Annual Report • Jul 31, 2010
Annual Report
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www.bellway.co.uk
In this year's report...
(1) before exceptional items (note 5 – page 53).
For more information on our business,
please go to www.bellway.co.uk
Top – Lounge at The Pines, Linton, Northumberland. Main left – Customers Ryan and Melanie outside their new home at Parchment Place, Havant, Hampshire. Main right – The Pastures, Bruton, Somerset.
Bottom centre – Glastian Meadows, Kinglassie, Fife Bottom Right – Les Arrowsmith, Site Manager at Eaton Lodge, Rugeley, Staffordshire.
Through sustainable construction we aim to create new communities and life-supporting environments for people now and in the future. We use some of the following Key Performance Indicators ("KPIs") to measure our progress:
With its headquarters in the North East of England, the Group's operations are located throughout the UK. Bellway provides a wide range of house types covering one, two and three-bedroom apartments; terraced homes; three storey homes; semi-detached homes; and three, four and fivebedroom detached homes. The Group is active in major inner city regeneration schemes across the country and is a leading provider of affordable homes.
1 Wyfold Place, Fulham, London Borough of Hammersmith and Fulham.
1 The Wardale family choosing their new home at Wheatridge Park, Seaton Delaval, Tyne and Wear.
1 Herons Reach, Barnsley, South Yorkshire.
Number of homes built to The Code for Sustainable Homes Level 3
1,186 (2009 – 428)
Number of homes built to Lifetime Homes Standards
690 (2009 – nil)(1)
Customers who would recommend Bellway to a friend
86% (2009 – 89%)
Number of sites registered with Considerate Constructors Scheme
89 (2009 – 56)
(1) This is the first year of reporting.
I am pleased to report that Bellway has returned to profitability in the year ended 31 July 2010, in the wake of the difficulties that the housing market has endured since 2008. The lessons learnt by the Board in previous downturns have been applied to good effect and as a result, the Group has not only returned to profitability but also has net cash on the Balance Sheet. Having continued to make dividend payments throughout the downturn, the Board is now recommending an increase in the total dividend per share.
The Group completed the sale of 4,595 homes, an increase of almost 5% over last year, and these homes were sold at an average selling price of £163,175, an increase of almost 6%, mainly due to changes in product mix. These factors, combined with other revenue of £18.5 million, principally arising from ground rents, meant that turnover for the Group grew by 12.4% from £683.8 million to £768.3 million. The operating margin of 6.7% is the same as last year, however this year there are no exceptional items (2009 – £66.3 million write down). The finance charge of £6.8 million has fallen by almost 57% from £15.8 million, resulting in profit before tax of £44.4 million compared to a loss before tax
(after exceptionals) of £36.6 million last year. Basic earnings per share have increased to 29.7p from a loss per share (after exceptionals) of 23.9p in 2009. The net asset value per ordinary share at 31 July 2010 has grown from 839p to 856p per share. During the year £208 million was spent on land and at 31 July the Group had net cash of £66 million.
I am delighted that Bellway has continued to pay dividends throughout these testing times and the Board is now proposing to increase the final dividend by 11.7% from 6p to 6.7p per ordinary share, giving a total dividend increase for the year of 11.1% from 9p to 10p per ordinary share. This dividend, which is covered almost three times, will be paid on Wednesday 12 January 2011 to all ordinary shareholders on the Register of Members on Friday 10 December 2010. The ex-dividend date is Wednesday 8 December 2010.
The Board once again would like to express its gratitude to all of its employees, suppliers and sub-contractors for their outstanding efforts in what has been another very challenging year for the industry.
Bellway has seen reservations in 2010 return to a more normal selling pattern with a strong spring selling season. However, following the change of government in May and the emergency Budget in June, buyer confidence slowly ebbed away during the summer as increasing media coverage was given to the new policies of the coalition Government to tackle the deficit.
Sales in the early part of what is traditionally an active autumn selling period have picked up, albeit only slightly, following the usual summer lull and it seems that potential homebuyers are awaiting the outcome of the Comprehensive Spending Review.
Whilst the Board's desire to increase volumes annually remains, it is ever mindful of past experiences, however, the Group currently has a strong land bank, a forward order book of £397 million and with £59 million of net cash, the capacity to grow the business should market conditions allow. The Board therefore remains confident as to the Group's ability to respond effectively to whatever market conditions prevail over the coming months.
Chairman 18 October 2010
For more information on our business, please go to www.bellway.co.uk
By the beginning of the financial year our strategy of cash generation had reduced the Group's indebtedness by £181 million and this was supplemented in August 2009 with a share placing which raised £43.7 million putting the Company on a sound financial footing. Regular meetings were taking place at this time with lenders' valuers and gradually the number of down valuations for mortgage purposes began to fall compared to the previous year. This process was reflected in the number of mortgage approvals which increased throughout 2009 to around 60,000 by December helping customer confidence which began to firm up at that time.
Against this backdrop of a more stable housing market, Bellway increased legal completions of its new homes by 215 to 4,595. Private sales increased by 7% to 3,652 from 3,400, whilst there was a slight decline in the sales of social housing from 980 to 943 homes. Cancellation rates during the year have remained consistent at around 13% compared to a 26% peak in 2008/09. Incentives were regularly employed throughout the year to maintain sales rates and these ranged from simple cash discounts through to the part-exchange of owned
homes and shared equity schemes. The last of these incentives was needed for first-time buyers in particular who struggled to raise the necessary deposits. Government's actions during the year through its continuance of HomeBuy Direct in England are to be applauded and 640 first-time buyers were qualified to buy homes from Bellway in the year where the average deposit required was only 5%. Part-exchange has been used by our customers on 493 occasions and has been helpful in maintaining confidence in local markets. At 31 July the stock of second-hand properties held by the Group stood at £15.0 million (2009 – £8.0 million) comprising 115 homes (2009 – 69 homes).
Weekly sales rates from August to December 2009 were broadly consistent but 2010 has seen the market return to its more normal pattern of increased activity in spring followed by a decline as summer arrived. For the 12 months ended 31 July 2010 the Group averaged 89 reservations per week, achieving a high of 169 reservations during one week in March. The confidence that consumers had built up in late 2009 and early 2010 appeared, however, to stall at or around the time of the General Election as customers waited for the emergence of the new Government's proposed policies.
Business Review Governance Accounts Other Information
1 Sandpipers, Congleton, Cheshire.
Maidstone, Kent.
The six divisions located in the northern part of the UK sold 1,985 homes, an increase of 152 compared to the previous year. Throughout the year this market has been challenging but prices gradually stabilised as the year progressed and most divisions were able to increase volumes, resulting in an 8% increase when compared with the previous year. The North East division performed well, increasing the number of legal completions in the year by 19% to 500 homes, and the West Midlands division, with the aid of 113 housing association sales, generated through the North Solihull Partnership, increased output by 15% to 328 homes. The average selling price in these northern divisions was £140,690 (2009 – £134,179) and this increase of 4.9% is almost entirely due to a change in the mix of properties legally completed in the period.
The seven remaining divisions in the south benefited from a market that had recovered earlier and faster and contributed 57% of total completions. Average sales prices in this region increased by 7% to £180,277 (2009 – £168,273) as the Group's focus moved towards higher value homes and this region saw a general improvement in consumer confidence. The size of a first-time buyer's deposit in this part of the country can be particularly daunting. Housing associations, however, remain active in providing housing for this segment of the market and almost two-thirds of our social home sales are in the south of the country.
The Thames Gateway division alone accounted for almost 25% of the 943 social sales. We have continued to buy land for apartments in certain areas of the south, particularly within the M25 and with several small schemes coming to fruition, the South East division was able to almost double its output of private sales from 148 to 273 homes.
During the downturn the Board made a conscious decision to, where possible, re-plan sites and move away from apartments and town houses to two storey family housing. As a consequence, output of apartments has declined from 48% to 39% of home sales and is set to reduce further. These changes have also had a marked effect on the price and mix the Group is achieving. In the year, homes sold under £150,000 fell from 59% to 53% of legal completions and homes sold over £250,000 have, for the first time, accounted for more than 10% of output.
Whilst operating margins remained flat year on year, they have started to move in an upward direction, helped by stability of revenues with continuing tight controls on costs and overheads supporting the improvement from 6.1% in the first half of the year to 7.2% in the second half. Should stability in pricing remain, this increasing margin trend is expected to continue in the current financial year and beyond as a greater proportion of recently acquired land is traded.
For more information on our business, please go to www.bellway.co.uk
1 Springhill Meadows, Kilmarnock, Ayrshire.
1 Paul Edwards, Site Manager at Watermill Rise, Bridgnorth, Shropshire, with his NHBC Pride in the Job Award.
Further reductions in build costs are still being achieved especially in relation to plastering, foundation and road and sewer works. Some materials, mainly timber and steel, have increased in price, although they represent a very small percentage of the overall cost. The Group does benefit from national agreements with material suppliers whereby fixed prices quite often straddle more than one financial year, eliminating short-term cost fluctuations. These cost movements do not affect every site but are highlighted when existing schemes have been re-drawn and re-tendered. On these sites, cost savings of around £2,400 per unit have been identified and the divisions will now need to work hard to deliver these savings as labour rates respond quickly to workload increases. The cost implications flowing from new technology, especially in relation to CO2 emissions, are difficult to predict and will remain a focus for future cost control.
The Group has increased the number of show homes since the year end and has revamped its website to enhance our sales effort, and we are hoping to increase the number of sales outlets to 200 by spring next year. Divisions have released more homes to build and we therefore anticipate that work in progress levels will increase as the year progresses.
7 Lounge at Buckingham Chase, Great Blakenham, Suffolk.
At the beginning of the financial year, Bellway decided to engage in opportunistic land buying and indeed, our cash outlay on land has increased to £208 million in the year ended 31 July 2010. Whilst the land bank of plots with planning permission has been slimmed down further from 19,260 to 17,602 plots at 31 July 2010, the Group has increased its land bank awaiting planning permission from 14,000 to 15,000 plots. This pipeline has a high percentage of plots with outline planning permission and now, based on current volumes, our total land bank equates to a seven year supply. Excluded from this are our long-term holdings which amount to over 3,000 acres where presently some 2,800 plots have a positive planning status granted by the various planning departments, who are currently assessing the effect of the new Government's localism agenda. As a result of acquiring more land in the south of England, the average plot cost of our land bank should increase but, more importantly, has been acquired on higher margins.
The Group is committed to offering the highest standard of quality and customer service and, by listening to our customers and monitoring our performance, standards can be raised. In April 2010 a new "Consumer Code for House Builders" was introduced and we believe the Code will help to drive quality. The Code will also provide the customer with an Ombudsman should any dispute require resolution. Divisions closely monitor their own quality and customer satisfaction levels and the Group employs an independent company to report on its findings. The latest quarterly survey shows 87% of customers said they would recommend a Bellway home to a friend.
The Group's performance has also been recognised independently by the recent achievement of 4* builder status in the Home Builders Federation's fifth Customer Satisfaction Survey.
Every year the National House Building Council ("NHBC") undertakes an audit of our sites and evaluates the skills of our Site Managers and I am pleased to report that this year Bellway received 18 NHBC Pride in the Job Awards. Following on from our "Major House Builder 2009" Award, our Scottish division's efforts were recognised this summer when they received the award for the Large House Builder of the Year 2010 at the Scottish Homes Awards.
The health and safety of the Group's staff, sub-contractors and those visiting our sites is of the utmost importance to the Board. During the course of the year the NHBC audited our site-based systems to ensure compliance with latest legislation. We are pleased to report that the rate of incidents, despite the increasing levels of activity on site, has fallen to its lowest level since 2006.
Business Review Governance Accounts Other Information
The Group has its own health and safety teams who ensure best practice and they in turn are supported by external Health and Safety Inspectors who inspect our work practices on a monthly basis. During the last 12 months the teams have focused their site campaigns on manual handling and falls from height in an effort to create more awareness amongst all site operatives.
Over 80% of the year's legal completions were built on brownfield land. The number of homes built to Code Level 3, or higher, of the Code for Sustainable Homes has substantially increased to 1,186 from the previous year's 428 homes. As a consequence, many more homes now have access to helpful everyday facilities such as car clubs and cycle stores and some 87% of sites are built within 500 metres of a transport node. Building homes to these new sustainable levels results in an estimated 25% reduction in CO2 emissions compared with homes built under previous building regulations.
Virtually all of our developments now segregate waste on site thereby reducing the need for surplus material to be transported to landfill sites. Approximately 80,000 tonnes of demolition material has been re-used under roads and footpaths, therefore avoiding the payment of an ever increasing landfill tax which is presently levied at £48 per tonne.
The Group aims to ensure that the developments it builds have minimal negative effect on the local community. We now have some 89 sites registered under the Considerate Constructors Scheme, an audit process undertaken by third parties, assessing good practice and ensuring that the disruption to the local neighbourhood is minimised. In addition, as new planning agreements are implemented, we calculate that the financial contribution made to the local community has been in the region of £13 million resulting in new facilities such as community centres, play facilities and highway improvements.
Throughout the summer consumer confidence appeared to recede as focus moved to the much talked about Comprehensive Spending Review. The first two months of the financial year have shown an increase in the number of reservations taken compared to the summer period and whilst encouraging, this level has been below the same period last year. Bellway is currently well positioned nevertheless having, by early October, already completed, contracted or reserved 2,999 homes for the year to 31 July 2011.
The Board believes that with cash in hand, a strong order book, well located and desirable developments, Bellway is well positioned whichever way the market moves in the coming months.
Chief Executive 18 October 2010
1 Waterside, Leicester, Leicestershire.
5 The Grange, Westhampnett, West Sussex.
1 Kings Wood Park, Epping, Essex.
7 Chapel Walk, Solihull, West Midlands.
Through sustainable building we aim to create new communities and lasting environments for people now and in the future.
1 Children from Barlows Lane Junior School, Fazakerley, Liverpool.
Bellway believes that its reputation is critical to the creation of long-term value for its shareholders. We recognise that financial success is reinforced by our behaviour beyond the Balance Sheet. Protecting and enhancing our reputation and social licence to operate are significant elements of sustained financial success.
At Bellway, the term Corporate Responsibility describes how we manage the environmental, social and economic effects of our business and how these affect our employees, customers, shareholders, suppliers, the communities where we work and the environment that we operate in, and goes beyond our legal or regulatory obligations. This policy sets out how we will operate and drives the Group's corporate responsibility activity.
Through Bellway's commitment to corporate responsibility we will:
precognise and respond to the challenges and opportunities that are presented by climate change.
pinvest in the communities we develop in a way that contributes to local community needs.
The following structure has been put in place to achieve these commitments:
Bellway is committed to reporting annually on its approach to corporate responsibility and has established key performance indicators to enable others to judge our performance. This policy does not replace existing policies on environment, health and safety and wood procurement, but has been developed to work in conjunction with them. All policies are available on the Bellway website www.bellway.co.uk and are reviewed annually.
For more information on our business, please go to www.bellway.co.uk
3 Two of our apprentices, Nathaniel Welsh and David Reynolds, employed as part of the East and South East Leeds regeneration programme, Leeds, West Yorkshire.
we continue to invest in our people and help them develop their skills and expertise.
Bellway p.l.c. 13 Annual Report and Accounts 2010
Our commitment to sustainable development is evidenced by the fact that this is the eighth year that we have reported on our sustainability performance. This statement provides a summary of what we have been doing during the year. The Corporate Social Responsibility ("CSR") section of our website www.bellway.co.uk provides much more detail on our CSR strategy and policies, together with case studies of the progress we are making.
1 Living roof at Barking Riverside, Barking, London Borough of Barking and Dagenham.
With developments stretching from the central belt of Scotland down to the south coast of England, Bellway is operational on 185 sites across the country. The size, scale and complexity of these development activities require strong partnerships with a range of key stakeholders including planners, local authorities as well as the community at large. In bringing these developments forward we must balance the responsibility owed to these stakeholders and others including our shareholders, customers and supply chain partners, employees and the natural environment. Our CSR strategy aims to develop good relationships, improve our reputation and create safe and rewarding environments in which people can live and work.
Despite this year's harsh economic climate, we have maintained our focus on CSR and have increased the number of homes built, achieving higher environmental credentials. Improving the energy efficiency of the homes we build will form part of the overall solution in moving towards a low carbon economy and helping to achieve the government's challenging objective to reduce UK CO2 emissions by 80% by 2050.
At Barking Riverside in the Thames Gateway, we are working in partnership with the London Borough of Barking and Dagenham Council, the University of East London and the Environment Agency on a research programme to investigate best practice for maximising the benefits of green roof systems: 50% of the homes in the first stage of development will exhibit green roofs, so called "living roofs". These roof systems reduce heat loss and act as an important refuge for wildlife; their wider use will be one of the solutions in mitigating the effects of climate change in the future.
Renewable energy technology and measures to save water are increasingly common features in our developments and benefit customers through lower utility bills. In order to increase energy efficiency and reduce the carbon footprint of a new home we have installed alternative heating technology such as solar and photovoltaic panels in 1,653 homes this year (2009 – 636). Water saving devices such as flow restrictors, mixer taps and dual flush toilets have reduced water consumption to 105 litres per person per day. Other water saving initiatives include the provision of water butts on selected developments and the use, where appropriate, of Sustainable Urban Drainage Systems ("SUDS") which replicate the natural flow of water back to the aquifer.
We appreciate that the construction of new homes and new communities can be an emotive issue and we are sensitive to these points of view. As a consequence, when planning new developments we seek at the earliest stages to gather community support. We do this by explaining our intentions and entering into dialogue with local residents and planners to ensure complete transparency.
At North Solihull, in the West Midlands, we are engaged in one of the largest redevelopment schemes in the country where we are working alongside Whitefriars Housing Association and Solihull Council to improve the living conditions of 15 neighbourhoods within the regeneration area. Local consultation has been at the centre of the decision making process where over 2,000 people have attended consultation events. Resident implementation groups were established and development proposals were subjected to area and neighbourhood consultation meetings. Our approach has led to the development of a new urban neighbourhood at Burtons Farm Park, North Solihull, where we were particularly pleased to receive a silver Building for Life Award, recognising well designed homes and neighbourhoods.
During this financial year, 80% of the homes we built were on brownfield sites (2009 – 84%). These sites often require extensive remediation, which can have a positive effect on the local environment. Our development at New Cardington in Bedfordshire will create a new community from a former RAF base, where we are developing 970 new homes, a new school, shops, GP's surgery, a new cadet centre and a nursery. The development will provide a range of homes; the first phase will include 72 affordable homes for Bedford Pilgrims Housing Association.
The planning process often leads to substantial community benefits. At Cleadon Park in South Tyneside, we are transforming a former 1920's council estate into a new residential neighbourhood of 750 new homes. In addition to housing, the scheme has delivered a new Primary Care Centre, library and community centre which opened in July 2010 and which are already being well patronised by local residents. Arising from the grant of planning permissions, Bellway this year has contributed £13.0 million towards community benefits such as improved educational and transport facilities.
In managing our business we work with a variety of different agencies, and this year were pleased to support the World Wildlife Fund's Earth Hour campaign by carrying the Earth Hour message on our website and in all our press advertising. The campaign highlighted the need to conserve energy and helped direct the public's attention to the critically important issue of climate change. In reporting the progress we are making, it is important to ensure that our own management reporting systems are robust, which is why we are trialling the ISO 14001 Environmental Management Standard in our Thames Gateway division, and we will assess the benefits of this before deciding whether to extend this to our other divisions. We have also completed an audit of the procurement systems of our sub-contractors, benchmarking them against the ISO 9001 Quality Management Standard.
In addition to addressing the environmental credentials of the homes we build we have also looked at other areas of our business where we can improve our carbon footprint. As a consequence, in January 2010, we changed our company car policy so that any new cars purchased for the fleet must have CO2 emissions of less than 160g/km.
The welfare of our employees is of paramount importance and we have continued to invest in health and safety training in order to develop the skills of our workforce. Initiatives such as regular tool box talks and campaigns focusing on manual handling and falls from height create added awareness of the dangers faced by sitebased personnel. In addition to these initiatives the NHBC undertake health and safety audits every 21 working days across the majority of our developments. We are pleased to report that, despite the increased levels of activity on our sites, the rate of incidents has fallen to its lowest level since 2006. Our focus on health and safety has again been recognised by the Royal Society for the Prevention of Accidents who presented us with a silver award.
The health, safety and security of those living in a Bellway home is of the utmost importance. In order to ensure the security and safety of our residents many of our developments exhibit Home Zone methodologies and are designed so that they adopt Secured by Design principles.
Through the development of new homes we are able to provide significant benefits to the economy by creating long-term employment opportunities. Through the construction process jobs are created on-site, drawing from the local labour market where appropriate, and we estimate that for every home built 40 people are employed. At Hucknall in the East Midlands a sub-contractors' apprenticeship scheme created ten new employment opportunities for young people. During the year we employed 33 apprentices across the Group (2009 – 30), and we hope to be able to increase this number in the future subject, of course, to economic considerations.
Our employees make a very real difference to their communities through charity fund raising, dress-down days and sponsored events, which provide valuable income to local charitable initiatives, and we estimate that Bellway employees have donated in the region of £9,500.
In Gravesend, Kent, the Helen Allison School for autistic children has received support from Bellway to create a safe play area. At Hovington Park in Leeds, the Company has supported a local community project to create new green space and a children's play area. At Canterbury Gardens in Merseyside, we hosted a local school group who were keen to understand the differences between building in the 21st and 18th centuries.
More recently we have registered our interest in participating in the "Visit our Schools and Colleges" initiative that is being organised by the Education and Employers Taskforce.
Bellway has remained committed to its CSR programme despite the downturn in the housing market. Good CSR practice is directly aligned to good business practice and will continue to benefit the Group in the future.
