Preliminary results - 53 weeks ended 5 May 2024

About this update from Theworks.co.uk Plc

[{"type":"text","content":"\n \n 1 October 2024 \n   \n TheWorks.co.uk plc  \n (\"The Works\", the \"Company\" or the \"Group\") \n Preliminary results for the 53 weeks ended 5 May 2024 and trading update \n Finished FY24 in line with market forecasts of pre-IFRS16 adjusted EBITDA of £6.0m. \nWell positioned for profit growth in FY25 and to meet market forecasts of pre-IFRS16 adjusted EBITDA of £8.5m, with a process to evolve the strategy well underway.  \n TheWorks.co.uk plc, the family-friendly value retailer of arts, crafts, toys, books and stationery, announces its preliminary results for the 53 weeks ended 5 May 2024 (the \"period\" or \"FY24\") (1) and an update on current trading. \n Fina ncial highlights \n \n \n \n \n ·                \n \n \n Delivered total revenue growth of 0.9% to £282.6m in FY24 against a challenging backdrop characterised by cost of living pressures and softened consumer demand. \n \n \n \n \n ·                \n \n \n Store sales, which represent c.90% of total sales, continued to drive growth, increasing by 0.6% on a like for like (LFL (2) ) basis. Online LFL sales declined by 12.4%, resulting in an overall LFL sales decline of 0.9%. \n \n \n \n \n ·                \n \n \n Pre-IFRS 16 Adjusted EBITDA of £6.0m (FY23: £9.0m). Sales were lower than originally anticipated, reflecting a tough trading environment and operational challenges in the run up to Christmas. This combined with increased cost headwinds put pressure on profitability. However, due to the decisive cost action taken and improved trading in the final quarter, the Group ended the year in line with expectations (3) . \n \n \n \n \n ·                \n \n \n Adjusted profit before tax (4) (PBT) of £3.2m (FY23 Restated (5) : £5.3m). \n \n \n \n \n ·                \n \n \n The Group ended the Period with net cash (6) of £1.6m (the 52-week period ended with net cash of £6.5m, which compares to net cash of £10.2m at the end of FY23). \n \n \n \n \n ·                \n \n \n The Board is not proposing a final dividend for FY24. Future shareholder distributions will be kept under consideration as profitability improves and net cash allows. \n \n \n \n \n ·                \n \n \n Sales in the first 21 weeks of FY25 have been in line with our expectations, with LFL sales up 0.2%. On track to deliver improved profitability in FY25 and meet Group compiled market forecasts of pre-IFRS16 Adjusted EBITDA of £8.5m. \n \n \n \n \n ·                \n \n \n Medium term goal is to return to pre-IFRS 16 EBITDA margins of 5%. \n   \n \n \n \n \n   \n   \n \n \n \n \n \n \n \n FY24 \n £m \n \n \n FY23 (Restated) (5) \n £m \n \n \n \n \n Revenue \n \n \n 282.6 \n \n \n 280.1 \n \n \n \n \n Revenue growth % \n \n \n 0.9% \n \n \n 5.8% \n \n \n \n \n Total LFL sales \n \n \n (0.9)% \n \n \n 4.2% \n \n \n \n \n Pre-IFRS16 Adjusted EBITDA (4) \n \n \n 6.0 \n \n \n 9.0 \n \n \n \n \n Pre-IFRS16 EBITDA Margin (4) \n \n \n 2.1% \n \n \n 3.2% \n \n \n \n \n Adjusted profit before tax (4) \n \n \n 3.2 \n \n \n 5.3 \n \n \n \n \n Profit before tax \n \n \n 6.9 \n \n \n 9.0 \n \n \n \n \n Adjusted basic EPS (pence) \n \n \n 4.2p \n \n \n 9.2p \n \n \n \n \n Basic EPS (pence) \n \n \n 10.2p \n \n \n 15.0p \n \n \n \n \n Dividend per share (pence) \n \n \n 0p \n \n \n 0p \n \n \n \n \n Net cash (6) \n \n \n 1.6 \n \n \n 10.2 \n \n \n \n \n   \n   \n FY24 business highlights \n \n \n \n \n ·      \n \n \n Decisive action was taken to grow product margins, reset the cost base and scale back non-essential investments, with the aim of improving profitability. This included relocating our online fulfilment centre and changing ways of working in our retail Distribution Centre, negotiating more favourable terms with suppliers and landlords, transferring from the Main Market to AIM and ending our customer loyalty scheme to focus instead on providing customers with everyday low prices. \n \n \n \n \n ·              \n \n \n Evolved our brand to fulfil our purpose - to inspire reading, learning, creativity and play - commencing a project to make our brand positioning clearer. This is now being rolled out in our external marketing and includes the introduction of our new #TimeWellSpent strapline. \n \n \n \n \n ·              \n \n \n Refined our product proposition to more clearly align to our brand purpose through the introduction of new toys and games ranges and the relaunch of our kids' book range in Spring 2024. \n \n \n \n \n ·              \n \n \n Improved the quality of our overall store portfolio through 9 openings, 24 closures (of mostly loss-making or low-profit stores), 5 relocations and 21 refits. Operated from 511 stores at the end of FY24, of which 96% are profitable. New stores on track to deliver strong payback of approximately one year. \n \n \n \n \n ·              \n \n \n Leadership changes at both plc Board and Operating Board level, including streamlining the Operating Board so that it is more agile and better positioned to deliver on strategy and growth plans. \n \n \n \n \n ·              \n \n \n Placed 15th in the 'Best Big Companies to Work For' and 10th in Retail Week's 'Top 50 happiest retailers to work for', demonstrating strong colleague engagement. \n \n \n \n \n Trading update and outlook \n Sales have been in line with our expectations in the first 21 weeks of FY25 (ended Sunday 29 September 2024), with LFL sales up 0.2%, outperforming the wider sector. This performance is encouraging, against the widely reported backdrop of improved consumer confidence having yet to translate into increased consumer spend and non-food retail sales remaining subdued (7) . \n We are well-positioned heading into our peak Christmas trading period having addressed the capacity issues faced in our Distribution Centre last year, our new brand strapline #TimeWellSpent launching and exciting new product ranges set to land, including our popular 2 for £12 gifts for all the family and some fantastic new book releases across our fiction and non-fiction ranges. \n Strong product margin growth and cost savings are being delivered, more than offsetting ongoing cost headwinds. As such, we remain on track to deliver improved profitability in FY25 and meet Group compiled market forecasts of pre-IFRS16 Adjusted EBITDA of £8.5m. \n Board change \n As announced alongside our FY24 results, John Goold and Mark Kirkland, both Non-Independent Non-Executive Directors of The Works, have decided to step down from the Board with effect from today. \n Gavin Peck, Chief Executive Officer of The Works, commented: \n \"Against a persistently challenging consumer backdrop and tough Christmas trading, we were pleased to end FY24 in line with market expectations. This was a direct result of the continued dedication and strong response of colleagues, the decisive action taken to improve product margins, reduce costs and scale back non-essential investments, supported by improved sales in the final quarter. \n \"Good strategic progress was made during the year and whilst we believe this continues to be the right high level strategic direction for The Works, we also believe that now is the right time to evolve the strategy. Work is therefore underway to refine our plans to transform the business and drive an improved performance and shareholder returns in the years ahead. \n \"Although consumer confidence remains subdued and we continue to face tough cost headwinds, the cost and operational action we have taken and the trajectory of recent trading means we are well positioned to offset these and return to profit growth in FY25. Operationally we are in a much stronger position this year as we head into the upcoming peak Christmas trading period and we look forward to supporting customers to have a Christmas well spent courtesy of The Works.\" \n Preliminary results presentation \n A copy of the FY24 Preliminary results presentation will shortly be made available on the Company's website ( www.corporate.theworks.co.uk/investors ). \n A presentation and Q&A for all existing and potential shareholders will be held via Investor Meet Company at 1.30pm on Wednesday 2 October 2024. Investors can register here: \n https://www.investormeetcompany.com/theworkscouk-plc/register-investor \n   \n \n \n \n \n Enquiries: \n TheWorks.co.uk plc \n Gavin Peck, CEO \n Rosie Fordham, CFO \n   \n \n \n   \n   \n via Sanctuary Counsel \n \n \n \n \n \n \n \n Sanctuary Counsel \n Ben Ullmann \n Rachel Miller \n Kitty Ryder \n \n \n   \n 0207 340 0395 \n \n \n   \n [email protected]        \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Singer Capital Markets (Nomad and Broker) \n Peter Steel \n Alaina Wong \n Jalini Kalaravy \n   \n \n \n 020 7496 3000 \n \n \n \n \n \n \n \n   \n Footnotes: \n \n \n \n \n (1) \n \n \n The FY24 annual report and accounts for the Group will cover the 53-week period ended 5 May 2024, compared to a 52-week period ended 30 April 2023 in FY23. \n \n \n \n \n (2) \n \n \n 53-week LFL sales growth has been calculated with reference to the prior 53-week comparative sales period. LFL sales growth is the growth in gross sales from stores which have been trading for the full financial period (current and previous year), and from the Group's online store. \n \n \n \n \n (3) \n \n \n In November 2023 the Group announced its revised profit forecast of pre-IFRS 16 EBITDA of £6.0m. \n \n \n \n \n (4) \n \n \n Adjusted profit figures exclude Adjusting items. See notes 2 (Alternative performance measures) and 3 (Adjusting items) of the condensed financial statements included in this RNS. \n \n \n \n \n (5) \n \n \n Prior period restatements reflect adjustments wholly related to IFRS 16 lease accounting. Further details can be found in note 12 of the condensed financial statements included in this RNS. \n \n \n \n \n (6) \n \n \n Net cash at bank excluding finance leases, on a pre-IFRS 16 basis. \n \n \n \n \n (7) \n \n \n The BRC-KPMG Retail Sales Monitor for August reported that non-food sales decreased 1.7% year-on-year over the three-months to August ( link ). \n \n \n \n \n   \n Notes for editors: \n The Works is one of the UK's leading family-friendly value retailers of arts and crafts, stationery, toys, and books, offering customers a differentiated proposition as a value alternative to full price specialist retailers. The Group operates a network of over 500 stores in the UK & Ireland, as well as trading online at TheWorks.co.uk . \n Chair Review \n Introduction \n   \n I am delighted to have joined The Works as Chair in July 2024 and, on behalf of the whole Board, would like to take this opportunity to thank my predecessor, Carolyn Bradley, for her contribution to the business. \n   \n My initial, overriding impression since joining The Works is that this is a business with a clear purpose, strong value proposition, quality store portfolio, positive and healthy culture, tight-knit leadership team and passionate colleagues. \n   \n While much important progress has been made in recent years, this has not yet translated into an improved financial performance. There remains much to be done and although the business continues to face challenges, this also presents an exciting opportunity to evolve and grow. I believe there is substantial potential for increased shareholder value and I look forward to working closely with Gavin and his leadership team to realise this. \n   \n FY24 