TIDMJLH
RNS Number : 2758B
John Lewis Of Hungerford PLC
09 January 2018
JOHN LEWIS OF HUNGERFORD PLC
FINAL RESULTS
John Lewis of Hungerford plc ("John Lewis of Hungerford" or the
"Company") the specialist kitchen manufacturer and retailer
announces its final results for the year ended 31 August 2017.
Chairman's Statement
This report covers the first year since I took the role of
Chairman. It has been a year of considerable change within the
business and so it is particularly pleasing to be able to report a
return to profitability. This reflects another strong sales
performance against a backdrop of the previously reported cost
reduction initiatives. Effecting operational change within a small
business inevitably creates huge disruption and it is to the credit
of the executive team that they have not allowed this to distract
them from the running of the business.
During the year we instigated a detailed operational review
including all administrative areas. Key changes include
improvements in the management information produced within the
business; changes in the production facility where weaknesses in
our systems and processes have had a direct impact on our past
profitability, together with a review of all the processes related
to our customer engagements. This review helped us to identify the
need to support the brand identity through improvements in our
marketing collateral and also to consider the development of an
internal CRM system which will assist us in our endeavours to
ensure maximum customer satisfaction and recommendations.
All of this activity has been undertaken during a tough economic
climate, when it has been critical to keep the business trading
well, which in itself has been instrumental in keeping our
employees engaged and motivated. The review has demanded a
significant amount of management time, however we are already
seeing the results of some of the developments across the Company,
and we look forward to seeing the benefits continue to come through
in the period ahead.
I would like to take the opportunity to thank all the staff for
their efforts during the past year and to congratulate them on
achieving the results we are reporting on today, with a particular
mention to Kiran Noonan who took over the role of CEO during a
transformational time for the Company. I am confident that although
the uncertainty continues in the political and economic climate, we
are building a strong platform for the business, which will allow
us to continue to outperform the market.
Hill Wooldridge and Co. Limited, the Company's current auditor
(having served for 17 years), have informed the Company of their
intention to resign as auditors in 2018.They will remain in post
until the filing of the Company's annual accounts for the financial
year ended 31 August 2017. Upon such resignation, the Board intends
to run a formal audit tender process during 2018 to appoint a new
auditor. This process will be led by the Company's Audit
committee
On behalf of the Board I would like to record its deep
admiration and thanks for the long service and dedication of our
founder, John Lewis, who stepped down as a Non-Executive director
during the year. John's legacy will endure, as we continue to drive
forward a business which creates beautiful and characterful
solutions for our customers' homes. Jim Barnard joined the Board as
a new, independent, Non-Executive director after the year end and I
look forward to his contribution as we continue our drive to return
the Company to sustained profitability.
Gary O'Brien
Non-Executive Chairman
Chief Executive's Business Review
Overview
I am pleased to be able to report our sixth consecutive year of
sales growth, achieving GBP8.3m (2016: GBP8.2m), delivered in what
was widely regarded as a challenging retail environment. Whilst
sales growth is an important metric we are also very mindful of the
need to address the decline in our profitability over recent years.
It is therefore encouraging to report an operating profit of
GBP0.1m (2016: operating loss of GBP0.4m).
Key to our cost reduction programme has been ensuring that it
does not compromise the high standards of customer service and
product quality that our customers have always enjoyed. Our
satisfaction levels have been under continuous review and have
remained consistently high. These results have been achieved
through the determination and resolve of our employees to identify
and drive efficiencies across the entire business. This is an
on-going process but the deep commitment they have shown during the
year is evidence of their desire to see the Company move forward
after what has been a challenging few years.
We have previously highlighted the difference in performance
between our mature and newer stores. Closing the gap within the
like-for-like estate from the strong performance delivered in 2014
was a priority during the year. Sales in the mature estate exceeded
2014 levels by 4%, with a renewed energy, focus and enthusiasm for
these territories, which has contributed greatly to the results we
report today.
Eliminating the effect of the closure of the Harrogate and
Tunbridge Wells Showrooms during 2016, the like-for-like sales
growth was 5%. During the year we sold 309 kitchens (2016: 314; 309
adjusting for the closed Showrooms). We have also seen a steady
increase in our average order value, as a result of a movement of
2% on the level of orders installed by our Artisan Installations
Service, now at 92% (2016: 90%).
