TIDMHSS
RNS Number : 6188J
HSS Hire Group PLC
28 April 2022
HSS Hire Group Plc
New operating model driving significant increase in
profitability
HSS Hire Group plc ("HSS" or the "Group") today announces
results for the 53 week period ended 1 January 2022
Financial Highlights FY21 FY20 Change
Continuing Operations(1)
Revenue GBP303.3m GBP250.1m 21.3%
------------------------------- --------- ---------- --------
Adjusted EBITDA(2) GBP69.8m GBP59.6m 17.2%
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Adjusted EBITDA margin 23.0% 23.8% (0.8pp)
--------- ---------- --------
Adjusted EBITA(3) GBP31.7m GBP13.4m GBP18.3m
--------- ---------- --------
Adjusted EBITA margin 10.4% 5.3% 5.1pp
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Adjusted basic earnings/(loss)
per share 1.52p (4.64)p 6.16p
--------- ---------- --------
ROCE(4) 22.1% 10.7% 11.4pp
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Net debt leverage(5) 1.5x 2.8x 1.3x
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Other extracts
------------------------------- --------- ---------- --------
Operating profit / (loss) GBP34.5m GBP(4.7)m GBP39.2m
------------------------------- --------- ---------- --------
Profit / (loss) before GBP6.1m GBP(29.6)m GBP35.7m
tax
--------- ---------- --------
Basic earnings/(loss) per
share 1.05p (15.13)p 16.18p
--------- ---------- --------
-- Strong trading performance with new operating model driving improved profitability
-- 2021 like-for-like(6) revenues up 20% year-on-year, returning to pre-pandemic 2019 levels
-- Capital-light Services revenue 24% ahead of 2020 on a like-for-like(6) basis,
-- EBITDA and EBITA materially ahead of 2020 with EBITA margin
almost twice prior year; reflective of operating model
effectiveness and continued strong price control
-- Technology-led, low-cost operating model underpinning
improved Group returns with ROCE(4) increasing to 22.1%, up 11.4pp
compared to 2020
-- Materially stronger balance sheet with leverage on a non-IFRS16 basis reduced 1.8x to 0.8x
-- Net debt(7) reduced to GBP45.4m (2020: GBP120.4m)
-- Sales of Laois completed for net proceeds of GBP10.0m and All Seasons Hire for GBP54.3m
-- Refinancing completed, reducing the ongoing annual interest
charge to around GBP3m(8) (2020: GBP16.3m)
-- Technology-led low capital intensity operating model continues to drive accelerated growth
-- c.60% of transactions now processed through HSS Pro, our new
digital platform, enabling improved enquiry conversion as customers
value the enhanced experience
-- Restructured organisation into two divisions, already delivering improved performance
-- HSS ProService - focused on customer acquisition, sales
enquiry conversion and leveraging digital assets; and
-- HSS Operations - focused on customer fulfilment and service
-- Low-cost builders merchant network expanded to 55 locations
(December 2020: 24), now representing 16% of customer orders in
England & Wales. 44% like-for-like(9) revenue growth
-- Continued technology investment, including enhancements to
HSS.com, with online revenue 128% above pre-pandemic levels and
representing 23% of transactions in 2021
-- Targeting net zero carbon emissions(10) by 2040, building on good progress in 2021
-- Detailed plan to deliver targets developed in partnership with specialist consultants
-- Focus on leveraging technology platforms to help customers
and suppliers reduce their carbon footprint
-- By reducing our branch network and switching to renewable
electricity, Group energy carbon emissions are now 97% lower than
2016
-- Current trading and outlook
-- Revenue has grown 13% in Q1 2022 with EBITDA and EBITA in line with management expectations
-- Management expect full year EBITA to be in line with market expectations
-- Capex investment in 2022 is expected to increase to
GBP35-GBP40m to support the accelerated delivery of our technology
roadmap
-- Limited exposure to supply chain disruption which is being
caused by the tragic conflict in Ukraine. Cost inflation being
successfully offset through selling price increases.
-- Strategy is delivering; we are well positioned for accelerated growth and targeting:
-- Services revenue growth of 10pp above the market
-- Rental revenue growth in line with the market
Steve Ashmore, Chief Executive Officer, said:
"2021 was a year of significant progress for HSS with successful
implementation of a number of transformational strategic projects.
Trading returned to pre-pandemic levels, our EBITA margin almost
doubled, and we delivered strong operating profit while
significantly strengthening our balance sheet. This performance is
testament to the effectiveness of our new, technology-led, capital
light, low-cost operating model which provides us with the agility
and flexibility to adapt and respond to changing market
conditions.
In 2022 our focus will be to further invest in and enhance our
digital capabilities, and we have a clear technology roadmap ahead
of us which will be largely implemented by the end of the year.
This technology provides an unparalleled, easy-to-use service,
further differentiating us in the market and will be a key enabler
of our continued profitable growth. Supporting this growth is our
new structure based around two complementary divisions: HSS
ProService and HSS Operations. By simplifying the business with one
division wholly focused on sales and the other on service, we have
further improved our efficiency and effectiveness.
We have started 2022 well, carrying over the momentum achieved
in 2021. We will continue to build on this and position ourselves
as the most technologically advanced company with the most
comprehensive customer offering in the sector."
Notes
1) Results for 2021 and 2020 are on a continuing operations and
IFRS16 basis (excluding Laois Hire Limited and All Seasons Hire
Limited sold in April 2021 and September 2021 respectively)
2) Adjusted EBITDA is defined as operating profit before
depreciation, amortisation, and exceptional items. For this purpose
depreciation includes the net book value of hire stock losses and
write offs, and the net book value of other fixed asset disposals
less the proceeds on those disposals
3) Adjusted EBITA defined as Adjusted EBITDA less depreciation
4) ROCE is calculated as Adjusted EBITA for the 53 weeks to 1
January 2022 divided by the average of total assets less current
liabilities (excluding intangible assets, cash and debt items) over
the same period
5) Net debt leverage is calculated as closing net debt divided
by adjusted EBITDA for the 53 weeks to 1 January 2022 (prior year
52 weeks to 26 December 2020)
6) Like-for-like excludes impact of additional week's trading in 2021
7) Non-IFRS16 basis
8) Based on current SONIA rate and GBP70m senior finance facility
9) Merchant locations open for comparable periods in both 2021 and 2020
10) Scopes 1,2 and 3
Disclaimer:
This announcement contains forward-looking statements relating
to the business, financial performance and results of HSS Hire
Group plc and the industry in which HSS Hire Group plc operates.
These statements may be identified by words such as "expect",
"believe", "estimate", "plan", "target", or "forecast" and similar
expressions, or by their context. These statements are made on the
basis of current knowledge and assumptions and involve risks and
uncertainties. Various factors could cause actual future results,
performance or events to differ materially from those described in
these statements and neither HSS Hire Group plc nor any other
person accepts any responsibility for the accuracy of the opinions
expressed in this presentation or the underlying assumptions. No
obligation is assumed to update any forward-looking statements.
Notes to editors
HSS Hire Group plc provides tool and equipment hire and related
services in the UK and Ireland through a nationwide network and its
extensive supply chain of rehire partners. It offers a one-stop
shop for all equipment through a combination of its complementary
Rental and Services businesses to a diverse, predominantly B2B
customer base serving a range of end markets and activities. Over
90% of its revenues come from business customers. HSS is listed on
the AIM Market of the London Stock Exchange. For more information
please see www.hsshiregroup.com .
For further information, please contact:
HSS Hire Group plc Tel: 07557 491 860 (on 28 April
2022)
Steve Ashmore, Chief Executive Officer Thereafter, please email: Investors@hss.com
Paul Quested, Chief Financial Officer
Greig Thomas, Head of Group Finance
Teneo
Tom Davies Tel: 07557 491 860
Charles Armitstead Tel: 07703 330 269
Numis Securities (Nominated Adviser Tel: 020 7260 1000
and Broker
Stuart Skinner
George Price
Chairman's Statement
Dear shareholder,
2021 was a significant year for HSS, marking the completion of
the strategy we first set out in 2017: to Delever the Group,
Transform the Tool Hire business and Strengthen our commercial
proposition.
Today, the Group is unrecognisable from the HSS of five years
ago and we have established ourselves as a digital leader in the
hire market. The progress is testament to the resilience of our
colleagues who have provided customers with exceptional service
during an immensely challenging period for both the business and
society at large. We begin 2022 with the technology, organisational
structure and resources that will support us as we begin a new
chapter of exciting growth for HSS, focused on delivering our
vision: to be the market-leading, digitally-led brand for equipment
services.
Summary
Following the significant acceleration of our digital strategy
in 2020, we entered 2021 with strong momentum and performance
quickly returned to pre-COVID-19 levels, delivered through our
lower cost operating model.
We continued to invest in technology, rolling out HSS Pro and
on-boarding colleagues to improve the customer journey while
expanding our builders merchant network to enhance our reach with
little capital investment.
The strategic divestitures of Laois Hire Services and All
Seasons Hire represented good value for shareholders while our
ongoing commercial relationships with both companies, entered into
as part of these transactions, ensure we continue to offer a
one-stop shop for our customers.
We used the cash generated to further reduce the Group's debt.
With a strengthened balance sheet and net debt leverage at
approximately 0.8x (non-IFRS 16, 2020 2.6x), our refinancing was
successfully completed leading to a significant reduction in
ongoing interest cost and increase in earnings per share.
In 'Delevering the business', we completed the last stage of the
strategy set out in 2017 and now occupy a differentiated position
within the market as a digitally-enabled, capital-light business,
supported by a strong balance sheet. We are now well-positioned for
the future as we begin a new chapter of exciting growth built
around our unique business model.
Our vision
As we embark on our next stage of growth, we have a clear vision
underpinning our strategy: to become the market-leading,
digitally-led brand for equipment services. Through the investments
and digital developments we have made over the last four years,
combined with our new organisational structure, we have the
foundations in place on which to realise this vision.
Our Board and management team
Our Board members act as custodians of the HSS brand and we
benefit from a stable and experienced Board with no Director having
served for fewer than four years. This stability has been a crucial
asset, both during the uncertainty of the pandemic and also in
steering the business through a significant transformation. The
Board has provided essential support to senior management at key
moments where important strategic decisions have been made as well
as helping shape the Company's approach to risk during this period
of change.
The Board continues to engage with all stakeholders to ensure
HSS operates with transparency, integrity and in the interests of
our colleagues and partners while leading the Company into the next
phase of growth as we deliver on our vision.
Our people
At the heart of HSS are our colleagues and, against the backdrop
of the COVID-19 pandemic, they have worked tirelessly to support
our stakeholders. Our success as a business is wholly a product of
this hard work and, on behalf of the Board, I would like to express
my sincere thanks to all our colleagues for their unfaltering
commitment.
Thankfully the pandemic appears to be receding, however it has
had a significant impact on society and ways of working. Given
this, it is more important than ever to maintain regular
communication with colleagues to ensure we are aware of their views
and concerns and provide them with a fulfilling and engaging place
to work. This communication was vital in our decision-making
process as we adapted our working policies, moving to a new head
office designed for hybrid working and rolling out our HSS Pro
technology to support their day-to-day work. Our colleagues are now
able to adapt their working patterns with greater flexibility while
continuing to provide a seamless service for our customers.
2021 also saw us implement significant strategic and structural
change across the business and it was vital that colleagues were
kept abreast of these developments, had their questions answered,
and their views addressed. Accordingly, during the year, we
provided regular updates through company-wide emails, FAQs and our
annual management roadshow, supplemented by more informal company
updates through our CEO's blog.
'Make It Together' is one of our four core values as a business
but we can only live up to this value if we maintain our position
as a diverse and inclusive employer. Engaging with our colleagues
is central to this and feedback from the Women's Networking Group
provided management with new methods of attracting women into a
historically male-dominated industry while our employee engagement
surveys helped us establish the topics for our monthly wellbeing
events. We are incredibly pleased with the progress that has been
made over the year and have now laid the groundwork for a
large-scale refresh of our diversity training and outreach
programmes.
Environment, Social and Governance
At HSS, we strive to operate in a responsible and sustainable
way. We are cognisant, however, that we can always do better and,
accordingly, in 2021 we began a comprehensive review of our ESG
strategy.
Throughout 2021 health and safety has remained paramount to our
business including an increased focus on mental health and
wellbeing. To support our colleagues, we have implemented a variety
of measures, see the ESG section for more information, while
continuing to support our customers, our communities and the
environment in which we operate.
In Q4 we appointed an external consultant, Sustainable
Advantage, to conduct a comprehensive analysis of our ESG
credentials and identify improvement opportunities. They
benchmarked us as "excellent" during their review of 62 ESG-related
categories. They have also supported us with a materiality
assessment and net zero analysis, which has led us to accelerate
our ESG strategy with a new set of objectives and commitments which
are outlined in our Sustainability section.
Our investors
Over the year, the Group has benefited from continued support
from our long-term shareholders while engagement with new and
potential investors has ensured our vision and operating model are
well-understood.
Having made excellent progress in delivering our 2017 strategy,
we now want to build on this success and accelerate growth through
further investment in our digital capabilities to create
longer-term shareholder value. Accordingly, the Board believes that
the interests of shareholders are best served by not declaring a
dividend for 2021, a position that will be kept under review as we
progress through 2022.
Looking ahead
Following the changes made last year, I am pleased to say that
we are entering 2022 with the technology, structure, resources and
- most importantly - the colleagues, to deliver on our next phase
of accelerated growth. I would like to thank my fellow Board
members for their continual support and, reiterating my earlier
sentiment, express my immense gratitude to our colleagues for all
that they have done over the last year in driving our
transformation and continued success as a business. We are
confident that 2022 will see HSS continue to grow by leveraging our
differentiated position within the tool hire market.
Alan Peterson OBE
Chairman
Chief Executive Officer's Strategic Review
I am very pleased with our performance in 2021 and would like to
thank all my colleagues for their exceptional efforts and
performance over the last year.
Despite the ongoing headwinds of the pandemic, our agile,
digitally-enabled, lower-carbon network ensured we were able to
support our customers and deliver a strong set of results during a
challenging period for the global economy. We ended 2021 with
underlying (adjusted to account for an extra week in 2021) revenue
up 20% against prior year and back in line with pre-pandemic 2019
levels. EBITDA and EBITA both stepped forward against 2020 by
GBP10.2m and GBP18.3m respectively with the improved revenue
performance fulfilled through our lower-cost operating model.
2021 also marked the successful completion of the strategy we
set out in 2017: to Delever the Group, Transform the Tool Hire
business, and Strengthen our commercial proposition.
We enter 2022 with a new organisational structure, a strong
balance sheet and a differentiated business model that we believe
positions us as the most agile and technologically advanced
operator in the equipment hire industry. Our market-leading digital
capabilities continue to develop at pace and allow us to provide a
comprehensive and efficient service to our customers. With these
foundations firmly in place, we are entering a new stage of growth,
ready to capitalise on the market opportunities present in the
sector.
Our year in summary
Following the significant acceleration of our strategy in 2020,
we started 2021 well and EBITDA and EBITA margins in the first
quarter were comfortably ahead of both 2019 and 2020 levels. This
was despite the impact of a third COVID-19 lockdown across all
territories starting in January, with our click-and-collect service
and digital capabilities ensuring trading remained strong.
Early in the year, we moved our shares from the Main Market to
AIM to benefit from its greater flexibility following the
significant strategy acceleration we made in 2020. This was widely
supported by existing shareholders and we have since seen increased
interest from potential new investors.
By April, HSS Pro had been rolled out across our entire
salesforce, improving our efficiency and decision-making processes.
As a result, OneCall enquiries grew, conversion rates increased,
and we saw a material improvement in like-for-like Services
revenue.
In April, we announced the decision to sell Laois Hire Services
Limited to Briggs Equipment Ireland Limited for EUR11.2 million.
With Laois contributing 4% of the Group's revenue in 2019, EUR11.2m
was an attractive valuation and, with our new operating model
performing well, we determined that the capital could be more
effectively used in other parts of the business. The proceeds of
the sale were used to increase investment in our core Tool Hire
business and reduce debt, supporting two of our 2017 objectives: to
Delever the Group and Transform the Tool Hire business. As part of
the transaction, we entered into a commercial agreement with Briggs
for the cross-hire of equipment, ensuring that we continue to
provide our Irish customers with their large plant
requirements.
By the half-year, revenue was back in line with 2019 levels.
Profitability had stepped forward with EBITDA up 3ppts and EBITA up
6ppts versus FY19 and ROCE at a record 24%.
In September we announced the sale of our heating, ventilation
and air conditioning hire provider - All Seasons Hire (ASH) - to
Cross Rental Services for GBP55m. As with Laois, this was an
attractive valuation and, by striking a commercial agreement with
the company, we continue to provide our customers with access to
ASH's equipment and services. This transaction reduced our leverage
to around 0.8x - a significant decrease from the 2.6x leverage
(both measures on a non-IFRS 16 basis) we started the year with,
and the proceeds were used to repay debt, marking the completion of
the strategy we began in 2017.
With our 2017 strategy delivered, in the latter half of 2021 we
launched a new business model in preparation for our next stage of
growth, creating a more focused, more efficient organisation
consisting of two distinct divisions - HSS ProService and HSS
Operations - which work together to provide our customers with what
we believe is the most comprehensive offering in the sector.
Capitalising on our new structure, materially stronger balance
sheet, and growth potential, in November we engaged with our
lenders whose confidence in our operating model and financial
position enabled us to successfully refinance the business,
significantly reducing our annual interest costs (on our senior
finance facility) from GBP16.3m in 2020 to approximately GBP3.0m
per annum (based on our GBP70m facility), improving earnings per
share and free cash flow.
Towards the end of what was already a year of significant
change, we also started to review our sustainability approach,
appointing an external agency, Sustainable Advantage, to conduct a
comprehensive review of our current ESG credentials, identify areas
of strength and weakness, and help us establish a new set of
commitments and targets which are outlined later in this
report.
With a new business model, stronger balance sheet, and one of
the most advanced digital offerings in the marketplace, we ended
2021 well. We have continued to build on this and started 2022
strongly with first quarter revenue growth of 13% compared to 2021
and we are well-positioned to build on this as we continue our
exciting new phase of growth.
Our strategy
The hire market in the UK is significant - estimated to be
GBP5-6bn in size - but it is fragmented, consisting of a small
number of large providers and over 1,000 smaller, independent
businesses, most of which operate from single sites.
The market is also digitally immature, and many companies are
still in their technological infancy. As a result of the work we
have done over the last four years, accelerated in 2020 through
increased investment in technology, we benefit from a highly
differentiated position within the marketplace which we believe
creates an exciting prospect for investors as well as our
customers.
For customers , our differentiated offering is focused on
employing our technology to provide a superior service to that of
our peers, building brand loyalty and increasing our market share.
