More Than You Think You Than More

Total Page:16

File Type:pdf, Size:1020Kb

More Than You Think You Than More Wincanton plc Wincanton Annual Report and Accounts 2009 More than you think www.wincanton.co.uk Wincanton plc Methuen Park MORE THAN YOU THINK Chippenham Annual Report and Accounts 2009 Wiltshire SN14 0WT United Kingdom Tel +44 (0)1249 71 00 00 Fax +44 (0)1249 71 00 01 WINCANTON IS A EUROPEAN MARKET LEADER. WE DESIGN, IMPLEMENT AND MANAGE SUPPLY CHAIN SOLUTIONS WHICH ARE EFFICIENT, ECONOMICAL AND ENVIRONMENTALLY SUSTAINABLE. OUR SERVICES COVER THE ENTIRE SUPPLY CHAIN, FROM RAW MATERIALS TO RECYCLING, HELPING OUR CUSTOMERS TO OPTIMISE THEIR PERFORMANCE AND COMPETE WITH CONFIDENCE IN THEIR CHOSEN MARKETS. THE PRODUCTS AND SERVICES WE MANAGE TOUCH MOST PARTS OF DAILY LIFE. WINCANTON: MORE THAN YOU THINK OVERVIEW OF OUR BUSINESS GOVERNANCE & FINANCIAL STATEMENTS WINCANTON PLC CoMPANY Highlights 1 Governance FINANCIAL STATEMENTS Scale and diversity 2 • Board of Directors 24 • Company balance sheet 74 Industry-leading performance 4 • Directors’ report 25 • Notes to the Wincanton plc Company Chairman’s statement 6 • Corporate governance 29 financial statements 75 Directors’ remuneration report 32 Designed by Addison Independent Auditors’ report to the www.addison.co.uk BUSINESS REVIEW members of Wincanton plc ADDITIONAL INFORMATION Summar y 41 8 Group five-year record 78 Printed in the UK by St Ives Westerham Press Ltd Strategy 8 Financial calendar 78 2008/09 Summary 10 CoNSOLIDATED FINANCIAL STATEMENTS Shareholder information 79 Printed on Revive 100 Pure White Silk and Revive 100 Uncoated. Performance highlights • Consolidated income statement 42 • UK & Ireland 10 • Consolidated statement of recognised Revive 100 Pure White Silk is made from 85% de-inked post-consumer • Mainland Europe 12 income and expense 43 waste and 15% unprinted pre-consumer waste. This paper has been Corporate responsibility 20 • Consolidated balance sheet 44 independently certified as meeting the standards of the Forest Stewardship • Consolidated statement of cash flows 45 Council (FSC), and was manufactured at a mill that is certified to the • Notes to the consolidated ISO14001 and EMAS environmental standards. The inks used are all financial statements 46 vegetable oil based. Revive 100 Uncoated is 100% de-inked post-consumer waste. All pulps used are Elemental Chlorine Free (ECF) and the manufacturing mill is accredited with the ISO 14001 standard for environmental management. HIGHLIGHTS Group revenue Underlying operating profit (2008 : £2,164.7m) (2008: £52.4m) £2,361. 3m £59.5m Underlying earnings per share Full year dividend (2008: 24.3p) (2008: 14.91p) 24.7p 14.91p Wincanton provides services to customers on a Scale national, cross-border and Pan-European basis. We have 30,000 people across Europe and 420 sites in 16 different countries. We have leading positions in many specialist sectors of the market, as well as a strong national presence in the UK & Ireland, France, Germany and Poland. We operate in most of the largest sectors of the Diversity European economy. The range of ser vices we offer has broadened significantly in recent years, taking us both further and deeper into our customers’ businesses and into new areas of the commercial spectrum. We provide business-critical services and work Performance in long-term partnerships with our customers. Our reputation is built on our ‘Four Pillar’ philosophy of operational excellence, customer intimacy, product leadership and value. Annual Report 2009 Wincanton plc 01 MORE thAN YOU thiNk – SCALE AND DIVERsitY WE SUPPORT OUR CUSTOMERS 365 DAYS A YEAR, 7 DAYS A WEEK, 24 HOURS A DAY – ACROSS THE ECONOMY – ACROSS EUROPE 800,000 LOADS OF GROCERIES DELIVERED A YEAR FOOTBALL CRAZY UK & Ireland UK We are the market leader in grocery We supply sportswear retailers across retail distribution in the UK and Ireland, the UK with the adidas and Reebok managing supply chain activities for brands and also deliver directly to all of the top retailers and delivering Premier League football clubs such ever ything from peas to patio sets. as Liverpool, Newcastle United and Chelsea ahead of match fixtures. Wincanton Records Management has been chosen by The Football Association and Wembley Stadium to manage their information and records. WATER TO GLASTONBURY UK Last year, we supplied 27 million litres of water to 24 of the UK’s largest outdoor events HEALTHY AND HAPPY BABIES and festivals, including Glastonbury, for France, Poland, Hungary mobile catering, campsites, showers and Through our strategic supply chain toilets. This new service has provided partnership with Danone Baby Nutrition in additional niche business for our tanker Europe, we supply the Nutricia, Milupa and fleet and added value in a growing area Blédina brands throughout France, Poland of the leisure market. and Hungar y to as many babies as possible. 