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DCC Plc Annual Report and Accounts 2018

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DCC plc Annual Report and Accounts 2018 and Accounts plc Annual Report DCC DCC plc Annual Report and Accounts 2018 Strategic Report Delivering on our ii DCC at a Glance 01 Highlights of the Year 02 Strategy strategic objectives 04 Business Model 06 Chairman’s Statement 08 Chief Executive’s Review while creating new 12 Key Performance Indicators 16 Risk Report 23 Financial Review platforms for growth 32 Strategy in Action 42 Operating Reviews 42 – DCC LPG 48 – DCC Retail & Oil 54 – DCC Healthcare Read more: Strategy on page 2 62 – DCC Technology 68 Responsible Business Report Read more: Chief Executive’s Review on page 8 Governance 73 Chairman’s Introduction 74 Board of Directors 76 Senior Management 78 Corporate Governance Statement 84 Nomination and Governance Committee Report 87 Audit Committee Report 92 Remuneration Report 116 Report of the Directors Financial Statements 121 Statement of Directors’ Responsibilities 122 Independent Auditors’ Report 126 Financial Statements Supplementary Information 207 Principal Subsidiaries, Joint Ventures and Associates 211 Shareholder Information 213 Corporate Information 214 Independent Limited Assurance Report 215 Alternative Performance Measures 221 5 Year Review 222 Index DCC at a Glance Donal Murphy Chief Executive i DCC at a Glance DCC is a leading international sales, marketing and support services group. The Group is organised and managed across four divisions and employs over 11,000 people in 15 countries. LPG Retail & Oil Healthcare Technology A leading liquefied petroleum gas (‘LPG’) sales and A leader in the sales, marketing and retailing of transport A leading healthcare business, providing products and A leading route-to-market and supply chain partner marketing business, with a developing business in the and commercial fuels, heating oils and related products services to healthcare providers and health and beauty for global technology brands. retailing of natural gas and electricity. and services. brand owners. Share of Group adjusted operating profit 44% Share of Group adjusted operating profit 30% Share of Group adjusted operating profit 14% Share of Group adjusted operating profit 12% Volume (tonnes) 19.8% Operating profit 4.4% Volume (litres) 6.4% Operating profit 20.4% Revenue 1.6% Operating profit 11.0% Revenue 14.7% Operating profit 16.3% 1.9m £167.5m 12.3bn £113.8m £514.6m £54.3m £3.1bn £47.8m Customers Trucks Employees Facilities Customers Trucks Employees Locations Customers SKUs Employees CMO Facilities Customers Brands Employees Capacity (m2) 720k 1,500 2,600 170 900k 1,300 3,500 1,400 15k+ 40k+ 2,200 6 45k 400+ 2,700 100k+ Principal operating locations Principal operating locations Principal operating locations Principal operating locations France, Britain, Ireland, the USA, Germany, Hong Kong & Macau, Britain, Denmark, Norway, France, Sweden, Ireland, Austria Britain, Ireland, the USA and Sweden. Britain, Ireland, France, Sweden, Germany, the Netherlands, Belgium, the Netherlands, Belgium, Sweden and Norway. and Germany. UAE, Spain and Norway with offices in Poland, China and the USA. Read more: Operating Review on page 42 Read more: Operating Review on page 48 Read more: Operating Review on page 54 Read more: Operating Review on page 62 Our Strategy Our Locations Our objective is to build a growing, sustainable and cash generative business which consistently provides returns on capital employed significantly ahead of its cost of capital. Hong Kong USA Norway United Kingdom Sweden Macau Denmark Market leading Operational Extend our Development Financial The United Ireland Netherlands Arab Emirates positions excellence geographic of our people discipline Belgium Germany footprint Austria DCC aims to be the DCC strives to be the We develop our Developing and investing In pursuing our strategic Group operating profit France number one or two most efficient business businesses to enter in our employees has objectives, we will only by geography operator in each of its in each of the sectors in new geographic markets long been recognised do so in the context of chosen markets. which it operates. on a selective basis in as fundamental to maintaining relatively low 45% UK Spain the coming years. DCC’s success. levels of financial risk in 35% France the Group. 