Through our website, our customer app, HSS Pro, our ProService
platform and Brenda - the technology on which our digital
capabilities are built - we offer our customers a one-stop shop for
a full range of building services. We believe our technology
provides the quickest, most efficient, most reliable and most
comprehensive offering in the sector.
For suppliers , we offer volume and access to the end user. In
our ProService division, our rehire suppliers can put their rental
equipment on hire with our broad portfolio of customers. We
consolidate that demand for them, lowering their customer
acquisition and administration costs. Our technology provides them
with the insight they require to enhance their returns on
investment.
For investors , our differentiated operating model benefits from
an extremely flexible cost base and strong margin and ROCE
performance. Our technology also means we are highly scalable
without the need for large capital investment. By transitioning
from a capital-heavy operating model with a large branch network to
an agile, digitally-enabled, capital-light model, we fulfil our
customers' requirements while delivering superior returns for
shareholders (see Investment case in the Annual Report for more
information).
This differentiation is key to our success and, as we enter our
new chapter of growth, our strategy will focus on leveraging our
technology to build on this and position ourselves as the most
comprehensive, accessible and reliable service provider in the
equipment hire sector, retaining existing client relationships
while building new ones to drive revenue growth.
Our new operating model
At the heart of our strategy is our operating model which
underwent significant change in 2020 and 2021, making us a far more
efficient and profitable business. Our two divisions - HSS
ProService and HSS Operations - work together to provide customers
and suppliers with the equipment and services they need to complete
projects.
HSS ProService:
HSS ProService is our customer-facing sales acquisition
division, offering customers a one-stop shop for Hire, Equipment
Sales, Accessories, Parts, Fuel, Waste Management, Training,
Materials and other building services.
Built on Brenda, the technology platform on which all our
digital applications will sit, HSS ProService can source - either
from our own fleet or through our extensive supplier network - the
equipment our customers need the moment a request is made. By
acting as a supply aggregator, we can optimise our owned fleet
investment decisions towards higher returning products, while
providing our customers with one of the broadest and deepest
product offerings in the sector. Similarly, our technology allows
us to connect our suppliers with an extensive customer base,
consolidating supply and demand and capitalising on converging
customer and supplier requirements.
Our Brenda technology ecosystem has been designed to provide
tailored interfaces to meet the needs of different users - large
customers, SMEs, suppliers and colleagues - but each with a
consistent goal: to be quick and easy-to-use and to provide access
to our complete range of products and services.
Supported by the Brenda platform, HSS ProService allows us to
operate a market-leading, technologically-enabled acquisition model
at low cost, positioning us as an aggregator, differentiating us
from our peers and replacing a legacy manual process with an
advanced, automated digital system to improve the accuracy and
speed of conversion, driving customer loyalty and enquiry
volumes.
HSS Operations:
HSS Operations leverages our well established, national
distribution and engineering network to deliver upon the
relationships we build and the enquiries we generate through our
HSS ProService team.
Focused on customer service, utilisation and fulfilment rates,
HSS Operations makes sure our customers get the equipment they need
when and where they need it in the quickest, most efficient, way
possible. Operations acts as the largest single fulfilment solution
for ProService requirements, choosing to fulfil enquiries where it
is well placed from both a customer service and operational
efficiency perspective.
At the heart of HSS Operations is 'Spanner', our asset
management tool that automates the entire fulfilment process,
ensuring that all products are safe and in good working order for
our customers. As a 'circular economy' business, HSS Operations is
inherently sustainable and Spanner is the foundation of this,
prolonging the life-cycle of our equipment by ensuring that our
fleet is managed efficiently. In addition, when a piece of
equipment is returned, it is routinely tested and maintained to
ensure that its life-cycle is extended and our ROCE is maximised.
Finally, when equipment does reach the end of its life-cycle, it is
recycled or disposed of in a manner that minimises environmental
impact. When buying new fleet, our procurement process carefully
considers the sustainability credentials of products and this is
key to our decision-making process.
Alongside Spanner, we introduced Satalia Delivery - a tried and
tested third party routing and scheduling system - to our CDCs in
late 2021 to optimise the efficiency of our deliveries. Using
technology, and integrating seamlessly with our customer and driver
apps, Satalia Delivery examines all our orders to determine the
most effective way they can be fulfilled, outlining which drivers
should deliver which tools to each customer and by which route.
This improves our service by increasing the number of orders we can
fulfil in a day and provides our customers with more accurate
timeframes as to when they can expect their deliveries.
Importantly, it also reduces the time our vans spend on the road,
lowering fuel costs, reducing carbon emissions and improving our
sustainability as a business.
Working in unison, our Operations platforms ensure our customers
are provided with a seamless service, our colleagues have
easy-to-use systems to support their day-to-day work.
Our technology roadmap
Beyond the initial focus areas (see below) we will continue to
build our digital capabilities by accelerating our investment in
customer and supplier acquisition, utilising the data we collect
from our digital applications to better understand consumer
behaviour and improve fulfilment choices.
We will also leverage our technology to enter new verticals in
the building services sector, expanding our customer offering and
capitalising on converging customer and supplier needs.
Increasing automation underpins our growth plan, with our
digital platforms ensuring transactions are seamless and accurate,
reducing manual intervention and improving both customer and
supplier adoption.
In short, by utilising our technology and providing our
customers with the easiest, quickest and most accurate service in
the marketplace, we will continue to differentiate our offering and
become the 'go to' building services provider, growing our
business, our customer base and our market share.
Acting responsibly and sustainably
Health and Safety is our priority and, via the monthly Health
and Safety forums which I chair, I can see that our teams
consistently strive to keep themselves, their colleagues and our
customers safe at all times. We continue to make progress reporting
near misses and safety observations, and our colleagues have really
embraced the first of our four values: Make It Safe.
While we strive to act as a sustainable business (see our
sustainability report), our appointment of Sustainable Advantage to
conduct a review of our policies was in recognition of the fact
that there is always room for improvement.
At the end of the year, Sustainable Advantage provided us with a
comprehensive review and suggestions for development of our ESG
credentials. We are currently in the process of developing a new
approach and set of commitments and targets which are detailed
later in this report.
Our market
Following a period of uncertainty created by COVID-19 and the
associated reductions in demand and supply-side challenges, we saw
our market recover well. While the Group has no direct customer
exposure, recent tragic events in Ukraine have resulted in cost
inflation and supply chain disruptions. Our exposure to supply
chain disruption had already been mitigated through early ordering
of our current year's hire fleet requirements in the latter part of
2021 as well our Services business supply chain of 600+ partners
ensuring that we can continue to provide national availability. We
are offsetting cost pressure through targeted selling price
increases. We will continue to monitor the situation closely.
Outlook
To summarise, the business is in great shape and, with a high
performing team, leading technology, differentiated organisational
structure and strong balance sheet, we have all the elements in
place to begin a new chapter of sustainable growth.
We have started this already and in the first quarter of 2022
revenue is 13% ahead of prior year.
We continue to benefit from a differentiated position in an
attractive marketplace and as such, continuing historic performance
trends, we are targeting growth in our Services business segment of
10ppts above the market and our Rental business segment in line
with the market.
Steve Ashmore
Chief Executive Officer
TECHNOLOGY ROADMAP - FOCUS AREAS
With technology at the heart of our strategy and business model
and a key enabler to our growth, we have a clear technology roadmap
that will ensure we retain and build on our already differentiated
position, provide our customers, suppliers and colleagues with a
seamless, efficient and easy-to use service, and grow market
share.
The initial focus areas for our investment will be:
1. Continuing to develop the ProService platform for larger
customers, improving its features such as auto-approval and revised
order flow, customer push notifications and purchase order
validation capabilities.
2. Moving our hss.com website from Spanner to the Brenda
technology platform to provide our small customers with the same
benefits our large customers receive through the ProService
platform, giving them a quicker, easier-to-use system with
increased visibility of product availability.
3. Improving our supplier portal and the on-boarding of
suppliers to ensure they capitalise on the full benefits of the
system. These include the ability to quickly and easily respond to
enquiries, manage the equipment they have out on hire and optimise
their own utilisation by adjusting their catchment area and
pricing. Not only does this benefit our suppliers by improving
their efficiency but it also benefits our customers, enhancing
availability and response times.
4. Continuing the roll-out of our Satalia Delivery routing and
scheduling software to our CDCs to improve efficiency and reduce
the carbon impact of deliveries and collections.
Financial Review
Stronger balance sheet, well-positioned for growth
Financial highlights(1)
GBPm 2021 2020 Variance
------------------------- ---------- ------ ------ ---------
Revenue Rental 191.2 160.6 19.0%
-------------------------
Services 112.1 89.4 25.4%
Group 303.3 250.1 21.3%
------------------------------------ ------ ------ ---------
Contribution
(2) Rental 132.6 116.8 13.5%
-------------------------
Services 16.2 10.7 51.5%
Group 148.8 127.5 16.7%
------------------------------------ ------ ------ ---------
Adjusted EBITDA
(3) 69.8 59.6 17.2%
Adjusted EBITA
(3) 31.7 13.4 18.3
Operating profit/(loss)
(3) 34.5 (4.7) 39.2
------------------------------------- ------ ------ ---------
1 Results are for Continuing operations.
2 Contribution is defined as revenue less cost of sales
(excluding depreciation and exceptional items), distribution costs
and directly attributable costs (for each segment).
3 These measures are not reported on a segmental basis because
branch and selling costs, central costs and exceptional items
(non-finance) are allocated centrally rather than to each
reportable segment.
Overview
FY21 has been an excellent year for the Group, delivering
improved performance across all key financial measures and
successfully completing the strategy set out in 2017. This is
testament to the hard work and commitment demonstrated every day by
each and every colleague, especially given it was delivered against
the backdrop of the pandemic.
Our revenue, which is back to pre-pandemic levels, was
underpinned by continued technology development, including the
re-platforming of the business onto our HSS Pro system, and
efficient hire fleet investment, leveraging insight from our
various tools. This performance was also positive affirmation of
the operational changes made at the end of 2020 where we moved to a
lower variable cost and scalable model with our regional builders
merchant partners. These changes have delivered improved EBITA
margin.
Pleasingly, the balance sheet was materially strengthened with
the proceeds from the strategic business sales of Laois and All
Seasons Hire used to repay the Group's debt and enable an early
refinancing at materially lower interest costs. An important part
of these divestitures was the ongoing commercial agreement through
our technology-led, capital-light business, offering our customers
continued access to the broadest range of products. We are
delighted with the performance to date under these agreements. To
ensure comparability all commentary in this report is on a
continuing operations basis.
The combination of these actions resulted in the Group
delivering a significant increase in both adjusted EBITDA and EBITA
alongside a material reduction in net debt leverage to 1.5x (2020:
2.8x); the lowest level in the Group's history.
With our technology platforms in place and supported by a
flexible, low-cost, scalable operating model and strong balance
sheet, we are well-positioned for the next phase of growth.
Revenue
Group revenue grew by 21.3% to GBP303.3m (FY20: GBP250.1m) and
recovered back to pre-pandemic levels through effective strategy
execution. This is against a backdrop of COVID-19, including the
impact of stricter lockdowns in some territories in the early part
of 2021.
Group revenue growth is one of our KPIs as, combined with
estimates of market size and growth rates, it provides us with a
measure of our market share.
Segmental performance
Rental and related revenues
Our Rental revenues recovered throughout 2021 as we rolled out
HSS Pro, expanded the builders merchant network to 55, increased
hire fleet investment where customer demand and returns were strong
and COVID-19 restrictions were gradually eased. Revenues grew 19.0%
to GBP191.2m (FY20: GBP160.6m) and accounted for 63% of Revenue
(FY20: 64.2%). Rental and related revenues is one of our KPIs.
Contribution, defined as revenue less cost of sales (excluding
depreciation and exceptional items), distribution costs and
directly attributable costs, of GBP132.6m (FY20: GBP116.8m) was up
13.5%. Prior year benefited from GBP2.0m of COVID-19 support.
Services
Services revenues increased by 25.4% to GBP112.1m (FY20:
GBP89.4m), accounting for 37% (FY20: 35.7%) of Group revenues.
Customers continue to value the one-stop-shop that our Services
division provides and our technology platforms, supported by a
large network of supply chain partners, are making every
transaction even easier and therefore enabled exceptional growth in
the financial year.
Contribution from Services increased 51.5% to GBP16.2m (FY20:
GBP10.7m) as our scalable operating model more efficiently
connected customers and suppliers through technology.
Costs
Our cost analysis set out below is on a reported basis and
therefore includes exceptional costs, the most significant of which
are associated with the successful surrender of branches closed in
October 2020 (see note 4).
Our cost of sales increased by 17.1% to GBP146.3m (2020:
GBP124.9m) reflecting increased sales through our Services
division.
Distribution costs reduced to GBP21.9m (2020: GBP25.3m) with
reduced operating costs following the Group's operating network
changes in the latter part of 2020.
Administrative expenses were reduced by GBP12.2m, of which
GBP7.9m relates to the release of provisions and lease liability
held following the successful surrender of the branches closed in
October 2020 - refer to the exceptional items section of this
review for more detail.
Adjusted EBITDA and Adjusted EBITA
Our Adjusted EBITDA for 2021 was 17% higher at GBP69.8m (2020:
GBP59.6m) driven by improved revenue through our lower-cost
operating model. Adjusted EBITDA margin reduced 0.8pp to 23.0%
(2020: 23.8%) with the mix of the business moving more towards our
Services segment. Adjusted EBITDA and EBITDA margin are included in
our KPIs.
Our Adjusted EBITA increased GBP18.3m to GBP31.7m (2020:
GBP13.4m), a combination of improved EBITDA and reduced
depreciation on property (Right of Use assets, dilapidations and
leasehold enhancements) following the Group's network changes in
2020. This also reflects the impact of careful fleet management to
match demand at the height of the pandemic. Adjusted EBITA margin
increased 5.1pp to 10.4% (2020: 5.3%). Adjusted EBITA and EBITA
margin are included in our KPIs.
Other operating income
Total other operating income was GBP1.7m, principally due to
insurance proceeds following a successful claim under our business
interruption policy. This compares to GBP11.2m in 2020; mainly the
result of Government grant income via participation in the UK and
Irish Governments' furlough programmes (GBP9.2m), rate relief
grants (GBP0.6m) and insurance proceeds (GBP1.2m).
Operating profit
Our operating profit increased by GBP39.2m to GBP34.5m (2020:
operating loss GBP4.7m).
Exceptional items
Exceptional costs, excluding profit on disposal of discontinued
operations, totalled GBP1.9m.
Following the successful surrender of properties post the
network restructure in October 2020, lease liabilities, onerous
property costs and dilapidation provisions related to these
locations have been released resulting in an exceptional credit of
GBP7.9m.
This has been offset by costs expensed refinancing the Group
(GBP9.7m) comprising accelerated amortisation of original debt
issue costs, and prepayment penalties incurred on the early
settlement of the previous senior finance facility.
Restructuring costs of GBP0.6m were incurred as the Group
legally restructures to reflect the two core divisions of
ProService (sales acquisition) and HSS Operations (fulfilment) that
were introduced at the time of our H1 2021 results. This project
will complete later in 2022.
Profit on disposal of discontinued operations
We completed two strategic divestitures in 2021 realising a
profit on disposal of GBP41.2m. Laois Hire Services was sold in
April 2021 (profit: GBP3.2m) and All Seasons Hire in September 2021
(profit; GBP38.0m). The cash generated was used to further reduce
the Group's debt.
Finance costs
Net finance expense increased to GBP28.5m (2020: GBP25.0m). The
charge for the year included GBP9.7m of exceptional costs
associated with the early repayment of the Group's senior finance
facility as part of the successful refinancing completed in
November 2021. The new debt facility is lower in quantum and at
significantly reduced interest rates. As such ongoing finance
expenses will be materially reduced.
Taxation
The Group had a tax credit for the year of GBP1.2m (2020: tax
charge GBP42k), with a deferred tax credit offsetting tax paid in
the year.
Reported and adjusted earnings per share
Our basic and diluted earnings per share, both on a reported and
adjusted basis, stepped forward in 2021 from the loss per share in
2020, driven by the improved performance of the business. The
successful refinancing of the Group will result in a materially
reduced ongoing annual interest charge which will enhance EPS in
the future.
Capital expenditure
Additions to Intangible assets, Property, plant and equipment
and Right of Use hire equipment in the year were GBP34.2m (2020:
GBP24.6m). Investment in technology to support the strategic growth
of the business totalled GBP4.3m, up 30% on 2020. Investment in
hire fleet to support our Rental business was GBP27.1m (2020:
GBP19.0m) with decisions informed from our insight tools to
maximise returns.
Return on capital employed
Our ROCE for 2021 was 22.1%, an increase of 11.4pp over 2020.
The strong EBITA growth, including from our capital-light Services
business, underpinned this performance. ROCE is one of our
KPIs.
Trade and other receivables
Gross trade debtors increased 11% over 2020 as revenue recovered
throughout the financial year. A strong focus on cash collections
is core to the business and forms part of colleagues' objectives.
Despite this focus on collections, macroeconomic uncertainty
remains and as such we continue to provide at levels above the
historic loss rate. The situation will be kept under review moving
forward.
Provisions
Provisions reduced GBP9.8m to GBP23.8m (2020: GBP33.7m). The
vast majority of this reduction relates to the release of onerous
property cost and dilapidations provisions associated with
properties surrendered during the year. The balance relates to the
ongoing annual utilisation of the onerous contract provision
associated with Unipart, created in 2017.
Cash generated from operations
Cash generated from operating activities was GBP71.6m for FY21,
an increase of GBP15.6m compared to FY20. Materially increased
profitability supported by continued focus on working capital
management contributed to this improved performance.
Leverage and net debt
Net debt non-IFRS 16 (stated gross of issue costs) decreased by
GBP75.0m to GBP45.4m (2020: GBP120.4m) reflecting the strategic
divestitures during the year and continued trading performance. On
a reported basis net debt is GBP104.6m (2020: GBP194.6m). As at 1
January 2022 the Group had access to GBP78.1m (2020: GBP118.3m) of
combined liquidity from available cash and undrawn borrowing
facilities. With the significantly improved Adjusted EBITDA and
lower net debt, leverage reduced to 1.5x (2020: 2.8x). Leverage or
Net Debt Ratio is one of our KPIs.
Use of alternative performance measures to assess and monitor
performance
In addition to the statutory figures reported in accordance with
IFRS, we use alternative performance measures (APMs) to assess the
Group's ongoing performance. The main APMs we use are adjusted
EBITDA, adjusted EBITA, adjusted profit before tax, adjusted
earnings per share, leverage (or Net Debt Ratio) and ROCE, which,
with the exception of adjusted profit before tax, are included in
our KPIs.
