. recognising that a successful insight into our pipeline of work We also continue to invest in business needs to be welcomed and allowing them to benefit improving our digital technologies by the communities surrounding from our training programmes and systems. its projects. and practices. Who we work with Government investment in our markets1 £14bn £4.6bn £7bn £28.8bn £15bn Education Defence Health Highways Environment Primary and To optimise military sites Capital budget National Roads Fund New and improved water secondary education and waste water services, flooding and droughts We primarily work with public sector and regulated organisations, as well as major private sector companies. Our approach to collaborating with our clients has been accredited to ISO 44001 and our Delivering Excellence framework helps us to achieve high levels of client satisfaction. 1 For sources, see page 14. 4 Galliford Try Strategic report Governance Financial information How we make money High-quality revenue We enter into different types of contracts with clients. These include fixed-price, cost plus (where we recover all our costs plus an agreed profit margin), target cost (where we and the client share gains or losses against the target cost), frameworks (where clients allocate individual projects to us, as one of their pre-qualified contractors) and long-term private finance contracts. Our preference is to operate on frameworks and in two-stage tender processes that are not purely price dependent. We carefully select the work we take on, emphasising quality rather than volume and ensuring each project contains sufficient allowances for risk, margin and inflation. We do not undertake major infrastructure projects on a fixed-price, all-risk basis.
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