performance \n   \n The business faced difficult economic conditions in FY24, which put pressure on sales and impacted profitability. Action taken to reduce the cost base and, grow product margins, as well as improved sales in the final quarter provides a stronger foundation from which to build, as we have seen in FY25 to date. Credit must go to Gavin and his leadership team for ensuring The Works ended the year in line with market expectations and positioning the business for growth in the years ahead. \n   \n Strategy \n   \n Following several years of major externally driven operational challenges, resulting in financial underperformance and a reshaping and strengthening of both the Operating Board and the plc Board, as detailed below, now is the opportune moment to put in place a clear plan to transform the business. Strong, affirmative action is needed to drive sales growth, improve operating margins and deliver strong shareholder returns. A review of our longer-term goals, the strategy and operational plans to deliver on those goals is currently underway and we expect to be in a position to share more on this alongside our interim results in January 2025. \n   \n Our Board and leadership \n   \n The business has undergone leadership changes at both an Operating and plc Board level over the last year. \n   \n Lynne Tooms was appointed as Commercial Director in September 2023 and Rosie Fordham stepped up to the role of CFO in January 2024. Both have had a hugely positive impact on the business. \n   \n To reflect where The Works is today and to ensure that the business is best able to deliver on its strategy, Gavin restructured his leadership team in April 2024. We now have a streamlined Operating Board which has accelerated the delivery of our plans and improved cross-functional working. \n   \n We have also seen changes at a plc Board level during the year. In addition to my appointment in July 2024, John Goold and Mark Kirkland, both from one of our shareholders Kelso plc, joined as Non-Executive Directors in February 2024. They decided to step down from the Board in October 2024. \n \n Catherine Glickman, Independent Non-Executive Director, announced her intention not to seek re-election at the AGM. The process to appoint Catherine's successor, someone that has extensive value retail experience, is expected to be completed before the end of the calendar year. \n   \n Capital distributions \n   \n The Board is not proposing a final dividend for FY24. We will continue to keep future shareholder distributions under consideration as profitability improves and net cash allows, whilst noting some of our major shareholders' preference for share buybacks over the payment of dividends. A further update will be provided alongside our interim results in January 2025. \n   \n Outlook \n   \n The Board is mindful that the consumer environment has not yet fully recovered and of continued cost headwinds. With a strengthened leadership team and Board, a good foundation for strategic progress, action taken around costs, and a solid start to sales in the new financial year, we are, however, confident that The Works will deliver profit growth in FY25.  \n   \n Finally, I would like to thank our shareholders for their continued support whilst the business is undergoing a period of transition. \n   \n Steve Bellamy \n Chair \n   \n CEO Report \n   \n Introduction \n   \n In FY24 we made good progress against our \"better, not just bigger\" strategy, whilst also shifting our focus in response to challenging trading conditions. Following a challenging second half of 2023, with particularly tough Christmas trading, stabilising profitability became our primary focus. Decisive action was taken to grow gross margins, reset the cost base and scale back non-essential investments. I am pleased to report that, as a result of this action, we finished the year in line with market expectations. We are well positioned to realise further benefits and deliver increased shareholder value in FY25 and beyond. \n   \n Trading performance and financial results \n   \n In FY24 we delivered total revenue growth of 0.9% to £282.6m and a total like-for-like (LFL) sales decline of 0.9%, which was lower than our expectations at the start of the year. Across the year our stores, which comprise c.90% of sales, saw sales increase by 0.6% on a LFL basis, whilst online LFL sales declined by 12.4%. Outlined below are the main factors that contributed to this performance: \n   \n \n \n \n \n ·                \n \n \n The backdrop to FY24 was persistently challenging, characterised by high consumer inflation, low consumer confidence and ongoing cost of living pressures. This impacted Christmas trading in particular and drove high levels of promotional activity across the market ahead of our peak Christmas season. \n \n \n \n \n ·              \n \n \n We faced capacity issues at our Distribution Centre in the run up to peak trading, exacerbated by operational challenges with embedding a new picking process, which temporarily disrupted the flow of stock during our key trading period. \n \n \n \n \n ·              \n \n \n We had a promising start to the year and good strategic progress was made, particularly through improvements to our product proposition. New toys and games ranges performed well in H1 and the relaunch of our kids' book, core art and stationery ranges drove improved trading in-store post-Christmas. \n \n \n \n \n ·              \n \n \n As part of our ongoing focus on improving the quality of our store portfolio we closed a net 15 stores, resulting in a sales headwind. As the closed stores were mostly loss-making or low-profit stores, the profit impact was broadly neutral. \n \n \n \n \n ·              \n \n \n We implemented a series of changes to our online channel to improve profitability. Although this temporarily impacted sales, it meant that our online channel broke-even in FY24 and the Board expects this channel to be profitable in FY25. \n \n \n \n \n Pre-IFRS16 EBITDA for FY24 was £6.0m (FY23: £9.0m), which was lower than our expectations at the start of the year. We faced increased cost headwinds in FY24, both those that we had anticipated (e.g. higher business rates, increases to the National Living and Minimum Wages and investment in our merchandising team) and those we could not have foreseen (e.g. substantial increases in freight costs due to supply chain disruption). Faced with constrained profitability and uncertainty regarding a recovery in consumer confidence, in the second half of the year we implemented a programme to stabilise profitability. Action taken included: \n   \n \n \n \n \n ·                \n \n \n Transferring The Works from its Main Market listing to AIM which will result in lower corporate costs and a more flexible regulatory environment. \n \n \n \n \n ·                \n \n \n Moving our online fulfilment centre, operated by third-party provider iForce, to a more efficient facility in early January, which is expected to deliver a c.£1.0m per year reduction in operating costs. \n \n \n \n \n ·                \n \n \n Ending our Together Rewards loyalty scheme to focus instead on maintaining everyday affordable prices. The scheme had c.2 million active members and although loyalty members typically spent more, it did not deliver adequate returns on the annual investment of over £2m. \n \n \n \n \n ·                \n \n \n Improving product margins through negotiations with suppliers and more targeted promotional activity. \n \n \n \n \n ·                \n \n \n Introducing changes to ways of working in our Distribution Centre and store labour models, which are expected to drive significant efficiencies. \n \n \n \n \n ·                \n \n \n Negotiating rent savings with landlords, particularly for low-profit and loss-making stores with leases up for renewal. \n \n \n \n \n ·                \n \n \n Restructuring our Operating Board to give us a more agile, streamlined and focused leadership team. \n \n \n \n \n We expect to realise most of the benefits from this activity in FY25, however were encouraged to see improved margins and lower costs coming through towards the end of FY24. This action, coupled with improving store sales in the final quarter, meant that we finished the year in line with expectations, delivering pre-IFRS 16 Adjusted EBITDA of £6.0m (FY23: £9.0m) and Adjusted profit before tax of £3.2m (FY23 restated: £5.3m). \n   \n Overall, whilst it is disappointing that our performance in the year was lower than anticipated at the outset, I am pleased that the decisive action taken in the second half has started to deliver positive results. This, combined with the good strategic progress outlined below, means we are confident that The Works now has a solid foundation on which to return to growth in FY25 and beyond. \n   \n Strategy \n   \n Despite the challenges faced, our teams rallied together and delivered good progress against our 'better, not just bigger' strategy in FY24. Whilst we believe that this continues to be the right high level strategic direction for the business, we feel that that now is the right time to evolve the strategy and set out a clear plan to transform the business, with the ambition to drive sales growth, improve operating margins and deliver strong shareholder returns. A review of the strategy is currently underway and we expect to update shareholders on our goals and priority focus areas in early 2025. \n   \n Strategic progress in FY24 includes: \n   \n Developing our brand and increasing our customer engagement \n   \n \n \n \n \n ·                \n \n \n Recruited a new Commercial Director to lead our product, sourcing and quality strategy, and to ensure our brand and product proposition continues to evolve and is aligned with our purpose, with good progress made. \n \n \n \n \n ·                \n \n \n Continued to evolve our brand to fulfil our purpose to inspire reading, learning, creativity and play. We commenced a project to make our brand positioning clearer, which is being rolled out this Christmas and includes the introduction of our new #TimeWellSpent strapline. This captures the important role that we play in supporting families with affordable, feel good ways to spend their time and connecting people with screen-free things to do. \n \n \n \n \n ·                \n \n \n Improved our product proposition through the introduction of new toys and games ranges, which performed particularly well in H1. We relaunched our kids' book range during Spring 2024, with a much clearer offer from baby and toddler through to fiction books for young adults, including the introduction of more fun-learning books and a broader range of kids' fiction titles. \n \n \n \n \n Enhancing our online proposition \n   \n \n \n \n \n ·                \n \n \n Delivered improvements to the retail website to enhance the customer experience, supported by new analytical tools including revamping our homepage, optimising product pages and improving navigation across the site. These changes have seen an improvement on all key metrics, including conversion, and have laid the foundation for further improvements in FY25. \n \n \n \n \n ·                \n \n \n Actively tested new trading mechanics to determine the most effective strategies for engaging our customers, testing a mix of limited-time discounts, web exclusives and bundles, as well as delivery initiatives to give better choice on delivery. Early results indicate that targeted promotions have not only increased sales but also enhanced key KPIs such as average order value (AOV) and profit per order. \n \n \n \n \n ·                \n \n \n As part of our broader efforts to improve profitability across the business, we implemented changes to our online channel in H2, for example increasing the free delivery threshold and increasing delivery charges. This impacted sales but improved profitability. \n \n \n \n \n Optimising our store estate \n   \n \n \n \n \n ·                \n \n \n Focused on maintaining the overall quality of our store portfolio, ensuring we have the right stores in the right locations for our customers. This included 9 openings, 24 closures, 5 relocations and 21 refits. The business traded from 511 stores at the year end, of which 96% are profitable. \n \n \n \n \n ·                \n \n \n The majority of closures were of loss-making or low-profit stores where we were unable to agree suitable terms with the landlord. New stores performed in line with internal forecasts and should deliver strong payback of approximately one year. \n \n \n \n \n ·                \n \n \n Successfully negotiated with landlords on FY24 lease renewals, delivering £0.8m in annual rent savings. \n \n \n \n \n Driving operational improvements \n   \n \n \n \n \n ·                \n \n \n Moved our online fulfilment centre, operated by a third-party provider, iForce, to a more efficient facility in early January, which is expected to save c.