We believe that Adjusted EBITDA, a widely used and reported
metric amongst listed and private companies, presents a 'cleaner'
view of the Group's operating profitability in each year by
excluding exceptional costs, finance costs, tax charges and
non-cash accounting elements such as depreciation and amortisation.
This metric was used in 2021 to calculate annual bonuses payable to
Executive Directors.
Additionally, analysts and investors assess our operating
profitability using the adjusted EBITA metric, which treats
depreciation charges as an operating cost to reflect the
capital-intensive nature of the sector in which we operate.
Analysts and investors also assess our earnings per share using
an adjusted earnings per share measure, calculated by dividing an
adjusted profit after tax by the weighted average number of shares
in issue over the period. This approach aims to show the implied
underlying earnings of the Group. The adjusted profit before tax
figure comprises the reported loss before tax of the business with
amortisation and exceptional costs added back. This amount is then
reduced by an illustrative tax charge at the prevailing rate of
corporation tax (currently 19%) to give an adjusted profit after
tax. Adjusted earnings per share is used as a performance metric
for the 2019 LTIP awards.
The calculation of Adjusted EBITDA and Adjusted EBITA can vary
between companies, and a reconciliation of Adjusted EBITDA and
Adjusted EBITA to operating profit/(loss) and adjusted profit
before tax to loss before tax is provided on the face of the
Group's income statement. A reconciliation of reported loss per
share to adjusted earnings per share is provided in note 33 to the
Financial Statements.
In accordance with broader market practice we comment on the
amount of net debt in the business by reference to leverage (or Net
Debt Ratio), which is the multiple of our Adjusted EBITDA that the
net debt represents. This metric was also used in the calculation
of annual bonuses payable to Executive Directors in 2021.
We use ROCE to assess the return (the Adjusted EBITA) that we
generate on the average tangible fixed assets and average working
capital employed in each year. We exclude all elements of net debt
from this calculation. This metric is also used as a performance
metric for the vesting of 2019 LTIP awards.
Paul Quested
Chief Financial Officer
Principal Risks and Uncertainties
Managing Risk and unCertainty
Effective risk management underpins everything we do at HSS and
is embedded within our culture as a business. We employ a
comprehensive risk management process to identify, assess and
mitigate risks to ensure we deliver on our strategic
objectives.
Ownership
The Board has overall responsibility for the business strategy
and managing the risk associated with its delivery, setting the
risk appetite, tolerance and culture to achieve goals. The Audit
Committee plays a key supporting role through monitoring the
effectiveness of risk management and the control environment,
reviewing and requesting deep dives on emerging risk areas and
through directing and reviewing independent assurance.
The Group's Executive Management Team (EMT) has overall
responsibility for day-to-day risk management. Mark Shirley, HSS's
Risk and Assurance Director, maintains the Group's Risk Register
which is reviewed in detail by the EMT on a quarterly basis with
changes to the risk landscape, assessment and mitigating actions
agreed.
Identification and assessment
Risks are identified through a variety of sources, both internal
and external, to ensure that developing risk themes are considered.
This process is focused on those risks which, if they occurred,
would have a material financial or reputational impact on the
Group.
Management identifies the controls in place for each risk and
assesses the impact and likelihood of the risk occurring, taking
into account the effect of these controls, with the result being
the residual risk. This assessment is compared with the Group's
risk appetite to determine whether further mitigating actions are
required.
All risks have an overall EMT owner responsible for the
day-to-day management. Health and safety is a key area in our
industry and as such it requires collective ownership to
continually improve. There is an established Health and Safety
Forum which is made up of the EMT, Operational MDs and the Risk and
Assurance Director, that meets bi-monthly (and more frequently if
required, e.g. during COVID-19) to review trends, incidents and
issues such as COVID-19.
Monitoring
The Risk and Assurance Director reports to the EMT and the
senior management team on a monthly basis to review the findings of
risk-based assurance activity. Risk-based assurance work is then
reported to the Audit Committee on a quarterly basis for
review.
How we manage risk
We adopt a 'Three Line of Defence' model for managing risk,
providing the Board and the EMT with assurance that risk is
appropriately managed. This is achieved by dividing
responsibilities as follows:
-- The first line of defence - functions that own and manage risk.
-- The second line of defence - functions that oversee or
specialise in risk management, compliance such as Health, Safety
Environment and Quality (HSEQ).
-- The third line of defence - functions that provide
independent assurance, in the HSS case primarily Internal Audit
(IA).
Culture and values
The Board is cognisant that risk management processes alone are
not enough to mitigate risk, and behaviour is a critical element in
risk management. The wellbeing of our colleagues, the drive and
skill set they bring and the training and environment we provide
are key to our success. These are underpinned in the HSS values
which are vital in us achieving our strategy as well as mitigating
the risks associated with it:
COVID-19
In 2021 the Group effectively implemented strategy and delivered
strong performance, all against the continued backdrop of the
COVID-19 pandemic. Keeping our colleagues and customers safe
remained paramount throughout the year with measures taken in 2020
maintained including flexible working for colleagues, COVID-19
safety procedures (which were subject to regular audit) above and
beyond government guidelines and click-and-collect capability. We
continue to monitor emerging variants and adapt policies and
procedures to ensure supply is not disrupted and all stakeholders
remain safe.
New risks in 2021
In 2021 we expanded our key risks from 9 to 11. We added
'Environment, Social and Governance' (ESG) recognising the
importance of working with all our stakeholders to drive a
sustainable end-to-end business with defined targets underpinned
with clear deliverable plans. 'Safety' and 'Legal and Regulatory
Requirements' were previously combined as one risk. We have now
separated out Safety as a standalone risk, reflecting its
importance to us and the effort and innovation that has gone into
improving our performance, for example introducing incident
reporting on mobile devices and increasing safety observations,
with colleagues challenging each other to keep everyone safe.
Ukraine conflict
The conflict is increasing macroeconomic risk in 2022 and will
be closely monitored for its effect on inflation, interest rates
and demand.
Measures will be put in place to minimise exposure as risk
evolves.
PRINCIPAL risks REVIEW
Key risk Description How we mitigate What we have done in 2021
and impact
1. Macro-economic The group's The group focuses Embedded our new lower
conditions sales and profits, on the 'fit-out, and flexible cost operating
either volume maintain and operate' model, which mitigates
Risk Movement: or price, are markets, which are against any downturn in
None adversely impacted less cyclical, less future demand. Trading
by any decline discretionary and via this model was in
Owner: in the macroeconomic have a large proportion line with 2019.
Steve Ashmore environment. of recurring spend. Strengthened the balance
(Chief Executive Covid-19 and Ongoing monitoring sheet by completing the
Officer) the Ukraine and modelling of strategic divestures of
conflict could performance, which LAOIS hire and all seasons
have a material is reviewed regularly hire, and successfully
impact on inflation, by the EMT. refinancing the group's
effecting demand debt.
and therefore Continued to consider
financial performance. via a reverse stress test
model the impact of covid-19
should there be further
lockdowns, each time
demonstrating
significant liquidity
and covenant headroom.
--------------------------- ------------------------------- ---------------------------------
2. Competitor A highly competitive Differentiated technology Further investment and
challenge and fragmented platforms including development in the group's
industry, with fully integrated technology capability
Risk Movement: the chance of customer app. including re-platforming
None increased competition National presence the business onto the
could result through customer HSS pro system.
Owner: in excess capacity distribution centres Expansion of the builders
Steve Gaskell therefore creating (CDCS), branches merchant network to 55
(Group Strategy pricing pressure and builders merchants. branches, increasing local
Director) and adverse Through the services presence in key markets.
impacts on planned business, the group Targeted investment in
growth. provides customers hire fleet based on demand
with access to a and returns, utilising
huge range of products insight capability.
and complementary
services such as
training courses.
--------------------------- ------------------------------- ---------------------------------
3. Strategy Failure to successfully A clearly defined The 2017 strategic plan
execution implement the and communicated was completed following
group's strategic strategic plan is the group's refinancing
Risk Movement: plans could in place. in November 2021.
None lead to lower Clear governance Delever the group: leverage
than forecast structure, with defined reduced from a high of
Owner: financial performance accountabilities. 4.8x to 0.8x (non-IFRS
Steve Gaskell both in terms Each strategic initiative 16) following the completion
(Group Strategy of revenue growth is sponsored by an of strategic divestures.
Director) and cost savings. EMT member. Transform the tool hire
Implementation of business: the new digitally-led,
projects is monitored lower-cost operating model
by the EMT including has been implemented with
resource allocation. performance back to pre-covid-19
Regular updates, levels.
including initiative-specific Strengthen the commercial
deep dives, provided proposition: continued
to the board. investment in technology
platforms and fast delivery
of improvements through
agile development. This
includes the re-platforming
of the business onto HSS
pro, making it easier
for colleagues and customers.
A new strategic plan and
targets are in development,
and will be published
during 2022.
--------------------------- ------------------------------- ---------------------------------
4. Customer The provision National reach and Ongoing engagement with
service of the group's presence through colleagues and customers,
expected service CDCS, branches, builders monitoring and acting
Risk Movement: levels depends merchants and online. on feedback as the technology
None on its ability Diverse range of develops, improving the
to efficiently rehire suppliers customer experience at
Owner: transport the provides ongoing pace.
Tom Shorten hire fleet across flexibility to ensure Introduction of new routing
(Chief Commercial the network continuity of supply and scheduling software
Officer) to ensure it for customers. for CDCS, improving operational
is in the right Clear business continuity efficiency and providing
place, at the plans to ensure continuity more accurate delivery
right time and of supply. windows for customers.
of the appropriate Extensive and continued Introduction of new engineering
quality. training to ensure processes, including storing
Any disruption testing and repair digital images to improve
in supply can quality standards quality, and continual
reduce revenue are maintained. colleague development.
and drive additional Audits and reporting
costs into the covering quality,
business. contracts and complaints.
Business accreditations
are maintained, including
iso 9001 providing
customers with confidence
in the quality of
the services provided.
--------------------------- ------------------------------- ---------------------------------
5. Third party A significant Third party rehire Further expansion of the
reliance amount of group suppliers are subject rehire supplier base in
revenue is derived to rigorous on-boarding 2021, ensuring availability
Risk Movement: from the services processes. of equipment for customers
None business which Each supplier is and mitigating against
is dependent subject to demanding risks caused by covid-19
Owner: on the performance service level agreements or broader supply chain
Tom Shorten of third party with performance issues.
(Chief Commercial service providers. monitored on an ongoing Strengthened relationships
Officer) Other third basis. with builders merchant
parties, such The wide and diverse partners. There are currently
as builders range of rehire suppliers 55 branches open through
merchants, are provides flexibility 17 partners.
an increasingly to select those who
important part meet required service
of the operational levels.
model. Extensive commercial
If any third and risk assessment
parties become process undertaken
unable or refuse before and after
to fulfil their entering into a relationship
obligations, with a builders merchant
or violate laws or opening a new
or regulations, location.
there could
be a negative
impact on the
group's operations
leading to an
adverse impact
on profitability
and reputation.
--------------------------- ------------------------------- ---------------------------------
6. IT Infrastructure The group requires Third party specialists Detailed third party review
an it system are used to assess commissioned to review
Risk Movement: that is appropriately the appropriateness cyber security and develop
None resourced to of it controls, including group's ongoing server
support the the risk of malicious upgrade strategy.
Owner: business. An or inadvertent security Cyber security improvements
Paul Quested it system malfunction attacks. implemented including
(Chief Financial may affect the Firewalls, antivirus the introduction of new
Officer) ability to manage software, endpoint software to reduce
operations and detection and clean spear-phishing
distribute hire up tools to protect risk, refreshed testing
equipment and against malicious protocols and colleague
service to customers, attempts to penetrate awareness and training
affecting revenue the business it environment programmes.
and reputation. and remove malware Enhanced it risk assessment
An internal or similar agents. tool introduced.
or external Procedures to update Ongoing resilience and
security attack supplier security penetration testing with
could lead to patches. prioritisation of any
a potential Regular disaster resultant actions through
loss of confidential recovery tests conducted the group's governance
information and appropriate back-up process.
and disruption servers to manage
to transactions the risk of primary
with customers server failure.
and suppliers. Cross-departmental
data governance team
to ensure that business
processes are, and
continue to be, adequate.
--------------------------- ------------------------------- ---------------------------------
7. Financial To deliver its Working capital management Strategic divestures of
strategic goals with cash collection LAOIS hire and all seasons
Risk Movement: the group must targets (which roll hire materially reduced
Decreasing have access up into our net debt the group's net debt and
to funding at kpi). leverage. This improved
Owner: a reasonable Extensive credit balance sheet position
Paul Quested cost. checking for account enabled the group to refinance
(Chief Financial Some customers customers with strict at a materially lower
Officer) may be unwilling credit control over interest cost of c.GBP3.0m
or unable to a diversified customer (fy20: GBP16.3m).
fulfil the terms base. Technology enhancements
of their rental Credit insurance to the group's dispute
agreements. in place to minimise management modules improved
Bad debts and exposure to larger the efficiency in ensuring
credit losses customer default invoices are paid when
can arise due risk. they fall due.
to service issues Investigation team The vast majority of dark
or fraud. focused on minimising store leases were surrendered
Unauthorised, group's exposure during 2021. There are
incorrect or to fraud. currently eight onerous
fraudulent payments Clearly defined authorisation locations with a liability
may lead to matrix governing over the next five years
financial loss payments and amendments. of GBP0.8m.
or delays which
could affect
relationships
with suppliers
and lead to
a disruption
in supply.
--------------------------- ------------------------------- ---------------------------------
8. Inability The group needs Market rates are Colleague wellbeing and
to attract, to ensure the regularly benchmarked mental health activity
train and appropriate to ensure competitive has been prioritised,
retain personnel human resources pay and benefits especially with the backdrop
are in place packages. of the pandemic and increased
Risk Movement: to support the Training for colleagues homeworking.
Increasing existing and is provided at all A number of initiatives
future growth levels to build capability have been established
Owner: of the business. and improve compliance. to attract and retain
Max Morgan Failure to attract Training is role-related certain critical skills,
(Group HR and retain the and behaviour focused, for example earn as you
Director) necessary high-performing via blended learning. learn schemes.
colleagues could Colleague engagement Recruitment programmes
adversely impact surveys are conducted, reintroduced working with
financial performance. with actions taken the prison service and
as a result of feedback. social enterprises (e.g.
Ex-military personnel).
--------------------------- ------------------------------- ---------------------------------
9. Legal Failure to comply Robust governance Ongoing review of relevant
and regulatory with laws or is maintained within compliance requirements
requirements regulation, the group including including development
leading to material a strong financial of anti-competition e-learning
Risk Movement: misstatement structure, assurance training programmes and
None and potential provision from internal its roll-out to all sales
legal, financial and external audit, colleagues.
Owner: and reputational and employment of Refresher training completed
Daniel Joll liabilities internal specialist by colleagues on anti-bribery,
(General Counsel) for non-compliance. expertise supported modern slavery, tax evasion
by suitably qualified and data protection.
and experienced external
practitioners.
Training and awareness
programmes, focusing
on anti-bribery,
anti-modern slavery,
anti-facilitation
of tax evasion and
data protection legislation.
Whistleblowing process
in place providing
colleagues with the
ability to raise
non-compliance issues.
--------------------------- ------------------------------- ---------------------------------
10. Safety The group operates Clear health and A range of covid-19 measures
in industries safety policy with were in operation throughout
Risk Movement: where safety ongoing risk management 2021. These were continually
New is paramount and monitoring of risk-reviewed and flexed
for colleagues, accidents and incidents. in line with changes to
Owner: customers and Health and safety the business and government
(previously the general leadership forum advice, including in response
included within public. chaired by the CEO to the omicron variant.
Safety, Legal Failure to maintain and comprising senior Risk assessments were
And Regulatory high safety managers with responsibility undertaken for all colleagues
Requirements) standards could for setting direction with an element of home
lead to the and monitoring progress. working, to check on physical
Owner: risk of serious Fully skilled hseq and mental wellbeing.
Steve Ashmore injury or death. team and an internal A new mobile technology
(Chief Executive) group investigation enabled incident reporting
team providing assurance portal has been established
and support. to improve on the already
Mandatory training high level of safety
programmes for higher observations
risk for activities. - these have a key role
The group is iso in reducing accidents.
45001 health and Creation of a senior hseq
safety accredited. role to enhance accident
investigation and resulting
insight.
Increased focus on awareness
communication across the
group.
--------------------------- ------------------------------- ---------------------------------
11. Environmental, If the group The group has a comprehensive Energy carbon emissions
social and fails to set set of procedures reduced 91% compared to
governance and meet appropriate in place to minimise 2020 and are now 97% lower
(ESG) ESG goals, there adverse environmental than 2016.
may be an adverse impact including While the group has continually
Risk Movement: reputational procurement of electricity improved performance year
New impact with from renewable sources, on year, we recognise
stakeholders third party monitoring the need to set scientifically
Owner: and limit ability of utility consumption based environmental targets
Steve Gaskell to trade with and waste management. to become net zero.
(Group Strategy customers. This Procedures are in External consultants were
Director) could result place to manage social engaged from the start
in revenue reduction, and governance risks, of q4 fy21 to support
deterring people many of which are the group set targets
from joining covered in key risks and develop milestones
the business 8, 9 and 10. within a coherent delivery
and limit attractiveness The group is iso plan. This will be governed
to investors. 140001 environmental by a senior ESG forum
management accredited. led by the CEO.
--------------------------- ------------------------------- ---------------------------------
Environmental, social and governance
Accelerating our sustainability strategy
CEO introduction
At HSS we have a strong desire to operate responsibly and
sustainably, and with the best interests of our stakeholders and
the planet in mind.
In recent years we have continued to make significant progress
with ESG across several areas, including colleague engagement and
welfare, health and safety and year on year reductions in energy
carbon emissions. In 2021 we decided to take stock of our progress,
engaging with a specialist sustainability consultant to review our
ESG credentials and help us create an ESG strategy for our
business.
In Q4 2021 we appointed Sustainable Advantage to carry out a
comprehensive assessment of our ESG activity and provide
recommendations of where we could improve. As part of this work
Sustainable Advantage have recently conducted a materiality
assessment on our behalf to understand our stakeholders'
requirements. They have also completed a thorough analysis of our
carbon footprint, including scope 3, and have advised us on how to
reduce gross emissions further. The conclusion of this work is an
ESG strategy, incorporating new objectives including a net zero
target.
As we embark on an exciting new phase of growth, I am also
looking forward to seeing the positive impact our new ESG strategy
will have on all our stakeholders and ultimately the contribution
we make to the global challenge of climate change.