1 Bellway compound showing recycling and waste segregation.
Go green leaflet giving advice on energy saving. All i h
We use these KPIs to help us measure our performance against our objectives.
| Key Performance Indicators | 2006 | 2007 | 2008 | 2009 | 2010 |
|---|---|---|---|---|---|
| Commercial | |||||
| Total number of homes sold | 7,117 | 7,638 | 6,556 | 4,380 | 4,595 |
| Number of homes sold to Registered Social Landlords | 790 | 900 | 1,337 | 980 | 943 |
| Number of plots with planning permission | 22,600 | 23,500 | 22,500 | 19,260 | 17,602 |
| Number of sites registered with the Considerate Constructors Scheme |
– | – | – | 56 | 89 |
| Number of homes built to Lifetime Home Standards(1) | – | – | – | – | 690 |
| Environmental | |||||
| Percentage of homes developed on brownfield sites | 81% | 81% | 79% | 84% | 80% |
| Number of homes per hectare | 69 | 66 | 63 | 67 | 63 |
| Number of EcoHomes with at least "Very Good" rating | 263 | 326 | 1,194 | 786 | 480 |
| Number of homes built to Code Level 3(2) | – | – | 48 | 428 | 1,186 |
| Number of homes built with renewable energy technology | – | 17 | 307 | 636 | 1,653 |
| Percentage of homes built using timber frame | 32% | 34% | 30% | 23% | 15% |
| Tonnes of plasterboard recycled | 4,708 | 3,900 | 2,868 | 1,408 | 1,660 |
| Measure of waste (number of 7m3 skips per home sold) |
7.10 | 5.70 | 4.30 | 3.60 | 3.70 |
| Number of compliance breaches | 3 | 9 | 6 | – | 1 |
| Number of current sites with car clubs | – | – | – | 5 | 7 |
| Number of current sites with Sustainable Urban Drainage Systems ("SUDS") designed into the scheme |
– | – | – | 77 | 86 |
| Number of trees planted(1) | – | – | – | – | 8,484 |
| Employees | |||||
| Employee turnover | 31.1% | 25.6% | 33.7% | 65.2% | 21.0% |
| Number of site workers (including sub-contractors) accredited with Construction Skills Certification Scheme ("CSCS") cards |
597 | 783 | 1,042 | 1,793 | 3,489 |
| Number of apprentices employed | 206 | 203 | 149 | 30 | 33 |
| Number of NHBC Pride in the Job Awards received | 18 | 19 | 20 | 15 | 18 |
| Health and Safety | |||||
| Rate of over 3-day lost time accidents per 100,000 employees | 886.95 | 957.78 | 980.18 | 973.24 | 945.18 |
| Number of health and safety prosecutions | 1 | – | – | 1 | – |
| Creating community value | |||||
| Total financial contribution under Section 106 agreements | – | – | £17m | £2m | £13m |
| Stakeholder | |||||
| Percentage of customers who would recommend Bellway to a friend (annualised) |
– | – | 80% | 89% | 86% |
| Number of suppliers/contractors who have worked for Bellway for at least three years(1) |
– | – | – | – | 2,777 |
(1) This is the first year of reporting.
(2) The Code for Sustainable Homes Level 3 applies to newly-constructed Affordable Housing subject to Homes and Communities Agency ("HCA") grant policy and all homes built on HCA land from 1 April 2008, and therefore 2008 was the first year of reporting.
Bellway is one of the largest housebuilding groups in the UK. The housebuilding process affects the environment by the use of land and consumption of resources throughout the development process. It is our objective to ensure that at the conclusion of a development an attractive and desirable new environment has been created that will be sustainable over time.
Recognising that we have responsibilities to both limit damage to, and enhance, the environment, this statement sets out our policies for managing the environmental aspects across our business.
Key objectives are to:
precognise and respond to the challenges and opportunities that are presented by climate change.
In addition to our key commitments, the Group has identified a number of specific priority areas which we will endeavour to achieve:
The above statement will be balanced against economic considerations.
During the early part of the financial year stability gradually began returning to the housing market. This was reflected in an increase in mortgage approvals in late 2009 together with a measured reduction in the cancellation rate from its peak of 26% in 2008/09 to an average of 13%. As a result the Group is able to report a 4.9% increase in legal completions to 4,595 units for the year to 31 July 2010.
Selling prices have remained firm at, or around, their post write down levels and consequently, have contributed towards Bellway's return to profitability with pre tax earnings of £44.4 million (2009 – loss of £36.6 million), having reported no further exceptional items in the period (2009 – write down of £66.3 million).
The Group has maintained its focus on cash generation with a net cash inflow before debt repayments and excluding new market share issues, of £58.8 million (2009 – £180.9 million). On 6 August 2009 a further £43.7 million, net of expenses, was successfully raised via a share placing at an issue price of 779.0p per share, contributing to a net cash position (excluding preference shares) of £65.7 million at 31 July 2010 (2009 – net debt of £36.8 million). Bellway continues to benefit from a strong balance sheet and, with cash in the bank, is well placed to pursue future land opportunities, whilst retaining the ability to respond to any future changes in market conditions.
Total Group revenue increased by 12.4% from £683.8 million to £768.3 million. Revenue from home sales increased by 11.2% from £674.5 million to £749.8 million, reflecting an increase in unit completions from 4,380 to 4,595 and an increase in the average selling price from £154,005 to £163,175.
Other revenue of £18.5 million (2009 – £9.3 million) has almost doubled, principally due to ground rent sales.
793 839 856 903 871 2006 2009 2010 2007 2008 34.5 9.0 10.0 43.1 24.1 2006 2009 2010 2007 2008
Earnings per ordinary share* (p)
Operating margin* (%)
Net asset value per ordinary share (p)
Profit before taxation* (£m)
Dividend per ordinary share (p)
Revenue (£m)
* Pre-exceptional items (note 5).
The Group constructs an extensive range of homes within its one UK operating segment; additional information on mix of homes sold, split between north, south, private and social, is provided in the following tables:
| Homes sold (number) | Private | Social | Total | |||
|---|---|---|---|---|---|---|
| 2010 | 2009 | 2010 | 2009 | 2010 | 2009 | |
| North | 1,650 | 1,500 | 335 | 333 | 1,985 | 1,833 |
| South | 2,002 | 1,900 | 608 | 647 | 2,610 | 2,547 |
| Group total | 3,652 | 3,400 | 943 | 980 | 4,595 | 4,380 |
| Average selling price (£000) | Private | Social | Total | ||||
|---|---|---|---|---|---|---|---|
| 2010 | 2009 | 2010 | 2009 | 2010 | 2009 | ||
| North | 148.1 | 143.8 | 104.4 | 91.6 | 140.7 | 134.2 | |
| South | 194.1 | 183.7 | 134.9 | 122.6 | 180.3 | 168.3 | |
| Group total | 173.3 | 166.1 | 124.1 | 112.1 | 163.2 | 154.0 |
The higher average selling price is principally driven by changes in mix, with a greater focus towards higher value more traditional two storey housing, where the ability to raise at least a 10% deposit, and hence the availability of mortgage finance, is more readily attainable.
This trend towards higher value product is reflected in the average home size, having increased by almost 7% from 855 square feet to 912 square feet, with a corresponding reduction in the proportion of apartment sales, falling from 48% to 39% of output.
Incentives continue to be applied to the majority of sales with part-exchange used as a selling tool in 11% of completions (2009 – 7%), again reflecting the move towards higher value homes.
The use of shared equity schemes has proved to be an increasingly important incentive, be it through the Government's HomeBuy Direct initiative or Bellway's own Opening Doors scheme, increasing from 13% to 18% of completions, a sign of the continued difficulties still faced by buyers in raising an adequate deposit.
Gross margin has reduced slightly from 12.7%(1) to 11.7%. At the time of the last exceptional land and work in progress write down at 31 January 2009, a concurrent reassessment of costs and revenues was undertaken on all sites. The outcome was a reduction in margins on those sites that had not been subject to a land write down. As a consequence, the Group has suffered fewer down valuations in the period, and following a full review of inventories at 31 July 2010, the Board can report that there are no further exceptional write downs or write backs.
Administrative expenses have reduced by over 7% from £41.6 million to £38.5 million as the Group continues to focus on cost control, having benefited fully from the reduced headcount and divisional rationalisation programme completed by July 2009.
Overall the Group has delivered an operating profit of £51.3 million (2009 – £45.6 million(1)) representing a margin of 6.7% which is comparable to the pre-exceptional operating margin of 6.7%(1) delivered in 2009.
Net finance costs have reduced by 57% from £15.8 million to £6.8 million as the Group has benefited from being in a net cash position throughout the majority of the year. Net interest payable on bank loans and overdrafts is £0.8 million (2009 – £10.4 million) and largely represents commitment fees payable on undrawn facilities.
The effective income tax rate is 19.4% of profit before tax (2009 – 24.9%) and compares favourably to the Group's standard tax rate for the year of 28.0% (2009 – 28.0%). This lower effective rate is principally due to enhanced claims for qualifying expenditure on remediated land, relating to current and prior periods, which have reduced the overall tax charge by £5.3 million in the year.
In estimating the tax liability for the year the Board expects to fully utilise tax losses brought forward from 2009.
Basic earnings per ordinary share amount to 29.7p compared to 17.7p(1) in 2009, an increase of almost 68%.
The Balance Sheet remains strong with net cash (excluding preference shares) of £65.7 million at 31 July 2010 (2009 – net debt of £36.8 million excluding preference shares) and with inventories showing a measured decrease, down from £1,211.4 million to £1,148.7 million as a result of a disciplined approach to land buying and a reduction in finished goods stock.
The continuing use of shared equity incentives has led to an increase in the value of the resultant debt, shown as other financial assets on the Balance Sheet at 31 July 2010, which, at £32.7 million (2009 – £20.8 million), represents a significant discount to vacant possession value (note 14).
Land payables have reduced from £110.0 million to £61.9 million as the Group has been able to secure land deals, in many cases, by offering vendors advance cash payments as opposed to deferred terms.
The valuation of the Bellway p.l.c. 1972 Pension & Life Assurance Scheme (the "Scheme") at 31 July 2010 shows a reduction in the deficit, calculated in accordance with IAS 19, of £3.2 million from £11.9 million to £8.7 million. This reduction is after a cash contribution of £1.7 million paid by the Group into the Scheme on 7 October 2009.
(1) Pre-2009 exceptional write down of £66.3 million (see note 5).
The increase in Group net assets of £69.8 million from £965.0 million to £1,034.8 million comprises profit after tax for the year of £35.8 million, net cash raised through the share placing of £43.7 million, a net reduction in pension liabilities of £1.3 million after tax, ordinary dividends paid of £11.2 million, and other share issues and share option movements through reserves of £0.2 million.
Other than the proceeds obtained from the issue of ordinary shares and reinvestment of retained profits, the Group's activities are financed principally through a combination of its £20.0 million preference shares, redeemable in April 2014, bank borrowings and cash in hand.
The Group's bank borrowing facilities comprise medium-term loans, short-term floating rate loans and overdrafts. In addition, the Group often obtains deferred payment terms in its contracts for land purchases. Facilities are due for renewal over the following time periods:
| TOTAL | £305 million |
|---|---|
| By July 2015 | £20 million |
| By July 2014 | £20 million |
| By July 2013 | £85 million |
| By July 2012 | £35 million |
| By July 2011 | £145 million |
The Board remains comfortable with the Group's borrowing facilities.
The Group's treasury policy has, as its principal objective, the maintenance of flexible bank facilities in order to meet anticipated borrowing requirements. An internal cash forecasting system enables the Group to plan and assess its future treasury needs.
Short-term cash surpluses are placed on deposit. Other than disclosed above, there are no financial instruments, derivatives or commodity contracts used.
The Group's attitude to interest rate risk is influenced by the existing and forecast conditions prevailing at the time that each new interest-bearing instrument is entered into. This will determine, amongst other things, the term and whether a fixed or floating interest rate is obtained.
The share price at 31 July 2010 was 579.5p (2009 – 735.0p). This compares with a book net asset value per ordinary share at 31 July 2010 of 856.0p (2009 – 839.0p).
The Board is proposing an increase in the final dividend of 11.7% to 6.7p per ordinary share (2009 – 6.0p) giving a total dividend for the year of 10.0p compared to 9.0p for 2009. The total dividend is covered almost three times (2009 – two times(1)).
Finance Director 18 October 2010
£44.4m (2009 – £29.8m)(1)
(1) Pre-2009 exceptional write down of £66.3 million (see note 5).
Risk is a natural part of any business. The management of risk is a key operating component of the Group. The manner in which this is carried out is very important to the long-term success of the business. The Group has identified, evaluated and put in place strategies to mitigate the principal risks faced by the business, shown in the table below:
| Area of Risk | Description of Risk | Mitigation of Risk | |||
|---|---|---|---|---|---|
| Land | The inability to source suitable land at satisfactory margins would have a detrimental effect on the Group's land bank and, consequently, its future |
Endeavour to ensure that a land bank with planning permission for at least three years' construction programme is in place on a rolling basis. |
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| success. | Thorough pre-purchase due diligence and viability assessments. |
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| Authorisation of land purchases in line with robust Group procedures. |
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| Planning | Delays and the increased complexity of the planning process hampers and slows the Group's growth prospects. |
Centralised and Regional Planning Directors provide advice and support to divisions to assist with progressing the planning permission process. |
|||
| Sales | Ensuring that the effects of any diminution in the size of the market place, the ability of prospective customers to access credit facilities or the sales prices achieved are managed in such a way as to |
In consultation with Head Office, local divisional management determines product range and pricing strategy commensurate with regional market conditions. |
|||
| limit any adverse financial or operational effects on the Group's performance. |
Use of sales incentives where appropriate to encourage the selling process, such as part-exchange and Express Mover. |
||||
| Use of government-backed schemes to encourage home ownership where appropriate. |
|||||
| Ensuring that construction rates are managed to ensure stock availability matches sales rates. |
|||||
| Construction | Ensuring that appropriately skilled personnel are available and that suitable materials are also available |
Identifying training needs and allocating appropriate resources to training. |
|||
| at the right price. | Ensuring systems are in place for engaging, monitoring and controlling work carried out by sub-contractors. |
||||
| Ensuring competitive reward systems are in place. | |||||
| Group purchasing arrangements in place to secure materials at competitive prices. |
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| Environment | Housebuilding has a significant effect on the environment. It is important that the effects of the Group's developments are, as far as possible, positive rather than negative. |
It is our objective to ensure that at the conclusion of a development an attractive and sustainable new environment has been created that will continue over time. See our Environmental Policy on page 17, or our website at www.bellway.co.uk, for further information. |
| Area of Risk | Description of Risk | Mitigation of Risk |
|---|---|---|
| Health and Safety | It is important to ensure that the Group has adequate systems in place to mitigate, as far as possible, the dangers inherent in the construction process. |
The Board considers health and safety issues at each Board meeting. Regular visits to sites by senior management (independent of our divisions) and external consultants to monitor health and safety standards and performance against the Group's health and safety policies and procedures. |
| Personnel | Attracting and retaining the correct personnel is key to the Group's long-term success. Failure to do so will severely affect the Group's ability to perform in a highly competitive market. |
The Group offers a competitive salary and benefits package. Divisional training plans in place. Succession planning for key posts. 98% of site workers (including sub-contractors) are fully accredited under CSCS. |
| Information Technology |
It is vital that the Group has suitable systems in place to ensure that, as far as possible, a smooth flow of information operates throughout the Group and that the risk of system loss is mitigated and supported by appropriate contingency plans. |
Group-wide systems in place which are centrally controlled with outsourced support function in place. |
| Asset Protection | The way in which the Group carries out its operations can have a material effect on the value of its assets. |
The Group prepares viability assessments on all of its land purchases and construction projects, and keeps these under regular review to protect, wherever possible, the value of its assets. |
| Treasury Management |
Ensuring suitable financial resources, at appropriate costs, are in place to meet Group requirements. |
Central negotiation and control of banking facilities to ensure liquidity and debt levels are appropriate. Facilities distributed across various sources. Careful management and monitoring of cash forecasts. |
| Legal and Regulatory Compliance |
Disadvantageous contractual obligations, regulatory fines or adverse publicity by failing to comply with current laws and regulations or to have appropriately worded contracts in place. |
Central secretariat, human resources and legal functions advise divisions on compliance and ensure policies and procedures are kept up to date to minimise risk of non-compliance. |
In addition, the Board ensures that adequate insurance cover is maintained to underpin and support the many areas in which the Group is exposed to risk of loss.
Date of Birth: 7 April 1944
Mr Dawe joined Bellway in 1961, was appointed a director in 1977 and was appointed Chief Executive in 1985. In May 1997 he was appointed Acting Chairman and Chairman on 1 November 1999, when he relinquished the role of Chief Executive. On 1 November 2004, Mr Dawe became non-executive Chairman. He is Chairman of the Nomination Committee.
Mr Watson, a Chartered Surveyor, joined Bellway in 1978. He was later appointed Managing Director of the North East division, a position which he held for 12 years. He joined the Board as Technical Director in 1995 and became Chief Executive on 1 November 1999. He is Chairman of the Board Committee on Non-Executive Directors' Remuneration.
Mr Stoker qualified as a Solicitor in 1979 and joined Bellway in 1981. He was appointed Company Secretary in 1985 and joined the Board as an executive director in 1995. He resigned as Company Secretary to take up his new role as Commercial Director on 1 August 2002. He is a member of the Board Committee on Non-Executive Directors' Remuneration.
Date of Birth: 14 February 1954
Mr Leitch qualified as a Chartered Accountant in 1977 and joined Bellway in 1981. He has held a number of senior positions in the Company including, from 1996, the post of Group Chief Accountant. He was appointed Finance Director on 1 August 2002. He is a member of the Board Committee on Non-Executive Directors' Remuneration.
Mr Johnson, a Chartered Accountant, was appointed a non-executive director on 1 November 2003. He had been, on his retirement in September 2000, a partner in KPMG for 23 years. He is a non-executive director of Sunderland Marine Mutual Insurance Company Limited and Honorary Treasurer of the University of Newcastle upon Tyne. He became senior independent non-executive director on 16 January 2009 and is Chairman of the Audit Committee and is also a member of both the Board Committee on Executive Directors' Remuneration and the Nomination Committee.
Date of Birth: 1 July 1953
Mr Toms was appointed a non-executive director on 1 February 2009. He is currently non-executive Chairman of Northern Ireland Electricity plc, and a non-executive director of UK Coal PLC and Birmingham Airport Holdings Limited. He was formerly an executive director of BAA plc and was a non-executive director of Viridian Group PLC. He is a member of the Royal Institution of Chartered Surveyors (MRICS) and a member of the Royal Town Planning Institute (MRTPI). He is Chairman of the Board Committee on Executive Directors' Remuneration, and a member of the Audit and Nomination Committees of the Board.
Date of Birth: 9 February 1953
Mr Cuthbert was appointed a non-executive director on 1 November 2009. He is a member of the Audit and the Nomination Committees and the Board Committee on Executive Directors' Remuneration. Mr Cuthbert worked in the water industry from 1991 to 2010, when he retired as Managing Director of Northumbrian Water Group plc, having formerly been Managing Director of North East Water plc and Managing Director of Essex and Suffolk Water plc. He is Chairman of Castle View Enterprise Academy in Sunderland.
G Kevin Wrightson
Date of Birth: 27 October 1954
Mr Wrightson, a Chartered Secretary, joined Bellway in 1990. He has held senior posts within the Group, including that of Deputy Group Secretary, before being appointed as Group Company Secretary on 1 August 2002.
and Registered Office G K Wrightson FCIS Bellway p.l.c. Seaton Burn House Dudley Lane, Seaton Burn Newcastle upon Tyne NE13 6BE Registered number 1372603
Capita Registrars Limited Northern House Woodsome Park Fenay Bridge Huddersfield West Yorkshire HD8 0LA Financial Advisers N M Rothschild & Sons Limited
Stockbrokers Citigroup Global Markets Limited
Bankers Barclays Bank PLC Lloyds Banking Group plc
Auditors KPMG Audit Plc
The directors have pleasure in submitting the Annual Report and Accounts of Bellway p.l.c. to the shareholders for the year ended 31 July 2010.
The Company is a holding company, owning subsidiary undertakings which continue to be engaged principally in housebuilding in the United Kingdom ("UK").
A review of the Group's performance and prospects that fulfils the requirements of the business review can be found in the Chairman's Statement on pages 4 and 5, the Chief Executive's Operating Review on pages 6 to 11, the Corporate Responsibility Policy on page 12, the 2010 Corporate Social Responsibility Statement on pages 14 and 15, the Environmental Policy on page 17 and the Group Finance Director's Review on pages 18 to 21. In addition, information in respect of the principal operating risks of the business is set out in the Operating Risk Statement on pages 22 and 23.
The profit for the year attributable to equity holders of the parent company amounts to £35.8 million (2009 – £27.4 million loss).
The directors have proposed a final ordinary dividend for the year ended 31 July 2010 of 6.7p per share. This has not been included within creditors as it was not approved before the year end. Dividends paid during the year comprise a final dividend of 6.0p per share in respect of the previous year ended 31 July 2009, together with an interim dividend in respect of the year ended 31 July 2010 of 3.3p per share.
The directors recommend payment of the final dividend on 12 January 2011 to shareholders on the Register of Members at the close of business on 10 December 2010.
All the directors of the Company, who are shown on pages 24 and 25, served throughout the year, apart from Mr Cuthbert who was appointed on 1 November 2009. Mr Perry was a director at the start of the year and retired on 15 January 2010.
Two directors retire from the Board and offer themselves for re-election at the forthcoming Annual General Meeting ("AGM"). Mr Leitch and Mr Johnson retire by rotation in accordance with the requirements of the Company's Articles of Association (the "Articles") and the Combined Code. The directors' biographies are shown on pages 24 and 25. None of the executive directors hold external directorships.
Following formal rigorous evaluation, the Chairman, acting on behalf of the Board, is satisfied as to the effectiveness and commitment of the Finance Director, Mr Leitch, and of the senior independent non-executive director, Mr Johnson.
The UK Corporate Governance Code, which applies to the Company from its financial year which commenced on 1 August 2010, includes a provision that all directors should be subject to annual re-election. As best practice and shareholder opinion on compliance with this provision of the Code has yet to emerge, the Board will not be requiring all of its directors to submit to annual re-election at the AGM to be held on 7 January 2011 and will review the position before the 2012 AGM.
Details of the terms of appointment of the two directors who are retiring and offering themselves for re-election at the forthcoming AGM are set out below:
| First appointed as a director |
Current contract/letter of appointment commencement date |
Current contract/letter of appointment expiry date |
Unexpired term at the date of this report |
Notice period by the Company |
||||
|---|---|---|---|---|---|---|---|---|
| Service contract of executive director | ||||||||
| 1 September 2002, | ||||||||
| amended | Normal | |||||||
| A M Leitch | 1 August 2002 | 7 October 2009 | retirement age (60) | 12 months | 12 months | |||
| Letter of appointment of non-executive director | ||||||||
| P M Johnson | 1 November 2003 | 1 November 2009 | 31 October 2012 | 24 months | 3 months |
Details of the terms of appointment of all the directors are given in the Report of the Board on Directors' Remuneration on page 33.
The directors' interests in the share capital of the Company and in share ownership plan arrangements are given in the Report of the Board on Directors' Remuneration on pages 32 to 39.
The information for shareholders required pursuant to section 992 of the Companies Act 2006 which implements the Takeovers Directive is disclosed in this report and in the Shareholder Information section on pages 74 and 75.
