e6vk
FORM 6-K
SECURITIES AND EXCHANGE COMMISSION
Report of Foreign Issuer
Pursuant to Rule 13a-16 or 15d-16 of
the Securities Exchange Act of 1934
Diageo plc
(Translation of registrants name into English)
8 Henrietta Place, London W1G 0NB
(Address of principal executive offices)
indicate by check mark whether the registrant files or will file annual reports under cover
Form 20-F or Form 40-F
indicate by check mark whether the registrant by furnishing the information contained in this
Form is also thereby furnishing the information to the Commission pursuant to Rule 12g3-2(b) under
the Securities Exchange Act of 1934.
If Yes is marked, indicate below the file number assigned to the registrant in connection
with Rule 12g3-2(b):82 o
TABLE OF CONTENTS
SIGNATURES
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused
this report to be signed on its behalf by the undersigned, thereunto duly authorised.
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Diageo plc
(Registrant)
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Date 16 February 2006 |
By /s/ J Nicholls
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Name: |
J Nicholls |
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Title: |
Deputy Secretary |
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Interim results for the six months ended 31 December 2005 |
STRONG OPERATING PERFORMANCE ON ALL MEASURES
Operational highlights
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North America: continued share gains, especially in spirits where value share in the US is now 28% |
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Europe: organic operating profit up driven by growth in spirits brands and cost efficiencies |
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International: very strong top and bottom line growth, particularly in Latin America,
driven by growth of priority brands and successful innovation. Performance improvements
delivered in Korea, Taiwan and Nigeria |
Results at a glance
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First half |
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First half |
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Reported |
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Organic |
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F06 |
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F05 |
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movement |
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movement |
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Volume in equivalent units |
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Million |
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72.6 |
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68.9 |
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5 |
% |
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5 |
% |
Net sales after deducting excise duties |
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£ million |
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3,960 |
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3,674 |
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8 |
% |
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5 |
% |
Operating profit before exceptional items |
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£ million |
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1,261 |
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1,185 |
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6 |
% |
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7 |
% |
Basic eps before exceptional items |
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Pence |
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31.1 |
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25.0 |
^ |
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24 |
% |
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11 |
% |
Basic eps |
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Pence |
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40.4 |
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32.2 |
^ |
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25 |
% |
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^ |
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First half F05 basic eps before exceptional items restated from 24.1p to 25.0p for IAS 21
amendment adoption and other changes to finance charges. Similarly, first half F05 basic eps has
been restated from 31.3p to 32.2p. |
Financial highlights
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Spirits net sales after deducting excise duties up 7%, ready to drink down 3%, beer up
4%, wine up 5% |
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5% organic growth in marketing spend |
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Further operating margin expansion of 0.2 percentage points on an organic basis |
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Return on invested capital increased 1.2 percentage points to 16.8% |
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Free cash flow increased to £651 million |
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Share buyback doubled to £700 million |
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Interim dividend increased 5% to 11.95 pence |
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Strong first half results underpin full year guidance of 7% organic growth in operating
profit before exceptional items |
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First half |
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First half |
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Reported |
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F06 |
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F05 |
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movement |
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Operating profit
after operating
exceptional items |
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£ million |
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1,261 |
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1,169 |
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8 |
% |
Profit attributable
to parent companys
equity
shareholders* |
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£ million |
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1,166 |
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967 |
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21 |
% |
Diageo will prepare its annual financial statements for F06 in accordance with IFRS adopted for
use in the European Union. The first half of F06 is presented on this basis and the first half of
F05 has been restated for IFRS as issued by the IASB, as described in note 1 to the interim
financial statements on page 22.
Percentage movements are organic movements unless otherwise stated. These movements and
operating margins are before exceptional items. Commentary, unless otherwise stated, refers to
organic movements. Share, unless otherwise stated, refers to volume share. See page 32 for
additional information for shareholders and an explanation of non-GAAP measures including the
reconciliation of basic eps as reported to basic eps as restated and the organic eps movement
calculation.
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* |
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First half F05 restated for IAS 21 amendment adoption and other changes to finance charges. |
1
Paul Walsh, Chief Executive of Diageo, commenting on the interim results said:
This is a strong first half performance. We have invested in our brands and built our market
positions. We have again achieved our financial objectives delivering top and bottom line organic
growth, organic operating margin improvement and an increase in return on invested capital.
We continue to capitalise on our opportunities in the US where our market leadership and superior
route to market have led to further volume share gains of 0.4 percentage points in spirits. In
Europe, where we face a more challenging trading environment, we have created a more efficient
organisation and this has enabled us to deliver 7% organic operating profit growth in the period.
Sustained investment behind our brands in International markets has led to strong top line growth,
up 12%. Throughout the business, mix improvement through stronger growth of brands such as Johnnie
Walker together with the creation of a lower cost base have led to overall organic margin expansion
of 0.2 percentage points.
Strong cash flow and the liquidation of our remaining interest in General Mills and
Burger King have enabled us to double our share buy back programme, returning a further £700
million to shareholders in the period.
Material changes to these first half trends are unlikely in the balance of the year and we are
therefore comfortable in reiterating our full year guidance of 7% organic operating profit growth.
Key features of the half year
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North America |
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Volume grew 4%, net sales after deducting excise duties increased 7%, marketing spend increased
5% and operating profit improved 5%. |
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In spirits, excluding ready to drink, strong performance by the priority brands in the US and
growth of the higher value reserve brands have been the key drivers, delivering top line mix
improvement with net sales after deducting excise duties up 8%. Value share of spirits
increased 0.2 percentage points to 28% and volume share was up 0.4 percentage points. Ready to
drink net sales after deducting excise duties declined 2%. In beer, net sales excluding excise
duties increased 18% as a result of strong growth in Guinness, Red Stripe and Smithwicks. Wine
sales were up 6% with good volume growth and mix improvement driven by Sterling wines. |
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Higher input costs, primarily as a result of the higher oil price and increased costs behind our
innovation pipeline, together with the adverse impact of the hurricane season, have constrained
operating profit growth. |
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Europe |
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Volume was flat, net sales after deducting excise duties were down 1%, marketing spend was down
7% and operating profit increased 7%. |
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The changes implemented in our European business have resulted in a more profitable organisation
focused on future opportunities for profitable top line growth. As a result, although the
continued decline in the ready to drink segment has negatively impacted top line growth,
operating profit is up and margins have expanded. Spirits volume, excluding ready to drink,
grew 2% driven by continued strong growth from Smirnoff vodka, up 9%, and Johnnie Walker, up 2%. |
2
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International |
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Volume was up 11%, net sales after deducting excise duties grew 12%, marketing spend increased
24% and operating profit was up 12%. |
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This strong top line performance was driven primarily by the global priority brands, where
volume was up 9% in the period, with Johnnie Walker up 12% and Smirnoff up 13%. In addition,
category brand growth of 19% was driven by successful innovations in Asia and in Africa.
Performance improvements have been delivered in Korea, Taiwan and Nigeria. |
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Brand performance |
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Organic |
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Reported |
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Organic |
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volume* |
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net sales** |
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net sales** |
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movement |
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movement |
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movement |
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% |
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% |
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% |
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Smirnoff vodka |
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7 |
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13 |
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10 |
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Smirnoff ready to drink |
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(4 |
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(3 |
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(6 |
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Johnnie Walker |
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8 |
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10 |
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12 |
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Guinness |
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(2 |
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3 |
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2 |
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Baileys |
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2 |
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2 |
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1 |
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JeB |
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1 |
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Captain Morgan |
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10 |
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19 |
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14 |
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Jose Cuervo |
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5 |
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17 |
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12 |
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Tanqueray |
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3 |
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8 |
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5 |
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Total global priority brands |
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4 |
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7 |
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5 |
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Local priority brands |
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2 |
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8 |
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4 |
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Category brands |
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8 |
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11 |
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8 |
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Total |
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5 |
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8 |
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5 |
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* |
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On a reported basis, volume increased by 4% for global priority brands, 2% for local priority
brands, 12% for category brands and 5% in total. Differences from the organic volume movements
shown above are due to acquisitions and the exclusion of royalty volumes. |
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** |
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Net sales after deducting excise duties. |
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Continued high investment in brands as marketing spend again grew in line with sales.
Marketing spend was focused behind the priority spirits brands particularly in the fast
growing International market. |
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The acquisition of Bushmills Irish Whiskey for approximately £200 million was completed
on 25 August 2005 and the brand is now fully integrated into the Diageo business. |
3
OPERATING AND FINANCIAL REVIEW
For the six months ended 31 December 2005
Percentage movements, unless otherwise stated, are organic movements. These movements and
operating margins are before exceptional items. Commentary, unless otherwise stated, refers to
organic movements. Share, unless otherwise stated, refers to volume share. See page 32 for
additional information for shareholders and an explanation of non-GAAP measures.
OPERATING REVIEW
Analysis by region
North America
Summary:
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Volume was up 4%, net sales after deducting excise duties grew 7% and operating profit increased 5% |
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In spirits, further share gains have taken Diageos overall value share to 28% |
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Top line mix improvement was driven by the global priority brands, Crown Royal and Don Julio |
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Operating profit growth was constrained by higher raw material costs and increased spend on innovation |
Key measures:
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First half |
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First half |
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Reported |
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Organic |
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F06 |
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F05 |
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movement |
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movement |
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£ million |
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£ million |
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% |
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% |
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Volume |
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4 |
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4 |
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Sales |
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1,565 |
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1,385 |
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13 |
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7 |
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Net sales after deducting excise duties |
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1,329 |
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1,168 |
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14 |
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7 |
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Marketing |
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209 |
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188 |
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11 |
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5 |
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Operating profit before exceptional
items |
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476 |
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454 |
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5 |
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5 |
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Reported performance:
Sales were £1,565 million in the period ended 31 December 2005 up by £180 million from £1,385
million in the comparable period. Operating profit before exceptional items increased by £22
million to £476 million in the period ended 31 December 2005.
Organic performance:
The weighted average exchange rate used to translate US dollar sales and profits moved from £1 =
$1.85 in the six months ended 31 December 2004 to £1 = $1.76 in the six months ended 31 December
2005. The strengthening of the US dollar resulted in a £60 million increase in sales.
Acquisitions added £23 million of sales and there was a further organic increase in sales of £97
million. Operating profit before exceptional items decreased by £2 million as a result of foreign
exchange impacts. Acquisitions increased operating profit before exceptional items by £3 million
and organic growth of £21 million was achieved.
4
Organic brand performance:
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Organic |
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Reported |
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Organic |
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volume* |
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net sales** |
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net sales** |
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movement |
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movement |
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movement |
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% |
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% |
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% |
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Smirnoff vodka |
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6 |
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13 |
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8 |
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Smirnoff ready to drink |
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(8 |
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(5 |
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(9 |
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Johnnie Walker |
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4 |
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14 |
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10 |
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Jose Cuervo |
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5 |
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18 |
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12 |
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Baileys |
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6 |
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13 |
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9 |
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Captain Morgan |
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10 |
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22 |
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16 |
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Tanqueray |
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3 |
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8 |
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5 |
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Guinness |
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12 |
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18 |
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15 |
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Total global priority brands |
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5 |
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12 |
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7 |
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Local priority brands |
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1 |
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10 |
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6 |
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Category brands |
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2 |
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30 |
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12 |
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Total |
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4 |
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14 |
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7 |
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* |
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On a reported basis, volume increased by 5% for global priority brands, 1% for local priority
brands, 5% for category brands and 4% in total. Differences from the organic volume movements
shown above are due to acquisitions. |
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Net sales after deducting excise duties |
Smirnoff vodka performed strongly, led by the successful media campaign Clearly Smirnoff which
leveraged the very positive New York Times taste test report. Net sales after deducting excise
duties grew 8% on volume increases of 6% due to a price increase on Smirnoff Twist in the first
quarter. The first half of the year also saw the introduction of two new Smirnoff Twist flavours,
Black Cherry and Lime. Smirnoff vodka growth outpaced the category gaining 0.4 percentage points
in value share.
While Smirnoff ready to drink remains the market leader, the ready to drink category continued to
decline and Smirnoff ready to drink volume was down 8%.
Strong consumer demand for premium brands drove Johnnie Walker performance, with volume up 4% and
net sales after deducting excise duties up 10%. This reflected price increases in some states and
stronger growth in Johnnie Walker Black Label and super deluxe variants. The Johnnie Walker brands
grew value share by 1.4 percentage points.
Although the tequila market has experienced strong pricing pressures, Diageos strategy has been to
hold price and enhance Jose Cuervos premium positioning. As a result, the brand lost both volume
share and value share. Volume grew 5% and net sales after deducting excise duties increased 12%
driven by the launch of Cuervo Golden Margaritas, a ready to drink variant.
Baileys volume grew 6% and net sales after deducting excise duties were up 9%. Performance was
driven by the test launch of Baileys flavours and good growth in Canada, as the comparable period
reflected the strike of the Quebec Liquor Board. For the second consecutive year price increases
have been achieved on Baileys.
Captain Morgan continued its strong performance with volume up 10% on the consistent growth in
Original Spiced Rum and the introduction of Tattoo and Parrot Bay Passion Fruit. Increased
marketing spend behind all Captain Morgan variants helped drive performance. Captain Morgan net
sales after deducting excise duties grew 16% and the brand increased its value share by 1.5
percentage points as price increases were implemented in the first half.
5
The success of the Tony Sinclair Ready to Tanqueray advertising campaign has returned Tanqueray
to growth. Volume grew 3% and net sales after deducting excise duties were up 5% as a result of
price increases in selected markets and growth of the super premium variant, Tanqueray 10. The
Tanqueray brand outperformed the gin category gaining value share by 1.2 percentage points.
Guinness volume was up 12% as a result of successful advertising and promotions behind several
formats. Net sales after deducting excise duties grew 15% as targeted price increases were taken in
those markets that did not have price increases the previous year.
The local priority brands performed well despite the impact of the hurricane season on some of the
biggest markets. Crown Royal volume grew 5%, net sales after deducting excise duties were up 9%
and the brand gained value share by 0.4 percentage points. Crown Royal was able to increase prices
in 70% of the states as it built on its sponsorship of NASCAR among key consumer groups. Crown
Royal volume growth was partially offset by weakness in Seagrams VO and 7 Crown, with volumes down
7% and 1% respectively, as a result of a portfolio strategy to increase focus on premium brands and
de-prioritise lower value brands.
Performance of the California winery local priority brands continued to improve. Sterling volume
was up 6% and net sales after deducting excise duties grew 11% driven by a positive mix shift
toward more premium Sterling products. Beaulieu Vineyards also grew volume by 8% due to strong
growth of its mid-priced Century Cellars brand, resulting in 3% growth in net sales after deducting
excise duties. A fire at a third-party warehouse destroyed most of the Sterling Vineyards 2003
vintage and single-vineyard wines. This will impact performance in the second half and in future
years when the wines were expected to be released.
Category brands grew volume by 2% and net sales after deducting excise duties increased 12% due to
strong growth of Red Stripe, volume up 27%, Smithwicks, volume up 72% and Don Julio, up 69%.
The development of the newly acquired Chalone brands is progressing well and the brand equity has
been leveraged across a number of new variants. Bushmills, which was acquired in August 2005, is
now fully integrated. As anticipated, the brands performance in the first half of the year has
been impacted by the stock build which took place prior to acquisition.
Performance was strong in Canada as the comparable period reflected the strike of the Quebec Liquor
Board. Volume grew 6% and net sales after deducting excise duties were up 14%. Growth was
particularly strong in the global priority brands, with volume up 8% and net sales after deducting
excise duties up 18%, driven by a strong performance of Smirnoff ready to drink.