Steve Ashmore
CEO
Our people
The guiding principles of how our colleagues operate are set by
our corporate values, all of which are underpinned by an ethos of
sustainability:
MAKE IT SAFE
-- Safety comes first, always!
-- Think safe, work safe, home safe.
MAKE IT HAPPEN
-- No job is too big or too small, we do what it takes to get things done.
-- We do our best for our customers and our business.
MAKE IT BETTER
-- We're excited about what's next.
-- We're focused on making things better, brighter and fit for our future.
MAKE IT TOGETHER
-- We're like a family and we've all got each other's backs.
-- We celebrate success, work well as a team, and have fun along the way.
In 2021 we continued our commitment to supporting, engaging and
protecting our colleagues, and made advances in many areas
including health and safety, wellbeing, personal development and
colleague engagement.
COVID-19
Throughout 2021, our priority was to "Make It Safe" for our
colleagues during the ongoing COVID-19 pandemic. We continued to
operate the COVID-19 protocols introduced in 2020 which are
outlined in our HSS COVID-19 colleague handbook.
We made our new hybrid-working model permanent in 2021, giving
colleagues flexibility to work from home. This also enabled us to
relocate our head office in Manchester to a smaller site with
improved facilities for colleagues. Our new head office facilitates
collaboration between colleagues whether at home or in the office,
via a combination of physical meeting spaces and technology that
connects colleagues in different locations.
In Q1 2021 we rolled out our HSS Pro technology platform to our
sales colleagues, giving them the flexibility to work remotely
whilst also improving our efficiency in serving our customers.
To support our colleagues working from home, remote working
packages were provided containing practical advice and support. We
also carry out regular workplace assessments to ensure our
colleagues are properly supported.
Against the backdrop of the pandemic, communication was also key
in ensuring our colleagues across the business remained up to date
with changes to our policies as government guidelines around
self-isolation continued to develop. Regular communication through
bulletins, emails, WhatsApp groups, our annual colleague roadshow,
working from home welfare calls, and our CEO blog helped support
this while also ensuring our colleagues felt part of one cohesive
business and not isolated. It was important, however, that
conversation was two-way, with management engaging with colleagues
to ask them their opinions and ensure that the Board remained
cognisant of colleague concerns so they could be addressed.
Health and safety
As well as protecting our colleagues from COVID-19, keeping our
colleagues safe and well in their day-to-day work remains
fundamental to our success as a business. It is why 'Make It Safe'
is the first of our values. We have seen continued low levels of
RIDDOR accidents with just 5 in 2021. While this is a significant
improvement on pre-COVID-19 levels, we regard any accident as one
too many. Accordingly, we implemented additional health and safety
initiatives in 2021 including an increased focus on safety
observations and new training materials such as safety videos and
safety flipbooks for our drivers.
We also held a dedicated 'Health and Safety Month' in December
which focused on a different health and safety topic each week. We
continued to hold CEO-led health and safety forums to maintain a
collaborative approach and ensure colleagues from all levels of the
business give suggestions on how to improve our company-wide health
and safety procedures.
To complement our internal initiatives, we launched a number of
external health and safety projects including undertaking an
International Powered Access Federation (IPAF) review, the result
of which saw us receive an IPAF Rental+ silver safety award for the
first time.
Responsibility for our colleagues extends beyond accidents, with
employee wellbeing equally important to our "Make It Safe" value.
Our wellbeing agenda is based around three core pillars - financial
wellbeing, physical wellbeing and mental health - and each month,
an expert in their field hosts a webinar to provide colleagues with
useful information to support their wellbeing. For example, in
January, we had an expert nutritionist host a bespoke session for
our colleagues focused on nutrition and healthy living. The topics
for discussion are informed by our monthly Employee Assistance
Programme (EAP) reports, our forums and our other engagement
activities. For example, following feedback from the Women's
Networking Group, in 2022 we will be increasing focus on menopause
and fertility, providing additional support in these areas as well
as re-thinking our family- friendly policies.
Our health and safety initiatives are supported by our learning
and development programme (see 'colleague development' section,
below) with qualified first-aider and responder mental health
training delivered in collaboration with St John's Ambulance.
Colleague development
To support our 'Make It Happen' and 'Make It Better' values,
colleague development is a central element of our activity. It
ensures our colleagues can provide customers with unrivalled
service and provides our colleagues with an engaging and fulfilling
place to work. Our Learning and Development (L&D) team utilises
a variety of tools to support this. Along with specific training
modules for certain subjects such as health and safety and
diversity, we offer a range of structured training programmes to
foster talent, engage colleagues and build careers. We have also
adapted many training courses taking on a blended in-person and
virtual approach.
Our apprenticeship programme gives current and future colleagues
the opportunity to take the next step in their career, whether that
be through our early career development partnership with Reaseheath
College, or our advanced in-role schemes which offer technical and
managerial development in a range of areas, from customer services
to IT to coaching. In addition, we provide ongoing Continued
Development Programmes to address the changing world of business,
such as more effective management in the age of permanent hybrid
working. We are also currently trialling an 'Earn As You Learn'
scheme with our drivers to encourage upskilling and hope to roll
the scheme out in our engineering community with a view to
expanding further beyond that.
At the heart of our Learning & Development programmes is our
e-learning platform, LearningLab, and our dedicated HSS L&D
intranet page, which offer colleagues a wealth of resources and
information to support their development, allowing them to learn
remotely at a time that is suitable for them.
The success of our learning and development programme is
dependent on colleague engagement - therefore, we always collect
anonymous feedback following each session and conduct pulse surveys
at the conclusion of each course.
Our annual engagement survey acts as a consistent signpost to
inform our policies. Last year we saw the opportunity to improve
'My Manager' scores and following a series of development
initiatives for managers in 2021, we have been pleased to see a
significant improvement in scores in this area in our latest
engagement survey.
Colleague engagement
A key indicator of colleague wellbeing in the workplace is our
annual engagement survey. Our latest survey carried out in February
2022 showed further improvement in colleague engagement, which has
now risen four times in a row since our first survey in FY16. Our
latest score of 76.1% is up on 75.0% from the prior year and is
significantly higher than the national average of 61%. The score is
a good reflection of our workforce with over 80% of colleagues
answering the survey once again.
One area that saw a significant increase, up 4ppts, was 'My
Manager', which is very pleasing to see following the focus we put
on training and developing our managers in 2021.
Diversity and inclusion
Our approach to diversity and inclusion is led by our commitment
to open dialogue with our colleagues. We believe that there is
always progress to be made in this area and we therefore encourage
engagement at all levels of the business to make HSS a more
inclusive company.
This engagement has involved a number of initiatives that are
pushing the Company forward and enhancing the colleague experience.
For example the Women's Networking Group, which brings together
women at all levels of seniority to discuss their experiences and
how they believe HSS can improve its approach to diversity and
attracting women to a traditionally male dominated industry. We
maintain a constant thread of diversity and inclusion throughout
all training programmes, from induction to apprenticeships. Our
2021 median pay gap was -6.9% (2020 -1.01%).
Our colleague engagement has laid the groundwork for the future,
helping us update our Diversity, Equity and Inclusion (DE&I)
learning programmes.
Our communities
In line with our values, we are committed to giving back to the
communities we work in. We are a corporate partner of the
Lighthouse Club (an organisation which provides mental, financial,
and medical support for construction industry workers and their
families) and in 2021 we raised funds through several charity
events and initiatives.
Our relationship with the charities we support is reciprocal and
extends beyond simply raising money. We regularly engage with the
Lighthouse Club and men's mental health charity, Andy's Man Club,
both of which have hosted webinars to support our colleagues as
part of our wellbeing agenda.
At a local level, we're proud to say our colleagues regularly
support local community initiatives in their area: for example, our
Onsite team collaborated with Sir Robert McAlpine to support a
local food bank, with the wider business supporting the cause
through raising donations.
The environment
Approach
As a circular economy business, tool hire is inherently
sustainable, ensuring that a single piece of equipment is reused
multiple times by multiple clients during its life-cycle. We help
our customers reduce their carbon footprint through hire, but we
are very conscious that there is much more we can do, not just with
our customers but with our suppliers too. It was with this in mind
that we engaged Sustainable Advantage to work with us towards the
end of 2021 to help us accelerate our ESG strategy, and this
project has led to a new set of objectives which are outlined
later. Progress has been made in 2021 across several key areas:
Responsible waste management
We have made good progress in disposing of our waste in a
responsible manner, thanks to our continuous relationship with
Biffa. In 2021, Biffa disposed of 985.3 tonnes of waste for us
(2020 - 937.5 tonnes), diverting 88% from landfill. Our hazardous
waste disposal partner, Slicker, ensured that items like waste oils
are recovered, reused or converted into electricity in accordance
with their zero landfill policy. Across HSS, 27,900 litres of waste
oil was collected. We have also achieved 57% Waste to Energy, 1%
Reuse, 2% Processed Fuel Oil and 30% Recycling.
Energy and emissions
Through our partnership with Maloney Associates, we maintain a
robust approach to monitoring our energy and emissions and, in
2021, building energy carbon emissions reduced 91% compared to 2020
and are now 97% lower than in 2016. We have moved to 100% sourced
renewable electricity at all our sites in England, Wales and
Scotland and are targeting to do the same in Ireland this coming
year.
As part of the Streamlined Energy and Carbon Reporting (SECR)
framework, the total UK energy use for HSS totals 48,325,397 kWh
for the period 1 January to 31 December 2021 (2020 - 49,167,771
kWh). This includes our built environment, transport, and process
fuel energy. Total emissions expressed as a percentage of revenue
is a Group KPI. We utilise the Greenhouse Gas Protocol Corporate
Accounting and Reporting Standard to fulfil the reporting
requirements around energy and emissions. This includes DEFRA
conversion factors to calculate Greenhouse Gas (GHG) emission
disclosures. The extent of the GHG reporting boundary comprises of
all building, transport and process emissions within the three
reporting scopes.
We continue to reduce the carbon footprint of our company car
fleet with 24% of our fleet now electrified in some way, and that
number set to increase significantly as we replace older models
next year. All our commercial vehicles are now a minimum of Euro 6
standard and we have reduced idling through a driver education
program and the adoption of anti-idling technology in new vehicles.
All commercial vehicles are also fitted with telematics which were
updated in 2021 to provide additional information on driver
behaviours and fuel consumption. Looking forward, we have recently
launched a trial of Hydrotreated Vegetable Oil (HVO) as a fuel for
a small number of vehicles and we are exploring a range of larger
electric delivery vehicles, including trucks. Our Electric Vehicle
(EV) loan scheme, by which colleagues can try out an EV for a
limited period before deciding on their permanent company vehicle,
has proven popular and we expect to see greater take-up next year
as many drivers near the end of their current leases. To support
this, we have introduced charging points at our head office and
will increase the number of these this year across our CDCs.
Our new route optimisation system, Satalia, which we rolled out
at the end of 2021, is expected to reduce our mileage per job and
we look forward to seeing the associated reduction in carbon as
this technology embeds in 2022.
Our future plans
Our future plans for sustainability have been informed by the
ongoing project carried out in partnership with Sustainable
Advantage which has involved five stages:
1. ESG Benchmarking Review
2. Materiality Assessment
3. Net Zero Analysis
4. Objective Setting
5. ESG Impact Report
Benchmarking Review
Sustainable Advantage carried out a comprehensive benchmarking
review in Q4 2021 involving 62 areas that cover Environment,
Social, Governance and ESG Integration.
Our overall score put us in their top category of 'Excellent'
which accounts for the top 10% of companies they have
benchmarked.
Following their review they made a series of recommendations in
many areas, which we have since made commitments against. In
January 2022 we set up an ESG committee to ensure that we meet
these commitments and improve our scores across all areas.
Materiality Assessment
Stage 2 of this ESG project has been to carry out a materiality
assessment to gauge the ESG requirements of our colleagues,
customers, suppliers, our Board and our biggest shareholders. This
materiality assessment was concluded in March 2022 and has informed
our new set of ESG objectives. The results of these surveys will
continue to inform our ESG priorities and activity throughout
2022.
Net Zero Analysis
We decided to carry out a comprehensive independent analysis of
our Scope 1, 2 and 3 carbon emissions across the HSS Group.
Following the conclusion of this work, we have clear and realistic
goals for reducing our gross emissions over the coming years which
has culminated in the net zero pledge outlined in our ESG
Objectives.
ESG Impact Report
Following the comprehensive work in stages 1-3 we will publish
our first ever ESG Impact Report in Q2 2022. This will showcase the
progress we have made and set out our plan going forward. The
report will also confirm our objectives for 2025 and beyond.
ESG objectives
The culmination of these five areas of activity now means we
have a very clear ESG plan and well defined objectives.
Our key objectives include:
1. Net Zero pledge by 2040
2. Submit science-based targets in 2022
3. 40% of company cars and vans electric by 2025
4. 10% of commercial fleet (HGVs) electric or other low-carbon technology by 2025
5. 16% of fuel through ABird and Apex generators is HVO (or other low-carbon fuel) by 2025
6. 6% of orders for large generators are fulfilled by low-carbon
products (e.g. hybrid machines) by 2025
7. 100% of electricity is sourced from renewable providers
8. Achieve 95% zero waste to landfill by 2025
9. Achieve ISO 50001: 2018 accreditation for Energy Management
10. All products in our fleet to have 'Eco' classification and
credentials, and 20% of capex is spent on 'Eco' products by
2025
11. Targeting a zero RIDDOR environment by 2025
12. Adoption of the following UN Sustainable Development Goals
by the end of 2022:
SDG3: Good Health and Wellbeing
SDG7: Affordable and Clean Energy
SDG8: Decent Work & Economic Growth
SDG9: Industry, Innovation and Infrastructure
SDG12: Responsible Consumption & Production
SDG13: Climate Action
13. Adoption of the TCFD reporting framework by Q1 2023
In addition, we have various ESG activities in 2022, including
the creation of an ESG policy, a community investment policy, a gap
analysis against the Government's Social Value model, creation of a
CEO-led ESG forum (akin to our successful H&S forum), new
carbon reporting for customers, enhanced ESG integration with
suppliers and improved DE&I reporting.
In summary, we have a clear ESG plan, a defined set of
objectives and a management framework that ensures we will
accelerate the progress we have made in all areas of
sustainability.
Consolidated Income Statement
For the year ended 1 January 2022
Year ended
Year ended 26 December
1 January 2020
2022 Restated
(1)
Note GBP000s GBP000s
----------------------------------------------- ------ ----------- -------------
Revenue 2 303,269 250,063
Cost of sales (146,271) (124,881)
Gross profit 156,998 125,182
----------------------------------------------- ------ ----------- -------------
Distribution costs (21,915) (25,312)
Administrative expenses (100,435) (112,606)
Impairment losses on trade receivables and
contract assets (2) 11 (1,835) (3,085)
Other operating income 3 1,708 11,150
Adjusted EBITDA 2 69,777 59,560
Less: Depreciation (38,120) (46,193)
----------------------------------------------- ------ ----------- -------------
Adjusted EBITA 31,657 13,367
Less: Exceptional items (non-finance) 4 8,039 (13,016)
Less: Amortisation 8 (5,175) (5,022)
----------------------------------------------- ------ ----------- -------------
Operating profit/(loss) 34,521 (4,671)
----------------------------------------------- ------ ----------- -------------
Finance expense 5 (28,455) (24,968)
Adjusted profit/(loss) before tax 13,147 (11,228)
Less: exceptional items (non-finance) 4 8,039 (13,016)
Less: exceptional items (finance) 4 (9,945) (373)
Less: amortisation 8 (5,175) (5,022)
----------------------------------------------- ------ ----------- -------------
Profit/(loss) before tax 6,066 (29,639)
----------------------------------------------- ------ ----------- -------------
Income tax credit/(charge) 6 1,239 (42)
----------------------------------------------- ------ ----------- -------------
Profit/(loss) from continuing operations 7,305 (29,681)
----------------------------------------------- ------ ----------- -------------
Profit on disposal of discontinued operations 4, 17 41,242 -
Profit from discontinued operations, net of
tax (1) 17 5,179 6,100
----------------------------------------------- ------ ----------- -------------
Profit/(loss) for the financial period 53,726 (23,581)
----------------------------------------------- ------ ----------- -------------
Earnings/(loss) per share (pence)
Continuing operations
Basic earnings/(loss) per share 7 1.05 (15.13)
Diluted earnings/(loss) per share 7 1.02 (15.13)
Adjusted basic earnings/(loss) per share (3) 7 1.52 (4.64)
Adjusted diluted earnings/(loss) per share
(3) 7 1.49 (4.64)
Continuing and discontinued operations
Basic earnings/(loss) per share 7 7.71 (12.02)
Diluted earnings/(loss) per share 7 7.52 (12.02)
Adjusted basic earnings/(loss) per share (3) 7 2.15 (2.03)
Adjusted diluted earnings/(loss) per share
(3) 7 2.11 (2.03)
----------------------------------------------- ------ ----------- -------------
1 As required by IFRS 5 Non-current Assets Held for Sale and
Discontinued Operations, the income statement and related notes for
the prior year have been restated to separately present the results
of discontinued operations.
2 Impairment losses on trade receivables and contract assets, as
determined in accordance with IFRS 9 Financial Instruments,
previously included in administration expenses have been shown
separately.
3 Adjusted earnings/(loss) per share is defined as profit before
tax with amortisation and exceptional costs added back less tax at
the prevailing rate of corporation tax divided by the weighted
average number of ordinary shares.