The product mix continues to reflect a growing trend towards
classic styles and our more contemporary offering, with its warmer
handle less options. Pure is now 30% of our sales mix with our
Lay-On offering now contributing 46% of sales. This is a
significant shift in our product offering and has been reflected in
our photography and marketing material illustrating our stunning
kitchens in real customer homes.
The store portfolio shows that our London stores contribute 46%
of our overall sales, with the Home Counties adding an additional
26%. The Board have begun the process of identifying potential new
locations, mindful of our urban and rural opportunities.
The refit of our existing estate has continued, with Hungerford
now also showcasing the Pure range. Cobham and Fulham have been
enhanced to show an improved Lay-On offering to reflect the
changing market opportunities. All three refits have been designed
with the customer journey in mind with the desire to create real
life kitchens. The installation of our Wardrobe Collection into
Winchester has been received warmly in a market lacking an offering
in this area of home solutions.
Bedrooms contributed income of GBP325k (2016: GBP387k)
comprising product sales and installations from the 75 Bedrooms
sold (2016: 81). The Installation charges for the Bedrooms category
have been reduced in line with the market. This includes
contributions from the Fulham Bedrooms Showroom and also our newly
launched Winchester Bedrooms Showroom. Having rebranded the range
as The Wardrobe Collection by John Lewis of Hungerford, it has
re-energised the category and lifted the level of enquiries by
100%. Additionally, by focusing on the Search Engine Optimisation
(SEO) of the wardrobes product, we have gained improved traction
online which has further enhanced the profile. Going into the new
financial year, we are planning to roll out as many wardrobe
displays as we can accommodate in our Showrooms, as the benefits of
having good Bedroom displays in our Showrooms to aid customer
interaction and engagement with the product category have been
proven to improve conversion.
Restated
2017 2016
------------------- -------- ---------
GBP000 GBP000
Turnover 8,315 8,180
Cost of sales (4,110) (4,130)
Gross margin 4,205 4,050
=================== ======== =========
GM% 51% 50%
=================== ======== =========
The overall gross margin has been improved. Although throughout
the year this has fluctuated by +/- 2% primarily driven by our need
to remain competitive on our bought-in goods, in particular
appliances. The Board continue to monitor this area closely and
ensure that efficiencies in other areas of the business allow for
this slight increase in the gross margin to be further improved to
prevent any adverse impact on our profitability.
Ensuring our customers are able to procure their appliances
through the business ensures we are able to fully project manage
the Installation for our clients. It is key that we are able to
offer realistic pricing in an area that has become increasingly
competitive.
Managing our margins is critical and key to our profitability.
Our purchasing and our improved remedial activity are key
contributors to sustaining the gross margin at this level and
improving specifically our product margin below. Raw materials
remain under review, along with managing expected price increases
due to Brexit.
Restated
Products 2017 2016
------------------- -------- ---------
GBP000 GBP000
Turnover 7,260 7,094
Cost of sales (3,337) (3,328)
Gross margin 3,923 3,766
=================== ======== =========
GM% 54% 53%
=================== ======== =========
Product Sales include GBP241k (2016: GBP298k) relating to our
Bedrooms businesses. The drop in product sales has been reflected
in the mix this last year, with more small Bedrooms purchased,
against larger walk-in wardrobes in the previous year, thus
lowering our average order value. Numbers of Bedrooms sold have
dropped marginally, although the average remains around 80 for the
last 3 years. The launch of our Winchester Showroom has provided us
with an additional route to market and an opportunity to
re-position this product category with our online social presence.
We plan to continue to invest in marketing to promote the Bedroom
Category and with the roll out of more product into Showrooms that
can accommodate displays, we look forward to the numbers improving
as we go forward. The new financial year already shows excellent
progress.
Installations 2017 2016
--------------- ------- -------
GBP000 GBP000
Turnover 1,055 1,086
Cost of sales (773) (802)
Gross margin 282 284
=============== ======= =======
GM% 27% 26%
=============== ======= =======
The movement in the margin of our Installations turnover is
related to our Bedrooms business, which has necessitated a need to
review the charges applied to the installation in this area. The
costs for wardrobe installations are lower than the more complex
Installation of our kitchens business and as such our pricing now
reflects this differential. The improvement in the margin of our
Installation sales reflects the focus on ensuring a right first
time Installation with minimal return visits.
