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Halfords Group plc
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  • Annual Report 2020

Annual Report and Accounts for the Year Ended 3 April 2020

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Corporate Governance Report Board Leadership

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A Skilled and Experienced Board

The below graphic illustrates the number of Directors on the Board who have the relevant skills and experience alongside the years worth of experienced combined.

Illustration of board's skills and experience

Diversity

The Group recognises the importance of diversity, including gender diversity, at all levels of the organisation. The Group's Diversity Policy (the "Policy") is reviewed annually and sets out our commitment to eliminating unlawful discrimination and promoting equality of opportunity. The Policy is applied to the Group, including the Board, and it is considered that the background and experience brought to the Board by each individual Director exemplifies and personifies the Board's commitment to its Policy.

The Nomination Committee keeps under review the composition and diversity of the Board and the capability and capacity to commit the necessary time to the role in its recommendations to the Board. Whilst the Group does not apply a fixed quota on diversity to decisions regarding recruitment, the Nomination Committee considers the Policy and ensures we have a sufficiently diverse Board in terms of age, gender and educational and professional background and that the Board members work together effectively to achieve its objectives. The intention is to ensure the appointment of the most suitably qualified candidate to complement the Board and to promote diversity. Those appointed are deemed to be the best able to help lead the Company in its long-term strategy. At Halfords half of the Board is female, which exceeds the recommended target as published by the Hampton-Alexander Review ("Improving Gender Balance in FTSE Leadership") in November 2017. The Board is well placed by the mixture of skills, experience and knowledge of its Directors to act in the best interests of the Company and its shareholders.

Gender

Board Gender Split Pie Chart

Female

Male

Educational Attainment

Board Educational Attainment Pie Chart

Level 7 – Master's degree

Level 6 – Bachelor's degree

Level 5 – Higher National Diploma

Photo of employee demonstrating satnav

How the Board operates

The Board and its Committees have a scheduled forward programme of meetings. This ensures that sufficient time is allocated to each relevant discussion and activity and the Board's time is used effectively.

The table below shows the attendance of Directors at the Board and Committee meetings held during the year. In addition to those scheduled meetings, unscheduled Board and Committee meetings were convened throughout the year as and when the need arose. Four additional Board calls were held during the period to discuss the release of the 20-week trading update, the interim results, the 40-week trading update and the emerging COVID-19 pandemic. These additional meetings were all quorate, and all Directors received the relevant papers and provided the required approval. During the year the Board also held a Strategy meeting to discuss the Company's strategic review.

Board memberBoard scheduled: 9Audit Committee scheduled: 4Remuneration Committee scheduled: 6Nomination Committee scheduled: 2ESG Committee scheduled: 2
Executive Directors
Graham Stapleton99N/AN/AN/A22
Loraine Woodhouse99N/AN/AN/AN/A
Non-Executive Directors
Keith Williams99N/A6622N/A
David Adams99446622N/A
Jill Caseberry99446622N/A
Helen Jones9944662222

Meetings attended

Possible meetings

Other members of the Executive Team and professional advisors attended Board meetings by invitation as appropriate throughout the year.

At each Board meeting, the Chief Executive Officer delivers a high-level update on the business, and the Board considers specific reports, reviews business and financial performance, as well as key initiatives, risks and governance. In addition, throughout the year the Executive Team and other colleagues deliver presentations to the Board on proposed initiatives and progress on projects.

Board in Action – Case Studies

Case study - Twickenham and New Malden

In January, Jill Caseberry, Non-Executive Director, spent the day conducting store visits in Twickenham and New Malden. This was a good opportunity to gain a greater insight into the store operations, as well as to witness the new cycling range and store layout which Jill described as "hugely impressive visually and impactful in terms of improved sales rates."

Jill took the opportunity to discuss product development and innovation throughout the business with Paul Tomlinson, Interim Cycling Director. They discussed the new range of reflective cycle clothing for enhanced safety and style, and the exclusive range of folding balance bikes which were developed with Trunki. Jill was also able to gain a practical insight into the store-wide services proposition and its operational logistics.

Case study - McConechy's Visit

In February 2020, David Adams, Non-Executive Director, visited the McConechy's operation in Scotland with Andy Randall, Managing Director of Halfords Autocentres. The aim of the visit was to look at the integration programme put in place to bring McConechy's into the Halfords Group, to discuss the opportunities identified during the process of acquisition of the business, and to visit some of the operations.