As at 18 October 2010, the Company had been notified of the following interests amounting to 3% or more of the voting rights in the issued ordinary share capital of the Company:
| Number of shares with voting rights |
% total voting rights |
|
|---|---|---|
| Fidelity International Ltd/FMR Corp | 9,300,000 | 7.70% |
| Capital Group International Inc | 8,485,786 | 7.02% |
| JP Morgan Chase & Co | 5,712,902 | 4.73% |
| AXA Framlington Investment Management | 5,603,638 | 4.64% |
| BlackRock Inc | 4,870,809 | 4.03% |
| Legal & General Group plc | 4,545,633 | 3.76% |
| Polaris Capital Management LLC | 4,407,939 | 3.65% |
| HBOS plc | 4,261,453 | 3.53% |
| Credit Suisse Securities (Europe) Limited | 3,890,282 | 3.22% |
The Board acknowledges the importance of, and is committed to, the principle of achieving and maintaining a high standard of corporate governance. This report, together with the Report of the Board on Directors' Remuneration, as detailed on pages 32 to 39, describes how the Principles of Good Governance, which are set out in section 1 of the Combined Code, are applied by the Group.
The Board considers that it has complied with the detailed provisions of the Combined Code throughout the year to 31 July 2010, and with the detailed provisions of the UK Corporate Governance Code from 1 August 2010 up to the date of this report. Copies of both codes are publicly available free of charge from FRC publications, tel: 020 8247 1264, e-mail: [email protected] and online at: www.frcpublications.com.
The Group has applied the Principles of Good Governance, including both the Main Principles and the Supporting Principles, by complying with the Combined Code and the UK Corporate Governance Code as reported above. Further explanations of how the Main Principles and Supporting Principles have been applied are set out below and, in connection with the directors' remuneration, in the Report of the Board on Directors' Remuneration.
The Chairman's Statement, the Chief Executive's Operating Review and the Group Finance Director's Review present a balanced and comprehensive assessment of the Group's position and prospects.
At the date of this report the Board consists of seven directors whose names, responsibilities and other details appear on pages 24 and 25. Three of the directors are executive and four of the directors, including the Chairman, are non-executive. The Board discharges its responsibilities by providing entrepreneurial leadership of the Company within a framework of prudent and effective controls, which enables risk to be assessed and managed. It sets the Company's strategic aims, ensures that the necessary financial and human resources are in place for the Company to meet its objectives and reviews management performance. It also defines the Company's values and standards and ensures that its obligations to its shareholders are understood and met.
The Board has adopted a schedule of matters which are specifically reserved for its decision which includes various matters to do with Companies Acts and other legal requirements, listing requirements, Board membership and Board Committees, management, corporate governance, employment, financial and other miscellaneous items. In addition, it has a series of matters that are dealt with at regular Board meetings including an operational review, a financial review, strategy, land acquired, major projects, personnel, corporate governance, internal control and health and safety. It has also adopted a framework of delegated commercial and operational authorities which define the scope of powers delegated to management below Board level.
All directors have access to the advice and services of the Group Company Secretary and all the directors may take independent professional advice at the Group's expense where they judge it necessary to discharge their responsibility as directors.
The Chairman is responsible for leading the Board and ensuring it operates effectively. The directors possess an appropriate balance of skills and experience to meet the requirements of the business.
During the year there were ten Board meetings, three Audit Committee meetings, four meetings of the Board Committee on Executive Directors' Remuneration, one meeting of the Board Committee on Non-Executive Directors' Remuneration and two Nomination Committee meetings. The full Board aims to visit at least two divisions each year, and last year visited the Essex and Thames Gateway divisions, as well as receiving presentations at Board meetings from divisional senior management.
There were no absences from any Board or Committee meetings by any director, with the exception that Mr Dawe, Mr Leitch and Mr Cuthbert were each unable to attend one Board meeting.
During the year the non-executive directors met without the executive directors on two occasions, and also met once during the year without the Chairman present.
The Articles require one-third of the directors to offer themselves for re-election each year at the AGM and all directors to seek re-election at least every three years in accordance with the Articles. The Articles also require new directors appointed since the last AGM to offer themselves for re-election at the next AGM.
The Board received appropriate training and updates on various matters relevant to its role as and when required during the year. Training needs are reviewed as part of the performance evaluation process and on an ongoing basis. As part of Mr Cuthbert's induction programme he visited a number of the Group's operations and met with senior management and other employees throughout the organisation.
The roles of Chairman and Chief Executive, which are recorded in writing and approved by the Board, are separate with a clear division of responsibilities, ensuring a balance of responsibility and authority at the head of the Group.
The senior independent non-executive director is Mr Johnson. The senior independent non-executive director is available for shareholders to contact with any queries or concerns they may have.
Each of the non-executive directors, excluding the Chairman, has at all times acted independently of management and has no relationship which would materially affect the exercise of his independent judgement and decision-making. The Company considers all of its non-executive directors, excluding the Chairman, to be independent, as defined in the Combined Code.
Whenever any director considers that he is interested in any contract or arrangement to which the Group is or may be a party, due notice is given to the Board. No such instances of any significance have arisen during the year.
During the year the directors undertook an evaluation of the performance and effectiveness of the Board, its Committees and individual directors. The evaluation was performed using a system of self-assessment. This involved the Chairman, acting on behalf of the Board, evaluating the performance of the other individual directors, and the non-executive directors, led by the senior independent non-executive director, assessing the performance of the Chairman, taking into account the views of the executive directors. The Board, led by the Chairman, evaluated its own performance, and the Committees, led by the Chairman of each, evaluated their own performance.
As part of the process of ensuring Board effectiveness, the non-executive directors, led by the senior independent non-executive director, met without the Chairman present. Additionally, the Chairman held a meeting with the non-executive directors without the executives present. The Chairman also had meetings with each of the executive directors.
The Board and its Committees reviewed the results of these evaluations and are satisfied with the evidence they provided about the balance, effectiveness and performance of the Board and its Committees and the effectiveness and commitment of each director.
The Board has properly constituted Audit, Remuneration and Nomination Committees. The terms of reference for the Audit and Nomination Committees and the Board Committee on Executive Directors' Remuneration are available either on request, at the AGM or on the Company's website: www.bellway.co.uk.
The Audit Committee comprises three independent non-executive directors, Mr Johnson (Chairman) and Mr Toms, who were members of the Committee throughout the year, and Mr Cuthbert who joined the Committee on 15 January 2010. Mr Perry was a member of the Committee until his retirement on 15 January 2010.
The Committee meets at least three times a year and met three times during the year under review. The Committee's responsibilities include the following:
The Board believes that Mr Johnson, the Committee Chairman, has recent relevant financial experience as a Chartered Accountant. The Group has a written Independent Auditor Policy in place which seeks to preserve the independence of its auditors by defining those non-audit services the independent auditors may and may not provide. There are clearly defined levels of approval depending on the value of work to be provided. Where fees exceed £100,000, or where total non-audit fees equate to 100% of audit fees, Board approval would be required. Any material project with fees in excess of £200,000, where the auditors are considered for the provision of services, would be the subject of a competitive tendering process. During the year the Committee met the auditors without management present on two occasions. In addition, the Committee Chairman had regular contact with the Finance Director and the external auditors.
The Board Committee on Executive Directors' Remuneration comprises Mr Toms (Chairman), Mr Johnson and Mr Cuthbert. Mr Toms and Mr Johnson were members of the Committee throughout the year, and Mr Cuthbert joined the Committee on 15 January 2010. Mr Perry was a member of the Committee until his retirement on 15 January 2010.
The Committee meets at least twice a year and during the year it met on four occasions. Its duties are to review and recommend the basic salary, taxable benefits, terms and conditions of employment, including performance-related payments, long-term incentive schemes and other benefits of the executive directors and the Chairman. The Report of the Board on Directors' Remuneration on pages 32 to 39 contains details of directors' remuneration and the Group's policies in relation to directors' remuneration. The Committee is also responsible, in consultation with the Chief Executive, for determining the total remuneration packages of senior executives below Board level.
The Board Committee on Non-Executive Directors' Remuneration comprises the executive directors and is chaired by Mr Watson. It meets at least once a year to review and recommend the terms, conditions and remuneration of the non-executive directors. Last year it met on one occasion to review the fees and terms of appointment of the non-executive directors.
The Nomination Committee comprises Mr Dawe (Chairman), Mr Johnson, Mr Toms and Mr Cuthbert. Mr Dawe, Mr Johnson and Mr Toms were members of the Committee throughout the year. Mr Perry was Chairman of the Committee until his retirement on 15 January 2010, when Mr Dawe became Committee Chairman. Mr Cuthbert joined the Committee on 15 January 2010. The Committee's main duties are to formulate plans for succession for both executive and non-executive directors and, in particular, for the key roles of Chairman and Chief Executive and to make recommendations regarding appointments to the Board.
The Committee meets at least twice a year and last year met on two occasions.
Appointments to the Board are made on merit through a formal, rigorous and transparent process against objective criteria recommended by the Committee. The Committee also guides the whole Board in arranging orderly succession for appointments to the Board. The appointment of a non-executive director is for a specified term and re-appointment is not automatic and is made on the recommendation of the Committee.
Other committees of the Board are formed to perform certain specific functions as required from time to time.
The Company carries appropriate insurance cover in respect of possible legal action being taken against its directors and senior employees.
The principles and details of directors' remuneration are detailed in the Report of the Board on Directors' Remuneration on pages 32 to 39.
The statement on going concern and the Statement of Directors' Responsibilities in respect of the Annual Report and Accounts are shown on pages 30 and 40 respectively.
The Audit Committee, whose role is detailed above, has meetings at least twice a year with the Company's auditors, KPMG Audit Plc.
The Board is responsible for the Group's system of internal control and also for reviewing its effectiveness. The Board has reviewed, on an ongoing basis, the effectiveness of the system of internal control throughout the year and up to the date of approval of the Annual Report and Accounts. The system is regularly reviewed by the Board in accordance with the guidance contained in the Turnbull Report "Internal Control Guidance for Directors of Listed Companies Incorporated in the United Kingdom". The Board acknowledges its responsibility to establish, maintain and monitor a system of internal control relating to operational, financial and compliance controls and risk management to safeguard the shareholders' interests in the Company's assets. This system, however, is designed to manage and meet the Group's particular requirements and reduce the risk to which it is exposed rather than eliminate the risk of failure to achieve business objectives. It can provide only reasonable and not absolute assurance against material misstatement or loss.
The Board has reviewed the effectiveness of the system of internal control and, in particular, it has reviewed the process for identifying and evaluating the significant risks affecting the business and the policies and procedures by which these risks are managed.
Management is responsible for the identification and evaluation of significant risks applicable to particular areas of the business together with the design and operation of suitable controls. These significant risks, which are described in the Operating Risk Statement on pages 22 and 23, are regularly assessed and cover all aspects of the business, but in particular land acquisition, planning, construction, health and safety, information and reporting systems, sales, environmental issues, personnel, asset protection, treasury management and legal and regulatory compliance. In addition, there is a responsibility to mitigate risk by the provision of adequate insurance cover and by management reporting on material changes in the business or external environment affecting the risk profile.
There is a system of regular reporting to the Board which provides for appropriate details and assurances on the assessment and control of risks.
The continuing role of the Board is, on a systematic basis, to review the key risks inherent in the business, the operation of the systems and controls necessary to manage such risks and its effectiveness and to satisfy itself that all reasonable steps are being taken to mitigate these risks. The key areas of control are as follows:
The Company does not have a separate internal audit function and, as recommended by the Combined Code, the Audit Committee considers annually whether there is a need for such an internal audit function and makes a recommendation to the Board. During the year, having considered the robust systems and strong controls already present in the Group and as described above, the Audit Committee recommended that no separate internal audit function was presently required. The position will continue to be monitored by the Audit Committee on behalf of the Board.
The Group has operated throughout the year a "whistleblowing" arrangement whereby all employees of the Group are able, via an independent external third party, to confidentially report any malpractice or matters of concern they have regarding the actions of management and employees. The Audit Committee and the Board regularly review the effectiveness of this arrangement.
The Company encourages active dialogue with its private and institutional shareholders, both current and prospective. Meetings are held with both existing and prospective institutional shareholders on a regular basis and as requested. Shareholders are also kept up to date with Company affairs through the Annual and Half Year Reports, Trading Updates and Interim Management Statements. The AGM is used to communicate with institutional and private investors and their participation is encouraged by the taking of questions by the whole Board, both during, and also informally, before and after the meeting. The senior independent non-executive director is always available to discuss issues with current and prospective shareholders and institutions, as required. In addition, the whole Board is regularly updated on shareholder and investor views and activities at Board meetings by the Chief Executive and the Finance Director. Further information for shareholders is available under Shareholder Information on pages 74 to 76 and also on the Company's website at www.bellway.co.uk.
After making due enquiries, the directors have a reasonable expectation that the Group has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the accounts as discussed further on pages 47 and 48.
The Group is an equal opportunities employer. It is the Group's policy to develop and apply, throughout the Group, procedures and practices which are designed to ensure that equal opportunities are provided to employees of the Group, or those who seek employment with the Group, irrespective of their age, colour, disability, ethnic origin, gender, marital status, nationality, parental status, race, religion, belief or sexual orientation.
All employees, whether part-time, full-time or temporary, are treated fairly and equally. Selection for employment, promotion, training or other matters affecting their employment is on the basis of aptitude and ability. All employees are assisted and encouraged to develop their full potential and the talents and resources of the workforce are fully utilised to maximise the efficiency of the organisation.
It is Group policy to give full and fair consideration to the employment needs of disabled persons (and persons who become disabled whilst employed by the Group) and to comply with any current legislation with regard to disabled persons. Training at each division is planned and monitored through an annual training plan.
The importance of good communications with employees is recognised by the directors. Each division maintains employee relations using a variety of means appropriate to its own particular needs, with guidance when necessary from Head Office.
New employees, when eligible, are invited to join the Company's pension and life assurance arrangements and the Savings Related Share Option Scheme. The Company also offers a private medical scheme, childcare vouchers and personal accident insurance arrangements. In accordance with statutory requirements, the Company also has a designated stakeholder pension arrangement.
The Board recognises the importance of environmental issues and, when carrying out its business, endeavours to make a positive contribution to the quality of life, both for the present and the future. An Environmental Policy, approved by the Board, has been adopted by all trading entities within the Group. Environmental issues are addressed in the Corporate Responsibility Policy on page 12, the 2010 Corporate Social Responsibility Statement on pages 14 and 15, the Environmental Policy on page 17, and in the Corporate Social Responsibility section of the Company's website www.bellway.co.uk, a copy of which is available from the Group Company Secretary at the Company's registered office.
The Group promotes all aspects of health and safety throughout its operations in the interests of employees, sub-contractors and visitors to its sites and premises and the general public. Health and safety issues are considered at each Board meeting, and are addressed in the Chief Executive's Operating Review on pages 6 to 11, in the Corporate Responsibility Policy on page 12, in the 2010 Corporate Social Responsibility Statement on pages 14 and 15, and in the Corporate Social Responsibility section of the Company's website www.bellway.co.uk.
During the year the Group made no political contributions but donated £17,011 (2009 – £11,275) for charitable purposes.
The Company is party to a number of banking agreements with major clearing banks. The withdrawal of such facilities could have a material effect on the financing of the business. Other than the foregoing the Group has contractual and other arrangements in place with suppliers and other third parties which support its business activities. None of these arrangements are considered to be critical to the performance of the business.
The Group agrees terms and conditions under which business transactions with suppliers are conducted. The policy is that payments to suppliers are made in accordance with these terms and conditions, provided that the supplier is also complying with the terms and conditions. The Group follows the Better Payment Practice Code and its current policy concerning the payment of the majority of its materials suppliers and sub-contractors is for payment to be made at the month end following the month of the invoice. For other supplies, particularly land, the terms are many and varied. Trade creditors due within one year at 31 July 2010 of £67.973 million (2009 – £52.610 million) gave a creditor payment period of 32 days (2009 – 26 days). Land creditors due within one year were £44.969 million (2009 – £83.588 million). Including land creditors, the creditor payment period was 53 days (2009 – 68 days).
The parent company had no land or trade creditors at 31 July 2010 (2009 – £nil).
The Company was given authority at the 2010 AGM to purchase its own ordinary and preference shares. As at the date of this report no market purchases have been made by the Company and this authority will expire at the end of the 2011 AGM. Shareholders will be asked to renew this authority for a further year at the 2011 AGM. Market purchases, for which shareholder authority is not required, have been made by the trustees of the employee share plans (see note 20 for further details).
The Company has in place directors' and officers' insurance and the Articles provide the directors with further protection against liability to third parties, subject to the conditions set out in the Companies Act 2006. Such qualifying third party indemnity provision remains in force as at the date of this report.
The directors who held office at the date of this report confirm that, so far as they are each aware, there is no relevant audit information of which the Company's auditors are unaware and each director has taken all the steps that he ought to have taken as a director to make himself aware of any relevant audit information and to establish that the Company's auditors are aware of that information.
In accordance with section 489 of the Companies Act 2006, a resolution for the re-appointment of KPMG Audit Plc as auditors of the Company is to be proposed at the forthcoming AGM.
Four resolutions will be proposed as special business at the AGM to be held on Friday 7 January 2011. Explanatory notes on these resolutions are set out in Shareholder Information on page 74.
By order of the Board
Group Company Secretary 18 October 2010
The remuneration of the executive directors is determined by the Board Committee on Executive Directors' Remuneration (the "Committee") within a framework set by the Board. As at the date of this report, the Committee's members are three non-executive directors, Mr Toms (Chairman), Mr Johnson and Mr Cuthbert. Mr Perry was a member of the Committee until his retirement at the AGM on 15 January 2010, when his place on the Committee was taken by Mr Cuthbert. None of the Committee members has a personal financial interest, other than as shareholders, in the matters to be decided. There are no conflicts of interest arising from cross-directorships and no day-to-day involvement in running the business. The Terms of Reference of the Committee are available on the Company's website.
During the year, the Group Company Secretary attended a number of Committee meetings at the invitation of the Committee and provided advice on issues other than those relating to his own remuneration. The Committee also received independent external advice from Hewitt New Bridge Street ("HNBS"). HNBS was appointed by the Committee and does not provide any other services to the Company other than to the Board Committee on Non-Executive Directors' Remuneration.
The remuneration of the non-executive directors (apart from the Chairman) is determined by the Board Committee on Non-Executive Directors' Remuneration, which comprises the executive directors. The Board Committee on Non-Executive Directors' Remuneration also receives advice from the Group Company Secretary and HNBS.
The Chairman's remuneration is determined by the other non-executive directors.
The aim of the Committee is to ensure that the Company has competitive remuneration packages in place in order to recruit, retain and motivate executive directors in the overall interests of shareholders, the Company, its employees and its customers.
The Committee has set, as an objective, a policy of paying remuneration around the median of a peer group of similar UK housebuilding businesses and it is satisfied that the structure of the executives' packages broadly achieves this objective. The Committee has used this comparative approach to benchmarking with caution, recognising the risk of upward only reviews of remuneration. The structure of the package has been designed to ensure that the performance-related elements of remuneration (annual bonus and long-term incentives) constitute a significant proportion of an executive's potential total remuneration package, but are only receivable if demanding and stretching performance targets are achieved. The Committee considers that the remuneration level and structure are fully competitive with the market, with a significant element of the package payable in the form of share-based incentives, subject to long-term performance conditions, including relative Total Shareholder Return ("TSR") performance against other UK housebuilders, thereby creating an alignment with the strategy of the business and the long-term interests of shareholders.
In framing the Company's remuneration policy for executive directors, the Committee has given full consideration to the best practice provisions in the UK Corporate Governance Code and the Association of British Insurers' ("ABI") guidance. When determining the elements of remuneration for the executive directors, the Committee takes into consideration the pay and conditions of employees throughout the Group as a whole, paying particular attention to the levels of pay increase awarded to the workforce generally. All employees, including the executive directors, can join the Savings Related Share Option Scheme. Most employees have access to pension and life assurance benefits and a significant proportion of staff benefit from health insurance, company car or car allowance.
The policy in relation to each component of executive remuneration is described below:
| Component | Policy | Performance period | How achieved |
|---|---|---|---|
| Salary | To be market competitive. | n/a | Salary levels set by reference to the mid market level of a peer group of similar UK housebuilding businesses, taking account of individual performance and experience. In practice, notwithstanding the fact that the current management team is highly experienced and well regarded, salaries are generally at or below the median. |
| Benefits | To provide a range and value which is market competitive. |
n/a | Benefits to be at the mid market level of a peer group of similar UK housebuilding businesses, and include a salary supplement in lieu of pension contributions, car or car allowance, life assurance, medical cover and permanent health insurance. |
| Annual Bonus | To reward achievement of annual operational-based performance targets. |
1 year | By providing the opportunity to earn a bonus of up to 100% of salary for outstanding operational performance, both financial and non-financial. |
| Long-term incentives To encourage long-term (performance shares value creation, to aid retention, and matching shares) to encourage shareholding, and to promote alignment of interest with shareholders. |
3 years | By using share-based incentives with performance conditions which are aligned with shareholders' interests, such as TSR, which are assessed over a three-year period. |
The executive directors have fixed-term service contracts which specify that retirement is at age 60, with a 12-month notice period from the Company and a six-month notice period from the executive. On termination by the Company, an amount equivalent to one year's salary, benefits and the average amount of the last two years' annual bonus payments, would be payable. Within six months of a change of control, if the Company or the executive director serves notice to terminate the contract, the liquidated damages payment would be triggered.
The inclusion of average annual bonus in the calculation of compensation payable for early termination will ensure that there is variability in the potential level of compensation. In particular, after a period of poor performance, it could be expected that little or no bonus would be payable, reducing potential payout in these circumstances.
The current executive directors have long service with the Company and the Committee does not consider it appropriate to re-negotiate their contracts in relation to this material provision. However, for future executives' contracts the Committee will include a provision for bonus to be taken into account in the calculation for compensation payable. This will ensure that, going forward, service contracts are consistent with current best practice. The details of the executive directors' service contracts are as follows:
| Executive director | First appointed as a director | Current contract commencement date | ||
|---|---|---|---|---|
| J K Watson | 1 August 1995 | 16 March 2001, amended 7 October 2009 | ||
| P J Stoker | 1 August 1995 | 19 January 1996, amended with effect from 1 November 2003 and further amended 7 October 2009 |
||
| A M Leitch | 1 August 2002 | 1 September 2002, amended 7 October 2009 |
All non-executive directors have letters of appointment with the Company of no more than three years with a three-month notice period by either side.
| Non-executive director | First appointed as a director | Current letter of appointment commencement date |
Current letter of appointment expiry date |
|---|---|---|---|
| H C Dawe | 9 August 1977 | 1 November 2007 | 31 October 2010 |
| P M Johnson | 1 November 2003 | 1 November 2009 | 31 October 2012 |
| M R Toms | 1 February 2009 | 1 February 2009 | 31 January 2012 |
| J A Cuthbert | 1 November 2009 | 1 November 2009 | 31 October 2012 |
On the expiry of his existing letter of appointment, it is the intention of the Company, following rigorous review, to issue a new letter of appointment to Mr Dawe for a term of three years from 1 November 2010.