02 Wincanton plc Annual Report 2009 980M BRICKS TO BUILDING SITES DRIVING BUYING DECISIONS UK ACROSS EUROPE Our construction business in the UK UK, France, Germany, Poland supplies building materials such as roof We provide product customisation services tiles, plasterboard, bricks and blocks for FMCG brands across Europe, handling for domestic housing developments, ever ything from dair y products to drinks and public sector buildings and major cosmetics to confectioner y. Our ser vices cover infrastructure projects. product reconfiguration, co-packing, quality inspection, labelling, shelf-ready packaging, promotions and point-of-sale requirements. 2,300 BARGE TRIPS ALONG THE RHINE Germany, the Netherlands, Austria, Switzerland Our intermodal business links the sea ports in the Netherlands and Northern Germany with locations across Mainland Europe via six terminals on the Rhine, transferring vital goods between river, rail and road. MOVING STEEL IN POLE POSITION ACROSS CONTINENTS France, Germany, Poland, German / Dutch border, Slovakia, Czech Republic, Hungary Belarus, Kazakhstan We are a strategic logistics partner for We have daily rail links from the Dutch / Goodyear, managing activities in six German border to Belarus and the Caspian European countries, including domestic oilfields in Kazakhstan, transporting distribution, international transport, freight everything from steel, to tractors and seed management and intermodal services, potatoes. This growing ser vice is managed which generate an annualised turnover from our new international transport hub of €25m. in ’s-Heerenberg, the Netherlands. Annual Report 2009 Wincanton plc 03 MORE thAN YOU thiNk – INDUstRY-LEADING PERFORMANCE Through a commitment to best practice and The ‘One Wincanton’ brand is based on a set of THE FIRST CHOICE continuous improvement in all that we do, behavioural values that shape the way we work, we achieve the consistently high levels of a promise to deliver ‘Four Pillars’ of operational FOR EXCELLENCE performance that have earned us the reputation excellence to our customers and our ambition for as an industr y leader. Our people are the essence the Company to be first choice for supply chain of our brand, and we recognise the importance of solutions across Europe. These elements work creating a common identity across our business together; by living the behaviours and delivering and aligning them behind a single set of values, our promise, we will achieve our ambition. principles and goals. THE ONE WINCANTON BRAND Operational excellence HITACHI In February 2009, Wincanton secured a prestigious vehicles designed for Hitachi, our drivers must award from long-standing customer Hitachi Data complete regular training and certification. With Systems in recognition of the logistics solutions a unit value of several hundred thousand euros and provided across Europe by our High-Tech business weights of around 2,000kg, the equipment requires area. Wincanton manages the distribution from specialist handling. In 2008, Wincanton achieved Hitachi’s European distribution centre in a delivery performance of 99.68 per cent, based Waardenburg, the Netherlands, loading high value, on delivering individual consignments across unpackaged systems onto a fleet of specialist Europe within one-hour delivery windows. It is vehicles for direct deliver y across Europe. In order this outstanding level of per formance that led to to operate the bespoke loading equipment and our ‘Logistics Partner Excellence 2008’ award. 