£1m per year in operating costs. \n \n \n \n \n ·                \n \n \n Strengthened Distribution Centre management to help embed improved ways of working and deliver benefits and efficiencies in the 2024 calendar year and beyond. \n \n \n \n \n ·                \n \n \n Following a successful pilot in 2023, began rollout of new EPOS software (completed in July 2024) that, in time, will enable improved functionality on our tills in stores, enabling colleagues to spend more time on the shop floor and respond to customer's requests quickly and efficiently. \n \n \n \n \n Leadership and Operating Board changes \n   \n There have been a number of changes in leadership during the year, at both an Operating and plc Board level. I would like to take this opportunity to thank those who have departed and to welcome our new leadership team and Board members, who all bring a wealth of experience. \n   \n After the period end we announced that Carolyn Bradley would be stepping down as Chair and Steve Bellamy had been appointed as her successor. I would like to thank Carolyn for her support over the last few years, which has been hugely valuable during a period of significant change at The Works. I look forward to working with Steve and am confident that, together with our streamlined Operating Board, the business has the right leadership structure and experience to set a clear plan to transform our business and deliver against it, to ensure we return to growth and deliver increased value for shareholders. \n   \n Colleagues \n   \n I am proud that The Works maintained such strong colleague engagement scores in FY24, placing 15th in the 'Best Big Companies to Work For' and 10th in Retail Week's 'Top 50 happiest retailers to work for'. I am hugely grateful to our team of fantastic colleagues for adapting and going above and beyond when faced with challenging trading conditions and such extensive change across the business. It is testament to their hard work and dedication, as well as the supportive, positive culture at The Works that we ended the year on a more positive trajectory. \n   \n ESG \n   \n As a business, we remain committed to \"Doing Business Better\" and to making positive and sustainable changes which will enable us to continue to inspire reading, learning, creativity and play for generations to come. \n   \n We are taking steps to progress our ambition to be \"Net Zero\" in Scope 1 by 2035, Scope 2 by 2030, and Scope 3 by 2045, with an ambition to achieve Scope 3 by 2040 to align with the BRC's climate action roadmap. We also made good progress in the year to support both People and Planet as outlined in the Annual report and accounts. \n   \n Outlook \n   \n Although not where we had hoped to be going into the year, we are pleased to have finished FY24 in line with revised market expectations. This reflects the actions taken to reset our cost base and improve margins, supported by improving sales in the final quarter and the business is in a much stronger position as a result. \n   \n Despite inflation falling and interest rates beginning to ease, the consumer environment remains subdued and we are yet to see a tangible improvement in consumer spend. We expect trading conditions to continue to be tough in FY25, with cost headwinds such as the higher National Living Wage, freight and business rates remaining. However, I am confident that the changes we have implemented across the business make us well placed to offset these factors and am encouraged both by the solid sales performance since the year end and the fact that that we are well placed operationally to maximise sales during our peak Christmas trading period. We expect to deliver stable sales and an improved EBITDA in FY25 and over the medium term our ambition is to return to pre-IFRS 16 EBITDA margins of 5%. \n   \n Gavin Peck \n Chief Executive Officer \n   \n Financial review \n   \n Overview \n The result for FY24 was in line with the revised forecast announced by the Group in November 2023 and reflects the refocus on tighter cost control and improving gross margins. \n \n \n \n \n \n \n \n  FY24 (1) \n   \n \n \n FY23 \n (Restated) (2) \n \n \n \n \n Revenue \n \n \n £282.6m \n \n \n £280.1m \n \n \n \n \n Revenue growth \n \n \n 0.9% \n \n \n 5.8% \n \n \n \n \n LFL sales (3) \n \n \n (0.9)% \n \n \n 4.2% \n \n \n \n \n Pre-IFRS 16 Adjusted EBITDA (4) \n \n \n £6.0m \n \n \n £9.0m \n \n \n \n \n Profit before tax \n \n \n £6.9m \n \n \n £9.0m \n \n \n \n \n Net cash at bank (5) \n \n \n £1.6m \n \n \n £10.2m \n \n \n \n \n   \n (1)        The FY24 accounting period relates to the 53 weeks ended 5 May 2024 (also referred to as the period) and the comparative FY23 accounting period relates to the 52 weeks ended 30 April 2023. \n (2)        Prior period restatements reflect adjustment wholly related to IFRS 16 Lease accounting. Further details can be found in note 12 of the condensed financial statements included in this RNS. \n (3)        53 week LFL sales growth has been calculated with reference to the prior 53 week comparative sales period. LFL sales growth is the growth in gross sales from stores which have been trading for the full financial period (current and previous year), and from the Group's online store. \n (4)        Adjusted profit figures exclude Adjusting items. See notes 2 (Alternative performance measures) and 3 (Adjusting items) of the condensed financial statements included in this RNS. \n (5)        Net cash at bank excluding finance leases, on a pre-IFRS 16 basis. \n   \n ·      Revenue increased by £2.5m (+0.9%) compared with the prior period due, in part, to an extra week of trading and LFL store sales growth of 0.6%, along with the effect of closing a net 15 stores in the period. Online sales declined by 12.4%, as we focussed on improving profitability, pulling total LFL sales growth lower. \n ·      Pre-IFRS16 Adjusted EBITDA of £6.0m, compared to £9.0m in the prior period, reflects lower than anticipated sales and significant cost headwinds. We partially offset some of these headwinds through proactive operational changes at the start of the period. In light of lower sales ahead of and during the peak trading period, we took further action to re-focus on improving gross margins and further reduce costs post-Christmas. This helped us to achieve the forecast for FY24. \n ·      Group profit before tax includes a credit of £3.7m (restated FY23: £3.6m credit) of Adjusting items, comprising of a £1.4m reversal of impairment charges (as a result of following the requirements of the IFRS16 accounting standard), (restated FY23: charge £1.1m) and £3.5m (FY23: £4.7m) profit on disposal of right of use assets  and lease liabilities. These were partially offset by other non-recurring costs of £1.2m relating to the Group's move to AIM (£0.5m) and restructuring costs (£0.7m). \n ·      The Group ended the period with net cash of £1.6m. The comparable 52-week period to 28 April 2024 ended with net cash of £6.5m, which compares to net cash of £10.2m at the end of FY23. The Group continues to have access to, and utilises, a revolving credit facility (RCF) of £20.0m to support the build of stock prior to peak trading. \n ·      As part of the Company's move to AIM, the fixed charge covenant was successfully renegotiated under the Group's banking facility, thereby creating additional headroom when modelling the various scenarios in the Board's going concern assessment. The accounts have therefore been prepared on a going concern basis with no inclusion of a material uncertainty. Refer to note 1 in the condensed financial statements included in this RNS for further detail. \n ·      In light of the lower profit delivered in FY24, the Board will not be proposing a final dividend in relation to FY24. Future shareholder distributions will be kept under consideration as profitability improves and net cash allows. \n T he Group refers to alternative performance measures (APMs) in this report as it believes these provide management and other stakeholders with helpful additional information. These measures are used by management in running the business, including pre-IFRS 16 Adjusted EBITDA (\"EBITDA\") and like for like (\"LFL\" [1] ) sales . \n Due to rounding, numbers presented throughout this document may not add up precisely to the totals provided and percentages may not precisely reflect the absolute figures. \n   \n Revenue analysis \n Total revenue grew 0.9% to £282.6m in FY24 (FY23: £280.1m). LFL (1) sales were down 0.9%, with stores +0.6% and online -12.4%. \n   \n \n \n \n \n LFL sales growth \n \n \n Stores \n \n \n Online \n \n \n Total \n \n \n \n \n Q1 \n \n \n 6.4% \n \n \n (13.1%) \n \n \n 4.5% \n \n \n \n \n Q2 \n \n \n 1.2% \n \n \n (11.8%) \n \n \n (0.5%) \n \n \n \n \n H1 \n \n \n 3.5% \n \n \n (12.2%) \n \n \n 1.6% \n \n \n \n \n Q3 \n \n \n (3.4%) \n \n \n (11.0%) \n \n \n (4.4%) \n \n \n \n \n Q4 \n \n \n 1.6% \n \n \n (14.0%) \n \n \n 0.2% \n \n \n \n \n H2 \n \n \n (1.5%) \n \n \n (11.8%) \n \n \n (2.8%) \n \n \n \n \n Full year \n \n \n 0.6% \n \n \n (12.4%) \n \n \n (0.9%) \n \n \n \n \n   \n (1)       53 week LFL sales growth has been calculated with reference to the prior 53 week comparative sales period. LFL sales growth is the growth in gross sales from stores which have been trading for the full financial period (current and previous year), and from the Group's online store. \n   \n ·      H1 headlines \n o  Group revenue performed well against an increasingly challenging economic environment . Total LFL sales increased by 1.6% with stores +3.5% \n o  Early summer trading was particularly strong, with performance supported by the launch of our new summer 'out to play' ranges, and expansion of our toys and games offering. Annualising against the residual impact of our late FY22 cyber-attack also supported comparatives. \n o  Towards the end of the half, our new and extended Halloween range performed