|
£m (unless otherwise stated) |
6 months ended |
Change |
Like-for-like change(iii) |
|
|
31 Mar 2019 |
31 Mar 2018 |
|||
|
Revenue |
3,019 |
3,227 |
-208 |
+4 |
|
Underlying(i, ii) Gross Profit |
599 |
672 |
-72 |
-54 |
|
Underlying(i, ii) Gross Margin % |
19.8% |
20.8% |
-100bps |
-180bps |
|
Underlying(i, ii) Loss from Operations (Underlying EBIT) |
(245) |
(170) |
-76 |
-65 |
|
Loss from Operations (EBIT) exc. goodwill impairment |
(282) |
(215) |
-68 |
-55 |
|
Goodwill impairment(iv) |
(1,104) |
– |
-1,104 |
-1,104 |
|
Loss from Operations (EBIT) |
(1,386) |
(215) |
-1,172 |
-1,159 |
|
Loss before tax |
(1,456) |
(303) |
-1,153 |
-1,140 |
|
Net Debt(v) |
(1,247) |
(886) |
-361 |
-275 |
Due to rounding in both the current and prior year, some totals or variances may not agree exactly
|
Notes
|
(i) |
This table includes non-statutory alternative performance measures – see page 34 for explanation, associated definitions and reconciliations to statutory numbers |
|
|
(ii) |
'Underlying' refers to trading results that are adjusted for separately disclosed items that are significant in understanding the on-going results of the Group. Separately disclosed items are detailed on page 27 |
|
|
(iii) |
'Like-for-like' adjustments include the impact of foreign exchange translation, IFRS 15 and the timing of Easter. The detailed like-for-like adjustments are shown on pages 7 and 8 |
|
|
(iv) |
Goodwill impairment includes £1,038 million of goodwill and £66m of brand name intangible asset impairments |
|
|
(v) |
See page 14 for definition and breakdown of net debt. 'Like-for-like' net debt adjusts the prior year comparative for finance lease extensions which are non-cash and foreign exchange translation |
The comments below are based on like-for-like comparisons unless otherwise stated, as Management believes this provides a clearer view of the Group's underlying year-on-year progression
H1 performance against strong prior-year period
· Revenue of £3,019 million, in line with last year
· Underlying EBIT loss increased by £65 million to £245 million reflecting margin pressure in Tour Operator
· Goodwill impairment of £1,104 million in UK business, relating to 2007 merger with MyTravel
· Loss before tax of £1,456 million after goodwill impairment
· Net debt of £1,247 million; increase due to a lower working capital position and higher non-cash items
Good progress on executing strategy of differentiation
· Group NPS improvement led by Hotels (+6 points), Tour Operator (+2 points) and Airlines (+2 points)
· Opened 12 own-brand hotels, including four Cook's Clubs and one Casa Cook
· Expanded presence outside Europe: agreed joint venture in Russia and pipeline of new hotels in China
Strategic review of airline progressing; agreed term sheet for new facility
· Multiple bids received for all and part of Group Airline
· £300 million bank facility to provide additional liquidity for Winter 2019/20 season
Challenging trading for Summer 2019
· Recent economic and political uncertainty has led to high levels of promotional activity
· This activity, along with higher fuel and hotel costs, will impact progress on FY19 EBIT
Peter Fankhauser, Chief Executive of Thomas Cook, commented:
“The first six months of this year have been characterised by an uncertain consumer environment across all our markets. The prolonged heatwave last summer and high prices in the Canaries reduced customer demand for winter sun, particularly in the Nordic region, while there is now little doubt that the Brexit process has led many UK customers to delay their holiday plans for this summer.
“Our loss from operations for the period was £1.4 billion, which reflects a non-cash impairment of historic goodwill, largely related to the merger with MyTravel in 2007 which we have re-valued in light of the weak trading environment.
“Our current trading position reflects a slower pace of bookings, against a strong first half in 2018, and our decision to reduce capacity in order to mitigate risk in the tour operator and allow our airline to consolidate the strong growth it achieved last year.
“Despite this more challenging environment, we have made good progress on our strategy of differentiation. Following the announcement of the strategic review of our Group Airline in February, we have received multiple bids, including for the whole, or parts, of the airline business. As we assess these bids, we will consider all options to enhance value to shareholders and intensify our strategic focus.
“We are well advanced in our aim to build our position as one of the leading sun and beach hotel companies in Europe. In the last two months alone, we've opened 12 new own-brand hotels out of a pipeline of 20 for 2019, reinvigorating key destinations across the Med with four new Cook's Clubs, and launching our first family Casa Cook in Crete.
“Outside of Europe, we have taken an important next step in the development of our China joint venture with the announcement of two new hotel projects in partnership with Fosun, including our first Casa Cook in Asia. We have also secured a leading position in the Russian market with the development of a new joint venture to buy the number one tour operator Biblio Globus.
“Taking lessons from 2018, we have put a keen focus on cash and cost discipline across the group in the first half. We have also accelerated the transformation of our UK business, including the closure of 21 UK retail stores and a review of Thomas Cook Money. A range of further cost efficiencies are planned for the second half, allowing further investment in our growth strategy.
“As we look ahead to the remainder of the year, it's clear that, notwithstanding our early decision to mitigate our exposure in the 'lates' market by reducing capacity, the continued competitive pressure resulting from consumer uncertainty is putting further pressure on margins. This, combined with higher fuel and hotel costs, is creating further headwinds to our progress over the remainder of the year.”