Preparing for Growth in our Manufacturing Facility
The year ran almost in parallel with the previous year, with the
improvement showing primarily in our third quarter. The consistency
throughout the year has been strong, although the final quarter
continues to create a seasonal bottle neck throughout the business.
We are exploring ways to try and distribute the seasonal peak more
evenly over the Summer and early Autumn. We also need to look at
investments we can make to our Production Facility to boost
capacity and prepare the business for growth. There are a number of
areas we are looking to streamline within our production flow,
together with reviewing the options available to enhance our
operating model, by utilising advancements in paint technology. The
finish and durability of our paint remains one of our key USP's and
as such, is paramount in any decisions we will take to improve our
production planning cycle.
Enhancing our Customer Experience
A key area of focus for the year has been to improve our
engagement with our customers throughout the lifetime of their
journey with the business. From first contact, through sale and
Installation, it has become clear that there is an opportunity to
build upon the good level of recommendations into the business, by
remaining close to our customers as they emerge from the most
stressful part of the process - the Installation. We have taken the
time to produce case studies and have appeared more often in
lifestyle publications, illustrating the care and attention that we
provide during a difficult, yet highly emotive purchase. Our
ability to project manage the complete process for our customers is
something that allows the Company to remain a brand of choice for
many customers. Along with my Board colleagues, we have worked hard
to understand the end to end journey, and to identify areas where
we can provide more reassurance and assistance in this regard. This
has resulted in more targeted e-marketing, which has allowed our
customers to understand how we can help turn their vision into a
reality. We have produced a wealth of on-line content, including
Blogs and imagery, together with Press insertions. This has helped
our customers to discern our capability as a business and, improved
therefore the quality of prospects we are now working with.
Providing more information at the initial stages of their
engagement with the brand, has helped the brand to cut through in
this competitive marketplace.
To aid the sales team to deliver on our promise of a high
quality engagement and final product, we have produced a new
brochure. We discussed previously our need to showcase the impact
that our beautiful products make on the everyday lives of our
customers. The case studies demonstrate this well, and provide
prospective buyers with literature that enhances the perception of
the brand, by highlighting the key steps on the journey which have
created a new life for our customers. It has given the sales team a
tool which inspires confidence in the brand and its ability to
deliver on the promise to create beautifully crafted home
solutions.
Improving our Infrastructure
Our customer service levels, as measured at the point of
satisfactory Installation, remain at 96% saying the service was
good or very good. We are working hard to maintain and grow on this
measure to ensure our customers are central to everything that we
do. The delivery of a quality product has been improved, as
measured by the reduction in our margin impact of errors, which is
now closer to c. 2% (2016: c.3%) Having instilled a culture of
continuous improvement, all areas of the Company are working
collaboratively to make this a reality. By improving the dialogue
between different areas, we have been reviewing any system or
process which has a direct impact on our profitability. This has
created a culture in which we are now talking about the right
things, to grow the business in a profitable way, through
enhancements to our operating model.
We have worked hard to ensure our sales people have the tools
that they need by improving the IT infrastructure around the
business. With a focus on the basics, we have made strides in
delivering on our ambition to have excellence throughout our front
line operating model.
With the Brexit negotiations continuing, we are ever mindful of
the impact on our material costs. Although we only source from UK
suppliers, their sourcing remains global. We are aware of the price
increases already due in 2018 and are monitoring the situation
closely. We have discussed previously our desire to ensure we
remain competitive and as such, our comprehensive costing review
has now begun in earnest. The initial data has provided the Board
with meaningful information on which to base our pricing structure.
There is more work to be done, however, we are moving forward with
our stated objective of managing our business with increased
understanding of the range profitability. As we make progress in
this area, we will be able to ensure that our capacity planning is
optimised and consistently profitable.
The significant improvements seen in our management reporting
cycle have ensured that the Board now have meaningful accounting
information, which has improved our ability to make informed
decisions impacting the business performance. Working with our new
senior finance team has allowed the Board to review and analyse key
business drivers which affect all areas of the company.
Looking after Our People
It has been incredibly rewarding to see our team develop, think
freely and grow over this last year. We have been delighted with
their contributions and suggestions across a range of internal
forums and discussions, all of which have made a difference to the
way in which we are operating today.