well, however overall performance was suppressed against a wider back drop of increasing inflationary pressures and cost of living challenges, which resulted in an increased level of discounting across the wider retail market. \n   \n ·      H2 headlines \n o  H2 LFL sales declined by 2.8%, reflecting a 4.4% reduction in Q3 and a more stable Q4 increase of 0.2%. \n o  Performance remained challenging through peak Christmas trading. Family finances were under increasing pressure, meaning many customers shifted spend to essentials rather than discretionary gifting. We maintained a level of promotional discounting across Q3 to echo the wider market and remain competitive, whilst also executing a more prominent January sale. \n o  We also faced temporary operational efficiency challenges as we ran out of space in our Distribution Centre, which created short term disruption to the flow of stock in the run up to peak trading. This challenge eased post-Christmas which, along with range improvements, supported the improvement in LFLs in Q4. \n   \n   \n Store numbers \n \n \n \n \n Store numbers \n \n \n FY24 \n \n \n FY23 \n \n \n \n \n Stores at beginning of period \n \n \n  526 \n \n \n  525 \n \n \n \n \n Opened in the period \n \n \n  9 \n \n \n  17 \n \n \n \n \n Closed in the period \n \n \n  (24) \n \n \n  (16) \n \n \n \n \n Relocated (excluded from opened/closed above, NIL net effect on store numbers) \n \n \n 5 \n \n \n 3 \n \n \n \n \n Stores at end of period \n \n \n  511 \n \n \n  526 \n \n \n \n \n   \n We were trading from 511 stores at the period end, of which over 96% are profitable on an annual basis. Our store estate represents c.90% of sales and delivered positive LFLs in the period. The number of stores trading reduced by 15 during the period. The change in store estate was heavily weighted towards the second half of the financial period, with 12 net closures post-Christmas. We continued to optimise the portfolio and close low-profit and loss-making stores where we were not able to agree a commercial rent with landlords whilst continuing to look to add new stores that fit our profile. \n The 14 new stores opened in the period (including relocations) performed well overall and in line with their internal forecasts, which should see payback of around 1 year. \n   \n Product gross margin and gross profit \n \n \n \n \n   \n \n \n FY24 \n \n \n   \n \n \n FY23 (Restated) (1) \n \n \n   \n \n \n Variance \n \n \n Variance \n \n \n \n \n   \n \n \n £m \n \n \n % of revenue \n \n \n   \n \n \n £m \n \n \n % of revenue \n \n \n   \n \n \n £m \n \n \n % \n \n \n \n \n Revenue \n \n \n 282.6 \n \n \n   \n \n \n \n \n \n 280.1 \n \n \n   \n \n \n \n \n \n 2.5 \n \n \n 0.9 \n \n \n \n \n Less: Cost of goods sold \n \n \n (120.5) \n \n \n   \n \n \n \n \n \n (118.8) \n \n \n   \n \n \n \n \n \n (1.7) \n \n \n (1.4) \n \n \n \n \n Product gross margin \n \n \n 162.1 \n \n \n 57.3 \n \n \n   \n \n \n 161.3 \n \n \n 57.6 \n \n \n   \n \n \n 0.8 \n \n \n 0.5 \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n Store payroll \n \n \n (50.2) \n \n \n (17.8) \n \n \n   \n \n \n (46.8) \n \n \n (16.7) \n \n \n   \n \n \n (3.4) \n \n \n (7.3) \n \n \n \n \n Store property and establishment costs \n \n \n (49.3) \n \n \n (17.4) \n \n \n   \n \n \n (51.8) \n \n \n (18.5) \n \n \n   \n \n \n 2.5 \n \n \n 4.8 \n \n \n \n \n Store PoS & transaction fees \n \n \n (2.7) \n \n \n (1.0) \n \n \n   \n \n \n (2.3) \n \n \n (0.8) \n \n \n   \n \n \n (0.4) \n \n \n (17.4) \n \n \n \n \n Online variable costs  \n \n \n (15.8) \n \n \n (5.6) \n \n \n   \n \n \n (18.4) \n \n \n (6.6) \n \n \n   \n \n \n 2.6 \n \n \n 14.1 \n \n \n \n \n Total non-product related cost of sales \n \n \n (118.0) \n \n \n (41.8) \n \n \n   \n   \n \n \n (119.4) \n \n \n (42.6) \n \n \n \n \n \n 1.4 \n \n \n 1.2 \n \n \n \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n Store depreciation \n \n \n (1.9) \n \n \n (0.7) \n \n \n \n \n \n (3.7) \n \n \n (1.3) \n \n \n \n \n \n 1.8 \n \n \n 49.0 \n \n \n \n \n Adjusting items (2) \n \n \n 3.7 \n \n \n 13.1 \n \n \n \n \n \n 3.6 \n \n \n 1.3 \n \n \n \n \n \n (0.1) \n \n \n (2.8) \n \n \n \n \n IFRS16 impact \n \n \n 5.9 \n \n \n 2.1 \n \n \n   \n \n \n 6.1 \n \n \n 2.8 \n \n \n   \n \n \n (0.2) \n \n \n (3.3) \n \n \n \n \n Gross profit per financial statements \n \n \n          51.8 \n \n \n        18.3 \n \n \n   \n \n \n 47.9 \n \n \n 17.1 \n \n \n   \n \n \n 3.9 \n \n \n 8.1 \n \n \n \n \n   \n (1)        Prior period restatements reflect adjustments wholly related to IFRS 16 Lease accounting. Further details can be found in note 12 of the condensed financial statements included in the RNS. \n (2)        Adjusted profit figures exclude Adjusting items. See notes 2 (Alternative performance measures) and 3 (Adjusting items) of the condensed financial statements included in this RNS. \n   \n The product gross margin rate decreased by 30bps to 57.3% (FY23: 57.6%). Notable factors influencing year on year comparisons are as follows: \n ·      Evolving product mix: Our new toys and games ranges drove incremental sales and saw double digit growth in the period, however these attract a lower margin percentage. The continued growth in front-list adult fiction books also pulled the rate lower. \n ·      The additional promotional activity across peak reduced the gross margin percentage. \n ·      The hedged FX rate on payments made in US dollars remained a headwind through the period. FY24 hedged US dollar;GB pound rate was 1.22 versus 1.36 in FY23. \n ·      A reduction in container freight rates versus 2022 rates: Average container rates paid during FY24 were $2k versus FY23 of $6k. \n ·      Q4 margin improved versus FY23, supported by reduced promotional activity and the impact of a focus on stronger negotiations with suppliers. This activity supports the expected improvement in margin rates in FY25, despite the higher freight rates currently being experienced. \n   \n Non product related costs of sales decreased by £1.4m in FY24, made up of: \n   \n Store payroll costs increased by £3.4m, in part due to the additional week of trading which increased costs by £0.9m. Underlying costs increased due to: \n ·      Changes to our store labour structure, implemented at the start of the period, partially mitigated the impact of the 9.7% increase in the National Living and Minimum Wage ('NLMW') in April 2023 and the corresponding retail management increases. \n ·      A further hours efficiency programme implemented towards the end of the financial period is expected to deliver significant savings across FY25, helping to mitigate further NLMW related cost headwinds. \n Store property and establishment costs reduced by £2.5m. The additional week of trading increased costs by £1.0m, whilst underlying costs reduced by £3.5m. \n ·      The majority of the reduction was driven by business rates. £2.8m related to the 2023 business rates revaluation and a further £0.6m of credits were received from historic backdated rate reductions. \n ·      The renegotiation of expiring leases across the LFL store estate resulted in a reduction in rents which was further supported by the release of rent accruals established where the effective date of the rent decrease was back dated to a prior period (in these situations, we continue to accrue for the higher rent level until the reduction is confirmed in writing). \n ·      Full period electricity costs increased £1.6m as previously contracted hedging agreements resulted in a slower unwind of market led energy price reductions. \n Online variable costs decreased by £2.6m. This was primarily due to lower sales volumes, however ongoing work to improve the overall profitability of the online business further supported the cost reduction and helped mitigate inflationary increases. Annualised cost savings of c.£1.0m are on track to be delivered through FY25 following the move of our online fulfilment centre operated by a third-party provider, iForce, to a more efficient facility in January 2024. \n   \n Operating profit and pre-IFRS 16 EBITDA \n   \n \n \n \n \n   \n \n \n FY24 \n \n \n   \n \n \n FY23 (Restated) (1) \n \n \n   \n \n \n Variance \n \n \n Variance \n \n \n \n \n   \n \n \n £m \n \n \n % of revenue \n \n \n   \n \n \n £m \n \n \n % of revenue \n \n \n   \n \n \n £m \n \n \n % \n \n \n \n \n Gross profit per financial statements \n \n \n 51.8 \n \n \n 18.3 \n \n \n \n \n \n 47.9 \n \n \n 17.1 \n \n \n   \n \n \n 3.9 \n \n \n 8 \n \n \n \n \n Distribution expenses \n \n \n (12.7) \n \n \n  4.5 \n \n \n \n \n \n (10.3) \n \n \n  3.7 \n \n \n   \n \n \n (2.4) \n \n \n 23  \n \n \n \n \n Administrative expenses \n \n \n (27.7) \n \n \n 9.8 \n \n \n   \n \n \n (24.2) \n \n \n 8.6 \n \n \n   \n \n \n (3.5) \n \n \n 14 \n \n \n \n \n Operating profit per financial statements \n \n \n 11.4 \n \n \n 4.0 \n \n \n   \n \n \n 13.4 \n \n \n 4.8 \n \n \n   \n \n \n (2.0) \n \n \n 15 \n \n \n \n \n Less Depreciation, amortisation and IFRS16 included in Operating profit \n \n \n   \n (1.7) \n \n \n 0.6 \n \n \n   \n \n \n   \n (0.8) \n \n \n 0.3 \n \n \n   \n \n \n   \n 0.9 \n \n \n 113 \n \n \n \n \n Adjusting items \n \n \n (3.7) \n \n \n 1.3 \n \n \n \n \n \n (3.6) \n \n \n 1.3 \n \n \n \n \n \n 0.1 \n \n \n 3 \n \n \n \n \n Pre-IFRS 16 Adjusted EBITDA \n \n \n 6.0 \n \n \n 2.1% \n \n \n   \n \n \n 9.0 \n \n \n 3.2% \n \n \n   \n \n \n          (3.0) \n \n \n 33 \n \n \n \n \n   \n (1)      Prior period restatements reflect adjustments wholly related to IFRS 16 Lease accounting. Further details can be found in note 12 of the condensed financial statements included in the RNS. \n   \n Distribution costs (before depreciation and IFRS 16) comprising picking stock and delivering it to stores increased by £2.4m compared with FY23. 52-week distribution labour costs increased by £1.8m, due to wage rate inflation from the increase in the NLMW. Costs were further impacted by a reduction in efficiencies resulting from the Distribution Centre capacity issues experienced in the run up to peak as previously outlined. Increased outbound pallet volumes resulted in £0.4m increase in third party pallet delivery costs. The movement to a new way of working in the Distribution Centre, supported by strengthened management, is expected to drive efficiencies to offset the further increase in NLMW in April 2024. \n Administration costs (before depreciation and IFRS 16) increased by £2.8m compared to FY23. 