page 7

Investment Case

Five reasons to invest


page 8

Group at a glance

Five reasons to invest

00

Autocentres


page 10


This guy

executive statement


page 11


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page 18


DIY to DIFM

Consumers are increasingly moving from a ‘Do It Yourself’ to a ‘Do It For Me’ mindset. Our research shows that 70% of people are too timepoor or lack the necessary skills to carry out DIY tasks. As cars become increasingly complex, we expect this attitudinal shift to intensify further; resulting in increased demand for specialist knowledge and equipment.

Link to Strategy

3

DIY to DIFM

Consumers are increasingly moving from a ‘Do It Yourself’ to a ‘Do It For Me’ mindset. Our research shows that 70% of people are too timepoor or lack the necessary skills to carry out DIY tasks. As cars become increasingly complex, we expect this attitudinal shift to intensify further; resulting in increased demand for specialist knowledge and equipment.

Link to Strategy

2

DIY to DIFM

Consumers are increasingly moving from a ‘Do It Yourself’ to a ‘Do It For Me’ mindset. Our research shows that 70% of people are too timepoor or lack the necessary skills to carry out DIY tasks. As cars become increasingly complex, we expect this attitudinal shift to intensify further; resulting in increased demand for specialist knowledge and equipment.

Link to Strategy

1

page 22

Our Response

Car Parts, Accessories, Consumables and Technology

Our strong heritage and brand means Halfords is a destination for consumers who want assistance with their cars. We continue to make progress in our markets through in our stores and colleagues to help deliver innovative products and services to our customers when and where they want them.

Our Response

Car Parts, Accessories, Consumables and Technology

Our strong heritage and brand means Halfords is a destination for consumers who want assistance with their cars. We continue to make progress in our markets through in our stores and colleagues to help deliver innovative products and services to our customers when and where they want them.


Market Trends

page 22

1

Inspire

Strategic component

Inspire our customers through a differentiated, superspecialist shopping experience

Description

  • General-specialist to super-specialist
  • Lead and differentiate our markets with customer-led innovation
  • Redefine and further differentiate our own label ranges
  • New customer experience in stores and garages, linking online and offline journeys
  • Enhance our cycling specialism with investment in our Performance Cycling business


2

Inspire

Strategic component

Support our customers through a differentiated, superspecialist shopping experience

Description

  • General-specialist to super-specialist
  • Lead and differentiate our markets with customer-led innovation
  • Redefine and further differentiate our own label ranges
  • New customer experience in stores and garages, linking online and offline journeys
  • Enhance our cycling specialism with investment in our Performance Cycling business


2

Inspire

Strategic component

Support our customers through a differentiated, superspecialist shopping experience

Description

  • General-specialist to super-specialist
  • Lead and differentiate our markets with customer-led innovation
  • Redefine and further differentiate our own label ranges
  • New customer experience in stores and garages, linking online and offline journeys
  • Enhance our cycling specialism with investment in our Performance Cycling business

page 60

Strategic component

Shops, Workshops, DCs and Customer Facing Businesses

First Line of Assurance

Operating within agreed policies and procedures e.g.:

  • General-specialist to super-specialist
  • Lead and differentiate our markets with customer-led innovation
  • Redefine and further differentiate our own label ranges
  • New customer experience in stores and garages, linking online and offline journeys
  • Enhance our cycling specialism with investment in our Performance Cycling business

Strategic component

Shops, Workshops, DCs and Customer Facing Businesses

First Line of Assurance

Operating within agreed policies and procedures e.g.:

  • General-specialist to super-specialist
  • Lead and differentiate our markets with customer-led innovation
  • Redefine and further differentiate our own label ranges
  • New customer experience in stores and garages, linking online and offline journeys
  • Enhance our cycling specialism with investment in our Performance Cycling business

page 70

A

N

E

R


page 81

Dynamic to the Market Needs

Working Towards Being Super-Specialists in Motoring and Cycling, Trusted by the Nation

The Group is dynamic to the market needs. Evaluating these external trends is important to make the best strategic choices

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Skills Our Board Has

  • E.g. industry-specific knowledge
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  • Datis eos corest eos nienien

page 81

Dynamic to the Market Needs

Working Towards Being Super-Specialists in Motoring and Cycling, Trusted by the Nation

The Group is dynamic to the market needs. Evaluating these external trends is important to make the best strategic choices

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Skills Our Board Has

  • E.g. industry-specific knowledge
  • Volupta simint eatur maios
  • Datis eos corest eos nienien

page 82

Month

Point about the Board’s involvement

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Month

Point about the Board’s involvement

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page 94

Colleagues

Why is it Important to Engage

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Ways the Board Engages

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Colleagues

Why is it Important to Engage

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Ways the Board Engages

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  • Audaessi rempedi atur autenit atincte caborer aturior moleste

page 101

IR Programme

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IR Programme

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page 99

 

Area

Area

Area

FY20 outcomes

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Progress made in FY20

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page 55

 

FY20
$M

FY19
$M

Change

Revenue

---

977.2

---

Gross Profit

---

109.7

---

Gross Margin

---

68.0%

---

Operating Costs

---

(104.2)

---

Underlying EBIT*

---

5.5

---

Non-underlying items

---

0.9

---

Underlying EBITDA*

---

6.4

---

Operating Costs

---

11.1

---

page 66

Risk Title

Risk Description

Current Mitigation

Focus in 2020

Priorities in 2021

Brand appeal and market share

If we continue to lose brand relevance we will be unable to maintain and grow our customer base and build market share

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Service Quality

The service we provide to customers may fail to meet regulatory / safety requirements resulting in harm to customer and /or legal / financial penalty

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Critical physical infrastructure failure (including supply chain disruption)

Severe damage or failure of physical infrastructure may disrupt our supply chain and / or business as usual activities and prevent the fulfilment of customer orders.

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