04 Wincanton plc Annual Report 2009 Product leadership Value Accountability SOLVIN HEINZ CHEVRON Our partnership with SolVin, a manufacturer of Wincanton’s 13 year partnership with H.J. Heinz Wincanton was named ‘Most Admired Carrier PVC products in France, has enabled us to extend continues to deliver value and has recently in the Africa, Pakistan, Europe (AEP) Region our service offer and develop our expertise in achieved significant efficiencies in warehousing for 2008’ by energy company Chevron in on-site logistics for industrial markets, including and transport operations. The introduction of recognition of our industry-leading transport petrochemicals, powders, adhesives, rubbers regional multi-customer transport planning has operation and strong customer partnership and lubricants. Wincanton was contracted to meet not only optimised the fleet and reduced empty in the UK. We recorded zero lost time injuries the customer’s strategic objectives of increasing running by several hundred thousand vehicle during the year and transported almost three the flexibility of its bulk packing and palletising miles per annum, but it has also enabled Heinz billion litres of fuels over 15 million kilometres. operation, eliminating the need
Recommended publications
  • Annual Report——'21 Rewritingthe Script
    ANNUAL REPORT——’21 REWRITINGSCRIPT THE TB AR–’21 STRATEGIC REPORT GOVERNANCE REPORT TED BAKER TODAY 58 Board of Directors 2 Chief Executive’s review 60 Executive Team and introduction to Ted Baker 62 Chair’s introduction to governance 10 Our Chair, John Barton 63 Corporate governance 72 Audit & Risk Committee Report TAKING TED BAKER INTO THE FUTURE 76 Nominations Committee Report 12 Our business model Contents 80 Remuneration Report 14 — Our customers 94 Directors’ Report 16 — Design, source and make 97 Statement of Directors’ responsibilities 18 — Sell 20 Our strategy FINANCIAL STATEMENTS REVIEW OF THE YEAR 100 Independent auditor’s report 22 Chief Financial Officer’s introduction 106 Income statement 24 Key performance indicators 107 Statement of comprehensive income 26 Financial/operational review 108 Statement of changes in equity 34 Our sustainability story 110 Balance sheet 35 — People 111 Cash flow statement 38 — Ethical sourcing programme 112 Notes to the financial statements 41 — Communities 147 Five-year summary 42 — Planet 150 Company information 46 — Fashioning a better future 48 Risk report 54 Viability statement and going concern TED BAKER TODAY For more than 30 years Ted Baker has taken everything the world has thrown at it in its stride: the fickleness of changing fashions, the fortunes of boom and recession, the revolving door of bull and bear markets. But it is no secret the Company got itself into trouble in the last few years. We tackled these issues head on at the end of 2019 and put together a transformation strategy to turn the Company around. As we began to put the plan in place, the challenges the Company faced were intensified by the onset of the pandemic.
    [Show full text]
  • Report & Accounts
    Report & Accounts Year Ended 31 March 2013 Financial Highlights Revenue Adjusted Profit Before Tax* £875.2m £49.3m 2013 875.2m 2013 49.3m 2012 820.8m 2012 45.6m 2011 758.4m 2011 47.3m Adjusted Earnings Per Share* Dividends Per Share 78.9p 30.0p 2013 78.9p 2013 30.0p 2012 72.9p 2012 28.5p 2011 72.8p 2011 27.5p 2013 2012 Movement Reported revenue £875.2m £820.8m +7% Underlying revenue † £864.6m £820.8m +5% Operating profit before impairment £50.0m £46.7m +7% Adjusted profit before tax* £49.3m £45.6m +8% Adjusted earnings per share * 78.9p 72.9p +8% Dividends per share 30.0p 28.5p +5% Notes: Comparative figures are for the 53 weeks to 31 March 2012 * excluding impairment charges and the effects of associate † excluding contribution from Kingston Foods acquired on 29 June 2012 Company Profile Cranswick was formed by farmers in the early 1970’s to produce This development has been achieved through a combination of pig feed. In 1988 the Board embarked on a strategy to broaden acquisitions and subsequent organic growth, with Cranswick now the base of the Company’s activities and to seek opportunities to supplying a range of fresh pork, gourmet sausages, premium develop into related areas offering greater scope to add value to the cooked meats, traditional air-dried bacon, charcuterie, pastry Company’s processes. Activities have since been extended from this products and sandwiches to its customers from a number of agricultural base into the food sector. production facilities in the UK.