52-week Support Centre salary and related costs increased by £1.3m due to inflationary increases experienced at the start of the financial period and the annualising of structural changes implemented in late FY23. The benefit of the structural changes made in late FY24, related to the restructure of the Operating Board, had limited benefit to FY24, but will support a lowering of our ongoing cost base from FY25. IT infrastructure costs increased by £0.8m as we continued to roll out our new EPOS system and invest in the strengthening of our IT security. \n Adjusting items were £3.7m credit in FY24 (restated FY23: £3.6m credit) and include other non-recurring costs of £1.2m relating to the Group's move to AIM (£0.5m) and restructuring costs (£0.7m). These costs are more than offset by a credit of £1.4m (restated FY23: impairment charge £1.1m), resulting from the reversal of impairment charges relating to the notional right of use asset created as a result of following the requirements of the IFRS16 accounting standard and £3.5m (restated FY23: £4.7m) profit on disposal of right of use assets  and lease liabilities. This is described in note 11 of the condensed financial statements included in this RNS. \n A reconciliation of statutory profit to EBITDA can be found in note 2 of the condensed financial statements included in this RNS. \n   \n Net financing expense            \n Net financing costs in the period were £4.5m (FY23: £4.4m), £4.0m (FY23: £4.1m) of which related to IFRS 16 notional interest. \n Gross cash interest payable was £0.4m, in relation to facility availability charges (FY23: £0.3m). \n   \n Tax                                       \n \n \n \n \n   \n   \n \n \n FY24 \n £m \n \n \n FY23 \n  (Restated) (1) \n £m \n \n \n \n \n Current tax expense/(credit) \n \n \n - \n \n \n (0.4) \n \n \n \n \n Deferred tax expense \n \n \n 0.5 \n \n \n - \n \n \n \n \n Total tax expense/(credit) \n \n \n 0.5 \n \n \n (0.4) \n \n \n \n \n (1)        Prior period restatements reflect adjustments wholly related to IFRS 16 Lease accounting. Further details can be found in note 12 of the condensed financial statements included in this RNS. \n The impairment charges and reversals reduced the taxable profits of prior periods and created available brought forward tax losses, which significantly reduced the effective tax rate and overall tax charge for FY24 and FY23. As a result, there was a net tax charge of £0.5m (restated FY23: £0.4m credit) consisting of a £nil current tax credit and a £0.5m deferred tax charge. The £0.5m overall tax charge equated to an effective tax rate of 7.8% (restated FY23: minus 4.4%). \n The average headline corporation tax rate for FY24 was 25.0% (FY23: 19.5%). Deferred tax has been calculated at a rate of 25.0% in both periods. \n Earnings per share                          \n Adjusted basic EPS for the period was 4.2 pence (restated FY23: 9.2 pence). Adjusted diluted EPS was 4.2 pence (restated FY23: 9.1 pence). \n The difference between the Adjusted basic and Adjusted diluted EPS figures is due to the inclusion within the diluted EPS calculation of outstanding, potentially dilutive, share options. \n Other items \n Prior period restatements reflect adjustments wholly related to IFRS 16 Lease accounting. Further details can be found in note 12 to the condensed financial statements included in this RNS. \n Capital expenditure \n Capital expenditure in the Period was £5.8m (FY23: £6.7m). It predominantly relates to;       \n ·      New stores and relocations £1.6m (FY23: £1.1m): the net investment in new stores and relocations increased by £0.5m compared with FY23. 9 new stores were opened and 5 stores relocated to new units (FY23: 14 new stores, 3 relocations). Costs increased despite the reduction in new stores due to reduced landlord contributions and cost inflation. \n ·      Store refits, maintenance and lease renewal costs £2.3m (FY23: £3.0m): the net investment in store refits reduced by £0.7m compared with FY23. The quantity of refits was lower in FY24 (20) vs FY23 (36), reflecting the impact of the decision taken to reduce refits to conserve cash, offset, in part, with wider construction industry inflation increasing the relative cost per refit. \n ·      IT hardware and software £1.7m (FY23 £2.4m): the net investment in IT hardware and software reduced by £0.7m compared with FY23. The prior period included incremental expenditure relating to the configuration and testing of the new store EPOS software prior to its implementation in stores during FY24. \n FY25 capex is expected to be approximately £5.0m. \n Inventory                     \n Stock was valued at £31.4m at the end of the period (FY23: £33.4m), a decrease of £2.0m. Tighter stock management supported a planned reduction in our period end closing forward cover and supports lower markdown activity in FY25. The stock value reflects higher stock on water than we would have expected because of the extra transit time from China due to the Red Sea challenges. \n   \n Cash flow                  \n The table below shows a summarised non IFRS 16 presentation of cash flow. On this basis, the net cash outflow for the period was £8.6m (FY23: outflow of £6.1m). \n \n \n \n \n   \n \n \n FY24 \n \n \n FY23 \n \n \n Variance \n \n \n \n \n   \n \n \n £m \n \n \n £m \n \n \n £m \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Operating profit \n \n \n 11.4 \n \n \n 13.4 \n \n \n 2.0 \n \n \n \n \n Other operating cashflows \n \n \n (8.3) \n \n \n (6.8) \n \n \n (1.5) \n \n \n \n \n Net movement in working capital \n \n \n (4.3) \n \n \n (2.8) \n \n \n (1.5) \n \n \n \n \n Capital expenditure \n \n \n (5.8) \n \n \n (6.5) \n \n \n 0.7 \n \n \n \n \n Tax paid \n \n \n (0.1) \n \n \n (1.5) \n \n \n 1.4 \n \n \n \n \n Interest and financing costs \n \n \n (0.5) \n \n \n (0.7) \n \n \n 0.2 \n \n \n \n \n Dividends \n \n \n - \n \n \n (1.5) \n \n \n             1.5 \n \n \n \n \n Purchase of treasury shares \n \n \n (0.3) \n \n \n (0.5) \n \n \n             0.2 \n \n \n \n \n Cash flow before Exchange rate movements \n \n \n (7.9) \n \n \n (6.7) \n \n \n (1.2) \n \n \n \n \n Exchange rate movements \n \n \n (0.7) \n \n \n 0.6 \n \n \n (1.3) \n \n \n \n \n Net decrease in cash and cash equivalents \n \n \n (8.6) \n \n \n (6.1) \n \n \n (2.5) \n \n \n \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n \n \n Opening net cash balance excluding IAS 17 leases \n \n \n 10.2 \n \n \n 16.3 \n \n \n \n \n \n \n \n Closing net cash balance excluding IAS 17 leases \n \n \n 1.6 \n \n \n 10.2 \n \n \n \n \n \n \n \n   \n The Group ended the period with net cash of £1.6m. Our movement in period-end date, resulting from the 53 rd week, meant an additional payment run of approximately £5.0m fell due before period end compared to the prior financial period. The 52-week period ended with net cash of £6.5m, which compares to net cash of £10.2m at the end of FY23. \n Bank facilities and financial position \n The Group continues to have an RCF of £20.0m, which provides ample liquidity and is utilised to support the build of stock prior to peak trading. The terms of this financing agreement expire on 30 November 2026. \n   \n Capital distributions \n Considering the reduced profit in FY24, the Board is not proposing a dividend for FY24. \n We will continue to keep future shareholder distributions under consideration as profitability improves and note some of our major shareholders' preference for share buybacks over the payment of dividends. A further update will be made alongside our interim results in January 2025 and a new capital allocation policy will be set out alongside our new strategy in the first half of 2025. \n Employee Benefit Trust funding for the purposes of share schemes \n To avoid dilution of existing shareholder interests, the Board's intention is to consider purchasing shares in the market to re-issue under employee share schemes as it has done in each of the last two financial years. \n   \n   \n   \n Rosie Fordham \n Chief Financial Officer \n \n \n   \n Consolidated income statement \n For the period ended 5 May 2024 \n \n \n \n \n \n \n \n \n \n \n \n 53 weeks to 5 May 2024 \n \n \n \n \n \n \n \n 52 weeks to 30 April 2023  \n (Restated - Note 12) \n \n \n \n \n \n \n   \n \n \n \n \n Note \n \n \n \n \n Result before \n  Adjusting items \n £000 \n \n \n \n \n Adjusting \n items \n £000 \n \n \n \n \n Total \n £000 \n \n \n \n \n   \n \n \n \n \n Result before \n  Adjusting items \n £000 \n \n \n \n \n Adjusting \n Items 1 \n £000 \n \n \n \n \n Total \n £000 \n \n \n \n \n \n Revenue \n \n \n \n \n \n 282,585 \n \n \n - \n \n \n 282,585 \n \n \n   \n \n \n 280,102 \n \n \n - \n \n \n 280,102 \n \n \n \n \n \n Cost of sales \n \n \n \n \n 3 \n \n \n \n \n (234,505) \n \n \n \n \n 3,741 \n \n \n \n \n (230,764) \n \n \n \n \n   \n \n \n \n \n (235,867) \n \n \n \n \n 3,628 \n \n \n \n \n (232,239) \n \n \n \n \n \n Gross profit \n \n \n \n \n \n 48,080 \n \n \n 3,741 \n \n \n 51,821 \n \n \n   \n \n \n 44,235 \n \n \n 3,628 \n \n \n 47,863 \n \n \n \n \n Other operating income \n \n \n \n \n \n 8 \n \n \n - \n \n \n 8 \n \n \n   \n \n \n 8 \n \n \n - \n \n \n 8 \n \n \n \n \n Distribution expenses \n \n \n \n \n \n (12,725) \n \n \n - \n \n \n (12,725) \n \n \n   \n \n \n (10,284) \n \n \n - \n \n \n (10,284) \n \n \n \n \n \n Administrative expenses \n \n \n \n \n   \n \n \n \n \n (27,685) \n \n \n \n \n - \n \n \n \n \n (27,685) \n \n \n \n \n   \n \n \n \n \n (24,197) \n \n \n \n \n - \n \n \n \n \n (24,197) \n \n \n \n \n \n \n Operating profit \n \n \n \n \n 4 \n \n \n \n \n 7,678 \n \n \n \n \n 3,741 \n \n \n \n \n 11,419 \n \n \n \n \n   \n \n \n \n \n 9,762 \n \n \n \n \n 3,628 \n \n \n \n \n 13,390 \n \n \n \n \n \n Finance income \n \n \n \n \n \n 19 \n \n \n - \n \n \n 19 \n \n \n   \n \n \n 227 \n \n \n - \n \n \n 227 \n \n \n \n \n \n Finance expenses \n \n \n \n \n   \n \n \n \n \n (4,520) \n \n \n \n \n - \n \n \n \n \n (4,520) \n \n \n \n \n   \n \n \n \n \n (4,648) \n \n \n \n \n - \n \n \n \n \n (4,648) \n \n \n \n \n \n \n Net financing expense \n \n \n \n \n   \n \n \n \n \n (4,501) \n \n \n \n \n - \n \n \n \n \n (4,501) \n \n \n \n \n   \n \n \n \n \n (4,421) \n \n \n \n \n - \n \n \n \n \n (4,421) \n \n \n \n \n \n Profit before tax \n \n \n \n \n \n 3,177 \n \n \n 3,741 \n \n \n 6,918 \n \n \n   \n \n \n 5,341 \n \n \n 3,628 \n \n \n 8,969 \n \n \n \n \n \n Taxation \n \n \n \n \n 6 \n \n \n \n \n (541) \n \n \n \n \n - \n \n \n \n \n (541) \n \n \n \n \n   \n \n \n \n \n 395 \n \n \n \n \n - \n \n \n \n \n 395 \n \n \n \n \n \n \n Profit for the period \n \n \n \n \n   \n \n \n \n \n 2,636 \n \n \n \n \n 3,741 \n \n \n \n \n 6,377 \n \n \n \n \n   \n \n \n \n \n 5,736 \n \n \n \n \n 3,628 \n \n \n \n \n 9,364 \n \n \n \n \n \n \n Alternative performance measures \n Profit before tax and IFRS 16 \n \n \n \n \n 2 \n \n \n \n \n   \n 1,118 \n   \n \n \n \n \n   \n (1,022) \n   \n \n \n \n \n   \n 96 \n   \n \n \n \n \n   \n \n \n \n \n   \n 3,603 \n   \n \n \n \n \n   \n (1,488) \n   \n \n \n \n \n   \n 2,115 \n   \n \n \n \n \n \n \n Basic earnings per share (pence) \n \n \n \n \n 8 \n \n \n \n \n 4.2 \n \n \n \n \n   \n \n \n \n \n 10.2 \n \n \n \n \n   \n \n \n \n \n 9.2 \n \n \n \n \n   \n \n \n \n \n 15.0 \n \n \n \n \n \n \n Diluted earnings per share (pence) \n \n \n \n \n 8 \n \n \n \n \n 4.2 \n   \n \n \n \n \n   \n   \n \n \n \n \n 10.2 \n   \n \n \n \n \n   \n \n \n \n \n 9.1 \n   \n \n \n \n \n   \n   \n \n \n \n \n 14.8 \n   \n \n \n \n \n \n   \n Profit for the period is attributable to equity holders of the Parent. \n 1 Profit on disposal of right-of-use assets and lease liability recognised under IFRS 16 has been restated in the prior period to be shown as an Adjusting item rather than in the result before Adjusting items. \n   \n   \n Consolidated statement of comprehensive income \n For the period ended 5 May 2024 \n \n \n \n \n \n   \n \n \n \n \n FY24 \n £000 \n \n \n \n \n FY23 \n (Restated - \n Note 12) \n £000 \n \n \n \n \n \n \n Profit for the period \n \n \n \n \n 6,377 \n \n \n \n \n 9,364 \n \n \n \n \n \n Items that may be recycled subsequently into profit and loss \n \n \n   \n \n \n \n \n \n \n \n Cash flow hedges - changes in fair value \n \n \n 1,664 \n \n \n (2,861) \n \n \n \n \n Cash flow hedges - reclassified to profit and loss \n \n \n 134 \n \n \n (62) \n \n \n \n \n Cost of hedging - changes in fair value \n \n \n (415) \n \n \n (162) \n \n \n \n \n Cost of hedging - reclassified to profit and loss \n \n \n 182 \n \n \n 91 \n \n \n \n \n \n Tax relating to components of other comprehensive income \n \n \n \n \n (323) \n \n \n \n \n 262 \n \n \n \n \n \n \n Other comprehensive income/(expense) for the period, net of income tax \n \n \n \n \n 1,242 \n \n \n \n \n (2,732) \n \n \n \n \n \n \n Total comprehensive income for the period attributable to equity shareholders of the Parent \n \n \n \n \n 7,619 \n   \n \n \n \n \n 6,632 \n   \n \n \n \n \n \n   \n   \n \n \n   \n Consolidated statement of financial position \n As at 5 May 2024 \n \n \n \n \n \n   \n \n \n \n \n Note \n \n \n \n \n FY24 \n £000 \n \n \n \n \n FY23 \n (Restated - \n Note 12) \n £000 \n \n \n \n \n \n Non-current assets \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Intangible assets \n \n \n 9 \n \n \n 1,866 \n \n \n 916 \n \n \n \n \n Property, plant and equipment \n \n \n 10 \n \n \n 12,358 \n \n \n 11,773 \n \n \n \n \n Right-of-use assets \n \n \n 11 \n \n \n 57,703 \n \n \n 65,372 \n \n \n \n \n \n Deferred tax assets \n \n \n \n \n 13 \n \n \n \n \n 4,036 \n \n \n \n \n 4,844 \n \n \n \n \n \n \n   \n \n \n \n \n   \n \n \n \n \n 75,963 \n \n \n \n \n 82,905 \n \n \n \n \n \n Current assets \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Inventories \n \n \n 14 \n \n \n 31,354 \n \n \n 33,441 \n \n \n \n \n Trade and other receivables \n \n \n 15 \n \n \n 8,384 \n \n \n 7,507 \n \n \n \n \n Derivative financial assets \n \n \n \n \n \n 306 \n \n \n - \n \n \n \n \n Current tax asset \n \n \n 6 \n \n \n 1,189 \n \n \n 1,149 \n \n \n \n \n \n Cash and cash equivalents \n \n \n \n \n 16 \n \n \n \n \n 1,619 \n \n \n \n \n 10,196 \n \n \n \n \n \n \n   \n \n \n \n \n   \n \n \n \n \n 42,852 \n \n \n \n \n 52,293 \n \n \n \n \n \n \n Total assets \n \n \n \n \n   \n \n \n \n \n 118,815 \n \n \n \n \n 135,198 \n \n \n \n \n \n Current liabilities \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Lease liabilities \n \n \n 11, 17 \n \n \n 19,943 \n \n \n 19,626 \n \n \n \n \n Trade and other payables \n \n \n 18 \n \n \n 29,886 \n \n \n 34,479 \n \n \n \n \n Provisions \n \n \n 19 \n \n \n 543 \n \n \n 565 \n \n \n \n \n Derivative financial liabilities \n \n \n \n \n \n 64 \n \n \n 1,048 \n \n \n \n \n \n   \n \n \n \n \n   \n \n \n \n \n 50,436 \n \n \n \n \n 55,718 \n \n \n \n \n \n Non-current liabilities \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Lease liabilities \n \n \n 11, 17 \n \n \n 57,817 \n \n \n 74,766 \n \n \n \n \n Provisions \n \n \n 19 \n \n \n 476  \n \n \n 1,298 \n \n \n \n \n \n   \n \n \n \n \n   \n \n \n \n \n 58,293 \n \n \n \n \n 76,064 \n \n \n \n \n \n \n Total liabilities \n \n \n \n \n   \n \n \n \n \n 108,729 \n \n \n \n \n 131,782 \n \n \n \n \n \n \n Net assets \n \n \n \n \n   \n \n \n \n \n 10,086 \n \n \n \n \n 3,416 \n \n \n \n \n \n Equity attributable to equity holders of the Parent \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Share capital \n \n \n \n \n \n 625 \n \n \n 625 \n \n \n \n \n Share premium \n \n \n \n \n \n 28,322 \n \n \n 28,322 \n \n \n \n \n Merger reserve \n \n \n \n \n \n (54) \n \n \n (54) \n \n \n \n \n Share based payment reserve \n \n \n \n \n \n 2,583 \n \n \n 2,780 \n \n \n \n \n Hedging reserve \n \n \n \n \n \n 129 \n \n \n (331) \n \n \n \n \n \n Retained earnings \n \n \n \n \n   \n \n \n \n \n (21,519) \n \n \n \n \n (27,926) \n \n \n \n \n \n \n Total equity \n \n \n \n \n   \n \n \n \n \n 10,086 \n \n \n \n \n 3,416 \n \n \n \n \n \n   \n These financial statements were approved by the Board of Directors on 1 October 2024 and were signed on its behalf by: \n   \n   \n   \n   \n Rosie Fordham \n Chief Financial Officer \n   \n Company registered number: 11325534 \n \n \n   \n Consolidated statement of changes in equity \n   \n \n \n \n \n \n \n \n \n Attributable to equity holders of the Company \n \n \n \n \n \n \n   \n \n \n \n \n Share \n capital \n £000 \n \n \n \n \n Share \n premium \n £000 \n \n \n \n \n Merger \n reserve \n £000 \n \n \n \n \n Share-based \n payment \n reserve \n £000 \n \n \n \n \n Hedging \n reserve 1,2 \n £000 \n \n \n \n \n Retained \n earnings \n £000 \n \n \n \n \n Total \n equity \n £000 \n \n \n \n \n \n \n Reported balance at 01 May 2022 \n \n \n \n \n 625 \n \n \n \n \n 28,322 \n \n \n \n \n (54) \n \n \n \n \n 2,252 \n \n \n \n \n 2,227 \n \n \n \n \n (32,994) \n \n \n \n \n 378 \n \n \n \n \n \n \n Cumulative adjustment to opening balance (Note 12) \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n (2,332) \n \n \n \n \n (2,332) \n \n \n \n \n \n \n Restated balance at 01 May 2022 (Note 12) \n \n \n \n \n 625 \n \n \n \n \n 28,322 \n \n \n \n \n (54) \n \n \n \n \n 2,252 \n \n \n \n \n 2,227 \n \n \n \n \n (35,326) \n \n \n \n \n (1,954) \n \n \n \n \n \n Total comprehensive income for the period \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Profit for the period (Restated - Note 12) \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n 9,364 \n \n \n 9,364 \n \n \n \n \n \n Other comprehensive expense \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n (2,732) \n \n \n \n \n - \n \n \n \n \n (2,732) \n \n \n \n \n \n Total comprehensive (expense)/ income for the period \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (2,732) \n \n \n 9,364 \n \n \n 6,632 \n \n \n \n \n \n Hedging gains and losses and costs of hedging transferred to the cost of inventory (Note 12) \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n 174 \n \n \n \n \n - \n \n \n \n \n   \n   \n 174 \n \n \n \n \n \n Transactions with owners of the Company \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Share-based payment charges \n \n \n - \n \n \n - \n \n \n - \n \n \n 528 \n \n \n - \n \n \n - \n \n \n 528 \n \n \n \n \n Dividend \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (1,492) \n \n \n (1,492) \n \n \n \n \n \n Own shares purchased by Employee Benefit Trust \n \n \n \n \n   \n - \n \n \n \n \n   \n - \n \n \n \n \n   \n - \n \n \n \n \n   \n - \n \n \n \n \n   \n - \n \n \n \n \n   \n (472) \n \n \n \n \n   \n (472) \n \n \n \n \n \n \n Total transactions with owners of the Company \n \n \n \n \n   \n - \n \n \n \n \n   \n - \n \n \n \n \n   \n - \n \n \n \n \n   \n 528 \n \n \n \n \n   \n - \n \n \n \n \n   \n (1,964) \n \n \n \n \n   \n (1,436) \n \n \n \n \n \n \n Balance at 30 April 2023 (Restated - Note 12) \n \n \n \n \n 625 \n \n \n \n \n 28,322 \n \n \n \n \n (54) \n \n \n \n \n 2,780 \n \n \n \n \n (331) \n \n \n \n \n (27,926) \n \n \n \n \n 3,416 \n \n \n \n \n \n Total comprehensive income for the period \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n Profit for the period \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n 6,377 \n \n \n 6,377 \n \n \n \n \n \n Other comprehensive income \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n 1,242 \n \n \n \n \n - \n \n \n \n \n 1,242 \n \n \n \n \n \n Total comprehensive income for the period \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n 1,242 \n \n \n 6,377 \n \n \n 7,619 \n \n \n \n \n \n Hedging gains and losses and costs of hedging transferred to the cost of inventory \n Transfer \n \n \n \n \n - \n - \n \n \n \n \n - \n - \n \n \n \n \n - \n - \n \n \n \n \n - \n - \n \n \n \n \n (492) \n (290) \n \n \n \n \n - \n 290 \n \n \n \n \n (492) \n - \n \n \n \n \n \n Transactions with owners of the Company \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n Reversal of share-based payment charges \n \n \n - \n \n \n - \n \n \n - \n \n \n (197) \n \n \n - \n \n \n - \n \n \n (197) \n \n \n \n \n Dividend \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n \n \n Own shares purchased by Employee Benefit Trust \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (260) \n \n \n (260) \n \n \n \n \n \n Total transactions with owners of the Company \n \n \n \n \n   \n - \n \n \n \n \n   \n - \n \n \n \n \n   \n - \n \n \n \n \n   \n (197) \n \n \n \n \n   \n - \n \n \n \n \n   \n (260) \n \n \n \n \n   \n (457) \n \n \n \n \n \n \n Balance at 5 May 2024 \n \n \n \n \n 625 \n \n \n \n \n 28,322 \n \n \n \n \n (54) \n \n \n \n \n 2,583 \n \n \n \n \n 129 \n \n \n \n \n (21,519) \n \n \n \n \n 10,086 \n \n \n \n \n \n   \n 1          Hedging reserve includes £410k (FY23: £150k) in relation to changes in forward points which are recognised in other comprehensive income and accumulated as a cost of hedging within the hedging reserve. \n 2          Hedging reserve includes a £290k (FY23: £nil) transfer from retained earnings in relation to a historical tax charge for our financial derivatives that had previously been recognised in the consolidated income statement. \n   \n \n \n   \n Consolidated cash flow statement \n For the period ended 5 May 2024 \n \n \n \n \n \n   \n \n \n \n \n   \n   \n   \n Note \n \n \n \n \n FY24 \n £000 \n \n \n \n \n FY23 \n (Restated - \n Note 12) \n £000 \n \n \n \n \n \n Profit for the period (including Adjusting items) \n \n \n   \n \n \n 6,377 \n \n \n 9,364 \n \n \n \n \n Adjustments for: \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n Depreciation of property, plant and equipment \n \n \n 10 \n \n \n 3,663 \n \n \n 5,147 \n \n \n \n \n Impairment of property, plant and equipment \n \n \n 10 \n \n \n 1,589 \n \n \n 775 \n \n \n \n \n Reversal of impairment of property, plant and equipment \n \n \n 10 \n \n \n (1,272) \n \n \n (574) \n \n \n \n \n Depreciation of right-of-use assets \n \n \n 11 \n \n \n 18,224 \n \n \n 18,451 \n \n \n \n \n Impairment of right-of-use assets \n \n \n 11 \n \n \n 3,394 \n \n \n 2,173 \n \n \n \n \n Reversal of impairment of right-of-use assets \n \n \n 11 \n \n \n (4,620) \n \n \n (2,562) \n \n \n \n \n Amortisation of intangible assets \n \n \n 9 \n \n \n 632 \n \n \n 997 \n \n \n \n \n Impairment of intangible assets \n \n \n 9 \n \n \n 442 \n \n \n 1,048 \n \n \n \n \n Reversal of impairment of intangible assets \n \n \n 9 \n \n \n (850) \n \n \n - \n \n \n \n \n Derivative exchange loss/ (gain) \n \n \n \n \n \n 494 \n \n \n (721) \n \n \n \n \n Financial income \n \n \n \n \n \n (19) \n \n \n (227) \n \n \n \n \n Financial expense \n \n \n \n \n \n 536 \n \n \n 518 \n \n \n \n \n Interest on lease liabilities \n \n \n 11 \n \n \n 3,984 \n \n \n 4,130 \n \n \n \n \n Loss on disposal of property, plant and equipment and intangibles \n \n \n 9, 10 \n \n \n 202 \n \n \n 163 \n \n \n \n \n Profit on disposal of right-of-use asset and lease liability \n \n \n 11 \n \n \n (3,537) \n \n \n (4,717) \n \n \n \n \n Share-based payment charges \n \n \n \n \n \n (197) \n \n \n 528 \n \n \n \n \n \n Taxation \n \n \n \n \n 6 \n \n \n \n \n 541 \n \n \n \n \n (395) \n \n \n \n \n \n Operating cash flows before changes in working capital \n \n \n \n \n \n 29,583 \n \n \n 34,098 \n \n \n \n \n (Increase)/decrease in trade and other receivables \n \n \n \n \n \n (963) \n \n \n 1,033 \n \n \n \n \n Decrease/(increase) in inventories \n \n \n \n \n \n 1,149 \n \n \n (3,129) \n \n \n \n \n Decrease in trade and other payables \n \n \n \n \n \n (3,672) \n \n \n (1,443) \n \n \n \n \n \n (Decrease)/increase in provisions \n \n \n \n \n 19 \n \n \n \n \n (844) \n \n \n \n \n 746 \n \n \n \n \n \n Cash flows from operating activities \n \n \n \n \n \n 25,253 \n \n \n 31,305 \n \n \n \n \n \n Corporation tax paid \n \n \n \n \n 6 \n \n \n \n \n (97) \n \n \n \n \n (1,508) \n \n \n \n \n \n \n Net cash inflow from operating activities \n \n \n \n \n   \n \n \n \n \n 25,156 \n \n \n \n \n 29,797 \n \n \n \n \n \n Cash