Europe
Summary:
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Volume was flat, net sales after deducting excise duties declined
1%, marketing declined 7%, which, together with a more cost
efficient organisation, led operating profit to increase 7% |
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Spirits and wine drove performance with volume up 2% and 5%
respectively, offsetting a 24% decline in ready to drink and a 5%
decline in beer |
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Europe remains a difficult trading environment due to increased
duties and regulations, and a continued shift from the on-trade to
the off-trade in key markets |
6
Key measures:
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First half |
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First half |
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Reported |
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Organic |
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F06 |
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F05 |
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|
movement |
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movement |
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£ million |
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£ million |
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% |
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% |
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Volume |
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1 |
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0 |
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Sales |
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2,221 |
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|
2,244 |
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(1 |
) |
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|
0 |
|
Net sales after deducting excise duties |
|
|
1,408 |
|
|
|
1,450 |
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(3 |
) |
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(1 |
) |
Marketing |
|
|
225 |
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|
241 |
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(7 |
) |
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(7 |
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Operating profit before exceptional
items |
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|
494 |
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|
463 |
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|
7 |
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7 |
|
Reported performance:
Reported sales in Europe in the period ended 31 December 2005 were down £23 million from £2,244 in
the comparable period, to £2,221 million. Operating profit before exceptional items increased by
7% from £463 million to £494 million.
Organic performance:
Sales decreased by £14 million as a result of the impact of foreign exchange rates. Acquisitions
net of the impact of disposals added sales of £3 million and there was an organic decline in sales
of £4 million. The exchange impact results primarily from a weakening of the euro compared to the
comparable period in 2004. Operating profit before exceptional items increased by £31 million as a
result of £30 million of organic growth and the profit generated by acquisitions of £8 million and
an adverse exchange rate movement effect of £3 million. In the calculation of organic growth
transfers between business segments reduced prior period sales and operating profit before
exceptional items by £8 million and £4 million respectively.
Organic brand performance:
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Organic |
|
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Reported |
|
|
Organic |
|
|
|
volume* |
|
|
net sales** |
|
|
net sales** |
|
|
|
movement |
|
|
movement |
|
|
movement |
|
|
|
% |
|
|
% |
|
|
% |
|
Smirnoff vodka |
|
|
9 |
|
|
|
11 |
|
|
|
10 |
|
Smirnoff ready to drink |
|
|
(22 |
) |
|
|
(21 |
) |
|
|
(23 |
) |
Johnnie Walker |
|
|
2 |
|
|
|
5 |
|
|
|
6 |
|
Guinness |
|
|
(5 |
) |
|
|
(3 |
) |
|
|
(2 |
) |
Baileys |
|
|
(1 |
) |
|
|
(3 |
) |
|
|
(3 |
) |
JeB |
|
|
(3 |
) |
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(4 |
) |
|
|
(3 |
) |
Total global priority brands |
|
|
0 |
|
|
|
(2 |
) |
|
|
(1 |
) |
Local priority brands |
|
|
1 |
|
|
|
0 |
|
|
|
1 |
|
Category brands |
|
|
(1 |
) |
|
|
(6 |
) |
|
|
(2 |
) |
Total |
|
|
0 |
|
|
|
(3 |
) |
|
|
(1 |
) |
|
|
|
* |
|
On a reported basis, volume was flat for global priority brands, increased by 1% for local
priority brands, 4% for category brands and 1% in total. Differences from the organic volume
movements shown above are due to acquisitions. |
|
** |
|
Net sales after deducting excise duties |
Smirnoff vodka grew volume 9%, and net sales after deducting excise duties were up 10% due to
continued strong performance in Great Britain, Spain and Greece. Further decline of the ready to
drink segment in Europe impacted Smirnoff ready to drink and, as a result, volume was down 22% and
net sales after deducting excise duties declined 23%.
7
Johnnie Walker volume grew 2% and product mix improved due to strong growth of the higher margin
Johnnie Walker Black Label and the super deluxe variants, which represent about 15% of total
volume. Volume of Johnnie Walker Black Label and super deluxe variants was up 13% and 19%
respectively, due to continued growth in Russia, Greece, Spain and Germany. Johnnie Walker Red
Label also performed well in Russia and Germany, however its overall volume was flat as a result of
more difficult market conditions in Portugal and the Canaries.
Over 90% of Guinness volume in Europe is sold in Great Britain and Ireland. Consequently the
declining beer market in both countries heavily impacted performance. Guinness volume was down 5%
and net sales after deducting excise duties declined 2%, as pricing offset some of the volume
weakness. Guinness was launched in Russia following the new distribution agreement with Heineken,
which began in July 2005.
Baileys volume was down 1% as growth in Russia, Italy and France was offset by weakness in Iberia
and Benelux. Net sales after deducting excise duties declined 3% due to the decision to reduce
focus on Baileys Glide in Great Britain.
The contraction of the standard whisky segment in Portugal and the Canaries offset strong growth in
France and Benelux. As a result, JeB volume and net sales after deducting excise duties declined
3%.
Local priority brand volume and net sales after deducting excise duties increased 1%. Growth in
spirits brands around the region offset continued weakness of the lager brands in Ireland.
Category brand volume declined 1% and net sales after deducting excise duties were down 2%.
Blossom Hill continued to grow in Great Britain while in Spain, Gordons and standard scotches
declined due to aggressive pricing by competitor brands.
Great Britain
In a weak market, Diageo delivered volume growth of 2%. Volume growth of 5% in spirits and 4% in
wine offset a 22% decline in ready to drink and a 5% decline in beer. Net sales after deducting
excise duties declined 3% mainly as a result of the negative impact of the further decline in the
ready to drink segment.
In a growing category, Smirnoff vodka continued to outperform the market. Volume grew 11% and net
sales after deducting excise duties were up 13%. Share increased 2.4 percentage points due to a
strong marketing programme and consistent promotional activities. Marketing spend increased 4% and
improved our share of voice. The ready to drink segment declined 15% and while Smirnoff ready to
drink remains the segment leader with a 28% share, volume was down 20%.
Baileys volume declined 1% and net sales after deducting excise duties were down 5% reflecting the
reduced focus on Baileys Glide. Excluding ready to drink, Baileys volumes were flat and net sales
after deducting excise duties declined 2% as retailers promotions focused on less profitable SKUs
during Christmas.
Local priority brand performance was mixed. Bells volume grew 10% and the brand increased share
by 3.5 percentage points to 19%. New variants and consistent advertising enabled Gordons to grow
volume by 2%, to increase net sales after deducting excise duties by 4% and increase share by 3.2
percentage points. Archers volume was down 20% due to a 37% volume decline of the ready to drink
variants.
In a weak beer market, Guinness volume declined 5% but the brand held share. A price increase in
February 2005 partially offset volume weakness with net sales after deducting excise duties down
3%.
Category brand volume was up 4% driven by wine performance. There was a shift in the wine market
in Great Britain away from French towards New World wines. This dynamic influenced the growth of
12% in Blossom Hill volume and the 19% decline in Piat DOr volume.
8
Ireland
The results for Ireland reflect the continued shift from the on-trade to the off-trade as well as
growth in wines and spirits and in the value segment. These market dynamics have a significant
impact on performance in Ireland as the majority of Diageos business is focused on premium brands
and the on-trade. Volume and net sales after deducting excise duties declined by 4% and 1%
respectively. This was driven by a 6% decline in beer volume, which was only partially offset by a
4% increase in spirits volume and 15% increase in wine volume.
Guinness volume was down 9% but net sales after deducting excise duties declined only 2% due to
pricing. The brand lost share, as performance was affected by a particularly hot summer.
In spirits, Smirnoff vodka continues to be the number one vodka brand in Ireland and volume grew 5%
while Baileys volume declined 4% due to increased competition from lower value brands.
Local priority brand volume was down 5% driven by the continued decline of the beer brands. Of the
agency brands, Carlsbergs performance was stronger due to the launch of successful new
advertising, which enabled it to capitalise on the hot summer and slow its volume decline to 1%.
Iberia
Overall, volume in Iberia declined 4% and net sales after deducting excise duties declined 3%
driven by the contraction of the scotch category in Portugal and the Canaries. Spain, which
accounts for over 80% of Iberias volume, grew volume by 1% and net sales after deducting excise
duties were up 3% due to a price increase on a number of brands in January 2005. The 10% increase
in duty implemented by Spanish regulatory authorities in September 2005 has been fully passed on to
customers.
JeB volume in Iberia declined 6% driven by a 33% and 41% decline in volumes in Portugal and the
Canaries. In Spain, JeB volume and net sales after deducting excise duties were flat. The brand is
the leading standard whisky in the Spanish market and gained share by 0.5 percentage points in a
category that was down 3%.
In Spain, Johnnie Walker volume grew 12% and net sales after deducting excise duties were up by
15%. Johnnie Walker Black Label volume grew 23% due to strong performance in the high end
on-trade. Johnnie Walker Red Label gained share by 0.4 percentage points, while Johnnie Walker
Black Label grew share by 0.7 percentage points. Performance was weak in the rest of Iberia due to
the rapid decline of the scotch category.
Baileys volume declined 9%. In Spain, although the brand gained share by 0.6 percentage points due
to good performance in the off-trade, volume declined 6%.
The local priority brands, Cacique and Cardhu in Spain, delivered a 7% increase in volume and grew
net sales after deducting excise duties by 10% due to stronger pricing. Continued growth of the
dark rum category and a successful advertising campaign resulted in a 7% increase in Cacique
volume. Although share was flat, the brand remains the leader of the dark rum segment with 23%
share.
Category brand volume was down 15% driven by the continued decline of standard scotch brands and a
significant decrease in Gordons in Spain due to adverse pricing versus the competition.
9
Rest of Europe
The rest of Europe accounts for a third of Diageos European business. Total volume was up 3% and
net sales after deducting excise duties increased 2%. A 27% decline in ready to drink volume had a
negative impact on mix. Performance excluding ready to drink was stronger, with volume up 4% and
net sales after deducting excise duties up 5%, driven by strong growth in Greece, Russia and
Germany.
Volume in Greece increased 6%. Johnnie Walker volume was up 3% driven by a 17% increase in Johnnie
Walker Black Label, which is benefiting from a new advertising campaign. Haig volume was up 30%
due to the continued growth of standard scotch in the off-trade. Volume in France declined by 2%
as a result of a 36% decline in ready to drink volume. However, in a tough market, JeB grew volume
9% and Baileys volume grew 8%. In Germany, volume was flat, due to a 54% reduction in ready to
drink volume. Excluding ready to drink, performance in Germany, as in France, was stronger with
volume growth of 2% and a 5% increase in net sales after deducting excise duties. Growth was
driven by Johnnie Walker volume, up 14%, led by faster growth of Johnnie Walker Black Label and the
super deluxe variants, as well as a 5% increase in Smirnoff vodka volume.
Russia continued its strong growth trajectory with volume up 41%, and net sales after deducting
excise duties up 51%. Johnnie Walker and Baileys were the main growth drivers with volume up 41%
and 25% respectively. Johnnie Walker Black Label, Johnnie Walker Red Label and Baileys all gained
share and are the clear leaders in their segments. Guinness was launched in Russia in July of 2005
as a result of the new distribution agreement with Heineken.
International
Summary:
|
|
Volume grew 11%, net sales after deducting excise duties were up 12% and operating profit increased 12% |
|
|
Internationals strong performance was across the vast majority of brands and markets |
|
|
Marketing spend was up 24% with a significant up weight in investment in China, India and Brazil |
Key measures:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
First half |
|
|
First half |
|
|
Reported |
|
|
Organic |
|
|
|
F06 |
|
|
F05 |
|
|
movement |
|
|
movement |
|
|
|
£ million |
|
|
£ million |
|
|
% |
|
|
% |
|
Volume |
|
|
|
|
|
|
|
|
|
|
12 |
|
|
|
11 |
|
Sales |
|
|
1,533 |
|
|
|
1,289 |
|
|
|
19 |
|
|
|
15 |
|
Net sales after deducting excise duties |
|
|
1,183 |
|
|
|
1,028 |
|
|
|
15 |
|
|
|
12 |
|
Marketing |
|
|
184 |
|
|
|
143 |
|
|
|
29 |
|
|
|
24 |
|
Operating profit before exceptional items |
|
|
371 |
|
|
|
346 |
|
|
|
7 |
|
|
|
12 |
|
Reported performance:
Reported sales in the period ended 31 December 2005 were £1,533 million, up £244 million from
£1,289 million in the comparable prior period. Operating profit before exceptional items was up 7%
at £371 million for the period ended 31 December 2005.
Organic performance:
Sales increased by £36 million as a result of exchange rate impacts. Acquisitions added sales of
£10 million and there was an organic increase in sales of £198 million. These factors combined to
generate the reported increase of £244 million in the period.
10
There was a £25 million increase in reported operating profit before exceptional items. Organic
growth added £40 million to operating profit before exceptional items, and acquisitions added a
further £1 million; however, these increases were offset by unfavourable exchange rate movements of
£14 million. In the calculation of organic growth, transfers between business segments reduced
prior period operating profit before exceptional items by £2 million.
Organic brand performance:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Organic |
|
|
Reported |
|
|
Organic |
|
|
|
volume* |
|
|
net sales** |
|
|
net sales** |
|
|
|
movement |
|
|
movement |
|
|
movement |
|
|
|
% |
|
|
% |
|
|
% |
|
Johnnie Walker |
|
|
12 |
|
|
|
12 |
|
|
|
14 |
|
Smirnoff vodka |
|
|
8 |
|
|
|
18 |
|
|
|
15 |
|
Smirnoff ready to drink |
|
|
35 |
|
|
|
47 |
|
|
|
42 |
|
Guinness |
|
|
(2 |
) |
|
|
5 |
|
|
|
2 |
|
Baileys |
|
|
5 |
|
|
|
4 |
|
|
|
3 |
|
Total global priority brands |
|
|
9 |
|
|
|
13 |
|
|
|
12 |
|
Local priority brands |
|
|
4 |
|
|
|
13 |
|
|
|
5 |
|
Category brands |
|
|
19 |
|
|
|
20 |
|
|
|
17 |
|
Total |
|
|
11 |
|
|
|
15 |
|
|
|
12 |
|
|
|
|
* |
|
On a reported basis, volume increased by 9% for global priority brands, 4% for local priority
brands, 22% for category brands and 12% in total. Differences from the organic volume movements
shown above are due to acquisitions and the exclusion of royalty volumes. |
|
** |
|
Net sales after deducting excise duties |
Johnnie Walker volume grew 12% driven by growth in Asia and Latin America. Product mix improved
due to stronger growth of the super deluxe variants.
Smirnoff ready to drink grew volume 35% and net sales after deducting excise duties increased by
42% due to growth in Brazil, Venezuela, and successful innovations in Australia and South Africa.
Smirnoff vodka performance was particularly strong in Brazil, India and Asia Pacific with volume up
15%, 39% and 15% respectively.
Guinness volume declined 2% as difficult trading conditions in Cameroon offset good performances in
East Africa, Ghana and Asia. Stronger sales in South Asia and Japan improved mix and as a result,
net sales after deducting excise duties were up 2%.
Baileys volume grew 5% due to volume growth in Asia and the test launch of Baileys flavours in
Global Duty Free. Net sales after deducting excise duties were only up 3% due to adverse product
mix, as the comparable periods volume benefited from the launch of Baileys Glide and Minis in
Australia.
Local priority brand volume and net sales after deducting excise duties were up 4% and 5%
respectively, due to strong growth of Windsor in Korea, Buchanans in Venezuela and Malta Guinness
and Bells in Africa.
Category brand volume and net sales after deducting excise duties were up 19% and 17%,
respectively. Key drivers of performance were the successful re-launch of Harp in Nigeria and the
launch of Benmore and Golden Knight in Thailand.