To this end, they visited the McConechy's Head Office in Ayr, meeting key members of the McConechy's management team and the integration support put into the business from Halfords. In particular, David and Andy discussed the communications programme with the McConechy's colleagues, before visiting garages and commercial operations in Ayrshire and Renfrewshire.

Case study - Brompton

In July 2019, two of our Non-Executive Directors, David Adams and Helen Jones, visited the Brompton factory in Greenford. Founded in 1975, Brompton produces the iconic, hand-built folding bikes, popular with commuters. Halfords introduced Brompton bikes to its cycling range in 2018, and this relationship provides a greater choice of premium brands for Halfords' customers as well as reinforcing its specialist cycling credentials. For Brompton, having access to Halfords' mainstream customer base was extremely attractive, their objective being to promote the many health and environmental benefits of cycling to a wider audience.

On arrival at the factory, David and Helen were given a tour and were introduced to all the highly trained people, including the brazers who assemble each bike by hand. Every Brompton bike sold anywhere in the world is hand-built on this site. The emphasis on quality and precision was evident throughout the tour.

Helen stated that "as Non-Executive Directors it's really important to understand our suppliers and their relationship with Halfords. On this occasion, we recognised the pride in the Brompton brand but also the important role we at Halfords play in meeting customers' needs and making cycling accessible to all."

Concerns

The Chairman seeks to resolve any concerns raised by the Board, whether these arise in a Board meeting or in another forum. Where raised and unresolved in a Board meeting, the unresolved business can be recorded on behalf of a Director in the minutes of the relevant meeting. A resigning Non-Executive Director would also be able to raise any concerns in a written letter to the Chairman, who would bring such concerns to the attention of the Board. No such concerns have been raised throughout the period.

Board Activities in FY20

Main Areas:

Strategy

Key activities and discussions:

  • Reviewed the progress and delivery of the Group Strategy.
  • Refreshed the five-year business plan.
  • Reviewed the internal and external communication of the strategic plan.
  • Received regular updates on the progress of the One Halfords Group website.
  • Reviewed potential M&A opportunities.
  • Reviewed disposal and closure opportunities.

Link to Stakeholder

Investors iconColleagues icon
Customers iconEnvironment iconSuppliers icon

Governance

Key activities and discussions:

  • Received regular updates from the Chairs of the Remuneration, Audit, Nomination and ESG Committees.
  • Reviewed and approved the FY19 Annual Report.
  • Reviewed and approved the Directors' Conflicts of Interests Register, Group policies, the Group Risk register and the roles of the Chairman, CEO and SID.
  • Reviewed and approved the updated defence manual.

Link to Stakeholder

Board Matters

Key activities and discussions:

  • Reviewed succession plans for the Board and the senior team, and reviewed updates against searches for candidates to fulfil senior roles.
  • Reviewed the Board and Committees' programme and forthcoming meeting schedule.
  • Reviewed the outcome of the internal FY19 Board evaluation.
  • Discussed and agreed the scope of the external FY20 Board evaluation and its outcome.
  • Discussed the Board programme of visits.

Link to Stakeholder

Financial and Risk Management

Key activities and discussions:

  • Reviewed monthly business reviews and trading performance.
  • Reviewed and approved the prelim, interim and trading update approaches and announcements.
  • Reviewed and approved the dividend recommendations and dividend policy.
  • Reviewed and approved the FY20 budget and forecast, the FY21 budget, and hedging strategy.
  • Discussed the financial risk presented by the COVID-19 pandemic.

Link to Stakeholder

Commercial Matters

Key activities and discussions:

  • Received updates on the Autocentres transformation and operating model.
  • Reviewed, approved and received regular updates on the outsourcing arrangements for IT.
  • Reviewed the proposal to centralise customer calls to improve call response rates.
  • Reviewed and approved the opportunity to further develop the roll-out of LED lighting across the estate.
  • Approved the delegated authority for the CFO to purchase electricity at the most advantageous rate available.
  • Discussed, managed and mitigated the risks presented by the COVID-19 pandemic.

Link to Stakeholder

Shareholder and Stakeholder Relations

Key activities and discussions:

  • Received an update on the ESG strategy.
  • Reviewed colleague engagement survey results and colleague turnover.
  • Discussed the progress on defining, developing and monitoring Halfords' Company culture.
  • Discussed the work undertaken on the Group's colleague engagement initiatives (e.g. One Team Strategy, Huddles, Listening Groups and SLT meetings).
  • Reminder to Directors of obligations under Section 172 of the Companies Act 2006.
  • Reviewed monthly investor relations reports and annual shareholder body reports.
  • Reviewed and approved the 2019 Notice of the Annual General Meeting.