flows from investing activities \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Acquisition of property, plant and equipment \n \n \n 10 \n \n \n (6,078) \n \n \n (7,296) \n \n \n \n \n Capital contributions received from landlords \n \n \n \n \n \n 1,460 \n \n \n 1,928 \n \n \n \n \n Acquisition of intangible assets \n \n \n 9 \n \n \n (1,208) \n \n \n (1,309) \n \n \n \n \n \n Interest received \n \n \n \n \n   \n \n \n \n \n 19 \n \n \n \n \n 227 \n \n \n \n \n \n \n Net cash outflow from investing activities \n \n \n \n \n   \n \n \n \n \n (5,807) \n \n \n \n \n (6,450) \n \n \n \n \n \n Cash flows from financing activities \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Payment of lease liabilities (capital) \n \n \n 17 \n \n \n (22,471) \n \n \n (23,250) \n \n \n \n \n Payment of lease liabilities (interest) \n \n \n 17 \n \n \n (3,984) \n \n \n (4,130) \n \n \n \n \n Payment of fees from loans and borrowings \n \n \n \n \n \n (60) \n \n \n (336) \n \n \n \n \n Interest paid \n \n \n \n \n \n (434) \n \n \n (321) \n \n \n \n \n Repayment of bank borrowings \n \n \n \n \n \n (6,000) \n \n \n (4,000) \n \n \n \n \n Proceeds from bank borrowings \n \n \n \n \n \n 6,000 \n \n \n 4,000 \n \n \n \n \n Dividend paid \n \n \n 7 \n \n \n - \n \n \n (1,492) \n \n \n \n \n \n Own shares purchased by Employee Benefit Trust \n \n \n \n \n   \n \n \n \n \n (260) \n \n \n \n \n (473) \n \n \n \n \n \n \n Net cash outflow from financing activities \n \n \n \n \n   \n \n \n \n \n (27,209) \n \n \n \n \n (30,002) \n \n \n \n \n \n Net decrease in cash and cash equivalents \n \n \n \n \n \n (7,860) \n \n \n (6,655) \n \n \n \n \n Exchange rate movements \n \n \n \n \n \n (717) \n \n \n 571 \n \n \n \n \n \n Cash and cash equivalents at beginning of period \n \n \n \n \n 16 \n \n \n \n \n 10,196 \n \n \n \n \n 16,280 \n \n \n \n \n \n \n Cash and cash equivalents at end of period \n \n \n \n \n 16 \n \n \n \n \n 1,619 \n \n \n \n \n 10,196 \n \n \n \n \n \n   \n   \n \n \n   \n Notes to the consolidated financial statements \n (Forming part of the financial statements) \n 1. Accounting policies \n Where accounting policies are particular to an individual note, narrative regarding the policy is included with the relevant note; for example, the accounting policy in relation to inventory is detailed in Note 14 (Inventories). \n (a) General information \n TheWorks.co.uk plc is a leading UK multi-channel value retailer of arts and crafts, stationery, toys, games and books, offering customers a differentiated proposition as a value alternative to full price specialist retailers. The Group operates a network of over 500 stores in the UK & Ireland and online. \n TheWorks.co.uk plc (the Company) is a UK-based public limited company (11325534) with its registered office at Boldmere House, Faraday Avenue, Hams Hall Distribution Park, Coleshill, Birmingham B46 1AL. \n These consolidated financial statements for the 53 weeks ended 5 May 2024 (FY24 or the Period) comprise the results of the Company and its subsidiaries (together referred to as the Group) and are presented in pounds sterling. All values are rounded to the nearest thousand (£'000), except when otherwise indicated. \n (b) Basis of preparation \n The Group financial statements have been prepared on a historical cost basis, except for financial assets at fair value through profit and loss including derivatives. The financial statements are prepared in accordance with UK-adopted International Accounting Standards. \n The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the application of policies, and the reported amounts of assets and liabilities, income and expenses. The estimates and associated assumptions are based on historical experience, future budgets and forecasts, and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements about carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates.  \n The estimates and assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. The Group's significant judgements and estimates relate to going concern and fixed asset impairment; these are described in Note 1(e).  \n (i) Going concern  \n The financial statements have been prepared on a going concern basis, which the Directors consider appropriate for the reasons set out below.  \n The Directors have assessed the prospects of the Group, taking into account its current position and the potential impact of the principal risks documented in the Strategic report on pages 38 to 43 of the Annual Report and Accounts. The financial statements have been prepared on a going concern basis, which the Directors consider appropriate having made this assessment.  \n The Group has prepared cash flow forecasts for a period of at least 12 months from the date of approval of these financial statements (the going concern assessment period), based on the Board's forecast for FY25 and its three-year plan, referred to as the 'Base Case' scenario. In addition, a 'severe but plausible' 'Downside Case' sensitivity has been prepared to support the Board's conclusion regarding going concern, by stress testing the Base Case to indicate the financial headroom resulting from applying more pessimistic assumptions.  \n In assessing the basis of preparation the Directors have considered:  \n ·      The external environment;  \n ·      The Group's financial position including the quantum and expectations regarding availability of bank facilities;  \n ·      The potential impact on financial performance of the risks described in the Strategic report;  \n ·      The output of the Base Case scenario, which mirrors the Group's three-year plan and therefore represents its estimate of the most likely financial performance over the forecast period;  \n ·      Measures to maintain or increase liquidity in the event of a significant downturn in trading;  \n ·      The resilience of the Group to these risks having a more severe impact, evaluated via the Downside Case which shows the impact on the Group's cash flows, bank facility headroom and covenants.  \n \n \n   \n Going concern and basis of preparation conclusion  \n The current economic environment remains challenging with the cost-of-living crisis continuing to impact much of the UK particularly low-income households, however the rate of inflation is slowing and interest rates are at the lowest since July 2023. There is sufficient cash headroom and headroom within both covenants under both scenarios and therefore the Directors are confident that the Group will have sufficient funds to continue to meet its liabilities as they fall due for at least 12 months from the date of approval of the financial statements and have therefore prepared the financial statements on a going concern basis.   \n   \n (ii) New accounting standards \n The Group has applied the following new standards and interpretations for the first time for the annual reporting period commencing 1 May 2023: \n ·      Disclosure of Accounting Policies - Amendments to IAS 1 and IFRS Practice Statement 2 \n ·      Definition of Accounting Estimates - Amendments to IAS 8 \n ·      Deferred Tax Related to Assets and Liabilities Arising from a Single Transaction - Amendments to IAS 12 \n The adoption of the standards and interpretations listed above has not led to any changes to the Group's accounting policies or had any other material impact on the financial position or performance of the Group. \n As at the date of approval of these financial statements, the following standards and interpretations, which have not been applied in these financial statements, were in issue, but not yet effective: \n ·      Non-Current Liabilities with Covenants - Amendments to IAS 1 and Classifications of Liabilities as Current or Non-Current - Amendments to IAS 1 1 \n ·      Lease Liability in a Sale and Leaseback - Amendments to IFRS 16 1 \n ·      Supplier Finance Agreements - Amendments to IAS 7 and IFRS 7 1 \n   \n 1 Effective for annual periods starting on or after 1 January 2024 \n The adoption of the standards and interpretations listed above is not expected to have a material impact on the financial position or performance of the Group. \n (c) Basis of consolidation \n The consolidated financial statements incorporate the financial statements of the Company and entities controlled by the Company (its subsidiaries). Control is achieved when the Group is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to direct the activities that affect those returns through its power over the entity. Consolidation of a subsidiary begins from the date control commences and continues until control ceases. The Company reassesses whether or not it controls an investee if circumstances indicate that there are changes to the elements of control detailed above. \n An Employee Benefit Trust operated on the Group's behalf (EBT) is acting as an agent of the Company; therefore, the assets and liabilities of the EBT are aggregated into the Company balance sheet and shares held by the EBT in the Company are presented as a deduction from reserves. \n (d) Key sources of estimation uncertainty \n The preparation of consolidated financial statements requires the Group to make estimates and judgements that affect the application of policies and reported amounts. \n Critical judgements represent key decisions made by management in the application of the Group's accounting policies. Where a significant risk of materially different outcomes exists, this will represent a key source of estimation uncertainty. \n Estimates and judgements are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. Actual results may differ from these estimates. \n Key sources of estimation uncertainty which are material to the financial statements are described in the context of the matters to which they relate, in the following notes: \n \n \n \n \n \n Description \n \n \n \n \n Note \n \n \n \n \n \n Going concern \n \n \n 1(b)(i) \n \n \n \n \n Impairment of intangible assets, property, plant and equipment and right-of-use assets \n \n \n 9, 10, 11 \n \n \n \n \n Inventory provisions \n \n \n 14 \n \n \n \n \n   \n 2. Alternative performance measures (APMs) \n Accounting policy \n In the reporting of financial information, the Group tracks a number of APMs in managing its business. APMs should be considered in addition to IFRS measurements. The Group's definitions of APMs may not be comparable with similarly titled performance measures and disclosures by other entities. \n The Group believes that these APMs provide stakeholders with additional helpful information on the performance of the business. They are consistent with how business performance is planned and reported internally and are also consistent with how these measures have been reported historically. Some of the APMs are also used for the purpose of setting remuneration targets. \n   \n Like-for-like (LFL) sales \n LFL sales are defined by the Group as the year-on-year growth in gross sales from stores which have been trading for a full financial year prior to the current year and have been trading throughout the current financial period being reported on, and from the Company's online store, calculated on a calendar week basis. The measure is used widely in the retail industry as an indicator of sales performance. LFL sales are calculated on a gross basis to ensure that fluctuations in the VAT rates of products sold are excluded from the like-for-like sales growth percentage figure. \n A