11
Asia Pacific
In Australia, volume was up 2% and net sales after deducting excise duties were flat as global
priority brand growth was offset by a planned reduction in stock levels of ready to drink category
brands. Smirnoff volume grew 20% driven by strong growth of Smirnoff ready to drink which
increased share by 4.0 percentage points. Johnnie Walker grew volume 9% as a result of strong
brand equity building activity. Bundaberg held share even though volume declined 1%, while volume
of the ready to drink variant was flat.
In Korea, performance was driven by the renovation of the Windsor brand and the launch of new
premium line extensions. A recovering economy also helped stabilise the trading environment for
beverage alcohol. Volume was up 6% and net sales after deducting excise duties increased 7%. The
launch of a super deluxe variant combined with a 22% increase in marketing spend, led Windsor
volume to increase 8%. Both Johnnie Walker and Windsor increased share by 0.6 percentage points.
In Taiwan, volume was up 12%. Johnnie Walker volume increased by 10% and net sales after deducting
excise duties were up 13%, driven by 36% growth in volume of the super deluxe variants. The launch
of Real Mackenzie, a new whisky brand, in April 2005 increased volume growth but had a dilutive
effect on mix.
In Japan, volume grew 3% due to 82% growth in Baileys volume, albeit off a small base, following
the national roll out of an up weighted marketing programme. Guinness volume grew 29% as
distribution gains continued.
In Thailand, volume was up 73% and net sales after deducting excise duties grew 26%. Benmore and
Golden Knight, two new whiskey brands launched in the first half of 2005, drove volume growth but
had an adverse impact on mix. Johnnie Walker volume was up 19%, as Johnnie Walker Red Label
regained momentum and increased share by 4.3 percentage points in the premium scotch segment due to
new promotional activities. Spey Royal grew volume 18% and increased share by 1.0 percentage point
as a result of a new, lower-priced strategy aimed at attracting standard scotch consumers. In
total, Diageo gained 9.9 percentage points of share in the imported whisky segment in the period.
In India, volume increased 26%, albeit off a small base, due to continued strong growth in global
priority brands. Smirnoff vodka delivered the most significant growth with volume up 39% and share
up 9.7 percentage points as a result of increased distribution and a successful advertising
campaign. Johnnie Walker volume grew 33% driven by continued advertising and increased
distribution.
China also experienced rapid growth in volume and net sales after deducting excise duties, driven
primarily by an increase in Johnnie Walker volume of 54%. Advertising on Johnnie Walker was
upweighted significantly during the period benefiting Johnnie Walker Black Label volume, which was
up 75%. A new route to market model also supported growth in Guinness, Baileys and Smirnoff vodka.
Africa
Africa grew volume by 8% and net sales after deducting excise duties by 9%.
In Nigeria, volume and net sales after deducting excise duties were up 17% as turnaround plans
started to take hold and a focus on innovation led to improved performance. Harps successful
re-launch in April 2005 is a key driver of Nigerias recovery. Harp volume more than doubled and
share grew by 4.2 percentage points. Guinness volume declined 1%, however, as a result of the
launch of Guinness Extra Smooth in June 2005 net sales after deducting excise duties increased by
6%. Malta Guinness returned to growth with volume up 13%.
In East Africa, volume grew 17% and net sales after deducting excise duties were up 8% due to
faster growth in low value beers and spirits. Premium beer performance was mixed. Tusker volume
was up 2% due to an improved promotional programme, while Pilsner volume declined 1% due to
increased competition from lower value beers.
12
In South Africa, volume grew 2% while net sales after deducting excise duties were up 11%. Strong
growth in Johnnie Walker drove product mix improvement. Smirnoff volume declined 2% as a 23%
increase in ready to drink was offset by a significant decline in Smirnoff vodka. Bells, the
leading scotch brand in South Africa, grew volume by 12%.
In Ghana, volume grew 15% and net sales after deducting excise duties were up 24%. Guinness grew
volume 5% and net sales after deducting excise duties increased by 18%. Malta Guinness benefited
from a favourable relative price point compared to soft drinks and as a result volume grew 21%.
Latin America
There was strong growth across Latin America with volume for the region as a whole up 14% and net
sales after deducting excise duties up 22%.
In Venezuela, a significant improvement in the environment led to 23% volume growth and a 36%
increase in net sales after deducting excise duties. The product mix improvement was driven by the
successful launch of Smirnoff ready to drink and strong growth in the super deluxe variants of
Johnnie Walker and Buchanans. Category brands also performed well with volume up 18% and net
sales after deducting excise duties increasing by 29% driven by strong growth of Chequers and Ye
Monks.
Performance in Brazil, Paraguay and Uruguay benefited from strong economic conditions. Volume was
up 27% and net sales after deducting excise duties grew by 45% driven by the strong growth of ready
to drink. Johnnie Walker volume increased 33% and net sales after deducting excise duties were 44%
higher due to strong growth of the super deluxe variants as the Reserve Brand Group gained
traction. Johnnie Walker Red Label and Johnnie Walker Black Label gained share by 7.1 percentage
points and 4.2 percentage points respectively. Smirnoff grew volume 19% and net sales after
deducting excise duties increased 55% due to strong performance in ready to drink. Smirnoff vodka
gained 2.9 percentage points of share and Smirnoff ready to drink increased share by 4.6 percentage
points.
Performance in Mexico was strong with overall volume up 28% and net sales after deducting excise
duties up 33% primarily driven by growth across the scotch category. Buchanans increased share by
1.9 percentage points, Johnnie Walker Red Label increased share by 2.6 percentage points and JeB
increased share by 1.8 percentage points.
Global Duty Free
Volume grew 13% and net sales after deducting excise duties were up 14% due to strong growth in
Europe, Australia and parts of Asia. Smirnoff and the Johnnie Walker super deluxe variants had
particularly good performances due to intensive marketing initiatives in airports. Baileys
returned to growth due in part to the test launch of Baileys flavours in Europe.
Corporate revenue and costs
Reported sales increased by £12 million to £40 million from £28 million for the comparable prior
period. Net corporate operating costs before exceptional items increased by £2 million to £80
million from £78 million in the comparable prior period. Transfers between business regions
increased corporate sales by £8 million and decreased operating costs before exceptional items by
£6 million.
13
FINANCIAL REVIEW
Condensed consolidated income statement
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Six months ended 31 December 2005 |
|
|
Six months ended 31 December 2004 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Before |
|
|
|
|
|
|
|
|
|
Before |
|
|
|
|
|
|
|
|
|
|
exceptional |
|
|
|
|
|
|
|
|
|
exceptional |
|
|
Exceptional |
|
|
|
|
|
|
items |
|
|
Exceptional |
|
|
Total |
|
|
|
items |
|
|
items |
|
|
Total |
|
|
(restated) |
|
|
items |
|
|
(restated) |
|
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
Sales |
|
|
5,359 |
|
|
|
|
|
|
|
5,359 |
|
|
|
4,946 |
|
|
|
|
|
|
|
4,946 |
|
Excise duties |
|
|
(1,399 |
) |
|
|
|
|
|
|
(1,399 |
) |
|
|
(1,272 |
) |
|
|
|
|
|
|
(1,272 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net sales |
|
|
3,960 |
|
|
|
|
|
|
|
3,960 |
|
|
|
3,674 |
|
|
|
|
|
|
|
3,674 |
|
Operating costs |
|
|
(2,699 |
) |
|
|
|
|
|
|
(2,699 |
) |
|
|
(2,489 |
) |
|
|
(16 |
) |
|
|
(2,505 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating profit |
|
|
1,261 |
|
|
|
|
|
|
|
1,261 |
|
|
|
1,185 |
|
|
|
(16 |
) |
|
|
1,169 |
|
Investment income |
|
|
5 |
|
|
|
|
|
|
|
5 |
|
|
|
8 |
|
|
|
|
|
|
|
8 |
|
Disposal of
investments/
businesses |
|
|
|
|
|
|
151 |
|
|
|
151 |
|
|
|
|
|
|
|
218 |
|
|
|
218 |
|
Finance charges |
|
|
(93 |
) |
|
|
|
|
|
|
(93 |
) |
|
|
(74 |
) |
|
|
|
|
|
|
(74 |
) |
Associates profits |
|
|
77 |
|
|
|
|
|
|
|
77 |
|
|
|
71 |
|
|
|
|
|
|
|
71 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Profit before taxation |
|
|
1,250 |
|
|
|
151 |
|
|
|
1,401 |
|
|
|
1,190 |
|
|
|
202 |
|
|
|
1,392 |
|
Taxation |
|
|
(313 |
) |
|
|
117 |
|
|
|
(196 |
) |
|
|
(404 |
) |
|
|
14 |
|
|
|
(390 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Profit for the period |
|
|
937 |
|
|
|
268 |
|
|
|
1,205 |
|
|
|
786 |
|
|
|
216 |
|
|
|
1,002 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Attributable to: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Equity shareholders |
|
|
898 |
|
|
|
268 |
|
|
|
1,166 |
|
|
|
751 |
|
|
|
216 |
|
|
|
967 |
|
Minority interests |
|
|
39 |
|
|
|
|
|
|
|
39 |
|
|
|
35 |
|
|
|
|
|
|
|
35 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
937 |
|
|
|
268 |
|
|
|
1,205 |
|
|
|
786 |
|
|
|
216 |
|
|
|
1,002 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adoption of IFRS
The interim results for the period ended 31 December 2005 have been prepared in accordance with
International Accounting Standards and International Financial Reporting Standards (IFRS). The
results for the comparative period to 31 December 2004 have been restated and are also presented in
accordance with IFRS. For further information related to the conversion to IFRS please see the
notes to the interim results, specifically note 1 Basis of preparation and note 12 Explanation
of transition to IFRS.
Sales and net sales after deducting excise duties
On a reported basis, sales increased by £413 million (8%) from £4,946 million in the period ended
31 December 2004 to £5,359 million in the period ended 31 December 2005. On a reported basis net
sales after deducting excise duties increased by £286 million (8%) from £3,674 million in the
period ended 31 December 2004 to £3,960 million in the period ended 31 December 2005. Acquisitions
and disposals contributed a net increase to reported sales and net sales after deducting excise
duties of £36 million and £26 million respectively in the period and foreign exchange rate
movements also increased reported sales by £82 million and reported net sales after deducting
excise duties by £56 million, principally arising from strengthening of the US dollar.
Operating costs
On a reported basis operating costs before exceptional items increased by £210 million principally
due to an increase in cost of goods sold of £146 million and an increase in marketing costs of 8%
from £572 million to
14
£618 million. There were no exceptional operating costs in the period (2004 £16 million). On a
reported basis, operating costs increased by £194 million (8%) from £2,505 million in the period
ended 31 December 2004 to £2,699 million in the period ended 31 December 2005. Overall, the impact
of exchange rate movements increased total operating costs before exceptional items by £75 million.
Post employment plans
Post employment costs for the period ended 31 December 2005 of £44 million (2004 £43 million)
included amounts charged to operating profit of £54 million (2004 £47 million) and finance income
of £10 million (2004 £4 million). At 31 December 2005, Diageos deficit before taxation for all
post employment plans was £1,099 million (30 June 2005 £1,294 million).
Operating profit
Operating profit before exceptional items for the period increased by £76 million to £1,261 million
from £1,185 million in the comparable prior period. There were no exceptional operating charges in
the period ended 31 December 2005, compared to costs in respect of the period ended 31 December
2004 of £16 million.
Exchange rate movements reduced operating profit before exceptional items for the six months ended
31 December 2005 by £19 million.
Non-operating exceptional items
Non-operating exceptional items before taxation were a gain of £151 million in the six months ended
31 December 2005 compared with a gain of £218 million in the six months ended 31 December 2004.
The gain in the period to 31 December 2005 represents the gain on sale of all of the groups
remaining 25 million shares of common stock of General Mills. In the period to 31 December 2004
non-operating exceptional items included a gain of £219 million on the disposal of 54 million
shares of common stock of General Mills and a net charge of £1 million in respect of the disposal
of businesses.
Finance charges
Finance charges increased by £19 million from £74 million in the period ended 31 December 2004 to
£93 million in the six months ended 31 December 2005.
The net interest charge increased by £14 million from £78 million in the comparable prior period to
£92 million in the six months ended 31 December 2005. This increase principally resulted from
increasing US dollar interest rates, the loss of interest income on the Burger King subordinated
debt, the increase in net borrowings in the period and the termination of certain financing
arrangements. IAS 39 Financial instruments: recognition and measurement had no net impact on the
interest charge for the six months ended 31 December 2005.
Other finance charges of £1 million (2004 income of £4 million) included income of £10 million
(2004 income of £4 million) in respect of the groups post employment plans. This beneficial
movement principally reflects the increase in the value of the assets held by the post employment
plans between 1 July 2004 and 30 June 2005. Other finance charges also include a £5 million charge
(2004 gain of £3 million) in respect of foreign exchange translation differences on inter-company
funding arrangements that do not meet the accounting criteria for recognition in equity.
15
Associates
The groups share of profits of associates after interest and tax was £77 million for the period
compared to £71 million in the comparable period last year. Diageos 34% equity interest in Moët
Hennessy contributed £71 million to share of profits of associates after interest and tax (2004 -
£66 million).
Profit before taxation
After exceptional items, profit before taxation increased by £9 million from £1,392 million to
£1,401 million in the six months ended 31 December 2005.
Taxation
The tax charge is based upon the estimate of the average annual effective tax rate expected for the
full financial year with the exception of tax in respect of transactions that are presented by the
group as exceptional items or tax presented by the group as an exceptional item in its own right
which are accounted for in the period in which the items arise.
The effective tax rate before exceptional items for the six months ended 31 December 2005 is 25%
compared with 34% for the six months ended 31 December 2004. The higher effective tax rate in the
period ended 31 December 2004 mainly resulted from the reduction in the carrying value of deferred
tax assets following a change in tax rate.
The effective tax rate for the six months ended 31 December 2005 after exceptional items is 14%
compared with 28% for the six months ended 31 December 2004. The effective tax rate in the current
period has been reduced following the agreement of certain brand carrying values with fiscal
authorities which resulted in recognising an increase in the groups deferred tax assets of £110
million. The profit on disposal arising on the sale of General Mills shares in the period and the
comparative period is not subject to tax.
Exchange rates
Based on current exchange rates, it is estimated that in the year ending 30 June 2006 there will be
an adverse impact from exchange rate movements on profit before exceptional items and taxation of
£30 million (translation exchange only on reported share of profits of associates). Based on
current exchange rates it is estimated that the impact from exchange rate movements on profit
before exceptional items and taxation for the year ending 30 June 2007 will not be material.
Dividend
An interim dividend of 11.95 pence per share will be paid to holders of ordinary shares and ADRs
on the register on 10 March 2006. This represents an increase of 5% on last years interim
dividend. The interim dividend will be paid to shareholders on 6 April 2006. Payment to US ADR
holders will be made on 12 April 2006. A dividend reinvestment plan is available in respect of the
interim dividend and the plan notice date is 16 March 2006.
In the AGM statement in October 2004 Diageo announced that while final decisions on annual
dividends will continue to be taken in the light of earnings performance, inflation and other
external factors, the Diageo Board would expect, from February 2006, to hold the companys dividend
increase to shareholders to around 5% annually to gradually rebuild dividend cover.