Link to Stakeholder

Key:

Colleagues

Investors

Communities

Media

Customers

Suppliers

Environment

Government

Board Priorities for the Following Year

Main Areas:

Strategy

Key activities and discussions:

  • Review the progress and delivery of the Group Strategy, particularly any changes required in response to COVID-19.
  • Review any potential M&A opportunities.

Link to Stakeholder

Governance

Key activities and discussions:

  • Receive regular updates from the Chairs of the Remuneration, Audit, Nomination and ESG Committees.
  • Review and approve the FY20 Annual Report.
  • Review and approve the Directors' Conflicts of Interests Register, Group policies, the Group Risk register and the roles of the Chairman, CEO and SID.

Link to Stakeholder

Board Matters

Key activities and discussions:

  • Review succession plans for the Board and the senior team.
  • Review the Board and Committees' programme and forthcoming meeting schedule.
  • Discuss and agree the scope of the internal FY21 Board evaluation and its outcome.
  • Review the Board programme of visits.

Link to Stakeholder

Financial and Risk Management

Key activities and discussions:

  • Review monthly business reviews and trading performance.
  • Review and approve trading update approaches and announcements.
  • Review and approve the dividend recommendations and dividend policy.
  • Review and approve the FY21 budget and forecast, the FY22 budget, banking arrangements and the debt /hedging strategy.

Link to Stakeholder

Commercial Matters

Key activities and discussions:

  • Review commercial matters brought to the Board for attention and potential approval.

Link to Stakeholder

Shareholder and Stakeholder Relations

Key activities and discussions:

  • Review colleague engagement survey results and colleague turnover.
  • Discuss the progress monitoring Halfords' Company culture.
  • Reminder to Directors of obligations under Section 172 of the Companies Act 2006.
  • Review monthly investor relations reports and annual shareholder body reports.
  • Review and approve the 2020 Notice of the Annual General Meeting.

Link to Stakeholder

Induction Process

1

Understand the Business

  • Governance induction programme covering external governance matters (e.g. UK Corporate Governance Code, Listing Rules and Directors' Duties) and internal governance matters (e.g. Board and Committees and policies);
  • Induction material, such as Board and Committee papers, Committees' Terms of Reference, Investor Presentations etc; and
  • Meeting with external relevant advisors.
2

Meet the Management Teams

  • One-to-one meetings with the Directors, and the senior management teams from key areas of the business.
3

Visit the Business

  • Visit the Group's stores, Autocentres and other operational and distribution sites.

Directors' Induction

All new Directors receive a comprehensive and tailored induction programme on joining the Board. The induction programme facilitates their understanding of the Group and the key drivers of the business' performance. The new Non-Executive Director will receive a full and personally tailored induction programme upon their appointment later in 2020.

Directors' Training and Development

All Directors have the opportunity for ongoing development and support via:

  • a programme of visits to the Support Centre, Distribution Centres, stores and Autocentres;
  • reviews with the Chairman to identify any training and development needs;
  • advice on governance, regulatory and legislative changes affecting the business or their duties as Directors from the Company Secretary;
  • access to independent professional advice at the Company's expense; and
  • membership of the Deloitte Academy, a training and guidance resource for Boards and Directors.

Board Evaluation

A formal and rigorous Board effectiveness review is conducted on an annual basis. This includes an assessment of the effectiveness of the Board, its Committees and individual Directors.

FY19

Internal Evaluation

FY20

External Evaluation by Lintstock

FY21

Internal Evaluation

FY20 External Evaluation Process

Step One

Surveys

Design the review content to ensure that the specific needs of the Board are addressed and allowing questions to be framed around key corporate events.

Issue online surveys to the Board members.

Step Two

Interviews

One-to-one interviews held with each Board member, facilitated by a pre-prepared briefing note.

Step Three

Presentation

Lintstock delivers a report and facilitates discussion at the Board around the results and to provide further context concerning the output.

The findings identified by the FY20 external review were as follows:

TopicFY20 outcomes
Strategic planThe Board mentioned that continued delivery and clear reporting of the progress against the delivery plan is essential throughout the year.
NED programmeThe introduction of a NED programme to ensure the best contribution from the NEDs.
Quality and structure of Board meetingsThe Board highlighted the importance of getting out and about to the different locations around the Group, and to split some of the Board and Committee meetings over two days. This would allow more time for location visits and ensure time is available to receive the required number of management presentations.
Quality of Board packsThe Board felt that more focus is required in Board papers to ensure the Board is able to effectively monitor the progress on delivery.
Culture and talentBeing a people-driven, service-based business, the Board felt that a renewed review of our culture was necessary to ensure that it evolves and remains fit for the future. The Board will also monitor the talent within the business and the implementation of appropriate succession planning.
Board trainingAll Board members to update on training they have received.