Consolidated Statement of Comprehensive Income
For the year ended 1 January 2022
Year ended Year ended
1 January 26 December
2022 2020
GBP000s GBP000s
------------------------------------------------------- ----------- -------------
Profit/(loss) for the financial period 53,726 (23,581)
Items that may be reclassified to profit or loss:
Foreign currency translation differences arising
on consolidation of foreign operations (720) 617
Foreign currency reserve disposal as part of business (49) -
divestiture (note 17)
Gains arising on cash flow hedges - 306
------------------------------------------------------- ----------- -------------
Other comprehensive (loss)/gain for the period,
net of tax (769) 923
------------------------------------------------------- ----------- -------------
Total comprehensive profit/(loss) for the period 52,957 (22,658)
------------------------------------------------------- ----------- -------------
Attributable to owners of the company 52,957 (22,658)
------------------------------------------------------- ----------- -------------
Consolidated Statement of Financial Position
For the year ended 1 January 2022
Year ended
Year ended 26 December
1 January 2020
2022 Restated
(1)
Note GBP000s GBP000s
-------------------------------------- ----- ----------- -------------
ASSETS
Non-current assets
Intangible assets 8 147,648 158,498
Property, plant and equipment
Hire equipment (1) 9 44,332 50,429
Non-hire assets 9 15,605 17,946
Right of use assets
Hire equipment (1) 10 20,651 20,576
Non-hire assets 10 55,329 62,912
Deferred tax asset 2,404 -
-------------------------------------- ----- ----------- -------------
285,969 310,361
Current assets
Inventories 2,682 3,183
Trade and other receivables 11 78,680 75,880
Cash and cash equivalents 42,269 97,573
-------------------------------------- ----- ----------- -------------
123,631 176,636
Total assets 409,600 486,997
-------------------------------------- ----- ----------- -------------
LIABILITIES
Current liabilities
Trade and other payables 12 (78,704) (61,821)
Lease liabilities 13 (19,310) (23,395)
Borrowings 14 - (15,000)
Provisions 15 (4,713) (7,448)
Current tax liabilities (293) (1)
-------------------------------------- ----- ----------- -------------
(103,020) (107,665)
Non-current liabilities
Lease liabilities 13 (57,255) (66,177)
Borrowings 14 (68,166) (179,099)
Provisions 15 (19,110) (26,206)
Deferred tax liabilities (148) (260)
-------------------------------------- ----- ----------- -------------
(144,679) (271,742)
Total liabilities (247,699) (379,407)
-------------------------------------- ----- ----------- -------------
Net assets 161,901 107,590
-------------------------------------- ----- ----------- -------------
EQUITY
Share capital 16 7,050 6,965
Share premium 16 45,552 45,580
Warrant reserves - 2,694
Merger reserve 97,780 97,780
Foreign exchange translation reserve (754) 15
Retained earnings/(deficit) 12,273 (45,444)
-------------------------------------- ----- ----------- -------------
Total equity 161,901 107,590
-------------------------------------- ----- ----------- -------------
1 Leased assets transferred to right-of-use assets on adoption
of IFRS16 were overstated in the prior year due to the inclusion of
expired leases. These have been re-presented as owned assets. The
net book value of the assets as at 26 December 2020 was GBP6.4m -
there is no impact to total non-current assets.
The Financial Statements were approved and authorised for issue
by the Board of Directors on 27 April 2022 and were signed on its
behalf by:
P Quested
Director
27 April 2022
Consolidated Statement of Changes in Equity
For the year ended 1 January 2022
Foreign Cash
exchange flow Retained
Share Share Warrant Merger translation hedging earnings/ Total
capital premium reserve Reserve reserve reserve (deficit) Equity
GBP000s GBP000s GBP000s GBP000s GBP000s GBP000s GBP000s GBP000s
------------------------ --------- --------- --------- --------- ------------- --------- ----------- ---------
At 27 December 2020 6,965 45,580 2,694 97,780 15 - (45,444) 107,590
Profit for the period - - - - - - 53,726 53,726
Foreign currency
translation
differences arising on
consolidation of
foreign
operations - - - - (720) - - (720)
Foreign currency
reserve
disposal as part of
business
divestiture (note 17) - - - - (49) - - (49)
------------------------ --------- --------- --------- --------- ------------- --------- ----------- ---------
Total comprehensive
(loss)/profit
for the period - - - - (769) - 53,726 52,957
------------------------ --------- --------- --------- --------- ------------- --------- ----------- ---------
Transactions with
owners
recorded
directly in equity
Warrants exercised 85 - (2,694) - - - 2,694 85
2020 share issue cost - (28) - - - - - (28)
Share-based payment
charge - - - - - - 1,374 1,374
Share-based payment
transfer
to reserves - - - - - - (77) (77)
------------------------ --------- --------- --------- --------- ------------- --------- ----------- ---------
At 1 January 2022 7,050 45,552 - 97,780 (754) - 12,273 161,901
------------------------ --------- --------- --------- --------- ------------- --------- ----------- ---------
Foreign Cash
exchange flow Retained
Share Share Warrant Merger translation hedging earnings/ Total
capital premium reserve Reserve reserve reserve (deficit) Equity
GBP000s GBP000s GBP000s GBP000s GBP000s GBP000s GBP000s GBP000s
------------------------ --------- --------- --------- --------- ------------- --------- ----------- ---------
At 29 December 2019 1,702 - 2,694 97,780 (602) (306) (22,316) 78,952
Loss for the period - - - - - - (23,581) (23,581)
Foreign currency
translation
differences arising on
consolidation of
foreign
operations - - - - 617 - - 617
Hedging of financial
instruments - - - - - 306 - 306
------------------------ --------- --------- --------- --------- ------------- --------- ----------- ---------
Total comprehensive
profit/(loss)
for the period - - - - 617 306 (23,581) (22,658)
------------------------ --------- --------- --------- --------- ------------- --------- ----------- ---------
Transactions with
owners
recorded directly in
equity
Share issue 5,263 45,580 - - - - - 50,843
Share-based payment
charge - - - - - - 453 453
------------------------ --------- --------- --------- --------- ------------- --------- ----------- ---------
At 26 December 2020 6,965 45,580 2,694 97,780 15 - (45,444) 107,590
------------------------ --------- --------- --------- --------- ------------- --------- ----------- ---------
Consolidated Statement of Cash Flows
For the year ended 1 January 2022
Year ended Year ended
1 January 26 December
2022 2020
Note GBP000s GBP000s
----------------------------------------------------------- ----- ----------- -------------
Profit/(loss) after income tax 53,726 (23,581)
Adjustments for:
- Tax 6 (1,156) 15
- Profit on disposal of discontinued operations 17 (41,242) -
- Amortisation 5,310 5,197
- Depreciation 36,128 44,709
- Accelerated depreciation relating to hire
stock customer losses and hire stock write-offs 3,761 4,727
- Impairment of property, plant and equipment
and right of use assets 497 11,557
- Disposal of sub-lease - 59
- Loss on disposal of property, plant and equipment
and right of use assets 2 2,110
- Lease disposals 13 (6,222) (4,012)
- Capital element of receipts from net investment
in sublease 311 356
- Rent concessions 13 - (996)
- Share-based payment charge 1,374 453
- Foreign exchange (gains)/loss on operating
activities (506) 535
- Finance expense 5 28,527 25,065
Changes in working capital (excluding the effects
of disposals and exchange differences on consolidation):
- Inventories 252 552
- Trade and other receivables 11 (6,999) 9,845
- Trade and other payables 12 23,671 (1,780)
- Provisions 15 (8,401) (5,181)
----------------------------------------------------------- ----- ----------- -------------
Net cash flows from operating activities before
purchase of hire equipment 89,033 69,630
Purchase of hire equipment 9 (17,468) (13,673)
----------------------------------------------------------- ----- ----------- -------------
Cash generated from operating activities 71,565 55,957
Interest paid (26,628) (22,052)
Income tax (paid)/received (779) 552
----------------------------------------------------------- ----- ----------- -------------
Net cash generated from operating activities 44,158 34,457
Cash flows from investing activities
Proceeds from disposal of business, net of
cash disposed of 17 62,813 -
Proceeds from disposal of assets as part of
business divestiture 17 526 -
Purchases of non-hire property, plant, equipment 8,
and software 9 (6,651) (5,814)
----------------------------------------------------------- ----- ----------- -------------
Net cash generated from/(used by) investing
activities 56,688 (5,814)
Cash flows from financing activities
(Costs associated with)/proceeds from capital
raise (net of share issue costs paid) (1,471) 52,335
Proceeds from borrowings (third parties) 14 70,000 17,200
Facility arrangement fees 14 (1,946) -
Repayment of borrowings 14 (199,182) -
Capital element of lease liability payments 13 (23,551) (23,263)
----------------------------------------------------------- ----- ----------- -------------
Net cash (paid)/received from financing activities (156,150) 46,272
Net (decrease)/increase in cash (55,304) 74,915
Cash at the start of the year 97,573 22,658
Cash at the end of the year - continuing operations 42,269 94,978
Cash at the end of the year - discontinued
operations - 2,595
Cash at the end of the year 42,269 97,573
----------------------------------------------------------- ----- ----------- -------------
Notes to the Consolidated Financial Statements
For the year ended 1 January 2022
1. Basis of preparation
The Group's financial information has been prepared in
accordance with International Financial Reporting Standards as
adopted by the UK (IFRS) and on a basis consistent with those
policies set out in our audited financial statements for the year
ended 1 January 2022 (which will be available at
www.hsshiregroup.com/ investor-relations/financial-results). These
policies are consistent with those shown in the audited financial
statements for the year ended 26 December 2020. The financial
statements were approved by the Board on 27 April 2022.
The financial information for the year ended 1 January 2022 and
the year ended 26 December 2020 does not constitute the company's
statutory accounts for those years. Statutory accounts for the year
ended 26 December 2020 have been delivered to the Registrar of
Companies. The statutory accounts for the year ended 1 January 2022
will be delivered to the Registrar of Companies following the
Company's Annual General Meeting.
The auditors' reports on the accounts for the years ended 1
January 2022 and 26 December 2020 were unqualified and did not
contain a statement under 498(2) or 498(3) of the Companies Act
2006, nor did they draw attention to any matters by way of
emphasis.
The Annual Report and Accounts for the year ended 1 January 2022
will be posted to shareholders in early May 2022.
Going concern
At 1 January 2022, the Group's financing arrangements consisted
of a fully drawn term loan of GBP70m, an undrawn revolving credit
and overdraft facility (RCF) of GBP23.2m and finance lines to fund
hire fleet capital expenditure, of which GBP12.6m had not been
utilised. Both the term loan and RCF are subject to net debt
leverage and interest cover covenant tests each quarter. At the
financial year-end the Group had significant headroom against these
covenants. Cash at 1 January 2022 was GBP42.3m.
The Directors have prepared a going concern assessment up to 29
April 2023, which confirms that the Group is capable of continuing
to operate within its existing facilities and can meet its covenant
tests during that period. The key assumptions on which the
projections are based include an assessment of the impact of future
market conditions on projected revenues and the capital investment
required to support that level of revenue.
The Group's base case for the 12 months to 29 April 2023 assumes
a continued recovery of revenue during 2022. The Board has
considered various downside scenarios including a 'reasonable
worst-case' driven by lower than forecast market growth rates, the
loss of a major customer contract, increased inflationary pressures
and an increase in debtor days. In addition, it assumes that
continued strategic investment in technology does not deliver the
expected uplift in revenue. This reasonable worst-case scenario has
been modelled without mitigating actions and, despite this, the
Group is forecast to maintain headroom against its working capital
requirements and financial covenants within the assessment
period.
Whilst the Directors consider that there is a degree of
subjectivity involved in their assumptions, taking into account the
adequacy of the Group's debt facilities, its ability to deploy
mitigating actions where appropriate and the principal risks and
uncertainties and, after making appropriate enquiries, they have a
reasonable expectation that the Group has adequate resources to
continue in operational existence for the foreseeable future.
Accordingly, they continue to adopt the going concern basis in
preparing its Consolidated Financial Statements.
2. Segment reporting
The Group's operations are segmented into the following
reportable segments:
Rental and related revenue; and
Services.
Rental and related revenue comprises the rental income earned
from owned tools and equipment, including powered access and power
generation together with directly related revenue such as resale
(fuel and other consumables), transport and other ancillary
revenues.
Services comprise the Group's HSS OneCall rehire business and
HSS Training. HSS OneCall provides customers with a single point of
contact for the hire of products that are either not held within or
available from HSS's fleet and are obtained from approved third
party partners; HSS Training provides customers with specialist
safety training across a wide range of products and sectors.
Contribution is defined as segment operating profit before
branch and selling costs, central costs, depreciation, amortisation
and exceptional items.
During the year the Group recognised GBP0.2m in grant income
from participation in the Republic of Ireland's job retention
scheme which had been received in 2020 and deferred. In 2020,
GBP9.1m was recognised as a result of participation in the UK
COVID-19 Job Retention Scheme and a similar scheme operated in the
Republic of Ireland. Income has been allocated to segments based on
where the underlying costs were incurred. This resulted in GBP0.1m
(2020: GBP2.7m) being allocated to Rental and related contribution,
GBPnil (2020: GBP0.7m) to Services contribution, GBP0.1m (2020:
GBP5.2m) to branch and selling costs, GBPnil (2020: GBP0.3m) to
central costs, and GBPnil (2020: GBP0.2m) to exceptional items.
In 2020, GBP0.6m of grant income related to property rates was
allocated to branch and selling costs - no such grant income was
received in 2021.
All segment revenue, operating profit, assets and liabilities
are attributable to the principal activity of the Group being the
provision of tool and equipment hire and related services in, and
to customers in, the United Kingdom and the Republic of Ireland. No
single customer represented more than 10% of Group revenue in the
year (2020: one customer was more than 10%).
Year ended 1 January 2022
-------------------------------------------------- -------------------------------------------
Rental
(and
related
revenue) Services Central Total
GBP000s GBP000s GBP000s GBP000s
-------------------------------------------------- ---------- --------- --------- ---------
Total revenue from external customers 191,158 112,111 - 303,269
-------------------------------------------------- ---------- --------- --------- ---------
Contribution 132,583 16,209 - 148,792
Branch and selling costs (49,229) (49,229)
Central costs (29,786) (29,786)
Adjusted EBITDA 69,777
Less: Exceptional items 8,039 8,039
Less: Depreciation and amortisation (22,350) (826) (20,119) (43,295)
Operating profit 34,521
Net finance expenses (28,455)
Profit before tax from continuing operations 6,066
-------------------------------------------------- ---------- --------- --------- ---------
Income tax credit 1,239
Profit after tax from continuing operations 7,305
Profit on disposal of discontinued operations 41,242
Profit for the year from discontinued operations 5,179
Profit for the financial period 53,726
-------------------------------------------------- ---------- --------- --------- ---------
Year ended 1 January 2022
----------------------------------- ---------------------------------------------
Rental
(and
related
revenue) Services Central Total
GBP000s GBP000s GBP000s GBP000s
----------------------------------- ---------- --------- ---------- ----------
Additions to non-current assets
Property, plant and equipment 18,558 16 2,750 21,324
Right of use assets 8,558 56 6,826 15,440
Intangibles 2,928 39 1,361 4,328
----------------------------------- ---------- --------- ---------- ----------
Non-current assets net book value
Property, plant and equipment 44,332 129 15,476 59,937
Right of use assets 20,651 384 54,945 75,980
Intangibles 143,553 836 3,259 147,648
Deferred tax assets 2,404 2,404
Current assets 123,631 123,631
Current liabilities (103,020) (103,020)
Non-current liabilities (144,679) (144,679)
161,901
----------------------------------- ---------- --------- ---------- ----------
Year ended 26 December 2020
--------------------------------------------------
Restated (1)
-------------------------------------------------- -------------------------------------------
Rental
(and
related
revenue) Services Central Total
GBP000s GBP000s GBP000s GBP000s
-------------------------------------------------- ---------- --------- --------- ---------
Total revenue from external customers from
continuing operations 160,615 89,448 - 250,063
-------------------------------------------------- ---------- --------- --------- ---------
Contribution 116,812 10,737 - 127,549
Branch and selling costs (46,202) (46,202)
Central costs (21,787) (21,787)
Adjusted EBITDA 59,560
Less: Exceptional items (13,016) (13,016)
Less: Depreciation and amortisation (25,134) (600) (25,481) (51,215)
Operating loss (4,671)
Net finance expenses (24,968)
Loss before tax from continuing operations (29,639)
Income tax charge (42)
Profit for the year from discontinued operations 6,100
Loss after tax and discontinued operations (23,581)
-------------------------------------------------- ---------- --------- --------- ---------
1 The notes supporting the income statement have been restated
to disclose continuing operations
Year ended 26 December 2020
-----------------------------------
Restated (2)
----------------------------------- ---------- --------------------- ----------
Rental
(and
related
revenue) Services Central Total
GBP000s GBP000s GBP000s GBP000s
----------------------------------- ---------- --------- ---------- ----------
Additions to non-current assets
Property, plant and equipment 14,099 59 2,286 16,444
Right of use assets 4,880 - 4,357 9,237
Intangibles 979 861 1,477 3,317
----------------------------------- ---------- --------- ---------- ----------
Non-current assets net book value
Property, plant and equipment 50,429 203 17,743 68,375
Right of use assets 20,576 212 62,700 83,488
Intangibles 153,804 1,246 3,448 158,498
Current assets 176,636 176,636
Current liabilities (107,665) (107,665)
Non-current liabilities (271,742) (271,742)
107,590
----------------------------------- ---------- --------- ---------- ----------
2 Leased assets transferred to right-of-use assets on adoption
of IFRS16 were overstated in the prior year due to the inclusion of
expired leases. These have been re-presented as owned assets. The
net book value of the assets as at 26 December 2020 was GBP6.4m -
there is no impact to total non-current assets.
3. Other operating income
Year ended
26 December
Year ended 2020
1 January Restated
2022 (1)
GBP000s GBP000s
------------------------------------------------- ----------- -------------
COVID-19 Government grant income: job retention
schemes 232 9,118
COVID-19 Government grant income: rates grants - 595
Insurance proceeds (net of fees) 1,203 1,216
Sub-lease rental and service charge income 273 221
------------------------------------------------- ----------- -------------
1,708 11,150
------------------------------------------------- ----------- -------------
During the year, the Group recognised GBP0.2m as a result of
earlier participation in the Republic of Ireland's job retention
scheme. The income was received during 2020 with recognition
deferred pending confirmation of eligibility. In 2020, the Group
received and recognised GBP9.1m of grant income from the UK
COVID-19 Job Retention Scheme and a similar scheme in the Republic
of Ireland; and COVID-19 rates grants of GBP0.6m. During the year
the Group also received GBP1.2m (2020: GBP1.2m) from COVID-19
business interruption insurance claims. Sub-let rental income of
GBP0.3m (2020: GBP0.2m) was received on vacant properties.
1 The notes supporting the income statement have been restated
to disclose continuing operations.