We have utilised our biggest resource by giving the staff a
voice in the development of technical resources, product options
and, by working collaboratively to build on new marketing
collateral which we have recently launched. The team have a wealth
of ideas and experience to share and we continue to draw the best
of these through improvements in the way in which we engage with
our workforce. We value their input and thank them for their
single-mindedness in helping the business return to profit.
There is more to do, and as a small company, we must retain our
talented team across all areas of the business. We continue to
prioritise their emotional wellbeing, their mental health, their
personal ambitions and their overall morale. It is of vital
importance to the whole Board that our people feel looked
after.
Current Trading and Outlook
For the new financial year, despatched sales and forward orders
(which we consider to be the best measure of current trading) for
Q1 stood at GBP2.3m (2016: GBP1.8m). This strong performance
reflects a higher level of building projects completing in early
Autumn months than we would normally expect. For this reason, we
caution that it is unlikely to be an appropriate basis from which
to extrapolate a full year forecast.
After the first 18 weeks of the FY18, our current sales and
order book stood at GBP3.7m (2017: GBP3.3m) with a marginally
improved forward order book of GBP1.3m (2017: GBP1.2m).
We remain cautious in this increasingly difficult economic
climate and mindful of our need to ensure the business remains
profitable. Nonetheless, we are pleased with this performance
towards our half year objective. We will continue to provide
regular trading updates to shareholders.
Change in financial year end
The Board is today announcing a change in the Company's
financial year-end from August to June in order to address
unintended, and unnecessary, challenges presented by the current
reporting cycle. These include the adverse impact on employee
morale from the need to restrict factory staff leave during August
to oversee year-end cut-off procedures. A consequence of the change
is that we will be reporting earlier to shareholders next year than
would otherwise have been the case with the modified reporting
cycle being as follows:
Interim results 6 months to 28 February
2018
---------------- --------------------------
Final results 10 months to 30
June 2018
---------------- --------------------------
Interim results 6 months to 31 December
2018
---------------- --------------------------
Final results 12 months to 30
June 2019
---------------- --------------------------
The Board will endeavour to provide additional financial
information during this transition so as to ensure shareholders are
able to monitor trading performance on a like-for-like basis.
In closing, I would like to thank each and every one of our
employees for their support during my first year at the helm - I
have valued their input and thank them all for their resolute
determination in securing a return to profitability.
We could not have achieved this without our supplier partners,
our customers and the support of our shareholders. I would like to
thank them all for their continued support during this
transformational year
Kiran Noonan
Chief Executive Officer
Enquiries:
Gary O'Brien
Non Executive John Lewis of Hungerford
Chairman plc 01235 774300
Kiran Noonan
Chief Executive
Officer
Smith & Williamson Corporate 0117 376
Martyn Fraser Finance Limited 2213
0207 131
Katy Birkin 4000
Income Statement for the year
ended 31 August 2017
2017 2016
Restated
GBP GBP
Revenue 8,314,976 8,180,135
Cost of
sales (4,109,576) (4,129,599)
------------ ------------
Gross profit 4,205,400 4,050,536
Selling and distribution
costs (474,801) (477,955)
Administrative
expenses (3,581,904) (3,765,618)
Other non recurring
items: - restructuring
costs - (184,889)
------------ ------------
Total (3,581,904) (3,950,507)
Profit/(loss) from
operations 148,695 (377,926)
Finance income - 361
Finance expenses (41,490) (33,693)
------------ ------------
Profit/(loss)
before tax 107,205 (411,258)
Tax (charge)/credit (926) 15,997
------------ ------------
Profit/(loss)
for the year 106,279 (395,261)
============ ============
Earnings
per share
Basic 0.06p (0.21)p
Fully diluted 0.06p (0.21)p
Balance Sheet as at
31 August 2017
2017 2016
Restated
GBP GBP
Non-current assets
Intangible assets 58,513 75,300
Property, plant and
equipment 2,376,294 2,608,491
Trade and other receivables 57,075 57,075
------------ ------------
2,491,882 2,740,866
Current assets
Inventories 177,837 212,414
Trade and other receivables 396,884 361,766
