Final Results - Part 1 of 2

Burberry Group PLC 25 May 2006 Part 1 of 2 Burberry Group plc 2005/06 Preliminary Results 25 May 2006. Burberry Group plc reports preliminary results for its financial year to 31 March 2006. Summary of Results(1) Year to 31 March 2006 2005 Change Â£m Â£m % Turnover(2) 742.9 715.5 4 Operating profit before Atlas costs(3) 165.6 161.3 3 Operating profit 154.5 161.3 (4) Attributable profit for the year 106.4 111.9 (5) Diluted EPS before Atlas costs 24.1p 22.2p 9 Diluted EPS 22.3p 22.2p 0 Diluted weighted average number of Ordinary 477.6m 504.5m (5) Shares Financial Highlights â€¢Total revenues increased 3% on an underlying(4) basis to Â£742.9 million - Retail revenue increased 11% underlying - Wholesale revenue declined 4% underlying - Licensing revenue increased 6% underlying â€¢Operating profit before Atlas costs increased 3% to Â£165.6 million â€¢Operating margin before Atlas costs of 22.3% vs 22.5% in prior period â€¢Diluted EPS before Atlas costs increased 9% to 24.1p â€¢Continued strong free cash flow with Â£79 million generated in the year â€¢Completed Â£250 million share repurchase programme with Â£192 million repurchased during 2005/06 - Achieved targeted cash neutral capitalisation â€¢Final dividend of 5.5p per Ordinary Share proposed - 8.0p for full year, a 23% increase ______________ (1) Financial results are reported under International Financial Reporting Standards. Prior year figures have been restated in line with these principles. (2) Turnover differs from the Â£753 million reported in the Second Half Trading Update on 12 April 2006 due to a change in foreign currency translation methodology. Following its demerger from GUS plc, the Group plans to convert financial results monthly based upon average exchange rates for each month. Previously, Burberry applied the year's cumulative average exchange rates to the period reported. This new methodology will be adopted in 2006/07. Reported results presented here for the 2005/06 financial year are consistent with this new methodology. (3) Project Atlas costs of Â£11.1 million (2005: nil) relate to the Group's infrastructure redesign initiative announced in May 2005. (4) Underlying figures exclude the financial effect of the Taiwan Acquisition and the portion of Burberry's business in Spain affected by the retail conversion, in both reporting periods. In addition, underlying figures are calculated at the same exchange rates used in the 2004/05 year's reported results for the period. Burberry completed the acquisition of the operations and assets of its distributors in Taiwan in August 2005 (the 'Taiwan Acquisition') and initiated actions related to the retail conversion in Spain during the third quarter of 2005/06. Strategic and Operating Highlights â€¢Advanced retail strategy through key investments - Opened 12 new stores and outlets and a net 9 new concessions - Completed 7 significant store renovations - Converted 72 womenswear doors to retail concessions in Burberry's largest wholesale market, Spain - Acquired 12 retail locations in Taiwan â€¢Continued progress in product design and development - Strengthened core outerwear lines - Increased frequency of new product flow to stores - Burberry Creative Director named Designer of the Year by British Fashion Council â€¢Outstanding growth in emerging markets â€¢Prepared for direct distribution of selected international products in Japan â€¢Launched major new fragrance, Burberry London, in spring 2006 â€¢Project Atlas fully embedded in the organisation - Re-phased implementation to enhance long-term benefits â€¢Commenced celebration of Burberry's 150th year Rose Marie Bravo, Chief Executive, stated, 'In a year of transition and investment, the Group achieved solid financial results while advancing a number of strategic initiatives aimed at Burberry's next stage of development. With a strong spring season underway, we enter our 150th year with confidence in Burberry's future.' Management will discuss these results during a presentation to analysts and institutions at 1:00pm today at Merrill Lynch Financial Centre, King Edward Hall, 2 King Edward Street, London EC1A 1HQ (telephone +44 (0) 20 7968 0577). The presentation will also be broadcast live on the Internet at www.burberryplc.com and can be accessed by telephone at +44 (0) 20 7081 7194 (UK and international) and +1 866 432 7186 (US). Replay: +44 (0) 20 8196 1998 (UK and international) and +1 866 583 1035 (US), access number 299766. Enquiries: Burberry 020 7968 0577 Stacey Cartwright CFO Matt McEvoy Strategy and IR John Scaramuzza Strategy and IR Brunswick 020 7404 5959 Susan Gilchrist Robert Gardener Alex Tweed Certain statements made in this announcement are forward looking statements. Such statements are based on current expectations and are subject to a number of risks and uncertainties that could cause actual results to differ materially from any expected future results in forward looking statements. This announcement does not constitute an invitation to underwrite, subscribe for or otherwise acquire or dispose of any Burberry Group plc shares. Past performance is not a guide to future performance and persons needing advice should consult an independent financial adviser. Business and Financial Review Business Review Burberry delivered solid financial results for the year to 31 March 2006. In the context of a period marked by strategic investment and transition, diluted EPS before costs associated with Project Atlas, increased 9% on a 4% revenue gain. Return on capital for the period was 33%. This performance reflects the continued execution of Burberry's core strategies in combination with strategic and operational transition in certain businesses. Highlights of these factors are discussed below. Regions. Burberry maintained steady progress across its trading regions â€¢US. Revenue rose 5% underlying, 9% reported, with strong retail growth driven by new and existing stores partially offset by the expected reduction in wholesale sales. The Group opened seven stores during the year, including those in Naples (Florida), Palm Beach Gardens (Florida), San Antonio (Texas), San Diego (California), and three outlet stores. Five major renovations were also completed in the year. â€¢Europe. Underlying revenue was flat in the region. Soft sales in the UK and Spain offset strong retail and wholesale performance in the remainder of Continental markets. During the year, the Group opened a replacement store in Zurich, seven concessions, three outlet stores and completed renovation of the Frankfurt and Munich stores. â€¢Non-Japan Asia Pacific. Revenue increased 6% underlying, 13% reported. Underlying growth was led by strong retail performance in Greater China (Hong Kong and mainland). In Korea, new retail space drove modest growth for the year, notwithstanding a challenging consumer spending environment. Solid gains in South Asian markets resulted from sales growth in existing stores and among wholesale customers. During the year, the Group opened a replacement store in Taipei and closed a net one concession in the region. The integration of the 12 stores in Taiwan acquired in August 2005 also contributed to the reported gain in this geographic segment. â€¢Emerging markets. Outstanding underlying revenue growth in emerging markets was driven primarily by the opening of nine franchised stores during the year, including stores in Istanbul (Turkey), Warsaw (Poland), Sao Paolo (Brazil), Jeddah (Saudi Arabia), Riyadh (Saudi Arabia), Abu Dhabi (UAE), Dubai (UAE), Mumbai (India) and Cancun (Mexico). Channels. Performance varied by distribution channel. â€¢Retail. Consistent with the Group's emphasis on building sales through its directly operated stores, the retail channel achieved the strongest gain. Retail sales increased 11% on an underlying basis, 20% reported, driven by contributions from newly opened and existing stores. Reported revenues were affected by the Taiwan Acquisition and Spain retail conversion, which shift sales from the Group's wholesale channel to its retail channel. In August 2005, Burberry acquired the operations of its distributors in Taiwan, which included 12 retail locations. In February 2006, the Group began the conversion of 72 womenswear doors in department stores of Burberry's largest customer in Spain into Burberry operated retail concessions. Retail sales resulting from the Taiwan Acquisition and Spain conversion contributed approximately five percentage points to the reported sales gain. In determining underlying performance, the financial effects of the relevant businesses are excluded from both reporting periods. By region, double digit sales growth in the US, Burberry's largest retail market, was driven by new and refurbished stores with a moderate contribution from existing stores. The majority of Continental European markets achieved strong underlying gains driven by new stores and solid gains from existing stores. While the UK was generally soft, trends improved in the second half of the year. Asia achieved robust underlying growth, with gains in Hong Kong and South Asia partially balanced by a modest increase in Korea. Retail investment continued on plan. During the year, the Group opened six Burberry stores (including two replacement stores), six outlet stores and a net nine concessions. In addition, seven stores underwent major renovation during the year. In total, on a year-over-year basis, average selling space increased approximately 8%, excluding the effect of the Taiwan Acquisition and Spain conversion. At 31 March 2006, Burberry's retail portfolio consisted of 65 stores, 165 concessions and 30 outlets. â€¢Wholesale. Wholesale sales decreased by 4% on an underlying basis, 8% reported. The US market experienced a decline for the year as a result of Burberry's ongoing adjustment of the brand's wholesale/retail balance, as well as caution on the part of certain wholesale customers. Soft demand in Spain produced a mid single digit sales decline in that market during the period. While trends varied by country, in aggregate, other Continental European markets performed well. The UK was soft throughout the year. Sales in Asia decreased slightly in the year as a second half decline, primarily driven by shipment timing differences between periods, offset first half gains. Boosted by the opening of nine new franchise stores, emerging markets achieved outstanding gains during the year. The Taiwan Acquisition and Spain retail conversion accounted for approximately five percentage points of the decrease in reported wholesale sales. â€¢ Licensing. Licensing revenues increased 6% underlying, 3% reported. In Japan, which accounted for approximately 70% of licensing revenue, sales volumes declined primarily as a result of a soft apparel market for much of the year as well as Burberry's ongoing programme to enhance brand positioning in that market. This programme involves licence transitions/cancellations, improving distribution and upgrading products in terms of design and quality. Royalty rate increases on certain licences offset the effect of reduced volumes. In 2006/07, the Group will begin direct sales of men's ties, scarves and silks from Burberry's international collection. Imported products will replace licensed domestic products in these categories. In addition, a limited range of Burberry's international collection of handbags and small leather goods will be selectively distributed in this market. Burberry's product licenses produced a solid result for the year. Against important product launches in 2004/05, fragrance sales were comparable to the previous period. In February 2006, Burberry commenced a major women's fragrance launch, Burberry London. Marketing initiatives feature Oscar-winning British actress Rachel Weisz. The product was introduced to most large consumer markets during spring 2006, and will be followed by launch of the Burberry London men's fragrance in autumn 2006. Watches performed well in the year, strengthened by product innovation and expanded distribution. With respect to eyewear, Burberry entered into a new licence with Luxottica Group in October 2005. The first collections under this agreement will appear in stores during autumn 2006. Products. Continuous enhancement of the product development process is an important objective, and the Group made good progress during the year. Burberry's womenswear, menswear and accessory product teams intensified efforts to coordinate development across categories and link more closely their design, merchandising and sales functions. Continuing to respond to consumer demand for new merchandise, Burberry increased the frequency of new product deliveries to Burberry stores and to selected wholesale customers. â€¢ Prorsum. Burberry Prorsum continues to break new ground with its runway collections attracting outstanding critical acclaim. In recognition of Prorsum's design excellence, Burberry Creative Director, Christopher Bailey, was awarded Designer of the Year by the British Fashion Council in November 2005. Consumers also responded, and Prorsum sales increased substantially during the year. â€¢ Womenswear. In Womenswear, underlying revenues increased 3% as a soft Spring 2005 season was balanced by improved Autumn/Winter 2006 collection sales and a strong start to Spring 2006. These results reflect successful efforts to adjust the product's aesthetic balance, improve fit and increase the 'wear-now' component of seasonal collections. In outerwear, the design team's work