The findings identified by the FY19 internal review were as follows:

TopicFY19 outcomesProgress made in FY20
Newly established BoardThere were significant changes during FY19, starting with the appointment of Keith Williams, as the new Chair, in July 2018, followed in November 2018 by Loraine Woodhouse joining as the new Chief Financial Officer, and in March 2019 by Jill Caseberry as Chair of the Remuneration Committee. Given these new appointments, the Directors felt that it was too early to evaluate the Board's performance as a whole and therefore their responses focused instead on the need take the correct steps to ensure that the Board became fully integrated with the business to be as effective as possible. Achieving this was regarded as being of particular importance in relation to the delivery of the Strategy.In June 2019 the Board agreed to appoint an external company to undertake a forward-looking Board evaluation. A number of companies were approached to provide a proposal, and Lintstock was appointed.
Delivery of the StrategyThe Strategy was intended to be transformational to ensure the business could be in the best possible place to thrive in future years. During the FY19 evaluation, the Board recognised that the Group needed to differentiate itself from purely online retailers and therefore the continued growth of the services business is important.We have progressed the Strategy to increase our focus on the delivery of services to customers. The acquisitions made in the period of McConechy's and Tyres on the Drive, which will develop our garage network and our Halfords Mobile Expert offering, are consistent with our aim of offering customers a wider choice of how and when they receive their services from us.
Response to regulatory changesThe Board identified that its ongoing training would be particularly important during FY19, especially so given the significant changes in the regulatory landscape for strategically important new areas (such as the provision of financial services to customers) and also in regard to the impact of the new UK Corporate Governance Code. The Board intended to receive regular updates and training throughout the year.Throughout the year the Board has been kept regularly updated on corporate governance developments such as the obligations in relation to Section 172, the requirement to set out a Company's purpose and the importance of explaining a Company's Culture. In addition, all Directors have spent additional time in the business this year so that they gain a better understanding of the operations and the challenges faced by colleagues.
Photo Of Tools

Directors and their Other Interests

Details of the Directors' service contracts, and emoluments, as well as the interests of the Directors and their immediate families in the share capital of the Company and options to subscribe for Company shares, are shown in the annual Directors' Remuneration Report.

In line with the requirement of the Companies Act 2006, each Director has notified the Company of any situation in which he or she has, or could have, a direct or indirect interest that conflicts, or possibly may conflict, with the interests of the Company (a situational conflict), and a register of these is maintained by the Company Secretary.

All Directors are aware of the need to consult with the Company Secretary should any possible situational conflict arise, so that prior consideration can be given by the Board as to whether or not such conflict will be approved.

Risk Management and Internal Control

The Board is responsible for the Group's risk management processes and the system of internal control. This involves ensuring that there is a process to identify, evaluate and manage any significant risks that may affect the achievement of the Group's strategic objectives. The Board considers its appetite in relation to the Group's risks, determining whether the risks and mitigating actions are appropriate to the level of risk. During the year, the Board conducted a review of significant risks. The Group's principal risks and uncertainties, and mitigating actions, are detailed in the Strategic Report.

The risk management and internal control system is designed to manage, rather than eliminate, the risk of failing to achieve business objectives and provides reasonable, not absolute, assurance against material misstatement or loss. The Board has established a continuous process for identifying, evaluating and managing risks faced by the Group and assessing the effectiveness of related controls to ensure an acceptable risk/reward profile. The Audit Committee considers the principal and emerging risks of the business and reviews the mitigating controls with senior management.

The Audit Committee approves and monitors delivery of the Internal Audit Plan for the year which is risk-based and includes assurance of core control processes. Internal Audit provides an update at each Audit Committee meeting, reporting on any key control weaknesses identified and progress made against mitigating actions. The Audit Committee held four scheduled meetings in the year and provided the Board with updates on the effectiveness of internal controls.

Our process for identifying, evaluating and managing the significant risks faced by the Group and assessing the effectiveness of related controls routinely identifies areas for improvement. The Board has neither identified nor been advised of any failings or weaknesses that it has determined to be material or significant.

The management of risk and review of the internal control environment is a continual process supported by all colleagues. The Board supports the development of risk maturity and a strong control culture and will continue to improve the quality of risk reporting.

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