    [Show full text]
  • Building a Great British Food Company
    Premier Foods plc plc Foods Premier Premier Foods plc Premier House Centrium Business Park Building a great Premier Foods plc The new Premier Foods Griffiths Way Annual report St Albans British food company and accounts 2007 Hertfordshire AL1 2RE Annual report and accounts 2007 and accounts Annual report T 01727 815850 F 01727 815982 www.premierfoods.co.uk The acquisitions of Campbell’s and RHM have allowed us to create a great British food company with a passion for creating great food and brands that people love. Financial highlights Branded portfolio highlights £2,247.6m 15.5p No.1 Turnover Adjusted earnings per share** 7 of our top 10 brands hold No.1 (2006: £840.7m) (2006: 16.0p) positions in their respective food categories £280.2m 6.5p Trading profit* Dividends per share*** £1.2bn (2006: £129.4m) (2006: 12.0p) Retail sales of our top 10 brands £76.1m Operating profit 99.4% (2006: £100.5m) of British households bought a Premier Foods brand last year**** 43m people eat a Premier Foods branded product every two weeks**** * Trading profit is defined as operating profit before exceptional items, amortisation of intangible assets, the revaluation of foreign exchange contracts under IAS 39 and pension credits or charges in relation to the difference between the expected return on pension assets and interest costs on pension liabilities. ** Adjusted earnings per share is defined as trading profit, less net cash interest, regular amortisation of debt issuance cost and underlying taxation, divided by the weighted average number of ordinary shares in issue in the year.
    [Show full text]
  • The Challenge of Urban Delivery and City Logistics
    THE CHALLENGE OF URBAN DELIVERY AND CITY LOGISTICS © Wincanton plc 2020. All rights reserved Andrew Turner - Head of Development, Home and eFulfilment URBAN DELIVERY AND CITY LOGISTICS Trends and Tailwinds Digital Retail Urbanisation Sustainability • “Channel Shift” into the • Population numbers and • Government policy online and direct to density are increasing in and intervention consumer channels is a all major UK • Sustainable activity retail megatrend conurbations becoming mandated • Rapid and sustained • The need for residential • Developing growth of home delivery development can infrastructure to volumes across all squeeze out retail and support new service speeds logistics space technology • High demand to serve • More people and more • Geographical zones urban areas and cities – home delivery increases and enforced vehicle the most densely traffic congestion specification populated areas • Existing road • More multi-channel; both infrastructure is “fixed” an online offer and a and cannot easily offer store estate more capacity • More participants – marketplaces and the More Distributed circular economy Faster Order Management Channel Shift More Ship from Store Faster Product Covid-19 Impact Sector Evolution URBAN DELIVERY AND CITY LOGISTICS Big consumer demand needs a complex network Urban Network Consumer Demand Characteristics § Urban consumption has become § Environmental policy and increasingly multi-channel sustainability § Home delivery or office delivery; § Community impact increased level of non- consolidated parcel deliveries § Road network capacity § Faster home delivery, including § Access and egress restrictions same day § Existing property and real estate § “Click and Collect” pick up either constraints in-store or via a third party § Zones and peak times § In-store purchase § Infrastructure § Non retail - restaurants and entertainment venues § Cross sector opportunities © Wincanton plc 2018.