16
Cash flow
Extract from the consolidated cash flow statement
|
|
|
|
|
|
|
|
|
|
|
Six months ended |
|
|
Six months ended |
|
|
|
31 December 2005 |
|
|
31 December 2004 |
|
|
|
£ million |
|
|
£ million |
|
Cash generated from operations |
|
|
957 |
|
|
|
1,029 |
|
Interest paid (net) |
|
|
(61 |
) |
|
|
(93 |
) |
Dividends paid to equity minority interests |
|
|
(20 |
) |
|
|
(25 |
) |
Taxation |
|
|
(118 |
) |
|
|
(153 |
) |
Net purchase of investments |
|
|
(1 |
) |
|
|
(2 |
) |
Net capital expenditure |
|
|
(106 |
) |
|
|
(114 |
) |
|
|
|
|
|
|
|
Free cash flow |
|
|
651 |
|
|
|
642 |
|
|
|
|
|
|
|
|
Cash generated from operations decreased from £1,029 million to £957 million in the period to 31
December 2005 principally as a result of a £141 million investment in working capital driven mainly
by growth in the underlying business. The decrease in cash generated from operations was
principally offset by reduced interest payments (down £32 million to £61 million) and reduced tax
payments (down £35 million to £118 million) and as a result free cash flow increased £9 million to
£651 million from £642 million in the prior period.
In the six months ended 31 December 2005, Diageo issued new share capital generating proceeds of £2
million (2004 £3 million) and purchased 84.4 million shares as part of the share buy-back
programme (2004 48.2 million shares) at a cost of £704 million (2004 £353 million). Diageos
stance on capital structure is unchanged: it continues to target a range of ratios which are
currently broadly consistent with an A band credit rating. Diageo expects to continue the share
repurchase programme at broadly the current level.
Balance sheet
At 31 December 2005, total equity was £4,789 million compared with £4,626 million at 30 June 2005.
This increase was mainly due to the profit for the period of £1,205 million offset by the dividend
paid out of shareholders equity of £529 million and the shares repurchased of £704 million.
Net borrowings were £3,911 million at 31 December 2005, an increase of £208 million from 1 July
2005 net borrowings of £3,703 million. The principal components of this increase were the free cash
inflow of £651 million, proceeds from disposal of shares of General Mills of £651 million offset by
payments of £704 million (including costs of £4 million) to repurchase shares to be held as
treasury shares, the payment of £207 million to acquire Bushmills Irish Whiskey and a £529 million
equity dividend paid.
Economic profit
Economic profit increased by £68 million from £400 million in the six months ended 31 December 2004
to £468 million in the six months ended 31 December 2005. See page 39 for calculation and
definition of economic profit.
17
DIAGEO CONSOLIDATED INCOME STATEMENT
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Six months ended 31 December 2005 |
|
|
Six months ended 31 December 2004 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Before |
|
|
|
|
|
|
|
|
|
|
|
|
|
Before |
|
|
|
|
|
|
|
|
|
|
exceptional |
|
|
|
|
|
|
|
|
|
|
|
|
|
exceptional |
|
|
Exceptional |
|
|
|
|
|
|
items |
|
|
Exceptional |
|
|
Total |
|
|
|
|
|
|
|
items |
|
|
items |
|
|
Total |
|
|
(restated) |
|
|
items |
|
|
(restated) |
|
|
|
Notes |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
Sales |
|
|
2 |
|
|
|
5,359 |
|
|
|
|
|
|
|
5,359 |
|
|
|
4,946 |
|
|
|
|
|
|
|
4,946 |
|
Excise duties |
|
|
|
|
|
|
(1,399 |
) |
|
|
|
|
|
|
(1,399 |
) |
|
|
(1,272 |
) |
|
|
|
|
|
|
(1,272 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net sales |
|
|
|
|
|
|
3,960 |
|
|
|
|
|
|
|
3,960 |
|
|
|
3,674 |
|
|
|
|
|
|
|
3,674 |
|
Cost of sales |
|
|
4 |
|
|
|
(1,511 |
) |
|
|
|
|
|
|
(1,511 |
) |
|
|
(1,365 |
) |
|
|
(14 |
) |
|
|
(1,379 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gross profit |
|
|
|
|
|
|
2,449 |
|
|
|
|
|
|
|
2,449 |
|
|
|
2,309 |
|
|
|
(14 |
) |
|
|
2,295 |
|
Marketing |
|
|
|
|
|
|
(618 |
) |
|
|
|
|
|
|
(618 |
) |
|
|
(572 |
) |
|
|
|
|
|
|
(572 |
) |
Other operating
expenses |
|
|
4 |
|
|
|
(570 |
) |
|
|
|
|
|
|
(570 |
) |
|
|
(552 |
) |
|
|
(2 |
) |
|
|
(554 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating profit |
|
|
2 |
|
|
|
1,261 |
|
|
|
|
|
|
|
1,261 |
|
|
|
1,185 |
|
|
|
(16 |
) |
|
|
1,169 |
|
Investment income |
|
|
|
|
|
|
5 |
|
|
|
|
|
|
|
5 |
|
|
|
8 |
|
|
|
|
|
|
|
8 |
|
Sale of General Mills
shares |
|
|
4 |
|
|
|
|
|
|
|
151 |
|
|
|
151 |
|
|
|
|
|
|
|
219 |
|
|
|
219 |
|
Sale of other businesses |
|
|
4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1 |
) |
|
|
(1 |
) |
Net interest |
|
|
3 |
|
|
|
(92 |
) |
|
|
|
|
|
|
(92 |
) |
|
|
(78 |
) |
|
|
|
|
|
|
(78 |
) |
Other finance
(charges)/ income |
|
|
3 |
|
|
|
(1 |
) |
|
|
|
|
|
|
(1 |
) |
|
|
4 |
|
|
|
|
|
|
|
4 |
|
Share of associates
profits after tax |
|
|
|
|
|
|
77 |
|
|
|
|
|
|
|
77 |
|
|
|
71 |
|
|
|
|
|
|
|
71 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Profit before taxation |
|
|
|
|
|
|
1,250 |
|
|
|
151 |
|
|
|
1,401 |
|
|
|
1,190 |
|
|
|
202 |
|
|
|
1,392 |
|
Taxation |
|
|
5 |
|
|
|
(313 |
) |
|
|
117 |
|
|
|
(196 |
) |
|
|
(404 |
) |
|
|
14 |
|
|
|
(390 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Profit for the period |
|
|
|
|
|
|
937 |
|
|
|
268 |
|
|
|
1,205 |
|
|
|
786 |
|
|
|
216 |
|
|
|
1,002 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Attributable to: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Equity shareholders |
|
|
|
|
|
|
898 |
|
|
|
268 |
|
|
|
1,166 |
|
|
|
751 |
|
|
|
216 |
|
|
|
967 |
|
Minority interests |
|
|
|
|
|
|
39 |
|
|
|
|
|
|
|
39 |
|
|
|
35 |
|
|
|
|
|
|
|
35 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
7 |
|
|
|
937 |
|
|
|
268 |
|
|
|
1,205 |
|
|
|
786 |
|
|
|
216 |
|
|
|
1,002 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Pence per share |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic earnings |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
40.4p |
|
|
|
|
|
|
|
|
|
|
|
32.2p |
|
Diluted earnings |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
40.4p |
|
|
|
|
|
|
|
|
|
|
|
32.2p |
|
Average shares |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2,886m |
|
|
|
|
|
|
|
|
|
|
|
2,999m |
|
18
DIAGEO CONSOLIDATED STATEMENT OF
RECOGNISED INCOME AND EXPENSE
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Six months ended |
|
|
|
Six months ended |
|
|
31 December 2004 |
|
|
|
31 December 2005 |
|
|
|
|
|
|
(restated) |
|
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
Net foreign exchange translation differences |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
- group (including minority interests) |
|
|
33 |
|
|
|
|
|
|
|
(46 |
) |
|
|
|
|
- associates |
|
|
18 |
|
|
|
|
|
|
|
54 |
|
|
|
|
|
Holding gains on available for sale securities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
- unrealised gains arising during the year (including exchange) |
|
|
33 |
|
|
|
|
|
|
|
|
|
|
|
|
|
- realised gains reclassified to profit for the period |
|
|
(181 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
Effective portion of changes in fair value of cash flow hedges |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
- group |
|
|
(18 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
- associates |
|
|
1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
Actuarial gains on post employment plans |
|
|
236 |
|
|
|
|
|
|
|
|
|
|
|
|
|
Tax on items taken directly to equity |
|
|
(50 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income recognised directly in equity |
|
|
|
|
|
|
72 |
|
|
|
|
|
|
|
8 |
|
Profit for the period |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
- group |
|
|
1,128 |
|
|
|
|
|
|
|
931 |
|
|
|
|
|
- associates |
|
|
77 |
|
|
|
|
|
|
|
71 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Profit for the period |
|
|
|
|
|
|
1,205 |
|
|
|
|
|
|
|
1,002 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total recognised income and expense for the period |
|
|
|
|
|
|
1,277 |
|
|
|
|
|
|
|
1,010 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Impact of IAS 39 adoption on 1 July 2005 (net of tax) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
- group |
|
|
170 |
|
|
|
|
|
|
|
|
|
|
|
|
|
- associates |
|
|
(6 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Impact of adoption of IAS39 |
|
|
|
|
|
|
164 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1,441 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Attributable to |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
- equity shareholders of the parent company |
|
|
|
|
|
|
1,229 |
|
|
|
|
|
|
|
982 |
|
- minority interests |
|
|
|
|
|
|
48 |
|
|
|
|
|
|
|
28 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total recognised income and expense for the period |
|
|
|
|
|
|
1,277 |
|
|
|
|
|
|
|
1,010 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
19
DIAGEO CONSOLIDATED BALANCE SHEET
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
31 December 2005 |
|
|
30 June 2005 |
|
|
31 December 2004 |
|
|
|
Notes |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
Non-current assets |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Intangible assets |
|
|
|
|
|
|
4,723 |
|
|
|
|
|
|
|
4,392 |
|
|
|
|
|
|
|
4,050 |
|
|
|
|
|
Property, plant and equipment |
|
|
|
|
|
|
1,987 |
|
|
|
|
|
|
|
1,936 |
|
|
|
|
|
|
|
1,794 |
|
|
|
|
|
Biological assets |
|
|
|
|
|
|
5 |
|
|
|
|
|
|
|
14 |
|
|
|
|
|
|
|
6 |
|
|
|
|
|
Investments in associates |
|
|
|
|
|
|
1,347 |
|
|
|
|
|
|
|
1,261 |
|
|
|
|
|
|
|
1,308 |
|
|
|
|
|
Other investments |
|
|
|
|
|
|
66 |
|
|
|
|
|
|
|
719 |
|
|
|
|
|
|
|
1,048 |
|
|
|
|
|
Deferred tax assets |
|
|
|
|
|
|
705 |
|
|
|
|
|
|
|
778 |
|
|
|
|
|
|
|
955 |
|
|
|
|
|
Post employment benefit assets |
|
|
|
|
|
|
11 |
|
|
|
|
|
|
|
12 |
|
|
|
|
|
|
|
10 |
|
|
|
|
|
Other financial assets |
|
|
|
|
|
|
96 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Trade and other receivables |
|
|
|
|
|
|
40 |
|
|
|
|
|
|
|
68 |
|
|
|
|
|
|
|
116 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
8,980 |
|
|
|
|
|
|
|
9,180 |
|
|
|
|
|
|
|
9,287 |
|
Current assets |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Inventories |
|
|
8 |
|
|
|
2,488 |
|
|
|
|
|
|
|
2,347 |
|
|
|
|
|
|
|
2,245 |
|
|
|
|
|
Trade and other receivables |
|
|
|
|
|
|
2,185 |
|
|
|
|
|
|
|
1,607 |
|
|
|
|
|
|
|
2,114 |
|
|
|
|
|
Cash and cash equivalents |
|
|
|
|
|
|
1,039 |
|
|
|
|
|
|
|
787 |
|
|
|
|
|
|
|
1,082 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
5,712 |
|
|
|
|
|
|
|
4,741 |
|
|
|
|
|
|
|
5,441 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total assets |
|
|
|
|
|
|
|
|
|
|
14,692 |
|
|
|
|
|
|
|
13,921 |
|
|
|
|
|
|
|
14,728 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Current liabilities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Borrowings and bank overdrafts |
|
|
10 |
|
|
|
(1,047 |
) |
|
|
|
|
|
|
(869 |
) |
|
|
|
|
|
|
(2,109 |
) |
|
|
|
|
Trade and other payables |
|
|
|
|
|
|
(1,984 |
) |
|
|
|
|
|
|
(1,912 |
) |
|
|
|
|
|
|
(2,107 |
) |
|
|
|
|
Corporate tax payable |
|
|
|
|
|
|
(806 |
) |
|
|
|
|
|
|
(746 |
) |
|
|
|
|
|
|
(795 |
) |
|
|
|
|
Provisions |
|
|
|
|
|
|
(101 |
) |
|
|
|
|
|
|
(88 |
) |
|
|
|
|
|
|
(173 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(3,938 |
) |
|
|
|
|
|
|
(3,615 |
) |
|
|
|
|
|
|
(5,184 |
) |
Non-current liabilities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Borrowings |
|
|
10 |
|
|
|
(3,907 |
) |
|
|
|
|
|
|
(3,677 |
) |
|
|
|
|
|
|
(2,911 |
) |
|
|
|
|
Other payables |
|
|
|
|
|
|
(107 |
) |
|
|
|
|
|
|
(95 |
) |
|
|
|
|
|
|
(60 |
) |
|
|
|
|
Deferred tax liabilities |
|
|
|
|
|
|
(406 |
) |
|
|
|
|
|
|
(298 |
) |
|
|
|
|
|
|
(387 |
) |
|
|
|
|
Post employment benefit
Liabilities |
|
|
|
|
|
|
(1,110 |
) |
|
|
|
|
|
|
(1,306 |
) |
|
|
|
|
|
|
(1,056 |
) |
|
|
|
|
Other financial liabilities |
|
|
|
|
|
|
(149 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Provisions |
|
|
|
|
|
|
(286 |
) |
|
|
|
|
|
|
(304 |
) |
|
|
|
|
|
|
(133 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(5,965 |
) |
|
|
|
|
|
|
(5,680 |
) |
|
|
|
|
|
|
(4,547 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total liabilities |
|
|
|
|
|
|
|
|
|
|
(9,903 |
) |
|
|
|
|
|
|
(9,295 |
) |
|
|
|
|
|
|
(9,731 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net assets |
|
|
|
|
|
|
|
|
|
|
4,789 |
|
|
|
|
|
|
|
4,626 |
|
|
|
|
|
|
|
4,997 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Called up share capital |
|
|
|
|
|
|
883 |
|
|
|
|
|
|
|
883 |
|
|
|
|
|
|
|
883 |
|
|
|
|
|
Share premium |
|
|
|
|
|
|
1,339 |
|
|
|
|
|
|
|
1,337 |
|
|
|
|
|
|
|
1,334 |
|
|
|
|
|
Other reserves |
|
|
|
|
|
|
3,187 |
|
|
|
|
|
|
|
3,180 |
|
|
|
|
|
|
|
3,074 |
|
|
|
|
|
Retained deficit |
|
|
|
|
|
|
(817 |
) |
|
|
|
|
|
|
(941 |
) |
|
|
|
|
|
|
(452 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Equity attributable to equity
shareholders of the company |
|
|
|
|
|
|
|
|
|
|
4,592 |
|
|
|
|
|
|
|
4,459 |
|
|
|
|
|
|
|
4,839 |
|
Minority interests |
|
|
|
|
|
|
|
|
|
|
197 |
|
|
|
|
|
|
|
167 |
|
|
|
|
|
|
|
158 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total equity |
|
|
7 |
|
|
|
|
|
|
|
4,789 |
|
|
|
|
|
|
|
4,626 |
|
|
|
|
|
|
|
4,997 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
20
DIAGEO CONSOLIDATED CASH FLOW STATEMENT
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Six months ended |
|
|
Six months ended |
|
|
|
31 December 2005 |
|
|
31 December 2004 |
|
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
Cash flows from operating activities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Profit for the period |
|
|
1,205 |
|
|
|
|
|
|
|
1,002 |
|
|
|
|
|
Taxation |
|
|
196 |
|
|
|
|
|
|
|
390 |
|
|
|
|
|
Share of associates profit after taxation |
|
|
(77 |
) |
|
|
|
|
|
|
(71 |
) |
|
|
|
|
Investment income |
|
|
(5 |
) |
|
|
|
|
|
|
(8 |
) |
|
|
|
|
Net interest and finance charges |
|
|
93 |
|
|
|
|
|
|
|
74 |
|
|
|
|
|
Net non-operating exceptional gains |
|
|
(151 |
) |
|
|
|
|
|
|
(218 |
) |
|
|
|
|
Depreciation and amortisation |
|
|
105 |
|
|
|
|
|
|
|
119 |
|
|
|
|
|
Movements in working capital |
|
|
(463 |
) |
|
|
|
|
|
|
(322 |
) |
|
|
|
|
Dividend income |
|
|
14 |
|
|
|
|
|
|
|
20 |
|
|
|
|
|
Other items |
|
|
40 |
|
|
|
|
|
|
|
43 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash generated from operations |
|
|
|
|
|
|
957 |
|
|
|
|
|
|
|
1,029 |
|
Interest paid |
|
|
|
|
|
|
(98 |
) |
|
|
|
|
|
|
(168 |
) |
Interest received |
|
|
|
|
|
|
37 |
|
|
|
|
|
|
|
75 |
|
Dividends paid to equity minority interests |