Salaries are reviewed on 1 August each year, taking into account the general settlement across the Company. Any changes are implemented from that date.
For the year under review, the executive directors received no pay rise while the workforce was awarded an increase generally of 2%. For 2010/11, the executive directors have been awarded a 2.5% increase in basic salary, which will reflect the average percentage increase across the workforce generally.
Fee levels for non-executive directors reflect the time commitment and responsibilities of the role, including membership or chairmanship of Board Committees. Fees are reviewed annually, taking into account the level of fees for similar positions in comparable companies. For the year under review, fees were not increased from their 2008/09 level. With effect from 1 August 2010, fees have been increased by around 6% to reflect the increasing responsibilities, complexity and time commitment of their role. They are not entitled to any benefits (with the exception of the Chairman) or pension. They do not participate in any bonus or long-term incentive plan and they are not entitled to compensation on termination of their agreements, other than normal notice provisions of three months' notice given by either party.
Taxable benefits provided relate to the provision of motor vehicles, telephones and private medical insurance.
For the year under review, bonuses were capped at 100% of basic salary. The performance conditions related to operating profit (pre-exceptional items) (80%) and personal performance (20%), with personal performance being assessed by reference to board structure and succession planning, land bank management, health and safety and customer care. Details of the bonus payments are set out in the notes to the table of directors' emoluments on page 36. Annual bonuses are not pensionable.
The bonus will be payable in cash, with executives having the opportunity to invest up to 25% of their net cash bonus in Bellway shares under the terms of the Bellway p.l.c. (2008) Share Matching Plan.
The 2010/11 bonus will again be based on similar performance parameters as for the 2009/10 bonus and in the same proportions. The Committee considers that outperformance of targets in relation to year-on-year profitability and non-financial metrics provide a good link to the long-term performance of the business.
The Company operates two long-term incentive plans which are designed to focus executive directors on longer term value creation, provide a strong retentive element and also alignment of interest with shareholders.
The Bellway p.l.c. (2004) Performance Share Plan (the "PSP") was introduced for the Company's executive directors and the Group Company Secretary. Under the PSP, executives have been granted awards over shares worth 100% of basic salary each year, subject to the achievement of TSR-based performance conditions or, for the award granted in January 2008, a combination of TSR and Return on Capital Employed ("ROCE") conditions.
The policy for long-term incentives to be granted in the 2010/11 financial year, as was the case in prior years, will be for awards to be granted over shares worth 100% of basic salary. Awards will vest to executives after three years, subject to the achievement of performance conditions based around TSR, which compares the stock market performance (share price movement and dividends paid) of different companies.
The TSR performance condition will compare Bellway's TSR against that of an index created by the average TSR of the other UK housebuilders. Awards will start to vest at 25% if Bellway's TSR matches the performance of the index. Full vesting will occur if Bellway's TSR outperforms the index by an average of 7.5% per annum over three years. The Committee has carried out significant modelling during the year under review, the results of which continue to support the premise that 7.5% per annum outperformance is equivalent to average "upper quartile" TSR performance of the housebuilders over the long term.
The companies comprising the Index for the awards to be granted in the 2010/11 financial year are Barratt Developments PLC, The Berkeley Group plc, Bovis Homes Group PLC, Persimmon plc, Redrow plc and Taylor Wimpey plc.
TSR is recognised as enabling alignment with the interests of institutional shareholders by providing a reward mechanism for delivering superior stock market performance. TSR calculations are independently calculated for the Committee by the Company's brokers.
Further, regardless of TSR performance, for the award granted in the 2010/11 financial year, no part of the TSR element of an award will vest unless the Committee is satisfied that there has been an improvement in underlying financial performance over the performance period, taking into account, inter alia, operating profit, operating margin, ROCE and Net Asset Value ("NAV"). The Committee will scale back the level of vesting indicated by the TSR performance condition (potentially to zero) in circumstances where there has not been an improvement. This is a change from the provision applying to previous years' awards, where the requirement was that TSR performance was simply reflective of underlying financial performance.
The Bellway p.l.c. (2008) Share Matching Plan (the "SMP") operates in conjunction with the annual bonus plan. Under the SMP senior executives may invest up to 25% of their net cash bonus, on a voluntary basis, in Bellway shares, which must be held for a minimum of three years. Invested shares will not be subject to a risk of forfeiture and executives will enjoy full beneficial ownership (including voting rights and dividends).
In return for investing in shares under the SMP, an award of matching shares is granted. The level of matching is on a gross basis to the net of tax bonus invested in shares.
Matching shares will vest subject to the executive remaining employed, retention of the invested shares and also subject to a performance condition.
No awards have been made to date. For any awards which may be made, the performance condition will be the same as will apply to the award under the PSP in the same period.
In addition to the two executive plans detailed above, the Bellway p.l.c. (2003) Savings Related Share Option Scheme ("2003 SRSOS") is available to all employees, including the executive directors.
There is a minimum shareholding requirement for the executive directors, equivalent to 100% of basic salary. As at 31 July 2010, and at the date of this report, all executive directors hold shares with an equivalent value well in excess of 100% of their basic salary. Any executive directors appointed in the future will be given an appropriate period of time to acquire the requisite shareholding.
The directors' interests (including family interests and holdings in which the directors are interested only as trustees) in the ordinary share capital of the Company are set out below:
| Fully paid ordinary 12.5 pence shares | |||
|---|---|---|---|
| Beneficial interests | 31 July 2010 | 1 August 2009 or date of appointment if later |
|
| H C Dawe | 143,634 | 143,634 | |
| J K Watson | 400,527 | 400,527 | |
| P J Stoker | 540,000 | 540,000 | |
| A M Leitch | 132,473 | 132,473 | |
| P M Johnson | 4,300 | 4,300 | |
| M R Toms | 1,500 | – | |
| J A Cuthbert | 6,000 | – |
The directors' interests (including family interests) in the preference share capital of the Company are set out below:
| Fully paid cumulative redeemable £1 preference shares |
|||
|---|---|---|---|
| Beneficial interests | 31 July 2010 | 1 August 2009 | |
| H C Dawe | 679,164 | 629,164 | |
| P J Stoker | 150,000 | – | |
| A M Leitch | 150,000 | 50,000 |
There has been no change in any of the above interests between 31 July 2010 and the date of this report.
In July 2008 the executive directors took enhanced transfer values from the final salary section of the Bellway p.l.c. 1972 Pension & Life Assurance Scheme, and therefore have no accrued pension entitlements. Since 1 June 2008 they have received a cash payment in lieu of pension contributions amounting to 30% of basic salary. Following advice to the Committee, this amount was agreed as being reasonable in the circumstances and was less than the annual accrual foregone by the executive directors under the previous final salary arrangements.
| The auditors are required to report on the information contained in the following part of this report. | |||||
|---|---|---|---|---|---|
| Salary and fees |
Taxable benefits(1) |
Annual bonus(2) |
Payment in lieu of |
Total | ||
|---|---|---|---|---|---|---|
| £ | £ | £ | pension(3) £ |
2010 £ |
2009 £ |
|
| Non-executive Chairman | ||||||
| H C Dawe | 228,094 | 2,539 | – | – | 230,633 | 230,114 |
| Executive directors | ||||||
| J K Watson | 515,000 | 25,484 | 396,164 | 154,500 | 1,091,148 | 799,646 |
| P J Stoker | 334,750 | 24,809 | 257,506 | 100,425 | 717,490 | 527,962 |
| A M Leitch | 334,750 | 24,716 | 257,506 | 100,425 | 717,397 | 527,725 |
| Non-executive directors | ||||||
| P M Johnson | 51,500 | – | – | – | 51,500 | 49,675 |
| M R Toms(4) | 47,380 | – | – | – | 47,380 | 23,690 |
| J A Cuthbert(5) | 35,535 | – | – | – | 35,535 | N/A |
| D G Perry(6) | 21,746 | – | – | – | 21,746 | 47,380 |
| Totals | 1,568,755 | 77,548 | 911,176 | 355,350 | 2,912,829 | 2,206,192 |
Notes:
Taxable benefits relate to the provision of motor vehicles, telephones and private medical insurance.
The annual bonus is payable in November 2010 for performance during the year ended 31 July 2010. The performance conditions for the 2009/10 bonus were operating profit (pre-exceptional items) (80%) and non-financial performance (20%), with non-financial performance being assessed by reference to board structure and succession planning, land bank management, health and safety and customer care. The actual bonus payments against each of these metrics were determined on the following basis:
Q operating profit was £51.255 million. This was above City expectations of underlying profitability and towards the higher end of the target range. A bonus of 64.259% of salary was therefore achieved out of the maximum 80%.
Q in respect of the non-financial elements, the Committee took account of performance against each metric and determined that, overall, a bonus of 12.666% of salary should be payable out of the maximum 20%.
Executive directors receive a cash payment in lieu of pension contribution amounting to 30% of basic salary.
Appointed 1 February 2009.
Appointed 1 November 2009.
Retired 15 January 2010.
The executive directors had a beneficial interest in certain shares held in the Bellway Employee Share Trust (1992) ("the Trust") pursuant to the grant of deferred bonus entitlements under the terms of the Bellway p.l.c. 2003 Deferred Bonus Plan (a legacy plan). The number of shares held in the Trust in respect of each director was as follows:
| Fully paid ordinary 12.5p shares | |||||||
|---|---|---|---|---|---|---|---|
| Entitlements held in Trust as at 1 August 2009 |
Entitlements awarded during the year |
Entitlements vested during the year(1) |
Entitlements held in Trust as at 31 July 2010 |
||||
| J K Watson | 17,857 | – | (17,857) | – | |||
| P J Stoker | 12,946 | – | (12,946) | – | |||
| A M Leitch | 12,054 | – | (12,054) | – |
Notes:
Additional shares (not included above) were awarded on vesting in lieu of dividends accrued on the shares held in the Trust from the date of the award to vesting in respect of each director as follows: Mr Watson 1,987 shares, Mr Stoker 1,441 shares and Mr Leitch 1,342 shares.
There has been no change in the above holdings between 31 July 2010 and the date of this report.
In addition, the executive directors have a potential future beneficial interest in certain shares held in the Trust pursuant to the allocation of shares under the PSP. Further information on the PSP is set out on page 34. The number of shares allocated in the Trust in respect of each director, along with the market price of the shares at the date of award, is shown below:
| Fully paid ordinary 12.5p shares | ||||||
|---|---|---|---|---|---|---|
| Potential future beneficial interests | Award date | Awards held at 1 August 2009 |
Awarded during the year |
Awards lapsed during the year |
Awards vested during the year(5) |
Awards held at 31 July 2010 |
| J K Watson | 18.10.2006(1) | 33,482 | – | – | (33,482) | – |
| 16.01.2008(2) | 67,159 | – | – | – | 67,159 | |
| 04.11.2008(3) | 89,487 | – | – | – | 89,487 | |
| 29.10.2009(4) | – | 72,028 | – | – | 72,028 | |
| Totals | 190,128 | 72,028 | – | (33,482) | 228,674 | |
| P J Stoker | 18.10.2006(1) | 23,065 | – | – | (23,065) | – |
| 16.01.2008(2) | 43,653 | – | – | – | 43,653 | |
| 04.11.2008(3) | 58,167 | – | – | – | 58,167 | |
| 29.10.2009(4) | – | 46,818 | – | – | 46,818 | |
| Totals | 124,885 | 46,818 | – | (23,065) | 148,638 | |
| A M Leitch | 18.10.2006(1) | 23,065 | – | – | (23,065) | – |
| 16.01.2008(2) | 43,653 | – | – | – | 43,653 | |
| 04.11.2008(3) | 58,167 | – | – | – | 58,167 | |
| 29.10.2009(4) | – | 46,818 | – | – | 46,818 | |
| Totals | 124,885 | 46,818 | – | (23,065) | 148,638 |
Notes:
Market value on award 1,344.00p (18.10.2006), performance period 1 August 2006 – 31 July 2009.
Market value on award 744.50p (16.01.2008), performance period 1 August 2007 – 31 July 2010.
Market value on award 575.50p (04.11.2008), performance period 1 August 2008 – 31 July 2011.
Market value on award 715.00p (29.10.2009), performance period 1 August 2009 – 31 July 2012.
Market value on 25 March 2010, which was the day the shares vested, was 765.00p. The awards vested at 100% of the full entitlement. Aggregate gross gains made by the above directors on vesting of these awards under the PSP in the year were £610,420.02 (2009 – £507,840.17).
Details of all directors' interests under the all-employee savings related share option scheme are shown below:
| Scheme | 1 August 2009 | Granted during the year |
Exercised during the year |
31 July 2010 | Exercise price (p) | Exercisable from | Expiry date | |
|---|---|---|---|---|---|---|---|---|
| J K Watson | 2003 SRSOS | 2,857 | – | – | 2,857 | 336.00 | 1 Feb 2012 | 31 July 2012 |
| Totals | 2,857 | – | – | 2,857 | ||||
| P J Stoker | 2003 SRSOS | 2,857 | – | – | 2,857 | 336.00 | 1 Feb 2012 | 31 July 2012 |
| Totals | 2,857 | – | – | 2,857 |
Notes:
All of the above options were granted for nil consideration.
The market price of the ordinary shares at 31 July 2010 was 579.50p and the range during the year was 560.00p to 927.50p.
There has been no change in the above holdings between 31 July 2010 and the date of this report.
The graph below shows the total shareholder return performance of the Company and a "broad equity market index" over the past five financial years. As the Company has been a constituent of the FTSE 250 Index over this period, the Committee considers that index to be the most appropriate for comparison purposes.
Total shareholder return over the last five financial years
Source: Datastream
This graph looks at the value at 31 July 2010, of £100 invested in Bellway p.l.c. on 31 July 2005 compared with the value of £100 invested in the FTSE 250 Index over the same period.
This report will be put to an advisory vote of the Company's shareholders at the AGM on 7 January 2011.
On behalf of the Board
Chairman of the Board Committee on Executive Directors' Remuneration 18 October 2010
The directors are responsible for preparing the Annual Report and Accounts and the Group and parent company financial statements in accordance with applicable law and regulations.
Company law requires the directors to prepare group and parent company financial statements for each financial year. Under that law they are required to prepare the Group financial statements in accordance with IFRSs as adopted by the EU and applicable law and have elected to prepare the parent company financial statements on the same basis.
Under company law the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Group and parent company and of their profit or loss for that period. In preparing each of the Group and parent company financial statements, the directors are required to:
The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the parent company's transactions and disclose with reasonable accuracy at any time the financial position of the parent company and enable them to ensure that its financial statements comply with the Companies Act 2006. They have general responsibility for taking such steps as are reasonably open to them to safeguard the assets of the Group and to prevent and detect fraud and other irregularities.
Under applicable law and regulations, the directors are also responsible for preparing a Directors' Report, Directors' Remuneration Report and Corporate Governance Statement that complies with that law and those regulations.
The directors are responsible for the maintenance and integrity of the corporate and financial information included on the Company's website. Legislation in the UK governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
We confirm that to the best of our knowledge:
Finance Director 18 October 2010
We have audited the financial statements of Bellway p.l.c. for the year ended 31 July 2010 set out on pages 42 to 72. The financial reporting framework that has been applied in their preparation is applicable law and International Financial Reporting Standards (IFRSs) as adopted by the EU and, as regards the parent company financial statements, as applied in accordance with the provisions of the Companies Act 2006.
This report is made solely to the Company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the Company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Company and the Company's members, as a body, for our audit work, for this report, or for the opinions we have formed.
As explained more fully in the Directors' Responsibilities Statement set out on page 40, the directors are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board's (APB's) Ethical Standards for Auditors.
A description of the scope of an audit of financial statements is provided on the APB's website at www.frc.org.uk/apb/scope/UKP.
In our opinion:
In our opinion:
We have nothing to report in respect of the following:
Under the Companies Act 2006 we are required to report to you if, in our opinion:
Under the Listing Rules we are required to review:
for and on behalf of KPMG Audit Plc, Statutory Auditor Chartered Accountants Quayside House 110 Quayside Newcastle upon Tyne NE1 3DX
18 October 2010
for the year ended 31 July 2010
| 2010 Total |
2009 Pre-exceptional item |
2009 Exceptional item note 5 |
2009 Total |
||
|---|---|---|---|---|---|
| Notes | £000 | £000 | £000 | £000 | |
| Revenue | 1 | 768,341 | 683,813 | – | 683,813 |
| Cost of sales | 5 | (678,547) | (596,680) | (66,312) | (662,992) |
| Gross profit | 89,794 | 87,133 | (66,312) | 20,821 | |
| Administrative expenses | (38,539) | (41,554) | – | (41,554) | |
| Operating profit/(loss) | 4 | 51,255 | 45,579 | (66,312) | (20,733) |
| Finance income | 2 | 2,281 | 4,894 | – | 4,894 |
| Finance expenses | 2 | (9,103) | (20,712) | – | (20,712) |
| Profit/(loss) before taxation | 44,433 | 29,761 | (66,312) | (36,551) | |
| Income tax (expense)/credit | 6 | (8,620) | (9,460) | 18,567 | 9,107 |
| Profit/(loss) for the year * | 35,813 | 20,301 | (47,745) | (27,444) | |
| * All attributable to equity holders of the parent. | |||||
| There were no exceptional items in the current period (note 5). | |||||
| Earnings/(loss) per ordinary share – Basic | 8 | 29.7p | 17.7p | (41.6)p | (23.9)p |
| Earnings/(loss) per ordinary share – Diluted | 8 | 29.6p | 17.6p | (41.5)p | (23.9)p |
for the year ended 31 July 2010
| Notes | 2010 Group £000 |
2009 Group £000 |
2010 Company £000 |
2009 Company £000 |
|---|---|---|---|---|
| Profit/(loss) for the period | 35,813 | (27,444) | (1,913) | (1,873) |
| Other comprehensive income | ||||
| Actuarial gains on defined benefit pension plans 25 |
1,891 | 353 | – | – |
| Income tax on other comprehensive income 6 |
(582) | (99) | – | – |
| Other comprehensive income for the period, net of income tax |
1,309 | 254 | – | – |
| Total comprehensive income/(expense) for the period * | 37,122 | (27,190) | (1,913) | (1,873) |
* All attributable to equity holders of the parent.
at 31 July 2010
| Issued capital |
Share premium |
Other reserves |
Retained earnings |
Total | Non controlling |
Total equity |
||
|---|---|---|---|---|---|---|---|---|
| Group | Notes | £000 | £000 | £000 | £000 | £000 | interest £000 |
£000 |
| Balance at 1 August 2008 | 14,372 | 116,928 | 1,492 | 868,358 | 1,001,150 | (66) | 1,001,084 | |
| Total comprehensive expense for the period | ||||||||
| Loss for the period | – | – | – | (27,444) | (27,444) | – | (27,444) | |
| Other comprehensive income * | – | – | – | 254 | 254 | – | 254 | |
| Total comprehensive expense for the period | – | – | – | (27,190) | (27,190) | – | (27,190) | |
| Transactions with shareholders recorded directly in equity: |
||||||||
| Dividends on equity shares | 7 | – | – | – | (10,347) | (10,347) | – | (10,347) |
| Shares issued | 19 | 3 | 270 | – | – | 273 | – | 273 |
| Credit in relation to share options and tax thereon | 25 | – | – | – | 1,305 | 1,305 | – | 1,305 |
| Purchase of own shares | 20 | – | – | – | (113) | (113) | – | (113) |
| Total contributions by and distributions to shareholders |
3 | 270 | – | (9,155) | (8,882) | – | (8,882) | |
| Balance at 31 July 2009 | 14,375 | 117,198 | 1,492 | 832,013 | 965,078 | (66) | 965,012 | |
| Total comprehensive income for the period | ||||||||
| Profit for the period | – | – | – | 35,813 | 35,813 | – | 35,813 | |
| Other comprehensive income * | – | – | – | 1,309 | 1,309 | – | 1,309 | |
| Total comprehensive income for the period | – | – | – | 37,122 | 37,122 | – | 37,122 | |
| Transactions with shareholders recorded directly in equity: |
||||||||
| Dividends on equity shares | 7 | – | – | – | (11,221) | (11,221) | – | (11,221) |
| Shares issued | 19 | 728 | 43,365 | – | – | 44,093 | – | 44,093 |
| Credit in relation to share options and tax thereon | 25 | – | – | – | 1,569 | 1,569 | – | 1,569 |
| Purchase of own shares | 20 | – | – | – | (1,777) | (1,777) | – | (1,777) |
| Total contributions by and distributions to shareholders |
728 | 43,365 | – | (11,429) | 32,664 | – | 32,664 | |
| Balance at 31 July 2010 | 15,103 160,563 | 1,492 857,706 | 1,034,864 | (66) 1,034,798 |
* Additional breakdown is provided in the Statements of Comprehensive Income.
| Issued capital |
Share premium |
Other reserves |
Share based payment |
Retained earnings |
Total equity |
||
|---|---|---|---|---|---|---|---|
| Company | Notes | £000 | £000 | £000 | reserve £000 |
£000 | £000 |
| Balance at 1 August 2008 | 14,372 | 116,928 | 2,145 | 9,267 | 582,417 | 725,129 | |
| Total comprehensive expense for the period | |||||||
| Loss for the period | – | – | – | – | (1,873) | (1,873) | |
| Other comprehensive income * | – | – | – | – | – | – | |
| Total comprehensive expense for the period | – | – | – | – | (1,873) | (1,873) | |
| Transactions with shareholders recorded directly in equity: |
|||||||
| Dividends on equity shares | 7 | – | – | – | – | (10,347) | (10,347) |
| Shares issued | 19 | 3 | 270 | – | – | – | 273 |
| Credit in relation to share options | 25 | – | – | – | 1,318 | – | 1,318 |
| Total contributions by and distributions to shareholders | 3 | 270 | – | 1,318 | (10,347) | (8,756) | |
| Balance at 31 July 2009 | 14,375 | 117,198 | 2,145 | 10,585 | 570,197 | 714,500 | |
| Total comprehensive expense for the period | |||||||
| Loss for the period | – | – | – | – | (1,913) | (1,913) | |
| Other comprehensive income * | – | – | – | – | – | – | |
| Total comprehensive expense for the period | – | – | – | – | (1,913) | (1,913) | |
| Transactions with shareholders recorded directly in equity: |
|||||||
| Dividends on equity shares | 7 | – | – | – | – | (11,221) | (11,221) |
| Shares issued | 19 | 728 | 43,365 | – | – | – | 44,093 |
| Credit in relation to share options | 25 | – | – | – | 1,372 | – | 1,372 |
| Purchase of own shares | 20 | – | – | – | – | (7,486) | (7,486) |
| Total contributions by and distributions to shareholders | 728 | 43,365 | – | 1,372 | (18,707) | 26,758 | |
| Balance at 31 July 2010 | 15,103 160,563 | 2,145 | 11,957 | 549,577 739,345 |
* Additional breakdown is provided in the Statements of Comprehensive Income.