    [Show full text]
  • Wincanton People's Plan
    W WINCANTON PEOPLE’S PLAN 2006-2026 WINCANTON PEOPLE’S PLAN 2006-2026 THE WINCANTON PEOPLE’S PLAN STEERING GROUP gratefully acknowledge the help and support of the following organisations and people in the preparation of this plan: Market and Coastal Towns Association, in particular, Charles Coffin, Community Facilitator (Somerset and Wiltshire) South Somerset District Council Wincanton Town Council The people of Wincanton who have generously given their time and their views in order to make the Wincanton People’s Plan their own. For additional photographs in this report: Elaine Fraser and Amanda White of Wincanton Camera Club and Muriel Cairns. Present members of the Steering Group: Colin Winder (Chair), June Ruthven (Co-Ordinating Team), Muriel Cairns (Co-Ordinating Team), Tim Carroll, Doug Castle, Andy Chilton, Gill D’Arcy, Richard D’Arcy, George Keen, Lisa Large, Richard Nicholl, Sue Place, Ruby Shave, Steve Stapleton, Dennis Trott, Pam Williams, Alexandria Winder Past members of the Steering Group: Adrian Carter, Fanny Charles, Kevin Down, Jane Griffin, Vivien Hutchings, Jonquil Lowe, David Marsh, Sally Spreadborough, Daniella Yateman, Felix Yoosefinjad This report was prepared for the Steering Group in January 2007 by JTL Financial Research Tel: 01963 32549 [email protected]. ‘Quick win’ reports: June Ruthven. Proofreader: Stella Pierce. Printed by: FWB Printing www.fwbprinting.co.uk. The map on page 10 is reproduced with permission of Multimap.com, Digital Map Data © Bartholomew 2003, © eMapSite.com Ltd. All rights reserved.
    [Show full text]
  • Annual Report and Accounts 2020 Strategic Report
    Transforming Logistics... Annual Report and Accounts 2020 Strategic report INSIDE THIS REPORT Strategic report Governance Accounts Introduction 1 Introduction from the Chairman 36 Consolidated income statement 84 Chairman’s review 2 The Board 38 Consolidated statement Our business today 4 Board leadership and Company purpose 40 of comprehensive income 85 Our marketplace 5 Nomination Committee report 46 Consolidated balance sheet 86 Technology driving innovation 6 Audit Committee report 48 Consolidated statement Business model 8 of changes in equity 87 Chief Executive statement 10 Directors’ remuneration report Consolidated statement of cash flows 88 How we measure performance 14 Committee Chair Introduction 52 Notes to the consolidated financial statements 89 Investing in our people 16 At a glance 56 Wincanton plc Company balance sheet 126 Corporate responsibility report 18 Report on remuneration 58 Wincanton plc Company statement Financial review 24 Directors’ Remuneration Policy 65 of changes in equity 127 Risk report 32 Directors’ report Notes to the Wincanton plc Company financial statements 128 Directors’ report 72 Group five year record 130 Statement of Directors’ responsibilities 74 Shareholder information 131 Independent auditor’s report Board of Directors and advisers 132 Independent auditor’s report 76 Strategic reportStrategic INTRODUCTION Delivering sustainable supply chain Governance value, expertise and solutions to some of the world’s most admired brands, Wincanton is the largest report remuneration Directors’ British third party logistics (3PL) company in the UK. Our success is born out of our strengths in working Directors’ report closely with our customers, collaborating across the industry and tailoring our services to today’s needs while anticipating those of tomorrow.