to reinvigorate key outerwear segments was rewarded with favourable reaction to new styles for both the autumn and spring seasons. Womenswear generated 34% of total revenues in the year. â€¢ Menswear. Underlying revenues increased 4% as the division made steady progress in the year. Greater emphasis on more classic styling and intensifying selection in prime classifications were important contributors to this performance. In the US, the sartorial segment of the business was boosted by successful made-to-measure events. In selected markets, Burberry launched its first marketing efforts specifically targeted at the male consumer. Menswear represented 28% of reported revenues in the year. â€¢Accessories. Underlying revenues were flat relative to last year. New, sophisticated handbag designs, particularly Prorsum lines, performed well in the period. To capitalise on consumer demand for these more advanced styles, the Group broadened distribution within its own store network during the spring season and will add points of sale among wholesale customers for autumn/winter 2006. At the same time, Burberry also successfully upgraded its more classic core handbag ranges - the new Haymarket line of handbags and small leather goods was a highlight of the year. Ongoing innovation with respect to new styles and reinvention of the classics are critical to the vitality of this category. Accessories (excluding childrenswear) comprised 25% of reported revenues in the year. Project Atlas With the initial year of Burberry's five-year infrastructure redesign programme complete, Project Atlas is firmly embedded in the organisation. During the year, the team reconfigured the implementation plan in line with business processes rather than software installations. This results in the shifting of previously scheduled initial implementation steps to later in the programme for combination with secondary stages, allowing for a single point of application for most business units. The broad financial outline of the programme remains unchanged with an approximate Â£50 million investment during the first three years generating in excess of Â£20 million annually in expense savings by the project's third year (2007/08). 2006/07 plans In line with the ongoing execution of its growth strategies, Burberry's plans for the 2006/07 financial year include: â€¢ Retail. A minimum 10% underlying increase in average net retail selling space (excluding the impact of the Taiwan Acquisition and Spain retail conversion). The majority of space expansion will be concentrated in the US and Asian markets. â€¢ Wholesale. First half wholesale sales up a low single digit percentage underlying and reported (at constant currency) relative to the comparative period based upon orders received to date for the Autumn/Winter 2006 season. â€¢ Licensing. Broadly flat underlying licensing revenue relative to 2005/06 - Revenues from Japan are expected to experience a moderate underlying decline for the year as a result of licence transitions and Burberry's other ongoing efforts to enhance brand positioning in this market. - Global product licenses are expected to produce strong gains. - On a reported basis, the Group will also experience a significant negative exchange rate comparison. â€¢ Project Atlas. For the 2006/07 financial year, Atlas expenses are expected to be approximately Â£19 million and direct profit and loss account benefits are currently anticipated to total approximately Â£6 million. â€¢ Capital expenditure. Capital expenditure is planned to total approximately Â£50 million. Conclusion During the past year, Burberry delivered solid financial results while at the same time advancing important strategic initiatives to secure the foundation for Burberry's next phase of growth. This performance was fuelled by the endeavours of the Burberry team, the commitment of licensing partners and the support of our wholesale customers. For Burberry, the year ahead marks the anniversary of the business's founding by Thomas Burberry in 1856. The celebration of our 150th year commemorates the brand's unique heritage and the enduring attributes of innovation, quality and style that continue to propel our momentum. We look to the future with confidence and enthusiasm as we carry this legacy forward. Financial Review Group results(1) 2006 2005 Â£m Percentage Â£m Percentage Year to 31 March of turnover of turnover Turnover Retail 318.5 42.9% 265.2 37.0% Wholesale 343.3 46.2% 371.9 52.0% Licence 81.1 10.9% 78.4 11.0% Total turnover 742.9 100.0% 715.5 100.0% Cost of sales (296.8) (40.0%) (291.3) (40.7%) Gross profit 446.1 60.0% 424.2 59.3% Net operating expenses before Atlas (280.5) (37.8%) (262.9) (36.7%) costs Operating profit before Atlas costs 165.6 22.3% 161.3 22.5% Atlas costs (11.1) (1.5%) - - Operating profit 154.5 20.8% 161.3 22.5% Net finance income 2.5 0.3% 4.9 0.7% Profit before taxation 157.0 21.1% 166.2 23.2% Taxation (50.6) (6.8%) (54.3) (7.6%) Attributable profit for the year 106.4 14.3% 111.9 15.6% Diluted EPS before Atlas costs 24.1p n/a 22.2p n/a Diluted EPS 22.3p n/a 22.2p n/a Diluted weighted average number of 477.6 n/a 504.5 n/a Ordinary Shares (millions) (1) Financial results are reported under International Financial Reporting Standards. Prior year figures have been restated in line with these principles. Turnover Total turnover advanced to Â£742.9m from Â£715.5m in the prior period, representing an increase of 4%, or 3% on an underlying basis. 'Underlying' figures are adjusted to exclude the financial effects of the Taiwan Acquisition, the portion of Burberry's business in Spain affected by the retail conversion and the impact of foreign currency exchange rate movements between periods. The Taiwan Acquisition and Spain conversion resulted in a sales shift from Burberry's wholesale channel to its retail channel. In determining underlying performance, the financial effects of the relevant businesses are excluded from both reporting periods. Operating profit Gross profit as a percentage of turnover was 60.0% relative to 59.3% in the prior period. The increase largely resulted from stronger retail trading in the second half including decreased levels of seasonal clearance activity for the autumn/winter season relative to the previous year and an increase in retail's share of the revenue mix. Net operating expenses before Atlas costs as a percentage of turnover increased to 37.8% from 36.7% in the previous period. The increase largely reflected investment in people and infrastructure to support future growth, and costs associated with the expanded retail network following the conversions in Taiwan and Spain. The Group also incurred a one-off pension related cost following the demerger from GUS. As a result of these factors, operating profit before Atlas costs increased 3% to Â£165.6m, or 22.3% of turnover relative to 22.5% in the previous period. Net expenses associated with Project Atlas totalled Â£11.1m. Reported operating profit was Â£154.5m for the year. Net finance income Net interest income was Â£2.5m in the year to March 2006 compared to Â£4.9m in the prior period. The decrease was due to lower average cash balances resulting from share repurchase activity during the year. Profit before taxation As a result of the above factors, Burberry reported profit before taxation of Â£157.0m in the year to March 2006 compared to Â£166.2m in the prior period. Attributable profit Burberry recorded a 32.2% effective tax rate (2004/05: 32.7%) on profit resulting in a Â£50.6m tax charge and reported attributable profit of Â£106.4m for the year to March 2006 compared to Â£111.9m reported in the prior period. Diluted earnings per share before Atlas costs increased 9% to 24.1p compared to 22.2p in the prior period. Including Atlas costs, the Group reported diluted earnings per share of 22.3p. In the year to March 2006, the diluted weighted average number of ordinary shares in issue was 477.6m (2004/05: 504.5m). Cash flow and net funds Historically, Burberry's principal uses of funds have been to support capital expenditures and working capital growth in connection with the expansion of its business, acquisitions and share repurchases. Principal sources of funds have been cash flow from operations. Burberry expects to finance the expansion of its business, capital expenditures including strategic infrastructure investments, shareholder dividends and share repurchases with existing cash balances, cash generated from operating activities and the use of its credit facilities. The table below sets out the principal components of cash flow for the year to 31 March 2006 and 31 March 2005 and net funds at the period end: 2006 2005 Year to 31 March Â£m Â£m Operating profit before Atlas costs 165.6 161.3 Atlas costs (11.1) - Operating profit 154.5 161.3 Depreciation and related charges 24.9 24.4 Profit on disposal of fixed assets (1.6) (1.1) Charges in respect of employee share incentive 7.4 9.5 schemes Increase in stocks (17.8) (12.9) Decrease/(Increase) in debtors 2.2 (7.3) (Decrease)/Increase in creditors (21.2) 1.5 Cash generated from operations 148.4 175.4 Net interest received 1.6 4.7 Taxation paid (43.6) (49.5) Capital expenditure (30.7) (37.2) Property sale proceeds 3.6 3.1 Net acquisition related payments (23.6) - Net sale/(purchase) of shares by ESOPs 2.4 (6.9) Issue of ordinary share capital 3.7 4.4 Share repurchases (191.6) (58.4) Equity dividends paid (32.8) (24.9) Movement in net funds resulting from cash flows (162.6) 10.7 Exchange gains 5.2 1.3 Movement in net funds (157.4) 12.0 Net funds at end of period 12.5 169.9 Net cash generated from operating activities was Â£148.4m compared to Â£175.4m in the prior period. Stock levels increased Â£17.8m, resulting from growth of the business and expansion of the Group's retail network. The Â£2.2 million decrease in debtors reflects seasonal growth of trade debtors offset by the change in business structure resulting from the Spain and Taiwan conversions. The Â£21.2m decrease in creditors includes payments of profit related fees in respect of prior acquisitions and the settlement prior to demerger of amounts outstanding with GUS plc. Capital expenditures of Â£30.7m included net purchases of fixed assets of Â£26.8m relating primarily to continued investment in the Group's retail operations and infrastructure, and Project Atlas investment of Â£3.9m. Proceeds from the sale of certain surplus properties during the year amounted to Â£3.6m. Net acquisition related payments comprised Â£19.2m deferred consideration with respect to a previous acquisition and Â£4.4m as partial consideration for the acquisition of Burberry's distributors in Taiwan. In line with its risk management policy, Burberry has continued to hedge its principal foreign currency transaction exposures arising in respect of Yen denominated royalty income and Euro denominated product purchases and sales. In connection with share option awards, the Group sold Â£2.4m (2004/05: Â£1.8m) of equity from its Employee Share Ownership Trusts and received Â£3.7m (2004/05: Â£4.4m) from the issue of new shares following the exercise of share-based options. Consistent with the Â£250m share repurchase programme announced in November 2004, Burberry commenced the repurchase of shares in January 2005. In the year to March 2006 the Group repurchased 45.9m shares for a total cost of Â£191.6m. Total purchases under the repurchase programme since January 2005 amounted to Â£250m. The Group paid an interim dividend of 2.5p per share on 2 February 2006. A final dividend of 5.5p per share is proposed, payable August 2006. As proposed the total dividend for 2005/06 would increase 23% to 8.0p per share (Â£35.6 million aggregate amount). Group Income Statement Note Year to Year to 31 31 March March 2006(1) 2005(2) Â£m Â£m Turnover 4 742.9 715.5 Cost of sales (296.8) (291.3) Gross profit 446.1 424.2 Net operating expenses 5 (291.6) (262.9) Operating profit 154.5 161.3 Financing Interest receivable and similar income 7 4.3 5.5 Interest payable and similar charges 7 (1.8) (0.6) Net finance income 4,7 2.5 4.9 Profit before taxation 4,6 157.0 166.2 Taxation 8 (50.6) (54.3) Attributable profit for the year 106.4 111.9 The profit for the year is attributable to the equity holders of the Company and relates to continuing operations. Pence per share Earnings - basic 9 22.9p 22.7p - diluted 9 22.3p 22.2p Dividends Dividend per share - interim 10 2.5p 2.0p Dividend per share - proposed final (not recognised as a 10 5.5p 4.5p liability at 31 March) Non-GAAP measures Â£m Â£m Reconciliation to adjusted operating profit Operating profit 154.5 161.3 Atlas costs 5 11.1 - Operating profit before Atlas costs 165.6 161.3 Pence per share Earnings per share before Atlas costs - basic 9 24.7p 22.7p - diluted 9 24.1p 22.2p (1) Reflects the adoption of IAS 32 and IAS 39 (2) Does not reflect the adoption of IAS 32 and IAS 39 Group Statement of Recognised Income and Expense Note Year Year to to 31 31 March March 2006 2005 (1) (2) Â£m Â£m Attributable profit for the year 106.4 111.9 Cash flow hedges 21 (3.8) - Currency translation differences 21 15.6 5.5 Net actuarial gains/(losses) on defined benefit pension 21 0.7 (1.5) scheme Tax on items taken directly to equity 21 1.5 (0.3) Net income recognised directly in equity 14.0 3.7 Transfers Transferred to income and expense on cash flow hedges net 21 (0.7) - of tax Taxation items transferred from equity 0.2 - Net transfers (0.5) - Net gains not recognised in income statement 13.5 3.7 Total recognised