Cash and cash equivalents 1,502,802 1,107,407
------------ ------------
2,077,523 1,681,587
Total assets 4,569,405 4,422,453
------------ ------------
Current liabilities
Trade and other payables (2,193,301) (1,967,737)
Provisions - (122,977)
Borrowings (104,136) (91,654)
------------ ------------
(2,297,437) (2,182,368)
Non-current liabilities
Borrowings (600,268) (693,012)
Deferred tax liabilities (18,348) -
Provisions (101,053) (101,053)
------------ ------------
(719,669) (794,065)
Total liabilities (3,017,106) (2,976,433)
------------ ------------
Net assets 1,552,299 1,446,020
============ ============
Equity
Share Capital 186,745 186,745
Share Premium 1,188,021 1,188,021
Other Reserves 1,421 1,421
Retained Earnings 176,112 69,833
------------ ------------
Total equity 1,552,299 1,446,020
============ ============
Statement of Changes in Equity for the
year ended 31 August 2017
Share Share Other Retained
Capital Premium Reserves Earnings Total
GBP GBP GBP GBP GBP
------------------ -------- ---------- --------- ---------- ----------
At 01 September
2015 186,745 1,188,021 1,421 552,115 1,928,302
Warranty
provision
- restatement - - - (41,575) (41,575)
Dilapidations
provision
- restatement - - - (45,446) (45,446)
At 01 September
2015 - Restated 186,745 1,188,021 1,421 465,094 1,841,281
Loss for
the year - - - (395,261) (395,261)
At 31 August
2016 - Restated 186,745 1,188,021 1,421 69,833 1,446,020
Profit
for the
year - - - 106,279 106,279
At 31
August
2017 186,745 1,188,021 1,421 176,112 1,552,299
-------------------- -------- ---------- --------- ---------- ----------
The total comprehensive income for the year is
GBP106,279 (2016: GBP395,261 restated loss).
Statement of Cash Flows for the year
ended 31 August 2017
2017 2016
Restated
GBP GBP
Cash flows from operating
activities
Profit/(loss) from operations 148,695 (377,926)
Amortisation of intangible
assets 16,787 16,787
Depreciation and impairment
of property, plant and equipment 243,939 319,523
Share based payments - -
Loss on disposal of property,
plant and equipment 120,530 2,134
Decrease/(increase) in inventories 34,577 (22,205)
Increase in receivables (17,696) (54,942)
Increase in payables 229,434 144,424
(Decrease)/increase in provisions (122,977) 122,977
---------- ----------
Cash generated from operations 653,289 150,772
Net taxation paid - -
Net cash from operating activities 653,289 150,772
---------- ----------
Cash flows from investing
activities
Purchase of intangible assets - -
Purchase of property, plant
and equipment (139,814) (212,122)
Net proceeds from sale of
property, plant and equipment 3,672 80,268
Interest received - 361
Net cash used in investing
activities (136,142) (131,493)
---------- ----------
Cash flows from financing
activities
Interest
paid (41,490) (33,693)
Increase
in borrowings - -
Repayment
of borrowings (80,262) (84,350)
Net cash used in financing
activities (121,752) (118,043)
---------- ----------
Net increase/(decrease) in
cash and cash equivalents 395,395 (98,764)
---------- ----------
Net cash and cash equivalents
at the start of the year 1,107,407 1,206,171
---------- ----------
Net cash and cash equivalents
at the end of the year 1,502,802 1,107,407
========== ==========
Net cash and cash equivalents
comprise:
Cash at bank and in hand 1,502,802 1,107,407
Bank overdrafts - -
1,502,802 1,107,407
========== ==========
Notes
1. Statutory Accounts
The financial information does not constitute statutory accounts
as defined in section 435 of the Companies Act 2006, but has been
extracted from the statutory accounts for the year ended 31 August
2017 on which an unqualified audit report has been issued and which
will be delivered to the Registrar following their adoption at the
Annual General Meeting.
The statutory accounts for the financial year ended 31 August
2016 have been delivered to the Registrar of Companies with an
unqualified audit report.
2. Basis of preparation
The Company's financial statements are prepared under the
historical cost convention and in accordance with International
Financial Reporting Standards (IFRS) as adopted by the European
Union and with those parts of the Companies Act 2006 applicable to
companies reporting under IFRS.
3. Going concern
The Directors, after reviewing the Company's operating budgets,
investments plans and financing arrangements, consider that the
Company has, at the date of preparing its statutory accounts,
sufficient financing available for the estimated requirements for
the foreseeable future. Accordingly, the Directors are satisfied
that it is appropriate to adopt the going concern basis in
preparing the financial information.