4. Exceptional items
Items of income or expense have been shown as exceptional either
because of their size or nature or because they are outside the
normal course of business. As a result, during the year ended 1
January 2022 the Group has recognised exceptional items as
follows:
Included
Included in other Included Year ended
in administrative operating in finance 1 January
expenses income expense 2022
GBP000s GBP000s GBP000s GBP000s
----------------------------------------- ------------------- ----------- ------------ -----------
Onerous property (credits)/costs (7,982) (106) 223 (7,865)
Costs expensed on refinancing - - 9,730 9,730
Costs relating to restructure 556 - - 556
Onerous contract (257) - (8) (265)
Capital raise and aim listing (250) - - (250)
Exceptional items continuing operations (7,933) (106) 9,945 1,906
Profit arising on business divestiture
- discontinued operations (41,242) - - (41,242)
----------------------------------------- ------------------- ----------- ------------ -----------
Total (49,175) (106) 9,945 (39,336)
----------------------------------------- ------------------- ----------- ------------ -----------
During the year ended 26 December 2020, the Group recognised
exceptional costs analysed as follows:
Restated
(1)
Included
Included Included Included in other Included Year ended
in cost in distribution in administrative operating in finance 26 December
of sales costs expenses income expense 2020
GBP000s GBP000s GBP000s GBP000s GBP000s GBP000s
------------------------ ---------- ----------------- ------------------- ----------- ------------ -------------
Onerous property costs - - 7,010 (21) 373 7,362
Network restructure 305 25 4,422 (150) - 4,602
Onerous contract - - 557 - - 557
Capital raise and aim
listing - - 868 - - 868
------------------------ ---------- ----------------- ------------------- ----------- ------------ -------------
305 25 12,857 (171) 373 13,389
------------------------ ---------- ----------------- ------------------- ----------- ------------ -------------
1 The notes supporting the income statement have been restated to disclose continuing operations.
Exceptional items incurred in 2021 and 2020
Costs related to onerous properties: branch and office
closures
In October 2020 the Group announced a decision to permanently
close 134 stores as part of an acceleration of strategy. Since that
date the Group has been working to agree exits from these and
pre-existing dark stores. An exceptional credit of GBP7.9m has been
recognised in 2021 (2020 an exceptional charge of GBP7.4m) was
recognised. This relates mainly to the release of lease
liabilities, onerous property cost and dilapidations provisions on
surrender of properties following the branch closures.
Right of use (ROU) assets valuing GBP9.5m were fully impaired
following the decision to close stores in October 2020. As a
result, any subsequent surrender of the associated leases results
in a gain on the disposal of remaining lease liability. 66 of the
leases related to October 2020 restructuring were disposed of in
the year resulting in a gain of GBP4.0m (2020: 60 leases
surrendered and net gain of GBP4.0m). Other dark stores exited in
the year resulted in a gain of GBP1.0m. The lease liability
associated with the last nine dark stores is GBP1.1m.
Two closed stores were subject to lease modifications (rent
reviews) during 2021. This resulted in the addition of lease
liabilities and corresponding ROU assets - which were immediately
impaired - generating a charge of GBP0.1m.
In 2020, COVID-19 qualifying rent concessions of GBP0.3m were
recognised as an exceptional credit because they related to stores
that were non-trading and previously had been considered
onerous.
An interest charge (discount unwind) of GBP0.2m (2020: GBP0.4m)
on dark store liabilities was recognised through exceptional
finance costs.
Onerous property cost provisions for rates and utilities
associated with surrendered dark stores have been released
resulting in a credit of GBP3.0m (figure is net of GBP1.1m in fees
paid, mainly to the Group's restructuring adviser). In 2020,
onerous property costs of GBP2.1m were recognised, including
GBP0.4m in advisory fees.
As part of the surrender negotiations to exit dark stores
dilapidations liabilities were agreed and a net credit of GBP0.2m
was recognised. In 2020, dilapidations assets totalling GBP1.2m
were impaired as a result of the decision to close branches,
following which settlements were agreed for certain properties
resulting in a release of liability of GBP1.2m. Reassessment of
remaining non-trading store liabilities resulted in a further
release of GBP0.3m in 2020.
The amounts remaining for onerous contract costs and
dilapidations provisions on dark stores are GBP0.2m and GBP1.1m
respectively (2020: GBP4.0m and GBP3.9m respectively).
Onerous contract
The Group maintains a provision to cover the expected outflows
related to its onerous contract with Unipart for the NDEC operation
which ceased in late 2017 (note 15). The liability at the balance
sheet date is GBP13.5m (2020: GBP17.0m). The discount rate used to
calculate the present value of the provision is the 5 year UK gilt
rate of 0.81% (2020: -0.05%). Application of the new discount rate
at the balance sheet date resulted in a credit to the income
statement of GBP0.3m (2020: debit of GBP0.6m), recognised as
exceptional in line with the original provision.
Capital raise and AIM listing
In 2020 the Group successfully completed a capital raise to
strengthen its balance sheet and moved its listing to AIM in
January 2021. An over-accrual of legal costs of GBP0.3m was
released in 2021 (fees totalling GBP0.9m had been recognised in
2020). Costs that related specifically to the capital raise were
deducted from the net proceeds and included in the share premium
account.
Exceptional items incurred in 2021 only
Costs expensed on refinancing
In October 2021, following the sale of All Seasons Hire Limited
(see business divestitures below and note 17) the Group repaid
GBP50.0m of the senior finance facility in place at that time. The
early repayment resulted in a prepayment penalty of GBP1.9m. In
November 2021 the Group completed a refinancing exercise. A new
senior finance facility of GBP70m was agreed at a significantly
reduced interest rate. The early repayment of the previous facility
resulted in a prepayment penalty of GBP4.5m. Repayments of the
senior finance facility led to accelerated amortisation of debt
issue costs of GBP3.3m.
Costs related to restructure
Following the changes made to its operating network in Q4 2020
and the roll-out of HSS Pro in Q1 2021, the Group has commenced an
exercise to legally separate the HSS Operations and Pro Service
divisions into distinct entities. Fees incurred relating to the
restructure of GBP0.6m have been recognised as exceptional. The
restructure is expected to complete in 2022 and to cost less than
GBP2m in total.
Business divestiture
To enable the Group to strengthen its balance sheet and focus on
its strategic priority to Transform the Tool Hire Business, the
Group made two strategic divestments during the year:
Laois Hire Limited, the Irish large plant hire business was sold
to Briggs Equipment Ireland Limited (Briggs) on 7 April 2021.
Proceeds of the disposal, net of transaction costs, were GBP10.0m
generating a profit on disposal of GBP3.2m.
All Seasons Hire Limited, a cooling and heating provider was
sold to Cross Rental Services Limited with the transaction
completing on 29 September 2021. Proceeds of the disposal, net of
transaction costs, were GBP54.3m generating a profit on disposal of
GBP38.0m.
As part of these transactions, the Group entered into commercial
agreements to cross-hire equipment to ensure the broadest possible
distribution of, and customer access to, each party's existing
fleet.
Exceptional items incurred in 2020 only
Network restructure (excluding onerous property items)
As a result of the decision to close branches and operate a more
flexible structure, the Group incurred significant other,
non-property costs. 300 colleagues were placed at risk of
redundancy with the majority leaving the business on completion of
consultation. GBP1.6m was recognised in this regard. Property,
plant and equipment with a net book value of GBP2.0m was impaired
and a further GBP0.8m disposed of. Excess resale stock valued at
GBP0.3m was written off.
5. Finance expense
Year ended
26 December
Year ended 2020
1 January Restated
2022 (1)
GBP000s GBP000s
---------------------------------------------------- ----------- -------------
Senior finance facility 12,653 16,334
Senior finance facility prepayment penalties (note 6,430 -
4)
Debt issue costs 1,896 2,398
Lease liabilities 3,950 4,950
Interest unwind on discounted provisions 15 424
Revolving credit facility 58 382
Interest on financial instruments - 320
Bank loans and overdrafts 153 160
Accelerated amortisation of debt issue costs (note 3,300 -
4)
---------------------------------------------------- ----------- -------------
28,455 24,968
---------------------------------------------------- ----------- -------------
1 The notes supporting the income statement have been restated
to disclose continuing operations.
6. Income tax charge
(a) Analysis of tax charge in the year
Year ended
26 December
Year ended 2020
1 January Restated
2022 (1)
GBP000s GBP000s
----------------------------------------------- ----------- -------------
Current tax charge/(credit)
Uk corporation tax on the result for the year 1,151 78
Adjustments in respect of prior years (80) 17
----------------------------------------------- ----------- -------------
Total current tax charge 1,071 95
Deferred tax (credit)/charge for the year
Deferred tax credit for the year (2,319) (592)
Deferred tax impact of change in tax rate (117) 13
Adjustments in respect of prior years 126 526
----------------------------------------------- ----------- -------------
Total deferred tax credit (2,310) (53)
Income tax (credit)/charge (1,239) 42
----------------------------------------------- ----------- -------------
1 The notes supporting the income statement have been restated
to disclose continuing operations.
(b) Factors affecting the income tax (credit)/charge in the
year
The tax assessed on the profit/(loss) for the year differs from
the standard UK corporation rate of tax. The differences are
explained below:
Year ended
26 December
Year ended 2020
1 January Restated
2022 (1)
GBP000s GBP000s
----------------------------------------------------------- ----------- -------------
Profit/(loss) before tax from continuing operations 6,066 (29,639)
----------------------------------------------------------- ----------- -------------
Profit/(loss) before tax multiplied by the effective
standard rate of corporation tax of 19% (2020: 19%) 1,153 (5,631)
Effects of:
Unprovided deferred tax movements on short-term temporary
differences and capital allowance timing differences (2,958) 3,003
Adjustments in respect of prior years 46 543
Expenses not deductible for tax purposes 2,437 858
Losses surrendered for no consideration - 1,178
Foreign tax suffered 200 78
Recognition of prior year tax losses (2,000) -
Impact of change in tax rate (117) 13
----------------------------------------------------------- ----------- -------------
Income tax (credit)/charge (1,239) 42
----------------------------------------------------------- ----------- -------------
1 The notes supporting the income statement have been restated
to disclose continuing operations.
The charge of GBP2.4m (2020: GBP0.9m) arising in respect of
expenses not deductible is mainly attributable to costs associated
with the Group exiting property leases and removing dormant
entities from the Group structure. The credit of GBP2.0m (2020:
GBPnil) arises from the recognition of a deferred tax asset in
respect of prior period losses. Based upon forecasts, the Group
considers the recognition criteria in IAS 12 have been met. In
2020, the adjustment in respect of prior years relates to an
increase in deferred tax liability due to accelerated capital
allowances in earlier periods.
(c) Factors that may affect future tax charge
The standard rate of UK corporation tax will increase to 25%
from 1 April 2023. The increased rate has been used to calculate
the above deferred tax disclosures except where it is known the
temporary differences will unwind before the new rate applies, in
which case the existing rate of 19% has been used.
The Group has an unrecognised deferred tax asset relating to
temporary timing differences on plant and equipment, intangible
assets and provisions of GBP15.2m (2020: GBP12.8m) and relating to
trading losses of GBP17.9m (2020: GBP13.3m). These potential
deferred tax assets have not been recognised on the basis that it
is not sufficiently certain when taxable profits that can be
utilised to absorb the reversal of the temporary differences will
be made.
7. Earnings per share
Basic earnings/(loss) per share:
Earnings/ Earnings/
(loss) (loss)
Profit/(loss) Profit/(loss) Weighted after tax after tax
after tax after tax average from total from continuing
from total from continuing number operations operations
operations operations of shares per share per share
GBP000s GBP000s 000s Pence Pence
--------------------------- -------------- ----------------- ----------- ------------ -----------------
Year ended 1 January 2022 53,726 7,305 696,821 7.71 1.05
Year ended 26 December
2020 (23,581) (29,681) 196,232 (12.02) (15.13)
--------------------------- -------------- ----------------- ----------- ------------ -----------------
Basic earnings/(loss) per share is calculated by dividing the
result attributable to equity holders by the weighted average
number of ordinary shares in issue for that year.
Diluted earnings/(loss) per share:
Earnings/
Earnings/ (loss)
Diluted (loss) after
Profit/(loss) Profit/(loss) weighted after tax tax from
after tax after tax average from total continuing
from total from continuing number operations operations
Operations operations of shares per share per share
GBP000s GBP000s 000s Pence Pence
--------------------------- -------------- ----------------- ----------- ------------ ------------
Year ended 1 January 2022 53,726 7,305 714,816 7.52 1.02
Year ended 26 December
2020 (23,581) (29,681) 196,232 (12.02) (15.13)
--------------------------- -------------- ----------------- ----------- ------------ ------------
Diluted earnings/(loss) per share is calculated using the
profit/(loss) for the year divided by the weighted average number
of shares outstanding assuming the conversion of potentially
dilutive equity derivatives outstanding, being market value
options, nil-cost share options (LTIP shares), restricted stock
grants, deferred bonus shares, Sharesave Scheme share options and
warrants.
All of the Group's potentially dilutive equity derivative
securities were dilutive for the purpose of diluted earnings per
share (2020: anti-dilutive for the purpose of diluted basic loss
per share).
The following is a reconciliation between the basic
earnings/(loss) per share and the adjusted basic earnings/(loss)
per share:
Year ended Year ended Year ended
1 January 1 January Year ended 26 December
2022 2022 26 December 2020
pence pence 2020 Pence
Total Continuing Pence Continuing
operations operations Total operations operations
----------------------------------- ------------ ------------ ------------------ -------------
Basic earnings/(loss) per share 7.71 1.05 (12.02) (15.13)
Add back:
Exceptional items per share
(1) (5.64) 0.27 6.85 6.82
Amortisation per share (2) 0.76 0.74 2.65 2.56
Tax per share (0.17) (0.18) 0.01 0.02
Charge:
Tax (credit)/charge at prevailing
rate (0.51) (0.36) 0.48 1.09
----------------------------------- ------------ ------------ ------------------ -------------
Adjusted basic earnings/(loss)
per share 2.15 1.52 (2.03) (4.64)
----------------------------------- ------------ ------------ ------------------ -------------
1 Exceptional items per share is calculated as total exceptional
items divided by the weighted average number of shares in issue
through the year.
2 Amortisation per share is calculated as the amortisation
charge divided by the weighted average number of shares in issue
through the year.
The following is a reconciliation between the diluted
earnings/(loss) per share and the adjusted diluted earnings/(loss)
per share:
Year ended Year ended Year ended Year ended
1 January 1 January 26 December 26 December
2022 2022 2020 2020
Pence Pence Pence Pence
Total Continuing Total Continuing
operations operations operations operations
----------------------------------- ------------ ------------ ------------- -------------
Diluted earnings/(loss) per share 7.52 1.02 (12.02) (15.13)
Add back:
Exceptional items per share (1) (5.50) 0.27 6.85 6.82
Amortisation per share (2) 0.74 0.72 2.65 2.56
Tax per share (0.16) (0.17) 0.01 0.02
Charge:
Tax (credit)/charge at prevailing
rate (0.49) (0.35) 0.48 1.09
----------------------------------- ------------ ------------ ------------- -------------
Adjusted diluted earnings/(loss) 2.11 1.49 (2.03) (4.64)
----------------------------------- ------------ ------------ ------------- -------------
1 Exceptional items per share is calculated as total finance and
non-finance exceptional items divided by the diluted weighted
average number of shares in issue through the year.
2 Amortisation per share is calculated as the amortisation
charge divided by the diluted weighted average number of shares in
issue through the year.
The weighted average number of shares for the purposes of
calculating the adjusted diluted earnings per share are as
follows:
Year ended Year ended
1 January 26 December
2022 2020
Weighted average Weighted average
number of number of
shares shares
000s 000s
------------------------- ------------------ -------------------
Basic 696,821 196,232
Ltip share options 8,296 -
Restricted stock grants 8,988 -
Csop options 711 -
------------------------- ------------------ -------------------
Diluted 714,816 196,232
------------------------- ------------------ -------------------
8. Intangible assets
Customer
Goodwill relationships Brands Software Total
GBP000s GBP000s GBP000s GBP000s GBP000s
------------------------------ --------- --------------- --------- --------- ---------
Cost
At 27 December 2020 124,877 26,744 23,222 27,580 202,423
Additions - - - 4,328 4,328
Disposals - - - (52) (52)
Business disposal (note 17) (9,018) (1,344) (632) - (10,994)
Foreign exchange differences (4) - - - (4)
------------------------------ --------- --------------- --------- --------- ---------
At 1 January 2022 115,855 25,400 22,590 31,856 195,701
------------------------------ --------- --------------- --------- --------- ---------
Amortisation
At 27 December 2020 - 21,348 622 21,955 43,925
Charge for the period - 2,675 84 2,551 5,310
Disposals - - - (52) (52)
Business disposal (note 17) - (722) (408) - (1,130)
------------------------------ --------- --------------- --------- --------- ---------
At 1 January 2022 - 23,301 298 24,454 48,053
------------------------------ --------- --------------- --------- --------- ---------
Net book value
------------------------------ --------- --------------- --------- --------- ---------
At 1 January 2022 115,855 2,099 22,292 7,402 147,648
------------------------------ --------- --------------- --------- --------- ---------
Customer
Goodwill relationships Brands Software Total
GBP000s GBP000s GBP000s GBP000s GBP000s
--------------------- --------- --------------- --------- --------- ---------
Cost
At 29 December 2019 124,877 26,744 23,222 24,409 199,252
Additions - - - 3,317 3,317
Disposals - - - (146) (146)
--------------------- --------- --------------- --------- --------- ---------
At 26 December 2020 124,877 26,744 23,222 27,580 202,423
--------------------- --------- --------------- --------- --------- ---------
Amortisation
At 29 December 2019 - 18,694 525 19,655 38,874
Charge for the year - 2,654 97 2,446 5,197
Disposals - - - (146) (146)
--------------------- --------- --------------- --------- --------- ---------
At 26 December 2020 - 21,348 622 21,955 43,925
--------------------- --------- --------------- --------- --------- ---------
Net book value
--------------------- --------- --------------- --------- --------- ---------
At 26 December 2020 124,877 5,396 22,600 5,625 158,498
--------------------- --------- --------------- --------- --------- ---------
Analysis of goodwill, indefinite life brands, other brands and
customer relationships by cash generating unit:
Indefinite Other Customer
Goodwill life brands Brands relationships Total
GBP000s GBP000s GBP000s GBP000s GBP000s
------------------- --------- ------------- --------- --------------- ---------
Allocated to
HSS core 109,802 21,900 - 1,900 133,602
Power generation 6,053 - 392 199 6,644
------------------- --------- ------------- --------- --------------- ---------
At 1 January 2022 115,855 21,900 392 2,099 140,246
------------------- --------- ------------- --------- --------------- ---------
Indefinite Other Customer
Goodwill life brands Brands relationships Total
GBP000s GBP000s GBP000s GBP000s GBP000s
--------------------- --------- ------------- --------- --------------- ---------
Allocated to
HSS core 111,497 21,900 236 4,397 138,030
Climate control 7,327 - 273 708 8,308
Power generation 6,053 - 191 291 6,535
--------------------- --------- ------------- --------- --------------- ---------
At 26 December 2020 124,877 21,900 700 5,396 152,873
--------------------- --------- ------------- --------- --------------- ---------
The remaining life of intangible assets other than goodwill and
indefinite life brands is between nil and 13 years (2020: nil and
14 years). For the purpose of calculating Adjusted EBITDA and
Adjusted EBITA, amortisation, as disclosed on the face of the
income statement, is calculated as the total of the amortisation
charge for the year and the loss on disposal of intangible
assets.
The Group tests property, plant and equipment, right of use
assets, goodwill and brands for impairment annually and considers
at each reporting date whether there are indicators that impairment
may have occurred. In identifying indicators of impairment
management considers current market capitalisation, asset
obsolescence or closure, adverse trading performance and any other
relevant wider economic or operational factors.