income for the year 119.9 115.6 Total impact on adoption of IAS 32 and IAS 39 3, 1.9 - 21 Total 121.8 115.6 (1) Reflects the adoption of IAS 32 and IAS 39 (2) Does not reflect the adoption of IAS 32 and IAS 39 All the recognised income and expense is attributable to the equity holders of the Company. Group Balance Sheet Note As at As at 31 31 March March 2006(1) 2005(2) Â£m Â£m ASSETS Non-current assets Intangible assets 11 135.4 125.2 Property, plant and equipment 12 167.0 154.4 Deferred taxation assets 13 16.6 15.0 Trade and other receivables 14 4.2 1.3 Income tax recoverable - 0.8 323.2 296.7 Current assets Stock 15 124.2 102.5 Trade and other receivables 14 108.0 112.2 Derivative financial assets 26 2.8 - Income tax recoverable 0.2 3.1 Cash and cash equivalents 16 113.7 169.9 348.9 387.7 Non-current assets classified as held for sale 17 - 1.2 348.9 388.9 Total assets 672.1 685.6 LIABILITIES Non-current liabilities Long term liabilities 18 (14.6) (14.8) Deferred taxation liabilities 13 (10.5) (13.0) Retirement benefit obligations 30 (1.8) (2.1) Provisions for liabilities and charges 19 (2.8) (2.9) (29.7) (32.8) Current liabilities Bank overdrafts and borrowings 27 (101.2) - Derivative financial liabilities 26 (2.1) - Trade and other payables 20 (126.9) (160.6) Income tax liabilities (25.6) (19.9) (255.8) (180.5) Total liabilities (285.5) (213.3) Net assets 386.6 472.3 EQUITY Capital and reserves attributable to the Company's equity holders Share capital 21 0.2 1.1 Share premium 21 151.8 136.1 Capital reserve 21 25.8 24.9 Hedging reserve 21 (0.2) - Foreign currency translation reserve 21 21.2 5.4 Retained earnings 21 187.8 304.8 Total equity 386.6 472.3 (1) Reflects the adoption of IAS 32 and IAS 39 (2) Does not reflect the adoption of IAS 32 and IAS 39 Approved by the Board on 24 May 2006 and signed on its behalf by: John Peace Stacey Cartwright Chairman Chief Financial Officer Group Cash Flow Statement Year to Year to 31 31 March March 2006 2005 Â£m Â£m Cash flows from operating activities Operating profit 154.5 161.3 Depreciation, impairment and intangible amortisation charges 24.9 24.4 Profit on disposal of property, plant and equipment (1.6) (1.1) Charges in respect of employee share incentive schemes 7.4 9.5 Increase in stocks (17.8) (12.9) Decrease/(increase) in debtors 2.2 (7.3) (Decrease)/increase in creditors (21.2) 1.5 Cash generated from operations 148.4 175.4 Taxation paid (43.6) (49.5) Net cash inflow from operating activities 104.8 125.9 Cash flows from investing activities Purchase of tangible and intangible fixed assets (30.7) (37.2) Proceeds from sale of property, plant and equipment 3.6 3.1 Payment of deferred consideration (19.2) - Acquisition of subsidiary (4.4) - Net cash outflow from investing activities (50.7) (34.1) Cash flows from financing activities Interest received 3.0 5.3 Interest paid (1.4) (0.6) Equity dividends paid (32.8) (24.9) Issue of Ordinary Share capital 3.7 4.4 Purchase of shares through share buy back (191.6) (58.4) Purchase of own shares by ESOPs - (8.7) Sale of own shares by ESOPs 2.4 1.8 Draw down on loan facility 50.0 - Net cash outflow from financing activities (166.7) (81.1) Net (decrease)/increase in cash and cash equivalents (112.6) 10.7 Effect of exchange rate changes on opening balances 5.2 1.3 Cash and cash equivalents at beginning of period 169.9 157.9 Cash and cash equivalents at end of period 62.5 169.9 Analysis of cash and cash equivalents As at As at 31 31 March March 2006 2005 Â£m Â£m Cash 70.2 62.4 Short term deposits 43.5 107.5 Cash and cash equivalents as per the balance sheet 113.7 169.9 Bank overdrafts as per the balance sheet (51.2) - Cash and cash equivalents per the cash flow statement 62.5 169.9 1 Basis of preparation Burberry Group is a luxury goods manufacturer, wholesaler and retailer in Europe, North America and Asia Pacific; licensing activity is also carried out, principally in Japan. All of the companies, which comprise Burberry Group, are owned by Burberry Group plc ('the Company') directly or indirectly. Under European Union (EU) legislation, it is mandatory for EU listed companies to report under International Financial Reporting Standards (IFRS), for financial years commencing after 1 January 2005. Accordingly, the consolidated financial statements for the year to 31 March 2006 have been prepared in accordance with IFRS as adopted by the European Union and IFRS issued by the IASB, and with those parts of the Companies Act 1985 applicable to companies reporting under IFRS. All IFRS issued by the IASB and effective at the time of preparing these consolidated financial statements have been adopted by the EU through the endorsement procedure established by the European Commission. Since the Group is not affected by the provisions regarding portfolio hedging which are not required by the EU-endorsed version of IAS 39, the accompanying financial statements comply with both IFRS as adopted by the EU and IFRS issued by the IASB. The Group had previously reported under UK GAAP. The results to 31 March 2005 have been restated from UK GAAP to IFRS using the same accounting policies as those used for the results to 31 March 2006, other than as described in note 3 - Changes in accounting policies and presentation. The principal adjustments that were required by Burberry Group on conversion to IFRS are set out in note 32 - Transition to IFRS. Burberry has adopted early IFRS 5 'Non-current Assets Held for Sale and Discontinued Operations'. The following IFRSs, International Financial reporting and Interpretations Committee requirements (IFRICs) and amendments thereto have been adopted earlier than required: - December 2004 amendment to IAS 19 Employment Benefits permitting the recognition of actuarial gains and losses directly in equity (from 1 April 2005); - April 2005 amendment to IAS 39 Financial instruments: Recognition and Measurement concerning cash flow hedges of forecast intra-group transactions (from 1 April 2005); and - June 2005 amendment to IAS 39 concerning the fair value option (from 1 June 2005). The following IFRS and IFRICs have been issued but have not been adopted early by the Group: IFRIC4 - Determining whether an arrangement contains a lease (effective from 1 April 2006) requires the determination of whether an arrangement contains a lease. IFRIC7 - Applying the restatement approach (effective from 1 April 2006) provides guidance on hyperinflation accounting. IFRS7 - Financial instruments: Disclosures (effective from 1 April 2007) introduces new disclosures for financial instruments. It replaces disclosure requirements in IAS 32 Financial Instruments: Disclosure and presentation. The impact of these IFRS and IFRICs on the Group's financial statements is currently being assessed. The parent Company has not adopted IFRS as its statutory reporting basis. Audited financial statements for the parent Company, have been prepared in accordance with UK GAAP. These consolidated financial statements have been prepared under the historical cost convention, except in respect of certain financial instruments. Basis of consolidation The Group's annual financial statements comprise those of the parent company and its subsidiaries, presented as a single economic entity. The financial statements of the subsidiaries are prepared for the same reporting year as the parent company, using consistent accounting policies. The effects of intra-group transactions are eliminated in preparing the Group financial statements. Subsidiaries are consolidated from the date on which control is transferred to the Group and cease to be consolidated from the date on which control is transferred out of the Group. Where there is a loss of control of a subsidiary, the consolidated financial statements include the results for the portion of the reporting period during which Burberry Group plc had control. Non-GAAP measures Non-GAAP measures are presented in order to provide a clear and consistent presentation of the underlying performance of the Group's ongoing business. Such presentation will be prepared on a consistent basis in the future. Key sources of estimation uncertainty Preparation of the consolidated financial statements in conformity with IFRS requires that management make certain estimates and assumptions that affect the reported revenues, expenses, assets and liabilities and the disclosure of contingent liabilities. If in the future such estimates and assumptions, which are based on management's best judgement at the date of the financial statements, deviate from actual circumstances, the original estimate and assumptions will be modified as appropriate in the period in which the circumstances change. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. Such estimates include, but are not limited to goodwill and asset impairment, stock provisioning, income and deferred tax, these are discussed below. Impairment of goodwill The Group is required to test whether goodwill has suffered any impairment. The recoverable amounts of cash generating units have been determined based on value-in-use calculations. The use of this method requires the estimation of future cash flows expected to arise from the continuing operation of the cash generating unit and the choice of a suitable discount rate in order to calculate the present value. Impairment of assets Property, plant and equipment are reviewed for impairment if events or changes in circumstances indicate that the carrying amount may not be recoverable. When a review for impairment is conducted, the recoverable amount of an asset or a cash generating unit is determined based on value-in-use calculations prepared on the basis of management's assumptions and estimates. Stock provisioning The Group manufactures and sells luxury goods and is subject to changing consumer demands and fashions trends. As a result, it is necessary to consider the recoverability of the cost of stocks and the associated provisioning required. Stock provisioning is based on the method in which excess stocks can be disposed. Income and deferred taxes The Group is subject to income taxes in numerous jurisdictions. Judgment is required in determining the provision for income taxes in each territory. There are many transactions and calculations for which the ultimate tax determination is uncertain during the ordinary course of business. The Group recognises liabilities for anticipated tax audit issues based on estimates of whether additional taxes will be due. Where the final outcome of these matters is different from the amounts which were initially recorded, such differences will impact the income tax and deferred tax provisions and assets in the period to which such determination is made. 2 Accounting policies The consolidated financial information of Burberry Group plc and all its subsidiaries have been prepared in accordance with IFRS. The principle accounting policies of the Group are: a) Turnover Turnover, which is stated excluding Value Added Tax and other sales related taxes, is the amount receivable for goods supplied (less returns, trade discounts and allowances) and royalties receivable. Wholesale sales are recognised when goods are despatched to trade customers, as this reflects the transference of risks and rewards of ownership, with provisions made for expected returns and allowances. Provisions for returns are calculated based on historical return levels. Retail sales, returns and allowances are reflected at the dates of transactions with customers, in addition provisions are made for expected returns. Royalties receivable from licensees are accrued as earned on the basis of the terms of the relevant royalty agreement, which is typically on the basis of production volumes. b) Share schemes Incentive plans The cost of the share incentives received by employees (including directors) is measured with reference to the fair value of the equity instruments awarded at the date of grant. The Black-Scholes Option Pricing Model is used to determine the fair value of the award made. The impact of performance conditions is not considered in determining the fair value on the date of grant, except for conditions linked to the price of Burberry Group plc shares i.e. market conditions. Vesting conditions which relate to non-market conditions are allowed for in the assumptions about the number of options expected to vest. The estimate of the number of options expected to vest is revised at each balance sheet date. The cost of the share based incentives are recognised as an expense over the vesting period of the awards, with a corresponding increase in equity. The proceeds received from the exercise of the equity instruments awarded, net of any directly attributable transaction costs, are credited to share capital and share premium. c) Operating leases Burberry Group is a lessee of property. Gross rental expenditure in respect of operating leases are recognised on a straight line basis over the period of the leases. Certain rental expense is determined on the basis of turnover achieved in specific retail locations and is accrued for on that basis. Lease premiums and incentives Amounts paid to acquire the rights to a lease ('Lease premiums') are written off in equal annual instalments over the life of the lease contract. Lease incentives, typically rent free periods and capital contributions, are recognised over the full term of the lease. d) Dividend distribution Dividend distributions to Burberry Group plc's Shareholders are recognised as a liability in the