at 31 July 2010
| Notes | 2010 Group £000 |
2009 Group £000 |
2010 Company £000 |
2009 Company £000 |
|---|---|---|---|---|
| ASSETS | ||||
| Non-current assets | ||||
| Property, plant and equipment 9 |
8,216 | 8,250 | – | – |
| Investment property 10 |
7,716 | 7,377 | – | – |
| Investments in subsidiaries 11 |
– | – | 28,160 | 26,788 |
| Other financial assets 14 |
32,664 | 20,826 | – | – |
| Deferred tax assets 12 |
3,694 | 7,328 | – | – |
| 52,290 | 43,781 | 28,160 | 26,788 | |
| Current assets | ||||
| Inventories 13 |
1,148,713 | 1,211,351 | – | – |
| Corporation tax receivable | – | 9,847 | – | – |
| Trade and other receivables 15 |
45,801 | 41,749 | 683,173 | 703,617 |
| Cash and cash equivalents 22 |
145,689 | 43,210 | 48,856 | 4,953 |
| 1,340,203 | 1,306,157 | 732,029 | 708,570 | |
| Total assets | 1,392,493 | 1,349,938 | 760,189 | 735,358 |
| LIABILITIES | ||||
| Non-current liabilities | ||||
| Interest bearing loans and borrowings 16 |
100,000 | 100,000 | 20,000 | 20,000 |
| Retirement benefit obligations 25 |
8,736 | 11,925 | – | – |
| Land and other payables 17 |
20,299 | 26,854 | – | – |
| Deferred tax liabilities 12 |
166 | – | – | – |
| 129,201 | 138,779 | 20,000 | 20,000 | |
| Current liabilities | ||||
| Corporation tax payable | 2,842 | – | – | – |
| Trade and other payables 17 |
225,652 | 246,147 | 844 | 858 |
| 228,494 | 246,147 | 844 | 858 | |
| Total liabilities | 357,695 | 384,926 | 20,844 | 20,858 |
| Net assets | 1,034,798 | 965,012 | 739,345 | 714,500 |
| EQUITY | ||||
| Issued capital 19 |
15,103 | 14,375 | 15,103 | 14,375 |
| Share premium | 160,563 | 117,198 | 160,563 | 117,198 |
| Other reserves | 1,492 | 1,492 | 2,145 | 2,145 |
| Share-based payment reserve | – | – | 11,957 | 10,585 |
| Retained earnings | 857,706 | 832,013 | 549,577 | 570,197 |
| Total equity attributable to equity holders of the parent | 1,034,864 | 965,078 | 739,345 | 714,500 |
| Non-controlling interest | (66) | (66) | – | – |
| Total equity | 1,034,798 | 965,012 | 739,345 | 714,500 |
| Approved by the Board of Directors on 18 October 2010 and signed on its behalf by | Registered Number 1372603 |
| Howard C Dawe | Alistair M Leitch |
|---|---|
| Director | Director |
for the year ended 31 July 2010
| Notes | 2010 Group £000 |
2009 Group £000 |
2010 Company £000 |
2009 Company £000 |
|
|---|---|---|---|---|---|
| Cash flows from operating activities | |||||
| Profit/(loss) for the year | 35,813 | (27,444) | (1,913) | (1,873) | |
| Depreciation charge | 9 | 1,659 | 2,190 | – | – |
| (Profit)/loss on sale of property, plant and equipment | 4 | (184) | 4 | – | – |
| (Profit)/loss on sale of investment properties | (39) | 55 | – | – | |
| Finance income | 2 | (2,281) | (4,894) | – | (27) |
| Finance expenses | 2 | 9,103 | 20,712 | 1,899 | 1,900 |
| Share based payment charge | 25 | 1,372 | 1,318 | – | – |
| Income tax expense/(credit) | 6 | 8,620 | (9,107) | – | – |
| Decrease in inventories | 62,638 | 293,155 | – | – | |
| (Increase)/decrease in trade and other receivables | (15,869) | (22,744) | 14,740 | 11,961 | |
| (Decrease)/increase in trade and other payables | (33,602) | (69,282) | (14) | 150 | |
| Cash from operations | 67,230 | 183,963 | 14,712 | 12,111 | |
| Interest paid | (2,534) | (14,590) | (1,895) | (1,900) | |
| Income tax received | 7,484 | 23,591 | – | – | |
| Net cash inflow from operating activities | 72,180 | 192,964 | 12,817 | 10,211 | |
| Cash flows from investing activities | |||||
| Acquisition of property, plant and equipment | (1,763) | (139) | – | – | |
| Acquisition of investment properties | (657) | (3,383) | – | – | |
| Proceeds from sale of property, plant and equipment | 322 | 684 | – | – | |
| Proceeds from sale of investment properties | 262 | 43 | – | – | |
| Interest received | 1,049 | 1,265 | – | 27 | |
| Net cash (outflow)/inflow from investing activities | (787) | (1,530) | – | 27 | |
| Cash flows from financing activities | |||||
| Decrease in bank borrowings | 21 | – | (247,000) | – | – |
| Proceeds from issue of share capital on share placing | 19 | 43,658 | – | 43,658 | – |
| Proceeds from the issue of share capital on exercise of share options | 435 | 273 | 435 | 273 | |
| Purchase of own shares by employee share option plans | (1,777) | (113) | (1,777) | – | |
| Dividends paid | (11,230) | (10,697) | (11,230) | (10,697) | |
| Net cash inflow/(outflow) from financing activities | 31,086 | (257,537) | 31,086 | (10,424) | |
| Net increase/(decrease) in cash and cash equivalents | 102,479 | (66,103) | 43,903 | (186) | |
| Cash and cash equivalents at beginning of year | 43,210 | 109,313 | 4,953 | 5,139 | |
| Cash and cash equivalents at end of year | 22 | 145,689 | 43,210 | 48,856 | 4,953 |
Bellway p.l.c. (the "Company") is a company incorporated in the UK.
Both the Company financial statements and the Group financial statements have been prepared and approved by the directors in accordance with International Financial Reporting Standards as adopted by the EU ("Adopted IFRSs") and have been prepared on the historical cost basis except for other financial assets, which are stated at their fair value. On publishing the Company financial statements here together with the Group financial statements, which were approved for issue on 18 October 2010, the Company is taking advantage of the exemption in section 408 of the Companies Act 2006 not to present its individual income statement and related notes that form a part of these financial statements.
The accounting policies set out below have, unless otherwise stated, been applied consistently to all periods presented in these consolidated financial statements.
The following new standards, amendments to standards or interpretations have been adopted in the Group's financial statements for the year ended 31 July 2010. They have had no material effect on the Group's financial statements.
The other standards and interpretations that are applicable for the first time in the Group's financial statements for the year ended 31 July 2010, have no effect on these financial statements.
The preparation of financial statements in conformity with Adopted IFRSs requires management to make judgements, estimates and assumptions that affect the application of policies and reported amounts of assets and liabilities, income and expenses. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements about carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates.
The Group's business activities, together with the factors likely to affect its future development, performance and position are set out in the Chief Executive's Operating Review on pages 6 to 11. The financial position of the Group, its cash flows, liquidity position and borrowing facilities are described in the Group Finance Director's Review on pages 18 to 21. Note 18 to the financial statements sets out the Group's policies and processes for managing its capital, financial risk, and its exposures to credit risk and liquidity risk.
The Group's activities are financed principally by a combination of ordinary shares, preference shares, bank borrowings and cash in hand. During the year the Group generated cash of £102.5 million arising from a combination of trading activities and a share placing on 6 August 2009, which raised £43.658 million (net of issue costs). The Group has operated within all of its banking covenants throughout the year. At 31 July 2010 cash, net of borrowings (excluding preference shares), was £65.7 million. In addition, the Group had bank facilities of £305.0 million, expiring in tranches up to April 2015, with £225.0 million available for drawdown under such facilities at 31 July 2010.
The directors consider that the Group is well placed to manage business and financial risks in the current economic environment and have a reasonable expectation that the Group has adequate resources to continue in operational existence for the foreseeable future. Accordingly they continue to adopt the going concern basis in preparing the Annual Report and Accounts.
Judgements made by the directors, in the application of these accounting policies and Adopted IFRSs, that have a significant effect on the financial statements and estimates with a significant risk of material adjustment in the next year, are discussed below.
The consolidated financial statements incorporate the financial statements of the Company and entities controlled by the Company (its subsidiaries) made up to 31 July. Control exists when the Group has the power, directly or indirectly, to govern the financial and operating policies of an entity so as to obtain benefits from its activities. In assessing control, potential voting rights that are currently exercisable or convertible are taken into account. The financial statements of subsidiaries are included in the consolidated financial statements from the date that control commences until the date that control ceases.
Jointly controlled entities are those entities over whose activities the Group has joint control, established by contractual agreement. The consolidated financial statements include the Group's proportionate share of the significant entities assets, liabilities, income and expenses with items of a similar nature on a line by line basis, from the date that joint control commences until the date that joint control ceases.
The Group and Company own 25%–50% of the ordinary share capital of several small entities and the results, assets and liabilities of these jointly controlled entities have been proportionately consolidated.
Items are stated at cost less accumulated depreciation and impairment losses. Depreciation on property, plant and equipment is charged to the income statement on a straight-line basis over their estimated useful lives over the following number of years:
Plant, fixtures and fittings – 3 to 10 years.
Freehold buildings – 40 years.
Freehold land is not depreciated.
Investment property is initially recognised at cost. Subsequent to recognition, investment property is measured using the cost model and is carried at cost less any accumulated impairment losses.
Depreciation is charged, where material, so as to write off the cost less residual value of the investment properties over their estimated useful lives. The residual values and useful lives of investment properties are reviewed at each financial year end.
The useful life of investment properties has been assessed as 100 years (2009 – 40 years).
The Group has assessed the residual values as highly likely to exceed cost and has therefore determined that no depreciation should be charged (2009 – £nil). The increase in the assessment of the useful life of the investment properties from 40 years to 100 years accordingly has no effect on the financial statements.
Inventories are stated at the lower of cost and net realisable value. Cost, in relation to work in progress and showhomes, comprises direct materials and, where applicable, direct labour costs and those overheads, not including any general administrative overheads, that have been incurred in bringing the inventories to their present location and condition. Net realisable value represents the estimated selling price less all estimated costs of completion and overheads.
Land held for development, including land in the course of development until legal completion of the sale of the asset, is initially recorded at cost. Regular reviews are carried out to identify any impairment in the value of the land by comparing the total estimated selling prices less estimated selling expenses against the book cost of the land plus estimated costs to complete. Provision is made for any irrecoverable amounts. Where, through deferred payment terms, the fair value of land purchased differs from the amount that will subsequently be paid in settling the liability, the difference is charged as a finance expense in the income statement over the period to settlement.
Options purchased in respect of land are capitalised initially at cost. Regular reviews are carried out for impairment in the value of these options, and provisions made accordingly to reflect loss of value. The impairment reviews consider the period elapsed since the date of purchase of the option given that the option contract has not been exercised at the review date. Further, the impairment reviews consider the remaining life of the option, taking account of any concerns over whether the remaining time available will allow a successful exercise of the option. The carrying cost of the option at the date of exercise is included within the cost of land purchased as a result of the option exercise.
Investments in land without the benefit of planning consent, either through the purchase of land or non-refundable deposits paid on land purchase contracts subject to planning consent, are included initially at cost. Regular reviews are carried out for impairment in the values of these investments and provision made to reflect any irrecoverable element. The impairment reviews consider the existing use value of the land and assess the likelihood of achieving planning consent and the value thereof.
Trade receivables are stated at their fair value at the date of initial recognition and subsequently at amortised cost less allowances for impairment.
Other financial assets are classified as being available-for-sale and are stated at fair value, with any resultant gain or loss being recognised directly in equity within retained earnings, except for impairment losses and changes in future cash flows, which are recognised directly in the income statement. When these investments are de-recognised, the cumulative gain or loss previously recognised directly in equity is recognised in the income statement. Where these investments are interest-bearing, interest calculated using the effective interest method is recognised in the income statement.
A description of the valuation technique is given in note 14 on page 59.
Cash and cash equivalents are defined as cash balances in hand and in the bank (including short term cash deposits). The Group utilises bank overdraft facilities, which are repayable on demand, as part of its cash management policy. As a consequence, bank overdrafts are included as a component of net cash and cash equivalents within the cash flow statement. Offset arrangements across Group businesses are applied to arrive at the cash and overdraft figures in the balance sheet.
Interest bearing loans and borrowings are stated at their fair value at the date of initial recognition and subsequently at amortised cost.
Trade payables on normal terms are not interest bearing and are stated at their nominal value. Trade payables on deferred terms, most notably in relation to land purchases, are recorded initially at their fair value. The discount to nominal value is amortised over the period to settlement and charged to finance expenses.
Preference share capital is redeemable on 6 April 2014 or at the option of the Company (subject to relevant conditions set out in note 16) and is classified as a liability.
Dividends on redeemable preference shares are recognised as a liability and accrued using the effective interest rate method. They are recognised in the income statement within finance expenses.
Other dividends are recognised as a liability in the period in which they are approved by the shareholders. Interim dividends are recognised when paid.
Equity instruments issued by the Group are treated as equity only to the extent that they meet the following two conditions:
(a) they include no contractual obligations upon the Company (or Group as the case may be) to deliver cash or other financial assets or to exchange financial assets or financial liabilities with another party under conditions that are potentially unfavourable to the Company (or Group); and
(b) where the instrument will or may be settled in the Company's own equity instruments, it is either a non-derivative that includes no obligation to deliver a variable number of the Company's own equity instruments or is a derivative that will be settled by the Company's exchanging a fixed amount of cash or other financial assets for a fixed number of its own equity instruments.
To the extent that this definition is not met, the proceeds of issue are classified as a financial liability. Where the instrument so classified takes the legal form of the Company's own shares, the amounts presented in these financial statements for called up share capital and share premium account exclude amounts in relation to those shares.
Grants are included within work in progress in the balance sheet to the extent that they contribute to construction costs and within deferred income to the extent that they contribute to site income. Grants are credited to the income statement over the life of the developments to which they relate.
Revenue from private housing sales and land is recognised when transactions have legally completed.
Sales incentives are substantially cash in nature but include part-exchange costs which mainly relate to amounts written down, where the part-exchange allowance given to the purchaser of the new home is greater than the valuation of the part-exchange property. Incentives are accounted for by reducing the housebuild revenue by the cost to the Group of providing the incentive.
Sales incentives also include shared equity schemes which are accounted for as Other Financial Assets. Revenue is recognised at the initial fair value of the Other Financial Assets as described above.
Rental income is recognised in the income statement on a straight-line basis over the term of the lease.
The purchase and subsequent sale of part-exchange properties is an activity undertaken in order to achieve the sale of a new property. As such, the activity is regarded as a mechanism for selling. Impairments and gains or losses on the sale of part-exchange properties are classified as a cost of sale.
Any subsequent write-down below the part-exchange valuation is recognised in cost of sales.
Where the Company enters into financial guarantee contracts to guarantee the indebtedness of other companies within the Group, the Company considers these to be insurance arrangements, and accounts for them as such. In this respect, the Company treats the guarantee contract as a contingent liability until such time as it becomes probable that the Company will be required to make a payment under the guarantee.
The charge for taxation is based on the result for the year and takes into account current and deferred taxation. The charge is recognised in the income statement except to the extent that it relates to items recognised in equity in which case it is recognised in equity.
Deferred taxation is provided for all temporary differences between the carrying amounts of assets and liabilities in the financial statements and the corresponding tax bases. The amount of deferred tax provided is based on the expected manner of realisation or settlement of the carrying amount of assets and liabilities, using tax rates enacted or substantively enacted at the balance sheet date.
A deferred tax asset is recognised only to the extent that it is probable that future taxable profits will be available against which the asset can be utilised. Deferred tax assets are reviewed at each balance sheet date and reduced to the extent that it is no longer probable that the related tax benefit will be realised.
For the defined benefit scheme, the liability is calculated at the present value of the defined benefit obligation at the balance sheet date. The fair values of scheme assets are then deducted. The calculation is performed by a qualified actuary using the projected unit credit method. All actuarial gains and losses are recognised immediately in the Statement of Comprehensive Income ("SOCI"). Further details of the scheme and the valuation methods applied may be found in note 25 on pages 66 to 69.
Defined contribution pension costs are charged to the income statement in the period for which contributions are payable.
In accordance with IFRS 2, the fair value of equity settled share options granted is recognised as an employee expense with a corresponding increase in equity. The fair value is measured as at the date the options are granted and the charge is only amended if vesting does not take place due to non-market conditions not being met. Various option pricing models are used according to the terms of the option scheme under which the options were granted. The fair value is spread over the period during which the employees become unconditionally entitled to the options. The amount recognised as an expense is adjusted to reflect the actual number of options that vest. At the balance sheet date, if it is expected that non-market conditions will not be satisfied, the cumulative expense recognised in relation to the relevant options is reversed.
IFRS 2 has been applied to options granted after 7 November 2002 which had not vested at 1 January 2005.
With respect to share-based payments, a deferred tax asset is recognised on the relevant tax base. The tax base is then compared to the cumulative share-based payment expense recognised in the income statement. Deferred tax arising on the excess of the tax base over the cumulative share-based payment expense recognised in the income statement has been recognised directly in equity outside the SOCI as share-based payments are considered to be transactions with shareholders.
A deferred tax asset relating to awards issued before 7 November 2002, which follow the exemption of IFRS 1 and have not been accounted for under IFRS 2, has been recognised on transition. Subsequent reversal of the deferred tax asset and any excess tax benefits are recognised directly in equity.
Where the Company grants options over its own shares to the employees of its subsidiaries it recognises, in its individual financial statements, an increase in the cost of investment in its subsidiaries equivalent to the equity settled share-based payment charge recognised in its consolidated financial statements, with the corresponding credit being recognised in equity.
Transactions of the Company-sponsored ESOP trust are included in both the Group financial statements and the Company's own financial statements. The purchase of shares in the Company by the trust are charged directly to equity.
Operating lease rentals are charged to the income statement on a straight-line basis over the period of the lease.
Finance income includes interest receivable on bank deposits. Other financial assets relate to the deferred element of revenues receivable from the sale of homes under shared equity schemes. The discounting of these other financial assets produces a notional interest receivable amount and this has been credited to cost of sales in the current year. This amount was credited to finance income in the previous year. The amount relating to the year ended 31 July 2009 has not been restated as it is not considered to be significant.
Finance expenses includes interest on bank borrowings and dividends on redeemable preference shares. The discounting of the deferred payments for land purchases produces a notional interest payable amount and this is also charged to finance expenses.
Exceptional items are those which, in the opinion of the Board, are material by size or nature, non-recurring, and of such significance that they require separate disclosure on the face of the income statement.
Management considers the key estimates and judgements made in the financial statements to be related to:
Inventories are carried at the lower of cost and net realisable value, less payments on account. Net realisable value represents the estimated selling price (in the ordinary course of business) less all estimated costs of completion and overheads. Valuations of site work in progress are carried out at regular intervals and estimates of the cost to complete a site and estimates of anticipated revenues are required to enable a development profit to be determined. Management are required to employ considerable judgement in estimating the profitability of a site and in assessing any impairment provisions which may be required.
For both the years ended 31 July 2010 and 31 July 2009, a full review of inventories has been performed and write downs have been made where cost exceeds net realisable value. Estimated selling prices have been reviewed on a site-by-site basis and selling prices have been amended based on local management and the Board's assessment of current market conditions. For the year ended 31 July 2010 no exceptional charge has resulted from the review. In the year ended 31 July 2009 a total exceptional charge of £66.3 million, made up of £58.9 million from site reviews, and £7.4 million from option cost and part-exchange property write downs, was charged to the income statement.
Whilst management remain cautious, selling prices and volumes have stabilised, however the market remains fragile. Should there be further significant movements in selling prices, either further reductions or a stepped recovery, exceptional charges or credits may be necessary.
The Group has utilised a rate of return on assets and a discount rate having been advised by its actuary. To the extent that such assumed rates are different from what actually transpires, the pension liability of the Group would change.
A certain degree of estimation and judgement is required in establishing the tax figures prior to formal resolution with HMRC. In accordance with the contingent asset rules, detailed in IAS 37, the Group's policy is to be prudent in assessing the level of benefit which may accrue.
The fair value of future anticipated cash receipts takes into account the directors' view of future house price movements, the expected timing of receipts and the likelihood that a purchaser defaults on a repayment. The directors revisit the future anticipated cash receipts from the assets at the end of each reporting period as detailed in note 14 on page 59.
At the date of authorisation of these financial statements, the following relevant Standards and Interpretations, which have not been applied in these financial statements, were in issue and endorsed by the EU but not yet effective:
The Board anticipates that these amendments will be adopted in the Group's financial statements in the year they become effective and that the adoption of these amendments will not have a significant effect on the Group's financial statements.
Of the other IFRSs that are available for early adoption, none are expected to have a material effect on the financial statements.
For the purposes of determining its reportable segments, the Chief Operating Decision Maker ("CODM") has been identified as the Board of Directors. The Board has reviewed the requirements of IFRS 8 "Operating Segments", including consideration of the internal reporting it receives to assess performance and to make decisions on how resources are allocated.
The Board regularly reviews the Group's performance and balance sheet position for its entire operations, which are based in the UK, and receives financial information for the UK as a whole. As a consequence, having carefully considered the requirements of IFRS 8, the Board has concluded that the Group has one reportable segment, which is UK housebuilding.
As there is only one reportable segment whose revenue, profits, expenses, assets, liabilities and cash flows are measured and reported to the CODM, on a basis consistent with the Group financial statements, no additional numerical disclosures are necessary.
Additional information on average selling prices and the unit sales split between north, south, private and social has been included in the Group Finance Director's Review on pages 18 to 21. The Board does not, however, consider these categories to be separate reportable segments as they review the entire operations as a whole, which are based in the UK, when assessing performance and making decisions about the allocation of resources.
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Interest receivable on bank deposits | 1,306 | 1,438 |
| Interest income from financial assets | – | 1,594 |
| Other interest income | 975 | 1,862 |
| Finance income | 2,281 | 4,894 |
| Interest payable on bank loans and overdrafts | 2,154 | 11,857 |
| Interest on deferred term land payables | 4,456 | 5,663 |
| Interest element of movement in pension scheme deficit | 413 | 906 |
| Other interest expense | 181 | 386 |
| Preference dividends | 1,899 | 1,900 |
| Finance expenses | 9,103 | 20,712 |
Group employment costs, including directors, comprised:
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Wages and salaries | 51,463 | 48,028 |
| Social security | 5,240 | 5,069 |
| Pension costs (note 25) | 1,720 | 816 |
| Share-based payments (note 25) | 1,372 | 1,318 |
| 59,795 | 55,231 |
The average number of persons employed by the Group during the year was 1,360 (2009 – 1,240) comprising 464 (2009 – 452) administrative and 896 (2009 – 788) production and others employed in housebuilding and associated trading activities.