|
|
|
|
|
|
(20 |
) |
|
|
|
|
|
|
(25 |
) |
Taxation paid |
|
|
|
|
|
|
(118 |
) |
|
|
|
|
|
|
(153 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net cash from operating activities |
|
|
|
|
|
|
758 |
|
|
|
|
|
|
|
758 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net purchase of investments |
|
|
(1 |
) |
|
|
|
|
|
|
(2 |
) |
|
|
|
|
Disposal of property, plant and equipment |
|
|
2 |
|
|
|
|
|
|
|
10 |
|
|
|
|
|
Purchase of property, plant and equipment |
|
|
(108 |
) |
|
|
|
|
|
|
(124 |
) |
|
|
|
|
Disposal of shares in General Mills |
|
|
651 |
|
|
|
|
|
|
|
1,210 |
|
|
|
|
|
Disposal of subsidiaries, associates and businesses |
|
|
122 |
|
|
|
|
|
|
|
13 |
|
|
|
|
|
Purchase of subsidiaries |
|
|
(207 |
) |
|
|
|
|
|
|
(15 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net cash from investing activities |
|
|
|
|
|
|
459 |
|
|
|
|
|
|
|
1,092 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash flows from financing activities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Proceeds from issue of share capital |
|
|
2 |
|
|
|
|
|
|
|
3 |
|
|
|
|
|
Net purchase of own shares for share trusts |
|
|
(42 |
) |
|
|
|
|
|
|
(54 |
) |
|
|
|
|
Own shares repurchased for cancellation |
|
|
|
|
|
|
|
|
|
|
(61 |
) |
|
|
|
|
Own shares repurchased for holding as treasury
shares |
|
|
(704 |
) |
|
|
|
|
|
|
(292 |
) |
|
|
|
|
Increase/(decrease) in loans |
|
|
296 |
|
|
|
|
|
|
|
(264 |
) |
|
|
|
|
Redemption of guaranteed preferred securities |
|
|
|
|
|
|
|
|
|
|
(302 |
) |
|
|
|
|
Equity dividends paid |
|
|
(529 |
) |
|
|
|
|
|
|
(512 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net cash used in financing activities |
|
|
|
|
|
|
(977 |
) |
|
|
|
|
|
|
(1,482 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net increase in cash and cash equivalents |
|
|
|
|
|
|
240 |
|
|
|
|
|
|
|
368 |
|
Exchange differences |
|
|
|
|
|
|
12 |
|
|
|
|
|
|
|
(66 |
) |
Cash and cash equivalents at beginning of the period |
|
|
|
|
|
|
729 |
|
|
|
|
|
|
|
668 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash and cash equivalents at end of the period |
|
|
|
|
|
|
981 |
|
|
|
|
|
|
|
970 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash and cash equivalents consist of: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Other cash and cash equivalents |
|
|
|
|
|
|
1,039 |
|
|
|
|
|
|
|
1,082 |
|
Bank overdrafts |
|
|
|
|
|
|
(58 |
) |
|
|
|
|
|
|
(112 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
981 |
|
|
|
|
|
|
|
970 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
21
NOTES
1. Basis of preparation
For all periods up to and including the year ended 30 June 2005, Diageo prepared its primary
financial statements under UK generally accepted accounting principles (UK GAAP). From 1 July
2005, the group is required to prepare its consolidated financial statements in accordance with
International Accounting Standards, International Financial Reporting Standards and interpretations
of the International Financial Reporting Interpretations Committee (IFRSs) as adopted for use in
the European Union (EU). These interim results have been prepared in accordance with IFRSs as
expected to be applied in the groups annual financial results for the year ended 30 June 2006.
The group accounting policies applied in these interim results are those available on Diageos
website, www.diageo.com with exception of the adoption of the amendment to IAS 21 The effects of
changes in foreign exchange rates, the impact of which is outlined below. Further details of the
impact of the transition to IFRSs are presented in note 12.
IFRSs are subject to ongoing review and endorsement by the EU or possible amendment by
interpretative guidance from the International Accounting Standards Board (IASB) and are therefore
still subject to change. Accordingly, the information presented here and the format of
presentation may be subject to change as standards are endorsed by the EU, new guidance is issued
or practice develops.
IFRS 1 First-time adoption of International Financial Reporting Standards permits certain
optional exemptions from full retrospective application of IFRS accounting policies and the
following options have been adopted:
|
|
Business combinations: Business combinations prior to the date of transition have not been restated onto an
IFRS basis. |
|
|
|
Cumulative translation differences: The cumulative translation difference arising on consolidation has been
deemed to be zero at the date of transition. |
|
|
|
Share-based payments: Full retrospective application has been adopted. |
|
|
|
Financial instruments: The group has adopted the provisions of IAS 39 Financial instruments: recognition
and measurement and IAS 32 Financial instruments: presentation and disclosure from 1 July 2005. Financial
instruments in the year ended 30 June 2005 remain recorded in accordance with previous UK GAAP accounting
policies, and the adjustment to IAS 39 is reflected in the balance sheet at 1 July 2005. |
The group expects to be able to adopt the amendment to IAS 21 The effects of changes in foreign
exchange rates approved by the IASB in November 2005 in its annual financial statements for the
year ending 30 June 2006 and therefore has adopted this amendment in the interim financial
statements. Whilst passed by the IASB, this amendment has yet to be endorsed by the European
Parliament. This amendment clarifies the accounting treatment for net investments in foreign
subsidiaries and for the treatment of foreign exchange differences on monetary items which form
part of a reporting entitys net investment in a foreign operation.
The effect of implementing this amendment is that a number of intra-group financing arrangements
are now regarded as part of the groups net investment in foreign operations and the foreign
exchange arising on translation of these balances is recorded in equity. Prior to adoption of the
amendment, IAS 21 required the foreign exchange arising on translation of these balances to be
taken to income. The effect on implementation of the amendment is to increase the interest charge
by £2 million (2004 decrease of £1 million). Basic and diluted earnings per share for the period
ended 31 December 2005 have been decreased by 0.1p (2004 increased by 0.1p). There is no impact
on net assets.
In the process of implementing the amendment to IAS 21, the group reconsidered its interpretation
of the wording of the original IAS 21 standard and has identified that other foreign exchange
losses of £26 million in the preliminary IFRS information previously published for the period ended
31 December 2004 in respect of intra-group financing arrangements forming part of the groups net
investment in foreign operations were originally charged to income and should have been recognised
directly in equity. The group has reclassified
22
these exchange losses resulting in an increase in other finance income of £26 million in the six
months ended 31 December 2004. Basic and diluted earnings per share for the period ended 31
December 2004 have been increased by 0.8p. There is no impact on net assets.
This interim financial information is unaudited but has been reviewed by the auditors, KPMG Audit
Plc, and their report is reproduced after these notes. The information does not comprise the
statutory accounts of the group. The statutory accounts of Diageo plc for the year ended 30 June
2005, which were prepared under UK GAAP, have been filed with the registrar of companies. KPMG
Audit Plc have reported on these accounts; their report was unqualified and did not contain any
statement under section 237 of the Companies Act 1985.
2. Business and geographical analyses
Business analysis is presented under the categories of Diageo North America, Diageo Europe, Diageo
International and Corporate, reflecting the groups management and internal reporting structure.
Business analysis:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Six months ended |
|
|
|
|
|
|
Six months ended |
|
|
|
|
|
|
|
31 December 2005 |
|
|
|
|
|
|
31 December 2004 |
|
|
|
|
|
|
|
Operating |
|
|
|
|
|
|
Operating |
|
|
|
Sales |
|
|
profit/(loss) |
|
|
Sales |
|
|
profit/(loss)* |
|
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
North America |
|
|
1,565 |
|
|
|
476 |
|
|
|
1,385 |
|
|
|
454 |
|
Europe |
|
|
2,221 |
|
|
|
494 |
|
|
|
2,244 |
|
|
|
463 |
|
International |
|
|
1,533 |
|
|
|
371 |
|
|
|
1,289 |
|
|
|
346 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
5,319 |
|
|
|
1,341 |
|
|
|
4,918 |
|
|
|
1,263 |
|
Corporate |
|
|
40 |
|
|
|
(80 |
) |
|
|
28 |
|
|
|
(78 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
5,359 |
|
|
|
1,261 |
|
|
|
4,946 |
|
|
|
1,185 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Geographical analysis of sales and operating profit by destination:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Six months ended |
|
|
|
|
|
|
Six months ended |
|
|
|
31 December 2005 |
|
|
|
|
|
|
31 December 2004 |
|
|
|
|
|
|
|
Operating |
|
|
|
|
|
|
Operating |
|
|
|
Sales |
|
|
profit |
|
|
Sales |
|
|
profit* |
|
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
Europe |
|
|
2,292 |
|
|
|
426 |
|
|
|
2,296 |
|
|
|
394 |
|
North America |
|
|
1,581 |
|
|
|
485 |
|
|
|
1,405 |
|
|
|
465 |
|
Asia Pacific |
|
|
561 |
|
|
|
122 |
|
|
|
482 |
|
|
|
120 |
|
Latin America |
|
|
402 |
|
|
|
106 |
|
|
|
310 |
|
|
|
97 |
|
Rest of World |
|
|
523 |
|
|
|
122 |
|
|
|
453 |
|
|
|
109 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
5,359 |
|
|
|
1,261 |
|
|
|
4,946 |
|
|
|
1,185 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
* |
|
Operating profit for the period ended 31 December 2004 is before exceptional operating charges of
£16 million. |
Sales and operating profit by geographical destination have been stated according to the location
of the third party customers.
23
Certain businesses within Diageo International for internal management purposes have been reported
within the appropriate market in the geographical analysis above. Corporate sales and operating
loss (principally central costs) are incurred in Europe.
Net corporate operating costs and trading losses increased 3% to £80 million. Corporate revenues
and costs are in respect of central costs including finance, human resources and legal as well as
certain information system, service centre, facilities and employee costs that are not directly
allocated to the geographical operating units. They also include the revenues and costs related to
rents receivable in respect of properties not used by Diageo in the manufacture, sale or
distribution of premium drinks and the results of Gleneagles Hotel.
|
|
|
|
|
|
|
|
|
|
|
31 December 2005 |
|
|
31 December 2004 |
|
|
|
£ million |
|
|
£ million |
|
Total assets: |
|
|
|
|
|
|
|
|
North America |
|
|
994 |
|
|
|
660 |
|
Europe |
|
|
1,563 |
|
|
|
1,474 |
|
International |
|
|
1,278 |
|
|
|
1,159 |
|
Moët Hennessy |
|
|
1,304 |
|
|
|
1,263 |
|
Corporate and other |
|
|
9,553 |
|
|
|
10,172 |
|
|
|
|
|
|
|
|
|
|
|
14,692 |
|
|
|
14,728 |
|
|
|
|
|
|
|
|
Weighted average exchange rates used in the translation of profit and loss accounts were US dollar
- £1 = $1.76 (2004 £1 = $1.85) and euro £1 = 1.47 (2004 £1 = 1.46). Exchange rates
used to translate assets and liabilities at the balance sheet date were US dollar £1 = $1.72
(2004 £1 = $1.92) and euro £1 = 1.46 (2004 £1 = 1.42). The group uses foreign
exchange transaction hedges to mitigate the effect of exchange rate movements.
The Christmas holiday season provides the peak period for sales. Approximately 30% of annual sales
volume occurs in the last three months of each calendar year.
3. Interest and other finance charges
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Six months ended |
|
|
|
Six months ended |
|
|
31 December 2004 |
|
|
|
31 December 2005 |
|
|
(restated) |
|
|
|
£ million |
|
|
£ million |
|
Interest payable |
|
|
(107 |
) |
|
|
(135 |
) |
Interest receivable |
|
|
15 |
|
|
|
57 |
|
|
|
|
|
|
|
|
Net interest |
|
|
(92 |
) |
|
|
(78 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net finance income in respect of post employment plans |
|
|
10 |
|
|
|
4 |
|
Unwinding of discounts on provisions and debtors |
|
|
(6 |
) |
|
|
(3 |
) |
Other finance charges |
|
|
(1 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
3 |
|
|
|
1 |
|
Net exchange movements on certain financial instruments |
|
|
(4 |
) |
|
|
3 |
|
|
|
|
|
|
|
|
Other finance (charges)/income |
|
|
(1 |
) |
|
|
4 |
|
|
|
|
|
|
|
|
24
4. Exceptional items
Following the implementation of IFRS, the group has decided to continue with its separate
presentation of certain items as exceptional. These are items which, in managements judgement,
need to be disclosed by virtue of their size or incidence in order for the user to obtain a proper
understanding of the financial information.
|
|
|
|
|
|
|
|
|
|
|
Six months ended |
|
|
Six months ended |
|
|
|
31 December 2005 |
|
|
31 December 2004 |
|
|
|
£ million |
|
|
£ million |
|
Operating costs |
|
|
|
|
|
|
|
|
Park Royal brewery accelerated
depreciation |
|
|
|
|
|
|
(14 |
) |
Seagram integration costs |
|
|
|
|
|
|
(6 |
) |
Disposal of fixed assets |
|
|
|
|
|
|
4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(16 |
) |
Disposals |
|
|
|
|
|
|
|
|
Shares in General Mills |
|
|
151 |
|
|
|
219 |
|
Other |
|
|
|
|
|
|
(1 |
) |
|
|
|
|
|
|
|
|
|
|
151 |
|
|
|
202 |
|
|
|
|
|
|
|
|
5. Income taxes
The £196 million total taxation charge for the six months ended 31 December 2005 comprises a UK tax
charge of £50 million and a foreign tax charge of £146 million. Exceptional tax credits amounted to
£117 million in the period (2004 £14 million) reflecting a £110 million increase in the groups
deferred tax assets following agreement of certain brand carrying values with fiscal authorities.
6. Dividends
|
|
|
|
|
|
|
|
|
|
|
Six months ended |
|
|
Six months ended |
|
|
|
31 December 2005 |
|
|
31 December 2004 |
|
|
|
£ million |
|
|
£ million |
|
Amounts recognised as distributions
to equity holders in the period |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Final dividend paid for the year
ended 30 June 2005 of 18.2p (2004 -
17.0p) per share |
|
|
529 |
|
|
|
512 |
|
|
|
|
|
|
|
|
An interim dividend of 11.95 pence per share for the six months ended 31 December 2005 (2004 -
11.35 pence per share) was approved by the Board on 15 February 2006 and as the approval was after
the balance sheet date it has not been included as a liability.