period in which the dividends are approved by the Shareholders for the final dividend or paid in respect of the interim dividend. e) Pension costs Prior to the demerger of the Group from GUS plc on 13 December 2005, it was agreed that existing employees of members of the Burberry Group who were participating in the GUS defined benefit pension scheme would continue to do so until 31 December 2007 or such earlier date as required by HM Customs & Revenue or by Burberry. When eventual withdrawal of members of the Burberry Group from the GUS pension scheme takes place on or before 31 December 2007, Burberry must pay any liabilities due under section 75 or 75A of the Pensions Act 1995. GUS has indemnified Burberry on an after tax basis against any amounts which are in excess of Â£1.25m. The pension costs in these consolidated financial statements are determined in accordance with IAS 19 'Employee Benefits'. Defined benefit schemes Eligible employees of Burberry Group participate in a number of defined benefit schemes throughout the world; the principal defined benefit scheme is in the UK. The assets covering this arrangement are held in independently administered funds. The cost of providing defined benefit schemes to participating Burberry employees is charged to the income statement over the anticipated period of employment. The asset or liability recognised in the balance sheet, in respect of defined benefit schemes, represents Burberry's share of the present value of the defined benefit obligation at the balance sheet date, less the fair value of plan assets, together with adjustments for unrecognised actuarial gains and losses and past service costs. Actuarial gains and losses are recognised directly to equity through the Group Statement of Recognised Income and Expense. Defined contribution schemes Burberry Group eligible employees also participate in defined contribution pension schemes, the principal one being in the UK with its assets held in an independently administered fund. The cost of providing these benefits to participating Burberry employees is recognised in the income statement and comprises the amount of contributions payable to the schemes in respect of the year. f) Intangible fixed assets Goodwill Goodwill is the excess of purchase consideration over the fair value of identifiable net assets acquired. Goodwill on acquisition is recorded as an intangible fixed asset. Fair values are attributed to the identifiable assets, liabilities and contingent liabilities that existed at the date of acquisition, reflecting their condition at that date. Adjustments are also made to bring the accounting policies of acquired businesses into alignment with those of Burberry Group. Prior to 31 March 2004, goodwill was held at cost less accumulated amortisation. Goodwill was assigned a finite useful economic life, not exceeding 20 years, and was amortised in equal annual instalments. Upon transition to IFRS on 1 April 2004, goodwill was assigned an indefinite useful economic life in accordance with IFRS 3 'Business Combinations', and it ceased to be amortised. Impairment reviews are performed annually, or more frequently if events or changes in circumstances indicate that the carrying value may not be recoverable. Trademarks and other intellectual property The cost of securing and renewing trademarks and other intellectual property is capitalised as an intangible fixed asset and amortised by equal annual instalments over its useful economic life, typically ten years. The useful economic life of trademarks and other intellectual property is determined on a case-by-case basis, in accordance with the terms of the underlying agreement. Impairment reviews are performed if events or changes in circumstances indicate that the carrying value may not be recoverable. Computer software The cost of acquiring computer software (including licences and separately identifiable external development costs) is capitalised as an intangible asset at purchase price, plus any directly attributable cost of preparing that asset for its intended use. Software costs are amortised by equal annual instalments over their estimated useful economic lives, which are up to five years. g) Property, plant and equipment Property, plant and equipment is stated at cost or deemed cost, based on historical revalued amounts, less accumulated depreciation and provision to reflect any impairment in value. Depreciation Depreciation of property, plant and equipment is calculated to write off the cost or deemed cost, less residual value, of the assets in equal annual instalments over their estimated useful lives at the following rates: Land Not depreciated Freehold buildings Up to 50 years Leaseholds - less than 50 years expired Over the unexpired term of the lease Plant, machinery, fixtures and fittings 3 - 8 years Retail fixtures and fittings 2 - 5 years Office equipment 5 years Computer equipment Up to 5 years Impairment Impairment reviews are undertaken when performance trends or changes in circumstances suggest that the net book value of an item of property, plant or equipment is not fully recoverable. Profit/loss on disposal of property, plant and equipment Profits and losses on disposal of property, plant and equipment represent the difference between the net proceeds and net book value at the date of sale. Disposals are accounted for when the relevant transaction becomes unconditional. h) Non-current assets held for sale A non-current asset is classified as held for sale, when its carrying value will be recovered principally through sale. Non-current assets held for sale are carried at the lower of cost or fair value less costs to sell and are not depreciated. i) Impairment of assets Assets that have an indefinite useful economic life are not subject to amortisation and are tested annually for impairment. Assets that are subject to amortisation or depreciation are reviewed for impairment whenever events or changes in circumstance indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset's fair value less costs to sell and value in use. For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash flows (cash generating units). j) Stock Stock and work in progress are valued on a first-in-first-out basis at the lower of cost (including an appropriate proportion of production overhead) and net realisable value. Provision is made to reduce cost to no more than net realisable value having regard to the age and condition of stock, as well as its anticipated saleability. k) Taxation including deferred tax The income tax expense represents the sum of the tax currently payable and deferred tax. The tax currently payable is based on taxable profit for the year. Taxable profit differs from net profit as reported in the income statement because it excludes items of income or expense which are taxable or deductible in other years and it further excludes items which are never taxable or deductible. The Group's liability for current tax is calculated using tax rates which have been enacted or substantially enacted by the balance sheet date. Deferred tax is provided in full, using the liability method, on temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the consolidated financial statements. However, if the temporary difference arises from initial recognition of an asset or liability in a transaction other than a business combination that at the time of the transaction affects neither accounting nor taxable profit or loss, it is exempt from deferred tax. Deferred income tax is determined using tax rates (and laws) that have been enacted or substantially enacted by the balance sheet date and are expected to apply when the related deferred income tax asset is realised or the deferred income tax liability is settled. Deferred tax assets and liabilities are not discounted. Deferred income tax assets are recognised to the extent that it is probable that future taxable profits will be available against which the temporary differences can be utilised. Deferred income tax is provided on temporary differences arising on investments in subsidiaries, except where the timing of the reversal of the temporary difference is controlled by the Group and it is probable that the temporary difference will not reverse in the foreseeable future. l) Share capital Ordinary Shares are classified as equity. Incremental costs directly attributable to the issue of new shares or options are shown in equity as a deduction, net of tax, from the proceeds. Where any Group company purchases the Company's equity share capital (treasury shares), the consideration paid, including any directly attributable incremental costs is deducted from equity attributable to the Company's equity holders until the shares are cancelled, reissued or disposed of. Where such shares are subsequently sold or reissued, any consideration received, net of any directly attributable incremental transaction costs and the related income tax effects, is included in equity attributable to the Company's equity holders. m) Financial instruments A financial instrument is initially recognised at fair value on the balance sheet when the entity becomes a party to the contractual provisions of the instrument. A financial asset is no longer recognised when, the contractual rights to the cash flow expire or substantially all risks and rewards of the asset are transferred. A financial liability is no longer recognised, when the obligation specified in the contract is discharged, cancelled or expires. The Group's financial instruments consist primarily of cash and cash equivalents, accounts receivable, accounts payable, and derivative instruments, the accounting for which is explained below. Cash and cash equivalents Cash and cash equivalents comprise cash and short term deposits with an original maturity date of three months or less, held with banks, liquidity funds as well as bank overdrafts. Bank overdrafts are recorded under current liabilities on the balance sheet. Trade and other receivables Trade and other receivables arise when the Group provides money, goods or services directly to a third party with no intention of trading the receivable. They are included in current assets, except for maturities greater than 12 months after the balance sheet date. Receivables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest rate method, less provision for impairment. A provision for impairment of trade receivables is established when there is objective evidence that the Group will not be able to collect all amounts due according to the original terms of receivables. The amount of the provision is recognised in the income statement. Trade and other payables Trade and other payables arise when the Group acquires money, goods or services directly from a creditor with no intention of trading the payable. They are included in current liabilities, except for maturities greater than 12 months after the balance sheet date. Payables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method. Derivative instruments Burberry Group uses derivative financial instruments to hedge its exposure to fluctuations in foreign exchange rates arising on certain trading transactions. The principal derivative instruments used are forward currency contracts taken out to hedge highly probable future royalty receivables and product purchases. The Group documents at the inception of the transaction the relationship between hedging instruments and hedged items, as well as its risk management objective and strategy for undertaking various hedge transactions. The Group also documents its assessment, both at hedge inception and on an ongoing basis, of whether the derivatives that are used in hedging transactions are highly effective in offsetting changes in fair values or cash flows of hedged items. Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently remeasured at their fair value. The method of recognising the resulting gain or loss depends on whether the derivative is designated as a hedging instrument, and if so, the nature of the item being hedged. The Group designates certain derivatives as either: (1) hedges of the fair value of recognised assets and liabilities or a firm commitment (fair value hedge); or (2) hedges of highly probable forecast transactions (cash flow hedges); or (3) classified as held for trading. The gain or loss on fair value hedges is taken to the income statement, along with the gain or loss on the hedged item for the hedged risk. The portion of the gain or loss on cash flow hedges determined to be effective, is initially taken to the hedging reserve within equity. The ineffective portion of the gain or loss is recognised to the income statement when required. The amount recognised directly to equity is released to the income statement, when the underlying transaction affects the income statement. If it is expected that all or a portion of a loss recognised directly in equity will not be recovered in one or more future periods or the hedge is no longer expected to occur the amount that is not expected to be recovered will be reclassified to the income statement. If a derivative instrument is not designated as a hedge, the gain or loss on revaluation is taken to the income statement. n) Foreign currency translation Functional and presentation currency Items included in the financial statements of each of the Group's entities are measured using the currency of the primary economic environment in which the entity operates ('the functional currency'). Transactions in foreign currencies Transactions denominated in foreign currencies within each entity in the Group, are translated into the functional currency at the exchange rate ruling at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies, which are held at the year end, are translated into the functional currency at the exchange rate ruling at the balance sheet date. Exchange differences on monetary items are taken to the income statement in the period in which they arise, except where these exchange differences form part of a net investment in overseas subsidiaries of Burberry Group, in which case such differences are taken directly to the foreign currency translation reserve within equity. Translation of the results of overseas businesses The results of overseas subsidiaries are translated into the Group's presentation currency of Sterling at the weighted average exchange rate for the year according to the phasing of the Group's trading results. The weighted average exchange rate is used, as it is considered to approximate the actual exchange rates on the date of the transactions. The assets and liabilities of such undertakings are translated at the year end exchange rates. Differences arising on the retranslation of the opening net investment in subsidiary companies, and on the translation of their results, are taken directly to the foreign currency translation reserve within equity and are reported in the consolidated statement of changes in equity. The principal exchange rates used were as follows: Average Year to Year to 31 March 31 March 2006 2005 Euro 1.46 1.47 US dollar 1.79 1.85 Hong Kong dollar 13.77 14.40 Korean won 1,796.97 2,040.52 Closing As at As at 31 March 31 March 2006 2005 Euro 1.43 1.45 US dollar 1.74 1.88 Hong Kong dollar 13.48 14.69 Korean won 1,687.95 1,920.46 Goodwill and fair value adjustments arising on the acquisition of a foreign operation are treated as assets and liabilities of the foreign operation and translated at the closing rate. The average exchange rate achieved by Burberry Group on its Yen royalty income, taking into account its use of Yen forward sale contracts on a monthly basis approximately 12 months in advance of royalty receipts, was Yen 190.3: Â£1 in the year to 31 March 2006 (2005: Yen 184.3: Â£1). 3. Changes in accounting policies and presentation The results for the year to 31 March 2006 have incorporated the impact of the adoption of IAS 32 'Financial Instruments: Disclosure and Presentation' and IAS 39 'Financial Instruments: Recognition and Measurement'. Impact of the adoption of IAS 32 and IAS 39 IFRS 1 'First time adoption of IFRS' allows an entity, for financial instruments, to produce comparative information, under previous UK GAAP. However, for the first IFRS reporting period, being 31 March 2006, the adjustment between the balance sheet at the comparative period's reporting date (under the previous GAAP) and the balance sheet at the start of the first IFRS reporting period must be accounted for as a change in accounting policy. The Group has taken advantage of this exemption and has adopted IAS 32 'Financial Instruments: Disclosure and Presentation' and IAS 39 ' Financial Instruments: Recognition and Measurement' with effect from 1 April 2005. The impact of these standards on the Group's opening balance sheet is shown below. The principal impact of the adoption of IAS 32 and IAS 39 on the Group's financial statements relates to the classification of redeemable preference shares and the recognition of derivative financial instruments. The adjustments to the opening balance sheet at 1 April 2005 are shown in the table below, only those line items that have been impacted are shown: Opening Effect of adoption of Restated balance IAS 32 and IAS 39 opening sheet position under at IFRS 1 April 2005 Â£m Reclassification Remeasurement Â£m Â£m Â£m Current assets Trade and other receivables 112.2 (0.4) - 111.8 Derivative financial assets - 0.4 5.8 6.2 Current liabilities Derivative financial liabilities - - (1.6) (1.6) Non-current liabilities Long term liabilities (14.8) (0.8) - (15.6) Deferred tax liabilities (13.0) - (1.5) (14.5) Impact on net assets (0.8) 2.7 Share capital 1.1 (0.8) - 0.3 Hedging reserve - - 2.6 2.6 Retained earnings 304.8 - 0.1 304.9 Impact on equity (0.8) 2.7 4 Segmental analysis (i) Primary segment - analysis by origin The geographical segment from which the products or services are supplied to a third party or another segment defines analysis by origin. All licensing activity is recorded in Europe since the Intellectual Property of Burberry is owned by Burberry Limited, a UK based subsidiary. (a) Turnover and profit before taxation - by origin of business Europe comprises operations in France, Germany, Italy, Switzerland and the UK. North America comprises operations in the USA. Asia Pacific comprises operations in Australia, Hong Kong, Japan, Korea, Malaysia, Singapore and Taiwan. Year to 31 March Spain Europe North Asia Total America Pacific 2006 2005 2006 2005 2006 2005 2006 2005 2006 2005 Â£m Â£m Â£m Â£m Â£m Â£m Â£m Â£m Â£m Â£m Gross segment 154.9 170.3 326.9 365.3 173.2 157.8 182.4 149.1 837.4 842.5 turnover Inter-segment (0.5) (0.1) (93.5) (126.3) - - (0.5) (0.6) (94.5) (127.0) turnover Turnover 154.4 170.2 233.4 239.0 173.2 157.8 181.9 148.5 742.9 715.5 Operating profit 21.1 22.7 104.8 115.3 6.3 6.0 22.3 17.3 154.5 161.3 Net finance income 2.5 4.9 Profit before 157.0 166.2 taxation Taxation (50.6) (54.3) Attributable profit 106.4 111.9 for the year The results above are stated after the allocation of costs of a Group-wide nature. (b) Other segmental items - by origin of business Spain Europe North Asia Total America Pacific 2006 2005 2006 2005 2006 2005 2006 2005 2006 2005 Â£m Â£m Â£m Â£m Â£m Â£m Â£m Â£m Â£m Â£m Capital expenditure 4.0 7.0 13.6 16.7 12.5 17.6 2.9 1.6 33.0 42.9 Depreciation 4.4 4.3 8.1 6.7 7.7 6.7 2.3 1.5 22.5 19.2 Impairment charge - - 0.6 3.1 0.2 0.3 - - 0.8 3.4 Reversal of impairment - - (0.4) (0.2) - - - - (0.4) (0.2) loss Amortisation - trademarks - - 0.9 0.8 - - - - 0.9 0.8 - software 0.2 0.3 0.8 0.8 - - 0.1 0.1 1.1 1.2 Other non-cash expenses - share based payments 1.3 2.0 2.8 3.7 1.9 2.3 1.4 1.5 7.4 9.5 (c) Assets and liabilities - by origin of business As at 31 March Spain Europe North America Asia Pacific Total 2006 2005 2006 2005 2006 2005 2006 2005 2006 2005 Â£m Â£m Â£m Â£m Â£m Â£m Â£m Â£m Â£m Â£m Segmental assets 103.5 112.3 142.3 129.6 145.9 121.4 28.7 19.5 420.4 382.8 Segmental (30.9) (36.7) (67.5) (79.6) (25.5) (19.0) (12.8) (12.4) (136.7) (147.7) liabilities Net operating 72.6 75.6 74.8 50.0 120.4 102.4 15.9 7.1 283.7 235.1 assets Goodwill 121.2 114.0 Deferred (11.5) (32.7) consideration for acquisitions Cash at bank, 12.5 169.9 short term deposits, less bank overdrafts and borrowings Taxation (19.3) (14.0) (including deferred taxation) Net assets 386.6 472.3 (ii) Secondary segment - analysis by origin Segment turnover and profit before taxation - by class of business (being the channels to market) Year to 31 March Retail Wholesale Total Licensing Total Retail and Wholesale 2006 2005 2006 2005 2006 2005 2006 2005 2006 2005 Â£m Â£m Â£m Â£m Â£m Â£m Â£m Â£m Â£m Â£m Gross segment 318.5 265.2 437.8 498.9 756.3 764.1 81.1 78.4 837.4 842.5 turnover Inter-segment - - (94.5) (127.0) (94.5) (127.0) - - (94.5) (127.0) turnover Turnover 318.5 265.2 343.3 371.9 661.8 637.1 81.1 78.4 742.9 715.5 Other segmental items Segment assets 418.1 380.3 2.3 2.5 420.4 382.8 Capital 33.0 42.9 - - 33.0 42.9 expenditure The results above are stated after the allocation of costs of a Group-wide nature. (iii) Additional information Analysis of turnover is shown below as additional information: Turnover by product Year Year to to 31 31 March March 2006 2005 Â£m Â£m Womenswear 249.3 242.1 Menswear 206.2 194.5 Accessories (including Childrens) 203.2 197.6 Other 3.1 2.9 Wholesale and Retail 661.8 637.1 Licence 81.1 78.4 Total 742.9 715.5 Number of directly operated stores, concessions and outlets open at 260 157 31 March Turnover by destination Year Year to to 31 31 March March 2006 2005 Â£m Â£m Spain 134.1 168.4 Europe 216.3 188.0 North America 180.4 165.9 Asia Pacific 201.4 186.6 Other 10.7 6.6 Total 742.9 715.5 5 Net operating expenses Year to Year to 31 31 March March 2006 2005 Â£m Â£m Distribution costs (125.9) (111.0) Administrative expenses (excluding Atlas costs) (156.3) (153.9) Atlas costs (11.1) - Property rental income under operating leases 0.1 0.9 Profit on disposal of property, plant and equipment 1.6 1.1 Net operating expenses (291.6) (262.9) Operating profit for the year to 31 March 2006 includes a charge of Â£11.1m (2005: Â£nil) relating to Project Atlas, our major infrastructure redesign initiative, which was announced in May 2005. In addition, a total of Â£3.9m (2005: Â£nil) has been spent on capitalised IT investment for Project Atlas in the year to 31 March 2006. This project is designed to create a substantially stronger platform to support the long term operations and growth of the Group. Investment in Project Atlas is expected to be around Â£50m over the three year period to 2007/08. 6 Profit before taxation Year Year to to 31 31 March March 2006 2005 Â£m Â£m Profit before taxation is stated after charging/(crediting): Depreciation of property, plant and equipment - within cost of sales 1.3 1.3 - within distribution costs 2.8 0.5 - within administrative expenses 18.4 17.4 Amortisation of trademarks and other intellectual property 2.0 2.0 (included in administrative expenses) Fixed asset impairment charge relating to certain retail assets 0.8 3.4 Reversal of asset impairment charge relating to certain retail (0.4) (0.2) assets Profit on disposal of property, plant and equipment (1.6) (1.1) Project Atlas costs 11.1 - Employee costs (see note 29) 148.7 131.7 Operating lease rentals - minimum lease payments 27.7 22.0 - contingent rents 13.5 17.6 Auditor's remuneration 2.4 2.1 Net exchange loss/(gain) included in income statement 0.8 (0.7) Auditor's remuneration is further analysed as follows: Year Year to to 31 31 March March 2006 2005 Â£m Â£m Audit services - statutory audit 0.9 0.8 - audit related services 0.1 0.3 Further assurance services 0.3 0.3 Tax services - compliance services 0.2 0.2 - advisory services 0.9 0.5 Total 2.4 2.1 All work performed by the external auditors is controlled by an authorisation policy agreed by the Audit Committee. The over-riding principle is the auditors are precluded from engaging in non-audit services that would compromise their independence. Non-audit services are provided by the auditors where they are best placed to provide the service due to their previous experience or market leadership in a particular area. (Further assurance work includes transaction related activities and ethical audits. Tax related services includes compliance, transfer pricing, and other activities where tax advice has been provided.) 7 Net finance income Year Year to to 31 31 March March 2006 2005 Â£m Â£m Bank interest income 3.7 4.4 Interest income receivable from GUS related companies 0.1 0.9 Other interest income 0.5 0.2 Interest receivable and similar income 4.3 5.5 Interest on bank loans and overdrafts (1.8) (0.4) Interest expense payable to GUS related companies - (0.2) Interest expense and similar charges (1.8) (0.6) Net finance income 2.5 4.9 8 Taxation (i) Analysis of charge for the year recognised in the income statement Analysis of charge for the year Year Year to to 31 31 March March 2005 2006 Â£m Â£m Current tax UK corporation tax Current tax on income for the year to 31 March 2006 at 30% 30.4 37.3 (2005: 30%) Double taxation relief (7.1) (7.4) Adjustment in respect of prior years 0.4 1.2 23.7 31.1 Foreign tax Current tax on income for the year 28.3 21.0 Adjustments in respect of prior years 1.4 (1.1) Total current tax 53.4 51.0 Deferred tax UK deferred tax Origination and reversal of temporary differences 0.2 0.9 Adjustments in respect of prior years 0.7 (0.3) 0.9 0.6 Foreign deferred tax Origination and reversal of temporary differences (1.9) 1.5 Adjustments in respect of prior years (1.8) 1.2 Total deferred tax (2.8) 3.3 Tax on profit 50.6 54.3 (ii) Analysis of charge for the year recognised in equity Year Year to to 31 31 March March 2006 2005 Â£m Â£m Current tax Current tax charge/(credit) on share options (retained earnings) (0.6) - Current tax charge/(credit) on exchange differences on loans (0.2) (0.1) (translation reserve) Total current tax recognised in equity (0.8) (0.1) Deferred tax Deferred tax charge/(credit) on cash flow hedges recognised (1.5) - directly to equity (hedging reserve) Deferred tax charge/(credit) on cash flow hedges settled during (0.2) - the year (hedging reserve) Deferred tax charge/(credit) on share options (retained (2.0) (0.8) earnings) Deferred tax charge/(credit) on actuarial gains/losses 0.2 0.2 recognised during the year (retained earnings) Total deferred tax charge/(credit) recognised in equity (3.5) (0.6) The tax rate applicable on profit varied from the standard rate of corporation tax in the UK due to the following factors: Year Year to to 31 31 March March 2006 2005 Â£m Â£m Tax at 30% on profit before taxation 47.1 49.9 Rate adjustments relating to overseas profits (0.9) 0.2 Permanent differences 3.6 2.3 Tax losses utilised - (0.1) Tax losses for which no deferred tax recognised - (0.1) Adjustments in respect of prior years 0.8 1.5 Other - 0.6 Total taxation 50.6 54.3 A review is currently under way with the Competent Authorities with regard to resolving transfer pricing of internal sales between the UK and USA. As part of the agreements with GUS plc (Burberry Group's former parent company), certain tax liabilities, which arise and relate to matters prior to 31 March 2002 will be met by GUS plc. From 1 April 2002, any liability will be due from Burberry Group. No corporation tax provision has been made for additional taxation arising for these proceedings as none is anticipated overall. 