Pension costs for the current year are net of a settlement gain of £nil (2009 – £1.348 million).
The executive directors and the Group Company Secretary are the only employees of the Company and the emoluments of the executive directors are disclosed in the Report of the Board on Directors' Remuneration on pages 32 to 39.
Key management personnel remuneration, including directors, comprised:
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Salaries and fees | 2,533 | 2,192 |
| Taxable benefits | 167 | 122 |
| Annual bonus – cash | 1,318 | 335 |
| Pension costs | 46 | 12 |
| Share-based payments | 901 | 1,040 |
| 4,965 | 3,701 |
Key management personnel, as disclosed under IAS 24 "Related party disclosures", comprises the directors and other senior operational management.
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Operating profit/(loss) is stated after charging/(crediting): | ||
| Staff costs (note 3) | 59,795 | 55,231 |
| (Profit)/loss on sale of property, plant and equipment | (184) | 4 |
| Depreciation | 1,659 | 2,190 |
| Hire of plant and machinery | 6,520 | 4,648 |
| Operating lease charges for land and buildings | 1,300 | 1,271 |
| Auditors' remuneration: | ||
| Audit of these financial statements | 29 | 29 |
| Amounts receivable by the auditors and their associates in respect of: | ||
| Audit of financial statements of subsidiaries pursuant to legislation | 183 | 180 |
| Other services relating to taxation | 46 | 84 |
| Pension scheme audit | 5 | 5 |
| Other services | – | 66 |
Amounts paid to the Company's auditors and their associates in respect of services to the Company, other than the audit of the Company's financial statements, have not been disclosed as the information is required instead to be disclosed on a consolidated basis.
Exceptional items are those which, in the opinion of the Board, are material by size or nature, non-recurring, and of such significance that they require separate disclosure on the face of the income statement.
A full review of inventories was performed at 31 July 2010, and the carrying value of land was compared to the net realisable value. Net realisable value represents the estimated selling price (in the ordinary course of business) less all estimated costs of completion and overheads. Estimated selling prices were reviewed on a site by site basis and selling prices were amended based on local management and the Board's assessment of current market conditions. No further exceptional land write downs or land write backs were required as a result of this review.
The exceptional charge of £66.312 million for the year ended 31 July 2009 comprised write downs to net realisable value arising from site reviews (£58.881 million), option costs and related fees (£6.338 million), and part-exchange properties (£1.093 million).
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Current tax expense/(credit): | ||
| UK corporation tax | 6,693 | (6,927) |
| Adjustments in respect of prior years | (1,488) | (2,611) |
| 5,205 | (9,538) | |
| Deferred tax expense/(credit): | ||
| Origination and reversal of temporary differences | 6,768 | (2,317) |
| Reduction in tax rate | 125 | – |
| Adjustments in respect of prior years | (3,478) | 2,748 |
| 3,415 | 431 | |
| Total income tax expense/(credit) in income statement | 8,620 | (9,107) |
| 2010 % |
2010 £000 |
2009 % |
2009 £000 |
|
|---|---|---|---|---|
| Reconciliation of effective tax rate: | ||||
| Profit/(loss) before tax | 44,433 | (36,551) | ||
| Tax calculated at UK corporation tax rate | 28.0 | 12,441 | 28.0 | (10,234) |
| Non-deductible expenses | 2.3 | 1,020 | (3.6) | 1,305 |
| Effect of hybrid rate of tax | – | – | 0.9 | (315) |
| Reduction in tax rate | 0.3 | 125 | – | – |
| Adjustments in respect of prior years – current tax | (3.4) | (1,488) | 7.1 | (2,611) |
| – deferred tax | (7.8) | (3,478) | (7.5) | 2,748 |
| Effective tax rate and tax expense/(credit) for the year | 19.4 | 8,620 | 24.9 | (9,107) |
The deferred tax assets and liabilities held by the Group at the start of the year that are expected to be realised after 31 March 2011 have been revalued at a tax rate of 27%, being the corporation tax rate that was substantively enacted at the balance sheet date, with effect from 1 April 2011.
The effective income tax charge is 19.4% of profit before tax (2009 – 24.9% tax credit of loss before tax) and compares favourably to the Group's standard tax rate for the year of 28.0% (2009 – 28.0%). The lower effective tax rate in the current year is principally due to enhanced claims for qualifying expenditure on remediated land, relating to current and prior periods, which have reduced the overall tax charge by £5.3 million in the year.
The UK corporation tax rate changed from 30% to 28% with effect from 1 April 2008. The hybrid tax rate continued to affect the tax credit for the year ended 31 July 2009 with respect to losses carried back from that period.
The adjustment in respect of the prior years' current and deferred tax has been applied to the pre-exceptional charge in the income statement for the year ended 31 July 2009.
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Deferred tax recognised directly in equity: | ||
| Credit/(charge) relating to equity-settled transactions | 197 | (13) |
| Charge relating to actuarial movement on the defined benefit pension scheme | (582) | (99) |
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Amounts recognised as distributions to equity holders in the year: | ||
| Final dividend for the year ended 31 July 2009 of 6.0p per share (2008 – 6.0p) | 7,238 | 6,897 |
| Interim dividend for the year ended 31 July 2010 of 3.3p per share (2009 – 3.0p) | 3,987 | 3,450 |
| Dividends forfeited | (4) | – |
| 11,221 | 10,347 | |
| Proposed final dividend for the year ended 31 July 2010 of 6.7p per share (2009 – 6.0p) | 8,096 | 7,245 |
The 2010 proposed final dividend is subject to approval by shareholders at the Annual General Meeting on 7 January 2011 and, in accordance with IAS 10, has not been included as a liability in these financial statements.
Basic earnings per ordinary share is calculated by dividing earnings by the weighted average number of ordinary shares in issue during the year (excluding the weighted average number of ordinary shares held by the employee share ownership plans which are treated as cancelled).
Diluted earnings per ordinary share uses the same earnings figure as the basic calculation except that the weighted average number of shares has been adjusted to reflect the dilutive effect of outstanding share options allocated under employee share schemes where the market value exceeds the option price. It is assumed that all dilutive potential ordinary shares are converted at the beginning of the accounting period. Diluted earnings per ordinary share is calculated by dividing earnings by the diluted weighted average number of ordinary shares.
Reconciliations of the earnings and weighted average number of shares used in the calculations are outlined below:
| Pre-exceptional item (1) | Earnings 2010 £000 |
Weighted average number of ordinary shares 2010 no. |
Earnings per share 2010 p |
Earnings/(loss) 2009 £000 |
Weighted average number of ordinary shares 2009 no. |
Earnings/(loss) per share 2009 p |
|---|---|---|---|---|---|---|
| For basic earnings per ordinary share | 35,813 | 120,619,800 | 29.7 | 20,301 | 114,949,883 | 17.7 |
| Dilutive effect of options and awards | 549,620 | (0.1) | 339,658 | (0.1) | ||
| For diluted earnings per ordinary share | 35,813 | 121,169,420 | 29.6 | 20,301 | 115,289,541 | 17.6 |
| Post-exceptional item | ||||||
| For basic earnings per ordinary share | 35,813 | 120,619,800 | 29.7 | (27,444) | 114,949,883 | (23.9) |
| Dilutive effect of options and awards (2) | 549,620 | (0.1) | – | – | ||
| For diluted earnings per ordinary share | 35,813 | 121,169,420 | 29.6 | (27,444) | 114,949,883 | (23.9) |
(1) Exceptional charge of £nil (2009 – £66.3 million) in the current year (note 5) less associated tax credit of £nil (2009 – £18.6 million).
(2) In accordance with IAS 33 potential ordinary shares are only treated as dilutive when their conversion to ordinary shares would increase the loss per share.
| Land and property £000 |
Plant fixtures and fittings £000 |
Total £000 |
|
|---|---|---|---|
| Group | |||
| Cost | |||
| At 1 August 2008 | 6,801 | 18,216 | 25,017 |
| Additions | – | 139 | 139 |
| Disposals | (79) | (3,166) | (3,245) |
| Reclassification | (570) | – | (570) |
| At 1 August 2009 | 6,152 | 15,189 | 21,341 |
| Additions | 101 | 1,662 | 1,763 |
| Disposals | (8) | (2,225) | (2,233) |
| At 31 July 2010 | 6,245 | 14,626 | 20,871 |
| Depreciation | |||
| At 1 August 2008 | 817 | 12,641 | 13,458 |
| Charge for year | 140 | 2,050 | 2,190 |
| On disposals | – | (2,557) | (2,557) |
| At 1 August 2009 | 957 | 12,134 | 13,091 |
| Charge for year | 140 | 1,519 | 1,659 |
| On disposals | – | (2,095) | (2,095) |
| At 31 July 2010 | 1,097 | 11,558 | 12,655 |
| Net book value | |||
| At 31 July 2010 | 5,148 | 3,068 | 8,216 |
| At 31 July 2009 | 5,195 | 3,055 | 8,250 |
| At 31 July 2008 | 5,984 | 5,575 | 11,559 |
Land and property with a book cost of £0.570 million was reclassified from property, plant and equipment to inventories in the previous year. 10 Investment property
Total £000 Group Cost At 1 August 2008 4,092 Additions 3,383 Disposals (98) At 1 August 2009 7,377 Additions 657 Disposals (318) At 31 July 2010 7,716
Investment properties, which represent properties where Bellway has retained an interest in a sold property, are valued under the cost model and are held at cost less accumulated impairment losses. A formal internal valuation of investment properties was carried out at the end of the financial year.
The fair value of investment properties was assessed at £8.238 million (2009 – £7.983 million).
As noted above, the Group assessed the residual values as being highly likely to exceed cost and, in the event that costs exceed residual values, any excess would be viewed as not likely to be material in the Group's financial statements. The Group has determined, therefore, that no depreciation should be charged (2009 – nil).
The investment properties are a proportion of the cost of residential units constructed by the Group, the units being sold under a shared ownership scheme.
The Group and Company have the following investments in subsidiaries and proportionately consolidated jointly controlled entities: Subsidiaries
| Company | Shares in subsidiary undertakings £000 |
|---|---|
| Cost | |
| At 1 August 2009 | 26,788 |
| Additions | 1,372 |
| At 31 July 2010 | 28,160 |
A summary of the principal subsidiary undertakings is given in note 27 on page 72.
| Name | Country of incorporation | Percentage of shares owned directly by Bellway p.l.c. |
|---|---|---|
| Barking Riverside Limited | Great Britain | 51% |
The Group and Company also own 25%–50% of the ordinary share capital of several smaller proportionately consolidated jointly controlled entities. All of these entities are incorporated in Great Britain and registered in England and Wales.
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Non-current assets | 293 | 565 |
| Current assets | 30,682 | 27,816 |
| Non-current liabilities | (5,644) | (471) |
| Current liabilities | (35,297) | (31,793) |
| Net liabilities | (9,966) | (3,883) |
| Income | 1,090 | 1,111 |
| Expenses | (7,173) | (3,845) |
Guarantees relating to the overdrafts of jointly controlled entities have been given by the Company (note 23).
The following are the deferred tax assets/(liabilities) recognised by the Group and the movements thereon during the current and prior year: Group
| – | – | 197 | – | – | – | 197 |
|---|---|---|---|---|---|---|
| – | – | – | – | (582) | ||
| (156) | (399) | (137) | – | (2,104) | (619) | (3,415) |
| 679 | 3,339 | 753 | – | 2,104 | 453 | 7,328 |
| – | – | (13) | – | – | – | (13) |
| – | (99) | – | – | – | – | (99) |
| 192 | (120) | 337 | (3,205) | 2,104 | 261 | (431) |
| 487 | 3,558 | 429 | 3,205 | – | 192 | 7,871 |
| £000 | £000 | £000 | £000 | £000 | £000 | £000 |
| Capital allowances |
Retirement benefit |
Share-based payments |
Land payables |
Losses | Other temporary |
Total |
| obligations – (582) |
differences |
The following is an analysis of the deferred tax balances for financial reporting purposes:
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Capital allowances | 523 | 679 |
| Retirement benefit obligations | 2,358 | 3,339 |
| Share-based payments | 813 | 753 |
| Losses | – | 2,104 |
| Other temporary differences | – | 453 |
| Deferred tax assets | 3,694 | 7,328 |
| Other temporary differences | (166) | – |
| Deferred tax liabilities | (166) | – |
| Net deferred tax asset at 31 July | 3,528 | 7,328 |
There are no deferred tax balances in respect of the Company.
13 Inventories
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Group | ||
| Land | 724,991 | 774,677 |
| Work in progress | 370,911 | 386,570 |
| Showhomes | 37,819 | 42,106 |
| Part-exchange properties | 14,992 | 7,998 |
| 1,148,713 | 1,211,351 |
Inventories of £659.5 million were expensed in the year (2009 – £643.9 million).
In the ordinary course of business inventories have been written down by a net £4.4 million (2009 – £5.7 million) in the year.
There has been no exceptional write down of inventories in the period (2009 – £66.3 million) as outlined in note 5 on page 53.
Land with a carrying value of £26.6 million (2009 – £63.6 million) was used as security for land payables (note 17).
The Company has no inventory.
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Group | ||
| At 1 August | 20,826 | 5,607 |
| Additions | 10,451 | 13,842 |
| Redemptions | (637) | (217) |
| Imputed interest | 2,024 | 1,594 |
| At 31 July | 32,664 | 20,826 |
Other financial assets carried at fair value are categorised as level 3 within the hierarchical classification of IFRS 7 Revised (as defined within the standard).
Other financial assets comprise loans, largely with non fixed repayment dates and variable repayment amounts, provided as part of sales transactions that are secured by way of a second legal charge on the related property. The assets are recorded at fair value, being the estimated amount receivable by the Group, discounted to present day values.
The fair value of future anticipated cash receipts takes into account the directors' view of future house price movements, the expected timing of receipts and the likelihood that a purchaser defaults on a repayment. The directors revisit the future anticipated cash receipts from the assets at the end of each reporting period.
The difference between the anticipated future receipt and the initial fair value is credited over the estimated deferred term to cost of sales (finance income in the previous period – see accounting policies), with the financial asset increasing to its full expected cash settlement value on the anticipated receipt date.
Credit risk, which the directors currently consider to be largely mitigated through holding a second legal charge over the assets, is accounted for in determining present values. The directors review the financial assets for impairment at the end of each reporting period. There were no indicators of impairment at 31 July 2010 (2009 – nil). None of the other financial assets are past their due dates (2009 – nil).
At initial recognition, the fair value of the assets is calculated using a discount rate, appropriate to the class of assets, which reflects market conditions at the date of entering into the transaction. The directors consider at the end of each reporting period whether the initial market discount rate still reflects up to date market conditions. If a revision is required, the fair value of the asset is re-measured at the present value of the revised future cash flows using this revised discount rate; the difference between this value and the carrying value of the asset is recorded against the carrying value of the asset and recognised directly in the Statement of Comprehensive Income.
The directors considered that there was no material difference between the carrying value and the fair value of the assets at 31 July 2010 or 31 July 2009 and accordingly have not recognised any movements directly within the Statement of Comprehensive Income to date.
| Group 2010 £000 |
Group 2009 £000 |
Company 2010 £000 |
Company 2009 £000 |
|
|---|---|---|---|---|
| Trade receivables | 13,000 | 11,032 | – | – |
| Other receivables | 28,838 | 27,166 | – | – |
| Amounts owed by Group undertakings | – | – | 683,173 | 703,617 |
| Prepayments and accrued income | 3,963 | 3,551 | – | – |
| 45,801 | 41,749 | 683,173 | 703,617 |
The Group assesses the ageing of trade receivables in terms of whether amounts are receivable in less than one year or more than one year. None of the trade receivables are past their due dates (2009 – nil).
Other receivables due within one year include £8.733 million (2009 – £4.096 million) in relation to VAT recoverable.
Non-current liabilities
| Group 2010 £000 |
Group 2009 £000 |
Company 2010 £000 |
Company 2009 £000 |
|
|---|---|---|---|---|
| Bank loans | 80,000 | 80,000 | – | – |
| Preference shares (see note below) | 20,000 | 20,000 | 20,000 | 20,000 |
| 100,000 | 100,000 | 20,000 | 20,000 |
| Group 2010 £000 |
Group 2009 £000 |
Company 2010 £000 |
Company 2009 £000 |
|
|---|---|---|---|---|
| Authorised, allotted, called up and fully paid | ||||
| Number | ||||
| 20,000,000 at 1 August 2009 and 31 July 2010 | 20,000 | 20,000 | 20,000 | 20,000 |
With regard to the 9.5% cumulative redeemable preference shares 2014 of £1 each the following rights are attached:
(a) The holders are entitled to a preferential fixed cumulative dividend at an annual rate of 9.5% payable half yearly on 6 April and 6 October.
| Group 2010 £000 |
Group 2009 £000 |
Company 2010 £000 |
Company 2009 £000 |
|
|---|---|---|---|---|
| Land payables | 16,884 | 26,379 | – | – |
| Other payables | 2,834 | – | – | – |
| Accrued expenses and deferred income | 581 | 475 | – | – |
| 20,299 | 26,854 | – | – |
Land payables of £3.972 million (2009 – £6.246 million) are secured on the land to which they relate. The carrying value of the land used for security is £3.378 million (2009 – £6.246 million).
| Group 2010 £000 |
Group 2009 £000 |
Company 2010 £000 |
Company 2009 £000 |
|
|---|---|---|---|---|
| Trade payables | 67,973 | 52,610 | – | – |
| Land payables | 44,969 | 83,588 | – | – |
| Social security and other taxes | 2,246 | 1,712 | – | – |
| Other payables | 18,830 | 15,454 | 243 | 257 |
| Accrued expenses and deferred income | 42,901 | 49,713 | 601 | 601 |
| Payments on account | 48,733 | 43,070 | – | – |
| 225,652 | 246,147 | 844 | 858 |
Land payables of £24.321 million (2009 – £50.473 million) are secured on the land to which they relate. The carrying value of the land used for security is £23.257 million (2009 – £57.354 million)
The Group's financial instruments comprise cash, bank loans and overdrafts and various items such as trade receivables and trade payables that arise directly from its operations. The main objective of the Group's policy towards financial instruments is to maximise returns on the Group's cash balances, manage the Group's working capital requirements and finance the Group's ongoing operations.
The Company's only financial instruments are cash and Preference Shares.
The Board's policy is to maintain a strong capital base to underpin the future development of the business in order to deliver value to shareholders. The Group finances its operations through retained earnings, bank borrowings and the management of working capital. From time to time, the trustees of the Bellway Employee Share Trust (1992) (the "Trust") also purchase shares for the future satisfaction of employee share options.
On 6 August 2009 the Group announced the successful placing of 5,747,648 new ordinary shares of 12.5p each representing approximately 5.0% of the Group's issued ordinary share capital prior to the Placing (note 19).
The main risks associated with the Group's financial instruments have been identified as credit risk, liquidity risk and interest rate risk. The Board is responsible for managing these risks and the policies adopted, which have remained largely unchanged during the year, are set out below.
The Group's exposure to credit risk is limited by the fact that the Group generally receives cash at the point of legal completion of its sales.
There is no specific concentration of credit risk in respect of home sales as the exposure is spread over a number of customers. In respect of trade receivables and other financial assets, the amounts presented in the balance sheet are stated after adjusting for any doubtful receivables, based on the judgement of the Group's management through using both previous experience and knowledge of the current position (see note 15). In managing risk the Group assesses the credit risk of its counterparties before entering into a transaction. No credit limits were exceeded during the reporting period or subsequently and the Group does not anticipate any losses from non-performance by these counterparties. In relation to land payables, certain payables are secured on the respective land asset held (see note 17). No other security is held against any other financial assets of the Group.
The Board considers the Group's exposure to credit risk to be acceptable and normal for an entity of its size given the industry in which it operates.
The Group finances its operations through a mixture of equity (comprising share capital, reserves and retained earnings) and debt (comprising bank overdraft facilities and borrowings). The Group manages its liquidity risk by monitoring existing facilities and cash flows against forecast requirements based on a two year rolling cash forecast.
The Group's banking arrangements outlined below are considered to be adequate in terms of flexibility and liquidity for its medium-term cash flow needs therefore mitigating the Group's liquidity risk.
Interest rate risk reflects the Group's exposure to fluctuations to interest rates in the market. The risk arises because the Group's overdraft and floating rate bank loans bear interest based on either LIBOR or the Bank of England base rate.
For the year ended 31 July 2010 it is estimated that an increase of 1% in interest rates applying for the full year would increase the Group's profit before tax by £0.4 million (2009 – decrease the Group's profit before tax by £1.8 million).
The Group is affected by movements in UK house prices. These in turn are affected by factors such as credit availability, employment levels, interest rates, consumer confidence and supply of land with planning.
Whilst it is not possible for the Group to fully mitigate housing market risk on a national macroeconomic basis the Group does continually monitor its geographical spread within the UK, seeking to balance investment in areas offering the best immediate returns with a long-term spread of its operations throughout the UK to minimise the effect of local microeconomic fluctuations.
The Group sometimes acquires land on deferred payment terms. In accordance with IAS 39 the deferred creditor is recorded at fair value being the price paid for the land discounted to present day. The difference between the nominal value and the initial fair value is amortised over the deferred term to finance expenses, increasing the land creditor to its full cash settlement value on the payment date.
The maturity profile of the total contracted cash payments in respect of amounts due on land creditors at the balance sheet date is as follows:
| Balance at 31 July £000 |
Total contracted cash payment £000 |
Within one year or on demand £000 |
1–2 years £000 |
2–5 years £000 |
More than 5 years £000 |
|
|---|---|---|---|---|---|---|
| At 31 July 2010 | 61,853 | 65,818 | 45,790 | 7,874 | 7,064 | 5,090 |
| At 31 July 2009 | 109,967 | 113,474 | 85,341 | 21,230 | 6,752 | 151 |
The maturity profile of the total contracted payments in respect of financial liabilities (excluding amounts due on land creditors shown separately above) is as follows:
| Balance at 31 July £000 |
Total contracted cash payment £000 |
Within one year or on demand £000 |
1–2 years £000 |
2–5 years £000 |
More than 5 years £000 |
|
|---|---|---|---|---|---|---|
| Bank loans – floating rates | 80,000 | 83,480 | 1,030 | 15,990 | 66,460 | – |
| Preference shares | 20,000 | 27,600 | 1,900 | 1,900 | 23,800 | – |
| Trade and other payables | 91,883 | 91,883 | 89,049 | – | – | 2,834 |
| At 31 July 2010 | 191,883 | 202,963 | 91,979 | 17,890 | 90,260 | 2,834 |
| Bank loans – floating rates | 80,000 | 84,521 | 1,030 | 1,030 | 62,262 | 20,199 |
| Preference shares | 20,000 | 29,500 | 1,900 | 1,900 | 25,700 | – |
| Trade and other payables | 69,776 | 69,776 | 69,776 | – | – | – |
| At 31 July 2009 | 169,776 | 183,797 | 72,706 | 2,930 | 87,962 | 20,199 |
The interest rates on the preference shares apply to the whole term of the relevant instruments.