    [Show full text]
  • Investor Presentation
    INVESTOR PRESENTATION October 2015 Introduction to Acal Acal is an industrial electronics company Designing, manufacturing & distributing customised electronics to 25,000 industrial customers Products are generally used in customer’s end products Unique High margin, differentiated, technologically complex products c.50% of products are customised and c.20% are uniquely sourced International growth business Two thirds of revenue come from Germany, UK & Nordic 12% of revenue beyond Europe and growing Acquisitive Acquiring businesses that strengthen our capabilities and expand our geographic reach 9 acquisitions since December 2009 Generating significant shareholder returns Upper quartile TSR vs FTSE small cap index over each of the last 3 years TSR growth of 101% in the last 3 years, c.400% over last 6 years INVESTORINVESTOR PRESENTATION PRESENTATION│ October October 2015 2014 2 Examples of our customers We supply: Temperature sensor assemblies Providing: Consistent temperature coffee over long term repeated usage We supply: Custom transformers Providing: High quality, low noise power conversion for scanners We supply: Custom cable assemblies Providing: Connectivity in the stair lift between power and control signals We supply: Custom embedded computers Providing: Flight controller for Neuron Unmanned Aerial Vehicle INVESTORINVESTOR PRESENTATION PRESENTATION│ October October 2015 2014 3 Acal today Custom distribution Operating companies Market reach – 20,000 customers, 12 geographies Share customer opportunities Sales
    [Show full text]
  • View Annual Report
    Wincanton plc Wincanton Annual Report and Accounts 2008 Accounts and Report Annual Expandingmarkets growing in EXPANDING IN GROWING MARKETS www.wincanton.co.uk Wincanton plc Methuen Park Chippenham Wiltshire SN14 0WT United Kingdom Tel +44 (0)1249 71 00 00 Creative solutions and consistent performance Fax +44 (0)1249 71 00 01 Annual Report and Accounts 2008 Wincanton is a European leader in the design, implementation and management of advanced supply chain solutions. Our services cover the entire supply chain, from raw materials to recycling, adding value by optimising performance at every stage. Successfully building a track record of earnings and dividend growth through a combination of organic growth and acquisition. High levels of new business wins and contract start-ups confirms the strength of our relationships and consistent quality of service performance. Building momentum in Mainland Europe through focus on the key markets of Germany, France and Poland. Designed and produced by Addison Corporate Marketing Employees’ commitment and Printed in the UK by St Ives Westerham Press Ltd professionalism continue to create Printed on Revive 75 and 100 Silk and Revive 100 Uncoated. value for shareholders by adding Revive 75 Silk is 50% de-inked post-consumer waste, 25% unprinted pre-consumer waste and 25% virgin fibre. All pulps used are Elemental value for customers. Chlorine Free (ECF) and the manufacturing mill is accredited with the ISO 14001 standard for environmental management. Revive 75 Silk is a Carbon Neutral® product. Revive 100 Silk is 100% de-inked post-consumer waste. All pulps used are unbleached and the manufacturing mill is accredited with the ISO 14001 standard for environmental management.
    [Show full text]
  • Wincanton Plc Results for the Year to 31 March 2016
    Wincanton plc Results for the year to 31 March 2016 © Wincanton plc 2016. All rights reserved Certain statements in this presentation are forward-looking statements. Such statements are based on current expectations and by their nature are subject to a number of risks and uncertainties that could cause actual results and performance to differ materially from any expected future results or performance expressed or implied by the forward-looking statement. The information does not assume any responsibility or obligation to update publicly or revise any of the forward-looking statements contained herein. 2 © Wincanton plc 2016. All rights reserved Agenda • Introduction • Adrian Colman, Chief Executive • Financial review • Tim Lawlor, Chief Financial Officer • Operations, strategic update and outlook • Adrian Colman, Chief Executive 3 © Wincanton plc 2016. All rights reserved Introduction Adrian Colman Chief Executive 4 © Wincanton plc 2016. All rights reserved Delivering against our strategy • Revenue £1,147.4m (2015: £1,107.4m) – like for like growth 4.4% • New business wins in competitive market place and good performance on renewals • PFS business stabilised and returned to profitability in second half • Underlying operating profit of £50.9m (2015: £49.7m) – like for like growth of 5.4% • Strong underlying EPS growth of 13.3% driven by lower finance costs • Records Management (WRM) disposal completed, valuing business at £60m • Closing net debt reduced to £39.5m (2015: £57.6m) • Final dividend proposed of 5.5p per share 5 © Wincanton
    [Show full text]
  • Driven by Our Purpose
    Drax Group plc Drax Group Annual report and accounts 2020 Driven by our purpose Drax Group plc Annual report and accounts 2020 Welcome to Drax Group Our purpose To enable a zero carbon, lower cost energy future Our ambition Our ambition is to become carbon negative Read more about Philip Cox how we plan to by 2030. Being carbon negative means CBE, Chair achieve our ambition from our that we will be removing more carbon Chair and CEO on dioxide from the atmosphere than we pages 8 and 10 produce throughout our direct business operations globally – creating a carbon Will Gardiner, negative company CEO Our strategic aims To build a long-term future Read more on page 16 for sustainable biomass By expanding our sustainable bioenergy supply chain and reducing costs we are developing options for long-term biomass operations – renewable generation, negative carbon emissions, system support services and third party supply of biomass to international markets. To be the leading provider Read more on page 36 of power system stability Through a portfolio of flexible and renewable generation, and large industrial and commercial customer supply business, we will provide system support services to allow the power system to utilise intermittent renewable energy accelerating the UK’s decarbonisation en route to 2050. Read more on To give our customers page 38 control of their energy We provide our customers with renewable energy, and the opportunity to control and optimise energy use and cost, helping us support the energy system. Front cover: Foresters in Weyerhaeuser working forest, Mississippi, USA, where more carbon is stored See more online at and more wood inventory is grown each year than is www.drax.com extracted for wood products such as biomass pellets.