9 Earnings per share The calculation of basic earnings per share is based on attributable profit for the year divided by the weighted average number of Ordinary Shares in issue during the year. Basic and diluted earnings per share before Atlas costs are also disclosed to indicate the underlying profitability of Burberry Group. Year Year to to 31 31 March March 2006 2005 Â£m Â£m Attributable profit for the year before Atlas costs 114.8 111.9 Effect of Atlas costs (after taxation) (8.4) - Attributable profit for the year 106.4 111.9 The weighted average number of Ordinary Shares represents the weighted average number of Burberry Group plc Ordinary Shares in issue throughout the year, excluding Ordinary Shares held in Burberry Group's ESOPs. Diluted earnings per share is based on the weighted average number of Ordinary Shares in issue during the year. In addition, account is taken of any awards made under the share incentive schemes, which will have a dilutive effect when exercised (full vesting of all outstanding awards is assumed). Year to Year to 31 March 31 March 2006 2005 Millions Millions Weighted average number of Ordinary Shares in issue during the 464.4 494.1 year Dilutive effect of the share incentive schemes 13.2 10.4 Diluted weighted average number of Ordinary Shares in issue 477.6 504.5 during the year Basic earnings per share Year Year to to 31 31 March March 2006 2005 Pence Pence Basic earnings per share before Atlas costs 24.7 22.7 Effect of Atlas costs (1.8) - Basic earnings per share 22.9 22.7 Diluted earnings per share Year Year to to 31 31 March March 2006 2005 Pence Pence Diluted earnings per share before Atlas costs 24.1 22.2 Effect of Atlas costs (1.8) - Diluted earnings per share 22.3 22.2 10 Dividends Ordinary dividends (Equity) Year Year to to 31 31 March March 2006 2005 Â£m Â£m Prior year final dividend paid (4.5p per share (2005: 3.0p)) - GUS group 14.2 9.9 - other Shareholders 7.3 5.0 Interim dividend paid (2.5p per share (2005: 2.0p)) - GUS group - 6.6 - other Shareholders 11.3 3.4 Total 32.8 24.9 A final dividend in respect of the year to 31 March 2006 of 5.5p (2005: 4.5p) per share, amounting to Â£24.3m (2005: Â£21.7m), has been proposed for approval by the Shareholders at the AGM subsequent to the balance sheet date. The final dividend has not been recognised as a liability at the year end and will be paid on 3 August 2006 to Shareholders on the register at the close of business on 6 July 2006. 11 Intangible assets Cost Goodwill Trademarks Computer Total and Software trading licences Â£m Â£m Â£m Â£m As at 1 April 2004 110.6 11.4 5.1 127.1 Effect of foreign exchange rate changes 3.4 0.3 0.1 3.8 Additions - 0.1 1.0 1.1 Disposals - - (1.1) (1.1) Reclassifications - - 0.1 0.1 As at 31 March 2005 114.0 11.8 5.2 131.0 Effect of foreign exchange rate changes 3.3 0.1 - 3.4 Additions 3.9 0.1 4.9 8.9 As at 31 March 2006 121.2 12.0 10.1 143.3 Accumulated amortisation As at 1 April 2004 - 1.5 3.3 4.8 Effect of foreign exchange rate changes - - 0.1 0.1 Charge for the year - 0.8 1.2 2.0 Disposals - - (1.1) (1.1) As at 31 March 2005 - 2.3 3.5 5.8 Effect of foreign exchange rate changes - - 0.1 0.1 Charge for the year - 0.9 1.1 2.0 As at 31 March 2006 - 3.2 4.7 7.9 Net book value As at 31 March 2006 121.2 8.8 5.4 135.4 As at 31 March 2005 114.0 9.5 1.7 125.2 Impairment testing of goodwill The cash generating units which have the most significant carrying values of goodwill allocated to them are Spain and Korea. The carrying value of the goodwill allocated to these cash generating units is: As at As at 31 31 March March 2006 2005 Â£m Â£m Spain 89.1 87.9 Korea 23.1 21.9 Other 9.0 4.2 Total 121.2 114.0 At 31 March 2006 no impairment loss was recognised (2005: nil), as the recoverable amount of the goodwill for each cash generating unit exceeded its carrying value. Spain The recoverable amount for Spain has been determined based on value in use. The value in use calculation was performed using pre-tax cash flow projections for the next three years based on financial plans approved by management. These cash flows were discounted at a rate of 12% (2005: 12%), being Burberry Group's pre-tax weighted average cost of capital adjusted for certain country specific criteria. The future cash flows beyond the three year period were extrapolated using a long term growth rate of 3% (2005: 3%). Korea The recoverable amount for Korea was also calculated based on the value in use, using pre-tax cash flow projections for the next three years based on financial plans approved by management. The cash flows were discounted at a rate of 11% (2005: 13%), being Burberry group's pre-tax weighted average cost of capital adjusted for certain country specific criteria. The future cash flows beyond the three year period were extrapolated using a long term growth rate of 3% (2005: 3%). 12 Property, plant and equipment Cost Freehold Leasehold Fixtures, Assets in Total land and Improvements fittings the course buildings and of equipment construction Â£m Â£m Â£m Â£m Â£m As at 1 April 2004 83.4 47.5 76.4 1.2 208.5 Effect of foreign exchange rate 0.1 (0.7) 0.6 (0.1) (0.1) changes Additions 1.2 12.3 23.6 4.7 41.8 Disposals (1.1) (4.6) (7.0) - (12.7) Reclassifications - 1.0 0.1 (1.2) (0.1) Transfer to assets classified as (1.6) - - - (1.6) held for sale As at 31 March 2005 82.0 55.5 93.7 4.6 235.8 Effect of foreign exchange rate 3.7 3.8 2.9 0.2 10.6 changes Additions 0.1 8.7 17.0 2.2 28.0 Disposals - (0.3) (2.3) - (2.6) Reclassifications 0.3 3.7 0.3 (4.3) - Acquisition of subsidiary - - 0.6 - 0.6 As at 31 March 2006 86.1 71.4 112.2 2.7 272.4 Accumulated depreciation As at 1 April 2004 15.1 13.8 41.4 - 70.3 Effect of foreign exchange rate 0.1 (0.1) 0.5 - 0.5 changes Provided in year 2.6 2.0 14.6 - 19.2 Impairment charge on certain retail - 2.2 1.0 - 3.2 assets Disposals (0.2) (4.6) (6.6) - (11.4) Transfer to assets classified as (0.4) - - - (0.4) held for sale As at 31 March 2005 17.2 13.3 50.9 - 81.4 Effect of foreign exchange rate 0.7 0.6 1.6 - 2.9 changes Provided in year 2.5 4.3 15.7 - 22.5 Impairment charge on certain retail - 0.1 0.3 - 0.4 assets Disposals - (0.1) (1.7) - (1.8) Reclassifications 0.3 - (0.3) - - As at 31 March 2006 20.7 18.2 66.5 - 105.4 Net book amount As at 31 March 2006 65.4 53.2 45.7 2.7 167.0 As at 31 March 2005 64.8 42.2 42.8 4.6 154.4 During the year to 31 March 2006 the trading performance of certain European and North American retail assets which had previously been impaired were further impaired as trading conditions remained challenging. The impairment charge of Â£0.4m (2005: Â£3.2m) has been included in 'net operating expenses' in the income statement. The impairment charge was based on a review of the value of the assets in use and was based on pre-tax cash flows attributable to these assets in accordance with IAS 36. The pre-tax discount rate used in these calculations was 10%. Based on a valuation report prepared by Colliers Conrad Ritblat Erdman, dated 16 May 2006, the existing use value of Burberry Group's ten most significant freehold properties is Â£158m. This valuation is Â£96m higher than the net book value of these assets. The directors do not intend to incorporate this valuation into the accounts but set out the valuation for information purposes only. 13 Deferred taxation Deferred tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets against current tax liabilities and there is an intention to settle on a net basis, in addition deferred income taxes must relate to the same fiscal authority. The offset amounts are shown in the table below: As at As at 31 31 March March 2006 2005 Â£m Â£m Deferred tax assets 16.6 15.0 Deferred tax liabilities (10.5) (13.0) Net amount 6.1 2.0 The gross movement of the deferred tax account is as follows: Year Year to to 31 31 March March 2006 2005 Â£m Â£m Beginning of the year 2.0 4.6 Impact of adopting IAS 32 and IAS 39 (see note 3) (1.5) - Effect of foreign exchange rate changes (0.7) 0.4 (Charged)/credited to the income statement 2.8 (3.3) Tax (charged)/credited to equity 3.5 0.6 Other movements - (0.3) End of the year 6.1 2.0 The movement in deferred tax assets and liabilities during the year, without taking into consideration the offsetting of balances within the same tax jurisdiction, are as follows: Deferred tax liabilities Accelerated Unrealised Share Derivative Unused Other Total capital stock schemes instruments tax allowances profit and losses other stock provisions Â£m Â£m Â£m Â£m Â£m Â£m Â£m As at 31 March 2004 (13.3) 1.2 0.5 - 0.2 (0.3) (11.7) Effect of foreign exchange rate 0.3 0.1 - - - (0.2) 0.2 changes Charged/(credited) to the (3.4) 0.1 (0.1) - 0.5 (0.3) (3.2) income statement As at 31 March 2005 (16.4) 1.4 0.4 - 0.7 (0.8) (14.7) Impact of adopting IAS 32 and - - - 0.1 - - 0.1 IAS 39 (see note 3) Effect of foreign exchange rate (1.2) 0.2 - - - (0.1) (1.1) changes Charged/(credited) to the 1.7 0.1 (0.4) - (0.2) 0.2 1.4 income statement Tax charged to equity - - - (0.1) - - (0.1) Other movements (0.1) 0.1 - - 0.2 3.4 3.6 As at 31 March 2006 (16.0) 1.8 - - 0.7 2.7 (10.8) Deferred tax assets Accelerated Unrealised Share Derivative Unused Other Total capital stock schemes instruments tax allowances profit losses and other stock provisions Â£m Â£m Â£m Â£m Â£m Â£m Â£m As at 1 April 2004 0.3 7.5 6.5 - 0.2 1.8 16.3 Effect of foreign exchange rate - 0.1 - - - 0.1 0.2 changes Charged/(credited) to the (0.2) (1.2) 0.8 - - 0.5 (0.1) income statement Tax charged to equity - - 0.8 - - (0.2) 0.6 Other movements - - - - - (0.3) (0.3) As at 31 March 2005 0.1 6.4 8.1 - 0.2 1.9 16.7 Impact of adopting IAS 32 and - - - (1.6) - - (1.6) IAS 39 (see note 3) Effect of foreign exchange rate - 0.4 - - - - 0.4 changes Charged/(credited) to the 0.6 0.5 (1.2) (0.2) - 1.7 1.4 income statement Tax charged to equity - - 2.0 1.8 - (0.2) 3.6 Other movements (0.6) 0.7 - - (0.2) (3.5) (3.6) As at 31 March 2006 0.1 8.0 8.9 - - (0.1) 16.9 Deferred tax assets are recognised for tax loss carry forwards to the extent that the realisation of the related benefit through the future taxable profits is probable. The Group did not recognise deferred tax assets of Â£5.8m (2005: Â£4.9m) in respect of losses amounting to Â£25.2m (2005: Â£19.6m) that can be carried forward against the future taxable income. These losses have no set expiry date. Other deferred tax assets of Â£0.1m (2005: Â£0.1m) were not recognised in respect of temporary differences totalling Â£0.1m (2005: Â£0.3m), as it was not probable that there will be future taxable profits against which these assets can be offset. Deferred tax has not been recognised in respect of temporary differences of Â£70.6m (2005: Â£40.8m) regarding the unremitted earnings of certain subsidiaries. Such amounts are permanently reinvested. 14 Trade and other receivables As at As at 31 31 March March 2006 2005 Â£m Â£m Non-current Deposits and prepayments 4.2 1.3 Total non-current trade and other receivables 4.2 1.3 Current Trade receivables 93.6 95.2 Provision for doubtful debts (4.2) (3.6) Net trade receivables 89.4 91.6 Other receivables 3.1 1.5 Prepayments and accrued income 15.5 19.1 Total current trade and other receivables 108.0 112.2 Total trade receivables 112.2 113.5 The principal non-current receivables are due within five years from the balance sheet date and are not interest bearing. 15 Stock As at As at 31 31 March March 2006 2005 Â£m Â£m Raw materials 15.6 13.5 Work in progress 6.4 6.7 Finished goods 102.2 82.3 Total 124.2 102.5 As at As at 31 31 March March 2006 2005 Â£m Â£m Cost of stock recognised as an expense during the year 298.9 290.3 Stock written off during the year 1.3 2.0 Reversal during the year of previous write downs of stock (3.4) (1.0) Total cost of sales 296.8 291.3 The reversal during the year of a previous write down of stock was considered appropriate as a result of the change in market conditions. 16 Cash and cash equivalents As at As at 31 31 March March 2006 2005 Â£m Â£m Cash at bank and in hand 70.2 62.4 Short term deposits 43.5 107.5 Total 113.7 169.9 At 31 March 2006 no balances were deposited with GUS group companies (2005: Â£18.3m). Prior period amounts were deposited on standards commercial terms. The effective interest rate on short term deposits was 3.4% (2005: 3.2%), these deposits have an average maturity of nine days (2005: 15 days). The effective interest rate is the weighted average annual interest rate for the Group based on local market rates on short term deposits. 17 Non-current asset held for sale No assets were held for sale as at 31 March 2006 (2005: Â£1.2m). The properties held at 31 March 2005 were sold during the year and the gain is recognised in the income statement. 