The imputed interest rate on land payables reflects market interest rates available to the Group on floating rate bank loans at the time of acquiring the land.
At the year end, the Group had £225.0 million (2009 – £290.0 million) of undrawn bank facilities available.
The Company's only financial liabilities are preference shares as disclosed in the maturity profile above.
This comprises cash held by the Group and short-term bank deposits with a maturity date of less than one month.
The amounts of cash and cash equivalents for the years ended 31 July 2010 and 31 July 2009 for both the Group and the Company are shown in note 22.
At 31 July 2010 the average interest rate earned on the temporary closing cash balance was 1.32% (2009 – 0.22%).
The carrying amount of these assets approximates their fair value.
Fair values
Financial assets
The carrying values of financial assets is not materially different to their fair values.
Financial liabilities
A comparison of the book values and fair values of the Group's fixed rate preference shares and floating rate bank loans at 31 July is as follows:
| 2010 £000 Book value |
2010 £000 Fair value |
2009 £000 Book value |
2009 £000 Fair value |
|
|---|---|---|---|---|
| Preference shares – fixed rate | 20,000 | 21,800 | 20,000 | 21,500 |
| Bank loans – floating rate | 80,000 | 75,275 | 80,000 | 70,983 |
The fair value of the fixed rate preference shares is based on quoted mid-market prices at 31 July.
In aggregate, the fair values of the Group's other financial assets and liabilities are not materially different from their book value.
| Group 2010 £000 |
Group 2009 £000 |
Company 2010 £000 |
Company 2009 £000 |
|
|---|---|---|---|---|
| Other financial assets | 32,664 | 20,826 | – | – |
| Loans and receivables | 41,838 | 48,045 | – | – |
| Cash and cash equivalents | 145,689 | 43,210 | 48,856 | 4,953 |
| Financial liabilities at amortised cost | (257,159) | (280,218) | (20,243) | (20,257) |
| (36,968) | (168,137) | 28,613 | (15,304) |
| Group and Company | |
|---|---|
| ------------------- | -- |
| 2010 Number 000 |
2010 £000 |
2009 Number 000 |
2009 £000 |
|
|---|---|---|---|---|
| Authorised | ||||
| Ordinary shares of 12.5p each | 146,000 | 18,250 | 146,000 | 18,250 |
| Allotted, called up and fully paid equity | ||||
| At 1 August 2009 | 115,006 | 14,375 | 114,951 | 14,372 |
| Issued on exercise of options | 78 | 10 | 55 | 3 |
| Issued for cash in respect of share placing | 5,748 | 718 | – | – |
| At 31 July 2010 | 120,832 | 15,103 | 115,006 | 14,375 |
On 6 August 2009 the Group announced the successful placing of 5,747,648 new ordinary shares of 12.5p each (the "Placing Shares") at a price of 779p per Placing Share, raising gross proceeds of £44.774 million (£43.658 million net of issue costs). The Placing Shares issued represent approximately 5.0% of the Company's issued ordinary share capital prior to the Placing.
The Placing Shares are credited as fully paid and rank equally in all respects with the existing ordinary shares, including the right to receive all dividends and other distributions declared, made or paid in respect of such shares after the date of the issue of the Placing Shares.
Share options
At 31 July 2010 all outstanding options to purchase ordinary shares in Bellway p.l.c., in accordance with the terms of the applicable schemes, were as follows:
| Grant date |
Number of shares |
Exercise price (p) |
Dates from which exercisable |
Expiry date |
|
|---|---|---|---|---|---|
| (a) Bellway p.l.c. (1995) Employee Share Option Scheme | |||||
| 25 April 2001 | 3,500 | 409.30 | 25 April 2004 | to | 24 April 2011 |
| 18 April 2002 | 7,600 | 474.00 | 18 April 2005 | to | 17 April 2012 |
| 13 May 2003 | 20,743 | 524.00 | 13 May 2006 | to | 12 May 2013 |
| 10 May 2004 | 2,500 | 712.50 | 10 May 2007 | to | 9 May 2014 |
| 17 November 2004 | 120,650 | 716.00 | 17 November 2007 | to | 16 November 2014 |
| 154,993 | |||||
| (b) Bellway p.l.c. (1996) Employee Share Option Scheme | |||||
| 25 April 2001 | 500 | 409.30 | 25 April 2004 | to | 24 April 2011 |
| 18 April 2002 | 3,700 | 474.00 | 18 April 2005 | to | 17 April 2012 |
| 13 May 2003 | 6,650 | 524.00 | 13 May 2006 | to | 12 May 2013 |
| 23 October 2003 | 6,500 | 621.50 | 24 October 2006 | to | 23 October 2013 |
| 10 May 2004 | 3,500 | 712.50 | 10 May 2007 | to | 9 May 2014 |
| 17 November 2004 | 93,550 | 716.00 | 17 November 2007 | to | 16 November 2014 |
| 31 October 2005 | 274,150 | 844.00 | 31 October 2008 | to | 30 October 2015 |
| 16 May 2006 | 750 | 1122.00 | 16 May 2009 | to | 15 May 2016 |
| 389,300 | |||||
| (c) Bellway p.l.c. (2005) Employee Share Option Scheme | |||||
| 31 October 2005 | 84,650 | 844.00 | 31 October 2008 | to | 30 October 2015 |
| 7 February 2007 | 10,700 | 1470.00 | 7 February 2010 | to | 6 February 2017 |
| 95,350 | |||||
| (d) Bellway p.l.c. (2007) Employee Share Option Scheme | |||||
| 7 February 2007 | 26,300 | 1470.00 | 7 February 2010 | to | 6 February 2017 |
| 26,300 | |||||
| (f) Bellway p.l.c. (2003) Savings Related Share Option Scheme | |||||
| 19 November 2004 | 491 | 537.60 | 1 February 2010 | to | 31 July 2010 |
| 15 November 2005 | 15,898 | 676.00 | 1 February 2011 | to | 31 July 2011 |
| 14 November 2006 | 8,201 | 1092.00 | 1 February 2010 | to | 31 July 2010 |
| 14 November 2006 | 3,410 | 1092.00 | 1 February 2012 | to | 31 July 2012 |
| 13 November 2007 | 11,305 | 847.20 | 1 February 2011 | to | 31 July 2011 |
| 13 November 2007 | 3,722 | 847.20 | 1 February 2013 | to | 31 July 2013 |
| 13 November 2008 | 601,844 | 336.00 | 1 February 2012 | to | 31 July 2012 |
| 13 November 2008 | 265,294 | 336.00 | 1 February 2014 | to | 31 July 2014 |
| 11 November 2009 | 81,228 | 661.60 | 1 February 2013 | to | 31 July 2013 |
| 11 November 2009 | 24,816 | 661.60 | 1 February 2015 | to | 31 July 2015 |
| 1,016,209 | |||||
| Total | 1,682,152 |
Details of directors' share options are contained within the Report of the Board on Directors' Remuneration on pages 32 to 39.
The Group and Company holds shares within the Bellway Employee Share Trust (1992) (the "Trust") for participants of certain share-based payment schemes as outlined in note 25. During the period the Trust made a market purchase of 248,955 shares at an average price of 714p and transferred 148,955 shares to employees. The number of shares held within the Trust, and on which dividends have been waived, at 31 July 2010 was 100,000 (2009 – nil). These shares are held within the financial statements at a cost of £0.601 million (2009 – £nil). The market value of these shares at 31 July 2010 was £0.580 million (2009 – £nil).
The Board considers that the Company has de-facto control over the Trust. Included within the Company's purchase of own shares in the period of £7.5 million, an amount of £5.7 million relates to the cumulative cost of transactions within the Trust at 31 July 2009, with the balance of £1.8 million relating to transactions within the period.
As permitted by section 408 of the Companies Act 2006, the Company's income statement has not been included in these financial statements. The Company's loss for the financial year was £1.913 million (2009 – £1.873 million).
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Increase/(decrease) in net cash and cash equivalents | 102,479 | (66,103) |
| Decrease in bank loans | – | 247,000 |
| Decrease in net debt from cash flows | 102,479 | 180,897 |
| Net debt at 1 August | (56,790) | (237,687) |
| Net cash/(debt) at 31 July | 45,689 | (56,790) |
| Net cash/(debt) at 31 July | 28,856 | (15,047) |
|---|---|---|
| Net debt at 1 August | (15,047) | (14,861) |
| Increase/(decrease) in net cash and cash equivalents | 43,903 | (186) |
| 2010 £000 |
2009 £000 |
Group
| At 1 August 2009 £000 |
Cash flows £000 |
At 31 July 2010 £000 |
|
|---|---|---|---|
| Cash and cash equivalents | 43,210 | 102,479 | 145,689 |
| Bank loans | (80,000) | – | (80,000) |
| Preference shares redeemable after more than one year | (20,000) | – | (20,000) |
| Net (debt)/cash | (56,790) | 102,479 | 45,689 |
| At 1 August 2009 £000 |
Cash flows £000 |
At 31 July 2010 £000 |
|
|---|---|---|---|
| Cash and cash equivalents | 4,953 | 43,903 | 48,856 |
| Preference shares redeemable after more than one year | (20,000) | – | (20,000) |
| Net (debt)/cash | (15,047) | 43,903 | 28,856 |
The Company is liable, jointly and severally with other members of the Group, under guarantees given to the Group's bankers in respect of overdrawn balances on certain Group bank accounts and in respect of other overdrafts, loans and guarantees given by the banks to or on behalf of other Group undertakings. At 31 July 2010 there were bank overdrafts of £nil (2009 – £nil) and loans of £80.0 million (2009 – £80.0 million). The Company has given performance and other trade guarantees on behalf of subsidiary undertakings. The Company has guaranteed the overdrafts of associated undertakings up to a maximum of £7.5 million (2009 – £7.5 million).
| Group | ||
|---|---|---|
| 2010 £000 |
2009 £000 |
|
| Capital commitments | ||
| Contracted not provided | 187 | – |
| Authorised not contracted | 65 | – |
At the balance sheet date, the Group had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which expire as follows:
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Expiring within one year | 79 | 88 |
| Expiring within the second to fifth years | 3,157 | 3,218 |
| Expiring in more than five years | 1,590 | 2,510 |
| 4,826 | 5,816 |
Operating lease payments principally relate to rents payable by the Group for office premises. These leases are subject to periodic rent reviews.
The commitments of the Company were £nil (2009 – £nil).
The Group sponsors the Bellway p.l.c. 1972 Pension and Life Assurance Scheme (the "Scheme") which has a funded defined benefit arrangement which is closed to new members and to future service accrual. The last full actuarial valuation of the Scheme was carried out by a qualified independent actuary as at 1 August 2008 and updated on an approximate basis to 31 July 2010.
The Group also sponsors the Bellway plc 2008 Group Self Invested Personal Pension Plan ("GSIPP") which is a defined contribution contract-based arrangement.
Contributions of £1.763 million (2009 – £1.393 million) were charged to the income statement for the defined contribution section of the Scheme.
With regard to the Scheme, the regular contributions made by the employer over the financial year were £nil (2009 – £0.179 million). The employer also paid special contributions amounting to £1.668 million (2009 – £0.581 million). Expenses were paid in addition.
It is the policy of the Group to recognise all actuarial gains and losses in the year in which they occur outside the income statement and in the statement of comprehensive income.
Insured pensions and defined contributions have been excluded from the assets and liabilities.
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Present value of defined benefit obligation | (41,896) | (39,870) |
| Fair value of Scheme assets | 33,160 | 27,945 |
| Deficit in Scheme | (8,736) | (11,925) |
As all actuarial gains and assets are recognised, the deficits shown above are those recognised in the balance sheet.
This best estimate of contributions to be paid to the Scheme for the year ending 31 July 2011 is £nil (2010 – £1.668 million).
Reconciliation of opening and closing balances of the present value of the defined benefit obligation:
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Defined benefit obligation at start of year | 39,870 | 47,472 |
| Current service cost | (43) | 199 |
| Interest cost | 2,277 | 2,822 |
| Contributions by scheme participants | – | 16 |
| Actuarial loss/(gain) | 987 | (4,350) |
| Benefit paid, death in service insurance premiums and expenses | (1,195) | (1,711) |
| Settlement | – | (5,150) |
| Past service cost | – | 572 |
| Defined benefit obligation at end of year | 41,896 | 39,870 |
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Fair value of assets at start of year | 27,945 | 34,763 |
| Expected return on assets | 1,864 | 1,916 |
| Actuarial gains/(losses) | 2,878 | (3,997) |
| Contributions by employer | 1,668 | 760 |
| Contributions by scheme participants | – | 16 |
| Benefit paid, death in service insurance premiums and expenses | (1,195) | (1,711) |
| Settlement | – | (3,802) |
| Fair value of assets at end of year | 33,160 | 27,945 |
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Current service (income)/cost | (43) | 199 |
| Interest on liabilities | 2,277 | 2,822 |
| Expected return on assets | (1,864) | (1,916) |
| Settlement | – | (1,348) |
| Past service cost | – | 572 |
| Total expense | 370 | 329 |
Of the total expense, income of £0.043 million (2009 – £0.577 million) is recognised within administrative expenses and an expense of £0.413 million (2009 – £0.906 million) is recognised within finance expenses.
Gains/(losses) recognised in the statement of comprehensive income:
| 2010 £000 |
2009 £000 |
2010 % |
2009 % |
|
|---|---|---|---|---|
| Difference between expected and actual return on Scheme assets |
2,878 | (3,997) | 9 | (14) of Scheme assets |
| Experience gains and losses arising on the Scheme liabilities |
813 | 5,351 | (2) | (13) of the present value of Scheme liabilities |
| Effects of changes in the demographic and financial assumptions underlying the present value of the |
||||
| Scheme liabilities | (1,800) | (1,001) | 4 | 3 of the present value of Scheme liabilities |
| Total gain recognised in statement of | ||||
| comprehensive income | 1,891 | 353 | (5) | (1) of the present value of Scheme liabilities |
The cumulative amount of actuarial gains and losses recognised in the statement of comprehensive income since adoption of IAS 19 is a loss of £14.081 million.
The fair value of Scheme assets is:
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Equities | 21,578 | 15,206 |
| Bonds | 11,075 | 11,715 |
| Cash | 507 | 1,024 |
| Total | 33,160 | 27,945 |
None of the fair values of the assets shown above include any of the Group's own financial instruments or any property occupied by, or other assets used by, the Group.
The expected long-term return on cash is related to bank base rates at the balance sheet date. The expected return on bonds is determined by reference to UK long dated gilt and bond yields at the balance sheet date. The expected rate of return on equities has been determined by setting an appropriate risk premium above gilt/bond yields having regard to market conditions at the balance sheet date.
The expected long-term rates of return are as follows:
| Period commencing 1 August 2009 % per annum |
Period commencing 1 August 2008 % per annum |
|
|---|---|---|
| Equities | 7.50 | 6.30 |
| Bonds | 5.65 | 4.80 |
| Cash | 4.50 | 5.00 |
| Overall for Scheme | 6.61 | 5.60 |
The actual return on the Scheme assets over the year ended 31 July 2010 was 16.97% (31 July 2009 – reduction of 4.70%).
| 2010 % per annum |
2009 % per annum |
|
|---|---|---|
| Inflation | 3.45 | 3.70 |
| Salary increases | 4.45 | 4.70 |
| Rate of discount | 5.35 | 5.80 |
| Allowance for pension in payment increases of RPI or 2.5% p.a. if less | – | – |
| Allowance for pension in payment increases of RPI or 5% p.a. if less | 3.45 | 3.70 |
| Allowance for revaluation of deferred pensions of RPI or 5% p.a. if less | 3.45 | 3.70 |
| Allowance for commutation of pension for cash at retirement | – | – |
The mortality assumptions adopted at 31 July 2010 are based on the PA00 tables using the long cohort improvements and allow for future improvement in mortality. The tables used imply the following life expectancies at age 65:
| Male retiring at age 65 in 2010 | 23.1 years |
|---|---|
| Female retiring at age 65 in 2010 | 25.6 years |
| Male retiring at age 65 in 2030 | 25.1 years |
| Female retiring at age 65 in 2030 | 27.5 years |
| 2010 £000 |
2009 £000 |
2008 £000 |
2007 £000 |
2006 £000 |
|
|---|---|---|---|---|---|
| Fair value of assets | 33,160 | 27,945 | 34,763 | 49,545 | 41,622 |
| Defined benefit obligation | (41,896) | (39,870) | (47,472) | (51,531) | (53,338) |
| Deficit in Scheme | (8,736) | (11,925) | (12,709) | (1,986) | (11,716) |
| Experience adjustment on Scheme liabilities | 813 | 5,351 | (1,001) | (967) | (543) |
| Experience adjustment on Scheme assets | 2,878 | (3,997) | (6,248) | 1,262 | 1,435 |
| Effects of changes in the demographic and financial assumptions underlying the present value of the |
|||||
| plan liabilities | (1,800) | (1,001) | (7,102) | 4,973 | (3,095) |
Share-based payments
The Group operates a long-term incentive plan ("LTIP"), an annual bonus scheme, employee share option schemes ("ESOS") and Savings Related Share Option Schemes ("SRSOS") all of which are detailed below. IFRS 2 has been applied to options granted after 7 November 2002, which had not vested at 1 January 2005.
Awards under the LTIP have been made to executive directors and the company secretary, with awards under the annual bonus scheme also made to senior employees. The awards take the form of ordinary shares in the Company.
Share options issued under the Bellway p.l.c. (1995) Employee Share Option Scheme ("1995 ESOS") have been granted to employees at all levels as well as to executive directors. The last tranche of shares was awarded to directors in October 2003. No further options may be granted under this scheme. Options issued under the Bellway p.l.c. (1996) Employee Share Option Scheme ("1996 ESOS") have been granted to employees at all levels as well as to executive directors. The last tranche of shares was awarded to employees in May 2006. No further options may be granted under this scheme. The Bellway p.l.c. (2005) Employee Share Option Scheme ("2005 ESOS") replaces the 1995 ESOS. Awards may be granted on a discretionary basis to employees at all levels as well as to executive directors and are subject to performance conditions. The Bellway p.l.c. (2007) Employee Share Option Scheme ("2007 ESOS") replaces the 1996 ESOS. It is an unapproved discretionary scheme which provides for the grant of options over ordinary shares to employees and executive directors. It is, however, the current intention that no executive directors of the Company should be granted options under the scheme. Awards will be available to vest after three years, subject to objective performance targets.
Options issued under the SRSOS are offered to all employees including the executive directors.
An outline of the performance conditions in relation to the above Schemes is detailed under the long-term incentive scheme section on pages 34 and 38 within the Report of the Board on Directors' Remuneration.
For awards made prior to 16 January 2008, vesting of awards under the LTIP is dependent upon total shareholder return of the Group measured against relevant comparator companies as detailed on page 38 within the Report of the Board on Directors' Remuneration. For awards made on 16 January 2008, vesting of awards is dependent upon two conditions, total shareholder return and return on capital employed. For awards made on 4 November 2008 and 29 October 2009, vesting of awards is dependent only on total shareholder return as detailed on page 38 within the Report of the Board on Directors' Remuneration.
With regard to the annual bonus scheme, for awards up to and including those for the year ended 31 July 2006, one half was payable in November each year following the announcement of the Group's annual results. The other half was used to acquire Bellway shares at the prevailing market value. These shares are held in the Bellway Employee Share Trust (1992) for three years. The shares can then be transferred into the employee's name. In addition, various small share awards were made for years 2003 through to 2007 to employees, mainly at divisional management level. These awards mainly had three year vesting periods. Awards to executive directors and to the company secretary in relation to the year ended 31 July 2007, and subsequent years, are made in cash with no compulsory deferral element.
Share-based payments have been valued by an external third party using various models detailed below, based on publicly available market data at the time of the grant, which the directors consider to be the most appropriate method of determining their fair value.
The number and weighted average exercise price of share-based payments is as follows:
| 2010 Number of options |
2009 Number of options |
|
|---|---|---|
| Outstanding at the beginning of the year | 571,747 | 531,131 |
| Granted during the year | 197,335 | 240,799 |
| Exercised during the year | (148,495) | (200,183) |
| Outstanding at the end of the year | 620,587 | 571,747 |
| Exercisable at the end of the year | 3,000 | 1,000 |
The options outstanding at 31 July 2010 have a weighted average contractual life of 1.3 years (2009 – 1.5 years). The weighted average share price at the date of exercise for share options exercised during the year was 765.5p (2009 – 515.4p).
| 2010 Number of options |
2009 Number of options |
|
|---|---|---|
| Outstanding at the beginning of the year | 1,815,198 | 1,474,148 |
| Granted during the year | 111,531 | 970,830 |
| Lapsed during the year | (83,383) | – |
| Forfeited during the year | (83,400) | (575,210) |
| Exercised during the year | (77,794) | (54,570) |
| Outstanding at the end of the year | 1,682,152 | 1,815,198 |
| Exercisable at the end of the year | 676,312 | 756,143 |
The options outstanding at 31 July 2010 have an exercise price in the range of 336.0p to 1,470.0p (2009 – 336.0p to 1,470.0p) and have a weighted average contractual life of 3.5 years (2009 – 3.4 years). The weighted average share price at the date of exercise for share options exercised during the year was 681.3p (2009 – 677.4p).
For the LTIP, a Monte Carlo simulation method is used which allows the Group's performance, in terms of total shareholder return, to be measured against its comparator companies. Individual share price volatilities are calculated for each of the comparator companies. A correlation assumption, appropriate to the building sector, is also used.
In the case of the deferred element of the annual bonus, a simplified Black Scholes method is applied with an exercise price and dividend yield of zero. This is because no performance conditions attach to the award and no dividends are credited to the individual. The result is that the fair value equates to the face value of the award.
The Black Scholes method is used for the SRSOS due to the relatively short exercise window of six months.
For the 1995, 1996, 2005 and 2007 ESOSs, a lattice method is used which enables early exercise behaviour to be modelled in a more sophisticated manner than under Black Scholes.