25
7. Movements in total equity
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Six months ended |
|
|
|
Six months ended |
|
|
31 December 2004 |
|
|
|
31 December 2005 |
|
|
|
(restated) |
|
|
|
|
£ million |
|
|
£ million |
|
Total equity at beginning of the period |
|
|
4,626 |
|
|
|
|
|
Adoption of IAS 39 on 1 July 2005 |
|
|
164 |
|
|
|
|
|
|
|
|
|
|
|
|
|
Restated total equity at beginning of the period |
|
|
4,790 |
|
|
|
5,229 |
|
|
|
|
|
|
|
|
|
|
Profit for the period |
|
|
1,205 |
|
|
|
1,002 |
|
Dividends paid to equity shareholders |
|
|
(529 |
) |
|
|
(512 |
) |
Dividends paid to minority interests |
|
|
(20 |
) |
|
|
(25 |
) |
Exchange adjustments |
|
|
51 |
|
|
|
8 |
|
Tax on exchange adjustments in reserves |
|
|
7 |
|
|
|
|
|
New share capital issued |
|
|
2 |
|
|
|
3 |
|
Share trust arrangements |
|
|
(27 |
) |
|
|
(42 |
) |
Purchase of own shares for cancellation |
|
|
|
|
|
|
(61 |
) |
Purchase of own shares held as treasury shares |
|
|
(704 |
) |
|
|
(292 |
) |
Actuarial gains on post employment plans |
|
|
179 |
|
|
|
|
|
Redemption of preferred securities (net) |
|
|
|
|
|
|
(312 |
) |
Other recognised losses |
|
|
(165 |
) |
|
|
(1 |
) |
|
|
|
|
|
|
|
Net movement in total equity |
|
|
(1 |
) |
|
|
(232 |
) |
|
|
|
|
|
|
|
|
|
Total equity at end of the period |
|
|
4,789 |
|
|
|
4,997 |
|
|
|
|
|
|
|
|
Total equity at the end of the period includes gains of £169 million in respect of cumulative
translation differences (2004 gains of £14 million) and £1,349 million in respect of own shares
held as treasury shares (2004 £292 million).
8. Inventories
|
|
|
|
|
|
|
|
|
|
|
31 December |
|
|
31 December |
|
|
|
2005 |
|
|
2004 |
|
|
|
£ million |
|
|
£ million |
|
Raw materials and consumables |
|
|
273 |
|
|
|
231 |
|
Work in progress |
|
|
22 |
|
|
|
15 |
|
Maturing stocks |
|
|
1,610 |
|
|
|
1,484 |
|
Finished goods and goods for resale |
|
|
583 |
|
|
|
515 |
|
|
|
|
|
|
|
|
|
|
|
2,488 |
|
|
|
2,245 |
|
|
|
|
|
|
|
|
26
9. Reconciliation of movement in net borrowings
|
|
|
|
|
|
|
|
|
|
|
Six months ended |
|
|
Six months ended |
|
|
|
31 December 2005 |
|
|
31 December 2004 |
|
|
|
£ million |
|
|
£ million |
|
Net borrowings at beginning of the period |
|
|
(3,706 |
) |
|
|
(4,156 |
) |
Adoption of IAS 39 on 1 July 2005 |
|
|
3 |
|
|
|
|
|
|
|
|
|
|
|
|
Restated net borrowings at beginning of the period |
|
|
(3,703 |
) |
|
|
(4,156 |
) |
|
|
|
|
|
|
|
|
|
Increase in cash and cash equivalents after exchange |
|
|
252 |
|
|
|
302 |
|
Cash flow from change in loans |
|
|
(296 |
) |
|
|
264 |
|
|
|
|
|
|
|
|
Change in net borrowings from cash flows |
|
|
(44 |
) |
|
|
566 |
|
Exchange adjustments on borrowings |
|
|
(162 |
) |
|
|
98 |
|
Other non-cash items |
|
|
(2 |
) |
|
|
8 |
|
|
|
|
|
|
|
|
(Increase)/decrease in net borrowings |
|
|
(208 |
) |
|
|
672 |
|
|
|
|
|
|
|
|
Net borrowings at end of the period |
|
|
(3,911 |
) |
|
|
(3,484 |
) |
|
|
|
|
|
|
|
10. Net borrowings
|
|
|
|
|
|
|
|
|
|
|
31 December |
|
|
31 December |
|
|
|
2005 |
|
|
2004 |
|
|
|
£ million |
|
|
£ million |
|
Debt due within one year and overdrafts |
|
|
(1,047 |
) |
|
|
(2,109 |
) |
Debt due after one year |
|
|
(3,907 |
) |
|
|
(2,911 |
) |
Interest rate swaps |
|
|
9 |
|
|
|
|
|
Obligations under finance leases |
|
|
(10 |
) |
|
|
(10 |
) |
|
|
|
|
|
|
|
|
|
|
(4,955 |
) |
|
|
(5,030 |
) |
Less: Cash and cash equivalents |
|
|
1,039 |
|
|
|
1,082 |
|
Other liquid resources |
|
|
14 |
|
|
|
506 |
|
Foreign currency swaps |
|
|
(9 |
) |
|
|
(42 |
) |
|
|
|
|
|
|
|
Net borrowings |
|
|
(3,911 |
) |
|
|
(3,484 |
) |
|
|
|
|
|
|
|
In the period ended 31 December 2005 the group issued a US$ 750 million global bond repayable in
2015 with a coupon of 5.30% and a US$ 250 million medium term note repayable in 2008 with floating
rate coupons. A US$ 500 million bond matured and was repaid in the period.
11. Contingent liabilities and legal proceedings
(i) Guarantees In connection with the disposal of Pillsbury, Diageo has guaranteed the debt of a
third party to the amount of $200 million (£116 million) until November 2009. Including this
guarantee, but net of the amount provided in the consolidated financial statements, the group has
given performance guarantees and indemnities to the third parties of £176 million. There has been
no material change since 31 December 2005 in the groups performance guarantees and indemnities.
(ii) Colombian litigation An action was filed on 8 October 2004 in the United States District
Court for the Eastern District of New York by the Republic of Colombia and a number of its local
government entities against Diageo and other spirits companies. The complaint alleges several
causes of action. Included among the causes of action is a claim that the defendants allegedly
violated the Federal RICO Act by facilitating money laundering in Colombia through their supposed
involvement in the contraband trade to the detriment of government owned spirits production and
distribution businesses. The complaint was amended on 29 December 2004 to add eight additional
local Colombian government entities as plaintiffs. Diageo intends to defend itself vigorously
against this lawsuit.
27
(iii) Alcohol advertising litigation At least nine nearly identical putative class actions were
filed in state and federal courts in the United States against Diageo plc, Diageo North America Inc
and other Diageo entities, along with a large group of other beverage alcohol manufacturers,
brewers and importers. All have been brought by the same national counsel. In each action, the
plaintiffs seek to pursue their claims on behalf of parents and guardians of people under the legal
drinking age who illegally bought alcohol beverages during the period from 1982 to the present.
Plaintiffs allege several causes of action, principally for negligence, unjust enrichment and
violation of state consumer fraud statutes. Some complaints include additional claims based on
conspiracy, nuisance and on other legal theories.
The litigation is ongoing and Diageo intends to defend itself vigorously against these claims.
(iv) Other The group has extensive international operations and is defendant in a number of legal
proceedings incidental to these operations. There are a number of legal claims against the group,
the outcome of which cannot at present be foreseen.
Save as disclosed above, neither Diageo, nor any member of the Diageo group, is or has been engaged
in, nor (so far as Diageo is aware) is there pending or threatened by or against it, any legal or
arbitration proceedings which may have a significant effect on the financial position of the Diageo
group.
12. Explanation of transition to IFRS
These are the groups first consolidated interim results for part of the period covered by the
first annual consolidated financial statements prepared in accordance with IFRS.
The group has adopted the amendment to IAS 21 and accordingly the results for the comparative
period have been restated (see note 1 for further information).
In preparing its IFRS balance sheet at the transition date (1 July 2004), comparative information
for the six months ended 31 December 2004 and financial statements for the year ended 30 June 2005,
the group has adjusted amounts reported previously in financial statements prepared in accordance
with UK GAAP. Set out in the following tables is the UK GAAP to IFRS reconciliation of profit for
the period for the six months ended 31 December 2004 and year ended 30 June 2005 and a
reconciliation of total equity at 1 July 2004, 31 December 2004 and 30 June 2005.
28
Reconciliation of profit for the period
|
|
|
|
|
|
|
|
|
|
|
Year ended |
|
|
Six months ended |
|
|
|
30 June 2005 |
|
|
31 December 2004 |
|
|
|
(restated) |
|
|
(restated) |
|
|
|
£ million |
|
|
£ million |
|
Profit after taxation under UK GAAP |
|
|
1,439 |
|
|
|
908 |
|
Reversal of goodwill recycled to income statement on disposal (IAS 38) |
|
|
247 |
|
|
|
247 |
|
Amortisation of deferred tax assets (IAS 12) |
|
|
(267 |
) |
|
|
(149 |
) |
Foreign exchange differences on inter-company funding loans (IAS 21) |
|
|
(8 |
) |
|
|
3 |
|
Share based payments (IFRS 2) |
|
|
(9 |
) |
|
|
(4 |
) |
Other |
|
|
(3 |
) |
|
|
(3 |
) |
|
|
|
|
|
|
|
Profit for the period under IFRS |
|
|
1,399 |
|
|
|
1,002 |
|
|
|
|
|
|
|
|
Reconciliation of total equity
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
30 June |
|
|
31 December |
|
|
1 July |
|
|
|
2005 |
|
|
2004 |
|
|
2004 |
|
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
Total shareholders funds and minority interests under UK GAAP |
|
|
3,834 |
|
|
|
4,284 |
|
|
|
4,183 |
|
Valuation of net post employment benefit liability (IAS 19) |
|
|
(52 |
) |
|
|
(58 |
) |
|
|
(54 |
) |
Net deferred tax asset on brands and group re-organisations
(IAS 12) |
|
|
423 |
|
|
|
548 |
|
|
|
706 |
|
De-recognition of final dividend creditor (IAS 10) |
|
|
530 |
|
|
|
336 |
|
|
|
513 |
|
Elimination of revaluation reserve (IAS 16) |
|
|
(111 |
) |
|
|
(111 |
) |
|
|
(113 |
) |
Other |
|
|
2 |
|
|
|
(2 |
) |
|
|
(6 |
) |
|
|
|
|
|
|
|
|
|
|
Total equity under IFRS |
|
|
4,626 |
|
|
|
4,997 |
|
|
|
5,229 |
|
|
|
|
|
|
|
|
|
|
|
|
Net impact of implementation of IAS 39 |
|
|
164 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total equity under IFRS at 1 July 2005 |
|
|
4,790 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
In accordance with the exemption available in IFRS 1, the group has adopted IAS 39 Financial
instruments recognition and measurement and IAS 32 Financial instruments presentation and
disclosure with effect from 1 July 2005, the principal impact of these standards being to change
the carrying value of financial instruments in the groups financial statements. The impact of
adoption of these standards on the balance sheet at 1 July 2005 (date of adoption) is set out in
the following table:
29
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
30 June |
|
|
Impact of |
|
|
1 July |
|
|
31 December |
|
|
|
2005 |
|
|
IAS 39 |
|
|
2005 |
|
|
2005 |
|
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
Non-current assets |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Investments in associates |
|
|
1,261 |
|
|
|
(6 |
) |
|
|
1,255 |
|
|
|
1,347 |
|
Other investments |
|
|
719 |
|
|
|
148 |
|
|
|
867 |
|
|
|
66 |
|
Deferred tax assets |
|
|
778 |
|
|
|
10 |
|
|
|
788 |
|
|
|
705 |
|
Other financial assets |
|
|
|
|
|
|
96 |
|
|
|
96 |
|
|
|
96 |
|
Other non-current assets |
|
|
6,422 |
|
|
|
70 |
|
|
|
6,492 |
|
|
|
6,766 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
9,180 |
|
|
|
318 |
|
|
|
9,498 |
|
|
|
8,980 |
|
Current assets |
|
|
4,741 |
|
|
|
|
|
|
|
4,741 |
|
|
|
5,712 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total assets |
|
|
13,921 |
|
|
|
318 |
|
|
|
14,239 |
|
|
|
14,692 |
|
Current liabilities |
|
|
(3,615 |
) |
|
|
41 |
|
|
|
(3,574 |
) |
|
|
(3,938 |
) |
Non-current liabilities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Borrowings |
|
|
(3,677 |
) |
|
|
(67 |
) |
|
|
(3,744 |
) |
|
|
(3,907 |
) |
Other financial liabilities |
|
|
|
|
|
|
(128 |
) |
|
|
(128 |
) |
|
|
(149 |
) |
Other non-current liabilities |
|
|
(2,003 |
) |
|
|
|
|
|
|
(2,003 |
) |
|
|
(1,909 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(5,680 |
) |
|
|
(195 |
) |
|
|
(5,875 |
) |
|
|
(5,965 |
) |
Total liabilities |
|
|
(9,295 |
) |
|
|
(154 |
) |
|
|
(9,449 |
) |
|
|
(9,903 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
Net assets |
|
|
4,626 |
|
|
|
164 |
|
|
|
4,790 |
|
|
|
4,789 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Other reserves |
|
|
5,400 |
|
|
|
123 |
|
|
|
5,523 |
|
|
|
5,409 |
|
Retained deficit |
|
|
(941 |
) |
|
|
41 |
|
|
|
(900 |
) |
|
|
(817 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
Equity attributable to
equity shareholders of the
company |
|
|
4,459 |
|
|
|
164 |
|
|
|
4,623 |
|
|
|
4,592 |
|
Minority interests |
|
|
167 |
|
|
|
|
|
|
|
167 |
|
|
|
197 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total equity |
|
|
4,626 |
|
|
|
164 |
|
|
|
4,790 |
|
|
|
4,789 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The group accounting policies applied to the financial information for the six months ended 31
December 2005, the comparative information for the six months ended 31 December 2004, the financial
statements for the year ended 30 June 2005, and the preparation of an opening balance sheet at 1
July 2004 (the groups date of transition), are available
on Diageos website, www.diageo.com with
the exception of the adoption of the amendment to IAS 21, the impact of which is outlined in note
1.
30
INDEPENDENT REVIEW REPORT TO DIAGEO PLC
Introduction
We have been engaged by the company to review the financial information set out on pages 18 to 30
and we have read the other information contained in the interim report and considered whether it
contains any apparent misstatements or material inconsistencies with the financial information.
This report is made solely to the company in accordance with the terms of our engagement to assist
the company in meeting the requirements of the Listing Rules of the Financial Services Authority.
Our review has been undertaken so that we might state to the company those matters we are required
to state to it in this 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 for our review work, for
this report, or for the conclusions we have reached.
Directors responsibilities
The interim report, including the financial information contained therein, is the responsibility of
and has been approved by the directors. The directors are responsible for preparing the interim
report in accordance with the Listing Rules which require that the accounting policies and
presentation applied to the interim figures should be consistent with those applied in preparing
the preceding annual financial statements except where any changes, and the reasons for them, are
disclosed.
As disclosed in note 1 to the financial information, the next annual financial statements of the
group will be prepared in accordance with IFRSs adopted for use in the European Union.
The accounting policies that have been adopted in preparing the financial information are
consistent with those that the directors currently intend to use in the next annual financial
statements. There is, however, a possibility that the directors may determine that some changes to
these policies are necessary when preparing the full annual financial statements for the first time
in accordance with those IFRSs adopted for use by the European Union. This is because, as disclosed
in note 1, the directors have anticipated that the amendment to IAS 21 The effects of changes in
foreign exchange rates, which has yet to be formally adopted for use in the EU, will be so adopted
in time to be applicable to the next annual financial statements.