18 Long term liabilities As at As at 31 31 March March 2006 2005 Â£m Â£m Unsecured Other creditors, accruals and deferred income 9.6 4.8 Deferred consideration for acquisition 5.0 10.0 Total 14.6 14.8 Deferred consideration due after more than one year arises from the acquisition of the trade and certain assets of the Burberry business in Korea. Redeemable preference share capital Called up redeemable preference shares, which do not carry any voting rights, were issued prior to flotation and were held by GUS group. The redeemable preference shares had the right to a non-cumulative dividend at the rate per annum of six monthly LIBOR minus one percent and to a further dividend equal to the dividend per share paid on the Burberry Group plc's Ordinary Shares once the total dividend on those Ordinary Shares that has been paid in any financial year reaches Â£100,000 per Ordinary Share. Burberry Group plc repurchased the preference shares on 12 January 2006 for Â£1 and the balance was transferred to other reserves as a non-distributable item. The maturity of long term liabilities, all of which do not bear interest, are as follows: As at As at 31 31 March March 2006 2005 Â£m Â£m Between one and two years 5.9 6.4 Between two and three years 1.4 5.3 Between three and four years 1.2 0.3 Between four and five years 0.9 0.4 Over five year 5.2 2.4 Total 14.6 14.8 19 Provisions for liabilities and charges Property obligations Â£m As at 1 April 2005 2.9 Charged during the year 0.6 Utilised during the year (0.7) As at 31 March 2006 2.8 Property obligations arise from the portfolio of leasehold obligations which the Group maintains and are expected to be utilised within two years. 20 Trade and other payables As at As at 31 31 March March 2006 2005 Â£m Â£m Unsecured Trade creditors 28.0 27.5 Trading balances owed to GUS related companies - 6.8 Other taxes and social security costs 6.0 6.7 Other creditors 18.9 24.6 Accruals and deferred income 67.5 72.3 Deferred consideration for acquisitions 6.5 22.7 Total 126.9 160.6 Deferred consideration due within one year arises from the acquisition of the Burberry business in Korea and the Burberry Taiwan acquisition. 21 Share capital and reserves Authorised share capital 2006 2005 Â£m Â£m 1,999,999,998,000 (2005: 1,999,999,998,000) Ordinary Shares of 1,000.0 1000.0 0.05p (2005: 0.05p) each Total 1,000.0 1,000.0 Allotted, called up and fully paid share capital Number Â£m Ordinary Shares of 0.05p (2005: 0.05p) each As at 1 April 2005 488,916,927 0.3 Allotted on exercise of IPO Option Scheme awards during the year 3,664,178 - Cancelled on repurchase of own shares (45,868,642) (0.1) As at 31 March 2006 446,712,463 0.2 Redeemable preference shares of 0.05p each As at 1 April 2005 1,600,000,000 0.8 Impact of adopting IAS 32 and IAS 39 (see note 3) - (0.8) Shares redeemed during the year (1,600,000,000) - As at 31 March 2006 - - Share capital and reserves Â£m As at 1 April 2005 1.1 Impact of adopting IAS 32 and IAS 39 (see note 3) (0.8) Cancelled on repurchase of own shares (0.1) As at 31 March 2006 0.2 Statement of changes in Shareholders' equity Share Share Hedging Foreign Capital Retained Total reserve currency reserve earnings capital premium translation equity reserve Â£m Â£m Â£m Â£m Â£m Â£m Â£m Balance as at 1 April 2004 1.1 124.7 - - 25.1 281.3 432.2 Currency translation differences - - - 5.5 (0.2) 0.2 5.5 Actuarial loss on defined - - - - - (1.5) (1.5) benefit pension scheme Tax on items taken directly to - - - (0.1) - (0.2) (0.3) equity Net income recognised directly - - - 5.4 (0.2) (1.5) 3.7 in equity Attributable profit for the year - - - - - 111.9 111.9 Total recognised income/ - - - 5.4 (0.2) 110.4 115.6 (expenses) for the year Employee share option scheme - value of share options granted - - - - - 9.5 9.5 - tax on share options granted - - - - - 0.8 0.8 - exercise of share options - 11.4 - - - - 11.4 - price differential on exercise - - - - - (7.0) (7.0) of shares Share buy back costs - - - - - (58.4) (58.4) Purchase of own shares by ESOPs - - - - - (8.7) (8.7) Sale of shares by ESOPs - - - - - 1.8 1.8 Dividend expense for the year - - - - - (24.9) (24.9) Balance as at 31 March 2005 1.1 136.1 - 5.4 24.9 304.8 472.3 Impact of adopting IAS 32 and (0.8) - 2.6 - - 0.1 1.9 IAS 39 (see note 3) Restated balance as at 1 April 0.3 136.1 2.6 5.4 24.9 304.9 474.2 2005 Cash flow hedges - - (3.8) - - - (3.8) Currency translation differences - - - 15.6 - - 15.6 Actuarial gains on defined - - - - - 0.7 0.7 benefit pension scheme Tax on items taken directly to - - 1.5 0.2 - (0.2) 1.5 equity Net income recognised directly - - (2.3) 15.8 - 0.5 14.0 in equity Transferred to profit and loss - - (0.7) - - - (0.7) on cash flow hedges Tax on items transferred from - - 0.2 - - - 0.2 equity Attributable profit for the year - - - - - 106.4 106.4 Total recognised income/ - - (2.8) 15.8 - 106.9 119.9 (expenses) for the year Employee share option scheme - value of share options granted - - - - - 7.4 7.4 - tax on share options granted - - - - - 2.6 2.6 - exercise of share options - 15.7 - - - - 15.7 - price differential on exercise - - - - - (12.0) (12.0) of shares Share buy back costs (0.1) - - - 0.1 (191.6) (191.6) Sale of shares by ESOPs - - - - - 2.4 2.4 Redemption of preference shares - - - - 0.8 - 0.8 Dividend expense for the year - - - - - (32.8) (32.8) Balance as at 31 March 2006 0.2 151.8 (0.2) 21.2 25.8 187.8 386.6 During the year to 31 March 2006, the Company repurchased and subsequently cancelled 45,868,642 Ordinary Shares, representing nine percent of the issued share capital, at a total cost of Â£191.6m. The nominal value of the shares was Â£22,934, which was transferred to a capital redemption reserve. Retained earnings were reduced by Â£191.6m. This amount included 870,030 Ordinary Shares purchased in the year to 31 March 2005 which were cancelled in the current year. The share repurchase programme commenced in January 2005 and since then a total of 60,584,230 Ordinary Shares have been repurchased and subsequently cancelled. This represents 12 percent of the original issued share capital at a total cost of Â£250m. The nominal value of the shares was Â£30,292 and has been transferred to a capital redemption reserve and the retained earnings have been reduced by Â£250m since this date. The cost of own shares held in the Burberry Group ESOPs has been offset against retained earnings, as the amounts paid reduce the profits available for distribution by the Burberry Group and the Company. As at 31 March 2006 the amounts offset against this reserve are Â£16.0m (2005: Â£19.0m). Revaluation reserves of Â£23.4m (2005: Â£23.4m) recognised under UK GAAP have been transferred to retained earnings and are considered non-distributable. This amount will become distributable if the revalued properties are sold. Dividend distributions are dependent on the Company's accumulated retained earnings. As at 31 March 2006 the retained earnings of the Company was Â£541.1m (2005: Â£744.5m). The capital reserve consists of non-distributable reserves and the capital redemption reserve arising on the purchase of own shares. 22 Financial commitments Burberry Group has commitments relating to future minimum lease payments under non-cancellable operating leases as follows: As at 31 March 2006 As at 31 March 2005 Land and Other Total Land and Other Total buildings buildings Â£m Â£m Â£m Â£m Â£m Â£m Amounts falling due Within one year 26.0 1.3 27.3 20.7 0.5 21.2 Between two and five years 80.2 1.5 81.7 64.6 0.6 65.2 After five years 112.2 2.7 114.9 91.2 - 91.2 Total 218.4 5.5 223.9 176.5 1.1 177.6 The financial commitments for operating lease amounts calculated as a percentage of turnover ('turnover leases') have been based on the minimum payment that is required under the terms of the relevant lease. Under certain turnover leases, there are no minimums and therefore no financial commitment is included in the table above. As a result, the amounts charged to the income statement may be materially higher than the financial commitment at the prior year end. The total of future minimum sublease payments to be received under non-cancellable subleases at 31 March 2006 are as follows: As at As at 31 March 31 March 2006 2005 Land and Land and buildings buildings Â£m Â£m Amounts falling due: Within one year 0.1 - Between two and five years 0.4 - After five years 0.9 - Total 1.4 - Where rental agreements include a contingent rental, this contingent rent is generally calculated as a percentage of turnover. Escalation clauses increase the rental to either open market rent, a stipulated amount in the rental agreement, or by an inflationary index percentage. There are no significant restrictions imposed by these lease agreements. 23 Capital commitments As at As at 31 31 March March 2006 2005 Â£m Â£m Capital commitments contracted but not provided for - property, plant and equipment 3.5 9.7 - intangible assets 0.1 - Total 3.6 9.7 Contracted capital commitments represent contracts entered into by the year end and major capital expenditure projects where activity has commenced by the year end relating to property, plant and equipment. 24 Contingent liabilities Since 31 March 2005 the following changes to material contingent liabilities have occurred: The Group had received a claim from the liquidator of Creation Cent Mille SA ('CCM') a former licensee of Burberry Group, seeking to set aside the termination of the licence agreement between Burberry Limited and CCM. During the year this matter was concluded and Burberry made no payment to CCM or the liquidator in respect of this claim. In 1994 Burberry Limited granted a licence to Safilo to manufacture and sell eyewear. The licence expired on 31 December 2005. Safilo did not accept the terms of a new licence, which Burberry offered it for a period from 1 January 2006. In October 2005, Burberry entered into an eyewear licence with Luxottica for a ten year period from 1 January 2006. Safilo had alleged in correspondence that it had a right of first refusal of any licence for eyewear from 1 January 2006. On the basis of this alleged right Safilo sought a court order requiring disclosure of the licence entered into with Luxottica. Safilo was unsuccessful in this application. Safilo has paid outstanding royalties due under its licence. If Safilo were to make any further claim for damages or otherwise in relation to this matter Burberry will continue to defend any such claim vigorously, which (on legal advice) it considers without merit. Under the terms of a Demerger Agreement, entered into with GUS plc on 13 December 2005, Burberry continues to participate in the GUS defined benefit scheme. Under this scheme Burberry is jointly and severally liable with the other participating GUS companies for the deficit in this scheme. When Burberry leaves the scheme it will be required to pay an exit charge calculated pursuant to Section 75 of the Pensions Act. GUS plc has agreed to pay to Burberry the amount of this liability to the extent it exceeds Â£1.25 million. Other material contingent liabilities reported at 31 March 2005 remain unchanged and were: Under the GUS group UK tax payment arrangements, the Group was jointly and severally liable for any GUS liability attributable to the period of Burberry Group's membership of this payment scheme. Burberry Group's membership of this scheme was terminated with effect from 31 March 2002. Burberry (Spain) S.A. is liable for certain salary and social security contributions left unpaid by its sole contractors where the amounts are attributable to the period in which subcontracting activity is undertaken on behalf of Burberry (Spain) S.A. It is not feasible to estimate the amount of contingent liability, but such expense has been minimal in prior years. 25 Acquisition of subsidiary On 1 August 2005 the Burberry Group acquired the Burberry trade and certain assets and liabilities ('the Burberry Taiwan acquisition') from Chang's Kent Co. Limited and Ming Pu Co. Limited, which were Burberry distributors in Taiwan. The Burberry Taiwan acquisition resulted in the acquisition of 12 retail stores and concessions for Â£5.9m. All assets were recognised at their respective fair values and the residual excess over the net assets acquired is recognised as goodwill in the financial statements. The fair value adjustments contain some provisional amounts which will be finalised by 31 July 2006, principally in relation to amounts payable in terms of the earn out agreement. Details of the net assets acquired and goodwill are as follows: Book Fair value Fair value adjustments value Â£m Â£m Â£m Net assets acquired Property, plant and equipment 0.6 - 0.6 Stock 1.6 (0.1) 1.5 Trade and other receivables 0.1 - 0.1 Trade and other payables - (0.2) (0.2) 2.3 (0.3) 2.0 Goodwill 3.9 Total consideration 5.9 Satisfied by Cash 3.7 Deferred consideration within one year 1.5 Commission paid in January 2006 0.3 Direct costs relating to the acquisition 0.4 5.9 The acquired business contributed turnover of Â£10.9m and attributable profit of Â£0.6m to the Group for the period from 1 August 2005 to 31 March 2006. If the acquisition had been completed on 1 April 2005, it is estimated that the impact on the Group turnover for the full year would have been Â£16.3m, and attributable profit would have been Â£0.9m. Goodwill has arisen on the acquisition because of anticipated synergies that do not meet the criteria for recognition as an intangible asset at the date of acquisition. 