Following the disposal of All Seasons Hire Limited, which was
the sole component of the Climate Control CGU, the Group has two
cash generating units (CGUs): HSS Core and HSS Power.
The recoverable amounts of the goodwill and indefinite life
brands, which are allocated to CGUs, are estimated from value in
use (VIU) calculations which model pre-tax cash flows for the next
five years (2020: five years) together with a terminal value using
a long-term growth rate. The key assumptions underpinning the
recoverable amounts of the CGUs tested for impairment are those
regarding the discount rate, forecast inflation rate, forecast
revenue, EBITDA and capital expenditure including cash flows
required to maintain the Group's right of use assets.
The key variables applied to the VIU calculations were
determined as follows:
-- Cash flows were derived based on the budget for 2022 and
model of the business for the following two years (to the end of
2024).
-- Operational activity then had a long-term growth rate applied
to it while capital expenditure was specifically adjusted to
reflect expectations of spend in the following years giving a model
of five years in total after which a terminal value was calculated.
The long-term growth factor used was 2.0% for each of the CGUs
(2020: 1.8%).
-- A pre-tax discount rate of 9.44% (2020: 9.16%), calculated by
reference to a weighted average cost of capital (WACC) based on an
industry peer group of quoted companies and including a 2.0%
premium reflective of the Group's market capitalisation.
An impairment may be identified if changes to any of the factors
mentioned above become significant, including under performance of
the Group against forecast, negative changes in the UK tool hire
market or a deterioration in the UK economy, which would cause the
Directors to reconsider their assumptions and revise their cash
flow projections.
Based on the VIU modelling and impairment testing, the Directors
do not consider an impairment charge to be required in respect of
any of the property, plant and equipment, goodwill or indefinite
life brand assets carried in the balance sheet at 1 January 2022
for either of the CGUs.
The Directors carried out sensitivity analysis on various inputs
to the models, including growth rates, discount rates and
percentage reductions to ongoing cash flows which did not result in
an impairment charge for either CGU. Given the level of headroom in
VIU these calculations show, the Directors did not envisage
reasonably possible changes, either individually or in combination,
to the key assumptions that would be sufficient to cause an
impairment charge at the balance sheet date. The Directors also
noted that the market capitalisation of the group at the balance
sheet date was below the consolidated net asset position - which is
an indicator that an impairment may exist. On consideration of
various factors including the concentrated shareholder base and
recent shareholder and investor activity they concluded that an
impairment was not required in this regard.
In respect of HSS Core (the more sensitive CGU) at 1 January
2022, the headroom between VIU and carrying value of the related
assets was GBP156.0m (2020: GBP75.1m). The Directors' sensitivity
analysis with regard to HSS Core shows that an increase in the
discount rate to 15.0% (2020: 11.5%) or a reduction in the
long-term growth rate to a decline of 6.2% (2020: decline of 0.7%)
would eliminate the headroom shown. In addition, the Directors have
assessed the combined impact of the long-term growth rate falling
to zero (2020: zero) and an increase in the discount rate of 1% to
10.44% (2020: 10.16%). This shows that the headroom drops to
GBP65.1m (2020: GBP53.9m) for HSS Core but that impairment is not
required for either CGU.
9. Property, plant and equipment
Materials
& equipment
Land & Plant & held for
buildings machinery hire Total
GBP000s GBP000s GBP000s GBP000s
-------------------------------------- ----------- ----------- ------------- ---------
Cost
At 27 December 2020 58,419 55,315 149,534 263,268
Transferred from right of use assets - - 8,742 8,742
Additions 2,011 755 18,558 21,324
Disposals (1) (22,394) (11,193) (16,515) (50,102)
Business disposal (note 17) (702) (1,683) (26,064) (28,449)
Foreign exchange differences (31) (31) (581) (643)
-------------------------------------- ----------- ----------- ------------- ---------
At 1 January 2022 37,303 43,163 133,674 214,140
-------------------------------------- ----------- ----------- ------------- ---------
Accumulated depreciation
At 27 December 2020 45,208 50,580 99,105 194,893
Transferred from right of use assets - - 5,200 5,200
Charge for the year 2,543 1,710 12,482 16,735
Impairment 264 - - 264
Disposals (1) (22,325) (11,171) (13,145) (46,641)
Business disposal (231) (1,485) (14,148) (15,864)
Foreign exchange differences (6) (56) (322) (384)
Transfers - (170) 170 -
-------------------------------------- ----------- ----------- ------------- ---------
At 1 January 2022 25,453 39,408 89,342 154,203
-------------------------------------- ----------- ----------- ------------- ---------
Net book value
-------------------------------------- ----------- ----------- ------------- ---------
At 1 January 2022 11,850 3,755 44,332 59,937
-------------------------------------- ----------- ----------- ------------- ---------
1 Following the reduction in the Group's branch network and
surrender of the majority of dark stores (note 4), an asset
verification exercise has been carried out. As a result, land and
buildings and property, plant and equipment assets with a gross
book value of GBP19.6m, and which had previously been fully
impaired, have been disposed during the year.
The results of the impairment review for property, plant and
equipment are included in note 8.
Materials
& equipment
Land Plant Held for
& & hire Total
buildings machinery Restated Restated
GBP000s GBP000s GBP000s GBP000s
-------------------------------------------- ----------- ----------- ------------- -----------
Cost
At 29 December 2019 73,505 61,925 179,788 315,218
-------------------------------------------- ----------- ----------- ------------- -----------
Transferred to right of use assets at
29 December 2019 - as previously reported - - (46,888) (46,888)
Restatement (1) - - 15,906 15,906
-------------------------------------------- ----------- ----------- ------------- -----------
Transferred to right of use assets -
restated - - (30,982) (30,982)
-------------------------------------------- ----------- ----------- ------------- -----------
Transferred from right of use assets
- as previously reported - - 3,144 3,144
Restatement (1) - - 348 348
-------------------------------------------- ----------- ----------- ------------- -----------
Transferred from right of use assets
- restated - - 3,492 3,492
Additions 1,284 1,061 14,099 16,444
Disposals (16,408) (7,748) (17,328) (41,484)
Foreign exchange differences 38 77 465 580
-------------------------------------------- ----------- ----------- ------------- -----------
At 26 December 2020 58,419 55,315 149,534 263,268
-------------------------------------------- ----------- ----------- ------------- -----------
Accumulated depreciation
At 29 December 2019 54,437 55,936 102,994 213,367
-------------------------------------------- ----------- ----------- ------------- -----------
Transferred to right of use assets at
29 December 2019 - as previously reported - - (17,576) (17,576)
Restatement (1) - - 7,843 7,843
-------------------------------------------- ----------- ----------- ------------- -----------
Transferred to right of use assets -
restated - - (9,733) (9,733)
-------------------------------------------- ----------- ----------- ------------- -----------
Transferred from right of use assets
- as previously reported - - 1,652 1,652
Restatement (1) - - 377 377
-------------------------------------------- ----------- ----------- ------------- -----------
Transferred from right of use assets
- restated - - 2,029 2,029
-------------------------------------------- ----------- ----------- ------------- -----------
Charge for the year - as previously
reported 3,516 2,139 14,518 20,173
Restatement (1) - - 1,683 1,683
-------------------------------------------- ----------- ----------- ------------- -----------
Charge for the year - restated 3,516 2,139 16,201 21,856
Impairment 1,789 227 - 2,016
Disposals (14,536) (7,592) (13,004) (35,132)
Foreign exchange differences 2 40 448 490
Transfers - (170) 170 -
-------------------------------------------- ----------- ----------- ------------- -----------
At 26 December 2020 45,208 50,580 99,105 194,893
-------------------------------------------- ----------- ----------- ------------- -----------
Net book value
-------------------------------------------- ----------- ----------- ------------- -----------
At 26 December 2020 13,211 4,735 50,429 68,375
-------------------------------------------- ----------- ----------- ------------- -----------
1 'Transferred to right of use assets' category represents the
transfer of assets held under finance lease to right of use (ROU)
assets (note 10) on adoption of IFRS 16. 'Transferred from right of
use assets' category represents the return of ROU assets at expiry
of the lease in cases where title is transferred to the Group.
Leased assets transferred to right-of-use assets on adoption of
IFRS 16 were overstated in the prior year due to the inclusion of
expired leases. These have been re-presented as owned assets. The
net book value of the assets at transition was GBP8.1m - there is
no impact to total non-current assets. The net book value of the
total restatement was GBP6.4m. The restatement has no impact on the
consolidated income statement and no impact on net assets in the
consolidated statement of financial position.
10. Right of use assets
Equipment
for internal Equipment
Property Vehicles use for hire Total
GBP000s GBP000s GBP000s GBP000s GBP000s
---------------------------------- --------- --------- -------------- ---------- ---------
Cost
At 27 december 2020 61,253 23,681 562 21,998 107,494
Additions 1,882 5,000 - 8,558 15,440
Re-measurements 3,407 128 (12) - 3,523
Transfers to property, plant
and equipment - - - (4,462) (4,462)
Disposals (8,755) (859) - (755) (10,369)
Business disposals (note 17) (1,304) (1,662) (30) - (2,996)
Amount re-recognised on disposal
of sublease 544 - - - 544
Foreign exchange differences (180) (5) - - (185)
---------------------------------- --------- --------- -------------- ---------- ---------
At 1 January 2022 56,847 26,283 520 25,339 108,989
---------------------------------- --------- --------- -------------- ---------- ---------
Accumulated depreciation
At 27 december 2020 15,403 6,854 327 1,422 24,006
Transfers to property, plant
and equipment - - - (920) (920)
Charge for the period 7,840 7,099 147 4,307 19,393
Impairments 233 - - - 233
Disposals (7,975) (642) - (121) (8,738)
Business disposals (note 17) (397) (538) (30) - (965)
---------------------------------- --------- --------- -------------- ---------- ---------
At 1 January 2022 15,104 12,773 444 4,688 33,009
---------------------------------- --------- --------- -------------- ---------- ---------
Net book value
---------------------------------- --------- --------- -------------- ---------- ---------
At 1 January 2022 41,743 13,510 76 20,651 75,980
---------------------------------- --------- --------- -------------- ---------- ---------
Equipment Restated
for internal Equipment Restated
Property Vehicles use for hire Total
GBP000s GBP000s GBP000s GBP000s GBP000s
--------------------------------------- --------- --------- -------------- ----------- ---------
Cost
--------------------------------------- --------- --------- -------------- ----------- ---------
Recognised on transition date at
29 December 2019 - as previously
reported 58,014 21,416 789 29,312 109,531
Restatement (1) - - - (8,063) (8,063)
--------------------------------------- --------- --------- -------------- ----------- ---------
Recognised on transition date -
restated 58,014 21,416 789 21,249 101,468
Additions 1,317 3,040 - 4,880 9,237
Re-measurements 6,931 17 - - 6,948
--------------------------------------- --------- --------- -------------- ----------- ---------
Transfers to property, plant and
equipment - as previously reported - - - (3,144) (3,144)
Restatement (1) - - - 562 562
--------------------------------------- --------- --------- -------------- ----------- ---------
Transfers to property, plant and
equipment - restated - - - (2,582) (2,582)
Disposals (5,164) (814) (227) (1,549) (7,754)
Foreign exchange differences 155 22 - - 177
--------------------------------------- --------- --------- -------------- ----------- ---------
At 26 December 2020 61,253 23,681 562 21,998 107,494
--------------------------------------- --------- --------- -------------- ----------- ---------
Accumulated depreciation
--------------------------------------- --------- --------- -------------- ----------- ---------
Transfers to property, plant and
equipment - as previously reported - - - (1,652) (1,652)
Restatement (1) - - - 533 533
--------------------------------------- --------- --------- -------------- ----------- ---------
Transfers to property, plant and
equipment - restated - - - (1,119) (1,119)
--------------------------------------- --------- --------- -------------- ----------- ---------
Charge for the period - as previously
reported 10,999 7,613 554 5,370 24,536
Restatement (1) - - - (1,683) (1,683)
--------------------------------------- --------- --------- -------------- ----------- ---------
Charge for the period - restated 10,999 7,613 554 3,687 22,853
Impairments 9,541 - - - 9,541
Disposals (5,137) (759) (227) (1,146) (7,269)
--------------------------------------- --------- --------- -------------- ----------- ---------
At 26 December 2020 15,403 6,854 327 1,422 24,006
--------------------------------------- --------- --------- -------------- ----------- ---------
Net book value
--------------------------------------- --------- --------- -------------- ----------- ---------
At 26 December 2020 45,850 16,827 235 20,576 83,488
--------------------------------------- --------- --------- -------------- ----------- ---------
1 Transfers to property, plant and equipment represents the
return of ROU assets at expiry of the lease and where title is
transferred to the Group. Leased assets transferred to right of use
assets on adoption of IFRS16 were overstated in the prior year due
to the inclusion of expired leases. These have been re-presented as
owned assets. The net book value of the assets at transition was
GBP8.1m - there is no impact to total non-current assets. The
overall correction to net book value at 27 December 2020 is
GBP6.4m. The restatement has no impact on the consolidated income
statement and no impact on net assets in the consolidated statement
of financial position.
Right of use (ROU) assets are depreciated over the lease term on
a straight-line basis, except where the Group expects to exercise
the right to take ownership of the assets at the end of the lease;
in such cases the assets are depreciated over the useful life and
transferred to property, plant and equipment at the end of the
lease.
ROU assets are measured at cost comprising the initial
measurement of lease liability, initial direct costs and
restoration costs. During the year the Group recorded
re-measurements of GBP3.4m (2020: GBP6.9m) on its property leases
due to changes in property footprint, including lease extensions
and disposals following the decision to close 134 branches in 2020
and subsequent negotiations with landlords to surrender leases.
Under HSS accounting policy, locations that have not been
permanently closed are deemed to be part of a wider cash generating
unit (CGU) when being tested for impairment. The act of permanently
closing a location has the effect of separating it from the CGU and
is also a trigger for impairment. During the year rent reviews were
enacted on two closed stores resulting in the recognition and
immediate impairment of additional ROU assets. In 2020 the value of
ROU assets impaired as a result of the decision to permanently
close locations is GBP9.5m.
Disclosures relating to lease liabilities are included in note
13.
11. Trade and other receivables
Year ended 1 January 2022 Year ended 26 December 2020
-------------------------------------------------- ---------------------------------------------------
Provision Provision Provision Provision
for for credit Net of for for credit Net of
Gross impairment notes provision Gross impairment notes Provision
GBP000s GBP000s GBP000s GBP000s GBP000s GBP000s GBP000s GBP000s
------------- --------- ------------ ------------ ----------- --------- ------------- ------------ -----------
Trade
receivables 73,873 (3,884) (3,225) 66,764 66,434 (2,916) (2,458) 61,060
Accrued
income 4,165 (47) - 4,118 6,965 (107) - 6,858
------------- --------- ------------ ------------ ----------- --------- ------------- ------------ -----------
Total trade
receivables
and
contract
assets 78,038 (3,931) (3,225) 70,882 73,399 (3,023) (2,458) 67,918
Net
investment
in
sub-lease 961 - - 961 1,497 - - 1,497
Other
debtors 1,282 - - 1,282 3,502 - - 3,502
Prepayments 5,555 - - 5,555 2,963 - - 2,963
------------- --------- ------------ ------------ ----------- --------- ------------- ------------ -----------
Total trade
and other
receivables 85,836 (3,931) (3,225) 78,680 81,361 (3,023) (2,458) 75,880
------------- --------- ------------ ------------ ----------- --------- ------------- ------------ -----------
The following table details the movements in the provisions for
impairment of trade receivables and contract assets and credit
notes:
1 January 1 January 26 December 26 December
2022 2022 2020 2020
GBP000s GBP000s GBP000s GBP000s
---------------- ------------ ---------------- ------------
Provision Provision
Provision for credit Provision For credit
For impairment notes For impairment notes
---------------------------------- ---------------- ------------ ---------------- ------------
Balance at the beginning of the
year (3,023) (2,458) (1,568) (2,177)
Increase in provision (1,835) (3,746) (3,085) (2,877)
Utilisation 910 2,752 1,630 2,596
Business disposals (note 17) 17 227 - -
---------------------------------- ---------------- ------------ ---------------- ------------
Balance at the end of the period (3,931) (3,225) (3,023) (2,458)
---------------------------------- ---------------- ------------ ---------------- ------------
The bad debt provision based on expected credit losses and
applied to trade receivables and contract assets, all of which are
current assets, is as follows:
0 to 60 61 to 1 to 2
days past 365 days years
1 January 2022 Current due past due past due Total
--------------------------------- -------- ----------- ---------- ---------- -------
Trade receivables and contract
assets 44,209 22,847 9,376 1,606 78,038
Expected loss rate 1.0% 2.4% 19.7% 68.7% 5.0%
Provision for impairment charge 435 544 1,848 1,104 3,931
--------------------------------- -------- ----------- ---------- ---------- -------
61 to
0 to 60 365 1 to 2
days past Days past years
26 December 2020 Current due due past due Total
--------------------------------- -------- ----------- ----------- ---------- -------
Trade receivables and contract
assets 61,197 5,902 4,962 1,338 73,399
Expected loss rate 1.4% 4.6% 25.7% 47.5% 4.1%
Provision for impairment charge 839 272 1,276 636 3,023
--------------------------------- -------- ----------- ----------- ---------- -------
Contract assets consist of accrued income.
The bad debt provision is estimated using the simplified
approach to expected credit loss methodology and is based upon past
default experience and the Directors' assessment of the current
economic environment for each of the Group's ageing categories.
The Directors have given specific consideration to the level of
uncertainty in the economy driven by the impact of COVID-19, the
associated pressures on businesses facing staff and material
shortages and, more latterly, increased inflation. At the balance
sheet date, similar to 2020, the Group has not seen a marked
increase in debt write-offs. However, as has been widely reported,
there is an expectation that the situation will deteriorate as
companies that continued trading only as a result of Government
support fail now that the support has been withdrawn. Given these
facts, the Group considers that historical losses are not a
reliable predictor of future failures and has exercised judgement
in increasing the expected loss rates across all categories of
debt. In so doing the provision has been increased by around
GBP1.2m (2020: GBP1.2m) from that which would have been required
based on loss experience over the past two years. As in the prior
year, historical loss rates have been increased where debtors have
been identified as high risk with a reduction applied to customer
debt covered by credit insurance.
The total amount expensed was GBP2.8m (2020: GBP4.1m). Unless
the counter-party is in liquidation, these amounts are still
subject to enforcement action.