Review work performed
We conducted our review in accordance with guidance contained in Bulletin 1999/4 Review of interim
financial information issued by the Auditing Practices Board for use in the United Kingdom. A
review consists principally of making enquiries of group management and applying analytical
procedures to the financial information and underlying financial data and, based thereon, assessing
whether the accounting policies and presentation have been consistently applied unless otherwise
disclosed. A review is substantially less in scope than an audit performed in accordance with
Auditing Standards and therefore provides a lower level of assurance than an audit. Accordingly, we
do not express an audit opinion on the financial information.
Review conclusion
On the basis of our review we are not aware of any material modifications that should be made to
the financial information as presented for the six months ended 31 December 2005.
KPMG Audit Plc
Chartered Accountants
London, England
15 February 2006
31
ADDITIONAL INFORMATION FOR SHAREHOLDERS
EXPLANATORY NOTES
Definitions
Unless otherwise stated, percentage movements given throughout this announcement for volume, sales,
net sales after deducting excise duties, marketing and operating profit are organic movements (at
level exchange rates and after adjusting for acquisitions and disposals) for continuing operations.
They are before exceptional items. Comparisons are with the equivalent period in the last
financial year. For an explanation of organic movements please refer to Diageos annual report for
the year ended 30 June 2005 and Reconciliation to GAAP measures in this announcement.
Volume has been measured on an equivalent units basis to nine litre cases of spirits. An
equivalent unit represents one nine litre case of spirits, which is approximately 272 servings. A
serving comprises 33ml of spirits, 165ml of wine, or 330ml of ready to drink or beer. Therefore,
to convert volume of products, other than spirits, to equivalent units, the following guide has
been used: beer in hectolitres divide by 0.9, wine in nine litre cases divide by five and ready to
drink in nine litre cases divide by 10.
Net sales are sales less excise duties.
Exceptional items are those that in managements judgement need to be disclosed by virtue of their
size or incidence in order for the user to obtain a proper understanding of the financial
information. Such items are included within the income statement caption to which they relate.
References to ready to drink include flavoured malt beverages in the United States. References to
Smirnoff ready to drink include Smirnoff Ice, Smirnoff Black Ice, Smirnoff Twisted V, Smirnoff
Mule, Smirnoff Spin, Smirnoff Caesar and Smirnoff Signatures. References to Smirnoff Black Ice
include Smirnoff Ice Triple Black in the United States.
Volume share is a brands volume when compared to the volume of all brands in its segment. Value
share is a brands retail sales when compared to the retail sales of all brands in its segment.
The share data contained in this announcement is taken from independent industry sources in the
markets in which Diageo operates. Unless otherwise stated, share refers to volume share.
Share of voice is the media spend of a particular brand when compared to all brands in its segment.
The share of voice data in this announcement is taken from independent industry sources in the
markets in which Diageo operates.
This announcement contains forward-looking statements that involve risk and uncertainty. There are
a number of factors that could cause actual results and developments to differ materially from
those expressed or implied by these forward-looking statements, including factors beyond Diageos
control. Please refer to page 40 -Cautionary statement concerning forward-looking statements for
more details.
This announcement includes names of Diageos products which constitute trademarks or trade names
which Diageo owns or which others own and license to Diageo for its use.
32
Reconciliation to GAAP measures
Organic movement in volume, sales, net sales after deducting excise duties, operating profit before
exceptional items and basic earnings per share are measures not specifically used in the
consolidated financial statements themselves (non-GAAP measures). The performance of the group is
discussed using these measures.
In the discussion of the performance of the business, certain information is presented using
sterling amounts on a constant currency basis. This strips out the effect of foreign exchange rate
movements and enables an understanding of the underlying performance of the market that is most
closely influenced by the actions of that markets management. The risk from foreign exchange is
managed centrally and is not a factor over which local managers have any control.
Acquisitions and disposals also impact the reported performance and therefore the reported movement
in any period in which they arise. Management adjusts for the impact of such transactions in
assessing the performance of the underlying business.
The underlying performance on a constant currency basis and excluding the impact of acquisitions
and disposals is referred to as organic performance. Organic movement calculations enable the
reader to focus on the performance of the business which is common to both periods.
Organic movement in volume, sales, net sales after deducting excise duties, and operating
profit before exceptional items
Diageos strategic planning and budgeting process is based on organic movement in volume, sales,
net sales after deducting excise duties and operating profit before exceptional items, and these
measures closely reflect the way in which operating targets are defined and performance is
monitored by the groups management. Therefore organic movement measures most closely reflect the
way in which the business is managed.
These measures are chosen for planning, budgeting, reporting and incentive purposes since they
represent those measures which local managers are most directly able to influence and they enable
consideration of the underlying business performance without the distortion caused by fluctuating
exchange rates, acquisitions and disposals.
The groups management believes these measures provide valuable additional information for users of
the financial statements in understanding the groups performance since they provide information on
those elements of performance which local managers are most directly able to influence and focus on
that element of the core brand portfolio which is common to both periods. They should be viewed as
complementary to, and not a replacement for, the comparable GAAP measures: sales, net sales after
deducting excise duties and reported movements in individual income statement captions. These GAAP
measures reflect all of the factors which impact on the business.
The organic movement calculations for volume, sales, net sales after deducting excise duties and
operating profit before exceptional items for the six months ended 31 December 2005 were as
follows:
33
1. Volume
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Organic |
|
|
|
|
|
|
|
|
|
2004 |
|
|
Acquisitions |
|
|
movement |
|
|
2005 |
|
|
Organic |
|
|
|
units |
|
|
units |
|
|
units |
|
|
units |
|
|
movement |
|
|
|
million |
|
|
million |
|
|
million |
|
|
million |
|
|
% |
|
North America |
|
|
24.5 |
|
|
|
0.1 |
|
|
|
0.9 |
|
|
|
25.5 |
|
|
|
4 |
|
Europe |
|
|
23.8 |
|
|
|
0.2 |
|
|
|
|
|
|
|
24.0 |
|
|
|
|
|
International |
|
|
20.6 |
|
|
|
0.2 |
|
|
|
2.3 |
|
|
|
23.1 |
|
|
|
11 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
|
68.9 |
|
|
|
0.5 |
|
|
|
3.2 |
|
|
|
72.6 |
|
|
|
5 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2. Sales
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Acquisitions |
|
|
|
|
|
|
|
|
|
|
Organic |
|
|
|
2004(1) |
|
|
|
|
|
|
|
|
|
|
and |
|
|
Organic |
|
|
2005 |
|
|
movement |
|
|
|
Reported |
|
|
Transfers(2) |
|
|
Exchange(3) |
|
|
disposals(4) |
|
|
movement |
|
|
Reported |
|
|
(a) |
|
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
% |
|
North America |
|
|
1,385 |
|
|
|
|
|
|
|
60 |
|
|
|
23 |
|
|
|
97 |
|
|
|
1,565 |
|
|
|
7 |
|
Europe |
|
|
2,244 |
|
|
|
(8 |
) |
|
|
(14 |
) |
|
|
3 |
|
|
|
(4 |
) |
|
|
2,221 |
|
|
|
|
|
International |
|
|
1,289 |
|
|
|
|
|
|
|
36 |
|
|
|
10 |
|
|
|
198 |
|
|
|
1,533 |
|
|
|
15 |
|
Corporate |
|
|
28 |
|
|
|
8 |
|
|
|
|
|
|
|
|
|
|
|
4 |
|
|
|
40 |
|
|
|
11 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
|
4,946 |
|
|
|
|
|
|
|
82 |
|
|
|
36 |
|
|
|
295 |
|
|
|
5,359 |
|
|
|
6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
3. Net sales after deducting excise duties
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Acquisitions |
|
|
|
|
|
|
|
|
|
|
Organic |
|
|
|
2004(1) |
|
|
|
|
|
|
|
|
|
|
and |
|
|
Organic |
|
|
2005 |
|
|
movement |
|
|
|
Reported |
|
|
Transfers(2) |
|
|
Exchange(3) |
|
|
disposals(4) |
|
|
movement |
|
|
Reported |
|
|
(a) |
|
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
% |
|
North America |
|
|
1,168 |
|
|
|
|
|
|
|
49 |
|
|
|
22 |
|
|
|
90 |
|
|
|
1,329 |
|
|
|
7 |
|
Europe |
|
|
1,450 |
|
|
|
(8 |
) |
|
|
(15 |
) |
|
|
(4 |
) |
|
|
(15 |
) |
|
|
1,408 |
|
|
|
(1 |
) |
International |
|
|
1,028 |
|
|
|
|
|
|
|
22 |
|
|
|
8 |
|
|
|
125 |
|
|
|
1,183 |
|
|
|
12 |
|
Corporate |
|
|
28 |
|
|
|
8 |
|
|
|
|
|
|
|
|
|
|
|
4 |
|
|
|
40 |
|
|
|
11 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
|
3,674 |
|
|
|
|
|
|
|
56 |
|
|
|
26 |
|
|
|
204 |
|
|
|
3,960 |
|
|
|
5 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Excise duties |
|
|
1,272 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1,399 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Sales |
|
|
4,946 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
5,359 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
4. Operating profit before exceptional items (b)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Acquisitions |
|
|
|
|
|
|
|
|
|
|
Organic |
|
|
|
2004(1) |
|
|
|
|
|
|
|
|
|
|
and |
|
|
Organic |
|
|
2005 |
|
|
movement |
|
|
|
Reported |
|
|
Transfers(2) |
|
|
Exchange(3) |
|
|
disposals(4) |
|
|
movement |
|
|
Reported |
|
|
(a) |
|
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
£ million |
|
|
% |
|
North America |
|
|
454 |
|
|
|
|
|
|
|
(2 |
) |
|
|
3 |
|
|
|
21 |
|
|
|
476 |
|
|
|
5 |
|
Europe |
|
|
463 |
|
|
|
(4 |
) |
|
|
(3 |
) |
|
|
8 |
|
|
|
30 |
|
|
|
494 |
|
|
|
7 |
|
International |
|
|
346 |
|
|
|
(2 |
) |
|
|
(14 |
) |
|
|
1 |
|
|
|
40 |
|
|
|
371 |
|
|
|
12 |
|
Corporate |
|
|
(78 |
) |
|
|
6 |
|
|
|
|
|
|
|
|
|
|
|
(8 |
) |
|
|
(80 |
) |
|
|
(11 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
|
1,185 |
|
|
|
|
|
|
|
(19 |
) |
|
|
12 |
|
|
|
83 |
|
|
|
1,261 |
|
|
|
7 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
34
Notes Information relating to the current period
(1) |
|
Results for 2004 have been restated for the impacts of implementing IFRS. |
|
(2) |
|
Transfers represents the reallocation of the Guinness Storehouse visitor centre in Dublin
from Europe into the corporate business segment and the transfer of the costs relating to a
global information technology project from Corporate into Europe and International. |
|
(3) |
|
The exchange adjustments for sales, net sales after deducting excise duties and operating
profit before exceptional items are principally in respect of the US dollar. |
|
(4) |
|
Acquisitions in the period ended 31 December 2005 are only in respect of the acquisition of
The Old Bushmills Distillery Company Limited. Acquisitions impacting the calculation of
organic growth in the period were in respect of the acquisition of The Chalone Wine Group
(North America), Ursus Vodka Holdings B.V. (Europe) and Ghana Breweries Limited
(International). Disposals affecting the period are only the disposal of United Beverages
Limited (Europe) which contributed sales, net sales after deducting excise duties and
operating profit before exceptional items of £16 million, £16 million and £nil respectively in
the six months ended 31 December 2004. |
Notes Information relating to the organic movement calculations
a) |
|
The organic movement percentage is the amount in the column headed Organic movement in the
table above expressed as a percentage of the aggregate of the columns headed 2004 Reported,
Transfers, Exchange and the values for disposals (see note 4 above) from the column headed
Acquisitions and disposals. The inclusion of the column headed Exchange in the organic
movement calculation reflects the adjustment to exclude the effect of exchange rate movements
by recalculating the prior period results as if they had been generated at the current
periods exchange rates. Organic movement percentages are calculated as the organic movement
amount in £ million, expressed as the percentage of the prior period results at current year
exchange rates and after adjusting for disposals. The basis of calculation means that the
results used to measure organic movement for a given period will be adjusted when used to
measure organic movement in the subsequent period. |
|
b) |
|
Where a business, brand, brand distribution right or agency agreement was disposed of, or
terminated, in the current period, the group, in organic movement calculations, adjusts the
results for the comparable prior period to exclude the amount the group earned in that period
that it could not have earned in the current period (i.e. the period between the date in the
prior period, equivalent to the date of the disposal in the current period, and the end of the
prior period). As a result, the organic movement numbers reflect only comparable performance.
Similarly, if a business was disposed of part way through the equivalent prior period then its
contribution would be completely excluded from that prior periods performance in the organic
movement calculation, since the group recognised no contribution from that business in the
current period. In the calculation of operating profit before exceptional items the overheads
included in disposals were only those directly attributable to the businesses disposed, and do
not result from subjective judgements of management. For acquisitions, a similar adjustment is
made in the organic movement calculations. For acquisitions subsequent to the end of the
equivalent prior period, the post acquisition results in the current period are excluded from
the organic movement calculations. For acquisitions in the prior period, post acquisition
results are included in full in the prior period but are only included from the anniversary of
the acquisition date in the current period. |
|
c) |
|
A further adjustment in organic movement is made to exclude the effect of exchange rate
movements by recalculating the prior periods results as if they had been generated at the
current periods exchange rates. |
35
Organic movement in earnings per share
The groups management believes basic earnings per share on a reported and organic movement basis,
provides valuable additional information for users of the financial statements in understanding the
groups overall performance. The groups management believe that the comparison of movements on
both a reported and organic basis provides information as to the individual components of the
movement in basic earnings per share being: the impact of exceptional items, fluctuating exchange
rates, acquisitions and disposals arising in the period and changes in the effective rate of tax.
These measures should be viewed as complementary to, and not a replacement for, the comparable GAAP
measures such as basic and diluted earnings per share and reported movements thereon. These GAAP
measures reflect all of the factors which impact on the business.
The organic movement calculation in earnings per share for the six months ended 31 December 2005
was as follows:
|
|
|
|
|
|
|
p per share (5) |
|
Reported basic eps for period ended 31 December 2004 |
|
|
32.2 |
|
Exceptional items (1) |
|
|
(7.2 |
) |
|
|
|
|
Basic eps before exceptional items for period ended 31 December 2004 |
|
|
25.0 |
|
Disposals (2) (a) |
|
|
0.3 |
|
Exchange (3) (d) |
|
|
(1.1 |
) |
Tax equalisation to 25% (4) |
|
|
3.9 |
|
|
|
|
|
Restated basic eps for period ended 31 December 2004 |
|
|
28.1 |
|
|
|
|
|
|
Reported basic eps for period ended 31 December 2005 |
|
|
40.4 |
|
Exceptional items (1) |
|
|
(9.3 |
) |
Acquisitions (2) (b) |
|
|
(0.1 |
) |
Exchange (3) (d) |
|
|
0.1 |
|
|
|
|
|
Basic eps before exceptional items for the period ended 31 December 2005 |
|
|
31.1 |
|
|
|
|
|
|
Reported basic eps movement amount |
|
|
8.2 |
p |
Basic eps before exceptional items movement amount |
|
|
6.1 |
p |
Organic movement amount (c) |
|
|
3.0 |
p |
Reported basic eps growth |
|
|
25 |
% |
Basic eps before exceptional items growth |
|
|
24 |
% |
Organic growth (c) |
|
|
11 |
% |
Notes
Information relating to the current period
1) |
|
The exceptional items (after tax and attributable to equity shareholders) reported by the
group for the period ended 31 December 2005 were a gain of
£268 million (2004 a gain of £216
million) equating to 9.3 pence per share for the period ended 31 December 2005 and 7.2 pence
per share for the period ended 31 December 2004. |
2) |
|
Acquisitions in the period ended 31 December 2005 are in respect of the acquisition of The
Old Bushmills Distillery Company Limited. Acquisitions impacting the calculation of organic
growth in the period were in respect of the acquisition of The Chalone Wine Group (North
America), Ursus Vodka Holdings B.V. (Europe) and Ghana Breweries Limited (International).