26 Derivative financial instruments The Group adopted IAS 32 and IAS 39 with effect from 1 April 2005 and the impact of this is shown in note 3 - Changes in accounting polices and presentation. As a result of adopting these standards on 1 April 2005 no comparatives are shown. The Group income statement is affected by transactions denominated in foreign currency. To reduce exposure to currency fluctuations, the Group has a policy of hedging foreign currency denominated transactions by entering into forward exchange contracts. These can be analysed into two categories. Cash flow hedges Burberry Group's principal foreign currency denominated transactions arise from royalty income and the sale and purchase of overseas sourced products. In the UK, the Group manages these exposures by the use of Yen and Euro forward exchange contracts for a period of 12 months in advance. In addition, the Group's overseas subsidiaries hedge the foreign currency element of their product purchases on a seasonal basis. This hedging activity involves the use of spot and forward currency instruments. Fair value hedges Certain intercompany loan balances are hedged using forward exchange contracts to offset any volatility in foreign currency movements and tax arising thereon. The balances are hedged up to the date of repayment. Derivative financial assets As at As at 31 March 31 2006 March 2005 Â£m Â£m Forward foreign exchange contracts - cash flow hedges at - - beginning of year Impact of adopting IAS 32 and IAS 39 5.8 - Effect of foreign exchange rate changes 0.2 - Arising during the year and taken directly to equity 2.4 - Released from equity to the income statement during the year (6.7) - Forward foreign exchange contracts - cash flow hedges at end of 1.7 - year Forward foreign exchange contracts - held for trading 0.6 - Equity swap contracts 0.5 - Total current position 2.8 - Cash flow hedges expected to be recognised in the year to 31 1.7 - March 2007 Derivative financial liabilities As at As at 31 March 31 March 2006 2005 Â£m Â£m Forward foreign exchange contracts - cash flow hedges at - - beginning of year Impact of adopting IAS 32 and IAS 39 (1.6) - Effect of foreign exchange rate changes (0.2) - Arising during the year and taken directly to equity (4.7) - Released from equity to the income statement during the year 4.5 - Forward foreign exchange contracts - cash flow hedges at end of (2.0) - year Forward foreign exchange contracts - held for trading (0.1) - Total current position (2.1) - Cash flow hedges gain expected to be recognised in the year to 31 (2.1) - March 2007 As at As at 31 March 31 March 2006 2005 Â£m Â£m The notional principal amounts of the outstanding forward foreign 120.4 - exchange contracts The notional principal amounts of the outstanding equity swap 3.7 - contracts The movement on the non-designated hedges for the year recognised 0.6 - within net finance income in the income statement The movement on the non-designated hedges for the year recognised (0.1) - within the translation reserve Gains and losses on cash flow hedges recognised directly to the hedging reserve within equity Gross (3.8) - Tax 1.5 - Net (2.3) - The current portion of the financial instruments matures at various dates within one month to one year from the balance sheet date. 27 Bank overdrafts and borrowings As at As at 31 March 31 March 2006 2005 Â£m Â£m Unsecured Bank overdrafts 51.2 - Bank borrowings 50.0 - Total 101.2 - Bank overdrafts represent balances on cash pooling arrangements in the Group. The effective interest rate for the overdraft balances is 5.3% (2005: nil). A Â£200m five year multi currency revolving facility was agreed with a syndicate of third party banks commencing on 30 March 2005. At 31 March 2006, the amount drawn down was Â£50m (2005:nil). This drawdown was made in Sterling. Interest is charged on this loan at LIBOR plus 0.325% per annum and the borrowing matured on 27 April 2006. 28 Financial risk management The Group's principal financial instruments, other than derivatives, comprise cash and short term deposits, external borrowings, redeemable preference shares, deferred consideration, as well as trade debtors and creditors, arising directly from operations. The Group's activities expose it to a variety of financial risks: market risks (including currency risk, fair value interest risk and price risk), credit risk, liquidity risk and cash flow interest rate risk. Risk management is carried out by a central treasury department (Group treasury). Burberry Group's treasury department seeks to reduce financial risk and to ensure sufficient liquidity is available to meet foreseeable needs and to invest in cash assets safely and profitably. This is done in close co-operation with the Group's operating units. Burberry Group's treasury department does not operate as a profit centre and transacts only in relation to the underlying business requirements. The policies of the Group treasury department are reviewed and approved by the Board of Directors. The Group uses derivative instruments to hedge certain risk exposures. (i) Market Risk Foreign exchange risk The Group operates internationally and is exposed to foreign exchange risk arising from various currency exposures. Burberry Group monitors the desirability of hedging the profits and the net assets of the overseas subsidiaries when translated in to Sterling for reporting purposes. It has not entered into any specific transactions for this purpose. Burberry Group's income statement is affected by transactions denominated in foreign currency. To reduce exposure to currency fluctuations, Burberry Group has a policy of hedging foreign currency denominated transactions by entering into forward exchange contracts (see note 26). The Group's accounting policy in relation to derivative instruments are set out in note 2. Price Risk The Group's exposure to equity securities price risk is minimal. The Group is not exposed to commodity price risk. (ii) Credit risk The Group has no significant concentrations of credit risk. It has policies in place to ensure that wholesale sales of products are made to customers with an appropriate credit history. Sales to retail customers are made in cash or via major credit cards. In addition, receivables balances are monitored on an ongoing basis with the result that the Group's exposure to bad debts is not significant. With respect to credit risk arising from other financial assets, which comprise cash and short term deposits and certain derivative instruments, the Group's exposure to credit risk arises from the default of the counter party with a maximum exposure equal to the carrying value of these instruments. The Group has policies that limit the amount of credit exposure to any financial institution. (iii) Liquidity Risk The Group financial risk management policy aims to ensure that sufficient cash is maintained to meet foreseeable needs and close out market positions. Due to the dynamic nature of the underlying business, the Group treasury department aims to maintain flexibility in funding by keeping committed credit lines available. For further details of this, see note 27. (iv) Cash flow interest rate risk The Group's exposure to market risk for changes in interest rates, relates primarily to cash, short term deposits and external borrowings. The external borrowings are linked to the LIBOR rate, while cash and short term borrowings are affected by local market rates around the Group. The borrowings at variable rates exposes the Group to cash flow interest rate risk. Currently, this risk is not hedged as the risk is not considered significant. This situation is monitored by the Group treasury department. (a) Fair values of financial assets and financial liabilities Set out below is a comparison by category of book values and fair values of Burberry Group's financial assets and financial liabilities: As at As at 31 31 March March 2006 2005 book book and and fair fair value value Â£m Â£m Primary financial instruments held or issued to finance the Group's operations Cash at bank and in hand 70.2 62.4 Short term deposits 43.5 107.5 Total financial assets 113.7 169.9 Interest bearing borrowings (101.2) (0.8) Other financial liabilities (23.9) (40.2) Total financial liabilities (125.1) (41.0) Total net financial investments (11.4) 128.9 The fair values of the trade receivables and payables are the same as their carrying values. 2006 2005 Â£m Â£m Derivative financial instruments held to manage the currency profile Forward foreign currency contracts - book value 0.7 - - fair value 0.7 4.2 Fair value methods and assumptions Fair value is the amount at which a financial instrument could be exchanged in an arm's length transaction between informed and willing parties, other than a forced or liquidation sale and excludes accrued interest. The principal assumptions are: i) The fair value of short term deposits, borrowings and overdrafts approximates to the carrying amount because of the short maturity of these instruments. ii) The fair value of foreign currency contracts is based on a comparison of the contractual and market rates after discounting using the prevailing interest rates at the time. (b) Interest rate risk profile Financial assets The interest rate risk profile of Burberry Group's financial assets by currency is as follows: Currency Cash Short Total at term bank deposits and in hand Â£m Â£m Â£m As at 31 March 2006 Sterling 5.5 5.0 10.5 US dollar 14.4 0.4 14.8 Euro 37.6 14.0 51.6 Other currencies 12.7 24.1 36.8 Total 70.2 43.5 113.7 Floating rate assets 56.4 43.5 99.9 Balances for which no interest is paid 13.8 - 13.8 As at 31 March 2005 Sterling 6.4 63.0 69.4 US dollar 14.1 2.4 16.5 Euro 22.0 34.8 56.8 Other currencies 19.9 7.3 27.2 Total 62.4 107.5 169.9 Floating rate assets 47.7 107.5 155.2 Balances for which no interest is paid 14.7 - 14.7 Floating rate assets earn interest based on the relevant national LIBID equivalents. Balances for which no interest is paid is made up of Sterling Â£3.8m (2005: Â£0.7m), Euros Â£0.2m (2005: Â£1.8m) and Hong Kong dollars Â£2.2m (2005: Â£5.2m), Singapore dollars Â£3.3m (2005: Â£1.9m), Japanese Yen Â£3.9m (2005: Â£ 5.1m) and Malaysian Ringgit Â£0.4m (2005: nil). These amounts arise principally due to the timing of transactions. Financial liabilities The interest rate risk profile of Burberry Group's financial liabilities by currency is as follows: Currency Floating Financial Total rate liabilities financial on which no liabilities interest is payable Â£m Â£m Â£m As at 31 March 2006 Sterling 50.0 16.6 66.6 US dollar - 5.2 5.2 Euro 27.7 1.3 29.0 Other currencies 23.5 0.8 24.3 Total 101.2 23.9 125.1 As at 31 March 2005 Sterling 0.8 20.4 21.2 US dollar - 3.8 3.8 Euro - 15.7 15.7 Other currencies - 0.3 0.3 Total 0.8 40.2 41.0 The floating rate financial liabilities at 31 March 2006 and 2005 incurred interest based on relevant national LIBOR equivalents. The floating rate financial liabilities at 31 March 2006 and 2005 include overdraft balances of Â£51.2m (2005: Â£0.8m). In addition, preference shares of a total value of Â£0.8m were in existence as at 31 March 2005. Refer to note 18 for further details regarding the preference shares. (c) Maturity of financial liabilities The maturity profile of the carrying amount of Burberry Group's financial liabilities, other than short term trade creditors and accruals, are as follows: As at 31 March 2006 Debt Non-equity Deferred Other Total shares consideration financial liabilities Â£m Â£m Â£m Â£m Â£m In one year or less, or on demand 101.2 - 6.5 1.9 109.6 In more than one year but not more than two - - 5.0 1.8 6.8 years In more than two years but not more than three - - - 1.4 1.4 years In more than three years but not more than - - - 1.2 1.2 four years In more than four years but not more than five - - - 0.9 0.9 years In more than five years - - - 5.2 5.2 Total 101.2 - 11.5 12.4 125.1 As at 31 March 2005 Debt Non-equity Deferred Other Total shares consideration financial liabilities Â£m Â£m Â£m Â£m Â£m In one year or less, or on demand - - 22.7 2.6 25.3 In more than one year but not more than two - - - 1.5 1.5 years In more than two years but not more than three - 0.8 10.0 0.3 11.1 years In more than three years but not more than - - - 0.3 0.3 four years In more than four years but not more than five - - - 0.4 0.4 years In more than five years - - - 2.4 2.4 Total - 0.8 32.7 7.5 41.0 Non-equity shares relate to redeemable preference shares, on which a non-cumulative dividend is paid (see note 18 for further details). All deferred consideration is payable in cash. Other financial liabilities principally relate to accrued lease liabilities Â£6.3m (2005: Â£4.2m), and property related accruals Â£1.2m (2005: nil) which are included in other creditors falling due after more than one year, and provisions for certain property obligations Â£2.8m (2005: Â£2.9m), which are included in provisions. (d) Currency exposures The tables below show the extent to which Burberry Group has monetary assets and liabilities at the year end in currencies other than the local currency of operation, after accounting for the effect of any specific forward contracts used to manage currency exposure. Monetary assets and liabilities refer to cash, deposits, borrowings and amounts to be received or paid in cash. Foreign exchange differences on retranslation of these assets and liabilities are taken to the profit and loss account. Net foreign currency monetary assets/ (liabilities) Functional currency of operation Sterling US Euro Other Total dollar currencies Â£m Â£m Â£m Â£m Â£m As at 31 March 2006 Sterling - 0.3 8.6 (0.1) 8.8 Other currencies (1.3) (0.2) (0.1) - (1.6) Total (1.3) 0.1 8.5 (0.1) 7.2 As at 31 March 2005 Sterling - 0.3 - 0.9 1.2 Euro 0.4 0.3 - - 0.7 Other currencies 4.3 2.8 - - 7.1 Total 4.7 3.4 - 0.9 9.0 This information is provided by RNS The company news service from the London Stock Exchange MORE TO FOLLOW FR BZLLLQEBEBBX

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