    [Show full text]
  • WINCANTON PLC Reserved 2019
    WINCANTON PLC reserved 2019. rights plcAll Wincanton © RESULTS FOR THE HALF YEAR TO 30 SEPTEMBER 2019 Certain statements in this presentation are forward-looking statements. Such statements are based on current expectations and by their nature are subject to a number of risks and uncertainties that could cause actual results and performance to differ materially from any expected future results or performance expressed or implied by the forward-looking statement. The information does not assume any responsibility or obligation to update publicly or revise any of the forward-looking statements contained herein. © Wincanton plc 2019. All rights reserved 2019. rights plcAll Wincanton © 2 AGENDA Introduction • James Wroath - CEO Financial and Performance review • Tim Lawlor - CFO Initial observations & Business highlights • James Wroath - CEO © Wincanton plc 2019. All rights reserved 2019. rights plcAll Wincanton © 3 INTRODUCTION James Wroath, Chief Executive Officer © Wincanton plc 2019. All rights reserved 2019. rights plcAll Wincanton © CONTINUED MOMENTUM STRONG MARGIN, EPS AND CASH PERFORMANCE • Good level of new business wins and key renewals secured • High growth in Retail Grocery of 17.6% and Consumer Products of 10.8% • Underlying operating profits up 5.6%* and margin up 20bps to 4.8%* • Underlying EPS growth of 9.9% to 17.8p • Free cash flow generation of £22.4m in H1 • Interim dividend increased by 8.3% * On a pre-IFRS 16 basis reserved 2019. rights plcAll Wincanton © 5 FINANCIAL AND PERFORMANCE REVIEW Tim Lawlor, Chief Financial
    [Show full text]
  • View Annual Report
    90 years of delivery NCANT WI ON WE MAKE OUR CUSTOMERS’ BUSINESS BETTER. EVERY DAY Delivering excellent customer service for 90 years We started life delivering milk in 1925 and although we have never forgotten our heritage, and are still transporting milk daily, we now deliver so much more. Over the past 90 years we have entered new industry sectors, broadened our services and used technology to manage the increasing pace and complexity of the supply chain. Our people have consistently delivered and continue to strive to make our customers’ business better, every day. ANNUAL REPORT AND ACCOUNTS 2016 90 years of Inside this report service STRATEGIC REPORT About us 1 Chairman’s statement 2 Our business 4 Chief Executive’s statement 6 KPIs 10 Key drivers and trends 11 Our marketplace 16 Business model 18 Corporate responsibility 20 Financial review 24 Risk 30 GOVERNANCE 1925 1940s 1960s 1970s 1990s Wincanton starts life as a The Milk Marketing Board (MMB) Legislation changes allow Wincanton diversifies Wincanton merges with Unigate Board of Directors 34 subsidiary of West Surrey Central took on responsibility for all farm for heavier lorries to be used. into new market sectors, Chilled Distribution and enters Chairman’s introduction 36 Dairy Company, which later milk collections and contracted Wincanton introduced the ‘long including petroleum, and the retail market through the became Cow & Gate. Wincanton Transport and tom’ articulated vehicle capable develops new temperature acquisition of Glass Glover. Corporate Governance report 37 Engineering to collect milk on of carrying 4,500 gallons of milk. controlled operations. Nomination Committee report 40 their behalf for all UK dairies.
    [Show full text]