The fair value of services received in return for share options granted are measured by reference to the fair value of the share options granted. The inputs into the models for the various grants in the current and previous year were as follows:
| November 2009 |
November 2009 |
October 2009 |
November 2008 |
November 2008 |
November 2008 |
|
|---|---|---|---|---|---|---|
| Scheme description | 3 year SRSOS | 5 year SRSOS | LTIP | 3 year SRSOS | 5 year SRSOS | LTIP |
| Grant date | 11 Nov 2009 | 11 Nov 2009 | 29 Oct 2009 | 13 Nov 2008 | 13 Nov 2008 | 4 Nov 2008 |
| Risk free interest rate | 2.1% | 2.9% | 0% | 2.90% | 3.50% | 0% |
| Exercise price | 661.6p | 661.6p | – | 336.0p | 336.0p | – |
| Share price at date of grant | 750.5p | 750.5p | 715p | 515p | 515p | 576p |
| Expected dividend yield | 3.00% | 3.00% | 3.00% | 4.50% | 4.50% | 4.00% |
| Expected life | 3 years 2 months |
5 years 2 months |
3 years | 3 years 2 months |
5 years 2 months |
3 years |
| Vesting date | 1 Feb 2013 | 1 Feb 2015 | 29 Oct 2012 | 1 Feb 2012 | 1 Feb 2014 | 4 Nov 2011 |
| Expected volatility | 55% | 45% | 55% | 50% | 40% | 50% |
| Fair value of option | 284p | 279p | 360p | 212p | 195p | 395.0p |
The expected volatility for all models was determined by considering the volatility levels historically for the Group. Volatility levels for more recent years were considered to have more relevance than earlier years for the period reviewed.
The Group recognised total expenses of £1.372 million (2009 – £1.318 million) in relation to equity-settled share-based payment transactions.
Transactions between fellow subsidiaries, which are related parties, have been eliminated on consolidation and are not disclosed.
Group
During the year the Group entered into the following related party transactions with its jointly controlled entities:
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Invoiced to jointly controlled entities in respect of accounting, management fees, interest on loans, land purchases and infrastructure works |
850 | 1,525 |
| Invoiced from jointly controlled entities in respect of fees, land purchases and infrastructure works | (929) | (1,555) |
| Amounts owed to jointly controlled entities in respect of land purchases and management fees at the year end |
(440) | – |
| Amounts owed by jointly controlled entities in respect of accounting, management fees, interest, land purchases and infrastructure works |
34,703 | 31,577 |
During the year the Company entered into the following related party transactions with its subsidiaries and jointly controlled entities:
| 2010 £000 |
2009 £000 |
|
|---|---|---|
| Amounts received in the year from subsidiaries in respect of dividends and shares issued | 435 | 276 |
| Amounts paid in the year by subsidiaries on behalf of the Company in respect of dividends and finance expenses |
(13,380) | (12,236) |
| Amounts owed by subsidiaries in respect of dividends and shares issued net of amounts paid on behalf of the Company |
683,173 | 703,617 |
The Company owns the whole of the ordinary share capital of the following active subsidiary undertakings incorporated in Great Britain, registered in England and Wales and engaged in housebuilding and associated activities.
Bellway Homes Limited
Bellway Properties Limited
Bellway (Services) Limited
Litrose Investments Limited
Bellway Financial Services Limited
Bellway Housing Trust Limited
The Victoria Dock Company Limited (60% owned)*
* These shares are held indirectly.
| 2006 £m |
2007 £m |
2008 £m |
2009 £m |
2010 £m |
|
|---|---|---|---|---|---|
| Income statement | |||||
| Revenue | 1,240.2 | 1,354.0 | 1,149.5 | 683.8 | 768.3 |
| Operating profit | 239.3 | 253.0 | 185.1* | 45.6* | 51.3 |
| Exceptional items | – | – | (130.9) | (66.3) | – |
| Net finance expenses | (18.4) | (17.9) | (19.1) | (15.8) | (6.9) |
| Share of losses of associates | (0.2) | (0.3) | (0.3) | – | – |
| Profit/(loss) before taxation | 220.7 | 234.8 | 34.8 | (36.5) | 44.4 |
| Income tax (expense)/credit | (65.0) | (68.1) | (7.8) | 9.1 | (8.6) |
| Profit/(loss) for the year (all attributable to equity holders of the parent) |
155.7 | 166.7 | 27.0 | (27.4) | 35.8 |
| Balance sheet | |||||
| ASSETS | |||||
| Non-current assets | 31.4 | 28.1 | 29.3 | 43.8 | 52.3 |
| Current assets | 1,462.8 | 1,608.5 | 1,667.7 | 1,306.2 | 1,340.2 |
| LIABILITIES | |||||
| Non-current liabilities | (194.7) | (126.9) | (359.0) | (138.8) | (129.2) |
| Current liabilities | (396.0) | (473.9) | (336.9) | (246.2) | (228.5) |
| EQUITY | |||||
| Total equity | 903.5 | 1,035.8 | 1,001.1 | 965.0 | 1,034.8 |
| Statistics | |||||
| Dividend per ordinary share | 34.5p | 43.125p | 24.1p | 9.0p | 10.0p |
| Basic earnings/(loss) per ordinary share | 137.5p | 146.1p | 23.6p | (23.9)p | 29.7p |
| Number of homes sold | 7,117 | 7,638 | 6,556 | 4,380 | 4,595 |
| Average price of new homes | £169.0k | £173.3k | £169.9k | £154.0k | £163.2k |
| Operating margin | 19.3% | 18.7% | 16.1%* | 6.7%* | 6.7% |
| Net assets per ordinary share | 793p | 903p | 871p | 839p | 856p |
| Land portfolio – plots with planning permission | 22,600 | 23,500 | 22,500 | 19,260 | 17,602 |
| Weighted average no. of ordinary shares | 113,248,814 | 114,108,350 | 114,615,661 | 114,949,883 | 120,619,800 |
| No. of ordinary shares in issue at end of year | 113,988,310 | 114,670,396 | 114,950,915 | 115,006,480 | 120,831,922 |
* Stated before exceptional items.
This section is important. If you are in any doubt as to what action to take you should consult an appropriate independent financial adviser.
If you have sold or transferred all of your shares in Bellway p.l.c. you should pass this document and all accompanying documents to the person through whom the sale or transfer was effected, for transmission to the purchaser or transferee.
Four resolutions will be proposed as special business at the forthcoming AGM. The effect of these resolutions is as follows:
This is an ordinary resolution which authorises the directors to allot ordinary shares up to an aggregate nominal value of £5,034,700, which is equivalent to approximately one-third of the Company's issued ordinary share capital as at 18 October 2010, and also gives the directors authority to allot, by way of rights issue only, ordinary shares up to an aggregate nominal value of £10,069,400, which is equivalent to approximately two-thirds of the Company's issued ordinary share capital as at 18 October 2010, such authority, if granted, to expire at the conclusion of the AGM of the Company to be held in 2012. As at 18 October 2010 the Company held no shares as treasury shares. At present, the directors only intend to use this authority to satisfy the exercise of awards under the Company's share schemes. The directors wish to obtain the necessary authority from shareholders so that allotments can be made (if required and if suitable market conditions arise) at short notice and without the need to convene a general meeting of the Company which would be both costly and time consuming.
This is a special resolution and is the customary annual request, in substitution for the authority granted to the directors by shareholders on 15 January 2010 which expires at the conclusion of the forthcoming AGM, that shareholders empower the directors to allot ordinary shares for cash without first offering them pro rata to existing shareholders as would otherwise be required by section 561 of the Companies Act 2006 (a) in connection with a rights issue or other pre-emptive offer and (b) (otherwise than in connection with a rights issue or other pre-emptive offer) up to an aggregate nominal value of £755,205, being approximately equal to 5% of the issued ordinary share capital of the Company as at 18 October 2010.
The Company's authority to purchase its own ordinary and preference shares, given at the last AGM, expires at the conclusion of the forthcoming AGM. This authority was not used during the year. The directors propose, as a special resolution, that it should be renewed for a further year to expire on the date of the 2012 AGM.
The directors will review opportunities to use this authority in light of stock market conditions and trading opportunities during the year.
The directors will only make purchases (which will reduce the number of shares in issue) after paying due attention to the effect on the financing of the Group, its assets and earnings per share for the remaining shareholders. Any shares purchased under this authority may be cancelled (in which case the number of shares in issue will be reduced accordingly) or may be held in treasury.
Shareholder approval for general meetings of the Company other than AGMs to be held on 14 days' notice, given at the last AGM, expires at the conclusion of the forthcoming AGM. The directors propose, as a special resolution, that it should be renewed for a further year to expire on the date of the 2012 AGM.
Your directors consider each of the resolutions set out in the Notice of AGM to be in the best interests of the Company and its shareholders as a whole. Accordingly, they unanimously recommend that you vote in favour of the resolutions as they intend to do in respect of their own beneficial shareholdings.
Where not provided in the Directors' Report the following sets out the information required to be provided to shareholders in compliance with the Takeovers Directive.
The Company's total issued ordinary and preference share capital as at 31 July 2010 consisted of 120,831,922 ordinary shares of 12.5p each (representing 43% of the Company's total issued share capital) and 20,000,000 9.5% Cumulative Redeemable Preference Shares 2014 of £1 each (representing 57% of the Company's total issued share capital). Further details of the issued capital of the Company and brief details of the rights in relation to the preference shares can be found in note 16 to the accounts. The rights and obligations attaching to the ordinary and preference shares in the Company are set out in the Articles of Association (the "Articles"). Copies of the Articles can be obtained from Companies House or by writing to the Group Company Secretary at the Company's registered office.
The restrictions on the transfer of shares are set out in the Articles. In addition, in compliance with the FSA Listing Rules, Company approval is required for directors, certain employees and their connected persons to deal in the Company's ordinary shares.
No person has special rights of control over the Company's share capital.
The voting rights on shares held in the employee benefit trust in relation to the Company's employee share schemes are exercisable by the trustees.
Details of the deadlines for exercising voting rights are set out in the Company's Articles. The directors are not aware of any agreements between shareholders that may result in restrictions on the transfer of securities or on voting rights.
The Company's rules about the appointment and replacement of directors are set out in the Articles and are summarised in the Directors' Report on pages 26 and 28.
The Company may amend its Articles by passing a special resolution at a general meeting of its shareholders.
The business and affairs of the Company are managed by the directors, who may exercise all such powers of the Company as are not by law or by the Articles required to be exercised by the Company in general meetings. Subject to the provisions of the Articles, all powers of the directors are exercised at meetings of the directors which have been validly convened and at which a quorum is present.
During the year 77,794 new ordinary shares were issued to satisfy awards made under the Company's employee share schemes and 5,747,648 new ordinary shares were issued by way of a placing with new and existing institutional shareholders. The directors have authority to allot shares within limits agreed by shareholders. Details of the renewal of this authority are set out on page 74, and Resolutions 8 and 9 in the Notice of Meeting of the AGM to be held on 7 January 2011 on page 77 seek to renew this authority.
The Company has not purchased any of its own shares during the year. The directors have authority to purchase the Company's own shares within limits agreed by shareholders. Details of the renewal of this authority are set out on page 74, and Resolution 10 in the Notice of Meeting of the AGM to be held on 7 January 2011 on page 78 seeks to renew this authority.
The Company is party to a number of banking agreements which may be terminable in the event of a change of control of the Company.
The service agreements between the Company and the executive directors and the Group Company Secretary contain provisions that entitle the individual to terminate the agreement following a takeover offer and receive an amount equivalent to one year's salary, benefits and the average amount of the last two years' annual bonus payment.
Announcement of results and ordinary dividends
| Half year | March |
|---|---|
| Full year | October |
| Ordinary share dividend payments | |
| Interim | July |
| Final | January |
| Preference share dividend payments at the rate of 9.5% per annum paid half yearly |
April and October |
| Annual report posted to shareholders | November |
| Final ordinary dividend – ex-dividend date | 8 December 2010 |
| Final ordinary dividend – record date | 10 December 2010 |
| AGM | 7 January 2011 |
| Final ordinary dividend – payment date | 12 January 2011 |
| Shareholders by size of holding at 31 July 2010 |
| Holdings | Shares | |||
|---|---|---|---|---|
| Number | % | Holding | % | |
| 0 – 2,000 | 1,997 | 71.81 | 1,299,061 | 1.07 |
| 2,001 – 10,000 | 441 | 15.85 | 1,855,142 | 1.54 |
| 10,001 – 50,000 | 139 | 5.00 | 3,263,404 | 2.70 |
| 50,001 and over | 204 | 7.34 | 114,414,315 | 94.69 |
| Total | 2,781 | 100.00 | 120,831,922 | 100.00 |
Shareholders may agree to participate in the Company's DRIP to receive dividends in the form of shares in Bellway p.l.c. instead of in cash. For further information please e-mail Capita Registrars Limited at [email protected] or telephone 0871 664 0300 – calls cost 10p per minute plus network extras. If calling from overseas please call +44 208 639 3399. Lines are open from 8.30 am to 5.30 pm on Monday to Friday (excluding Bank Holidays).
Capita Registrars can now convert your dividend into your local currency and send you the funds by currency draft, or they may be able to pay them straight into your overseas bank account. For further information on Capita's International Payment Service e-mail Capita Registrars Limited at [email protected] or telephone +44 208 639 3405. Lines are open from 9.00 am to 5.30 pm London time on Monday to Friday (excluding Bank Holidays).
The Company's registrars, Capita Registrars Limited, provide a share dealing service to existing shareholders to buy or sell the Company's shares. Online and telephone dealing facilities provide an easy to access and simple to use service.
For further information on this service, or to buy or sell shares, please contact: www.capitadeal.com for online dealing, or call 0871 458 4577 for telephone dealing.
Please note that the directors of the Company are not seeking to encourage shareholders to either buy or sell their shares in the Company. Shareholders in any doubt as to what action to take are recommended to seek financial advice from an independent financial adviser, authorised under the terms of the Financial Services and Markets Act 2000.
The following discount arrangement is currently available to shareholders.
Should you intend to purchase a new Bellway home, you will be entitled to a discount of £2,000 per £25,000, or pro rata on part thereof, of the purchase price provided that:
The above discount arrangement is only available to shareholders on the Company's Register of Members. Employees of investing companies or members of investing institutions would not therefore be eligible. Underlying beneficial shareholders would be entitled to benefit from the arrangements.
For further details please contact the Group Company Secretary, Bellway p.l.c., Seaton Burn House, Dudley Lane, Seaton Burn, Newcastle upon Tyne NE13 6BE, telephone 0191 217 0717 or e-mail [email protected].
Beneficial owners of shares who have been nominated by the registered holder of those shares to receive information rights under section 146 of the Companies Act 2006 are required to direct all communications to the registered holder of their shares rather than to the Company's registrar, Capita Registrars Limited, or to the Company directly.
Further reporting on the Company's Corporate Social Responsibility activities is available to view in the Corporate Social Responsibility section of the Company's website www.bellway.co.uk.
NOTICE IS HEREBY GIVEN that the Annual General Meeting of the Company will be held at The Copthorne Hotel, The Close, Quayside, Newcastle upon Tyne NE1 3RT on Friday 7 January 2011 at 12.00 noon for the following purposes:
To consider and, if thought fit, pass the following resolutions which will be proposed as ordinary resolutions:
To consider and, if thought fit, pass the following resolution which will be proposed as an ordinary resolution:
To consider and, if thought fit, pass the following resolutions which will be proposed as special resolutions:
(vii) Any member attending the meeting has the right to ask questions. The Company must cause to be answered any such questions relating to the business being dealt with at the meeting but no such answer need be given if (a) to do so would interfere unduly with the preparation of the meeting or involve the disclosure of confidential information, (b) the answer has already been given on a website in the form of an answer to a question, or (c) it is undesirable in the interests of the Company or the good order of the meeting that the question be answered.
(viii) Members have the right, under section 338 of the Companies Act 2006, to require the Company to give its members notice of a resolution which the shareholders wish to be moved at an annual general meeting of the Company. Additionally, members have the right under section 338A of the Companies Act 2006 to require the Company to include a matter (other than a proposed resolution) in the business to be dealt with at the annual general meeting. The Company is required to give such notice of a resolution or include such matter once it has received requests from members representing at least 5% of the total voting rights of all the members who have a right to vote at the annual general meeting or from at least 100 members with the same right to vote who hold shares in the Company on which there has been paid up an average sum per member of at least £100. This request must be received by the Company not later than six weeks before the annual general meeting or, if later, the time at which notice is given of the annual general meeting. In the case of a request relating to section 338A of the Companies Act 2006, the request must be accompanied by a statement setting out the grounds for the request.
(xii) As at the date of this notice there are 120,832,805 ordinary shares in issue and the total voting rights of the Company are therefore 120,832,805.
By order of the Board
Group Company Secretary
Bellway p.l.c. Seaton Burn House Dudley Lane Seaton Burn Newcastle upon Tyne NE13 6BE
Registered in England and Wales No. 1372603
18 October 2010
Social rented and intermediate housing provided to specified eligible households whose needs are not met by the market, at a cost low enough for them to afford, determined with regard to local incomes and local house prices.
Calculated by dividing the total price of homes sold by the number of homes sold.
Land which has been previously used for other purposes.
The rate at which customers withdraw from a house purchase after paying the reservation fee, but before contracts are exchanged, usually due to difficulties in obtaining mortgage finance. Reservation fees are refunded in line with the Consumer Code for Home Builders.
A national standard for sustainable design and construction of new homes. The Code measures the 'whole home' as a complete package, assessing its sustainability against nine categories: energy/CO2 , water, materials, surface water run-off, waste, pollution, health and well-being, management and ecology. Level 3 applies to newly-constructed Affordable Housing subject to Homes and Community Agency ("HCA") grant policy and all homes built on HCA land from 1 April 2008.
A national initiative by the construction industry, where companies and sites voluntarily register and agree to be monitored against, a Code of Considerate Practice, with a view to promoting best practice beyond statutory requirements.
A voluntary code governing customer service and satisfaction, created by the NHBC in conjunction with MD Insurance Service Limited.
The CSCS card denotes achievement of a Construction Skills Certificate, demonstrating occupational competence in the construction industry.
An environmental rating scheme for UK homes.
Home Builders Federation.
Residential streets in which the road space is shared between drivers of motor vehicles and other road users, with the wider needs of residents (including children) who walk and cycle, in mind. The aim is to change the way that streets are used and to improve the quality of life in residential streets by making them for people, not just for traffic. For more information see www.homezones.org.uk.
A supply of plots for potential development.
Are ordinary homes incorporating 16 Design Criteria which add to the comfort and convenience of the home and supports the changing needs of individuals and families at different stages of life.
National House-Building Council.
Land bank awaiting planning permission.
Usually granted by the local planning authority, this permission allows a plot of land to be built on, change its use or for an existing building to be redeveloped or altered. Consent is either "outline", when detailed plans are still to be approved, or "detailed" when detailed plans have been approved.
Government-funded not-for-profit organisations that provide affordable housing, such as housing associations, trusts and cooperatives. Working alongside local authorities, they provide homes for people meeting the affordable homes criteria. As well as developing land and building homes, RSLs perform a landlord function by maintaining properties and collecting rent.
NHBC's Health & Safety Competence Assessment Scheme.
These are legally-binding agreements or planning obligations entered into between a landowner and a local planning authority, under Section 106 of the Town and Country Planning Act 1990. These agreements are a way of delivering or addressing matters that are necessary to make a development acceptable in planning terms. They are increasingly used to support the provision of services and infrastructure, such as highways, recreational facilities, education, health and affordable housing.
Focuses on crime prevention at the design, layout and construction stages of homes and commercial premises and promotes the use of security standards for a wide range of applications and products. For more information see www.securedbydesign.com.
Housing that is let at low rents and on a secure basis to people in housing need. It is generally provided by councils and not-for-profit organisations such as housing associations.
Environmental sustainability has been defined as meeting the needs of the present without compromising the ability of future generations to meet their needs.
Designed to reduce the environmental effects of surface water run-off, which has been a problem with conventional drainage systems, particularly in new developments. SUDS replicate natural systems with minimal environmental effect, draining away dirty and surface water through collection, storage and cleaning.
A point at which residents are able to access a public transport facility with ease.
Plans setting out how all resources, products and by-products will be managed and waste controlled at all stages of a construction project. Site Waste Management Plans are a legal requirement for all sites with an estimated construction cost of over £300,000.
| Business Review | Governance | Accounts | Other Information |
|---|---|---|---|
Annual Report and Accounts 2010
Bellway p.l.c. 83
Seaton Burn House, Dudley Lane, Seaton Burn, Newcastle upon Tyne NE13 6BE Tel: (0191) 217 0717; Fax: (0191) 236 6230; DX 711760 Seaton Burn; Website: www.bellway.co.uk
No. 3 Romulus Court Meridian East Meridian Business Park Braunstone Town Leicester LE19 1YG Tel: (0116) 282 0400 Fax: (0116) 282 0401
Bellway House 1 Rainsford Road Chelmsford Essex CM1 2PZ Tel: (01245) 259 989 Fax: (01245) 259 996 DX: 121935 Chelmsford 6
Peel House Main Street, Ponteland Newcastle upon Tyne NE20 9NN Tel: (01661) 820 200 Fax: (01661) 821 010 DX: 68924 Ponteland 2
Bellway House Bury Street, Ruislip Middlesex HA4 7SD Tel: (01895) 671 100 Fax: (01895) 671 111
Bellway House 2 Alderman Road Liverpool L24 9LR Tel: (0151) 486 2900 Fax: (0151) 336 9393
Oak House Woodlands Business Park Breckland, Linford Wood Milton Keynes MK14 6EY Tel: (01908) 328 800 Fax: (01908) 328 801 DX: 729383 Milton Keynes 16
Bothwell House Hamilton Business Park Caird Street Hamilton ML3 0QA Tel: (01698) 477 440 Fax: (01698) 477 441 DX: HA13 Hamilton
Bellway House London Road North Merstham Surrey RH1 3YU Tel: (01737) 644 911 Fax: (01737) 646 319
Osprey House Crayfields Business Park New Mill Road Orpington Kent BR5 3QJ Tel: (01689) 886 400 Fax: (01689) 886 410
Alexander House Excelsior Road Western Avenue Cardiff CF14 3AT Tel: (029) 2054 4700 Fax: (029) 2054 4701
Bellway House Embankment Way Castleman Business Centre Ringwood Hampshire BH24 1EU Tel: (01425) 477 666 Fax: (01425) 474 382 DX: 45710 Ringwood
Bellway House Relay Point Relay Drive, Tamworth Staffordshire B77 5PA Tel: (01827) 255 755 Fax: (01827) 255 766 DX: 717023 Tamworth
2 Deighton Close Wetherby West Yorkshire LS22 7GZ Tel: (01937) 583 533 Fax: (01937) 586 147 DX: 16815 Wetherby
Seaton Burn House Dudley Lane Seaton Burn Newcastle upon Tyne NE13 6BE Tel: (0191) 2170717 Fax: (0191) 236 6230 DX: 711760 Seaton Burn
Bellway p.l.c. Seaton Burn House, Dudley Lane, Seaton Burn, Newcastle upon Tyne NE13 6BE
Tel: (0191) 217 0717 Fax: (0191) 236 6230 DX: 711760 Seaton Burn
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