4. Prior period adjustment
Reclassification of Redundancy costs
During 2017 the Company discovered that GBP16,000 of redundancy
costs were reported as Administration expenses, when in fact these
should have been part of Cost of sales. These have been
reclassified within the 2016 income statement.
Warranty provision
Historically the Company has provided a ten year warranty in
respect of all kitchens it manufactures and installs. When the
kitchen is sold, this creates a contractual liability for the
expected future costs of this warranty on every kitchen which the
current JLH management has discovered has not been accounted
for.
Dilapidations provision
The Company operated out of 15 Showrooms across the country (13
since closing Harrogate and Tunbridge Wells), 11 of which are held
under operating leases. When the lease is entered into, this
creates a contractual liability for the dilapidations costs at the
end of the lease which the current Management discovered was not
provided for. The Board have reviewed its plans for the Showrooms
and, based on the adjustments made following the exit from
Harrogate and Tunbridge Wells, made appropriate provisions in
relation to the remaining estate.
Details of the movements on provisions are set out in note 19 of
the financial statements. The effects of these adjustments on the
balance sheets as at 01 September 2015 and 31 August 2016 and the
income statement for the year ended 31 August 2016 are shown
below
Balance sheets
as at:
01 September 31 August
2015 2016
GBP GBP
Increase in property,
plant and equipment 24,046 19,175
(Increase)
in provisions (111,067) (101,053)
Decrease in equity
- retained earnings 87,021 81,878
- -
============= ==========
Income statement for the year
ended 31 August 2016
31 August
2016
GBP
(Increase)
in Cost of
sales (16,000)
Decrease in restructuring
costs 16,000
Decrease in Administration
expenses 5,143
5,143
==========
5. Earnings/(loss) per share
2017 2016
Restated
Earnings/(loss) per
ordinary share is calculated
as
follows:
Basic
Profit/(loss) attributable
to ordinary shareholders
(GBP) 106,279 (395,261)
Weighted average
number of ordinary
shares
in issue 186,745,519 186,745,519
Earnings/(loss)
per ordinary share 0.06 p (0.21)p
------------ ------------
Fully
diluted
Profit/(loss) attributable
to ordinary shareholders
(GBP) 106,279 (395,261)
Weighted average
number of ordinary
shares in issue
and under option 186,745,519 186,745,519
Earnings/(loss)
per ordinary share 0.06 p (0.21)p
============ ============
6. Provisions
Warranty Dilapidations Restructuring
provision provision provision Total
GBP GBP GBP
At 01 September
2015 - restated 41,575 69,492 - 111,067
Arising during
the year - - 122,977 122,977
Utilised during
the year (10,014) - (10,014)
At 31 August 2016
- restated 41,575 59,478 122,977 224,030
----------- -------------- -------------- ----------
Arising during
the year - - - -
Utilised during
the year - - (122,977) (122,977)
At 31 August
2017 41,575 59,478 - 101,053
=========== ============== ============== ==========
2017 2016
Restated
GBP GBP
Current - 122,977
Non-Current 59,478 59,478
59,478 182,455
============== ==========
Restructuring provision
Details of restructuring provisions are given in note 4 of the
financial statements.
Warranty provision
The Company makes provision for potential future warranty claims
on kitchens sold. This provision is reviewed and adjusted annually
based on the levels of turnover achieved and the claims record in
the same 12 month period.
Dilapidation provision
The Company makes such provision for dilapidations relating to
its leasehold showroom estate as it considers necessary based on
the length of the remaining term for each Showroom, the future
plans for each Showroom and based on this, review independent
professional advice as to the costs of exiting a site.
7. Dividends
The Directors do not recommend payment of a dividend.
8. Posting of Accounts
Copies of the statutory accounts for the financial year ended 31
August 2017 will be posted shortly to shareholders with the notice
of the Annual General Meeting. An electronic copy will be available
on the Company's web-site www.john-lewis.co.uk.
9. Annual General Meeting
The next Annual General Meeting of the Company will take place
at the Crowne Plaza London Kensington, 100 Cromwell Road, London,
SW7 4ER.at 2.00 p.m. on 6 February 2018.
This information is provided by RNS
The company news service from the London Stock Exchange
END
FR SSWFMAFASELF
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