Following a review of the Annual Report and Accounts for the
year ended 26 December 2020 by the FRC's Corporate Reporting Review
Team, the presentation of the income statement has been changed to
separately disclose the impairment loss on trade receivables of
GBP1.8m (2020: GBP3.1m) on the face of the consolidated income
statement. Previously it was included within administrative
expenses (which has now decreased by the corresponding amount of
GBP1.8m (2020: GBP3.1m). There was no impact on profit.
In line with the requirements of IFRS 15, provisions are made
for credit notes expected to be raised after year-end for income
recognised during the year.
The combined provisions for bad debt and credit notes amount to
9.2% of trade receivables and contract assets at 1 January 2022
(2020: 7.5%). A 0.5% increase in the combined provision rate would
give rise to an increased provision of GBP0.4m (2020: GBP0.4m).
12. Trade and other payables
1 January 26 December
2022 2020
GBP000s GBP000s
--------------------------------------- ---------- ------------
Current
Trade payables 43,062 23,957
Other taxes and social security costs 5,175 5,109
Other creditors 1,308 2,300
Accrued interest on borrowings 271 3,442
Accruals 28,494 26,907
Deferred income 394 106
--------------------------------------- ---------- ------------
78,704 61,821
--------------------------------------- ---------- ------------
13. Lease liabilities
1 January 26 December
2022 2020
GBP000s GBP000s
------------------- ---------- ------------
Current
Lease liabilities 19,310 23,395
------------------- ---------- ------------
Non-current
Lease liabilities 57,255 66,177
------------------- ---------- ------------
76,565 89,572
------------------- ---------- ------------
The interest rates on the Group's lease liabilities are as
follows:
1 January 26 December
2022 2020
Equipment for Floating %age above NatWest base rate 2.4 to 2.4 to 2.9%
hire (2020: LIBOR) 3.3%
Other Fixed 3.5 to 3.5 to 6.0%
6.0%
-------------- --------- ----------------------------- ---------- ------------
The weighted average interest rates on the Group's lease
liabilities are as follows:
1 January 26 December
2022 2020
------------------- ---------- ------------
Lease liabilities 4.8% 4.8%
------------------- ---------- ------------
The lease liability movements are detailed below:
Equipment
for hire
and internal
Property Vehicles use Total
GBP000s GBP000s GBP000s GBP000s
------------------------------- --------- --------- -------------- ---------
At 27 December 2020 57,181 16,861 15,530 89,572
Additions 1,981 5,029 8,591 15,601
Re-measurements 3,407 128 (12) 3,523
Discount unwind 2,805 535 5 3,345
Payments (including interest) (13,209) (7,012) (6,675) (26,896)
Disposals (6,006) (216) - (6,222)
Business disposals (note 17) (1,063) (1,048) - (2,111)
Foreign exchange differences (217) (30) - (247)
------------------------------- --------- --------- -------------- ---------
At 1 January 2022 44,879 14,247 17,439 76,565
------------------------------- --------- --------- -------------- ---------
Equipment
for hire
and internal
Property Vehicles use Total
GBP000s GBP000s GBP000s GBP000s
------------------------------- --------- --------- -------------- ---------
Recognised on transition 60,609 21,331 17,369 99,309
Additions 1,301 3,040 4,896 9,237
Re-measurements 6,931 17 - 6,948
Discount unwind 3,622 661 779 5,062
Payments (including interest) (10,241) (8,213) (7,514) (25,968)
Covid-19 rental concessions (996) - - (996)
Disposals (4,012) - - (4,012)
Foreign exchange differences (33) 25 - (8)
------------------------------- --------- --------- -------------- ---------
At 26 December 2020 57,181 16,861 15,530 89,572
------------------------------- --------- --------- -------------- ---------
The Group's leases have the following maturity profile:
1 January 26 December
2022 2020
GBP000s GBP000s
---------------------------- ---------- ------------
Less than one year 23,015 27,452
Two to five years 48,755 55,544
More than five years 19,354 23,483
---------------------------- ---------- ------------
91,124 106,479
Less interest cash flows:
Lease liabilities (14,559) (16,907)
---------------------------- ---------- ------------
Total principal cash flows 76,565 89,572
---------------------------- ---------- ------------
The maturity profile, excluding interest cash flows, of the
Group's leases is as follows:
1 January 26 December
2022 2020
GBP000s GBP000s
---------------------- ---------- ------------
Less than one year 19,310 23,395
Two to five years 41,417 47,030
More than five years 15,838 19,147
---------------------- ---------- ------------
76,565 89,572
---------------------- ---------- ------------
14. Borrowings
1 January 26 December
2022 2020
GBP000s GBP000s
--------------------------- ---------- ------------
Current
--------------------------- ---------- ------------
Senior finance facility - 15,000
--------------------------- ---------- ------------
Non-current
--------------------------- ---------- ------------
Senior finance facility 68,166 161,899
Revolving credit facility - 17,200
--------------------------- ---------- ------------
68,166 179,099
--------------------------- ---------- ------------
The Senior finance facility is stated net of transaction fees of
GBP1.8m (2020: GBP5.0m) which are being amortised over the loan
period.
The nominal value of the Group's loans at each reporting date is
as follows:
1 January 26 December
2022 2020
GBP000s GBP000s
--------------------------- ---------- ------------
Senior finance facility 70,000 181,982
Revolving credit facility - 17,200
--------------------------- ---------- ------------
70,000 199,182
--------------------------- ---------- ------------
On 9 November 2021, the Group refinanced, replacing the existing
Senior finance facility and Revolving credit facility (RCF). The
new finance facility consists of a Senior finance facility of
GBP70.0m and a Revolving credit facility (RCF) of GBP25.0m both of
which expire on 9 November 2025 with an option to extend for a
further 12 months.
The Senior finance facility and RCF are secured over the assets
of a Group company, Hampshire BidCo Limited and Hero Acquisitions
Limited, and all of its subsidiaries. These subsidiaries comprise
all of the trading activities of the Group. The overall GBP25.0m
RCF includes a GBP6.0m overdraft facility and a GBP1.8m guarantee
arrangement to secure the Group's card-acquiring services provided
by a third party.
The Group had undrawn committed borrowing facilities of GBP35.8m
at 1 January 2022 (2020: GBP20.7m), including GBP12.6m of finance
lines to fund hire fleet capital expenditure not yet utilised.
Including net cash balances, the Group had access to GBP78.1m of
combined liquidity from available cash and undrawn committed
borrowing facilities at 1 January 2022 (2020: GBP118.3m).
The interest rates on the Group's borrowings are as follows:
1 January 26 December
2022 2020
------------------ ---------- ------------------------- ---------- ------------
Senior finance %age above SONIA (2020:
facility Floating LIBOR) 3.0% 8.0%
Revolving credit Floating %age above SONIA (2020: 3.0% 2.5 to 3.0%
facility LIBOR)
------------------ ---------- ------------------------- ---------- ------------
The weighted average interest rates on the Group's borrowings
are as follows:
1 January 26 December
2022 2020
------------ ---------- ------------
Borrowings 3.0% 9.8%
------------ ---------- ------------
Amounts under the RCF are typically drawn for a one- to
three-month borrowing period, with the interest set for each
borrowing period based upon SONIA (2020: LIBOR) and a fixed
margin.
The Group's borrowings have the following maturity profile:
Borrowings Borrowings
1 January 26 December
2022 2020
GBP000s GBP000s
---------------------------- ----------- -------------
Less than one year 2,235 30,581
Two to five years 76,498 208,725
---------------------------- ----------- -------------
78,733 239,306
Less interest cash flows:
Senior finance facility (8,733) (38,822)
Revolving credit facility - (1,302)
---------------------------- ----------- -------------
Total principal cash flows 70,000 199,182
---------------------------- ----------- -------------
15. Provisions
Onerous
Property Onerous
costs Dilapidations contracts Total
GBP000s GBP000s GBP000s GBP000s
----------------------------------- ---------- -------------- ----------- ---------
At 27 December 2020 3,959 12,677 17,018 33,654
Additions 86 1,471 - 1,557
Utilised during the period (212) (2,538) (3,290) (6,040)
Unwind of provision (1) 24 (8) 15
Impact of change in discount rate (31) (457) (257) (745)
Releases (3,615) (643) - (4,258)
Business disposals (note 17) - (361) - (361)
Foreign exchange - 1 - 1
----------------------------------- ---------- -------------- ----------- ---------
At 1 January 2022 186 10,174 13,463 23,823
----------------------------------- ---------- -------------- ----------- ---------
Of which:
Current 70 1,453 3,190 4,713
Non-current 116 8,721 10,273 19,110
----------------------------------- ---------- -------------- ----------- ---------
186 10,174 13,463 23,823
----------------------------------- ---------- -------------- ----------- ---------
Onerous
Property Onerous
costs Dilapidations contracts Total
GBP000s GBP000s GBP000s GBP000s
----------------------------------- ---------- -------------- ----------- ---------
At 29 December 2019 4,833 16,209 19,573 40,615
Adoption of IFRS 16 (2,222) - - (2,222)
Additions 5,326 1,452 - 6,778
Utilised during the period (601) (2,726) (3,330) (6,657)
Unwind of provision 7 204 218 429
Impact of change in discount rate 88 747 557 1,392
Releases (3,472) (3,226) - (6,698)
Foreign exchange - 17 - 17
----------------------------------- ---------- -------------- ----------- ---------
At 26 December 2020 3,959 12,677 17,018 33,654
----------------------------------- ---------- -------------- ----------- ---------
Of which:
Current 1,328 2,823 3,297 7,448
Non-current 2,631 9,854 13,721 26,206
----------------------------------- ---------- -------------- ----------- ---------
3,959 12,677 17,018 33,654
----------------------------------- ---------- -------------- ----------- ---------
Onerous property costs
The provision for onerous property costs represents the current
value of contractual liabilities for future rates payments and
other unavoidable costs (excluding lease costs) on leasehold
properties the Group no longer uses. The additions of GBP0.1m
(2020: GBP5.3m) and the release of the provision of GBP3.6m (2020:
GBP3.5m) have been treated as exceptional and are included in the
property cost credit of GBP3.0m (2020: GBP2.1m) (note 4). The
releases are the result of early surrenders being agreed with
landlords - the associated liabilities are generally limited to the
date of surrender but provided to the date of the first exercisable
break clause to align with recognition of associated lease
liabilities.
On adoption of IFRS 16, the Company took the practical expedient
available to rely on its assessment of whether a lease was onerous
by applying IAS 37 Provisions, Contingent Liabilities and
Contingent Assets immediately before the date of initial
application, reducing the carrying value of its right of use asset
on implementation. This resulted in the elimination of onerous
property costs of GBP2.2m and a corresponding impairment of the
right of use asset on transition date.
The liabilities, assessed on a property-by-property basis, are
expected to arise over a period of up to five years (2020: nine
years) with the weighted average age of the onerous property costs
being 3.30 years (2020: 3.76 years). The onerous property cost
provision has been discounted at a rate of 0.81% (2020: inflated at
0.1%). Sensitivity analysis has not been conducted due to the
immaterial nature of the remaining provision.
Dilapidations
The timing and amounts of future cash flows related to lease
dilapidations are subject to uncertainty. The provision recognised
is based on management's experience and understanding of the
commercial retail property market and third party surveyors'
reports commissioned for specific properties in order to best
estimate the future outflow of funds, requiring the exercise of
judgement applied to existing facts and circumstances, which can be
subject to change. The estimates used by management in the
calculation of the provision take into consideration the location,
size and age of the properties. The weighted average dilapidations
provision at 01 January 2022 was GBP7.53 per square foot (psf)
(2020: GBP6.65 psf). The increase is the result of a 5% uplift on
the rates used for estimates to reflect market conditions and the
changing profile of the estate given the large number of properties
surrendered in the year. Estimates for future dilapidations costs
are regularly reviewed as and when new information is available.
Given the large portfolio of properties, the Directors do not
believe it is useful or practical to provide sensitivities on a
range of reasonably possible outcomes on a site by site basis.
Instead, consideration is given to the impact of a sizeable shift
in the average rate. A GBP1.00 psf increase in the dilapidations
provision would lead to an increase in the provision at 01 January
2022 of GBP1.5m (2020: GBP0.50 psf lead to an increase of
GBP0.7m).
The dilapidations provisions have been discounted depending on
the remaining lease term and the rate is based on the 5 or 10 year
UK gilt yields of 0.81% and 0.97% respectively (2020: ten-year UK
gilt yields 0.25%). A 1% increase in both the discount rates at 01
January 2022 would decrease the dilapidations provision by GBP0.6m
(2020: GBP0.7m). The inflation rate applied in the calculation of
the dilapidations provision was 3.0% (2020: 1.8%). The Directors
have noted the significant pressure on inflation towards the end of
2021 and especially in 2022, however most longer-range forecasts
still see inflation returning to 2%. Applying an inflation rate of
5% would result in the provision increasing by GBP1.3m.
The aggregate movement in additions, releases and change in
discount rate of GBP0.4m has generated GBP0.8m of asset additions
and a credit of GBP0.4m to exceptionals (note 4).
Onerous contract
The onerous contract represents amounts payable in respect of
the agreement reached in 2017 between the Group and Unipart to
terminate the contract to operate the NDEC. Under the terms of that
agreement, at 1 January 2022 GBP13.5m is payable over the period to
2026 (2020: GBP17.0m) and GBP3.3m has been paid during the year
(2020: GBP3.3m). The provision has been restated to present value
by applying a discount rate of 0.81% (2020: inflation rate of
0.1%). A 1% increase in the discount rate at 1 January 2022 would
decrease the provision by GBP0.3m (2020: a 1% increase in the
inflation rate would increase the provision by GBP0.5m).
16. Share Capital and Capital raise
The number of shares in issue and the related share capital and
share premium are as follows.
Ordinary Ordinary Share
shares shares premium
Number GBP000s GBP000s
----------------------- ------------ --------- ---------
At 27 December 2020 696,477,654 6,965 45,580
2020 share issue cost - - (28)
Shares issued 8,510,300 85 -
----------------------- ------------ --------- ---------
At 1 January 2022 704,987,954 7,050 45,552
----------------------- ------------ --------- ---------
Warrants issued in 2018 have been exercised during the year
ended 1 January 2022.
Ordinary Ordinary Share
shares shares premium
Number GBP000s GBP000s
--------------------- ------------ --------- ---------
At 29 December 2019 170,207,142 1,702 -
Shares issued 526,270,512 5,263 45,580
--------------------- ------------ --------- ---------
At 26 December 2020 696,477,654 6,965 45,580
--------------------- ------------ --------- ---------
On 8 December 2020 the Group completed a capital raise from
existing and new shareholders resulting in gross proceeds of
GBP52.6m. 526,270,512 ordinary shares of 1p each were issued for
10p each.
Year ended
26 December
2020
GBP000
------------------------- -------------
Gross proceeds 52,627
Cost of share issue (1) (1,784)
------------------------- -------------
Net proceeds 50,843
------------------------- -------------
Accounted for as:
Share capital 5,263
Share premium 45,580
------------------------- -------------
50,843
------------------------- -------------
1 GBP1,492,000 of the GBP1,784,000 costs had not been paid as at
26 December 2020.
17. Business disposals
To enable the Group to strengthen its balance sheet and focus on
its strategic priority to Transform the Tool Hire Business, the
Group made two strategic divestments during the year ended 1
January 2022:
Laois Hire Limited
Laois Hire Limited, the Irish large plant hire business was sold
to Briggs Equipment Ireland Limited on 7 April 2021. Proceeds of
the disposal, net of transaction costs were GBP10.0m generating a
profit on disposal of GBP3.2m.
All Seasons Hire Limited
All Seasons Hire Limited, a cooling and heating provider was
sold to Cross Rental Services Limited with the transaction
completing on 29 September 2021. Proceeds of the disposal, net of
transaction costs were GBP54.3m generating a profit on disposal of
GBP38.0m.
As part of these transactions, the Group entered into commercial
agreements to cross-hire equipment to ensure the broadest possible
distribution of, and customer access to, each party's existing
fleet.
The table below shows the assets and liabilities disposed
of:
Laois All seasons
hire limited Hire limited Total
GBP000s GBP000s GBP000s
--------------------------------------------- -------------- -------------- ---------
Description of assets and liabilities
Intangible assets (including goodwill) 1,691 8,173 9,864
Property, plant and equipment 5,200 7,385 12,585
Rou assets 686 1,345 2,031
Current assets (excluding cash) 2,509 1,400 3,909
Cash 504 1,035 1,539
Debt - leases (714) (1,397) (2,111)
Current liabilities, excluding debt (2,545) (1,296) (3,841)
Deferred tax liabilities - (218) (218)
Provisions (212) (149) (361)
Foreign exchange reserves (49) - (49)
--------------------------------------------- -------------- -------------- ---------
Net assets disposed of 7,070 16,278 23,348
Proceeds of disposal less transaction costs 9,982 54,325 64,307
Profit on asset sale 283 - 283
--------------------------------------------- -------------- -------------- ---------
Total profit from disposal 3,195 38,047 41,242
--------------------------------------------- -------------- -------------- ---------
The table below shows the result of discontinued operations:
1 January 26 December
2022 2020
GBP000s GBP000s
----------------------------------------------------- ---------- ------------
Result of discontinued operations
Revenue 8,405 19,870
Expenses other than finance costs, amortisation and
depreciation (1,100) (10,128)
Amortisation (135) (175)
Depreciation (1,836) (3,397)
Finance costs (72) (97)
Taxation (83) 27
----------------------------------------------------- ---------- ------------
Profit from discontinued operations, net of tax 5,179 6,100
Profit on disposal of discontinued operations 41,242 -
----------------------------------------------------- ---------- ------------
Profit for the period 46,421 6,100
----------------------------------------------------- ---------- ------------
The revenue relating to Laois Hire Limited is GBP3.0m (2020:
GBP12.8m) with a loss after tax of GBP0.2m (2020: profit after tax
of GBP0.2m). The revenue relating to All Seasons Hire Limited is
GBP5.4m (2020: GBP7.1m) with a profit after tax of GBP5.4m (2020:
GBP5.9m).
The following table shows a summary of the cashflows relating to
discontinued operations:
1 January 26 December
2022 2020
GBP000s GBP000s
---------------------------------------- ---------- ------------
Operating cash (outflow)/inflow (644) 2,195
Cash outflow from investing activities (15) (177)
Cash outflow from financing activities (397) (689)
18. Post balance sheet events
War in Ukraine
Following the balance sheet date, the tragic eruption of
conflict in Ukraine has occurred. The war has had a significant
impact on macroeconomic factors and a high degree of uncertainty
persists. The Group does not have operations or direct dependencies
in Russia or Ukraine but is exposed to the impact of inflation and
supply chain disruption.
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END
FR FZGZDZNRGZZZ
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April 28, 2022 02:02 ET (06:02 GMT)
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