Disposals affecting the period are the disposal of United Beverages Limited (Europe) and the
impact of the disposal of 25 million shares of the common stock of General Mills.
Acquisitions contributed 0.1 pence per share for the period ended 31 December 2005. |
36
3) |
|
Exchange The exchange adjustments for operating profit before exceptional items, net
finance charges and taxation before exceptional items are principally in respect of the US
dollar. Transaction exchange adjustments are taxed at the effective tax rate for the period.
Exchange had an adverse impact of 0.1 pence per share for the period ended 31 December 2005. |
|
4) |
|
Tax equalisation the impact of equalising the effective rate of tax on profit before
exceptional items and tax from the reported rate to 25%. The groups underlying effective rate
of tax before exceptional items is expected to be 25%. |
|
|
|
This adjustment is expected to be applied in the financial year ending 30 June 2006 only. The
group adopted IFRS in the period ended 31 December 2005 and the groups results for the period
ended 31 December 2004 have been restated from UK GAAP to IFRS. Under IFRS the effective rate
of tax on profit before exceptional items for the period ended 31 December 2004 was 34%, the
equivalent rate under UK GAAP was 24%. The increase in the effective tax rate under IFRS
arose primarily as a result of the implementation of IAS 12 Income taxes in respect of the
recognition of movements in deferred tax. |
|
5) |
|
All amounts are derived from amounts in £ million divided by the weighted average number of
shares in issue for the period to 31 December 2005 of 2,886 million (2004 2,999 million). |
Notes Information relating to the organic movement calculations
a) |
|
Where a business, brand, brand distribution right or agency agreement or investment was
disposed of, or terminated, in the current period, the group, in organic movement
calculations, adjusts the profit for the period attributable to equity shareholders for the
comparable prior period to exclude the following: i) the amount the group earned in that
period that it could not have earned in the current period (i.e. the period between the date
in the prior period, equivalent to the date of the disposal in the current period, and the end
of the prior period), ii) a capital return in respect of the reduction in interest charge had
the disposal proceeds been used entirely to reduce borrowings, and iii) taxation at the rate
applying in the jurisdiction in which the asset or business disposed was domiciled. As a
result, the organic movement numbers reflect only comparable performance. Similarly, if a
business or investment asset was disposed of part-way through the equivalent prior period then
its impact on the profit for the year attributable to equity shareholders (i.e. after
adjustment for a capital return from use of the proceeds of the disposal to reduce borrowings
and tax at the rate applying in the jurisdiction in which the asset or business disposed was
taxed) would be completely excluded from that prior periods performance in the organic
movement calculation, since the group recognised no contribution from that business in the
current period. |
b) |
|
Where a business, brand, brand distribution right or agency agreement or investment is
acquired subsequent to the end of the equivalent prior period, the group, in organic movement
calculations adjusts the profit for the current period attributable to equity shareholders to
exclude the following: i) the amount the group earned in the current period that it could not
have earned in the prior period, ii) a capital charge in respect of the increase in interest
charge had the acquisition been funded entirely by an increase in borrowings, and iii)
taxation at the rate applying in the jurisdiction in which the business acquired is domiciled.
As a result, the organic movement numbers reflect only comparable performance. Similarly, if
a business or investment asset was acquired part way through the equivalent prior period then
its impact on the profit for the year attributable to equity shareholders (i.e. after
adjustment for a capital charge for the funding of the acquisition and tax at the rate
applying in the jurisdiction in which the acquired business is taxed) would be adjusted in
that prior periods performance in the organic movement calculation, since the group
recognised a full periods contribution from that business in the current period. |
c) |
|
Organic movement percentages for basic earnings per share are calculated as the organic
movement amount in pence (p), expressed as the percentage of the prior period results at
current year exchange rates, and after adjusting for exceptional items, tax equalisation and
acquisitions and disposals. The |
37
|
|
basis of calculation means that the results used to measure organic movement for a given
period will be adjusted when used to measure organic movement in the subsequent period. |
d) |
|
The exchange effects of IAS 21 in respect of short term intercompany funding balances as
recognised in other finance charges / income are removed from both the current and prior
period as part of the organic movement calculation. |
Free cash flow is a non-GAAP measure that comprises net cash from operating activities as well as
the net purchase and disposal of investments and property, plant and equipment that form part of
net cash from investing activities. The groups management believe the measure assists users of
the financial statements in understanding the groups cash generating performance as it comprises
items that arise from the running of the ongoing business.
The remaining components of net cash from investing activities that do not form part of free cash
flow, as defined by the groups management, relate to the purchase and disposal of subsidiaries,
associates and businesses. The groups management regards the purchase and disposal of property,
plant and equipment as ultimately non-discretionary since ongoing investment in plant and machinery
is required to support the day-to-day operations, whereas purchases and disposals of businesses are
discretionary. However, free cash flow does not necessarily reflect all amounts that the group
either has a constructive or legal obligation to incur. Where appropriate, separate discussion is
given for the impacts of acquisitions and disposals of businesses, equity dividends and purchase of
own shares each of which arises from decisions that are independent from the running of the
ongoing underlying business.
The free cash flow measure is also used by management for their own planning, budgeting, reporting
and incentive purposes since it provides information on those elements of performance which local
managers are most directly able to influence.
(iii) |
|
Return on average total invested capital |
Return on average total invested capital is a non-GAAP measure that is used by management to assess
the return obtained from the groups asset base. This measure is not specifically used in the
consolidated financial statements, but is calculated to aid comparison of the performance of the
business.
The profit used in assessing the return on total invested capital reflects the operating
performance of the business after the effective tax rate for the period stated before exceptional
items and interest. Average total invested capital is calculated using the average derived from the
consolidated balance sheets at the beginning and the end of the period. Capital employed comprises
net assets for the period, excluding post employment benefit liabilities (net of deferred tax) and
net borrowings. This average total invested capital is aggregated with restructuring and
integration costs net of tax, which have been charged to exceptional items, and goodwill written
off to reserves at 1 July 2004 being the date of transition to IFRS.
Calculations for the return on average total invested capital for the six months ended 31 December
2005 and 31 December 2004 were as follows:
38
|
|
|
|
|
|
|
|
|
|
|
2005 |
|
|
2004 |
|
|
|
£ million |
|
|
£ million |
|
|
Operating profit before exceptional items |
|
|
1,261 |
|
|
|
1,185 |
|
Associates after interest and taxation |
|
|
77 |
|
|
|
71 |
|
Dividends receivable from investments |
|
|
5 |
|
|
|
8 |
|
Effective tax rate 25% (2004 25%)* |
|
|
(336 |
) |
|
|
(316 |
) |
|
|
|
|
|
|
|
|
|
|
1,007 |
|
|
|
948 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Average net assets |
|
|
5,671 |
|
|
|
5,880 |
|
Average net borrowings |
|
|
3,807 |
|
|
|
3,820 |
|
Average integration costs (net of tax) |
|
|
931 |
|
|
|
916 |
|
Average goodwill |
|
|
1,562 |
|
|
|
1,562 |
|
|
|
|
|
|
|
|
Average total invested capital |
|
|
11,971 |
|
|
|
12,178 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Return on average total invested capital |
|
|
16.8 |
% |
|
|
15.6 |
% |
|
|
|
|
|
|
|
|
|
|
* |
|
The effective tax rate for 2004 has been adjusted to 25% to achieve a comparable measure in the
year of IFRS adoption (2004 effective tax rate under IFRS was 34%) |
Economic profit is a non-GAAP measure that is used by management to assess the groups return from
its asset base compared to a standard cost of capital charge. The measure is not specifically used
in the consolidated financial statements, but is calculated to aid comparison of the performance of
the business.
The profit used in assessing the return from the groups asset base and the asset base itself are
the same as those used in the calculation for the return on average total invested capital (see
(iii) above). The standard capital charge applied to the average total invested capital is
currently 9%, being managements assessment of a constant minimum level of return that the group
expects to generate from its asset base. Economic profit is calculated as the difference between
the standard capital charge on the average invested assets and the actual return achieved by the
group on those assets.
Calculations for economic profit for the six months ended 31 December 2005 and 31 December 2004
were as follows:
|
|
|
|
|
|
|
|
|
|
|
2005 |
|
|
2004 |
|
|
|
£ million |
|
|
£ million |
|
Average total invested capital (see (iii) above) |
|
|
11,971 |
|
|
|
12,178 |
|
|
Operating profit before exceptional items |
|
|
1,261 |
|
|
|
1,185 |
|
Associates after interest and taxation |
|
|
77 |
|
|
|
71 |
|
Dividends receivable from investments |
|
|
5 |
|
|
|
8 |
|
Effective tax rate 25% (2004 25%)* |
|
|
(336 |
) |
|
|
(316 |
) |
|
|
|
|
|
|
|
|
|
|
1,007 |
|
|
|
948 |
|
Capital charge at 9% of average total invested
capital (50% half year) |
|
|
(539 |
) |
|
|
(548 |
) |
|
|
|
|
|
|
|
Economic profit |
|
|
468 |
|
|
|
400 |
|
|
|
|
|
|
|
|
|
|
|
* |
|
The effective tax rate for 2004 has been adjusted to 25% to achieve a comparable measure in the
year of IFRS adoption (2004 effective tax rate under IFRS was 34%) |
39
Cautionary statement concerning forward-looking statements
This document contains statements with respect to the financial condition, results of operations
and business of Diageo and certain of the plans and objectives of Diageo with respect to these
items. These forward-looking statements are made pursuant to the Safe Harbor provisions of the
United States Private Securities Litigation Reform Act of 1995. In particular, all statements that
express forecasts, expectations and projections with respect to future matters, including trends in
results of operations, margins, growth rates, overall market trends, the impact of interest or
exchange rates, the availability of financing to Diageo, anticipated cost savings or synergies and
the completion of Diageos strategic transactions, are forward-looking statements. By their
nature, forward-looking statements involve risk and uncertainty because they relate to events and
depend on circumstances that will occur in the future. There are a number of factors that could
cause actual results and developments to differ materially from those expressed or implied by these
forward-looking statements, including factors that are outside Diageos control.
These factors include, but are not limited to:
|
|
increased competitive product and pricing pressures and unanticipated actions by competitors that could impact Diageos
market share, increase expenses and hinder growth potential; |
|
|
|
the effects of future business combinations, partnerships, acquisitions or disposals, existing or future, and the
ability to realise expected synergies and/or costs savings; |
|
|
|
Diageos ability to complete existing or future acquisitions and disposals; |
|
|
|
legal and regulatory developments, including changes in regulations regarding consumption of, or advertising for,
beverage alcohol, changes in accounting standards, taxation requirements, such as the impact of excise tax increases
with respect to the business, environmental laws and the laws governing pensions; |
|
|
|
developments in the alcohol advertising class actions and any similar proceedings or other litigation directed at the
drinks and spirits industry; |
|
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|
developments in the Colombian litigation and any similar proceedings; |
|
|
|
changes in consumer preferences and tastes, demographic trends or perception about health related issues; |
|
|
|
changes in the cost of raw materials and labour costs; |
|
|
|
changes in economic conditions in countries in which Diageo operates, including changes in levels of consumer spending; |
|
|
|
levels of marketing, promotional and innovation expenditure by Diageo and its competitors; |
|
|
|
renewal of distribution rights on favourable terms when they expire; |
|
|
|
termination of existing distribution rights on agency brands; |
|
|
|
technological developments that may affect the distribution of products or impede Diageos ability to protect its
intellectual property rights; and |
40
|
|
changes in financial and equity markets, including significant interest rate and foreign currency exchange rate
fluctuations, which may affect Diageos access to or increase the cost of financing or which may affect Diageos
financial results. |
All oral and written forward-looking statements made on or after the date of this announcement and
attributable to Diageo are expressly qualified in their entirety by the above factors and the risk
factors contained in the annual report on Form 20-F for the year ended 30 June 2005 filed with the
US Securities and Exchange Commission. Any forward-looking statements made by or on behalf of
Diageo speak only as of the date they are made. Diageo does not undertake to update forward-looking
statements to reflect any changes in Diageos expectations with regard thereto or any changes in
events, conditions or circumstances on which any such statement is based. The reader should,
however, consult any additional disclosures that Diageo may make in documents it files with the US
Securities and Exchange Commission.
The information in this announcement does not constitute an offer to sell or an invitation to buy
shares in Diageo plc or any other invitation or inducement to engage in investment activities.
This document includes disclosure about Diageos debt rating. A security rating is not a
recommendation to buy, sell or hold securities and may be subject to revision or withdrawal at any
time by the assigning rating organisation. Each rating should be evaluated independently of any
other rating.
Past performance cannot be relied upon as a guide to future performance.
41
For further information
Diageos interim results presentation to analysts and investors will be broadcast at 09.30 (UK
time) on Thursday 16 February 2006. The presentation will be available on the Diageo website
www.diageo.com and also at www.cantos.com. Prior to the event the presentation slides will also be
available to download from Diageos home page.
You will be able to listen to a live broadcast of the presentation and to the question and answer
session. The number to call is:
|
|
|
France
|
|
+33 1 70 75 00 02 |
Germany
|
|
+49 69 2222 52100 |
Ireland
|
|
+353 1 246 0034 |
Netherlands
|
|
+31 20 710 0075 |
Spain
|
|
+34 91 414 15 45 |
UK
|
|
+44 20 7019 0810 |
USA (toll free)
|
|
1 877 951 7311 |
|
|
Passcode: Diageo results |
After the presentation the slides and accompanying text will be available to download from Diageos
homepage.
You will be able to view a recording of the presentation and question and answer session on the
Diageo website from 14.00 (UK time) on the day. This facility will be available until 16 March
2006.
A press conference will take place beginning at 12.30 (UK time) on Thursday 16 February and will be
broadcast live from a link on www.diageo.com.
Diageo management will host a conference call for analysts and investors at 15.00 (UK time) on
Thursday 16 February 2005. Call this number to participate:
|
|
|
France
|
|
+33 1 70 75 00 02 |
Germany
|
|
+49 69 2222 52100 |
Ireland
|
|
+353 1 246 0034 |
Netherlands
|
|
+31 20 710 0075 |
Spain
|
|
+34 91 414 15 45 |
UK
|
|
+44 20 7019 0810 |
USA (toll free)
|
|
1 877 951 7311 |
|
|
Passcode: Diageo results |
The teleconference will be available on instant replay from 17.00 (UK time) and will be available
until 16 March 2005. The number to call is:
|
|
|
UK/Europe
|
|
+44 20 7970 4974 |
USA/Canada
|
|
+1 203 369 4770 |
|
|
|
|
|
Investor enquiries to:
|
|
Catherine James
|
|
+44 (0) 20 7927 5272 |
|
|
Sandra Moura
|
|
+44 (0) 20 7927 4326 |
|
|
|
|
Investor.relations@diageo.com |
|
|
|
|
|
Media enquiries to:
|
|
Isabelle Thomas
|
|
+44 (0) 20 7927 5967 |
|
|
Jennifer Crowl
|
|
+44 (0) 20 7927 5749 |
|
|
|
|
Media@diageo.com |
42