15% Continental Europe/Other 5% Ireland Read more: Strategy on page 2 ii iii Strategic Report Governance Financial Statements Supplementary Info Highlights of the Year A year of strong growth and record development spend The year ended 31 March 2018 has been another year of strong growth for the Group, with each division recording good growth in operating profit. It was also a record year of development for the Group with the highest level of acquisition spend in DCC’s history. The results reflect the continued successful execution of our strategy, and in particular: • All divisions recorded good profit growth with Group adjusted operating profit 1,2 11.1% ahead of the prior year at £383.4 million • Adjusted earnings per share 1,2 up 10.8% to 317.5 pence • Good cash flow performance, with conversion of adjusted operating profit 1,2 to free cash flow of 85% • Return on capital employed 1 of 17.5% • Acquisitions completed across all four divisions, including DCC’s first entry into the large US markets for LPG and Health & Beauty Solutions • A proposed 10% increase in the final dividend, the 24th consecutive year of dividend growth since DCC listed in 1994 Outlook The Group expects that the year ending 31 March 2019 will be another year of profit growth and development. Revenue 1 16.3% Adjusted operating profit 1, 2 11.1% Adjusted EPS 1, 2 10.8% £14.3bn £383.4m 317.45p 2018 £14.3bn 2018 £383.4m 2018 317.45p 2017 £12.3bn 2017 £345.0m 2017 286.59p 2016 £10.4bn 2016 £285.3m 2016 242.78p Dividend per share 10.0% Free cash flow Return on capital employed 1 122.98p £328.1m 17.5% 2018 122.98p 2018 £328.1m 2018 17.5% 2017 111.80p 2017 £415.5m 2017 20.3% 2016 97.22p 2016 £291.1m 2016 21.9% 1. Continuing operations (i.e. excluding DCC Environmental). 2. All references to ‘adjusted operating profit’ and ‘adjusted earnings per share’ included in the Strategic Report are stated excluding net exceptionals and amortisation of intangible assets. Other ‘Alternative Performance Measures’ (‘APMs’) are detailed on pages 215 to 220. Read more: KPIs on page 12 DCC plc Annual Report and Accounts 2018 01 Strategic Report Strategy Sustainable Growth Our objective is to build a growing, sustainable and cash generative business which consistently provides returns on capital employed significantly ahead of its cost of capital. We will achieve this by focusing on five strategic priorities as illustrated. Read more: Responsible Business Report on page 68 Strategic Priorities Strategy in action Examples of Progress in 2018 Priorities for 2019 DCC aims to be the number one or two operator • The Group maintained or increased market share in the primary markets in which • The Group will continue to pursue growth organically and through Market in each of its chosen markets. This is achieved it operates. value enhancing acquisitions. leading through a consistent focus on increasing market • Each division completed significant acquisitions including Retail West, Shell Hong Kong shares organically and via value enhancing & Macau and TEGA in DCC LPG, Esso Retail Norway in DCC Retail & Oil, Elite in DCC positions acquisitions. We have a long and successful track Healthcare and MTR in DCC Technology. These businesses are market leaders with record of acquisitions which have strengthened our returns on capital employed above the Group’s cost of capital. market positions and generated attractive returns on capital invested. LPG acquisitions on page 32 DCC strives to be the most efficient business • DCC LPG launched a number of new product offerings to suit its customers' ever • DCC LPG is currently reviewing options to improve security of Operational in each of the sectors in which it operates. We changing needs. These included a natural gas and electricity B2C offering in the French supply and logistics capability across all regions in which it operates. continuously benchmark our businesses against market which required the creation of a new customer online portal and an online ordering This includes expanding tank capacity at storage sites and excellence those specific KPIs we judge are important platform. Also in France the division expanded its rollout of the 'Click and Collect' option for increasing the use of telemetry on customers tanks. indicators in our drive for superior returns on propane cylinders. • DCC Retail & Oil will focus on its depot optimisation programme capital in the short, medium and longer term. • DCC Retail & Oil completed the integration of Esso Retail Norway into the retail hub based in Britain along with restructuring and consolidation of its in Drogheda and also launched tokenisation in France. businesses in Sweden. The division will also focus on ERP • DCC Healthcare delivered strong organic growth in its nutritional contract manufacturing implementation in its Fuelcards business. business through a continued focus on and investment in its capabilities in the provision • DCC Healthcare continues to progress a number of investment of complex and difficult to manufacture product formulations. It continues to streamline its projects across our manufacturing facilities in Britain and the US, activities, focusing its portfolio, integrating recently acquired businesses and driving further adding new capacity, product capability and driving further operational efficiency across back-office operations. operational efficiency. The division will also continue to focus on • DCC Technology’s UK warehouse in Lancashire is now operational and the business has further streamlining its portfolio and operations. made excellent progress in consolidating its warehousing and selling its old warehouse • In DCC Technology the final stage of the new ERP system in the UK infrastructure. Construction has also been completed on the new warehouses in France will allow for the implementation of new warehouse automation, Tokenisation of the French network and Sweden.
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