reconciliation of IFRS revenue to sales on an LFL basis is set out below: \n \n \n \n \n \n   \n \n \n \n \n FY24 \n £000 \n \n \n \n \n FY23 \n £000 \n \n \n \n \n \n \n Total LFL sales \n \n \n \n \n 294,072 \n \n \n \n \n 296,818 \n \n \n \n \n \n \n Non-LFL store sales 1 \n \n \n \n \n 26,426 \n \n \n \n \n 19,817 \n \n \n \n \n \n \n Total gross sales \n \n \n \n \n 320,498 \n \n \n \n \n 316,635 \n \n \n \n \n \n VAT \n \n \n (36,599) \n \n \n (35,149) \n \n \n \n \n \n Loyalty points \n \n \n \n \n (1,314) \n \n \n \n \n (1,384) \n \n \n \n \n \n \n Revenue per consolidated income statement \n \n \n \n \n 282,585 \n \n \n \n \n 280,102 \n \n \n \n \n \n 1 FY24 is a 53-week period; therefore, the LFL sales APM compares 53 weeks of FY24 to the equivalent 53 weeks of FY23. Non-LFL store sales for FY23 include the impact of the 53rd week which is removed to reconcile to the reported sales number. \n   \n Pre-IFRS 16 Adjusted EBITDA and Adjusted profit after tax \n EBITDA is defined by the Group as pre-IFRS 16 earnings before interest, tax, depreciation, amortisation and profit/loss on the disposal of fixed assets, after adding back or deducting Adjusting items. See Note 3 for a description of Adjusting items. Pre-IFRS 16 EBITDA is used for the bank facility LTM EBITDA covenant calculations. \n The table below provides a reconciliation of pre-IFRS 16 EBITDA to profit after tax and the impact of IFRS 16: \n \n \n \n \n \n   \n \n \n \n \n FY24 \n £000 \n \n \n \n \n FY23 \n (Restated - \n Note 12) \n £000 \n \n \n \n \n \n Pre-IFRS 16 Adjusted EBITDA \n \n \n 6,042 \n \n \n 9,000 \n \n \n \n \n Income statement rental charges not recognised under IFRS 16 \n \n \n 24,288 \n \n \n 25,672 \n \n \n \n \n \n Foreign exchange difference on euro leases \n \n \n \n \n 69 \n \n \n \n \n (152) \n \n \n \n \n \n Post-IFRS 16 Adjusted EBITDA \n \n \n 30,399 \n \n \n 34,520 \n \n \n \n \n Loss on disposal of property, plant and equipment \n \n \n (168) \n \n \n (149) \n \n \n \n \n Loss on disposal of intangible assets \n \n \n (34) \n \n \n (14) \n \n \n \n \n Depreciation of property, plant and equipment \n \n \n (3,663) \n \n \n (5,147) \n \n \n \n \n Depreciation of right-of-use assets \n \n \n (18,224) \n \n \n (18,451) \n \n \n \n \n Amortisation \n \n \n (632) \n \n \n (997) \n \n \n \n \n Finance expenses \n \n \n (4,520) \n \n \n (4,648) \n \n \n \n \n Finance income \n \n \n 19 \n \n \n 227 \n \n \n \n \n \n Tax credit/(charge) \n \n \n \n \n (541) \n \n \n \n \n 395 \n \n \n \n \n \n Adjusted profit after tax \n \n \n 2,636 \n \n \n 5,736 \n \n \n \n \n Adjusting items (including impairment charges and reversals) \n \n \n 3,741 \n \n \n 3,628 \n \n \n \n \n \n Tax charge \n \n \n \n \n - \n \n \n \n \n - \n \n \n \n \n \n \n Profit after tax \n \n \n \n \n 6,377 \n \n \n \n \n 9,364 \n \n \n \n \n \n   \n Profit before tax and IFRS 16 \n The table provides a reconciliation of profit/(loss) before tax and IFRS 16 adjustments to profit/(loss) before tax. \n \n \n \n \n \n \n \n \n FY24 \n \n \n \n \n \n \n \n FY23 (Restated - Note 12) \n \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n Adjusted \n £000 \n \n \n \n \n Adjusting items \n £000 \n \n \n \n \n Total \n £000 \n \n \n \n \n   \n \n \n \n \n Adjusted \n £000 \n \n \n \n \n Adjusting items \n £000 \n \n \n \n \n Total \n £000 \n \n \n \n \n \n \n Profit/(loss) before tax and IFRS 16 adjustments \n \n \n \n \n 1,118 \n \n \n \n \n (1,022) \n \n \n \n \n 96 \n \n \n \n \n   \n \n \n \n \n 3,603 \n \n \n \n \n (1,488) \n \n \n \n \n 2,115 \n \n \n \n \n \n Remove rental charges not recognised under IFRS 16 \n \n \n 24,166 \n \n \n - \n \n \n 24,166 \n \n \n \n \n \n 25,545 \n \n \n - \n \n \n 25,545 \n \n \n \n \n Remove hire costs from hire of equipment \n \n \n 122 \n \n \n - \n \n \n 122 \n \n \n \n \n \n 128 \n \n \n - \n \n \n 128 \n \n \n \n \n Remove depreciation charged on the existing assets \n \n \n (94) \n \n \n - \n \n \n (94) \n \n \n \n \n \n (1,236) \n \n \n - \n \n \n (1,236) \n \n \n \n \n Remove interest charged on the existing liability \n \n \n 4 \n \n \n - \n \n \n 4 \n \n \n \n \n \n 34 \n \n \n - \n \n \n 34 \n \n \n \n \n Depreciation charge on right-of-use assets \n \n \n (18,224) \n \n \n - \n \n \n (18,224) \n \n \n \n \n \n (18,451) \n \n \n - \n \n \n (18,451) \n \n \n \n \n Interest cost on lease liability \n \n \n (3,984) \n \n \n - \n \n \n (3,984) \n \n \n \n \n \n (4,130) \n \n \n - \n \n \n (4,130) \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Profit on disposal of lease liability \n \n \n - \n \n \n 3,537 \n \n \n 3,537 \n \n \n \n \n \n - \n \n \n 4,717 \n \n \n 4,717 \n \n \n \n \n \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Foreign exchange difference on euro leases \n \n \n 69 \n \n \n - \n \n \n 69 \n \n \n \n \n \n (152) \n \n \n - \n \n \n (152) \n \n \n \n \n \n Additional impairment charge under IAS 36 \n \n \n \n \n - \n \n \n \n \n 1,226 \n \n \n \n \n 1,226 \n \n \n \n \n   \n \n \n \n \n   \n - \n \n \n \n \n   \n 399 \n \n \n \n \n   \n 399 \n \n \n \n \n \n \n Net impact on profit/(loss) \n \n \n \n \n 2,059 \n \n \n \n \n 4,763 \n \n \n \n \n 6,822 \n \n \n \n \n   \n \n \n \n \n 1,738 \n \n \n \n \n 5,116 \n \n \n \n \n 6,854 \n \n \n \n \n \n \n Profit/(loss) before tax \n \n \n \n \n 3,177 \n \n \n \n \n 3,741 \n \n \n \n \n 6,918 \n \n \n \n \n   \n \n \n \n \n 5,341 \n \n \n \n \n 3,628 \n \n \n \n \n 8,969 \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n Adjusted profit metrics \n Profit measures including operating profit, profit before tax, profit for the period and earnings per share are calculated on an Adjusted basis by adding back or deducting Adjusting items. These adjusted metrics are included within the consolidated income statement and consolidated statement of other comprehensive income, with further details of Adjusting items included in Note 3. \n 3. Adjusting items \n Adjusting items are unusual in nature or incidence and sufficiently material in size that in the judgement of the Directors they merit disclosure separately on the face of the financial statements to ensure that the reader has a proper understanding of the Group's financial performance and that there is comparability of financial performance between periods. \n The Directors believe that the Adjusted profit and earnings per share measures included in this report provide additional useful information to users of the accounts. These measures are consistent with how business performance is measured internally. The profit before tax and Adjusting items measure is not a recognised profit measure under IFRS and may not be directly comparable with Adjusted profit measures used by other companies. \n If a transaction or related series of transactions has been treated as Adjusting in one accounting period, the same treatment will be applied consistently year on year. \n In relation to FY24, the items classified as Adjusting, as shown below, were related to transactions that had been treated as Adjusting in prior periods. \n \n \n \n \n \n   \n \n \n \n \n FY24 \n £000 \n \n \n \n \n FY23 \n (Restated - \n Note 12) \n £000 \n \n \n \n \n \n Cost of sales \n \n \n   \n \n \n \n \n \n \n \n Impairment charges \n \n \n 5,333 \n \n \n 5,702 \n \n \n \n \n Impairment reversals \n \n \n (6,742) \n \n \n (4,613) \n \n \n \n \n Profit on disposal of right of use assets and lease liabilities 1 \n \n \n (3,537) \n \n \n (4,717) \n \n \n \n \n Other exceptional items \n \n \n 1,205 \n \n \n - \n \n \n \n \n \n Total Adjusting items \n \n \n \n \n (3,741) \n \n \n \n \n (3,628) \n \n \n \n \n \n 1 In FY23, profit on disposal of right of use assets and leases liabilities includes a gain on modification of right of use assets of £3.6m \n   \n Impairment charges and reversals of prior year impairment charges relate to fixed assets (see Notes 9, 10 and 11). \n Profit on disposal of right-of-use assets and lease liabilities relate to leases (see Note 11). \n   \n Other exceptional items comprise £0.5m (FY23: £nil) of professional fees and other costs related to the listing of the Company on AIM and £0.7m (FY23: £nil) of redundancy costs related to the restructure of the Operating Board. \n   \n 4. Operating profit \n Operating profit before Adjusting items is stated after charging the following items: \n \n \n \n \n \n   \n \n \n \n \n FY24 \n £000 \n \n \n \n \n FY23 \n (Restated - \n Note 12) \n £000 \n \n \n \n \n \n Loss on disposal of property, plant and equipment \n \n \n 168 \n \n \n 149 \n \n \n \n \n Loss on disposal of intangible assets \n \n \n 34 \n \n \n 14 \n \n \n \n \n Depreciation \n \n \n 21,887 \n \n \n 23,598 \n \n \n \n \n Amortisation \n \n \n 632 \n \n \n 997 \n \n \n \n \n Net foreign exchange loss \n \n \n 170 \n \n \n 392 \n \n \n \n \n Cost of inventories recognised as an expense \n \n \n 120,530 \n \n \n 119,085 \n \n \n \n \n \n Staff costs \n \n \n \n \n 67,855 \n \n \n \n \n 62,235 \n \n \n \n \n \n   \n   \n Auditor's remuneration: \n \n \n \n \n \n   \n \n \n \n \n FY24 \n £000 \n \n \n \n \n FY23 \n (Restated) \n £000 \n \n \n \n \n \n Fees payable to the Group's auditor for the audit of the Group's annual accounts \n \n \n 300 \n \n \n 850 \n \n \n \n \n Amounts payable in respect of other services to the Company and its subsidiaries \n \n \n   \n \n \n \n \n \n \n \n Audit of the accounts of subsidiaries \n \n \n 42 \n \n \n 40 \n \n \n \n \n \n Audit related assurance services (provision of turnover certificates required under certain leases) \n \n \n \n \n   \n 5 \n \n \n \n \n   \n 1 \n \n \n \n \n \n \n Total \n \n \n \n \n 347 \n \n \n \n \n 891 \n \n \n \n \n \n   \n   \n 5. Staff numbers and costs \n The average number of people employed by the Group (including Directors) during the period, analysed by category, were as follows: \n \n \n \n \n \n \n \n \n Number of employees \n \n \n \n \n \n \n   \n \n \n \n \n FY24 \n \n \n \n \n FY23 \n \n \n \n \n \n Store Support Centre colleagues \n \n \n  280 \n \n \n  243 \n \n \n \n \n Store colleagues \n \n \n  3,590 \n \n \n  3,564 \n \n \n \n \n \n Warehouse and distribution colleagues \n \n \n \n \n  156 \n \n \n \n \n  147 \n \n \n \n \n \n \n   \n \n \n \n \n  4,026 \n \n \n \n \n  3,954 \n \n \n \n \n \n   \n The corresponding aggregate payroll costs were as follows: \n \n \n \n \n \n   \n \n \n \n \n FY24 \n £000 \n \n \n \n \n FY23 \n £000 \n \n \n \n \n \n Wages and salaries \n \n \n  62,367 \n \n \n  57,189 \n \n \n \n \n Social security costs \n \n \n  4,422 \n \n \n  4,156 \n \n \n \n \n \n Contributions to defined contribution pension schemes \n \n \n \n \n  1,066 \n \n \n \n \n  890 \n \n \n \n \n \n Total employee costs \n \n \n  67,855 \n \n \n  62,235 \n \n \n \n \n \n Agency labour costs \n \n \n \n \n  2,977 \n \n \n \n \n  2,035 \n \n \n \n \n \n \n Total staff costs \n \n \n \n \n  70,832 \n \n \n \n \n  64,270 \n \n \n \n \n \n   \n \n \n   \n The Directors' remuneration for the period was as follows: \n   \n \n \n \n \n \n   \n \n \n \n \n FY24 \n £000 \n \n \n \n \n FY23 \n £000 \n \n \n \n \n \n Directors' remuneration \n \n \n  791 \n \n \n 759 \n \n \n \n \n Contributions to defined contribution plans \n \n \n  16 \n \n \n 15 \n \n \n \n \n \n   \n \n \n \n \n  807 \n \n \n \n \n 774 \n \n \n \n \n \n   \n The following number of Directors were members of: \n \n \n \n \n \n   \n \n \n \n \n FY24 \n \n \n \n \n FY23 (Restated) \n \n \n \n \n \n Compan...

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